HomeMy WebLinkAbout2000-10-10 Council Meeting Agenda and ReportsCorporation of the District of Maple Ridge
COUNCIL MEETING A GENDA
October 10, 2000
7:00p.m.
Council Chamber
MEETING DECORUM
Council would like to remind all people present tonight that serious issues are decided at
Council meetings which affect many people's lives. Therefore, we ask that you act with the
appropriate decorum that a Council Meeting deserves. Commentary and conversations by the
public are distracting. Should anyone disrupt the Council Meeting in any way, the meeting
will be stopped and that person's behavior will be reprimanded.
Note: This Agenda is also posted on the Municipal Web Site at www.mapleridee.org
100 CALL TO ORDER
200 OPENING PRA YERS
Reverend Roger Cooper
300 PRESENTATIONS AT THE REQUEST OF COUNCIL
301 Presentation of the new Library facility
Presented by Library staff:-
302 Presentation of the District Website
Presented by Cindy Dale, Executive Assistant
400 ADOPTION OF MINUTES
401 Minutes of the Regular Council Meeting of September 26, 2000
402 Minutes of the Development Agreements Committee of October 2, 2000
500 DELEGATIONS
501 Communities in Bloom 2000 - Johanne Laforce, Chair
i
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Council Meeting Agenda
October 10, 2000
Council Chamber
502 Face to Face 2000 - Deborah McGovern
503 Family Education and Support Centre - Vic Boutari
600 UNFINISHED BUSINESS
601 DVP/52199 - 24103 & 24127 - 102 Avenue
(an application to relax the minimum required road right-of-way width for an urban
standard road from 18 metres to 16.5 metres; to relax the minimum required road
width for a cul-de-sac from 8.6 metres to 8 metres; to relax the minimum required
width of a lane from 7.5 metres to 6 metres and to relax the minimum lot depth for
lots which abut a municipal arterial road from 30 metres to 27 metres for a proposed
79 small lot subdivision)
602 DVP/18/00 - 23573 & 23688 Kanaka Creek Road & 23725 Kanaka Way
(an application to waive the requirement for the upgrading of Kanaka Creek Road due
to the pending closure to vehicular traffic for future use as a multi-use recreation trail
in Kanaka Creek Regional Park)
700 CORRESPONDENCE
701 Disbursements for the month of August, 2000
800 BY-LAWS
801 Maple Ridge Taxation Exemption By-law No. 5930-2000
Staff report dated September 29, 2000 recommending that the subject by-law be given
three readings (2001 Property Tax Exemptions).
802 RZ152/99 - 24103 & 24127 102 Avenue
802.1 Maple Ridge Zone Amending By-law No. 5864-1999
final reading
(to rezone from RS-2 (One Family Suburban Residential) and RS-3 (One Family
Rural Residential) to R-3 (Special Amenity Residential District) to permit subdivision
into 79 lots not less than 213m 2)
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Council Meeting Agenda
October 10, 2000
Council Chamber
802.2 Maple Ridge Official Community Plan Amending By-law No. 5865-1999
final reading
(to designate the site as a Development Permit Area and to delete certain watercourses
from Schedule "E" of the Official Community Plan)
COMMITTEE REPORTS AND RECOMMENDATIONS
900 COMMITTEE OF THE WHOLE
901 Minutes
Committee of the Whole Meeting Minutes of October 2, 2000.
The following issues were considered at an earlier Committee of the Whole meeting
with the recommendations being brought to this meeting for Municipal Council
consideration and final approval. The Committee of the Whole meeting is open to
the public and is held in the Council Chamber at 12:30 p.m. on the Monday the week
prior to this meeting.
The Committee concurred with the staff recommendations unless otherwise noted
below.
Public Works and Development Services
902 ALR/47199 - 20515-20785 Powell
Staff report dated September 13, 2000 recommending that the subject application to
exclude approximately 8 hectares of land from the Agricultural Land Reserve not
proceed to the Land Reserve Commission (LRC).
After reviewing further information from Staff, the Committee of the Whole on
October 2, 2000 recommended that the application proceed to the LRC.
903 ALR/37199 - 11565 and 11567-248th Street, 24224, 24248, 24284, 24320, 24354,
24380, 24414, 24494, and 24550-116th Avenue
Deferred to Committee of the Whole of October 16, 2000.
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Council Meeting Agenda
October 10, 2000
Council Chamber
904 DP/9100 - Development Permit Area XJX Watercourse Protection and
Development Permit Area XXXVIII Watercourse Protection - 23688 Kanaka
Creek Road and 23725 Kanaka Way
Staff report dated September 15, 2000 recommending that the Municipal Clerk be
authorized to sign and seal DP/9/00.
905 DP/18/0O - Development Permit Area XXX Watercourse Protection
Staff report dated September 15, 2000 recommending that the Municipal Clerk be
authorized to sign and seal DP/18/00.
906 DVP/37/00 —20210— 113B Avenue
Staff report dated September 19, 2000 recommending that the subject application be
considered at the October 31, 2000 Council Meeting following notification to
adjacent property owners.
907 Maple Ridge Community Heritage Commission Amending Bylaw No. 5928-2000
Staff report dated September 19, 2000 recommending that the Amending Bylaw No.
5928-2000 be read a first and second time and that the rules of order be waived and
that the Amending Bylaw be read a third time.
908 TransLink Report on Fraser River Crossing
Staff report dated September 25, 2000 recommending that the Fraser River Crossing
as adopted by TransLink be endorsed.
909 Silver Valley Planning Study
Staff report dated September 26, 2000 submitted for information.
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Council Meeting Agenda
October 10, 2000
Council Chamber
910 Temporary Industrial Use Permit (TIUP/i 1/0 0) and Development Permit
(DP/11/00) - 14140, 14160, 14170, 14180 and 14250 256 Street
Staff report dated September 28, 2000 recommending that the subject permits be
considered at the October 31, 2000 Council meeting following legal notification to
adjacent property owners and advertising in the local newspaper.
(to permit gravel extraction, storage and processing)
Financial and Corporate Services (including Fire and Police)
931 Tag Day Soliciting
Staff report dated September 15, 2000 recommending that the subject request be
approved.
932 Criminal Record Check Fees for Homestay Families
Staff report dated September 22, 2000 recommending that the current fee structure be
maintained.
933 Community Policing Office - Fibre Optic Cable Report
Staff report dated September 19, 2000 recommending that the monthly operating
costs be included as a sharable cost with Pitt Meadows.
Comm unity Development and Recreation Service Nil
951 Greater Vancouver Regional District - Business Plan and Implementation Options
for Strategies for Regional Arts and Cultural Development in Greater Vancouver
Staff report dated September 26, 2000 recommending that Council endorse the five
points listed.
Other committee Issues Nil
Correspondence
Page 5
Council Meeting Agenda
October 10, 2000
Council Chamber
981 Letter from New Westminster and District Labour Council - Amendment to the
Municipal Elections Act
982 Letter from Simon Fraser Health Region - Fall Prevention Initiatives
983 Letter from Federation of Canadian Municipalities - Municipal Leaders'
Statement on Climate Change
984 Letter from Alouette River Management Society - Service Lane for Rivers
Heritage Centre
999 MAYOR'S REPORTS
1000 COUNCILLORS' REPORTS
1100 OTHER MA TTERS DEEMED EXPEDIENT
1101 Appointment of Approving Officer
Staff report dated October 4, 2000 recommending appointment of the Approving
Officer.
1200 NOTICES OF MOTION
1300 ADJOURNMENT
Page 6
Council Meetmg Agenda
October 10, 2000
Council Chamber
1400 QUESTIONS FROM THE PUBLIC
QUESTION PERIOD
The purpose of the Question Period is to provide the public with an opportunity to seek
clarification about an item on the agenda, with the exception of Public Hearing by-laws which
have not yet reached conclusion.
Council will not tolerate any derogatory remarks directed at Council or staff members.
If a member of the public has a concern related to a Municipal staff member, it should be
brought to the attention of the Mayor and/or Chief Administrative Officer in a private meeting.
The decision to televise the Question Period is subject to review.
Each person will be permitted 2 minutes only to ask their question (a second opportunity is
permitted if no one else is sitting in the chairs in front of the podium). The total Question
Period is limited to 15 minutes.
If a question cannot be answered, it will be responded to at a later date at a subsequent Council
Meeting.
Other opportunities to address Council may be available through the office of the
Municipal Clerk who can be contacted at 463-5221.
Page 7
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
DEVELOPMENT AGREEMENTS COMMITTEE
MINUTES
October 2, 2000
Mayor's Office
PRESENT:
Mayor Allen Hogarth
Chairman
R. Robertson, Administrator
Member K. Kirk, Recording Secretary
1. SD/34/97
LEGAL: Lot 3, Except: Firstly: Parcel "A" (Ref. Plan 15218);
Secondly: Part Subdivided by Plan 66891; Thirdly: Part
Dedicated Park by Plan LMP46668, Section 28, Township
12, Plan 3087, N.W.D.
LOCATION: 23469 Larch Avenue
OWNER: Landmark Enterprises Ltd.
REQUIRED AGREEMENTS: Restrictive Covenant - Statutory Right-of-Way (Storm
Water Management)
THAT THE MAYOR AND CLERK BE AUTHORIZED TO SIGN AND SEAL THE
PRECEDING AGREEMENTS AS THEY RELATE TO 5D134/-97.
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August 4, 2000
Dear Mayor and Council, 10
COQdUNTTffiS IN BLOOM reapectfully request to be able to do a short presentation at the October l
As you are aware Maple Ridge was Judged at the National Level on July 12th• The results will not be
available to any municipalities until they are announced at the Awards Ceremony In Edmonton at the end
of September. Maple Ridge will be rqreeenred at the Ceremony by a delertion consisting of CIB
committee menbers Yolanta Siwinaki and myself: David Boeg, air municipal liaison, wffl already be in
Edmaiton participating as a municipal staff member in the National Systposiwn on Parks and Grounds
organized by the National Communities In Bloom's organization and sponsera This is the first time the
awards ceremony are held in a westem province and we are very btunate to be able to budgot to send a delegation to represent Maple Ridge to this evant.
We lock forward to your response,
Very truly ycurs
COMMUNITIES IN BLOOM - 2000
Johanne Laii,rce, Chair
50!
L"Ont ~~W.
Corporation of the District of Maple Ridge
11995 Haney Place, Maple Ridge, B.C. V2X 6A9
JVIAPLE Telephone: (604) 463-5221 Fax: (604 467-7329
E-mail: enquiriesmapIeridge.org lncorpomted 12 September, 1874
October 3, 2000
File No: 0530-01
Jayne Boyer, Job Developer
SRS Vocational Services
#2300-2850 Shaughnessy Street
Port Coquitlam, B.C. V3C 6K5
Dear Ms. Boyer:
In response to your facsimile dated September 29, 2000 requesting to appear as a delegation at
the Council Meeting of October 10, 2000, the following arrangements are confirmed:
Council Meeting
October 10, 2000
Council Chambers
7:00p.m.
Due to time constraints, it is necessary to limit delegation appearances to 10 minutes and it would
therefore be very much appreciated if your presentation could be completed within this allotted
time.
If we can be of further assistance in this regard, please do not hesitate to call.
Yours truly,
Terry Fryer, P.Eng.
Municipal Clerk
/sg
cc Mayor & Council
ConfidentialSecretary
General Managers
5o2-
"Promoting a Safe and Livable Community for our Present and Future Citizens"
100% RecycIec Paper
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"ANEMPLOYMENTs4WARENESSINIT1ATVEfr to
Pundd by
Humen RBe0UTS Development Caneda and Brm&'i Columbia Equal Opportunity Secretariat
Welcome to Face-to-Face 2000!
This is a brief introduction to the Face-to-Face 2000 Program and an outline of the key dates of
this year's program. Many thanks to you and your organization for considering participation in
this year's program. For those of you who participated last year, many thanks for your
involvement and enthusiasm, and welcome back! Any feedback you can provide that would
assist in making this a more worthwhile program for you is very much appreciated. We intend to
build on the considerable success of last year's program to create an even more effective vehicle
for facilitating links between persons with disabilities, the agencies that represent them and lower
mainland employers.
As you may already know, the goal of Face to Face 2000 is to raise awareness of barriers to
employment of individuals with disabilities. By coordinating informal, one-on-one meetings-
Face-to-Face Opportunities - the project brings together people with disabilites wanting to
access the labour market (Face-to-Face participants) and representative organizations in the
public and private sector (see list attached). We are expanding the number and type of
organizations involved this year to better represent the variety and scope of employers in the
Lower Mainland.
Education and Awareness, not job placement:
Face-to-Face has been particularly effective in filling a great need for information and education
by increasing awareness of individual abilities and changing attitudes towards people with
disabilities. The program is community oriented and has proven successful in assisting
organizations better reflect the diversity of their community, creating links between segments of
the community that might otherwise enjoy little contact and in creating better working
relationships.
The goal of the program is not job placement but to provide participants with a real-life
experience in career exploration, self-advocacy,. interviewing and. network development skills.
Employers have an opportunity to mentor participants, become more aware of and more
comfortable with the subjects of disability, accessibility and accommodation and to consider a
source of future job candidates, all in an informal meeting which generally lasts about a half-day.
Coordinated by
lAM CARES
Center for Adminietering Rehabilitation and Employment Services
Suite 102-5823 ImpeilsI Street TEL: (604) 438-2921
Bumeby, BC V5J 101 FAX: (804) 438-9100
TTY: (804) 434-2924
MI
Key Elements:
Face-to-Face 2000 Information Forum: (September 28, 2000)
An &fternoon to learn more about Face-to-Face; meet with representatives from many agencies,
network with colleagues, listen to presentations from our funders, and participants, see
demonstrations of the latest adaptive equipment
Face-to-Face Week (October 16 —20,2000)
Participants (job-seekers with disabilities from various agencies) matched with organizations
willing to provide Face-to-Face Opportunities, typically a half-day time commitment:
13 Info miational Interview
• Job Shadowing
• Worksite Orientation
• Network sharing/informal mentoring
C) Constructive Feedback
Organizations identifj Opportunities for providing participants the experience of an informal
interview, job shadowing, worksite orientation tour and the chance to build networks in their
area of career interest. Face-to-Face matches these organization Opportunities with participants
identified by the agencies as having congruent skills and career interests. The success of the
program is dependent on the quality of these matches and the degree of fit between the interests
of the participant and the needs of the organization. We will provide a tool to assist with
describing the types and levels of positions that typically exist at your organization and for which
you are willing to provide Face-to-Face Opportunities.
This year the program's Advisory Board consists of representatives from the Equal Opportunity
Secretariat, several major employers and agencies representing a broad spectrum of persons with
disabilities in the Lower Mainland. The Board's role is to provide guidance and a variety of
perspectives to help ensure all the various elements of the program are integrated effectively and
that all participants find it a worthwhile program.
A comprehensive package of infonnation will follow shortly. In the meantime, if you have any
questions please give me a call at 436-2921, Ext. 33 or drop me an e-mail at
fkcetoface@iamcares.com . I look forward to meeting many of you on September 28!
Regards,
Deborah McGovern
Face-to-Face 2000 Coordinator
(J J U r;!. rJ
UAJV EMPLOYMENT AWARENESS IN!TU77VE"
Prnd.d by
Human R.ious Dsvlopmer,t Canada and 8rtiah Curnbb Equal OarWnity Seereteflat
Face-to-Face 2000
Participating Organizations' Critical Path
U Face-to-Face 2000 Information Forum: September 28, 2000, BC Hydro Auditorium,
6911 Southpolnt Drive, Burnaby, 14 pm. Mark Your Calendars and Plan to
Attend! Bring your Hunin Resources and operations colleagues! A half-day
Information Forum attended by organizations and agencies.
Last week September - first week October: Identification of organization opportunities
and participants from the agencies through submission of completed forms; provisional
matching of opportunities and participants.
L October 16-20 Face-to-Face 2000 Week Informational interviews; job shadowing;
workplace tours and networking/mentoring.
October 23-27: Follow-up with organizations, agencies and participants, and program
evaluation.
October 31: Final report.
Colnited by
AM CARES
Center for Admirilatering RehabiIitien and Employment Services
Suite 102-5623 Imperial Street
Bumaby. BC V5J 101
TEL: (604) 436-2921
FAX: (804)438-9100
TTY: (604) 434-2924 or1i
1.
V
FACE-TO-FACE 2000 ORGANIZATION OPPORTUNITY FORM
Please indicate the type and skill level of Face-to-Face Opportunfties you are able to offer
I OThER
I PLEASE COMPLETE AND RETURN FORMS PRIOR TO OCTOBER 5, 2000. COMPLETE ONE FORM FOR EACH OPPORTUNITJ
LU
C-)
FACE-TO-FACE 2000 ORGANIZATION OPPORTUNiTY FORM
Please indicate the type and skill level of Face-to-Face Opportunities you are able to offer
The objective of this program Is to pr*vlde participants with disabilities an Opportunity to experience an kfonnational Interview, Job
shadow, woikslte tour and make career networkInhuuentodng contacts. If your organIsatlon Is wlUlng to provide a Face-to-Face
Opportunity for a Participant during or close to the week of October 16-20, 2000, please complete both sides of this forifl and fax or email
nolaterthanOctober5,2000to
Deborah MCGOVern, COordinator, Face-to-Face 2000
lAM CARES. St. 102-6623 imperial Sf, Burnaby, B.C. VSJ 101 Tel:(604) 436-2621 Fax: (604) 436-9100 Email 4acetoceiauncares.coni>
WE WOULD BE W1LUNG TO PROVIDE THE FOLLOWING OPPORTUNITiES DURING FACE TO FACE WEEK (OCTOBER 16-
20,2000):
ME U Informational IntervieW Ci Job shadowing Cl Tour of our workSltG
Eat. length of metkig (typIcally 1 hr. to itta day): Approt start time: Finish Time:
0
WE ARE WHEELCHAIR ACCESSIBLE: YESU NOCi
P YOU ARE UNABLE TO PAITICIPATE DURVIG THE WEEK OF OCTOBER 16-20, 2000 WOULD YOU BE WILliNG TO OFFER THESE OPPOR1UNITES
ATANOTHERTIBE? YES 0 NO U
I PLEASE COMPLETE AND RETURN FORMS PRIOR TO OCTOBER 5,2000. COMPLETE ONE FORM FOR EACH OPPORTUNITY
FACE TO FA CE .2000
ORGANIZATIONS PARTICIPATING
INCLUDE:
• BC Hydro
• BC Lottery Corp
• BC Rail
• BCGEU
• Canada Safeway
• Canadian Food Inspection
Agency
• Cantest Laboratories
• Child rene's and Women's
Health Center
• Citizens Bank
• City of Burnaby
• City of Vancouver
• CLC/United Way
• Coullngwood
Neighbourhood House
• Community Savings Credit
Union
• Denny's Restaurants
(Coquitlam)
• F.dF.x
• GVRD
• HCL(Hlghway
Construction Ltd.)
• Hewlett Packard
• HSBC
• Human Resources
Development Canada
•1CBC
• Law Society of BC
• Liquor Distribution Branch
• MDS Metro Laboratories
• Ministry of Social Development &
Economic S.curity
• Mustang Survival
• OPEIU
• Public Service Commission
• Ridge Meadows Assoc. for
Community Living
• Rogers Video
• Royal Bank
• RSL.Com Canada
• SAR Transit
• Scotiabank
Seagate Software
Simon Fraser Health Region
• Southland Canada (7.Ei.v.n)
• TELUS
•UBC
• Vancity Savings
• Vancouver Recruitment Access
Office (BC PROV)
•WCB
West Coast Energy
ALDA (Adult Learning Disabilities Association)
BC REHAB & RECOVERY
BCPA (BC Paraplegic Association)
CNIB
Douglas College, Special. Education
lAM CARES
Neil Squire Foundation
North Shore Employment Services
PACT
POLARIS
STILLCREEK EMPLOYMENT SERVICES (Burnaby Mental Health)
SRS; Employment Connection TrI.Citles
Vancouver Abilities Centre
WID & HH (Western Institute for the Deaf and Hard of Hearing)
I
c 1.
2000-07-10
FAMILY
EDUCATI ON
& SUPPORT
CENTRE
Füded'hv.
The Ministry for
Children & Families
The United Ji
Health Canada
Multiculturalisni BC
Fedcral Rcrstcrcd Chani
No, 062661-0'-27
22554 Lougheed Hwy.,
Maple Ridge. B.C.
V2X 2V1
Phone: 467-6055
Fax: 467-5668
email: familved(ã'vcn.bc.ca
The Mayor and Council
Municipal District of Maple Ridge
11995 Haney Place
Maple Ridge BC V2X 6A9
Dear Mayor and Councillors
I am writing to request that Council grant a two-year exemption from
municipal property taxes to the Family Education and Support Centre. As
the Centre was incorporated under the Societies Act in April of 1980, and
operates on a not-for-profit basis as a registered charity (#S15546), this
exemption would fall under the authority of Section 341, Articles (I) and (2)
(C) of the Municipal Act.
The slightly over $10 000 a year that would be freed up from the property
taxes would be applied directly to improvements in the property itself. These
will comprise badly needed renovations and upgrading. The building, which
was purchased in 1997, is 30 years old and in need of the following work:
• The electrical system for lighting and electronic technology is badly in
need of upgrading.
• The air circulation system, which is out of date and inadequate needs to
be replaced.
• The Childminding Room requires renovations to allow in natural light and
to permit direct access to a washroom.
• A new washroom, with disabled access, is required for the Mental Health
Program space.
• Access needs to be opened up between that space and the kitchen
facilities, and other related wall modifications are needed.
The total cost of these renovations is approximately $38 000. Since this is in
excess of the total amount of the tax exemption .we-.are-requesting, wwilF
- beseekingadditiohä[ftinding from other sources. A detailed proposal, with
a budget breakdown, is attached as Appendix A.
The-Maple-Ridge Family-Education Centre has been offering family-oriented
programming in the area since the beginning of the 1970s. The first parent
study group was formed in 1971, almost 30 years ago. In 1999 we changed
our name to the Family Education and Support Centre to reflect the steadily
expanding role of our service to the Community. We have very much
become a downtown neighbourhood centre for the District of Maple Ridge.
The mission of FESC is to provide appropriate information, education, and
encouragement to enable people to make healthy choices in relation to their
personal, family, and community lives. Our goals are to:
512
• Provide parent education programs with the aim of increasing parents'
confidence and ability to offer a supportive growth environment for their
children.
• Provide programs to enhance individual strengths and enrich
interpersonal skills.
• Promote awareness of issues affecting family life.
• Respond to the diversity of individuals, families and the changing
demographics of our community.
• Maintain liaison with social and educational services in the community.
• Support the development of other community-based social services that
enhance the lives of families and other citizens of the community.
In 1997, with the help of the Vancouver Foundation, we purchased and were
able to partially renovate our own facility. We then embarked on some
internal re-structuring, to enable us to address some of the needs of our fast
growing community. Since then we have experienced considerable growth
and have a high profile in the community. While the primary focus of the
Centre has always been on parenting education, we have expanded our
mandate to provide other services which were much needed in our fast
growing community. The full scope of the services we now offer includes:
• A wide range of Family Life education courses and support activities,
supported by funding from the Ministry for Children and Families.
• Parenting Youth Programs for young mothers and their children, also
funded by MCF.
• Aboriginal Outreach Services to aboriginal people living off-reserve, in
partnership with Cythera Transition House Society and the Fraser North
Community Action Program for Children Coalition.
• Three support groups for single mothers - two at our Centre and one in
Pitt Meadows - in partnership with the Ridge Meadows Women's Centre
and the YWCA.
• An educational/support group for isolated immigrant women, started with
seed funding from United Way, followed by two year funding from the
Ministry for Multiculturalism and Immigration, and now supported by our
own fundraising efforts.
• Immigrant Settlement Services, in response to the growing diversity of
New Canadians settling in Maple Ridge and Pitt Meadows, funded by
MM&l.
• A Mental Health community support program, funded by the Simon
Fraser Health Region, as a one-year pilot project, with options for long-
term renewal.
Over the past year, the Centre has also been conducting two research and
development projects. The Fathering Project looked at the support and
educational needs of fathers of young children. The Grandparents Project
examined the support needs of parents of teen parents.
The Centre also provides free meeting space to self-help and not for profit
groups including Big Brothers and Sisters, Compassionate Friends (for
parents who have lost a child), CHADD (Children and Adults with Attention
Deficit Disorder), and The Purpose Society (counselling people with
HIV/Aids). We also rent space by the hour to qualified Counsellors, who do
not have an office in the community.
We house a library of resources for families, as well as an HIV/AIDS library
for community members and professionals, and the CHADD resource library.
Since moving to our present downtown location three years ago, our profile
in the community has grown dramatically. Family life education courses and
workshops now include courses on anger management for men, women and
children, stress management, conflict resolution, etc. (see the attached
Program Brochure, and Annual Report).
As the needs of the clients we serve have become more complex, we have
raised the skill level of our facilitators and our bank of approximately 40 of
these people includes a large number well qualified to deliver more
therapeutic programming.
Marketing of our programs is very effective. Through our partnerships in the
community we are able to widely advertise programming at a relatively low
cost. Over the past year, more than 1,000 people participated in our
courses and workshops.
FESC receives funding support from a wide array of sources in the public,
private, and not-for-profit sectors, as well as from individuals. We are also
part of a Bingo operation, and have other access to Gaming Funds.
Appendix B, attached, lists the sources of our funding over the 1998 to 2000
period.
In July of this year, we took over that part of our building that had been
rented out to MLA Bill Hartley. This space is needed to accommodate the
Mental Health program, and other activities. The requirement to incorporate
this space into the Centre's overall programming, and to treat the entire
building as a single integrated facility, has underlined the need to upgrade
our infrastructure and to carry out the renovations described above.
By granting the two-year exemption from municipal property taxes, as
requested, the Municipal District of Maple Ridge will help to make possible a
significant improvement in the ability of the Family Education and Support
Centre to continue providing .o.ur keyservices-to1he Community.
Yours Very Truly
Lynn Easton
Board Chair
Family Education and Support Centre
Attachments: Appendices A & B
Program Brochure
Annual Report
APPENDIX A
Proposal for Renovations and Upgrading
In 1997, the Family Education and Support Centre purchased the property (building
and land) in which our services are currently located. The building is now 30 years
old and, while some renovations and upgrading have been done, they are not
sufficient for the range and type of community service programming which FESC
presently provides. In addition, the expansion of our services over the past year has
made it necessary to take over that part of the building which was previously rented
out, and additional renovations are required to upgrade this newer space and to
integrate it with the established space. These improvements, to be staged over a
two-year period, comprise the following items, at a total estimated cost of $38 000.
Electrical System
The overhead lighting is badly in need of upgrading. Several of the fixtures are not in
working order and need to be rewired and/or replaced. Much of the wiring itself is old
and needs upgrading, particularly in order to provide secure, surge-protected power
outlets for computer and other sensitive electronic equipment. The estimated cost for
this upgrading is $11 000
Air Circulation (and Heating)
The air circulation and heating system is out of date and is not adequate to our
needs. At all times of the year, temperatures fluctuate too widely for the comfort of
staff and of our clientele, many of whom are children in the 0-6 years range. In
addition, there is an insufficient flow of air, inadequate filtering, and inadequate
outside air exchange. The system needs to be completely replaced, at an estimated
cost of $10 000.
Childminding Room
The Childminding Room needs access to natural light to reduce environmental strain
on the children and their parents, as well as the staff, volunteers, and other users of
the space. Since the only exterior wall in the room faces the back parking lot, and
since security (including visual security) is always an issue, the best solution appears
to be the installation of two large glass block windows. The estimated cost for these
is $5000.
The Childminding Room also needs direct access to a washroom for children's use.
An existing washroom can be reconfigured to open into the Room. It will, however,
also need renovations to the floor and walls and new, child-sized fixtures. The
estimated cost for this is $2000.
Disabled Access Washroom
The Mental Health program space requires a disabled access washroom, and the
Centre as a whole needs a second one. Installation of this, with the necessary
renovations, is estimated to cost $4000.
Kitchen Access and other wall modifications
A doorway needs to be opened in the kitchen wall to allow direct access for the
Mental Health space and an adequate degree of integration of the two sides of the
building. In addition, there are other wall modifications needed to make both spaces
more suited to our present programming needs. The estimated cost for these total
modifications is $6000.
13
Proposed Budget
Costs:
1. Electrical System $11 000
2. Air Circulation 10 000
3. Childminding Room Windows 5 000
4. Childminding Room Washroom 2000
5. Disabled Access Washroom .4000
6. Kitchen Access and Other Modifications 6 000
Total Costs $38 000
Funding:
Municipal Taxes Exempted (X 2 years) $20 287
BC Gaming Commission 17 713
Total Funding $38 000
APPENDIX B
Funders & Donors - 1998-2000
Ministry for Children & Families
Multiculturalism BC
Health Canada
United Way of the Lower Mainland
CKNW Orphans' Fund
Cythera Transition Society (in partnership with Health Canada)
Maple Ridge Foundation
Maple Ridge Community Savings
Maple Ridge Lions Club
VanCity Credit Union
The Vancouver Foundation
VanDusen Fund, BC Conference
Westcoast Family Resources Society
YWCA
Brian Ford
Fraser River Marine Transportation
(Albion Ferry Operation)
Westgate Volkswagen
Weidwood of Canada - corporate donation
Employees of:
Axa Pacific Insurance Co.
BCTV (WIC Television Ltd)
City of Bumaby
Canada Trust
CanWel Distribution
Canada Post Corporation
Canada Trust
Canadian Broadcasting Corporation
Canadian Pacific Railway, Coquitlam Rail Yards
City of Coquitlam
ICBC
Maple Ridge/Pitt Meadows School District #42
Municipality of Maple Ridge
Molson Breweries
North Shore Crisis Services Society
Open Learning Agency
Pacific Design Engineenng Ud.
Pacific Elevators Ltd.
Pacific International Securities
Provincial Employees Community Services Fund
Royal Bank Financial Group Lower Mainland
Saskatchewan Wheat Pool, North Van Terminal Office
Scotiabank British Columbia
Simon Fraser University
St Paul's Hospital
Surrey Community Services Society
Toronto Dominion Bank
Trans Mountain Pipeline Company
Translink 1999
United Way
Vancouver Club
Weldwood of Canada Limited
Willis Canada (1999) Inc.
And, The Maple Ridge Family Education and Support Centre
Plus:
Ms Bev Lester
Mrs. Edna Mills
Mrs. Margaret A. Peck
Bingo and other Gaming Funds
Lftimn!a Corporation of the District of Maple Ridge
11995 Haney Place, Maple Ridge, B.C. V2X 6A9
]V1APLE jJj)j Telephone: (604) 463-5221 Fax: (604) 467-7329
Incorporated 12 September, 1874 E-mail: enquiries@mapleridge.org
September 27, 2000
File No: 3090-20IDVP/52/99
Dear Sir/Madam:
PLEASE TAKE NOTE that the Municipal Council will be considering a Development Variance Permit
at the regular meeting to be held on Tuesday, October 10, 2000 at 7:00 p.m. in the Council Chamber,
Municipal Hall, 11995 Haney Place, Maple Ridge.
The particulars of the Development Variance Permit are as follows:
APPLICATION NO.: DVP/52/99
LEGAL: Parcel "A" (RP3937) & Lot 1, Plan 15283; both of Section 3, Township
12, NWD
LOCATION: 24103 & 24127 102 Avenue
PROPOSED ZONING: R-3 (Special Amenity Residential District)
PURPOSE: The applicant is requesting the following relaxations in order to facilitate
the subdivision of the lands in accordance with standards prescribed for
the Albion Village:
That the minimum required road right-of-way width for an urban
standard road be relaxed from 18 metres to 16.5 metres;
That the minimum required road width for a cul-de-sac be relaxed
from 8.6 metres to 8 metres;
That the minimum required width of, a.. lane. be. ..relaxed-from -7.5.-
- ...-- - metres to 6thëte;and
That the minimum lot depth for lots which abut a municipal arterial
road be relaxed from 30 metres to 27 metres.
AND FURTHER TAKE NOTICE that a copy of the Development Variance Permit and the Planning
Department report dated August 29, 2000 relative to this application will be available for inspection at
the Municipal Hall, Planning Department counter during office hours, 8:00 a.m. to 5:00 p.m. from
September 27 to October 10, 2000.
b-0 I
"Promoting a Safe and Livable Community for our Present and Future Citizens"
100% Recycled Paper
ALL PERSONS who deem themselves affected hereby shall be afforded an opportunity to make their
comments known to Municipal Council by making a written submission to the attention of the Municipal
Clerk by 5:00 p.m., Tuesday, October 10, 2000.
Yours truly,
e!P.Eng
Municipal Clerk
cc: Confidential Secretary
PA
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor A. Hogarth DATE: August 29, 2000
and Members of Council FILE NO: DVP/52/99
FROM: Chief Administrative Officer ATTN: Committee of the Whole
SUBJECT: DVP/52/99
I EXECUTIVE SUMMARY:
A Development Variance Permit has been received for the property at 24103 & 24127 102 Avenue in
which the applicant is requesting the following relaxations in our urban development standards in order
to facilitate the subdivision of the lands in accordance with standards prescribed for the Albion Village:
That the minimum required road right of way width for an urban standard road be relaxed from
18 metres to 16.5 metres;
That the minimum required road width for a cul-de-sac be relaxed from 8.6 metres to 8 metres.
That the minimum required width of a lane be relaxed from 7.5 meters to 6 metres.
That the minimum lot depth for lots which abut a municipal arterial road be relaxed from 30
meters to 27 metres.
The above mentioned properties are currently under consideration for rezoning to Special Amenity
Residential (R-3). The Zone Amending Bylaw for the subject properties received 3rd reading on March
28, 2000 (RZJ52/99). The original land use report has been attached for Council's information.
The rezoning application is to facilitate the subdivision of the subject properties into 79 lots that are
consistent with the small lot subdivision pattern that has already been established in the Albion Village
area by Country Lane.
After reviewing the application, the Planning Department recommends that DVP/52/99 be given
favourable consideration by Council.
II RECOMMENDATION:
That the Municipal Clerk be authorized to notify qualifying property owners that approval of
DVP/52199 respecting property located at 24103 & 24127 102 Avenue will be considered by Council
at the October 101 2000 meeting.
III BACKGROUND:
Applicant: Genesis Development Consultants Ltd.
Owner: Cavalier Homes
Legal Description: Parcel "A" (RP3937) and Lot 1, Plan 15283, both of
Sec. 3, Tp. 12, NWD
OCP: Existing: Compact Housing (40 upnh) and Conservation
Zoning: Existing: RS-3 (One Family Rural Residential) and RS-2 (One
Family Suburban Residential)
Propo: ;ed: R-3 (Special Amenity Residential District)
Surrounding Uses: Rural Residential
Existing Use of Property: Rural Residential
Proposed Use of Property: Urban Residential
Access: 102 Avenue
Servicing: Urban
Previous Applications: RZ146/96, RZ152/99 & SD/52/99
IV PROJECT DESCRIPTION
In anticipation of application SD/52/99 the applicant is seeking a variance to facilitate the development
of a subdivision east of 240 Street on the north side of 102 Avenue. As proposed the development plan
includes road and lane widths which do not conform with the regulations outlined in the Maple Ridge
Subdivision and Development Services Bylaw, and also proposes that lot depths adjacent to the
municipal arterial street, 102 Avenue, to be reduced from 30 metres to 27 metres.
V PLANNING ANALYSIS
i) Road Standards:
The subject properties are located in the Albion area. Maple Ridge Subdivision and
Development Servicing Bylaw, Section 1V D states "that all construction required under this
bylaw shall be performed according to the standards set out in the "District of Maple Ridge
Standard Drawings and Specifications" as set out in Schedule "C" attached hereto." The
applicant is requesting the following variances to Schedule "C".
Urban standard minor street
From: 18 metre right of way
1.5 metre sidewalk one side
roll over curbs
Access Street urban standard
From: 15 metre right of way
8.6 metre road
1.5 in sidewalk one side
(optional) roll over curbs
To: 16.5 metre right of way
1.4 metre separated sidewalk
(both sides) barrier curbs
To: 15.5 metre right of way
8 metre road
1.4 metre separated sidewalk
(both sides) barrier curbs
3) Lane
From: 7.5 metre right of way. To: 6 metre right of way
6 metre lane 5.6 metre lane
roll over curbs barrier curbs
The alternative standards proposed with this application were established with development of
neighbouring properties in the Albion Village area. The Engineering Department has
recommended that the Albion area represent a test of these standards, for the specific form of
development that has evolved in the Village area. The alternative standards and the street pattern
for Albion were assessed by an independent transportation consultant. Many of the elements of
these standards are consistent with the recommendations of the recently completed municipal
study on the subject.
-2-
ii) Lot Depth
Maple Ridge Subdivision and Development Servicing Bylaw, Section IV A 4 states:
"No parcel abutting a controlled access highway or municipal arterial
road shall be created having a parcel depth of less than 30 metres."
The majority of the lots proposed in this subdivision are 27 metres in depth including those lots
fronting on 102 Avenue (arterial road).
Given the fact that the R-3 zone requires a front yard setback of 3.0 metres instead of the more
traditional 6 metre front yard setback, staff feel that a reduction in lot depth from 30 metres to 27
metres is justified for the site. This reduced front yard setback maintains the space necessary in
the rear of the lot for a carport or garage adjacent to the lane and private open space on a lot that
is 27 metres deep.
Accordingly, it is recommended that the minimum depth of 30 metres for those lots abutting the
arterial road be reduced to 27 metres.
VI CONCLUSION:
The proposed standards are the same as those used for the development of "Country Lane" east of this
site (102 Avenue) and are the standards anticipated for the entire Albion Village area. Accordingly, it is
recommended that DVP/52/99 be supported.
Prepared by: David Stevenson
Planning Techi
Approved by: Christine Carter, M.C.
Dctor of Planning
fljJptFrWtI(. T.&.. S% JS}
Public Works & Development Services
Concurrence: Robert W. RobertsoAICP, MCIP
Chief Administrative Officer
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24103/24127- 102 AVE
THE DISTRICT OF EAKE
MAPLE RIDGE MAPLE RIDGE
:!01
CC•O* Incorporated 12, September, 1874 PLANNING DEPARTMENT
SCALE: 1:4000
DATE: Sep 31999 FILE:RZ152/99 BY: JB
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.JL.--------------------------------------------------------------------------------------------------------
-
' 102 '' AVENUE
NMSTMUor
.
PROPOSED SUBDIVISION P5TT htALj
LAYOUT
EY
A M
CORPORATION OF THE
o
woDj i DISTRICT OF MAPLE RIDGE
SCALE: MAPLE RIDGE PMNNING DEPARTMENT
N.T.S. Incorporated 12 September, 1874
DRAWN BY: DATE: SEPT. 6, 2000 J FILE: DVP-52-99
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor C. Durksen DATE: November 2, 1999
and Members of Council FILE NO: RZ/52/99
FROM: Chief Administrative Officer ATTN: C of W - PW & Dev
SUBJECT: RZ/52/99
(24103/27 - 102 Avenue)
EXECUTIVE SUMMARY:
An application has been submitted to rezone the above describe properties from RS-3 (One Family
Rural Residential) and RS-2 (One Family Suburban Residential) to R-3 (Special Amenity
Residential District). The properties in question are located in Albion and our part of neighborhood
surrounding the future Village Centre. The applicant proposes to subdivided the subject properties
into approximately 86 lots.
II RECOMMENDATION:
That application RZ/52/99 (for property located at 24103/27 - 102 Ave.) to rezone property
described in the memorandum dated October 8, 1999 from RS-3 (One Family Rural
Residential) and RS-2 (One Family Suburban Residential) to R-3 (Special Amenity
Residential District) be forwarded to Public Hearing noting that the conditions to be met
prior to Public Hearing and prior to final consideration of the Zone Amending Bylaw are
detailed in that memorandum.
Condition to be met prior to first reading:
1) Fully dimensioned subdivision plan showing the following:
location of existing buildings:
road dedication:
drafted in compliance with the R-3 (Special Amenity Residential District) zone and the
adopted Albion Guideplan.
And that prior to final approval the following must be complete:
Preliminary approval from the Ministry of Environment, Water Management Branch:
Preliminary approval from the Ministry of Environment, Fish and Wildlife Branch;
Registration of a Rezoning Development Agreement including the deposit of security as
outlined in the Agreement:
A geotechnical report which addresses the suitability of the site for the proposed
development;
-1-
Park dedication for the protection of the watercourse;
Amendment to Schedules "A" and "H" of the Official Community Plan;
Inclusion of the site into Sewer Area "A";
Approval from the Ministry of Transportation and Highways.
Dedication and security for construction of a neighborhood "tot-lot"
Compliance with implementation strategies of the Official Community Plan.
III BACKGROUND:
Applicant:
Owner:
Legal Description:
OCP:
Existing:
Zoning:
Existing:
Proposed:
Surrounding Uses:
N:
S:
E:
W:
Cavalier Homes
D.R. McLellan
Parcel "A", (RP3937), NW ¼ and Lot 1, Plan 15283 both of
Sec. 3,Tp. 12,NWD
Compact Housing at 40 upnh and Conservation
RS-3 (One Family Rural Residential) & RS-2 (One Family
Suburban Residential)
R-3 (Special Amenity Residential District)
Rural Residential
Rural Residential
Rural Residential
Rural Residential
Existing Use of Property: Rural Residential
Proposed Use of Property: Urban Residential
Access: 102 Avenue
Servicing: Urban
Previous Applications: RZ/46/96
IV PROJECT DESCRIPTION:
An application has been submitted to rezone properties located at 24103 and 24127 102 Ave. The
applicant is requesting the R-3 (Special Amenity Residential District) zone in order to subdivide the
subject properties into residential lots with a minimum area of 213 m 2. The development Site
borders the western perimeter of the Albion Village Centre. The subdivision pattern submitted
substantially complies with the Albion Guideplan and is a continuation of the small lot subdivision
pattern established by existing new developments in this area.
With other neighborhoods in the Albion area that are predominantly comprised of R —3 (Special
Amenity Residential District) development, Council has requested that neighborhood play space
-,, -
for small children be provided. This is in recognition of the limited yard space available with each
residence. The Albion Guide Plan identifies a " tot - lot" at the centre of this development and the
Development Plan addresses this requirement. It is recommended that the park area be dedicated
and the cost of development be secured in advance of final zoning.
V PLANNING ANALYSIS
(1) Official Community Plan
The subject properties are designated Compact Housing at 40 upnh and Conservation. The
Compact Housing designation accommodates both conventional townhouse development
and single family on small lots, as is proposed by this application. The developer proposes
to protect the designated watercourse by dedicating the riparian area as park. It is
recommended that this be completed as a condition of rezoning.
Traffic Assessment
The Implementation Strategies of the Official Community Plan identifies the need for road
and intersection improvements on 102" Avenue and 240th Street, in support of urban
development in the area. While existing development activity does not warrant all of the
upgrading envisioned for these streets, it is apparent that some intersection improvements
may be necessary at 102 Avenue and 240" Street to support further development. It is
recommended that these improvements be secured as a condition of zoning approval.
Servicing concerns
Required urban services, including sanitary sewer and storm sewer do not presently front the
subject properties. As a condition of rezoning the developer must enter into a Rezoning
Development Agreement and deposit security to provide for sewer extensions to the
development site.
The subject properties are currently not included in Sewer Area "A". An application for
inclusion must be submitted to the Municipal Clerk prior to final zoning approval.
Lot Geometry
The- aforementioned- watercourse, located across- the northern portion of 24127— 102 Ave.,
meanders above the north boundary. At the north easterly location the watercourse dips
south into the property. The developer will be requesting approval for an irregular width for
the riparian corridor from the Ministry of Environment, Fish and Wildlife Branch. The
proposed width-reflects the opportunities and constraints imposed by the creek location and
adjacent streets. For three proposed lots adjacent to this area, the parcel depth is 24 metres.
The R-3 zone requires a minimum parcel depth of 27 metres. The developer is proposing
that the three lots be 13.3 m in width providing areas ranging from 319 m 2 to 327 m2. The
minimum area of an R-3 lot is 213 m.
-3-
Section 920 (2) (a) of the Municipal Act permits geometric changes by registration of a
Development Permit. In order to facilitate registration of a Development Permit, a new
Development Permit Area will be added to the Official Community Plan. The Development
Permit Area will deal with development of lands that are adjacent to environmentally
sensitive areas and have limited and restrictive potential due to topographic constraints.
VI CONCLUSION:
Application RZ/52/99 proposes a residential land use which complies with the existing Official
Community Plan designation and Councils adopted Albion Guideplan. Accordingly it is
recommended that this application be supported and forwarded to Public Hearing.
Prepared by: David Stevenson
Plannin4ec1Iii—...
Approved by: Terry Fryer, P. Ei __-
Director of Current Planning
Approved by: Jake J. Rudolph. AICP, MCIP
GM: Public Works & Development Services
Concurrence: Robert W. Robertson, AICP, MCIP
Chief Administrative Officer
(9)
A
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SUBJEC PROPERTIS
0 o 12AE ID
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7 8 A 11 12 13 14 15 16 17 A 21 30 31 32 W 1/2 of
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_1952 1956)
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5
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10021 10028
- OIST!ICTOF I
24103/24127 — 102 AVE
A
PITT MLAOO.WL__4
CORPORATION OF
THE DISTRICTOF
SCALE: 1:4000
Inated 12, Seemb. 1874 PNNNG DEPARTMENT
OI3TftToF MAPLE RIDGE MAPLE RIDGEcc
_____ DATE. Sep 3 1999 FILE:RZ152/99 BY: JB
tftiang Corporation of the District of Maple Ridge
11995 Haney Place, Maple Ridge, B.C. V2X 6A9
IvI.A.PLE RIJXE Telephone: (604) 463-5221 Fax: (604) 467-7329
E-mail: enquiries@mapleridge.org 1narporated 12 September, 1874
September 27, 2000
File No: 3090-20/DVP/18/00
Dear Sir/Madam:
PLEASE TAKE NOTE that the Municipal Council will be considering a Development Variance Permit
at the regular meeting to be held on Tuesday, October 10, 2000 at 7:00 p.m. in the Council Chamber,
Municipal Hall, 11995 Haney Place, Maple Ridge.
The particulars of the Development Variance Permit are as follows:
APPLICATION NO.: DVPII8/00
LEGAL: Parcel "A" (EP 3890) of Lot 5, District Lot 404, Group 1, Plan 809, NWD
and Lot 13, District Lot 404 & 408, Group 1, Plan 35649, NWD; and Lot
48, District Lot 404 & 408, Group 1, Plan LMP26483, NWD
LOCATION: 23573 & 23688 Kanaka Creek Rd. & 23725 Kanaka Way
ZONING: RS-lb (One Family Urban (Medium Density) Residential & CD-1-93
(Amenity Residential District)
PURPOSE: The applicant is requesting that the requirement to construct Kanaka Creek
Road to a full urban standard be waived as Kanaka Creek Road will be
used in the future as a multi use recreation trail in Kanaka Creek Regional
Park.
AND FURTHER TAKE NOTICE that a copy of the Development Variance Permit and the Planning
Department report dated September 6, 2000 relative to this application will be available for inspection at
the Municipal Hall, Planning Department counter during office hours, 8:00 a.m. to 5:00 p.m. from
September 27 to October 10, 2000.
ALL PERSONS who deem themselves affected hereby shall be afforded an opportunity to make their
comments known to Municipal Council by making a written submission to the attention of the Municipal
Clerk by 5:00 p.m., Tuesday, October 10, 2000.
Yours truly,
J Te zyer, P.Eng
f Municipal Clerk
/kk
cc: Confidential Secretary L0,00M I
"Promoting a Safe and Livable Community for our Present and Future Citizens"
100% Recycled Paper fj
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor A. Hogarth DATE: September 6, 2000
and Members of Council FILE NO: DVP/18/00
FROM: Chief Administrative Officer ATTN: Committee of the Whole
SUBJECT: DVPI18/00
EXECUTIVE SUMMARY:
A Development Variance Permit has been received for the property at 23573 & 23688 Kanaka Creek
Road and 23725 Kanaka Way in which the applicant is requesting that Council consider waiving the
requirement for the upgrading of Kanaka Creek Road as a consequence of subdividing the above
mentioned properties. tue to the closure of Kanaka Creek Road to vehicle traffic for its future use as a
multi use recreation trail in Kanaka Creek Regional Park further improvements to the road will not be
necessary. It is for this reason that staff recommend favourably the applicants' request for a
Development Variance Permit.
II RECOMMENDATION:
That the Municipal Clerk be authorized to notify qualifying property owners that approval of
DVP/18/00 respecting property located at 23573 & 23688 Kanaka Creek Road and 23725 Kanaka
Way will be considered by Council at the October 10, 2000 meeting.
III BACKGROUND:
Applicant: Damax
Owners: 424555 B.C. Ltd.; 424556 B.C. Ltd.; 424827 B.C. Ltd.;
Donada Industries; Molnar Holdings Ltd.; Lawrence
Shumyla Construction Ltd.; Karen Lock; Deyor Farms
Ltd.; Meadowlands Industries Ltd.
Legal Descriptions: Parcel "A" (EP 3890) of Lot 5, D.L. 404, Gp. 1,
N.W.D., Plan 809; and
Lot 13, D.L. 404 & 408, Gp. 1, N.W.D., Plan 35649;
and
Lot 48, D.L. 404 & 408, Gp. 1, N.W.D., Plan LMP
26483
OCP: Existing: Single Family Residential at 15, 18 & 30 upnh & Conservation
Zoning: Existing: RS-lb & CD-1-93
Surrounding Uses
N: Vacant
S: Kanaka Creek
E: Single Family Residential
W: Kanaka Creek & Kanaka Creek Elementary School
Existing Use of Property: Vacant
Proposed Use of Property: Single Family Residential
Access: Kanaka Way
Servicing: Urban
Previous Applications: SD/5 1/99 & SD/9/00
(
IV PROJECT DESCRIPTION
In anticipation of applications SD/9/00 and SD/18/00 the applicant has submitted an application for a
variance to facilitate the subdivision of lands, between Kanaka Way and Kanaka Creek Road. without
requiring road improvements to be made to Kanaka Creek Road.
The Maple Ridge Subdivision and Development Servicing Bylaw requires that all highways within or
immediately adjacent to a proposed subdivision be constructed to particular standards prescribed for each
zone. In the case of SD/9/00 and SD/18/00, Kanaka Creek Road would have to be constructed to full
urban standard should a Development Variance from Council not be supported.
V PLANNING ANALYSIS
Closing Kanaka Creek Road is part of the plan for developing Kanaka Creek Regional Park. Timing of
the closure has always been contingent on the development of the lands adjacent to Kanaka Creek Road.
