HomeMy WebLinkAbout2014-11-03 Council Workshop Meeting Agenda and Reports.pdf
City of Maple Ridge
1. ADOPTION OF THE AGENDA
2. MINUTES –October 20, 2014
3. PRESENTATIONS AT THE REQUEST OF COUNCIL
3.1
4. UNFINISHED AND NEW BUSINESS
4.1 Planning Process for Future Park Development
Staff report dated November 3, 2014 providing an overview of the master plan
park planning process.
For information only. No motion required.
COUNCIL WORKSHOP AGENDA
November 3, 2014
9:00 a.m.
Blaney Room, 1st Floor, City Hall
The purpose of the Council Workshop is to review and discuss policies and
other items of interest to Council. Although resolutions may be passed at
this meeting, the intent is to make a consensus decision to send an item to
Council for debate and vote or refer the item back to staff for more
information or clarification.
REMINDERS
November 3
Closed Council following Workshop
Committee of the Whole Meeting 1:00 p.m.
November 4
Council Meeting 7:00 p.m.
Council Workshop
November 3, 2014
Page 2 of 4
4.2 Proposed Leisure Centre Lifecycle Repairs Report
Staff report dated November 3, 2014 recommending that staff be directed to
retain services of an Architect and Mechanical Engineer to complete design and
tender documents for proposed lifecycle replacements and repairs at the Leisure
Centre.
4.3 Environmental Management Strategy Implementation Report
Staff report dated November 3, 2014 recommending that the Environmental
Management Strategy be forwarded to the “to be formed” Environmental
Sustainability Advisory Committee, that staff be directed to prepare the remaining
short, medium and long term action items in a Final Implementation Strategy in
consultation with that Committee, and that the short term high priority action
items be endorsed by Council.
4.4 Thornhill Urban Reserve– Planning for Future Development
Staff report dated November 3, 2014 providing information on planning for the
future development of the Thornhill Urban Reserve.
4.5 Zoning Bylaw
Verbal update by the Manager of Development and Environmental Services
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.
6. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL
Council Workshop
November 3, 2014
Page 3 of 4
7. MATTERS DEEMED EXPEDIENT
8. ADJOURNMENT
Checked by: ___________ Date: _________________
Council Workshop
November 3, 2014
Page 4 of 4
Rules for Holding a Closed Meeting
A part of a council meeting may be closed to the public if the subject matter being considered relates to one
or more of the following:
(a) personal information about an identifiable individual who holds or is being considered for a position as
an officer, employee or agent of the municipality or another position appointed by the municipality;
(b) personal information about an identifiable individual who is being considered for a municipal award or
honour, or who has offered to provide a gift to the municipality on condition of anonymity;
(c) labour relations or employee negotiations;
(d) the security of property of the municipality;
(e) the acquisition, disposition or expropriation of land or improvements, if the council considers that
disclosure might reasonably be expected to harm the interests of the municipality;
(f) law enforcement, if the council considers that disclosure might reasonably be expected to harm the
conduct of an investigation under or enforcement of an enactment;
(g) litigation or potential litigation affecting the municipality;
(h) an administrative tribunal hearing or potential administrative tribunal hearing affecting the municipality,
other than a hearing to be conducted by the council or a delegate of council
(i) the receiving of advice that is subject to solicitor-client privilege, including communications necessary for
that purpose;
(j) information that is prohibited or information that if it were presented in a document would be prohibited
from disclosure under section 21 of the Freedom of Information and Protection of Privacy Act;
(k) negotiations and related discussions respecting the proposed provision of a municipal service that are at
their preliminary stages and that, in the view of the council, could reasonably be expected to harm the
interests of the municipality if they were held in public;
(l) discussions with municipal officers and employees respecting municipal objectives, measures and
progress reports for the purposes of preparing an annual report under section 98 [annual municipal
report]
(m) a matter that, under another enactment, is such that the public may be excluded from the meeting;
(n) the consideration of whether a council meeting should be closed under a provision of this subsection of
subsection (2)
(o) the consideration of whether the authority under section 91 (other persons attending closed meetings)
should be exercised in relation to a council meeting.
(p) information relating to local government participation in provincial negotiations with First Nations, where
an agreement provides that the information is to be kept confidential.
City of Maple Ridge
COUNCIL WORKSHOP
October 20, 2014
The Minutes of the Municipal Council Workshop held on October 20, 2014 at 9:00
a.m. in the Blaney Room of the Municipal Hall, 11995 Haney Place, Maple Ridge,
British Columbia for the purpose of transacting regular Municipal business.
PRESENT
Elected Officials Appointed Staff
Mayor E. Daykin J. Rule, Chief Administrative Officer
Councillor C. Ashlie K. Swift, General Manager of Community Development,
Councillor C. Bell Parks and Recreation Services
Councillor J. Dueck P. Gill, General Manager Corporate and Financial Services
Councillor A. Hogarth C. Marlo, Manager of Legislative Services
Councillor B. Masse A. Gaunt, Confidential Secretary
Councillor M. Morden Other Staff as Required
C. Carter, Director of Planning
C. Goddard, Manager of Development and Environmental
Services
J. Bastaja, Director of Corporate Support
D. Hall, Planner 2
Note: These Minutes are posted on the Municipal Web Site at www.mapleridge.ca.
Note: Councillor Dueck was not in attendance at the start of the meeting.
1. ADOPTION OF THE AGENDA
The agenda was adopted (as circulated) (with the addition of the following
2. MINUTES
R/2014-433
Minutes It was moved and seconded
October 6, 2014
That the minutes of the Council Workshop Meeting of October
6, 2014 be adopted as circulated.
CARRIED
Council Workshop Minutes
October 20, 2014
Page 2 of 4
3. PRESENTATIONS AT THE REQUEST OF COUNCIL – Nil
4. UNFINISHED AND NEW BUSINESS
4.1 Managing Cellular and Radio Tower Installations
Presentation by Michael Krenz, Director Coastal Offices, Spectrum
Management Operations Branch, Industry Canada
Staff report dated October 20, 2014 providing background information on
Industry Canada’s responsibilities and outlining questions raised in Council
discussions.
