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HomeMy WebLinkAbout2023-10-10 Council Workshop Agenda and Reports.pdfCity of Maple Ridge COUNCIL WORKSHOP AGENDA October 10, 2023 11:00 AM 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.CALL TO ORDER 1.1 Territory Acknowledgement The City of Maple Ridge carries out its business on the traditional and unceded territory of the Katzie (q̓ic̓әy̓) First Nation and the Kwantlen (qʼʷa:n̓ƛʼәn̓) First Nation. 2.APPROVAL OF THE AGENDA 3.MINUTES 3.1 Adoption of Minutes – September 26, 2023 4.PRESENTATIONS AT THE REQUEST OF COUNCIL 5.UNFINISHED AND NEW BUSINESS 5.1 Strategic Plan Implementation Framework RECOMMENDATION: THAT Council approve the Key Results, listed in Attachment A of the Council report titled ‘Strategic Plan Implementation Framework’ dated October 10, 2023. 6.CORRESPONDENCE 7.BRIEFING ON OTHER ITEMS OF INTEREST / QUESTIONS FROM COUNCIL 8.MATTERS DEEMED EXPEDIENT 9.ADJOURNMENT City of Maple RidgeCOUNCIL WORKSHOP AGENDAOctober 10, 202311:00 AMVirtual Online Meeting including Council ChambersThe purpose of the Council Workshop is to review and discuss policies and other items of interest toCouncil. Although resolutions may be passed at this meeting, the intent is to make a consensus decisionto send an item to Council for debate and vote or refer the item back to staff for more information orclarification. The meeting is live streamed and recorded by the City of Maple Ridge1.CALL TO ORDER1.1 Territory AcknowledgementThe City of Maple Ridge carries out its business on the traditional andunceded territory of the Katzie (q̓ic̓әy̓) First Nation and the Kwantlen(qʼʷa:n̓ƛʼәn̓) First Nation.2.APPROVAL OF THE AGENDA3.MINUTES3.1 Adoption of Minutes – September 26, 20234.PRESENTATIONS AT THE REQUEST OF COUNCIL5.UNFINISHED AND NEW BUSINESS5.1 Strategic Plan Implementation FrameworkRECOMMENDATION:THAT Council approve the Key Results, listed in Attachment A of the Council reporttitled ‘Strategic Plan Implementation Framework’ dated October 10, 2023. 6.CORRESPONDENCE 7.BRIEFING ON OTHER ITEMS OF INTEREST / QUESTIONS FROM COUNCIL 8.MATTERS DEEMED EXPEDIENT 9.ADJOURNMENT Document:3509832  City of Maple Ridge COUNCIL WORKSHOP MINUTES SEPTEMBER 26, 2023 The Minutes of the Council Workshop Meeting held virtually and hosted in the Council Chambers on September 26, 2023, at 11:00 am at City Hall, 11995 Haney Place, Maple Ridge, British Columbia for the purpose of transacting regular City business. PRESENT Elected Officials Mayor D. Ruimy Councillor K. Carreras Councillor O. Dozie Councillor J. Dueck Councillor S. Schiller Councillor J. Tan Councillor A. Yousef ABSENT Appointed Staff S. Hartman, Chief Administrative Officer S. Labonne, Deputy Chief Administrative Officer A. Nurvo, Deputy Corporate Officer C. Howes, Acting Deputy Corporate Officer Other Staff as Required C. Andre, Computer Support Specialist M. Best, Interim Director of Planning C. Bevacqua, Clerk 3 A. Grochowich, Manager of Community Planning Z. Lifshiz, Director of Strategic Development, Communications and Public Engagement C. Munialo, User Support Assistant D Olivieri, Manager of Corporate Planning and Consultation A. Rieu, Planner 1 F. Smith, Director of Engineering M. Vogel, Business Solutions Analyst Note: These Minutes and a video of the meeting are posted on the City’s Web Site at https://mapleridge.primegov.com/public/portal 1. CALL TO ORDER – 11:03 am 1.1 Territorial Acknowledgement The Mayor provided the territory acknowledgement. 2. APPROVAL OF THE AGENDA 2.1 Approval of Agenda R/2023-WS-052 Moved, seconded, and CARRIED THAT the agenda of the September 26, 2023, Council Workshop Meeting be approved as circulated. 3. MINUTES 3.1 Adoption of Minutes R/2023-WS-053 Moved, seconded, and CARRIED ~ MAPLE RIDGE Bn11sh Columbra maple ridge.ca Council Workshop Meeting Minutes September 26, 2023 Page 2 of 2 Document:3509832  THAT the minutes of the July 25, 2023, Council Workshop Meeting be adopted. 4. PRESENTATIONS AT THE REQUEST OF COUNCIL - Nil 5. UNFINISHED AND NEW BUSINESS 5.1 Options Report – Proposed Amendments to City of Maple Ridge Tenant Relocation Assistance Policy 6.32 and Manufactured Home Park Redevelopment Tenant Assistance Policy 6.27 A. Rieu, Planner, provided a presentation and staff responded to questions of Council. R/2023-WS-054 Moved, seconded, and CARRIED That Council endorse updated Policy 6.32 - Tenant Relocation Assistance Policy and Policy 6.27 - Manufactured Home Park Redevelopment Tenant Assistance Policy, as outlined in Option 2 of the report titled "Options Report - Proposed Amendments to City of Maple Ridge Tenant Relocation Assistance Policy 6.32 and Manufactured Home Park Redevelopment Tenant Assistance Policy 6.27", dated September 26, 2023, and included as Appendix E, and that the Policies be returned to Council for review not later than one year. with Councillor Yousef opposed Note: Councillor Dozie left the meeting at 12:25 pm and did not return, and was absent for the vote on the following item. R/2023-WS-055 Moved, seconded, and CARRIED THAT staff bring back an updated and detailed tenant protection and relocation policy and program to further support tenants and rental development within Maple Ridge in alignment with the outcomes of the refreshed housing work anticipated for early 2024. 