With the development of the lands contemplated by applications SD/9/00 and SD/i 8/00, Kanaka Creek
Road, between Kanaka Way at the west end to 238 Street at the east end, is now set for closure.
District staff are now meeting with GVRD Parks staff to plan for the regional park improvements.
Respecting the imminent closure of Kanaka Creek Road, staff recommend that the upgrading of the same
be waived by Council.
VI CONCLUSION:
Respecting that Kanaka Creek Road will become a multi use recreation trail as a component of Kanaka
Creek Regional Park, staff recommend that the requirement to construct Kanaka Creek Road to full urban
standard be waived.
Prepared dSteo
Planning Technician--:.
(,&A..J4-ukJ UwI
Approved by: Christine Carter, M.C.I.P.
Director of Planning
Approved : \ftalTRudolg(AIC1MCIP
GM: Public Works & Development Services
Concurrence: Robert W. Robertson, AICP, MCIP
Chief Administrative Officer
DS'sg
-2-
3.324 ha (total)
LMP 18097 REM. PcI. 'A"
A
0.420 ho EP 3890
Val
KANAKA WAY
00
Rem 13
"kN P 35649
/
PARK!
Subject Properties / Rem 48
LMP 26483
50516 7 ,8 4 20 /igIiaL.00,k Ji IQ
PARK Cv
Ji D . 408, GP. 1 Cv
87 Mp 6 543
30:
10
A 1i
/ P35549
0.515 ha
1.700 ho Rem 48
LMP 26483 LMP 28486
KANAKA CREEK
LPI
- 23573 & 23688 Kanaka Creek Rd.
and 23725 Kanaka Way A CORPORATION OF THE
DISTRICT OF MAPLE RIDGE 7
SCALE: if' -..... MAPLE RIDGE PLANNING DEPARTMENT
Incorporated 12 September, 1874
1:2500
/
06—S t-00
CORPORATION OF TILE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor Al Hogarth DATE: September 26, 2000
and Members of Council
FROM: Chief AdminislTative Officer ATTN: c iI
SUBJECT: Disbursements for the month ended August 31, 2000
Purpose
That Council approves the disbursements of the Municipality for August 2000.
Recommendation(s)
That the "disbursements as listed below for the month ended August 31, 2000 be
received and approved."
General: $ 6,982,686.34
Payroll: 759.749.23
$ 7.742.435.57
Summary
The Council has authorized all voucher payments to be approved by the Mayor or Acting Mayor,
together with the Director of Finance. Council authorizes the vouchers the following period
through Council resolution. The disbursement summary for the past period is attached for your
information. The Audit Committee has reviewed the summary report. Expenditure details are
available to any Council Member for review in the Finance Department.
UlU8L.
Prepared by: Catherine Nolan
Accounting Clerk II
11
Approved by:
Director of Finance
1 4 -
Approved by:. P 11Z BBA, CGA
General Manager - Corporate and Financial Services
Concurrence: Robert W. Robertson, AICP, MCIP
Chief Administrative Officer
70/
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
MONTHLY DISBURSEMENTS -- PERIOD 8/2000
AGGRESSIVE ROADBUILDERS LTD. ROAD WORKS FILE NO E02-203-004 156,212.97
ATLANTIC INDUSTRIES LIMITED RETAINING WALLS 99,606.51
B C S P C A DISPOSAL PATHOLOGICAL WASTE - JULY 592.50
DISPOSAL PATHOLOGICAL WASTE - JUNE 951.00
LICENSE COMM INSPECTORS 4,196.50
MONTHLY CONTRACT 12,265.35 18,005.35
B FAIR CONTRACTING LTD SUPPLIES - WATERWORKS 16,317.50
BC HYDRO SERVICE JULY 2000 53,831.10
BOILEAU ELECTRIC & POLE LTD STREET LIGHT REPAIR & MAINTENANCE 5,537.11
INSTALL ELECTRICAL FOR NEW SERVICE & WIRING UPGRADES 24,476.25 30,013.36
C U P E LOCAL 622 REMITTANCE 20,063.33
CANADA PIPE COMPANY LTD SUPPLIES - WATERWORKS 25,050.60
CHERRY HOMES LTD. BUILDING REPAIR & MAINTENANCE 37,328.34
CHEVRON CANADA LTD OPERATIONS - FUEL 25,220.71
CIBC - TORONTO BRANCH REFUNDS - HOUSE TAXES 15,199.00
CITIWEST CONSULTING LTD PROFESSIONAL SERVICES - 2000 ROADWORKS PROJECTS 18,355.49
CLARICA LIFE INSURANCE CO PREMIUMS - AUGUST 2000 38,330.93
COLUMBIA BITULITHIC LTD GRAVEL 15,595.00
COQUITLAM RIDGE CONSTRUCTION BRIDGE REPAIRS 28,455.88
FASKEN MARTINEAU DUMOULIN LLP LEGAL FEES - PLANET ICE 52,808.59
FRASER VALLEY REGIONAL LIBRARY QUARTERLY GRANT 311,022.75
GATEWAY WEST MANAGEMENT RENT PAYMENTS 17,989.38
GR VANC SEWERAGE & DRAINAGE GVS & DO O&M CHARGE & DEBT CHARGES 2,881,540.00
WASTE DISPOSAL 1,239.92 2,882,779.92'
GREATER VANC WATER DISTRICT WATER CONSUMPTION MAY31 - JUNE 27 2000 155,726.13
99 PROGRESS BILLING BARNSTON/ MAPLE RIDGE PUMP STATION 11,951.32
99 PROGRESS BILLING MAPLE RIDGE MAIN STAGE II 591.27
DEBT CHARGES 17549.01 185,817.73
IMPERIAL PAVING 2000 PAVING PROGRAM 372,751.19
JJM CONSTRUCTION ROADWORKS - 118 AVENUE CROSSING 19,260.00
MACK SALES & SERVICE OF VANC RECYCLE TRUCK SN VG6MI16AXYB203431 118,317.50
METRO CAN CONSTRUCTION LTD RE & RE LEISURE CENTRE ROOF (80% COMPLETTION) 52,957.65
MUNICIPAL PENSION PLAN REMITTANCES 102,666.86
MURDY & MCALLISTER BARRISTERS CORE CONSULTING JUNE & JULY 2000 50,277.36
MUSCO SPORTS LIGHTING INC. LIGHTING - ALBION SPORTS COMPLEX 53,861.75
NATIONAL PROCESS EQUIPMENT WATER PUMP - ROTHSAY-GARIBALDI WATER EXTENSION 30,724.60
PACIFIC SURREY CONSTRUCTION ROADSIDE MOWING 20,447.71
PITT MEADOWS HERITAGE & MUSEUM 2ND INSTALLMENT, MUSEUM FEE FOR SERVICE AGREEMENT 17,500.00
PLASTALINE ROAD MARKING LTD ROAD MARKING - DTR 240TH - 246TH 7,613.48
ROAD MARKING - OTR LAITY- ACADIA 7,838.50 15,451.98
RECEIVER GENERAL FOR CANADA REMITTANCES PPOO/16 183,158.07
REMITTANCES PPOO/1 7 176,347.73 359,505.80
REMDAL COATINGS LTD MAINTENANCE PAINTING 19,074.89
RG ARENAS (MAPLE RIDGE) LTP PROGRESS PAYMENT #6 502,907.49
ICE RINK RENTAL - JULY 2000 45,438.35
ICE RINK RNETAL - JUNE 2000 43,972.60 592,318.44
RIDGE MEADOW RECYCLING SOCIETY COLLECTION SERVICES 49,829.16
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
MONTHLY DISBURSEMENTS -- PERIOD 8/ 2000
SIERRA SYSTEMS PROFESSIONAL SERVICES - PROPERTY SYSTEM UPGRADE EVALUATION
STROHMAIER'S EXCAVATING LTD PROGRESS CLAIM #1 248TH STREET PUMP STATION
TD VISA TOTAL PURCHASE CARDS JULY 2000
TELUS PHONES
TRANS WESTERN ELECTRIC LTD STREETLIGHTING
XEROX CANADA LTD TONER
COPIER
COPIES
Disbursements in excess of $15,000
Disbursements under $15,000
Total payee disbursements
Payroll Pay periods 00/16-17
Period 8 - total disbursements
16,948.81
62,270.13
90,604.07
31,352.39
25,556.00
1,117.20
222,234.60
3,126.85 226,478.65
6,149,680.73
833,005.61
6,982,686.34
759,749.23
7,742,435.57
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor Al Hogarth DATE: September 29, 2000
and Members of Council
FROM: Chief Administrative Officer ATTN: C u.... (\)c I L
SUBJECT: 2000 Permissive Taxation Exemptions
Purpose/Problem
Council must approve the 2001 Permissive Property Taxation Exemptions by October 31, 2000.
Recommendation(s)
That Maple Ridge Taxation Exemption By-law No. 5930-2000 be read a first and second time and
that the Rules of Order be waived and Maple Ridge Taxion Exemption By-law No. 5930-2000 be
read a third time.
History/Background
The Local Government Act provides for a general exemption from taxation over which Council does not
have any powers or authority. This includes properties such as public schools, public hospitals, buildings
set apart for public worship and provincial and municipal public buildings and land.
Municipal Council has been given statutory powers to exempt certain properties from municipal taxation.
For example, these can be land and improvements that are used by not for profit organizations that are
deemed to contribute to the well being of the community or private institutions licensed under other
legislation such as the Hospital Act, Community Care Facility Act or parts of the School Act.
Certain exemptions can also be granted by Council for heritage properties, riparian property, and portions
of property used for municipal purposes as they apply to a partnering agreement; i.e. parts of Planet Ice,
ECRA Recreation Centre and the new curling rink.
The regulations that relate to the application of exemptions have become more complex as municipalities
find new ways to deliver service. The Province is mindful that it could be excluded from taxation at the
expense of a private public partnership. This has brought about amendments to the Library Act, Heritage
Act and Hospital Act. As a result, exemption by a municipality of property tax may not any longer
automatically exempt other levels of government taxation.
Maple Ridge has some clearly defined policies with respect to the granting of property tax exemptions. In
simple terms the Municipality will not grant property tax exemptions to organizatons providing services
on a private or for-profitbasisor where the service-is the responsibility of a-senior government.
Alternatives
Council can give a financial grant of an equivalent amount of the property tax to the organization it
wishes to support. This has the effect of requiring an annual budget review and provides Council with
flexibility from year to year.
Council has the authority to amend the policy that will embrace their philosophy on tax exemptions.
Intergovernmental InvolvementJlmplications
Organizations often make comparisons among municipalities with regard to application of granting of
exemptions; some municipalities, by policy, choose to be more generous than others.
The implication is that senior levels of government have a responsibility to adequately fund services that
are provided. These services are often available to residents of a wide area and as such Maple Ridge has
not only had a senior level of government download costs but the local taxpayer is subsidizing other
municipalities.
Summary/Conclusion
In reviewing requests for permissive exemptions, Council Members should ensure:
The use is consistent with Municipal policies, plans, bylaws, codes and regulations. This will ensure
that the goals, policies, and general operating principles of the Municipality as a whole are reflected
in the organizations that receive Municipal support.
Exemptions are not given to services that are otherwise provided on a private, for profit basis. This
would provide an unfair competitive advantage.
The services provided by the organizations should be an extension of Municipal services and
programs and must fall under the responsibility of local government. Senior government program
costs must not be transferred to property taxpayers, as this would represent double taxation and an
inequitable tax burden.
The services should be used primarily by Maple Ridge residents and the organization's regulations
must allow all Maple Ridge residents to participate.
The taxation burden resulting from the exemption must be a justifiable expense to the taxpayers of the
Municipality. The sources of Municipal revenue are limited and requests for exemption must be
considered in concert with the other needs of the Municipality.
A reading file with all the applications is provided.
ffil
The by-law provides a list of those properties recommended for granting of a property tax exemption.
It is recommended that the application from the Family Education & Support Centre be denied because it
does not meet the criteria of our policy. It is funded by the Ministry for Children & Families, The United
Way, Health Canada and Multiculturalism BC. The Province makes provision for property taxes or rent
in the funding formula. Acceptance of this application will generate many other applications of a similar
type that would require approval based on fairness.
An application for tax exemption was also received from St. John's Ambulance. We conducted extensive
analysis into this application and based on our current policy and the legislation, as we understand it, we
cannot recommend acceptance.
Prepared.hy: Jacob G. Sorba, CGA
,rirector of Finance
Approved by.1 Paul Gill, BBA, CGA
Gyneral Manager - Corporate & Financial Services
Concurrenc lkbbert W. Robertson, AICP, MCIP
ffl Chief Administrative Officer
3
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
BY-LAW NO. 5930-2000
A By-law to exempt from taxation, certain properties within
the Municipality of Maple Ridge
WHEREAS, pursuant to provisions of the Local Government Act, R.S.B.C., 1996, Chapter 323, a Municipal
Council may exempt certain land and improvements from taxation, where, in the opinion of the Municipal Council,
the use of the land and improvements qualifies for exemption;
AND WHEREAS, the Municipal Council deems it expedient to exempt certain land and improvements;
NOW THEREFORE, the Municipal Council of the Corporation of the District of Maple Ridge in open meeting
assembled, ENACTS AS FOLLOWS:
This By-law shall be cited for all purposes as "Maple Ridge Taxation Exemption By-law No. 5930-2000".
That in accordance with section 341(2)(b) of Local Government Act, the following lands and
improvements owned or held by an athletic or service club or association and used principally as a public
park or recreation ground or for public athletic or recreational purposes be exempt from taxation:
Owned by the Albion Community Club (Albion Community Hall)
Roll No.: 84174-0100-3 10017 240 Street
Owned by the Ruskin Community Association (Ruskin Community Hall)
Roll No.: 94856-0000-8 28395 96 Avenue
Owned by the Girl Guides of Canada - Lougheed Area
Roll No.: 05322-0300-1 26521 Ferguson Avenue
Owned by the Yennadon Youth Association (Yennadon Youth Hall)
Roll No.: 73878-0300-6 23461 132 Avenue
Owned by the Scout Properties (B.C.IYukon) Ltd.
Roll No.: 05299-0100-0 27660 Dewdney Trunk Road
Owned by the Corporation of the District of Maple Ridge
Leased to: Maple Ridge Golf Course Ltd. (Public Golf Course)
RollNo.:21238-l000-1 20818 Golf Lane
Owned by Haney Bingo-Plex Ltd.
Leased to: The Corporation of the District of Maple Ridge
Roll No.: 3 1520-000-5 and 3 1524-0100-0 22370 119 Avenue
Portion of Land and Improvements owned by Sy Fong Holdings
Leased to: The Corporation of the District of Maple Ridge (Maple Ridge Amateur Boxing Club)
Roll No. 42446-0101-6 170 22255 Dewdney Trunk Road
Portion of Land and Improvements owned by Sy Fong Holdings
Leased to: The Corporation of the District of Maple Ridge (Craft Studio)
Roll No.: 42446-0101-6 175/185 22255 Dewdney Trunk Road
By-law No. 5930-2000
Page (2)
Portion of Land and Improvements owned by the Corporation of the District of Maple Ridge
Leased to: Elderly Citizens Recreation Association
Roll No.: 52699-0100-6 12148 224 Street
Portion of Land and Improvements owned by Anro Enterprises
Leased to: The Corporation of the District of Maple Ridge (Youth Lounge)
Roll No.: 31812-0403-3 103/104 22550 Dewdney Trunk Road
(1) Portion of Land and Improvements owned by Sy Fong Holdings
Leased to: The Corporation of the District of Maple Ridge (Maple Ridge Art Gallery Society)
Roll No.: 42446-0101-6 190/195 22255 Dewdney Trunk Road
That in accordance with Section 341(2)(k) of the Local Government Act, the following land and
improvements used or occupied by a church as tenant for the purpose of public worship or for the purposes
of a church hall which the council considers necessary to the church, shall be exempt from taxation:
(a) Portion of Land and Improvements Owned by Shiu Jow Law
Leased to: The Salvation Army Mountain View Community Church
Roll No.: 52854-0100-8 22777 Dewdney Trunk Road
4. That in accordance with Section 341 (2)(n) of the Local Government Act, the interest in land and
improvements of municipal buildings of a non-profit organization specified by the council that the non-
profit organization uses or occupies as a licensee or tenant of the municipality, shall be exempt from
taxation:
Owned by the Corporation of the District of Maple Ridge
Leased to: The Society for the Prevention of Cruelty to Animals
Roll No.: 84292-0100-2 10235 Industrial Avenue
Owned by the Greater Vancouver Sewerage and Drainage District
Leased to: Ridge Meadows Recycling Society
Roll No.: 84112-0001-0 236 Street
That in accordance with Sections 342, 343 and 344 of the Local Government Act, the following Heritage
lands and improvements shall be exempt from taxation:
Owned by the Corporation of the District of Maple Ridge
Leased to: The Maple Ridge Historical Society (Haney House)
Roll No.: 31790-0000-4 11612 224 Street
Owned by the Corporation of the District of Maple Ridge
Leased to: The Maple Ridge Historical Society (Haney Brick Yard Off & Haney Brick Yard
House)
Roll No.: 31962-0502-3 22520 116 Avenue
Owned by theCorporation of the District Of Map1eRidge
Leased to: The Maple Ridge Historical Society (St. Andrew's United Church)
Roll No.: 31428-0000-1 22279 116 Avenue
Owned by the Corporation of the District of Maple Ridge
Leased to: Fraser Information Society (Old Japanese School House)
Roll No.: 31492-000-3 11739 223 Street
By-law No. 5930-2000
Page (3)
(e) Owned by Prince David Temple Society (Masonic Lodge)
Roll No.: 31429-0100-0 22272 116 Avenue
8. That in accordance with Section 340(3) of the Local Government Act, if a council considers that a use
exists that, but for a secondary use, would otherwise qualify for exemption, the council may. by bylaw
adopted by 2/3 of its members, determine the proportions of the land and improvements that are to be
exempt and taxable; and Section 341(2)(b) of the Local Government Act, land or improvements owned or
held by an athletic or service club or association and used principally as a public park or recreation ground
or for public athletic or recreational purposes, shall be exempt from taxation as by the proportions set in
accordance with Section 340(3) of the Local Government Act.
Land and Improvements owned by the Corporation of the District of Maple Ridge
Herein called Cam Neely Arena, shall be exempted from 90% of taxation
Roll No.: 84 120-0000-6 23448 105 Avenue
Land and Improvements owned by the Corporation of the District of Maple Ridge
Herein called The Golden Ears Winter Club, shall be exempted from 95% of taxation
Roll No.: 84 120-0000-6 23588 105 Avenue
Included within each of exemptions 8(a) and 8(b) is a proportionate share (based on the square footage
areas of Cam Neely Arena, The Golden Ears Winter Club, and the remainder of the building) of all
entrances, lobbies, change rooms, stairs, elevators, hallways, foyers, and other common use areas of the
lands and improvements.
9. That in accordance with Section 344.1 of the Local Government Act, the following lands and
improvements owned or held by party to a partnering agreement with the municipality for a 5 year period,
shall be exempt from taxation:
(a) Land owned by the Corporation of the District of Maple Ridge
Improvements owned by Maple Ridge Town Centre Developments Ltd.
Leased to: The Corporation of the District of Maple Ridge
RoliNo.: 31711-0201-1,31711-0202-2,and31711-1000-0
Address: 11925, 11951, and 11995 (11940, 11949, 11953, 11963, 11990) Haney Place
10. The exemption from taxation as herein before noted applies to taxation levied under Section 359(1 )(a) of
the Local Government Act, and as otherwise permitted or provided for under all applicable legislation.
11. The exemption from taxation as herein before noted applies for the year 2001
12. The exemptions granted by this bylaw are without prejudice to any claim for entitlement to exemption
based-on any-other--provisions-of theLoea1Governrnent- Act or-any other legisiation
By-law No. 5930-2000
Page (4)
READ a first time the day of 2000.
READ a second time the day of 2000.
READ a third time the day of 2000.
RECONSIDERED AND ADOPTED the day of 2000.
MAYOR
CLERK
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor A. Hogarth DATE: September 25, 2000
and Members of Council FILE NO: RZ/52/99
FROM: Chief Administrative Officer ATTN: COUNCIL
SUBJECT: Final Reading - Bylaw No. 5864-1999 & 5865-1999
(24103/27 - 102 Ave.)
SUMMARY:
Bylaws 5864-1999 & 5865-1999 have been considered by Council at Public Hearing and
subsequently granted 2" and 3rd reading. The applicant has requested that final reading be
granted. The purpose of the rezoning is to permit subdivision into 79 lots not less than 213 m.
RECOMMENDATION
That Maple Ridge Official Community Plan Amending Bylaw No. 5865-1999 and Maple
Ridge Zone Amending Bylaw No. 5864-1999 be reconsidered and adopted.
BACKGROUND:
Location:
24103 & 24127 - 102 Ave.
History:
Council considered this rezoning apdplication at a Public Hearing held on March 21, 2000. On
March 28, 2000 Council granted 2 and 31d reading to Maple Ridge Zone Amending Bylaw No.
5864-1999 and Maple Ridge Official Community Plan Amending Bylaw No. 5865-1999 with
the stipulation that the following conditions be addressed:
Preliminary approval from the Ministry of Environment, Water Management Branch;
Preliminary approval from the Ministry of Environment, Fish and Wildlife Branch;
Approval from the Ministry of Transportation and Highways;
Registration of a Rezoning Development Agreement including the deposit of security as
outlined in the Agreement;
Amendment to Schedule "A" & "H" of the Official Community Plan;
A geotechnical report which addresses the suitability of the site for the proposed
development;
Park dedication;
?
0
, 0 am
Inclusion of the site into Sewer Area "A";
Dedication and security for construction of a neighbourhood tot lot;
Compliance with implementation strategies of the Official Community Plan.
The following applies to the above:
Ministry of Environment, Water Management Branch has no objections to this proposed
rezoning;
The "Park" dedication was reviewed and accepted by the Ministry of Environment, Fish
and Wildlife Branch as providing enough riparian protection for the unnamed creek.
The Ministry of Transportation and Highways approved the bylaw;
The owner has entred into a Rezoning Development Agreement and submitted the
corresponding security;
Accomplished with Bylaw No. 5865-1999;
The report has been submitted. A Restrictive Covenant is required as a condition of
subdivision approval;
See #2;
Application for inclusion into Sewer Area "A" is approved (Bylaw No. 5872-1999);
Dedication and security for the tot lot has been accomplished;
A Traffic Impact Assessment has been completed for the intersection of 102 Avenue and 240th Street. That assessment concludes that the growth resulting from this and existing
development does not warrant any upgrading of the intersection at this time.
-2-
CONCLUSION:
As the applicant has met Council's conditions, it is recommended that final reading be given to
the bylaws.
,Prepare by: David Stevenson
Planning Technician
- I k (
Approved by: Christine Carter, M.C.I.P
Director of Planning -
ApproI h/ Jke J. R96lph, AICP, MCIP
GM: blic Works & Development Services
Concurrence: Robert W. Robertson, AICP, MCIP
Chief Administrative Officer
-3-
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
BY-LAW NO. 5864 - 1999
A By-law to amend zoning on Map "A" forming part
of Zoning By-law No. 3510 - 1985 as amended.
WHEREAS, it is deemed expedient to amend Maple Ridge Zoning By-law No. 3510 -
1985 as amended;
NOW THEREFORE, the Municipal Council of the Corporation of the District of Maple
Ridge, in open meeting assembled, ENACTS AS FOLLOWS:
This by-law may be cited as "Maple Ridge Zone Amending By-law No. 5864-1999."
Those parcels or tracts of land and premises known and described as:
All that portion of:
Parcel "A" (Reference Plan 3937) Except: Firstly: part shown on plan with bylaw filed
16512 and Secondly: part subdivided by Plan 18337; of the north west quarter of Section
3, Township 12, New Westminster District
and
Lot 1, Section 3, Township 12, New Westminster District, Plan 15283
and outlined in heavy black line on Map No. 1224 a copy of which is attached hereto and
forms part of this by-law, are hereby rezoned to
R-3 (Special Amenity Residential District)
Maple Ridge Zoning By-law No. 3510 - 1985 as amended and Map "A" attached thereto
are hereby amended accordingly.
READ a first time the day of , A.D. 199.
PUBLIC HEARING held the - day of
READ a second time the day of , A.D. 199.
READ a third time the day of , A.D. 199.
APPROVED by the Minister of Transportation and Highways this day of , A.D.
199.
RECONSIDERED AND FINALLY ADOPTED, the day of , A.D.
199.
MAYOR CLERK
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MAPLE RIDGE ZONE AMENDING
Bylaw No. 5864-1999
Map No. 1224
From: RS-2(One Family Suburban Residential)
and RS-3(One Family Rural Residential)
To: R -3(Special Amenity Residential District)
AMAPLE RIDGE
Incorporeted 12 September, 1874 1:3000
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
BY-LAW NO. 5865 - 1999.
A By-law to amend the Official Community Plan
WHEREAS Section 997 of the Municipal Act provides that the Council may revise the Official
Community Plan;
AND WHEREAS it is deemed desirable to amend Schedule "A" "E" & "H" to the Official
Community Plan;
NOW THEREFORE, the Municipal Council of the Corporation of the District of Maple Ridge,
in open meeting assembled, ENACTS AS FOLLOWS:
This By-law may be cited for all purposes as "Maple Ridge Official Community Plan
Amendment By-law No. 5865-1999."
Schedule "A" is hereby amended by adding the following in correct numerical order to
Subsection (B) of Development Permit Area XXX Vifi in the Appendix:
Parcel "A" (RP 3937) Except: Firstly: part shown on plan with bylaw filed 16512
and Secondly: part subdivided by Plan 18337; NW ¼ & Lot 1, Plan 15283, both
of Sec. 3, Tp. 12, NWD
(24103, 24127 - 102 Ave.) (RZ/52/99)
That parcel or tract of land and premises known and described as:
Parcel "A" (Reference Plan 3937) Except: Firstly: part shown on plan with bylaw
tiled 16512 and Secondly: part subdivided by Plan 18337; of the north west
quarter of Section 3, Township 12, New Westminster District
and
Lot 1, Section 3, Township 12, New Westminster District, Plan 15283
and outlined in heavy black line on Map No. 585, a copy of which is attached hereto and
forms part of this by-law, is hereby designated as Development Permit Area XXXVIII
(2) on Schedule "H".
Schedule "E" is hereby amended by deleting those watercourses as shown on Map No.
587, a copy of which is attached hereto and forms pat of this bylaw.
Maple Ridge Official Community Plan Designation By-law No. 5434-1996 as amended
is hereby amended accordingly.
READ A FIRST TIME the day of
PUBLIC REARING HELD the day of
READ A SECOND TIME the day of
READ A THIRD TIME the day of
RECONSIDERED AND FINALLY ADOPTED, the
,A.D.199.
A.D. 199.
A.D. 199.
,A.D.199.
day of A.D. 199
MAYOR • ,.
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MAPLE RIDGE OFFICIAL COMMUNITY PLAN AMENDING
Bylaw No. 5865-1999
Map No. 585
PURPOSE: TO DESIGNATE AS DEVELOPMENT
PERMIT AREA XXXVIII(2)
6 ;% awk ~~;
MAPLE RIDGE A
Incorporeted 12 September, 1874 1:3000
MAPLE RIDGE OFFICIAL COMMUNITY PLAN AMENDING I
Bylaw No. 5865-1999
Map No. 587
PURPOSE: TO DELETE THOSE WATERCOURSES SHOWN AS A
HEAVY DOTTED LINE FROM SCHEDULE "E"
6 ;1 ), amit ~m~R
MAPLE RIDGE
thcorported 12 September. 1874
A
1 :4000
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor A. Hogarth DATE: September 13, 2000
and Members of Council FILE NO: ALR 47/99
FROM: Chief Administrative Officer ATTN: c'( 'I4
SUBJECT: 20515 - 20785 Powell
This matter was deferred by Council at the meeting of September 12, 2000 and staff were
requested to comment on two issues as follows:
Basis of Staff Recommendation
The staff recommendation to not forward this application to the ALR is based on the
policy of the Official Community Plan. The ALC normally requests the staff
report/recommendation as part of their consideration.
Council Position
Council has a number of options on receipt of a case of this nature:
Accept the staff recommendation and the case does not go forward.
ii. Resolve to send the case to the ALC either with or without a Council position.
As noted, the ALC does request that the staff report go forward to the ALC. Council may wish
to add their views to take out the land involved in the case or keep it part of the ALR.
LA-' I/-/------
kobert W. 1obertson, AICP, MCIP
Chief Administrative Officer
RWR:jmc
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO:
FROM:
SUBJECT:
His Worship Mayor A. Hogarth
and Members of Council
Chief Administrative Officer
DATE: August 14, 2000
FILE NO: ALR/47/99
ATTN: CofW - PW&Dev
ALRJ47/99
(address 20515,20625,20695,20785 Powell Ave.)
EXECUTIVE SUMrvIARY:
An application has been received under Section 12(1) of the Agricultural Land Commission (ALC)
Act to exclude approximately 8 hectares of land from the Agricultural Land Reserve (ALR) to allow
for future urban development.
The two west properties were involved in previous separate applications for exclusion. ALR/14/8 1
was denied exclusion by the Land Reserve Commission (LRC) on the basis that the proposed
exclusion would prove to be an intrusion into the ALR and further erode the remaining ALR land in
the area. The second application, ALRI11/91 was not authorized to proceed to the LRC based on
Council Policy and the good agricultural capability of soils on the site.
Council Policy for this area suggests any application for exclusion should be reviewed for the merit
of the proposal. Staff have reviewed the applicants information package and did not find a
compelling argument or new information to suggest the application should be forwarded to the LRC
for resolution.
As a result, staff are recommending that the application not be authorized to proceed to the LRC.
II RECOMMENDATION:
That application ALR/47/99 (for property located at 20515,20625,20695,& 20785 Powell Ave.)
to exclude the property described in the memorandum dated August 14, 2000 from the
Agricultural Land Reserve, not be authorized to proceed to the Land Reserve Commiscinn
OTI c,ot1rttTT- (.coMeND
III BACKGROUND: O / 1
Applicant: Bill Kok and Randy Cooke
Owners: Tall Trees Developments Ltd; Thomas and Patricia Dinsley;
Virinder and Sunnder Bhatti; Gary and Joanne Storteboom
Legal Description: Parcel B (EP8621) Lot 4, Plan 3359; Lot 4 Except : Firstly
Parcel B (EP 8621) Secondly: Parcel A (RP16438) Plan 3359;
Parcel A (EP7 1277); & Parcel A (RP 16438) Plan 3359,
Subsidy Lot 4, Plan 3359 all of DL 276 Gpl NWD
OCP Existing: Agricultural
Zoning Existing: RS3 One Family Rural Residential &A-2 Upland Agricultural
-1-
Surrounding Uses:
N: RS-3 One Family Rural Residential! A-2 Upland Agricultural
S: RS-1 One Family Urban Residential! RS-3 One Family Rural
Residential! SRS Special Urban Residential
A-2 Upland Agricultural
W: RS-3 One Family Rural Residential
Previous Applications: ALRI14!81, ALR/1 1/91
An application has been received by the Planning Department to exclude approximately 8 ha. of
land from the ALR. The applicant has satisfied all "notice of exclusion" requirements under
Section 5 of B.C. Regulation 3 13/78 (Agricultural Land Reserve Procedure Regulation). As a result
of this notice, the Planning Department has received a letter disagreeing with the application. A
copy is attached to this memo.
District Context:
The properties are located north of Powell Avenue and east of 203" Street. McKinney Creek is on
the northern boundary of the three west lots and bisects the fourth or furthest east parcel. All of the
land is designated as agricultural on the Official Community Plan (OCP), and is zoned to permit this
use.
Rural Plan:
In October1997 the Rural Plan Advisory Committee (RPAC) completed their final report. The
subject site is in an "unresolved area" of Sub Area A. Recommendation No.8 stated this area
bounded by Brooks Avenue and McKinney Creek to the west and north and to the Knotts Street
alignment in the east be reviewed for either keeping the parcels in the ALR or excluding them and
incorporating them as transitional land uses.
In January 1998 the Summary of Council Decisions on Implementation of the Rural Plan was
issued. In this document the required action with respect to Recommendation N6.8, the area
bounded by Brooks Avenue and McKinney Creek to the west and north, and to the Knotts Street
alignment in the east be retained in the ALR.
ALR Policy:
From the policies adopted by Council on March 2" 1992, the subject site is located in Area 1. The
policy states "That Area 1 be retained in the Agricultural Land Reserve".
From the ALR policies adopted by Council on August 22", 2000, policy No. 5, "Exclusion of lands
from the ALR are under the authority of the LRC. Applications for exclusion from the ALR are
made to the Municipality and, based on the merit of the proposal, may be forwarded to the Land
Reserve Commission for a decision."
-2-
IV PLANNING ANALYSIS
The current policy with respect to applications for exclusion from the ALR is to consider the merit
of the proposal as justification for forwarding the application. The intent of considering merit is to
provide some flexibility for Council and staff in reviewing applications for exclusion, some of
which maybe based upon a compelling argument or new information to qualify the application to be
sent onto the LRC for resolution.
Soil Capability:
According to the Canada Land Inventory, the area under consideration is predominately an
unimproved class 3, with potential to be improved to class 2. Land in capability class 3 has
limitations that require moderately intensive management practices or moderately restrict the range
of crops or both. The capability class is a grouping of lands that have the same relative degree of
limitation for agricultural use. The intensity of the limitation becomes progressively greater from
class 1 to class 7. The class indicates the general suitability of the land for agricultural use.
The Applicant has not submitted a specific on site agrologist study to question the accuracy of the
Canada Land Inventory mapping for this area. Information provided by the Applicant's
Development Consultant suggests that should the application be forwarded to the LRC an agrologist
report should be undertaken to substantiate anecdotal comments that the soil is "relatively poor."
Development Proposal:
The Applicant has submitted a land use report in support of their application to exclude this land
from the ALR (copy is attached). The report focuses on the location of the site adjacent to urban
residential development to the south, and developing the subject site would create an opportunity to
provide a buffer adjacent to the ALR. The set back area along McKinney Creek would provide a
natural buffer to separate agricultural uses from urban residential development.
The report includes information on the location of urban amenities for shopping, schools,
transportation and suggests the site is adjacent to storm water and sanitary sewer services. As this is
not a rezoning application where the land use is proposed to change, the Municipality has yet to
consider the suitability of any services shown in this report to be acceptable for the proposed use.
A previous application ALRI14/81 for exclusion of Lot B, of the subject site, to develop urban lots
was refused by the LRC on the grounds that the proposed exclusion would prove to be an intrusion
into the ALR and further erode the remaining agricultural land in the area. "It is the Commission's
experience that applications of this nature, if allowed tend to precipitate similar requests from
adjacent property owners and in time, this development would become detrimental to the entire
agricultural community."
Application ALR/5/98 for three properties (totaling 5.1 ha) to the west of the subject site on 203Id,
Powell and Brooks Avenues was refused by the LRC in March 1998. The Commission in its
decision believes there is a community need in providing a range of property sizes to the small scale
farmer who does not need an extensive acreage but wants to maintain a small acreage for hobby
farm purposes. From the decision the following was also indicated "In the Commission 's opinion
the best buffer between the high density residential development to the south already exists in the
form of Brooks Avenue and Powell Road and it is unwilling to encourage that same level of
development north of the road."
The Land Use Report provided by the applicant raises questions on land use rather than provide
justification for excluding land from the ALR, which is the intent of this application. Further the
suggestion that a new buffer created as a result of urban development on the north side of Powell
Avenue would benefit the community is contrary to the Commission's opinion that the best buffer
exists today as they are unwilling to encourage development north of Powell Avenue
Based on the above staff cannot support sending this application to the LRC based on merit.
VI CONCLUSION:
In consideration of the Council Policies, the Summary of Council Decisions on Implementation of
the Rural Plan, the decisions of previous applications for this site, and review of documents
provided, it is recommended that this application not be authorized to proceed to the Land Reserve
Commission.
Prepared by: Bruce McLeod, ISA Certified Arborist
,-LandscapefPlanning T nician
Approved by: Christine Carter, M.C.I.P
Director of Planning
) Approve : ak'e . Rudol/1CPMCIP
AP :eopmentServices
Concurrence: Robert W. Robertson, AICP, MCIP
Chief Administrative Officer
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) SUBJECT PROPERTIES
( PROPOSED A.L.R. EXCLUSION
CORPORATION OF THE
ISTRICT OF MAPLE RIDGE
MAPLE RIDGE PLANNING DEPARTMENT
Incerporsled 12 Septeznb&, 1874
FILE/BYLAW: ALR-47-99 DATE: AUGUST 4. 1999
George Goodall and Kirk Grayson
20810 Powell Avenue
Maple Ridge, BC
V2X 4A4
Tuesday, June 29, 1999
District of Maple Ridge Council & Plant'irig Department
11995 Haney Place
Maple Ridge, BC
V2X 6A9
Re: 20785 Powell Avenue jill f
20695 Powell Avenue >' 9
20515 Powell Avenue .4 20625 Powell Avenue '-Zr ,.p.
VItN7
To the District of Maple Ridge Council & Planning Department:
As residents living in the immediate neighbourhood of the above-named properties, we
wish to register our concern over the application for their removal from the Agricultural
Land Reserve (ALR).
We fully support the need for preservation of agricultural land throughout the urban
areas of the lower mainland, and we are concerned that the referenced land not be
removed from ALR for development or any other purposes.
It is our understanding that property can only be removed from ALR if it can be shown
to be no longer viable for agricultural purposes. It is difficult to understand how these
properties could be represented as such. One property is currently the site of a small-
scale poultry and mixed livestock operation. It is adjacent to a thriving dairy farm.
Several of the properties are bordered (across McKinney Creek) by a major greenhouse
operation. The farthest property to the west has a horse-breeding farm as its immediate
neighbour.
Apart from our concern for the retention of ALR land, we also have concerns as property
owners in the neighbourhood. Removal of the above-named properties from the ALR
would substantially affect the character of the neighbourhood. We do not think it is
cynical to expect development to be the next step after successful removal from ALR;
the only real question would be how soon. We anticipate that traffic would increase
significantly and that our property values, based in part on the semi-rural flavour of
this area of Maple Ridge; would be reduced.
Thank you for the opportunity to respond to this application.
Yours truly,
Kirk Grayson & George Göo all
rwI1 Av n prt
Plannin g Inthe N ew M ullenlum
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5çctkrn.I . .Legil Desrif'tion Application #4q/
5ection 2...Neiglbourood Cortext
5ectIpri 3. .,A.rIcuIturaI 5oil CapabiIit,
5ectIon i- ..Urban - 4grIcu'IturaI Jnterface
5ection .NeIgkbourlioocl nan Concepts
5ection 6 • 5ervicing Jifra.tru1e
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Legal Description Of Application +7/99
1 xclusIon from Agricultural Land Keserve
rope rtle5 under applIctIon
2051 5 rowell Avenue
2062- 5 rowell Avenue
In
20695 rowell Avenue :
. 276, 6'.I
20785 rowell Avenue I 1L.CP1
Wken unclertaking an evaluation of L j
especIalI9 in ar.1 W cIer
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area. We believe tkat tke ckaracteristIcs of lands not, frooks Avenue
rep.esentatIve 0f good viable productive farm practices. flie lands immedIatel±j soutk Of brooks
difference
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man nar a miie rrom tne area now unoer appiication was 5uD5C9Ueflt)apprOveQ Dq tne /-\gncu;turaI
Land Commiss,on Tke urban boundary was amended to pernit development of single_famiI j K5-il.
Lots
AGKICULTUKAL50ILCAFANLITY
An agrologist 5tuc1 of soil capaklitq was unclertaken sometime in I 99 I
on approxImatel 37% of tke area now unclerapplication. Details of
t6e review are unfortunateI j unavailable at the time of tkis sLibmission
6 ut our understandin g is that soils corlciitions are 11reIativel 9 poor".
Our clients kave also aclvI5eci specific areas Of each parcel under
. application were subject to placement of non-organic materials over tke
past j ears. Genesis has recommended that if Co uncil. supports tk5
application toproceccl to th.e AgIculyr:LJ C.p.nim1Ion:a
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comprehensive agrologist rp9r skoi1c1 bf aken to furtier
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. ubstarJIate tije currrt poorfJ ( iJit
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Nortk f)ounjar E)Uffer5ection
r..xisting Natural Treel 34.00 I
Vegetated buffer Total Lot Depth
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Environmental Kear Yarj rront 'j
COfl5ervation Area 5et6ack 5et6act
Koad
+/_ 60.0m Natural Air Interface
EaA F)Ounjarj F)Uffer Section
+.Om Total Lot DeFtk
Vegetated buffer
Total Lot Depth
xi5ting Air lands
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nvIronmental I Rear Yard
Conservation Area I 5et6ack
rrontY
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3 I .Om I anciscape Juffer 7one
rba.n "~ icu I ural Interface
The rural plan advIsor committee comprisin g of Municipal 5taff and members of the public
appointed 63 council to the committee (KAC) in their final report: of January 1998 made
the following recommendation:
"The 1AC recommends tkattke boundaries between the residential ed ge and the
agricultural lands b buffered 6 9 building sitting controls, and landscapIng, perhaps through a
Development rermit Area designation. 1ufferingsouth of I i 8thAvenue ,forth osebpt Ions
wherein the land is retained in the IALK, is to be accomplished 69 a rarm bylaw to rest ridL.,:
irènsive agriculture The proposed Agicultural Advisor 9 Committee was to assist in the
Conceptual Neigkkourkood Plan ToroIerDike
Trail 5,1jste
8 u.p.n.ha. I/I- acre to 1/2 acre Iot5
InCorporate multi purpose trail
to ultimatclj link the nei3hbourhood to
the recreational cJldng trails at I 28t6 ave and LI 6st c
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+ 15 u.p.n. a. 15 n . u. iia. "./ 'xisting[.ccutive5ingleramiihome
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G CflC5IS believes It is premature to inItiate a comprekensive stud s of a specific neigi-ibourkood
plan and densit9 anal9 sis for development of tke four parcels. We kave kowever consIdered
some conceptual possibilities of incorporatin g necessar j buffering along tke potential revised
(Jrban-,AgrIcultural 6oundar 9 . Tke concepts are illustrated in tke sketcl-ies included in tki5
report. Tke Illustration we believe speak for tkemselves bt overall take into account tke
location of Mckenneq Creek to tke nor-tb wkick togetber witk environmental setbacks and or
linear park dedication address in excess of 70% of tke Interlace 6oundar 9 .
TE'e balance of tke bufferin g along tke easterl j border of tke four subject parcels would
incorporate a substantial landscape berm as detailed on tke sketckes shown in 5ectIon 4 of
OWLLL AVL
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Conceptual Neigk6ourkood Flan
15 u.p.n.ha. 6000sc1ft to 7200 s gft lots
I ncororate multi urpose trail
to ultimatel j link te neig66ourkooci to .
tkc recreational cl9king trails at I 28tk ave and 21 6st
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Rural Sub-Area A -four options (see text)
- exclude from ALR and urbanize
-exclude from ALR arid use for trans;tion to rui ii
- retain ii ALR arid use for transition to rural
- rtain in AL R arid buffer
Boundary Issues
Clustering I Consolidation Concept
Buffering
Future Arterial
Proposed New Dykes
Rural Residential
Proposed ALR Exclusion
Greenways
Rural Sub Area
Streams
Lakes I River
10m Contours
ALR
Use Emphasis North of 128 Ave.
- agriculture
- large lots, discourage subdivision
- along river
- along urban boundaries
- around srnaU lots
- use Development Permit where
appropriate, and Farm Bylaw for
areas south of 128th Avenue.
Acquire for piofection
of Biariey Boo
coordinate Boundary Issues
with Pitt Meadows
: ................ . . .,
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-
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K AC Conclusions and Kecommendations
• Tile reskients wilo attended and spoke at tile 1 997 1'ublic hearing on rural lifesty les were
ec1uall,j divided in tileir opInIons of tile future of rural Maple KIclge. half tile residents
believed tilere is a need to allow more development and services in tile A.L.K.
In KrAC's review of 5ub Area A the committee was unresolved as to an appropriate I_and (isage. The committeeclecided to prcscnt Council
tk "four reasonable options" tke Options were:
5u6 Area A: 5outli of I 28' Avenue to the urban boundar j
Option 1: Remove from the ALK and designate for attachment to hanej urban area.
Option Z: Remove from tke ALK and desi gnate for tran5itlon/ruiraI from a dr.nsit9 of /i acre along and near the urban ed ge to I acre along
ahd near I 2st" Avenue, all subject to cit j watcr and sewer and 1100d plain re5trictions.
Option 3: Retain in the ALK, provicic for transition/rural residential from a densit 9 of I acre along and near the urban ed ge to Z acres along
and near 1 28th Avenue, witk I acre subject to city water and sewer and allsubject to fl00d restrictions. Adopt a rarni bjlaw to
restrict intensive/intrusive agriculture.
A variant 0f this option saw only t605 lands zoned K5-5 as being included intot6c area wherein subdivision was to be allowed to
create the transition area. This variant also included onl y I acre subdivision to tk floodplain bounclar9 and not to I 28th Avenue.
Option 4 Retain in the ALK witk provision for buffering between tke urban residcutial and th ALK. Adopt a rarni bylaw to restrict
intensive/intrusive agriculture.
The committee also identified two spcciiic areas in 5u6 Area A I-or special consideration. Tue KAC Kural Map for
..5u6 Area A reconirnendccl exclusion of approximate19 2.1- ha (o Acres - No. on Map) In addition tkr four parcels
if dr.tkisapplicatiolh were specificall 9 identified for "usage to be i-csoIvcd" It is wortl-uj to note tke four parcel sizes under
our applIcation arc each signiIicantI smallerthan pai ccl sizes in area No. 6. Sect'on7
5 ummar j Conclusions
• The f'owell Avenue neighbourhood has emerged into a predominant1 9 urban residential single familt j neighbourhood.
• The citizen committee appointed 6 j Council in 1997 specificalltj identified the four parcels under application as worth j of further study
regarding appropriate Land (Jsage.
• The four parcels under application are small holding lots with no individual potential for productive farmin g capabilit9.
• Implementation of a larm 9 law to restrict intensive/intrusive agriculture on tk four subject parcels 0ld un 9uestionabl9 negate th use of the
four individual parcels for an y productive farming practices.
• The location ol tkc McKinne9 Creek creates a perfect pll 9siCal barrier to buffer urban development from tkc largerviable farm lands north of
the subject area under application.
• rowell Avenue is the, south boiindar9 of the area under application with primar 9 urban development south, east and west of rowell Avenue.
I'owell Avenue has been constructed to full urban subdivision service5.
• (Jrban Development of the four subject parcels will place no additional burden on the Municipal infrastructure.
• Lirban development of tke four subject parcels can 6c interpreted as in-fill development to the existing urban neighbourhood.
• Modifications of the A.L.K. boundar9 to coincide with the 50tk 6oundar9 of McKJnne9 Crcèc fs from a rlanning standpoint and agricultural
capacit9 perspective a logical change worthy of Councils support to permit this application to rceed to th A.L.C. for further consideration.
On behalf of the four landowners participating in this application we respectful19 5ek 96Ur 5tment for exclusion 0fth subject lands
ugu
L t
tSL6JJevcIoP4"en\Lonfftt_.)
ct 10 n 8 q.
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor A. Hogarth DATE: September 15, 2000
and Members of Council FILE NO: DP/9100
FROM: Chief Administrative Officer ATTN: Committee of the Whole
SUBJECT: DP/9/00 (Development Permit Area XXX Watercourse Protection)
(Development Permit Area XXXVIII Watercourse Protection)
(23688 Kanaka Creek Road and 23725 Kanaka Way)
EXECUTIVE SUMMARY:
An application has been made under Development Permit Area's XXX and XXX VIH for a
permit to do works in support of a residential subdivision application (SD/9/00) adjacent to
Horseshoe Creek.
As a condition of rezoning the land abutting the creek, the limits of development were
established and the riparian corridor adjacent to Horseshoe Creek was dedicated as "Park". As a
consequence of this "Park" dedication, Lot 1 (see attached sketch) of the proposed subdivision is
unable to meet the minimum lot depth required by our Zoning Bylaw. In order to facilitate the
development of Lot 1, the applicant is seeking a permit under Development Permit Area
XXXVIII. Development Permit Area XXX Vifi allows lot dimension requirements to vary from
those prescribed by the Zoning Bylaw where the variance facilitates objectives intended to
preserve or enhance the natural environment.
As required under Development Permit Area XXX, a permit must first be obtained from Council
before any lands within 50 metres of a watercourse can be subdivided or developed. As a
condition of Development Permit Area XXX, an applicant is required to provide information on
the limits of clearing, grading and erosion control works, and to provide for performance
monitoring before Council can consider a Development Permit application.
Staff believe that the relaxation of the minimum lot depth for Lot 1 is warranted in order to
preserve the creek and the applicant for DP/9/00 has provided the information necessary for staff
to recommend that Council consider issuing the Development Permit for this site.
II RECOMMENDATION:
That the Municipal Clerk be authorized to sign and seal DP/9/00 respecting property
located at 23688 Kanaka Creek Road and 23725 Kanaka Way.
III BACKGROUND:
Applicant: Wel Projects Inc.
Owner: 424555 B.C. Ltd.; 424556 B.C. Ltd.; 424827 B.C.
Ltd.; Donada Industries; Molnar Holdings Ltd.;
Lawrence Shumyla Construction Ltd.; Karen Lock;
Deyor Farms Ltd.; Meadowlands Industries Ltd.
AMR
Legal Description:
OCP: Existing:
Zoning: Existing:
Surrounding Uses
N:
S:
W:
Existing Use of Property:
Proposed Use of Property:
Access:
Servicing:
Previous Applications:
Lot 13; Plan 35649 & Lot 48, Plan LMP26483
both of D.L. 404 & 408, Gp. 1, N.W.D
Single Family Residential @ 15, 18 & 30 upnh
RS-lb
Vacant Residential
Kanaka Creek Regional Park
Single Family Residential
Horseshoe Creek
Vacant
Single Family Residential
110 Avenue
Full urban
RZJ5 1/99, SD/S 1/99, SD/9/00
IV PROJECT DESCRIPTION
Development Permit Area XXX
The subject site abuts Kanaka Creek Road with Horseshoe Creek to the west and 110
Avenue to the east. As Horseshoe Creek is located within 50 metres of the development
site, a Council approved Development Permit is required.
The following information has been provided in support of DP/9/00.
Riparian Setbacks
The setbacks from Horseshoe Creek have already been established and dedicated as
Parkiand in conjunction with the Ministry of Environment, a B.C. Land Surveyor and the
Municipality as part of a previous rezoning application.