Mr. Krenz gave a PowerPoint presentation outlining the process to build
towers to support communication needs in communities.
Note: Councillor Dueck joined the meeting at 9:09 a.m.
Note: Councillor Masse left the meeting at 9:42 a.m. and returned at 2:25 p.m.
Note: Councillor Dueck left the meeting at 10:25 a.m.
4.2 Recommendations re: Council Advisory Committees
Staff report dated October 20, 2014 recommending that staff be directed to
prepare the necessary bylaws to enact the recommendations of the Advisory
Committee Task Force.
Council reviewed the recommendations of the Advisory Committee Task Force
and provided additional suggestions. It was determined that the Task Force
would meet again to review the suggestions.
Note: Meeting recessed at 10:45 a.m., reconvened at 10:55 a.m.
4.3 Development Services Resources
Staff report dated October 20, 2014 recommending that staff be directed to
implement the addition of 4 new positions in Development Processing with
the funding source as outlined in Table 3 of the report.
The Chief Administrative Officer reviewed the report. Following discussion of
the report a revised recommendation from that contained in the staff report
was forwarded to the next Council meeting for consideration.
Council Workshop Minutes
October 20, 2014
Page 3 of 4
R/2014-434
Development It was moved and seconded
Processing
Staff Positions That the following recommendation be forwarded to the
October 28, 2014 Council meeting for consideration:
That staff be directed to implement the addition of 4 new
positions in Development Processing as detailed in the staff
report dated October 20, 2014; and further
That funds be utilized from the Building Inspections Reserve
account for 2015 and 2016 to implement the addition of the
4 new positions in Development Processing and that Council
review and approve the source of funding for subsequent
years during 2015.
CARRIED
Councillor Bell Opposed
Note: Meeting recessed at 12:20 p.m., reconvened at 2:25 p.m.
4.4 Silver Valley Area Plan Update 2014
Staff report dated October 20, 2014 providing an overview of the Silver Valley
area as it has progressed since the initial adoption of the area plan in 2002.
The Planner 2 gave a Power Point presentation that provided an overview of
the staff report.
R/2014-435
Silver Valley Area It was moved and seconded
Plan Update
That the report entitled “Silver Valley Update 2014” dated
October 20, 2014 be received as information.
CARRIED
4.5 2014 Business Class Property Taxation
Staff report dated October 20, 2014 providing information on the municipal
portion of the tax rate assessed to Business Class properties in 2014.
For information only
No motion required
Council Workshop Minutes
October 20, 2014
Page 4 of 4
4.6 2014 Major Industry Class Property Taxation
Staff report dated October 20, 2014 providing information on the current
2014 Major Industry Class municipal tax rate for the City of Maple Ridge.
For information only
No motion required
5. CORRESPONDENCE – Nil
6. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL – Nil
7. MATTERS DEEMED EXPEDIENT - Nil
8. ADJOURNMENT –
_______________________________
E. Daykin, Mayor
Certified Correct
___________________________________
C. Marlo, Corporate Officer
District of Maple Ridge
TO: His Worship Mayor Ernie Daykin MEETING DATE: November 3, 2013
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Planning Process for Future Park Development
EXECUTIVE SUMMARY:
This report provides an overview of the master plan park planning process to respond to a request
from Council that came out of the 2014 Strategic Planning discussion for information on Jackson Farm. The process outlined in this report is what will be utilized at some point in the future when
planning for Jackson Farm parkland is included in the Capital Plan.
The master plan process is typically used for our larger park areas designated as Municipal and
Community level parks. At 15 hectares, Jackson Farm is the largest area in the Municipal parkland
category. Once a master plan is developed and implemented for a Municipal level park, it becomes
a destination that draws visitors from the entire local region and beyond due to the natural features,
facilities or opportunities offered.
Previous Municipal and Community level parks that have undergone this process include the Maple
Ridge Fairgrounds, Whonnock Lake Park, Albion Park, Telosky Stadium, and the Albion Sports
complex, whereas planning for smaller parks such as Emmeline Mohun, Cedar, Deer Fern and Haney
Nokai utilized a park design process that was conducted at a neighborhood level.
The Jackson Farm site is contemplated to be the next site that will require a master plan, and an outline of that process has been provided below.
RECOMMENDATION:
No resolution required.
DISCUSSION:
a) Background Context:
The Park Planning Department administers the development of master plans for new and
existing parks within the Cities of Maple Ridge and Pitt Meadows. There are a variety of parks
within the two communities, ranging from small neighbourhood parks to larger community or
municipal level parks as described in the Parks, Recreation and Culture Master Plan. Depending
upon the level of park that is to be developed there will be some differences in the process that
is followed. Below is a general overview of the process used to develop a master plan for a
community or municipal level park.
Community and Municipal Level Parks
Community and Municipal Level Parks defined in the Parks, Recreation and Culture Master Plan
may include a variety of land uses from intensive recreation (specialized athletic parks) to
passive recreational areas intended for the protection of habitat, unique natural features or
significant watercourses. The unique nature of these parks often requires the services of
professional specialists to assist the Park Planning Department as consultants on these
development projects.
The Park Planning Department will solicit professional consultants through an Expression of
Interest (EOI) to submit background information on their firm or team of professionals relating
their experience on similar projects, a fee schedule, timelines, and summary of their intended
approach to developing a master plan. From these submissions Park Planning Staff determine a
short list of firms who have presented the best Expressions of Interest and invite these firms to
participate in a Request for Proposals (RFP).
Request for Proposals
On conclusion of the EOI, Park Planning Staff prepare an RFP for Consulting Services that asks
the proponents to describe how best to engage the community to participate in the planning
process. Proponents are asked to describe their team of professionals, and what methods are to
be employed to gather information and analyze the site to identify significant features or other
attributes that may require careful consideration in development of the site. For example there may be significant cultural history that would require the services of an Archaeologist for any
excavation on site. In the proposal proponents are asked how they would use the community
consultation process to assist in developing a master plan for the park.
After an analysis of the proposals that are received a team of City Staff determine which firm has
the best experience, positive references and will provide best value to the City based on
predefined criteria. A contract is prepared and the successful proponent is engaged to work with
the City.
