HomeMy WebLinkAbout2019-07-09 Workshop Agenda and Reports.pdf----------~=-City of Maple Ridge COUNCIL WORKSHOP AGENDA JUiy 9, 2019 1:30 p.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. July 9, 2019 Council Meeting 1. APPROVAL OF THE AGENDA 2. ADOPTION OF MINUTES REMINDERS • June 25, 2019 Council Workshop Meeting • July 2, 2019 Council Workshop Meeting 3. PRESENTATIONS AT THE REQUEST OF COUNCIL 4. UNFINISHED AND NEW BUSINESS 7:00 p.m. 4.1 Metro Vancouver Presentation -Emission Regulation for Cannabis Production and Processing • Esther Berube, Division Manager, AQ Bylaw Development 4.2 Translink B-Line and Area Transit Plan Presentation • Sarah Ross, Director, System Planning • Matt Craig, Senior Planning Manager 4.3 Lougheed Transit Corridor Study: Process Review and Next Steps Staff report dated July 9, 2019 recommending that the established Lougheed Transit Corridor Study process be reaffirmed. I
~-----~•~~~a------------Council Workshop Agenda July 9, 2019 Page 2 of 4 4.4 Youth Strategy Implementation Plan Recommendations l L Staff report dated l11ly 9, 2019 that the Youtb Strategy lmplementat .... io=n,_,P'-'l~al.J..ln'-'b_,..e~------endorsed. 4.5 Maple Ridge Town Centre Business Walk Staff report dated July 9, 2019 providing information on a Business Walk in the Town Centre scheduled for September 2019. 4.6 Contracting Practices Presentation by the Acting Municipal Engineer Staff report dated July 9, 2019 providing information on project delivery models used by the City of Maple Ridge to expedite and deliver on Capital Works projects. 4. 7 The Mann Cup National Championships Staff report dated July 9, 2019 recommending the delay of installation of ice at Cam Neely Arena for approximately 3 weeks to allow use of the arena by the Senior A Burrards Lacrosse Club in hosting the Canadian Lacrosse Association (CLA) National Championships, the Mann Cup, should the team win the Western Lacrosse Association (WLA) Championship and that a one-time only accommodation be funded through accumulated surplus to purchase ice time from neighbouring facilities for minor ice user groups. 5. CORRESPONDENCE The following correspondence has been received and requires a response. Staff is seeking direction from Council on each item. Options that Council may consider include: a) Acknowledge receipt of correspondence and advise that no further action will be taken. b) Direct staff to prepare a report and recommendation regarding the subject matter. c) Forward the correspondence to a regular Council meeting for further discussion. d) Other. Once direction is given the appropriate response will be sent. 5.1 City of White Rock -Proposed Vacancy Tax Letter dated June 26, 2019 from Mayor Darryl Walker, Mayor, to the Union of British Columbia Municipalities ("UBCM") requesting support of a UBCM resolution requesting an amendment to the Community Charter to permit municipalities to impose, by bylaw, an annual vacancy tax on taxable residential and commercial properties.
Council Workshop Agenda July 9, 2019 Page 3 of 4 5.2 City of Richmond -Recovering Costs for Local Climate Change Impacts Letter dated June 28, 2019 from David Weber, Director, City Clerk's Office, City of Richmond, requesting favourable consideration of a resolution by the City of Richmond that legislation be enacted to hold the fossil fuel industry responsible for its role in causing climate change. 5.3 Upcoming Events By Invitation to Mayor and Council July 10, 2019 5:00 pm to 8:00 pm July 15, 2019 11:00 am to 2:00 pm General Community Events July 9, 2019 7:30 pm to 9:30 pm July 10, 2019 6:30 pm to 8:00 pm July 10, 2019 7:00 pm to 8:30 pm July 11, 2019 July 13, 2019 9:00 am to 2:00 pm July 13, 2019 9:00 pm to 10:30 pm July 16, 2019 7:30 pm to 10:00 pm Youth Wellness Centre, Health & Wellness Unlimited, 22932 Lougheed Highway, Maple Ridge Organizer: Fitness Unlimited Friends in Need Food Bank Volunteer Appreciation BBQ, Maple Ridge Park, Maple Ridge Organizer: Friends in Need Food Bank Twilight Tuesdays, Memorial Peace Park, Maple Ridge Organizer: Maple Ridge Concert Band Play Nights in the Park, Memorial Peace Park, Maple Ridge Organizer: Maple Ridge Parks Recreation & Culture Zumba at Port Haney Wharf, 22300 River Road, Maple Ridge Organizer: Latin Flavour Fitness Thursday Music in the Park, Memorial Peace Park, Maple Ridge Organizer: Variete D'Arts Society Haney Farmers Market, Memorial Peace Park, Maple Ridge Organizer: Haney Farmers Market Hammond Movie Night, Memorial Peace Park, Maple Ridge Organizer: Aquatics, Maple Ridge Parks, Recreation & Culture Music on the Wharf, Port Haney Wharf, 22300 River Road, Maple Ridge Organizer: Maple Ridge Historical Society 6. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL
Council Workshop Agenda July 9, 2019 Page 4 of 4 7. MATTERS DEEMED EXPEDIENT 8. ADJOURNMENT
2.0 Adoption of Minutes 2.0
City of Maple Ridge COUNCIL WORKSHOP MINUTES June 25, 2o-19 The Minutes of the City Council Workshop held on June 25, 2019 at 1:33 p.m. in the Blaney Room at City Hall, 11995 Haney Place, Maple Ridge, British Columbia for the purpose of transacting regular City business. PRESENT Elected Officials Mayor M. Morden Councillor C. Mead us Councillor G. Robson Councillor R. Svendsen Councillor A. Yousef ABSENT Councillor Duncan Councillor J. Dueck Appointed Staff K. Swift, Acting Chief Administrative Officer D. Pollock, General Manager Engineering Services D. Boag, Acting General Manager Parks, Recreation & Culture G. Goddard, Director of Planning L. Benson, Director of Corporate Administration T. Thompson, Chief Financial Officer Other Staff as Required B. Elliott, Manager of Community Planning L. Zosiak, Planner 2 A. Bowden, Planner 1 Note: These Minutes are posted on the City Web Site at www.mapleridge.ca Video of the meeting is posted at media.mapleridge.ca/Mediasite/Showcase Note: Mayor Morden was not in attendance at the start of the meeting. As Acting Mayor, Councillor Meadus chaired the meeting in his absence. 1. APPROVAL OF THE AGENDA R/2019-369 It was moved and seconded That the agenda ofthe June 25, 2019 Council Workshop Meeting be amended by adding as item 4.4 Union of British Columbia Municipalities ("UBCM") Banquet Sponsorship by People's Republic of China and that the agenda as amended be approved. CARRIED
' -------r----------------Council Workshop Minutes June 25, 2019 Page 2 of 3 2. MINUTES I ------...... 2~.--;1.1~---1M-in .... u-tes of the--J.u-ne 11, 2019 and June-18,2019 Council Worksho.p-Me-e'l--lti«nl'--g-------R/2019-370 It was moved and seconded That the minutes of the Council Workshop Meeting of June 11, 2019 and the June 18, 2019 be adopted as circulated. 3. PRESENTATIONS AT THE REQUEST OF COUNCIL -Nil 4. UNFINISHED AND NEW BUSINESS 4.1 Lougheed Corridor Consultation Summary Staff report dated June 25, 2019 outlining the outcomes of a public consultation process for the Lougheed Transit Corridor study. CARRIED The Manager of Community Planning introduced the topic. L. Zosiak, Planner and A. Bowen gave a presentation providing a summary of the public consultation process and highlighting the outcomes of the study. Note: Mayor Morden joined the meeting at 1:40 pm during the presentation and assumed the Chair. R/2019-371 It was moved and seconded That staff be directed to allow applications within the Lougheed Transit Corridor Study Area to proceed, providing they meet the intent of the OCP and current ongoing planning work. CARRIED 4.2 Capital Plan Update The Chief Financial Officer gave a presentation providing information on the Capital Plan process and highlighting the 2019 Capital Plan. 4.3 Secondary Suites Regulatory Review -Options Report Staff report dated June 25, 2019 recommending that a report be provided outlining draft Zoning Bylaw amendments to explore regulations for secondary suite units and that bylaw enforcement on the owner-occupancy requirement continue to be held in abeyance until after first and second readings of bylaw amendments.