6. CORRESPONDENCE – Nil 7. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL – Nil 8. MATTERS DEEMED EXPEDIENT – Nil 9. ADJOURNMENT – 12:27 pm _______________________________ D. Ruimy, Mayor Certified Correct ___________________________________ C. Howes, Acting Deputy Corporate Officer TO: FROM: His Worship Mayor Dan Ruimy and Members of Council Chief Administrative Officer SUBJECT: Strategic Plan Implementation Framework EXECUTIVE SUMMARY: City of Maple Ridge MEETING DATE: FILE NO: MEETING: October 10, 2023 01-0110-01 Workshop The Corporation of Maple Ridge has introduced the Objectives and Key Results (OKR) framework to implement its 2023-2026 Strategic Plan. In this framework, each strategic goal statement from the plan serves as an "Objective", and staff has devised 59 specific "Key Results" derived from master plans and strategic initiatives. These key results will guide many of the City's strategic actions over the next 18 months, with plans to update them in 2025. Regular progress reports on these key results will be provided to Council. Seeking Council approval for these key results is a critical step for developing work plans and budgets. The OKR framework encourages cross-departmental collaboration, and detailed business and financial implications will be presented during the 2024 business planning process. RECOMMENDATION: THAT Council approve the Key Results, listed in Attachment A of the Council report titled 'Strategic Plan Implementation Framework' dated October 10, 2023. DISCUSSION: a) Background Context: Objectives and Key Results Framework The Objectives and Key Results (OKR) framework is a strategic management approach employed by organizations to set clear objectives and quantify their achievement. It serves as a goal-setting and performance management approach that links directly to an organization's overriding strategic plan. Put another way, the OKR framework provides a way for an organization to identify key strategic outcomes that need to be accomplished, along with the relevant metrics that measure progress (rather than measuring actions) towards achieving each outcome. In the framework, an 11objective11 represents a high-level goal or aspiration, such as increasing revenue or improving customer satisfaction. These objectives are typically ambitious and align with the organization's strategic direction. To measure progress toward these objectives, "key results" are established. Key results are specific, quantifiable, and time-bound metrics that indicate success. For instance, if the objective is to increase revenue, key results might include achieving a specific percentage growth in sales, expanding the customer base by a certain number, or enhancing the average transaction value. Achieving key results does not signal that an objective has been fully realized. Instead, it represents progress which, with additional or revised key results, continue to advance the attainment of an objective. 3544953 Page 1 of 3 The OKR framework provides several benefits in a business context. It fosters clarity and focus, ensuring that all team members understand the organization's top priorities. Additionally, it promotes transparency and accountability, as progress toward key results is regularly tracked and assessed. By implementing the OKR framework, organizations align their efforts, monitor performance effectively, and adapt their strategies as needed to achieve their overarching objectives. City of Maple Ridge Implementation For Maple Ridge, the OKR (Objectives and Key Results) framework has been adopted to operationalize the priorities outlined in Council's 2023-2026 Strategic Plan (Plan). The Plan, adopted in May, identifies Council's five priority focus areas with each supported by multiple goal statements. For the purposes of the OKR framework, each strategic goal statement articulated in the Plan serves as the objective with multiple key results which identify outcomes representing milestones of progress. Staff have developed 59 key results, drawing insights from pertinent master plans and strategic initiatives, as listed in Attachment A. This first set of key results shown in Attachment A is intended to be the blueprint for the City's work over the next 12 months. However, some of the key results extend beyond this timeframe since they either align with other strategic initiatives from a timing perspective (other initiatives which extend beyond 12 months) or they are outcomes that will take longer than 12 months to achieve. It should be noted that key results are typically expressed as quantitative outcomes aimed at measuring progress towards achieving a strategic objective. For instance, a key result might be something like "Secure 30 below-market housing units by Q4 2025." Key results should not be confused with initiatives or projects, which are the specific actions taken to accomplish those key results. Initiatives or projects are typically determined after the key results have been approved. In this initial round of OKRs, however, some of the key results primarily focus on establishing baselines through the development of various plans and data collection. As a result, a few of the initial key results in Attachment A might appear more like initiatives or projects rather than true key results representing strategic outcomes. For example, before the City can make progress towards reducing community greenhouse gas (GHG) emissions by a specific percentage, it's essential to gather accurate data about current community emissions. This involves creating a climate action plan with a GHG inventory. Once these baselines have been established, future key results can evolve into quantitative measures that build upon these foundations. In 2025, there will be a refresh of key results to set the direction for the period ending in 2026. The second cycle will be a more refined approach, informed by the lessons learned from the current iteration. Following approval of the OKR plan, each key result will undergo a process of having one or more initiatives assigned to it. These initiatives will be implemented, often with cross-functional teams, to deliver on the stated key results. While this process will primarily occur following approval of the key results by Council, several initiatives have already been developed for some of the key results in Appendix A. This has been done to highlight the relationship between objectives, key results, and initiatives, and to provide examples of the types of initiatives that will be launched to deliver on the key results. Some of the key results will be implemented via a single initiative, while others will involve several initiatives that can be standalone or interrelated. The sample initiatives in Attachment A are shown as bullet points below the various key results. Internally, each strategic priority is being overseen by a group of leaders who have knowledge of the subject-matter and influence over decisions within the domain. The groups are called Strategic Priority 3544953 Page 2 of 3 Oversight Teams (SPOT). Each SPOT has been assigned a lead who is responsible for ensuring the group has the support required to advance key results. Council will be kept informed of progress relating to key results through project-related and formal Strategic Plan implementation updates from SPOT leads. With the former taking place as required and the latter semi-annually. Formal reports will occur on an annual cycle, once at the end of the first quarter and then in alignment with business planning in the fall. b) Desired Outcome: Staff are seeking Council approval on the key results identified in Attachment A. This is a critical decision-point which will enable staff to finalize work plans and budget requests in advance of business planning in November. Where applicable, initiatives are identified under each key result. c) Strategic Alignment: Each of the key results is informed by existing strategies, master plans, and policies to ensure alignment with corporate direction while advancing Council's priorities. As Council's Strategic Plan spans through the end of 2026, a second cycle of key results is anticipated to be developed in 2025. The second cycle will be a more refined approach informed by the outcomes of the current iteration. d) Interdepartmental Implications: A strength of the OKR framework is the collaboration required to achieve key results. Cross-functional teams have already been formed to activate on initiatives which will progress key results. e) Business Plan/Financial Implications: During business planning for 2024, Council will see a fully costed plan for executing the key results listed in Attachment A. Council input at this point in time provides staff with the direction to build out the plan for Council consideration. CONCLUSION: The Objectives and Key Results framework is a strategic management tool which enables the organization to concentrate efforts on priorities outcomes aligned with Council's direction. Prepared by: Dan Olivieri Ma ger of rporate Planning & Consultation Approved by: f Strategic Development, Communications and Concurrence: p~:ment Scott Hartman Chief Administrative Officer Attachment: (A) Strategic Priority Objectives and Key Results 3544953 Page 3 of 3 Attachment A -Strategic Priority Objectives and Key Results Climate Leadership and Environmental Stewardship Objective: Mitigate and adapt to the impacts of climate change. KR 1 Develop and adopt a Climate Action Plan by Qi 2025. KR2 • Complete Climate Risk and Vulnerability Assessment • Conduct extreme temperature risk mapping analysis • Undertake a public engagement process Develop and implement green infrastructure design and maintenance specifications, ~,.$ guidelines, and performance standards by Qi 2025. }:~ Objective: Reduce municipal and community greenhouse gas emissions in alignment with adopted targets. KR 1 Develop a master plan for reducing energy consumption and the reliance on natural gas for all facilities and implement a solar energy project. KR 2 Develop framework for climate and resilience as a lens for City decision making. KR 3 Ensure the City is green fleet ready for passenger vehicles by Q4 2024 & light-duty fleet by Q4 2025. ■ Upgrade Operations Centre electrical capacity ■ Secure NatJral Resources Canada Zero Emissions Vehicle funding ' ' ■ Install 20 Level 2 EV chargers ■ Install 20 Level-2 and 2 Level-3 chargers Objective: Enhance and protect the health of our natural environment KR 1 KR2 KR3 KR4 rmit Establish an inventory and baseline of bio-diversity health. I=►,.~ ~ ~ Develop a strategy to manage the health of the McKenney Creek system. ~ Protect and conserve 9 hectares of land by Q4 2025. - Complete an Urban Forest Management Strategy. ~~I p~ Please note: When you see Key Results displayed alongside an icon, it indicates that the deliverable is connected to the implementation of the corresponding strategic document: Fire A Master Plan ~<A> PRC ~ Master Plan ; ~ \ I Tourism /'<2,~ Strategy ~ lntergrated ~~ Stormwater ~ Management Plan Page 1 of 5 Development ;w Economic ~~ Strategy J CMHC Housing ~ Accelerator Fund Action Plan Green ~[;.~ Infrastructure ~l.1•~ Strategy •• ,G, ,, ~ f Diversified, Thriving Economy Objective: Attract, retain, and expand business investment to diversify the tax base and increase local employment. KR 1 KR2 KR3 KR4 Develop an Incentive Strategy for New Business Attraction by Q3 2025. ~' Develop an Investment Attraction Strategy for targeted industries, including a value/supply [(?a!~ chain strategy for attracting suppliers and customer businesses based on existing companies 14g~; in the local economy (i.e., Li-Ion battery value/supply chain). [(?a!~ Complete a Business Retention & Expansion (BR&E) Analysis and Implementation Plan. 14g~; Ensure that the business licensing process and service delivery is capable of processing 20% more applications annually. Objective: Expand training and educational options in Maple Ridge to build a skilled workforce that attracts innovative businesses. KR 1 Create a formal, collaborative partnership with a post-secondary institution (citing the goal of establishing a physical presence in Maple Ridge, including through a possible joint venture or public private partnership) by Q3 2025. KR 2 Establish a collaborative Tech Hub to specifically nurture the growth of technologically inclined entrepreneurs by Q2 2025. KR 3 Complete a Labor Market and Gap Analysis. Objective: Explore and maximize tourism opportunities as a means to further diversify the local economy. \I, KR 1 Implement a net promoter score for Adventure Hub, Urban Hot Spots, and Farm Fresh ~ ... experiences with a set baseline and improve by 20% by the end of 2025. ■ Complete regulatory review of eco-tourism, adventure tourism and agri-tourism policies ■ Implement a 'Big Tent' pilot program KR2 Increase film-based tourism by 10%. ■ Complete electrical supply access for film productions at waterfront parking lot ■ Implement a circular economy program to re-purpose film set materials KR3 Develop an event attraction strategy for tourist-driven events aligned with community-based ',, AR ... events. ~ Page 2 of 5 Engaged, Healthy Community KR 1 Conduct Recreation Facility Accessibility audit to Rick Hanson Guideline standards. KR 2 Ensure at least 70% of residents, as measured by households, have access to one free community event within a 15-minute walk of their home. • Host three Rock the Block neighbourhood events in north-east, central and west Maple Ridge ■ Support corporate and community downtown activations KR 3 Increase participation in subsidized recreation programs by 10% through the development of City-specific criteria on financial access fund ing. Objective. Build and celebrate community pride, strengthening commt1nity connections to fosterr ser:, e 0i beJomging -v--v5 KR 1 Conduct a Recreation Facility Feasibility Study. i~ KR 2 Support the Maple Ridge 2024 BC Summer Games. KR 3 Develop and deliver four events to celebrate the 150th Anniversary of Maple Ridge in 2024. KR 4 Increase participation in City supported volunteer programs by 10% with continued opportunities to grow. • Conduct a volunteer opportunity awareness campaign • Develop and implement a volunteer retention strategy for Summer Games volunteers • Promote Maple Ridge 150 volunteer opportunities Objective: Promote a vibrant arts end culture community KR 1 Implement Public Art streams to support the new Public Art Policy and Handbook. • Develop an inventory of artists and process for delivery of community public art ■ Host a public art place making event in the Town Centre KR 2 Initiate, through partnership, a Museum Needs Assessment. Objectl¥ ! Ensure tt,e safety and enhance the welt-being of residents KR 1 KR2 KR3 Develop a Community Safety Action Plan. Complete a de-integration transition plan for Ridge Meadows RCMP. Operationalize Phase 1 of the Fire Master Plan. ~ ~~ Objective: Improve community en&9gement with the City KR 1 Establish a public participation and engagement framework. KR 2 Increase community activity on Engage MR by 20%. KR 3 Conduct a participatory budget pilot project. • Establish a project budget during 2024 business planning cycle • Provide options for format to Council Page 3 of 5 Governance and Corporate Excellence Objective: Identify and commit to opportunities for the City to move forward on a path of Truth and Reconciliation KR 1 Develop an Indigenous Relations and Engagement Strategy. KR 2 Host two Council relationship-building meetings with Katzie First Nation and Kwantlen First Nation leadership. Objective: Deliver an exceptional customer experience across City services KR 1 Develop and implement a strategy, including standards and principles, to provide exceptional customer experiences. ■ Develop a customer experience strategy ■ Complete staff training KR2 Develop an evaluation framework for ongoing customer experience assessment. Objective: Be accountable to the public through open and responsive governance KR 1 KR2 Ensure that 75% of existing policies have been reviewed and updated, as required, within the last 2 years by Q4 2025. Implement an Enterprise Performance Management system (EPM). Objective: Ensure the City is organizationally resilient, ready to adapt to a changing environment KR 1 KR2 Develop and implement an enhanced risk management program by Q3 2026. Develop a records management program. ■ Complete development of the framework ■ Conduct staff training KR 3 Develop a business continuity program. KR 4 Conduct one Emergency Operations Centre exercise. KR 5 Deploy a continuous improvement program and conduct training with a cohort of staff. KR 6 Develop an Inter-Governmental Relations strategy for advocacy to attract senior government investment in key infrastructure initiatives. Objective: Ensure organization and financial alignment to achieve Strategic Priorities and meet the needs of our growing community KR 1 Review and consolidate City fees and charges into a single bylaw with annual review dates by Qi 2025. ■ Review and consolidate Building and Police Services fees ■ Review and consolidate Soil Removal, Tree Protection and Highway & Traffic fees ■ Review and consolidate Fire Protection, Cemetery, Water Service and Sewer Service fees KR 2 Complete a major Development Cost Charges review. KR 3 Optimize the City's business and financial planning process. Page 4 of 5 Liveable Community Objective: Facilitate expanded housing diversity and supply, to promote attainability. KR1 KR2 Create development application prioritization criteria. Increase housing supply, as measured by permitted units, by 2.5% by Q3 2026. ,© ■ Update Housing Needs Assessment ■ Update Housing Strategy ■ Conduct an incentive program feasibility assessment ■ Develop pre-approved site plans for a range of housing units ■ Update city-wide density bonusing programs KR 3 Secure 30 below market housing units by Q4 2025. ,© ■ Identify inclusionary zoning options ■ Explore the use of City-owned lands for affordable housing ■ Develop concierge service to facilitate affordable housing development KR 4 Increase the multi-unit housing portion of building stock by 4% by Q4 2026. KR5 KR6 ■ Conduct wrap-around servicing assessment for the Lougheed Transit Corridor Area Plan ■ Review parking and mobility requirements for transit-oriented areas Complete alignment of CMR regulations and policies with Homes for People provincial strategy. Establish benchmark timelines for internal City processes and reviews within the development application process. Objective: Improve mobility with sustainable and effective transportation options. ----------------' KR 1 Include a complete east to west AAA bike route from 240th to Maple Meadows station in the 5-year Capital Plan. ~ KR 2 Install 30 secure bike and micro-mobility lockers within the civic centre area. l~a KR 3 Increase cycling network length by three kilometers. le:-'a Objective: Develop infrastructure that positions the City to provide accessible and sustainable services while accommodating growth. ~----------------------------------- KR 1 Develop an Asset Management Strategy. KR 2 Update funding strategy for asset replacement and maintenance building off existing allocation. KR 3 Establish servicing plans, including green infrastructure solutions, to service three key growth areas. Page 5 of 5