Contracted Consultant
The Consultant typically begins with gathering information to develop an inventory of the site.
This may involve the services of a BC Land Surveyor to determine property boundaries and
identify location of existing structures and services, natural features, watercourses, significant
trees etc. The Consultant also engages local sources with historic knowledge of the site. This
may include natural history societies, Museums, Heritage Commission or cultural information
through contact with local First Nations may be available.
Data about natural features to be expected on the site may be available through existing sources
such as the Official Community Plan (OCP) Area Plans that are prepared prior to urban development in the vicinity of the park. With gathering data on natural features, environmental
information may be available through adjacent land use studies, which all assist in identifying
what is unique about the future park.
At this stage of data collection it may be determined that site specific analysis of a particular
item will be required early in the process. If for example there is the likelihood the site was
previously used by First Nations, a plan would need to be prepared and approved by senior
government before excavation work can proceed.
Public Process
Concurrent with the gathering of information the Consultant starts the public consultation
process. This typically involves public information meetings where surveys are collected
including on line surveys and other feedback tools as appropriate to the project. Stakeholder
and community outreach meetings may be organized to assemble focus groups representing the
interests of various stakeholders such as, sporting groups, neighbourhood citizen groups, and
environment, natural history and wildlife groups. The discussion with Focus Groups generally
leads to a list of objectives i.e. what amenities do citizens want to see in the park.
From the survey information and data collected about the site at the inventory stage the
Consultants work to assemble a list of values i.e. what is important to citizens about this site.
This list of values will lead to development of guiding statements that will assist in park design
development. Guiding statements may identify what is important to protect from the effects of
any park development or on the theme the park design should reflect.
The Consultant considers both processes when developing recommendations by identifying how
objectives will fit within the guiding statements.
Developing the Plan
The Consultant works on a draft plan that may take the form of written text and/or a conceptual
site plan to demonstrate the location of areas requiring special treatment based on the data
collected at the inventory stage. The plan may also identify areas where some of the objectives
identified through the Community Consultation and Focus Group discussions can best be achieved.
The draft plan is shared with the Focus Group for any refinement or revisions before the Master
Plan is presented to the community typically in an open house format to gauge if the plan has
captured the community vision for the site. At this point the Focus Group has completed their
contribution to the process in developing the Master Plan.
Final check in with Contributor’s
Feedback from the open house is collected, again through surveys at the meeting and through
on line surveys following the meeting.
The information collected from the open house and a review of the public process is documented
in a report to the Parks and Leisure Services Commission with a recommendation that the
Master Plan be forwarded to the respective Municipal Council for endorsement.
Council Approval
Following endorsement by Council, Park Planning Staff are directed to implement the Master
Plan, which typically involves the development of detailed construction drawings for the issuing
of a tender for construction.
b) Desired Outcome:
The desired outcome is to achieve a park plan that aligns with the communities values and
interests and that will benefit citizens for many generations to come.
c) Strategic Alignment:
Jackson Farm will be incorporated into the City’s formal business planning framework at some
point in the future once that direction is provided.
d) Citizen/Customer Implications:
Local parks are highly valued by citizens. A 2013 random sample survey conducted by Sentis
Research found that 87% if Maple Ridge residents use our parks, which is a strikingly high
participation rate. Citizens are engaged in park planning processes so that the resulting park
development reflects their values and interests.
e) Business Plan/Financial Implications:
The Jackson Farm site is not currently listed in the Capital Program.
CONCLUSIONS:
This report provides an overview of the master plan process that is undertaken to plan for Municipal
and Community level parks. While there is currently no funding or timeline attached to conducting a
master plan for Jackson Farm, this site is contemplated to be the next parkland area in Maple Ridge
that will require a master plan. The comprehensive planning process described above will be critical
to ensuring that the resulting plan reflects the community’s values and interests.
“Original signed by Kelly Swift”
_______________________________________________ Prepared by: Kelly Swift, General Manager, Community Development,
Parks & Recreation Services
“Original signed by Jim Rule”
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
ks
City of Maple Ridge
TO: His Worship Mayor Ernie Daykin MEETING DATE: November 3, 2014
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Proposed Leisure Center Lifecycle Repairs Report
EXECUTIVE SUMMARY:
Staff provided Council with an update on the proposed Lifecycle replacements and repairs for the
Maple Ridge Leisure Centre at the Council Workshop meeting on July 21st 2014. At that meeting, staff was directed to provide a more detailed scope of work for the proposed renovations with cost
estimates, as well as a funding strategy for the project.
RECOMMENDATION:
That staff be directed to retain the services of an Architect and a Mechanical Engineer to complete
the detailed design and tender documents for the following components of this project.
A. Replace Pool filter system.
B. Replace Pool Plumbing system (includes hot pool expansion).
C. Expansion of the mechanical room (includes relocation of electrical panel).
D. Convert Chlorination system to liquid chlorine and ultra violet.
E. Incorporate accessible ramps into leisure pool and expanded hot pool and associated works
as required.
DISCUSSION:
a) Background Context: There has been considerable effort in recent years to improve the aesthetics and function of
this facility such as; new tile flooring, lighting, painting and reconfiguring of fitness areas
within the building to keep it in a fresh, clean and welcoming condition. The interior of the
facility, from the patron’s perspective appears to be in good condition. However the areas
behind the scenes the filtration, pumps, surge tanks, mechanical and chlorination system
are approaching the end of their expected useful life.