Council Workshop Minutes June 25, 2019 Page 3 of 3 L. Zosiak, Planner gave a slide presentation outlining the background and providing options for expanding secondary suites regulations. Note: Mayor Morden left the meeting at 3:27 pm during the presentation, and Councillor Mead us assumed the Chair. He returned to the meeting at 3:32 pm and assumed the Chair at 3:34 pm. R/2019-372 It was moved and seconded That staff bring back a report exploring accountability mechanisms related to the Social Housing Plan and the matter of owner occupancy for secondary suites; and further That the May 7th, 2019 Council motion directing the abeyance of a current bylaw enforcement issue related to the requirement of owner occupancy of a secondary suite be renewed. CARRIED 4.2 Union of British Columbia Municipalities ("UBCM") Banquet Sponsorship by People's Republic of China Council discussion -no resolution 5. CORRESPONDENCE -Nil 6. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL -Nil 7. MATTERS DEEMED EXPEDIENT-Nil 8. ADJOURNMENT -4:13 pm M. Morden, Mayor Certified Correct L. Benson, Corporate Officer
--------------~----~-~=~~----------------------City of Maple Ridge COUNCIL WORKSHOP MINUTES The Minutes of the City Council Workshop held on July 2, 2019 at 3:18 p.m. in the Blaney Room at City Hall, 11995 Haney Place, Maple Ridge, British Columbia for the purpose of transacting regular City business. PRESENT Appointed Staff Elected Officials K. Swift, Acting Chief Administrative Officer Mayor M. Morden Councillor J. Dueck Councillor C. Meadus Councillor G. Robson Councillor R. Svendsen Councillor A. Yousef D. Pope, Acting General Manager Parks, Recreation & Culture D. Pollock, General Manager Engineering Services C. Goddard, Director of Planning L. Benson, Director of Corporate Administration T. Thompson, Chief Financial Officer Other Staff as Required ABSENT Councillor Duncan V. Richmond, Manager of Parks Planning & Development C. Crabtree, Chief Information Officer Note: These Minutes are posted on the City Web Site at www.mapleridge.ca Video of the meeting is posted at media.mapleridge.ca/Mediasite/Showcase 1. APPROVAL OF THE AGENDA R/2019-405 It was moved and seconded That the agenda of the July 2, 2019 Council Workshop Meeting be approved as circulated. CARRIED 2. MINUTES -Nil 3. PRESENTATIONS AT THE REQUEST OF COUNCIL -Nil 4. UNFINISHED AND NEW BUSINESS 4.1 Engineering Department Update Presentation by the General Manager Engineering Services
Council Workshop Minutes July 2, 2019 Page 2 of 2 4.2 Parks & Facilities Update ---------'-"Pr'-'-esentation by the ManageLOf Parks Planning & Developme_,_.n-t ------------4.3 Community Safety Plan Staff report dated July 2, 2019 recommending a Community Safety Steering Committee be established and that Terms of Reference be developed, and that funding be provided from the Community Safety Initiative budget. R/2019-406 It was moved and seconded That staff be directed to establish a Community Safety Steering Committee and develop Terms of Reference; and That $100,000 be funded from the Community Safety Initiative budget for a dedicated resource to support the development of the Community Safety Plan; and further That $155,000 be funded from the Community Safety Initiative budget to fund immediate actions in support of Community Safety Plan goals. CARRIED 5. CORRESPONDENCE 5.1 Upcoming Events 6. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL -Nil 7. MATTERS DEEMED EXPEDIENT-Nil 8. ADJOURNMENT -5:45 p.m. M. Morden, Mayor Certified Correct L. Benson, Corporate Officer
[~-City of Maple Ridge TO: FROM: mapleridge.ca His Worship Michael Morden and Members of Council Chief Administrative Officer MEETING DATE: July 9, 2019 FILE REFERENCE: 2019-032-CP MEETING: Workshop SUBJECT: Lougheed Transit Corridor Study: Process Review and Next Steps EXECUTIVE SUMMARY: At the June 25, 2019 Council Workshop staff reported out on Phase 2 and 3 of the Lougheed Transit Corridor Study. During the meeting, Council raised the following questions and concerns: • Length of time and staff resources utilized thus far and needed to complete the study; and • Current development applications on hold pending study outcomes. This report addresses the above listed topics and provides an opportunity to adjust the Lougheed Transit Corridor Study process with an alternative recommendation, should Council see fit. RECOMMENDATION: That the established Lougheed Transit Corridor Study process be reaffirmed. BACKGROUND: Lougheed Transit Corridor Study Process In September 2018, Council endorsed a planning process for the Lougheed Transit Corridor Study with an anticipated timeline of one year. Initially, staff proposed to undertake the study in two parts: the first stage encompassing land west of the Maple Ridge Cemetery and Ridge Meadows Hospital, and the second stage including lands east of the cemetery and hospital to the Town Centre boundary. At Council's direction, the two stages were joined together to cover the entire corridor at the same time. Further, the Town Centre and its Area Plan were not included in the overall process, but were to be reconsidered once the Lougheed Transit Corridor Study process concluded. The first phase of the study involved participating in a regional study with Metro Vancouver, which was delayed in its completion. At the February 26, 2019 Council Workshop, staff reported out on Phase 1 of the study, and provided a more detailed process diagram, as shown below. Figure 1: Lougheed Transit Corridor Study Process 4.3 Page 1 of 4
DISCUSSION: Draft Concept Plan: Over the summer, staff will be preparing a high-level land use concept plan for the study area using _____ _____.,,_merging concepts from public feedback This concept plan will foci 1s on the block level and identify general opportunities for mixed-use building types, broadening housing choices, improved pedestrian and cycling movements, and supporting the creation of more employment floor spaces. Under the current process, shown in Figure 1 above, it is proposed that a draft Concept Plan be brought before Council for endorsement in September 2019. For the draft Concept Plan, it is anticipated that some existing land uses will remain the same, while new land uses will also be proposed. It is also anticipated that the creation of new zones will be needed to support land use changes within the Lougheed Transit Corridor, aimed at shaping more urban, diverse, and pedestrian-oriented re-development. The draft concept plan will contain the following components: • Generalized land uses • Future road and trail networks • Proposed road cross sections • Guiding Principles for future development At the June 25th workshop, Council expressed an interest in expediting the remaining phases of the Lougheed Transit Corridor Study process. While an endorsement of the land use Concept Plan would allow development applications in the study area to move forward based on the land uses identified in the Concept Plan, Council indicated that staff resources might be needed to address other priorities of Council. Staff raise for Council two possible limitations to abbreviating the Lougheed Transit Corridor Study process: 1) the shortened opportunity for public engagement would be inconsistent with public expectations for the planning of the corridor area; and 2) an absence of possible zoning work needed to implement the Lougheed Transit Corridor Concept Plan. Noting such limitations, staff recommend that the next steps involve preparation of an Area Plan document (Phase 5), which will include: • Parcel level land use plan refined from the draft concept plan • Area plan goals, objectives and policies • Road standard cross sections • Proposed transportation network • A zoning matrix aligning the land use designations with the permitted zones Additionally, staff will work to create new zoning to support the new Plan, and a consultant will be hired to prepare Development Permit Guidelines. Once adopted by Council, the Area Plan and Development Permit Guidelines will form part of the Official Community Plan. Both of these documents will require four readings from Council and a Public Hearing (Phase 6). Page 2 of 4
Alternative Recommendation: Should Council wish to alter the Lougheed Transit Corridor Study process, the following alternative is included: 1. That a draft Lougheed Transit Corridor Concept Plan be brought to Council in September 2019 for endorsement and at that point end the Lougheed Transit Corridor Study. If Council has identified higher priority land use planning work through the Strategic Plan, this option would create a shortened timeline to free up staff time for other work. In-stream and new applications would be reviewed in the context of the endorsed concept plan. In-stream Development Applications: Council expressed a desire to move in-stream development applications in the study area forward. Specifically, at the June 25, 2019 Council Workshop Council directed the following: That staff be directed to allow applications within the Lougheed Transit Corridor Study Area to proceed, providing they meet the intent of the OCP and current ongoing planning work. Presently, three rezoning applications have come before Council for consideration prior to or during the Lougheed Transit Corridor Study. Due to prior Council directions, one application has been held in abeyance until completion of the study, while the other two have received first reading were not permitted to proceed prior to endorsement of a Concept Plan. Based on the above Council direction, each of these development applications will be reviewed as the draft Concept Plan is being prepared over the summer. An update on these rezoning applications will be provided to Council when the draft Concept Plan is brought forward in September 2019. Page 3 of 4
CONCLUSION: At the June 25, 2019 Council Workshop, Council raised some concerns about the Lougheed Transit Corridor Study in terms of timeline, Council priorities, and in-stream applications. This report has ------vcut .... l~in ..... e ..... d_._a ..... d ..... d .... it....,_,ionaUnformation on tbad.rafl.c.o.ncept plan elements and Qlltstanding__s:tudy work t~· ~-----recommended that Council re-affirm the established Lougheed Transit Corridor Study process; however, an alternative recommendation is also included for Council's consideration. Reviewed by: Approved by: Concurrence: Amelia Bowden, M.Urb, _MCIP, RPP Planner 1 Christine Carter, M.PL, MCIP, RPP GM: Planning and Development Services Page 4 of 4
~-------------~--------------------r-------------~~-TO: City of Maple Ridge His Worship Mayor Michael Morden and Members of Council MEETING DATE: FILE NO: FROM: Chief Administrative Officer MEETING: July 9, 2019 2246047 Workshop SUBJECT: Youth Strategy Implementation Plan Recommendations EXECUTIVE SUMMARY: In late 2018, Council approved the Maple Ridge Youth Planning Table (YPT) Terms of Reference (TOR) for the purpose of stewarding the Maple Ridge Youth Strategy (YS). Since this time, staff has worked with the YPT membership to develop a recommended implementation plan (Attachment 1) for Council's consideration. The Plan aligns recommendations from the 2017 Youth Strategy Action Plan, which includes input from over 800 surveys. With Council's endorsement, the YPT would proceed with carrying out the implementation plan for the benefit of children, youth and emerging adults in our community. Many of the deliverables are underway at a grassroots level, however, will be enhanced over time as grant funds become available. RECOMMENDATION: That the Youth Strategy Implementation Plan as presented in the July 2, 2019 report titled "Youth Strategy Implementation Plan Recommendations" be endorsed. DISCUSSION: a) Background Context: Over the past several months, the YPT youth strategy implementation sub-committee has met regularly with stakeholders to develop an implementation plan for the Youth Strategy. The Plan includes timelines and potential funding sources in addition to prioritizing the deliverables based on the following terms: • Short Term (0-2 years); • Medium Term (3-5 years); • Long Term (5-7 years) • and Ongoing (actions considered essential or in progress) While some of the actions are considered short or medium term, they may take some time to implement as they are identified as grant dependent. Also, many of the ongoing initiatives that are within PRC's existing work plan are already in play, however at a very grassroots level. Sustainability or growth of some of these programs could be addressed through an influx offunding via annual business planning or other potential sources. Furthermore, while the City has influence over many aspects that affect our youth population, certain issues fall outside of local government jurisdiction and will rely on support, funding, or Doc # 224604 7 Page 1 of 2 4.4
guidance from senior levels of government, other agencies and local community organizations. Implementation of the plan overall, will require continued communication, collaboration and action by many partners, potentially including the City of Pitt Meadows, through the ongoing work of the Youth Planning Table and will be woven into the City's business planning cycle where appropriate. ~~~~~~--1b,,__,_)------b11Desil'e~U1-H~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~--'The desired outcome is to ensure proper program and amenity resources and supports are in place for our children, youth and emerging adults to engage fully in community life. c) Strategic Alignment: This aligns with Council's priority focus on Community Safety by ensuring that citizens have access to services and agencies are accountable for their role in those services and Inter-Government Relations by working with senior levels of government to deliver priorities identified in the Youth Strategy Implementation Plan. d) Citizen/Customer Implications: The Plan provides staff and partners with a road map to achieve the healthy development of the City's children, youth and emerging adult population. e) Business Plan/Financial Implications: Any additional financial implications related to the Plan will be brought forward for Council's consideration as part of the business planning process in the fall. CONCLUSION: The Youth Strategy Implementation Plan is the result of a coordinated effort between the City of Maple Ridge, The Community Network, the Social Policy Advisory Committee and other key partners and stakeholders to ensure that the goals identified in the Youth Strategy Action Plan are completed in a timely and collaborative manor. The Plan ensures that the proper resources and supports are in place for our younger p~,io~ to feond be supported fully in community life. ·~~ Prepared by: Tony C roneo Manager of Community Engagement ~ Prepared by: Danielle Pope Director of Recreation & Community Engagement VLi • eation & Culture Doc # 224604 7 Page 2 of2
Maple Ridge Youth Strategy-Implemen t ation Plan (June 2019)
Goal Area One
Goal 1.1-Reduce barriers and provide more opportunities for youth recreation
ACTION GOAL WHO RESOURCES PRIORITY /TARGET STATUS REQUIRED
1.1.1 Lead: CMR, YPT, Youth Council
Provide more youth-oriented recreation Potential Partners: SD42,
opportunities during "after school hours" (3-Aboriginal Education, Actively seeking grant opportunities ar d partnership.
