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Home My WebLink About2024-02-13 Special Council Meeting Agenda and Reports.pdf1.CALL TO ORDER 1.1 Territory Acknowledgement The City of Maple Ridge carries out its business on the traditional and unceded territories of the Katzie (q̓ic̓әy̓) First Nation and the Kwantlen (qʼʷa:n̓ƛʼәn̓) First Nation. 2.APPROVAL OF AGENDA 3.UNFINISHED AND NEW BUSINESS 3.1 BUSINESS PLANNING 20242028 4.PUBLIC QUESTION PERIOD 5.ADJOURNMENT CityoIMDSOHRidge SPECIAL COUNCIL AGENDA FEBRUARY 13, 2024 9:00 AM Virtual Online Meeting including Council Chambers The meeting is live streamed and recorded by the City of Maple Ridge Page 1 of 81 TO: His Worship Mayor Dan Ruimy MEETING DATE: February 13, 2024 and Members of Council FILE NO: FROM: Chief Administrative Officer MEETING: Special Council SUBJECT: Business Planning 2024-2028 EXECUTIVE SUMMARY: At the Special Council meeting held on February 6, 2024, staff presented key components of the 2024-2028 Financial Plan, including the base budget, Strategic Work Plan, proposed capital projects, and service enhancement scenarios. Council's next steps involve approving the listing of capital projects, allocating Growing Communities Grant funding, approving one-time incremental requests, and deciding on service enhancement scenarios to incorporate into the financial plan, as outlined in Attachments A-D, respectively. RECOMMENDATION (for separate consideration): 1)THAT Council approve the expenditure of Growing Communities Grant for projects as listedon page 30 of Attachment B of the Council report titled “Business Planning 2024-2028” ofFebruary 13, 2024. 2)THAT Council approve the capital projects listed in Attachment A – 2024-2028 Capital Planof the Council report titled “Business Planning 2024-2028” of February 13, 2024 and that thefinancial implications be included in the 2024-2028 Financial Plan. 3)THAT Council approve listing of one-time incremental requests in Attachment C – 2024 One-Time Incremental Requests of the Council report titled “Business Planning 2024-2028” ofFebruary 13, 2024 and that the financial implications be included in the 2024-2028 FinancialPlan. 4)THAT Council provide direction as to which of three proposed 2024 Incremental RequestScenarios is supported. DISCUSSION: a)Background Context:At the Special Council meeting of February 6, 2024, staff provided presentations on the keycomponents of the 2024-2028 Financial Plan. Presentations provided an overview of the City’s basebudget, 2024 Strategic Work Plan, proposed capital projects, and three optional scenarios of serviceenhancements for Council consideration. Page 2 of 81 Next steps in the business planning process include obtaining Council direction on four items: • Approval to allocate Growing Communities Grant funding to a list of projects – Attachment A • Approval of the listing of projects in the 2024-2028 Capital Plan – Attachment B • Approval of the recommended listing of One-time Incremental Requests – Attachment C • Direction on which scenario, or combination of Ongoing Incremental Requests, to incorporate into the 2024-2028 Financial Plan – Attachment D One-time Incremental Requests One-time Incremental Requests, which do not directly impact the property tax increase, represent projects and initiatives that staff have proposed to implement as part of the City’s 2024 strategic workplan. These projects, listed in Attachment C and categorized by Strategic Priority to which they relate, strongly advance Council’s strategic priorities. While these projects do not directly impact the property tax increase, they nonetheless require Council approval since the projects will utilize funds from sources such as reserves or grant funding. After accounting for grant funding that the City has already been awarded to undertake these initiatives, the total one-time cost of recommended projects is $1.67 million. The listing of recommended project is based on one of the following criteria being met: • The proposed projects have received grant funding that cannot be used for other purposes • The proposed projects advance key, high priority, strategic outcomes associated with Council’s Strategic Plan and approved OKRs (Objectives and Key Results). • The proposed projects advance a key operational priority for the City. The listing in Attachment C has additionally identified a set of One-time Incremental Requests which can be deferred for consideration in the next business and financial planning cycle. Deferring these projects will not slow overall progress on Council’s strategic priorities. The identified One-time Incremental Requests in Attachment C. Ongoing Incremental Requests Ongoing Incremental Requests represent proposals for the creation of new services and/or enhancements to existing service. The Ongoing Incremental Requests result in new funding requirements needed to deliver the new or enhanced services, and as such have an impact on the property tax rate increase. At the February 6 meeting, members of Council were presented with 3 scenarios of Ongoing Incremental Requests. Staff have subsequently added additional scenarios for the Ongoing Incremental Requests, to provide Council with a broader range of options for consideration. Attachment D notes which ongoing Incremental Requests are included in each of the five scenarios, related tax increase and average home impact. Page 3 of 81 Each scenario achieves a distinct set of outcomes, as identified below: Scenario A: • Adds RCMP Constables to address the reduced size of the force due to de-integration of services with Pitt Meadows • Decreases the population to RCMP officer (Pop-to-Cop) ratio and normalizes the file load each officer carries to levels comparable to other jurisdictions • Increases the Fire Department’s ability to respond to multiple, concurrent incidents • Addresses staffing needs to respond to an increase in medical response calls by activating a dedicated team Scenario B: • Addresses all outcomes identified in Scenario A • Enables the City to effectively respond to new housing legislation and complete actions included in the Housing Accelerator Fund Action Plan • These positions could be funded in the near term with grant funding if the City is successful in obtaining Housing Accelerator funding Scenario C: • Addresses all outcomes identified in Scenarios A and B • Optimizes the use of capital funding to deliver on infrastructure projects • Assists with the prioritization of capital projects • Expedited landscape review processing times for development applications. • Implements enhanced cybersecurity protocols including system testing and user training to prevent malicious attacks on City data • Decreases recruitment timeframes by providing additional Human Resources staffing, enabling the work associated with new and enhanced service delivery to avoid delays. • Increases the capacity of the Victim Service Unit Scenario D: • Addresses all outcomes identified in Scenarios A, B and C • Extends the service hours of the Community Safety Officers (CSO) from 7 AM to 11 PM with two CSOs for officer safety in alignment with safety protocols • Enables a concrete maintenance crew to operate year-round while also increasing litter pickup and signage maintenance • Increases the number of business licences that can be processed, and level of customer service provided to business community • Increases the frequency of cleaning and maintenance of park amenities • Activates and promotes businesses in the downtown area through seasonal promotions Scenario E: • Addresses all outcomes identified in Scenarios A, B, C and D • Enables broader marketing of the Maple Ridge brand to attract business and investment in the community • Increases the number of facility bookings that can be processed • Right-sizes aquatics staffing to accommodate increased aquatics service levels • Allows for greater technology system stability and improved implementation of new systems • Provides additional capacity to undertake geo-spatial analysis Page 4 of 81 To provide context for how each of the property tax increases associated with the scenarios compares to neighbouring jurisdictions proposed or adopted tax increases, Table 1 ranks each scenario with published increases. The comparison excludes utility increases and additional levies to provide a reasonable comparison between jurisdictions. When comparing the three scenarios against the regional rate increases, each scenario is lands within the various tiers of rankings. This categorization offers the Council a variety of options to evaluate alongside local benchmarks. Municipality Property Tax Increase City of Coquitlam 8.92% CMR Scenario #E 8.00% City of Pitt Meadows 7.79% CMR Scenario #D 7.55% City of New Westminster 7.70% City of Vancouver 7.50% CMR Scenario #C 6.95% Township of Langley 6.88% CMR Scenario #B 6.25% City of Mission 6.19% CMR Scenario #A 5.70% City of Port Coquitlam 5.58% Table 1 - Property Tax Increase Comparison Page 5 of 81 Page 6 of 81 Attachment A – Growing Communities Grant Allocation Page 1 of 1 PROJECTS ($ in thousands) Total Project GCG Grant Other Grants 128 Avenue Road Rehabilitation Between 232 Street and 235A Street 3,350 - 1,500 240 St Bridge North of 124 Avenue - Planning, Design, and Construction 59,500 - 36,850 Abernethy (224 - 230 St) Construction 15,000 3,500 - Abernethy Way Extension 232-240 31,500 - 2,520 Aquatic and Arena Facility Design 15,000 7,500 - MR - Park Improvements (232 and 132)5,000 2,210 - Port Haney Waterfront Park - Improvements 4,200 877 - Thorne Ave (Hammond Rd - 117 Ave) - 1000m MUP 3,600 2,500 - Total 137,150 16,586 40,870 Page 7 of 81 Section -> Project 2024 2025 2026 2027 2028 Financial Plan 2024 – 2028 35 | P a g e Government 2,467 812 317 322 327 Brand Implementation - Gateway and Outdoor Signage 100 - - - - Cemetery Expansion 200 - - - - Equipment Replacement - Office 97 112 117 122 127 FVRL Book Cart, Furniture Replacements 10 - - - - FVRL Book Return / Sorter Replacement 400 - - - - Minor Capital - City 100 100 100 100 100 Minor Capital - Town Centre 100 100 100 100 100 Mobile Licence Plate Recognition System (LPR) 60 - - - - Operations Centre - Fuel Island Replacement 800 - - - - Recycling Collection Equipment 100 - - - - Works Yard Electrical Service Upgrade 500 500 - - - Technology 6,860 5,431 2,625 860 860 ArcGIS 11 Upgrade Consulting Fees 50 - - - - BTSC Projects Fund 601 150 300 300 300 Cell Phones Replacement 50 - - - - Cybersecurity Projects Fund 254 - - - - Equipment Replacement - IT 1,360 791 400 500 500 ERP Finance & HR 3,230 4,375 1,810 - - IT Projects Fund 475 85 85 30 30 New User Equipment Program 30 30 30 30 30 Online Permit Payment Expansion SPLIT 784 - - - - Website and Intranet Update 27 - - - - Protective Fire 1,280 4,700 15,000 16,600 200 Additional Funding For Fire Engine Replacement 500 - - - - Fire Hall 3 Construction 500 4,700 15,000 15,000 - Mobile Hoist / Lift System For Fire Trucks 180 - - - - Replace Toughbooks FD 100 - - - 200 Replacement of SCBA, Cylinders, and Associated Equipment - - - 1,600 - Protective Police 88 - - - - Cenotaph / Memorial 60 - - - - RCMP - Furniture Replacement 10 - - - - RCMP Detachment Minor Renovation 8 - - - - Attachment B – 2024 – 2028 Proposed Capital Plan (All $ in Thousands) Page 8 of 81 Section -> Project 2024 2025 2026 2027 2028 Financial Plan 2024 – 2028 36 | P a g e Updating Police Services Lunch Room 10 - - - - Parks 20,845 5,045 1,895 1,465 995 11630 224 St Demolition and Abatement 60 - - - - 23681 128 Cres Demolition and Abatement 60 - - - - Aquatic and Arena Facility Design 15,000 - - - - Capital Trail Improvements New 40 40 40 40 40 Cemetery Storage - - - 120 - Dog Park Improvements 100 - - - - Greenbelt Acquisition 200 200 200 200 200 Minor Capital - Gen Rec 30 30 30 30 30 Minor Capital Parks Improvements 125 125 125 125 125 MR - Park Improvements (232 and 132) 3,000 2,000 - - - Multi-sport Facility - Planning 200 - - - - Port Haney Waterfront Park - Improvements 1,200 2,000 1,000 - - Quanset Hut 80 - - - - Recreation Infrastructure - Improvements 100 100 100 100 100 South Haney Park (230 and 113) Development 250 - - - - Sport Facility Improvements 100 200 -400 - West Neighborhood Park Improvements 300 350 400 450 500 Highways 32,169 44,372 65,469 9,907 13,934 123 Ave Reconstruction (Laity - 216) 3,900 - - - - 128 Rd Rehabilitation (232 and 235A) 350 3,000 - - - 207 St & Dewdney Trunk Rd Traffic Signal Replacement 50 500 - - - 224 St at 132 Ave (N Alouette Bridge) Design 250 - - - - 224 St at 132 Ave (N Alouette Bridge) Replacement - - 5,000 - - 240 St Bridge N of 124 Ave 4,500 -55,000 - - Abernethy Way (224 - 230) 15,000 - - - - Abernethy Way Extension (232 - 240) -31,500 - - - Access Culverts 22 22 22 22 22 Bike Lockers 50 - - - - Bridge Repairs Struct Upgrade 150 150 150 150 150 CMR Traffic Signal Replacements -100 100 100 100 Dewdney Trunk Rd at 272 St (Kanaka Creek Bridge) -250 -2,600 - Equip Replacement - Fleet 1,300 1,100 1,400 1,400 1,400 Local Area Service - Road 250 250 250 250 250 Lougheed Hwy (227 - Burnett) Active Transportation Improvements (K2123) - - 500 -4,350 Attachment B – 2024 – 2028 Proposed Capital Plan (All $ in Thousands) Page 9 of 81 Section -> Project 2024 2025 2026 2027 2028 Financial Plan 2024 – 2028 37 | P a g e Maple Meadows S Curve Phase 1 100 - - - - MRN Traffic Signal Replacement 350 250 250 250 250 Private Driveway Crossings 7 7 7 7 7 Road Rehabilitation Program 2,100 3,000 2,600 4,000 4,000 Sidewalk Replacement 90 90 90 90 90 Steeves St (River - 118) / 118 Ave (Steeves - 210) MUP, Sidewalk, Road 3,300 - - - - Streetlight Pole Replace Program 100 100 100 100 100 Thorne Ave (Hammond - 117) Multi-Use Path (MUP) 300 3,300 - - - Unallocated Road Rehabilitation Program -753 -938 3,215 Drainage 16,960 3,415 3,649 2,473 3,898 123 Ave (Laity - 216) 650m Stm Replacement 2,200 - - - - 228 St (Dewdney Trunk - Lot 175m N, 122 - 123) 200m 32 260 - - - 230 St (122 - 123) 160m Stm Replacement 285 - - - - Alouette Valley Drainage Improvements 750 1,500 - - - Drainage Replacement Program -882 1,376 200 1,625 Drainage Upgrade Program -500 2,000 2,000 2,000 Flood Abatement N Alouette - Bridge Protection (224 and 132 Ave Bridges) 100 - - - - Gee St (123 - Ave) 350m Stm Replacement 765 - - - - Local Area Service - Drain 250 250 250 250 250 Lower Hammond Pump Station 10,000 - - - - Princess St Drainage Pump Station 1,305 - - - - Private Storm Sewer Connections 23 23 23 23 23 Steeves St (River - 118) / 118 Ave (Steeves - 210) 600m Stm Replacement 1,000 - - - - Thornton Ave & Laity Ave - 1050mm Culvert Replacement 250 - - - - Sewage 20,731 4,296 8,999 4,056 4,126 11400 Blk 207 St Sanitary Main Replacement - - - 200 - 117 Ave Sanitary Main Replacement - - - 250 - 119 Ave Sanitary Main Replacement - - - 350 - 123 Ave (Laity - 216) 650m San Replacement 1,400 - - - - 123 Ave (Skillen - Laity) 900m San Replacement - - - 115 1,165 124 Ave (Laity - 216) 670mm of 200mm Sewer Replacement - - - 60 610 126 Ave (216 - Grace) 1,600 - - - - 128 Ave (232 and 235A) Road, Sewer Installation 150 1,500 - - - 136 Ave Lift Station Improvements 1,000 - - - - 208 St Sewage Station Replacement -100 1,500 - - 209 St Sanitary Main Replacement - - 350 -- Attachment B – 2024 – 2028 Proposed Capital Plan (All $ in Thousands) Page 10 of 81 Section -> Project 2024 2025 2026 2027 2028 Financial Plan 2024 – 2028 38 | P a g e 221 St (122 - Canuck) 230m Sewer Replacement - - 40 380 - 223 St (Dewdney Trunk - Hwy 7) 110m San Replacement (K101-K102 & K114-K053) - - 45 405 - 223 St (St Anne - Callaghan) 80m San Pipe Bursting (K334-K002) - - - 40 360 225 St Forcemain and Pump Station Upgrade Phase 2 14,000 - - - - 228 St (Dewdney Trunk - 119) 270m San Replacement (K027-K024) 50 420 - - - 228 St, 123 Ave - N of Purdey 50 700 - - - 240 St and Kanaka Creek - Old Siphon Isolation Valve and Pigging Port 50 - - - - Albion Fairgrounds (104 - Fairgrounds Pump Station) 350m of 300mm San -40 360 - - Burnett St (Haney Bypass - Lougheed Hwy) 540m of 250mm Sewer Replacement - - 1,360 - - Dewdney Trunk Rd (230 - 228) 380m Sanitary Replacement (K031-K027) -595 - - - Emergency Standby Generators 50 - - - - Fern Cres Pump Station -200 1,500 - - Gee St (123 - Eagle) 350m San Replacement 340 - - - - Golf Sewage Pumping Station -150 1,350 - - Local Area Service - Sewer 250 250 250 250 250 North Slope Interceptor Investigation 350 - - - - Private Sewer Connections 41 41 41 41 41 River Rd (212 - Anderson) Upsizing 200mm AC Design & Construction - - 63 705 - River Rd (223 - Haney Bypass) 250m San Pipe Bursting (K267-K264) -100 900 - - River Rd (W of 240, R084 to R012) Sewer Replacement -100 300 - - SCADA Replacement Program 100 100 100 100 100 Sewage System Rehab and Replacement - - 800 800 1,600 Steeves Sewage Pump Station Replacement 500 - - - - Steeves St:River to 118 Ave & 118 Ave:Steeves to 210 St - 610m of 250mm dia San 800 - - - - Tamarack Ln (108 - Lot 23399) 190m San Replacement - - 40 360 - Water 10,630 6,610 8,776 12,210 5,010 132 Ave (220 - 224) Watermain Replacement 1,900 - - - - 132 Ave (Balsam - 236) 1,300 - - - - 222 St (Dewdney Trunk - 119) Watermain Replacement 600 - - - - 248 St Pump Station Upgrades -800 -7,200 - 256 St (128 - 130) Watermain Replacement 500 - - - - 256 St Reservoir Tank Replacement - - 6,750 - - Abernethy Way (236 - 240) – 880m of 200mm Watermain 90 850 - - - Asbestos Watermain Replacement Program - - 500 3,500 3,500 Bosonworth (256 St) PRV Upgrade & SCADA Construction 270 - - - - CL2 Equipment Replacement Program 50 50 50 50 50 Dewdney Trunk Rd & 232 St PRV Replacement 89 905 - - - Attachment B – 2024 – 2028 Proposed Capital Plan (All $ in Thousands) Page 11 of 81 Attachment B – 2024 – 2028 Proposed Capital Plan (All $ in Thousands) Section -> Project 2024 2025 2026 2027 2028 Financial Plan 2024 – 2028 39 | P a g e Dewdney Trunk Rd (246 - 248) 61 745 - - - Dunn Ave (Maple Meadows - West) 850 - - - - Gas Detectors - Sewer - - 16 - - Gee St (123 - Eagle) 170m Water Replacement 260 - - - - Grant Mountain Reservoir Twinning 2,675 - - - - GVWD Pressure Mitigation Projects 350 1,800 - - - Local Area Service - Water 250 250 250 250 250 Private Water Connections 410 410 410 410 410 Steeves St (117 - Camwood) / 118 Ave (Steeves - 210) 320m of 200mm Watermain 500 - - - - Water Meter Replacement Program [p] 250 250 250 250 250 Water Reservoir Upgrades 50 50 50 50 50 Water Sampling Equipment 25 - - - - Watermain Replacement Program -500 500 500 500 Waterworks Shop Modification Construction 150 - - - - Grand Total 112,030 74,681 106,730 47,893 29,350 Page 12 of 81 Attachment C - One-time Incremental Request Listing and Descriptions Pg Strategic Priority One-Time Cost Recommended 1 Development Planning Consulting Services 3 Liveable Community $100,000 Yes 2 Official Community Plan & Zoning Bylaw Update 4 Liveable Community $200,000 Yes 3 Major Development Cost Charge Update 5 Governance & Corporate Excellence $75,000 Yes 4 Foodwaste Reduction Pilot6 Climate Leadership $20,000 Yes 5 Development of Pre-Approved Site Plans 8 Liveable Community $100,000 Yes 6 Update City-wide Density Bonusing Program 9 Liveable Community $60,000 Yes 7 Community Bio-Diversity Inventory and Baseline Health Assessment 11 Climate Leadership $100,000 Yes 8 McKenney Creek System Management Strategy 12 Climate Leadership $100,000 Yes 9 Community Engagement Framework/Toolkit Development 14 Engaged, Healthy Community $15,000 Yes 10 Participatory Budgeting Pilot Project 15 Engaged, Healthy Community $100,000 Yes 11 Community Safety Expert Consultants 16 Engaged, Healthy Community $40,000 Yes 12 Downtown Overnight Security Services 17 Engaged, Healthy Community $70,430 Yes 13 Temporary Fleet Coordinator 18 Engaged, Healthy Community $48,500 Yes 14 Mobile Stage Activations 19 Engaged, Healthy Community $212,432 Yes 15 Business Retention and Expansion Analysis & Implementation 21 Diversified, Thriving Economy $45,000 Yes 16 Event Attraction Strategy 22 Diversified, Thriving Economy $50,000 Yes 17 Investment Attraction Strategy & Implementation Plan 23 Diversified, Thriving Economy $95,000 Yes 18 Labour Market Analysis 24 Diversified, Thriving Economy $10,000 Yes 19 Albion Industrial Land Use and Servicing Analysis 25 Diversified, Thriving Economy $60,000 Yes 20 Brand Implementation 26 Diversified, Thriving Economy $50,000 Yes 21 Employment Area Plan 27 Diversified, Thriving Economy $100,000 Yes 22 Continuous Improvement Program Development and Training 29 Governance & Corporate Excellence $55,000 Yes 23 Customer Experience Strategy, Framework and Training 30 Governance & Corporate Excellence $50,000 Yes 24 Intergovernmental Relations Strategy and Implementation 31 Governance & Corporate Excellence $150,000 Yes 25 Archaeological Management Plan 32 Governance & Corporate Excellence $300,000 Yes 26 Leadership Summits 34 Governance & Corporate Excellence $70,000 Yes $2,276,362 $1,881,362 27 Natural Asset Inventory & Valuation 36 Climate Leadership $200,000 No 28 Big Tent Pilot Project 37 Diversified, Thriving Economy $150,000 No 29 Refresh Agricultural Plan 38 Diversified, Thriving Economy $60,000 No 30 Heritage Grant Five-Year Pilot Program 39 Engaged, Healthy Community $100,000 No $510,000 Total Total Less Grant Funded Projects Total Defer for Future Consideration Advance Diversified, Thriving Economy OKRs One-Time Incremental Requests Advance Engaged, Healthy Community OKRs Advance Governance & Corporate Excellence OKRs Grant Funded Advance Liveable Community OKRs Advance Climate Leadership & Environmental Stewardship OKRs Page 1 of 40 Page 13 of 81 One-Time Incremental Requests 2024 Proposed Budget Grant Funded Business Plan 2024-2028 Page 2 of 40 Page 14 of 81 One-Time Incremental Requests 2024 Proposed Budget Development Planning Consulting ServicesRequest For: PlanningDepartment: Interim Director of PlanningSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Liveable Community Facilitate expanded housing diversity and supply, to promote attainabilityObjective: Activities/Purpose: Sourcing expertise on a project by project basis to determine or reaffirm feasibility of proposed development applications and/or targeted policy implementation. Functions Performed/Degree of Service: Expertise required to facilitate the streamlined processing of development applications Alternatives Considered/Reasons for Not Recommending: Without the additional expertise on a case by case basis, certain complex and instrumental development applications may proceed more slowly. Year One Time Cost Ongoing Cost 2024 100,000 Funding for: Consulting services Business Plan 2024-2028 Page 3 of 40 Page 15 of 81 One-Time Incremental Requests 2024 Proposed Budget Official Community Plan and Zoning Bylaw Update - Initial WorkRequest For: PlanningDepartment: Interim Director of PlanningSubmitted By: Master Plan / Strategy :Official Community PlanLegislative or Operational Requirement:No Strategic Priority: Liveable Community Facilitate expanded housing diversity and supply, to promote attainabilityObjective: Activities/Purpose: Recent provincial legislation announcements require the City to update the Official Community Plan. The complete the implementation of the updated Official Community Plan, the Zoning Bylaw will also need to be updated as it sets out the form of development within the community. Functions Performed/Degree of Service: The Official Community Plan and Zoning Bylaw guide where and how development takes shape with the community. Recent provincial regulations require local governments to have the OCP and zoning bylaws updated by December 31, 2025. Alternatives Considered/Reasons for Not Recommending: Without an updated Official Community Plan and Zoning Bylaw, the City will not be able to meet the expectations set out by the provincial government. Initiating the work could be delayed until 2025, however it would be extremely challenging to complete the work by the December 2025 deadline. Year One Time Cost Ongoing Cost 2024 200,000 Funding for: Consultant services Business Plan 2024-2028 Page 4 of 40 Page 16 of 81 One-Time Incremental Requests 2024 Proposed Budget Major Development Cost Charge UpdateRequest For: FinanceDepartment: Director of FinanceSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:Yes Strategic Priority: Governance & Corporate Excellence Ensure organization and financial alignment to achieve Strategic Priorities and meet the needs of our growing community Objective: Complete a major Development Cost Charges reviewKey Result: Activities/Purpose: The update addresses the evolving development landscape, ensuring that Development Cost Charges (DCCs) align with current trends and adequately fund essential infrastructure projects vital for the community's growth. Competitive positioning is crucial, necessitating a review and adjustment of DCCs to attract responsible development. Aligning charges with sustainability goals encourages environmentally friendly practices, while compliance with provincial regulations ensures legal adherence and mitigates potential issues. Engaging stakeholders fosters transparency, and adjusting DCCs supports the financial viability of the local government by generating revenue for critical projects without relying solely on taxation. In essence, a major DCC update is a strategic response to change, promoting competitiveness, sustainability, legal compliance, community engagement, and financial stability. Furthermore, Bill 46 tabled by the Province of BC, an act to increase the expenditure categories for DCCs requires an update to existing DCC bylaws. This work will ensure that the City's bylaw maximizes the use of DCCs to support infrastructure growth. Functions Performed/Degree of Service: - Consulting support to conduct data analysis on economic trends, population growth and development patterns. - Additional elements of the scope of work include: an infrastructure needs assessment, financial and comparative analysis as well as stakeholder engagement. Alternatives Considered/Reasons for Not Recommending: The work could be complete in-house, however seeking consultant support will enable the City to leverage existing external datasets which will result in a faster process and more comprehensive analysis. Year One Time Cost Ongoing Cost 2024 75,000 Funding for: Consulting services to conduct major Development Cost Charge review Business Plan 2024-2028 Page 5 of 40 Page 17 of 81 One-Time Incremental Requests 2024 Proposed Budget Foodwaste Reduction Pilot ProjectRequest For: Corporate Planning & ConsultationDepartment: Manager of Corporate Planning and Consultation Submitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Climate Leadership & Environmental Stewardship Reduce municipal and community greenhouse gas emissions in alignment with adopted targetsObjective: Activities/Purpose: The community's de-centralized waste management practices creates a challenge in determining the volume of food waste that enters into traditional waste streams. Recent estimates indicate that 25-50% of household waste is organic material that could otherwise be composted. Annual food waste accounts for over 50 million tonnes of CO2 emissions annually. A multi-phased pilot project, in partnership with Impact Canada, is being proposed to distribute countertop accelerated organics composters. The aim is to gain a clearer understanding of the potential reduction in organic material in waste streams through this initiative. Functions Performed/Degree of Service: Phase 1: - Municipal facility pilot at City Hall facilities - Conduct waste and diversion audit Phase 2: - 200 household 12-week community pilot - Targeted program for neighbourhoods with high wildlife-waste reports and multi-unit residential buildings - Performance monitoring and reporting process Options: - Resident can purchase unit at the end of the pilot Alternatives Considered/Reasons for Not Recommending: The pilot could be scaled down with costs reducing as follows: - 100 households - $10,000 - 50 householder - $5,000 Given the number of households in Maple Ridge, a sample of 200 homes will provide significantly more representative data for the different housing types and neighbourhoods. Year One Time Cost Ongoing Cost 2024 20,000 Funding for: Countertop foodwaste composter pilot program Business Plan 2024-2028 Page 6 of 40 Page 18 of 81 One-Time Incremental Requests 2024 Proposed Budget Advances Liveable Community OKR's Business Plan 2024-2028 Page 7 of 40 Page 19 of 81 One-Time Incremental Requests 2024 Proposed Budget Development of Pre-Approved Site PlansRequest For: PlanningDepartment: Interim Director of PlanningSubmitted By: Master Plan / Strategy :Housing Action PlanLegislative or Operational Requirement:No Strategic Priority: Liveable Community Facilitate expanded housing diversity and supply, to promote attainabilityObjective: Increase housing supply, as measured by permitted units, by 2.5%Key Result: Activities/Purpose: To help facilitate "missing middle" forms of residential development, the City will be developing pre-approved site and building plans (for select cases) to help streamline the development process for some forms of infill housing. This initiative is intended to help incentivize and support forms of smaller scale, multi-unit housing within the City's key growth neighbourhoods. Functions Performed/Degree of Service: This initiative is identified within the City's Housing Accelerator Fund application and has been identified locally as a key opportunity to streamline the development process for small scale multi unit housing. The identified funding is for external industry expertise to enable the successful implementation of the plans that will be developed. Alternatives Considered/Reasons for Not Recommending: Should funding not be awarded, the work will not be able to take place as external industry expertise is required to ensure the successful implementation of the plans. Year One Time Cost Ongoing Cost 2024 100,000 Funding for: Consulting services Business Plan 2024-2028 Page 8 of 40 Page 20 of 81 One-Time Incremental Requests 2024 Proposed Budget Update city-wide density bonusing programsRequest For: PlanningDepartment: Manager of Community PlanningSubmitted By: Master Plan / Strategy :Official Community Plan & Area PlansLegislative or Operational Requirement:Yes Strategic Priority: Liveable Community Facilitate expanded housing diversity and supply, to promote attainabilityObjective: Activities/Purpose: Due to recent legislative amendments at the provincial level, the City's density bonus and associated financial programs (i.e. Community Amenity Contributions, Amenity Cost Charges, etc) requires review to ensure compliance with the legislation. Functions Performed/Degree of Service: Up-to-date city-wide density bonus programs provide an opportunity for the City to leverage interest in redevelopment to improve housing choice and housing diversity across the City. Alternatives Considered/Reasons for Not Recommending: Without an up-to-date city-wide density bonus program in place, the City may need to address it on a case-by-case basis, which is timely and cumbersome. Additionally, the City would not be well positioned to leverage current levels of interest in redevelopment to further the City's strategic objectives in improving housing choice and housing diversity. Year One Time Cost Ongoing Cost 2024 60,000 Funding for: Consulting services Business Plan 2024-2028 Page 9 of 40 Page 21 of 81 One-Time Incremental Requests 2024 Proposed Budget Advances Climate Leadership & Environmental Stewardship OKRs Business Plan 2024-2028 Page 10 of 40 Page 22 of 81 One-Time Incremental Requests 2024 Proposed Budget Community Bio-Diversity Inventory and Baseline Health AssessmentRequest For: PlanningDepartment: Environmental Planner 2Submitted By: Master Plan / Strategy :Green Infrastructure Management Strategy Legislative or Operational Requirement:No Strategic Priority: Climate Leadership & Environmental Stewardship Enhance and protect the health of our natural environmentObjective: Establish an inventory and baseline of bio-diversity healthKey Result: Activities/Purpose: Identifying a baseline of biodiversity health and inventory is integral to green infrastructure management in Maple Ridge. It serves several key purposes, including assessing the current state of biodiversity, enabling the City to monitor changes over time, setting conservation targets, guiding decision-making, allocating resources effectively, engaging the public, and ensuring compliance with environmental regulations. This baseline data provides critical insights into the local ecosystem's health and informs actions aimed at preserving and enhancing biodiversity while balancing human activities and environmental conservation in the community. Functions Performed/Degree of Service: Consulting services to: - develop a community-wide inventory of flora and fauna - assess the health of ecosystems and understand anthropogenic impacts Alternatives Considered/Reasons for Not Recommending: This item is a Key Result that forms the roadmap for delivering on Council's Strategic Plan, therefore it is strongly recommended to proceed. However, the project scope can be narrowed to look at key areas of the community. This approach will only provide a small snapshot of the city's biodiversity. Year One Time Cost Ongoing Cost 2024 100,000 Funding for: Consulting services to complete biodiversity inventory and assessment Business Plan 2024-2028 Page 11 of 40 Page 23 of 81 One-Time Incremental Requests 2024 Proposed Budget McKenney Creek System Management StrategyRequest For: EngineeringDepartment: Director of EngineeringSubmitted By: Master Plan / Strategy :Green Infrastructure StrategyLegislative or Operational Requirement:No Strategic Priority: Climate Leadership & Environmental Stewardship Enhance and protect the health of our natural environmentObjective: Develop a strategy to manage the health of the McKenney Creek systemKey Result: Activities/Purpose: McKenney Creek is a prominent natural feature that weaves through the Lougheed Transit Corridor Area. The "McKenney Creek system" typically refers to the entire network of streams, creeks, and waterways associated with McKenney Creek itself. This system plays a significant role in the local ecology and is known for its importance in supporting various species of fish, including salmon and trout. The McKenney Creek system also includes the surrounding riparian