For example the waterfall feature is now permanently turned off as a result of a plumbing
failure within the structural concrete, as it is no longer safe to operate due to its proximity to
an electrical panel.
b) Desired Outcome:
The desired outcome is to ensure this facility remains in good condition for the next 35 years
of service. In the short term, it is important to address the replacement of the major
components that are required to effectively circulate and clean the water in this public
facility.
c) Strategic Alignment
Monitoring the condition and taking steps to repair, replace or extend the useful life of the
City’s assets utilizing the funding provided by Council through the infrastructure Budget.
d) Citizen/Customer Implications:
Most of the proposed work is unlikely to be seen by Leisure Centre patrons with the
exception of the accessibility improvements. However the community will benefit from the
efficiency and reliability of the recommended replacement components. This is a premier
facility in our community that is well used by our citizens.
e) Interdepartmental Implications:
Parks and Facility staff will work closely with Aquatic and Programming staff to reduce the
potential for inconvenience to our patrons.
f) Business Plan/Financial Implications:
The Finance Department worked closely with Parks and Leisure Services Staff to develop a
financial strategy to advance the project funding now, on the understanding that other non urgent infrastructure be delayed. The Finance Department have confirmed that as of January
2015, the City will have accumulated approximately $1,500,000 in the infrastructure reserve
for this project, and can then reduce our annual infrastructure budget funding for the next 5
years to recover the balance. This funding strategy was included in the Capital Plan that
Council recently adopted.
g) Policy Implications:
None
h) Alternatives:
Although the proposed scope of work appears to be five separate components, they are so
interconnected that it would be extremely difficult to separate them into phases over a longer
period of time. In fact there is an anticipated savings that will be captured by conducting the
work all at once.
There is a potential to reduce some of the costs associated with simply repairing the existing
hot pool rather than constructing a new larger pool, however this is not recommended as the repair costs are only about $80,000 less than building a new larger pool.
Additional savings could also be achieved by eliminating the accessibility components of the
project, however completing this work at a later date would be considerably more expensive
and disruptive to the facility`s patrons.
CONCLUSIONS:
The plumbing, structural, mechanical and filtration system replacements are now considered urgent.
While other components of the proposed work, such as the chlorination system and the improved
accessibility ramps are not urgent, it is still recommended that they be completed in conjunction with
the other major repairs that require the removal of the pool deck for both financial and customer
service reasons.
“Original signed by David Boag”
_______________________________________________
Prepared by: David Boag
Director, Parks and Facilities
“Original signed by Wendy McCormick”
_______________________________________________
Approved by: Wendy McCormick
Director, Recreation
“Original signed by Kelly Swift”
_______________________________________________
Approved by: Kelly Swift
General Manager, Community Development, Parks and Recreation
“Original signed by J.L (Jim) Rule”
_______________________________________________ Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
DB
1
City of Maple Ridge
TO: His Worship Mayor Ernie Daykin DATE: November 3, 2014
and Members of Council FILE NO:
FROM: Chief Administrative Officer ATTN: Council Workshop
SUBJECT: Environmental Management Strategy Implementation Report – Short Term High
Priority Implementation Recommendations
EXECUTIVE SUMMARY:
The Environmental Management Strategy of April 2014 provides an evaluation of existing
environmental programs, tools and practices being utilized in Maple Ridge. It contains numerous
findings and recommendations that provide the City of Maple Ridge with a “road map” for future
development and consideration of various environmental management objectives that are aligned
with OCP and Corporate Sustainability objectives. The Strategy includes short, medium, and long
term environmental strategies and action items. These Action items can help the City move towards
its municipal objectives using clear, cost effective, timely, and innovative methods that continue to
help us support a healthy natural environment.
On April 17 2014, Council received the Environmental Management Strategy (EMS) as information
and directed staff to prepare an initial EMS Implementation Report for consideration. The focus was
to be on short term high priority strategies.
At the April 17, 2014 workshop, the following resolution was passed:
That staff submit the Environmental Management Strategy report to Council
to be received as information; and
That staff be directed to prepare a report for consideration and endorsement
by Council on the various short term priority implementation items outlined in
the report.
This report considers several potential next steps for Council’s consideration and endorsement.
First it recommends that the Environmental Management Strategy be referred to the ‘to be formed’
Environmental Sustainability Advisory Committee (EnSAC) for review and consideration before it is
forwarded to Council for endorsement. Second, it recommends that staff commence the
implementation of short term high priority action items identified in this report. Lastly, it
recommends that the remaining short, medium and long term strategies identified in the EMS be
reviewed with the assistance of the Environmental Sustainability Advisory Committee.
2
The following short term, high priority action items have been identified by staff as the items to focus
on in the short term. These items are:
1. Assist with the formation of the Environmental Sustainability Advisory Committee;
2. Prepare recommendations for updating and improving the Tree Protection Bylaw;
3. Prepare recommendations for updating and improving the Soils Deposit Bylaw;
4. Explore additional opportunities to improve communications and awareness on
environmental review processes including watercourse protection requirements,
environmental development permit guidelines, & environment permit processes.
This report includes information on potential implications, timelines, and resources required for
implementation of short term high priority action items recommended by the consultant of record.
RECOMMENDATIONS:
That the Environmental Management Strategy of April 2014 be forwarded to the ‘to be formed’
Environmental Sustainability Advisory Committee for consideration, review and recommendation to
Council; and
That Staff be directed to prepare the remaining short, medium and long term action items in a Final
Implementation Strategy, in consultation with the Environmental Sustainability Advisory Committee
and forward the recommendation to Council; and
That short term high priority action items identified in Table One in the report entitled “Environmental
Management Strategy Implementation Report – Short Term High Priority Implementation
Recommendations”, dated November 3 2014, be endorsed by Council.
DISCUSSION:
a) Background Context:
Environmental Management Strategy Process:
The foundations for the Environmental Management Strategy (EMS Report 2014) come from the
OCP environmental management framework model. The goals of the OCP environmental model are
to:
Protect significant ecosystems in the Municipality;
Anticipate and respond to the impacts of climate change on land, water, and air resources;
Determine guidelines and standards that are necessary in and around environmentally
sensitive areas;
Identify situations where additional environmental studies and best management practices
are required as part of the development process;
Maintain and improve ecosystem health and human safety.
3
Public involvement in the Environmental Management Strategy (EMS) process occurred over the
past two years. It included several community stakeholder group workshops, four Council Workshop
presentations, and two pubic open house sessions. There was significant support from community
stakeholders and the general public for the findings, recommendations, and implementation items
identified by the consultant of record.
The purpose of the EMS is to evaluate how the City of Maple Ridge is doing with respect to
environmental objectives and policies identified in the OCP as well as an evaluation of ongoing
environmental programs and best management practices on the ground. The EMS study also
includes recommendations on potential next steps with respect to potential updates and
improvements to existing planning tools, identification of new potential strategies, and prioritization
of implementation items over time.