8pm and summer) that are affordable, Family Education, Existing Staff Ongoing • Current youth-oriented recreation p pportunities during after
accessible, and meet the needs and interests Sport Network, Rick Hansen Resources school hours 3-6PM:
of local youth, including a range of sports, Foundation, Local Sports 0 Mentorship Program
leisure, music, arts and culture. Organizations and Foundations 0 GMYC After School Progra 111 Pilot
1.1.2 Lead: CMR, YPT, Youth Council
Work with community partners to explore Potential Partners: SD42, Existing Staff Actively seeking grant opportunities fa additional cost efficiencies.
funding and transportation options to support Family Education, Resources Ongoing Currently supporting community partn <>rs using the CMR YOI bus .
youth in accessing recreation opportunities. Active Transportation
Committee, Seniors Network
/CEED Centre, Translink
1.1.3 Continue to engage with youth about the type, Lead: CMR, YPT, Youth Council Existing Staff
amount, and location of recreation they Potential Partners: RCMP, Resources Ongoing Actively engaging Youth Council on a "'leekly basis . Encouraging
desire. RMODCAT, SD42, Foundry youth participation and representation at the YPT.
Goal 1.2-lncrease transportation options for youth
ACTION GOAL WHO RESOURCES PRIORITY/TARGET STATUS REQUIRED
1.2.1 Work with community partners to explore the
potential to develop a local youth Lead: YPT, Youth Council Grant Dependent transportation program to support youth to Potential Partners: SD42, Active Medium Term n/a get around (to school, recreation) and better Transportation Committee, {3-5 Years)
connect areas of the City underserviced by Seniors Network/ CEED Centre
transit (i.e., community Ride Share program or
1
------------
I T '
a community shuttle with safe options
designed specifically for youth).
1.2 .2 Lead: YPT, Youth Council
Continue to advocate to Translink and senior Potential Partners: CM R, Active Existing Staff Ensuring youth participation and repre $entation at the Active levels of government for more public transit Transportation Committee, Ongoing
service in the City. Seniors Network/ CEED Centre, Resources Transportation Committee .
SPAC, Community Network
1.2 .3 Provide clear information on how to access Lead: CMR, YPT, Youth Council Existing Staff
public facilities using public transit and safe Potential Partners: Active Resources Ongoing Actively providing feedback to Pathwa y s to improve the quality of
bike routes. Transportation Committee resources made accessible to commun ty members .
Goal 1.3-Support safe, inclusive, and youth friendly public and social spaces
ACTION GOAL WHO RESOURCES PRIORITY/TARGET STATUS REQUIRED
1.3.1 Collaborate with youth to create a variety of
fun, interesting social spaces in parks and Lead: CMR
public spaces (i.e., covered outdoor spaces, Potential Partners: RCMP, Existing Staff Ongoing Ensuring youth have the opportunities ~nd support necessary
seating areas, designated graffiti walls/areas, RMODCAT, SD42, Foundry Resources throughout the collaboration process .
tern po ra ry parks/ pa rklettes).
1.3 .2 Integrate child and youth-friendly principles Lead : CMR Existing Staff
into land use planning and development Potential Partners: YPT, Youth Resources Short Term n/a
applications. Council {0-2 Years)
1.3.3 Encourage CPTED {Crime Prevention Through Existing Staff Environmental Design) principles in the design Potential Lead: CMR Resources Medium Term
n/a of neighborhoods and public facilities as well Potential Partners: RCMP {3-5 Years)
as parks and public spaces.
1.3.4 Lead : CMR
Provide sufficient garbage and recycling bins Potential Partners: YPT, Youth Grant Dependent Long Term Council, Ridge Meadows n/a throughout the City. Recycling Society and Maple {5-7 Years)
Ridge Transfer Station
1.3 .5 Work with community partners and local
Lead: CMR businesses to provide a range of all-ages Potential Partners: YPT, Youth Existing Staff Actively seeking grant opportunities an ~ partnership for the
venues, events, and activities throughout the Ongoing expansion of all-ages venues, events ar d activities throughout MR .
City (i.e., concerts, open mic nights, movie Council, BIA, Farmers Market, Resources
nights, etc.). RMODCAT, ACT
2
--
A
1.3.6 Continue to provide safe spaces for youth Lead: CMR, YPT
(such as Youth Centres) throughout the Potential Partners: Youth Existing Staff Ongoing I Continue to advocate for youth friendly lspaces and places as new
community. Council, SD42, Foundry Resources facilities become available .
1.3.7 Lead: CMR, YPT
Work with local youth to conduct a City-wide Potential Partners: RCMP, Existing Staff Grant funding has been received to co~uct a space audit of civic
neighborhood safety audit to identify areas in SD42, Youth Council, Seniors Resources Ongoing facilities in the downtown core, specific lly supporting the Seniors
need of improvement. Network, Community Services, Network and accessibility within the C R.
MACAI
1.3.8 I Develop and implement a mini-grants program Lead: CMR
to support youth and other community Potential Partners : Coast Existing Staff I Actively seeking youth specific grant op portunities: Currently members to initiate small community projects Capital Savings, YPT, Youth Ongoing
to enhance safety, beautification, inclusivity, Council, SD42, SPAC Resources supporting youth in accessing the Neigh~ourhood Grants Program.
or social connections.
1.3.9 I Work with Katzie First Nation to explore the Lead:YPT
potential to develop an Aboriginal hub or Potential Partners:
I
Existing Staff
I Short Term Friendship Centre to support local First Anishinaabe, Resources {0-2 Years) I n/a
Nations, especially youth, to come together to Katzie, FRIS,
connect with different community services . SD42
1.3.10 I Continue to advocate to provincial and federal
governments for funding to realize a new Civic I Lead: CMR, Foundry Existing Staff Cultural Facility in Maple Ridge to provide a Potential Partners: YPT, Youth Under Review UNDER REVIE\N
safe welcoming space for youth to gather and Council Resources
access resources .
ACTION GOAL I WHO RESOURCES PRIORI TY/TARGET I STATUS REQUIRED
1.4.1 Work with School District 42 and other Potential Lead: Active
community partners to promote cycling by Transportation Committee,
providing information/ presentations about SD42, CMR, YPT Existing Staff safe cycling routes and rules of the road, Potential Partners: Youth Medium Term n/a
hosting 'Bike to School' weeks, and providing Council, Active Transportation Resources {3-5 Years)
free Committee, ICBC, HUB Cycling
Resources (i.e., headlights, reflector strips). Organization, RCMP
1.4.2 Work with community partners to develop a Lead: CMR Existing Staff
Potential Partners: RCMP, YPT, I I I Currently happening at a grassroots lev1. Community members bike donation program to provide Youth Council, Community Resources Ongoing donate bikes to the GMYC and are then e-distributed to youth .
marginalized youth with bikes. Services
3
-_·_L..._ i.:...'.;...'..
1.4.3 Continue to encourage and promote Lead: CMR, YPT, Youth Council
Po t ential Partners: pedestrian-oriented development and safe, Active Transportation Existing Staff Encouragi,ng and supporting youth repr iosentation and participation walkable neighborhoods with sufficient Committee Resources Ongoing at Committees of Council. lighting and pedestrian infrastructure (i.e .,
crosswalks, sidewalks).
Goal 2.1 Advocate for the needs of youth and emerging adults
ACTION RESOURCES PRIORI TY/TARGE T STATUS GOAL WHO REQUIRED
2.1.1 Identify a Youth Services Advocate to advocate
for the needs of youth and emerging adults by:
a.) Advocating to senior levels of government Actively seeking grant opportunities an partnership for the for funding and support for services and continuum of advocacy, encouraging ye uth representation and programs, affordable housing, education, participation on committees of counci l. transportation, minimum wage increase, and
other opportunities that benefit youth,
families, and emerging adults, emphasizing the
fact that Maple Ridge has a higher proportion Lead :YPT of children and youth than the province as a Potentia l Partners : MLA, MP, Existing Staff
whole.
Coast Capital, SPAC, PLEA, Work Resources Ongoing
b.) Identifying and applying for relevant grant BC, Foundry, Youth Council,
CMR programs and other funding opportunities.
c.) Promoting and implementing this Youth
Strategy with local youth, parents, caregivers ,
service providers, community partners, and
local media.
d.) Supporting youth to share their voices with
Council and senior levels of government.
4
-----·---···I ---y.--------.--
ACTION
2.2.1
ACTION
2.3.1
2.3.2
2.3.3
2.3.4
GOAL
Host a Youth Forum to discuss the goals,
desires, and accomplishments of youth in
Maple Ridge and share information about
existing resources, programs, services and
activities.
GOAL
Actively seek youth input on municipal
decisions, including youth representation on
civic committees and
youth engagement targets for community
engagement processes.
Identify and implement tools and strategies to
gather input from younger community
members during community engagement
processes (e.g., social media, surveys, school
workshops, events at youth-friendly locations).
Actively seek opportunities to involve youth in
fun, innovative civic projects such as public art,
temporary parks, community gardens, and
events.
Create meaningful opportunities for youth and
emerging adults to implement the Youth
Strategy and to provide input to Council on
other civic issues or initiatives (i.e ., Youth
Committee).
Goal 2.2 Host a Youth Forum
WHO
Lead:YPT,SD42, Foundry
Potential Partners:
Youth Council, MRODCAT, SD42,
SPAC, DSAC, Foundry,
Community Network
WHO
Lead: YPT, Youth Council
Potential Partners : CM R, SD42,
DSAC, Dan's Kids, Katzie Youth
Lead: SD42, Foundry, CMR,
Youth Council, YPT
Potential Partners: MLA, MP,
MR Council, MCFD, ACT, Fraser
Health, Library
Lead: CMR, YPT, Youth Council
Potential Partners: ACT, Library,
Katzie, Seniors Network
Lead: CMR, YPT, Youth Council,
SD42
Potential Partners: DPAC,
Aboriginal Education, Katzie,
RESOURCES
REQUIRED
Existing Staff
Resources
RESOURCES
REQUIRED
N/A
Existing Staff
Resources
Existing Staff
Resources
Existing Staff
Resources
for youth by youth
PRIORITY /TARGET
Ongoing
PRIORITY/TARGET
Ongoing
Ongoing
Ongoing
Ongoing
STATUS
SD42 currently hosts the following foru!ms for students in the
community:
o Celebration Of Respect
o Job Fair
o University Fair
Currently working on a youth mental h1 alth and gap analysis grant
to support a forum next spring . Recent y applied for the CMA grant,
and if successful will offer the followin youth forums :
o Youth mental health
o Substance use
Currently planning a financial literacy ~orkshop for youth . This will
take place in Fall 2019.
ST ATUS
Encouraging and inviting youth represer tation at municipal council
meetings .
Recently created a branding and marke~ing sub-committee
engaging youth in the development of 1~arketing and promotion
tools for the YPT.
Actively seeking youth volunteers for t ~e Community Gardens
program . And currently engaging yout ~ in a "Yarn Bombing" public
art project which will be displayed at UJ1)coming civic events.
Recently created "UPLAN" a youth led ~ub-committee of the YPT .
UPLAN breaks down silos and provides vouth with a voice to
advocate for themselves throughout the collaboration and
implementation of the Youth Strategy.
5
Foundry, SPAC, Library, Fraser
Health, Youth Council
2.3.5 Create youth-friendly communications (i.e.,
brochure, video, presentation) to explain how Lead: YPT; Branding Sub-
City Hall works and how community members Committee, Foundry, Youth Existing Staff Long Term can get involved in civic issues and share their Council Resources (5-7 Years) n/a
voices with Council. Work with community Potential Partners: SD42, MP,
partners to share information through schools RMODCAT
and other community facilities.
ACTION WHO RESOURCES PRIORITY /TARGET STATUS GOAL REQUIRED
2.4.1 Youth are currently recognized through the following Civic Youth Create and promote Civic Youth Awards to Lead: Community Foundation, awards : recognize and celebrate the contributions that Chamber of Commerce, YPT, Existing Staff Ongoing Canada Day Youth Awards
local youth and emerging adults make to the Youth Council, SPAC Resources 0
community. Potential Partners : CMR, SD42, 0 "You Rock"
MACAI 0 Citizen of the Year
2.4.2 Lead : CMR, Foundry, Work BC, This year Youth Week celebrations in M R engaged approximately
Continue to celebrate Youth Week and use it Youth Council 500 youth and other community memb ~rs, as well as provided
Potential Partners: BIA, Existing Staff
as an opportunity to engage youth and other Business Community, Resources Ongoing engagement with community partners :
community members through positive civic Community Foundation, Coast 0 Coast Capital Savings
projects and events. 0 Domino's Pizza Capital Savings
0 Coastal Riders
ACTION GOAL WHO RESOURCES PRIORI T Y/TARGET STATUS
REQUIRED
2.5.1 Lead: CMR,
Advocate to community partners to support YPT; Branding Sub-Committee
Potential Partners: Youth the creation of a youth publication (blog, Council, Foundry, SD42, Local Partnerships Ongoing Currently exploring options with comm µnity partners and youth for
magazine, etc.) to promote local youth voices Sporting Associations and
the creation of a youth publication.
in the community. Organizations
6
-----~ ~ ~ ~ ~ -----,'.,.
Goal Area Three
Goal 3.1 Support wellness, mental health and preventative substances Lise services for youth
ACTION
GOAL WHO RESOURCES PRIORITY/TARGET REQUIRED STATUS
3.1.1 Lead: Foundry Continue to support and develop the Youth
Wellness Centre to provide a local, integrated Potential Partners: YPT, Youth Existing Staff Ongo i ng
hub of services for youth . Council, Community Services, Resources Currently maintai n an act ive partnersh i J w ith Com mun it y Se rvices.
CMR
3.1.2 Continue to advocate to provincial and federal
governments for long-term, sustainable Lead : Foundry, YPT Existing Staff
funding for the Youth Wellness Centre to Potential Partners: Fraser Fo undry has com m itted to t he ongoing operat io n of lo ng-term and
Hea lth, Youth Council, CMR Resourc es Ongoing
improve access to health and wellness services Partnerships sustai na ble hea lth/w ell ness services fo yo uth.
for local youth .
3.1.3 Advocate to community partners to develop
and implement a preventative approach to
youth wellness and resilience, includ i ng :
a.) Integrating wellness, mental health, and M ay 31, 2019 appUed to CM A Fo"°''T fo , Hea lthy Caoa d;,m
substance use prevention into school Grant Fund ing to su ppo rt resiliency i n r gards t o yo uth ment al
curriculums from K-12 . heal th and substance use.
b.) Identifying a staff in each elementary and Potential Lead: Foundry, SD42, a. Alouette Addictions has pa ~tnered wit h SD42 to teac h
high school to support wellness, mental M CFD iMinds cur ricul um for grad r 4-7 focu sed on well ne ss
health, and substance use initiatives. Potential Partners: YPT, Youth and res ilie nc y.
Coun cil, RCMP, Options, Partnerships b. Safe and ca r ing schoo ls pro ram
c.) Providing meaningful information and Alouette Addictions, PLEA, Existing Staff Ongoing c. Ri dge Meadow s Overdose f ommunity Action Te am has
re sources to youth about wellness, stress ASTRA, CISUR, Options for Resources develop ed an d distributed 1 eso urces regarding ha rd-
management, mental health, substance use, Sex ual Health, ONYX, Fraser reduct io n and overdose pre ven tio n.
and other risky behavior, including safe drug Health, BCRPA, CMR d . CMR Youth Se rvices is curre ntly w o rking w ith
use (i.e., what to do in case of overdose), lived ShEvalesco t o promote and in tegrate se lf-ca re and
experience, and other information (i.e., what regulation programs .
do drugs feel like, what do they do). i. Fra ser Hea lth and Alouette Add ictio ns continues to
ho ld ha rm-red uction and 0 1 erdoes prevention
1
d.} Promoting and integrating self-care and worksho ps for community 1 hembers and professi o nal s.
self-reg ul ation (i.e., stress management, yoga,
mindfulness) along with regular, open
discussions about mental health and wellness .
7
-""" ---1
e.) Providing meaningful sexual education that
is inclusive of different sexual orientations,
addresses health and safety, and is non-
judgmental and i nformative .
f.) Providing meaningful education and
resources on violence and cruelty, including
online, verbal and physical bullying,
relationship violence,
discrimination, and racism .
g.) Providing free birth control and se xual
health services to youth and emerging adults .
h.) Advocating for the inclusion of in-schoo l
Drug and Alcohol counsellors in all high
schools .
i.) Providing information on confidential help
lines, services, and resources for youth of all
ages .
j.) Focusing on early identification of mental
health and or substance use issues and
connecting youth with professionals outside of
the school system for confidentiality.
k.) Encouraging mental health first aid
education for professionals and others who
work with youth (ie., teachers, coaches,
service providers, etc.).
1.) Developing partnerships with treatment
centres to deliver community sessions and/o r
workshops for professionals.
8
-------------
3.1 .4 Lead: CMR, YPT briginal Child and Youth Support mental health training for City staff Potential Partners: Foundry, Partnerships Currently in discussions with MCFD; Ab
who engage with youth . MCFD, PLEA, Red Cross Existing Staff Ongoing Mental Health Community Outreach re ~arding mental health
Resources training.
3.1.5 Advocate to community partners to develop Lead: SPAC Partnerships Short Term early intervention techniques for youth facing Potential Partners: Foundry, Existing Staff (0-2 Years) n/a
mental health and substance use. MCFD, YPT Resources
3.1.6 Advocate to community partners to develop a
support group for youth and emerging adults Lead: Foundry Partnerships Currently facilitating mental health and substance abuse support
related to mental health and/or substance Potential Partners: MCFD, Existing Staff Ongoing groups for youth and emerging adults a Foundry. And MCFD ;
Family Education, RCMP, YPT Resources Aboriginal Child and Youth Mental Heal h Community Outreach use. team is currently hiring three clinicians .
Goal 3.2 -Improve awareness of and access to youth services
ACTION GOAL WHO RESOURCES PRIORITY/TARGET REQUIRED STAT US
3.2.1 Work with community partners to develop and
promote a Youth Wellness website as a one-Lead: Foundry stop site to support youth, emerging adults,
and parents to find local resources on a range Potential Partners : Community N/A COMPLETE COMPLETE
of topics including physical and mental health, Network, YPT, Youth Council,
substance use/addictions, financial support, CMR, Pathways
housing/shelter, education, employment, etc.
3.2.2 Promote the Youth Strategy, Youth
Development Wheel, and Youth Wellness Lead: CMR, YPT Partnerships website among youth, emerging adults, Potential Partners : YPT; Will continue to be a priority throughoL t the implementation
parents, service providers, and other Branding Sub-Committee, Youth Existing Staff Ongoing process of the Youth Strategy.
community Council Resources
Partners and organizations.
3 .2.3 Work with community partners to promote
new and existing services for youth in our Lead: CMR, YPT Partnerships community and to parents and caregivers Potential Partners: Youth Existing Staff Family Education and Foundry are currE ntly working with
through a variety of channels including in-Council, Foundry, Community Ongoing community partners to promote existin ~ youth services and
person outreach/presentations, print Network, SD42 Resources resources to parents and ca r egivers .
(Brochures, guides, school newsletters), and
online (websites, social media).
9
--------.---
Goal 3.3 -Use local youth development trends to plan for youth ser vices
ACTION GOAL WHO RESOURCES PRIORITY/TARGET REQUIRED STATUS
3.3.1 Use the Early Development Instrument (EDI)
and Middle Development Instrument (MDI) Lead: SD42, Fraser Health Partnerships Are used to evaluate youth needs on ar ongoing basis in the results for Maple Ridge/ Pitt Meadows to
evaluate youth needs over time and plan City Potential Partners: UBC, SPAC, Existing Staff Ongoing community . SPAC will be hosting a worl shop on EDI and MDI in Q3
programs, services and resources. Community Network, CMR Resources of 2019 .
Goal 3.4-Support the reintroduction of a safe house/youth shelter in Maple Ridge
ACTION GOAL WHO RESOURCES
PRIORITY/TARGET REQUIRED STATUS
3.4.1 Advocate to senior levels of government and
Lead: CMR, YPT, Youth Council other community partners for funding to Potential Partners: Foundry, Partnerships The reintroduction of a youth safe hous ~ in the CMR was recently reintroduce a safe house/youth shelter in Community Network, SD42 Existing Staff Ongoing proposed by the Youth Safe House Sub-::omm ittee. Maple Ridge to help support youth in need, Resources
especially those under 16 .
Goal 3.5 -Further engage parents in youth wellbeing
ACTION RESOURCES
PRIORITY/TARGET STATUS GOAL WHO
REQUIRED
3.5.1 Work with community partners to develop a Lead: Foundry Short Term support group for parents of youth to get N/A COMPLETE
advice and share best practices. Potential Partners: SD42, MCFD (0-2 Years)
3.5.2 Advocate to community partners to raise
Lead: Foundry Current parent drop-in group put on by ~he Youth Wellness Centre
awareness and engage parents on youth Potential Partners: YPT, Youth Partnerships Ongoing engaging parents on youth mental heal h and substance use.
wellness, mental health, and substance use
prevention and intervention . Council, SD42, MCFD, CMR
Goal 3.6 -Support relief for families dealing with mental health issues
ACTION RESOURCES PRIORITY/TARGET
STATUS
GOAL WHO REQUIRED
3.6.1 Advocate to community partners to develop
and enhance relief programs for families Lead: MCFD, Foundry, Fraser
affected by mental health issues including a Health Partnerships Short Term n/a range of professional support, care support, Potential Partner: RMODCAT, (0-2 Years)
peer support groups, workshops and other YPT
resources .