Storm Water Management
Development of the subject site will provide a connection to an existing storm sewer on
110 Avenue. This storm sewer discharges to a siltation control detention pond just east
of the site. The pond was constructed as part of subdivision activity to the east.
Clearing Limits and Sediment Control
A sediment and erosion control plan has been provided that
- limits the land clearing to only those lots shown on the attached map;
- includes a temporary siltation fence along the rear lot line/park boundary;
- includes the aforementioned discharge to the existing siltation control detention pond;
and
- provides for the site grading.
-2-
Environmental Monitoring
Environmental monitoring will be conducted by Lang Engineering Consultants who are
the engineers of record for this project. Monitoring this project will ensure performance
meets with the standards established by the Land Development Guidelines. Monitoring
must be conducted daily during construction and during heavy rainfall events with
periodic weekly monitoring at all other times to ensure compliance with the permit.
Performance Security
As required under the District's Performance Security for Environmental Protection
Policy, an environmental performance security of $4,500.00 will be collected prior to
issuance of the permit to ensure compliance with the terms and conditions described
above. The security is calculated based on $1,500.00 per lot. This subdivision has three
lots that back onto Horseshoe Creek.
Development Permit Area XXXVIII
Council approval of this permit will also approve a variance in the minimum lot depth
required for a lot created in the RS-lb One Family Urban (medium density) zone. The
RS-lb zone requires a lot to be a minimum of 27 metres deep. This dimension accounts
for a 6 metre front and rear yard and a minimum building envelope of 12 metres x 15
metres. In the case of proposed Lot 1, the parcel depth is 26 metres. This reduction of 1
metre from the prescribed requirement is a result of the amount of land between the road
and the "Park" boundary. Development Permit Area XXXVffl is an Official Community
Plan tool designed to provide flexibility in subdivision design to achieve preservation of
environmentally sensitive lands. In the case of proposed Lot 1, the lot size exceeds the
minimum parcel size of 557 square metres by 163 square metres, totaling 720 square
metres. To compensate for the shortfall in depth the applicant proposes to make the lot
28 metres wide, compared to the standard lot width of 15 metres wide. This extra width
provides many options for building style on the lot, while protecting more of the riparian
corridor.
V PLANNING ANALYSIS
Official Community Plan/Zoning
The subject area is designated Single Family Residential at 15, 18 & 30 unh The
designation permits minimum parcel sizes ranging from 371 m 2 to 668 m . The property
is zoned RS-lb (One Family Urban (medium density) Residential).
VI CONCLUSION:
The information provided with this application is consistent with the requirements of
Development Permit Area XXX. The geometry proposed satisfies the objectives and guidelines
designed by Development Permit Area XXX Vifi.
-3-
Staff recommend that Council authorize issuance of Development Permiti9/00, subject to
submission of security as required by the Development Permit Area guidelines.
,j rePared by:
Planning Technician
Approved by: E f
Christine Carter, MCIP
Director of Planning
APProveelY.f ' Rudo , AICP, MCIP
Public Works & Development Services
Concurrence: Robert W. Robertson, AICP,MCIP
Chief Administrative Officer
DS/sg
c'
0
('4
KANAKA WAY
T649
Reml
00
Rem 48
LMP 26483
/Subiect ProperUes 1
11049
35 05 2 2
11039
LM 14 13
15
(') 1102
3
12 11021
21 35 05 16 ijOOB
20 91 iwo 1101
1100
17 (' "002 5.o 10 6 18.
g
Mp 33i
N PARK
0.515 h
Rem 48
LMP 26483 —_IPt 28486
PARK
GP. 1
—j
d
14
P 35649
1.700 ho
KANAKA CREEK
P 11196
Rem 6
A
SCALE:
1:2500
23688 Kanaka Creek Rd.
and 23725 Kanaka Way
ONO
CORPORATION OF THE
DISTRICT OF MAPLE RIDGE
MAPLE RIDGE PLANNING DEPARTMENT
Incorporated 12 September. 1874
DRAWN BY: ds IDATE: 14Sept00 I FILE: DP-09-00
1 0
/•
II
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'V
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1YINTL1L
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COu#bni, IC WE 389
N SUB JECT AREA
PIfl MS
SILVER
CORPORATION OF THE
DISTRICT OF MAPLE RIDGE
SCALE:
AION
mowu. MAPLE RIDGE PLANNING DEPARTMENT
N.T.S. incorporated 12 September, 1674
DRAWN BY: IDAT SEPT. 21, 2000 HLE: DP-9-00
_____
a
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor A. Hogarth DATE: September 15, 2000
and Members of Council FILE NO: DP/18/00
FROM: Chief Administrative Officer ATTN: Committee of the Whole
SUBJECT: DP/18/00 (Development Permit Area XXX Watercourse Protection)
EXECUTIVE SUMMARY:
An application has been made under Development Permit Area XXX for a permit to do works in support
of a residential subdivision application (SD/18/00) within 50 metres of Horseshoe Creek.
As a condition of rezoning the land abutting the creek, the limits of development were established and the
riparian corridor adjacent to Horseshoe Creek was dedicated as "Park".
Before lands can be subdivided or developed adjacent to a protected watercourse, a permit must be
obtained from Council. An applicant is required to provide information on the limits of clearing, grading
and erosion control works, and to provide for performance monitoring before Council can consider a
Development Permit application.
The applicant for DP/18/00 has provided the information necessary for staff to recommend that Council
consider issuing the Development Permit for this site.
II RECOMMENDATION:
That the Municipal Clerk be authorized to sign and seal DP/18/00 respecting property located at
23573 and 23688 Kanaka Creek Road.
III BACKGROUND:
Applicant:
Owner:
Legal Description:
OCP: Existing:
Zoning: Existing:
Surrounding Uses
N:
S:
E:
W:
Existing Use of Property:
Proposed Use of Property:
Access:
Servicing:
Previous Applications:
Damax
424555 B.C. Ltd.; 424556 B.C. Ltd.; 424827 B.C. Ltd.;
Donada Industries; Molnar Holdings Ltd.; Lawrence
Shumyla Construction Ltd.; Karen Lock; W. E.
Industries
Parcel "A" (EP 3890) of Lot 5, D.L. 404, Gp.1 N.W.D.,
Plan 809; and
Lot 13, D.L. 404 & 408, Gp.1, N.W.D., Plan 35649
Single Family Residential @ 15, 18 & 30 upnh
CD-1-93
Vacant Residential
Kanaka Creek Regional Park
Horseshoe Creek
Kanaka Creek Elementary School
Vacant
Single Family Residential
Kanaka Way
Full urban
R7151/99, SD/18/99
IV PROJECT DESCRIPTION
The subject site abuts Kanaka Creek Road and Kanaka Way with Horseshoe Creek to the east. As
Horseshoe Creek is located within 50 metres of the development site, a Council approved Development
Permit is required.
The following information has been provided in support of DP/18/00.
Riparian Setbacks
The setbacks from Horseshoe Creek have already been established and dedicated as park land in
conjunction with the Ministry of Environment, a B.C. Land Surveyor and the Municipality as part of a
previous rezoning application.
Storm Water Management
Storm water runoff from the subdivision will discharge into a sediment control pond located on proposed
Lot 1. This pond will handle the storm water during the construction of the subdivision and until 90% of
the home construction is complete.
Clearing Limits and Sediment Control
A sediment and erosion control plan has been provided that
- limits the land clearing to only those lots shown on the attached map;
- includes a temporary siltation fence along the rear lot line/park boundary;
- includes the aforementioned discharge to the proposed siltation control detention pond; and
- provides for the site grading.
Environmental Monitoring
Environmental monitoring will be conducted by Damax Consultants Ltd. who are the engineers of record
for this project. Monitoring this project will ensure performance meets with the standards established by
the Land Development Guidelines. Monitoring must be conducted daily during construction and during
heavy rainfall events with periodic weekly monitoring at all other times to ensure compliance with the
permit.
Performance Security
As required under the District's Performance Security for Environmental Protection Policy, an
environmental performance security of $9,000.00 will be collected prior to issuance of the permit to
ensure compliance with the terms and conditions described above. The security will be calculated based
on $1,500.00 per lot. This subdivision has six lots that back onto Horseshoe Creek.
V PLANNING ANALYSIS
i) Official Community Plan
The development site is designated single family residential at 15, 18 & 30 upnh. This designation
permit the densities anticipated for the CD-1-93 (Amenity Residential District) zone. The easterly
perimeter at the site is designated Conservation. As a condition of subdivision, the Conservation
area will be dedicated "Park".
-2-
Zoning
The development site is zoned CD-1-93 (Amenity Residential District). The minimum parcel size
permitted in the CD-1-93 zone is 371 m 2. The applicant is proposing 22 lots 11 of which will be
accessed within a cul de sac and 11 with lane access which front onto Kanaka Way. The lane will
also provide pedestrian access to Kanaka Creek Regional Park.
VI CONCLUSION:
The information provided with this application is consistent with the requirements of Development
Permit Area XXX.
Staff recommend that Council authorize issuance of Development Permit/18/00, subject to submission of
security as required by the Development Permit Area guidelines.
.1 &eparedby:
Planning Technician
(fi.AJ
Approved by: Christine Carter, MCIP
Director of Planning
I A
Ll& J. RudolkA1CP, MCIP
GM:.Plic Works & Development Services
Concurrence: Robert W. Robertson, AICP, MCIP
Chief Administrative Officer
DS/sg
-3-
uj of
3.324 ho (total)
REM. PcL 'A" J A
0.420 ho EP 3890
KANAKA WAY
Subject Prope es Re 13
P 649
ao
25515 FPARK
Rem
cZ) 26483
PcI. "A" q) o 3505
EP 84584 C,) / 'p q)
I / 14 13
6.12 ho
20 ,1918 11
PARK 17
D 404, GP. 170 It) 0 408,
(N
—J
d
14
CIP
P 35649 PARK
.515ho
1.700 ho
Rem 48
2 LMP 26483 L MP 28486
.10 7
—4 —3 3 oo NJ -u KANAKA C REEK
12
23573 & 23688 Kanaka Creek Rd.
CORPORATION OF THE
DISTRICT OF
a hvl~~m MAPLE RIDGE
SCALE: MAPLE RIDGE PNNING DEPARTMENT
1:2500 Incorporated 12 September. 1674 ________________________________________________________
DRAWN BY: ds 14—Sept-00 FILE: DP-18-00
P1
/
SILTATiON CONTROL NOTES
THE CONTRACTOR SHALL COMPLY VTH THE REQUIREMENTS
OF ALL REGULATORY AUTHORiTIES. FEDERAL AND PRO'.INCIAL
GOVERNMENT DEPARTMENTS INCLUDING THE DEPARTMENT OF
THE EN'.IRONMENT. IN THE PROTECTION OF FiSH AND
V,ILDUFE DURING CONSTRUCTION OF THE WORKS
ADDITIONAL SILTATION FENCING & SILTATION CONTROL
MEASURES MAY BE REQUIRED DURING CONSTRUCTION,
DEPENDING ON WEATHER CONDITIONS AS DIRECTED BY THE
ENGINEER
ROAD AREAS ARE TO BE CAPPED WITH GRAVEL IMMEDIATELY
AFTER STRIPPING TO REDUCE UKEUNOOD OF SILT RUNOFF
-
Jr
..
cxp tb
N DtSTPWT OF SUBJECT AREA PI1T MCDC
SILVER I
CORPORATION OF THE
ISTRICT OF MAPLE RIDGE
PLANNING DEPARTMENT THORNHILL MAPLE RIDGE
Incorporated 12 September, 1814
~DRAWN BY: JDATE: SEPT. 21, 2000 FILE: DP-18-00
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor A. Hogarth DATE: September 19, 2000
and Members of Council FILE NO: DVP/37100
FROM: Chief Administrative Officer ATTN: Committee of the Whole
SUBJECT: DVP/37/00
20210-1 13B Ave.
EXECUTIVE SUMMARY:
A Development Variance Permit application has been received, which if approved will permit a
subdivision creating a lot that has less width than is permitted in the Zoning Bylaw.
After review of the application staff recommend that DVP/37/00 receive favourable
consideration subject to the construction of an enhanced landscape sound barrier.
II RECOMMENDATION:
That the Municipal Clerk be authorized to notify qualifying property owners that approval
of DVP/37/00 respecting property located at 20210-113B Ave. will be considered by Council
at the October 31 t 2000 meeting. Approval of DVP137/00 is subject to the applicant
providing an enhanced landscape sound barrier as described in the memo dated September
19th 2000.
III BACKGROUND:
Applicant: G. Lycan
Owner: Double Gold Holdings
Legal Description: Lot 3, District Lot 280, Gp. 1 NWD Plan LMP 31249
OCP: Business Park
Zoning: M-3 Special Industrial
Surrounding Uses
N: Business Park
S: RS-1 One Family Urban Residential
E: Business Park
W: Business Park
Purpose:
The applicant intends to subdivide the subject site to create two lots. One of the conditions that
must be satisfied is the Maple Ridge Zoning Bylaw, which states that the minimum lot width at
the building line for property in the M-3 zone must be 30 meters. The applicant is proposing this
dimension be reduced to 23.98 metres as per the attached proposed subdivision plan.
IV PROJECT DESCRIPTION
Approximately 50% of the subject site is developed with a maintenance shop, offices and staff
facilities related to a school bus storage facility. The applicant would like to subdivide the
subject site to create a new lot, however, the remaining portion of the site will have less than the
minimum required width as defined in the Zoning Bylaw.
V PLANNING ANALYSIS
The subject site fronts on the inside curve of 1 13B Avenue, creating an irregular (pie) shaped lot.
The frontage for the proposed new lots upon subdivision would be 23.98 and 30.09 metres the
minimum for the M-3 Business Park Zone is 30.00 metres.
If the requested variance is approved and subdivision is achieved, a new industrial lot in the
Business Park will be created adjacent to an existing single family residential zone. The addition
of a lot, could be perceived by residents in the area as an increase in industrial activity, that could
result in increased impacts on the residential area.
As land has developed in Maple Meadows Business Park along the boundary of residential uses
there has been an increase in complaints with respect to the impact of noise created by business
park use's on residents. With this in mind, Staff are requesting in consideration of this variance
that an enhanced landscape sound barner be incorporated as a condition of the Development
Variance Permit.
Current noise restrictions and landscape requirements of the zone often fall short of adequately
addressing the impacts of industrial uses on adjacent residential properties. Typical noise
generators are vehicles idling, backing, loading and unloading of materials that are stored to the
rear of industrial lots immediately adjacent to residents. As these types of noise generators are
not constant or regular it is difficult measure maximum sound levels to enforce the Zoning
Bylaw. A greater emphasis should be placed on the landscape design between the two uses to
mitigate nuisance noise impacts.
The bylaw requires a 5 metre landscape strip with a two metre high landscape screen on
industrial land adjacent to an urban residential use. The best barriers to sound are ground forms
such as berms or solid structures. These act to deflect sound waves and can be very effective in
mitigating the sound of vehicles. Additional yard space is necessary to provide berms of
adequate height to block sound so where land space has a higher value on a development site the
alternative is to construct solid structures such as walls or fences in combination with the
landscape strip.
The Zoning Bylaw requires that a two metre high landscape, screen which may be composed of
continuous evergreen hedge, wooden fence or masonry wall or combination thereof installed so
that no person is able to see through it.
The applicant has proposed the installation of an evergreen hedge and chain link fence for
security purposes. The chain link fence in this combination is not as effective as a solid panel
fence or masonry wall. The applicant, however, is concerned that a wood fence would not
provide the same level of security as a chain link fence. Staff have recommended to the
applicant's Landscape Architect that a concrete fence product be considered as an alternative that
may afford greater security and require less maintenance.
Staff recommend that a two metre high concrete panel fence or masonry wall in combination
with a 1.5 metre high evergreen hedge planted one metre on centre, on the residential side of the
fence, would provide an enhanced landscape sound barrier.
Staff would request that a security representing 100% of the value of the enhanced landscape
sound barrier be provided as a condition of subdivision approval.
-2-
Rem 67
30
P 63221
11475
I-
0) 11470 ")
CI) Go
0
CN 31
11455
11450
LMS 2909
lu-, cli
11405 11430 04
IL 8 7
-j
2
CO
CM
CM CM CM
10 0
113B AVE
CM I p.-
C)
CM I
LMS 2889 MT
3
CM
1 2
LMP 31249
LMP 40729
I %1J
- 0' '
Ntk
tp
Lo
p.
' O_,y
PARK
Y P 8845
6 8
5
,.'
tk
2
1
SUBJECT PROPERTY
3 \\
/
11 A !!M1
r_JJ
I.
20210-II3BAVE
CORPORATION OF
THE DISTRICTOF
LAKE
MAPLE RIDGE MAPLE RIDGE
THORNKILL Incorporated 12, September, 1874 PLANNING DEPARTMENT
______ DATE: Jul 20 2000 FILE:DVP-37-00 BY: JB
VI CONCLUSION:
Staff recommend support for this application to reduce the width of the proposed lot subject to
the condition that an enhanced landscape sound barrier, as described in the memo, is secured for
prior to subdivision approval.
-ices
Chief Administrative Officer
(3)
-3-
PROPOSED SUBDMS!ON OF
LOT 3 D. L280 GP. 1 N. W.D. PLAN LMP3 1249
Scale 1:750
Wade & Associates Land Surveying Ltd.
B.C. Land Surveyors
Maple Ridge and Mission
H2581-01 Phone 463-4753 July 10,2000
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor A. Hogarth DATE: September 19, 2000
and Members of Council
FROM: Chief Administrative Officer ATTN: C of W - PW & Dev
SUBJECT: Maple Ridge Community Heritage Commission Amending Bylaw No. 5928-
2000
SUMMARY:
Council adopted the Maple Ridge Community Heritage Commission Bylaw No. 5908-2000 on
September 12, 2000. Upon adoption a question was raised regarding the non-voting membership
status of the Parks and Leisure Services Citizens' Advisory Committee and their role.
The proposed amendment clarifies the position that the appointed Citizens' Advisory Committee
member serves as a liaison, and would attend when he/she is able to do so.
II RECOMMENDATION:
That the Maple Ridge Community Heritage Commission Amending Bylaw No. 5928-2000
be read a first and second time and rules of order be waived and the Maple Ridge
Community Heritage Commission Amending Bylaw No. 5928-2000 be read a third time.
III BACKGROUND
At the Council meeting of September 12, 2000 the question was raised as to why the member
appointed from the Parks and Recreation Leisure Services Citizens' Advisory Committee was a
non-voting member.
The reason given was that the member appointed from the Parks and Recreation Leisure Services
Citizens' Advisory Committee was to act as a liaison between the Community Heritage
Commission and the Citizens' Advisory Committee and would only attend meetings when
available or when there was a relevant item on the agenda. The Community Heritage
Commission (CHC) was concerned that given the liaison nature of this position and the fact that
- .the members would.. attend at his/her con..-ven.i.ence it.may be-di•ffiGu-lt to-achieve-quorum. For
that reason the CHC agreed that this would be a non-voting position.
Pursuant with Council direction the attached bylaw explicitly states the non-voting member
would only attend when available to do so.
Pol
IV CONCLUSION
It is the opinion of District staff that the proposed amendment to the Maple Ridge Community
Heritage Commission Amending Bylaw No. 5928-2000 will not change the intent of the bylaw,
but will allow for better clarification of the participation of the non-voting Parks and Leisure
Services Citizens' Advisory Committee member.
X1. D~--L4
Prepared by: fA Nichols, MC1P
Planner
li
Approved by: Christine Carter, MCIP
Director of Planning
Jake J. RuØlTh, AICP,MCIP
GM: PfIblic Works & Development Services
Robert W. Robertson, AICP, MCIP
Chief Administrative Officer
(1n)
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
BYLAW NO. 5928-2000
A Bylaw to amend Maple Ridge Conununity Heritage Commission Bylaw No. 5908-2000
WHEREAS, it is deemed expedient to amend Maple Ridge Community Heritage Commission
Bylaw No. 5908-2000;
NOW THEREFORE, the Municipal Council of the Corporation of the District of Maple, in open
meeting assembled, Enacts as Follows:
1 This bylaw may be cited as "Maple Ridge Community Heritage Commission Amending
Bylaw No. 5928-2000.
2. Bylaw No. 5908-2000 is hereby amended as follows:
By deleting Section 3.3 Non-Voting Members in its entirety and replacing it with the
following:
"Non-Voting Members:
a) One member from among the persons nominated by the Parks and Recreation
Leisure Services Citizens Advisory Committee whom shall serve as a liaison,
and attend when available to do so."
READ A FIRST TIME this ______ day of , 2000.
READ A SECOND TIME this day of 2000.
READ A THIRD TIME this day of 2000.
RECONSIDERED AND FINALLY ADOPTED this - day of - - , 2000;
Mayor Clerk
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor Al Hogarth DATE: September 25, 2000
and Members of Council FILE NO:
FROM: Chief Administrative Officer ATTN: ,.( -& t-% tc-
SUBJECT: TransLink Report on Fraser River Crossing
Purpose:
At its September 20, 2000 meeting the TransLink Board endorsed in principle the development of a
tolled, high-capacity crossing of the Fraser River in the 200th Street Corridor. It is recommended that
Council confirm its support for the TransLink recommendation as per the attached TransLink report.
Recommendation:
That Council endorse the Fraser River Crossing recommendation as adopted by TransLink at its
September 20, 2000 Board meeting.
Background:
Earlier this year, the Fraser River Crossing report was completed by Dillon Consulting for the Ministry of
Transportation and Highways. This report identified four potential crossing locations at Albion,
Cottonwood, 200th Street, and Barnston, and concluded only the Cottonwood and 200th Street crossings
should be given further consideration.
TransLink has also recognized the Fraser River crossing as a transportation issue of regional significance
in its 2000 Strategic Plan. TransLink has conducted a preliminary review of the issue and has concluded
that the 200th Street Corridor (or variant) should be selected for a more detailed assessment.
The attached TransLink report was received and endorsed by the TransLink Board on September 20,
2000.
It has long been recognized by Maple Ridge that a bridge crossing is a priority. The Citizens' Satisfaction
Survey conducted in 2000 indicated 90% of citizens feel the bridge is important. The District of Maple
Ridge has been very proactive in advancing the issue through correspondence to TransLink (see
attached), numerous meetings (e.g., Greater Vancouver Regional District, Council of Councils, joint
Council- meet-ings- with Pitt- Meadows, discüssidiis 1thThoitheast sector Mayors, TransLink Technical
Committees, etc.). The issue has also been advanced by the Chamber of Commerce and the general
public at various TransLink meetings held in the community.
In June of this year, staff met with TransLink representatives and were advised of TransLink's intent to
undertake an immediate review of the matter.
Based on the Dillon report, District of Maple Ridge Council has been prepared to consider a river
crossing at either the Cottonwood or 200 th Street location. Council has recognized that both locations
have potential advantages and disadvantages and that a more thorough examination is necessary to better
define a specific alignment, connector roads, etc.
Staff have had an opportunity to review the TransLink report and are satisfied that the conclusions of the
report are valid. As such, Council concurrence with the TransLink recommendations, including the
selection of the 200th Street Corridor, is suggested.
Alternatives:
As indicated above, there are four alternative locations for the Fraser River crossing. It is recognized that
each alternative has different issues and implications. Overall, however, the selection of one river
crossing location for specific and detailed analysis should advance the project and resolve issues more
expeditiously. It is staffs sense that the 200 th Street Corridor achieves a greater regional benefit and is
likely to solicit greater support from municipalities south of the Fraser.
Financial Implications:
The TransLink report proposes a toll-based funding formula for the bridge structure. Overall costs for the
crossing are not known at this time, and estimates will be determined through the detailed study to be
completed in 2001. It is possible that there will be municipal funding implications for connector roads
through the Long Term Capital Works Program.
It should also be stated that the introduction of a new bridge connection will have land use implications
and could attract additional property tax revenue.
Intergovernmental Involvement/Implications:
The Fraser River crossing involves provincial, regional, and local interests. Provincial government
support and cooperation will be required as the project connects two major provincial highways
(Highways 1 and 7).
Public Relations Involvement/Implications:
No details on the forthcoming TransLink review process are available at this time, although it is
anticipated there will be a public consultation program. It is noted that the OCP review is to be conducted
in 2001 and a municipal opportunity to consider public and interest group input will also be available
through that process.
Interdepartmental Involvementulmplications:
Both the Engineering and Planning Departments will take a lead role in assessing the transportation and
land use implications of the bridge crossing. Input from the Finance Department may be necessary at a
later date, upon identification of possible municipal financial implications.
Environmental Implications:
The TransLink report indicates that environmental issues need to be flagged and addressed as part of the
bridge and development process. The Dillon report did not address this issue.
Summary/Conclusion:
TransLink is taking a lead role in facilitating the Fraser River crossing and has identified a process to
more specifically identify issues and define the bridge corridor over the next year. The District needs to
do its homework and remain a major participant in the bridge review and planning process. It is
understood that the construction of a bridge would have significant traffic, land use, and other impacts on
the community, which need to be properly addressed. Impacts on the Albion Ferry (both short and long
term) are also identified in the TransLink report and warrant careful consideration.
Council endorsement of the TransLink recommendation, including the selection of the 200th Street
Corridor, as the focus for further analysis is recommended. If Council does accept this recommendation,
staff will draft a FRP to engage a consultant to assist in the identification of specific transportation and
land use issues associated with the 200th Street alignment option.
Ii I Ii/
cJ'c4 Y(
Preput: lake J udoliICP, MCIP
\J General Manager: Public Works & Development Services
qz L~-)
Concurrence: Robert W. Robertson, AICP, MCIP
Chief Administrative Officer
JJR:bkg
Att.
• South Fraser Perimeter Road
• North Fraser Perimeter Road (United Boulevard
extension)
• Fraser River Crossing (to replace the Albion
Ferry service)
• Stormont-M cB ride connector
• Fraser Highway widening
• Highway 10 widening
• Dollarton Bridge and Highway realignment
Item 3.29—Possible Fraser River Crossing
The Board endorsed in principle the development
of a tolled high-capacity crossing of the Fraser
River in the 200th Street corridor, or a variant
that would connect further west on the south
side, with final approval subject to the results of
the studies outlined in the report. The Board
instructed the Chief Executive Officer to bring
forward specific recommendations, no later than
2001, for the crossing and related project
implementation plan based on the results of the
foregoing studies and consultation with the
affected municipalities.
The Board also requested that directly affected
municipalities and the provincial government
consult and work with TransLink to reduce the
likelihood of implementation of developments or
projects which could compromise or significantly
escalate the costs of a 200th Street crossing and
connecting road network.
Finally, the Board instructed the Chief Executive
Officer to develop, for the attention of the Board
no later than December 2000, recommendations
on whether to proceed with plans to expand the
Albion ferry capacity on a user-financed basis,
taking into account the level of the required
crossing charge, impacts on ferry use and
overloads, user surveys on the desirability of such
an initiative, and the impacts ofgreatertraffic
volumes on directly affected municipal roads and
communities.
TransLink's Strategic Transportation Plan suggests
that a Fraser River fixed link crossing east of the
Port Mann Bridge should be implemented in the
next five to ten years. GVRD plans and provincial
plans also identify the need for this link.
TransLink currently operates the Albion ferry in
this area, but the ferry's capacity is inadequate
and there are significant delays for this travel
movement.
Item 5.1—Proposed Motion Regarding Northeast
Sector SkyTrain Extension
(Note: this item was not included in the original
agenda.)
The Board considered a motion tabled by Director
Kingsbury regarding the Board's approval of
recommendations for the Northeast Sector
SkyTrain Extension. (July 26 Board meeting—Item
3.4.3, titled Preferred Alignment of Northeast
Sector SkyTrain Extension.}
The Board approved the following modifications
to the language of the recommendations in the
aforementioned report:
• A clause was included to note that the entire
alignment and station location process is subject
to environmental review and preliminary
engineering analysis;
• Section 4 i) was modified to read: That the
Board approve the tunnel alignment (Option B)
that travels under the Seaview neighbourhood
and the Bamet Highway with a lower portal on
Vintner Street,
• Section 5 ii) was modified to read: wThat the
Board approve two station locations in the
general vicinity of the proposed south alignment
stations, Moody Centre Station and Inlet Centre,
and request the RTP 2000 to investigate station
location preferences put forward by Port Moody
withconsiderationof the modal integration.
For complete information see our website at: www.translink.bc.ca
To: TransLink Board of Directors
From: Ken Dobell, Chief Executive Officer
Date: July 10, 2000
Subject: Possible Fraser River Crossing
Staff Recommendation:
Endorse in princi1e the development of a tolled high capacity crossing of the
Fraser in the 200 St corridor, or a variant that would connect further west on the
south side, with final approval subject to the results of the studies outlined in
point 2 below.
Authorize the CEO to initiate detailed technical and planning studies required to
confirm the feasibility and desirability of such a crossing, and to develop
recommendations on the optimum configuration, design, related improvements, and
financing and development strategy, such studies to include:
• detailed analyses of traffic patterns and connecting road upgrade and
interchange strategies and requirements
• broader road network opportunities and development plans, particularly in
relation to the planned South Fraser Perimeter road and Highway 15
improvements in the south and the Lougheed Highway on the north
• related transit opportunities and strategies, in relation to utilization of the West
Coast Express and also new north-south bus service potential
• bicycle capacity requirements to maintain and improve networks and cross-
river links
• financing and development strategies, including analyses of tolling
alternatives and impacts, targets and rationale for municipal, provincial and
federal govenmeiit contnbutions-or--cost-shanng agreements, scopêof the
- overall project to be funded, and role for the private sector
• geo-technical and structural analyses, the detailed extent of which depending
on the bidding strategy and role of private sector to be employed.
Instruct the CEO to bring forward specific recommendations, no later than
September 2001, for the crossing and related project implementation plan based
on the results of the foregoing studies and consultation with the affected
municipalities.
Request the directly affected municipalities and the provincial government to
consult and work with TransLink to reduce the likelihood of implementation of
developments or projects which could compromise or significantly escalate the
costs of a 200 St. crossing and connecting road network.
Instruct the CEO to develop, for the attention of the Board no later than December
of this year, recommendations on whether to proceed with plans to expand the
Albion ferry capacity on a user-financed basis, taking into account the level of the
required crossing charge, impacts on ferry use and overloads, user surveys on the
desirability of such an initiative, and the impacts of greater traffic volumes on
directly affected municipal roads and communities.
i asiii
This report presents the results of an analysis (described in the attached report) of the
potential for a Fraser River Crossing. The analysis was conducted by Dr. Marvin
Shaffer on behalf of TransLink, and recommends that next steps be approved as set
out in the staff recommendations.
BACKGROUND
TransLink' s strategic plan suggests that a Fraser River fixed link crossing east of the
Port Mann Bridge should be implemented in the next five to ten years. GVRD plans
and Provincial plans also identif' the need for this link.
TransLink currently operates the Albion ferry, which serves this travel movement, but
has inadequate capacity to meet the demand, leading to significant delays for this
travel movement.
DISCUSSION
The analysis in the attached report demonstrates that a crossing is desirable; that the
demand is such that the cost of the bridge could likely be supported by a reasonable
tolling system; and that it is probable that a suitable facility could be implemented
which would be acceptable to (and in some cases, strongly supported by) the involved
municipalities.
The report identifies the need to carry out additional analyses to demonstrate the need
for and feasibility of the facility, and develop further details of possible
configurations. In addition, it suggests that private sector involvement may play a
useful role through a public-private partnership, and that this should be evaluated
while additional analysis is undertaken. Depending upon this evaluation, further
development work may be undertaken by TransLink, or by private partners through a
public-private partnership process.
In addition, the report notes that such a project would take some time to implement,
and suggests that in the meantime, it may be feasible to increase the size of the
current ferries to provide relief to the excessive congestion, again on a cost
recoverable (tolled) basis. The ferries are now free, but the potential to reduce delays
significantly may make a small toll acceptable to users.
Dr. Shaffer's report sets out recommendations to continue the investigation of both
the fixed link crossing and the expanded ferry system. Staff support these
recommendations.
ALTERNATIVES
The Board could choose not to pursue either the fixed link crossing or the possible
expansion of the existing feny system, or neither. Given the high demand for a
significant crossing in this area, and the opportunity to link it with other desirable
system expansions, which might also be tolled (such as the South Fraser Perimeter
Road), there is every reason to pursue further work on the project. Given that
existing congestion levels at the Albion Ferry are very high, and that expansion may
be cost recoverable even in an interim period prior to construction of a fixed link,
there is every reason to pursue this possibility.
CONCLUSION
The study conducted by Dr. Shaffer demonstrates the desirability of the crossing and
suggests that it can be developed as a tolled facility with full cost recovery. An
interim improvement in the Albion Ferry operation may also be cost recoverable.
The Chief Executive Officer recommends approval of the recommendations of this
report, which will lead to further investigation of both proposals.
September 6, 2000
Fraser River Crossing
Background
TransLink currently operates the Albion ferry service cormecting the municipalities of
Maple Ridge (at Albion) and Langley (at Fort Langley). The ferry service provides
the only crossing of the Fraser River between the Port Mann and Mission bridges.
Fraser River Marine Transportation, TransLink's ferry subsidiary, operates two
vessels, each with a capacity of 26 automobile units and 100 passengers. The service
runs between 5:00 am and 1:30 am at fifteen minute intervals for all but the early
morning and late evening hours when it runs every 30 minutes. There is no user
charge for the crossing and the annual cost of operations for this year is budgeted at
$4.3 million.
The service is heavily used. In 1999, it carried 1.36 million vehicles and 2.2 million
passengers. The small vessels, however, do not provide sufficient capacity to meet
the demand. There were overflows for over 75% of the crossings in 1999, with
vehicles having to wait one or more crossings. During peak hours the lineups often
cause waits of over 4 sailings, i.e., over one hour, and divert traffic that would
otherwise use the service to the Port Mann or Mission bridge.
TransLink's Strategic Transportation Plan calls for the development of a new fixed
link crossing of the Fraser within the next 5 to 10 years. Such a facility was also
identified in the GVRD's 1993 Transport 2021 Regional Transportation Plan and
BCTFA's 1997 Lower Mainland Highway System Report. It has long been sought by
affected municipalities, particularly Maple Ridge and Pitt Meadows on the north
shore.
The purpose of this report is to outline a strategy for the development of a new bridge
over the Fraser, east of the Port Mann bridge, in accordance with TransLink's
Strategic Transportation Plan and in the context of broader road network and multi-
modal transportation plans and opportunities for that area. The report also considers
and presents recommendations on proposed improvements to the ferry service
designed to provide interim relief to the current congestion.
Fraser River Crossing Planning and Evaluation Study
In 1999, Dillon Consulting Limited completed a study for MoTH that developed and
evaluated Fraser River Crossing options in four alternative corridors east of the Port
Mann bridge: (i) Barnston—between 176 or 184 Street in Surrey to a point east or
west of the Pitt Meadows airport; (ii) 200" St--between 200th Street in Langley and
Maple Meadows Way in Pitt Meadows; (iii) Cottonwood—between 216 Street in
Langley and 232 Street in Maple Ridge; and (iv) Albion—belween the existing feny
terminal sites at Fort Langley and Albion. (see Figure)
01/
I
Fraser River Crossing Options
High capacity (four lane, urban expressway) options were developed for Bamston,
200th St. and Cottonwood. Because of its proximity to the Pitt Meadows airport, the
Bamston option requires a tunnel under the Fraser. High level bridges (cable stay,
like the Alex Fraser) were assumed for the 2001h St. and Cottonwood crossings. Low
capacity (two lane) options were developed for Cottonwood and Albion. They
involved relatively low level fixed bridges, or very low level bridges with opening
spans.
The Dillon study developed conceptual design and cost estimates, and traffic flow,
origin-destination and benefit estimates for the different options. It also provided
overview geo-technical and environmental assessments.
The Dillon study was limited in a number of important respects. The cost estimates
were preliminary; they were developed for comparative, not budget purposes. Much
more technical work is required for firm cost estimates. As well, the impact on
existing municipal roads and arterials and related upgrade costs was not addressed.
Only new road and interchge requirements were-ine1uded Tietraffic modelling
work was done for a 2021 planning year, and incorporated assumptions (such as the
twinning of the Port Mann) that may not prove correct, and certainly won't be valid
for the medium term. It was assumed that the bridge would be tolled, but the
technology, costs and revenues were not addressed. The environmental overview was
incomplete and the significance of the environmental issues identified in the report
was not assessed.
Despite the limitations, the Dillon study reached a number of important conclusions:
Fhere is significant demand for a high capacity crossing. All of the options would
be operating at or near capacity in the peak period in the 2021 planning year that
was modelled, even with a twinned Port Mann bridge.
The benefits of a new crossing, measured primarily in terms of time savings, far
exceed the estimated costs.
The traffic volumes (estimated for 2021 at some 25 to 30 million crossings per
year even with a toll) suggest that the bridge could be user-financed with a
relatively modest toll.
The primary use of a new crossing in the peak direction would be for travel
originating in Pitt Meadows! Maple Ridge and destined for Surrey or Langley.
The Dillon study also set out, at an overview level, the relative advantages and
disadvantages of the different options.
Of the high capacity options, the 200th St. crossing best serves the predominant
travel demand.
The Barnston crossing, with its tunnel requirement, was the most expensive.
Because of its higher cost and its estimated lower benefits, as well as the
geotechnical concerns that it raises, Dillon concluded it should not be considered
further.
Cottonwood was estimated to be less costly than the 200th St. crossing because a
lower height span could be developed and still meet Navigable Waters
requirements on the river. Dillon found, however, that the cost savings did not
offset the greater benefits estimated for 200 St.
Dillon found significant benefit from the low level, low capacity options.
However, Dillon concluded that Albion should be dropped from further
consideration because a two lane bridge did not provide the capacity required for
the medium to long term, and Albion was not a suitable location to expand to a
larger facility. The traffic impacts of even a two lane crossing, let alone four,
would be very problematic for Fort Langley. As well, the Albion crossing is too
far east to provide maximum benefits for the identified predominant travel
demand that a new bridge would serve. A low level Cottonwood crossing could
be considered, particularly as a first stage in a larger capacity development.
Municipal and GVRD Staff Comments
Staff from Maple Ridge, Pitt Meadows, Port Coquitlam, Coquitlam, Langley
Township, the City of Langley, Surrey and the GVRD were consulted on the Fraser
Crossing alternatives. There was general support for the development of a new
crossing and near unanimous support for the 200th St. corridor. Albion was
recognized as problematic because of traffic impacts and major road upgrade
requirements on both ends. It would not in the end be a quick, low cost option.
Cottonwood was seen as very problematic because of the regional parks it would
impact on both the north and south ends of the bridge. On the north end of the
proposed bridge alignment is Kanaka Creek park. The bridge deck would likely be
above the park, but there would still be significant visual impacts and concerns. On
the south end, the bridge would land at Derby Reach, the site of the original Ft.
Langley with, in the view of municipal and regional park staff, very destructive
impacts on a heritage site of provincial significance.
While there was support for the 2001h St. corridor, there were some concerns.
Langley township staff in particular noted that the Dillon study did not address the
upgrade requirements required to connect that bridge to Highway 1, including
redesign of the planned 2001h St interchange, which could not in its present design
accommodate the traffic a bridge would generate. Further, they noted that Dillon did
not consider a variant to the 200th St crossing that would connect the bridge on the
south end more directly to the planned South Fraser Perimeter road and Highway 15
improvements. Such an option could avoid costly improvements that would
otherwise be required, and would provide key network links to Surrey, the border,
and Hwy 91.
Other concerns were raised as well. Impacts of a new crossing at 200th St. on the
Lougheed Highway and Pitt River bridges require study. With respect to the Pitt
River bridge, while the new crossing might provide some relief in the peak direction,
it could increase congestion in the counterfiow direction if traffic from Port
Coquitlam and Coquitlam diverts from the Port Mann to the new bridge.
Opportunities for HOV and HPV improvements need to be considered, particularly if
the new crossing is used in conjunction with the Barnett Hastings to avoid the Port
Mann for travel between south of the river and north Bumaby or east Vancouver.
Environmental issues require study. Potential groundwater impacts on the Walnut
Grove aquifer was specifically cited as a concern. Opportunities for new access to
and use of West Coast Express should be considered. Opportunities for bicycle
capacity also need consideration. The termination of the Albion service would
eliminate a key link in an emerging bicycle network connecting major routes on both
sides of the river. Some continuing ferry service or bicycle capacity on a new
crossing would be needed.
Some concern was raised that this initiative should not cause any delay in other
important road projects in the region. It was recognized and generally accepted,
however, that a toll could be instituted to pay for the bridge. More detailed study is
required to forecast traffic volumes and potential toll revenues as well as to consider
how that tolling would be implemented.
It was noted that from the perspective of the Livable Region Plan, the new crossing
should provide a north-south link between the established and growing communities
on both sides of the river. It should not be designed to augment east-west capacity,
encouraging further sprawl up the valley or north shore.
TransLink Modelling
Because the Dillon study forecast volumes and benefits for a 2021 planning year, and
because some of their assumptions (eg, concerning the Port Mann and region-wide
TDM) may not prove correct, TransLink Strategic Planning staff undertook an
assessment of travel demand and benefits for a 2006 planning year, based on more
current assumptions. Their report is attached.
While the planning staff report is preliminary, and more cases warrant investigation,
their results are broadly consistent with the results in the Dillon study. Specifically
they found that a two lane Albion crossing would be operating near capacity in the
am peak as early as 2006. The four lane crossings would carry almost double that
amount of traffic, operating at about 70% of capacity in the medium term. The
predominant travel demand served is again found to be traffic between Pitt Meadows/
Maple Ridge and Surrey! Langley. This demand is best served by the 2001I St.
crossing. While the predominant demand is the same for all of the options, the
further east the crossing, the more will it carry traffic originating in Mission or
Abbotsford.
Like the Dillon study, the 2001h St. crossing exhibits greater benefits than Cottonwood
(or the Barnston hybrid they studied), but the analysts caution the differences are
relatively small and within the potential error of the estimates. They also depend
critically on the assumed arterial connections, which require further study. The travel
benefits they calculate are less than in the Dillon study, but would still far exceed
costs over the life of the project.
The cases they examined assumed a $1 toll, which together with Albion ferry savings
could support capital expenditure in excess of $250 million based on 2006 volumes.
A $2 toll would have some impact on traffic patterns but would still generate
additional revenues, supporting additional capital expenditures as may be required for
the project, including road network connections. Growing volumes over time would
also generate additional revenues.
Road Network and Multi-Modal Issues and Opportunities
While a new crossing would primarily serve traffic between Maple Ridge! Pitt
Meadows and Surrey! Langley, it can link up with existing and planned new networks
facilitating efficient goods and passenger travel in the region. On the south side, a
200 St. crossing, or variant of that crossing connecting further west, provides the
opportunity to develop key network links with Highway 15, providing direct access to
the border, and the planned south Fraser perimeter road, providing access to Highway
91 and the 91 freeway network. On the north side, the key network link would be
with the Lougheed and the various networks it serves.
The crossing would also provide direct access for Langley and Aldergrove residents
to the West Coast Express station in Pitt Meadows. Bus and HOV links over the
bridge could provide attractive options for commuters to downtown, as well as
increase the utilization of the West Coast service.
There are also bicycle network issues and opportunities to consider, specifically in
relation to the need to maintain links between the growing networks on both sides of
the river, links that currently depend on the Albion service. A 200I St. crossing
raises the opportunity to connect the south side network from Derby Reach to that
bridge location as well as provide a northern destination for the growing network in
Surrey.
Little work has been done to date on the broader road network and multi-modal issues
and opportunities a new crossing would raise. This does require careful consideration
in order to optimally design and maximize the benefits of the crossing, and to identify
the other improvements required.
Financing and Development Strategy
A new crossing would provide users significant benefit in reduced travel times.
Dillon estimated the benefits of a 2001h St. crossing in the order of $1.6 billion. While
that estimate may be high, it is clear the benefits are substantial. Capturing even a
relatively small percentage of those benefits from the users, particularly if combined
with contributions from the provincial and federal governments based on the benefits
to the provincial highway system and goods movement in the region, would enable
the bridge and possibly related improvements to be self-financed.
While users would no doubt prefer a new crossing with no charge, instituting a toll
would greatly facilitate the early development of the new crossing and critically
important rçlated infrastructure. Without a toll, the Board would have to consider to a
much greater degree whether this project warranted development prior to other
projects in the region competing for TransLink's limited general funds. Users will be
better off with the new crossing, properly funded and built with a toll, than without a
bridge for an extended period of time. Furthermore, this is an instance where users
would have the option of using the Port Mann (or for some the Mission bridge) if they
wished to avoid a toll. It is a project where tolling is arguably better for all.
Instituting tolling, however, does raise a number of issues. There is a question of
what level of toll, or principles to apply. There is the question of what role or risks, if
any, TransLink would want to share or transfer to private developers. There is a
question of whether the crossing should be developed and tolled on its own, or as part
of a broader package of related improvements. Tolling technology has to be
determined, including consideration of how tolling on other projects, if such were to
be instituted, could be integrated.
Related to these issues is consideration of the nature of the bids TransLink would be
seeking for this development---- whether it would be design-build, with TransLink
ownership and operation, or privately developed and operated, subject to cost-of-
service based tolls', or even a franchise arrangement with market-determined tolls
subject to volume requirements 2 . The nature and extent of the specifications that
have to be determined depend very much on the strategy being pursued.
The Ferry Service
Any new crossing of the Fraser will take several years to build. Technical work is
required, connecting road network and multi-modal issues have to be addressed,
environmental studies and approvals are needed. Agreements with directly affected
municipalities would have to be developed. If tolls are to be employed, policy and
technology decisions must be made. It is likely a new bridge could not be constructed
and brought in-service for at least five years from now. The earliest feasible in-
service date would be at least four years out. In the interim, the ferry service will
continue to offer the only crossing between the Port Mann and the Mission bridges.
The current service is clearly inadequate to meet the demand. While that demand
won't be adequately met without a new crossing, some relief to the current congestion
is possible by expanding the ferry capacity. Fraser River Marine Transportation has
put forward a proposal to double its vessels' capacity using the same cut and expand
technique BC Ferries' used on some of its older vessels. The expansion could be
completed over two months with a spare vessel from BC Ferries used during the
construction period to minimize disruption to service. The capital cost has been
estimated at $3.5 million per vessel.
Previous surveys have indicated that users of the Albion service would be willing to
pay a fee for improved service. If users would be willing to pay $1 to $2 per vehicle
crossing (e.g., $1 off-peak, $2 on-peak), expansion of the ferries could be undertaken
and paid off before a new bridge is brought in-service. While the expanded capacity
would draw more users 3 , one could still expect a significant reduction in overflows
and waiting times.
Over the long term, a new crossing would eliminate the need for the ferry service, and
it would be difficult to justify a continuing subsidy for it. However, there could still
be a demand for it, particularly for local travel between the north shore and Fort
Langley area. If there were sufficient users and if the service could be reconfigured
to meet this demand, it is possible that the service could be largely self-supporting
with an acceptable fee. Under such circumstances, there would be no need to
discontinue the service. Otherwise, the service would logically be terminated. In
either case, the current subsidy would no longer be required.
'Like the Confederation bridge to PEI.
2 Like Highway 407 in Toronto.
The TransLink Planning staff study indicated that the doubling of capacity would increase peak
volumes by some 60%.
Conclusions and Recommendations
The foregoing suggests the following:
There would be significant net benefit from the development of a new crossing of
the Fraser. While the exact magnitude of the benefits and the costs are uncertain,
it would appear that the benefits will exceed the costs by a wide margin.
The 2001h St. crossing, or a variant of it connecting further west on the south side,
would appear to be the best option. A low level crossing at Albion would not
meet the demand and could not be readily expanded to do so. A low or high level
crossing at Cottonwood is not optimally located to meet the predominant demand.
Also, it would directly impact two regional parks, with arguably very destructive
effects on the south side. A tunnel west 0f2ØØthI St. (Dillon's Barnston option) is
high cost, without offsetting benefit.
While the 200 St. crossing or variant appears best, it does require further study to
confirm bridge costs, and to determine connecting road upgrade requirements and
costs, environmental impacts and mitigation requirements, related road network
and multi-modal plans, and financing and development strategies. A decision to
proceed has to await the results of that work.
Until a new crossing is developed, the only opportunity to relieve congestion is to
expand the Albion ferry capacity. A crossing charge would enable this to be
implemented with no additional subsidy of the service.
It is therefore recommended that the Board:
Endorse in principle the development of a tolled high capacity crossing of the
Fraser in the 200 St corridor, or a variant that would connect further west on the
south side, with final approval subject to the results of the studies outlined in
point 2 below.
Authorize the CEO to initiate detailed technical and planning studies required to
confirm the feasibility and desirability of such a crossing, and to develop
recommendations on the optimum configuration, design, related improvements,
and financing and development strategy, such studies to include:
—detailed analyses of traffic patterns and connecting road upgrade and interchange
strategies and requirements
—broader road network opportunities and development plans, particularly in
relation to the planned South Fraser Perimeter road and Highway 15
improvements in the south and the Lougheed Highway on the north
—related transit opportunities and strategies, in relation to utilization of the West
Coast Express and also new north-south bus service potential
—bicycle capacity requirements to maintain and improve networks and cross-river
links
—financing and development strategies, including analyses of tolling alternatives
and impacts, targets and rationale for municipal, provincial and federal
government contributions or cost sharing agreements, scope of the overall project
to be funded, and role for the private sector
—geo-technical and structural analyses, the detailed extent of which depending on
the bidding strategy and role of private sector to be employed.
Instruct the CEO to bring forward specific recommendations, no later than
September 2001, for the crossing and related project implementation plan based
on the results of the foregoing studies and consultation with the affected
municipalities.
Request the directly affected municipalities and the provincial government to
consult and work with TransLink to reduce the likelihood of implementation of
developments or projects which could compromise or significantly escalate the
costs of a 200 St. crossing and connecting road network".
Instruct the CEO to develop, for the attention of the Board no later than December
of this year, recommendations on whether to proceed with plans to expand the
Albion ferry capacity on a user-financed basis, taking into account the level of the
required crossing charge, impacts on ferry use and overloads, user surveys on the
desirability of such an initiative, and the impacts of greater traffic volumes on
directly affected municipal roads and communities.
Council Meeting Minutes
March 28, 2000
Page 26
RIO 0- 192 MOVED by Councillor King
Beverage SECONDED by Councillor Isaac
Containers
that the memorandum from the Union of British Columbia Municipalities
Environment Committee dated March 8, 2000 advising of new charges
on beverage containers be received; and further
that letters be written to Premier Ujjal Dosanjh, the Honorable Joan
Sawicki, Minister of Environment, Land and Parks, and the local
Members of the Legislative Assembly indicating that:
• The imposition of an 'extra fee' on consumers by the beverage
container industry is not supported and that action be taken to stop
these additional charges from being imposed;
• The beverage container industry be required to clearly justify in a
transparent fashion any future environmental fee increases on its
products to the public before an increase is implemented;
• The deposit/refund system be the only method that the beverage
container industry be permitted to use to recover its recycling costs
from the consumer.