The goals, objectives and recommendations of the Maple Ridge EMS Strategy dated April 2014, are
based on the City’s Official Community Plan as well as the Corporate Strategic Plan and
Sustainability Action plan.
Catherine Berris & Associates presented the findings and recommendations of the Strategy at
Council Workshop held on April 17th, 2014 which was received as information by Council. The EMS
Strategy contained recommendations along with an Implementation Plan with short, medium, and
long term phasing of action items. Figure 7 in the Strategy provides an evaluation by the consultant
of low, medium, and high priority action items based on benefits and costs of taking action versus
not taking action. At the April 17h 2014 workshop, the following resolution was passed:
That staff submit the Environmental Management Strategy report to Council
to be received as information; and
That staff be directed to prepare a report for consideration and endorsement
by Council on the various short term priority implementation items outlined in
the report.
The Environmental Management Strategy dated April 2014 was posted on the municipal website,
along with the draft implementation items for public viewing.
b) Consultant Recommendations in Environmental Management Strategy:
Environmental Management Strategy Goals
The consultant’s recommendations in the Strategy are broken down into three major goals:
1. Conserve and manage our natural assets
2. Design and build sustainable neighborhoods
3. Improve communications and environmental awareness
Each goal in the Strategy has a number of recommendations. Each of the recommendations is
further broken down into action items for the short-term (within three years), medium-term (4-6
years), and long-term (over 7 years). An evaluation of potential implications associated with short
term, high priority immediate action items recommended by the consultant and refined by staff is
provided in this report. A table containing a detailed list of the consultant goals, recommendations,
and action items is attached (see Attachment #1).
4
Considerations For the Short Term High Priority Implementation Plan
A. Establishing Priorities, Pacing and Timing. More urgent priorities are to be met with action
items to take place in the short term, within the one to three year horizon, while medium
term priorities and action items will occur within the four to six year horizon, and longer term
priorities and action items will occur beyond the seven year horizon.
B. Reporting, Business Planning and Budget. A schedule of regular reporting with updates is
suggested to reaffirm priorities and action items. Budget considerations in support of these
priorities need to be part of the District’s Business Plan, and reviewed annually by Council.
C. Staff complement. Although the Environmental Management Strategy is largely the
responsibility of the Planning Department, other departments, such as Strategic Economic
Initiatives, Parks and Leisure, Engineering and Operations departments may also be
involved. Staff availability and resources for these tasks could affect the timing of work plan
development.
D. Strategic Alignment. The Environmental Management Strategy is intended to respond to the
most pressing community needs as identified by Council and reflected in corporate policies.
Recognizing that these may change over time, there could be some shifting of priorities in
response to new information or new conditions. In addition, new opportunities may emerge,
such as senior agency cost sharing programs, potential incentive programs, or other
possible options that could prompt a revised focus in strategic direction.
A. Establishing Priorities, Phasing, and Timing:
Figure 7 in the EMS identifies the key strategies, action items and priorities over the next seven (7)
or more years. Please refer to Appendix One. Each of the recommendations in the Environmental
Management Strategy were reviewed in light of District resources, budgets, and priorities along with
Council’s feedback.
All of these short term high priority strategies and action items can be effectively dealt with using
existing in-house resources over the next several years with minimum financial assistance. The
rationale for moving ahead with implementation of these action items in the short term was also
based on consultation findings over the past several years. There was more significant emphasis on
these particular topics with respect to growing concerns about liability and due diligence from local
government and citizens; increasing concerns about demands on available municipal resources;
requests for greater clarity about environmental processes, as well as greater opportunity for input
from community stakeholders on environmental matters.
5
These recommended high priority short term implementation items, their associated costs, and
timelines are outlined in Table One as follows:
Table One. Short Term High Priority Implementation Action Items
Table 1. Recommended Implementation Items
Issue Council Resolution Staff or
consultant
Cost
estimate
Timeline
1 Interest in an
Environmental
Advisory
Committee
Provide Assistance with the
creation of the Environmental
Sustainability Advisory
Committee
Planning;
EnSAC Members
To be
determined
Commencement
2015
2
Update the Soils
Deposit Bylaw
That staff be directed to
provide a scoping report to
Council with proposed
amendments and updates to
the Soils Deposit Bylaw and
Tree Protection Bylaw.
That staff be directed to
provide a discussion paper to
Council to identify key issues
and opportunities on Bylaws
Planning
Not
applicable*
Commencement
2015
Update the Tree
Protection Bylaw
3
Improve clarity
around
environmental
review processes
Review environmental
processes and regulations to
ensure better clarity on
requirements & options.
Planning
Communications
Information
Services
Not
applicable*
Ongoing
* Costs to be absorbed with Planning Department Budget
Short Term High Priority Action Items:
1. Assist with the formation of the Environmental and Sustainable Advisory Committee
At the October 20 2014 Council Workshop, a report was received by a Committee Review
Task Force recommending the formation of an Environmental and Sustainability Advisory
Committee.
Staff Resources: Planning staff resources will be required to assist with the formation of
the Environmental and Sustainability Advisory Committee and provide ongoing support to
the Committee.
2. Update and improve Tree Protection Bylaw
Update and improve the Tree Protection Bylaw, with emphasis on consideration of
scoping report and discussion paper for Council’s consideration.
Staff Resources: The Planning Department would be the lead on these projects, with
technical support from the Bylaws Enforcement, Parks, and Finance Departments.
6
3. Update and improve Soils Deposit Bylaw
Update and improve the Soils Deposit Bylaw, with emphasis on consideration of a
scoping report and discussion paper for Council’s consideration.
Staff Resources: The Planning Department would be the lead on these projects, with
technical support from the Bylaws Enforcement and Engineering Operations Dept’s.
4. Improve communications and environmental awareness
Provide greater clarity and communications outreach concerning the environmental
development review process and environmental permit requirements including
watercourse protection assessments, environmental development permit requirements,
and municipal environmental best management practices;
Staff Resources: Planning staff will take the lead on these projects, with some support
from Information Services, Communications and possibly the Environmental
Sustainability Advisory Committee.