areas, wetlands, and forests, making it an essential part of the region's green infrastructure and natural ecosystem. These habitats provide food, shelter, and breeding grounds for wildlife and contribute to the overall biodiversity of Maple Ridge. Additionally, the creek system may be subject to conservation and restoration efforts to protect its ecological health and support the sustainability of its aquatic and terrestrial ecosystems. The purpose of the project is to identify how the system can be preserved while enabling the development of a complete community along the Lougheed Transit Corridor. Functions Performed/Degree of Service: Development of a strategy to maintain the McKenney Creek system as the Lougheed Transit Corridor develops. Alternatives Considered/Reasons for Not Recommending: The project could be delayed to coincide with the finalization of the Lougheed Transit Corridor Area Plan. This approach is not recommended as the work should inform LTCAP development and not proceed it. Year One Time Cost Ongoing Cost 2024 100,000 Funding for: Consulting services to develop the McKenney Creek management strategy Business Plan 2024-2028 Page 12 of 40 Page 24 of 81 One-Time Incremental Requests 2024 Proposed Budget Advances Engaged, Healthy Community OKRs Business Plan 2024-2028 Page 13 of 40 Page 25 of 81 One-Time Incremental Requests 2024 Proposed Budget Community Engagement Framework/Toolkit DevelopmentRequest For: Strategic Development, Communications & Public Engagement Department: Senior Manager, Corporate Communications and Public Engagement Submitted By: Master Plan / Strategy :Corporate Communications and Public Engagement Strategy Legislative or Operational Requirement:No Strategic Priority: Engaged, Healthy Community Improve community engagement with the CityObjective: Establish a public participation and engagement frameworkKey Result: Activities/Purpose: This funding is to use the services of an external consultant to support staff in the development/implementation of a Community Engagement Framework and Toolkit. The community engagement framework will establish clear and consistent CNV engagement process, including a: - defined City engagement delivery model with criteria on in-house planning and delivery, Communications and Engagement staff support, and hiring consultants. - Community Engagement Policy supported by Council. - Staff Engagement Guide, training, tools, checklists, resources - Community engagement to seek community input and inform the public on the framework Year One Time Cost Ongoing Cost 2024 15,000 Funding for: Consulting services Business Plan 2024-2028 Page 14 of 40 Page 26 of 81 One-Time Incremental Requests 2024 Proposed Budget Participatory Budgeting Pilot ProjectRequest For: Corporate Planning & ConsultationDepartment: Manager of Corporate Planning and Consultation Submitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Engaged, Healthy Community Improve community engagement with the CityObjective: Conduct a participatory budget pilot projectKey Result: Activities/Purpose: Participatory budgeting is a democratic and inclusive approach to allocating public funds within a community or government entity. It empowers citizens to directly influence decisions about how public resources are spent. The process typically involves several key steps: 1. Idea Generation: Citizens propose project ideas or initiatives that address community needs or priorities. These suggestions can cover a wide range of areas, from infrastructure improvements to social programs. 2. Proposal Development: Experts and facilitators work with community members to refine and develop the proposed projects into viable budget items. This phase ensures that the ideas align with budgetary constraints and feasibility. 3. Public Deliberation: Community members gather to discuss and prioritize the proposed projects through meetings, workshops, or online platforms. This deliberation allows for informed decision-making and consensus-building. 4. Voting and Allocation: Citizens vote on the projects they believe should receive funding, and budgets are allocated accordingly. The projects with the most support receive funding until the available budget is exhausted. 5. Implementation and Monitoring: The selected projects are carried out, with ongoing oversight by both citizens and government officials to ensure transparency, accountability, and effectiveness. Participatory budgeting fosters greater civic engagement, transparency, and accountability in public finance decisions, enhancing trust between citizens and their governments. It can lead to more responsive and equitable resource allocation that better reflects the needs and priorities of a community. Alternatives Considered/Reasons for Not Recommending: Allocating funds to a participatory budgeting process re-directs dollars that could otherwise be dedicated to advancing other priority community projects. However, the participatory budgeting initiative is a Key Result intended to advance the goal of being accountable to the public through open and transparent governance within Council's strategic priority of Governance & Corporate Excellence. Year One Time Cost Ongoing Cost 2024 100,000 Funding for: Participatory budgeting project funding Business Plan 2024-2028 Page 15 of 40 Page 27 of 81 One-Time Incremental Requests 2024 Proposed Budget Community Safety Expert ConsultantsRequest For: Bylaw, Licensing & Community SafetyDepartment: Manager of Bylaw & Community Safety Submitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Engaged, Healthy Community Ensure the safety and enhance the well-being of residentsObjective: Activities/Purpose: One year of funding for the Community Safety Expert Consultants. Functions Performed/Degree of Service: The Community Safety Expert Consultants support the CAO and Director and Manager of Community Safety. They have been a critical piece of the community safety service model. They advise on strategy and monitor the capacity of social services in the community. As we know the response to homelessness, mental illness, and drug addiction is complex, and requires a thoughtful and balanced approach guided by experience and expertise. These consultants have proven to be very flexible and able to step in and fill critical gaps in the community, as we saw during the 2022 winter shelter activation and the 2023 installation of the HUB modular building. The Community Safety Consultants also serve on the Hub Governance Group, and the System Leaders Group for the FAST Table. Alternatives Considered/Reasons for Not Recommending: The temporary funding will be exhausted and the strategic support for the City of Maple Ridge Community Safety service group will be discontinued. Year One Time Cost Ongoing Cost 2024 40,000 Funding for: Community Safety Expert Consultants Business Plan 2024-2028 Page 16 of 40 Page 28 of 81 One-Time Incremental Requests 2024 Proposed Budget Overnight Security Services in Downtown CoreRequest For: Bylaw, Licensing & Community SafetyDepartment: Director, Economic DevelopmentSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Engaged, Healthy Community Ensure the safety and enhance the well-being of residentsObjective: Activities/Purpose: The funding here is focused on providing for overnight security needs in the downtown of Maple Ridge to ensure businesses are able to access storefronts/entryways which are at times being used for sleeping, resting, consumption of illicit substances; or otherwise leaving human and other waste in areas. The incremental here needs to be a sustained continuation of late night and early morning service for security in the downtown. Westridge Security would be contracted from 11pm - 6am, a current gap in service for security in the downtown; This will work in conjunction and collaboratively with the CSO program and the RCMP as a part of the tiered response mode; and incremental to meet the needs of our business community and community broadly. The aim is to have a safe, healthy, and engaged community for residents and business owners. Functions Performed/Degree of Service: An overnight (11pm - 6am) contracted service of security in the downtown to support the CSO's and RCMP as a part of the tiered service model. Alternatives Considered/Reasons for Not Recommending: Status Quo - is not meeting needs of overnight security needs - it is proving problematic for the business community in Maple Ridge. Addition of 2 additional CSO's for night coverage - this presents issues for costs, and for worktime hours based on the collective agreement (also not operationally efficient). Year One Time Cost Ongoing Cost 2024 70,430 Funding for: Overnight Security Services in Downtown Core Business Plan 2024-2028 Page 17 of 40 Page 29 of 81 One-Time Incremental Requests 2024 Proposed Budget Temporary Fleet CoordinatorRequest For: Police ServicesDepartment: Manager of Police ServicesSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Engaged, Healthy Community Ensure the safety and enhance the well-being of residentsObjective: Activities/Purpose: As part of an efficiency review conducted by the RCMP and Police Services Manager, it has been determined that an increase to the Fleet Coordinator budget is advisable. This request is a temporary, and contractual, increase for a part-time employee in Fleet, contingent on the establishment of an autonomous Pitt Meadows RCMP Detachment by the end of 2025. The separation from the Maple Ridge detachment will result in the reduction of 12 police vehicles, thereby optimizing the employee-to-fleet ratio by 2025. Currently, there is one Full Time Equivalent (FTE) Fleet Coordinator responsible for managing all maintenance requirements for the Ridge Meadows RCMP Fleet, which comprises of 61 vehicles. The operational readiness of these vehicles is of paramount importance for the safety of Maple Ridge citizens as inefficiency in the service could potentially lead to a reduction of police officers on the road. Enhancing the budget for a PTE Fleet Coordinator would contribute to the allocation of more policing resources to the City, ensuring the roadworthiness of all of our police vehicles, and by extension, the safety of our police officers. The Fleet Coordinator’s primary responsibilities include overseeing fleet maintenance and repairs for the Ridge Meadows RCMP fleet, and managing the inventory of police vehicle equipment, such as first aid kits and fire extinguishers. Presently, the lone FTE Fleet Coordinator is tasked with the oversight of 61 vehicles and daily inspections. Due to capacity constraints, inspections related to trunk checks, PFD’s, spike belts, etc. have become the responsibility of the police officers. As the only employee in the unit, the Fleet Coordinator must rely on daily taxi services for transportation to and from the maintenance shop, incurring an annual cost of $5,000 from the Police Services operating budget. Functions Performed/Degree of Service: - Potential expansion in roadable police vehicles - Commitment to fiscal responsibility and operational efficiency - Enhancement of the maintenance and servicing processes for the police vehicles - Prioritizing the safety of police officers Alternatives Considered/Reasons for Not Recommending: An alternative would be continuing to inefficiently use of police officer's capacity to continue to perform fleet duties, rather than attend calls. Staff Position:PTE Fleet Coordiantor FTE: Year One Time Cost Ongoing Cost 2024 48,500 Funding for: RCMP Fleet Management 48,5002025 48,5002026 Business Plan 2024-2028 Page 18 of 40 Page 30 of 81 One-Time Incremental Requests 2024 Proposed Budget Operational Costs for Mobile StageRequest For: Recreation ServicesDepartment: Manager of Arts, Culture and EventsSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:Yes Strategic Priority: Engaged, Healthy Community Promote a vibrant arts and culture communityObjective: Activities/Purpose: The City of Maple Ridge has added a new mobile stage and towing truck to its inventory that will be stored at the Operations Centre and used throughout the year for City events/festivals and neighbourhood activations. This City branded Stageline75 is a 20' x 16' mobile staging system with accessible lift that will augment existing City and community festivals in addition to supporting the Maple Ridge 150 celebrations. The estimated cost for operating and activating the stage is $13,277 per four-hour event. This request will be for a one year pilot program and is based on the mobile stage attending 16 events including, but not limited to, 3 Rock the Block neighbourhood events, Canada Day, Celebrate the Night, three events for Maple Ridge 150, National Truth and Reconciliation, National Indigenous Peoples Day, Remembrance Day, Earth Day, and Pride in the Park. Functions Performed/Degree of Service: Functions performed with these operating funds will be: - Load and tow stage to event location - Set up stage - AV equipment rental - Set up lighting and sound - Tech four-hour performance - Hire four local culturally diverse performers/performance groups - Secure stage overnight and between set-up/event and take-down - Take down stage - Load and tow stage back to Operations Centre Alternatives Considered/Reasons for Not Recommending: Alternatively, the stage can be operated for a minimal number of events at a lower production value. Year One Time Cost Ongoing Cost 2024 212,432 Funding for: Mobile stage activations Business Plan 2024-2028 Page 19 of 40 Page 31 of 81 One-Time Incremental Requests 2024 Proposed Budget Advances Diversified, Thriving Economy OKRs Business Plan 2024-2028 Page 20 of 40 Page 32 of 81 One-Time Incremental Requests 2024 Proposed Budget Business Retention and Expansion (BR&E) Analysis & Implementation PlanRequest For: Economic DevelopmentDepartment: Director, Economic DevelopmentSubmitted By: Master Plan / Strategy :Economic Development StrategyLegislative or Operational Requirement:No Strategic Priority: Diversified, Thriving Economy Attract, retain and expand business investment to diversify the tax base and increase local employment Objective: Complete a Business Retention & Expansion (BR&E) Analysis and Implementation PlanKey Result: Activities/Purpose: Completion of Business Retention and Expansion analysis and development of an implementation plan. Functions Performed/Degree of Service: Business Retention and Expansion (BR&E) Analysis and Implementation plan - a fulsome and implementable plan that sets a standard system and process for business retention and expansion efforts at the City. This analysis and implementation plan will focus on setting the strategy, tools and practices to form a consistent and complete business retention and expansion program in the City of Maple Ridge - creating a standardized survey for online and in person information collection on an ongoing basis, data analysis, barrier identification and active work to reasonably remove barriers to business growth, ongoing engagement with the local business community, economic embedding strategies and tactics, local business champion development, workshops, networking, ecosystem connection (those that offer grants, supports, or services for local business success and growth) among many other components of a formalized program. A system for business visitations with Council and partners as well as with staff alone will also be a component to ensure strong connection to the local business community and a good gauge of sentiments in the business community. BR&E is another side to the same coin for investment attraction and business success in Maple Ridge. Alternatives Considered/Reasons for Not Recommending: Internal development of plans is possible. However, the completion timeline for the project would be extended. Year One Time Cost Ongoing Cost 2024 45,000 Funding for: Consulting services to conduct Business Retention and Expansion (BR&E) analysis & development of an Implementation Plan Business Plan 2024-2028 Page 21 of 40 Page 33 of 81 One-Time Incremental Requests 2024 Proposed Budget Event Attraction StrategyRequest For: Economic DevelopmentDepartment: Director, Economic DevelopmentSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Diversified, Thriving Economy Explore and maximize tourism opportunities as a means to further diversify the local economyObjective: Develop an event attraction strategy for tourist-driven events aligned with community-based eventsKey Result: Activities/Purpose: Event Attraction Strategy / Implementation plan for tourist driven events aligned with community based events - target completion Q4 2024 - Joint with PRC. (50k - TBC) Functions Performed/Degree of Service: Event Attraction Strategy / Implementation plan for tourist driven events aligned with community based events - target completion Q4 2024 - Joint with PRC - an event attraction strategy that is aligned strongly with new brand values, community based events and with a focus on activating the City and showcasing the best of Maple Ridge to our residents and outside audiences. This strategy is also meant to help with accommodation / hotel attraction and to provide opportunity for the local business community to diversify their customer markets while meeting community and cultural needs of Maple Ridge. Alternatives Considered/Reasons for Not Recommending: Creating plans internally - this will substantially increase timeframes needed to complete this work and may not prove fruitful for the City. Having consulting dollars available to complete this work will help to set a stage for implementation and action, quickly. Year One Time Cost Ongoing Cost 2024 50,000 Funding for: Analysis, Strategies, and Implementation Plans Business Plan 2024-2028 Page 22 of 40 Page 34 of 81 One-Time Incremental Requests 2024 Proposed Budget Investment Attraction Strategy & Implementation PlanRequest For: Economic DevelopmentDepartment: Director, Economic DevelopmentSubmitted By: Master Plan / Strategy :Economic Development StrategyLegislative or Operational Requirement:No Strategic Priority: Diversified, Thriving Economy Attract, retain and expand business investment to diversify the tax base and increase local employment Objective: Develop an Investment Attraction Strategy for targeted industries, including a value/supply chain strategy for attracting suppliers and customer businesses based on existing companies in the local economy (i.e., Li-Ion battery value/supply chain) Key Result: Activities/Purpose: Investment Attraction Strategy/Implementation plan for targeted industries including a value/supply chain strategy for attracting suppliers and customer businesses based on existing companies in the local economy (Battery (Li-Ion) battery value/supply chain analysis) - target completion Q4, 2024. Functions Performed/Degree of Service: This project is to ensure Maple Ridge is very targeted in investment attraction efforts to denote specific industry types (down to multi number NAICS), Target Markets Domestically and Internationally for net new growth of business in Maple Ridge, specific strategy, costed implementation, and tactics to provide a consistent pathway for business attraction efforts in the municipality. Work will additionally be based on location quotient, shift share analysis, local and regional business clustering, regional asset leveraging, and partnerships existing in the Economic Development ecosystem within Maple Ridge, the Vancouver Metro Region and the Fraser Valley. This initiative is included as Key Result of the OKRs. Alternatives Considered/Reasons for Not Recommending: Creating plans internally - this will substantially increase timeframes needed to complete this work and may not prove fruitful for the City. Having consulting dollars available to complete this work will help to set a stage for implementation and action, quickly. Year One Time Cost Ongoing Cost 2024 95,000 Funding for: Consulting services to develop Investment Attraction Strategy & Implementation Plan Business Plan 2024-2028 Page 23 of 40 Page 35 of 81 One-Time Incremental Requests 2024 Proposed Budget Labour Market AnalysisRequest For: Economic DevelopmentDepartment: Director, Economic DevelopmentSubmitted By: Master Plan / Strategy :Economic Development StrategyLegislative or Operational Requirement:No Strategic Priority: Diversified, Thriving Economy Expand training and educational options in Maple Ridge to build a skilled workforce that attracts innovative businesses Objective: Complete a Labour Market and Gap AnalysisKey Result: Activities/Purpose: Conduct labour market analysis - Maple Ridge focus -target completion Q4 2024 Functions Performed/Degree of Service: Labour Market Analysis - Maple Ridge focus -target completion Q4 2024 - Labour market analysis often show their value for existing and new businesses in the community - providing good insights for those who are looking to grow or establish in the community - more detailed and current information is helpful when making an investment or growth decision. This information is also anticipated to support the potential of Post Secondary Institution Attraction in Maple Ridge - having a better understanding of hyper local labour data is helpful for program creation, demand analysis for post secondary curricula development among other focus areas. Alternatives Considered/Reasons for Not Recommending: Creating plans internally - this will substantially increase timeframes needed to complete this work and may not prove fruitful for the City. Having consulting dollars available to complete this work will help to set a stage for implementation and action, quickly. Year One Time Cost Ongoing Cost 2024 10,000 Funding for: Consulting services to conduct labour market and gap analysis Business Plan 2024-2028 Page 24 of 40 Page 36 of 81 One-Time Incremental Requests 2024 Proposed Budget Albion Industrial Land Use and Servicing AnalysisRequest For: Economic DevelopmentDepartment: Director, Economic DevelopmentSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Liveable Community Develop infrastructure that positions the City to provide accessible and sustainable services while accommodating growth Objective: Activities/Purpose: As Albion Industrial continues to attract investor attention as a location for new development, drainage analysis and planning is required to better accommodate future development. Albion industrial has an opportunity for re-development into the future however has drainage constraints which need analysis before the area can be optimized for new development. There is also a potential for this analysis to help analyze issues and propose solutions for drainage constraints for Albion Flats as well. This project will involve Community Planning, Economic Development, and Engineering reps from the organization. Functions Performed/Degree of Service: The proposed analysis will review drainage concerns and issues with Albion industrial. The analysis will review drainage constraints as well as propose solutions which may also help to support drainage actions needed for Albion Flats future development potential. A costed capital plan will be a component of this analysis and an analysis on valuation of costs for the needed drainage work. Alternatives Considered/Reasons for Not Recommending: Analysis to be done in house, however timing of the project will take longer for completion if inhouse work is completed. Year One Time Cost Ongoing Cost 2024 60,000 Funding for: Albion Industrial drainage analysis Business Plan 2024-2028 Page 25 of 40 Page 37 of 81 One-Time Incremental Requests 2024 Proposed Budget Brand ImplementationRequest For: Strategic Development, Communications & Public Engagement Department: Senior Manager, Corporate Communications and Public Engagement Submitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Diversified, Thriving Economy Activities/Purpose: Following an audit to identify all the assets that need to be updated with the new branding such as fleet, facility decals, uniforms, street banners, parks, streets and other outdoor signage. Items will be prioritized base on high visibility and high touchpoints, cost, resources and timing. In addition, funds will be used to rollout a Discover Maple Ridge Campaign - a robust marketing campaign with the City’s Economic Development and Tourism Office to promote the city as the place to work, invest, live and play. Year One Time Cost Ongoing Cost 2024 50,000 Funding for: Branding on organizational assets Business Plan 2024-2028 Page 26 of 40 Page 38 of 81 One-Time Incremental Requests 2024 Proposed Budget Employment Area PlanRequest For: PlanningDepartment: Manager of Community PlanningSubmitted By: Master Plan / Strategy :Industrial Impact AnalysisLegislative or Operational Requirement:No Strategic Priority: Diversified, Thriving Economy Attract, retain and expand business investment to diversify the tax base and increase local employment Objective: Activities/Purpose: Subject to in-stream Industrial Impact Analysis, initiated in 2023, the City will be positioned to develop an Employment Area Plan to help incentivize, guide and streamline development and employment generating opportunities in a key growth area of Maple Ridge. Functions Performed/Degree of Service: Area Plans are used to identify and illustrate preferred land uses and community amenities within a subject area of the City. With Area Plans in place, development and employment generating opportunities are streamlined. Alternatives Considered/Reasons for Not Recommending: Without an Area Plan in place, the development industry will need to complete identified planning studies in order to prove out servicing for the preferred land uses. This can be costly and time-consuming and may not result in a form of development that Council or the community desires. Year One Time Cost Ongoing Cost 2024 100,000 Funding for: Planner 2 and consulting services Business Plan 2024-2028 Page 27 of 40 Page 39 of 81 One-Time Incremental Requests 2024 Proposed Budget Advances Governance & Corporate Excellence OKRs Business Plan 2024-2028 Page 28 of 40 Page 40 of 81 One-Time Incremental Requests 2024 Proposed Budget Continuous Improvement Program Development & TrainingRequest For: Corporate Planning & ConsultationDepartment: Manager of Corporate Planning and Consultation Submitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Governance & Corporate Excellence Ensure the City is organizationally resilient, ready to adapt to a changing environmentObjective: Deploy a continuous improvement program and conduct training with a cohort of staffKey Result: Activities/Purpose: Municipal governments face increasing challenges in delivering services efficiently while managing limited resources. Continuous improvement programs have proven to be effective in other sectors and can significantly benefit our organization by streamlining processes, reducing costs, and increasing customer satisfaction. The Peak Academy Continuous Improvement Program aims to foster a culture of innovation and improvement throughout our municipal government. By implementing a continuous improvement program we aim to: - enhance operational efficiency - improve service delivery - further data-driven decision making - adapt to a rapidly changing business environment - ensure optimal use of municipal resources Functions Performed/Degree of Service: The project will include: - development of a Lean-based framework including role-based competencies - creation of City toolset - two pilot projects - training for a cohort of 20 staff Year One Time Cost Ongoing Cost 2024 55,000 Funding for: Program development and training Business Plan 2024-2028 Page 29 of 40 Page 41 of 81 One-Time Incremental Requests 2024 Proposed Budget Customer Experience Strategy, Framework and TrainingRequest For: Corporate Planning & ConsultationDepartment: Manager of Corporate Planning and Consultation Submitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Governance & Corporate Excellence Deliver an exceptional customer experience across City servicesObjective: Develop and implement a strategy, including standards and principles, to provide exceptional customer experiences Key Result: Activities/Purpose: The Council Strategic Plan 2023-2026 identifies delivering exceptional customer experiences as a goal under the priority of Governance and Service Excellence. The development of a corporate customer experience strategy would set principles, standards and processes for how the City delivers services across the organization Functions Performed/Degree of Service: The project will require a consultant to: - Conduct a needs assessment of the City's customer experience strengths and opportunities - Conduct stakeholder engagement on pain points, expectations - Align customer experience goals with business objectives - Analyse existing customer data - Develop corporate standards and procedures - Define an implementation roadmap - Develop training materials and program - Create a customer experience evaluation framework Alternatives Considered/Reasons for Not Recommending: Staff could undertake this work with internal resources. However, doing so would delay the timeline for completion. There would still be a cost of approximately $20,000 associated with the initiative. Year One Time Cost Ongoing Cost 2024 50,000 Funding for: Consulting services to develop a customer service strategy Business Plan 2024-2028 Page 30 of 40 Page 42 of 81 One-Time Incremental Requests 2024 Proposed Budget Intergovernmental Relations Strategy and ImplementationRequest For: Intergovernmental AffairsDepartment: Manager, Intergovernmental AffairsSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Governance & Corporate Excellence Ensure the City is organizationally resilient, ready to adapt to a changing environmentObjective: Develop an Inter-Governmental Relations strategy for advocacy to attract senior government investment in key infrastructure initiatives Key Result: Activities/Purpose: To support the City’s strategic advocacy, communications and issues management on high priority transportation, infrastructure, economic and housing objectives through advice and tactical support provided by consulting services. Functions Performed/Degree of Service: Consulting services to support internal stakeholders with advancing strategically aligned City projects and objectives. Initiatives include advocacy and related strategic communications for increased transportation infrastructure and public transportation services, economic and industrial development, housing development and supports and funding for community infrastructure such as recreational amenities. Strategic issues management and communications support for arising issues and regional media relations services. Alternatives Considered/Reasons for Not Recommending: The services can be provided through internal delivery. However, internal supports are currently allocated to operating initiatives and this would significantly limit the capacity to execute on goals with current staff and expertise levels that are limited for the type of work required. Year One Time Cost Ongoing Cost 2024 150,000 Funding for: Consulting services Business Plan 2024-2028 Page 31 of 40 Page 43 of 81 One-Time Incremental Requests 2024 Proposed Budget Archaeological Management PlanRequest For: Intergovernmental AffairsDepartment: Manager, Intergovernmental AffairsSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Governance & Corporate Excellence Identify and commit to opportunities for the City to move forward on a path of Truth and Reconciliation Objective: Activities/Purpose: An Archaeological Management Plan (AMP) will provide a city-wide management framework to ensure consistency in the identification and evaluation of the archaeological resources, both known and unknown, within the City’s boundaries. The outcome of the AMP will be a city-wide map noting the areas of archaeological potential and clear steps on how the City and development applications should proceed with identifying and evaluating archaeological sites that meets Provincial regulations and guidelines. These clear steps will be used to guide land use planning decisions and capital project planning. The AMP will also provide recommendations on how to procced with scheduled and emergent maintenance situations. The AMP will reduce the risk of unforeseen discoveries during development and maintenance, which correlate to long and costly delays. The AMP will also assist the City, property owners, and developers in knowing where archaeological investigations will be required in order to develop or redevelop a site. This will save the City, property owners, and developers time and costs from having to conduct an Archaeological Overview Assessment (AOA). If the development is outside of an area of potential, further action will likely not be required (no AOA required). If the development is identified as having archaeological potential, the AMP will allow a development to proceed straight to conducting an Archaeological Impact Assessment (AIA) without having to conduct an AOA. Currently, it is estimated that the City is spending approximately $300,000 on archaeological assessments each year. Creating a centralized, city-wide archaeological potential map, would provide clarity and increased professional due diligence for determining when AOAs are recommended. The development of an AMP will reduce the risk of duplicating efforts. Various City departments are conducting archaeological assessment and/or receiving archaeological assessment from development applications based on various archaeological potential maps. Once an archaeological assessment is complete, the outcome of the assessment is challenging to share with other departments without a central, city-wide, map. Additionally, the AMP shall include the preparation of an engagement framework that includes protocols for engagement with neighbouring First Nations, particularly the Kwantlen First Nation and the Katzie First Nation. Business Plan 2024-2028 Page 32 of 40 Page 44 of 81 One-Time Incremental Requests 2024 Proposed Budget Functions Performed/Degree of Service: It is anticipated that the Archaeological Management Plan (AMP) will take two years from development of the RFP to implementation. The project is to be led by a temporary staff member, with archaeological expertise. A project steering committee will also be required as part of this project. Steering committee members would include stakeholders from the: • Development community, • Business community, • Indigenous community, • Archaeological community, and • Staff from the City of Maple Ridge and the Archaeology Branch The AMP will four major goals: 1. The development of an archaeological site potential model and associated mapping, based on known site locations, past and present land uses, environmental and cultural-historical data, and assessment of the likelihood for survival of archaeological resources in various urban contexts, 2. Recommendations concerning the preparation of archaeological resource conservation and management guidelines for the City of Maple Ridge 3. Recommendations regarding the development of a First Nations and Métis Consultation Protocol, and, 4. Recommendations regarding the development of a contingency plan for the protection of archaeological resources in urgent situations. Once the AMP is complete, the AMP will go to Council for endorsement and a centralized map of archaeological potential will be available to all staff. Year One Time Cost Ongoing Cost 2024 300,000 Funding for: Archaeological Management Plan Business Plan 2024-2028 Page 33 of 40 Page 45 of 81 One-Time Incremental Requests 2024 Proposed Budget Leadership Summit EventsRequest For: Intergovernmental AffairsDepartment: Manager, Intergovernmental AffairsSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Governance & Corporate Excellence Ensure the City is organizationally resilient, ready to adapt to a changing environmentObjective: Develop an Inter-Governmental Relations strategy for advocacy to attract senior government investment in key infrastructure initiatives Key Result: Activities/Purpose: Host two regional Leadership Summits to build on the new City brand and continue developing its reputation as a leader in the Metro Van Region. The Summits represent an opportunity to engage with the region and local community, explore innovative practices, build resiliency by strengthening the City's responsiveness to current trends, technologies, business and political landscapes. The Summits will inform progress on the City’s Strategic Plan and priority initiatives. Functions Performed/Degree of Service: Summit functions will require organizing the event and related logistics, sourcing speakers, subject-matter experts, workshop facilitators, and communications and public relations support. Funding will cover costs to develop, host and execute these events over the course of 2024 (Spring and Fall). Alternatives Considered/Reasons for Not Recommending: Proposed 2024 Summits could take place over the course of more than one year. No Summits could take place for another year or more given recent Summits completed in 2023. Year One Time Cost Ongoing Cost 2024 70,000 Funding for: Budgeting $35,000 per Summit (does not include potential sponsorship revenues as achieved in 2023). Proposed budgeted amount is similar to last year. Business Plan 2024-2028 Page 34 of 40 Page 46 of 81 One-Time Incremental Requests 2024 Proposed Budget Deferred for future Consideration Business Plan 2024-2028 Page 35 of 40 Page 47 of 81 One-Time Incremental Requests 2024 Proposed Budget Natural Asset Inventory & ValuationRequest For: PlanningDepartment: Manager of Community PlanningSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Climate Leadership & Environmental Stewardship Enhance and protect the health of our natural environmentObjective: Activities/Purpose: Conducting a natural asset inventory and valuation project for a community is crucial for informed decision-making and sustainable development. By quantifying ecosystem services provided by natural assets, such as clean air, water, and climate regulation, communities can make economically sound choices. The valuation offers insights into the economic benefits of nature, attracting investments in conservation and ecotourism. This initiative also enhances climate resilience by identifying areas crucial for adaptation. Moreover, the project fosters community engagement and education, promoting a sense of stewardship. The data generated aids policymakers in developing effective environmental policies, ensuring a strategic and balanced approach to long-term planning that harmonizes development goals with conservation. Functions Performed/Degree of Service: A natural asset inventory and valuation project involves several key functions to comprehensively assess and understand the community's natural resources. Some essential functions include: 1. Mapping and Identification: Identify and map the various natural assets within the community, including forests, wetlands, water bodies, and biodiversity hotspots. 2. Ecosystem Service Assessment: Evaluate and quantify the ecosystem services provided by natural assets, such as water purification, air quality regulation, pollination, and climate regulation. 3. Data Collection and Analysis: Gather relevant data on the ecological, economic, and social aspects of natural assets. Analyze this data to understand the interdependencies and contributions of these assets to the community. 4. Valuation Methods: Utilize appropriate valuation methods, such as market-based, cost-based, or value transfer approaches, to assign economic values to ecosystem services and natural assets. 5. Community Engagement: Involve the community in the project through outreach, education, and participatory methods to gather local knowledge and ensure a sense of ownership in the valuation process. 6. Stakeholder Consultation: Engage with various stakeholders, including government agencies, local businesses, environmental organizations, and residents, to gather diverse perspectives and ensure a holistic understanding of natural asset values. 7. Policy and Regulatory Review: Examine existing policies and regulations related to land use and natural resource management to identify gaps or areas that may require enhancement for better conservation. 8. Integration with Planning Processes: Ensure that the findings from the inventory and valuation project are integrated into community planning processes, guiding decision-makers in sustainable, resilient development and land-use planning. By performing these functions, the project can provide a comprehensive understanding of the natural assets, their contributions to the community, and the economic values associated with preserving and sustainably managing these resources. Year One Time Cost Ongoing Cost 2024 200,000 Funding for: Consulting services to evaluate the service benefits of natural assets Business Plan 2024-2028 Page 36 of 40 Page 48 of 81 One-Time Incremental Requests 2024 Proposed Budget Big Tent Pilot ProjectRequest For: Economic DevelopmentDepartment: Director, Economic DevelopmentSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Diversified, Thriving Economy Explore and maximize tourism opportunities as a means to further diversify the local economyObjective: Implement a net promotor score for Adventure Hub, Urban Hot Spots, and Farm Fresh experiences , set the baseline, and improve by 20% Key Result: Activities/Purpose: This action will work in tandem with two other KR's in this area - implementing a net promoter score and event attraction strategy for tourist driven events. As a way to increase data to showcase the need for event venue space/ meeting and conference space in the city of Maple Ridge - this may be used for activations during Maple Ridge 150 and BC Summer games - however work will be needed to define location/rent or purchase of tent/ and develop a booking system / contract security / and market the space to community events, regional meeting and events organizers. Functions Performed/Degree of Service: To increase data on the demand for meeting and convention markets in Maple Ridge, this initiative is also an opportunity to further leverage activities in Maple Ridge and the region to hold supplementary or additional events to engage the community, tourists, and business broadly. This is a cross departmental item that will need collaboration across departments for successful implementation and data tracking. Year One Time Cost Ongoing Cost 2024 150,000 Funding for: Event coordinator and rentals Business Plan 2024-2028 Page 37 of 40 Page 49 of 81 One-Time Incremental Requests 2024 Proposed Budget Refresh Agricultural PlanRequest For: PlanningDepartment: Manager of Community PlanningSubmitted By: Master Plan / Strategy :Official Community PlanLegislative or Operational Requirement:No Strategic Priority: Diversified, Thriving Economy Explore and maximize tourism opportunities as a means to further diversify the local economyObjective: Activities/Purpose: Update Agricultural Plan to reflect the current agricultural context and identify opportunities to further support local agricultural and tourism opportunities. Functions Performed/Degree of Service: The City's last Agricultural Plan was completed a number of years ago. It is timely to revisit the Agricultural Plan in order to ensure the necessary policies, programs and services are in place to support the community's existing agricultural services as well as to identify possible areas for enhancement - particularly in the areas of agri-tourism and employment-generating opportunities. Alternatives Considered/Reasons for Not Recommending: Should the Agricultural Plan not be updated in 2024, the item will be post-poned to a future Business Planning cycle. Gaps in policies, programs and services may develop. Year One Time Cost Ongoing Cost 2024 60,000 Funding for: Consulting services Business Plan 2024-2028 Page 38 of 40 Page 50 of 81 One-Time Incremental Requests 2024 Proposed Budget Heritage Grant Five-Year Pilot ProgramRequest For: PlanningDepartment: Manager of Community PlanningSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:Yes Strategic Priority: Engaged, Healthy Community Build and celebrate community pride, strengthening community connections to foster a sense of belonging Objective: Activities/Purpose: On January 28, 2020, Council received a presentation regarding the draft Heritage Incentives Review report by Don Luxton & Associates, who was hired by the Community Heritage Commission (CHC) for this work. The draft recommendation presented was to establish a Heritage Grant Program with a proposed funding amount of $80,000 per annum as the review found that greater success of heritage conservation is achieved with programs that include both regulations and financial incentives. At the Council Workshop on February 28, 2023, the draft eligibility requirements and delivery model approach were presented to Council. Based on Council’s supportive comments at that Workshop meeting, the CHC has determined appropriate funding eligibility requirements and is proposing a delivery model. The Heritage Grant Pilot Program (Grant Program) is now being proposed as a five-year trial with a funding amount of $20,000 per annum. The Grant Program aims to incentivize property owners of heritage buildings to protect and sustainably maintain their heritage asset, and for organizations to conserve intangible heritage resources, such as traditional dance, language, and recipes. Eligibility for funding is proposed to encourage listings on the Heritage Register or pursuit of legal protection through a bylaw, such as a heritage designation or Heritage Revitalization Agreement. Currently, there are 41 properties on the Maple Ridge Community Heritage Register, with 21 of those properties also being protected by a Heritage Designation Bylaw and/or Heritage Revitalization Agreement Bylaw. However, there are over 100 sites identified on the Heritage Inventory as having heritage value, but the Heritage Inventory does not provide any legal protection and is solely an inventory tool. Currently, there is no documentation to conserve intangible heritage in Maple Ridge. The retention of heritage character helps instill community identity and pride, provides historical continuity and connection for residents, and promotes a sense of place for current and future generations. Heritage conservation is also important economically, as the protection of heritage resources can protect property value and provide opportunities for businesses and tourism. Lastly, conserving heritage buildings supports sustainable and environmentally conscious development as heritage buildings embody energy and carbon that through demolition would produce more energy consumption for new materials to build replacement buildings. This work stems from the Heritage Plan that was endorsed by Council on December 10, 2013. Business Plan 2024-2028 Page 39 of 40 Page 51 of 81 One-Time Incremental Requests 2024 Proposed Budget Functions Performed/Degree of Service: The Grant Program is proposed to run for five years, with annual updates to Council including an initial report. The funding would be for private homeowners who have taken the steps to formally protect their property and are looking to conserve the exterior heritage attributes of their property or improve structural integrity of the building to enable the longevity (e.g. foundations). The funding would also be for organizations or groups that want to conserve intangible heritage by documenting or teaching oral traditions, performing arts, social practices, rituals, festive events, knowledge and practices that is important to a community and is at risk of being forgotten. The proposed Grant Program is an annual stream of funding that has two tiers. If a property is only on the Heritage Register, the amount of funding is much lower than a property that is protected by a Heritage Designation Bylaw and/or Heritage Revitalization Agreement. Funding Stream: 1. Built Heritage a) Heritage Register Only i. For projects that are on the Heritage Register, up to $2,000 ii. Funds are distributed based on number of eligible applications b) Heritage Bylaw or Agreement Only i. For projects that are Designated or have a Heritage Revitalization Agreement, up to $10,000 ii. Funds are distributed based on number of eligible applications Note: Projects that are retrofitting to increase energy efficiencies may be awarded up to an additional $1,000 in funding. 2. Intangible Heritage a) Heritage Register Only i. For projects that conserve intangible heritage, up to $5,000. ii. Funds are distributed based on number of eligible applications Criteria to be determined for evaluating projects: - For projects that conserve built heritage, funds will be considered for exterior conservation, restoration, or rehabilitation projects of heritage attributes that meet the intent of the Standards and Guidelines for the Conservation of Historic Places in Canada (historicplaces.ca). - For projects that conserve intangible heritage, funds will be considered for the teaching or documentation of that intangible heritage that is at risk of being forgotten by the community. Intangible heritage includes, but not limited to, oral traditions, performing arts, social practices, rituals, festive events, knowledge and practices. Distribution of Funds: - The Community Heritage Commission will review applications, inform applicants of outcomes, and distribute funds after a project has been completed. Performance Measure: - This effort will result in improved conservation of heritage resources in Maple Ridge through requests for additions to the Heritage Register and/or Designation. Staff Position:No additional staff are required for this request, as the effort will be managed by current long-range policy staff in the Planning Department FTE: Year One Time Cost Ongoing Cost 2024 100,000 Funding for: 5 Years of Heritage Grant Programming Business Plan 2024-2028 Page 40 of 40 Page 52 of 81 Attachment D - Incremental Request Scenarios and Descriptions Pg FTE Ongoing Cost Scenario A Scenario B Scenario C Scenario D Scenario E Public Safety 1 Fire Department Staffing 3 16 $2,742,537 X X X X X 2 RCMP Officers 4 12 $1,850,000 X X X X X 3 2 Community Safety Officers 19 2 $240,000 X X 4 Victim Services Case Worker 12 0.5 $55,000 X X X Housing Acceleration 5 Development Application Project Manager (Planning Technician)7 1 $112,000 X X X X 6 Planner 2 (Development)8 1 $143,000 X X X X 7 Planner 1 (Community)9 1 $132,000 X X X X 8 Planner 2 (Community)10 1 $143,000 X X X X City Asset Management 9 Design & Construction Engineering Infrastructure Program Coordinator 13 1 $189,000 X X X 10 Landscape Architect 14 1 $130,000 X X X 11 Roads Labourer 20 1 $93,766 X X 12 Parks Worker - Park Maintenance 21 1 $89,000 X X Economic Development 13 Business Licensing Clerk 22 1 $85,000 X X 14 Seasonal Promotion and Business Activation Campaigns 23 $60,000 X X 15 Enhanced Economic Development Marketing Materials 25 $55,000 X Community Activation & Engagement 17 Recreation Programmer - Aquatics 26 $102,000 X 18 Facility Booking Clerk 27 $70,000 X Governance & Corporate Excellence 19 Cyber Security Funding 15 $200,000 X X X 20 Human Resources Associate 16 1 $114,000 X X X 21 IT Operational Consulting Funding 28 $70,000 X 22 GIS Solutions Analyst 29 $118,000 X 5.70%6.25%6.95%7.55%8.00% $131 $144 $160 $174 $184Average Home Impact Incremental Request by Strategic Focus Area Total Estimated Property Tax Increase Page 1 of 30 Page 53 of 81 Incremental Request 2024 Proposed Budget Scenario A Business Plan 2024-2028 Page 2 of 29 Page 54 of 81 Incremental Request 2024 Proposed Budget Fire Department Staffing - Phase 1Request For: Fire DepartmentDepartment: Interim Fire ChiefSubmitted By: Master Plan / Strategy :Fire Department Master PlanLegislative or Operational Requirement:No Strategic Priority: Engaged, Healthy Community Ensure the safety and enhance the well-being of residentsObjective: Activities/Purpose: This staffing request for 2024 is the first phase of a multi-year plan to address some of the service delivery demands identified in the Fire Master Plan and supports the strategic priority of an engaged healthy community. 2024 - 16 FTE - five Lieutenants, nine Firefighters, two Fire Prevention Officers 2025 - 12 FTE - five Lieutenants, five Firefighters, one Fire Prevention Captain, one Assistant Chief (Training) 2026 - 10 FTE - five Lieutenants and five Firefighters 2027 -10 FTE - five Lieutenants and five Firefighters Functions Performed/Degree of Service: 2024 staffing numbers would bring Engine 4 staffing level to match existing Engine company standards. This would also be the creation of a two-person quick response EV Medic unit to address the high volume of medical calls that reduce core fire operation availability from vital downtown district. These numbers would increase our career responding personnel from 11 to 14 on duty 24 hours a day, 7 days per week, 365 days per year. The additional personnel assigned to Fire Prevention would provide an improved community risk reduction approach towards community safety in our rapidly growing city. 2025 staffing numbers continue to work towards the needs of the community by staffing the Rescue truck with two personnel as this existing apparatus currently is not staffed. This would bring our suppression effective response force up to 16 personnel on duty 24/7 365 days a year. With the growing developments, complex fire investigations and importance of public education the Fire Prevention Captain position continues down the community risk reduction objective. The scope and magnitude of the Training Division requires oversight to ensure needs are met for provincially mandated training standards and documentation along with the training associated with the paid-on-call firefighters and youth academy. 2026 staffing numbers allow for flexibility in order to deploy key apparatus to emergency events. This staffing initiative provides for an operational capacity to arrive an aerial tower platform unit or operational support unit to the scene in a timely manner with strategic cross staffing of personnel between multiple apparatus that are already in service in the fleet. This now provides 18 suppression staff on duty at all times. 2027 staffing numbers, combined with the 2026 hirings, are a pro-active approach to the potential of a fire hall with one Engine company located in the northern district of Maple Ridge. If the fire hall does not become a reality in 2027 or 2028, these personnel would support the aerial tower platform being staffed to the recognized standard of four personnel. Regardless, this would bring the suppression staffing levels to 20 personnel for a city expected to have a population over 100,00 residents and an increased industrial/commercial component. Staff Position:Lieutenants, Firefighters and Fire Prevention Officers FTE: 16.0 Year One Time Cost Ongoing Cost 2024 292,800 2,742,537 Funding for: Lieutenants, Firefighters, Fire Prevention Officers Business Plan 2024-2028 Page 3 of 29 Page 55 of 81 Incremental Request 2024 Proposed Budget 12 RCMP ConstablesRequest For: Police ServicesDepartment: Manager of Police ServicesSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Engaged, Healthy Community Ensure the safety and enhance the well-being of residentsObjective: Activities/Purpose: The Ridge Meadows RCMP increase to establishment has not matched population growth in recent years. While the RCMP establishment is normally increased annually through a ratio/formula of 2-1-2 (two regular members in one year, followed by one regular member the following year and repeated), this ratio increase was halted in 2019 and 2020 to accommodate other public safety priorities for the City of Maple Ridge. The Ridge Meadows RCMP is seeking to increase their establishment due to a multitude of factors which are separate from the resource challenges they will face with de-integration. • Maple Ridge experiences one of the highest criminal caseload burdens in Metro Vancouver. o As an example, in 2021 (the most recent year posted by the Province) Maple Ridge had a criminal case load per officer of 68 while in comparison the City of Surrey was approx. 30% lower at 47. • Ridge Meadows RCMP submits a greater number of Reports To Crown Counsel (charge assessment) as compared to other jurisdictions o Approximately double the number as many of the neighbouring jurisdictions. • Maple Ridge has one of the highest population to police officer ratio (pop to cop) as compared to similar sized cities in the Province. In 2021 the ratio in Maple Ridge was 849. o Nanaimo (Island) 751, Kamloops (South East) 716 and Prince George (North) 580. The de-integration of the Ridge Meadows RCMP is slated for completion by the end of 2025, marking the transition to an independent Maple Ridge RCMP service. This shift will include: • The departure of 23 members currently funded by Pitt Meadows, creating critical staffing gaps. o The highest risk gaps are in the supervisory ranks which would lead to supervisors trying to oversee a higher number of constables. • The focus will be on core police functions: Frontline, Surveillance Team and Serious Crime. o There is this risk of reducing or losing the proactive units including Road Safety, Crime Reduction Unit, Mental Health and Youth Intervention. o Unable to conduct specialized Projects (Dovetail, CORE) • With less officers it is expected this would manifest in prolonged response times for both emergency and non-emergency calls. • Potential increase in Person/Property Crime as proactive units would be reassigned to Frontline. There is an estimated 18-month wait from budget approval to the arrival of new RCMP members at the detachment due to approvals, staffing and training at Depot. Therefore, a pro-active approach to the detachment needs as well at the pending de-integration is necessary to maintain continuity in services. Functions Performed/Degree of Service: - Increase to member establishment of 10 additional officers than what is currently budgeted for in 2024 - Frontline Policing Resources - 911 and non-emergency calls for service - Increase to police responders in the community - Increase police response times in the community - Increase in support units for front-line policing Staff Position:12 RCMP Constables FTE: 12.0 Business Plan 2024-2028 Page 4 of 29 Page 56 of 81 Incremental Request 2024 Proposed Budget Year One Time Cost Ongoing Cost 2024 1,850,000 Funding for: RCMP Constables Business Plan 2024-2028 Page 5 of 29 Page 57 of 81 Incremental Request 2024 Proposed Budget Scenario B Business Plan 2024-2028 Page 6 of 29 Page 58 of 81 Incremental Request 2024 Proposed Budget Development Application Project Manager (Planning Technician)Request For: PlanningDepartment: Manager of Development & Environmental Services Submitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Liveable Community Facilitate expanded housing diversity and supply, to promote attainabilityObjective: Activities/Purpose: Additional staff resourcing required to process Pre- Building Permit submissions. The creation of this position is in response to the new Planning, Engineering, Building Permit improved internal workflows. This advance review of Building Permits ensures that the final Building Permit Application complies with all Zoning, Development Permit, and legal and design requirements of all applicable development applications, while improving the quality of formal Building Permit Applications, expediting the processing time of Building Permits and improving staff's overall efficiencies. Functions Performed/Degree of Service: Planning Technician to provide specialized review of Pre-Building Permit Application to determine compliance with City's development policy, regulatory framework and applicable development applications. Approval at this stage is required in order for an applicant to proceed to making a full Building Permit Application. Alternatives Considered/Reasons for Not Recommending: Without the additional staff capacity, existing service levels may be negatively impacted as the need of advanced abilities to interpret and guide submissions at the onset of the Building Permit process is anticipated. These positions support the implementation of the new development services workflows identified for the City. These positions would be challenging to resource externally given the required level of internal / in-house knowledge. Staff Position:Planning Technician FTE: 1.0 Year One Time Cost Ongoing Cost 2024 10,000 112,000 Funding for: Planning Technician staff position Business Plan 2024-2028 Page 7 of 29 Page 59 of 81 Incremental Request 2024 Proposed Budget Planner 2 (Development)Request For: PlanningDepartment: Manager of Community PlanningSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:Yes Strategic Priority: Liveable Community Facilitate expanded housing diversity and supply, to promote attainabilityObjective: Activities/Purpose: Support City core services in the area of development. This position processes development applications at a higher / more complex level. Functions Performed/Degree of Service: The Development Planner 2 utilizes their advanced knowledge of site urban design and land use planning to support the city's planning program. This position is intended to process development applications that are more complex, challenging or are key to the City's development. This position reflects the City's revised internal workflow. Alternatives Considered/Reasons for Not Recommending: Without the position, it may be challenging for the complex and key development applications to proceed efficiently through the development application process particularly with the forthcoming adoption of the LTCAP in 2024. Staff Position:Planner 2 (Development)FTE: 1.0 Year One Time Cost Ongoing Cost 2024 10,000 143,000 Funding for: Development Planner staff position Business Plan 2024-2028 Page 8 of 29 Page 60 of 81 Incremental Request 2024 Proposed Budget Planner 1 (Community)Request For: PlanningDepartment: Manager of Community PlanningSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:Yes Strategic Priority: Liveable Community Facilitate expanded housing diversity and supply, to promote attainabilityObjective: Activities/Purpose: Given the ongoing focus on relieving the housing crisis at the Federal, Provincial and Municipal level, the City of Maple Ridge would benefit from having an additional Community Planner to focus on the housing-related initiatives that are identified in the City's CMHC Housing Accelerator Fund Submission, Housing Action Plan, and work that will be forthcoming from the updated Housing Strategy (Q1 2024). Functions Performed/Degree of Service: By having a position focused on housing, existing staff positions will be able to continue to provide the necessary core services that support the broader Development Services functions within the City. Staff Position:Community Planner 1 (Housing)FTE: 1.0 Year One Time Cost Ongoing Cost 2024 10,000 132,000 Funding for: Community Planner staff position Business Plan 2024-2028 Page 9 of 29 Page 61 of 81 Incremental Request 2024 Proposed Budget Planner 2 (Community)Request For: PlanningDepartment: Manager of Community PlanningSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:Yes Strategic Priority: Liveable Community Facilitate expanded housing diversity and supply, to promote attainabilityObjective: Activities/Purpose: Additional in-house resource to support the outcomes of a number of on-going key priorities for the City (such as the Industrial Impact Analysis; Housing Needs Assessment & Housing Strategy; Employment Area Plan) as well as supporting the update of the City's Official Community Plan, and need to update the Zoning Bylaw given the recent provincial legislative changes. Functions Performed/Degree of Service: Community Planners apply specialized knowledge and interpret social, economic and physical data to planning studies and other activities connected to both the City's Policy program as well as the Municipal Development Application process. This is a specialized position that is key to the City's housing and community planning program over the next few years. Alternatives Considered/Reasons for Not Recommending: Should in-house support not be recommended, identified functions and skill sets will need to be sourced externally. It is noted, that with the provincial legislative updates, all local governments have been given the same mandate and there will likely be limited consulting resources available in the short term. Staff Position:Planner 2 (Community)FTE: 1.0 Year One Time Cost Ongoing Cost 2024 10,000 143,000 Funding for: Community Planner staff position Business Plan 2024-2028 Page 10 of 29 Page 62 of 81 Incremental Request 2024 Proposed Budget Scenario C Business Plan 2024-2028 Page 11 of 29 Page 63 of 81 Incremental Request 2024 Proposed Budget Victim Services Case WorkerRequest For: Police ServicesDepartment: Manager of Police ServicesSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Engaged, Healthy Community Ensure the safety and enhance the well-being of residentsObjective: Activities/Purpose: As part of an efficiency review conducted by the Royal Canadian Mounted Police (RCMP) and the Police Services Manager, it has been determined that an increase in the establishment of the Victim Service Unit is advisable. Currently, there is only one Full-Time Equivalent (FTE) Victim Services Caseworker and one FTE Victim Services Coordinator responsible for ensuring that victims of crime receive the necessary support promptly. The Ridge Meadows RCMP facilitates referrals to the Victim Services Unit, which in turn, mitigates the impact of crime and trauma on victims and their families, enhances victim safety, reduces the risk of further victimization, and increases victims' involvement in the criminal justice system. Providing Victim Services in a timely manner plays a pivotal role in mitigating the adverse effects of victimization and re-victimization. Historically, the Ridge Meadows RCMP Victim Services Unit has relied on a volunteer model for support. However, due to a decrease in volunteer availability and interest, the unit recently initiated a recruitment campaign aimed at enhancing the service level of the unit. Regrettably, the recent recruitment efforts were unsuccessful, failing to yield any qualified volunteer applicants. Extensive research has shown that neighboring agencies, including New Westminster, Delta, and Coquitlam, have all discontinued their volunteer programs due to the increased workload on staff and ongoing challenges related to volunteer retention. Functions Performed/Degree of Service: Victim Services has observed a growing complexity in the assortment of file formats necessitating ongoing file administration. Effective management of these files is hindered when entrusted to a volunteer within Victim Services due to their limited experience, knowledge, availability, and commitment. Referrals pertaining to Victim Services cases linked to criminal court proceedings must be exclusively overseen by our unit staff who consistently maintain an in-office presence and can promptly attend to the files' requirements. Alternatives Considered/Reasons for Not Recommending: A decrease in service for victims of crime and trauma within Maple Ridge. The Ridge Meadows RCMP will not have sufficient personnel coverage to have on scene and call out coverage to those who are experiencing trauma. The decrease in the Victim Services levels, would preoccupy a police officer's time while on scene by him/her having to do victim management vs investigating files. Staff Position:Victim Services Case Worker (PTE 21 Hours per Week)FTE: 0.5 Year One Time Cost Ongoing Cost 2024 55,000 Funding for: Business Plan 2024-2028 Page 12 of 29 Page 64 of 81 Incremental Request 2024 Proposed Budget Design & Construction Engineering Infrastructure Program CoordinatorRequest For: EngineeringDepartment: Director of EngineeringSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Liveable Community Develop infrastructure that positions the City to provide accessible and sustainable services while accommodating growth Objective: Activities/Purpose: Over the years, the City’s Capital Plan has grown substantially, and will continue to grow to meet community growth expectations and replace aging infrastructure. As a result, a new position within the Design and Construction Group is recommended to coordinate the City’s infrstructure program including managing the Engineering capital planning process, overseeing the City’s Design Criteria and supporting asset management planning. This will allow for the Manager of Design and Construction and the Project Managers to focus on project delivery from development of project charters through construction. The Infrastructure Program Coordinator will provide cross department project coordination within each 5 year plan to ensure the City implements a coordinated project approach. This will include advancing the City’s mapping system to support these efforts and providing improved materials for public consumption Functions Performed/Degree of Service: Capital Plan management, RFP process coordination, budget and financial reporting, and manage design criteria updates. Alternatives Considered/Reasons for Not Recommending: Should this position not be considered it is recommended that the Capital Plan be revised to align with available resources. This will result in the deferral of key projects and delay key process improvements. Staff Position:Senior Project Engineer FTE: 1.0 Year One Time Cost Ongoing Cost 2024 10,000 189,000 Funding for: Senior Project Engineer staff position Business Plan 2024-2028 Page 13 of 29 Page 65 of 81 Incremental Request 2024 Proposed Budget Landscape Architect positionRequest For: Parks, Facilities & PropertiesDepartment: Manager of Parks Planning & Development Submitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Liveable Community Activities/Purpose: The Parks Planning & Development section in the Facilities, Parks and Properties department is responsible for development review, park design, planning and public consultation work including the delivery of new parks and park amenities funded by Development Cost Charges (DCC’s). With the endorsement of the 2023 PRC Master Plan and rapidly increasing population growth across Maple Ridge, the need to plan, develop and construct new neighbourhood parks and park amenities to meet residents needs is increasing. The addition of a Landscape Architect position to the parks planning team would build capacity to deliver on timely capital projects of an increasingly complex nature and scope. A number of park master plans and park improvement projects are yet to be actioned, awaiting staff resources to be devoted to these projects. A Landscape Architect would also assist in the development review process to ensure development reviews are completed in a timely manner, supporting the overall goal of expediting processing times. Functions Performed/Degree of Service: A new Landscape Architect would be positioned to grow capacity within the department to deliver on comprehensive park capital projects. With the recent endorsement of the PRC Master Plan and coming implementation plan, park projects are requiring increased time to deliver a fulsome community engagement process that meet the needs of a growing community. Park projects are also needing to consider environmental regulations, internal policies, requirements, and the regulations of external organizations as projects are delivered. Core duties also include development review for rezonings, subdivisions and development permits as well as assisting in the area planning process. This position administers various levels of park capital projects funded through park DCC’s. Core activities within this position include site analysis and assessment, public consultation, conceptual design, detailed design, contract administration and inspections. This position would work within the public engagement framework to authentically engage with the community and to incorporate their feedback on the vision for new parks. Alternatives Considered/Reasons for Not Recommending: Continue with work plans as currently resourced. Capital plan projects would be prioritized based on critical need, but an increasing number of projects would need to be delayed. Parks review processing times may also be delayed in the development review process. Staff Position:Landscape Architect FTE: 1.0 Year One Time Cost Ongoing Cost 2024 10,000 130,000 Funding for: Landscape Architect position Business Plan 2024-2028 Page 14 of 29 Page 66 of 81 Incremental Request 2024 Proposed Budget Increase in operational funding for cyber securityRequest For: Information TechnologyDepartment: Chief Information OfficerSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Governance & Corporate Excellence Ensure the City is organizationally resilient, ready to adapt to a changing environmentObjective: Activities/Purpose: expansion of vulnerability scanners (tenable.io) $75,000/year cybersecurity awareness training for all staff $35,000 / year regular penetration testing to ensure cybersecurity protections in place are effective $90,000 / year Year One Time Cost Ongoing Cost 2024 200,000 Funding for: Operating Budget increase - cloud service, software subscription, training, penetration testing - CyberSecurity Business Plan 2024-2028 Page 15 of 29 Page 67 of 81 Incremental Request 2024 Proposed Budget Human Resources AssociateRequest For: Human ResourcesDepartment: Executive Director, Human Resources Submitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Governance & Corporate Excellence Ensure organization and financial alignment to achieve Strategic Priorities and meet the needs of our growing community Objective: Activities/Purpose: In alignment with our Human Resources Strategic Plan and our corporate value statements, administrative and advisory support is required each day for staff and management across our diverse organization. The City of Maple Ridge is seeing an increased demand for human resource services that include administration, advisory services, and employee and labour relations. In an ever-growing competitive labour market, these services are needed to ensure the organization can attract and retain its employees by providing responsive and timely services, building capacity, and being recognized as an employer of choice. The Permanent FTE Human Resources Associate role is critical in supporting Pillars 1-5 of the Integrated Talent Management Strategic Plan from an administrative and clerical perspective. More specifically: Recruitment, Onboarding, and Equity, Diversity, and Inclusion. As a Human Resource (HR) department, it is critical we have resources to support systems and processes that identify and foster talent, both internal and external. Key elements of attracting and retaining talent include robust programming within recruitment and selection, employee engagement, and employee relations. By obtaining resources to support the City, in alignment with our organizational priorities, we will create a culture that encourages innovation, growth, and development. In addition, over the past three years HR has continued to find efficiencies and effectiveness by streamlining processes. Business Plan 2024-2028 Page 16 of 29 Page 68 of 81 Incremental Request 2024 Proposed Budget Functions Performed/Degree of Service: Administers a variety of human resource support services and functions which include responding to inquiries and providing information to managers, employees, and the public regarding employment opportunities, HR functions, policies and procedures, and collective agreements. Supports and coordinates the administration of recruitment activities including preparing job postings, administering employment testing, setting up interviews, preparing offer packages, and compiling onboarding documentation; investigates systems related issues concerning applications and job postings and recommends solutions. Provides a full range of confidential administrative support to the HR leadership team and produces a variety of highly confidential correspondence, memos, presentation materials, spreadsheets and reports from researched data, drafts or verbal instructions; composes and prepares correspondence; reviews documents for grammar, spelling, coding, and simple mathematical accuracy. Provides support during the onboarding and offboarding process to ensure a smooth transition for employees. Prepares and inputs documentation for staff changes within the organization including position changes, leaves of absences, extensions, layoffs, resignations, retirements, and terminations. Creates and maintains accurate and up to date employee records in compliance with privacy and data protection regulations. Analyzes and processes salary changes including merit and/or incremental increases, coordinates and tracks performance management, trial, and probation review processes for all employees. Undertakes independent research, compiles data, and prepares draft reports, which may require researching sources such as statistical reports, management reports, corporate documents; may include discussion with officials and other jurisdictions to obtain data from appropriate sources. Maintains spreadsheets and databases for tracking department specific information and generates reports from those sources, as requested. Coordinates the administration of compensation and benefits activities including processing benefit and pension enrolments/changes/reconciliations, liaising with pension and benefit providers, supporting development of job descriptions, and providing recommendations for operational and system improvements. Reviews, develops, and recommends new or improved methods and procedures to improve efficiencies in HR practices. Supports and participates in HR projects, programs, and initiatives, as required. Alternatives Considered/Reasons for Not Recommending: Alternatives have been considered such as auxiliary staff to provide supplemental support. With significant increases in recruitment and onboarding, it is key for employee experience that services be timely and accurate. If we do not have additional supports, we risk poor services for recruitment and onboarding, and accuracy of data and timelines for potential employees who have many other options. We need to be competitive to support our management team, candidates, and the growth of the City. Staff Position:Human Resources Associate FTE: 1.0 Year One Time Cost Ongoing Cost 2024 10,000 114,000 Funding for: Human Resources Associate staff position Business Plan 2024-2028 Page 17 of 29 Page 69 of 81 Incremental Request 2024 Proposed Budget Scenario D Business Plan 2024-2028 Page 18 of 29 Page 70 of 81 Incremental Request 2024 Proposed Budget Addition of 2 CSOs for Officer SafetyRequest For: Bylaw, Licensing & Community SafetyDepartment: Manager of Bylaw & Community Safety Submitted By: Master Plan / Strategy :Legislative or Operational Requirement:Yes Strategic Priority: Engaged, Healthy Community Ensure the safety and enhance the well-being of residentsObjective: Activities/Purpose: The work of the Community Safety Officers involves growing risk factors relating to desperation amongst people experiencing homelessness, increased violence against Officers (as seen in the sad case of Constable Shaelyn Yang), and unpredictable behaviours associated with severe drug addiction and mental illness. A risk assessment for Community Safety Officers completed on 2023-04-06 showed that with controls and PPE in place, all CSO job functions are medium to high risk. For these reasons, we are proposing the creation of 2 Community Safety Officer positions, allowing for a pair of CSOs on every AM and PM shift, 7 days per week. Our officer safety standards include tactical positioning and the contact and cover model (which requires two CSOs to respond together). This drastically improves Officer safety and increases levels of compliance. Functions Performed/Degree of Service: The core functions of the Community Safety Officer service model is to proactively and reactively deal with citywide concerns related to homelessness, drug addiction, and mental illness (on public and private properties), reduce the negative impacts of aggressive panhandling and nuisance properties, and work with the community service providers to encourage people onto healthier pathways. The role is rapidly diversifying: CSOs work directly with the DMRBIA to address graffiti in the core; there is a CSO representation on the Situation Table and on the Integrated Court Team; and the CSOs are supporting PRC with the enforcement of the Public Place, Parks, and Recreation Facilities Bylaw. The Community Safety Officer performance measures are captured on the CSSI External Dashboard. In 2023, the CSOs resolved 612 Homeless files, removed 259 truckloads of chattel and garbage, removed 346 shopping carts, and resolved 98% of the homeless and safer streets files within 48 hours. The City of Maple Ridge is providing an excellent service in response to the social challenges that are burdening, and in some cases overwhelming, many municipalities in BC and in Canada. We have emerged as a sector leader with our community safety initiatives, and this investment will ensure we are able to deploy a complement of CSOs that prioritizes officer safety. Alternatives Considered/Reasons for Not Recommending: Without the investment, CSOs will continue to work the current schedule but will be unable to fulfill the extended hours due to the risks associated with officers working alone. Staff Position:Community Safety Officers FTE: 2.0 Year One Time Cost Ongoing Cost 2024 9,940 240,000 Funding for: 2 Community Safety Officer Positions and one-time uniform and equipment costs. Business Plan 2024-2028 Page 19 of 29 Page 71 of 81 Incremental Request 2024 Proposed Budget Roads LabourerRequest For: Engineering OperationsDepartment: Superintendent of Roads and FleetSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Liveable Community Develop infrastructure that positions the City to provide accessible and sustainable services while accommodating growth Objective: Activities/Purpose: Addition of one full time regular Roads Labourer positions Functions Performed/Degree of Service: The addition of one full time Roads Labourer will allow for a concrete maintenance crew to operate year-round. This staff increase will also provide support to all road's maintenance functions (litter, signage, paving, winter maintenance etc.). Alternatives Considered/Reasons for Not Recommending: Currently this crew leans on the addition of Temporary Full-Time employees and as such is marginally staffed from November to March. It is operated year-round in our climate. The extreme changes in weather freeze/thaw in the winter and dry heatwaves in the summer have been causing pedestrian facilities to heave and distort more than ever. As we see an ever-increasing volume of tripping hazards identified and trip claims being submitted, it is critical that this team function year-round to address a backlog of action request and maintenance, and to have the ability to respond to matters immediately. Additionally, having an increased pool of trained staff on hand to provide support in the annual winter maintenance program is essential to prevent driver burnout and maintain staff health and wellness while continue to provide the high level of services expected by the residents. Staff Position:Roads Labourer (Full Time Regular)FTE: 1.0 Year One Time Cost Ongoing Cost 2024 93,766 Funding for: Roads Labourer staff position Business Plan 2024-2028 Page 20 of 29 Page 72 of 81 Incremental Request 2024 Proposed Budget Parks Worker - Park MaintenanceRequest For: Parks, Facilities & PropertiesDepartment: Manager of Parks ServicesSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Engaged, Healthy Community Provide a diversity of inclusive and accessible recreation opportunitiesObjective: Activities/Purpose: - Our maintenance team has managed growing park expansions, adopted additional maintenance duties for parks, assumed caretaking responsibilities, and witnessed an increase in park utilization. - Adding a new team member will helps us meet the labour demands for the additional responsibilities. - This role will enable us to promptly address inquiries from the public and handle work requests initiated by city staff. - The maintenance team will have the capacity to take proactive steps to enhance the public's experience in our parks. Functions Performed/Degree of Service: - Blaney Hamlet: Maintenance tasks include attending to washrooms, picnic shelters, litter, and bike parks. - Maple Ridge Park: Duties involve pit toilets, litter management, spray park, and washroom upkeep. - Davidsons Pool: Responsibilities include litter management and daily checks for maintenance. - Tsuyuki Park: Tasks encompass spray pool maintenance, picnic shelter upkeep, bike park care, litter management, play equipment maintenance, and washroom maintenance. - MRSS Lacrosse Box: Duties involve litter management and addressing any vandalism. - Thornhill Bike Parking Lot: Tasks include maintaining the pit toilet, managing litter, and grading the parking lot. - Beach Volleyball Courts: Responsibilities include raking and sifting sand, as well as regular inspections. - Brown Ave Path: Tasks encompass litter management, mowing and trail maintenance. - Opening Gates Daily: This involves managing gates at Cliff Park, Crosses Cabins, and Davidsons Pool on a daily basis. - Log Sort: Responsibilities include litter management and vegetation maintenance. - Whonnock Lake: Maintenance includes servicing four pit toilets daily during summer and twice a week during fall and winter. - We have experienced a surge in activities such as tournaments, shelter bookings, special events, and festivals. Many of these bookings require the maintenance crew's involvement and support. - There has been a significant rise in the utilization of our parks, particularly at our destination parks like Whonnock Lake and Maple Ridge Park. Consequently, these parks now require extra maintenance attention. Staff Position:Park Worker FTE: 1.0 Year One Time Cost Ongoing Cost 2024 1,500 89,000 Funding for: 1 full-time, permanent staff member on our park’s maintenance team Business Plan 2024-2028 Page 21 of 29 Page 73 of 81 Incremental Request 2024 Proposed Budget Business Licensing Clerk (Bylaw Clerk)Request For: Bylaw, Licensing & Community SafetyDepartment: Director of Bylaw, Licensing & Community Safety Submitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Diversified, Thriving Economy Attract, retain and expand business investment to diversify the tax base and increase local employment Objective: Ensure that the business licensing process and service delivery is capable of processing 20% more applications annually Key Result: Activities/Purpose: Supporting economic growth and development, the Business Licensing Clerk will provide administrative support to the Business Licensing Coordinator to enable the key result of processing 20% more business licence applications annually. Functions Performed/Degree of Service: With guidance from the Business Licensing Coordinator, the Business Licensing Clerk will help applicants navigate the application process by liaising with multiple departments: Ec Dev, Bylaw and Licensing, Planning, and Building. The Clerk will help process commercial, industrial, home occupation, and intermunicipal business licence applications. The Business LIcence Clerk will liaise with other departments regarding applications, including Building, Fire, Planning, Fraser Health and RCMP. Alternatives Considered/Reasons for Not Recommending: The current staff compliment is not sustainable as the Business Licensing Coordinator is solely responsible for supporting all annual business licence renewals, and licences for new businesses. Over the years and with an expected 20% increase in business licence applications this position is required to keep up with the demand and to issue licences in an expedient fashion. Staff Position:Business Licensing Clerk (Bylaw Clerk)FTE: 1.0 Year One Time Cost Ongoing Cost 2024 10,000 85,000 Funding for: Business Licensing Clerk Business Plan 2024-2028 Page 22 of 29 Page 74 of 81 Incremental Request 2024 Proposed Budget Seasonal promotion and business activation campaignsRequest For: Economic DevelopmentDepartment: Director, Economic DevelopmentSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Diversified, Thriving Economy Explore and maximize tourism opportunities as a means to further diversify the local economyObjective: Activities/Purpose: This Seasonal Campaign meets two objectives - Maximizing Tourism Opportunities as well as Attract, Retain, and Expand businesses in Maple Ridge - the Campaign is one that celebrates the winter holiday season by using light to create a festive and active atmosphere in Maple Ridge Town Centre; while also encouraging local businesses to partake in their own window displays and activities to attract new customers to their stores. The initiative has an anchor (the Maple Ridge Business Centre and civic complex) that is lit up with feature and accent lighting during the campaign and granting is provided to businesses to activate their storefronts and businesses from late November to early January. Activations include lights in the store front with a display, activities for clients or customers to learn more about the business, business owner, and/or campaign. This coincides with the holiday shopping season, encouraging visitors and residents to explore their business community for the holiday season. Funding for this campaign was only provided on a timed duration ending in 2023. Glow has been reimagined for 2023 with more of a direct focus on engagement with business owners and increasing foot traffic and activities in their Store - Illuminate Maple Ridge will debut in 2023 and we look to create a consistent campaign that grows over time. Functions Performed/Degree of Service: The incremental covers lighting purchase, installation, removal of lights when the campaign is completed, a kickoff event, marketing and grants to local businesses. As we continue to create a consistent deployment of this campaign and track the effectiveness of the project, we will look to maximize positive impact to the community and business community. We require reporting from those who access granting and will be data driven, open to ideas on how to drive additional traffic to the locations partaking in the campaign. Alternatives Considered/Reasons for Not Recommending: Not renewing funding requests for Glow/Illuminate - in an effort to save costs. This option would not serve the community or business community; would not be in the spirit of creative a diversified and thriving economy, nor would it be taking bold action to showcase Maple Ridge to its citizens and those further afield. Reducing elements of Illuminate - with less lighting or less granting to small businesses, the impact of the campaign will be less, this is an opportunity to make enough of an impact to grow from in the future - looking to increase the participation of businesses by 30% in the 2024 Illuminate Maple Ridge year. Year One Time Cost Ongoing Cost 2024 60,000 Funding for: Lighting purchase, installation, and removal. Kick off event. Marketing and grants to local businesses. Business Plan 2024-2028 Page 23 of 29 Page 75 of 81 Incremental Request 2024 Proposed Budget Scenario E Business Plan 2024-2028 Page 24 of 29 Page 76 of 81 Incremental Request 2024 Proposed Budget Marketing (video, digital marketing, advertorial, small amount of traditional print)Request For: Economic DevelopmentDepartment: Director, Economic DevelopmentSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Diversified, Thriving Economy Attract, retain and expand business investment to diversify the tax base and increase local employment Objective: Activities/Purpose: Marketing materials aimed at target investment industries and markets are a keystone of increasing awareness and interest in the municipality for investment, tourism, and film location awareness. The funds requested would be used to target investors in various industries (Industrial, Commercial / Retail, Tourism, Film) including social media, use of influencers, online advertising, content marketing (including content creation support), geofenced targeted advertisements, marketing analytics and others. Additionally, with new branding there is a need to refresh materials created by the department in the past (video title screens (tops and tails) where possible, brochures and online brochures, etc. ) In 2024 it is also recognized that Maple Ridge 150 and BC Summer Games may provide additional opportunities to leverage advertising related to those initiatives. Functions Performed/Degree of Service: Currently Maple Ridge Economic Development marketing is tied to campaigns for specific events (Glow/Illuminate) or products like the summer guide. There is little funding for additional advertising with site selectors, in key industry publications (manufacturing online publications or magazines - IndustryWeek, Canadian Manufacturing, ICSC Publications, BC Business Magazine, Area Development, Business Xpansions etc. support and leverage of campaigns related to film with the provincial film commission). This incremental will allow for ad placement as well as the potential for 'Advertorial' whereby Maple Ridge can control its messaging and get interest from targeted markets for further exploration or investment. Alternatives Considered/Reasons for Not Recommending: Utilizing only social media - would not meet the broad audience and multiple markets and is only one method to increase awareness; to only use social media as a tool for marketing to business audiences there is a missed opportunity to have more awareness of Maple Ridge as a destination for investment and growth within multiple industries. Repurposing existing marketing dollars tied to tourism and existing campaigns - local marketing is important for awareness about events, tourism amenities and would not meet the needs of reaching new audiences or additional publications/online advertising venues. While every effort will be made to ensure marketing dollars are being used effectively and costs adjusted where possible, this strategy will not alone meet the need of the community's awareness and marketing initiatives in economic development. Year One Time Cost Ongoing Cost 2024 10,000 55,000 Funding for: Marketing (video, digital marketing, small amount of traditional print) Business Plan 2024-2028 Page 25 of 29 Page 77 of 81 Incremental Request 2024 Proposed Budget Recreation Programmer - AquaticsRequest For: Recreation ServicesDepartment: Interim Manager, Maple Ridge Leisure Centre Submitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Engaged, Healthy Community Provide a diversity of inclusive and accessible recreation opportunitiesObjective: Activities/Purpose: The division of Aquatic Services currently provides ~112 operating hours each week at the Maple Ridge Leisure Centre (MRLC). Seasonal operations are provided at the Hammond Outdoor Pool. The staff complement providing a diversity of programs and services has grown sharply to meet demand, rising from ~35 staff in 2016 to a record 100 staff in 2023. With a growing community and increasing demands, along with a massive shift in staff complement, the need for an additional Recreation Programmer - Aquatics is clear. Functions Performed/Degree of Service: Aquatic Services continues to be challenged by increasing demands from a deserving community. Swim lessons, leadership training, fitness, user-group rentals and leisure opportunities all need timely service and attention. Modern technologies including scheduling software and registration systems help enable the public to expect more opportunities and improved service. A second programmer to support Aquatic Services is critical to: meet growing and changing demands; align with community expectations and industry standards; and show evolution to contemporary service. Staff Position:Recreation Programmer - Aquatics FTE: 1.0 Year One Time Cost Ongoing Cost 2024 102,000 Funding for: Recreation programmer staff position Business Plan 2024-2028 Page 26 of 29 Page 78 of 81 Incremental Request 2024 Proposed Budget Facility Bookings Team - Staffing RequestRequest For: Recreation ServicesDepartment: Interim Manager, Maple Ridge Leisure Centre Submitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Engaged, Healthy Community Provide a diversity of inclusive and accessible recreation opportunitiesObjective: Activities/Purpose: The Facility Bookings Team in the Recreation Department is responsible for all recreation bookings and allotments across the city that relate to facilities, venues, sports fields, picnic sites and more. The rapid growth of Maple Ridge and the expectation of instant service has outpaced our staff resources, leaving residents and customers waiting for service and replies. In 2022 our bookings team had two experienced staff retire, ACC was added to the portfolio and the volume of film bookings has continued to increase. Through 2022 and into 2023 the Bookings Team has not been able to meet same day or 48-hour service standard. The team has triaged requests to maintain a 3-5-day standard during calm periods but would become overwhelmed during pressure times. Once the team was overwhelmed it required overtime, auxiliary and/or manager support to reduce the queue to a point where the two FTE’s could once again triage requests. Functions Performed/Degree of Service: Historically, the Bookings Team communicated a 48-hour service standard while striving to provide same day service. Now, all groups have an expectation of same day service ! This past year it was not uncommon for groups to follow-up via email/phone/in-person after day one or escalate to senior management, even Mayor/Council when it went beyond two days. Important to note: from 2016 to 2022 we had two FTE booking clerks who managed this service standard. Over this time, we centralized bookings by moving Greg Moore Youth Centre, Leisure Centre and Hammond Pool Rentals and a portion of Memorial Peace Park from the program areas to the Bookings Team. Alternatives Considered/Reasons for Not Recommending: Option 1: Full Time Facility Booking Clerk • Meet and exceed 48 hour service standard. • Increase rental revenue by developing plans to advertise and book underutilized spaces/times. • Enhance customer experience by reviewing and improving processes. • Enhance customer booking experience at facilities by providing more ‘hands-on’ facility support. • Enhance customer experience at Leisure Centre by supporting and backfilling customer experience team. • Build capacity to support future assets (parks, picnic shelters, recreation facilities). • Build a team more resilient to turnover. Option 2: 21 Hour Regular Part Time Facility Booking Clerk • Meet existing demand. • Move ACC booking portfolio from the ACC coordinator (PG 22) to Booking Clerk (PG14) allowing coordinator to focus on activating facility. • Move GMYC booking portfolio back to bookings to allow programmers to focus on youth programming. • Keep pool rentals with the booking team. • This would create a structure more conducive to succession planning. Staff Position:Facility Booking Clerk FTE: 1.0 Year One Time Cost Ongoing Cost 2024 78,000 Funding for: Facility Booking Clerk staff position Business Plan 2024-2028 Page 27 of 29 Page 79 of 81 Incremental Request 2024 Proposed Budget Operational Consulting increaseRequest For: Information TechnologyDepartment: Chief Information OfficerSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Governance & Corporate Excellence Ensure the City is organizationally resilient, ready to adapt to a changing environmentObjective: Activities/Purpose: Current budgeted amount of 30,000 is insufficient to meet requirements of IT strategy moving forward. Request to increase to 100,000 per year Functions Performed/Degree of Service: When faced with new opportunities, specialized contractors are engaged to play a pivotal role not only in aiding of the planning and execution of novel systems or functionalities but also in delivering training and mentorship. This approach is vital to ensure the enduring viability of our systems by nurturing our in-house resources, fostering self-reliance and system sustainability in the long term. Alternatives Considered/Reasons for Not Recommending: Possible system instability or increase to staffing budget Year One Time Cost Ongoing Cost 2024 70,000 Funding for: Operational Consulting increase Business Plan 2024-2028 Page 28 of 29 Page 80 of 81 Incremental Request 2024 Proposed Budget GIS Solutions AnalystRequest For: Information TechnologyDepartment: Chief Information OfficerSubmitted By: Master Plan / Strategy :Legislative or Operational Requirement:No Strategic Priority: Governance & Corporate Excellence Ensure the City is organizationally resilient, ready to adapt to a changing environmentObjective: Activities/Purpose: Currently the GIS team consists of one GIS Coordinator and one GIS Solutions Analyst. When assessing the organizational needs and expectations for GIS services, the demands are getting larger and more complex which is unsustainable. In order to deliver on these demands the full-time permanent complement of the GIS team needs to be increased by two FTE GIS Solutions Analysts. When compared to similar sized organizations that are offering similar services, the GIS team at the City of Maple Ridge is 60% smaller. The City is seeing a direct impact of the lack of resources in long turnaround times for updates to GIS maps, GIS services, and GIS data. GIS is becoming more integrated into standard business activities but in order to sustain GIS integration with operational activities additional capacity is required. In 2023 an incremental increase to the GIS FTE was approved but due to the restructuring of the IT department the approved FTE was used to fund another position. Functions Performed/Degree of Service: - Publish of GIS web mapping services - Development of scripts and custom coding to transform data for business use - Development of scripts and custom coding to integrate data into GIS from non-spatial database sources - Development of static maps - Contribution to strategic enterprise projects where spatial data has been deemed to be a critical success factor - Data acquisition, data publishing, data distribution - Business relationship management. Staff Position:GIS Solutions Analyst FTE: 1.0 Year One Time Cost Ongoing Cost 2024 10,000 166,000 Funding for: GIS Solutions Analyst staff position Business Plan 2024-2028 Page 29 of 29 Page 81 of 81