• The deposit for beverage containers of one litre or less, be ten cents
so that there is some consistency.
CARRIED
09.06 Other Committee Issues
09.06.0 1 Translink Strategy
Reference was made to the staff report dated March 16, 2000 recommending that
Council submit their comments to the Translink Board regarding the Translink
Strategy:.
R/OO- 193 MOVED by Councillor King
Translink SECONDED by Councillor Isaac
Strategy
that the staff report entitled, TransLink Strategy, dated March 16, 2000 be
received and that a letter be forwarded to the TransLink Board with the
following recommendations:
1. That the District of Maple Ridge supports the approach being taken
by TransLink with respect to the Fraser River Crossing and urges the
Council Meeting Minutes
March 28, 2000
Page 27
development of a timely implementation plan to achieve the
structure by 2006;
That the District of Maple Ridge recommends improvements to the
Albion Ferry Service be explored and implemented as an interim
measure until a bridge is constructed;
That Translink proceed with planned improvements to the transit
service in Maple Ridge including a new Express Bus Service,
community shuttle bus service, the addition of another train bus and
improvements to existing connections to Coquitlam Centre. It is
further recommended that TransLink develop an improved transit
passenger facility adjacent to the town centre redevelopment in
2001. The development of a Transit Plan for Maple Ridge should
proceed as soon as possible;
That Translink implement a sixth train in 2002 and that the
development of an Albion station be explored;
That the District of Maple Ridge fully supports the Major Road
Network (MRN) and commensurate funding formulas and urges that
TransLink funding commitments for the MRN be maintained.
Funding for capital projects related to the MRN, as planned, are
appropriate. The District also requests that Abernethy Way to 232
Street or the Maple Ridge Town Centre be included in the MRN;
That in the absence of other effective alternatives, the District has
concerns over planned West Coast Express fare increases for Maple
Ridge residents and TransLink Strategy wording which suggests the
planned addition of a sixth train in 2002 could be delayed; and
That vehicle charges should be distributed uniformly and not cost
residents of Maple Ridge more than residents of other parts of the
region.
CARRIED
09.06.02 Equipment Replacement - One Ton Walk-in Van
Reference was made to the staff report dated March 17, 2000 in support of the
following recommendation contained therein:
RI00-194 MOVED by Councillor King
Walk-in Van SECONDED by Councillor Speirs
tender
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor Al Hogarth DATE: March 16, 2000
and Members of Council FILE NO:
FROM: Chief Administrative Officer ATTN: Council Staff Workshop
SUBJECT: TransLink Strategy
- SUMMAR-Y:
The draft TransLink Strategic Plan will be forwarded to the TransLink Board for ratification in
the near future. This report summarizes issues of relevance to the District of Maple Ridge. It is
recommended that Council submit their comments to the TransLink Board for it consideration
RECOMMENDATION:
It is recommended that:
The District of Maple Ridge support the approach being taken by TransLink with
respect to the Fraser River Crossing and urge the development of a timely
implementation plan to achieve the structure by 2006.
The District of Maple Ridge recommends improvements to the Albion Ferry
Service be explored and implemented as an interim measure until a bridge is
constructed.
TransLink proceed with planned improvements to the transit service in Maple
Ridge including a new Express Bus Service, community shuttle bus service, the
addition of another train bus and improvements to existing connections to
Coquitlam Centre. It is further recommended that TransLink develop an
improved transit passenger facility adjacent to the town centre redevelopment in
2001. The development of a Transit Plan for Maple Ridge should proceed as soon
as possible.
That TransLink implement a sixth train in 2002 and that the development of an
The District of Maple Ridge fully supports the Major Road Network and
commensurate funding formulas and urges that TransLink funding commitments
for the MRN be maintained. Funding for capital projects related to the MRN, as
planned, are appropriate. The District also requests that Abernethy Way to 232
or the Maple Ridge Town Centre be included in the MRN.
6. In the absence of other effective alternatives, Maple Ridge has concerns over
planned West Coast Express fare increases for Maple Ridge residents and
TransLink Strategy wording which suggests the planned addition of a sixth train
in. 2002 could be delayed.
7. Vehicle charges should be distributed uniformly and not cost residents of Maple
Ridge more than residents of other parts of the region.
BACKGROUND:
General Comments:
The creation of TransLink in 1999 was endorsed by municipalities throughout the Greater
Vancouver Regional District (GVRD) in an effort to address the many transportation issues
facing the region. TransLink has taken over responsibility for public transit (buses, SkyTrain,
West Coast Express, Seabus, Albion Ferry, etc.) as well as numerous "downloaded" roads from
the Province and is a funding partner for the maintenance and capital improvements of many
"uploaded" roads under municipal jurisdiction.
While the largest portion of TransLink resources are allocated to public transit, TransLink is in
fart responsible to ensure an efficient and effective multi-modal transportation system throughout
all of the GVRD. As such, it is important that the TransLink Strategy reflects an appropriate
balance of emphasis on each of the modes of transportation and an appropriate allocation of
resources to all quarters of the region. It is imperative that all municipalities feel that their
citizens are receiving "fair value" and that the differing transportation needs of each sub-region
of the GVRD are being satisfactorily addressed.
Recognizing that municipal interests are important, it is also imperative that TransLink maintain
a regional perspective that ensures the greater good is achieved. This is an important principle in
ensuring strategic inter-municipal transportation corridors are identified, designed, and
maintained to meet the needs of commuters, transit, and the movement of goods. Transportation
infrastructure not only needs to respond to the peak commuter demand times, it should support
the overall growth philosophy of the Liveable Region Strategic Plan. Just as transportation and
land use planning are closely related, so too is the economic viability of the region directly tied to
the regional transportation system. Without investment in strategic transportation facilities, the
region will lose its competitive advantage over other urban centres. The TransLink Plan
identifies a number of strategic major capital projects, including a Fraser River crossing, which
reflect a regional significance and should be supported.
Maple Ridge Issues:
Before providing specific comments on the TransLink Strategy, the following summarizes the status of
municipal transportation policy.
Corporate Strategic Plan
Transportation is recognized as one of the most important issues facing the District of Maple
Ridge. The 2000 Corporate Strategic Plan for the District identifies transportation as a strategic
focus area with the following two objectives:
-2-
Maintain and enhance a multi-modal transportation system within Maple Ridge to provide
citizens with safe, efficient alternatives for the movement of individuals and goods.
In cooperation with the Regional stake holders, idenrfying improvements to the inter-
municipal transportation system with Greater Vancouver. Greater Vancouver Regional
District
Official Community Plan
The Official Community Plan adopted in 1996 sets out the following transportation policies:
Policy: Maple Ridge will encourage the development of an integrated, multi-modal
transportation system based upon the long-term interests of the community, the
economy, and the environment.
Policy: Maple Ridge will encourage the development of an efficient public transit
system in order to link community cores with each other and the town centre,
and interlink major employment areas with residences. This system will include
linkages with other modes of transportation, convenient routing, and provision
of appropriate facilities.
Plans for new urban areas are to be considered in consultation with B.C.
Transit to ensure the provision of convenient routing and appropriate facilities.
Policy: Maple Ridge, in cooperation with B.C. Transit will promote efficient transit
services within communities focusing on movement of people from outlying
areas into the town centre, and between community commercial centres, and
employment centres.
Policy: Maple Ridge will designate a location for a public transit depot in the town
centre and explore the possibility of a coordinated approach with out transit
service providers.
Policy: Maple Ridge will define and plan for transportation improvements which keep
pace with development.
Policy:
Maple Ridge supports priority treatment for public transit for inter-regional
movement, and supports improvements to local service and facilities.
Policy: Maple Ridge will encourage decisions on transportation improvements to
include the accommodation of alternative modes of movement to the automobile
such as by pedestrians, bicycles, and by public transit.
Policy: Maple Ridge 's main focus is to provide an adequate system of local roads
building upon the existing grid system and to complete the major arterial
network in a grid where appropriate.
Policy:
MapleRidge will encourage the protection of major highway corridors and will
work with senior levels of government to assist in this regard. The major
-3-
highway bridge corridor under study is shown on the Transportation Network
Plan Schedule "C."
Policy: Maple Ridge regards the following major transportation facilities as priorities:
• a Fraser River bridge crossing including HOV lanes;
• enhancement of inter-regional bus connections;
• enhancement of commuter rail;
• development of a continuous high occupancy vehicle and bus lane network
to the west and east along Lou gheed Highway; and
• major highway connection to the industrial reserve area with a new
connecting road to Golden Ears Park
Policy:
Maple Ridge encourages pedestrian routes that link local destinations, and will
encourage a continuous separated pedestrian system in higher density areas.
Maple Ridge will also undertake to secure a major pedestrian trail network.
Policy: In order to more fully integrate bicycle uses into the transportation planning
process, Maple Ridge will support and implement bikeways standards and
guidelines referred to in the Bikeways Plan in the planning of municipal roads.
Policy:
Maple Ridge will encourage the use of the Fraser River for transportation
purposes such as:
• the trans-shipment of industrial goods and raw materials;
• for recreation; and
• for tourism.
Policy:
Maple Ridge supports the maintenance and enhancement of the equestrian trail
network. The trail network is generally as shown on Schedule "F."
Policy:
Maple Ridge will promote community education programs and initiatives for
vehicle trip reduction.
Municipal Transportation Plan
In June 1998, the District of Maple Ridge and Pitt Meadows undertook to develop a
Transportation Plan. While considerable background work has been done, the Fraser River
crossing issue has been a major complicating factor resulting in a delay of the final product. It is
currently understood that the Cottonwood and 200th Street corridors require further analysis.
Each of these locations has significantly different implications for the local transportation
system. Staff will be proceeding to prepare a Transportation Plan incorporating both options,
though a timely resolution on the location for the bridge is very desirable.
A
TransLink Strategy:
The TransLink Strategy touches on a number of issues of relevance to the District of Maple
Ridge. Using the foregoing as background information, staff submit the following comments for
Council consideration.
Fraser River Crossing - the Fraser River Crossing is the single most important transportation
issue for the District of Maple Ridge. The impacts of a new bridge are significant and the
consequences of not having the bridge are equally important. The combined populations of Pitt
Meadows and Maple Ridge now exceed 80,000 with a sizeable part of the work force commuting
to other parts of the region via Highway 7 and the Pitt River Bridge. The Pitt River Bridge is a
swing structure with periodic interruptions and significant capacity limitations in the afternoon
westbound peak period.
The Albion Ferry provides for up to 250 vehicles per hour but represents a relatively small
percentage of vehicle trips. According to Dillon Consulting, forecasts indicate demand
exceeding 4,000 vehicles for a high level structure and 2250 vehicles per hour for a low level
structure.
Access limitations to Maple Ridge are curtailing employment growth and the community's
ability to create a balanced tax base, strong regional town centre, and complete community as per
the Livable Regional Plan.
The recently released Dillon Consulting Study has narrowed the possible corridors for the
crossing from four to two. District Council, at its February 29, 2000 meeting, has passed the
following resolution regarding the bridge status:
That Municipal Council of the District of Maple Ridge strongly supports the Fraser River
crossing and commends the leadership of both TransLink and the Ministry of
Transportation and Highways in achieving this objective;
That the District of Maple Ridge urge the Provincial and Regional authorities to complete
a more thorough analysis in a timely manner in order that the bridge construction can be
planned and completed within six years;
And further;
That upgrading of the existing ferry service at Albion, and possibly other locations, be
considered as an interim step prior to achieving a bridge facility.
The TransLink Strategy identifies the Fraser River Crossing as one of seven major capital
projects of regional significance and states an implementation plan for each of its projects
will be developed. TransLink is expected to take a lead role in achieved a bridge and the
District needs to work closely with that agency to achieve the structure in a timely manner.
-5-
RECOMMENDATION:
That the District of Maple Ridge support the approach being taken by TransLink
with respect to the Fraser River Crossing and urges the development of a timely
implementation plan to achieve the structure by 2006.
Albion Ferry - The TransLink Strategy recognizes the Albion Ferry Service will continue
into the medium term (i.e. 5 to 10 years) and supports short term initiatives to enhance the
service.
RECOMMENDATION
The District of Maple Ridge recommends improvements to the Albion Ferry Service
be explored and implemented as an interim measure until a bridge is constructed.
Bus Service Improvements - Maple Ridge/Pitt Meadows is scheduled for an Area Transit
Plan to be prepared for 2001. This will afford both Districts an opportunity to develop
detailed Transit strategies related to routes, schedules and other aspects of Transit Service.
The District of Maple Ridge is promoting a "hub" concept focussed on the development
and improved transit facility adjacent to the downtown core project. In the interim, it is
understood that a number of bus service improvements are scheduled to take place
including the implementation of a community shuttle service, Barnet Highway Express Bus
(2003), improved service to Coquitlam Centre and the possible addition of another train
bus.
RECOMMENDATION
That TransLink proceed with planned improvements to the transit service in Maple
Ridge including a new Express Bus Service, community shuttle bus service, the
addition of another train bus and improvements to existing connections to Coquitlam
Centre. It is further recommended that TransLink develop an improved transit
passenger facility adjacent to the town centre redevelopment in 2001. The
development of a Transit Plan for Maple Ridge should proceed as soon as possible.
West Coast Express - The West Coast Express is an important part of the public
transportation system serving a number of communities. The addition of passenger cars in
2000 is a welcome improvement to the service. Maple Ridge does not have an extensive
amount of public transit alternatives (i.e. 'Skytrain,B-Line, etc.) and, as such, West Coast
Express is a vital link to the downtown area. Staff have some concern regarding the
wording of action 4.2.7, page 23 and suggest that commitments be sought for the
implementation of a sixth train in 2002. It is further recommended that the development of
an Albion Station be explored.
RECOMMENDATION
That TransLink implement a sixth train in 2002 and that the development of an
Albion station be explored.
Major Road Network (MRN) - The TransLink funded major road network in Maple
Ridge includes portions of Dewdney Trunk Road, 232 Street, Fern Crescent, Lougheed
Highway (between 222 And 232) and River Road. TransLink funds operation and
maintenance expenses of these routes as well as provides capital funding for improvements
meeting criteria in support of their function as the regions most important regional roads.
Overall, the implementation of the MRN has been a positive step in improving the planning
and funding of minor capital improvements of these roadways.
The TransLink Plan calls for increased funding for strategic capital projects, which will
improve the mobility of trucks, buses and passenger vehicles throughout the region. In
staffs estimation this is a positive reflection of the multi model transportation role
TransLink must play and should be fully supported. Commitments for funding of the MRN
need to be achieved and funding allocations properly balanced between road and transit
priorities.
The District of Maple Ridge has submitted a request to extend Old Dewdney Trunk Road in
Pitt Meadows to the Maple Ridge Regional Town Center on 232 Street and a decision on
further road additions to the MRN have been deferred one year. This is a strategic
commuter corridor not unlike other routes on the south side of Fraser River and should be
included in the MRN.
RECOMMENDATION
The District of Maple Ridge fully supports the Major Road Network and
commensurate funding formulas and urges that TransLink funding commitments for
the MRN be maintained. Funding for capital projects related to the MRN, as
planned, are appropriate. The District also requests that Abernethy Way to 232 or
the Maple Ridge Town Centre be included in the MRN.
Other Observations and Conclusions - It is recognized that improvements to the
transportation system require adequate funding sources and should be built on an integrated
framework of business plans. At the same time, user fees should be structured to
encourage/facilitate use and achieve the ultimate targets for ridership and modal split.
Areas such as Maple Ridge, which are located in the suburban part of the region, are by
definition more automobile dependent and generally have longer commuting distances. In
order to attract greater ridership, transit service must be improved and ridership fees
attractive. Staff are concerned that fare increases to the West Coast Express will retard
ridership growth potential from Maple Ridge. The stated goal of achieving a ". . . .level of
cost recovery commensurate with the level of service provided relative to other components
of the regional transit system" may defer implementation of a sixth train. Without
improved public transit opportunities it is doubtful that commuters will be able to abandon
their cars.
-7-
The strategy speaks to a demand management philosophy that has the potential to impact
the pocket books of Maple Ridge residents more significantly than residents of other areas.
At the same time, planned public transit service improvements will only marginally impact
passenger car reliance. Staff suggest vehicle charges should be distributed uniformly and
not cost residents of Maple Ridge more than residents of other parts of the region.
In conclusion, Maple Ridge has a strong desire to become a "complete community" with
more opportunities for local employment and less reliance on commuting through and to
other municipalities. The single most important action to achieve this goal is to construct a
new Fraser River crossing. A new bridge will make the Maple Ridge Regional town centre
more attractive as a place for investment; will reduce reliance on other roads in the region
(Cape Horn interchange, Port Mann Bridge, Mary Hill Bypass, Pitt River Bridge, etc.); will
provide an alternative bridge crossing to an already congested Port Mann Bridge and will
significantly improve the movement of goods and hence the effectiveness of the regional
economy. Maple Ridge has demonstrated no objection to the concept of a toll bridge and
looks forward to the preparation of an implementation plan.
RECOMMENDATION
In the absence of other effective alternatives, Maple Ridge has concerns over planned
West Coast Express fare increases for Maple Ridge residents and TransLink Strategy
wording which suggests the planned addition of a sixth train in 2002 will be delayed.
Vehicle charges should be distributed uniformly and not cost residents of Maple
Ridge more than residents of other parts of the region.
a4 Ge4r Manager: Public Work and
Devklopment Services
R. W. Robertson, AICP, MCIP
Chief Administrative Officer
JJR:bkg
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor Al Hogarth DATE: February 25, 2000
and Members of Council FILE NO:
FROM: Chief Administrative Officer AITN: Council/Staff
SUBJECT: Fraser River Bridge
SUMMARY:
Following the recent release of the TransLink Strategic Plan and the provincial study on the Fraser River
Crossing, Council is now at a point where they can establish a formal position regarding the bridge.
Historically, the Municipality has been very active in promoting the need for a bridge and it is staffs
sense that Maple Ridge will continue to play a key role in advaxiing the project. This memorandum is
put forward in preparation for developing a Council resolution on the matter.
RECOMMENDATION:
That Council adopt a resolution In support of the Fraser River crossing and the leadership that
both TransLink and the Ministry of Transportation and Highways are demonstrating. The District
of Maple Ridge urges the Provincial and Regional authorities to complete a more thorough analysis
in a timely manner in order that the construction of the bridge can be advanced. It is further
recommended that upgrading of the existing ferry service at Albion, and possibly other Locations,
be considered as an Interim step prior to achieving a bridge facility.
BACKGROUND:
Council is in receipt of a staff memorandum dated February 4, 2000 that identified the following three
strategic transportation initiatives:
Fraser River Crossing Planning and Evaluation Study, Dillon Consulting (Ministry of
Transportation and Highways), December, 1999
Draft Strategic Transportation Plan, TransLinlç, January, 2000
Draft Transportation Master Plan for Pitt Meadows and Maple Ridge
At the provincial level, the MOTH Study concludes that two crossings are still candidates for further
study (Cottonwood and 200th Street). The report indicates the bridge would largely provide a regional
function and that either option is feasible. A key consideration is timing, which is in part a function of the
GVRD Livable Region Plan, but more specifically a matter of financing. Stemming from the financing
issue has been a proposal for a lower-level alternative at Cottonwood. However, it is apparent that a
higher-level expressway bridge is mostideal frcm-a longer-term point of view. It is- staffs understanding
that MOTH has referred the document to TransLink and that further review of the issue may be lead by
that organization.
At the regional level, the TransLink Strategic Plan identifies the bridge as one of several key major
projects in the Lower Mainland. As Council is aware, TransLink is now responsible for the Albion Ferry
service and has recognized a need for a decision regarding the medium- to longer-term function of the
existing ferry system. While the TransLink Plan does not explicitly state a preference, it is staff's
understanding that TransLink staff realize there are numerous issues, particularly on the Langley side,
that require resolution prior to a final alignment being selected. These issues include:
• Langley Township support for the bridge. Issues to be resolved include 200* Street/Highway #1
interchange, and impacts on existing street network and neighbourhOOdS.
• GVRD Livable Regional Plan (need for consistency) and Kanaka Creek Regional Park
• TransLink Board support in the context of other priority projects and implications for the Albion
Ferry service
• Maple Ridge and Pitt Meadows issues regarding traffic and neighbourhood issues, timing, possible
participation, etc.
At the Municipal level, Council is aware that a new Maple Ridge/Pitt Meadows Transportation Plan was
initiated two years ago and has not been finalized pending an outcome of the Provincial and TransLink
initiatives. There is no clear conclusion at this time as to which alignment will eventually be selected. As
such, the draft Municipal Transportation Plan provides some commentary on both scenarios.
The following provides a brief impact analysis of the two bridge scenarios as they relate to Maple Ridge:
Cottonwood
I Pros: I Cons: I
• Improves transportation link with Highway I
and south side of Fraser River
• More fiscally feasible in the short term
• Consistent with future growth areas in Maple
Ridge
• Relatively close to Maple Ridge Regional
Town Centre
• Increases viability of Albion Industrial Area
• Can provide a link for Langley residents with
West Coast Express
2 00th Street
Pros:
• Support from Pitt Meadows
• Possible strong support from Coquitlam, Port
Coquitlam, Surrey and less resistance from
Langley
• Better aligned to a balanced north/south
alignment
• Street interchange could be completed as part
of the current 200* Street interchange project
• Arterial network on the south side may be
adequate immediately on an interim basis
• Better opportunities for expressway/uthan
arterial connectivity to the south: e.g., 100*
Street and 176* Street
• More consistency with meeting regional trip
demand
• Conflicts with GVRD Regional Park at Kanaka
• Difficult road connections with Haney Bypass
and Lougheed, 2320d Street, etc.
• Attracts additional commuter and truck traffic-
e.g., C.P. Intermodal, through the District
• Likely strong opposition on Langley side
• May contribute to neighbourhood "rat running"
• May require special approval for reduced
height and clearance
• Demand may exceed design capacity
• May be viewed as contributing to sprawl
• Eliminates ferry service
• Wider span, higher, more costly
• Could induce growth on west side of Maple
Ridge (e.g., two Town Centres)
• Interchange land may have to be protected/
bought/expropriated
• Could have some impact on First Nations
Lands
-2-
• Maple Ridge will not have to meet the demand
of commuter traffic from Mission, Port
Coquitlam, Coquitlain, Pitt Meadows, and Port
Moody
• Interchange with Lougheed Highway
functionally more easily constructed
• Road access to West Coast Express
• Support industrial growth in Maple Ridge
Industrial Park
• May not preclude ongoing ferry service at
Albion
CONCLUSION:
Given the foregoing, it is recognized that Council endorsement of one alignment over the other may be
premature. However, it is not necessarily in the District's interest to encourage any delays in the project.
Council may wish to publicly state their support for a bridge and urge the provincial and regional
authorities to complete the more detailed analysis in order that construction of the bridge can be
advanced. Council may also wish to recommend upgrading of the existing Aibion Ferry service be
considered as a logical interim step.
While initial analysis suggests 200th Street is more advantageous, this alignment is much more costly and
has significant complications on the south side. As such, Council should keep its options open. In the
interim, staff will be bringing forward the draft Municipal Transportation Plan for Council review and
suggest that a positive and aggressive public stand on the bridge continue to be undertaken. Emphasis
should be placed on working with TransLink who will be in a position to develop a more detailed plan
following the adoption of the TransLink Strategy in late March.
Lñ(olph, AICY, MCIP
Manager: Public Works &
nent Services
/ R. W. Robertson, AICP,MCIP
Chief Administrative Officer
JJR:bkg
-3-
-a--i
T: I
()if 174
Eit 1873
February 16, 2000
Honourable Harry S. Lali
Minister of Transportation and Highways
Room 306, Parliament Buildings
Victoria, B.C. V8V 1X4
File No. 3851-FOl
"Copies to Mayor & Council
Vopyto Council Reading File
For Information Only
O For Response by
Dear Sir,
iopiestc GV
Re: Fraser River Crossing Study
Please be advised that at the Regular Council Meeting held on Monday, January 3 1, 2000 the Council of
the Township of Langley resolved to advise Minister of Transportation and Highways that
"the identification and evaluation of feasible alignments in consultation with
affected municipalities is not complete so identifying preferred corrg' IN new crossing of the Fraser is premature." PUBLIC wos a
DEVELOPM(N1 $RVICEI
• Yours truly,
Albe42$Feo, Ph.D. (Law)
MA14KGER OF CORPORATE ADMiNISTRATION
c.c. Ms. Christine Legault
South Coast Region
Translink Board
Mayor & Council
City of Surrey
Mayor & Council
District of Maple Ridge
FEB21 2000:
f:\darkr.2000nn. Irm & hlgh.doc
4914- 221st Sfreet Langley British Columbia CTtL4A V3A 3Z8 Thiephone: (604) 534-3211 www.township.1ang1eybc.ca
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor Al Hogarth DATE: February 4,2000
and Members of Council FILE NO:
FROM: Chief Administrative Officer ATTN: C/S Workshop
SUBJECT: Transportation Issues
SUMMARY:
This document is intended to provide a status report on transportation issues scheduled to be
considered by Council during the week of February 7, 2000.
RECOMMENDATION:
That Council receive this memorandum as an information item.
BACKGROUND:
1. Ministry of Transportation and Highways
a) Fraser River Bridge
The Ministry of Transportation and Highways will be making a presentation to
Committee of the Whole on February 7,2000. The purpose of the presentation is
to provide an overview of the recently released Fraser Rivex Crossing Study.
Report findings indicate that the preferred alignment of a high-level bridge is
somewhere in the vicinity of 20O Street. A low- to medium-level crossing is
possible in the Cottonwood area. The report discounts a high-level crossing at
Barnston Island as too difficult and expensive. A low-level crossing at Albion is
also not recommended given concerns in Fort Langley and other considerations.
- - Staff have no specific sense of what next steps are planned in further evaluating
tffüwo remaining crossing locations, but believe there is some interest in working
with TransLink on this issue.
M-71-118=77-wrtm 1a
The intersection upgrade at Lougheed Highway and Dewdney Trunk Road is
partially completed and staff have been advised that the project is scheduled for
completion March 31, 2000. This project is a jointly funded initiative with cost
-1-
sharing involving the federal and provincial government, the District, and the
private sector.
c) Other MOTH Issues
Other issues concerning MOTH facilities include:
Lougheed Highway -
- additional travel lanes on Lougheed Highway between Harris Road and
Maple Meadows Way
- lighting along sections of Lougheed Highway between Maple Meadows
Way and downtown
- River Road I Lougheed Highway intersection
- future widening plans in eastern Maple Ridge
• Haney Bypass
- status of Haney Bypass, including need for pedestrian facilities, long-term
widening plans, and intersections at 222nd and 232 Streets.
2. TransLink
TransLink has recently released a draft Strategic Plan and will be conducting a public
open house in Council Chambers on February 10, at 7:00 p.m. The document is
accompanied by a Year 2000 Program that outhnes funded projects for this year. The
following is a summary of TransLink issues of particular interest to Maple Ridge.
• Major Road Network (MRN) - Dewdney Trunk / 232nd / Fern Crescent
• Bridge - 200th Street; toll; 5-10 years; replace Albion Ferry
- Partnership
• West Coast Express - new cars
- new locomotive
- Albion Station
. Albion Ferry Bus - to Langley
• Train Bus - evening.
- daytime (new)
• MiniBus - neighbourhoods
Bus Service - improved connections to Coquitlam
-2-
• Core Project - new hub
• Major Developments - GVTA Legislation
• Fare Increases -WCE
- Transit
• Other Issues
- traffic signal at Hammond and Maple Meadows Way
- United Boulevard
- Skytrain to Coquitlam
- South Perimeter Highway
- S75.00percar
-rail
-airports
- relation to provincial interests
3. District Transportation Plan
Approximately two years ago, the Districts of Maple Ridge and Pitt Meadows engaged
the services of Ward Consulting to prepare a new Transportation Master Plan. Ward
completed a technical analysis and one public open house was held in 1998. With the
Ministry of Transportation and Highways commissioning a major bridge needs
evaluation, completion of the Transportation Plan was put on hold. In the interim, the
District retained a second Transportation Engineer to undertake further modeling and
analysis and we are now in receipt of additional draft technical reports dated January
2000.
Release of the MOTH Study, in combination with the TransLink Strategy, suggests that
200th Street may be the preferred bridge alignment. Staff believe a detailed analysis of
the transportation requirements and impacts associated with the location is warranted
prior to completion of the Transportation Plan. Completion and analysis of the
Transportation Plan by both councils is recommended for this year.
Manager: Public Works &
nent Services
(17
R. W. Robertson, AICP, MCIP
Chief Administrative Officer
JJR:bkg
-3-
Dectiiber 20, 1999
Sent via Fax: (604) 660-2181
Ms. Christine Legault
Ministry of Transportation and Highways
Highway Planning, South Coast Region
7818 Sixth Street
Burriaby BC V3N 4N8
Re: Fraser River Crossing Study
Dear Ms. Legault
It is my understanding that the Fraser River Crossing Study will be finalized and publicly released as
early as January 2000. The Disirict of Maple Ridge position on the need for a crossing has been well
documented over a number of years. Attached for your information is a staff report to Committee of
the Whole dated April 26, 1999 that highlights some of these underlying factors.
Based on the draft report currently in circulation, and our own understanding of the bridge issues
stemming from briefing sessions held earlier this year, I would like to reiterate the following staff
comments:
• There is a pressing need to invest in strategic transportation projects throughout the Lower
Mainland in order for the area to remain economically competitive and functionally integrated.
The Fraser River Crossing is such a strategic project that will contribute to the efficient
movement of goods (e.g., C.P. Interrnodal Facility) and people, providing a practical alternative
to existing and often congested infrastructure.
• It is not unusual, particularly at peak periods, for Albion Ferry lineups to involve one-hour (or
more) waiting periods. Many people choose to use the Mission Bridge to travel to Surrey, for
example, in order to avoid congestion at the Albion Ferry or Cape Horn interchange.
- - - -. The Liveb1e. Region Stra egic-Plan-.articuiatesseveralpr nciplesihat theicetane of a - -
new river crossing. For example, the LRSP recommends "complete communities." While Maple
Ridge is recognized as having a regional town centre, the community continues to struggle to
achieve a balanced and diversified tax base. Most residents are forced to commute to other parts
of.theGVRD for employment The numberone factor cited bythis community's business office
(through business enquiries) is the lack of accessibility.
• The development of a bridge should be accompanied by corridor plans that need to be developed
on both sides of the river. The bridge will have significant implications for traffic patterns and
additional infrastructure investment would undoubtedly be required. The Distnct of Maple Ridge
Ms. Chrtstine Legault
December 20, 1999
Page 2
is holding the completion of its Transportation Master Plan pending the outcome of the bridge
evaluation and decision-making process.
• The District of Maple Ridge has expressed no objection to the exploration of various
implementation mechanisms in order to achieve a bridge crossing in the shorter term. The
District is aware of private sector interest to participate in the project. However, the facility needs
to have the appropriate capacity to meet anticipated demand and this should not be unduly
compromised in order to achieve a short-term solution.
The District is appreciative of the opportunity to provide preliminary comments and would welcome
an opportunity to provide a more formal response when the report is released. It is further hoped that
the process of defining the bridge location, design, and implementation will continue without delay in
the New Year. Any further opportunity to meet with stakeholders to advance this initiative would be
welcomed and encouraged.
Yours truly
Jake J. Rudolph, AJCP, MCIP
General Manager: Public Works
& Development Services
JJR:bkg
Att.
cc: Mayor Al Hogaxth
R.W. RobertsoD, CÁO
Clive Rock, TransLink
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor C. Durksen DATE: April 26, 1999
and Members of Council FILE NO:
FROM: Chief Admimstrative Officer ATTN: C/W
SUBJECT: Bridge Crossing
SUMMARY:
Council have requested a staff report on the status and implications of a bridge crossing over the
Fraser River. This report outlines a number of strategic issues in relation to a future bridge
crossing connecting Maple Ridge with Langley.
RECOMMENDATION:
THAT the staff report dated April 26, 1999 be received for information.
BACKGROUND:
At its meeting of February 23, 1999, Council carried the following motion:
That staff be directed to put together a report that considers a bridge crossing at
the Fraser River that.
Considers the importance of this type of crossing as a link within the regional
transportation system;
Considers the impact of this type of crossing on the port Mann Bridge both
now and in the future;
Considers the Fraser River crossing from a cost/benefit analysis perspective
of importance to everyone in the Greater Vancouver area;
Considers the crossing from the perspective of the public transit system; and if
a crossing occurs in the Albion area, specfIcally considers a public transit
connection to a new West Coast Express station.
Attached for CounciFs information are Terms of Reference for a Fraser River Crossing Planning
and Evaluation Study prepared by the Ministry of Transportation and Highways and recently
awarded to Dillon Consulting Limited. The scope of the study is:
-1-
• . . to undertake a planning and evaluation study to determine the best
location for a crossing of the Fraser River between Highway 7 and the
Trans-Canada Highway in the North Fraser and South Fraser Areas.
The consultant will evaluate each crossing location in a number of
accounts: financial, customer service, environmental, social, and
economic development.
The consultants have been directed to evaluate three "high level" crossings in the following
corridors:
Barnston;
200' Street; and
Cottonwood.
In addition, the study is to review the feasibility and desirability of a low level crossing option.
It is understood the low level crossing is generally considered to be in the Albion / 2401h Street
area. Results of the study are expected by June.
The provincial interest in a bridge structure is largely a function of providing a connection
between two provincial highways - Highway 1 and Highway 7. A new Fraser River crossing
would help alleviate a very congested Cape Home interchange and Port Mann Bridge, both
provincial facilities. As such, a new bridge would have benefits far beyond the immediate and
neighbouring communities it would directly connect.
In the Greater Vancouver context, the Greater Vancouver Transportation Authority (GVTA) has
assumed responsibility for the Albion Feny with an annual operating budget of $3 - $4 million,
excluding capital replacement costs. Road connections from the ferry to Highways 1 and 7 are
part of the GVTA Major Road Network (MRN). Inclusion of the Albion Ferry service and
connector roads into the GVTA system reflects the regional importance of a northlsouth
connection in the easterly part of the Greater Vancouver Region that has a combined population
(Pitt Meadows, Maple Ridge, Langley Township, and Langley City) exceeding 200,000. While
the Albion Ferry is a welcome and necessary service, it can only be considered an interim
measure until a bridge crossing is provided. The annual operating cost of the Albion Ferry
service exceeds $3 million and the ferries are nearing the end of their life expectancy, therefore
replacement/retrofitting costs are also a factor. As such, the replacement of the ferry service with
a bridge crossing is not only a needed transportation improvement but, may also be rationalized
on financial grounds as well.
The GVTA has a strong mandate to deliver an effective and efficient public transportation
system. A new bridge would provide much greater accessibility to the West Coast Express for
residents on the south side of the Fraser River, via bus or automobile. This would further
reinforce the viability of a new Albion station and reduce the volume of commuter traffic using
Highway 1.
The Municipal interests regarding a bridge crossing would seem to also serve regional interests.
In the Maple Ridge context, limited accessibility has retarded the industrial and commercial tax
-2-
base. A new bridge would provide greater accessibility and should contribute to growth in
employment opportunities in the District. This, in turn, will lessen the reliance on commuting to
and through other communities. A new bridge would also provide greater accessibility to
regional town centres on both sides of the Fraser River.
A final comment is warranted on the timing of the bridge. The need for a bridge has been
recognized for many years and a previous provincial government initiative resulted in detailed
planning and property acquisitions in support of a bridge at Cottonwood. The District of Maple
Ridge has recently prepared a draft Transportation Master Plan which essentially indicates that
current traffic volumes justif' a bridge at this time.
CONCLUSION:
It is recognized in an era of substantial fiscal constraints, sound provincial, regional, as well as
municipal reasons must exist to justify the expenditure to construct and operate a new bridge in
the lower mainland. As demonstrated in the report, a new bridge crossing in the Maple Ridge
area has substantial regional benefits and will improve the flow of people and goods on both
regions as well as provincial facilities, the most noticeable being the Port Mann Bridge/Cape
Horn Interchange. While a bridge crossing has long been recognized as a long term goal, there
are immediate benefits to the bridge crossing and the justification for such a facility exists today.
If the lower mainland is, in fact, going to be a livable and economically viable area, strategic
investments in such facilities are going to have to be made in the shorter rather than longer term.
Through a determined and cooperative effort of the provincial, regional and municipal levels, a
new bridge crossing can become a reality.
R. W. Robertson, AICP, MCIP
Chief Administrative Officer
JIR:bkg
Attachment
Jake J. Rudolph, AICP, MCIP
General Manager: Public Works &
Development Services
-3-
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor Al Hogarth DATE: September 26, 2000
and Members of Council FILE NO:
FROM: Chief Administrative Officer ATTN: Committee of the Whole
SUBJECT: Silver Valley Planning Study
SUMMARY:
Initial work is underway on the Silver Valley Planning Study. The consultants have identified
dates for the various workshops and participants for the sessions have been invited.
RECOMMENDATION:
Submitted for information to Council.
BACKGROUND:
The work program for the Silver Valley Planning Study involves a series of workshops and
corresponding open-house sessions designed to solicit public input. Participants in the workshop
sessions are representatives of recognized stakeholders in the Silver Valley area. The
participants include:
Silver Valley Neighbourhood Association
Alouette River Management Society
Yennadon Community Association
Equestrian Trails Council
Social Planning Advisory Committee
Heritage Advisory Committee
Katzie First Nations
District of Maple Ridge Municipal Council
Real Etàtë Bbaid -
Chamber of Commerce
Landmark Developments Ltd.
Silver Maples Developments Ltd.
Atlantic Pacific Properties Ltd.
Development Industry (Regional)
-1- CK)9
Each workshop is to be followed by an open-house session to present the day's work and to
obtain comments from the public. A number of other agencies are also considered important to
this process and they will be particularly encouraged to provide input. They include:
Provincial Parks
Malcolm Knapp Research Forest
Greater Vancouver Regional Di strict
Ministry of Environment Lands and Parks
Department of Fisheries and Oceans
School District 42
Ministry of Municipal Affairs
Greater Vancouver Transit Authority
Alouette Field Naturalists
Municipal staff will work as resource personnel to the workshops. The departments to be
represented include Planning, Engineering, Parks and Leisure Services, and the RCMP.
The four workshop/open-house sessions are scheduled to represent key milestones for the
project. Each will have its own specific purpose and theme. The schedule proposed by the
consultants is:
WORKSHOP AND OPEN HOUSE SCHEDULE
Yennadon Youth Hall
23461 Fern Crescent
Maple Ridge, BC
October 19th Guiding Principles Workshop
Workshop 9am. - 4:00 pm
Open House 7:00 pm - 9:00 pm
November 91h Visioning Workshop
Workshop 9am. - 4:00 pm
Open House 7:00 pm - 9:00 pm
December 7th Evaluation Workshop
Workshop 9am. - 4:00 pm
Open House 7:00 pm - 9:00 pm
January 25th Preferred Option Workshop
Workshop 9am. - 4:00 pm
Open House 7:00 pm - 9:00 pm
-2-
CONCLUSION:
The list of workshop participants and the proposed schedule of events is submitted for Council's
information. Additional progress reports for the Silver Valley Planning Study will be provided
after each workshop session.
Prepared by: Moreno Rossi, k4BA, MCIP
Registered Planne
( 1/
Approved by: Christine Carter, M.C.I.P
Director of P1annin"
h, AJCP, MC1P
Works & Development Services
ConcJrrence: Robert W. Robertson, AICP, MCIP
Chief Administrative Officer
-3-
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor A. Hogarth DATE: September 28, 2000
and Members of Council FILE NO: TIUP/11/00 & DP/11/00
FROM: Chief Administrative Officer ATTN: C of W - PW & Dev
SUBJECT: Temporary Industrial Use Permit (TIUP/11/00); and
Development Permit (DP/11/00)
ADDRESSES: 14140, 14160, 14170, 14180 and 14250 - 256 Street (the Site)
I. EXECUTIVE SUMMARY:
On June 29, 2000, Council gave fourth reading to Bylaw 5895-2000 which amended Schedule H of
the Official Community Plan to designate property on 256th Street north of 140 th Street as a
Temporary Industrial Permit Area. The applicant has now applied for a Temporary Industrial Use
Permit (TIUP) on a portion of the land designated for the processing of gravel.
The site is also identified on Schedule E of the OCP for Special Treatment of Watercourses. Before
lands can be developed adjacent to a protected watercourse a permit under Development Permit Area
XXX must first be obtained from Council.
This report will, therefore, address conditions and requirements that will form the following two
Permits:
Temporary Industrial Use Permit (TIUP) for the processing of gravel; and
Development Permit Area XXX for environmental protection.
II. RECOMMENDATIONS:
That the Municipal Clerk be authorized to notify qualifying property owners that
approval of TIUP111/00 respecting property located at 14140, 14A,J4170, 14180 and
14250 - 256 Street will be considered by Council at the
and c+6er ?l, Zb
That Council approve issuance of TIUP/11/00 and DP/! 1/00 subject to the conditions
and requirements as outlined in the TIUPI11I00 & DP/! 1/00 memorandum dated
September 28, 2000 being met; and
That the Municipal Clerk to authorized to sign and seal TIUP/11/00 once the
conditions and requirements as outlined in the TIUP/11/00 & DP/11/00 memorandum
dated September 28, 2000 have been addressed; and
That the Municipal Clerk be authorized to sign and seal DP/11/00 respecting the
properties located at 14140, 14160, 14170, 14180 and 14250 - 256 Street once the
conditions and requirements, as outlined in the TIUP/11100 & DP/! 1/00 memorandum
dated September 28, 2000 have been addressed.
q10
III. BACKGROUND:
Applicant:
Owner:
Legal Description:
OCP:
Zoning:
Existing Use of Property:
Proposed Use of Property:
Access:
Previous Applications:
Slade Dyer
Maple Ridge Business and Industrial Park Ltd.
Lots 1-5, D.L. 5326, Gp. 1, NWD
Schedule B - Industrial
Schedule H - Temporary Industrial Use Permit Area
Existing: M-2 (General Industrial)
Vacant
Temporary Gravel Processing/Storage
256 Street
OCP/1 1/00
IV. PROJECT DESCRIPTION
The site under consideration consists of 5 lots all zoned M-2 (General Industrial) and represents a
portion of all the land designated on Scheduled H of the OCP as Temporary Industrial Permit Area. A
Temporary Industrial Use Permit is valid for two years with the option for the applicant to make one
additional permit application to Council. The applicant has indicated that they will be applying for a
TIUP for the remaining lots designated for a temporary industrial use at a future date. These additional
lots will be subject to an additional environmental impact assessment and will require an application to
Council for a Temporary Industrial Use Permit should the applicant wish to proceed with the same type
of activity.
There are significant gravel reserves on portions of the lots. The approved development plan, submitted
by the applicant as a condition of an earlier subdivision, shows that considerable re-grading and
contouring is required to create viable lots for industrial use. Gravel is a by-product of these
development plans. In April of 1999, and in compliance with the Profit a Prendre, permission was
issued by the District for a five year period ending April 12, 2004 which permits the removal of 75,000
m3 of soils per year without processing to achieve viable building sites. At present the site is being
graded, cleared and prepared for future industrial use. The gravel that is being removed from the site is
being utilized for off site building sites.
The owner is now seeking permission to process and store gravel on site under the provision of Schedule
H of the OCP and has applied for a Temporary Industrial Use Permit. The Temporary Industrial Use
Permit is to allow for the gravel extraction, storage and processing on an industrial site which presently
does not allow those uses under the current zoning.
There will be no increase in the amount of gravel already permitted for removal. As mentioned, the
applicant has a permit to remove 75,000 m 3 of soils per year as part of the preparation for the site
development. The TIUP would allow the applicant to process and store the gravel on-site.
The site is also impacted by two tributaries of the South Alouette River known as T-10 and T-11,
therefore it is necessary to address the Development Permit Area XXX--guidelines for environmental
protection.
-2-
V PLANNING ANALYSIS
1. Official Community Plan Desi2nation
Schedule H of the OCP designates the site as a Temporary Industrial Use Area which provides
for a temporary industrial use permit to be applied for. The proposed Temporary Industrial Use
Permit is for Lots 1 - 5 which is only a portion of the entire area designated as a TItJP in the
Official Community Plan.
Schedule E of the Official Community Plan includes the site into Development Permit Area
XXX. It will be necessary for the applicant to have Council approve a Development Permit for
the protection and restoration of the natural environment.
Zoning
The subject parcels are zoned M-2 (General Industrial). Principal uses allowed in the M-2 zone
are:
a) Industrial use not including:
asphalt, rubber and tar production and products manufacturing;
hydrocarbon refining and bulk storage;
chemical plants;
iv stockyards and abattoirs;
septic tank services;
waste reduction plants; and
extraction industrial use.
Waste transfer stations;
Industrial repair services;
Industrial trade schools;
Retail sale and rental of industrial vehicles, trailers, and heavy equipment; and
One restaurant per lot limited to 200m2 gross floor area.
Further, an extraction industrial use is defined as a use "providing for the extraction and
storage of sand, gravel, minerals and peat."
As a result, the storage and processing of gravel is not permitted in the M-2 zone. However,
the removal of unprocessed material fron te site is permitted as-part of-the--grading and site
preparation purposes, and this is the activity contemplated by the already present subsisting
permission under the Profit a Prendre issued by the District.
-3-
VI THE PERMIT PROCESS:
1. Temporary Commercial or Industrial Use Permits
Section 921 of the Local Government Act provides for areas to be designated in an Official
Community Plan where a temporary commercial or industrial use permit may be allowed.
Council has adopted an OCP Amending Bylaw (Bylaw No. 5895-2000) identifying this area as
Temporary Use Permit Area, thereby allowing for a Temporary Industrial Use Permit to be
issued.
The TIUP may, notwithstanding a zoning bylaw, allow any industrial use, including the
processing of natural materials. Notice similar to a Development Variance Permit is required
prior to Council authorization to issue the permit. The original permit expires within two years
and the permit may be renewed only once for a maximum of two years at the discretion of
Council. Council may specify conditions under which the use may be permitted and may take
security to guarantee the performance of the terms of the permit. Council can also require the
owner to restore the land as a condition of the permit.
Conditions of Issuance of Temporary Industrial Use Permit
When the Official Community Plan amendment to permit the temporary use was considered,
staff advised Council that the information necessary to issue a Temporary Industrial Use
Permit would be required from the applicant and form part of the Temporary Industrial Use
Permit.
The purpose of the Temporary Industrial Use Permit is to permit the storage and processing
of gravel on the lands for a two-year period. The washing of the gravel is prohibited.
The conditions of the Temporary Industrial Use Permit are as follows:
• That the Comprehensive Stormwater Management Plan for this Property be
implemented and maintained.
• That the monitoring system established for this Property is maintained.
• That the property be restored to the conditions as specified in the Reclamation Permit
issued by the Ministry of Mines upon the expiration of this Permit.
• That a siltation control system be designed by a professional engineer
• That security be provided in support of the installation of the required drainage system
and for the restoration of the site as set out in the Reclamation Permit
To date staff have received:
An Environmental Report, also required to meet the DP XXX conditions;
The phasing extraction plan
A plan of how the Stormwater should be managed during processing only
A site plan of the watercourses and setbacks showing the grading limits
The final grading plan
Erosion Control Plan
Copy of the Reclamation Permit
-4-
Prior to the issuance of the Temporary Industrial Use Permit the following outstanding
items are required:
A Siltation Control Plan designed by a professional engineer and approved by the District.
That Plan must:
provide for the treatment of water as necessary to remove sediment. Treatment
should be in accordance with the Watercourse Bylaw No. 5896-2000
be designed to ensure that stormwater storage and erosion control measures
withstand at least a minimum 25-year/24-hour storm event or, as deemed necessary
by an on-site engineer.
Provide for the removal of the sediment control system.
It will be necessary to provide security for the installation of the required sediment control
system. The amount of security is to be based on the Engineers cost estimate of the
approved design work. The security shall be provided in accordance with Council's Policy
for Security Deposits.
It should be noted that there is currently a restrictive covenant registered against the site
that specifies design criteria to be used at the Building Permit stage for the permanent
drainage system. Implementation of a permanent drainage system will be required with
final development of each building site.
The Temporary Industrial Use Permit will work in conjunction with the conditions of
Development Permit Area XXX for the preservation, protection, restoration and
enhancement of the natural environment.
2. Development Permit Area XXX
The permission under the Profit a Prendre that allowed for the removal of 75,000 m3 of soil
per year, to configure the land for development, was issued prior to the adoption of
Development Permit Area XXX. A Development Permit under Development Permit Area
XXX was therefore not required at that time. The present application for the processing of
gravel does require that the Development Permit Area XXX Guidelines and Objectives be
addressed.
A portion of the site falls within Development Permit Area XXX. The DPA has been
established on all lands within 50 meters of the top of bank of a watercourse to control the
impacts of development on streams and their riparian habitat. A Development Permit is
required to be issued that identifies the clearing limits, site grades, erosion control and
stormwater management plans, and the monitoring program for the development proposal.
That permit shall also require security be taken as a condition of issuance.
An environmental assessment has been submitted in support of the Temporary Industrial Use
Permit. That report also provides some recommendations -.and information will be required in
support of Development Permit Area XXX.
The following information has been provided in support of the Development Permit:
-5-
Riparian Setbacks
The setbacks have already been established in conjunction with the Ministry of
Environment and the District as a condition of a previous development application. A
plan is attached to this report which shows the creek locations and the habitat protection
boundary as well as the 50 metre offset from the top of bank which establishes limits of
the DPA XXX boundary as it relates to these properties.
Stormwater Mana2ement
The Environmental Assessment has provided recommendations for stormwater
management and has identified:
• there is a significant aquatic resource in the streams within the area;
• if the additional processing proceeds without enhancing controls, aquatic habitat
may be impaired and water quality may be reduced;
• it is possible to mitigate the impacts of processing and preserve water quality,
control erosion, and preserve existing habitat.
The report recommendations, while not specific, apply to the operation of both extraction
and processing and suggest:
• that a qualified independent environmental monitor be retained to oversee the
construction and maintenance of all sediment control facilities in conjunction
with an on-site engineer.
• that a qualified independent environmental monitor be retained to oversee andlor
carry out establishment of ground cover (grasses, trees or shrubs);
• that any diverted waters as necessary to remove sediment be treated. Treatment
should be in accordance with the District of Maple Ridge's new Watercourse
Protection Bylaw No. 5896-2000;
• cease construction or other activities contributing to sediment release and
improve sediment control measures whenever water quality thresholds are
exceeded at a designated monitoring location.
Erosion Control Plan
The Environmental Report has addressed erosion control measures for the site.
Clearin2 and Grading Limits
The information for the clearing and grading limits of the site have been provided as a
condition of the TIUP.
Environmental Monitorin2
A monitoring plan and estimate have been presented which address monitoring of the
construction of all sediment control facilities. This estimate does not include monitoring costs
while the pit is in operation. It is felt that the Environmental Protection Security that is required
in support of this application with provide sufficient security for all the monitoring. It will be
necessary to provide a plan that shows that the monitoring of the systems will be conducted on a
regular basis and-during heavy -rainfall events to ensure compliance with the -permit.
Performance Security
As required under the District's Performance Security for Environmental Protection Policy, an
environmental performance security will be collected prior to the issuance of the Development
Permit to ensure compliance with the terms and conditions described above. In the case of this
application the security amount based on $1,500.00 per 300 m 2 of net land is $74,100.00. The
attached map shows the area that is within 50 metres from the top of the bank.
-6-
The following information is required prior to issuance of the Development Permit:
A Environmental Monitoring Schedule for the work during construction of the siltation
system and while the gravel pit is in operation.
Performance Security in the amount of $74,100.00
VII CONCLUSION:
In summary, this application meets the policies of the Official Community Plan. It is recommended that
prior to issuance of a Temporary Industrial Use Permit/i 1/00, for the removal and processing of the
gravel, and issuance of the DP/1 1/00 for the protection and restoration of the natural environment that all
the conditions and requirements as set out in this memorandum are complied with.
Staff supports this application and recommends that this application for a TIUP/1 1/00 be forwarded for
public notification and approval and that the DPI! 1/00 be issued.
Prepared by: Gay McMillan
Planning Technician
(7.
I iL,1ZU' JjLI
Approved by: Christine Carter, MCI?
Director of Planning
Approved by:\J Je'J. Rudolph('A,ICP, 19!GIP
4M: Public Wórks & Develooment Services
Concurrence: Robert W. Robertson, AICP, MCIP
Chief Administrative Officer
-7-
AREA DESIGNATED TIUP AREA
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41
SUBJECT PROPERTIES
SILR
PITT 14E400W5
VALLEY
CORPORATION OF THE
DISTRICT OF MAPLE RIDGE
AL8ION THORNHIU.
an
SCALE: MAPLE RIDGE PLANNING DEPARTMENT
Incorporated 12 September. 1874 1:5000 _
FRASER R5tR DRAWN BY: T.M. DATE: SEPT. 25, 2000 FILE: TIUP— 11-00
Reml
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2 RESTRICTIVE COVENANT BOUNDARY
AREA SUBJECT TO ENVIRONMENTAL
I SECURITY POLICY (TOTAL 1 .482hc.)
26 GROUP I PART LOT 5326 GROUP I
N Ir'L—, SUBJECT FROFERTIES
SILVER
VALLEY
DIST1CT OF MAP LE RIDGE
SCALE:
Incorporated 12 September, 1874
1:5000
DRAWN BY: T.M. DATE: SEPT. 26, 2000 FILE: TIUP-1 1-00 fRASER RWER
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor Al Hogarth DATE: September 15, 2000
and Members of Council FILE NO: 8 100-01
FROM: Chief Administrative Officer ATTN: C of W - Fin & Corp
SUBJECT: Tag Day Soliciting
EXECUTIVE SUMMARY:
To grant permission for Tag Day soliciting, outside the Valley Fair and Haney Place Mall entrances, as
requested in the letter dated September 14, 2000 from the Royal Canadian Air Cadets, 583 Coronation
Squadron.
It should be noted that the adoption of the following recommendation does not preclude the necessity for
the applicant to receive approval from the respective mall administration offices for the use of their
premises.
RECOMMENDATION:
That the request of the 583 Coronation Squadron of the Royal Canadian Air Cadets for permission
to conduct Tag Day soliciting on October 20, 21 and 22, 2000 be approved.
BACKGROUND:
Pursuant to Section 25 of the Highway & Traffic By-law and Section 532(1) of the Local Government
Act, soliciting for donation (door-to-door canvassing, tag days, etc.) must be approved by the Municipal
Council by way of a resolution.
LA.'o- ~x., -
Prepared by: Diana Dalton
Clerk's Department
1
Approved by: Paul Gill, B.B.A., C.G.A.
General Manager: Corporate & Financial Services
Concur ence: Robert W. Robertson, AI.C.P., M.C.I.P.
Chief Administrative Officer
Idd
Attachment
q31
TO:
FROM: CX uv o,/ Rc4c
DATE: /Sr,c,s&t', 2ôôo
Dear '747'0Z 4 i4t) 4fi/?/ 4VP Ca'c, L r
ecei
583 Coronation Squadron, Royal Canadian Air Cadets, Maple Ridge, will be conducting tag days
and a recruiting campaign on OCTOBER 20, 21, and 22. Hours will be; Friday, October 20" from
6 PM until 9 PM, Saturday, October 21" from 9AM until 4PM, and Sunday, October 22nd from
11AM until 3PM.
We would very much like the opportunity to tag outside the malVstore entrances on the above
dates and at the times stated. In addition, we would put up a recruiting display inside the VALLEY
FAIR AND HANEY PLACE MALLS. The Mall display would have professional type signage, a few
flags, a small t.v., some brochures, and would be manned by uniformed cadets. Adult supervision
will be provided as welL No tagging would be done INSIDE the malls. We can supply our own tables
(2or3) and chairs if required.
Air Cadets offer young people between the ages of 12 and 18 years, the challenges of leadership,
citizenship and physical fitness, while learning many varied skills including gliding and flying. 583
Coronation Squadron has continued to grow and develop in the Ridge-Meadows area since the 50's,
And continues to meet every week.. Many fine young people have benefited from our organization
which is NON-PROFIT, and is supported by both the DND and the Air Cadet League Caiada.
Monies collected will go towards support of Squadron training exercises, citizenship icrs, and
special training such as first aid, band, and the Duke of Edinburgh program.
Our sponsor, Branch 88, Royal Canadian Legion, will be coordinating the collection of the
labeled and numbered tag cans. Our senior cadets are very responsible young people. In addition,
Officers and adult Civilian Instructors will be assisting in the transport and coordination of events.
We would appreciate your support of our recruiting and tag days campaign in October, and look
forward to your early reply.
Sincerely
Major Brian Norris, CD
Commanding Officer,
583 Coronation Squadron, RCAC
Copies;
Corporation of the District of Maple Ridge
Valley Fair Mall Safeway (Haney Place Mall)
Haney Place Mall Safeway (Landmark)
Save-On-Foods (Westgate) Canadian Tire Associate Store
Save-On-Foods (Valley Fair Mall) Zellers
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor Al Hogarth DATE: September 22, 2000
and Members of Council FILE NO:
FROM: Chief Administrative Officer ATTN:
SUBJECT: Criminal Record Check Fees for Homestay Families
Purpose/Problem
Mr. Michael Polan of School District 42 has written a letter (copy attached) to the General Manager:
Corporate & Financial Services requesting a review of fees for criminal record checks for Homestay
families.
Recommendation
That the current fee structure for criminal record checks for Homestay families be maintained.
History/Background
Our current fee is $55. It has increased over the years to this amount to reflect our cost of providing the
service. A few years ago, Municipal Council authorized a reduced fee of $10 for volunteers who provide
service to our community without receiving any compensation for their efforts. Based on our current
practice this program would not qualif' due to the fact that some Homestay families receive $600 per
month for 10 months.
Alternatives
The difficulty is that if a reduced fee is offered in this instance, other requests will follow.
Financial Implications
Our budgeted revenue is $62,650 for the year 2000 ($54,460 has been received to September 13 with a
projection of $76,000). Approximately 100 criminal record checks are done for the Homestay Program
representing $5,500 in revenue. If the fee is reduced to $10, it would have a budget impact of $4,500 or
alternatively if it is reduced to $25, it would have a budget impact of $2,500.
:L
Prqyed by: Crdy DaTEiecutive Aiiant
App/v d by Paul Gill, B.B.A., C.G.A.
Gen I Manager: Corporate & Financial Services
Concurrence: Robert W. Robertson, AICP, MCIP
Chief Administrative Officer
PG:cd
qa.
42
M\PLE RIDC;E - PITT MEADWS
,
2222S Brnwi'..vc,iut. \IapIt Ridji. I.( \.\ S\
ic!. 16041 463-42t)U Ia\. u,04 i 4-4 !S
September 11,2000
Mr Paul Gill
General Manager, Corporate and Financial Services
District of Maple Ridge
11995, Haney Place
Maple Ridge (BC) V2X 6A9
re: Criminal Record Check Fees for Homestay Families.
Mr Gill,
I am writing you this letter with the goal that the District of Maple Ridge will
reconsider the fees that the District is presently charging for criminal record
checks for homestay parents of international students who are attending our
schools. The fees for criminal checks have risen over 45% in the past 3 years
(from $25 per adult to the present $55).
The cost of Criminal Record Check (CRC) is causing many upstanding
families to reconsider their participation in the international homestay program of
our School District. We would like the Council to reconsider its decision by either
following the guidelines of other communities ($25 per adult or $57.50 per family)
or allowing the homestay families to be considered in the volunteer category.
The key component to the success of the program in our community is the
recruitment of families who will host the students and act as custodial parents to
these children. In order to maintain the integrity of this program, the homestay
manager, Ms Kathren Clarke, conducts an exhaustive survey of parents which
includes a home visit, an interview with all members of the family, mandatory
participation in a cross cultural seminar and a criminal record check.
The School District No. 42 International Education Program has been
operating in Maple Ridge-Pitt Meadows for 7 years. We have welcomed
students from Japan, Germany, Mexico, Thailand, Switzerland , Taiwan, China,
South Korea, Hong Kong and Indonesia. These students reside in our
community from one to three years in our homestay program.
The presence of these students in our community represents a significant
contribution to the local economy of Maple Ridge Pitt Meadows.
Contributions to the Local Economy by International Students.
Contribution to local
economy
Total
Homestay Fee $600! 10 months @ 107 $642,000
Student Spending * $100! 10 months @ 107 $107,000
Family Vis it** $200/year @ 107 $21,400
Total $770,400
* does not include purchasing of automobiles, computers (including cell phone
pagers), memberships (Gym, clubs etc) and airline travel.
** based on a 2 day average visit by the natural parents of the students.
In consideration of considerable contributions to the local economy by our
international students and in order to facilitate the recruitment of excellent
homestay families for our program, I would like to ask you to reconsider the
present fee system for criminal record checks.
Sincerely,
114 'd'
Michael Polan
International Education Department
cc M. Suddaby, Superintendent
J. Dueck, Chair, Board of School Trustees
H Walterson, District Principal Modern Languages
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor Al Hogarth DATE: September 19, 2000
and Members of Council FILE:
FROM: Chief Administrative Officer ATT'N: C. of W.
SUBJECT: RCMP - Pitt Meadows Community Policing Office
SUMMARY:
The Pitt Meadows Community Policing Office (CPU) was established in 1995. The attached Letter of
Understanding outlines the terms that Maple Ridge and Pitt Meadows agreed to. The CPO was originally
situated in the Meadowvale Shopping Centre and its visibility was poor. To address this, the CPU has
been moved to the new Pitt Meadows Family Recreation Centre.
In order to make the CPO more functional, a high speed fibre optic link is required, the capital costs of
which will be paid for by Pitt Meadows. In addition to the upfront costs, there are monthly line charges
of $1,500 and Pitt Meadows is asking us to include these as a sharable cost in our cost sharing agreement.
RECOMMENDATION:
That the monthly operating costs (estimated at $1,500 per month) of the fibre optic link to the Pitt
Meadows Community Policing Office be included as a sharable cost in our cost sharing agreement
with Pitt Meadows.
BACKGROUND:
There was considerable discussion between the two municipalities at the time that the CPU opened. The
discussions ranged from the benefits of the CPU, its location, and its priority, given other needs of the
RCMP. At the end of the day, the attached agreement was reached and it outlines the extent of our
contribution to the CPU.
Notwithstanding this agreement, a fibre optic link would give the volunteers and police officers working
out of the CPU full access to the RCMP computer systems. This will reduce the time that officers spend
commuting between the CPO and the main detachment office. As well, customers will be able to do
some of their business in Pitt Meadows, without having to travel to Maple Ridge.
The two municipal councils need to have a complete discussion on joint policing and understand its
community and financial implications. As well, a complete review of the cost sharing agreement is
required. These initiatives may take some time and in the interest of supporting our partner in an issue
that is very important to them, we recommend that we cost share in these operating costs. The annual
limit of $13,000 ($12,000 adjusted for inflation) on other sharable operating costs will remain in place.
C133
BACKGROUND (cont'd.):
This item was not budgeted for this year so we suggest that the cost sharing on this item commence
January 1, 2001. The upcoming RCMP/Police Services business plan will address the source of funding
and we expect that it can be accommodated within existing budget allocations.
There may be merit in deferring this item until the business plan discussions later in the year. We did not
do this because we feel it is important to send an early positive message to our partner.
We recommend.
Preared by: Paul Gill, CGA,
GM, Corporate & Financial Services
Concurrence: R.W. Robertson,
Chief Administrative Officer
-2-
1/7
LETrrJR OF UNDERSTANBJLIG
/ BETWEEN
/ The Corporation of the District of Maple Ridge
AND
The Corporation of the District of Pitt Meadows
Re: Cost-sharing agreement dated April L. 1992 for the provision of housing and
Whereas the Corporation of the District of Pitt Meadows has opened up a Community Police office
at #131-19150 Lougheed Highway, Pitt Meadows, and
Whereas this facility is not covered by the above-referenced agreement, both parties agree that
.
The basic facility, rent, utility and other office costs not to exceed $12,000 per annum,
will be considered shareable costs within our' cost sharing agreement.
Notwithstanding Section 1. above, the Community. Police office will'b in operation for
9 months in 1995 so the 1995 sharable costs are not to exceed $9,000.'
3.' Notwithstanding Section 1. above, the annual limit of $12,000 may be adjusted in 1996
and subsequent years for cost reductions and standard inflation. The percentage increase
may not exceed the increase in the Consumer Price Index for the Vancouver Metropolitan
Area for the prior year.
It is acknowledged that the facility lease is at a favorable rate and this is understood to
continue and was a key factor in the location of the Community Police office.
It is understood that the Community Police office is a volunteer program and will not
require any paid police support services.
The Corporation of the District of'Pitt Meadows is responsible for all capital costs,
including leasehold improvements, and equipment costs.
No other commitment is expressed or implied.
This Letter of Understanding will remain in effect for the duration of the cost-sharing agreement
dated April 1, 1992. '
Signed this day of 74-AM400'1', 19...
Signed on Behalf of the
Corporation of the District of
Maple Ridge
Signed on Behalf of the
Corporation of the District of
Pitt Meado
Mayor
r Az~L
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor Al Hogarth DATE: September 26, 2000
and Members of Council FILE NO:
FROM: Chief Administrative Officer ATTN: -A)
SUBJECT: INTER-MUNICIPAL ARTS & CULTURAL PLAN
PURPOSE
An inter-municipal Committee was formed some time ago to investigate how the Arts
and Cultural sector could be enhanced in the GVRD communities by working more
closely together. Strategies to do so have been developed through considerable
consultation and have been endorsed by the Parks & Leisure Services Citizens' Advisory
Committee, the Commission and Council previously. The attached business plan has
been forwarded for Council comments.
RECOMMENDATION(S
THAT COUNCIL:
Endorse the business plan in principle including a t-year phased
implementation, and a multi-pronged approach to funding as outlined in this
report,
Endorse the model of an inter-municipal service delivery organization with
Board members appointed by participating municipalities,
Designate a Council member to participate in a process to develop the voting
procedures to be used by the Board of Directors of the inter-municipal service
delivery organization, and
Advise other participating municipalities and the GVRD Board that the
City/District of Maple Ridge wishes to participate in the inter-municipal
partnership to deliver the business plan, based on recommendations (a) - (c)
above.
Advise the GVRD Board that it supports using the new powers available to
regional districts to create the inter-municipal service delivery organization,
asedou .th.eunderstanding-tha.t.theGVRD-is-enabiinthe participating
municipalities to undertake this initiative, and not taking on a new regional
district responsibility
BACKGROUND
Arts and culture are an important part of the quality of life in the District of Maple Ridge,
socially and economically. The municipality supports cultural development in a number
of ways including:
• developing and operating facilities such as museums and art galleries through fee for
service agreements
• offering services for children and adults in association with recreational programming
• investing in local organizations that provide arts and cultural services for the
community primarily through the Arts Council. Of course, we are also currently
designing a Cultural Centre which will be opened in 2002.
As the community grows and develops, there is an increasing demand for arts and
cultural opportunities. The District is being asked to do more not only to address the
impacts of growth but also the declining levels of funding provided by senior levels of
government. For example, over the past ten years the federal government's investment in
arts and culture in BC has declined to about one-third of what it invests in other provinces
on a per capita basis. This is worsened by the fact that both the provincial and federal
governments under-invest in arts and cultural development by about 50% compared to
the average of other provinces across Canada.
Recognizing that these challenges are shared by all of Greater Vancouver's
municipalities and that there are opportunities to address these and other issues cost-
effectively by working together, the Regional Administrative Advisory Committee
(RAAC) established an inter-municipal initiative to prepare a strategic plan for cultural
development in Greater Vancouver. RAAC struck the Regional Cultural Plan Steering
Committee and appointed municipal staff to it. The GVRD Board agreed to facilitate this
inter-municipal initiative by providing administrative support to the Committee.
The Steering Committee conducted a comprehensive research and consultation process to
develop a strategic plan, Strategies for Regional Arts and Cultural Development in
Greater Vancouver. That plan and the recommendation to proceed to the next steps of
preparing an implementation framework for it was endorsed by Council February 15,
2000 (Executive Summary provided in Attachment A). In July 2000, the Steering
Committee completed a business plan for the Strategies 'priority actions and
organizational and funding options for an inter-municipal partnership to implement the
plan.
Need for the Initiative
Arts and culture are a vitally important part of our communities, providing both social
and economic benefits. In Greater Vancouver, there are more than 65,000 people
employed in the sector, generating over $3 billion in direct revenues. Eighty percent of
residents participate in arts and cultural events, strengthening our sense of community.
But there are big challenges to maintaining and improving the contribution of arts and
culture. The region has grown very rapidly over the past 15 years, adding nearly 700,000
new people - many from diverse origins. And, the federal and provincial governments
are under-investing in arts and culture in Greater Vancouver. On a per capita basis, the
federal government investment in BC over the last ten years is less than half of what it
invests in other provinces on average; most recently, this has dropped to about one-third.
And provincial support is about one-half the average of other provinces. (Overall, this
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amounts to about $120 million every year that senior governments are not investing in
BC's arts and culture sector).
Not addressing these challenges results in declining services to residents as arts and
culture organizations spend more time trying to fund-raise, leaving much less time to
engage in the creative process. Talent that is developed here drains away as creative
individuals leave for other locations. Employment and private sector investment grows at
a slower pace than it could as opportunities are missed to connect the sector to the fast-
growing high tech, new media and tourism sectors. And local governments are
increasingly called upon to play a larger role.
Municipalities cannot and should not fill the gap alone. Municipalities in Greater
Vancouver are already funding arts and culture to varying degrees due to its value to their
communities. However, some issues such as senior government funding must be
addressed collectively. Recognizing that, municipalities proposed development of an
inter-municipal plan for regional cultural development, and asked the G\TRD Board to
facilitate the plan's development and implementation. This is an inter-municipal
initiative. It was not and is not intended to expand the GVRD's responsibilities.
The key elements of the business plan and the recommended governance and financing
approach are presented here. Further details are provided in Attachments B and C; the
background reports are available from the Parks & Leisure Services Department.
Business Plan Highlights
The Business Plan was designed to:
address the priority actions in the Strategies report, and
leverage senior government and other investments.
The Business Plan's Executive Summary is provided in attachment B. The Plan and its
supporting documentation identif' in detail the products, services and initiatives that will
address the priorities and successfully draw in increased senior government investment.
Highlights of these products and services by priority area are:
The "Greater Vancouver Cultural Information Network"
The Network will provide region-wide information on arts and culture, addressing current
difficulties residents and tourists have in accessing information on activities happening in
different communities. It also addresses the need for a central source of information on
the business practices of the sector. Three key components are:
• Public information services - providing the public with a single window to arts and
cultural events in all communities, and increasing the marketing reach of artists and
cultural groups
• Cultural network services - enabling artists, groups and businesses to build
professional and business links across the region, and improving the quality and
availability of business planning and other information
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• Local government services - enabling local governments to share best practices and
other research cost-effectively.
A Cultural Tourism Strategy
The Strategy will develop cultural tourism products throughout the region and support
partnership approaches to marketing. The former particularly addresses a key need both
in establishing arts and culture as a key sector in the tourism industry and in ensuring that
the benefits of cultural tourism are distributed around the region. Key initiatives are:
• Cultural tourism calendar - increasing the marketing reach of productions, placed in
the Info Network and elsewhere
• Cultural tourism research service - collecting data on tourist interests to inform
development of cultural tourism products
• Demonstration projects - learning what key success factors are in different
communities in the region
• Product development - investing in well-targeted and packaged productions
An Intergovernmental In vestment Partnership
Focused on the cultural industries and new media, the investment partnership will bring
substantial investments from the senior levels of government together with the private
sector to significantly advance the development of leading-edge components of the new
economy. Involvement in the process will improve distribution of benefits to
communities throughout the region. The agreement would be developed in a series of
stages, culminating in the following products:
• Strategy Document - outlining partnership opportunities and projects for cooperation
• Framework Document - identif'ing cost-sharing and program delivery mechanisms
for agreed projects
• Formal Agreement - final agreement with projects, funding, delivery and evaluation
elements finalized
Region-serving Arts and Cultural Services
This initiative will achieve a diverse range and wider distribution of arts and cultural
services, delivered through arts and cultural organizations from around the region. It will
improve the capabilities and sustainability of cultural organizations and the quality of
cultural services. The organizations will also leverage significant investments from
senior governments through their grant processes. Key initiatives are:
• Enhance existing services - extending the services of existing region-serving
organizations more effectively throughout the region, reaching residents and schools
• Develop additional services - supporting the development of local organizations by
supporting projects that reach out beyond the local market and encouraging
partnership projects with larger organizations
• Organizational development assistance - building stronger cultural groups by
providing business development assistance and other initiatives to enhance financial
stability
A regional touring program for performing and visual arts and heritage exhibitions.
#4
The touring program will match productions with existing facilities, creating financial
synergies and
• Coordination service - assisting existing facilities in hosting productions by groups
from other communities
• Support for performing arts tours - assisting productions to tour within the region
• Support for heritage and visual arts coordinated productions - assisting development
and delivery of collaborative productions involving facilities from several
communities
These initiatives will:
• Increase access to arts and cultural services for residents throughout Greater
Vancouver.
• Build stronger arts and cultural organizations throughout the region.
• Increase participation by residents and visitors in arts and cultural activities.
• Generate economic benefits region-wide, including approximately 5,350 new jobs
and approximately $70 million in direct expenditures annually.
• Leverage significant investments by senior levels of government, arts and cultural
organizations, the private sector and others, as detailed below.
ALTERNATIVES
Accept the proposal as presented in the consulting reports.
The proposal is the result of a thorough research and consultation process that has
involved cultural, business and community groups and elected officials from
across the region. It responds to priority needs and opportunities and optimizes
the opportunity to achieve inter-governmental partnerships around the cultural
information network and cultural tourism initiatives. The proposal's phase-in
period allows a reasonable period of time for cultural groups to prepare for
participation.
Modify the proposal to phase in the business plan implementation over three
years.
Extending the phase-in period could result in missed opportunities to achieve
inter-governmental partnerships if priorities shift or budgetary allocations are
reached. Also, service delivery to residents would be delayed as would the
significant leveraging of senior government investment by cultural groups. On
the other hand, more time would allow development of greater organizational
strength in more cultural groups, thus enabling greater participation in some of the
business plan's initiatives.
#5
FINANCIAL IMPLICATIONS
The investment needed from Greater Vancouver sources to implement the business plan
is $6.5 million annually. This base investment would leverage:
Federal and provincial investments Other investments
• $3.3 million direct • $11 million by arts and cultural
(partnership projects) organizations and private sector
• $6.0 million indirect • $43 million in tourism spending
(cultural grants)
• $20 - $40 million strategic investment • industry investments
partnership
The total leverage impact of the $6.5 million investment would be:
• $9.3 million from senior levels of government,
• $11 million from arts and cultural organizations and the private sector,
• $43 million in additional tourism spending, and
• Over the longer term, achieve significant new investments by senior levels of
government through the intergovernmental strategic investment agreement focused on
cultural industries and new media. Recent agreements in other provinces suggest this
additional investment, which is not included in the business plan, would likely be in
the $20 to $40 million range.
The total annual economic impact in Greater Vancouver, excluding the strategic
investment partnership, would be $70 million dollars. Every $1 invested by Greater
Vancouver is estimated to generate $11 in increased expenditures in the economy. This
is on the conservative side of actual experiences in other metro areas.
Funding Options
There are a number of options for funding the Greater Vancouver investment of $6.5
million. The recommended approach is to employ a multi-pronged approach to funding,
drawing on the per capita contribution, visitor surcharge, e-commerce revenues and
private sector partnerships. Given the time that it may take to bring the visitor surcharge,
e-cornmerce and private sector sources on line, it is recommended that the $6.5 million
requirement be initially funded with the per capita contribution of $3.26. This would be
offset as the other sources are developed. At the request of participating municipalities,
the per capita contribution could be collected efficiently via the GVRD levy.
An on-going inter-municipal partnership is needed to implement the business plan. The
key functions of the organization include ensuring delivery of the products, services and
initiatives identified in the business plan, building partnerships with the federal and
provincial governments and the private sector, developing an intergovernmental
investment partnership and ensuring ongoing review and implementation of the
Strategies report.
#6
The Inter-Municipal Service Delivery Organization is recommended as the structure to
implement the business plan. This option offers the best balance among the criteria,
meeting accountability needs while offering operational flexibility and an entrepreneurial
stance. Importantly, an inter-municipal service delivery organization remains close
enough to government to effect partnerships with senior levels of government. Under
new legislation, the GVRD has the ability to create such a municipally accountable body
if requested to do so by the participating municipalities.
Phasing
Start-up of such an initiative requires some phasing of the business plan's
implementation. This could be accomplished over terms of either 2 or 3 years beginning
in 2001. Phased implementation would delay achievement of new senior government
investment by several years, and there is a risk that current windows of opportunity may
be missed (e.g. cultural tourism). The recommended approach is to provide a one year
period for start-up and launch of the initiative in 2001 while participating members
prepare for the per capita contribution to begin in 2002. First year costs up to $350,000
could be requested as a contribution or a repayable advance from GVRD reserves.
INTERGOVERNMENTAL INVOLVEMENT/IMPLICATIONS
Fit with the District of Maple Ridge's policies
The proposal would advance many of the District's strategic directions including:
Inter-Government Relations/Partnerships
- develop and maintain strong, positive working relationships with the Provincial
government, the GVRD, TransLink, adjacent municipalities and the Katzie First
Nation
- identify and promote the use of partnerships with public agencies, business; not
for profit; community groups and volunteers to provide local government and
community services in a cost efficient and effective manner
• Economic Development
- identify, in consultation with community stakeholders, specific new investments
and employment opportunities
- develop and maintain high quality community documentation and promotional
- material to attractinvestmerit and eiiiployriiént -
Safe and Livable Community
- in partnership with community groups assist in the provision of leisure and
cultural services to ensure access by all citizens
In 1996 the District adopted the Arts and Cultural Policy and Plan. The Plan identified
several key goals and strategies, which are supported by this initiative. This policy is
forwarded under separate cover as background information. Some specific goals that are
contained in the policy, which relate to the inter-municipal initiative follow:
#7
"4.3 Promote our Arts and Culture as a tourist attraction more extensively
7.1 Improve the ability of our community's arts organizations to do their job
8.1 Provide education to artists and arts organizations about promoting and
marketing
8.2 Utilize electronic and broadcast media more effectively
8.4 Promote the arts and culture of our community to the broader region"
Benefits for the District of Maple Ridge
• More diverse range of arts and cultural events for residents and visitors, closer to
home
• Stronger local organizations that are region-serving
• Marketing tools that extend the reach of local organizations and our new cultural
centre
• Economic diversification in the local economy - from cultural tourism and cultural
industry / new media initiatives
• More investment in arts and culture by senior governments, which should lessen
demands on local governments to "fill the gap"
• Common issues beyond the reach of any single municipality to solve can be
addressed cost-effectively
An important consideration is how the Board of the inter-municipal service delivery
organization would work (e.g. appointment process, eligibility, voting procedures, tenure,
remuneration). The recommended approach is that each participating municipality would
appoint a Board member, in that process deciding whether that person should be an
elected representative, a staff person or a community member.
While the preferred mode of decision-making is by consensus, a voting procedure is
needed. This procedure could be developed by having a Council representative from
each participating municipality take part in a process to develop Board voting procedures.
Option A: Inter-Municipal Service Delivery Organization
This option consists of an inter-municipal service delivery organization that would be
given responsibility for implementing the initiative on behalf of Greater Vancouver's
municipalities. Responsibility for Board appointments would rest with the
municipalities. All municipalities could be represented on the Board or alternate, agreed
strategies to achieve a smaller Board could be implemented.
Amendments to the regional district provisions of the Municipal Act passed in the 2000
legislative session enable the creation of service delivery organizations that would
function as intermunicipal organizations. These amendments allow great flexibility in
the design of the organization, including purposes, membership, funding, and Board
structure. The amendments also provide for service reviews to ensure accountability, and
to allow member municipalities to leave the partnership if it does not meet their needs at
some point.
#8
An inter-municipal service delivery organization can be entrepreneurial and accountable
to Greater Vancouver residents, through its Board representatives. This option can
achieve the collective region-wide perspective needed in delivering services, products
and investments. Another advantage is that it would be close to government, ensuring
that it has high profile and ready access to decision-makers and funders from all levels of
government. A disadvantage of this type of organization is that it could be less cost-
effective and responsive due to it being closer to government.
Option B: Non-Profit Charitable Society
This option consists of the establishment of an independent non-profit charitable society
with a service agreement between the society and Greater Vancouver municipalities. The
Board, elected from the membership of the society, would be responsible for establishing
policies, priorities and approving the society's budget.
Some of the advantages of this option are that it can be cost-effective, flexible and
entrepreneurial in achieving outcomes. In addition, the society could potentially be open
to membership by non-local government entities. Among the disadvantages are that it
may be less accountable to Greater Vancouver residents and could have a limited
perspective in ensuring the services, products and investments respond to a region-wide
view of issues and opportunities. The flexible membership structure could result in a
"patchwork" of participation that would make equitable delivery of plan initiatives
challenging, and also limit the ability of the entity to represent Greater Vancouver's
interests in negotiations and partnership projects with other levels of government.
Participation by non-local government entities could complicate the governance
arrangements.
Option C: Regional District
Under this option, the GVRD would be responsible for implementing the initiative on
behalf of the municipalities. The required functions could either be performed by an
existing department within the GVRD or a mandated office established solely to
undertake this initiative. No separate Board would be needed - the GVRD Board would
be responsible for establishing policy and approving key decisions.
The advantages of this option are that it uses an existing inter-municipal organization and
thus does not duplicate processes or needs. The same level of transparency and
accountability would be achieved. Among its disadvantages are that it could be less
responsive, flexible and cost-effective relative to the. other options. its effectiveness in
achieving outcomes may be reduced because of the lack of a diverse Board assembled
specifically to focus on arts and cultural initiatives.
Next Steps
Based on the proposal outlined above, the next steps are for the participating
municipalities to develop draft services establishment and delegation bylaws. The
bylaws would be drafted by the Regional Cultural Plan Steering Committee and referred
to participating Councils for endorsement. The bylaws would specify the services to be
collectively provided, the sources of funding, the service area, and the nature and
#9
characteristics of the service delivery organization including its governance and
organizational structure, decision-making authority, reporting requirements and other
aspects as required.
CITIZEN/PUBLIC RELATIONS INVOLVEMENT/IMPLICATIONS
Earlier this year residents in Maple Ridge and Pitt Meadows were asked in a random
survey which area of recreation most needed improvement. The Arts were at the top of
the list.
Arts and cultural groups from the District of Maple Ridge and members of Council
participated in the process of developing the Strategies report and the business plan and
implementation options. Letters of support are attached from the Arts Council and the
Art Gallery Society along with an article from the Alliance for Arts and Culture. In
addition, a regional survey of the general public was done in late August 2000. Overall,
the survey results show strong support for benefits of the plan, and strong willingness-to-
pay for those benefits.
Key responses to the regional random sample survey completed by Canadian Facts are
summarized below. The N.E. sub-region includes the tn-cities, Maple Ridge and Pitt
Meadows. Sufficient responses were collected in the N.E. sub-region to represent a
statistically valid sample.
1) Percentage of respondents who said:
(a) Arts and Cultural events are important or very important for the quality of
life in their communities: Entire region 89% -- NE Sub-region 88%
2) Percentage of respondents who said they would like to see:
More cultural events in their communities: Entire Region 85% -- NE Sub-
region 89%
More major music/theatre festivals in their communities: Entire Region
89% -- NE Sub-region 95%
Increased access to the Arts for children in local schools: Entire Region
91% -- NE Sub-region 91%
More professional performances in their communities; Entire Region 85%
-- NE Sub-region 86%
3) Percentage of respondents who said they would benefit from having better
information on arts and cultural events across the lower mainland: Entire Region
92% -- NE Sub-region 84%
4) Percentage of respondents who said they would participate more if opportunities
were closer: Entire Region 58% -- NE Sub-region 62%
5) Percentage of respondents who expressed support for the regional concept: Entire
Region 90% -- NE Sub-region 91%
#10
6) Percentage of respondents who support an annual tax increase per household in
the following amounts to fund the initiative:
Entire Region NE Sub-region
More than $15 per household 25% 28%
$15 per household 36% 30%
Less than $15 per household 13% 15%
No investment/strongly opposed 20% 22%
Don't' know/refused 6% 5%
A summary of the complete survey results is also attached.
OTHER
Comments on the Proposal
The business plan's initiatives were developed in consultation with the arts and cultural
community and with research on how other metropolitan regions accomplish similar
objectives. The costing was done carefully, and benchmarking with other areas shows
that the proposed expenditure level per capita is about average for similarly structured
metropolitan areas. The business plan's initiatives are feasible and would address
priority needs and opportunities.
A key objective of the business plan is to increase senior government investment in arts
and culture in Greater Vancouver. The initiatives identified in the plan would do this,
and in a way that is not significantly influenced by election cycles. The Steering
Committee has tested the interest of senior government ministries and agencies with
cultural service or development mandates. On file are supportive letters from both the
federal Minister and the provincial Minister. Officials in the Department of Canadian
Heritage, Western Diversification, Human Resources Development Canada, CBC,
Canada Council, New Media Innovation Centre, as well as the BC Ministry responsible
for Culture, BC Arts Council, Tech BC, BC Film, BC Film Commission - among others
- have each expressed a willingness to participate in business plan projects. They await
an inter-municipal entity with which to work.
These initiatives will deliver substantial benefits - social and economic - to Greater
Vancouver's communities. They also fit well with senior government approaches - both
in terms of current policy priorities and in how they link with the main mechanisms
senior governments use to invest in culture —through short-term, focused partnership
projects, through longer-term investment agreements around cultural industries, and
through juried grant processes.
#11
The total economic impact of the business plan is very substantial. The consultants
estimate that $1 1 in total direct investment would result from every $1 of base
investment. This is comparable to the actual experiences of other metropolitan regions
(e.g. Ottawa-Carleton identified an economic impact of $14 for every $1 invested).
The recommended organizational option of an inter-municipal service delivery
organization is appropriate and in keeping with the inter-municipal nature of the
initiative. New provisions in the Municipal Act (now the Local Government Act) allow
such organizations to be custom-designed and there are a wide range of options available
related to governance and funding. The recommended approach would create a
municipally-accountable organization. An additional advantage of the recommended
approach is that having the services and funding arrangements specified in the bylaw
ensures that the organization will remain focused on the agreed services, as opposed to
the greater flexibility available to an arm's-length non-profit society.
The recommendation to employ a multi-pronged approach to financing the business plan
is based on the beneficiary-pay principle and is appropriate. Developing the e-commerce
potential of the cultural information network and private sector partnerships around the
network and cultural tourism initiatives would encourage an entrepreneurial stance while
minimizing competition with existing cultural groups for private sector investment. The
conclusions that these other sources will likely take time to secure is reasonable.
However, they should be pursued vigorously and a commitment to offset the per capita
contribution as other revenues are achieved should be secured.
The proposal suggests a two-year phase in. It may be appropriate to consider a three-year
phase in period, with the first year as a start-up year, the second year at $1.65 per capita
and the third year at $3.26 per capita. A longer phase-in period has some risks of missing
some immediate partnership opportunities with senior governments around the cultural
information network and cultural tourism. However, the longer phase-in period would
also allow cultural organizations in many communities to undertake organizational
development and planning work that would enable them to better participate in some of
the business plan's initiatives.
W,
by: Mike Murray' /
GM: Comn~finityDØelopm
Parks & R4creatii Services
L --_- -------------
Concurrence: Robert W. Robertson, AICP, MCIP
Chief Administrative Officer
#12
Office of the Chatrcrsc-
Telephone (604. 432.E2Y
Fax (604) 432-6248 L Greater Vancouver Regional District
4330 Kingsway. Burnaby. British Columbia Canada V5H 408
August 28, 2000
Mayor Al Hogarth and
City of Maple Ridge
11995 Haney Place
Maple Ridge, BC
V2X 6A9
of G.1:: C.c.c kctn ie
[For nE ,,
Cop
File: CPI3-02
--
O7c
Dear Mayor Hogarth and Members of Council:
Re: Business Plan and implementation Options for Strategies for Regional Arts and Cultural
Development in Greater Vancouver
An inter-municipal staff group, the Regional Cultural Plan Steering Committee, was established
by the Regional Administrative Advisory Committee to develop a plan to address the common
issues facing arts and culture in our communities. The GVRD agreed to provide administrative
and facilitation support to the Committee in assisting municipalities in addressing these issues.
The inter-municipal Steering Committee prepared a strategic plan in 1999, Strategies for
Regional Arts and Cultural Development in Greater Vancouver, and developed a business plan
with implementation options. The GVRD Board received the business plan at its July 2000
meeting and passed the following resolution.
a) Thai the Board receive and refer the Business Plan and Implementation Options
and Recommendations 1 through 4 of the Regional Cultural Plan Steering
Committee to member municipalities for comment including the proposed
expenditure levels andfunding strategies prior to consideration by the Board.
b,) That the Board authorize the Regional Cultural Plan Steering (oninnitee 10
develop a proposal for a partnership project with the federal government and
others as appropriate to create the "Greater Vancouver Cultural Information
Network", for consideration by the Board.
Attached is a copy of the Steering Committee's report along with supporting materials for your
consideration. The Chair of the Regional Cultural Plan Steering Committee, Burke Taylor, can be
reached at 871-6004, to arrange for a presentation on the material if your community does not
have a representative on the Steering Committee.
Yours truly,
George Puil
Chair
Attachments
Policy and Planning Department
Greater Vancouver Regional District ielepltone (604) 432.6375
4330 Kin gswcry. Burnaby. British Columbia, Canada V5K 4G8 Fax (604) 436-6970
Committee Meeung Date: July 12, 2000
To: Planning and Environment Committee
From: Burke Taylor, Chair
Regional Cultural Plan Steering Committee
Date: June 20, 2000
Re: Business Plan and Implementation Options for Strategies for Regional Arts and
Cultural Development in Greater Vancouver
Recommendation:
That the Board:
receive this report, titled "Business Plan and Implementation Options for Straegies for
Regional Arts and Cultural Development in Greater Vancouver", dated June 20, 2000., and
endorse the Business Plan in principle for the purposes of further discussion;
endorse the Special Purpose Agency concept as the preferred structure for the interrnunicipal
partnership and request rrmber municipalities to provide recomrrndations by September 30,
2000 on how to structure the Board of that agency;
refer the report to the Finance Committee for recommendations on appropriate ways to
provide the business plan's core funding. in consultation with the Regional Finance Advisory
Committee and the Regional Cultural Plan Steering Committee;
appoint a special purpose Committee of the Board to prepare and implement an initiative to
develop federal and provincial government support for a new approach to supporting arts and
cultural development in Greater Vancouver including equitable and appropriate funding, and
approve expenditures for the Committee to travel for this purpose to Ottawa and Victoria; and,
authorize the Regional Cultural Plan Steering Committee to develop a proposal for a
partnership project with the federal government and others as appropriate to create the
"Greater Vancouver Cultural Information Network", for consideration by the Board.
PURPOSE
To present the business plan and recommended implementation process, including governance
and funding. for Strategies for Regional Arts and Cultural Development in Greater Vancouver.
CONTEXT
The arts and culture sector in Greater Vancouver is suffering as a result of under-investment by
both the federal and provincial levels of government. Arts and culture organizations spend more
time trying to fund-raise, leaving much less time to engage in the creative process. Talent that is
developed here drains away as creative individuals leave for other locations. Employment and
private sector investment grows at a slower pace than it could as opportunities are missed to
connect the sector to the fast-growing high tech, new media and tourism parts of the economy.
Municipalitids cannot and should not till the gap alone. Municipalities are already funding arts
and culture to varying degrees due to its value to their communities. However, some issues such
as senior government funding must be addressed collectively. Recognizing that, the GVRD
Board endorsed an inter-municipal proposal to develop a plan for regional cultural development,
and agreed to facilitate its development and implementation. The Regional Cultural Plan
Steering Committee, composed of municipal staff, conducted aresearch and consultation process
to develop a strategic plan to reverse the decline of services to residents, help develop arts and
cultural organizations and capture economic development opportunities.
In November 1999, the GVRD Board endorsed the Steering Committee's report, Strategies for
Regional Arts and Cultural Development in Greater Vancouver. The Board asked the Steering
Committee to prepare a business plan for the Strategies' priority actions and organizational and
funding options for an inter-municipal partnership to implement the plan.
In a progress report to the Board in April 2000, the Steering Committee presented an outline of
the business plan and the results of consultations carried out since November 1999. A public
forum held in March 2000, attended by about 90 people from the cultural community and local
government, confirmed the directions of this initial business plan. Also, during this period
Steering Committee members reviewed with their municipal Councils the Strategies report and
the next steps in the process of determining how best to implement it. While generally
endorsing and supporting the plan, some Councils provided comments on the implementation
principles guiding the next phase of work, which the Steering Committee incorporated into the
process.
A public forum held in June 2000 discussed the organizational and funding options. Over 100
representatives of the cultural community and local government, including many local elected
officials, participated. A list of the attendees is provided in Attachment A. The Steering
Committee has carefully considered the input from all of the consultations in developing the
draft summary business plan (Attachment B) and the organizational and funding options for the
inter-municipal partnership (Attachment Q.
Business Plan Highlights
The business plan focuses on:
• developing an intergovernmental strategic investment partnership,
• improving and developing region-serving arts and cultural services, and
• developing partnerships to implement cultural information network, cultural tourism and
regional touring plans.
These initiatives will:
• Increase access to arts and cultural services for residents throughout Greater Vancouver.
• Build stronger arts and cultural organizations throughout the region.
• Increase participation by residents and visitors in arts and cultural activities.
• Generate economic benefits region-wide, including approximately 5,350 new jobs and
approximately $70 million in direct expenditures annually.
• Leverage up to $10 million dollars of federal and provincial investment for projects in the
short term and approximately $12 million from arts and cultural organizations and the private
sector.
• Over the longer term, achieve significant new investments by senior levels of government
through an intergovernmental strategic investment agreement focused on cultural industries
and new media. Recent agreements in other provinces suggest this additional investment,
which is not included in the business plan. would likely be in the $20 to $40 million range.
The summary business plan describes the deliverables, benefits and resource requirements to
implement these priorities; it is based on detailed action plans prepared for each initiative. The
business plan also provides for enhanced coordination of municipal initiatives related to cultural
services and programs. As actions are achieved through this initial business plan, the other
actions contained in the Strategies report would be reviewed and priorities selected as the focus
of the next business plannmg cycle.
The resource requirements in Year 3 of the business plan total $9.7 million. A significant
portion of this - about one-third - is expected to be provided through federal and provincial
participation in the initiatives related to the cultural information network, the cultural touriani
snategy and the regional touring plan. The remainder would be Greater Vancouver's
contribution in recognition of the significant benefits that will be received by residents and
businesses. Options for funding this contribution are outlined in the alternatives section of this
report with more complete details found in Attachment C.
Decisions are needed in several areas to continue to advance this process, as follows:
Endorsement of the business plan in principle. This then provides a con basis for further
discussion. For example, the Regional Cultural Plan Steering Committee is discussing
potential partnership projects outlined in the business plan with staff of senior governments.
Endorsement-in-principle will increase the level of confidence around these discussions.
Development of greater political involvement in addressing cultural funding issues with other
levels of governxrent. There are tentative but positive signs that the climate affecting
investment in this sector is changing. Pro-active political involvement at the right time will be
needed.
C) Advancement of the governance and Funding options by selecting a preferred structure for the
inter-municipal partnership, seeking, advice from municipaiities on Board composition and
requesting the Finance Committee to recommend how to provide the core funding for the
business plan. This would be brought back to the Board for further consideration in the fall of
2000.
Senior Government Support
A key issue addressed by the business plan is the serious under-funding of arts and cultural
development in Greater Vancouver by senior levels of government. Over the past eleven years,
rederal government spending on culture in BC has never been higher than 45% of the per capita
national average and r is getang worse in 1997-98. BC received oniy 34% of the national
average, placing it ninth out of the ten provinces. On the provincial government side, BC's per
capita spending on culture (excluding libraries) has always been significantly below the
Canadian average, ranging between a low of 45% and a high of 67% of the average for all
provinces.
The Steering Committee has sought to raise this issue through a range of channels, including a
meeting with the B.C. federal Liberal caucus, attended by the Chair of the GVRD Board and the
Chair of the Steering Committee. As noted in Chair Puil's report to the Board, included in the
May 2000 Board agenda, that meeting drove home the need for a more sophisticated, concerted
and sustained approach to this issue.
The Steering Committee recommends that the Board designate a special Committee to
develop and implement a program to raise the profile and importance of this issue with
federal MPs and Ministers and provincial MLAs and Ministers. This special Committee,
composed of the Chairs of the Board, the PInning and Environment Committee, the Cultural
Grants Committee and up to four others, would be supported by the Regional Cultural Plan
Steering Committee. To build relationships with elected officials and senior staff in federal and
provincial capitals, the special Committee would Likely need to travel to Ottawa and Victoria at
some point.
The region's communities will need to address the issue of senior government funding
collectively and strategically to be successful. And it can be done - as shown by the emerging
partnerships around the cultural information network, cultural tourism and the intergovernmental
strategic investment partnership. For example, the Steering Committee's initiative to make
Greater Vancouver's proposed Cultural Information Network the prototype, for other cities in
Canada, and a base for serving a national network, has gained significant interest and support.
The Arts and the Cities organization of 40 cities in Quebec and approximately 10 other cities
from Newfoundland to the Yukon have now endorsed the Steering Committee's model and are
signed on to back our request for federal funding. Even without a formal proposal, the
Department of Canadian Heritage has already expressed its interest in participating. Other
significant partners include the Canada Council for the Arts, the Canadian Conference of the
Arts and the Samuel and Saidye Bronfrnan Family Foundation. Very shortly, a Greater
\/ ancouver partner will be needed to ensure that the benefits of this work will be brought home
to the region. Until such time as a project partnership framework has been developed for the
Board's review, the Steering Committee can continue to work at the staff level, with the Board's
z U DPI' rt.
The Steering Committee recommends that the-Board authorize the--Committee to develop
a proposal for a partnership project with the federal government and others to create the
Greater Vancouver Cultural Information Network, for consideration by the Board.
3. ALTERNATIVES
The Steering Committee evaluated .i number of governance and funding options for implementing
the pUn. considering input from public consultations, the results of technical research and other
penence
Governance
The key functions of the organization needed to implement the business plan include delivering
the core business of the initiative, building partnerships with the federal and provincial
governments and the private sector, developing an intergovernmental investment partnership and
ensuring ongoing review and implementation of the Strategies report. Three main governance
options were evaluated in detail against criteria that included accountability, collective
perspective, effectiveness, transparency, responsiveness and flexibility, and accessibility:
Option A: Non-Profit Charitable Society
This option consists of the establishment of an independent non-profit charitable society with a
service agreement between the society and Greater Vancouver municipalities. The Board, elected
from the membership of the society, would be responsible for establishing policies, priorities and
approving the society's budget.
Some of the advantages of this option are that it can be cost-effective, flexible and entrepreneurial
in achieving outcomes. in addition, the society could potentially be open to membership by non-
local government entities. Anx)ng the disadvantages are that it may be less accountable to
Greater Vancouver residents and could have a limited perspective in ensuring the services,
products and investments respond to a region-wide view of issues and opportunities. The flexible
membership structure could result in a "patchwork" of participation that would make equitable
delivery of plan initiatives challenging, and also limit the ability of the entity to represent Greater
Vancouver's interests in negotiations and partnership projects with other levels of government.
Participation by non-local government entities could complicate the governance arrangements.
Option B: Special Purpose Agency
This option consists of a special purpose agency that would be given responsibility for
implementing the initiative on behalf of Greater Vancouver's municipalities. Responsibility fbr
Board appointments would rest with the municipalities. All municipalities could be represented
on the Board or alternate, agreed strategies to achieve a smaller Board could be implemented.
Amendments to the regional district provisions of the Municipal Act anticipated in the 2000
legislative session would enable the creation of a special purpose agency that would function as an
inter-municipal organization.
A special purpose agency can be entrepreneurial like the non-profit society but would be more
directly accountable to Greater Vancouver residents. This option also achieves the collective
reion-wide perspective needed in delivering services, products and investments. Another
ad antage is that it would be close to government, ensuring that it has high profile and ready
access to decision-makers and funders from all levels of government. A disadvantage of this type
or oranization is that it could be less cost-effective and responsive due to it being closer to
vefliJflflt
Option C: Regional District
Under this option, the GVRD would be responsible for implennting the initiative on behalf of
the municipalities,. The required functions could either be performed by an existing departrrrnt
within the GVRD or a mandated office established solely to undertake this initiative. No separate
Board would be needed - the GVRD Board would be responsible for establishing policy and
approving key decisions.
The advantage of this option is that it would provide accournability, transparency and a
collective perspective. Among its disadvantages are that it could be less responsive, flexible and
cost-effective relative to the other options. Its effectiveness in achieving outcomes may be
reduced because of the lack of a diverse Board assembled specifically to focus on arts and
cultural initiatives.
Based on a detailed evaluation of the options and input received at the June public forum,
the Steering Committee recommends the Special Purpose Agency concept for governance.
This option offers the best balance among the criteria. It meets accountability needs while
offering flexibility and a more entrepreneurial stance. Importantly, the special purpose agency
remains close enough to government to effect partnerships with senior levels of government.
Board Composition
There are a number of ways of composing the Board of the recommended Special Purpose
Agency. One option would be for the Board to consist solely of municipal government
representatives. However, the Committee's review of arts and culture funding organizations
across Canada and the US found that most contain a diverse board of directors responsible for
establishing policies regarding the activities undertaken by the organization.. Typically, board
members are appointed by government and are drawn from the arts, business, government and
the general community.
Among the advantages of a diverse board is that, through direct representation of arts and cultural
groups, the activities undertaken are more likely to net the needs of arts and cultural
organizations and the general corrirnitnity. Potential disadvantages of a diverse board compared
to a governnnt board are potential conflict of interest situations and less commitment to the
specific interests of municipal governments involved in the initiative. Another challenge is
ensuring region-wide representation of various interests in a sector as diverse as the arts and
cultural sector.
The Steering Committee recommends that member municipalities consider the options for
structuring the Board of the Special Purpose Agency and provide recommendations on the
approach they feel is most appropriate (e.g. composition, appointment length and process)
giving due consideration to the need to achieve a Board of workable size.
Funding
.1 number of funding options for the initiative have been identified, again taking into account the
experience of other metropolitan regions. They are outlined very briefly here, with further
details provided in Attachment C.
• Per Capita Contribution: Residents are key beneficiaries of the business plan's initiatives.
Other metropolitan regions examined in the research invest an average of $3.95 per capita
solely to support region-wide cultural services. The current GVRD investment is $0.12 per
capita. A per capita contribution could be collected efficiently through the GVRD levy.
• Visitor Surcharge: Visitors would also benefit from many of the business plan's initiatives. A
number of US metropolitan areas use a hotel/rrtel surcharge to fund cultural development.
In BC, the current hotel/rtinel surcharge is 8%, with municipalities having the option to
collect an additional 2%. A share of the existing revenue stream or a visitor surcharge applied
to a wider range of expenditures made by visitors such as rental cars, taxis, restaurants,
airports and cruise ship terminals could be sought. The support of various organizations and
governments would be required.
• Amuserent Surchar2e: Both visitors and residents would pay an amusement surcharge. It
could be placed on a variety of activities such as festivals, sporting events, concerts and
nxwies. A number of US jurisdictions use amusement surcharges to fund cultural initiatives.
Special provincial legislation would be required.
• e-corrirerce sales: In the long term, c-commerce sales of cultural products and services
through the Information Network could be a major source of funding for the initiative,
enhanced by Canadian and international connections. However, sales revenues in the slxrt
term are not likely to be sufficient to rely on this source of income.
• Federal and Provincial Government Pannershirs: Federal and provincial government
partnerships are a potential funding source to undertake initiatives where there are conn
interests and shared responsibilities, such as cultural tourism, information networks and
regional touring. In addition, a strategic investment partnership in cultural industries and new
media initiatives is achievable. However, these partnerships are not a source of funds for the
core business identified in the business plan.
• Private sector partnerships: Private sector partnerships are becoming an increasingly
important source of funding for arts and culture throughout North America. However, it is
important that any funding derived from this source. does-not.compete with-individuaFarts and
cultural organizations in Greater Vancouver that also rely on private sector funding. This
source may be appropriate for individual initiatives, such as the proposed information
network
The core funding required for the business plan is $6.5 million annually. Considering the
criteria of adequacy, appropriateness and equitability and the principle of beneficiary-pay, the
Steering Committee concluded that three of the above funding options could be used to fund the
core business: the per capita contribution, the visitor surcharge and the amusement surcharge.
The amusement surcharge is limited to user-pay and does not capture a contribution from all of
the beneficiaries. It would also be difficult to obtain consent for such a charge and it might have
the effect of reducing the earned revenues and financial stability of the arts and cultural
organizations that the business plan is intended to support. Of the remaining two potential
sources, the visitor surcharge may take time to develop. Though it will take longer, the Steering
Committee recommends that the visitor surcharge should be pursued to fund appropriate
components of the core business. The per capita contribution is one that local governments can
implement in the near term and is consistent with the beneficiary-pay principle.
The Steering Committee recommends that this report be referred to the Finance
Committee for recommendations on appropriate ways to provide the core funding, in
consultation with the Regional Finance Advisory Committee and the Regional Cultural
Plan Steering Committee.
4. CONCLUSION
The Steering Committee has prepared a business plan and developed options and
recommendations for governance and funding for Strategies for Regional Arts and Cultural
Development in Greater Vancouver that will yield significant social and economic benefits
reg ion-wide when implemented. Key stakeholder groups throughout the region continue to
strongly support this initiative. The commitment of member municipalities is critical to the
initiative's success, including forming many of the desired partnerships and securing Greater
Vancouver's fair share of support from senior levels of government.
Attachments:
Attendees List - Cultural Forum June 16, 2000.
Strategies for Regional Arts and Cultural Development in Greater Vancouver, Draft
Summary Business Plan - June 2000.
Strategies for Regional Arts and Cultural Development in Greater Vancouver, Draft
Governance and Funding Options - June 2000.
icillor laaoett
Adams
Walter Adolf
George Affleck
Vicki Allesia
Mary Ann Anders
Christ,ne Anton
Jane Appleb
Lynis Aquing
Nini Baird
Anne Balzer
Kevin Barring
Lori Baxter
Barry Becker
Don Bell
Michael Binkle
Richard Brown5
miels -
icilior
cillor
cillor
Evans -
Farina
Feamley
Feil
Ference
Fernyhoug
icillor
I,bv bteeIII19
Aquarian Productions
General Manager British Columbia & Yukon Community Newspapers Association
- Port Moody Festival of the Arts
Chair - North Shore Arts Commission
- .- Burnaby Lyric Opera Society.
Richmond Youth Concert Band
BC Arts Council
Vancouver Mandolin Society
Douglas College FoundatIon -
Executive Director Alliance for Arts and Culture
Diector, Parks & Recreation City Of Port Coquitiam -
- District Of North Vancouver
Prsident North Vancouver Arts Council
Director Ministry of Small Business, Tourism and Culture
Director of Marketing and Visitor Services Tourism Vancouver
Strategic Planner - - . .. Township .01 Langley -
Corporation Of Delta
Arts Council of New Westminster
- Richmond Cultural Centre & Museum
ARC Arts Council
Cultural Services Superintendent District of West Vancouver .
PacIfic Space Centre
- City Of Port Moody .
District Of West Vancouvef -
City Of Vancouver .
District Of Pitt Meadows
Leisure and Parks Services Director City. Of Coquitlarn- Brunette Ave
- , Place des Arts
Executive Director Vancouver Museum Commission
1St Vice President Burnaby Arts Council
City Of North Vancouver -
Executive Director North Vancouver Arts Council
Manager Ference Weicker Ltd.
- . - City Of Richmond
Pitt Meadows Arts Council •, -
Coordinator Tourism Vancouver's Cultural Initiative
Richmond Cultural Centre & Museum
SenIor Planner City Of New Westminster
Vancouver Chamber Choir
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uncillor Candace Gordon District Of Maple Hidge -- -
Alan Gove - Vancouver Symphony Orchestra
Eileen Graltend President Arts Council of Surrey -. --
Tony Grist SPARC ....
Reggie Ho - Richmond Youth Orchestra Society
Jim Howard Managing Director Community Arts Council of Richmond
Karen Ireland Board Member North Shore Arts Commission
Mary Jewell . . ..
Linda Johnston - - V
Dept. of Canadian Heritage, Govt. of Canada
Paul Johnstone Dlrector
Elizabeth Keurvorst Cultural Services Manager City Of Port Moody_-- . ...
uncillor Linda King ....-- District Of Maple Ridge
Judy Kirk Fer!nce.Weicker.Ltd.___.._
Nancy Knight V. .. - ... Greater Vancouveregionalistrict
uncillor Mel Kositsky rownship Of Langley - - ......
Wally Kozar - - North Vancouver Museum and Archives
John Maclachian . - BC Touring Council
Paddy - Macleod - Executive Director - Vancouver Cantata Singers
Laura MacMaster District Of North Vancouver
Alice Mansell Vice President Academic rechnical University of BC
Laurel March Canadian Heritage
unciliur Sandy McCormick City Of Vancouver
Irene McCutcheon
Pohn McMurchy Parks & Recreation Corporation Of Delta
uncillor Bill McNulty - .. .... City Of Richmond
Bill Millerd : Arts Club
Lynn . - Mockler ... .
Mary-Ann Moir - -- . - Vancouver Symphony Orchestra
Leo Mo! . - . _. ............. CommunIty Arts Council of Richmond
Mike Murray General Manager, Commercial Develop District Of Maple Ridge
Caedmon Nash Science World (A.S.I.C.)
Michael - Noon - Chan Centre for the Petorming Arts
Lana Panko Curator Surrey Museum and Archives
Ann Pappert Surrey Arts Centre
Joyce Pearkes -
Lori Phillips Director of Cultural Services North Shore Arts Commission
ludi Pigyott - Director, Training and Human Resource Alliance for Arts and Culture
Andrew Pottinger The Barkley Gazeley Communications Group Inc.
Linda Power Assembly of BC Arts Councils
Dpc Price Capilano College
- I Rankine Administrator White Rock Community Arts Council
F . Hivaui
Patricia K. Rogers
Sigurd Sabathil
Cynthia Smith
iincillor jCraig Robert ISpeirs
Peter Stanger
Sue Street
Richard SutcliUe
Peter Tamilin
Burke Taylor
Joanne Telfer
urnbull
,uIstle LUiu i ..s-p ,.. . ..............
President Delta Arts Council - - - -
Bowen Island Arts Council
CARFACBC
Policy Coordinator Government of Canada -
District Of Maple Ridge
Vice President of Marketing The Glen Ardeth-Frazer Corporation
Ballet BC
Dewdney-Alouette Railway Soc.
President Burnaby Arts Council
Director, Cultural Affairs City Of Vancouver
- -. Firehall Theatre Society___ - - -
- Greater Vancouver Economic Partnership - - -
Tourism Richmond
Gulf of Georgia Canners Society
President London Farm
st Richmond Cultural Centre & Museum
President CARFAC BC
Dfrector - - - Maple Ridge Art Gallery__
- Richmond Cultural Centre & Museum
Taiwanese Canadian Cultural Centre
District Of North Vancouver
ornelia Iwein
harles
ATTACHMENT B
Strategies for Regional Arts and Cultural Development
in Greater Vancouver
Draft Summary Business Plan
June 2000
Ference Weicker & Compan - ,a
Management Consultants
Draft Business Plan Executive Summary
Objctives
The two key objectives of the business plan are Implement the the priority actions and provide for the ongoing
implementation of the other recommended actions contained in the Strategies for Regional Arts and Cultural
Development report.
Benefits
The key benefits of the business plan is that it will enable existing region serving arts and cultural
organizations to extend their services throughout Greater Vancouver and allow those local arts and cultural
organizations that are ready to grow beyond their local communities to undertake sub-regional and region
wide projects. The business plan will also result in the creation of approximately 5,350 direct and indirect jobs
and $70 million in direct expenditures per year in the regional economy.
Core Business
The following cntical functions that comprise the core business of the initiative are necessary to ensure
implementation of all of the recommendations in the Strategies for Regional Arts and Cultural Development
report over the long term.
• Improve and develop region serving arts and culture services:
• Establish intergovernmental partnerships with federal and provincial governments in areas of
common interest and shared priority including the following: cultural tourism, regional touring, cultural
information network, organizational development of arts and cultural organizations and initiatives
regarding the cultural industries and the new economy; and
• Other supporting activities such as maintaining the intermunicipal partnership, awareness building,
private sector partnerships and collaborative planning of cultural facilities and programs.
Additional Priorities
Steps will be also undertaken to implement the following additional priorities in the short term and it is intended
that these additional priorities will be undertaken through partnerships primarily with the federal and provincial
government:
• Greater Vancouver cultural information network;
• Cultural tourism;
• Regional touring; and
• Organization development of arts and cultural organizations.
Service Delivers, Options
Thereferred service delivery option for the core business of this initiative is an intem,unicipal agency. For
the additional pnorities;the preferred option is to establish partnerships. Some potential service delivery
partners that have been identified to date include the Alliance for Arts and Culture, BC Touring Council,
municipal tounsrn commissions, Tourism BC, New Media Inc and the private sector.
Resource Requirements
Total :csts to implement the initiative are estimated to increase from approximately $8.3 million in the first
year and oeax at S9 3 million in the third and fourth years
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Page No.
Need for Initiative ...................................................i
Objectives .........................................................3
Ill. Benefits ...........................................................3
Principles ..........................................................6
Core Business .......................................................6
Additional Priorities .................................................ii
Service Delivery Options .............................................15
Resource Requirements .............................................15
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Summary Draft Business Plan
Need For Initiative The arts and cultural sector in Greater Vancouver is suffering due
to under-investment by both the federal and provincial levels of
government. In consequence, the member communities of
Greater Vancouver are foregoing social and economic benefits
that other metropolitan areas are currently enjoying.
Where just a few years ago there were three companies with full-
time corps of professional dancers in the region, today there is
one. Theatre, dance and music organizations produce fewer
shows in a season and do less touring - if any. Festivals delight
but fail to thrive. Local groups spend more time trying to
fund-raise and less time engaged in the creative process, leaving
even less to take on the challenges that will help them grow and
develop. Talent that is developed here drains from the region as
creative individuals leave for Toronto or the United States.
Opportunities for economic growth and development are also
being missed. In addition to the cultural industries of film, sound
recording and publishing, creators in the arts and cultural sector
provide key inputs to the fast-growing related sectors in Greater
Vancouver's "new" economy: high tech, new media and cultural
tourism. If the artistic and cultural products and services these
sectors need cannot be found locally, linkages are made with
firms in other areas, most often in the U.S. When this happens
local growth, stability and spin-offs are lessened, and the
threshold levels of activity needed to truly establish a sector
economically are not achieved.
The end result is a reduced economy and reduced quality of life
for Vancouver residents and visitors. Less diversity and less
accessibility to creative experience and cultural product. Less
employment and private investment in economic sectors with
proven potential. Overall. Greater Vancouver's arts and cultural
scene is severely challenged, with those components sustained
by the particular needs of the film industry being the notable
exception.
Without action, its going to get worse.
Municipalities alone cannot and should not fill the gap. But some
have been trying. To varying degrees. local governments in
Greater Vancouver are investing in this sector's development,
recognizing the dual value of arts and cultural services to their
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communities. But competition for scarce municipal resources
eans there is little opportunity for substantial growth in cultural
investment by individual local governments: instead, ways of
making strategic investments "go further" are needed.
To find those opportunities to increase efficiency and achieve
synergy. Greater Vancouver's municipalities began working
together to develop a plan that would grow and develop arts and
culture region-wide. In close consultation with the community, the
municipalities identified some priority actions that will reverse the
decline of services to residents, help develop arts and cultural
organizations, and connect the sector with key economic
development opportunities that are happening now.
The plan - Strategies for Regional Arts and Cultural Development
in Greater Vancouver - and its prionties are a good fit with the
interests of the provincial and federal governments. Cultural
development produces social and economic benefits that accrue
to every level of government. It is a shared responsibility.
To ensure this responsibility is recognized and acted upon by
senior levels of government, the municipalities must speak with
one voice. If Greater Vancouver municipalities are to provide
leadership and secure investments that benefit all member
communities, the municipalities must also be seen to be doing
"their fair share". This is not currently the case. Compared to
other similarly-structured metropolitan regions. Greater Vancouver
under-invests in cultural development at the regional level by
almost $4.00 per capita. Further, there is no body that
coordinates the individual initiatives towards greater efficiency nor
that delivers fundamental programs and services that provide the
foundation for those individual community programs.
There are tentative, but positive, signs that the climate affecting
investments in arts -and....culture is ch-anging B -oth federal and
provincial governments nave declared a number of cultural
objectives in common and are responding positively to the
Steenng Committee's initiatives. The time to act is now.
By investing in arts and cultural development, through the
initiatives in this business plan, Greater Vancouver will be able to
leverage investments from other levels of government, the pnvate
sector and others that far outweigh the initial outlay. And the
fundamental objective of greater access to arts and cultural
services - and more comclete communities- throughout Greater
Vancouver, will be achieved
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Objectives The two key objectives of the business plan are to:
Implement the foflowing five priority actions:
• Establish a new strategic partnership with senior
levels of government to support arts and culture in
Greater Vancouver.
• Improve and develop region serving arts and
cultural services throughout Greater Vancouver.
• Develop a Greater Vancouver Cultural Information
Network to improve the region-wide flow of
information about arts and culture.
• Develop and implement a cultural tourism
strategy to increase, and enhance regional
distribution of, the economic and social benefits
of cultural tourism.
• Review in detail the challenges and obstacles to
regional touring of performing and visual arts
and heritage exhibitions, and develop a program
to enhance access to existing arts and cultural
activity region-wide by facilitating its distribution
to existing venues.
2. Provide for the ongoing implementation of the other
recommended actions contained in the Strategies for
Regional Arts and Cultural Development report. Once
the above priority actions are achieved by implementing
this five year business plan, other priorities will be
selected as the focus of the next five year business
plan.
Benefits The business plans initiatives will build strength in cultural
organizations and activities that are crucial parts of healthy.
sustainable communities. Without these initiatives, the arts and
cultural sector will achieve much less than its potential and may
decline - largely as a result of different funding priorities of other
levels of government. Pressing needs will not be addressed and
opportunities will be missed. Some specific benefits of the
business plan include:
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Greater Access.to Arts The business plan will assist region serving and local arts and
and Cultural Services cultural organizations to extend their services throughout Greater
Vancouver, in geographic and cultural diversity terms. This will
provide more opportunities for all of the region's residents to
participate - closer to home - in arts and culture experiences that
are typically found in a limited number of locations in the region
today. The action plans to improve and develop region serving
arts and cultural services and regional touring provide the
investment funds to encourage this higher level of service.
Helping Local Arts and The business plan will assist those local arts and cultural
Cultural Organizations organizations that are ready to grow beyond their local
"Grow" communities, by:
• Providing organizational development services and
improved access to information on a range of topics that
will assist them in business planning and market research.
S Providing investment funds that allow them to undertake
sub-regional projects (each of the action plans dealing
with cultural tourism, regional touring, and improving and
developing region serving arts and cultural services create
investment funds that provide opportunities for local
groups to access resources for this purpose.
S Linking local organizations with larger, well-established
arts and cultural organizations in joint projects to facilitate
sharing of experiences and expertise.
This will fill a critical gap in the development of cultural
organizations that are too big for the local market but too small
to serve the entire region. Over time, an increasing number of
organizations located throughout the region will be able to
successfully mount region-serving arts and cultural projects.
Increased Participation The business plan will result in increased participation by
in Arts and Culture residents and visitors in arts and cultural activities. Both groups
Activities by Residents will benefit from increased access to information about things to
and Visitors see and do that will be provided by the Cultural Information
Network: both will also benefit from the increased level of arts and
cultural services that will be encouraged by the actions plans
dealing with cultural tourism, regional touring and the
improvement and development of region serving arts and cultural
services Growth in the demand for cultural tourism experiences
provides enormous opportunities for arts and cultural
organizations in communities throughout the region. The cultural
I
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$80.0
$70.0
$60.0
$50 0
$400
$300
$200
$100
$-0
Elm
$6.5
$27.0
$70.0
$43.0
Economic Impact of Initiative (Year 3)
Regional Investment (1)
Total Investment for
Expenditures by Arts &
Tourism Expenditures Total Direct Expenditures
Business Plan (2)
Cultural Organisations (3)
in Regional Economy (4)
Notes
1 This assumes that regional investment is allocated to the core business and a portion of the investment to undertake the additional priorities The balance
of investment for additional priorities would be obtained from federal and provincial government partnerships.
2 This assumes first level financial participation by federal and provincial governments - it does not include senior government spending, which could result
from strategic intergovernmental investments in cultural industries and the new economy.
3 This includes funding of $9.8 million provided by the initiative and a $17.2 million investment by arts and cultural organsalions which would be obtained
from federal and provincial government programs, private sector donations, and earned revenues.
4. 1' ncludes expenditures by arts and cultural organisations of $27 mJlhi.çand $43 million in tourism expenditures. This does not Include indir'cçand
ii .'1 coendinq Accordinq to Statistics Canada, indirect expenditure ,ulting from the direct expenditure of $70 million would be $30 mill •r year
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tourism actiOn plan will provide market research services and
investment funds to develop and market cultural tourism products.
5,350 New Jobs The business plan will result in the creation of approximately
5,350 direct and indirect jobs. All action plans contribute to this
increase in employment which will occur both in the arts and
culture sector and the tourism sector. The tourism sector will
benefit considerably because some visitors will extend their length
of stay to participate in arts and cultural activities throughout the
region. As an illustration, by extending the length of stay by one
day of 2% of the tourists that already come to Vancouver, tourism
revenues would increase by approximately $43 million per year
and approximately 3.300 jobs would be created.
$70 Million in Direct To allow adequate time for arts and cultural organizations to
Expenditures Per Year in prepare for projects and investments, this business plan assumes
Regional Economy that it will take approximately two years to ramp up and
accomplish the total potential of the initiative. In the third year of
the initiative, the business plan requires an investment of
approximately $27 million by arts and cultural organizations (Table
1). This investment will be obtained from various levels of
government, arts and cultural organizations and the private
sector. The investment of $27 million in the third year should
generate $70 million in total spending by visitors and residents.
Of the total of $70 million in direct expenditures, the largest
proportion consists of $43 million in additional expenditures by
tourists who extend their stay to participate in arts and cultural
activities in Greater Vancouver while the balance consists of
additional expenditures by Greater Vancouver residents in arts
and cultural activities.
The economic impact, therefore, of the contribution of Greater
Vancouver communities is very substantial. In the third year of
the initiative alone, every $1 invested at the regional level is
estimated to lever an increase of approximately $11 in
expenditures in the regional economy. This projected leverage is
conservative compared to that achieved in other jurisdictions. As
an illustration, a recent report documents that for every $1
contributed to arts organizations by the Ottawa-Carleton regional
government, the arts organizations spent $14.85.
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PrincIpI.s The fundamental principle of this initiative is that region-wide arts
and culture strategies are complementary to the existing arts and
cultural initiatives of local governments. They focus on areas
where there are benefits to be gained by jointly pursuing
opportunities and addressing shared concerns. The other key
principles are:
• The Strategies will build on existing strengths, be
achievable and deliver benefits region-wide. They will
complement and enable local initiatives, not replace or
compete with them.
• This is an intermunicipal initiative. Local interests and
autonomy will be respected.
• This is a collaborative process implemented in
consultation with municipalities, identified partners and
community stakeholders.
• The inter-municipal initiatives will maximize the benefits of
- and access to - arts and culture for individuals,
organizations and the broader community throughout the
region.
• Adequate, appropriate and equitable funding is needed.
• Delivery must be efficient and effective, with careful
allocation and use of resources.
• Annual progress reports and performance measures will
be required to assure accountability and transparency.
Core Business The following paragraphs describe the critical functions that
comprise the core business of the initiative as well as the
supporting activities that are necessary to ensure value for money
and successful implementation of the initiative. The activities
comprising the core business are ongoing and necessary to
ensure implementation of all of the recommendations in the
Strategies for Regional Arts andCultural Development report over
the long term. They are also the ones in which: the major
beneficiaries are residents and local businesses: the opportunities
for partnership funding are not significant: and collective
intermunicipal leadership is needed to initiate strategic
partnerships with other levels of government.
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improv, and Develop Greater Vancouver's region-serving arts and cultural
Region Serving Arts and organizations riced to further extend their services throughout the
Culture Services region in order to enhance the quality of life of all of our citizens.
Currently, these services are available in a limited number of
locations in the region. Some citizens, however, do not want to go
downtown to participate in arts and culture activities.
Consequently, greater emphasis must be placed on bringing the
arts and cultural services that those organizations uniquely
provide through their significant collections, resources and
expertise to residents throughout the region. The most cost-
effective method of extending arts and cultural services
throughout the region is to build on the strengths of existing
region serving organizations and develop the potential of other
arts and cultural organizations to undertake projects that extend
beyond their local community.
The key deliverables of this action plan are the following:
Deliverable #1: Strategic investments in existing region-
serving cultural services to achieve an enhanced level of
cultural services throughout the region.
Deliverable #2: Joint initiatives between existing region-
serving arts and cultural organizations and local arts and
cultural organizations.
Deliverable #3: Strategic investments in projects involving
region-wide and sub-regional performances events,
exhibitions and other arts and cultural services.
Deliverable #4: Strategic investments to assist in the
development of arts and cultural organizations with the
potential to be region serving.
For a.rtsand.culturalorganizations -across the region. thisinitiatiVe
will provide them with the tools to become strong financially and
thereby increase their ability to provide more services to the
region. It will also enable local arts and cultural organizations to
undertake projects that extend beyond their local community and
serve a broader regional audience. Some examples of potential
projects are common theme exhibitions that.are organized by
museums or art galleries in a number of municipalities and co-
productions between museums or art galleries located in different
communities
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Establish Cultural development is a shared responsibility of local, provincial
lnt.rgov.mmental and federal governments. There exist many opportunities to
Partnerships partner to address areas of mutual concern and undertake
coordinated and mutually beneficial initiatives that will assist in
cultural development in Greater Vancouver.
The key product of this action plan is the process to develop
intergovernmental partnerships. The key deliverables in the short
term are as follows:
Deliverable 01: Cultural Information network
Intergovernmental partnership
S Partnerships regarding enhanced information, sharing
utilizing technology
Deliverable #2: Cultural tourism intergovernmental
partnership
• Shared approaches and strategies to enhance the
development, packaging and marketing of cultural tourism
products
Deliverable #3: Regional touring intergovernmental
partnership
• Cooperative approaches to regional touring
Deliverable #4: Organizational development
intergovernmental partnership
• Shared strategies to improve the financial stability and
institutional capabilities of arts and cultural organizations.
In the long term, cooperative approaches can benefit the region
significantly and begin to address concerns over the low level of
funding in the region by senior levels of government.
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Intergovernmental Initiatives will be developed to ensure that the new economy and
Strategic Investments in cultural industries (film, video, sound recording, book and
Cultural Industries and periodical publishing, etc.) Continue to grow because this is where
New Economy Initiatives Greater Vancouver greatest potential for economic growth lies -
building a competitive edge in the new knowledge based
economy. As an illustration, work will be undertaken with the new
media sector to determine ways in which the region can support
this emerging area of economic development opportunity. The key
deliverables of this action plan are as follows:
Deliverable #1: Strategy for Intergovernmental Cooperation
Deliverable #2: Framework Document
Deliverable #3: Negotiation and Approval of
Intergovernmental Partnerships in Cultural Industries and
New Economy Initiatives
The economic impacts from intergovernmental partnerships in
cultural industries and new economy initiatives As an illustration,
the $21 million Canada-Manitoba Subsidiary Agreement on
Communications and Cultural Enterprises resulted in total
investment of $63 million.
Other Supporting The following paragraphs describe the ongoing supporting
Activities activities of the core business that are necessary to ensure value
for money and successful implementation of the initiative.
Maintaining lntermunicipal Partnership
Extensive communication is necessary on an ongoing basis to
ensure that each municipality supports and is aware of the
activities undertaken and benefits achieved by this initiative. In
addition, it will be necessary to develop cooperative approaches
to region-wide issues and ensure benefits are distributed to all
Greater Vancouver-communities. - -
Private Sector Partnerships
Strategic partnerstiips will be formed -with private sector
organizations to support and promote arts and culture. With
increasing competition for public sector resources, the private
sector will become a more important, and necessary, partner for
ocal government and not-for-profit cultural organizations in
pursing ccrnrnon objectives, as well as in accessing investment
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capital. Some specific activities that will be undertaken include
sector wide initiatives that build stronger relationships with the
private sector, establishment of stronger linkages between the
philanthropic sector and the arts and culture sector, and the
collection and dissemination of information to arts and cultural
organizations on topics such as endowments, donations,
sponsorships and fund raising..
Awareness Building
Communication and education of the importance and role of arts
and culture is a critical component to not only increasing
participation in arts and cultural activities by residents but to
obtain support from all levels of government and the private sector
for arts and cultural initiatives. The key message to be
communicated is that arts and culture have an important role to
play in Greater Vancouvers future. In addition, arts and culture
are fundamental to the quality of life enjoyed by Greater
Vancouver residents. Arts and culture, shared across the many
diverse groups in the region, also help to strengthen our sense of
community, enhance our neighbourhoods and shape our unique
identity.
Collaborative Planning of Cultural Facilities and Programs
The coordinated planning and development of arts and cultural
facilities and programs will identify region-wide needs, gaps and
opportunities and develop ways of addressing them while
respecting local aspirations. This is important to achieving
collective efficiencies in arts and cultural investments..
Program Evaluation and Performance Monitoring
An annual independent evaluation will be undertaken to measure
the extent to which the initiative is accomplishing its objectives.
In addition, a major evaluation of the initiative will be undertaken
at the end of three years to determine the impacts achieved to
date and the modifications required, if any, to enhance
effectiveness
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Additional Priorities The following paragraphs describe the actions that will be
undertaken in the short term to address the additional pnotities
recommended for initial implementation. It is intended that these
additional priorities will be undertaken through partnerships
primarily with the federal and provincial government. It should be
noted, however, that most of the following actions such as
regional touring and the development of a Greater Vancouver
Cultural Information Network deliver region wide benefits.
Consequently, they may have to be included in the core business
if the establishment of intergovernmental partnerships is delayed.
Greater Vancouver
Cultural information
Network
The strategy is to develop a Greater
Information Network to improve the
information about arts and culture to
consumers, schools, businesses, training
governments region-wide. The specific
follows:
Vancouver Cultural
region-wide flow of
arts organizations,
institutions and local
deliverables are as
Deliverable #1: Public arts and culture information service
• Internet website containing:
Comprehensive information on arts and culture
activities in Greater Vancouver for residents and
visitors to participate in
e-commerce site to facilitate the sale of arts and
cultural products
• Telephone hotline providing information on current arts
and culture activities in Greater Vancouver
• Fax service for specific requests for information
Deliverable 92: Cultural organization information network
• Internet website containing:
On-line discussion groups (bulletin board)
Directory of artists, not-for-profit and for profit
-- - cultural-organizations - - -
Regional touring directory
Library of research and resource materials
Links to other key sites on best practices
• Business advisory serviceincluding seminars on topics to
increase efficiency and effectiveness
• Quarterly newsletter
• Fax-net service
• Senes of forums to achieve cross-fertilization between
non-profit sector and cultural industries
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Deliverable #3: Local government cultural information
exchange
• Internet website containing:
Library of resource materials, policies and plans
Links to other key sites on best practices in other
jurisdictions in Canada and other countries
On-line discussion groups (bulletin board)
• Series of seminars
Over the long term, it is intended that the Greater Vancouver
Cultural Information Network would be self funding through e-
commerce sales of arts and cultural products, and potentially
other services.
Cultural Tourism The strategy is to develop and implement a cultural tourism
strategy to increase and enhance region-wide distribution of the
social and economic benefits of tourism. A major cultural tourism
initiative is required for Greater Vancouver to increase its share of
the worldwide cultural tourism market. There is a need to take
arts and cultural organizations to the next level in terms of their
understanding of and access to the cultural tourism market.
Some of the specific steps required are effective marketing and
packaging of existing cultural products in the region and the
development of new products that are tourism market ready.
There also exists a need to integrate the marketing of cultural
tourism products with the already successful tourism marketing
infrastructure used to market the other sectors of the tourism
industry in Greater Vancouver and British Columbia. The key
deliverables are as follows:
Deliverable #1: Cultural tourism product development and
packaging
• Strategic initiatives in product development and packaging
Development of additional cultural tourism
products
Combining cultural tourism products with
transportation, dining and other tourism elements
as part of anover-all tourism package
Marketing of individual cultural tourism products
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Deliverable #2: Cultural tourism regional demonstration
projects
• Two region-wide cultural tourism demonstration projects
to identify how to make cultural tourism worlC in
communities throughout Greater Vancouver
Two cultural experience theme projects that will
involve three to five cultural events, exhibitions or
performances that are packaged with supporting
food and transportation
Assistance for product development, packaging
and marketing
Deliverable #3: Cultural tourism marketing and promotion
• Calendar of cultural tourism events
• Facilitation of increased access to tickets for cultural
tourism performances, events and exhibitions
• Strategic investments in industry-wide and joint marketing
initiatives
Deliverable 04: Cultural tourism market analysis service
• Research regarding cultural tourism market charactenstics
• Standardized visitor feedback form
• Workshops, newsletters and web-products
Rh -.-' Touring The strategy is to review in detail the challenges and obstacles to
regional touring of performing and visual arts and heritage
exhibitions, and develop a program to enhance access to existing
arts and cultural activity region-wide.
While Greater Vancouver has a lot of cultural assets, the
metropolitan area is becomnguicreasngJy.sprea&Qutm*iflgiL -
- - - - - - -- - - - - - - - iffiulfo iccess performances and exhibitions in more distant
parts of the region. Touring is one way of enabling the regional
population to share in the cultural assets of the region. However,
performing arts tours and visual arts and heritage exhibitions
occur to a very limited extent in Greater Vancouver due tc
prohibitive costs and lack of coordination of opportunities for
regional performances and exhibitions.
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The key deliverables are as follows:
Deliverable 01: Establish regional touring coordination
service
• Facilitation and coordination of regional performances and
exhibitions
• Internet Regional Tounng Directory consisting of inventory
of facilities, arts and cultural organizations, artists and
community presenters interested in regional performances
and exhibitions
• Matching of artists to venues
• Producer/presenter training
Deliverable #2: Performing arts tours
Deliverable 93: Regional heritage and visual arts exhibitions
S Traveling exhibitions within Greater Vancouver
Organizational This initiative provides organizational development assistance to
Development enable region-serving and sub-regional arts and cultural
organizations to improve their financial stability and institutional
capabilities. The specific deliverables are as follows:
Deliverable #1: Business development assistance
S Technical assistance in areas such as business planning,
marketing, finance, human resource management and
board development
Deliverable 92: Strategic initiatives to ensure financial
stability
• Business plan development and review
• Deficit reduction and development of long term positive
working capital
Strat'eq,es 'or Regicnal Arts and Cultural Develccr',ert - Surrirriar,' Dra, 9us:ness P18,, Page 14
Table 2
Strategies for Regional Arts and Cultural Development
Resource Requirents ($000's)
Action t -Year I Year 2 Year 3 Year 4 f Year 5
Core Business
Improve and Develop Region
Serving Arts and Cultural
Services
$4,650 $4,650 $4,650 $4,650 $4,650
Other Core Business
- Intergovernmental and private
sector partnerships
- Communication and education
- Collaborative planning of
cultural facilities and programs
430 430 530 430 430
Administration 250 1 250 250 1 250 250
Additional Priorities
Greater Vancouver Cultural
Information Network
575 265 265 355 355
Cultural Tourism 1,550 1,780 3,230 3,230 2,170
Regional Touring 455 440 440 440 440
Organizational Development 430 430 430 430 430
Total $8,340 $8,245 $9,795 $9,785 $8,725
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Service Delivery Options A-variety of service delivery options have been considered for the
core business and additional priorities that form the basis of this
business plan. Where possible, potential partners have been
identified that could potentially implement the different actions and
ensure services are provided throughout the entire region. The
preferred service delivery option for the core business of this
initiative is an intermunicipal agency. For the additional prionties,
the preferred option is to establish partnerships. Some potential
service delivery partners that have been identified to date include
the Alliance for Arts and Culture, BC Touring Council, municipal
tourism commissions, Tourism BC, New Media Inc and the
private sector.
Resource Requirements The additional funds (i.e. new money) required to implement the
initiative are estimated to increase from approximately $8.3 million
in the first year and peak at $9.8 million in the third and fourth
years (Table 2). The funding required for the core business is
ongoing while the funding requirements for most of the additional
priorities are shorter term initiatives that will become self-funding
or they will be replaced with other priorities. Please note that the
funding requirements indicated in Table 2 are shown in constant
dollars and that they will have to be increased to account for
inflation. The lack of accounting for inflation is a serious problem
experienced by other jurisdictions. Very few metropolitan centres
in Canada with the exception of Edmonton have built in automatic
increases in arts and cultural budgets to account for inflation.
As indicated in Table 2, approximately one half of the total
resource requirements are to be devoted to one of the core
functions which is to improve and develop region serving arts and
cultural services. The budgeted funding for this core function is
based on the projected costs of extending services throughout the
region. This was also benchmarked against the current level of
financial assistance provided by metropolitan areas in other parts
of North America (Table 3). Note that the funding levels shown in
Table 3 are regional government funding levels that are separate
from and not including local government contributions/funding.
The average per capita funding provided by five similar
metropolitan centres in other parts of North America is about
$2.51 The per capita funoing of $0.12 currently provided to
region-serving arts and cultural organizations by the GVRD is
significantly below the funding in other jurisdictions which ranges
from a tow of $1.92 in Ottawa-Carleton to $3.48 in Montreal. The
Ottawa-Cartetcn region carrot be compared directly due to the
nigh level of federal government funding for arts and cultural
facilities in tne region Fjr-errnore only one half of the GVRD
Strteq,es fcr eçicna/ Arts ar 2° --'-. . r"y. 2r ."e: - 'age 15
Table 3
Comparison of Operating Grants to Cultural Organizations
By Regional Governments In Addition to Investments by Individual Municipalities
Operating Per Capita Percent of Total
Grants to Expenditure on Funding Devoted to
Regional Operating Grants to Total Per Capita Operating Grants to
Metropolitan Cultural Regional Cultural Expenditures on Regional Cultural
Region Population Organizations Organizations Arts and Culture Organizations
Montreal 1,850,000 $6,431,500 $3.48 $4.12 84%
Portland 1,700,000 $4,545,000 $2.67 $4.28 62%
Seattle 1,600,000 $3,790,000 $2.37 $6.79 35%
St. Louis 2,500,000 $5,303,000 $2.12 $2.44 87%
Ottawa-Carleton 749,900 - $1,442,310 $1.92 $2.12 91%
Greater
Vancouver 1,991,000 $234,000 $0.12 $0.12 100%
Note: All expenditures by US jurisdictions are shown in Canadian dollars.
By adding the funds provided to regional cultural organizations for capital projects by the Seattle metropolitan region,
the percent of total funding devoted to regional cultural organizations would increase from 35% to 93%.
'eicker
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funding of $12 is Currently invested in region serving arts and
cultural services while the balance goes into a reserve fund.
As indicated in Table 3, the provision of operating and project
grants to regional arts and cultural organizations is the single
largest arts and culture expenditure of the other metropolitan
areas investigated. On average, operating and project grants to
regional arts and culture organizations account for 70% of the
total arts and culture funding of the metropolitan areas in the five
other junsdictions investigated.
Funding would be provided to region-serving organizations and for
regional and sub-regional projects undertaken by local arts and
cultural organizations. For the basis of the financial projections,
the maximum amount of assistance provided to region serving
organizations is assumed to be 15% of the total annual operating
expenditures of the organization. For regional and sub-regional
projects, the amount of assistance provided is assumed to be a
maximum of 50% of the total project costs.
The cultural tourism action plan accounts for the second largest
amount of funding required in the first five years. As indicated.in
Table 2, cultural tourism funding requirements are projected to
increase gradually because it will require some time to obtain a
more in-depth understanding of the needs of cultural tourists and
what cultural tourism projects should be undertaken to best meet
these needs. In the third and subsequent years, it has been
assumed that 20 cultural tourism product development and
packaging projects would be undertaken and the total costs of
these projects would be $3 million. By assuming that the average
amount of financial assistance provided to a project is 50%, the
total value of strategic investments in product development and
packaging is projected to be $1.5 million in the third and
subsequent years. One example of a similar initiative is the
Tourism Related Program undertaken by the Broward County Arts
Commission in Florida. Broward County has a total population of
1.5 million which is slightly less than Greater Vancouver and the
annual funding provided by the Tourism Related Program is Cdn
$900,000.
S'scrc,cp',i.,-
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Approximately two years are estimated to be required to plan the
two cultural tounsm regional demonstration projects which are
another deliverable of the cultural tounsm action plan. The two
demonstration projects would then be executed in the third and
fourth years. The total costs of the Greater Vancouver cultural
demonstration projects are estimated to be $2.5 million over a
five year period. One of the most successful cultural theme
projects undertaken is California Culture's Edge which was
undertaken by a partnership between the arts commissions and
the travel industries of Los Angeles, San Francisco and San
Diego. Beginning in March, 1998, a Cdi, $4.5 million project was
launched that included a 32-page travel planner and a
comprehensive Web site with a 120 page print companion of 13
ethnic and culturally themed itineraries for Los Angeles, San
Diego and San Francisco. The project was a tremendous
success. Six months after the mailing. 115,000 American
Express card members had travelled to California and spent
approximately $155 million, as tracked by American Express.
The resource requirements for the regional touring action plan are
based on costs required by similar regional touring programs in
other jurisdictions including Montreal, King County and Australia.
The budgeted resource requirements for the organizational
development action plan are based on the costs incurred by the
Vancouver Arts Stabilization Team over the last five years to
provide a similar service. Approximately one year is estimated to
be required to develop the Internet website and telephone hotline
and collect initial information for related databases of the Greater
Vancouver Cultural Information Network. The initial development
costs are estimated to be approximately $575,000.
StY'S 'rr oc.,r',a( lrs -' .-.' Pae 17
ATTACHMENT C
Strategies for Regional Arts and Cultural Development
in Greater Vancouver
Draft Governance and Funding Options
June 2000
Ference Weicker & CoTpany
Management Consultants
N
Governance and Funding Options Executive Summary
Role of Organization
The key functions of the organization are to deliver the core business of the initiative; build partnerships with
the federal and provincial government and the private sector and ensure the implementation of all
recommendations of the Strategies for iegional Arts and Cultural Development report over the long term.
Governance Models in Other Jurisdictions
The two most prevalent governance models employed is an arms length non profit charitable organization
(corporation or society) or an arts commission established by local government. In most instances, the board
members are appointed by government and the board consists of a diverse mixture of members drawn from
the arts, business, government and the general community.
Governance Options
Three potential governance models for the proposed initiative are as follows:
Arms length non profit charitable corporation - Some advantages of this governance option are that it is
cost-effective and entrepreneurial in achieving outcomes. One disadvantage is that the organization may be
too distant from government to ensure that it has ready access to funders from all levels of government
Special Purpose Agency - A key advantage of this governance options is the organization is close to
government to ensure that it has a sufficiently high profile and ready access to decision makers from all levels
of government. Overall, this governance model has many of the advantages but not the disadvantages of the
other two governance models because it is able to achieve a good balance between involvement by the arts
and general community, particularly if it has a diverse board, and fiduciary responsibility to government
In-house delivery by the GVRD - Some disadvantages of this option, compared to the other governance
options, are that it could potentially be less responsive, flexible and cost-effective.
Funding Sources Used in Other Jurisdictions
Almost all major metropolitan areas investigated in Canada use a per capita levy that is obtained through
prooerty taxes to fund most of their arts and cultural initiatives. In contrast, almost all US jurisdictions
investigated use hotelImotel taxes to fund all or part of their cultural tourism programs.
Potential Funding Sources
Some potential funding sources for the initiative are a per capita contribution, visitor surcharge, amusement
surcharge, federal and provincial government partnerships. private sector partnerships and e-cornmerce sales
of cultural products. One of the most reliable sources of funding, particularly for the core business of the
initiative 's a per capita contribution. A per capita contribution is also most appropriate because it links the
funding source to the key beneficiaries of the initiative which are Greater Vancouver residents and businesses.
If a per capita contribution were used to fund the core business and a portion of the additional priorities
indicated in the business plan, the per capita contribution required is $3.26 in the third year of the business
plan This level of funding is consistent with the funding provided by similar jurisdictions in Canada and US.
Some of the thsadvaritages of a visitor surcharge or amusement surcharge are that it will require considerable
time and effort to secure the approvals necessary for these sources of funding. Consequently, they are not
very reliable sources of funding particularly for the core business of the initiative. Federal and provincial
government cartnersnips are a good source of funding in areas of shared priority. Private sector partnerships
ar.d c-commerce are 00th potential sources in the long term but cannot be relied upon in the short term.
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PaaeNo.
Introduction ........................................................1
Governance Options .................................................1
Role of Organization ...................................................I
Evaluation Criteria ...................................................1
Governance Models in Other Jurisdictions ................................2
Governance Options .................................................3
Funding Options ....................................................6
Evaluation Criteria ...................................................6
Funding Sources in Other Jurisdictions ...................................7
Potential Funding Sources .............................................8
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Draft Governance and Funding Options
Introduction The draft business plan describes the deliverables, benefits and
resources requirements to implement the recommendations of the
Strategies for Regional Arts and Cultural Development report.
This document presents research on governance and funding
alternatives for implementing the business plan. It addresses
requests by municipalities to assist them in establishing an
intermunicipal partnership to implement the Strategies,
recognizing that there is no existing organization with the mandate
to do so.
Governance
Options
Role of Organization The key functions of the organization include the following:
• Deliver the core business of the initiative.
S Build partnerships with the federal and provincial
government and the private sector to achieve the
additional priorities to be implemented in the short term.
S Develop an intergovernmental investment partnership with
the federal and provincial governments around the cultural
industries and new economy initiatives.
• Ensure the implementation of all 25 recommendations of
the Strategies for Regional Arts and Cultural Development
report over the long term.
Evaluation Cntena Key criteria to evaluate the governance options include the
following:
S Collective perspective - Ensures that the services,
products and investments respond to a region-wide view
of issues and opportunities.
• Accountability - Accountable to both taxpayers and
funders.
• Effectiveness - Cost-effective and entrepreneurial in
achieving outcomes and, building partnerships.
-- ,.-- -.---- .-- -- - . - -. . -----. ----------- --j..--- -- .--.- I
Table I
Governance Structure of Other Arts and Culture Funding Organizations
Responsibility for
Region Organization Type of Board Size and Composition Investment Budget
Organization Recommendations Approval
Toronto Toronto Cultural Non-profit charitable 5 City Councillors and 24 elected - Board of directors Board of
Advisory corporation mixture from arts, community and directors
Corporation business
Calgary Calgary Regional Non-profit charitable 1 City rep, 4 elected and 10 app. by Board of directors Board of
Arts Foundation foundation City - adists, arts reps and citizens directors
St Louis St. Louis Arts Non-profit charitable 15 app. by govt. - artists, business Board of directors Board of
Commission society and community directors
Portland Regional Arts and Non-profit charitable 22 app. by govt.- diverse range from Board of directors Board of
Culture Council corporation community directors
idinonton Edmonton Arts Non-profit charitable 4 app. by govt and 12 elected Edmonton Arts City council
Council society Council
King King County Arts Non-profit charitable 9 appointed by county government King County Arts County
County Commission society from arts, business and community - Commission government
private sector donations
Ottawa - Regional Council Committee of 3 Councltlors and 4 app. community Regional Arts Regional
Carleton Arts Committee regional govt representatives Committee government
Regina Regina Arts City council 14 app. by city council From arts and Regina Arts City council
Commission Committee community Commission
Winnipeg Winnipeg Arts City council 2 Councillors. 4 app. by City and 6 WinnIpeg Arts City council
Advisory Council i committee elected Advisory Council
Vancouver Office of Cultural Municipal No separate board of directors Office of Cultural City council
Affairs government Affairs
Note: The above chart provides a wide spectwm of governance models ranging from the most arms length to organizations that are pail of local government.
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S Transparency - Ensures open communication and
processes.
• Responsiveness and flexibility - Achieves customer
satisfaction and adapts to changing circumstances.
• Accessibility - Enables the participation of cultural
organizations and patrons from throughout the region.
Governance Models In As indicated in Table 1, the various governance models used by
Other Jurisdictions arts and culture funding organizations in metropolitan areas
throughout Canada and the US differ largely in whether they are
metropolitan government organizations or are more broadly-based
partnership organizations of which the metropolitan government
is just one members. One of the most prevalent governance
models employed is an arms length non profit charitable
organization (corporation or society). Some jurisdictions that
employ this governance model are Toronto. Calgary, Portland and
St. Louis. In most instances, the board members are appointed
by government while, in some instances, a few board members
are elected by members of the organization which typically include
arts and cultural organizations and local government. In most
instances, the board composition consists of a diverse mixture of
members drawn from the arts, business, government and the
general community.
The board has final approval for the budget and policies of the
organization. In most instances, a service agreement with
government is employed to specify the functions to be performed
by the organization, and the funding provided by government for
these services. This governance model has also been employed
for local organizations such as TransLink and the Greater
Vancouver Economic Partnership. In the case of TransLink, the
board consists of government representatives while the Greater
Vancouver Economic Partnership has a diverse board.
The second most prevalent governance model is an arts
comrrussiori or council established by government. Some
jurisdictions that employ this governance model are Regina,
Winnipeg. Ottawa-Carleton and -King County. Typically, most
board members are appointed by government while some may be
elected by members of the organization. In addition, the board
members come from the arts, business, government and the
general community While the decisions made by the board are
usually ratified, the municipal or regional government has final
approval for the budget and major policies under this governance
model.
.Strtegies for RegiCnal Ar?S and cc'e- ciar'ce arc ...rcrç :Dt:cr3 Page 2
Table 2
Governance Options for Intermunicipal Agency
Option Description Type of Organization Responsibility for Composition of Board Authority for
Board Operation
Appointment
#1 Non-profit Non-share capital Municipalities Diverse board from municipal Service agreement
charitable corporation and/or GVRD governments, artists, arts organizations, with municipalities
corporation Board community and business or GVRD
#1 a - Only municipal government
representatives
#2 Special Agency established by Municipalities Diverse board from local governments, Service agreement
purpose municipalities or GVRD and/or GVRD artists, arts organizations, community and with municipalities
agency Board business or GVRD
#2a - Only municipal government
representatives
#3 GVRD Part of regional No separate board GVRD Board Regional
government and GVRD Board government
has final approval operation
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Governance Options As indicated in Table 2. three potential governance models for the
proposed initiative are an arms length non profit chantable
corporation, local interumunicipal authority and in-house delivery
of the initiative by the GVRD. The following paragraphs provide
a brief description of each of these governance options.
Governance Option #1 Arms Length Non Profit Charitable Corporation
This governance option consists of the establishment of an arms
length non-profit charitable corporation to be responsible for
implementing the initiative. A service agreement would be
established between the corporation and Greater Vancouver
municipalities which would stipulate the services to be provided.
The board of directors of the corporation could either consist of
municipal government representatives or contain a diverse
mixture from the arts, government, business and the general
community that are appointed by municipal governments. The
board would be responsible for establishing policies and
approving the budget of the organization.
Some advantages of this governance option are that it is cost-
effective and entrepreneurial in achieving outcomes. In -addition,
it is responsive and flexible. It also has the potential to achieve a
high degree of participation of cultural organizations and patrons
from throughout the region, particularly if board members contain
representation from the arts community. In addition, this
governance model provides the best opportunity to build
partnerships with the private sector because of its separate
charitable tax status and the fact that the private sector is less
inclined to give charitable donations to the government.
Some disadvantages of this governance model is that may be less
accountable to Greater Vancouver residents and could potentially
have a limited collective perspective in ensuring that the services,
products and investments respond to a region-wide view of issues
and opportunities.
Another disadvantage is that the organization may be too distant
from government to ensure that it has a sufficiently high profile
and ready access to funders and decision -makers -from all levels
of government. As an illustration, representatives from the
Toronto Arts Council have indicated that their distance from
government is somewhat of a disadvantage.
Strategies for Regional Arts arc :.(f.-31 ccr-e'r c a,-- rc,-. Page 3
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Governance Option #2 Special Purpose Agency
Under this governance option, a special purpose agency - likely
established as an intermunicipal authority - would be given the
responsibility of implementing this initiative on behalf of Greater
Vancouver municipalities.
The board of directors of the agency would be appointed by
municipal governments and could either consist of only municipal
government representatives or a diverse mixture from the arts,
government, business and the general community that are
appointed by the municipalities. One option would be for the
agency to sign individual service agreements with each Greater
Vancouver municipality and each local government would have
final approval for the funding they are providing to the lagency.
Alternatively, a new intermunicipal service agreement could be
used that is signed by all municipalities or a service agreement
with the agency could be signed by the GVRD on behalf of the
municipalities to improve the efficiency of this process The
agency could draw on the administrative capabilities of the GVRD
to undertake some functions such as the hiring of personnel,
financial administration, purchasing, etc.
Some advantages of this governance option are that it may be
more accountable to Greater Vancouver residents and provides
a collective perspective to ensure that the services, products and
investments respond to a region-wide view of issues and
opportunities. Another advantage is that the organization is close
to government to ensure that it has a sufficiently high profile and
ready access to decision makers and funders from all levels of
government. Furthermore, a special purpose agency, particularly
if it has a diverse board, is able to obtain a good balance between
involvement by the arts and general community and fiduciary
responsibility to government. Consequently, this governance
model has many of the advantages but not the disadvantages of
the other twogovemancemodeis. - V
One disadvantage, however, is that the organization may not be
perceived as distant enough from government to attract private
sector and philanthropic donations. However, such donations are
not viewed as a major source of revenue for the initiative,
particularly in the short term.
.S'rea,es 'Cr,Crf 43 3rd :j/ri . 3r -d'nq Oct,cr5 Page4
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Governance Option 03 GVRD
Under this option, the GVRD would be responsible for
implementing the initiative. The functions required could either be
performed by an existing department within GVRD or a mandated
office that would be established solely to undertake this initiative.
This governance option would not require a separate board of
directors as the GVRD Board would be responsible for
establishing policy and approving key decisions.
The advantage of this option is that it would promote
accountability, transparency and a collective perspective. Some
disadvantages of this option, compared to the other governance
options, are that it could potentially be less responsive, flexible
and cost-effective. In addition, effectiveness in achieving
outcomes may be reduced due to lack of a diverse board
assembled specifically to focus on arts and cultural initiatives.
Board Composition As indicated in Table 1, most of the arts and culture funding
organizations investigated in Canada and the US contain a
diverse board or directors that are responsible for establishing
policies regarding the activities undertaken by the organization.
Typically, board members are appointed by government and are
drawn from the arts, business, government and the general
community.
Some options for the board : composition of the two governance
options that require a new board (i.e. special purpose agency or
a non profit charitable corporation) include a board consists of
only local government representatives or a board consisting of
local government and representatives from the community. (i.e.
arts, business and general community). The local government
representatives could also consist of elected officials or local
government staff.
Some advantages of a diverse board are a greater capability to
adapt to changing circumstances and ensuring that the activities
undertaken meet the needs of the arts and cultural organizations
and the general community. Some disadvantages of a diverse
board compared to a government board are potential conflict of
interest situations and less commitment to the specific interests
of municipal governments involved in the initiative
Strategies for e',criaI Arts 3rd C/tr3/ 3rd .rd'rg O'r.'cr's Page 5
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Another significant challenge is ensuring region-wide
representation of various interests in the arts and cultural sector.
As an illustration, the board that requires a local government
representative from each Greater Vancouver municipality would
be very large and unwieldy. Instead, it may be more appropriate
to have municipalities within each sub-region select one local
government representative. Because the arts community within
Greater Vancouver is fractured regionally and sectorally, the
board would also be too large if an attempt was made to have an
arts representative from each area and sector of the arts
community. It may be more appropriate, as is done in other
jurisdictions, to have very few board members that represent the
arts community. However, the task is challenging to identifying the
most appropriate board members that would have a region wide
view.
Funding Options
Evaluation Criteria Some criteria to evaluate the various funding options are as
follows:
Adequate - Is the funding source sufficient and reliable to be
able to undertake the core business functions over the long term
as well as the additional priorities in the short term? What is the
likelihood of obtaining funding? Does the funding source have the
capability to respond to growth and account for inflation?
Appropriate - Is the source of funding linked to the
beneficianes 9
Equitable - Do beneficiaries pay in proportion to the benefits
received?
As indicated in Table 3, the key users of the initiative are all types
of Greater Vancouver arts and cultural organizations while the key
beneficiaries are residents and local businesses. Local
businesses benefit by increased participation in arts and cultural
activities by both residents and visitors.
-As indicated in the -draft summary business plan, approximately
two thirds of the total resource requirements are geared to
improving and developing arts and cultural services for Greater
Vancouver residents and local businesses while the remaining
one third of the resources are devoted to increasing participation
in local arts and cultural activities by visitors. This ratio is
important in assessing the equitability of different funding sources.
Strategies for Regional Arts and Cultural DeveIcmp. . Governance and :unding Oot,ocs Page 6
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I!PiL
Key Users and Beneficiaries
Action Users Beneficiaries
Core functions Arts and cultural Residents
organizations Local businesses
Cultural Residents Residents
Information Visitors Visitors
Network Cultural industries Local businesses
Arts and cultural Cultural industhes
organizations Arts and cultural
Local governments organizations
Cultural Arts and cultural Visitors
Tourism organizations Tourism and other
local businesses
Residents
Regional Arts and cultural Residents
Touring organizations Local businesses
Organizational Arts and cultural Residents
Development organizations Local businesses
Funding Sources Used As indicated in Table 4, all of the major metropolitan areas
in Other Jurisdictions investigated in Canada except Winnipeg use a per capita levy that
is obtained through property taxes to fund most of their arts and
cultural initiatives. All three US jurisdictions investigated, which
includes Seattle, Portland and St. Louis, use hotel/motel taxes to
fund all or part of their cultural tourism programs.
Strategies for Regional Arts and Cultural Development. Governance and Funding O't,ons Page 7
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Table 4
Sources of Arts and Culture Funding In Other Jurisdictions
Region Primary Source of Funding
Toronto Property tax/general levy
Ottawa- Property tax
Carleton
Regina Property tax
Edmonton Property tax
Calgary Property tax
Montreal Property tax
Winnipeg Amusement tax
St. Louis 4/15 of the hotel motel tax
Portland Hotel motel tax, property tax of 3
counties and regional government,
and private sector (1%)
King County Hotel motel tax, property tax, and 1%
of construction budget for public art
Potential Funding The following paragraphs describe some potential funding
Sources sources for the initiative.
Per capita contribution This funding source consists of a per capita contribution by all
Greater Vancouver residents. Based on a GVRD population of
- approximately 2 million people, a per capita contribution of $1
would generate a contribution of approximately $2 million per
year, a $2 per capita levy would generate a contribution of $4
million per year and a $3 per capita levy would generate a
contnbution of approximately $6 million per year.
Strategies for Regional Ares and Cultural Develooment. Governance and urding Options Page 8
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If you used the per capita contribution to fund the core business
and the portion of the additional priorities indicated in the business
plan, the per capita contribution required would increase to $3.26
in the third year of the business plan. This level of funding is
consistent with the funding provided by similar jurisdictions
investigated in Canada and United States. As indicated in the
summary draft business plan, the average per capita funding
provided for arts and cultural programs and services in other
metropolitan areas averaged about $3.95 with Montreal being the
highest at $6.79.
A key advantage of this funding source is that it links the funding
source to the key beneficiaries of the initiative which are Greater
Vancouver residents and businesses. As indicated previously,
approximately two thirds of the total resource requirements of the
business plan would be geared to improving and developing arts
and cultural services for Greater Vancouver residents.
Consequently, a significant proportion of total funding of the
initiative should be derived from Greater Vancouver residents.
Another advantage of this funding source is the funding required
could be collected efficiently by using the GVRD to collect the
contribution. Furthermore, this funding source would account for
growth and inflation because the funding would increase as
population increases. One disadvantage of this funding source is
that it does not provide for a direct contribution by tourists which
are one beneficiary of the initiative. Another challenge is to
develop a funding mechanism that extends to all Greater
Vancouver residents rather than just property owners.
Visitor surcharge A visitor surcharge could be placed on a variety of expenditures
made by visitors including expenditures at hotels, motels, taxis,
restaurants, airports and cruises ship terminals. Of these, a
hotel/motel tax surcharge is the most widely used method to fund
arts and cultural programs. Hotel/motel taxes are used by more
than 350 municipalities in 42 states in the US to pay for arts and
cultural programming. As indicated in Table 4. all three US
jurisdictions investigated (Seattle, Portland and St. Louis) use
hotel/motel taxes to fund all or part of their cultural tourism
programs. However, hotel/motel taxes or any other type of visitor
surcharge have not yet been used by any Canadian metropolitan
centres to fund arts and cultural activities
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One source for the visitor surcharge is to obtain a portion of the
existing hotel/motel tax of which 8% is collected in all
municipalities and goes to the BC government while an additional
tax of 2% is collected in Vancouver and Richmond and goes to
their municipal tourism commissions (i.e. Tourism Vancouver and
Tourism Richmond). Alternatively, the visitor surcharge could
include a much wider variety of businesses that benefit from
tourism such as rental car companies, taxis, restaurants, airports
and cruise ship terminals.
If the existing hotel/motel tax were used as the source of a visitor
surcharge, an increase in the current hotel tax of 10% by 0.5%
would generate approximately $2.5 million per year, an increase
of 1% would generate about $5.0 million, and an increase of 1.5%
would generate $7.5 million. An average of approximately $2.5
million per year or about one third of the total resource
requirements of the business plan will be devoted to developing
cultural tourism products and increasing the participation of
visitors in local arts and cultural activities. Consequently, a hotel
tax of at least 0.5% would ensure that visitors, which are a key
beneficiary, pay in proportion to the benefits received. This would
increase the average hotel room rate from $127.00 to $127.63.
To increase the current hotel/motel tax rate of 10%, however, the
existing hotel/motel tax legislation would have to be amended.
Alternatively, the funding required could be obtained by diverting
some of the hotel/motel taxes that currently go to municipal
tourism commissions within Greater Vancouver (such as Tourism
Vancouver and Tourism Richmond) or to access a portion of the
hotel/motel taxes that go to the BC Government.
One advantage of this funding source is that visitors which are
one of the key beneficiaries could participate proportionately in the
funding of the initiative. One of the key challenges is that it will
require considerable time and effort to secure this source of
funding Asan illustratior,.the-useofthecurrenthOtei/mätélt3XeS
would require approval from municipal tourism commissions,
participating hotels/motels and/or the BC government.
Consequently, a visitor surcharge is not a very reliable source of
funding particularly for-the corebusiness of the initiative.
Strategies for Regional An's and Cult'...r31 Cevtccmenr - cverrance arc -urding Ooricns age 10
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Amus.m.nt surcharge An amusement surcharge could be placed on a variety of
entertainment activities ranging from festivals to football games to
concerts and movies. While Winnipeg is the only junsdiction in
Canada that currently has an amusement surcharge, an
increasing number of municipalities in the US are employing this
funding source for arts and cultural programs.
Because an amusement surcharge would be paid by both visitors
and residents, it could be used as the primary source of funding
for the initiative. If we assumed that the amusement surcharge
is used to fund the core business of the initiative and
approximately one quarter of the cost of the additional priorities,
the average amount of funding required from an amusement tax
is approximately $5.5 million per year for the first five years. This
amount of funding could be obtained from a tax of 1 % on all
cultural activities ranging from festivals to football games to
concerts and movies. According to Statistics Canada, the total
revenues of all cultural activities in Greater Vancouver were
approximately $555.5 million in 1996. Alternatively, this amount
of funding could be obtained from a tax of 4% on only the stage,
visual arts, heritage and festival sectors which collectively have
revenues of approximately $136 million per year.
One advantage of this funding source is that it is based on the
concept of "user pay" and includes both residents and visitors.
The difference between the "user pay" concept and a per capita
which is based on the concept of beneficiaries paying is that
under the user pay concept, payment of the surcharge only
occurs when an individual actually purchases some form of
entertainment or amusement. For the beneficiary pay concept, a
specific individual within a beneficiary group might not purchase
any entertainment or amusement but still have to pay. One
challenge of this funding source is that it may be difficult to obtain
consent for an amusement surcharge and that it is not appropriate
to use an unreliable source of funding, particularly for the critical
core functions of the initiative. Another challenge is that it may
have a negative impact on arts and cultural organizations if the
surcharge is only applied to them, reducing earned revenues and
financial stability. In additicn, the administrative costs to collect
the surcharge will likely be large.
Strategies for .egicnaI Arts 3nd De.eccmert. '-7Cve --3:-Ce 3rd :- Page 11
'eicker
& Company
Federal and provincial Federal and provincial government partnerships are a potential
government funding source to undertake initiatives where there exists. a
partn.rshlps common interest and shared responsibility. Some specific areas
of shared priority include cultural tourism, cultural information
network, regional touring, organizational development of arts and
cultural organizations and cultural industries initiatives. The
advantage of federal and provincial partnerships is that it provides
leverage for the various partners by pooling resources.
The disadvantage is that it reduces flexibility, as the activities that
funding can probably be obtained are limited to areas where there
exists a common interest and shared responsibility. Furthermore,
federal/provincial government partnerships tend to be best suited
to short term (5 years or less) projects and programs. In addition
to the funding provided by federal and provincial governments
through intergovernmental partnerships, it should be noted that a
number of the activities of arts and cultural organizations that will
be assisted through the core business of the initiative will also
obtain funding from independent federal and provincial
government programs thereby increasing the leverage of the
assistance provided by the initiative.
Private sector Private sector partnerships are becoming an increasingly
partnerships important source of funding for arts and cultural activities
throughout North America. However, it is important that the
initiative does not compete with individual arts and cultural
organizations in Greater Vancouver that also rely on private sector
funding.
e-commerce sales In the long terni, e-commerce sales of cultural products and other
services could be a major source of funding for the initiative.
However, sales revenues in the short term are not likely to be
sufficient to rely on this source of income.
Lotteries While used in some other jurisdictions. this source of funding has
a high degree of risk and potential for significant losses.
Consequently, this funding source is not very suitable to cover the
core business of the initiative.
Strategies for Regional ArTS and C.Jtur3/ Ce-eiccr,ert-vernacce ard -urdirç Cctiors - age 12
MR Maple Ridge Art Gallery _Mailing Address
AG 11995 Haney Place
Maple Ridge, B.C.
Ph:467-5855 V2X 6G2
Fax: 467-7373
Web: http://mypage.direct.calmlmrags
Email: mrags@direct.ca
September 18, 2000
Re: InterMunicipal Cultural Plan
Dear Mayor and Council,
On behalf of the Maple Ridge Art Gallery Society, we would like to ask our elected representatives to
vote yes to the municipality participating in the intermunicipal cultural plan.
We have reviewed the Regional Cultural Plan ideas and initiatives. We are excited at the possibility of
greater awareness and funding of the arts. There has been public participation by art groups and
municipal representatives over the five years to develop these ideas iricluding participation by the Ridge
Meadows Arts Council.
The District of Maple Ridge has shown its awareness of the need for arts and culture development in our
community with its support for the Arts and Culture Policy Plan, the building of our first theatre within
the new arts centre, the support of the Maple Ridge Art Gallery Society community gallery for the last
eighteen years and just recently a consultant was brought in to get recommendations from the local arts
group for the next ten years for arts and culture in the community.
The development of a Tourism Society in Pitt Meadows with a possible partnership with Maple Ridge is
another initiative recognizing the need for the development of tourism which also includes cultural
tourism. In order for tourism to grow, there will be a need to coordinate with the Greater Vancouver
area to make more people aware of our potential on the "other side of the bridge" and a regional arts
initiative is a place to start.
We recognize that the current intermunicipal cultural plan has recommendations only and that there is still
more work to do but we would like the District of Maple Ridge to continue -their support for the ••sby
Yours sincerely,
Board of Directors of Maple Ridge Art Gallery Society
• l--- '€- - • /1 I cc
Wac i94
"2L Ck =1'
ADDRESS
22520 -116th Avenue
Maple Ridge. B.C.
V2X 0S4
PHONE / FAX
Phone: 467-3825
Fax: 467-1498
Email: bfinlaysonmapleridge.org
Sept. 14, 2000
Mike Murray
General Manager
Corporation of the District of Maple Ridge
11995 Haney Place
Maple Ridge, BC
Dear Mike:
Re: Intermunicipal Project Supported by the GVRD - Strategies for Regional Arts
& Cultural Development in Greater Vancouver
On behalf of the Board of Directors of the Ridge Meadows Arts Council, I would like
to voice our qualified support for the above noted Arts & Cultural Development
Strategy. This Intermunicipal Cultural Plan is a forward thinking initiative that
could have great benefit to the communities of both Maple Ridge and Pitt Meadows.
We commend the Regional Steering Committee for their hard work over the past
five years to develop a vision and formulate strategies to enhance and improve arts
and cultural services throughout the GVRD region. This is long overdue as the arts
have been under recognized and under funded for too long.
The current piecemeal approach to funding arts and culture has lead to an uneven
playing field particularly for smaller communities such as our own. The
implementation of these Strategies will go a long way to correcting these problems
and open up opportunities for us to recognize the incredible potential for arts and
culture to make a significant impact in our community. The Strategies address key
issues and opportunities that will be extremely important for both Maple Ridge and
Pitt Meadows as we approach •the realization of our goal for a new arts centre. The
Strategies confirm the significant impact the arts and culture make to the economic
growth in the community. The cultural sector generates more than $3 billion in
direct revenues in the lower mainland with 79% of, the population participating in
arts and culture activities. Maple Ridge and Pitt Meadow's ability to deliver culture
services will be considerably enhanced when the Strategies are implemented.
Of the four key actions proposed, Facilitating Regional Touring for Performing and
Visual Arts stands out as an important benefit to us we enter a new era of bringing
h the ,4eaI 4 Cqit4
Sept. 14, 2000
Page 2
professional tours to our town. For our arts centre to thrive, regional touring will
provide a host of economic benefits not only to the arts centre, but to local
businesses as well.
With cultural tourism expanding at a global rate of 15% annually, a regional strategy
will enhance our limited resources. Developing a Greater Vancouver Cultural
Information Network will serve to provide a region-wide flow of information about
arts and culture. We must embrace the information age and learn to communicate
with the fastest growing technology in the world - the Internet. To thrive in the new
economy, the arts must work beyond our own community in collaborative
relationships with our municipal neighbours. Unfortunately, our local community
arts council does not have the resources to develop and maintain this technology
and we would benefit greatly from the regional support and expertise proposed in
this plan.
Indeed, providing the necessary resources to fund the strategies is imperative to
their success. For too long, the arts have been under recognized and under funded.
Leveraging more dollars from senior levels of government could attract provincial
and federal funds through municipalities working in partnership. The time has
come to improve the ranking of BC's government from only eighth among the
provinces in per capita arts and culture investment. The per capita investment in
the arts proposed by the Strategies is miniscule considering the potential benefits to
all sectors of the community. We encourage our city councils to support these
Strategies by voting "yes".
We qualify our support in that we would like an opportunity to know more, first
hand information about the details of the Strategies. We would like to invite you or
one of the Steering Committee members to attend a Board meeting to provide more
information. I will also advise our Board that Lori Baxter, Executive Director of the
Alliance for Arts and Culture is willing to make a presentation to our members.
Thank you for your work on this important project. We hope the municipalities in
the GVRD appreciate and embrace this new vision for arts and culture.
Yours truly,
RIDGE MEADOWS ARTS COUNCIL
Per 79
Brenda Finlayson
Executive Director
investing in the A special publication
by the Alliance for
Arts and Culture. FUTURE September 2000
What the Intermunicipal Cultural Plan will do for you
Initiative carries benefits' for all
At the end of September, 21 Greater
Vancouver municipalities will give the
Intermunicipal Cultural Plan, an initiative to
develop arts and culture as a region, its third and
most important review. Each municipality will
then vote on whether to participate in the plan.
But the Intermunicipal Cultural Plan is little
known and understood in some communities
and, now, in the media, too.
The Vancouver Sun and the Province, plus
several community newspapers, have criticized
this plan without paying much attention to what
it will do. Instead, they have focused on the
plan's price tag: $3.26 per person annually.
This publication describes the initiative and
outlines how it will benefit the region, the
municipalities, and the arts and culture sector.
What is the plan?
The Intermunicipal Cultural Plan is the
culmination of five years' work by Greater
Vancouver municipalities seeking to collaborate.
Through a Steering Committee, the municipalities
have worked together to enhance arts and
cultural activities and services throughout the
region.
The plan suggests local governments form an
in;ermunicipal partnership to tackle key issues
and opportunities" in Greater Vancouver's arts
and cultural development - those 'best
addressed cooperatively at the regional level."
The Steering Committee's'research shows this
approach has increased economic and social
benefits in other metropolitan regions.
In Greater Vancouver, benefits will include a
more effective and efficient use of available
resources, plus more than 5,000 new jobs and
approximately $70 million per year in direct
expenditures.
The plan also proposes concrete actions to
capitalize on opportunities facing the arts and
culture sector and to address concerns plaguing
it. These actions target strategic areas in which
the municipalities can collaborate to play a
leadership role - "one that no other
organization on its own has the ability or
mandate to undertake,' according to a study
by PricewaterhouseCoopers. These areas
support each municipality's local efforts,
while delivering significant region-wide
benefits.
The plan identifies actions it deems will have
the greatest positive impact in these strategic
areas within a short time.
Choosing key actions
In September, local governments will decide
whether to endorse the Intermunicipal Cultural
Plan, based on the key actions below.
* Develop a Greater Vancouver Cultural
Information Network
The Greater Vancouver Cultural Information
Network will serve three interrelated groups:
the cultural sector (artists, cultural industries,
and arts organizations); the local cultwal
planning community; and the public.
This action's goal is improving "the
region-wide flow of information about arts
and culture." People will access the
information network over the Internet,
through libraries, and through a telephone
hotline. It may also be possible to establish other
access points through community arts councils
and arts centres.
Cultural sector benefits: Many people
in the cultural sector have difficulty finding
w YLL ww
Alliance for arts + cuttur.
Greater Vancouver
Alliance for Arts
and Culture
100-938 Howe Street
Vancouver BC
V6Z 1N9
Tel: 604 6813535
Fax: 604 681 7848
Hotline: 604 684 2787
info@allianceforazts.com
www.allianceforarts.com
See Actions on page 2
Actions, continuedfrom page 1
vital information when needed. This
network will create a high-profile portal to
sor information and resources, induding
research, marketing, best practices,
collaborations, training, public and private
funding, professional development, and
training.
Municipal government benefits: The
network will facilitate collaborations
between municipalities in Greater
Vancouver. It will also allow communities
to build on one another's successes.
For example, if a municipality considers
developing a cultural plan, it can use the
network to view other municipal plans, to
identify key resource people, and to save
time and money by finding information
quickly.
Public benefits: The network will
establish a one-stop arts and culture
resource for Greater Vancouver. It will
provide in-depth information on events and
activities, organizations and artists, products,
employment opportunities, how to
volunteer or donate money, even where to
get music lessons.
*Develop and implement a cultural
tourism strategy
Unique cultural experiences exist
throughout Greater Vancouver: the Hooser
Weaving Centre in Surrey, historical Fort
Langley, and festivals such as Discovery
Days in Burnaby or Harmony Arts in West
Vancouver.
Municipal governments and tourism
managers increasingly recognize arts and
culture's role in attracting visitors to a
community. In fact, cultural tourism is an
important tourism niche market - one that
expands at a global rate of 15 percent
annually.
Arts and cultural organizations spend
most of their limited resources attracting
and keeping local markets. This leaves
them few resources to pursue tourism
markets, or to develop products and market
them in the tourism industry - a highly
specialized undertaking.
By providing adequate resources, this
action will help organizations producing
new or established arts events and activities
become tourism-ready. And it will help
groups work with existing tourism
marketing campaigns to promote their
activities.
* Facilitate regional touring for performing
and visual arts
An increasing number of theatres operate
throughout the region. For these venues to
succeed, they must program a mix of
community and professional activity. This
action encourages in-region touring of
professional artists and arts organizations
between these theatres.
Increased regional touring will provide a
host of benefits. For residents, a greater
variety of arts services available closer to
home. For schools and students, more
opportunities for field trips to theatre, dance,
and music performances.
For local businesses, more regional
touring means more revenue from event
producers and patrons. (Think printers,
florists, restaurants, coffee bars, parkades,
and taxi companies.) For performing
artists and arts organizations, new avenues
to reach audiences who will not travel to
see a show. And for facility managers,
opportunities to work together to bring in
difficult-to-afford artists.
In the visual arts and heritage communities,
great differences exist in facility size and in
environmental control, making regional
touring difficult.
The Intermunicipal Cultural Plan takes a
different perspective on regional touring in
the visual arts sector. It asks, What if galleries
or museums coordinated joint exhibitions
and patrons toured? This action provides the
resources necessary to make these
collaborations possible.
* Improve and develop region-serving activity
This action encourages artists and arts
organizations to work beyond their
communities, particularly in collaborative
relationships.
Collaboratinglessens the risks involved in
producing new events and activities. It also
speeds the development of new activities,
expands the services of more established
groups, and cultivates region-serving
organizations.
A recent example exists in Burnaby's new
Deer Lake Blues Festival. Event producers
See Partnerships on page 3
"The network
will establish
a one-stop arts
and culture
resource for
Greater
Vancouver."
2 Investing in the Future
partnerships, continuedfrom page 2
organized this small community event in
collaboration with Coastal Jazz & Blues,
organizers of the du Maurier International
Jazz Festival.
For a hypothetical example, imagine
Greater Vancouver's community arts
councils collaborating on a regional Images &
Okjects show, with a different municipality
hosting the event each year.
Increasing investment by
senior governments
One effect of the Intermunicipal Cultural Plan
will be "develop[ing] intergovernmental
partnerships to support Greater Vancouver's
arts and cultural development. In time, these
partnerships will allow the region to address a
key cultural issue: a long-term, significant
underfunding by federal and provincial
governments.
Coordinated initiatives: The plan states,
Overthepast 11 years,federal government spending
on culture in BCbas never been higher than 45
percent ofthe per capita national average and it is
getting worsc in 1997-98, BC received only 34
percent of the national average, placing it ninth out
often provinces. On the provincial government side,
BC's per capita spending on culture (excluding
libraries) has always been significantly below the
Canadian average, ranging between a low of45
percent and a high of 67percent ofthe averagefor all
provinces,"
An intermunicipal approach will help the
region develop relationships with federal and
provincial governments. This will encourage
partnerships between these levels of government
"to address areas of mutual concern and [to]
undertake coordinated and mutually beneficial
initiatives to support Greater Vancouver's
cultural development.
Cultural industries: another key area
covered in the Intermunicipal Cultural Plan
involves cultural industries, such as film, sound
recording, book publishing, and new media.
The plan calls for municipal governments to
join forces with cultural industries to encourage
the development of intergovernmental partner-
ships.
As most of the province's cultural industries
are located in Greater Vancouver, this issue is
significant to the region.
A catalyst for growth
To implement the Intermunicipal Cultural
Plan's key actions, the Steering Committee
emphasizes the need for partnerships.
The plan identifies potential partners in
business, tourism, education, arts and culture,
cultural industries, funding bodies, as well as
provincial and federal governments.
Some of the many groups consulted by the
committee include Greater Vancouver
Economic Partnership, Vancouver Board of
Trade, Tourism Vancouver (Greater
Vancouver Convention and Visitors Bureau),
Tourism Richmond, Technical University of
BC, Capilano College, and the Alliance for
Arts Culture.
With partners in these diverse sectors, the
Intermunicipal Cultural Plan will act as a
much-needed catalyst for real arts and cultural
development in Greater Vancouver. This will
allow the sector, in turn, to contribute more to
the social and economic growth of the region
and its communities.O
The initiative's goals
* Improve residents' access to arts and cultural services throughout
Greater Vancouver;
* Strengthen arts and cultural organizations throughout the region;
* Increase residents' and visitors' participation in arts and cultural
activities;
* Generate economic benefits region-wide (icluding approximately
5,350 new jobs and $70 million in direct expenditures annually);
* Leverage up to $10 million dollars from federal and provincial
governments for projects in the short-term;
* Leverage approximately $12 million from arts and cultural
organizations and the private sector, and
* Gain new investments by senior levels of government over the long-
term through an intergovernmental strategic investment agreement
focused on cultural industries and new media.O
Investing in the Future 3
Questions & answers
Why do we need an intermunicipal plan to
develop arts and culture?
The arts and culture sector is growing. It
generates more than $3 billion in direct
revenues and employs more than 62,000
people, accounting for seven percent of the
region's employment. Add indirect and
induced jobs and that figure jumps to 99,000,
or 11 percent of regional employment. The
sector's importance is also increasing, as it
includes the content creators for our
information-based economy.
As Greater Vancouver grows, so does the
demand for arts and cultural services.
Currently, 79 percent of Greater
Vancouver's residents participate in arts and
culture activity. But the delivery of cultural
services, and residents' access to them,
varies considerably throughout the region.
Cultural development is currently handled
at the municipal level. If Greater
Vancouver's municipalities collaborate to
develop culture region-wide, they will
increase efficiencies in several areas and
achieve greater social and economic
benefits.
Who developed the plan?
The Intermunicipal Cultural Plan is the
initiative of municipal governments, who
formed a Steering Committee five years'
ago. Since then, the committee has consulted
widely with the arts community and the
broader community to determine those
strategic areas in which initiatives could
have the greatest benefit.
What has been the GVRD's role so far?
The municipalities asked the Greater
Vancouver Regional District (GVRD)to
facilitate and support the intermunicipal
initiative.
What role will the GVRD play it the plan
is approved?
If the municipalities request it, the GVRD
could continue to play a facilitating role.
One role could be to assist in raising the per
capita revenue. Another could be using its
authority to establish a coordinating
partnership.
How would such a partnership be structured?
The plan recommends a small administration
overseen by a board of governors. Municipal
governments would appoint the members of this
boa
What benefits will municipalities see locally from the
intermunicipal plan?
Participating communities will benefit from the
plan in multiple ways, including a greater
diversity of arts and cultural services closer to
home. Please see the previous pages for details.
Why invest this money collectively, instead of spending
It locally?
Municipalities will continue their local
programs. In fact, the Intermunicipal Cultural
Plan will build on these strengths. But the plan
proposes initiatives that will not happen without
a regional approach - leading to lost
opportunities and unrealized social and
economic benefits. The regional initiatives will
complement and enable local programs, not
replace or compete with them.
The information network will connect local
organizations and activities with the broader
region; regional touring will help to make more
events available region-wide; and cultural
tourism will assist local events in attracting
visitors to their communities.
The municipalities will garner more
provincial and federal funds for arts and cultural
development by working in partnership. British
Columbia's government currently ranks eighth
among the provinces in per capita arts and
culture investment. And the federal government's
per capita investment in BC ranks ninth out of
the provinces, at just 34 percent of the national
average. Because regional initiatives complement
provincial and federal objectives in a way local
initiatives do not, adding resources to regional
cultural development will leverage more dollars
from the senior levels of government.
How bureaucratic is the process?
It's not. A small administration will oversee
implementing the plan. Collaborations between
municipalities and within the sector will keep
overhead costs to a minimum, allowing most of the
money to be invested in the arts and culture
community.
What is the plan's cost?
Local investment must
be $6.5 million per year
to fully implement the
Intermunicipal Cultural
Plan. This works out to
an annual cost of $3.26
per person. To launch
the initiative, the plan
recommends participating
municipalities pay a per
capita charge.
What will be the return on
investment?
The plan estimates that
every dollar invested in
its initiatives will return
$11 to the regional
economy. It also
estunates these programs
will create more than
5,000 new jobs and
approximately $70
million annually in new
direct expenditures.
4 InvestingintheFuture
SUMMARY TABLES
Exhibit
Respondent Characteristics
Total Vanc.
North
Shore
North-
east
Bumaby/
New
West.
South-
west
South-
east
Total -Actual (1.007) (174) (143) (253) (141) (152) (144)
Age:
Under 45 54 62 35 52 64 55 46
45OrOlder 44 35 61 46 35 44 53
Refused 2 3 4 2 1 1 1
Gender:
Male 46 50 44 44 44 44 46
Female 54 50 56 56 56 56 54
Own/Rent:
Own/Coop 55 39 67 67 51 67 65
Rent 41 58 29 27 48 30 33
Don't Know/Refused 3 3 4 5 • 3 2
Household Income:
Under $40,000 32 35 24 32 36 21 39
$40,000 Or More 51 48 60 51 53 59 47
Don't Know/Refused 16 17 16 17 11 21 14
Children At Home:
Yes 33 24 30 44 35 38 36
No 66 75 69 55 66 60 63
Ref used 1 2 1 1 - 2 1
Source: Detailed Tables, Pages 143, 155, 158, 170 And 173.
Canadian Facts - Page 1
Summary Tables
Exhibit
Attitudes Toward Arts And Cultural Activities
Total Vanc.
North
Shore
North-
east
Bumaby/
New
West.
South-
west
South.
east
Total - Actual (1007) (174) (143) (253) (141) (152) (144)
% % % % % % %
Quality Of Ufe In Community:
Excellent 19 17 51 14 9 25 13
Good 51 47 41 58 58 57 49
Average 20 20 8 22 26 13 24
Fair 7 9 - 5 5 2 13
Poor 3 6 - - 1 2 1
DontKnow • 1 - - 1 -
Importance Of Arts And
Cultural Activities To
Respondent:
Important (8 To 10) 34 40 49 28 34 32 23
Somewhat Important (6 And 7) 30 32 30 31 28 33 27
Somewhat Unimportant (4
And 5) 25 21 13 27 24 25 36
Notlmportant(lTo3) 9 6 6 11 13 7 12
Importance Of Arts And
Cultural Activities To
Community:
Very Important 42 47 49 37 34 39 42
Somewhat Important 47 45 46 51 51 49 42
Not Very Important 8 5 3 10 11 11 11
Not At All Important 2 2 1 2 1 1 4
Don't Know/Refused 1 - 1 1 2 - I
(COfltd)
Page 2 - Canadian Facts
Summary Tables
Attitudes Toward Arts And Cultural Activities (cont'd)
Total Vanc.
North
Shore
North-
east
Bumaby/
New
West.
South-
west
South-
east
Total - Actual (1,007) (174) (143) (253) (141) (152) (144)
Arts And Cultural Activities-
Most Frequent Mentions:
Theatre (e.g., Performances
And Plays) 54 51 67 55 56 54 51
Music (e.g., Classical, Opera,
Symphony, Pop Or Rock) 41 45 57 35 45 32 31
Art Galleries/Exhibitions 29 29 47 29 29 28 23
Visual Arts (e.g., Painting,
Sculpting Or Photography) 22 18 24 21 27 20 24
Museums Or Heritage Sites 20 24 10 19 18 23 17
Multicultural Events Or Activities 16 21 12 14 17 12 14
Dance (e.g., Ballet, Modem,
Jazz Or Ethnic Dance) 15 16 21 13 17 16 11
* Equals less than one-half of one percent.
Source: Detailed Tables, Pages 2, 27, 48, 49 And 55.
Canadian Facts Page 3
Summary Tables
Exhibit
Average ratings Provided For Statements About Arts And Culture*
Total Vanc.
North
Shore
North-
east
Bumaby/
New
West.
South-
west
South-
east
Total - Actual (1,007) (174) (143) (253) (141) (152) (144)
3
Statements
It Is Important For School
Children To Have Access To
Arts And Cultural Activities 3.8 3.8 3.8 3.8 3.8 3.7 3.7
Arts Activities Help Enrich The
Quality Of Our Lives 3.5 3.6 3.7 3.5 3.5 3.4 3.5
The Film And Music Industry
And 'New Media' Companies
Are Important To Our Economy 3.5 3.4 3.6 3.4 3.5 3.4 3.4
If My Community Lost Its Arts
Activities, People Living Here
Would Lose Something Of
Value 3.5 3.4 3.7 3.5 3.4 3.5 3.4
Local Arts And Cultural
Activities Have A Positive
Impact On Our Economy 3.3 3.3 3.3 3.3 3.2 3.3 3.2
My MunicipalitylCommunity Has
Enough Arts And Culture
Activities For The People Here 2.8 2.8 3.0 2.7 2.9 2.9 2.6
Only Those Who Attend Arts
And Cultural Activities Really
Benefit From Them 2.5 2.4 2.4 2.5 2.5 2.5 2.7
* Average ratings are based on a four-point scale where four means Srrongly Agree and one means
Strongly Disagree and exclude Dont Know/Refused responses.
Source: Detailed Tables, Pages 68 To 74.
Page 4 Canadian Facts
Summary Tables
Exhibit
Attendance At Arts And Cultura' Activities
Total Vanc.
North
Shore
North-
east
Bumaby/
New
West.
South-
west
South-
east
Total - Actual (1,007) (174) (143) (253) (141) (152) (144)
Past Year Attendance:
Often 22 31 34 .14 21 18 14
Occasionally 35 38 40 35 38 39 24
Hardly Ever 27 18 19 31 27 29 38
Never 16 13 7 20 15 14 24
Don't Know/Refused * I - - - - -
Past Year Locations:
Downtown Vancouver 79 89 78 72 73 75 71
Home Municipality 55 60 64 54 43 55 52
Other Lower Mainland
Municipalities 38 31 38 47 50 35 38
On Vacation 45 48 59 39 38 44 41
Don't Know 2 1 2 2 4 1 1
Past Year Attendance By
Visitors:
Often 5 9 6 2 4 4 4
Occasionally 20 24 26 15 23 21 12
Hardly Ever 31 33 34 28 31 34 29
Never 42 34 34 54 41 40 53
Don't Know/Refused 2 1 - 1 2 1 2
(COflO)
Canadian Facts Page 5
Summary Tables
Attendance At Arts And Cultural Activities (cont'd)
Total Vanc.
North
Shore
North-
east
Bumaby/
New
West.
South-
west
South-
east
Total -Actual (1,007) (174) (143) (253) (141) (152) (144)
Potential For Increasing
Attendance:
More Affordable Events 68 67 59 70 65 74 68
Being More Aware Of What Is
Going On 66 64 61 68 73 65 65
A Wider Range Of Events To
Choose From 61 59 53 64 67 64 61
More Events Closer To Your
Community 58 49 50 62 58 63 68
None Of The Above 8 6 15 8 7 10 9
Don't Know 1 1 1 1 - 1
* Equals less than one-half of one percent.
Source: Detailed Tables, Pages 83, 86, 89 And 92.
Page 6 Canadian Facts
Summary Tables
Exhibit'
oposed GVRD Arts And Cultural Project
Bumaby/
North North- New South- South-
Total Vanc. Shore east West. west east
Total - Actual (1,007) (174) (143) (253) (141) (152) (144)
Support For Concept
Description:
Strongly In Favour 43 49 39 35 48 41 36
Somewhat In Favour 47 40 52 56 40 50 52
Somewhat Opposed 6 6 7 4 6 4 7
Strongly Opposed 2 3 1 2 2 1 3
Don't Know/Refused 3 2 * 4 4 4 3
Support For Funding Options:
More Than $15 Per Household 25 29 31 28 27 20 18
$15PerHousehold 36 34 41 30 35 37 38
Less Than $15 Per Household 13 12 10 15 15 11 13
No Investment/Strongly 20 20 15 22 13 26 23
Opposed
Don't Know/Refused 6 6 3 5 10 6 7
* Equals less than one-half of one percent.
Source: Developed From Detailed Tables, Pages 131, 134, 137 And 140.
Canadian Facts Page 7
Summary Tables
Exhibit
Average Ratings For Support For Specific Project Outcomes*
Total Vanc.
North
Shore
North-
east
Bumaby/
New
West.
South-
west
South-
east
Total - Actual (1,007) (174) (143) (253) (141) (152) (144)
# #
Project Outcomes:
Increased Programs For
Children In Your Local Schools
In Acting, Film, Music, Dance
And Painting 3.6 3.5 3.5 3.6 3.7 3.6 3.5
Having Better Information
Available On Arts And Cultural
Events Across The Lower
Mainland 3.4 3.5 3.4 3.4 3.6 3.5 3.4
More Major Music Or Theatre
Festivals Right Here In Your
Community 3.4 3.4 3.5 3.5 3.5 3.4 3.4
Professional Performers (Plays,
Symphony, Ballet) Coming
More Often To Local Schools 3.4 3.4 3.4 3.4 3.5 3.3 3.2
More Multicultural Arts Events
In The Community 3.3 3.4 3.1 3.3 3.4 3.2 3.1
A Greater Number Of Theatre,
Dance, Music And Arts Events
In Your Municipality 3.3 3.3 3.3 3.3 3.2 3.3 3.2
A Wider Range Of Arts And
Cultural Events In Your
Community 3.3 3.3 3.4 3.3 3.3 3.3 3.3
Professional Performers (Plays,
Symphony, Ballet) Coming
More Often To Your Community
On Tour 3.3 3.3 3.3 3.3 3.2 3.2 3.2
The Development Of Arts And
Cultural Events To Attract
Visitors Or Tourists To The
Region 3.3 3.3 3.3 3.2 3.4 3.2 3.2
Having More Information
Available Through A Web-
Based Information Network 1 3.2 1 3.2 1 3.2 1 3.2 1 3.3 1 3.2 1 3.2
* Average ratings are based on a four-point scale where four means Strongly Supporr and 5off means
Strongly Do Not Supporr and exclude Don't Know/Refused responses.
Source: Detailed Tables, Pages 110 To 119.
Page 8 Canadian Facts
I
• • - PRESIDENT New Wetmrnter and Dirtct BOB HARRIS
Labour Council - 0 1 a 20031 CAROLYN CHALIFOUX
722- 12th STREET, NEW WESTMINSTER, B.C. V3M 4J9
PHONE (604) 524-9311 FAX. (604) 524-0996
August 31, 2000 opiC;s 10 Me.yor & Ccnc
Al Hogarth, Mayor
Corporation of the District of Maple Ridge
11995 Haney Place
Maple Ridge, BC V2X 6A9
Dear Mayor and Council:
• Copy to Counch Headnç Fe
• For Information
0 For Resoonsa by._ -
to
jA
RE: AMENDMENT TO THE 'MUNICIPAL ELECTIONS ACT'
The New Westminster & District Labour Council is requesting the support of your Council in calling for an
amendment to the 'MUNICIPAL ELECTIONS ACT' to provide four hours free from work on Municipal Election
Day.
The Federal and Provincial Elections Act, have for decades, required employers provide all employees four
hours free from work to vote on an election day, which are held only on a weekday. At the time the
amendments were contemplated, low voter turnout was an issue of concern and priority to working people and
governments. The desired result of the amendment was achieved and today we enjoy higher voter turnout
and therefore a more democratic process of electing governments at that level.
When we reflect on the changes that have impacted people's working lives only within the past decade, we are
encouraged by the potential our proposed amendment will have in the next Municipal election. In today's
environment, Monday to Friday is no longer the "normal" or "regular" work week for the majority of workers.
A worker may have rotating days on/off, shift work or working hours that if combined with travelling time, often
exceeds 12 hours per day. The 1999 Fall election results remind us that low voter participation during Municipal
elections is a concern for our organization and local governments. We believe that voter participation may be
addressed in part, by amending the 'Municipal Elections Act' to provide four hours free from work on (Saturday)
Municipal Election Day.
We are committed to addressing the inequity of our current system by calling on the Provincial government to
amend the 'Municipal Election Act'. We trust you will give this matter your serious consideration and convey
your support to the UBCM and the Provincial government. Thank you for your consideration and we request
that you communicate your decision to the Labour Council.
Sincerely yours,
/
I ./
Carlyn ChaIioux
Secretary-Trthsurer
cc/sf
oteu:15
- _ - _. c..-.
b041HEALT"
SIMON
FRASFR
oAtic - 2o CfCttL
Office of the President & Chief Executive Officer
260 Sherbrvoke Sweet, New We mnster, B.C. V3X. 3M2
Tel (604) 5204200 Fax (60
Copies to Mavc i Counc ill
0 Copy to Counc;: Fdina File
or Information nv
September 11,2000
• ForResponse b_
• Copies to _____
To whom it may concern,
The Simon Fraser Health Region is interested in developing fall prevention initiatives
for our Region. A small task force has been set up to develop the mechanism for
developing such programs.
Currently, the Region invests many health care resources into managing the results of
falls, such as fracthred hips and other bones, head injuries, sprains, etc. if we look at
just fractured hips, in 1998/9 we had 604 people in our Region hospitalized for an
average of 13.8 days each in acute care. These individuals then continued on to other
levels of care - some receiving home care, some outpatient treatments such as
physiotherapy, and some went to nursing homes or extended care units.
Just the acute portion of one fractured hip stay is approximately $10,000. If we could
save only 10% of these admissions, the savings to the Health Region would be
equivalent to 2.2 beds or $600,000.00. The savings to the individual for whom we
prevented a hospitalization, are beyond measure as these savings impact on their
quality of life, keeping that individual healthy and at home for much longer than might
have happened if they had fallen and been admitted to the health care system.
Currently in the Region, we have one targeted falls, initiative - "The First Step: Falls
Prevention Starts With You ", a booklet and program that was implemented in Burnaby
in 1998. We would like to look at expanding this program to the other municipalities in
the Region Tri Cities, New Westminster and Maple Ridge areas.
In addition, we have a unique opportunity to apply for some one-time grant money
being sponsored through a part ership between Health Canada and Veterans Affairs.
We are preparing a proposal for them, which must meet the following goals and
objectives:
q6z.
- • L ri r r• -2-
The goals are:
• to advance our understanding and knowledge of effective falls prevention
interventions directed to seniors, using a population health approach;
• to develop the capacity of cornxnuruty organizations to develop and deliver
sustainable community based health promotion programs
The objectives are:
to assess the health status of funded interverttion projects and their potential for
improving quality of life and reducing health care utilization and costs;
• to gather, synthesize and disseminate evidence regarding falls prevention
interventions and their impact on an ageing population;
• to identify the most promising models of intervention for falls prevention;
• to understand the barriers and facilitators to developing sustainable community
parterships for effective falls prevention programs.
We are contacting you to inform you of this valuable project and to invite your
participation in it. We would like to focus the initiatives on falls prevention from the
comrnurüty perspective and propose building a "Falls Coalition" that would oversee
this vital task. We have set up a meeting to discuss the details of this on:
Tuesday, September 19th from 2 pm to 3 pm
Port Moody Social Recreation Centre, 300 loco Road
RSVP: Sherry Cameron at 520-4944
or e-mail sherry cameron@5thr.1iret.bc.ca
We will also be asking that you write a letter of support for this project. This letter will
be included in our proposal to Health Canada for the grant money.
Thank you and we look forward to working with you on this project.
Sincerely,
Fair, DHA, FACHE
President & Chief Executive Officer
TOTAL P. 3
C-,
ieIeration of pies to Mayor & bouncn SEP 1 2000
Canadian Mimi
Fdration can
iplit L53opy Coun ci! Reading 3cctI
CoundllorJoanne Monaghan
Kitimar,BritishCoumbia
President
Présidcntc
(
des municipatita or Information Onl Q
[or Response Spte Counci!krjackl.ayton
Toronto, Ontario
pies tO Firs: Vke Presidenc
Premier vice président
MUNICIPAL LEADERS' STATEMENT ON CLIMATE CHANGE rma,, JohnSchmal
Calgary. Alberta
Dear Mayor or Local Elected Official Seconc Vice President
Dcuxième vicc ptcsidcnt
Climate change is a threat to the quality of life in our communities. Maim We, Dudisame
Hull (Québec)
Extreme events like the Saguenay Disaster (1996), the Red River Flood Third Vice President
(1997), and the Great Ice Storm (1998) disrupt local economies, dislocate families Troisime vice pridenr
and cause physical and emotional stress. Climate scientists predict extreme M,r s
events will become more frequent as a result of climate change induced by Marysiown, NcwfoiirtdLnd
emissions of greenhouse gases. and Labrador
Past President
While some climate change is inevitable, much can be done to reduce the
Président sorUnr
impact. Communities can limit the pollution causing climate change while saving James w Knight
on energy costs. And we can make our infrastructure more resilient to extreme Executive Director
events. Directeur gnëesl
Many municipal governments are taking action now through investments in
energy-efficient building retrofits, in better processes for distributing, treating water 24 rue Clarence Street
Orsawa. Ontario KIN 5P3 and managing waste and in community energy systems and renewable energy.
These investments save on energy bills and improve local air quality. Most active
241-7440 communities have also pined our Partners for Climate Protection (PCP) Program. Fedetnkm.es
If your municipality is not participating, I urge you to .in. All it takes is a resolution Web site/site web www.Icm.s
of council; a sample is available on our Web site: www.m.ca Policy and Public Afftiin
Politiques et affaires publiqucs
The key to ensunng communities get the help they need to make these C9 (613)244-2250
investments is ratification of the Kyoto Protocol, the agreement signed by 150 policy@Fcm.ca
governments in 1997 that sets reduction targets for developed nations. Canada is
committed to reducing greenhouse gas emissions 6 per cent below 1990 levels by Development
Développemeni cnrpor.irif
2012. Next November, national governments will meet in The Hague, Netherlands
to negotiate tenns and conditions for ratification. It is critical that Canada has the
support it needs to conclude negotiations.
Inrernanonsi ()tikr
Your council's endorsement of the attached Municipal Leaders' Resolution Bureau intern..tional
I 241-7117 on Climate Changewill send the right message to federal negotiators. Please fax
back the attached Model Resolution before November 3, 2000 to (613) 244-1515. nieinationa}@
ikm,ca
Honorary Chair
PCP Program
Minion Statement Enoncé de minion
The Federation of Canadian Mun:dpdirier itt/re ,satio,wl ioire of La F/dine/a,, car,djn,syr In manirpallth an La tara nationale munwipa/gvvmnneitn deditated to ampsvvmg the quality of Lift let vuumrrmrvrr mvninpaisr. Son mandar err do ransvibut, é
in all communion by p?vmonng orvog. effictiw and arct,trnraM. litn,flioration dole qualzW do vie dent routes let cvmrnuisauti, or It mMninPa/grwernmern. pvmOuwlr MO ruvernement mNntcT/talfam effirarr is twpomable.
qf53
Model Resolution
MUNICIPAL LEADERS' RESOLUTION ON CLIMATE CHANGE
WHEREAS 1990 to 1999 was the warmest decade of the millennium;
WHEREAS a global reduction in emissions of greenhouse gases (GHG) is necessary to
slow climate change and reduce the risks to human health, the physical environment,
economy and quality of life;
WHEREAS the 1996 ice storm cost the City of Montreal $116 million; Baie Comeau
more than $2.5 million, and the Regional Municipality of Ottawa-Carleton $6.32 million,
while the Red River flood cost Winnipeg $32.3 million.
WHEREAS these weather-related expenses are creating an additional financial burden
for municipalities at a time when responsibilities are increasing as a result of devolution.
WHEREAS reducing greenhouse gases makes good economic sense. New and
improved infrastructure, energy efficiency, building retrofits, water conservation, more
effective wastewater treatment and distribution, renewable energy technologies, waste
reduction, better fleet management, etc., reduce municipal operating costs and help
maintain community services, while having a positive impact on the environment;
WHEREAS industrialized countries, realizing initial commitments were inadequate to
protect the Earth's climate system, agreed in December 1997 to the Kyoto Protocol
which, if ratified, commits Canada to reducing its greenhouse gas emissions six per
cent below 1990 levels between 2008 - 2012;
WHEREAS in November, national governments will meet in The Hague, Netherlands to
negotiate terms and conditions for ratifying the Kyoto Protocol. It is critical that Canada
has the support it needs to conclude negotiations.
WHEREAS mayors and municipal leaders responsible for the well being of communities
across Canada urge federal and provincial/territorial governments to make climate
protection a priority;
BE IT RESOLVED THAT the municipality of
endorse this MUNICIPAL LEADERS' RESOLUTION ON CLIMATE CHANGE
NAME
ELECTED TITLE
MUNICIPALITY DATE
'a
Please Fax Back to (613) 244-1515
I --
BOX2III7RIDGEPO..MAPLERJDGE,BC V2XIP7
Telephone: 604-467-6401
Fax: 604467-6478
E-Mail: Nalftlusmat
September 20, 2000
pies to Mac- Cou
Mayor Al Hogarth
District of Maple Ridge
11995 HancyPlace
Maple Ridge, BC
V2X 6A9
Dear Mayor Hogaitit
Re: Service Lane - Rivers Heritage Centre
15 Copy to Counc Reaonc FHe z ________
/Ccpies 94ZIPs
Th
This letter is in follow up to your telephone conversation with Peter Barnes earlier today.
I have attached to this letter a copy of a letter dated October 19, 2000, addressed to previous
Mayor and Counsel, regarding our alternate access to the inteipretive centre. In that letter you
will note that providing the community alternate access to the centre was of primary concern
to ARMS. ftstilhis.
As you are aware, since the writing of that letter we have obtained the necessary approvals
from the District to proceed with this access. Due to the length of time this process took we
were unable to obtain certain fhtncing and are looking to the Municipality to assist us in this
regard as outlined in our letter of October 19,1999.
Please do not hesitate to contact Peter Barnes or myself if you have any questions or require
further information. Thank you for your consideration in this regard.
; 4
0 JP 9a
10 39d DOS 83AI 3II3fl01 8L1'9L9t' 6E:t 00&/0'./60
BOX 21117 RIDGE PC., MAPLE RIDGE, BC V2X IP
Telephone: 604-467-6401
Fax: 604-467-6478
E-Mail: arms(bc.svmpatico .ca
October 19, 1999
Mayor and Council
Corporation of the District of Maple Ridge
11995 Haney Place Mall
Maple Ridge, BC
V2X 6A9
Dear Mayor and Council:
Re: Request for Partnership Funding
We are writing at this time to request the District of Maple Ridge assist our orgnition and
your community by way of providing partnering fwiding in the anunt of $ 10,000 to be
applied towards an alternate access to the Rivers Heritage Education and Communication
Centre.
After a construction period of three years, this interpretive centre, located adjacent to Ailco
Park and the Alico Fish hatchery, has been completed. One of the purposes of the Rivers
Heritage Centre is to promote educational programs for interested members of our
community. In addition, we are currently working towards involving School District 42 in
educational programs for all elementary schools in the District. A Strcamkeeper Training
programs have been held this past weekend with students from Thomas Haney Secondary
SChOOL The centre is available to the community for meetings or 'vvrkshops.
One of the prune concerns to our org"n'1tion and to our visitors Is that of the limited access
to the centre. As a result, preliminary discussions have taken place with Ridge Meadows
Parks and Recreation personnel regarding an alternate access road to the building. One
possibility is upgrading the old roadway which runs from the east side of the Alico Park
parking lot through to the Alouette River Correctional Centre. By clearing the low bushes
which has overgrown the along the path and upgrading the roadway to meet the necessary
standards for vehicular traffic, this former roadway could once again be utilized. The
roadway would turn west and run parallel to ARCC's feneelinc until it reaches the parking lot of the interpretive centre. The access roadway would be double gatcd with one gate at the
Ailco Park parking lot and one at the Interpretive centre parking lot.
ZO 39Vd E3OS eflAIeI 3113noiv 8L09L9t 6E:T //6
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
TO: His Worship Mayor Al Hogarth DATE: October 4, 2000
and Members of Council FILE NO: 3320-01
FROM: Chief Administrative Officer ATTN: Council
SUBJECT: Appointment of Approving Officer
SUMMARY:
With the recent appointment of Mr. Terry Fryer as Municipal Clerk, changes in the appointment of the
Approving Officer are recommended.
RECOMMENDATION:
That the appointment of Mr. Terry Fryer as Approving Officer for the District of Maple Ridge be
rescinded; and
That pursuant to the authority contained in Section 77(1) of the Land Title Act, and effective
October 11, 2000, Ms. Christine Carter, Director of Planning, be appointed as the Approving
Officer for the District of Maple Ridge and that during her absence, Mr. Jeff Scherban, Director of
Development Engineering, be appointed as the Approving Officer for the District of Maple Ridge;
and further
That during the absence of both Ms. Carter and Mr. Scherban, Mr. Jake Rudolph be appointed as
Approving Officer.
TF/dd
N Prepared b".
Approved by: ul Gill, B.B.A., C.G.A.
General Manager: Corporate & Financial Services
Concurrnçe: obert W. Robertson, A.LC.P., M.C.I.P.
Chief Administrative Officer
/dd
Attachment
1)01
• 1:i::j
J ) r1 Jr J_.J
"AN EMPLOYMENT AWARENESS INITIATIVE"
Funded by
Human Resources Development Canada and British Columbia Equal Opportunity Secretariat
Coordinated by
lAM CARES
Center for Administering Rehabilitation and Employment Services
Suite 102-5623 Imperial Street TEL: (604) 436-2921
Burnaby, BC V5J 1GI FAX: (604) 436-9100
TTY: (604) 434-2924
0-5
A Guide To the Face to Face 2000 Program
Booklet Index:
Contents Page No.
Face to Face 2000 Timetable 2
A Successful History 3
What is Face to Face2000 All About 3
What's in a name? 4
Some Definitions. 4
Why should I consider Participating in Face to Face 2000? 4
I want to Learn More? What next? 5
The Face to Face Week 5
Process and Timeline 5
How Do I Get The Most Out Of Face to Face 2000? 6
Informal Interviewing 6
Tips for Participants 7
Tips for Employer Organizations 8
Disability Awareness Tips 8
Role of and Members of Advisory Committee 9
Participating Employer Organizations from 1999 10
Participating Agencies from 1999 11
Face to Face 2000
TIMETABLE
Face to Face 2000 Information Forum: September 28, 2000, BC Hydro
Auditorium, 6911 Southpoint Drive, Burnaby. 1-4pm. Mark Your
Calendars and Plan to Attend! Bring your Human Resources or operations
colleagues! A half-day Information Forum attended by organizations and agencies.
El Last week Sept - first week October Matching of Opportunities and
Participants (October 5 is the final deadline!): Identification of organization
Opportunities and Participants from the agencies through submission of completed forms;
provisional matching of opportunities and participants.
October 16-20 Face to Face 2000 Week: informational interviews; job
shadowing; workplace tours and networking/mentoring.
October 23-27 Follow up with organizations, agencies and participants and program
evaluation and recognition.
October 31: Final report.
A Guide to the Face to Face 2000 Program Page 2 77-71
First, afew definitions:
= Participant: Is a job seeker with disabilities who is participating in Face to Face to gain
experience in interviewing and to help build a career network.
Organization: Is a lower Mainland community employer, private company or public
corporation, willing to offer a Face to Face Opportunity to a Participant with matching
career interests.
Agency: A participating non-profit organization that offers employment services for a
specific target group ofjob seekers with disabilities.
=> Face to Face Opportunity: The core of the Face to Face Program, the Opportunity is an
informal meeting between a Participant who has been matched with an employer
Organization.
Face to Face facilitates opportunities for informal 'face to face" meetings between employer
organizations and job seekers with disabilities (partic:pants) to share ideas, information on career
paths and networks, and to leave the experience with a clearer understanding of the realities faced
by each other. Face to Face also provides placement agencies with an opportunity to expand their
networks of potential employers and to increase awareness in the community of the services that
they offer. Above all, Face to Face is an opportunity to dispel myths about persons with
disabilities.
WHY SHO ULD I CONSIDER PARTICIPATING IN FACE TO FACE 2000?
For the Organization participation in Face to Face 2000 can help:
> To raise awareness of the abilities and the skills of a person with a disability who is looking for
employment and to facilitate discussion of and consideration of physical and attitudinal barriers
to employing persons with disabilities, issues of accommodation and assess worksite
accessibility.
) To introduce the employer to a person with a disability with career interests related to his or her
own field and to provide an opportunity for informal network sharing and mentoring.
> To influence corporate culture by making employers and other employees more aware of the
potential of persons with disabilities
> To create lasting relationships with many employment agencies which provide free services in
the Lower Mainland.
> To raise the organization's profile as an employer of choice in the community.
For the Participant taking part in Face to Face 2000 can help:
> To provide an opportunity for dialogue with an employer in his or her field of expertise or
career interest
To increase the level Of understanding of the needs and expectations of potential employers
> To provide an opportunity to experience an informal interview improve interviewing and job-
search skills through constructive feedback in a non-threatening environment.
> To help in network building in their area of career interest.
For the placement Agency participation in Face to Face 2000 can help:
> To expand its employer network and build lasting relationships with employers
To participate in an innovative employment awareness initiative to support its
existing programs and advocate for all job seekers with disabilities
> To increase its pool of persons with disabilities who are looking for jobs.
A Guide to the Face to Face 2000 Program Page 4 77-71
HOWDOI GET THE MOST OUT OF FA CE TO FACE 2000?
INFORMAL INTERVIEWING
For persons with disabilities, one the greatest barriers to eventual employment is the job interview.
The Canadian Council on Rehabilitation and Work estimates that, for the general population, the
interview rate is one interview for every ten applications. For persons with disabilities, on the other
hand, the rate is one tenth of that. In other words, someone with a disability has to apply to one
hundred jobs to obtain one interview.
When recruiting for a vacancy employers receive dozens, sometimes hundreds, of applications. In
this age of increasing demands on managers, it is often easier to bypass the application of a person
with a disability for a more "straightforward" one. This is especially true if the interview requires
any kind of accommodation. Therefore, because of a lack of time or awareness, or both, managers
often do not consider a person with a disability when putting together an interview short list.
For employers, informal interviewing provides an opportunity to access an untapped source of
labour and to get answers to work-related questions about disabilities. More importantly, this
activity can offer the kind of insight into ability that might not be available in a more formal setting.
For job seekers, the informal interview is a chance to learn more about their career field and to meet
individuals who are willing to share networks in the career field and be an informal mentor.
Informal interviewing is not a job interview. It is an opportunity to share information about a
particular career field. However, just as for any other interview, it will be necessary for both
participants to prepare themselves prior to the meeting.
Informal interviewing is an opportunity to learn something and to meet someone new. So take your
time to prepare your interview, and remember: the interview is meant to be informal.
A Guide to the Face to Face 2000 Program Page 6
TIPS FOR EMPLOYER OR GANIZA TIONS
During a typical employment interview, the manager wants to find out how the skills and abilities
of the potential employee might be used to perform duties on the job. In an informal interview on
the other hand, no actual job is vacant. Therefore, the manger should focus on the career field. The
manager's expertise will help the job seeker determine how his or her own abilities can best be
developed.
Begin by making a list of all the different jobs related to the career field. Avoid restricting yourself
to jobs in your company or department: think from a broad perspective.
Next, list the companies or departments that hire people in your field. You might also want to
include the names of people you know who have hiring authority. This list will be vital to building
the employer's network that is also a critical part of Face to Face.
These steps will help you describe the career field to the person with whom you are matched. It is
not necessary to give all of this information; should it be readily available, however, it will help you
direct this person to the jobs most suited to his or her skills and abilities.
A Guide to the Face to Face 2000 Program Page 8 I
Face to Face 1999 Participating Organizations
BC Hydro
Canada Safeway
Canadian Airlines
Canadian Food Inspection Agencies
Capers Community Markets
Citizens Bank of Canada
City of Burnaby
City of Vancouver
Community Credit Savings
Great Canadian Casino
Hewlett-Packard Canada Ltd.
Human Resources Development Canada
ICBC
Kanaf Security
Kwantlen University College
Mustang Survival Corp.
Public Service Commission: Center for Leadership in Employment
Equity
Royal Bank
Scotia Bank
TELUS
Vancouver Recruitment Access Office, Provincial Government
Workers Compensation Board
I A Guide to the Face to Face 2000 Program Page 10
FACE TO FACE 2000
ORGANIZATIONS PARTICIPATING
INCLUDE:
• BC Hydro • Law Society of BC
• BC Lottery Corp . Liquor Distribution Branch
• BC Rail • MDS Metro Laboratories
• BCGEU • Ministry of Social Development &
Economic Security
• Canada Safeway • Mustang Survival
• Canadian Food Inspection • OPEIU
Agency
• Cantest Laboratories • Public Service Commission
• Childrens's and Women's • Ridge Meadows Assoc. for
Health Center Community Living
• Citizens Bank • Rogers Video
• City of Burnaby • Royal Bank
• City of Vancouver • RSL.Com Canada
• CLC/United Way • SAR Transit
• Collingwood • Scotiabank
Neighbourhood House
• Community Savings Credit • Seagate Software
Union
• Denny's Restaurants • Simon Fraser Health Region
(Coquitlam)
• FedEx • Southland Canada (7-Eleven)
• GVRD • TELUS
(Hghway --—UBC
Construction Ltd.)
• Hewlett Packard • VanCity Savings
• HSBC • Vancouver Recruitment Access
Office (BC PROV)
• Human Resources • WCB
Development Canada
• ICBC • West Coast Energy
FACE TO FACE 2000
PARTICIPATING AGENCIES
ALDA Adult Learning Development Association
Alliance Health Care
BC REHAB & RECOVERY
BCPA BC Paraplegic Association
Centre for Ability
CNIB: Canadian National Institute for the Blind
Douglas College, Special Education
JAM CARES (Intl. Assoc. Of Machinists, Centre for Rehab)
Neil Squire Foundation
North Shore Employment Services
Open Learning Agency
[I)4A1
PACT
POLARIS Employment Services
Surrey Rehab Services: Employment Connection Tn-Cities
WID &HH (Western Institute for the Deaf and Hard of Heari
FACE-TO-FACE 2000 ORGANIZATION OPPORTUNITY FORM
I Please indicate the type and skill level of Face-to-Face Opportunities you are able to offer
The objective of this program is to provide participants with disabilities an Opportunity to experience an Informational Interview, job
shadow, worksite tour and make career networking/mentoring contacts. If your organization is willing to provide a Face-to-Face
Opportunity for a Participant during or close to the week of October 16-20, 2000, please complete both sides of this form and fax or email
no later than October 5, 2000 to:
Deborah McGovern, Coordinator, Face-to-Face 2000
JAM CARES, Ste 102-5623 Imperial St, Burnaby, B.C. V5J IGI Tel: (604) 436-2921 Fax: (604) 436-9100 Email: <facetofaceiamcares.com >
Please note that it may not be feasible to make an aoDrooriate Particioant match for all OnnortunitiAs that are nffrd
NAME OF ORGANIZATION ADDRESS
TYPE OF BUSINESS/INDUSTRY
CONTACT PERSON AND BACKUP CONTACT (if available) DEPARTMENT
PHONE/FAX EMAIL
WE WOULD BE WILLING TO PROVIDE THE FOLLOWING OPPORTUNITIES DURING FACE TO FACE WEEK (OCTOBER 16 -
20, 2000):
U Informational Interview U Job shadowing U Tour of our worksite
Est. length of meeting (typically 1 hr. to half a day): Approx start time: Finish Time:
WE ARE WHEELCHAIR ACCESSIBLE: YES U NO U
IF YOU ARE UNABLE TO PARTICIPATE DURING THE WEEK OF OCTOBER 16-20, 2000 WOULD YOU BE WiLLING TO OFFER THESE OPPORTUNITIES
AT ANOTHER TIME? YES U NO U
I PLEASE COMPLETE AND RETURN FORMS PRIOR TO OCTOBER 5, 2000. COMPLETE ONE FORM FOR EACH OPPORTUNITY I
FACE-TO-FACE 2000 ORGANIZATION OPPORTUNITY FORM
I Please indicate the type and skill level of Face-to-Face Opportunities you are able to offer
The objective of this program is to provide participants with disabilities an Opportunity to experience an Informational Interview, job
shadow, worksite tour and make career networking/mentoring contacts. If your organization is willing to provide a Face-to-Face
Opportunity for a Participant during or close to the week of October 16-20, 2000, please complete both sides of this form and fax or email
no later than October 5, 2000 to:
Deborah McGovern, Coordinator, Face-to-Face 2000
JAM CARES, Ste 102-5623 Imperial St, Burnaby, B.C. V5J IGI Tel: (604) 436-2921 Fax: (604) 436-9100 Email: <facetoface@iamcares.com > Please note that it may not be feasible to make an anDrooriate Particin2nt match for 211 Onnortiinitinc that 22 nff2rPri
NAME OF ORGANIZATION ADDRESS
TYPE OF BUSINESS/INDUSTRY
CONTACT PERSON AND BACKUP CONTACT (if available) DEPARTMENT
PHONE/FAX EMAIL
WE WOULD BE WILLING TO PROVIDE THE FOLLOWING OPPORTUNITIES DURING FACE TO FACE WEEK (OCTOBER 16 -
20, 2000):
U Informational Interview U Job shadowing U Tour of our worksite
Est. length of meeting (typically 1 hr. to half a day): Approx start time: Finish Time:
WE ARE WHEELCHAIR ACCESSIBLE: YES U NO U
IF YOU ARE UNABLE TO PARTICIPATE DURING THE WEEK OF OCTOBER 16-20, 2000 WOULD YOU BE WILLING TO OFFER THESE OPPORTUNITIES
AT ANOTHER TIME? YES 0 NO U
I PLEASE COMPLETE AND RETURN FORMS PRIOR TO OCTOBER 5, 2000. COMPLETE ONE FORM FOR EACH OPPORTUNITY I
Presentation to the
District of Maple Ridge
Tuesday, October 10, 2000
Good evening your worship, mayor Al Hogarth and councilors. Thank you for
the opportunity to present a library progress report to the Council and Citizens of
the District of Maple Ridge.
The Council members, municipal staff, architects and contractors have been
extremely helpful. Your cooperation and support has contributed to making this a
rewarding and stimulating project. The library staff and I have been involved
with the entire project; our ideas and opinions have been valued and incorporated
into the design. We are enthusiastic about the move and the prospect of offering
improved library services to the residents of Maple Ridge. I extend our
appreciation and thanks to you for this wonderfiul opportunity.
We are now in the final stages of interior design. A colour board and an interior
rendering are on display.
I will highlight a few facts about the new library and then take you on a virtual
tour through the building:
. Floor space will increase by 233%
• Children's Department floor space will increase by 550%
• Dedicated story room
• Dedicated Youth/Teen space
• Reading areas on both floors
• Spacious accommodation for technology in all departments
• Exterior and interior book returns
• Prime exposure for the Hall of Fame displays
• Collection improvements
• Barrier free access
• Adaptive equipment for sight-impaired persons
Begin virtual tour now:
Main Floor:
• Book Returns
• Security panels
• Front door - lobby, municipal kiosks
• Left - concession/coffee bar, seating, newspapers, Hall of Fame
• Customer service desk, circulation desk, reference and information desk,
adult non-fiction stacks, internet stations and pay printer, OPACS,
reference stacks, local history and family research, audio visual material,
self-serve check-outs, self-serve holds pick-up, new book displays
• Staff areas
Fraser Valley Regional Library
Caro O'Kennedy
Library Manager Maple Ridge
Maple Ridge Library
22420 Dewdney Trunk Road E-MAIL: caro.okennedy@fvrl.bc.ca
Maple Ridge, B.C. V2X 3.15 FAX: (604) 467-7596
http://www.fvrl.bc.ca P1-lONE: (604) 466-2601
lAM CARES 4(yp CENTRE FOR ADMINISTERING REHABILITATION
AND EMPLOYMENT SERVICES
Deborah McGovern
FACE TO FACE Coordinator
Funded HomanResjcen Tel. (604) 436-2921, Ext. 33
Development Canada Email: facetoface@iamcares.com and Mmislry 01 Somal Development and Economic Security
Suite 102-5623 Imperial Street, Burnaby, B.C. VSJ 1 G 1
Tel.: (604) 436-2921, TTY (604) 434-2924 Fax: (604) 436-9100
e-mail address: into@iamcares.com
DISTRICT OF Agenda Item: 401
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR
SECONDED BY COUNCILLOR
That the Minutes of the Regular Council Meeting of September 26, 2000 be adopted as
circulated.
"Al Hogarth"
CA ED DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
Fire Chief
- Dir - Corporate Support
- Dir - Finance
- Chief Information Officer
- Gen Mgr - Public Works & Development
- Dir - Planning
- Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Corn. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's Section
_ Municipal Clerk
- Confidential Secretary
- Jo-Anne H
Karla K
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11, 2000
Date Mu
DISTRICT OF Agenda Item: 402
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR - '7r-rf;
SECONDED BY COUNCILLOR
That the Minutes of the Development Agreements Committee Meeting of October 2, 2000
be received.
j "Al Hogarth"
CAR D DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
Dir - Finance
- Chief Information Officer
- Gen Mgr - Public Works & Development
- Dir - Planning
- Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Com. Dev. & Rec. Services
Dir - Parks & Facilities
Clerk's Section
Municipal Clerk
- Confidential Secretary
- Jo-Anne H
Karla K
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11, 2000
Date Municip
DISTRICT OF Agenda Item: 601
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR
K1r14 If
SECONDED BY COUNCILLOR
That the Municipal Clerk be authorized to sign and seal Development Variance Permit No.
DVPI52/99 (property at 24103 & 24127 - 102 Avenue).
(an application to relax the minimum required road right-of-way width for an urban standard road
from 18 metres to 16.5 metres; to relax the minimum required road width for a cul-de-sac from
8.6 metres to 8 metres; to relax the minimum required width of a lane from 7.5 metres to 6 metres
and to relax the minimum lot depth for lots which abut a municipal arterial road from 30 metres
to 27 metres for a proposed 79 small lot subdivision)
CA4 DEFEATED DEFERRED
"Al Hogarth"
YOR
ACTION NOTICE
TO: - Chief Administrative Officer
Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
- Dir - Finance
- Chief Information Officer
- 9en Mgr - Public Works & Developm
Dir - Planning
- Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Corn. Dev. & Rec. Services
Dir - Parks & Facilities
Clerk's Section
- Municipal Clerk
- Confidential Secretary
- Jo-Anne H
Karla K
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11, 2000
Date MuJllerk
DISTRICT OF Agenda Item: 602
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR
SECONDED BY COUNCILLOR -
That the Municipal Clerk be authorized to sign and seal Development Variance Permit No.
DVPI18I00 (property at 23573 & 23688 Kanaka Creek Road & 23725 Kanaka Way).
(an application to waive the requirement for the upgrading of Kanaka Creek Road due to the
pending closure to vehicular traffic for future use as a multi-use recreation trail in Kanaka Creek
Regional Park)
"Al Hogarth"
DEFEATED DEFERRED YOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
Fire Chief
- Dir - Corporate Support
- Dir - Finance
- Chief Information Officer
- Gen Mgr - Public Works & Development
Dir - Planning
- Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Corn. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's Section
- Municipal Clerk
- Confidential Secretary
- Jo-Anne H
KarlaK
- - SndraBelJey- - -. - --
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11. 2000
Date Mum
DISTRICT OF Agenda Item: 701
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR
SECONDED BY COUNCILLOR
That the disbursements as listed below for the month ended August 31, 2000 be received
and approved:
General $6,982,686.34
Payroll 759,749.23
7?742,435.57
"Al Hogarth"
DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
Dir - Finance
- Chief Information Officer
- Gen Mgr - Public Works & Development
- Dir - Planning
- Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Corn. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's Section
- Municipal Clerk
- Confidential Secretary
- Jo-Anne H
Karla K
Sandra Belley - - - -
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11. 2000
Date M
DISTRICT OF Agenda Item: 801
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR
SECONDED BY COUNCILLOR fr/E,rri6 - -
That Maple Ridge Taxation Exemption By-law No. 5930-2000 be read a first and second
time and that the Rules of Order be waived and Maple Ridge Taxation Exemption By-law
No. 5930-2000 be read a third time.
(2001 Property Tax Exemptions)
"Al Hogarth"
CA7IED DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: Chief Administrative Officer
,ten Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
Dir - Finance
- Chief Information Officer
- Gen Mgr - Public Works & Development
- Dir - Planning
- Dir - Licenses, Permits & By-laws
Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Corn. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's tion
NWR—icipal
=rety &c/4
- Jo-Anne H
Karla K
- Sandra Belley -
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11, 2000
Date 2pip C77
DISTRICT OF Agenda Item: 802.2
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR .flg
SECONDED BY COUNCILLOR iWor.-
That Maple Ridge Official Community Plan Amending By-law No. 5865-1999 be
reconsidered and adopted.
(RZ/52/99 - 24103 & 24127 - 102 Avenue - to designate the site as a Development Permit Area
and to delete certain watercourses from Schedule "E" of the Official Community Plan)
"Al Hogarth"
C4ED DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
Fire Chief
Dir - Corporate Support
- Dir - Finance
- Chief Information Officer
- Gen Mgr - Public Works & Development
Dir - Planning
- Dir - Licenses, Permits & By-laws
Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Com. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's Section
- Municipal Clerk
- Cnfidentia1 Secretary
To-Anne H
7 Karla K - - - - -
SaiidiäBe11ey
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11, 2000
Date Mun
DISTRICT OF Agenda Item: 802.1
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR
SECONDED BY COUNCILLOR
That Maple Ridge Zone Amending By-law No. 5864-1999 be reconsidered and adopted.
(RZ/52/99 - 24103 & 24127 - 102 Avenue - to rezone from RS-2 (One Family Suburban
Residential) and RS-3 (One Family Rural Residential) to R-3 çSpecial Amenity Residential
District) to permit subdivision into 79 lots not less than 213 m)
/ "Al Hogarth"
CA TED DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
- Dir - Finance
- Chief Information Officer
- 9en Mgr - Public Works & Developm
Dir - Planning
Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Corn. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's Section
- Municipal Clerk
- Cfidential Secretary
)6-Anne H
Karla K
- Sandra Belley -
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11. 2000
Date V/
DISTRICT OF Agenda Item: 901
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR ______________________
SECONDED BY COUNCILLOR
That the Minutes of the Committee of the Whole Meeting of October 2, 2000 be received.
"Al Hogarth"
CAR/lED DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
- Dir - Finance
- Chief Information Officer
Gen Mgr - Public Works & Developm
- Dir - Planning
- Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
Dir - Project Engineering
- Gen Mgr - Com. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's Section
- Municipal Clerk
Confidential Secretary
- Jo-Anne H
Karla K
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department. - ----- - - - -
October 11, 2000
Date Muni
DISTRICT OF Agenda Item: 902
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR 144rt14
SECONDED BY COUNCILLOR Zd
That Application ALRJ47/99 (for property located at 20515, 20625, 20695 and 20785 Powell
Avenue) to exclude property described in the staff report dated August 14, 2000 from the
Agricultural Land Reserve, be authorized to proceed to the Land Reserve Commission; and
further
That a record of the discussion on Application ALRJ47/99 at the Committee of the Whole
Meeting of October 2, 2000 be forwarded to the Land Reserve Commission.
(an application to exclude approximately 8 hectares of land from the ALR to allow for future
urban development)
ow,/''-c p€ri 6o'4i o&seI.
"Al Hogarth"
CAIED DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
— RCMP
- Fire Chief
- Dir - Corporate Support
- Dir - Finance ft14./,(,,7]
- Chief Information Officer
Gen Mgr - Public Works & Development
Dir - Planning
- Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Corn. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk'sSection_ - -- - - - -- - - - - - - -
- - - - - Municipal Clerk
- Confidential Secretary
Jo-Anne H
- Karla K
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October11,2000
Date Mum
DISTRICT OF Agenda Item: 902.1
MAPLE RIDGE
Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR
Ypeirc
SECONDED BY COUNCILLOR
That with respect to ALRJ47/99, Council forward a recommendation to the Land Reserve
Commission stating their opposition to property at 20515, 20625, 20695 and 20785 Powell
Avenue being excluded from the Agricultural Land Reserve.
(%pS It4re I .2cae sjio
"Al Hogarth"
CA, KIED DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
- Dir - Finance
Chief Information Officer
- Gen Mgr - Public Works & Development A Dir - Planning tJa_,
- Dir - Licenses, Permits & By-laws r
- Municipal Engineer /_jZ.
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
Gen Mgr - Corn. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's Section
- Municipal Clerk
- Confidential Secretary
Jo-Anne H
Karla K
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Departmcnt.
October11,2000
Date
70~01
DISTRICT OF Agenda Item: 903
1\'IAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR
SECONDED BY COUNCILLOR
ALRJ37/99 - item deferred to the Committee of the Whole Meeting of October 16, 2000.
"Al Hogarth"
CARRIED DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
Dir - Corporate Support
- Dir - Finance
- Chief Information Officer
- en Mgr - Public Works & Development
Dir - Planning
- Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Com. Dev. & Rec. Services
Dir - Parks & Facilities
Clerk's Section
- Municipal Clerk
- Confidential Secretary
- Jo-Anne H
Karla K
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11, 2000
M~tpDate C;f.
DISTRICT OF Agenda Item: 904
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR
SECONDED BY COUNCILLOR ,cca e.
That the Municipal Clerk be authorized to sign and seal DP/9/00 respecting property
located at 23688 Kanaka Creek Road and 23725 Kanaka Way.
(an application for a permit to do works in support of a residential subdivision application
adjacent to Horseshoe Creek)
/ "Al Hogarth"
CAR/TED DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
- Dir - Finance
- Chief Information Officer
- Gen Mgr - Public Works & Developm
Dir - Planning
- Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Corn. Dev. & Rec. Services
Dir - Parks & Facilities
Clerk's Section
- Municipal Clerk
- Confidential Secretary
- Jo-Anne H
Karh K
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11, 2000
Date M
DISTRICT OF Agenda Item: 905
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR
:r.
SECONDED BY COUNCILLOR C-
That the Municipal Clerk be authorized to sign and seal DP/18/00 respecting property
located at 23573 and 23688 Kanaka Creek Road.
(an application for a permit to do works in support of a residential subdivision application within
50 metres of Horseshoe Creek)
"Al Hogarth"
CA74D DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
- Dir - Finance
- Chief Information Officer
- Gen Mgr - Public Works & Developm
4 Dir - Planning
- Dir - Licenses, Permits & By-laws
Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Corn. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's Section
- Municipal Clerk
- Confidential Secretary
- Jo-Anne H
Karla K
- Sandra Belley - - -
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11, 2000
Date M
DISTRICT OF Agenda Item: 906
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR ___________________
SECONDED BY COUNCILLOR
That the Municipal Clerk be authorized to notify qualifying property owners that approval
of DVP/37/00 respecting property located at 20210 - 113B Avenue will be considered by
Council at the October 31, 2000 meeting; and
That approval of DVPI37/00 be subject to the applicant providing an enhanced landscape
sound barrier; and further
That staff be directed to review the standards for noise mitigation in Industrial Parks in
Maple Ridge when the properties abut residential lands so that the same standards apply
for all applicants.
(to permit a reduction in the minimum lot width at the building line from 30 metres to 23.98
metres prior to proposed subdivision into two lots in the M-3 (Special Industrial) Zone)
"Al Hogarth"
CAIED DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
- Dir - Finance
- ChInformation Officer
- GYMgr - Public Works & Development
/'Dir - Planning
- Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Corn. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's Section
-
peAnne H
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
_2_~ October 11, 2000
Date
Mf'~~
DISTRICT OF Agenda Item: 907
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR
SECONDED BY COUNCILLOR
That Maple Ridge Community Heritage Commission Amending By-law No. 5928-2000 be
read a first and second time and that the Rules of Order be waived and Maple Ridge
Community Heritage Commission Amending By-law No. 5928-2000 be read a third time.
(to clarify that the appointed member of the Parks and Recreation Leisure Services Citizens
Advisory Committee will serve as a liaison, and attend when available to do so)
"Al Hogarth"
CA / lED DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
- Dir - Finance
- Chief Information Officer
- Gen Mgr - Public Works & Development
kZ Dir - Planning
- Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
Dir - Engineering Operations
Dir - Project Engineering
Gen Mgr - Com. Dev. & Rec. Services
- Dir - Parks & Facilities
pcon
- Jo-AnneH /
- - KaflãK
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11. 2000
Date 771Y
DISTRICT OF Agenda Item: 908
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR
SECONDED BY COUNCILLOR C-..
That the staff report entitled, TransLink Report on Fraser River Crossing, dated
September 25, 2000 be received; and further
That the Fraser River Crossing recommendation as adopted by TransLink at its Board
Meeting of September 20, 2000, endorsing in principle the development of a tolled, high-
capacity crossing of the Fraser River in the 200th Street Corridor, be supported.
Ou,1Ct(lO,' Awris orrevot.
Z"Al Hogarth"
CA)D DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
Fire Chief
Dir - Corporate Support
- Dir - Finance
Chief Information Officer
en Mgr - Public Works & Development
Dir - Planning
Dir - Licenses, Permits & By-laws
Municipal Engineer
- Dir - Development Engineering
Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Corn. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's Section
Municipal Clerk
- Confidential Secretary
Jo-Anne H
Karla K
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11, 2000
Date pa
DISTRICT OF Agenda Item: 908.1
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR
SECONDED BY COUNCILLOR
That the Cottonwood Corridor be studied by District staff as an alternate to the proposed
200 Street Corridor.
"Al Hogarth"
CAX<IED DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
- Dir - Finance
- Chief Information Officer
Gen Mgr - Public Works & Development_____________________________________________________
Z Dir - Planning
- Dir - Licenses, Permits & By-laws
Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Corn. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's Section
- Municipal Clerk
- Confidential Secretary
- Jo-Anne H
Karla K
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11, 2000
Date Mu
DISTRICT OF Agenda Item: 909
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR
SECONDED BY COUNCILLOR I d;
That the staff report dated September 26, 2000, providing an update on the Silver Valley
Planning Study and a schedule for four (4) workshop/open house sessions, be received for
information.
"Al Hogarth"
CA lED DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
- Dir - Finance
- Chief Information Officer
- G n Mgr - Public Works & Development
Dir - Planning
- Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Corn. Dev. & Rec. Services
Dir - Parks & Facilities
Clerk's Section
- Municipal Clerk
- Confidential Secretary
- Jo-Anne H
Karla K
- Sandra Belley
The above-decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11, 2000
Date Mu7Ierk
DISTRICT OF Agenda Item: 910
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNC1LLOR
SECONDED BY COUNCILLOR
That the Municipal Clerk be authorized to notify qualifying property owners that approval
of TIUP/11/00 respecting property located at 14140, 14160, 14170, 14180 and 14250 - 256
Street will be considered by Council at the October 31, 2000 meeting;
That the issuance of TIUP/11/00 and DP/11/00 be approved subject to the conditions and
requirements outlined in the staff report dated September 28, 2000 being met; and
That the Municipal Clerk be authorized to sign and seal TIUP/1 1100 once the conditions
and requirements as outlined in the said report have been addressed; and further
That the Municipal Clerk be authorized to sign and seal DP/111/00 respecting the properties
located at 14140, 14160, 14170, 14180 and 14250 - 256 Street once the conditions and
requirements as outlined in the said report have been addressed.
(an application for gravel processing and storage)
"Al Hogarth"
C,1ED DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
Dir - Corporate Support
- Dir - Finance
Chief Information Officer
- Gen Mgr - Public Works & Development
Dir - Planning
- Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Corn. Dev. & Rec. Services - -
- Dir-Parks.&.Facili.ties - - - -. - -
Clerk.Section
,Minicipal Clerk
k' Confidential Secretary
- Jo-Anne H
Karla K
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11, 2000
Date Mu
DISTRICT OF Agenda Item: 931
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCTLLOR
SECONDED BY COUNCILLOR
That the request of the 583 Coronation Squadron of the Royal Canadian Air Cadets for
permission to conduct Tag Day soliciting on October 20, 21 and 22, 2000 be approved.
"Al Hogarth"
DEFEATED DEFERRED YOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
- Dir - Finance
- Chief Information Officer
- Gen Mgr - Public Works & Development
- Dir - Planning
- Dir - Licenses, Permits & By-laws
Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
Gen Mgr - Corn. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's Section
- Municip1TClerk
tVlential Secretary
Jo-Anne H
- Karla K
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11. 2000
Date I Municlk
DISTRICT OF Agenda Item: 932
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR
SECONDED BY COUNCILLOR k,
That the staff report entitled, Criminal Record Check Fees for Homestay Families, dated
September 22, 2000 be received; and further
That the current fee structure for criminal record checks for Homestay families be
maintained.
"Al Hogarth"
DEFEATED DEFERRED YOR
ACTION N TICE
-Cjjjef Administrative Officer
j enMgr - Corporate & Financial .. RCMP
Fire Chief Iv 5P 4 Z
- Dir - Corporate Support
- Dir - Finance
- Chief Information Officer
- Gen Mgr - Public Works & Development
- Dir - Planning
- Dir - Licenses, Permits & By-laws
Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Corn. Dev. & Rec. Services
Dir - Parks & Facilities
Clerk's Section
Municipal Clerk
Confidential Secretary
Jo-Anne H
Karla K
Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
_7~ October 11, 2000 ______________________________________
Date
CA
TO:
DISTRICT OF Agenda Item: 933
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR Awris /
SECONDED BY COUNCILLOR 60rdvA -
That the staff report entitled, RCMP - Pitt Meadows Community Policing Office, dated
September 19, 2000 be received; and further
That the monthly operating costs (estimated at $1,500.00 per month) of the fibre optic link
to the Pitt Meadows Community Policing Office be included as a sharable cost in the
District's cost-sharing agreement with the District of Pitt Meadows.
"Al Hogarth"
CAR D DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO:- Chief Administrative Officer
i5en Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
Dir - Finance
Chief Information Officer
- Gen Mgr - Public Works & Development
- Dir - Planning
Dir - Licenses, Permits & By-laws
Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Com. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's Section
- Municipal Clerk
- Confidential Secretary
- Jo-Anne H
Karla K - -
- -. SandraBeiley - - - - - - -
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11. 2000
Date M
DISTRICT OF Agenda Item: 951
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNC1LLOR
SECONDED BY COUNC1LLOR ,14or,e-
That the staff report entitled, Inter-Municipal Arts and Cultural Plan, dated September 26,
2000 be referred to the upcoming budget and business plan discussions.
6 , ffsrc
"Al Hogarth"
MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
- Dir - Finance
- Chief Information Officer
- Gen Mgr - Public Works & Development
- Dir - Planning
- Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
1,/'Gen Mgr - Corn. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's Section
- Municipal Clerk
- Confidential Secretary
- Jo-Anne H
KarlaK
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or_such action as may be required by your Department.
October 11, 2000
Date
DISTRICT OF Agenda Item: 951.1
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNC1LLOR
SECONDED BY COUNCILLOR
That the staff report entitled, Inter-Municipal Arts and Cultural Plan, dated September 26,
2000 be deferred to the October 16, 2000 Committee of the Whole Meeting.
"Al Hogarth"
CA DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
- Dir - Finance
- Chief Information Officer
- Gen Mgr - Public Works & Developm
- Dir - Planning
- Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
Mgr - Corn. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's Section
- Municipal Clerk
,' Confidential Secretary
- Jo-Anne H
Karla K
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department. - -
October 11, 2000
Date
DISTRICT OF Agenda Item: 981
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR knq /
SECONDED BY COUNCILLOR
That the letter from the New Westminster and District Labour Council dated August 31,
2000 be received; and further
That a letter be sent to the Labour Council in support of their call for an amendment to the
Municipal Elections Act to providefour hours free from work on Municipal Election Day.
"Al Hogarth"
CAyIED DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
Dir - Corporate Support A.4t.a-
- Dir - Finance / _-
Chief Information Officer f')/ - Gen Mgr - Public Works & Development
- Dir - Planning
- Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
Gen Mgr - Corn. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's Section
- Municipal Clerk
Confidential Secretary
Jo-Anne H
Karla K
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11, 2000
Date Mu7ler"'
DISTRICT OF Agenda Item: 982
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR
SECONDED BY COUNCILLOR
That the letter from the Simon Fraser Health Region dated September 11, 2000 regarding
the proposed expansion of their Falls Prevention Program be received; and further
That a letter supporting the expansion of the Falls Prevention Program to the Maple Ridge
Area be forwarded to the Simon Fraser Health Region.
"Al Hogarth"
CA1ED DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: Chief Administrative Officer
— Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
Dir - Corporate Support A
— Dir - Finance
— Chief Information Officer
— Gen Mgr - Public Works & Development
— Dir - Planning
— Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
— Dir - Engineering Operations
— Dir - Project Engineering
— Gen Mgr - Corn. Dev. & Rec. Services
— Dir - Parks & Facilities
Clerk's Section
— Municipal Clerk
Confidential Secretary
Jo-Anne H
Karla K
— Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11, 2000
Date M~uc. ff C1;r 7
DISTRICT OF Agenda Item: 983
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR
SECONDED BY COUNCILLOR 414c
That the letter from the Federation of Canadian Municipalities (FCM) dated September 14,
2000 requesting support for the Municipal Leaders' Statement on Climate Change be
received; and further
That the Municipal Leaders' Resolution on Climate Change be endorsed and returned to
the FCM.
1 "Al Hogarth"
CAR7{ED DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
- RCMP
- Fire Chief
Dir - Corporate Support
- Dir - Finance QD - Chief Information Officer ______________________________
- Gen Mgr - Public Works & Development /
- Dir - Planning
- Dir - Licenses, Permits & By-laws
Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
Gen Mgr - Corn. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's Section
Municipal Clerk
onfidential Secretary
-Anne H
- KarlaK -
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11, 2000
Date
DISTRICT OF Agenda Item: 984
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR
SECONDED BY COUNCILLOR
That the letter from the Alouette River Management Society (ARMS) dated September 20,
2000 be received; and further
That AR1VIS' request for Partnership Funding for the proposed alternate access to the
Rivers Heritage Education and Communication Centre be considered at the upcoming
budget deliberations.
"Al Hogarth"
DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
- Dir - Finance
Chief Information Officer
- Gen Mgr - Public Works & Development
- Dir - Planning
- Dir - Licenses, Permits & By-laws
- Municipal Engineer
- Dir - Development Engineering
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Corn. Dev. & Rec. Services
Dir - Parks & Facilities
Clerk's Section
- Municipal Clerk
- Confidential Secretary
Jo-Anne H
- Karla K
- - -- _San&ãBellé3' - -
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11, 2000
Date
DISTRICT OF Agenda Item: 1101
MAPLE RIDGE Council Meeting of: October 10, 2000
MOVED BY COUNCILLOR /1fayce-
SECONDED BY COUNCILLOR
That the appointment of Mr. Terry Fryer as Approving Officer for the District of Maple
Ridge be rescinded; and
That pursuant to the authority contained in Section 77(1) of the Land Title Act, and effective
October 11, 2000, Ms. Christine Carter, Director of Planning, be appointed as the
Approving Officer for the District of Maple Ridge and that during her absence,
Mr. Jeff Scherban, Director of Development Engineering, be appointed as the Approving
Officer for the District of Maple Ridge; and further
That during the absence of both Ms. Carter and Mr. Scherban, Mr. Jake Rudolph be
appointed as Approving Officer.
"Al Hogarth"
CANOED DEFEATED DEFERRED MAYOR
ACTION NOTICE
TO: - Chief Administrative Officer
- Gen Mgr - Corporate & Financial
RCMP
- Fire Chief
- Dir - Corporate Support
- Dir - Finance
Chief Information Officer
ZGen Mgr - Public Works & De
Dir - Planning
- Dir - Licenses, Permits & By
- Municipal Engineer
- Dir - Development Engineeri..,
- Dir - Engineering Operations
- Dir - Project Engineering
- Gen Mgr - Corn. Dev. & Rec. Services
- Dir - Parks & Facilities
Clerk's Section
- Municipal Clerk
- Confidential Secretary
Jo-Anne H
Karla K
- Sandra Belley
The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for
notation and/or such action as may be required by your Department.
October 11, 2000
Date
Corporation of the District of Maple Ridge
Closed Council Meeting Minutes
October 10, 2000
The Minutes of the Closed Council Meeting held in the Committee Room of the Municipal Hall,
11995 Haney Place, Maple Ridge, British Columbia on 2000 at 6:00 p.m. for the purpose of
transacting special Municipal business.
PRESENT
Elected Officials Appointed Staff
Mayor A. Hogarth Mr. P. Gill, General Manager of Corporate and Financial Service!
Councillor C. Gordon Acting Chief Administrative Officer
Councillor J. Harris Mr. T. Fryer, Municipal Clerk
Councillor F. Isaac Mr. M. W. Murray, General Manager of Community
Councillor L. King Development, Parks and Recreation Services
Councillor K. Morse Mr. J. Rudolph, General Manager of Public Works and
Councillor C. Speirs Development
Mrs. S.M. Karasz, Acting Confidential Secretary
Other Staff as Required
Mr. D. Spence, Manager of Community Fire Safety
Mr. P. Grootendorst, Manger of Fire Operations
Mr. J. Leeburn, Director of Corporate Support
00 APPRO VAL OF CLOSED MEETING
R!00-C- 162 MOVED by Councillor Gordon
Approval to hold SECONDED by Councillor Isaac
Closed Meeting
that this meeting be closed to the public pursuant to Sections 242.2 and
242.3 of the Local Government Act and Council Procedure By-law No.
-
5871-1-999-not-ingt-hat the-subject matter-being -consi-deredreiates -to -one
or more of the following:
Labour relations or employee negotiations
2. Any other matter that may be brought before the Council that meets
the requirements for a meeting closed to the public pursuant to
Sections 242.2 and 242.3 of the Local Government Act or Freedom
of Information and Protection of Privacy Act.
CARRIED
Closed Council Meeting
October 10, 2000
Page 2
01 MINUTES
R/00-C-163 01.01
Minutes
October 2/00 MOVED by Councillor Gordon
SECONDED by Councillor Isaac
that the Minutes of the regular Closed Council Meeting of October 2,
2000 be adopted as circulated.
CARRIED
02 DELEGATIONS Nil
03 OTHER BUSINESS
03.01 Early Retirement Program (ERP)
Reference was made to the staff report dated September 26, 2000 providing update on
the above noted report which was submitted for information purposes.
R/00-C-164 MOVED by Councillor Gordon
Early Retirement SECONDED by Councillor King
Program Update
that the staff report entitled Early Retirement Program dated September
26, 2000 be received for information.
CARRIED
03.02 Sale of Clarica Shares
Reference was made to the staff report dated September 27, 2000 in support of the
following recommendation contained therein:
RI00-C- 165 MOVED by Councillor
Sale of Clarica SECONDED by Councillor Isaac
Shares
that the staff report entitled Sale of Clarica Shares dated September 27,
2000 be received, and further
that the Director of Finance be authorized to sell 6159 Clarica shares at
market value.
CARRIED
Closed Council Meeting
October 10, 2000
Page 3
Additional Agenda Items
03.03 Grievance re Unionization of Volunteer Fire Fighters
The Director of Corporate Support provided Council with a verbal update on the above
noted matter.
R/00-C-166 MOVED by Councillor Isaac
Fire Dept. SECONDED by Councillor Morse
Matters
that the verbal report from the Director of Corporate Support be received
for information.
CARRIED
03.04 Fire Service Models
Reference was made to the staff report dated October 3, 2000 seeking direction in the
above noted matter.
R!00-C-167 MOVED by Councillor Gordon
Fire Service Models SECONDED by Councillor King
that the report entitled Fire Service Models dated October 3, 2000 be
received, and
that the appropriate amendments be made to the report by the Director of
Corporate Support in conjunction with advice from legal counsel; and
further
that the amended report be released to the Fire Halls and that the Fire
Chiefs and other members of the Fire Department who wish to be present
be invited to attend the business planning process for the Fire
Department.
03.05 Jackson Farm Property
The General Manager of Community Development, Parks and Recreational Services
reviewed his report dated September 22, 2000 in support of the following
recommendation contained therein:
Closed Council Meeting
October 10, 2000
Page 4
R/00-C-168 MOVED by Councillor Harris
Jackson Farm SECONDED by Councillor Isaac
delay negotiations
that the decision to enter into negotiations for purchase of the Jackson
Farm property designated in the Official Community Plan as Park be
delayed pending completion of the Parks, Recreation and Cultural Master
Plan and Council's consideration of the recommendations therein.
[11II
04 ITEMS TO BE RELEASED FROM CLOSED STA TUS
This item was not dealt with.
05 ADJOURNMENT 6:45p.m.
A. Hogarth, Mayor
Certified Correct:
T. Fryer, Municipal Clerk