Short, Medium and Longer Term Action Items:
Remaining short, medium and longer term recommended strategies and action items that are not
considered for high priority implementation in this report as they were more likely to require larger
municipal resources, more complex review and/or supporting studies, or they included strategies
that might need to be phased over longer periods of time.
The Final Implementation report is recommended to be completed with ongoing input and review
from the Council appointed Environmental and Sustainability Advisory Committee in 2015.
Next Steps
The Recommendations provided in this report to Council envision the following steps in advancing
the strategies in the EMS:
1. Council refers the Environmental Management Strategy, dated April 2014 to the
Environmental Sustainability Advisory Committee for their review and possible endorsement.
Once completed, the Committee would then forward the Strategy to Council for endorsement.
2. To assist and support the proposed Environmental Sustainability Advisory Committee
program which is likely to commence in 2015. Staff will provide whatever assistance is
needed to get the Committee up and running.
3. Staff will commence work on the short term high priority items identified on Table One of this
report.
4. Remaining short, medium and long term implementation items will be prepared in
discussions with the Environmental Sustainability Advisory Committee prior to submission for
endorsement by Council.
7
B. Reporting, Business Planning and Budget:
It is noted that annual Business Planning will provide a mechanism to ensure that the
Implementation Plan for the Environmental Management Strategy reflects Council priorities. This
will provide an opportunity to reaffirm direction, consider budgets, and required staffing.
C. Staff Complement and Interdepartmental Implications:
The Planning Department will be responsible for taking the lead on the implementation for the short
term high priority items with some support from other departments. Departments that are
anticipated to be involved in the implementation from the short-term through to the long-term
include:
Planning
Parks and Leisure
Engineering and Operations
Corporate Sustainability & Finance
Information Services
These departments were involved in the Environmental Management Strategy and are aware of the
recommendations in the report. It is noted that some of these items may appear in future
department work programs. The availability of appropriate City staff to work on these
recommendations, once adopted into the work plan, will be a factor in the timing of the
Implementation Plan.
D. Strategic Alignment:
As requested in previous Council Workshops on May 2013, March and April of 2014, the discussion
items and preferences shared by Council are reflected in this report.
Recognizing that priorities may change over time in response to new information or conditions, there
will be an opportunity to address these changes and priorities through several mechanisms. The
first mechanism to ensure adaptive management measures are in place will be through the annual
business planning process. There are also potential opportunities for review of complex medium
and long term recommendations with the assistance of an Environmental Sustainability Advisory
Committee in the future.
ALTERNATIVES:
There are two possible alternative resolutions that Council may also wish to consider, as follows:
1. That Council endorse the Environmental Management Strategy April 2014 without additional
review or endorsement by the ‘to be formed’ Environmental Sustainability Advisory Committee.
2. That Council direct staff not to proceed with commencement of the Short Term High Priority
Action Items and instead refer the short term high priority action items to the Environmental
Sustainability Advisory Committee for further consideration and review before forwarding it
along for endorsement by Council.
8
CONCLUSIONS:
The Environmental Management Strategy contains a significant amount of research, information and
management tools that will aid in meeting future environmental demands over the short, moderate,
and long-term, with regular review and consideration of the information. This ongoing review of how
we can effectively implement environmental programs, management strategies, and best
management practices will be necessary to ensure that the goals of achieving a sustainable
community are well-supported and effective in the future.
The consolidated list of short term high priority action items recommended for endorsement in this
report will help to provide important improvements over the next several years. This report lays the
immediate foundation and provides key stepping stones for moving ahead with the broader
implementation of recommendations identified through the Environmental Management Strategy.
These strategies will also help the City of Maple Ridge continue to move towards our goals and
objectives by addressing and adapting to ongoing environmental challenges. There will also be
ongoing opportunities in the future for Council to work with the ‘to be formed’ Environmental and
Sustainable Advisory Committee to assist in the review and evaluation of remaining short, moderate
and long term strategies / actions items.
“Original signed by Rod Stott”
____________________________________________
Prepared by: Rodney Stott,
Environmental Planner
“Original signed by Christine Carter”
_______________________________________________
Approved by: Christine Carter, MCP, M.C.I.P.
Director of Planning
“Original signed by Christine Carter” for
_______________________________________________
Approved by: Frank Quinn, M.B.A., P. Eng.
General Manager of
Public Works & Development
“Original signed by J.L. (Jim) Rule”
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
Attachments:
Appendix A - Environmental Management Strategy Implementation Plan
Links:
Please see on line Environmental Management Strategy, April 2014
http://www.mapleridge.ca/DocumentCenter/View/2947
9
APPENDIX A
City of Maple Ridge
TO: His Worship Mayor Ernie Daykin MEETING DATE: November 3, 2014
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Thornhill Urban Reserve – Planning for Future Development
EXECUTIVE SUMMARY:
In the spring of 2013, during Council’s discussions on future work-plan items associated with the
annual review of the Financial Plan Guidelines, a future report on planning for the future
development of the Thornhill Urban Reserve was identified. The Council Work Schedule Matrix for
July to December 2014 established that the report would be on the November 3, 2014 Council
Workshop agenda.
This report will outline the Official Community Plan policy framework, provide a background on the
development of growth scenario’s prepared during the 2004-2006 OCP Review, an overview of
recent discussions related to the provision of water services, context on the Regional land use
designation as it applies to potential future development and provide an overview of recent growth
trends as they relate to the population and build-out projections in the OCP.
RECOMMENDATION:
That the report titled Thornhill Urban Reserve – Planning for Future Development dated November 3,
2014, be received for information.
DISCUSSION:
a) Background Context:
In 2004, a series of reports titled Housing and Residential Lands Policy Review for Maple Ridge were
prepared by the Sheltair Group (with partner consultants) as part of the Official Community Plan
Review. These three technical reports provided a policy context overview of the drivers for residential
growth in Maple Ridge; an analysis of the residential capacity for future growth; and an evaluation of
residential growth options.
