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HomeMy WebLinkAbout2022-11-15 Council Workshop Agenda and Reports .pdfCity of Maple Ridge COUNCIL WORKSHOP AGENDA November 15, 2022 11:00 a.m. Virtual Online Meeting including Council Chambers 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 1 APPROVAL OF THE AGENDA 2 ADOPTION OF MINUTES 2.1 Minutes of the Council Workshop Meeting of September 27, 2022 3 PRESENTATIONS AT THE REQUEST OF COUNCIL 3.1 TransLink Presentation by Matt Craig, Director, System Planning 3.2 Fraser Valley Regional Library Presentation by Scott Hargrove, Chief Executive Officer, and Shawna Kristin, Library Manager 3.3 Metro Vancouver Presentation by Jerry W. Dobrovolny, Commissioner/Chief Administrative Officer 3.4 Parks, Recreation & Culture – Master Plan Update Presentation by Stephen Slawuta, RC Strategies 4 UNFINISHED AND NEW BUSINESS 5 CORRESPONDENCE 6 BRIEFING ON OTHER ITEMS OF INTEREST / QUESTIONS FROM COUNCIL 7 MATTERS DEEMED EXPEDIENT 8 NOTICE OF CLOSED COUNCIL MEETING 9 ADJOURNMENT City of Maple Ridge COUNCIL WORKSHOP MINUTES September 27, 2022 The Minutes of the City Council Meeting held on September 6, 2022 at 9:00 a.m. held virtually and hosted in the Council Chambers of the City Hall, 11995 Haney Place, Maple Ridge, British Columbia for the purpose of transacting regular City business. PRESENT Elected Officials Mayor M. Morden Councillor J. Dueck Councillor C. Meadus Councillor G. Robson Councillor R. Svendsen Councillor A. Yousef ABSENT Councillor K. Duncan Appointed Staff S. Hartman, Chief Administrative Officer C. Carter, General Manager Planning & Development Services C. Crabtree, General Manager Corporate Services S. Labonne, General Manager Parks, Recreation & Culture D. Pollock, General Manager Engineering Services P. Hlavac-Winsor, General Counsel and Executive Director, Legislative Services, Acting Corporate Officer A. Nurvo, Deputy Corporate Officer Other Staff as Required C. Goddard, Director of Planning K. Gowan, Planner 1 A. Grochowich, Planner 2 C. Nolan, Deputy Director of Finance M. Orsetti, Director of Bylaw & Licensing F. Smith, Director of Engineering W. Westover, Director of Economic Development L. Zosiak, Manager of Community Planning H. Singh, Computer Support Specialist These Minutes are posted on the City Web Site at www.mapleridge.ca Note: Councillor Svendsen participated virtually. Note: Mayor Morden welcomed Tyler Westover as the City’s new Director of Economic Development, and S. Hartman, Chief Administrative Officer, provided an introduction and Mr. Westover’s background for information. 1. APPROVAL OF THE AGENDA R/2022-WS-054 It was moved and seconded That the agenda of the September 27, 2022 Council Workshop Meeting be approved as circulated. CARRIED UNANIMOUSLY Council Workshop Minutes September 27, 2022 Page 2 of 4 2. ADOPTION OF MINUTES 2.1 Minutes of the September 6, 2022 Council Workshop Meeting. R/2022-WS-055 It was moved and seconded That the minutes of the Council Workshop Meeting of September 6, 2022 be adopted as circulated. CARRIED UNANIMOUSLY 3. PRESENTATIONS AT THE REQUEST OF COUNCIL- Nil 4. UNFINISHED AND NEW BUSINESS 4.1 Port Haney Land Use Policy Review - Engagement Outcomes Staff report dated September 27, 2022, presenting outcomes from the public engagement process and noting next steps in the process. L. Zosiak, Manager of Community Planning, provided an introduction and A. Grochowich, Planner 2, presented the recommendations, and staff answered questions from Council. This report was provided for information only. 4.2 Scoping Report for Permitting Secondary Suites in all Single Detached and Ground-Orientated Duplex Zones Staff report dated September 27, 2022, recommending that the public engagement process be endorsed. L. Zosiak, Manager of Community Planning, provided an introduction and K. Gowan, Planner 1, presented the recommendations, and staff answered questions from Council. Note: Councillor Svendsen left the meeting at 9:52 a.m. and returned at 9:54 a.m. Note: Councillor Svendsen left the meeting at 10:05 a.m. and returned at 10:06 a.m. Note: Councillor Yousef left the meeting at 10:10 a.m. and returned at 10:12 a.m. Note: Councillor Svendsen left the meeting at 10:1a.m. and returned at 10:11 a.m. R/2022-WS-056 It was moved and seconded Council Workshop Minutes September 27, 2022 Page 3 of 4 That the public engagement process be endorsed, as outlined in the staff report titled 'Scoping Report for Permitting Secondary Suites in all Single Detached and Ground-Oriented Duplex Zones' dated September 27, 2022. CARRIED UNANIMOUSLY 4.3 Scoping Report for Short-Term Accommodation Regulatory & Enforcement Framework Staff report dated September 27, 2022, recommending that the public engagement process be endorsed. L. Zosiak, Manager of Community Planning, provided an introduction and K. Gowan, Planner 1, presented the recommendations, and staff answered questions from Council. R/2022-WS-057 It was moved and seconded That the public engagement process, as outlined in the report titled ‘Scoping Report for Short-Term Accommodation Regulatory and Enforcement Framework’ and dated September 27, 2022. CARRIED UNANIMOUSLY 5. CORRESPONDENCE - Nil 6. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL – Nil 7. MATTERS DEEMED EXPEDIENT In response to Councillor Robson’s request, staff provided an update on current initiatives underway to deal with the 210 Street corridor traffic issues, advised that staff is continuing to attempt to recover the $1.5m costs from the Province for the camp, and potential responses to the recent Hammond Mill article in the newspaper. Note: Councillor Svendsen left the meeting at 10:35 a.m. and returned at 10:37 a.m. 8. PUBLIC QUESTION PERIOD No members of the public provided any comments or questions to Council. Council Workshop Minutes September 27, 2022 Page 4 of 4 9. NOTICE OF CLOSED COUNCIL MEETING R/2022-WS-058 It was moved and seconded That the meeting will be closed to the public pursuant to Sections 90(1) and 90(2) of the Community Charter as the subject matter being considered related to the following: Section 90(1)(d) the security of the property of the municipality; and Section 90(10(e) the acquisition, disposition or expropriation of land or improvements, if the council considered that disclosure could reasonably be expected to harm the interests of the municipality, Any other matter that may be brought before the Council that meets the requirements for a meeting closed to the public pursuant to Sections 90(1) and 90(2) of the Community Charter or Freedom of Information and Protection of Privacy Act. CARRIED UNANIMOUSLY 10. ADJOURNMENT – 10:45 a.m. _______________________________ M. Morden, Mayor Certified Correct ___________________________________ P. Hlavac-Winsor, Acting Corporate Officer https://www.facebook.com/yourmapleridge/photosDraft Master Plan(November 15, 2022) Presentation Overview 1. Master Plan Purpose and Overview 2. Key Findings (What We Learned)3. Master Plan Structure & Foundations 4. Key Strategies (Recommendations) in the Master Plan Master Plan Purpose and Overview The Project Team (About RCS)Community services focused planning firm. Team members across the country (Steve is based in Surrey, BC)Some other notable and recent / ongoing projects:•Community Centre and Sports Field Strategies for the Vancouver Park Board•Surrey Outdoor Sport Courts Strategy •Pitt Meadows Parks, Recreation and Culture Master Plan•City of Regina Recreation Master Plan•Kamloops Recreation Master Plan Key Master Plan Objectives •Undertake extensive research and engagement; coalesce this information to better understand:•The “current state” of parks, recreation and culture in Maple Ridge•Future needs and key focus areas•Provide staff and Councils (this one and future ones) with a guiding document that will:•Inform future decision making•Suggest priorities and focus areas•Identify opportunities to optimize service delivery and investment The Master Plan Process Master Plan Inputs: Community Engagement 1,891+ “touchpoints” with the community Master Plan Inputs: Research and Analysis Project Documents Key Findings: What We Learned Key Findings (Engagement) •Parks, recreation and culture opportunities are highly valued by residentsand a number of physical, wellness, and social reasons motivate active participation.•A large proportion of recreation and leisure activities in Maple Ridge are spontaneous / unstructured (e.g. use of trails and parks, drop-in use of facilities, etc.).•Satisfaction levels with parks, recreation and culture are generally strong; opportunities exist to improve communications and awareness.•There is a strong demand for new facility development in Maple Ridge; however, the financial impacts and willingness to pay requires further exploration on a project by project basis. Key Findings (Engagement) •Desire for outdoor amenity development / enhancement that is balanced with conservation. •Demand for trails and opportunities to improve / clarify trail use guidelines.•Opportunities exist to continue building the cultural capacity and “vibe”of the community.•Stakeholders and groups recognize that Maple Ridge is growing and evolving;important to engage new residents in activities and focus on equity and inclusion. •Many user groups were challenged to distinguish between Maple Ridge specific needs and the broader needs of the “Ridge Meadows” area based on participants being from both communities. Key Findings (Research and Analysis) •Infrastructure development is always challenged to keep up with high levels of growth (Maple Ridge has added 20,000+ residents since 2006). •Data analytics of key demographic indicators in Maple Ridge suggest that the community has a high proportion of sports involved families and individuals.