10
==~ -
Goal Area Four
Goal 4.1-Support youth and emerging adults to learn important life ski ll s and caree r developm e nt skills
ACTION
GOAL WHO RESOURCES PRIOR ITY /TARGE T STATUS
REQUIRED
4.1 .1 Work with School District 42 and other
community partners to develop and
implement classes, workshops and resources
(in and out of schools) to teach life skills and
career development such as:
• resume writing/interviews/job applications, Lead: Work BC Empower a Youth i s currently offering f nancial literacy and • work safety,
• applying for postsecondary, Potential Partner: Foundry, Partnerships Ongoing entrepreneurship to high school studen b. Phase 1 has been offered
• money management, SD42, CMR, YPT, Youth Council at Thomas Haney and Maple Ridge Secc ndary Schools, the
• goal setting, programs will be expanded in Septemb r, 2019 .
• stress management,
• finding housing,
• tenancy laws and landlord rights,
• how to do your own taxes, and,
• how to start a business, etc.
4 .1.2 Work with community partners to develop a Lead: Work BC
volunteer learning registry to connect people Potential Partner: YPT; Partnerships Long Term n/a who want to learn with others who can teach Branding Sub-Committee, Youth Grant Dependent (5-7 Years)
specific skills. Council
Goal 4.2 -Support youth and emerging adults to gain practica l, real life work expe rie nce
ACTION GOAL \NHO RESOURCES PRIORITY /TARGET STATUS
REQUIRED
4.2.1 Advocate to community partners to develop a
"Supporting Youth Works" program to provide
more opportunities for youth and emerging
adults to gain work experience and build Partnerships Currently offering the Young Worker Sp ~akers Program for students connections in their schools and in their Lead : Work BC
community by: Potential Partner: SD42, CMR, Existing Staff Ongoing in grades 10-12 engaging students in we rkplace health and safety
a.) Developing a database of local YPT, Youth Council Resources and providing the student WorkSafe 10 12 resource package on line
opportunities for formal work experience (for including information on BC Employmer t Standards .
school credit) as well as jobs and volunteer
opportunities for youth and emerging adults.
b.) Developing job fairs oriented to youth and
11
-------- -
---
emerging adults.
c.) Developing a career sampler program for
youth to try out a series of different jobs and
skill sets.
d .) Developing a lecture series to introduce
youth to a range of possible professions with a
focus on diverse representation including
women, people with disabilities, and
minorities.
e.) Developing a mentorship program to
connect youth with local professfonals to learn
more about different career options.
f .) Working with local businesses and
community organizations to identify
appropriate employment and volunteer
opportunities for youth, especially
those under 15.
g.) Providing information on BC Employment
Standards to youth and employers of youth.
4.2.2 Develop and implement a youth work Lead: CMR, YPT, Youth Council Short Term experience program within various City Potential Partner: SD42, Work Grant Dependent (0-2 Years) n/a
departments. BC
Goal 4.3 -Increase access to postsecondary education
ACTION
GOAL WHO
RESOURCES
PRIORITY /TARGET
STATUS
REQUIRED
Advocate to senior levels of government to
provide more financial support to Lead: MLA, MP Short Term 4.3.1 postsecondary students including scholarships, Potential Partners: Work BC, N/A (0-2 Years) COMPLETE
grants, and free courses as well as free tuition SD42,SPAC
for low-income students/families.
4.3 .2 Advocate to community partners to d·evelop a Potential Lead: YPT Partnerships Maple Ridge community-based scholarship Potential Partners: SD42, Work Existing Staff Short Term n/a program to support local youth and emerging (0-2 Years)
adults to attend postsecondary. BC, SPAC, CMR Resources
4.3.3 Advocate to the provincial government to Potential Lead: MLA, MP Partnerships Short Term n/a provide free upgrading through Continuing (0-2 Years)
12
--,-
'·-
4.3.4
Education for youth and emerging adults out
of high school.
Continue to explore a possible partnership
with Simon Fraser University to create a
satellite campus in Maple Ridge to help youth
and young adults access postsecondary
opportunities locally.
Potential Partners: SD42, Work
BC, SPAC, YPT, CMR
Lead : CMR, YPT
Potential Partners: Youth
Council, SD42, Simon Fraser
University, BCIT
Partnerships
Existing Staff
Resources
Ongoing
Staff are cqntinuing outreach to the v J ious postsecondary
institutions and later in 2019 will be u dertaking a local demand
analysis to determine the baseline cap city needs for the
community. This item continues to re ain a priority.
Goal 4.4-Support affordable housing for families and youth/emerging adults
ACTION
4.4.1
4.4.2
4.4.3
LEGEND:
GOAL
Continue to support the ongoing maintenance
and development of adequate rental units and
affordable housing as per the City's Housing
Action Plan.
Continue to advocate to senior levels of
governments for more funding for non-market
housing, rent supplements, and other
programs to support low income households.
Continue to provide information on housing
rights and housing assistance as per the City's
Housing Action Plan, with an emphasis on
reaching older youth and emerging adults.
• ACT -Arts Centre and Theatre
WHO
Lead: CMR, YPT, MP, MLA
Potential Partner: Youth
Council, SPAC, PLEA
Lead: CMR, YPT, MP, MLA
Potential Partner: Youth
Council, MCFD , BC Housing,
SPAC
Lead: CMR, YPT, MP, MLA
Potential Partner: Youth
Council, MCFD, BC Housing,
Residential Tenancy Branch
• BCRPA -British Columbia Recreation and Parks Association
• BIA-Business Improvement Association
• CISUR -Canadian Centre for Substance Use Research
• CMR-City of Maple Ridge
• CN -Community Network
• COR -SD42 "Celebration of Respect" Forum
• DSAC -District Student Advisory Council
• Foundry -Youth Wellness Centre
• FRIS -Fraser River Indigenous Society
RESOURCES
REQUIRED
Partnerships
Existing Staff
Resources
Partnerships
Existing Staff
Resources
Partnerships
Existing Staff
Resources
PRIOR ITY/TARGET
Short Term
(0-2 Years)
Short Term
(0-2 Years)
Short Term
(0-2 Years)
• EDI -Early Years Development Index
• MCFD-Ministry of Child and Family Development
• MDI -Middle Years Development Index
• MR-Maple Ridge
ST ATUS
n/a
n/a
n/a
• ONYX -Work Experience and Mentorship Opportunities for Youtl
• RMODCAT-Ridge Meadows
• ShEvalesco -Programs for self-identifying young women (includi ~g Indigenous, two-spirited,
LGBTQQIA+, vulnerable and at-risk)
• SPAC -Social Policy Advisory Committee
• YPT -Youth Planning Table
13
-
TO: FROM: City of Maple Ridge His Worship Mayor Michael Morden and Members of Council Chief Administrative Officer MEETING DATE: July 9, 2019 FILE NO: 2226314 MEETING: Council Workshop SUBJECT: Maple Ridge Town Centre Business Walk EXECUTIVE SUMMARY: The Economic Development and Civic Property Department (EDCP) is planning partnering with the Maple Ridge-Pitt Meadows Chamber of Commerce (Chamber) and the Downtown Maple Ridge Business Improvement Association (DMRBIA) to conduct a Business Walk in the Town Centre on Wednesday, September 11, 2019. The goal of the Business Walk is to gain insight into the current business climate, opportunities and challenges for businesses in the Town Centre, and to determine how the City, Chamber and DMRBIA can more effectively work together to help support and maintain a vibrant Town Centre. The Business Walk will require approximately 20-25 volunteers to administer and collect a short questionnaire to the 750 businesses in the Town Centre with a goal of collecting at least 200 completed questionnaires. The volunteers will be formed into teams that could include Mayor and Council, City staff, Chamber executives and members, DMRBIA executives and members, the local MP and MLAs, and representatives from Small Business BC, Business Development Canada (BDC), Women's Enterprise Centre, Futurpreneur, the Rotary Club and other local businesses. RECOMMENDATION: For information only. No motion required. DISCUSSION: a) Background Context: Business Walks are a widely used business retention and expansion tool designed to quickly gauge the economic climate of businesses in a specified area. They have been used by a number of communities throughout the Province including larger communities such as Kelowna and Abbotsford, and smaller communities such as Quesnel and Pemberton. Successful Business Walk programs typically involve a partnership between the Mayor and Council, City Staff, Chamber of Commerce, Business Improvement Association and other business service providers in the area. These programs use teams of volunteer "walkers" who visit businesses to administer a short questionnaire on the status of individual businesses and the local environment in which they operate. The Province of British Columbia and the British Columbia Economic Development Association promote and support the use of business walks as an economic development tool. Doc #2226314 Page 1of 5 4.5
Business Walk questionnaires are typically structured to be brief and conversational. Staff are currently developing a questionnaire that will focus on the general business climate, opportunities and challenges facing local businesses, and safety and security in the Town Centre. Any businesses that require additional assistance can also be identified for follow up visits to provide one-on-one support. The proposed Business Walk will focus on businesses in the DMRBIA's catchment area (see Appendix A.) This area has approximately 750 businesses representing a wide variety of sectors including retail, food and beverage service, business service, medical and dental offices, professional services, personal service, technology, automobile service, government and social service agencies, and technology companies. Business Walk teams are typically made up of two volunteers who are assigned a specific walking route that can be completed in about three hours. The volunteer groups will meet at City Hall on the morning of the Business Walk for a brief training session and to receive their assigned walking routes. The teams will return to City Hall to return the completed questionnaires and provide any feedback they received from the businesses on their routes. Given the large number of businesses in the Town Centre and the amount of area to be covered, staff are recommend using a two-step process: 1. On September 4, one week prior to the Business Walk, staff from the EDCP and DMRBIA will distribute the questionnaires to businesses in the Town Centre. 2. On September 11, the day of the Business Walk, the volunteer teams will be assigned their "walking routes" to pick-up completed questionnaires, ask for additional comments, and complete any questionnaires as necessary. Economic Development and Civic Property staff will work with the Information Technology Department to develop an on-line version of the questionnaire as well. b) Desired Outcome: The primary objectives of the proposed Business Walk are to: • identify and understand opportunities and challenges for local business, • increase the awareness of existing business support services and agencies, • allow the Chamber, MRBIA and other service providers to identify opportunities to develop new programs and services for local businesses • assist identified businesses with follow-up support and assistance • demonstrate the Mayor and Council's support for the business community. Doc #2226314 Page 2 of 5
c) Strategic Alignment: The proposed Business Walk has strong alignment with a number of Council's strategic priorities. 1. Growth and Community Pride & Spirit a. Connects local businesses with existing programs and services offered by the City, DMRBIA, Chamber and other business support agencies b. Helps identify opportunities to create new programs and services to support growth of local businesses c. Helps identify opportunities to develop new and improved festivals and events in the Town Centre. 2. Community Safety The Business Walk questionnaire will include specific questions to help identify potential areas of concern with safety and security, and provides an opportunity to connect businesses with Westridge Security and the RCMP. 3. Inter-Governmental Relations City staff will connect with the offices of the local Member of Parliament and both local Members of the Legislative Assembly to encourage their participation in the Business Walk. The Business Walk also provides an opportunity to connect with provincial and federal business support organizations such as Small Business BC, BDC, Women's Enterprise Centre and Futurpreneur. d) Citizen/Customer Implications: Information gathered during the Business Walk will be used to help support a safer, more vibrant Town Centre for businesses, residents and visitors. e) Interdepartmental Implications: The Business Walk will require a limited amount of interdepartmental support from Information Technology to create an online questionnaire, and from Communications to promote the event. The Business Walk will also need City staff, including CMT, to volunteer for the "walking teams". f) Business Plan/Financial Implications: The proposed Business Walk is consistent with the EDCP's business plan goal of creating a more vibrant Town Centre and can be accommodated within the department's current budget allocation. Doc #2226314 Page 3 of 5 I' [ I
CONCLUSION: Business Walks are a proven business retention and expansion tool used by communities throughout the Province to gain an insight into the local business climate. They offer a great opportunity to strengthen relationships with the Chamber of Commerce and DMRBIA, to connect local businesses with existing support programs, and toldent1fy new opportunities to help Businesses in Town Centre grow and thrive. Prepared b~ -----Business Retention and Expansion Officer Reviewed by: Darr~ Acting Director of Economic Development and Civic Property Approved by: Christine Carter, M.PL, MCIP, RPP General Manager Planning and Development Concurrence: ministrative Officer Appendix A: DMRBIA Catchment Area Map Doc #2226314 Page 4 of 5
Appendix A: DMRBIA Catchment Area Map Doc #2226314 Maplo Ridge Square Dewdney Trunk Road Haney Place Mall Page 5 of 5
. ~--. ~ ... mapleridge.ca City of Maple Ridge TO: His Worship Mayor Michael Morden MEETING DATE: July 9, 2019 FROM: and Members of Council Chief Administrative Officer FILE NO: 11-5240-01 MEETING: Workshop SUBJECT: Contracting Practices EXECUTIVE SUMMARY: The City has considered and used several different project delivery methodologies to expedite and deliver on Capital Works projects, from partial or full road closures to extended work hours. Since 2017, the City has participated in a regional taskforce comprised of representatives from other municipalities, consultants and contractors, to review potential options to streamline and advance projects efficiently while minimizing the impacts on the public. Across the industry there are four widely accepted methodologies considered when seeking to expedite construction project delivery. These include permitting construction 24 hours per day, 7 days a week (24/7), overnight work only, extended day hours, and/or road closures. In 2015, the City of Toronto ran a pilot test of the four methodologies for 11 projects to assess the effectiveness of extended construction working hours. Subsequent to that, the City of Surrey conducted a Contractor Survey in fall 2018 where 25 contractors were surveyed across various sizes of projects from $1 million to in excess of $10 million. Both approaches produced similar results. Both municipalities identified similar concerns in that working 24/7 or over night revealed weakness in the supply chain -both materials and labour. Extended work days were generally found to reduce the contract duration but resulted in cost premiums for labourers of 15-20%. Road closures were found to be effective in reducing contract duration but result in impacts on the public. Contractors noted that flexibility in construction start dates would likely result in lower costs as it allows them to schedule limited resources. Ultimately, contractors shared that successful project delivery was all about risk allocation. The more the risk could be shared across all parties, the more effectively the project could be delivered. RECOMMENDATION: This report is submitted for information. DISCUSSION: a) Background Context: The City has considered and used several different project delivery methodologies to expedite and deliver on Capital Works projects, from partial or full road closures to extended work hours. Since 2017, the City has participated in a regional taskforce comprised of representatives from other municipalities, consultants and contractors, to review potential options to streamline and advance projects efficiently while minimizing the impacts on the public. Both the City of Vancouver and Burnaby were keenly interested to participate due to the small number of contractors bidding on their project (sometimes only one or two bidders). 11-5240-01 Pa-.<6
The City routinely gets five bidders on most projects of our tenders unless it is specialized work such as pipe bursting. Also, the City strives to tender early in the year to get better pricing and secure contractor availability. Across the industry there are four widely accepted methodologies considered when seeking to exp-edite-cunstractiur,projecn:tetivery. Tl 1ese irrctucte-permitting--constractton-2-4i10urs-pe,._------day, 7 days a week (24/7), overnight work only, extended day hours, and or road closures, with the pros and cons as follows: Work Model Pros Cons 24/7 • Reduced time in work • Greatest amount of traffic disruption, duration noise and light pollution impacts on • Potential for cost savings local residents • Difficulties in maintaining oversight • Supply chain is not robust enough to support this model. Difficult to get materials when needed. Pay a premium for night paving. etc. Overnight Work • Lessen work impacts • Pay a premium for labour and Only during the day mobilization and demobilization costs • Less disruptive to public • Supply chain issues as noted above • Longer work schedule Extended Day • Reduced work duration • Pay a premium for labour from 15-20% Working Hours (most contractors did not • Supply chain issues as noted above an work extended day) Road Closures • Reduced work duration • Impact on Public (short term pain for • Potential for cost savings long term gain) It is important to note that the City is a member of the Regional Engineer's Advisory Committee (REAC) that is comprised of senior engineers from all municipalities in the Metro Vancouver Region. In fall 2017, REAC formed a sub-committee to work specifically with Construction Industry Representatives (Contractor's, BC Road Builder's Association, and the City of Vancouver, Burnaby and Maple Ridge) to review current practices and consider options to improve municipal construction practices throughout the Region. The sub-committee discussed a variety of issues such as how to improve contract documents, building a stronger contracting industry, quality assurance and quality control, improving project delivery and traffic management and safety. The sub-committee held two workshops in December 2018 to better educate contractors and municipalities, and the City was co-chair with the City of Burnaby, of panel discussions at the workshops. After which in January 2019 a formal Construction Procurement Task Force was struck with the goal of creating "an environment where contractors want to bid and municipalities get good value". The two meetings of the Construction Procurement Task Force were held on January 31, 2019 and April 11, 2019. The were well attended with representatives from the Cities of Vancouver, Burnaby, Maple Ridge, Surrey, District of North Vancouver, Port Moody, Richmond, New Westminster, Coquitlam and the Township of Langley, and representation from consultants and contractors. 11-5240-01 Page 2 of 3
-------~-----~-~-~---·~=...-~·~· At the April meeting, the City of Surrey presented its findings from the Contractors Survey. Also, there was discussion on the task force objectives of owner/municipality, contractors and consultants so that all parties had a clear understanding moving forward. The next meeting priorities are the contractor evaluations, lessons learned and feedback on road closures. Throughout this process, contractors and consultants have always commented on ti ,e City'-s-proactive-app1oacl, a, ,ct-strong--presenco-.---------------------~ b) Desired Outcome: To provide an update on contracting practices in the City to improve project delivery and insure fair value for works tendered. c) Strategic Alignment: In line with corporate direction to deliver projects in a timely and cost effective manner. d) Citizen/Customer Implications: By considering different project delivery methodologies, the City seeks to reduce the impact on the public during the construction period. e) Interdepartmental Implications: The Engineering Department will continue to work with the Operations and Finance Department in the planning and design of the new capital infrastructure projects. f) Business Plan/Financial Implications: Using the correct model can lessen impacts on the public and reduce costs, however selection of the correct methodology is very much project dependent and requires careful consideration. CONCLUSIONS: The City has considered and used several different project delivery models to expedite and deliver on Capital Works projects, partial or full road closures provide the best opportunity to improve on project delivery. The City will continue to review on a case by case basis, options for project delivery. The City will also continue working other municipalities, consultants and contractors to find ways to streamline and advance projects efficiently while minimizing the impacts on the public. J f Boehmer, PEng. Acting Municipal Engineer ~~~u Approved by: David Pollock, PEng. General Manager Engineering Services Concurrence: 11-5240-01 Page 3 of 3
_ ........ ~ .. --City of Maple Ridge TO: FROM: mapleridge.ca His Worship Mayor Michael Morden and Members of Council Chief Administrative Officer MEETING DATE: July 9, 2019 FILE NO: 2236469 MEETING: Workshop SUBJECT: The Mann Cup National Championships EXECUTIVE SUMMARY: The Senior A Burrards Lacrosse Club has indicated that they have a good chance of winning the Western Lacrosse Association (WLA) Championship. If the team were crowned as the Western Champions, the following Canadian Lacrosse Association (CLA) National Championships, the Mann Cup, could be hosted in Maple Ridge in September 5-14, 2019. Historically ice user groups like Ice Hockey, Figure Skating and Speed Skating have started their season during this time. Hosting the Mann Cup in Cam Neely Arena would displace the ice users for approximately 3 weeks; however, hosting a national championship as prestigious as the Mann Cup would be celebrated and embraced by the community and at a national level. RECOMMENDATION: That the installation of the ice at Cam Neely be delayed for approximately 3 weeks, if the Senior A Burrards Lacrosse Club win the WLA Championships and have the opportunity to host the Mann Cup at their home arena in Maple Ridge; and that a one-time only accommodation, to a maximum, of $10,000 be funded through accumulated surplus (if this cannot be managed through PRC's operating budget) to purchase ice from neighbouring facilities for minor ice user groups. DISCUSSION: a) Background Context: In January 2019, the Senior A Burrards Lacrosse Club approached Staff to discuss the possibilities of hosting the CLA National Championships, the Mann Cup, in the Fall of 2019 if the team were crowned the Western Champions. Staff followed up by hosting a meeting with potential affected ice user groups to gauge their support and determine potential concerns ice users may be faced with if the ice was delayed. Following the meeting, staff investigated the possibility of installing a portable Homasote flooring, typically used during the Homeshow, over the ice surface to reduce the downtime for ice users. Unfortunately, the Burrards Lacrosse Club determined that there will be no room in their play schedule to allow time for ice to be installed prior to the Mann Cup. In addition, previous research conducted for a report to Council on July 4, 2017 on subsidized ice time and temporary dry floor solutions (attached) deemed this to be cost prohibitive. In April, the File No. 2236469 Page 1 of 3 4.7