The consulting team established a base case based on the existing land use designations and
densities in the OCP at that time, as well as three growth scenario options. The options included 1)
Moderate Intensification and Urban Containment, limiting urban expansion to the existing urban area
boundary at that time; 2) Modest Intensification and Northward Urban Expansion, by expanding the
urban area boundary to connect with Silver Valley; and 3) Modest Intensification and Eastward
Expansion into the Urban Reserve, by extending the urban area boundary to include Thornhill.
2
Theses options were evaluated against quantitative indicators such as financial costs and qualitative
aspects such as social and environmental measures.
Included in the third technical report (Evaluation of Residential Growth Options) was a detailed
analysis of the municipal infrastructure costs associated with each growth scenario. Of the three
options, expansion into the Urban Reserve was the most costly, estimated at $362,988,000. While it
was recognized that there were some merits to eastward expansion into the Urban Reserve, the
option was not favoured because it would result in an oversupply of housing units to 2031 and had
the most expensive infrastructure costs.
The findings of these three technical reports were summarized in a Summary Report and Policy
Recommendations outlined the three main options for residential growth, including OCP policy
recommendations. At that time, the consulting team recommended a hybrid scenario (the 4th
option) that included modest residential intensification in the existing urban area and northward
urban expansion into Albion, Cottonwood and Silver Valley. This fourth option was felt to achieve the
expected population growth while addressing the demand for a range of housing types and tenures
and did not include removal of a significant amount of land from the Agricultural Land Reserve.
At that time, while staff supported the hybrid option recommended by the consulting team, on
December 13, 2004, Council passed the following Resolution with respect to the future growth
pattern of the municipality:
That Option 2 (Status Quo – Thornhill) be indicated as Council’s preferred option during the
public consultation phase of the review of the Official Community Plan.
As a result, policies respecting the Urban Reserve were prepared and included in the OCP.
b) Official Community Plan Policies:
Section 3.1.5 Urban Reserve of the OCP outlines the policy framework for development into the
Urban Reserve. These policies provide a series of benchmarks to be achieved, prior to Council
directing an area planning process to commence to determine future land uses within the Urban
Reserve. These triggers and milestones were supported to ensure that urban development in the
Urban Reserve would not occur until such time when the options and opportunities for densification
in the rest of the urban area have been exhausted.
In the interim, the OCP policies identify that growth will be focused in the Town Centre, areas with
Area Plans and along major corridors as identified on Figure 4. These policies recognize that
densification in these priority areas was the most efficient, easily serviceable and would support
existing schools.
3.1.5 Urban Reserve
3-22 Maple Ridge will avoid non-contiguous expansion of the Urban Area Boundary.
3-23 Maple Ridge will not support urban level densities in the Urban Reserve until an Area
Plan is adopted pursuant to policy 3-25.
3-24 Maple Ridge will retain the Thornhill area as a long term Urban Reserve area. Urban
development will not be supported in the Thornhill Urban Reserve Area until the
3
population threshold exceeds 100,000 people for the District and the residential
capacity within the existing urban area is approaching build-out.
3-25 Prior to urban development occurring in the Thornhill Urban Reserve, the following
must have been achieved:
a) approval of an amended Regional Context Statement by the Metro Vancouver
Board;
b) approval of an extension to the Fraser Sewer Area by the Greater Vancouver
Sewerage and Drainage District (GVS&DD) Board;
c) an Area Plan adopted by Council which includes, but is not limited to:
i. policies regarding the types of residential development, land use
patterns, minimum density requirements, and appropriate phasing
for the area;
ii. a fiscal impact assessment study;
iii. identification of environmentally sensitive areas, ecosystems and the
impact of development;
iv. agricultural impact assessment to minimize the impact of
development on adjacent farm lands;
v. an aquifer groundwater management study; and
vi. a transportation plan that includes an integrated system which
balances all modes of transportation, including transit.
3-26 Until policies 3-24 and 3-25 are satisfied, the minimum parcel size for subdivision of
land designated Urban Reserve is 2.0 hectares.
The above policies are intended to be read as a ‘suite’ of policies, with no one aspect being more
important than the other for growth into the Urban Reserve. In addition, the OCP also includes the
following set of policies that clearly define the scope and content of the required area planning
process.
10-2 Maple Ridge will initiate the creation of area plans as a means to guide development:
a) Priority consideration will be given to an area in transition, neighbourhoods that present the
greatest opportunities for redevelopment, or areas where Guide Plans are in existence;
b) Area plans will be developed for the historic communities of Maple Ridge including
Hammond, The Ridge, Port Haney/Haney, Albion, Yennadon, Webster’s Corners, Whonnock
and Ruskin;
c) The Thornhill area is recognized as a new community that requires an area plan prior to
urban development occurring in the area. This area plan is a long-term priority for the
District and will be initiated in accordance with the Thornhill Urban Reserve policies of the
Official Community Plan; and
d) Subsequent area plans will be based on a consideration of each area’s suitability for
accommodating residential intensification.
10-3 Area Plans will be developed utilizing a consultative approach that involves working
cooperatively with Provincial and Regional agencies, School District, community groups and
residents and will include, but not be limited to the following:
a) policies relating to the types and form of development, land use patterns and phasing;
b) physical inventory of the site including and assessment of environmentally sensitive areas,
ecosystems and the impact of development;
c) an assessment of existing and future infrastructure, and a fiscal impact analysis study;
4
d) a transportation study that addresses road connections, transit and alternative modes of
travel, and connections to the Regional Town Centre;
e) an assessment of parks and open space; and
f) the provision of community amenities.
Growth Projections
During the 2004-2006 OCP Review, growth projections to 2031 were prepared that estimated Maple
Ridge would grow to a population of 108, 900 in 2031. In addition, it was projected that household
sizes were expected to decline, based on regional trends at that time. Recent BC Stats information
has indicated that growth has been more modest than anticipated, with the average compound
annual growth rate for Maple Ridge at 1.6% since 2001 compared to 1.3% for the Region. In
addition household size in Maple Ridge has seen only marginal declines since the 2001 Census.
The Regional Context Statement (RCS) adopted by Council in 2013 also includes a lower population
projection to 2041 than was originally forecast by Metro Vancouver in the Regional Growth Strategy.