•While the supply of parks is relatively well distributed across the city, some gaps exist based on equitable access. •Maple Ridge provides most amenity types at similar level to comparator municipalities; arenas and indoor aquatics facilities are provided at a lower provision level. Master Plan Structure and Foundations Master Plan ContentsSection 1: Introduction Section 2: Summary of What We Learned (research and engagement)Section 3: Foundations for Parks, Recreation and Culture in Maple Ridge (Strategic Objectives)Sections 4 – 7: Strategies•Parks and Open Spaces•Recreation Facilities•Arts and Culture Facilities •Service Delivery Section 8: High-level implementation plan Strategic Objectives 5 Strategic Objectives anchor the City’s investment in parks, recreation and culture services. Key Master Plan Strategies Master Plan Strategies Overview •Sections 4 – 7 of the Master Plan contains 94 Strategies. •The Strategies include: •Those intended to re-embed effective practices and policies. •Some shifts in service delivery approaches. •Suggested priority projects. •Areas / topics where more work or study is required.•The recreation infrastructure strategies were informed by a Prioritization Framework. •The following slides present key themes and action items from the 94 Strategies. Prioritization Process The Prioritization Framework used 10 different inputs (scoring criteria) with a weighting value applied to each. Top 5 Recreation Infrastructure Priorities Prioritization Process The Strategies consider the prioritization scoring while applying a practical ‘lens’ and considerations. Parks and Open Spaces Summary of Key Strategies•Refreshed classification system for park spaces. •Need for parkland and recreation land acquisitions.•Need to enhance data collection in order to be better understand park uses (e.g. spontaneous use, park experiences, etc.). •Specific sites requiring focused strategic planning. •Opportunities to optimize play infrastructure. •Recommended development of a Recreation Trails Strategy and Trails committee. •Need for expanded community garden sites.•Support Economic Development in a feasibility study to explore camping needs via partnerships. •Opportunities to better use parks as key places for community building and placemaking. Recreation Facilities (Indoor) Summary of Key Strategies•Importance of re-investing in current infrastructure. •Feasibility analysis for a new aquatics facility•Site Options/Land Acquisition•Amenity synergies (fitness, arena, multi-use, indoor track etc.)•Operating models and partnership opportunities•Expand arena supply by +2 sheets (1 in the near term). *Master Plan provides guidance on key service level and partnership considerations. •Establish a working group to develop program and space need for a potential indoor multi-sport facility. •Opportunities to maximize the benefits and value of potential new recreation infrastructure by including other identified amenities (e.g. walking/running track, fitness spaces, children’s play spaces, etc.). •Recommended service level targets for neighbourhood hubs. Recreation Facilities (Outdoor) Summary of Key Strategies•Initiate planning for a pickleball “hub”. •Work with the City of Pitt Meadows/School District 42 to develop a Sport Field Supply Study. •Consider retrofitting or adding a synthetic turf ball diamond. •Feasibility study to determine needs for a new outdoor stadium venue.•Determine the future of the Hammond Outdoor Pool based on the outcomes of the Aquatics Feasibility Study. Arts and Culture Infrastructure Summary of Key Strategies•Continue to advance the infrastructure related Objectives and Supporting Actions identified in Walking Together, the City of Maple Ridge Culture Master Plan.•Ensure that a sufficient asset management plan exists for re-investment in the ACT Arts Centre.•Further integrate public art (including and especially Indigenous art) with recreation through installations and murals in recreation facilities, parks and trail features / signage.•Establish a public art allocation commitment for new recreation facilities being considered (e.g. a % of the total project value).•Ensure arts and culture stakeholders and space needs are considered as new community facility development is undertaken. Service DeliverySummary of Key Strategies•A commitment to Reconciliation. •Enhance data collection, management and use practices. •Develop KPI’s to measure the City’s success rates in the delivery of parks, recreation and culture services.•Focus on critical hours programming for children and youth. •Several tools are provided to guide: •Capital project planning and assessment•Program delivery decision making (e.g. who is best to offer a program / activity)•Triggers for considering or retiring program•Focus areas for policy development (fees and charges, allocations, public art, naming). Service Delivery Summary of Key Strategies (continued)•Resource (and support) previously developed strategies:•Sport & Physical Activity Strategy•Youth Strategy•Culture Plan•Age-friendly Action Plan•Child Care Action Plan (support)•Economic Development Plan (support)•Tourism Strategy (support) •Final round community consultation (Nov/Dec)•Council Endorsement (Jan 2023)•Implementation and Funding Strategy development (Q2)Next Steps Thank you!