City and the Burrards Lacrosse Club reviewed their findings and a decision was made by the Club to seek an alternative venue. During this process, staff also reached out to neighbouring municipalities to reserve ice time for user groups to accommodate the loss of ice time available at Cam Neely if the City were to ---------F=-lay--tf-a-As+ti-oniAg-frnm-dry-Heor-te-iee-by-sever-a-1-wee-k-s:-------fhfs-is---a---simi+ar-process-t+te-ei'h_,_------u n dertook to accomodate our swim clubs during the aquatic retrofit project. Hours were available at Pitt Meadows Arena, Planet Ice -Rink 2, and Langley Sportsplex throughout the week, however the availability was only a fraction of the ice users normal schedule at Cam Neely and would not meet the needs of the Figure Skating Club. At that time, the cost to purchase private ice at neighbouring facilities was approximately $10,000 after receiving revenue from the ice users at the subsidized ice rate. On June 10, the Burrards reached out once again to City staff, Mayor and Members of Council advocating for the use of Cam Neely should the Club be successful in the CLA National Championships. With the understanding that a portable Homasote floor will not work, the alternative is to delay the ice installation at Cam Neely by approximately 3 weeks. Based on allocated hours at Cam Neely for the first three weeks of September, Minor Hockey would lose 120 hours, Figure Skating would lose 57 hours, Female Hockey would lose 12 hours, and the Flames would lose 13.5 hours. b) Desired Outcome: The desired outcome is to support the Senior A Burrards Lacrosse Club bid to host the CLA Mann Cup in Cam Neely if they win the WLA Championship. c) Strategic Alignment: The Mann Cup is a national event that would bring athletes and supporters throughout Canada to Maple Ridge to experience our City. This is in line with Council's strategic priority of Community Spirit & Pride. d) Citizen/Customer Implications: Associations including Minor Hockey, Female Hockey, Speed Skating and Figure Skating would all be impacted if the ice installation was delayed in Cam Neely. If the Senior A Burrards Lacrosse Club do not win the WLA Championship, then they will not move forward to the Mann Cup and there will be no impact to other ice users. e) Business Plan/Financial Implications: A one-time expense of $10,000 would be required to book alternate ice times for ice users in neighbouring facilities. Due to past research, the City would only be able to provide ice users with a reduced schedule based on their regular allocation at Cam Neely. In addition, the loss of ice rental revenue during the first 3 weeks of September would be approximately $20,000 for the City. The costs associated with this accommodation will be funded through accumulated surplus if it is unmanageable within the existing PRC budget. CONCLUSION: Hosting the Mann Cup is an incredible honour for the Lacrosse community. The Burrards Senior A Lacrosse Club has a chance to win the WLA Championship and host the CLA Mann Cup in Maple Ridge. Hosting a national championship as prestigious as the Mann Cup would be celebrated and embraced by the community, provincial and national level File No. 2236469 Page 2 of 3
l Prepared by: Russ Brummer Business O erations Mana er Reviewed by: Danielle Pope Director of Recreation & Community Engagement Approved by: Recreation & Culture Concurrence: Attachments: (A) July 4, 2017 Council report-subsidized ice time and temporary dry floor solutions File No. 2236469 Page 3 of3
Attachment A [~-~~~~~~-·-m-a-pl._,eridge..ca~~~~C_ity~of_M_a_p_le~R_id_g_e~~~~~~~~~~ TO: Her Worship Mayor Nicole Read and Members of Council MEETING DATE: July 4, 2017 FILE NO: FROM: Chief Administrative Officer MEETING: Workshop SUBJECT: Follow-Up Report to the Ridge Meadows Minor Hockey Pres~ntation EXECUTIVE SUMMARY: Ridge Meadows Minor Hockey Association (RMMHA) presented to Sq~ncil at thefv1arch 14: .2017 meeting and during that presentation described some concerns./1\s/a result, C6m1cil directid: ~/ .. . That a report be provided on subsidized ice time and the the availability of a temporary dry floor for use afihe Ci3f11 /(':;: -\..'"°'·'·-.{.,.,., .. .::, _-_:·,::.~., 4 /' . . / .,;.::/ \<<\ RECOMMENDATION: , . . \:"!\ That staff increase funding for subsidized arena'ac:cess by:$100,00Q .in 2017 and by $200,000 in subsequent years, by identifying a funding sourci:l{or,?Of~~Q~ a'}lipding the 2018-2022 business plan accordingly. '\<>>, '" 1'>v // DISCUSSION: a) Background Context: /;,? '<t( On March 14, 2017,/R.lylMH .. pea red as a delfgation and provided a presentation to Council that identified the fol!~vti.n~ c~r\c¢:(ris: l'<if' 1. Their perception t ·, . 'tQ~,ice co9t~.Jl19t'they pay are higher than what other minor hockey associatjgns pay in e IQ\,\'~r mainJa'nd. 2. A nee 1rpe. 'RMJy1HA reports that they have limited access to practice times other tha. .. · · '::30-7:00 am) and challenges securing ice time for tournaments. The lub is also. . . y (\.yithout advertising) and is concerned that they will not be able to modate!grqwth.··<,V 3. c.9pc(:)rns irls!M.ded the administrative burden that the current public-private ice str~2turfgl~~(:)9,CJn'them, and their perception that there is a lack of community focus. suggestic:5'ns were also made for facility improvements such as a better portable floor solutig~ and the need for evaluation viewing areas. ''j:c\ At that meeting, Council directed staff to review these concerns and bring forward a report for information. Private Operator Model In 1996, the City entered into an agreement with RG Properties LTD (RG). In this agreement RG retained the risk and cost to construct a three pad ice rink, which includes the curling rink. It was also RG's responsibility to furnish the facility with supplies and equipment subject to trust conditions. 5.3
Conditions of this agreement include: • RG paid all DCC's and continues to pay all operating costs associated with operating the • RG has the right to retain all revenues. • RG holds a 30 year lease which is reviewed on a five year basis with RG holding the right to renew. • The 30 year term ends January 2029. • RG provides "municipal use" of the equivalent of one ice surface for a fee of approximately $665,000.00 per annum. In return for this annual payment, the City of Maple Ridge receives: • Use of the equivalent of one ice/dry floor surface annually. In turhJ;he City rents to local non-profit user groups at a reduced (subsidized) rat~<rf,J> ''< ~\',,, ice back • Use of the second rink from May 1 -August 15 for seven days, 24 hours ea,ch special events. /l • Use of office and storage space for community groups. <, ::-::re;:.::·.':>·::_ ->· ;, -«<" ', )· The City conducts regular inspections of the rinks ~pdwor~~'V.,,:ith Plaqet le~ bp ice allocations and to ensure repairs are conducted and user c9r1::erns are'ad.dressed .. citistaff also liaise with arena user groups and host ice and dry floor allncation meetings as parLof the annual booking process for subsidized arena allocations. Subsidized Ice Access ··/ The traditional operating mo9effor are § .• i.n the pas was publicly owned and operated facilities. In and around the 1990's, eublk-private-par:t:Derships known as "P3's" emerged, and the agreement with RG was ~tc:i:tllishe sed onthis model. In the current agree,~nt, th~'~hyprovider=,,;{bbsidized access to ice users of approximately 1,150 hours per yeaLa·u:ilanet le iqJqcludes time for minor sports organizations, adult users, community puti1I6 ik~tir:ig ari . fsate lesson participants. Ice sports that use this time include mi,r:io~ hockey, fi&yre'·s~·a ·ng, f~male hockey, ringette and speed skating. Any additional ice time that groups require is hased directly by the groups from RG at private rates; for • .. '. .. <,·,. RMMHA this represe · · een 20-30% of their weekly ice time. Private ice rentals include hoursat Planetke,and Pi ,Meadows Arena. ~~:, ~ In 2009 th'e Mapll:) Ri e and Pitt Meadows Parks & Leisure Services Commission (PLSC) direct~d'ptc:i~tci•fh~§?tigate the amount of subsidized ice time available to local minor sports groups iri9omparison to other municipalities. As a result Council approved increased funding of $205,000;.)p 2010 that was phased in over 5 years and concluded in 2014. While this funding helped to ag9ress the growing gap between subsidized ice allocations in Maple Ridge compared to the lower'mainland average, it did not close that gap. This was measured through the ratio of ice time allocated per player per week which is calculated by dividing the number of hours by the number of players. As a result of the 2010-2014 phased in funding program, the average number of hours per player per week for RMMHA increased from .05 to .10. However, the average in the lower mainland increased from .11 to .16 hours per player per week during this same period. Consequently, a more equitable comparison to the rest of the Lower Mainland was not achieved. 2
The column on the left below shows the subsidized rates that minor hockey associations pay in other lower mainland communities, compared to what is RMMHA pays in Maple Ridge. Private rates are not listed as each rou ne otiates rates based on rime non-rime and shoulder time, and in some cases buy time in multiple arenas. The right-hand column includes the player time per week ratio, which was used for comparison. While Maple Ridge receives one-third less hours of subsidized ice than other municipalities, the subsidized ice rental rate applied in Maple Ridge is slightly lower (by $6.33 per hour) than the regional average. Lower Mainland Subsidized Ice Rates & Allocations: Municipality Rates 2016/2017 Hours/week 2016/17 Average Tfaje/PlayerjWeek (in hours} Port Moody $123.65 82.25 Port Coquitlam $110.00 69 Coquitlam $121.62 Abbotsford $116.00 Mission $117.50 Burnaby Maple Ridge Pitt Meadows Variance (MR -Avg) -.05 If the City w~re to incref3'9es4.~~idiz \i ocations by one-third for all ice and dry floor minor sports, it \YPuld rtsult in ·. Orig~J~g cost of approximately $200,000 to $250,000, which is around a d:29<:-.6~2~~ increa .. ~e. The process to confirm these costs would involve discussions witti'a .. llmiq' ... Horts that use the arenas regarding needs, and with RG to negotiate a specific rentai'rat andloestablish an agreement that secures this time for local minor sports. \\'~:~~<-.. ~ · ,~1:::~ti>>:, .. If additional'time rchased by the City, the intent would be to replace time that local minor sports'r;brr(}ptly irectly from RG at private rates. While this would alleviate cost challenges .,, ,/··.,.,.. that RMMt,IA and other ice and dry floor users face, it would not address their need for access to addition~f:,~purs of ice time beyond what they currently receive. Planet Ice is currently operating at capacit/{or both private and subsidized hours. Public input to the possible expansion of the Maple Ridge Planet Ice Facility was included in the Parks, Recreation and Culture community consultation. 3
-, ------------------------------·~~--,-~~~~-~==~----------Facility and Administrative Improvements Both dry floor and ice users groups struggle with gaining timely access to their respective surface (dry or ice) during the transition period between sports. A request was made by user groups to research portable floors to improve access for both sports during the transitory time. The Home Show and the City co-own a Homasote floor which is used during the Home Show to cover the ice surface and make it usable for their needs. This solution is temporary and can only be used for up to five days. Drawbacks of this solution include the Homasgteflqor freezing to the ice and in turn damaging the ice surface, It also causes ice to form aro'i:i'11dthe corners of the / .. v . dry floor surface which requires maintenance so that it does not lead (oOnjuries. '·\\ /'"i,, \\ Staff researched purchasing a new floor specifically fitted for thedCam e ysurface. T.9is solution would require a $300-$400,000 capital investment.if o"make flooring teasible}or dry /.. ', ...... //' floor sports, the existing floor would need to be covered by a turf spor:tsJ:arpetw,tiicti.would cost an additional $175,ooo: · ./· · ,:::<-~,, .. ,,.--,._y<'."'"> -:_ -,,,/\ j/ The largest challenge however, is that the installati6p,and·rep1qval of. the f,lopring system is cost prohibitive if it would be required to be done regularly. It takes up to 60 hours of RG staff time to install the flooring and an equal amount of time'tc(re,move it. T'his woulcic,be done at the users or City's ?ost. While this may be feasible for m~jW evet:lts?uch as_tht Home Show, it is not a cost-effective approach for the shared use of an 1ce.surface):iy, both)9e and dry floor user groups on a day to day basis for even short periods of time. 'Ct>nseque'r1tly; staff do not recommend proceeding with the capital investn1~nta:escribed1it>ove. '''<cv ·, . ""<"«("."'.\ '" . '< \ b) Desired Outcome: '\~ '~·•<;.,:,":""' To provide sufficient and ,eq1Jitable a9cess to.ic;e opportunities for all members of the community, with customer service polici~.sthat,~lign with15ore philosophies of nurturing a quality customer experience and community tat>i3cft{building. "v' C ,_;-,-, -"'~(/ .. ''\:), c) Strategic Alignment: ,_ -~ ,r In 2010, the Parks, Recrea 10h and Gulture Master Plan recommended a review of ice use to _,,r,\ \· ,\ .0::.:·J\,,. V determine, is a need for(9o~struction of additional ice within the community. d) Citizen/CustomerdmplicQt,ons: cuf~e·ntly ,Maple Ridge pr~vid~s a lower ratio of access to subsidized ice than the regional avef~ge.·Mlnor,).ce eis)·r,~roups in Maple Ridge rely on municipal subsidies to access ice time in order'to. provide recreation and sport opportunities to ice sport participants. Sport groups work to fill a;·~ef~i(in-~ub~idized ice by purchasing ice at private market rates, which puts a significant strain onJhese volunteer run organizations. \~ '(,* e) Business Plan/Financial Implications: Any proposed negotiations for increased subsidized ice or improvements to the Planet Ice facility would require consultation with RG before proceeding. However, a preliminary estimate to of the cost to increase access to subsidized ice is $200,000 to $250,000, which is not currently planned in the budget. 4
CONCLUSIONS: Upon completion of regional comparisons, staff have determined that RMMHA receives less subsidized ice time per player per week than their peers in neighbouring communities. RMMMHA and other minor arena sports off-set this deficit by purchasing ice at private rates, which results in higher overall ice costs. In addition, both subsidized and private ice is close to fully allocated, with some less-desirable time remaining available. The need for additional ice time is being considered as part of the Parks, Recreation and Culture Facility Planning process that Council has undertaken. Approved by: Kelly Swift, General Manager, Parks, Recreation & Concurrence: E.C. Swabey Chief Administrative Officer :dp 5
June 26, 2019 MAYOR DARRYL WALKER OFFICE OF THE MAYOR WHITE RoCI<, BC CANADA To the Union of British Columbia Municipalities: RE: PROPOSED VACANCY TAX . On June 24, 2019, White Rock City Council considered a corporate report from the Director of Financial Services titled "Proposed Vacancy Tax" (attached). Discussions stemming from this report reinforce the need for local governments to address this matter directly. I am writing on behalf of White Rock City Council, to canvass your support of our resolution requesting UBCM work with the Province in amending the Community Charter. If supported, the amendment would permit municipalities the authority to impose, by bylaw, an annual vacancy tax on taxable residential and commercial properties. The City of Vancouver has set a precedent for this authority through the Vancouver Charter. Our resolution reads as follows: WHEREAS The City of Vancouver has authority through the Vancouver Charter to implement an Annua!Vacancy Tax WHEREAS The City of White Rock is governed through the Community Charter where there is no current authority to implement a Vacancy Tax and it is believed that there are a number of vacant residential and commercial properties in the City of White Rock THEREFORE BE IT RESOLVED THAT the City of White Rock request that UBCM work with the Province of British Columbia to amend the authority given to Local Governments through the Community Charter permitting municipalities the authority to impose, by bylaw, an annual vacancy tax on taxable residential and commercial properties, and that the criteria and administrative requirements be similar to those of the Vancouver Charter. We believe that providing local governments this authority is one step closer towards addressing BC's affordable housing crisis. A copy of the resolution has been included with this correspondence for inclusion in your agenda packages. We appreciate your time in considering our request, and look forward to connecting at the UBCM Convention this Fall. .Sincerely, ~~ Darryl Walker Mayor City Hall, 15322 Buena Vista Avenue, White ~ock, British Columbia, Canada V4B l Y6 5.1 Tel; (604) 541-2131 Fax: (604) 541-9348 Email: dwalker@whiterockcity.ca Website: www.whiterockcity.ca
THE CORPORATION OF THE CITY OF WHITE ROCK CORPORATE REPORT DATE: June 24, 2019 TO: Governance and Legislation Committee FROM: Sandra Kurylo, Director of Financial Services SUBJECT: Proposed Vacancy Tax RECOMMENDATION THAT the Governance and Legislation Committee receive for information the corporate report dated June 24, 2019 from the Director of Financial Services, titled "Proposed Vacancy Tax". INTRODUCTION This corporate report is in follow-up to Council's resolution of January 28, 2019, that directed staff to prepare a corporate report on a proposal that the City of White Rock implement a vacancy tax, similar to the City of Vancouver, with certain considerations. The motion states that the proposed vacancy tax be 5% of the tax assessed level of the property municipal levy on commercial and residential properties and include a 2.5% municipal levy on the sale of assignments ("flipping"). As well the motion states that all such receipts be earmarked for the acquisition and construction of affordable ( or below market rate) housing in White Rock. ANALYSIS The first step in considering a plan for a vacancy tax is to determine if the City has the legal authority to impose it. The City has confirmed that, with the exception of the City of Vancouver who have their own Charter, local governments in British Columbia do not have the authority to impose a vacancy tax. Section 193 (1) of the Community Charter states that a municipality may not impose a tax unless it is expressly authorized to do so by statute. The Community Charter provides the City with the authority to impose certain types of taxes, such as property value taxes, parcel taxes and local services taxes. However, there is no express authority in the Community Charter to impose a vacancy tax. Unlike other municipalities in the province, the City of Vancouver is governed by the Vancouver Charter, rather than the Community Charter. Prior to imposing a vacancy tax, it was first necessary for them to work with the Province, to amend the Vancouver Charter granting them the authority to impose a vacancy tax. This was done as of July 2016. If White Rock Council wanted to pursue a similar amendment to the Community Charter, an appropriate process would be through a UBCM resolution. The deadline for submitting
Proposed Vacancy Tax Page No. 2 resolutions to the UBCM for debate at their fall conference is June 30, 2019. There are specific requirements for the drafting of such resolutions, and they must be adopted by the respective munici al councils before being submitted. UBCM staff have advised that if resolutions are received past the June 30 deadline, they will be reported to the "Resolutions Committee" but not necessarily recommended to go forward for debate at the conference. All late resolutions are published and distributed to conference attendees, for information. Another option is to submit a Council endorsed resolution to the LMLGA 2020 spring conference, which if supported, will be forwarded to the 2020 UBCM conference for consideration, if the City wishes. CONCLUSION It is recommended that the information contained in this corporate report be received. Respectfully submitted, Sandra Kurylo Director of Financial Services Comments from the Chief Administrative Officer: This corporate report is provided for information. Dan Bottrill Chief Administrative Officer
RESOLUTION FOR UBCM FOR CONSIDERATION WHEREAS The City of Vancouver has authority through the Vancouver Charter to implement an Annual Vacancy Tax WHEREAS The City of White Rock is governed through the Community Charter where there is no current authority to implement a Vacancy Tax and it is believed that there are a number of vacant residential and commercial properties in the City of White Rock THEREFORE BE IT RESOLVED THAT the City of White Rock request that UBCM work with the Province of British Columbia to amend the authority given to Local Governments through the Community Charter permitting municipalities the authority to impose, by bylaw; an annual vacancy tax on taxable residential and commercial properties, and that the criteria and administrative requirements be similar to those of the Vancouver Charter.
City of Richmond 6911 No. 3 Road, Richmond, BC V6Y 2C1 www.ri.chmond.ca June 28, 2019 Finance and Corporate Services Division City Clerk's Office Telephone: 604-276-4007 Fax; 604-278-5139 File: 10-6125-07-02/2019-Vol 01 All BC Municipalities Via email Re: Recovering Costs for Local Climate Change Impacts This is to advise that Richmond City Council at its Regular Council meeting held on Monday, June 24, 2019 considered the above matter and adopted the following resolution: (1) That the draft letter attached to the report titled "Recovering Costs for Local Climate Change Impacts" from the Senior Manager, Sustainability and District Energy dated May 14, 2019, be endorsed; and sent to the Premier of British Columbia, British Columbia Minister of the Environment and Climate Change, British Columbia Attorney General, with copies to local MLAs, the leaders of the opposition parties and Metro Vancouver; and (2) That the draft Union of British Columbia Municipalities resolution attached to the report titled "Recovering Costs for Local Climate Change Impacts" from the Senior Manager, Sustainability and District Energy dated May 14, 2019, be endorsed and copies sent to BC Municipalities requesting favourable support at the UBCM convention. Accordingly, the above has been submitted to UBCM and the City of Richmond Council requests your favourable consideration of the resolution at the 2019 UBCM convention. Yours truly, ·y~w~ David Weber Director, City Clerk's Office 5.2 6225083
RECOVERY COST FOR LOCAL CLIMATE CHANGE City of Richmond WHEREAS local governments have incurred significant costs in response to the real and projected threats of climate change including flooding, sea-level rise and weather variations; AND WHEREAS fossil fuel corporations profit without sharing the costs of the pollution caused by their operations and their products: THEREFORE BE IT RESOLVED that the Province enact legislation to hold the fossil fuel industry responsible for its role in causing climate change by making it accountable for costs incurred by governments to adapt to climate change. 6192881