At the time of adoption of the Growth Strategy, the projected population for Maple Ridge in 2041
was 132,000. However, during the review of the City’s Regional Context Statement, Metro
Vancouver staff identified low, medium and high growth projections, with the low projection of
118,000 to 2041 being included in the approved RCS.
Existing Urban Area Growth
On October 20, 2014, Council received a report on the status of the Silver Valley Area Plan that
provided an overview of the pattern and timeline of development within the area plan boundaries.
That report also included an overview of the demographic trends within Maple Ridge and the Region.
The following graph taken from the report titled Silver Valley Area Plan Update 2014, dated
illustrates an overall declining growth rate at both municipal and regional levels.
Figure 1 Population Growth Rates in Maple Ridge and Metro Vancouver. Average annual compound growth is 1.6% for
Maple Ridge and 1.3% for Metro Vancouver
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
MetroVancouver
Maple Ridge
5
The combined slower growth rate and marginal decrease in average household size suggests that
the time horizon to achieve the thresholds identified in Section 3.1.5 Urban Reserve of the OCP may
take longer than originally anticipated during the OCP Review process.
It is important to provide those areas currently designated Urban Residential or within an existing
area plan area (Town Centre, Silver Valley and Albion) with time to develop as outlined in their
respective policies.
c) Infrastructure:
The costs associated with urban expansion are significant, regardless of the direction of growth
beyond the existing Urban Residential land use designation.
Municipal Water Service
Some Thornhill residents have recently requested that the City provide municipal water infrastructure
into the Urban Reserve, raised through the discussion of the proposed Wildfire Development Permit
Area Guidelines. Arguments have been presented to Council that suggest that without the extension
of municipal water services, Council is putting the properties located within the area designated as
Urban Reserve in significant risk of damage from a future wildfire.
The consulting reports prepared as part of the preparation of the Wildfire Development Permit Area
Guidelines suggest that the provision of water services in the Urban Reserve would not reduce the
risk of a future wildfire. Specifically, the ‘peer review’ report prepared by Cambrian Consulting
concludes:
“The presence of less vulnerable FireSmart development in the WUI [wildland urban interface] is
anticipated to reduce overall dependency on limited water resources and thereby supporting a
self-sufficient and disaster resilient community profile. There is often a temptation to rely on
emergency response resources rather than to take the initiative to implement preventative
measures and this WFDPA [Wildfire Development Permit Area] represents an excellent
opportunity to reverse that trend.”
Infrastructure Costs
As previously mentioned, the third technical report prepared during the OCP Review provided an
infrastructure cost assessment for each of the three growth options being considered at that time.
The lifecycle cost methodology used excluded revenues and focused on the long-term costs to the
municipality that would impact future residents. It included the following three main areas of
expenses:
Cost of administration
Cost of hard infrastructure; and
Cost of community services.
The consultants included the capital and replacement costs for each, as well as annual operating
and maintenance expenses, calculated over a 20 year time horizon.
The estimates include a comprehensive range of components for each option including but not
limited to fire protection and equipment, police protection, roads, streetlights and sidewalks, and
infrastructure for water, sanitary and storm sewers. The Sheltair report identified that eastward
expansion into the Urban Reserve was the most expensive growth option, requiring the following
infrastructure:
6
Sanitary sewer and water distribution systems;
Fire Hall;
5 new neighbourhood-level parks; and
Schools.
These needs would be re-assessed as a component of any future area plan process, as outlined in
Section 3.1.5 Urban Reserve and Section 10.1 Area Planning of the OCP.
The estimated costs for each at that time were:
Option 1 (Base Case Urban Containment) = $209,412,000
Option 2 (Intensification and northward expansion) = $275,986,000
Option 3 (Expansion into Urban Reserve) = $362,988,000
d) Regional Growth Strategy:
The Metro Vancouver 2040 – Shaping Our Future Regional Growth Strategy has included the City’s
Urban Reserve in the ‘General Urban’ land use category and also included it within the Regional
Urban Containment Boundary and within the Greater Vancouver Fraser Sewer Area.
The ‘General Urban’ land use category is intended for residential neighbourhoods, commercial
centres and other land uses that support a vibrant urban area. The Regional Growth Strategy further
defines ‘General Urban’ in the following way:
“General Urban areas are intended to emphasize place-making, and enriched public realm, and
promote transit-oriented communities, where transit, multiple-occupancy vehicles, cycling and
walking are the preferred modes of transportation.”
The fact that the Regional Growth Strategy includes the Urban Reserve as part of the Urban
Containment Boundary does not necessitate the need for an area plan or suggest approval for
urban-level development to occur. This situation is similar to the lands within the City designated for
Estate Suburban residential, in that while these lands are within the Regional Urban Containment
Boundary, they are outside of the City’s Urban Area Boundary. The Regional land use classification
does not supersede Council’s authority to determine land uses within the City.
The policies contained within the Regional Growth Strategy and the location of the Regional Urban
Containment Boundary, do not over-ride Council’s legislative authority to make decisions for land use
within the municipal boundaries.
CONCLUSION:
The existing Official Community Plan policy framework regarding the Urban Reserve provides Council
and the community with clarity on when and how expansion into the Reserve will be undertaken.
The policies provide a sound basis from which a future Council may direct the preparation of an area
plan for future land uses and residential density options once the defined criteria have been met.
7
The OCP policies recognize that the development in Thornhill would result in an oversupply of
residential land in the municipality and would be a very costly endeavor for taxpayers. The policies
are such that the City would only open Thornhill to development when the triggers in Policy 3-24 are
met.
In the interim, development in the Town Centre, areas with Area Plans and infill development along
major corridors (as identified on Figure 4 of the OCP) is the priority. This approach to development is
the most sustainable and cost effective for the City.
“Original signed by Diana Hall” for
_______________________________________________
Prepared by: Jim Charlebois, MURP, MCIP, RPP
Manager of Community Planning
“Original signed by Christine Carter”
_______________________________________________
Approved by: Christine Carter, M.PL, MCIP, RPP
Director of Planning
“Original signed by Christine Carter” for
_______________________________________________
Approved by: Frank Quinn, MBA, P.Eng
GM Public Works & Development Services
“Original signed by J.L. (Jim) Rule”
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer