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2004-04-13 Council Meeting Agenda and Reports
Corporation of the District of Maple Ridge CUNCIL MEETING A GENDA April 13, 2004 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.mapleridge.org The purpose of a Council meeting is to enact powers given to Council by using bylaws or resolutions. This is the final venue for debate of issues before voting on a bylaw or resolution. 100 CALL TO ORDER 200 OPENING PRA YERS Pastor Ed Bradley, High Way Church 300 PRESENTATIONS AT THE REQUEST OF COUNCIL 301 Business Plans 2005-2009 Presentation by the General Manager Corporate and -Financial Services and consideration of item 935 400 ADOPTION A-ND -KEC'EiP-TOFMLVGTES 401 Minutes of the Regular Council Meeting of March 23, 2004 402 Minutes of the Public Hearing of March 23, 2004 403 Minutes of the Development Agreements Committee Meetings of March 24, and 31 and April 5, and 6,2004 404 Minutes of the Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Regular Meetings of January 8 and February 12, 2004 Page 1 Council Meeting Agenda - April 13, 2004 Council Chamber Page 2 of 5 500 DELEGATIONS 501 Girl Guides of Canada, Darlene Kent 502 BCGEU, Home Support Funding, Maggie Walters 600 UNFINISHED BUSINESS 700 CORRESPONDENCE 800 BY-LAWS COMMITTEE REPORTS AND RECOMMENDATIONS 900 COMMITTEE OF THE WHOLE 901 Minutes - March 29, 2004 The following issues were presented 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 1:00 p.m. on the Monday the week prior to this meeting. Public Works and Development Services 902 DP/028/04, 20796 Wicklund Ave. Staff report dated March 29, 2004 recommending that the Municipal Clerk be authorized to sign DP/028/04 to permit a residential addition. Council Meeting Agenda April 13, 2004 Council Chamber Page 3 of 5 903 2004 TransLink Operation, Maintenance and Rehabilitation Program Agreement Staff report dated March 23, 2004 recommending that the Mayor and Municipal Clerk be authorized to sign the agreement. 904 2004 Big Bike Ride for Heart and Stroke Foundation of BC & Yukon Staff report dated March 24, 2004 recommending that the Heart and Stroke Foundation be authorized to use Municipal Streets on May 7, 2004. 905 2004 Race the Ridge Bike Festival Staff report dated March 8, 2004 recommending that Crosstrails Adventures of BC be authorized to use Municipal Streets on April 17 and 18, 2004. 906 Ridge Meadows Hospital Foundation Fund Run Staff report dated March 10, 2004 recommending that Ridge Meadows Hospital Foundation be authorized to use Municipal Streets on June 13, 2004. 907 Walk a Mile for Mental Health Staff report dated March 3, 2004 recommending that Rainbow Club be authorized to use sidewalks and streets on Friday, May 7, 2004 for their 7th Annual "Walk a Mile for Mental Health". Financial-a-nd Cor-pora-te Services- (in-cludin-Fire-a-nd-Folice-)- - - 931 Disbursements for the month ended February 29, 2004 Staff report dated March 8, 2004 recommending that the disbursements for February 2004 be approved. 932 RZ/037/03, Inclusion into Sewer Area "A", 24318 102 Avenue Staff report dated March 18, 2004 recommending that Maple Ridge Sewer Area "A" Sewerage Works Construction and Loan Authorization Amending By-law Council Meeting Agenda April 13, 2004 Council Chamber Page 4 of 5 No. 6 160-2003 to include the subject property into Sewer Area "A" be given three readings. 933 Amend Audit and Finance Committee Terms of Reference Staff report dated March 17, 2004 recommending that the Audit and Finance Committee Terms of Reference be amended. 934 Corporate Annual Report Staff report dated March 26, 2004 submitting the 2003 Annual Report. 935 Business Plans - 2005-2009 Staff report dated March 25, 2004 recommending that the Business Planning Guidelines be updated and approved for circulation. Corn n:unitv Development and Recreation Service- Nil Correspondence - Nil Other committee Issues - Nil 1000 STAFF REPORTS 1098 MA YOR 'S REPORT 1099 CO UNCILLORS' REPORTS Council Meeting Agenda April 13, 2004 Council Chamber Page 5 of 5 1100 OTHER MA TTERS DEEMED EXPEDIENT 1200 NOTICES OF MOTION 1300 ADJOURNMENT 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 andlor 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 (604) 463-5221. Checked by:_____________ Dale: CORPORATION OF THE DISTRICT OF MAPLE RIDGE DEVELOPMENT AGREEMENTS COMMITTEE MINUTES March 24, 2004 Mayor's Office PRESENT: Acting Mayor Faye Isaac Chairman J.L. (Jim) Rule, Chief Administrative Officer Member K. Kirk, Recording Secretary SD/107/03 LEGAL: LOCATION: OWNER: REQUIRED AGREEMENTS SD/074/03 LEGAL: LOCATION: OWNER: REQUIRED AGREEMENTS Lot 17, District Lot 395, Group 1, Plan LMP44492, NWD 22017 124 Avenue Barbara & Kerry Davison Subdivision Servicing Agreement Lot 1, District Lot 6881, Group 1, Plan 34391, NWD 12470 Blue Mountain Crescent Galleria Da Vinci Ltd. Covenants - Septic Disposal, Geotechnical THAT THE ACTING MAYOR AND CLERK BE AUTHORIZED TO SIGN AND SEAL THE PRECEDING DOCUMENTS AS THEY RELATE TO SD/107/03 & SD/074/03. CARRIED Ating IvMyor Faye Isaac J.L. (jim) Rule, Chief Administrative Officer Chairman Meber '.. q03 / 29 \ 28 . 12537 _______________________________ - PARK \ 12530 12508 30 24 23 7 : :::: 52 53 L P72( iL 25 / 51 56 57 6T:v1E;/::l822 :::: )1:25 12523 P1 12515 20 12505 17 18 \ \ 20 46 \ 4N PARK 59 / 12495 19 / P8516 LO It) - 16 60 1246-4 0.. — - 15 13 12 11 LMP 44492 12 LMP 44492 12456 6 14 ISAAC CRES. 17 7 Subject Property 0) 12420 8 9 10 8 9 10 11 12 13 6 LMP 5 P9552 12410 LMP 2 7762 LMP 296 LMP 26765 1 2 3 1 2 3 4 5 4 3 4 3 2 1 12402 I - LM- 1604 - LMP 158571 U RS-1 j - 12399 ; Rem Rem Rem 1 Rem 186 187 188 Rem 12397 185 P 37141 1 RS-1 RS-1 76 2 12395 I- Rem75 3 U) Rem P 24098 12393 — - - - - A 4 Distnct of - 22017- 124 Avenue \ orated 12, September, 1874 PLANN4NG DEPARTMENT SCALE 11,500 DATE: Sep 19, 2003 FILE: SD/107/03 BY: JV P57415 32/ 12862 / P34392 I 12830 ( 18 SUBJECT PROPERTY 12581 12590 17 P57415 34 12560 P34391 35 12462 P57415 36 12414 lca~ w P34392 6 15 12597 12816 12565 P34391 5 12577 P34392 12525 16 4 12485 12410 P34391 3 2 P57411 40 11 39 12559 P57415 38 12461 37 12419 P 12094 7 P12094 P55367 12375 8 31 District of Pitt Meadows, -- sth.rvafley 12470 BLUE MOUNTAIN CRES. CORPORATION OF THE DISTRICT OF _____ Distnc ngIey Thombiul MAPLE RIDGE MAPLE RIDGE Incorporated 12, September, 1874 PLANNING DEPARTMENT SCALE 1:2,396 _____ DATE: Nov 24, 2003 FILE: SD1074103 BY: PC giVer CORPORATION OF THE DISTRICT OF MAPLE RIDGE DEVELOPMENT AGREEMENTS COMMITTEE MINUTES March 31, 2004 Mayor's Office PRESENT: Acting Mayor Faye Isaac Chairman J.L. (Jim) Rule, Chief Administrative Officer Member K. Kirk, Recording Secretary SD/047103 LEGAL: S.E. Quarter, Section 32, Township 12, Except: Firstly: Part Subdivided by Plan 3 87 1, Secondly: Parcel "A" (Reference Plan 6047), Thirdly: Parcel "B" (Reference Plan 6048), Fourthly: Parcel "C" and "D" (Reference Plan 7680) and Road, NWD LOCATION: 13819 232 Street OWNER: Silver Maple Developments Ltd. REQUIRED AGREEMENTS: Covenants - Statutory R-O-W (water, sanitary & Lot 32); Drainage System; Building Design; Amenity/No Build Subdivision Servicing Agreement Discharge of Redundant Covenant BR170478 Property Transfer Tax Subdivision Plans (2) THAT THE MAYOR AND CLERK BE AUTHORIZED TO SIGN AND SEAL THE .PRCEDNGDQCUME1TS:AS.THFY RELATE TQSD/O4/O3. - CARRIED -Th q Acting Mor Faye Isaac J.L. (JimJ Rule, Chief Administrative Officer Chairman SUBJECT PROPERTY UIStnCt 01 J Pitt Meadows -- NJ District Albion Langley SCALE 1:5,000 River 13819 232 STREET IC •0 CORPORATION or THE DISTRICT OF j:° MAPLE RIDGE MAPLE RIDGE Incorporated 12, September, 1874 PLANNING DEPARTMENT DATE: Mar 31, 2004 FILE: SD/047/03 BY: PC CORPORATION OF THE DISTRICT OF MAPLE RIDGE DEVELOPMENT AGREEMENTS COMMITTEE MINUTES April 5, 2004 Mayor's Office PRESENT: Mayor Kathy Morse Chairman J.L. (Jim) Rule, Chief Administrative Officer Member K. Kirk, Recording Secretary 1. SD/069/02 LEGAL: Lots 25 & 26, Block 9, Section 16, Township 12, Plan 17619, NWD LOCATION: 23732 and 23766 118 Avenue OWNER: 663977 B.C. Ltd. & Waterstone Holdings No. 1 Ltd. REQUIRED AGREEMENTS: Subdivision Servicing Agreement Covenants - Statutory R-O-W (2); Geotechnical THAT THE MAYOR AND CLERK BE AUTHORIZED TO SIGN AND SEAL THE PRECEDING DOCUMENTS AS THEY RELATE TO SD/069/02. CARRIED MauI'athy Morse J.L. (Jinj Rule, Chief Administrative Officer Chairman Membef CD C., N N C4 N 11 1189 10 9 8 712 CD LM 730 1188 13 1188 2 LL 3 214 CD 1187 15 N 1186 3669 118A AVE 16 CD 6 N 5N 4 11841 g17 18 ILMFI 1226 11829 24123122121 19 j CD1 C-I CDI C. 1181 N1 r1 N N N CDC CD1 CDI - 11811 N I . !A~ LANMEY SCALE: 1:2,500 KEY MAP CD CIA 8 I 2 4 j888 10 11899 LMP 42851 in 1 ...7 8118989 11897 CI) PARK 11888 11882 PAR 11870 21 LMP 42851 118766 a--W 1/2 11 ___ 868 1185 11864 11854 J P 1676 A 11842 2 / 11840 ____ 3a- IS REM. 22 11828 P1 111816 2 PARK P 1676 - 11849 N 11804 I ¶SiEcrP.ROPERTIEst __•••••• 7 2% P 176 9 .S 37% 25 F&1 4 e 'CD Ii PARK 2" 3 , 17 2 '4 I 7 " 2 r j6:9° 77 2417/7 25 /7 8 676 11691 / LMP 3671826 11667 1165: if 27 0 11656 " 11671 11653 32 a-28 11650 11661 11645 PARK 1211637 13 The Corporatior of the Distnct of Maple Ridge LMP 36721 11633 makes no guarantee regarding the accuracy or 14 116 present status of the informatIon shown on 15 this map. 432469 B.C. Ltd. 23732/23766 118 Avenue 01 / ibseeE98PLANNING DMENT DATE: Sep 9 2002 FILE: SD/069/02 BY: RS P 55 56 B LMP 30235 58 P 34262 Rem. 1 LMP 32605 CORPORATION OF TEE DISTRICT OF MAPLE RIDGE DEVELOPMENT AGREEMENTS COMMITTEE MINUTES April 6, 2004 Mayor's Office PRESENT: Mayor Kathy Morse Chairman J.L. (Jim) Rule, Chief Administrative Officer Member K. Kirk, Recording Secretary 1. CORPORATION OF THE DISTRICT OF MAPLE RIDGE LEGAL: Block A, Section 16, Township 12, East of the Coast Meridian, New Westminster District LOCATION: Connection from 236 St to Creekside St. OWNER: Corporation of the District of Maple Ridge REQUIRED AGREEMENT: Reference Plan (1 12th Avenue Re-alignment) THAT THE MAYOR AND CLERK BE AUTHORIZED TO SIGN AND SEAL THE PRECEDING REFERENCE PLAN AS IT RELATES TO THE CORPORATION OF THE DISTRICT OF MAPLE RIDGE. CARRIED May,v Kathy Morse J.L. (J Rule, Chief Administrative Officer - - - Chairman------- - Memb *0 0 50.0 C IC of apde Rid9e Standard Copped Post Standard Won Post '¼ '¼ AREA f. —M'd'LE OUDGEiMiD83) \ I! s are deded from chwivationt 88H1.2 and 88111393 DW - JmW mewed Adwxw ipatatian of U.T.M. Coordinates :ombned factor 0.9996140 ol th Th 2 Th ct Corporation of the District of Maple Ridge and the Corporation of the District of Pitt Meadows MAPLE RIDGE and P177'MEADOWS PARKS & LEISURE SER VICES COMMISSION REGULAR MEETING The Minutes of the Regular Meeting of the Maple Ridge and Pitt Meadows Parks & Leisure Services Commission, held at the Pitt Meadows Public Library Meeting Room, Harris Road, Pitt Meadows, British Columbia. on Thursday, January 8, 2004 at 7:00 pm. COMMITTEE MEMBERS PRESENT Commissioner Don MacLean Commissioner John Appleton Commissioner Debra Eisel Commissioner Cheryl Ashlie Commissioner Judy Dueck Commissioner Craig Speirs Commissioner Dave Rempel Commissioner Kathie Ward Commissioner Bunny Home Commissioner Keith Nightingale Commissioner Dave Roemer Commissioner Gerry Trerise Commissioner Kathy Reinheimer Commissioner JoAnne ten Brink REGRETS Commissioner Kathy Morse District of Pitt Meadows, Mayor, Chair District of Pitt Meadows District of Pitt Meadows, Councillor School District No. 42, Trustee District of Maple Ridge, Councillor District of Maple Ridge, Councillor School District No. 42, Trustee School District No. 42, Trustee Pitt Meadows Pitt Meadows Maple Ridge Maple Ridge Maple Ridge Maple Ridge District of Maple Ridge, Mayor STAFF MEMBERS PRESENT Mike Murray Mike Davies • -- Shelley -Jorde - - Ingrid Kraus DELEGATIONS: Ms. Karin McCulloch Mr. Bill Hartley GM Community Development, Parks & Recreation Director, Parks & Facilities - - Recreation MnnagerEast - - - - - Executive Assistant President, Ridge Meadows Festival Society Coordinator, Ridge Meadows Festival Society The Chair called the meeting to order at 7:00 pm. i1a pie Ridge and Pitt Meadows Parks & Leisure Services citizens' Advisorj' committee Minutes Page I of 6 -. q 0 It Maple Ridge and Pitt Meadows Parks & Leisure Services Citizens' Advisory Committee Regular Meeting Minutes January 8, 2004 As the first meeting of the combined Citizens' Advisory Committee and Commission, committee members introduced themselves. Mr. Mike Murray indicated that he was looking forward to working through the new model and combined committee structure. A copy of the Parks & Leisure Service Agreement and Bylaws were included with the meeting package which was then discussed. All Commission members need to become familiar with the agreement which will be reviewed in about six months' time. Adoption of the Agenda MOVED BY COMMISSIONER MACLEAN SECONDED BY COMMISSIONER DUECK That the Agenda for January 8, 2004 be adopted as circulated. Minutes of the Maple Ridge and Pitt Meadows Parks & Leisure Services Citizens' Advisory Committee Regular Meeting MOVED BY COMMISSIONER REINHEIMER SECONDED BY COMMISSIONER TRERISE That the Minutes of the Maple Ridge and Pitt Meadows Parks & Leisure Services Citizens' Advisory Committee December 1, 2003 Regular Meeting be adopted as circulated. CARRIED Minutes of the Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Regular Meeting MOVED BY COMMISSIONER ASHLIE SECONDED BY COMMISSIONER EISEL That the Minutes of the Maple Ridge and Pitt Meadows Parks & Leisure Services Commission of December 11, 2003 as circulated 'I1t1 iJ Delegations Ridge Meadows Festival Society - Ms. Karin McCulloch, President, presented an update and report on the Society and their request to renew the Fee for Service Agreement. Staff advised that the Fee for Service Agreement would come back to the Commission in February in order to give Shelley Jorde, the new Manager, Recreation - East, an opportunity to work with the committee and become familiar with the requirements. Maple Ridge and Pitt Meadows Parks & Leisure Services Citizens' Advisory Committee Minutes Page 2 of 6 Maple Ridge and Ptt Meadows Parks & Leisure Services Citizens' Advisory Committee Regular Meeting Minutes January 8, 2004 Upon question regarding fund raising, Ms. McCulloch indicated that the Society has applied to Gaming for a license but was turned down. The Society continues to look for other sources of revenue. Upon question regarding how connected the Festival Society is with the School District, it was explained that contacts have been made to get students involved at MRSS. Tours have also been scheduled for school classrooms to see the Leisure Centre which would include the Festival and Volunteer office space. The Society currently has a grade eleven student participating in the Leadership Development program and assigned to Mountain Festival 2004. Ms. McCulloch and Mr. Hartley were thanked for attending the meeting and their presentation. 6. Decision Items 6.1 Planned Parenthood Lease of Space - Greg Moore Youth Centre MOVED BY COMMISSIONER REMPEL SECONDED BY COMMISSIONER SPEIRS That the Parks & Leisure Services Commission absorb the property tax in the 2004 budget and that staff communicate that this agreement is valid for 2004 only as a one-time exemption. Further, that Maple Ridge Council consider a permissive tax or grant that can be applied for in future. [SLl 1K Staff explained that this item was on the December 2003 agenda and had been amended to reflect the Lessee's requirement to pay the property tax. It is now brought back to the Commission as the tenant has concerns about the ability to pay these added costs. In this case Planned Parenthood is the support group and they retain services of nurses and physicians or other professionals, from the Ministry of Health. They have indicated that they will not renew their lease based on the tax hardship. Upon question as to whether the taxes were based on health service or recreational, staff indicated that the Director of Finance is presently researching this question. There was some discussion regarding Permissive Tax Exemption status and how this would be handled given the number of - .poteiitiaLorganizationsaffected in the future. - -- - --------- - - - 6.2 Festival Funding Sub-committee Appointments MOVED BY COMMISSIONER REMPEL SECONDED BY COMMISSIONER ASHLIE That a sub-committee comprised of three members and two staff be formed to review the Festival Funding applications and bring forward recommendations for consideration by the Commission. Maple Ridge and Pitt Meadows Parks & Leisure Services Citizens' Advisory Committee Minutes Page 3 of 6 Maple Ridge and Pitt Meadows Parks & Leisure Services Citizens' Advisory Committee Regular Meeting Minutes January 8, 2004 To date, the Society has received nine applications for funding. Of the $30,000 funds set aside, the objective is to hold $3,000 in reserve for new events. Commissioners' Reinheimer, Trerise and Nightingale volunteered to review the applications at a separate meeting to be called by staff. Recommendations will be brought back to the February Commission meeting. 63 Artist in Residence Contract extension MOVED BY COMMISSIONER EISEL SECONDED BY COMMISSIONER TRERISE That the Parks and Leisure Services Commission approve the proposed arts program and extend the contract for the Artist in Residence (Ms. Darlene Allison) to August 31, 2004. [1t1up] Upon question as to whether the Artist in Residence was available for classes in the school system, it was confirmed that this individual has offered a number of programs and classes. 7.0 Information Items MOVED BY COMMISSIONER REMPEL SECONDED BY COMMISSIONER APPLETON That the information items be received. 7.1 Commissioner Seminar - the following will be registered to attend this year's workshop in Surrey: Commissioners Ashlie, Speirs, Home, Reinheimer, Nightingale, Roemer, ten Brink and staff member, Mike Murray. 7.2 Commission Gathenng - Mike Murray reminded the members of the Appreciation Dinner that he has offered to host at his home on January 31. Agreed to keep this date beginning at 6:00 p.m. Staff will send out further information. 7.3 The Albion Park Planning letter to residents is attached for information and was mailed January 2, 2004. 7.4 Arts Centre Cladding - staff provided an update on the water penetration problems. The Developer will take responsibility and a building envelope specialist has ordered the material with work to begin on January 26. 7.5 2004 Commission Membership - still waiting to learn whom the appointments are for the District of Pitt Meadows and the School District. Once known, an updated membership list will be circulated. 7.6 Community Services Council - this Society will not be renewing their lease in the Greg Moore Youth Centre. Maple Ridge and Pitt Meadows Parks & Leisure Services Citizens' Advisory Committee Minutes Page 4of 6 Maple Ridge and Ptt Meadows Parks & Leisure Services Citizens' Advisory Committee Regular Meeting Minutes January 8, 2004 8.0 Commission Liaison reports - Bunny Home - Attended the Tourism meeting earlier this evening, the first of the New Year, and there was a good turn out with several new members joining. The six citizen members of the Commission will be meeting separately to determine their liaison membership designation. 9.0 Staff Liaison reports - Mike Murray: - This is the last official meeting for Mike Davies, Director, Parks & Facilities, as he will be retiring effective January 29, 2004. The Commission extended their very best wishes to Mr. Davies. - Reorganization - Mike Murray advised that Shelley Jorde, Recreation Manager - East will now take on the seniors division within the department and the hiring process to replace Mr. Davies will take place shortly. - Discussions with the Independent School continue re a second artificial turf field. - A representative of the People's Court Indoor Tennis Court approached Mike Murray expressing an interest in setting up tennis courts in MR/PM. Mr. Murray advised him of what the process would be. - The Population figures have come in from BC Stats with the 2003 numbers changing to: 71,399 in Maple Ridge and 16,184 in Pitt Meadows. Adjustments will be made to the Pitt Meadows budgets of approximately $1 OK as a result. - RecReg4u is now on line and the latest statistic indicates that 28% or registrations are now coming through on line. Mike Davies: - The Albion Park design meetings will resume last week of January. - The Lawn Bowling club lighting is now complete and staff are dealing with a few deficiencies - The tendering for the artificial field should be ready to go by the end of January. - The Planned Emergency Disaster Exercise is scheduled for Feb. 5 & 6 in cooperation with the Justice Institute. Staff only know that it will be a flood disaster. 10. Question period Commissioner Eisel asked whether there was a policy on rewarding citizens whose terms have expired. Staff confirmed there is no policy but the practice has been to show appreciation at a dinner and gift as a token of appreciation and years of volunteer service. Commissioner MacLean has received an inquiry from a citizen inquiry as to why the tennis court is not upgraded at PM Secondary. At present, the only agreement is with Garibaldi and staff will research this further Commissioner Appleton left the meeting at 8:10 p.m. Maple Ridge and Pitt Meadows Parks & Leisure Services Citizens' Advisory Committee Minutes Page 5 of 6 Maple Ridge and Pitt Meadows Parks & Leisure Services Citizens' Advisory Committee Regular Meeting Minutes January 8, 2004 11. Motion to move into closed session MOVED BY COMMISSIONER DUECK SECONDED BY COMMISSIONER ASHLIE That the Parks and Leisure Services Commission move into a closed meeting pursuant to Sections 232 (l)(e) of the Local Government Act as the subject matter being considered relates to the acquisition, disposition or expropriation of land or improvements. 1iflhI] Maple Ridge and Pitt Meadows Parks & Leisure Services Citizens' Advisory Committee Minutes Page 6of 6 Corporation of the District of Maple Ridge and the Corporation of the District of Pitt Meadows MAPLE RIDGE and PIJTMEADOWS PARKS & LEISURE SER VICES COMMISSION REGULAR MEETING The Minutes of the Regular Meeting of the Maple Ridge and Pitt Meadows Parks & Leisure Services Commission, held at the Maple Ridge Municipal Hall, Blaney Meeting Room, Maple Ridge, British Columbia, on Thursday. February 12, 2004 at 7:00 pm. COMMITTEE MEMBERS PRESENT Commissioner Don MacLean District of Pitt Meadows, Mayor, Chair Commissioner Debra Eisel District of Pitt Meadows, Councillor Commissioner Craig Speirs District of Maple Ridge, Councillor Commissioner Candace Gordon District of Maple Ridge, Councillor Commissioner Dave Rempel School District No. 42, Trustee Commissioner Kathie Ward School District No. 42, Trustee Commissioner Bunny Home Pitt Meadows Commissioner Keith Nightingale Pitt Meadows Commissioner Dave Roemer Maple Ridge Commissioner Gerry Trerise Maple Ridge Commissioner Kathy Reinheimer Maple Ridge Commissioner JoAnne ten Brink Maple Ridge REGRETS Commissioner Kathy Morse Commissioner Cheryl Ashlie Commissioner Judy Dueck Commissioner Gwen O'Connell District of Maple Ridge, Mayor School District No. 42, Trustee District of Maple Ridge, Councillor Distnct of Pitt Meadows, Councillor STAFF MEMBERS PRESENT Mike Murray GM Community Development, Parks & Recreation David Boag Director, Parks & Facilities Don Cramb Recreation Manager - West Area Shelley Jorde Recreation Manager - East Area Ingrid K.taus Executive AssiSnt DELEGATIONS: Ms. Bonnie Telep Olympic Spint 2010 Maple Ridge/Pitt Meadows Committee, Chair Ms. Val Patenaude Curator, Maple Ridge Museum Ms. Lisa Codd, Maple Ridge Historical Society Ms. Amber Kostuchenko, Maple Ridge Historical Society Mrs. Sheila Nickols, Maple Ridge Historical Society Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Minutes Page 1 of 10 Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Regular Meeting Minutes February 12, 2004 Ms. Linda King, Maple Ridge Historical Society Mr. Dick Sutcliffe, Dewdney-Alouette Railway Society/Museum Planning Committee Mrs. Annette Code, Pitt Meadows Historical Society Ms. Sandra Caddo, Pitt Meadows Historical Society Mr. Bill Hartley, Ridge Meadows Festival Society The Chair called the meeting to order at 7:00 p.m. Adoption of the Agenda The following additions were requested. 4.11 Park Curfew Variance in Pitt Meadows 5.11 G VRD Parks re Blue Mountain Moved By Commissioner Rempel Seconded By Commissioner Eisel That the Agenda for February 12, 2004 be adopted as amended. CARRIED Minutes of the Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Regular Meeting Moved By Commissioner Rempel Seconded By Commissioner Eisel That the Minutes of the Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Meeting of January 8, 2004 be adopted as circulated CARRIED Delegations 3.1 Ms. Bonnie Telep, Chair, Spirit 2010 Maple Ridge & Pitt Meadows Olympic Committee was welcomed to the meeting. Mrs. Telep provided the Commission with an update on what the committee has accomplished over the past year. This date marks the start of the Games as only six years away and there is much work to be done. Mrs. Telep has attended initial meetings at the Provincial level and participated in the first intranet chat on February 10, with the chairs from other communities. The Committee is now a registered Society. In February, all eighty-seven communities were asked to attach 'Spirit of 2010' to their name and the committee will now be called Maple Ridge 0 Mapk-Ridgc-and--Pia--I*feadows Parks-& Scrwice Commission Minjues - --- rage 2 of 10 Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Regular Meeting Minutes February 12, 2004 Pitt Meadows Spirit of 2010. Mrs. Telep referred to the draft business plan attached to the meeting package and introduced the members of the sub-committees. The sub-committees are all in the process of finalizing their work plans and developing their budgets. Mrs. Telep outlined the timeline and countdown to the Olympics. She indicated the Olympic Organizing Committee is in the initial construction stage and is developing marketing plans and the Playground to Podium initiative. There will be a substantial cultural component to the Games to start in 2006. In 2008 test events will be held in every sport with athletes coming into communities. The call for volunteers' is expected to start in 2008, tickets go on sale in 2009 and the Games begin Feb. 12, 2010 followed by the Paralympic Games. The next step will be to approach residents and businesses through forums to talk about the Olympics and the role for communities. The Organizing Committees of the Olympic Games (OCOG) is presently developing templates to help communities host forums. Finally, presentations will be made to both Councils for support. Commission members raised questions on funding expectations and whether it is known how much will be required. Mrs. Telep indicated that financial support is going to be required and that the sub-committees are in the process of identifiing their budget requirements. Mrs. Telep was acknowledged for her hard work, dedication and enthusiasm for this initiative and thanked for the informative update. 3.2 Maple Ridge Historical Society Ms. Val Patenaude, Curator, referred to the Historical Society Annual Report circulated with the meeting package. Volunteerism at the museum is up 66% and actually at capacity for volunteers in terms of supervision and available workspace. The Society also wanted to acknowledge the work and efforts of Ms. Kathryn Baird, Volunteer Coordinator, who has assisted with the screening and placement of the volunteers. The museum has added an assistant for two days a week (a former summer student) which will free the Curator to focus on the planning and development of the new museum. - - A copy of the museum .expansion plan was distributed. Considerable work has been done with the assistance of UBC Architecture staff. Their assistance has been invaluable in keeping the plans for the heritage walk, planting and designs to fit the area. Ms. Amber Kostuchenko, President, Maple Ridge Historical Society thanked the Commission for their support of heritage initiatives in Pitt Meadows and Maple Ridge. The Society also acknowledged the support and assistance of Mr. Don Cramb. The highlights this past year included: Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Minutes Page 3 of 10 Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Regular Meeting Minutes February 12, 2004 - receiving a grant for organizational development - gaining three new board members - completing a grant application to develop business plans - contract staff became employees - increase in volunteers. - Attending teachers workshops to institute heritage fairs & interaction with schools - Three presentations were made at the library and heritage displays organized in the library showcase over five months. - Brian Burns donation - an extensive collection of archeological materials including such items as carvings, baskets and a selection of clocks. In all over 3.000 items with a value that moves the museum collection to a Provincial level The Commission thanked Ms. Patenaude and Ms. Kostuchenko for their hard work and informative presentation. The members of the historical societies were thanked for their support and attendance. 4. Decision Items 4.1 Maple Ridge Historical Society Museum & Curatorial Fee For Service Agreement: Moved By Commissioner Rempel Seconded By Commissioner Speirs That the Chair and General Manager: Community Development, Parks and Recreation Services be authorized to execute the Maple Ridge Historical Society Museum and Curatorial Fee for Service Agreement. Upon question regarding the repairs to the museums, staff advised major repairs, such as roof replacement, is taken care through the life cycle program in each municipality. One change was made to the insurance requirement reducing it from $5M to S3M liability required as it was deemed a low risk activity. 4.2 Pitt Meadows Historical and Museum Society Fee for Service Agreement: Moved By Commissioner Rempel Seconded By Commissioner Eisel That the Chair and General Manager: Community Development, Parks and Recreation Services be authorized to execute the Pitt Meadows Historical and Museum Society Museum Fee for Service Agreement. r..I • ' -, Map1€-Ridge-and-Piu-Meadow-Parks-&-L-ejsure SerWLc,-Cummissipn-Minures Page 4-o7 10 Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Regular Meeting Minutes February 12, 2004 4.3 Ridge Meadows Community Festival Society Fee for Service Agreement: Moved By Commissioner Ward Seconded By Commissioner Rempel That the Chair and General Manager of Community Development, Parks & Recreation be authorized to execute the Ridge Meadows Community Festival Society's Fee for Service agreement. [WtiisiJ Upon question regarding workshops for board members, staff advised that Volunteer Vancouver has courses available and our Volunteer Coordinator will be contacting them for more information. Upon question as to whether the Airport Open House will receive assistance, staff confirmed that this event is listed on Schedule A and will receive some financial assistance and support from the Festival Society. 4.4 Festival Support Recommendations: Moved By Commissioner Rempel Seconded By Commissioner Gordon That festival support allocations for 2004 be approved as noted in the summary developed by the Parks and Leisure Services Commission Festival Support Sub-Committee, attached to the February 12, report on this subject. The Commission members reviewed the allocations in depth and raised a number of questions regarding the rationale and difference in funding levels compared to 2003. Ms. Reinheimer explained the process followed and that the sub-committee thoroughly reviewed the submissions against the cnteria. The sub-committee indicated there was a need for community groups to realize there is a cost to those services covered under the category of in-kind. The in-kind items would still be made available, however, community groups will be invoiced. The events considered protocol events, i.e. Remembrance Day and Canada Day would receive the same support as in previous years, in both municipalities. - - The.Commission members .requested.that,.in future,, a copyof.the.criteria. and definitions be provided.in the package, as this information would be helpful towards making a final decision. Upon further discussion, the Commission agreed that it is important for community groups to understand that the in- kind contributions have a cost associated with them. However, there is also a concern that if in-kind contributions are lost, some groups may not be able to proceed with their event. Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Minutes Page 5 of 10 Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Regular Meeting Minutes February 12, 2004 Moved by Commissioner Eisel Seconded by Commissioner Ward That the allocations for the Pitt Meadows Day event include the in-kind costs in addition to the $4.000 funding. The amendment was defeated. Further discussion on the amendment followed as to how additional assistance and support could be provided to the groups. Staff indicated that this would be the first year that the new format is implemented and both staff and the Festival Society would be working closely with all groups to ensure that they understand the new funding structure. Moved by Commissioner Gordon Seconded by Commissioner Rempel That the main motion be amended: That festival support allocations for 2004 be approved as noted in the summary developed by the Parks and Leisure Services Commission Festival Support Sub-Committee, attached to the February 12, report on this subject and further, that staff be directed to monitor and respond to in- kind needs as required. AMENDMENT CARRIED 4.5 Harris Road Dyke Equestrian Trail Access: Moved By Commissioner Rempel Seconded By Commissioner Ward That the Parks and Leisure Services Commission recommend to Pitt Meadows Council that continued equestrian access be permitted on the dyke trail, situated on the North side of the South Alouette River, East of Harris Road, with an increased emphasis on etiquette signage for equestrians using the trail. And further, that new signage be posted at the trail entrances with the Parks office telephone number to report individuals who do not follow the rules of use on the dyke, which will be considered periodically to determine if continuing access by equestrians should be suspended or ceased. CARRIED Following a discussion, the Commission members agreed that the onus is on the equestrian community to observe signs and ensure appropnate trail etiquette is followed. Staff will work with the Haney Horsemen Association to approach stable owners in the area and solicit assistance in patrolling and maintaining the areas. Page6OJ1O Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Regular Meeting Minutes February 12, 2004 4.6 Art Gallery Fee For Service Agreement: Moved By Commissioner Rempel Seconded By Commissioner Ward That the Commission Chair and General Manager be authorized to execute the Fee for Service agreement with the Art Gallery Society for the operation of the Gallery attached to the February 3. 2004 report on this subject Mike Murray reviewed the agreement and noted the following change: - Paragraph 3(I) is incorrect and should read: "To provide a minimum of one opportunity per year to local arts group for a four week long exhibit." Discussion followed on the importance of providing opportunities for elementary and secondary schools to showcase student artwork. An amendment to the main motion was proposed Moved by Commissioner Speirs and Seconded by Commissioner Rempel That the main motion be amended to read as follows: That the Commission Chair and General Manager be authorized to execute the Fee for Service Agreement with the Art Gallery Society for the operation of the Art Gallery attached to the February 3, 2004 report on this subject with an amendment to paragraph 3(1) of the agreement to read "to provide a minimum of one opportunity per year to School District 42 to host a four week long exhibition of student art and provide ongoing gallery educational programs in cooperation with the School District" AMENDMENT CARRIED 4.7 Park Gift Program - Benches on Dyke Trails: Moved By Commissioner Rempel Seconded By Commissioner Ward That the main motion be amended to read: That a recommendation .beforwarded.to Pitt.Meadows Council that.requests.fo.r.thei.nstallation.of benches on the dyke trail system be accepted at an interval of no less than 200 metres between bench groups to minimize interference with the routine maintenance operation of the dyke surface and impact on the visual qualities and experience of walking on the trail; and further, that landowners who own property adjacent to dykes who wish to participate in this program be considered an exception to the distance rule in order to accommodate the placement of a bench next to their property in recognition of their family's involvement in the history of the community. CARRIED Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Minutes Page 7 of 10 Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Regular Meeting Minutes February 12, 2004 The Commission members agreed that this was a great benefit and thanked the staff for their work on this project. There was some discussion on options and benefits of placing more than one bench in the same location. 4.8 Joint Grounds Maintenance Agreements Review: Moved By Commissioner Speirs Seconded By Commissioner Ward That the Chair and General Manager be authorized to execute the amended Grounds Maintenance Agreements for a first three-year term beginning in 2004 for the: - Alouette Park and School - Alexander Robinson Park and School - Edith McDermott Park and School sites - Garibaldi Secondary School Site and tennis Courts [1.1uiJ 4.9 BCRPA Annual Symposium Attendance) Mike Murray referred to the program brochure circulated. This year the conference runs from April 29-May 2 in Penticton, BC. Each year six members attend - 3 Commissioners and 3 staff. Anyone wishing to attend should let Ingrid Kraus know by February 27, 2004. 4.10 March Commission Meeting - to be rescheduled (verbal update) The March meeting conflicts with the Volunteer Appreciation Dinner that was scheduled for March 11. Following a bnef discussion. Commission members were asked to hold the following: March 4 for a full meeting beginning at 7:00 p.m. in Pitt Meadows (Library) and March 11 beginning at 5:30 p.m. at the Senior Centre. The date will depend on the length of the agenda and staff will confirm by end of February. 4.11 Park Curfew Variance A request has been received from BC Adventure Inc. to hold a fitness work out at 5:45 a.m. The park does not open until 6:00 a.m. under the current park bylaw, which would prohibit this activity and the group, is seeking a variance to accommodate their request. Mapk-RdgeanS-Pitt Meadows-Parks & L-eisure Cummjyn- Mjnli!, -- - - - Page Of Ill Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Regular Meeting Minutes February 12, 2004 Moved By Commissioner Eisel Seconded By Commissioner Ward That a recommendation be sent to Pitt Meadows Council to approve a variance to the park hours bylaw, to allow BC Adventure Boot Camp Inc. to run their proposed fitness program commencing at 5:45 a.m. at Harris Park. CARRIED 5.0 Information lten:s Moved By Commissioner Speirs Seconded By Commissioner Eisel To receive the information items as circulated. CARRIED 5.1 Maple Ridge Historical Society Annual Report 5.2 Maple Ridge Museum Expansion Project Status Report 5.3 Maple Ridge and Pitt Meadows Team 2010 Business Plan 5.4 Letter: Ridge Meadows Arts Council r.e Constitution & Bylaw Amendment 5.5 GVRD: Parks Sustainable Region Initiative Workshop Comments 5.6 Letter: email Craig Millin re Patron Letter 5.7 Letter: Ms. Helen Homer re Ailco Park and response 5.8 Copy: Articles in The Times January 27 & 30, 2004 5.9 Festival Events Calendar - February 5.10 Personal Information Form 5.11 GVRD Parks re Blue Mountain - GVRD will be dealing with this item at their meeting on February 13. Recently Blue Mountain representatives made a recommendation to GVRD parks committee and is outlined in the attachment. 6.0 Commission Liaison Reports Bunny Home - Has attended a number of different meetings to deal with: Transportation 2010, Airport Open House, Codd Island Wetlands and the Land Conservancy. 7.0 Staff Liaison Reports - Mike Murray - Advised the Commission that Mr. David Boag,has.been,app,ointed .tothe.position of Director, Parks & Facilities replacing Mr. Mike Davies who has retired. Mr. Boag's position will be posted within the next few weeks and staff will be looking for new skills that will include a focus on in-house design capacity to meet future needs. BC Seniors Games - staff learned that we were not the successful applicant for reasons which include inadequate accommodation in our two communities and that our track has only six lanes and not eight lanes. Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Minutes Page 9 of 10 Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Regular Meeting Minutes February 12, 2004 David Boag announced that a new Parks Foreman has been hired and will begin working March. 1, 2004. The successful candidate comes to us from West Vancouver and has a very strong horticulture background which will help to round out the skills of the parks staff. 8.0 Question Period Commission raised the issue of letters to the editor in the local newspapers re the Leisure Centre concerns. Staff indicated that in one case, the individual had not contacted staff to provide an opportunity to address the concerns and staff are following up on the complaints. Upon question regarding the games bid, staff confirmed that the Maple Ridge Secondary School Track has only six lanes and eight on the straightaway. 9.0 Motion to move into closed session. Moved by Commissioner Gordon Seconded by Commissioner Speirs That the Parks and Leisure Services Commission move into a closed meeting pursuant to Sections 242 (1)(e) of the Local Government Act as the subject matter being considered relates to the acquisition, disposition or expropriation of land or improvements. CARRIED The meeting adjourned at 9:05p.m. MapIe-Ridge-and-Pin-Madows-Parks-&-L.ejsure-STrpjrpcum7,rj,7,-frfIflpre - - - Page 10 of 7v avh Corporation of the District of Maple Ridge 11995 Haney Place, Maple Ridge, B.C. V2X 6A9 Telephone: (604) 463-5221 Fax: (604) 467-7329 itvtA.PLE RJIJGE E-mail: enquiries@mapleridge.org wvw.mapleridge.o rc' incorporated 12 September,1874 March 15, 2004 File No: 0410-20-OIfBCCF Maggie Walters BCGEU Local Chairperson Local 404 #102 - 19433 - 96th Avenue Surrey. B.C. V4N 4C4 Dear Maggie Walters: In response to your letter, dated February 26, 2004, requesting to appear before Council as a delegation regarding Home Support, the following arrangements are confirmed: Council Meeting April 13, 2004 Council Chambers 7:00 p.m. Due to time constraints, it is necessary to limit delegation appearances to a maximum often (10) minutes. and we would ask that prior to the meeting, you ensure that your presentation will be completed within this allotted time. If we can be of any further assistance, please do not hesitate to call. Yours truly, Ceri MarIo Confidential Secretar' /dd 50Z.. "Promoting a Safe and Livable Community for our Present and Future Citizens" - 100'- Rec.ced Pane :7 8 C PL; 13CGEU C 7 B.C. Government and Service Employees' Union A component of NUPGE (CLC) www.bcgeu.bc.ca Oqio -c/j February 26, 2004 PS.0 r-rrr L L. District of Maple Ridge 11995 Haney Place Maple Ridge, BC V2X 6A9 Dear Sir or Madam Re Request to attend council meeting MAR 12004 I would like to attend your Council meeting in the near future to speak on the resolution which was recently passed at the UBCM Convention regarding Home Support and the-iack of funding fôrth elderly, chronically ill and those with disabilities that wish to stay in their own homes and be treated with diirnity. Please advise a possible date in April or May. Yours truly Maggie Walters BCGEU Local Chairperson Local 404 MM/If opeju 37S cc Bobbie Pettett. Component 4 Chairperson Kevin Park, BCGEU Staff Representative #102, 19433 96th Avenue, Surrey, B.C. V4N 4C4 Telephone: (604) 882-0111 Facsimile: (604) 882-5032 http//www.bcgeu.bc.ca 09 I) CORPORATION OF THE DISTRICT OF MAPLE RIDGE TO: Her Worship Mayor K. Morse DATE: March 29, 2004 and Members of Council FILE NO: DP/028/04 FROM: Chief Administrative Officer ATTN: C of W SUBJECT: Development Permit 20796 Wicklund Ave. PURPOSE: A Development Permit application has been made in support of a Building Permit for a residential addition. The proposed addition is located partly within the 15 meter Watercourse Protection Area established for this unnamed tributary of McKenney Creek. As this unnamed tributary is a Schedule "E" watercourse this application is impacted by Development Permit Area XXX. Prior to site preparation and issuance of a Building Permit, a Development Permit must be authorized. RECOMMENDATION: That the Municipal Clerk be authorized to sign and seal DP/028/04 respecting property located at 20796 Wicklund. BACKGROUND: Applicant: Owner: Legal Description: OCP: Existing: Proposed: Zoning: Existing: Proposed: Surrounding Uses North: South: East: West: Existing Use of Property: Proposed Use of Property: Access: Servicing: Previous Applications: Don Mugridge Carol A. Saunders Lot 336, Plan 54659, DL 241, Group 1, NWD Single Family Residential, (18 units/net ha) No Change Proposed RS-1 (One Family Urban Residential) RS-1 (One Family Urban Residential) Wicklund Ave, RM-1 (Townhouse Residential) RS-3 (One Family Rural Residential) RS-1 (One Family Urban Residential) RS-1 (One Family Urban Residential) Single Family Residential Single Family Residential Wicklund Avenue Full Urban Standards SD/039/77 q042.. PROJECT DESCRIPTION: A Development Permit application has been made in support of a Building Permit for a residential addition. The existing residence, approximately 750 square feet in area, is located within two meters of the Top of Bank of an unnamed watercourse, tributary to McKenney Creek. The proposed addition would be located to the north of the existing structure, but still partly within the 15 meter Watercourse Protection Area established for this watercourse. Approximately 15% of the proposed addition would be within the 15 meter setback area, with the nearest portion located approximately 12 meters of the Top of Bank. ENVIRONMENTAL IMPLICATIONS: Development Permit Area XXX Guidelines: The site has a watercourse identified on Schedule "E" of the Official Community Plan and is included into Development Permit Area XXX which was established for the preservation and protection of the natural environment. A Development Permit is required under Development Permit Area XXX for all alterations of land, subdivision activity or building permits as applies to residential, commercial, institutional and industrial development within 50 metres of a watercourse. Security must be posted in accordance with Council Policy for Performance Security for Environmental Protection to ensure that the Development Permit Area Guidelines are met. Staff have reviewed the Guidelines for development established for Development Permit Area XXX and feel that these have been satisfied by the applicant as follows: Watercourse Protection Area Establishment: Watercourse protection areas are to be established in accordance with their habitat value and the potential impacts proposed by adjacent development. The District of Maple Ridge, the Department of Fisheries and Oceans and the Ministry of Environment, Lands and Parks must endorse the proposed watercourse protection boundaries. 2. The watercourse protection areas are to be dedicated where possible into public ownership for conservation purposes. The boundaries of the watercourse protection areas are to be physically located on the ground by a B.C. Land Surveyor prior to site disturbance. Temporary barrier fencing is to be installed adjacent to watercourse protection areas prior to any construction activity and shall be replaced with permanent post and railfence upon development co?npletion. All lots must provide the required minimum lot dimensions as set out in the Zoning Bylaw exclusive of the watercourse protection boundaries. • A Watercourse Protection Area (setback) of 15 meters from Top of Bank has been established for this watercourse, as a guideline, and as shown on the District's Streamside Assessment map. McKenney Creek is known to support coho salmon and occasional pink and chum -2- salmon in lower reaches, as well as rainbow and cutthroat trout. District mapping confirms that there are no fish migration barriers downstream of the site as far as McKenney Creek. - The proposed plan was discussed with Fisheries and Oceans Canada (DFO) who had no concerns with residential expansion of this type (away from a watercourse) with appropriate compensation using native plants (i.e. standard practice of: 2 native plants per square meter of expansion within Watercourse Protection Areas). - The Ministry of Water Land and Air Protection defer to Fisheries and Oceans Canada for development approvals of this type and have endorsed similar proposals in the past. Dedication of land into public ownership for conservation purposes is not considered appropriate for this type of land alteration. A plan has been submitted by a B.C. Land Surveyor showing a 15m setback from the Top of Bank and this setback location has been confirmed onsite by District Staff and the proponent. Temporary fencing will be required just downslope of the proposed disturbance area to define a no-access area for all work activities and machinery; and for silt control. Erosion Control All work is to be undertaken and completed in such a manner as to prevent the release of sediment to any ravine, watercourse or storm sewer. An erosion and sediment control plan that involves implementation prior to land clearing and site preparation and the careful timing of construction is to be provided. Silt fence should be erected to prevent the movement of silt into the watercourse protection area prior to any disturbance to the soil on the site. Cutting and filling adjacent to watercourse protection areas is to be kept to a minimum incorporating appropriate structuralfill material and blending graded areas with natural slope, as supported by the Hillside Policies of the Official Gonmunity Plan. • A sediment control plan has been discussed onsite with the project proponent and will be implemented prior to site preparation. This proposed residential addition will involve minimal soil removal for deposition for foundation preparation, resulting in a relatively simple yet effective plan for sediment control including siltation fencing and a small infiltration trench. These measures will be implemented downslope of the work area prior to disturbance. Vegetation Management Natural vegetation is to be retained wherever possible to ensure minimal disruption to the environment and to protect against slope failure. Land clearing adjacent to the watercourse protection areas is to be restricted to a phased cOnstuction schedule. Habitat restoration landscaping of all bare or sparse riparian areas within the watercourse protection area may be required. Vegetation species shall be native of the area and be selected for erosion control and fish and wildlife habitat values. • The proposed disturbance area footprint is largely a grassed area requiring the removal of only several non-native species, with no removal of native vegetation resulting from the proposed development; -3- A planting plan has been discussed and confirmed by the proponent including the planting of 2 native plants per square meter of expansion within Watercourse Protection Areas (ie. 24 native plants) which are to planted against the present edge of the riparian area south of the existing house, using the 'Provincial Planting Criteria'. Stormwater Management Stornzwater outflows to the stream or leave area shall have water quality and erosion control features so as to minimize their impacts on fish habitat and in compliance with the District's stornnvater management plans. • Stormwater originating from the proposed residential addition will flow to the existing residential perimeter drainage system which outfalls to the rear of the dwelling towards the watercourse in compliance with District standards. Mon itorin- The implementation of required environmental mitigative measures as designed and their maintenance is to be monitored by a qualfIed environmental monitor. • The applicant, Don Mugridge, will be the principle contractor and has committed to fulfilling the environmental monitoring obligations required for this site. 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 permit to ensure compliance with terms and conditions described above. A refundable security totaling $1,500.00 will be required for this single lot, which backs onto this unnamed tributary to McKenney Creek. INTERGOVERNMENTAL ISSUES: Ministry of Water, Air and Land Protection and Department of Fisheries and Oceans A setback for this unnamed tributary to McKenney Creek has been established as a guideline and is shown on the District's Streamside Setback map, which has been reviewed and endorsed by Fisheries and Oceans Canada. The Ministry of Water, Air and Land Protection defers to Fisheries and Oceans Canada for determination of setbacks of this type. CITIZEN/CUSTOMER IMPLICATIONS: Until Council has authorized a development permit the applicant will be unable to obtain a Building Permit or begin site preparation. FINANCIAL IMPLICATIONS: A refundable security totaling $1,500.00 will be required for the proposed residential addition, which backs onto an unnamed tributary to McKenney Creek. -4- ALTERNATIVES: No addition to the existing residence would be possible, with the exception of upward expansion, without being impacted by Development Permit Area XXX policy. SUMMARY: Staff supports Development Permit application DP/028104. / / - Prepared by' Jim Sheehan \] EnvYiiThechnician Approved b-ne 1 7L------ Approved b: 1*ank Quinn, P.Eng., PMP GM.Public Works & Development Services • Concurrence: J. L. (/Jim) Ru'Ie Chief Administrative Officer JSbjc J -5- I 12209 21 12 196 14 N- 12201 22 12186 335 P 54659 I 15 j 69 N- 12187 12174 co L() to 1 68 6 12163 228 LO 336 )_Subject Property \ P 45046 - PARK 6 P24517 12101 District of Pitt Meadows 0• C, 0 -J A LMS 4067 LMP 4151 12108 - - - 20796 Wicklund Ave 0 CORPORATION ( •: THE DISTRICT OF MAPLE RIDGE MAPLE RIDGE Incorporated 12, September, 1874 PLANNING DEPARTMENT DATE: Mar 16. 2004 DP/028/04 BY: JV Lliiu4 N District of Langley - SCALE 1:1000 L_. LMP 31287 12209 21 12196 14 N. co C Cn 12201 22 12186 RS-1 RM-1 15 69 N. 12187 12174 63 09 C., U, It 68 0 16 12183 - - - - - - - - - - - '. 228 RS-1t 1 2 U, 335 336 47 LMP415 Subject Property RS-3 P54659 P45046 PARK 6 ww_u co 3 —J A RM-1 r..iira I LMS4067 12101 12108 !t Distlictof Pitt Meadows SwerVaIIey 20796 Wicklund Ave Haney_Downton -. . is CORPORATION OF p_ / oc : THE DISTRICT OF N District of AIb.on . Langley . - ThomhIII MAPLE RIDGE 6? : MAPLE RIDGE Incorporated 12, September, 1874 PLANNING DEPARTMENT SCALE 1:1000 . - . •.. _____ DATE: Mar 16, 2004 DP/028104 BY: JV CORPORATION-OF THE DISTRICT OF MAPLE RIDGE TO: Her Worship Mayor Kathy Morse DATE: March 23, 2004 and Members of Council FILE NO: E02-036-005 FROM: Chief Administrative Officer ATTN: C of W SUBJECT: 2004 TransLink Operation, Maintenance and Rehabilitation Program Agreement EXECUTIVE SUMMARY: As part of TransLink, over the past years the District has received up to $600,000 annually for operation, maintenance and rehabilitation (OMR) for the major road network (MRN) in Maple Ridge. TransLink has requested annual agreements since 2002, to formalize the practices between the two agencies. This report is based on the 2003 report to Council. The TransLink OMR funds are intended for normal operation and maintenance for pavement, shoulder, drainage, pedestrian facility, street lighting, traffic signal, street cleaning, snow, ice and vegetation control, and rehabilitation of the existing infrastructure. Execution of the 2004 OMR funding agreement, as done annually in the past, will permit the District to receive the funding for 2004 and to perform the work to provide safe and efficient mobility for road users of the maj or road network in Maple Ridge. The 2004 agreement is attached for Council's review and approval. To streamline the process, it is recommended that the Mayor and Municipal Clerk also be authorized to sign subsequent annual agreements to receive the annual payments. RECOMMENDATIONS: That the Mayor and Municipal Clerk be authorized to sign and execute the agreement titled Major Road Network Operation, Maintenance and Rehabilitation Progranz Agreement No. 2004-1 1 as attached to the staff report titled 2004 TransLink Operation, Maintenance and Rehabilitation Program Agreement; and That the Mayor and Municipal Clerk be authorized to sign and execute subsequent annual agreements. DISCUSSION: a) Background Context: The District of Maple Ridge has been a member of TransLink since 1998. As a member of TransLink, the District now receives approximately $600,000 annually for operation, maintenance and rehabilitation (OMR) for the major road network (MRN) in Maple Ridge (ref. list of MRN roads in Appendix A). The monies are provided to District as quarterly payments. The District also receives funds for capital projects. However, this agreement pertains only to the operating and maintenance funds (each capital project requires the District to submit project certification prior to the District receiving funds). The 2004 OMR funding is $631,200 and guidelines have been established on the eligible expenditures. 7o3 The funding is based on the following principles: • municipalities retain ownership of the roads and performing necessary operations, maintenance and rehabilitation • TransLink provides basic District of Maple Ridge funding Municipalities are free to choose how best to deliver operation, maintenance and rehabilitation services, whether through municipal crews or contractors. The attached agreement for 2004 (ref. Appendix B) formalizes the current practices between the District and TransLink. Intent of OMR Funds Under the established guidelines, should municipalities allow pavement quality to degrade below a pavement quality index (PQI) of 5.5, TransLink will reduce the OMR funding to that municipality until the pavement that is "below standard" is upgraded. Currently all Maple Ridge MRN roads are above 5.5 (where 10 is the best and 1 is the poorest). The intent for the OMR funds include: normal operation and maintenance, including pavement maintenance, shoulder maintenance, drainage maintenance, pedestrian facility maintenance, street lighting maintenance, traffic signal maintenance, road markings and delineation, signage, lighting, signal operation, street cleaning, snow and ice control, and vegetation control; rehabilitation of existing pavement; and rehabilitation of other existing infrastructure (e.g., curbs, shoulders, pedestrian facilities, drainage, street lighting and traffic signal systems, etc.). Operation and maintenance activities that are allowed include: • Pavement • Shoulders • Drainage • Pedestrian Facilities • Street Lighting • Traffic Signals • Signage • Road Markings and Delineation • StreetC1eàning and Spilt Response • Snow and Ice Control • Vegetation Control • Administration OMR funds are not intended to be used to construct new. infrastructure, expand existing infrastructure (e.g., widen existing roads), purchase equipment required for OMR activities, or pay for work whatsoever on facilities that are not part of the MRN. As part of the agreement, municipalities are required to provide TransLink with annual OMR expenditure reports to be submitted by the end of March of the following year. The purpose of the annual agreement is to: show that OMR funds are, in fact, spent on the operation, maintenance and rehabilitation of the Major Road Network; confirm that sections of Major Road Network that are below standard are being rehabilitated; and identify trends and funding needs so that future adjustments can be made to categories and allocations, where appropriate. Municipalities are allowed to keep any unspent OMR funds in a reserve account designated for future use in operation, maintenance and rehabilitation of the MRN only. The opening and closing balance of the reserve are to be reported annually on the OMR expenditure reports. As well, TransLink conducts regular pavement condition surveys of the MRN (every three years, on average) to assess the pavement quality of the network. A pavement condition survey is scheduled for 2004. Strategic Alignment: Financial Management Council has directed that the municipality provide high quality municipal services to our citizens and customers in a cost effective and efficient manner and to identify methods to generate non-tax revenue. The use of TransLink funds leverages the general revenue contribution for road maintenance and is a method to ensure a high level of service for road users of the MRN. Smart Managed Growth The Corporate Strategic Plan directs that municipal and infrastructure be protected and managed through the preparation of appropriate plans to ensure maintenance of roads. The District entered into agreement with TransLink in 1998 as part of its plans to ensure adequate maintenance of the major roads in Maple Ridge. This annual agreement formalizes the current practices that the District uses to manage the maintenance of the MRN. Intergovernmental Relations/Partnerships: Council has directed that the District develop and maintain strong positive working relationships with TransLink and other governmental agencies. The annual agreement is consistent with Council's direction and reinforces the relationship with TransLink. Citizen/Customer Implications: Maple Ridge residents and users of the Major Road Network expect that the investment in the network be maintained to provide safe, reliable and efficient transportation of goods and people using various transportation modes. Stable and adequate funding of maintenance and rehabilitation activities is required to meet customer expectations. The agreement provides for TransLink funding and support. Interdepartmental Implications: The Operations, Engineering and Finance departments collaborate in the administration of the TransLink agreement and the planning, operation, and maintenance of the major road network. f) Financial Implications: The 2004 District of Maple Ridge amount from TransLink for Maple Ridge MRN roads is $631,200. This is an increase from 2003. The $631,200 is comprised of the following: Former Provincial Roads (downloaded) $ 12,000/lane km x 12.8km = $153,600 Maple Ridge Major Roads (uploaded) $12,000/lane km x 39.8km = $477,600 (The funding level for the uploaded roads increased to $12,000 per lane km, for 2004) Total $631,200 Maple Ridge is also eligible to receive funding for capital projects. The 2004 capital funding is targeted towards the replacement of the 232 Street Bridge. The following table outlines TransLink funding allocations to Maple Ridge since 1999. 1999 2000 2001 2002 2003 2004 TransLink OMR Funding to $288,262 $384,470 $414,230 $511,800 $559,560 $631,200** Maple Ridge TransLink Block capital funding to Maple Ridge (this is what the District is eligible to $314,000 $314,000 $314,000 $471,000 $624,500* $624,500* receive) TOTAL $602,262 $698,470 $728,230 $982,800 $1,184,060 $1,255,700 * In 2003, the TransLink eligible block funding program was raised to $20M from $15M. This is subject to review in future years. ** In 2004, the funding level for the uploaded roads increased to $12,000 per lane km. Policy Implications: The recommendation is in accordance with the approved Council budget and the District's membership in TransLink. Alternatives: An alternative to not executing the agreement is to decline the funding of the MRN from TransLink. This however, will mean either a reduction in the maintenance work for roads or alternatively, funding replacement and will require a budget amendment. CONCLUSIONS: The District of Maple Ridge has been a member of TransLink since 1998. As part of TransLink, the District now receives approximately $600,000 annually for operation, maintenance and rehabilitation (OMR) for the major road network (MRN) in Maple Ridge. TransLink requests an annual agreement that formalizes the current practices between the two agencies. Execution of the 2004 OMR funding agreement will permit the District to receive the funding for 2004 and to perform the work to provide safe and efficient mobility for road users of the major road network in Maple Ridge. Prepared by: And w Wood, MEng., PEng. Municipal Engineer Financial Paulil Concurrence: General Manager Corporate and Financial Services Approved by: prank Quinn, MBA, PEng., PMP General ager: Public Works and Development Services Concurrence: i4. (Jim) Rule Chief Administrative Officer AW/mi APPENDIX A Maple Ridge ROAD SEGMENT FROM TO BORDER COMMENTS 132ndAve 232nd St Fern Cres 232nd St Dewdney Trunk Rd 132nd Ave 240 St River Rd Lougheed Hwy Dewdney Trunk Rd Lougheed Hwy 232nd St Fern Cres 132nd Ave Golden Ears Park Gate Lougheed Hwy Haney By-Pass (222nd St) Haney By-Pass (232nd St) River Rd Albion Ferry (McMiIian Is) Terminal 1240 St Page 1 of 1 5/1/2002 APPENDIX B TRANS,( CHAIR Doug McCallum March 17, 2004 TransLi nk 1600— 4720 Kingsway Burnaby, BC V5H 41\12 Canada Tel 604-453-4500 Fax 604-453-4637 www. trans link. bc.ca Greater Vancouver Transportation Authority DIRECTORS District of Maple Ridge File: OMR 2004-I1 11995 Haney Place Malcolm Brodie Maple Ridge, BC David Cadman V2X 6A9 Larry Campbell Derek Corrigan Attention: Mr. Andrew Wood, P.Eng. Marlene Grinnell Municipal Engineer Marvin Hunt Dear Mr. Wood: Jon Kingsbury Raymond Louie Re: 2004 MRN Operation, Maintenance and Rehabifitation Program Don MacLean Barbara Sharp This letter is to advise you that your funding under the Major Road Network (MRN) Operation, Maintenance and Rehabilitation (OMR) Program for 2004 is $631,200.00. Attached is a table Wayne Wright showing how this amount was calculated. OMR funds are paid quarterly in arrears via Electronic Fund Transfer. The first payment is scheduled for March 31, 2004. CEO Also attached for your information is a list of uploaded roads which were considered below Pat Jacobsen standard when the MR.N was created, and which have not yet been rehabilitated by the respective municipalities. Deduction of the pavement rehabilitation portion of OMR funds for these roads will apply unless they are rehabilitated and TransLink is notified by November 30, 2004. Enclosed for execution by your municipality are two copies of a funding agreement for the 2004 OMR Program. Please ensure that both copies are signed by authorized signatory(ies) and returned to us as soon as possible. We will send you one fully executed copy for your records once it has been signed by our Vice President of Capital Management and Engineering. -- --.. Thankyou, Emil C. Barth, P.Eng. Manager, Roads and Bridges MR 1 9 2004 End. cc: Mr. Jake Sorba Treasurer, District of Maple Ridge ATTACHMENT I 2004 OMR FUND(NG ALLOCATION( WI DEDUCT ONJOIBELOW-STANDARD U°LOADED ROADS) Municipality Uploaded Roads Downloaded Roads Maintained by Municipality Downloaded Roads Maintained by Mainroad (Jan. to March 14 only) Downloaded Roads Maintained by Mainroad (Jan. to Dec. 2004) Total Lane-km Total Allocation by Municipality Lane-km Allocation I Below Standard Roads Lane-km Allocation Lane-km Deduction Allocation Lane-km Allocation Lane-km Anmore 3.5 $42,000 1 0.9 $10,800 4.4 $52,800 Belcarra 5.2 $62,400 1 3.4 ($17,000) 0 $0 5.2 $45,400 Burnaby 94.1 $1,129,200 210.6 $2,096,487 304.7 $3,225,687 Bowen Island 0 $0 0 $0 0 $0 Coquitlam 119.4 $1,432,800 1 60.3 $600,276 179.71 $2,033,076 Delta 112.6 $1,351,200 46.8 $561,600 159.4 $1,912,800 Electoral Area A 0 $0 0 $0 0 $0 Langley City 18 $216,000 6.5 $78,000 24.5 $294,000 Langley Township 86.6 $1,039,200 1 0.68 ($3,400) 88.5 $881,003 175.1 $1,916,803 Lions Bay 0 $0 0 $0 0 $0 Maple Ridge 39.8 $477,600 12.8 $153,600 52.6 $631,200 New Westminster 28.2 $338,400 1 0.94 ($4,700) 15.9 $190,800 44.1 $524,500 North Van City 28.1 $337,200 0 $0 28.1 $337,200 North Van District 36.8 $441,600 4.3 $51,600 41.1 $493,200 Pitt Meadows 9.5 $114,000 0 $0 9.5 $114,000 Port Coquitlam 0 $0 15.4 $184,800 15.4 $184,800 Port Moody 15.1 $181,200 46 $552,000 61.1 $733,200 Richmond 132.8 $1,593,600 1 5.23 ($26,150) 10.9 $68,775 143.7 $1,636,225 Surrey 270.2 $3,242,400 1 140.8 $1,401,640 411 $4,644,040 Vancouver 550.8 $6,609,600 1 13.69 ($68,450) 0 $0 550.8 $6,541,150 West Vancouver 10 $120,000 0 $0 10 $120,000 White Rock 3.4 $40,800 0 $0 3.4 $40,800 Total 1564.1 $18,769,200 1 23.94 ($119,700.00) 148.61 $1,783,200.00 500.2 $4,979,406.54 10.9 $68,774.91 2223.8 $25,480,881.00 OMR UNIT RATES (per Iane-km) $12,000.00 Basic 2004 OMR allocation for uploaded roads and for downloaded roads to be maintained by municipality ($5,000.00) Deduction for below-standard (as of 1999) uploaded roads -- See Attachment 2 $9,954.83 Adjusted 2004 OMR allocation for downloaded roads to be maintained by Mainroad from January to March 14, 2004 $6,309.62 Adjusted 2004 OMR allocation for downloaded roads to be maintained by Mainroad from January to December 2004 Sent with letter dated March 17, 2004 ATTACHMENT 2 Year 2004 List of Uploaded Municipal Roads with PQI <= 5.5 STREET FROM TO! IBELCARRA BEDWELL BAY RD* WATSON RD KELLY AV 0.75 4.10 BEDWELL BAY RD* KELLY AV WEST RD 0.90 4.60 BEDWELL BAY RD WEST RD BELCARRA BAY RD 1.75 3.40 I 3.40 I STREET FROM TO Lane-km PQI IRICHMOND 3 RD ALEXANDRA RD LESLIE RD 0.62 5.00 3 RD CAMBIE RD CAPSTAN WAY 2.18 5.00 WESTMINSTER HWY MINORU BLVD 3 RD 1.07 5.20 WESTMINSTER HWY MCLEAN AVE WILLETT AVE 1.36 4.60 I 5.23 I * lane-km shown reflects the actual portion within th road segment which is below standard and not the full lane-km of the segment itself. ILANGLEY TOWNSHIP 200TH ST 88 AVENUE EAST 91 A AVENUE 0.68 5.10 I 0.68 I INEWWESTMINISTER COLUMBIA ST RICHMOND ST FRONT ST 0.94 5.00 I 0.94 I IVANCOUVER BROADWAY VICTORIA DR NANAIMO ST 4.07 5.30 E41STAV ONTARIO ST MAIN ST 1.24 5.00 GEORGIA ST CAUSEWAY PENDER 5.23 5.20 HOWE ST HASTINGS ST PENDER ST 0.44 5.50 HOWE ST DUNSMUIR ST NELSON ST 2.72 5.50 I 13.69 I ITOTAL 1 23.94 Sent with letter dated March 17, 2004 MRN Operation, Maintenance and Rehabilitation Program Agreement No. 2004-11 MAJOR ROAD NETWORK OPERATION, MAINTENANCE AND REHABILITATION PROGRAM AGREEMENT Agreement No. 2004-1 1 THIS AGREEMENT made the dayof ,20_. BETWEEN: Greater Vancouver Transportation Authority, having an office at 1600 - 4720 Kingsway, Bumaby, BC, V511 4N2 ("TransLink") OF TILE FIRST PART District of Maple Ridge, having an office at 11995 Haney Place, Maple Ridge, BC V2X 6A9 (the "Municipality") OF THE SECOND PART The parties hereby agree as follows: 1.0 Definitions 1.1 In this Agreement, the following terms will have the following meanings: "MRN" will mean those segments of the Major Road Network falling within the jurisdiction of the Municipality; "OMR Guidelines" will mean the Major Road Network Operation, Maintenance and Rehabilitation Program Description and Guidelines issued by TransLink, as amended from time to time; "Eligible Costs" will mean costs properly and reasonably incurred and paid by the Municipality solely and specifically in relation to the operation, maintenance and rehabilitation of the MIRN, as described in the OMIR Guidelines; "OMR Program" will mean the 2004 Operation, Maintenance and Rehabilitation Program, as described in the OMR Guidelines; Greater Vancouver Transportation Authority Page 1 of 6 MRN Operation, Maintenance and Rehabilitation Program Agreement No. 2004-11 "Work" will mean all goods to be provided and services to be performed by the Municipality in relation to the operation, maintenance and rehabilitation of the MIRN, as described in the OMIR Guidelines, whether such Work is undertaken by municipal crews or by contractors engaged by the Municipality. 2.0 OMR Program 2.1 The Municipality will operate, maintain and rehabilitate the Major Road Network in accordance with the terms and conditions set out in this Agreement. 2.2 The Municipality will undertake and complete the Work: 2.2.1 in accordance with the OMIR Guidelines; 2.2.2 in a professional, competent, timely and diligent manner, and in accordance with acceptable industry standards; and 2.2.3 in compliance with all applicable laws, statutes, regulations, by-laws, and directions of all governmental and statutory authorities. 2.3 The Municipality confirms that: 2.3.1 TransLink will not be responsible in any way for: 2.3.1.1 any deficiency or defect in the Work or completion of the Work; or 2.3.1.2 any costs of undertaking the Work in excess of the allocation set out in s. 3. 2.3.2 TransLink will have the right to advertise or promote its participation in the OMIR Program. TransLink's participation in the OMIR Program may be advertised or promoted in any media format including, and without limiting the generality of the foregoing: signs located on one or more MRN roads; print, radio and television advertisements; and, electronic advertising on the world wide web. The Municipality retains the right to approve of the location of signs on the MIRN and the content of advertisements or promotions, such approval not to be unreasonably withheld. 3.0 2004 Allocation 3.1 Under this Agreement, TransLink will pay the Municipality a total of $631,200 for Eligible Costs in connection with the OMR Program incurred between January 1, 2004 and December 31, 2004, inclusive of all applicable taxes, or funds reserved for use in a future year's OMR Program. 3.2 Payments will be quarterly, in arrears, via Electronic Fund Transfers. Greater Vancouver Transportation Authority Page 2 of 6 MRN Operation, Maintenance and Rehabilitation Program Agreement No. 2004-11 3.3 As of November 28, 2003, our records show that the following "below standard" uploaded roads have not been rehabilitated. None - Not Applicable Therefore, the 2004 allocation described in s.3.1 is net of a deduction of $0.00. 3.4 If the road(s) listed in s. 3.3 are rehabilitated by the Municipality, as required by Section 2.3 of the OMR Guidelines, and TransLink is notified of the completion of such rehabilitation work by November 30, 2004, then the deduction referred to in s. 3.3 for the rehabilitated road(s) will be released with the final quarterly payment for 2004. 3.5 For clarification, the parties conñrm that the payment specified in s.3.1 applies only to the 2004 OMR Program. Funding levels in future years may be more or less than the 2004 amount; any future funding provided by TransLink will be covered by separate agreements. 4.0 Records and Audit 4.1 The Municipality will maintain accurate and complete records in relation to the OMR Program, including, without limitation, supporting documentation of all expenditures related to Eligible Costs, from the beginning of the 2004 0MB. Program until two years after its completion (i.e., from January 1, 2004 until December 31, 2006). 4.2 The Municipality will provide TransLink with an expenditure report for the 2004 Work, as described in the OMR Guidelines, by March 31, 2005. The information in the report will be certified in writing as correct by the Municipality's Chief Financial Officer and City Engineer (or equivalents). 4.3 TransLink will have the right to enter upon the Municipality's premises for the purpose of auditing OMR Program expenditures at any time during normal business hours. Without limiting the generality of the foregoing, TransLink will have the right to inspect and copy any records relating to OMR Program expenditures, including any supporting documentation. .4.4 .Ali.Eli.gibie Costs .inciudedin-the-2004 expenditure .reportmust.be .substantiated..by- supporting documentation. Any undocumented costs may be considered ineligible under the OMR Program. 5.0 Indemnity 5.1 The Municipality will indemnify and save harmless TransLink, its affiliates (as defined in the British Columbia Company Act), and their directors, officers, employees and agents, (collectively the "Indemnified Parties") from and against any and all losses, claims, complaints (including, without limitation, complaints pursuant to human rights Greater Vancouver Transportation Authority Page 3 of 6 MRN Operation, Maintenance and Rehabilitation Program Agreement No. 2004-11 legislation), damages, actions, causes of action, costs and expenses (including, without limitation, actual legal fees and disbursements) the Indenmified Parties may sustain, incur, suffer or be put to any time, either before or after the expiration or termination of this Agreement, arising out of, or in connection with: 5.1.1 anything done or omitted to be done, whether negligently or otherwise, by the Municipality or any member of council, officer, employee, agent, contractor or subcontractor of the Municipality; 5.1.2 without limiting the generality of s. 5.1.1, the operation, maintenance or rehabilitation of the MRN, whether negligent or otherwise; or 5.1.3 without limiting the generality of s. 5.1.1, any contravention or alleged contravention of applicable laws, statutes, regulations, by-laws, or directions of governmental or statutory authorities. 6.0 Default 6.1 Provision of funds by TransLink to the Municipality under the OMR Program is contingent upon the Municipality maintaining the functionality of the Major Road Network and undertaking the Work in accordance with the OMR Guidelines. If the municipality fails to do so, TransLink may withhold all or part of the funding provided under the OMR Program. 6.2 Withholding of funds by TransLink does not release the Municipality from its responsibility to operate, maintain and rehabilitate the MRN. 7.0 Dispute Resolution 7.1 Any dispute or controversy occurring between the parties hereto relating to the interpretation or implementation of any of the provisions of this Agreement will be resolved by arbitration, conducted by one arbitrator. The parties will agree on the arbitrator or, failing agreement, the arbitrator will be appointed in accordance with the rules of the British Columbia International Commercial Arbitration Centre. Any arbitration will be held in the City of Vancouver and conducted pursuant to the rules of procedure of the British Columbia International Commercial Arbitration Centre and the British Columbia Commercial Arbitration Act. 8.0 General 8.1 This Agreement will be governed by and construed in accordance with the laws of British Columbia and the laws of Canada. The parties consent to the exclusive jurisdiction of the courts of the Province of British Columbia. Greater Vancouver Transportation Authority Page 4 of 6 MRN Operation, Maintenance and Rehabilitation Program Agreement No. 2004-11 8.2 If any terms, covenant, or condition contained in this Agreement or the application thereof to any person or circumstance will to any extent be invalid or unenforceable, the remainder of this Agreement or the application of that term, covenant, or condition to persons or circumstances, other than those concerning which it is held invalid or unenforceable, will not be affected thereby and each term, covenant, and condition of this Agreement will be separately valid and enforceable to the fullest extent permitted by law. 8.3 Time will be of the essence under this Agreement. 8.4 The provisions contained in this Agreement and in the OMR Guidelines constitute the entire agreement between the parties and supersede all previous communications, representations, expectations, understandings and agreements, whether written or unwritten, between the parties with respect to the subject matter of this Agreement. 8.5 All notices, demands, payments or other communications required or permitted hereunder will be in writing and may be delivered prepaid, sent by facsimile or sent by prepaid first class mail. Any notice delivered will be deemed to have been given or received at the time of delivery to the address of the recipient as set out below. Any notice delivered by facsimile will be deemed to be delivered on the next day following the date of transmission thereof. Any notice mailed as aforesaid will be deemed to have been given and received on the fourth day following the date of its mailing. Any notice will be addressed as follows: To: TransLink 1600 - 4720 Kingsway Burnaby, BC, V5H 4N2 Attention: E.C. Barth, P.Eng. Manager, Roads and Bridges Facsimile No.: (604) 453-4629 To: District of Maple Ridge 11995 Haney Place Maple Ridge, BC V2X 6A9 Attention: Mr. Andrew Wood, P.Eng. Municipal Engineer Facsimile No.: (604) 467-7329 8.6 In the event there is a conflict between the terms of this Agreement and the OMR Guidelines, the terms of this Agreement will prevail. Greater Vancouver Transportation Authority Page 5 of 6 MRN Operation, Maintenance and Rehabilitation Program Agreement No. 2004-11 8.7 The Municipality may not assign this Agreement without the prior written consent of TransLink. IN WITNESS WHEREOF the parties hereto have executed this Agreement the day and year first above written. GREATER VANCOUVER TRANSPORTATION AUTHORITY (Authorized Signatory) Name, Title (Please print) DISTRICT OF MAPLE RiDGE (Authorized Signatory) Name, Title (Please print) (Authorized Signatory) Name, Title (Please print) Greater Vancouver Transportation Authority Page 6 of 6 CORPORATION OF THE DISTRICT OF MAPLE RIDGE TO: Her Worship Mayor Kathy Morse DATE: March 24, 2004 and Members of Council FILE NO: E01-035-001.2 FROM: Chief Administrative Officer ATTN: C of W SUBJECT: 2004 Big Bike Ride for Heart and Stroke Foundation of BC & Yukon EXECUTIVE SUMMARY: A request has been received from the Heart and Stroke Foundation of BC & Yukon to use Municipal Streets for the 2004 Big Bike Ride on May 7, 2004 between 10:00 AM and 7:00 PM. A copy of the request dated March 24, 2004 is attached. Authorization from Council is required in accordance with the "Maple Ridge Highway and Traffic By- law 3 136-1982" to allow the event to occur in Maple Ridge. RECOMMENDATION: THAT the Big Bike Ride for the Heart and Stroke Foundation of BC & Yukon (the organizer) be authorized to use Municipal Streets for their 2004 Big Bike Ride on May 7, 2004, between 10:00 AM and 7:00 PM, provided the conditions outlined in Schedule 'A' attached to the report dated March 24, 2004 are met. DISCUSSION: Background: From time to time the Municipality is requested to allow the use of Municipal Streets for organized events. Unless there are some unusual safety implication, approval is usually given on condition that the Municipality be indemnified against any liability for injury or damage resulting from the event. The conditions of approval of the event are attached as "Schedule A". The ride route will start at Haney Place Mall parking lot at 2251h Street. The riders will head southbound on 225th Street, westbound on Lougheed Highway, northbound on 224 th Street, loop around Haney Place Road, northbound on 224th Street, eastbound on Dewdney Trunk Road, southbound on 228 th Street, westbound on Lougheed Highway, northbound on 226 th Street, and westbound on Selkirk Ave and returning to Haney Place Mall Parking lot at 225th Street. Strategic Plan: Administrating Maple Ridge street events allows the District to manage road infrastructure and associated risks but yet allows events that promote community development, commemorate and celebrate community accomplishments and highlight Maple Ridge's natural and built features. Citizen/Customer Implications: Permission to use streets may cause some minor delays and inconveniences to other road users. However, traffic control will be provided by the Big Bike Ride volunteers. iml Governmental Implications: The road use permit establishes that the event organizer must obtain the approval of RCMP for traffic control and must notify the Fire Department and BC Ambulance Services as well as coordinate with Coast Mountain Bus Company (transit service). Business Plan Implications: The Business Plan recognizes that the District processes requests for use of municipal streets as part of its services. The financial impact of the specific road use is limited to staff processing effort. Policy Implications: Permission to use municipal streets is grantable under the District's policy practices. Alternatives: The District could refuse to permit the event to occur at this location. In this event, the organizer may have to cancel the event. However, this event has a history in this community. CONCLUSIONS: From time to time, the District is requested to allow the use of streets for various events and activities. The 2004 Big Bike Ride for the Heart and Stroke Foundation event has been held in Maple Ridge in past years. The organizers have requested permission to hold the event on District streets for 2004. Submitted by: 'drew Wood, M.Eng., P.Eng. Municipal Engineer Approved Frank Quinn, MBA, P.Eng., PMP GM: Public Works & Development Services Concurrence: J. V. (Jim) Rule CMef Administrative Officer ML! Schedule 'A' To Council Memorandum Dated March 24, 2004 2004 Big Bike Ride for Heart and Stroke Foundation of BC & Yukon Condition of Approval Approval for the event is given on condition that the organizers: provide all necessary traffic controls, parking and emergency access acceptable to the R.C.M.P., and the Corporation of the District of Maple Ridge (the Corporation); notify local Fire Department, and Ambulance Services of the event; make arrangements with Coast Mountain Bus Company (formally BC Transit) for any required rerouting of buses; advertise the event and in a local newspaper and notify all surrounding businesses of the event (a minimum of one week prior to the event date); hold and save harmless the Corporation from and against all claims, and damages arising out of or in any way connected with the event; obtain and maintain during the term of this event a comprehensive general liability insurance policy providing coverage of not less than $5,000,000.00, naming the Corporation as an additional named insured. A copy of such policy shall be delivered to the Municipal Clerk prior to the event; obtain the required permission from the Haney Place Mall to use their facilities; obtain the required permission from the Valley Fair Mall to use their facilities; refurbish all municipal infrastructure to an equal or better condition than that which existed prior to the event, all within 24 hours of the completed event, to the satisfaction of the Corporation; obtain any necessary noise relaxation permit from Licenses, Permits & By-Laws Department; must maintain access for emergency services to the closure area at all times. The Corporation of District of Maple Ridge reserves the right to withdraw this permission to use Municipal Streets should the organizers fail to comply with the above requirements. Chief Administrative Officer Mar4. LUU 4 1 LDM heart & 6 troe ounaation INO.OD j V. I/L FAX COVER SHEET Heart and Stroke Foundation of B.C. & Yukon TO: Mathew Li, Engineering Dept. DATE: March 24, 2004 COMPANY: District of Maple Ridge FAX: 604-467-7425 FROM: Deanna Stanhope, Special Events Coordinator SUBJECT: Big Bike Ride 2004 # OF PAGES (INCLUDiNG COVER SHEET): 2 E Urgent 1^ 1 For Action I X I For Information 1023 Austin Avenue Coquitlam, B.C. V3K 3N9 Tel: (604) 939 3343 Fax: (604) 939 3350 E For File Hi Mathew, Please find attached a revised, proposed route for our Big Bike ride, which will be May 7, 2004. I hope this will be acceptable. Please do not hesitate to call myself, or Laurie Ross, our Area Manager, if there are any confi icts with the revised route. Thanks for your assistance. HMT ac. 1UI(oN Fin ding answers. For Jile. ia r . L4. LUU 4 I uvvI m ea ri i r OK e ou n a a i IOfl INO L DO j LI L tip HEART AND STROKE IOUNDAflON OF B.C. & YUKON Finding answers. For life. March 24, 2004 Corporation of the District of Maple Ridge 11995 Baney Place Maple Ridge, BC V2X 6A9 Fax: 467-7425 Attention: Mathew Li, Engineering Department spa I D Re: 2004 ig Bike ' Ride Dear Mathew: COQUTLAM OFFICE I am writing to request permission for a fundraising event to take place in Maple Ridge on Friday, 1023 Austri Avenue May 7, 2003. This event involves our thirtyseat Big Bike and we hope to have several teams ridIng V3K3N9 ' the Big BIkeTM from early morning to mid-afternoon, We will approach the RCMP Auxiliary to 1 604 939-3343 provide a pilot car following behind each ride, but if this is not possible we will provide our own pilot F 604 939-3350 car. CHAIR We will require the necessary Form A for approval by the RCMF. Notice of the event will be sent to Ed K ry the Fire Department, Ambulance and Coast Mountain 8us Company. The certificate of insurance has CHIEF EXECUTIVE OFFICER been ordered and will be forwarded to you as soon as it is ready. Please find the revised Eoute as R F Bobba Wood, M A follows: Route Description: Start at Valley Fair Mall parking lot Proceeding right on Lougheed Highway Turn right onto 226 Street - Turn left onto Selkirk Avenue Through Haney Place Mall parking lot Turn right onto 224 Street Turn right onto flaney Place Turn right back onto 224 Street Turn right onto bewdney Trunk Road Turn right onto 228 Street Turn right into Valley Fair Mall parking lot to finish at the starting point (bA'V' This has become an extremely successful fu.ndraising event in the province of BC and hai had the very generous support of the community. We look forward to your continued support. If you have any questions or require additional information, please do not hesitate to call me. Sincerely, Deanna Stanhope Special Events CoordinatorTri-Cities/.Fraser Valley Area rleart and Stroke Foundation .ofBC & Yukon Phone (604) 939-3343 Email: events_tri@hsf.bc.ca Know the signs of a Heart Attack and Stroke rati 'rr%II E; I QjaQ UCE iirr 14 A ll 'S ..'..' •-_ ..__ - REGIONAL OFFICES COQUITLAM 604 939-5343 KAMLOOPS 250 372-3938 KR 10 W NA 250 860.6275 NANAIMO 250 754-5274 NORTh VANCOUVER 604 983-8492 PRINCE OEORGE 250 5628611 RICHMOND 604 2797130 SURREY 604 591-1955 VANCOUVER 604 3O7354 VICTORIA 250 382-4035 PROVINCIAL OFFICE 1212 West Broadway Vaocouver, BC V6H 3V2 T 604 736-4404 F 604 736-8732 CORPORATION OF THE DISTRICT OF MAPLE RIDGE TO: Her Worship Mayor Kathy Morse DATE: March 8, 2004 and Members of Council FILE NO: E01-035-001.2 FROM: Chief Administrative Officer ATTN: C of W SUBJECT: 2004 Race the Ridge Bike Festival EXECUTIVE SUMMARY: A request has been received from Crosstrails Adventures of B.C. to use Municipal Streets for the 2004 Race the Ridge bike festival on April 17, 2004 between 2:00 PM and 8:00 PM, as well on April 18, 2004 between 10:00 AM and 4:00 PM. A copy of the request dated February 16, 2004 is attached. Authorization from Council is required in accordance with the "Maple Ridge Highway and Traffic By- law 3136-1982" to allow the event to occur in Maple Ridge. RECOMMENDATION: THAT the Crosstrails Adventures of BC (the organizer) be authorized to use Municipal Streets for their second annual 2004 Race the Ridge on April 17 between 2:00 PM and 8:00 PM, as well on April 18, 2004 between 10:00 AM and 4:00 PM, provided the conditions of Schedule 'A' attached to this report dated March 8, 2004 are met. DISCUSSION: (a) Background: From time to time the District is requested to allow the use of Municipal Streets for organized events. Unless there are some unusual safety implication, approval is usually given on condition that the District be indemnified against any liability for injury or damage resulting from the event. The conditions of approval of the event are attached as "Schedule A". There are three venues for 2004 Race the Ridge Bike Festival. The three venues are as follows: Round Time April 17 from 10 AM to 2 PM The time trial route event takes place in the District of Pitt lvi eadows. Event organizers have been informed that they need to obtai.n the required permits from Pitt Meadows. Road Criterium April 17 from 2 PM to 8 PM - The route for the Road Criterium starts on McIntosh Avenue between 224 Street and 223 Street. Cyclists will travel eastbound on McIntosh Avenue crossing 224 Street into Haney Place Plaza circling the plaza. From the plaza, cyclists will head left on 224 Street and then quick right onto 119 Avenue westbound towards 223 Street. From 119 Avenue they will turn right on 223 Street back to McIntosh Avenue to complete a loop. This event will require the closure of Haney Place Plaza to vehicle traffic and is being reviewed by the Parks and Leisure Services Department, as it will require closure of Haney Place Road. qoc 3. Cross Country Race April 18 from 10 am to 4 PM - The route for the Cross Country Race starts at 232 Street from Maple Ridge Park. Cyclists will travel northbound on 232 Street towards the Silver Valley Road. Traffic control will be place at 232 Street and Silver Valley Road to guide cyclists to the UBC Research Forest. From the UBC demonstration forest, cyclists will ioop back returning to the start/finish at 232 Street and Maple Ridge Park. A part of the event is reliant on the road conditions within the UBC Research Forest, should there be any road washouts, this part of the race will be cancelled. The Event organizers have been informed that permission is required from UBC Research Forest, Maple Ridge Parks and Leisure Services. Strategic Plan: Administrating Maple Ridge street events allows the District to manage road infrastructure and associated risks but yet allows events that promote community development, commemorate and celebrate community accomplishments and highlight Maple Ridge's natural and built features. Citizen/Customer Implications: Permission to use streets may cause some minor delays and inconveniences to other road users. However, traffic control will be provided by the Race the Ridge volunteers. Governmental Implications: The road use permit establishes that the event organizer must obtain the approval of RCMP for traffic control and must notify the Fire Department and BC Ambulance Services as well as coordinate with Coast Mountain Bus Company (transit service). Business Plan Implications: The Business Plan recognizes that the District processes requests for use of municipal streets as part of its services. The financial impact of the specific road use is limited to staff processing effort. (0 Policy Implications: Permission to use municipal streets is grantable under the District's policy practices. (g=)Alternati.ves: The District could refuse to permit the event to occur at this location. In this event, the organizer may have to cancel the event. CONCLUSIONS: From time to time, the District is requested to allow the use of streets for various events and activities. The Race the Ridge bike festival has been held successfully last year and the organizers have requested permission to hold the second annual "Race the Ridge" event on Districtstreets for 2004. Submitted by: Andrew Wood, M.Eng., P.Eng. Approved by: /Frank Quinn, MBA, P.Eng., PMP GM: Public Works & Development Services Concurrence: J. IJ. (Jim) Rule Chief Administrative Officer ML/mi Schedule 'A' To Council Memorandum Dated March 8, 2004 2004 Race the Ridge Bike Festival Condition of Approval Approval for the event is given on condition that the organizers: provide all necessary traffic controls, parking and emergency access acceptable to the R.C.M.P., and the Corporation of the District of Maple Ridge (the Corporation); notify local Fire Department, and Ambulance Services of the event; make arrangements with Coast Mountain Bus Company for any required rerouting of buses; advertise the event and in a local newspaper and notify all surrounding businesses and residents of the event (a minimum of one week prior to the event date); make arrangement for all surrounding businesses and residents for access purpose during the event. A time interval schedule of closure and permitted vehicular access during the event for resident wishing to access their property; hold and save harmless .the Corporation from and against all claims, and damages arising out of or in any way connected with the event; obtain and maintain during the term of this event a comprehensive general liability insurance policy providing coverage of not less than $5,000,000.00, naming the Corporation as an additional named insured. A copy of such policy shall be delivered to the Municipal Clerk prior to the event; obtain the required permission from: • UBC Research Forest; • the District of Pitt Meadows; • Ridge Meadows Parks and Leisure Services. refurbish all municipal infrastructure to an equal or better condition than that which existed prior to the event, all within 24 hours of the completed event, to the satisfaction of the Corporation;- obtain any necessary noise relaxation permit from Licenses, Permits & By-Laws Department; must maintain access for emergency services to the closure area at all times. The Corporation of District of Maple Ridge reserves the right to withdraw this permission to use Municipal Streets should the organizers fail to comply with the above requirements. Chief Administrative Officer Crosstrails Adventures of BC 22459 132nd Avenue Maple Ridge, BC V4R 2P6 604-467-8577 borry@crosstrailsadventures.com www.MountairiBikeRides.com February 16, 2004 Maple Ridge Engineering bepartment Pitt Meadows Engineering bepartment RCMP Translink Fire bepartment Ambulance Service Thank you for your support for our 2003 ttRace The Ridget' bike festival. We will again be hosting this event in the Maple Ridge and Pitt Meadows area on April 17 and 18. We would like to inform you of our proposed road closures and traffic control areas. We will provide a letter to local residents and business that may be affected by the event. Below is a list of the dates and the times of our road uses. Please match the numbers to the adjoining maps. April 171h - 9 am to 2 pm - Traffic control on Harris Road and Neaves Road between bewdney Trunk Rd. and McNeil Road and on McNeil Road and bewndey Trunk Road between Neoves and Harris Road. This will be for a Road Time Trial April 17 - 2 pm to 8 pm - To close 1191i Ave and McIntosh Ave. between 2241h and 223' Street and to close 223rd and 224 th Street between McIntosh and 119 w' Ave. We would also like to use the ring loop which circle the band stand / memorial park area. This will be for a Road Criterium on April 201h between 2 pm and 8 pm. April 18 - 10 am to 4 pm - Traffic control on 232 n1 street and Silver Valley Road (North of Maple Ridge Park). These will be used in our cross country race. This course may not be used due to road wash-outs in UBC Research Forest. I would be glad to sit down and discuss this in more detail with you. Please call me if you require more information. ....... ENNEEP.1IG l DT Crosstrails / Race The Ridge L.\ 4 FEB 1 9 2004 t. To . FORM 'A' oc.1 Details of the Event Date:47 I Contact Person:vv1 L>,c-+€,- Phone467—c?7_Fax___________ Details: Sketch of Traffic Control Plan: IFF . 19AIe - 204S)2C& - - LEJ McL, -toi AI IN —Ot.J-'f TItLAJ - RCMP concurrence for the proposed Traffic Control Plan The following agencies have been advised and acknowledge the event:/ 1IC c Li ec Ridge-Meadows R.C.M.R BC Transit_______________________ MAR 182004 Fire Department Ambulance Services_________________ Other____________________________ - / I- \MI '- I-. ' RDC ADO BK ROU CYCliNG CAPITALS OF B.C.! PROFESSSAUL MACGIll L IV _ . V V .._) L_ L. ...) HAG CYCUNG ENTHUSMSTS HAVE BEEN CODING HOlE FOR HORS, FOR SOME OF IRE BEST GlOATS IN lYlE LOBED UNTO_INS. BUT YOU DRIFT NAVE ID BE N DIPEWENCEI) CICCIST ID ENIOT OUR TREMENDOUS CYCliNG OPPDRTUNIOES. VOU'U. LOVE OAR NEIWORK Of BUYEr, BELL-PAWS DDOS. SCOUR SYKES 'MID SPECTACULAR PARES. ACCESGOLE FROM MIllIVOlT IN N POT MEAGOWS ADO MAPLE BlOKE HEAt LA GREAT ROB LEGEND I FEAT EXCELLENT - NI WRY GOOD - ACCEPTABLE Tpm. BOARDS U.B.C. RESEARCH PROViNCIAL PARK FOREST (ALOUCTIE LACE) 1511W IIMIRNI OR 1 llTST,GO Ic J RL CYCUNG -NOTE:THE DiKES ABE (IjY3 , (lYRE ACCESS POINT MAPLE RIDGE UMGFAL PARK HOSPITAL MUNICIEPAALDOCWESNTRE INFORMATION BQ / TO PITT LANE & SHOOT NARROWS REGIONAL PARK. OTT - --- suff AIRPORT See AckU i;), frt\e. ,.lSJs I4rI For More Information Call: (604) 465-2452 or (604) 467-7322 TO LANGLEY ROE & SURREY — TO MISSIC CORPORATION OF THE DISTRICT OF MAPLE RIDGE TO: Her Worship Mayor Kathy Morse DATE: March 10, 2004 and Members of Council FILE NO: E01-035-001.5 FROM: Chief Administrative Officer ATTN: C of W SUBJECT: Ridge Meadows Hospital Foundation Fund Run EXECUTIVE SUMMARY: The Ridge Meadows Hospital Foundation is requesting from Council permission to use Municipal Streets for the First Annual Maple Ridge Meadows Hospital Fund Run on Sunday, June 13, 2004 from approximately 8:00AM to 10:30AM. Authorization from Council is required in accordance with the "Maple Ridge Highway and Traffic By- law 3 136-1982" to allow the event to occur in Maple Ridge RECOMMENDATION: THAT Ridge Meadows Hospital Foundation (the organizer) be authorized to use Municipal Streets on Sunday, June 13, 2004 from 8:00 AM to 10:30 AM for the Ridge Meadows Hospital Foundation Fund Run, provided the conditions outlined in Schedule 'A' attached to the report dated March 10, 2004 are met. DISCUSSION: a) Background Context: From time to time the District is requested to allow the use of Municipal Streets for organized events. Unless there are some unusual safety implications, approval is usually given on condition that the District be indemnified against any liability for injury or damage resulting from the event. The conditions of approval of the event are attached as "Schedule A". According to the request, there are two venues: a 10 kilometer run and a 5 kilometer run. The event starts in the Winner's parking lot at 8:00 AM on Sunday, June 13, 2004. The runners will enter Dewdney Trunk Road (DTR) via the parking lot at the north entrance. Traffic will be divertedlcontrolled at the entrance to and including the intersection at 207 Street and DTR. Runners will then travel westbound on DTR until 203 Street. Marshals will be posted along DTR to ensure runners stay on the sldewaik and westbound curb lane from 201 Street to 203 street. Runners will then travel northbound on 203 Street until 132 Avenue. Marshals will be positioned at 203 Street and 132 Avenue to assist runners crossing to the north side of 132 Avenue. Runners will then proceed eastbound on 132 Avenue to Neaves Road. Marshals will be positioned at Neaves Road and 132 Avenue to ensure runners run on the east side of Neaves Road heading northbound towards the dykes. A Marshal will be in position at the dyke to assist runners crossing Neaves Road. Runners will then proceed eastbound on the dykes to 128 Avenue and Laity Street. Here marshals will be positioned at 128 Avenue and Laity Street to guide runners south on Laity Street. The runners will travel southbound on Laity Street to DTR, where a marshal will guide runners westbound on DTR on the north-side sidewalk. Marshals again at the north entrance at the intersection of 207 Street and DTR will guide the runners to the finish line located by the White Spot Restaurant where the run will end. The run is expected to take approximately 2 hours and the event is scheduled to end by 10:30 AM. ?06 Strategic Plan: Permitting of Maple Ridge street events promotes community development and often highlights Maple Ridge's natural and built features. Citizen/Customer Implications: Permission to use streets may cause some delays and inconveniences to other road users. However, traffic control will be provided by the event organizers. Governmental Implications: The road use permit establishes that the event organizer must obtain the approval of RCMP, for traffic control and must notify the Fire Department and BC Ambulance Services as well as Coordinate with Coast Mountain Bus Company (transit service) on any rerouting requirements. Business Plan/Financial Implications: The Business Plan recognizes that the District processes requests for use of municipal streets as part of its services. The financial impact of the specific road use is limited to staff processing effort. 0 Policy Implications: Permission to use municipal streets is grantable under the District's policy practices. g) Alternatives: The District could refuse to permit the run to occur. In this event, the organizer would have to cancel the run. CONCLUSIONS: From time to time, the District is requested to allow the use of streets for various events and activities. The Ridge Meadows Hospital Foundation Fund Run is requesting from Council, permission to hold the first annual "Ridge Meadows Hospital Foundation Fund Run" event on District streets for 2004. Submitted by: Andrew Wood, M.Eng.,P.Eng. Municipal Engineer xZ2'. , Approved by: prank Quinn, MBA, P.Eng., PMP General Manager: Public Works & Development Services Administrative Officer ML/mi Schedule 'A' To Council Memorandum Dated March 10, 2004 Ridge Meadows Fund Run Condition of Approval Approval for the event is given on condition that the organizers: provide all necessary traffic controls, parking and emergency access acceptable to the R.C.M.P., and the District of Maple Ridge; notify local Fire Department, and Ambulance Services of the event; obtain any required permits from the District of Maple Ridge Parks and Leisure Services Department for park facility use; make arrangements with Coast Mountain Bus Company for any required rerouting of buses; advertise the event in a local newspaper and notify all surrounding businesses of the event (a minimum of one week prior to the event date); hold and save harmless the Corporation from and against all claims, and damages arising out of or in any way connected with the event; obtain and maintain during the term of this event a comprehensive general liability insurance policy providing coverage of not less than $5,000,000.00, naming the Corporation as an additional named insured. A copy of such policy shall be delivered to the Corporation prior to the event; refurbish all municipal infrastructure to an equal or better condition than that which existed prior to the event, all within 24 hours of the completed event, to the satisfaction of the District of Maple Ridge; 10. obtain any necessary noise relaxation permit for Licenses, Permits & By-Laws department. The Corporation of District of Maple Ridge reserves the right to withdraw this permission to use Municipal Streets should the organizers fail to comply with the above requirements. Chief Administrative Officer Katherine Alexander. CFP #140-22470 Dewdnev Trunk Rd. Maple Ridge, BC V2X 5Z Bus: (604) 467-8707 Fax: (604)467-8189 e-mail: Katherine.alexander@investorsgroup.com M To: Matthew Li From: Katherine Alexander Date: 3/9/2004 Re: RMFIF Fund Run June 13, 2004 Hello Matthew; Attached are the documents that you require to prepare a report for Council to consider approving this charity run. The Ridge Meadows Hospital Foundation is currently obtaining insurance for this run & will provide the certificate of insurance as soon as possible. If you have any questions or concerns, please do not hesitate to call. Thanks for all of your time on this, Regards. Katherine 11666 Laity Street Mr. Matthew Li Engineering Department Maple Ridge Corporation of the District of Maple Ridge British Columbia 11995 Haney Place Maple Ridge. BC V2X 6A9 Canada V2X 7G5 Dear Mr. Li: Tel: (6041 463-1822 On June 13th. 2004 the Ridge Meadows Hospital Foundation will be holding its first aimual Fund Run. The Ridge Meadows Hospital Fax: (6041 463-1888 Foundation strives to enhance the quality of health care at Ridge Meadows Hospital and the health services area of Maple Ridge and Pitt Meadows by creating opportunities for giving. Please find enclosed our request for approval for the Fund Run. We are aware of the next council workshop being held on the 15th of March and ask that this request be considered at this time. Please find enclosed the traffic control proposal complete with RCMP approval, and a map outlining the run route. If you have any questions or concerns please do not hesitate to contact me at (604) 467-8707 or the Foundation office at (604) 463-1822. Sincerely, Kath/ine Alexander ,77Run Committee Chair FORM 'A' Eyh, b-i- 11666 Laity Street Details of the Event 2 Maple Ridge 5 Feb 2004 Date: qoL British Columbia Canada V2X 1GS Contact Person: Katherine Alexander Phone: 467-8707 Fax: 467-8189 Details: 1 OK/5K Run starts at Winner's parking lot at 8:30 am on Tel: (604) 463-1822 Sunday, June 13, 2004. The runners enter Dewdney Trunk Road (DTR) via the parking lot at the north entrance. Traffic will be Fax: (604) 463 888 diverted/controlled at the entrance to and including the intersection at 207th/and DTR. Expectation of traffic being affected at this intersection is 5 minutes. Runners travel westbound on DTR until 203r6 Street. We will have marshals all along DTR to ensure runners stay on the sidewalk & curb westbound lane along DTR. Runners then travel north bound on 203rd until 132x1. Marshals will be positioned at 203rd & 132' to control crossing of the runners at 132nd Runners run on north side of 132 °°', heading eastbound. Marshals will be positioned at Neaves Road & 132'' to ensure runners run on the east side of Neaves Road heading northbound to dykes. A Marshal will be in position at the dyke to assist runners crossing Neaves Road. Marshis will be positioned at 128th & Laity to guide runners south on Laity Street. Marshal will be at Laity Street & DTR to guide runners westbound on DTR on north-side sidewalk. We will have marshals again at the north entrance of Winners & at the intersection of 207th & DTR. Runners will be guided by Marshals to the White Spot Restaurant where the run will end. Expectation of the run is approximately 2 hours, end time 10:30 am. 12 Marshals minimum requirement 1 Police Officer -minimum to operate on the route and ensure RCMP concurrence for the proposed Traffic Control Plan 02,27/2004. 12:15 FAX 6044678189 INVESTORS GROUP 14 --: .;1;M Q 467 /i • FORM 'A' jllQLthevet Date: - 'p5, cp_ Contact Person: _PhOfl4D b. Li7--/2q )~~03Fax Atcar) cier PetaUs: Sketchof Trffjc Control Plan: / The following agencies have been advijd and acknowledge the event: RIdYe.MeadORCMP - MAR 22004 i-;-€: VCTf - (7 i k-& cLC5li17 (cp. +r '( tive 1IL BC Transit___________ Fire Department____________________ Ambulance Services Other. FEB. 4.004 j:24 \ri A w l,. OLD DE'WON' TRUNK ROAD sce! 1 132 AVE. I 4 12E AVE. NCRTh = C rur an nrtr' se CIA — a) ~ PP.DEWDN run cinrtart .Lstart!flnisb W-41TESPQ" TRUNK RID.I ISF - cf) - PLLIPL.TEU 10:31 FAX 780 484 5727 LLOyD SADD 484 5727 iiooi FAX COVER SHEET LLOYD SADD INSURANCE LTD. 17409-107 Avenue Edmonton, AB T5S 1E5 Phone: 780-483-4544 Iax: 780-484-5727 TO: Maple Ridge City! - FROM: Christy Sichkaryk ATT: Mr. Mattwe U - Engineering Dept, PAGES INCLUDINGCOVER: 2 FAX NUMBER: (604) t.1(F DATE: March 11, 2004 RE: Running Room Canada Inc. - - Attached, please find a certificate of insurance for the 18t Annual Ridge Meadows Hospital Fun Runto beheld onJune 13, 2004. Trusting all is found to be in order. ICVED N ENGNEE' AR 11 2004 Regards, CC: Liz Britton Fax: 443-6433 03/1 j.r 10:31 FAX 780 484 5727 LLOYD SADD 484 5727 lJ 002 CERTIFICATE OF iNSURANCE March 11, 2004 Certificate Holder: Maple Ridge City Corporation Corporation of the District of Maple Ridge 11995 Haney Place Maple Ridge BC V2X 6A9 RE: 1 Annual Ridge Meadows Hos_pital Fun Run—June 13, 2004 - INSURED: BROKER; Edmonton Running Room Ltd. Uoyd Sadd Insurance Ltd. 9750 -47 Avenue 17409 - 107 Avenue Edmonton, AB T6E 5P3 Edmonton, AB T5S I E5 This certificate Is issued as a matter of information only and confers no rights upon the certificate holder. This certificate does not amend, extend or alter the coverage afforded by the policies below. COMPANIES AFFORDING COVERAGE: - Company Letter uAn All Sport insurance Marketing Company Letter B" Company Letter "C' CO - TYPE OF INSURANCE POUCY EFFECTIVE EXPIRY - - LIMIT LTR - NUMBER DATE DATE GENERAL LIABILITY A Commercial General Liability AS3051 08/30103 08/30104 $5,000.000 - includes participant coverage for running clubs, clinics & events, excluding marathons Re: Cornpensive ciherat Liability Policy Number AS3051, itis hby understood and agreed that Maple Ridge City Corporation is added as an additional insured, but only with respect to liability arising from operations of the Named Insured. CANCELLATiON Should any of the above described policies be cancelled before the expiration date thereof, the issuing company will endeavor to mall nil days written notice to the certificate holder named above, but failure to mail such notice shall impose no obligation or liability of any kind upon the company, it's agents or representative. LLOYD SAUD INSURANCE LTD. per: A lIrwri-r-a dd NStroup - INVESTORS nvestors GROUP FINANCIAL SERVICES INC. 1G. INSURANCE SERVICES INC. * #140 - 22470 DEWDNEY TRUNK ROAD, MAPLE RIDGE, BC V2X 5Z6 PH. (604) 467-8707 FAX (604) 467-8189 kathenne.aIexander@investorsgroup.com KATHERINE ALEXANDER, CFP AMk Senior Account Consultant CFP March 19, 2004 Mr. Matthew Li Engineering Department Corporation of the District of Maple Ridge 11995 Haney Place Maple Ridge. BC V2X 6A9 Re: June 13, 2004 Ridge Meadows Hospital Fund Run. Dear Mr. Li; Further to our correspondence enclosed, please find a copy of the 'Certificate of Insurance'. if you have any questions, please do not hesitate to contact me at (604)467-8707 or the Foundation office at (604)463-1822. Sincerely, LL/ 61 Katherirje Alexander RMHF lund Run Committee Chair LICENSE SPONSORED BY THE GREAT-WEST LIFE ASSURANCE COMPANY 03,11R.19.2e041212:05pM 780RM HOSP.DN1IN LLOYD SADD 484 5727 NO.I19 P.L'a 002 CERTIFICATE OF INSURANCE March 18, 2004 Certificate Holders. Fidgo Meadcws HospItal Foundation 11666 Laity Street Maple Ridge, BC V2X705 Maple Ridge City Corporation Corporation of the District of Maple Ridge 11995 Haney Place Maple Ridge. BC V2X 6A9 uacun Pacific Properties Ltd. SuIts 730, 475 West Georsia Vancouver, BC V6C ZL3 RE: June 1, 2004 RIdge Meadowa Hoapital Fun Run lNSUREI: BROKERt Edmonton Running Room Ltd. Lloyd Sadd insurance Ltd. 9750 47 Avenue 17409- 107 Avenue Edmonton, AB TGE 5p3 Edmonton, AB T5S I E This certificate is issued as a matter of information only and Conters no rights upon the certificate holder. This rttfloate does not amend, extend or alter the coverage afforded by the policies below. COMPANIES AFFORDING COVERAGE; Company Letter A" All Sport insurance Marketing Company Letter "p7 Company Letter C' Co - TYPE OF INSURANCE POLICY - EFFECTIVE EXPIRY UMIT LTR NUMBER - DATE DATE GENERAL LIABILITY A Commercial General Liability AS3051 08/30/03 08/30/04 $5M00,000 - includes particloant coverage for running clubs, clinics & events, excluding marathons i: Comprehensive General Liability Pôii' Number AS3051, it is hereby understood and agreed that Ridge Meadows Hospital Foundtton, Maple Ridge City Corporation and Seaeort Pacific Properties Ltd are added as additional Irisureds, but only with respect to liability arising from operations of the Named insured. CANCELLATION Should any of the above described policies be cancelled before the ecpiration date thereof, the issuing company will erideavorto mail nil days written notice to the certificate holder nmcd above, but failure to mail si.rch notice shall impose no obligation or liablilty of any kind upon the company, Wa agents or representative. LLOYQ.SAD __ D INSURANCE LTD. per: _ CORPORATION OF THE DISTRICT OF MAPLE RIDGE TO: Her Worship Mayor Kathy Morse DATE: March 3, 2004 and Members of Council FILE NO: E01-035-001.2 FROM: Chief Administrative Officer ATTN: C of W SUBJECT: Walk a Mile for Mental Health EXECUTIVE SUMMARY: A request has been received from the Rainbow Club to use Municipal Sidewalks and Streets for their 7th annual "Walk a Mile for Mental Health" on Friday May 7 th, 2004. Authorization from Council is required in accordance with the "Maple Ridge Highway and Traffic By- law 3 136-1982" to allow the event to occur in Maple Ridge. RECOMMENDATION: THAT Rainbow club (the organizer) be authorized to use the required sidewalks and streets on Friday May 7, 2004 for their 71h annual "Walk a Mile for Mental Health" provided the conditions outlined in the report dated March 3, 2004 are met. DISCUSSION: a) Background Context: From time to time the Municipality is requested to allow the use of Municipal Streets for organized events. Unless there are some unusual safety implication, approval is usually given on condition that the Municipality be indemnified against any liability for injury or damage resulting from the event. The conditions of approval of the event are attached as "Schedule A". Form "A" shows the proposed route. The Rainbow Club is requesting permission to use Municipal Streets and Sidewalks for their 7th annual "Walk-A-Mile for Mental Health". The walkers will gather at the 'Legend of the Beast, Clock Tower' located on Dewdney Trunk Road west of Edge Street, and walk west towards 224 Street, south on 224 Street, east on Lougheed Highway, north on 228 Street and finish at the Community Service Facility located at 11907-228 Street. b)DesiredOutcome: The purpose of this report is to obtain, on behalf of the organizers, Council approval to hold the event. c) Strategic Alignment: Administrating Maple Ridge street events allows the District to manage road infrastructure and associated risks but yet allows events that promote community development, commemorate and celebrate community accomplishments and highlight Maple Ridge's natural and built features. ¶o7 Citizen/Customer Implications: Permission to use streets may cause some minor delays and inconveniences to other road users. However, traffic control will be provided by the Rainbow Club volunteers to insure safety and minimize disruption. Interdepartmental/Governmental Implications: The road use permit establishes that the event organizer must obtain the approval of RCMP for traffic control (attached) and must notify the Fire Department and BC Ambulance Services as well as coordinate with Coast Mountain Bus Company (transit service). t) Business Plan Implications: The Business Plan recognizes that the District processes requests for use of municipal streets as part of its services. The financial impact of the specific road use is limited to staff processing effort. Policy Implications: Permission to use municipal streets is grantable under the District's policy practices. Alternatives: The District could refuse to permit the event to occur at this location. In this event, the organizer may have to cancel the event. CONCLUSION: From time to time, the District is requested to allow the use of streets for various events and activities. The "Walk-a-Mile for Mental Health" has been held for the past 6 years and the organizers have requested permission to hold the event on District streets for 2004. Submitted by.• Andew Wood, M.Eng.,P.Eng. Municipal Engineer Approvedly: Frank Quinn, MBA, P.Eng., PMP GM: Public Works & Development Services Concurrence: .1/ I. (Ji) Rule 4jhief Administrative Officer AW/mi Schedule 'A' To Council Memorandum Dated March 3, 2004 Seventh Annual "Walk-A-Mile" for Mental Health Condition of Approval Approval for the event is given on condition that the organizers: provide all necessary traffic controls, parking and emergency access acceptable to the R.C.M.P., and the Corporation of the District of Maple Ridge (the Corporation); notify local Fire Department, and Ambulance Services of the event; make arrangements with Coast Mountain Bus Company (formally BC Transit) for any required rerouting of buses; advertise the event and in a local newspaper and notify all surrounding businesses of the event (a minimum of one week prior to the event date); hold and save harmless the Corporation from and against all claims, and damages arising out of or in any way connected with the event; obtain and maintain during the term of this event a comprehensive general liability insurance policy providing coverage of not less than $5,000,000.00, naming the Corporation as an additional named insured. A copy of such policy shall be delivered to the Municipal Clerk prior to the event; refurbish all municipal infrastructure to an equal or better condition than that which existed prior to the event, all within 24 hours of the completed event, to the satisfaction of the Corporation; must maintain access for emergency services to the closure area at all times. That no alcohol be consumed on public facilities during this event. The Corporation of District of Maple Ridge reserves the right to withdraw this permission to use Municipal Streets should the organizers fail to comply with the above requirements. Chief Administrative Officer FROM : Panasonic FAX SYSTEM PHONE NO. Feb. 27 2004 04:38pM P1 i:tt O 0 3S —001 Rainbow Club MApLE Ridq/Piii MEAdOWS C0MMUN1iY SERVICES 11907_228th Street Maple Ridge, BC V2X 8G8 (604) 467.0544 Fax: (604) 467.0543 Email: rclub@comservice.bc.ca FACSIMILE TRANSMITTAL TO: ATTENTION: FROM:' DATEITI'M E: FAX NUMBER: # OF PAGES: CLDc4-. 4kc .74-5 3-. \(\çj-. e - Disclosure of Personal Information Personal information contained in this document(s) is confidential and its collection, use and disclosure is governed bythe.provisionsof.the Personal Information Protection Act (PIPA). Failure to comply with the requirements of PIPA may result in the issuance of an order compelling compliance, penalties, and a claim for damages by the person whose infoimation is provided. As such, the personi information in this document(s) is provided to you on the following express conditions: that you will not use it for any purpose other than specified; that you will not disclose It, either orally or in written, to any other i5arty whatsoever, unless authorized by law or with the express written consent of Maple Ridge/Pitt Meadows Community Services (MRPMCS); that you will employ reasonable security arrangements to prevent unauthorized access, collection, use, disclosure; copying, modification or disposal of the information; and that you will remove any personal identifiers or destroy this document as soon as it is reasonable to assume that the retention of the information is no longer necessary for legal or business purposes. It for any reason, you are unwilling or unable to comply with the above conditions, please return this document(s) to MRPMCS immediately, ft docs/admin/faxcoversheet/sw Updated: February 2004 FROM : Panasonic FAX SYSTEM PHONE NO. : Feb. 27 2004 04:39pM P2 IF ro erable individuals arlc:i families to reali2e their poteniaI and achieve a level of .elf-reliance." MAplE RIdq€/Prr MEAdows COMMUN11Y SERVICES Michael Erig, Engineering Department Corporation of the District Maple Ridge 11995 Haney Place Maple Ridge, BC V2X 6A9 February 27, 2004 Dear Michael Eng: I am writing to you from the Rainbow Club, which is operated by the Maple Ridge/Pitt Meadows Community Services. We are non-profit organization that services adults with chronic mental illness. We would like to request use of municipal sidewalks and streets on Friday May 7, 2004. We will be holding our 7th Annual Walk-a-Mile for Mental Health Awareness. The event is scheduled to begin at the Horse Clock at 11:00 am. We will be taking all the necessary traffic and safety precautions, including crossing guards at each crossing. Wewill be walking on the sidewalk and will not be interfering with traffic on the roads. Please feel free to call me if you have any questions at 604.467.0544. Sincerely, Kristy Shannon Mental Health Facilitator Rainbow Club 0 ................. A 4nIAd W ombA, A9o1cy MpIe Ridge/Pitt Meadows Community Servic 11907-228th Street, MipIe Ridge.BC V2X 8GB T 604 467,6911 F 604 692.6337 www.comservice.bc.c PHONE NO. : Feb. 27 204 04:39pM RCMP IUDGE MEADOWS ioO1 PHONE NO. : Feb. 17 24 .-3PM FROM : Panasonic FAX SYSTEM 02/2/2004 11:19 FAX 604 467 763.3 FROM : Par,aSr't PX SySTEM FORM 'A' Detailsof the Event Date::_F I7çO44- - Contact Person:K9Q Phone -°Faxi7 Skotehof Traffic Control Plan: crr . L '- x- CA CAc I 4 LO ec \--'rj RCMP concurrence for the propozed Traffic CcntrcI Plan Thjtorvin agnci&' have been advised and qr'(d he ever; %C.M.R BC Transii FEB 25 2004r Fire Departrnert_ - -- Ambulance Services Other -- A/0-0/ CORPORATION OF THE DISTRICT OF MAPLE RIDGE TO: Her Worship Mayor Kathy Morse DATE: Mar.8, 2004 and Members of Council FILE NO: FROM: Chief Administrative Officer ATTN: SUBJECT: Disbursements for the month ended February 29, 2004 EXECUTIVE SUMMARY: 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. Expenditure details are available to any Council member for review in the Finance Department. RECOMMENDATION: That the "disbursements as listed below for the month ended February 29, 2004 now be approved" GENERAL $ 3,414,899 PAYROLL $ 826,206 $ 4,241,105 DISCUSSION: Background Context: The adoption of the Five Year Consolidated Financial Plan has appropriated funds and provided authorization for expenditures to deliver municipal services. The disbursements are for expenditures that are provided in the financial plan. Citizen/Customer Implications: The citizens of Maple Ridge are informed on a routine monthly basis of flnancial disbursements. Business Plan I Financial Implications: The municipality has placed a deposit of $100,000 to purchase the courthouse for $1.65 million. The 2004 Liability Insurance Assessment is $389,856. This compares to $323,760 for 2003. The deductible is $100,000 for both years. 13/ d) Policy Implications: Approval of the disbursements by Council is in keeping with corporate governance practice. CONCLUSIONS: The disbursements for the month ended February 29, 2004 have been reviewed and are in order. Prepared by: Bernice Carstensen Accounting Clerk II Approved by: Jacob Sorba, CGA Director of Finance Approved by: ill, BBA, CGA GM - Corporate & Financial Services (oncurr/nce.. J.L. (Jim) Rule Chief Administrative Officer be V CORPORATION OF THE DISTRICT OF MAPLE RIDGE MONTHLY DISBURSEMENTS - PERIOD 22004 VENDOR NAME DESCRIPTION OF PAYMENT AMOUNT BC Hydro Hydro charges - Feb 29,703 Cherry Homes Ltd. Maintenance: Leisure Center 2,792 Burnett Street House 443 Fairground 4,141 Hammond Comm.Center 241 Haney By-Pass tunnel 356 Harris Road Park 1,859 Hoffman building 957 Maple Ridge Park 164 Municipal Hall 3,688 RCMP 2,320 Rental Properties 691 Water Tank Utility Bldg 7,745 Yennadon Comm.Center 428 25,825 Chevron Canada Ltd Fuel 46,951 Co Van International Trucks Dump truck with sander and plow 195,154 Earth Tech Canada Inc Bridge inspections 11,560 132 Ave Bridge channel assessment 10,314 21,874 Fraser Valley Regional Library First quarter member assessment 448,095 Greater Vanc Water District Water consumption Dec.3 - Dec.31 153,645 Water sample analysis 375 154,020 I C B C 2004 fleet insurance renewal 87,804 Manulife Financial Employee benefits premiums 57,616 McTar Petroleum Ltd Road salt 15,670 Medical Services Plan Employee medical & health premiums 17,430 Minister of Provincial Revenue 2003 Share of grant in lieu of taxes collected. 36,186 MRTC Civic Limited Partnership Leisure & Youth Center rent - Feb $6,264 Capital 5% replacement fund - Feb $3,999 Leisure & Youth Center rent - Feb $7,804 18,067 MRTC Tower Limited Partnership Library rent - Feb $50,723 Office Tower rent - Feb $32,877 Bike storage rent - Feb $83 Chemical storage rent - Feb $57 Capital 5% replacement fund - Feb $2,357 _2,20__8$,$QO____ Municipal Insurance Assoc Insurance assessment - 2004 389,856 Insurance costs 3,016 392,872 Municipal Pension Plan Pension remittance for employer & employees 119,708 Pitt Meadows Heritage & Museum Semi-annual fee for service 18,565 Professional Mechanical Ltd Maintenance: Leisure Center 8,582 Municipal Hall 8,537 Library 5,039 Fire HaIl #2 952 Fire HaIl #3 57 PM Family Rec. Center 2,481 PM Rec.halI 546 703 69 71 16,050 189,142 203,771 480 34,269 29,724 259 445 320 214 150 303 64,532 225 1,601 $77,785 $62,437 44,088 393,393 65,684 66,358 100,000 140,222 22,411 39,233 31,998 129,745 117,738 Operation Center RCMP Detachment Wonnock Lake Center PM Fam.Rec.Ctr energy mgmt sys.draw 3 Employer/Employee remittances PP 04/03 Employer/Employee remittances PP 04/04 2003 T4 adjustments Art Center grant - Mar Period I progam revenue Flood clean-up Theatre furniture Computer chair Program advertisement Lisa Flatla retirement party Mike Davies retirement dinner Monthly contract for recycling Weekly recycling Litter pick-up contract Court House deposit Arts Center rent - Feb Leisure & Youth Center rent - Feb Telephone charges - Jan Gas utility charges - Feb Consulting services - Dec Dump truck with snow plow Property and All Risk Insurance Receiver General For Canada Ridge Meadow Comm Arts Council Ridgemeadows Recycling Society Royal Lepage Commerc(ln Trust) Sunlife Assurance Co Of Canada Telus Terasen Utility Services Toby Russell Buckwell & Ptnrs Western Star Sterling Trucks Willis Canada Inc Disbursements In Excess $15,000 2,924,708 Disbursements Under $15,000 490,191 Total Payee Disbursements 3,414,899 Payroll PP 04/03& 04/04 $826,206 Total Period 2, 2004 Disbursements 4,241,105 IQ CORPORATION OF THE DISTRICT OF MAPLE RIDGE TO: Her Worship Mayor Kathy Morse DATE: March 18, 2004 and Members of Council FILE NO: 5 340-20 FROM: Chief Administrative Officer ATTN: C of W SUBJECT: Inclusion Into Sewer Area "A" Property Located at 24318 102 Avenue (RZ/037/03) EXECUTIVE SUMMARY: A petition has been submitted to the Clerk's Department requesting that the parcel legally and civically described as: Lot 1, Except Plan 21429, 45949, LMP34684; Section 3, Township 12, Plan 17126, New Westminster District (24318 102 Avenue) be included in Sewer Area "A". In response to this valid petition, a by-law is being introduced for three readings. RECOMMENDATION: That the report dated March 18, 2004 be received, noting that it is reported therein that the petition to include the property located at 24318 102 Avenue in Sewer Area "A" is sufficient and valid; and further, that Maple Ridge Sewer Area "A" Sewerage Works Construction and Loan Authorization Amending By-law No. 6160 - 2003 be read a first and second time, and that the Rules of Order be waived and Maple Ridge Sewer Area "A" Sewerage Works Construction and Loan Authorization Amending By-law No. 6160 - 2003 be read a third time. DISCUSSION: Background Context: As a requirement of rezoning application RZ/037/03, this parcel has to be included in Sewer Area "A". Citizen/Customer Implications: The owners are responsible for all costs and there will be no direct cost to the District. Intergovernmental Issues: Any property in the District seeking a sewer service coimection to the District's sewer system must be approved as part of the Fraser Sewerage Area (FSA) by the GVRD. Currently, this parcel is outside the approved FSA, however, since the property is within the Albion Urban Area it meets the test of the GVRD's requirements for approval in the Fraser Sewerage Area. 732... d) Financial Implications: Upon adoption of this By-law, the District can legally bill for the annual sewer rate. Prepared by: Karla K4 Clerk's Department Reviewed by: Approved by.' /General Frank Quinn, MBA, P.hng., PM!-' Manager Public Works & Development Concurrence: J. L. (im) Rule Administrative Officer Att. 2 CORPORATION OF THE DISTRICT OF MAPLE RIDGE BY-LAW NO. 6160 - 2003 A By-law to extend Sewer Area "A" within the District of Maple Ridge WhEREAS the Council of the Corporation of the District of Maple Ridge, pursuant to Maple Ridge Sewer Area "A" Sewerage Works Construction and Loan Authorization By-law No. 2486 - 1977, established Sewer Area "A" within the boundaries of the Municipality; AND WhEREAS, the Council has received a petition from a property owner for the extension of Sewer Area "A" and deems it expedient to extend Sewer Area "A". 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 Sewer Area "A" Sewerage Works Construction and Loan Authorization Amending By-law No. 6160 - 2003". That Maple Ridge Sewer Area "A" Sewerage Works Construction and Loan Authorization By-law No. 2486 - 1977 as amended be further amended by adding to Section 1, the following words: "and also shall include all those portions of: Lot 1, Except Plans 21429, 45949, LMP34684; Section 3, Township 12, New Westminster District, Plan 17126 as shown boldly marked on the map attached to the By-law and marked as Schedule "A". That the parcel noted in Paragraph 2 above, of this by-law shall bear the same charges as those properties in the original Sewer Area "A". READ a first time the day of , 2004 READ a second time the day of ,2004 READ a third time the day of 3 2004 RECONSIDERED and adopted the day of 2004. YOR CLERK Attachment: Schedule "A" 1 — — • kutborjz tion /mendinq By-IQ • w No 61fl - 21) 3 I I- I -ti vw tti V-i-ui -to I JU I JT Ln QIN 102 AVE Qs nN. PROPOSED AREA TO BE INCLUDED INTO SEWER AREA A I I EXISTING SEWER AREA A PROPOSED ADDITION TO SEWER AREA A CORPORATION OF THE DISTRICT OF MAPLE RIDGE MAPLE RIDGE i2 ta74ENGINEERING DEPARTMENT FILEi AREA A 0045dwg DATE' JULY 2003 CORPORATION OF THE DISTRICT OF MAPLE RIDGE TO: Her Worship Mayor Kathy Morse DATE: March 17, 2004 and Members of Council FILE NO: FROM: Chief Administrative Officer ATTN: SUBJECT: Amend Audit and Finance Committee Terms of Reference EXECUTIVE SUMMARY: The original Terms of Reference for the Audit and Finance Conmiittee were adopted by Council Resolution in 1995. From time to time it has been necessary to amend the Terms of Reference to respond to current needs, changes in governance practice or statutory requirement. Any change to the Terms of Reference must be approved by Council Resolution. The proposed amendment is to bullet 3 and provides for the election of the chairperson and is gender neutral. The Audit and Finance Conmiittee has unanimously approved the amendment. RECOMMENDATION: That Council adopts a resolution amending the Audit & Finance Committee Terms of Reference that deletes the words: "The mayor or his designate shall be appointed Committee Chair" and is replaced with the following words: "The Committee members will annually elect a Chairperson from amongst themselves by a simple majority vote." DISCUSSION: Background Context: The Audit and Finance Committee reviews the Terms of Reference at the first meeting of each year. The purpose of the review is to determine the relevancy of the Terms of Reference in the management of the Municipality's financial affairs. The Committee is of the view that bullet 3 that references the appointment of the Chair was neither relevant nor appropriate and has recommended Council give favourable consideration to the amendment. Desired Outcome: That Council passes a resolution adopting the amendment to the Terms of Reference. Strategic Alignment: Council requires the highest calibre of governance practice. Policy Implications: As discussed above; it is considered to be a positive initiative in keeping with high quality governance and business practice that respects gender neutrality and the contribution of all appointed committee members. "3 e) Alternatives: Retain the status quo. CONCLUSIONS: The Audit and Finance Committee has unanimously endorsed the amendment to the Terms of Reference and seeks the approval of Council. A copy of the amended Audit and Finance Committee Terms of Reference is attached for your reference. Prepared by: JaSoa,CGA Director of Finance Approved by: Paul 11, BBA, CGA GM - Corporate & Financial Services Concurrence: 4: (Jim) Rule Chief Administrative Officer JGS/jgs Audit and Finance Committee Terms of Reference Composition • The Audit and Finance Committee will be composed of the Mayor and three Councillors. A quorum will be two members. • Members will be appointed annually by the Mayor at the inaugural meeting or special meeting of Council. • The Committee members will annually elect a Chairperson from amongst themselves by a simple majority vote. • The Chief Administrative Officer or designate and the Director of Finance will attend meetings to provide input and answer questions. Authority • The Committee has the authority to investigate any activity of the Municipality. • The Committee may retain persons having special expertise to assist it in fulfilling its responsibilities. Meetings • The Committee meets at least two times per year. The meetings are scheduled to permit timely review of the annual financial statements and reports. Additional meetings may be held as deemed necessary by the Chair of the Committee or as requested by the external auditors. • The Chair of the Committee will constitute a meeting as per the requirements of the Local Government Act. • The person designated by the Committee to act as Secretary will prepare minutes of each and every meeting. Reporting -- • -Minutes of the meetings ofthe Committee will be signed by the Chair, submitted to Council and open for public inspection. • Supporting schedules and information reviewed by the Committee will be available for examination by any Council member. Responsibilities • To meet with the external auditors appointed by Council and with the Finance Department Staff to satisfy itself, on behalf of the Council, that: • the Municipality has implemented appropriate systems to identify, monitor and mitigate significant business risks; • the Municipality has implemented appropriate systems of internal control to ensure compliance with legal, ethical and regulatory requirements and that these systems are operating effectively; • the Municipality has implemented appropriate systems of internal control to ensure compliance with its policies and procedures and these systems are operating effectively; • the Municipality has implemented appropriate systems of internal control over financial reporting and that these systems are operating effectively; • the Municipality's annual financial statements are fully presented in all material respects in accordance with generally accepted accounting principles, the selection of accounting policies is appropriate and the annual financial statements should be approved by Council; • the information contained in the Municipality's annual report and other disclosures is accurate, complete and fairly presents the financial position and the risks of the organization; and • the external audit function has been effectively carried out and any matter that the external auditors wish to bring to the attention of Council has been given adequate attention. • To review interim financial reports as deemed appropriate by the Chair of the Committee. • To recommend to Council the reappointment or appointment of external auditors. • To inquire into any matters referred to it by Council. 4.1 CORPORATION OF THE DISTRICT OF MAPLE RIDGE TO: Her Worship Mayor Kathy Morse DATE: March 26, 2004 and Members of Council FILE NO: FROM: Chief Administrative Officer ATTN: COW SUBJECT: Corporate & Financial Services Divisional Annual Report EXECUTIVE SUMMARY:• The Business Plans contain key goals, objectives, and performance measures for each division/ department/service area. We have compiled an overview of their performance into an Annual Report which is attached. In this report we have addressed how the plans relate to Council's Strategic Goals. We have also included as an Appendix the 2004 Work Plan items for your reference. RECOMMENDATION(S): That the District of Maple Ridge Annual Report be received for information. CONCLUSIONS: 2003 was a very successful year and the intent of this document is to report on our major accomplishments, as well as outline the work plan for the current year. 4€d Prepared by: Brenda Graham, Executive Assistant Approved by: 1 Gill, B.B.A., C.G.A., F.R.M. General Manager: Corporate & Financial Services Concurrence: J.L. (Jim) Rule Chief Administrative Officer bkg / 73'i Corporation of the District of Maple Ridge Annual Report - 2003 MAPLE RIDGE Incorporated 12 September, 1874 The District of Maple Ridge has a very comprehensive business planning process. The process starts with Council strategic direction, including budget guidelines. From there, detailed workplans and financial plans are developed. On a quarterly basis, Council is provided with a financial overview as well as a report on our key accomplishments. •Governance • Financial Management • Inter-Government Relations/Partnerships • Community Relations • Economic Development Safe and-LivabieCommunity • Transportation • Smart Managed Growth • Environment Looking ahead, we have a rather aggressive workplan in 2004, the details of which are attached as Appendix 1. Council Focus Areas The purpose of this report is to recap our accomplishments for the past year. It is organized according to the focus areas established by Council: "Discovered Milestones" - work added to business plans during the year - * As the year progresses, pressing issues can come up that require immediate attention - over and above the established work plans. We call these "Discovered Milestones" and they too must be completed. District of Maple Ridge - Annual Report - 2003 Page 2 Focus Area: Governance Conduct our business in a manner that will uphold and enhance the public trust. Function as an open government with the greatest possible access by citizens to information and decision making processes. Governance Review - The Maple Ridge & Pitt Meadows Parks & Leisure Services Commission is a body comprised of elected representatives from both municipalities and the School District. It provides advice to both municipalities and in the past, relied on a Citizens Advisory Commission for input. Our Governance Review resulted in citizen representation on the Parks & Leisure Services commission and has thus simplified our decision making process. Special Events Grant Policy was prepared and adopted to clarify the level of support that the municipality can provide for special events. Technology Projects - several major information technology projects are under way including the AMANDA property system and mapping capabilities to improve service to our customers. Council workshops, which are held on Mondays, are now open to the public. * Independent Review (Kroll report) was done on the process relating to the town core project. The report was presented to Council at a public meeting and citizens were given an opportunity to raise issues of importance to them. Canada Day * Discovered Milestones District of Maple Ridge - Annual Report - 2003 Page 3 Financial Management Develop multi-year financial plans that not only address immediate needs but also address the longer-term financial sustainability of our community. Use a formal, business planning framework as a means to structure decision-making and publicly report our peiformance. 1denti5i methods to expand the tax base and generate non-tax revenue. Continue to use a user-pay philosophy. Provide high quality municipal services to our citizens and customers in a cost effective and efficie manner. -. - Operations Crew E Collective Bargaining was concluded and the District entered into a multi-year deal with our collective bargaining employees. 2002 Financial Statement audit reported that the financial position of the District was presented fairly, in all material respects. Grants, Donations, and Fee-for-service Policy was developed to guide the way we handle requests. 11 Comprehensive Annual Financial Report received international recognition by our peers. 11 Downtown Core Negotiating Team was provided with significant financial analysis. Council's strategic direction was confirmed. 2004/2008 Business Plans were completed in alignment with Council's strategic direction. Fire Department Master Plan was drafted and will be finalized in 2004. It will help set the future direction for our fire service. Federal and Provincial Grants were successfully obtained as well as fund for Transportation related projects from TransLink. Fire Department Master Plan Committee * Discovered Milestones District of Maple Ridge - Annual Report - 2003 Page 4 Inter-Government Relations/Partnerships - Develop and maintain strong, positive working relationships with our adjacent neighbours, the municipalities of Pitt Meadows and Mission; the Katzie First Nations; the provincial government; the Greater Vancouver Regional District; and, TransLink. Identi5' and promote the use ofpartnerships 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. * Community Kitchens Partnership - we entered into a new partnership for the new Youth Kitchen. * 2010 Olympic Opportunities Committee was formed to see how our community can benefit from this international event. * Homelessness Coalition Forum was formed to look at solutions for the issue of homelessness in our community. ., •:..' . . - - -J•' 1 - _JI] Me,noiaIPeacePaiA * Discovered Milestones District of Maple Ridge - Annual Report - 2003 Page 5 Comm unity Relations Encourage citizen participation in local government and local government decision-making. Develop methods to communicate on a timely basis with citizens and community groups. Recognize and support the important contribution of volunteers in the community. Strive for enhanced service levels, quality of life and independence by citizens and community organizations in the delivery of leisure services and other municipal services through community development. Santa Claus Parade Customer Service Centre was completed, giving our citizens access to key municipal services in one place - staff from Bylaws, Building, Engineering and Planning Departments all share a common counter and staff from the Finance Department are conveniently located nearby. Two community surveys of our citizens were done to find out about issues of importance to tour citizens. The results were taken into account in developing our business plans. Recreg4u Internet Registration system was implemented. It allows citizens to register for Parks & Leisure Services programs through the internet. Arts Centre fund-raising committee met its fund-raising target. Communications function to inform citizens on matters of interest to them was created. Volunteer Information Desk was created in the Maple Ridge Leisure Centre. Council Chambers Video System was upgraded to improve the information available to citizens who watch Council meetings on television. , Customer Service Training was provided for all Leisure Centre staff. Our commitment to customer service was celebrated during Customer Service Week. Community Events such as the Santa Claus Parade helped to build community spirit. * Inmate Labour - we developed a policy that allows us to use Inmate Labour to help look after our parks and boulevards. * Transportation and Homeless Forums were held to receive direct in[put from the community. * Community Forums - a time period was added to the Committee of the Whole to allow for community input. * Discovered Milestones District of Maple Ridge - Annual Report - 2003 Page 6 Economic Development Use a formal economic development strategy as a means to structure a positive business and investment climate within Maple Ridge. Iden4fy, in consultation with community stakeholders, specific new investment and employment opportunities. Build a sustainable community that includes a balance of land use types. Develop a pro-business, customer-service oriented approach in the delivemy of municipal services. Develop and maintain high quality community documentation and promotional material to attract investment and employment. 121 An Economic Development Model was endorsed by Council. E Economic Development Funding was provided to help establish a function in the municipality that will be dedicated to Economic Development. Looking north on 224" Street * Discovered Milestones District of Maple Ridge - Annual Report - 2003 Page 7 and Livable Establish an emergency response and recovery plan in consultation with other public sector agencies, community groups, and other relevant stake holders. Establish neighbourhood and community education programs to provide citizens with information and materials on emergency planning procedures. Ensure development standards incorporate crime prevention, safety and security concepts. Develop preventative as opposed to remediation initiatives in the delivery offire and police services. Ensure that quality emergency services are delivered in a timely, effective and efficient manner through the development of multi-year business plans, which include detailed multi-yearfinancial plans. In partnership with community groups, assist in the provision of leisure and cultural services to ensure access by all citizens. Address the impacts of emerging social issues on the local community and citizens through social planning and collaboration with other levels of government and local service providers. E BCERMS Training model Significant training was done on this - the emergency response model that we will follow in the event of an emergency. "Communities in Bloom" - Maple Ridge received the top rating of Five Blooms. Emergency Operations Centre - Renovations at Municipal Hall have provided space for an Emergency Operations Centre. RCMP FOCUS 2003 held a three-day workshop to concentrate on issues of Property Crime, Youth, Road/Traffic Safety, and Organized Crime. RCMP Grow-Op Team has been created from a cross-section of interested members to be called out on over-time to deal with dismantling grow operations. Of note, there are no additional costs to the creation of this team. E Mayors' Consultative Forum on Policing - worked with the RCMP to establish an Integrated Homicide Unit for the Lower Mainland. Hot Summer Nights public education program continued this summer. The program was altered to respect watering restrictions and received great feedback. Charities Committee - the Fire Department conducted their Boot Drive for Muscular Dystrophy in October ($3,580) and the Food Drive in December (10,000 pounds of food and $13,700). Drinking Water Analysis - for the safety of our citizens, the quality of our thinking water is analyzed weekly. iquidWisthMaiiageInent Phn - aregiônalpth.ntosafely coliectandtreatwastewater; - * Citizens' Volunteer Bike Patrol became active as of July 1, 2003. The mandate for this group is to reduce the financial and social costs of auto thefts and thefts from autos. Currently 22 volunteer bike patrol members * Maple Ridge Fire Department provided assistance in the Interior when the Province declared a state of emergency due to the forest fire situations. During this time, the department was able to maintain service levels for the community. * Sprinkler Bylaw was implemented to improve fire safety in our community. * Discovered Milestones West Coast Express District of Maple Ridge - Annual Report - 2003 Page 8 Transportation 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 co-operation with other regional stakeholders, identfj' improvements to the inter-municipal transportation system within Greater Vancouver. Fraser River Crossing bridge option was approved by the TransLink Board. TransLink also committed to undertake an Area Transit plan for Maple Ridge and Pitt Meadows in 2003 Safer City Initiative was launched as a joint project with the RCMP and ICBC to make safety a priority in our Community. The Safer School Travel program is part of this, with the goal of road safety for our elementary schools. TransLink held two well attended public forums in Maple Ridge on the Fraser River Crossing Major Paving Projects included Dewdney Trunk Road from 203rd to 2071h and on McNutt to 272nd Area Transit Plan - the District commenced working with TransLink on this. Federal and Provincial Funding for the new Albion Industrial Park access was approved. * Discovered Milestones District of Maple Ridge - Annual Report - 2003 Page 9 Smart Managed Growth Develop a land use management process that is timely, open, inclusive, and consultative. Using the Official Community Plan, ensure growth is well managed and establishes a balance of use types that is efficient and enhances the unique quality of lfe in Maple Ridge. Develop land use regulations, bylaws, procedures, and practices to implement the Official Community Plan. Protect and manage existing municipal infrastructure through the preparation of appropriate plans to ensure development, maintenance and renewal ofparks and open spaces; roads; sidewalks; water, sewer and stormwater systems; and public buildings. E Agricultural Lands Review was started and the Planning Department hosted a farm tour with Council, the ALC and others. Trail mapping was completed for official Schedule F Equestrian Trails in the District of Maple Ridge. The mapping included GPS verification of trail location, trail conditions, and significant point features such as viewpoints, infrastructure, enhancement areas, and infrastructure. Nearly 120 km of trails were mapped, inventoried, and photographed. E Blue Mountain - early in 2003 local equestrian group members requested that a corridor be designated in the Official Community Plan for a trail at the south boundary of the Blue Mountain forest reserve near 256th Street. The OCP designation has been completed with the corridor added to Schedule "F.' Efforts will continue over the next year with Crown Lands and the Ministry of Forests to obtain the required R.O.W Hoffman Park is a significant urban park situated off of Harris Road in Pitt Meadows. Much of the park was received by the Municipality as a donation from Hans and Freda Hoffman with a value of well over $1M. A master plan for the site was completed with considerable public involvement to guide future development of the site. Artificial Turf Field - with the population growth in Maple Ridge and Pitt Meadows, sport fields in both communities are at a premium. With support from the Parks and Recreation Commission and School District 42 the District was able to complete the planning for an artificial turf field to be located at the new Samuel Roberson Secondary School site, across the street from Albion Park on 104th Avenue. Construction of the field, which will have five times the capacity of a standard grass field, will begin in the spring of 2004. SPAM control program was implemented. E Fraser River Escarpment - Geo-technical review of Fraser River Escarpment was started in 2003. The purpose of the study is to compile and review available information to assess whether there has been any change in the static stability of the escarpment since previous studies in 1978 and 1986. It will also provide a preliminary áé nt .iuiherabiIity of theinfrstrucrure within the escarpment as a result of a major seismic event. * Smart Growth on the Ground - Maple Ridge has partnered with, Smart Growth BC, the Real Estate Institute, and the UBC Centre for Sustainable Communities in a project called Smart Growth on the Ground. The project focuses on the Town Centre and is aimed at increasing the livability and prosperity of the heart of the community. * Developers' Forums - a forum for developers to discuss issues was initiated in 2003 and continues to achieve strong representation. * Discovered Milestones Environment Promote individual and community responsibility for the stewardship of natural resources. - Identfj' and protect environmentalfeatures (such as watercourses) and areas that require special recognition and management. In partnership with other levels of government, adjacent municipalities, and community groups, develop programs and projects to preserve and enhance the natural assets of Maple Ridge. Promote alternative modes (pedestrian, bike.and public transit) of travel to reduce reliance on the automobile. Energy Efficiency - Municipal Hall, the RCMP and the three F'irehalls' energy feasibility studies and estimates have been completed. The Pitt Meadows Family Rec Center energy project is 75% complete and energy savings will be monitored for the remainder of 2004 . There are several Maple Ridge Leisure Center Energy conservation studies which are currently about 75% complete and funding assistance, both Federal and Provincial, will be sought during the remainder of 2004 E Stream Mapping - Maple Ridge now has the most extensive stream mapping information system of any municipality in British Columbia - over 430 km of watercourses have been mapped, inventoried, and photographed. All the data has been successfully integrated into the Municipality's GIS mapping system. Maple Ridge is considered a municipal leader in its initiative to promote stream conservation and the healthy management of its watersheds. Phase Four was the last phase of the Stream Mapping project for Maple Ridge. Mosquito Control - The District has tendered for a new contract for Mosquito Control, for aimoyance purposes, with our municipal partners, through the GVRD. Completed mapping of mosquito habitat and applied larvicide using integrated pest management methodology. Chipping Program - the 2003 household spring and fall chipping program was very successful with a total of 2095 pickups. This comprises approximately 2010 metric tons of material that did not end up in landfills or other waste facilities. View of Golden Ears * Thscovered Milestones Corporation of the District of Maple Ridge Annual Report - 2003 Appendix I - 2004 Workplan Council Action Items for Staff Number Issue for Discussion Comment Staff Time Status Responsible Frame Administration C-04.200 Town Hall Meetings Town Hall Meetings on Core and Transportation Jim Rule! June 2004 5 Frank Quinn C-04.201 Economic Economic Development Commission - Renaming Jim Rule 2004 5 Development Commission - Rename C-04.202 2003 Litigation— The Chief Administrative Officer is to obtain an Jim Rule Mar 2004 IP Fourth Quarter Report update from the Manager of the Pitt Meadows Airport on the litigation with JIM Construction. C-04.203 Emergency Exercise A recommendation is to be made to the Justice Jim Rule Mar 2004 5 "Operation Institute to include positive comments on an Floodgate" Report exercise at the beginning of their critique rather than at the end. Staff is to meet with Mission emergency Jim Rule April 2004 S program personnel. C-04.204 OCP Update Council, through the Mayor, is to write to the Jim Rule Mar 2004 S Agricultural Land Commission requesting that their review of agricultural soil be completed by the promised date of April 1, 2004. Communit Development, Parks & Recreation Services Municipal Hall Complete Municipal Hall Phase 2 seismic Mike Murray Oct 2004 IP C-04.300 Renovations upgrade and renovations Family and Youth Council Workshop - 2004-01-26 - Staff is to Sue Wheeler 2004 S C-04.301 Services - Program provide Council with a comparison of the service comparison programs in the community for Family and Youth before and after the changes are completed by the Fraser Health Region _çorporate and Financial Services C-04.400 Committee Database - Council Workshop, November 10, 2003 - the Terry Fryer Mar 15 2004 Circulate to Council committee database has been circulated to and staff Council and staff and is waiting for further feedback at a future Workshop C-04.401 Arrange MLA Council Workshop - October27 - TransLink Terry Fryer April 2004 IP Meeting - January Update, Mayor Scott Young - Municipal Clerk is 2004 to arrange a meeting with the Council of Maple Ridge, Port Coquitlam and Pitt Meadows Council Action Items for Staff Page 1 March 29, 2004 C = Council Action Items P = Policy Items G = Goals from Business Plans Completed In Progress IF Scheduled S Number Issue for Discussion Comment Staff Time Status Responsible Frame C-04.402 Meeting with Maple Council Workshop - October 27 - TransLink Terry Fryer Apr 30 2004 IP Ridge, Port Coquitlam Update, Mayor Scott Young - Municipal Clerk is and Pitt Meadows re to arrange a meeting with the Council of Maple transportation issues Ridge, Port Coquitlam and Pitt Meadows C-04.403 Voluntary OT by Determine amount of voluntary overtime John Leeburn Mar 22 2004 IP Staff Report provided by municipal staff. ? C-04.404 Council Meeting Amend procedure bylaw in conjunction with Terry Fryer April 30 IP Procedural Bylaw changes to the Community Charter. 2004 Review C-04.405 Seminar for Council Schedule this seminar on Roles/Responsibilities Terry Fryer July 31 2004 IP on Roles! Responsibilities C-04.406 Building Bylaw Council Workshop, December 1, 2003, Item 3.1 Paul Gill Apr30 2004 IP liability issues - Staff is to provide Council with information on how liability issues affect individual taxpayers. C-04.407 Downtown Core Staff is to prepare resolutions on the two Terry Fryer Mar 9 2004 V Negotiation Update approval processes for Council's consideration at the March 9, 2004 Council Meeting. C-04.408 City of North E-mail January 15, 2004 from B.A. Hawkshaw, Terry Fryer Mar 22 2004 V Vancouver, Bill 85: City Clerk, providing information on a resolution BC Hydro Public calling on the BC Government to repeal Bill 85, Power Legacy and hold consultations with British Columbians about Heritage Contract the future of BC Hydro and our Province's Act, December 2003 electricity system and reverse all legislative, regulatory and contractual measure which give or potentially give control of BC Hydro and its assets to the private sector. It was the consensus of Council that the letter be received for information and no further action taken. Letter to be sent to City of North Vancouver. C-04.409 City of North E-mail from B.A. Hawkshaw, City Clerk, Terry Fryer Mar 22 2004 v Vancouver, Lions providing information on resolutions pertaining Gate Hospital and to Provincial health care services. Public Health Care It was the consensus of Council that the letter be System received for information and no further action taken. Letter to be sent to City of North Vancouver C-04.410 British Columbia Letter dated February 24, 2004 from Jerry Lloyd, Terry Fryer Mar 22 2004 V Aviation Council, President & Chief Executive Officer, requesting Airfare Add-ons that a letter of support to make air travel more affordable be sent to the Prime Minister and the Minister of Transportation. It was the consensus of Council that the letter of Council Action Items for Staff March 29, 2004 C = Council Action Items P = Policy Items G = Goals froni Business Plans Page 2 Completed ve In Progress IF Scheduled S Number Issue for Discussion Comment Staff Time Status Responsible Frame support requested in the letter be sent. A letter of support is to be sent to the Prime Minister and the Minister of Transportation. C-04.41 1 2003 Annual Report The finalized 2003 Annual Report is to be Paul Gill / Mar31 2004 IP circulated to Council with a pending list of major Brenda projects in progress attached to the report and for Graham discussion purposes, be accompanied by the Corporate Tracking System Report C-04.4 12 Youth Justice and Lola Chapman and Insp. Fraser MacRae are to be Paul Gill IP Advocacy Association invited to attend a meeting of Council to provide Lease Payment an update on the Youth Justice and Advocacy Association. The local MLA's are to be invited to attend the discussion. C-04.413 Draft 2003 Annual The finalized 2003 Annual Report is to be Paul Gill / Mar31 2004 IP Report circulated to Council with a pending list of major Brenda projects in progress attached to the report and for Graham discussion purposes, be accompanied by the Corporate Tracking System Report C-04.414 RZ/077102, 11673 240 Action Notice Council 2004-03-23 Terry Fryer Street, RS-3 to CD-i- A meeting is to be arranged with School District 93 and P-i 42 to discuss development patterns. Public Works and Development Services C-04.500 ALR - report on how Council Workshop, November 10, 2003 - Staff is Frank Quinn Mar22 2004 to proceed with to prepare a report providing recommendations applications on how to proceed with applications for development on lands excluded from the ALR but outside of the urban boundary. C-04.50 1 Town Hall Meeting Council Workshop - Information on topics to be Frank Quinn June 2004 IP on Transportation on discussed at the June, 2004 Town Hall Meeting website are to be available on the web site and the public is to be provided with an opportunity to submit questions in advance of the meetiig. C-04.502 Town Hall Meeting Council Workshop - The Ministry of Highways, Frank Quinn June 2004 IP on Transportation - TransLink and ICBC are to be invited to invite MOH, participate in the June, 2004 Town Hall Meeting. TransLink and ICBC C-04.503 TransLink - Fraser Council Workshop - A letter to be sent to Frank Quinn Feb 19 2004 River Crossing TransLink stating that the northern route of the Alignment Abemethy Connector within the Agricultural Land Commission 's band is acceptable Council Action Items for Staff March 29, 2004 C = CouncilAction Items P = Policy Items G = Goals from Business Plans Page 3 Completed v In Progress IP Scheduled S Number Issue for Discussion Comment Staff Time Status Responsible Frame C-04.504 TransLiuk - Fraser Council Workshop - Staff is to arrange a Frank Quinn Apr 30 2004 IP River Crossing meeting with TransLink, Langley, and Maple Alignment Ridge to obtain an update on the status of the Albion Ferry and to clarify the status of the diversion of funds subsidizing the Albion Ferry to the Fraser River Crossing. C-04.505 Burning at Council Workshop - Staff is to prepare a report Frank Quinn June 15 2004 IP Development Sites providing information on alternative clearing methods for development sites and information on whether any other communities in the Lower Mainland permit burning. C-04.506 Staffing for Council Workshop - Staff will give an update at Frank Quinn Jun 30 2004 IP environmental issues a future date on how environmental issues will be handled within the District as a result of staffing changes in the Planning Department. C-04.507 RZ/003/03, 24350 Conmiittee of the Whole - Staff is to provide Frank Quinn Feb 10 2004 V 104 Avenue, information at the February 10, 2004 Council Inclusion into Sewer Meeting on the relationship between the Fraser Area "A" Sewerage Area and Sewer Area "A." C-04.508 Meeting with MLA's Council Workshop - A letter is to be sent to the Frank Quinn Feb 12 2004 V MLA's requesting that the decision not to include plastic milk containers in the refund system be reconsidered. C-04.509 Fraser River Crossing, Council Workshop - Information from Lions Frank Quinn Jan 30 2004 V Environmental Bay on the estimated cost of a covered roadway Assessment, Fred is to be provided by staff to Fred Cummings. Cummings C-04.510 Application COW 2004-01-19 - Checklists, similar to those Jane Jan 19 2003 V Checklists for Public Hearing, are to be prepared for the Pickering various application processes that can be undertaken with respect to the development of property. C-04.51 1 Fraser Sewerage Area COW 2004-01-19 - Sewer Area A reports will Frank Quinn Feb 12004 V report regarding include reconciliation with the Fraser Sewer reconciliation with Area Sewer Area "A" C-04.512 Household Hazardous Council Workshop 2004-01-26 - A letter is to be Frank Quinn Mar26 2004 V Waste Program - sent to the MLA's identifying gaps in letter to MLA's stewardship programs for household hazardous waste programs. Update - Feb 17: Letters were sent by Mayor's office Feb 12-04. C-04.513 Transportation - Maple Ridge-Mission Council Meeting 2004- Frank Quinn Mar 11 2004 IP Maple Ridge and Staff from Maple Ridge and Mission are to meet Mission staff meeting to review transportation initiatives of mutual interest Council Action Items for Staff March 29, 2004 C = Council Action Items P = Policy Jte,ns G = Goals from Business Plans Page 4 Completed d In Progress IP Scheduled S Number Issue for Discussion Comment Staff Time Status Responsible Frame C-04.5 14 Amendments to Staff is to incorporate amendments related to Frank Quinn June 2004 IP Business License adult-oriented businesses into the overall review Bylaw No. 2542-1978 of the Business License Bylaw. Consideration is to be given to changing the name of the Bylaw to the Business License and Regulations Bylaw and to include in the definition section the rationale for charging different fees for different businesses. C-04 .515 RZ1032103, 11176 Staff is to determine if anything further can be Frank Quinn Mar 31 2004 IP Gilker Hill Rd., RS-3 done to ensure the development includes visitor toRM-1 parking. C-04.516 BC Federation of Action Notice Council 2004-03-23 Frank Quinn May 2004 Labour, New Safety Mr. Bill Harper spoke of the concems of the BC Standards Act and Federation of Labour with new provincial Regulations legislation governing safety standards. He asked that Council give consideration to a resolution to write a letter to Minister Murray Coell and to meet with local MLA's to express opposition to this legislation. It was the consensus of Council that staff be directed to prepare a report on the new Safety Standards Act and Regulations. Staff is to prepare a report on the new Safety Standards Act and Regulations. Council Action Items for Staff March 29, 2004 C = Council Action Items P = Policy Items G = Goals from Business Plans Page 5 Completed v In Progress IF Scheduled S Council Action Items for Council Number Issue for Comment Staff Time Status Discussion Responsible Frame C-04.100 2004 Conference A Conference Budget has been established. Need Council Apr 30/04 IF Attendance to advise Catherine Nolan which conferences members of Council will attend and estimated costs of attendance. C-04.201 Council Retreat Plan for the Council Retreat scheduled for the Council Apr 30/04 S spring of 2004. 1 Council Action Items for Council March 29, 2004 C = Council Action Items P = Policy Items G = Goals from Business Plans Page 6 Completed 4 In Progress IP Scheduled S Policy Items Number Issue for Comment Staff Time Status Discussion Responsible Frame Administration P-03.200 Ensure Open A review of procedures and processes to ensure CAO/GM's 2003 Municipal an open Municipal government Councillors: Government Dueck, Daykin, Gordon P-04.201 Policy on Appropriate A policy on the appropriate use of debt and long CAO/GM's 2004 S Use of Debt and Long term plan Councillors: Term Planning __ Daykin, Isaac Community Development, Parks & Recreation Services P-04.300 Environmentally Review of the policy created in 2002. Sensitive David Boag June 2004 IP Maintenance P-04.301 Increase participation Develop a PLS policy regarding independent Petra Rutten May 31 2004 IP of those who require support workers participating in P&LS programs support in order to and services participate. P-04.302 Advertising & Develop a policy for Advertising on public Kelly Swift Mar 31 2004 IP Sponsorship Policy property and Sponsorship. Corporate and Financial Services P-04.400 Proclamation Policy Review and update existing policy. Terry Fryer June 30 2004 IP Amendment P-04.401 Council Chamber / Create a policy on the use of the Council Terry Fryer June 30 2004 IP Blaney Room Policy Chamber and the Blaney Room. Development P-04.402 Legal Claims Create a policy regarding information requests Terry Fryer Sept 30 2004 S Information Request on legal claims. Policy Policy Items March 29, 2004 C = Council Action Items P = Policy Items G = Goals from Business Plans Page 7 Co,npleted • In Progress IP Scheduled S Number Issue for Comment Staff Time Status Discussion Responsible Frame P-04.403 Professional Opinion Develop a policy on the handling of professional Terry Fryer Jun 30 2004 S Policy (Kroll) opinions. P-04.404 Community Policing Look at the future of policing in the community. Paul Gill Oct31 2004 S Policy P-04.405 WCB Policy Develop and implement policy and training for Gary Manson June 30 2004 S Development and WCB topics Training P-04.406 Property Tax Policies To review the Property Tax Policy Jake Sorba Jun 30 2004 IP Review P-04.407 Policy and Procedures To review the current Policy and Procedures Terry Fryer Jun 30 2004 IP Bylaw review Bylaw Public Works and Development Services P-04.500 Policy on Growth and Need a process to ensure that growth-related Frank Quinn Dec 2 2004 S Its Relation to Soft soft services needs are met (.e.g., fire, fields, Services parking) P-04.501 Policy on Growth Council has requested that a policy on heritage Frank Quinn Mar31 2004 S Heritage Trees trees be created. P-04.502 Open Municipal Review of procedures and processes to ensure Frank Quinn Mar 31 2004 IP Government an open government. P-04.503 Purchasing Policy Review Purchasing Policy. Earl Oddstad Jun 30 2004 IP Review Policy Items March 29, 2004 C = Council Action Items P = Policy Items G = Goals from Business Plans Page 8 Completed v In Progress IP Scheduled S Goals from the Business Plan Number Issue for Comment Staff Time Status Discussion Responsible Frame Administration G-04.200 Continue to work Ensure that the OCP includes a component that Jim Rule! 2004 IF with Council on the ask and answers the question: What does Maple Frank Quinn Strategic direction Ridge want to be from a social, economic and and priorities for the environmental perspective in "Plan 2025." Community Initiate public input Forums as part of this Jim Rule! 2004 IP process Frank Quinn G-04.200 Continue to work Ensure that the OCP includes a component that Jim Rule! 2004 IP with Council on the ask and answers the question: What does Maple Frank Quinn Strategic direction Ridge want to be from a social, economic and and priorities for the environmental perspective in "Plan 2025." Community Initiate public input Forums as part of this Jim Rule! 2004 IP process Frank Quinn Ensure the delivery of Work with the National Quality Institute to Jim Rule! 2004 S G-04.202 excellent Service to review the establishment of a Quality Program John Leebum our Citizens Continue to support HR's initiative in their Jim Rule! ongoing IP Customer Service Program John Leeburn Increase use of Web for the Delivery of District Jim Rule! ongoing IP Services Paul Gill Complete Corporate Tracking System Jim Rule! June-Nov IP Paul Gill 2004 Enhance the District's Increase the training of the BCERMS model Jim Rule! Ongoing G-04.203 Emergency Planning, Mike Davies IP Response & Recovery Capability Increase the training of the BCERMS model Jim Rule! Mike Davies Ongoing IP Initiate table top emergency planning exercises Jim Rule! 2004 Mike Davies IP Successfully stage a major simulated emergency Jim Rule! Feb 2004 exercise. Mike Davies Deal Effectively with Implement the internal and external Jim Rule! 2004 S G-04.204 Major-Issues or Communications-Plan John Leeburn ---- - - - - Specific major issues dealt with Jim Rule! 2004 IP Policy Items that arise during the year GM's Community Development, Parks & Recreation Services G-04.300 Provide Support to Complete Commission member evaluation of Mike Murray Sep. 30 S the Parks & Leisure new structure 2004 Commission Goals from the Business Plan March 29, 2004 C = CouncilAction hems P = Policy hems G = Goalsfrom Business Plans Page 9 Completed In Progress IP Scheduled S Number Issue for Comment Staff Time Status Discussion Responsible Frame G-04-301 Coordinate Divisional Complete Commission Report Card Mike Murray June 30 S work in context of the 2004 PLS Master Plan Complete Park & Outdoor Recreation Plan Mike Murray Sep. 30 S 2004 G-04.302 Design and Complete Pitt Meadows Aquatic Feasibility in Don Cramb June 30 IP operational planning cooperation with the Consultant 2004 for new facilities G-04-303 Complete Business Provide assistance to the Committee in the Mike Murray June 30 IP Plan for MR/PM completion and implementation of the Business 2004 Team 2010 Plan. G-04-304 Maintaining & Prepare for Communities in Bloom Competition David Boag July 31 S developing Park areas 2004 G-04-305 Manage two Review the Cemetery Bylaws David Boag Sep. 30 IP Municipal Cemeteries 2004 G-04-306 Introduce programs to L/C Power Smart Energy Conservation Study Kevin Dec. 31 IP reduce facility energy __________________________________________ Gilbraith 2004 Undertake an energy conservation feasibility Kevin All by IP consumption study at each of the following: RCMP, Gilbraith 2005 Municipal Hall, Maple Ridge Library, three Municipal Fire Halls G-04-307 Safe and seismic Complete the municipal facilities emergency Kevin May 30 IP event protected power generator design process & bring forward Gilbraith 2004 municipal buildings recommendations and estimates G-04-308 Emergency Complete an annual functional exercise Mike Davies Feb. 29 V Preparedness Program 2004 G-04-309 Customer Access to Review the family/group rate for admissions LC Lex Tierney Feb. 1 V Leisure Centre & Pitt 2004 Meadows Family ________________________________________ Recreation Centre Review the family/group rate for admissions Don Cramb Jan. 31 V PMFRC 2004 G-04-3 10 In partnership with Develop a Public Art Policy Don Cramb Oct. 31 S the Arts Council offer 2004 new programs and services G-04-3 11 Development of a To create a long-term strategic plan for Shelley Jorde June 2004 IP Strategic Plan for community festivals in collaboration with the Special Events in Festivals Society and Commission. cooperation with Ridge Meadows Festival Society Goals from the Business Plan March 29, 2004 C = Council Action Items P = Policy Items G = Goals from Business Plans rage iu Completed In Progress IP Scheduled S Number Issue for Comment Staff Time Status Discussion Responsible Frame G-04-3 12 Promote volunteerism Develop volunteer information kiosks in both Kathryn Baird Feb. 29 as a valuable leisure MR & PM Recreation Centres 2004 and recreational activity G-04-3 13 To support the work Propose updates to the MACAl Bylaw to MR & Petra Rutten Mar. 31 and mandate of the PM Councils 2004 Municipal Advisory Committee on Accessibility Issues (MACAl) G-04.314 Planning and Complete feasibility study re construction of Sue Wheeler June 30 IP development of transition housing, and submission of an 2004 Municipal strategies application for the next round of SCPI federal to meet community funding. Provide support to the Housing Society in Sue Wheeler Dec 31 IP social needs development of the Transitional Housing Project 2004 Develop Social Planning Strategic Plan Sue Wheeler Dec. 2004 S Corporate and Financial Services G-04.400 Committee Policy To provide clear direction on the evaluation Ceri Mario Mar 31 2004 IP process to be used to determine participation on Committees by Council and staff— Create database of all existing Committees including mandate, participation, and costs. Draft policy and submit to Council Terry Fryer Oct 31 2004 S and Ceri Mario G-04.401 Business Planning Review 2004 Business Planning Process; Paul Gill May31 2004 IP Guidelines - 2005- Review and Amend Corporate Strategic Plan and 2009 establish 2005-2009 Business Planning Guidelines. G-04.402 Events / Milestones Develop an events I milestones calendar for Cindy Dale Sept 30 2004 S calendar for community and organization events community and organization events G-04.403 Issues Management Develop a template that would identify key Gary Manson Apr 1 2004 IP Template checkpoints to be taken into taken into account for corporate issues that arise. Update: Feb 3-04 Background research is nearly compiled. G-04.404 Crisis Management Develop a template to identify key check-points Gary Manson Apr 30 2004 IP Template to be taken into account for important and time sensitive issues that arise. Mar 12-04 Draft under way) Goals from the Business Plan March 29, 2004 C = CouncilAction Items P = Policy Items G = Goals franz Business Plans Co,npleted In Progress IP Scheduled S Number Issue for Comment Staff Time Status Discussion Responsible Frame G-04.405 Internet Mapping Finalize citizen access to Internet mapping Cindy Dale Jan 31 2004 V component. G-04.406 Newspaper Create policy for newspaper advertising. John Leebum Jun 30 2004 IP Advertising Policy G-04.407 Special Events I Develop protocols to make sure that the roles & Gary Manson Mar 312004 V Ceremonies Protocols responsibilities of all parties are understood. G-048 Workstation In 2005, we are scheduled to replace all our Duane Birnie Dec 31 2004 IP Replacement - work stations. This will require significant Preparation Strategy preparation in 2004, preparing a strategy in advance of the replacements. G-04.409 Insurance reserves - As insurance costs continue to increase, it is Ron Riach May 31 2004 IP related policies important that Council reviews the adequacy of our reserves and established policies. G-04.410 Web Mail and Virus Develop and implement web mail; Duane Birnie Jan31 2004 V Management And, virus management server product improvements. Duane Birnie June 30 2004 IP G-04.411 Manage Expectations There are significant expectations of the IS John Bastaja Dec 31 2005 IP of IS Department department and limited resources. This project will involve discussions around those expectations which will then be documented in Service Level Agreements. G-04.412 Fibre Optic - Review corporate fibre optic strategy with John Bastaja Apr 1 2004 IP Corporate Strategy Council and CMT Update: Feb 2-04 The strategy is in draft form, and can be ready for presentation to Council-Staff as early as March 1 if there is a desire. The new Economic Development officer can express any observations at that time. G-04.413 IT Survival and Develop, in consultation with the ITSC, a staff John Bastaja Dec 312004 S Orientation Guide IT Survival and Orientation Guide. G-04.414 Succession planning Provide Council with a report on the status of John Leeburn Dec 31 2004 IP program our succession planning program. G-04.415 Financial We need to look ahead about 20 years and Jake Sorba Sept30 2004 S sustainability model develop a financial model that will allow us to meet the needs of our community as we grow. Goals from the Business Plan March 29, 2004 C = Council Action Itens P = Policy Items G = Goals from Business Plans Page 12 Completed soe I,, Progress IF Scheduled S Number Issue for Comment Staff Time Status Discussion Responsible Frame G-04.416 Fire Department Need to review the financial aspects of the Plan Paul Gill Mar 312004 S Master Plan - to provide advice on how to meet the financial Financial Plan needs of the Master Plan. G-04.417 Police Services Develop a methodology for completing a Master Paul Gill Sept 30 2004 IF Master Plan Plan for our policing needs. Public Works & Development Services G-04.500 Fraser River Crossing Municipal Agreement drafted for Council's Frank Quinn Dec 31 2004 IF consideration. G-04.501 Emergency Response Attend and participate in Emergency Exercises. Frank Quinn Feb 5 2004 V Planning and Participation G-04.502 OCP Review OCP review includes residential, commercial, Frank Quinn Dec 312004 IP industrial, transportation, heritage, social, environmental, parks components. Will also assist with Plan 2025. G-04.503 Development Develop and refine the development approval/ Frank Quinn Dec 31 2004 IF Approval / application process which is timely, equitable, Application Process inclusive, and consultative. Implement recommendations of development process review. G-04.504 Albion Flats Liaise with landowners and consultants on Jim Charlebois Dec 312004 S Albion Flats to complete the Land Use Study for a portion of the Albion Flats. G-04.505 Land Use Policies and Participate in the Smart Growth on the Ground Jane Pickering Dec 312004 IF Regulations - Smart project as endorsed by Council. Provide updates Growth and final report on the downtown concept. G-04.506 Compliance with Ensure implementation of Action Request Brock Dec 312004 IF Municipal Bylaws System. McDonald G-04.5 07 Animal Services Develop an annual Business Plan in cooperation Brock Feb 29 2004 V Committee and with the Animal Services Conmiittee and McDonald Contractor Contractor Update Feb 19-04: Apr 30 V Contractor has not been approved by Council. 2004 Anticipated completion is now April. G-04.508 Builders' Forum Coordinate and host the semi-annual Builders' Pieter den Uyl Apr 7 2004 IF Forums Goals from the Business Plan March 29, 2004 C = Council Action Items P = Policy Items G = Goals from Business Plans Page 13 Completed In Progress IP Scheduled S Number Issue for Discussion Comment Staff Responsible Time Frame Status G-04.509 Water System Report Prepare 2003 annual report, including recommendations for 2004 capital and operating plans using water quality model results. David Pollock Jun 30 2004 IF G-04.510 Sewer Modeling of Area K Complete comprehensive sewer modeling.. Sudu V. June 302004 IF G-04.5 11 Safer Cities Project Complete Year 2 of Safer Cities Project Andrew Wood Dec 312004 IP 0-04.512 Albion Industrial Park Advance access project. David Pollock Oct31 2004 S G-04.513 Albion Industrial Par Advance access project. David Pollock Oct31 2004 S 0-04.514 DCC Bylaw Review the DCC Bylaw. Jeff Scherban Dec 312004 S G-04.515 APWA Accreditation Develop documentation for APWA Accreditation Russ Carmichael Dec 312004 S G-04.516 Builders' Forum Coordinate and host the semi-annual Builders' Forums Pieter den Uyl Sept 2004 S Goals from the Business Plan March 29, 2004 C = Council Action Items P = Policy Items G = Goals from Business Plans Page 14 Completed In Progress IP Scheduled S CORPORATION OF THE DISTRICT OF MAPLE RIDGE TO: Her Worship Mayor Kathy Morse DATE: March 25, 2004 and Members of Council FILE NO: FROM: Chief Administrative Officer ATTN: Committee of the Whole SUBJECT: Business Plans - 2005-2009 EXECUTIVE SUMMARY: The Business Planning Guidelines were reviewed with Council at a Council/Staff Workshop in March and the following suggestions were made: The presentations to Council should be condensed to three days, as was done last year A summary of the Business Plans should be presented at a televised Council meeting The guidelines have been changed to reflect this. RESOLUTION: THAT the Business Planning Guidelines for the five-year period 2005-2009 be updated and approved for circulation. DISCUSSION: Approval of these guidelines will allow staff to start developing the 2005-2009 Business Plans. The Business Planning process relies on strategic direction from a number of sources, including: The Official Community Plan (OCP) Council's Strategic Plan The Fire Department Master Plan. Any changes from these strategic plans will be taken into account in the Business Plans. Prepared by: Brenda Graham E-xec.u.tive- Assistant Approved by: Llt, B.B.A., C.G.A. General Manager: Corporate and Financial Services Concurrence: J.L. 1(Jim) Rule Chief Administrative Officer bkg Att. -1- BUSINESS PLANNING GUIDELINES 8 " EDITION District of Maple Ridge April 2004 District of Maple Ridge 11995 Haney Place Maple Ridge, British Columbia V2X 6A9 Canada MAPTFJ RIDGE Phone: (604) 463-5221 Incorporated 12 September, 1874 Fax: (604) 467-7329 www.mapleridge.org ©Business Planning Guidelines - 8th Edition District of Maple Ridge May 2004 Business Planning Committee District of Maple Ridge Maple Ridge BC CANADA For questions about this document please call Brenda Graham at (604) 467-7451 This document is also located on the District of Maple Ridge website at www.mapleridge.org Table of Contents Table of Contents .2 Chief Administrative Officer Address ......................................................................................................... 3 Introduction from the Business Planning Committee ................................................................................. 4 FrequentlyAsked Questions .......................................................................................................................... 5 CapitalWorks ................................................................................................................................................ 7 OperatingBudget Works .............................................................................................................................. 7 OrganizationChart ........................................................................................................................................ 9 Corporate Strategic Alignment - Documents .............................................................................................. 10 Business Planning & Budget Guidelines 2005 - 2009.................................................................................. 11 GettingStarted ............................................................................................................................................... 12 Timelines for 2004........................................................................................................................................... 13 Training Schedule for 2004 ........................................................................................................................... 14 Deadlines for 2004 .......................................................................................................................................... 15 Help' ................................................................................................................................................................ 16 Listof Appendices .......................................................................................................................................... 17 Corporate Strategic Plan - Revised May 2003 ............................................................................................ 18 Business Plan Template ................................................................................................................................. 21 Business Plan Sample (from 2004) ................................................................................................................ 23 Municipal Council's Criteria for Evaluating & Establishing Priorities ................................................... 40 Information Technology Committee Evaluation Criteria .......................................................................... 41 Capital Works Program Project Proposal Statement ................................................................................. 43 Project Benefit/Risk Review ................................................................................................................... 44 CostEstimate .......................................................................................................................................... 45 BusinessPlan Format .................................................................................................................................... 46 2 Chief Administrative Officer Address Welcome to the 8 Edition of our Business Planning Guidelines! This is our guidebook for the development and use of business planning within the District of Maple Ridge. This guidebook is designed to explain the business plan system used throughout our organization. Fundamentally, business planning is simply a structured method of assisting Council with the difficult task of resource allocation. This is an increasingly challenging task in an era of decreased resources from senior governments and the expectations of customers and citizens in a growing community. Our business planning framework has been well received by many other jurisdictions and organizations. We are frequently invited to present our case to other local governments at workshops and conferences. We regularly receive enquiries from organizations wanting to use a similar system. All of our staff should be proud of this recognition. Finally, my thanks to the Business Planning Committee for their efforts in making this system work so well within our organization. Jim (J.L.) Rule Chief Administrative Officer 3 Introduction from the Business Planning Committee We have been using a business planning framework in Maple Ridge for many years. The business plans that we produce are of a very high quality and reflect our commitment to excellence in service delivery. This does not mean that there isn't room for improvement and that is why each year, we review the framework and look at those areas that we could build upon. Here are some of the key changes to the guidelines: The Corporate Strategic Plan has been amended based on Council's retreat in early May 2003. Council's criteria for establishing priorities have been specified on page 39. The need for quarterly performance reporting. On a six-month basis, Council will assess the community's or organization's performance in relation to the Strategic Plan. A template for evaluating policy items is included in the package on page 46 Also, please be cognizant of the following: • As in previous years, Business Plan presentations to Council will be done at meetings open to the public. • New Information Technology (IT) requests (using Capital Works Program - Project Proposal Template) must be submitted to John Bastaja (IT Committee) no later than August 3, 2004 (the IT Committee will submit a business plan for IT items) (Refer to Pages 42 - 44) • New capital requests must be submitted to Jeff Scherban no later than August 1, 2004 (Jeff Scherban will submit a business plan for capital items) • Each departmental business plan should reference capital and IT requests in your area and make sure - - ---- that the proj ects- are fully costedandinciudeaIIoperating costsas.we1Fasrepiacement costs. - - • Draft copy of Business Plan due to Brenda Graham by October 4, 2004 20 complete copies of each business plan submitted by the deadline (October 18, 2004) The sample business plan included in the appendices is from the Personnel Department (2004). It demonstrates very clearly the sections outlined in the Business Plan Template (see page 20); however, every department is unique and will need to adapt the template to fit their specific service areas. Good luck! - Paul Gill, Chair - Business Planning Committee (pgillinapleridge.org ) 604-467-7398) •1 Frequently Asked Questions What are business plans? Business plans are a way of communicating your department's alignment to the overall corporate strategic plan. They report on the achievement levels in the organization and identify: • Goals and objectives to be achieved by the department and the organization • The core businesses essential to departments and to the organization • How the department will distribute resources (human and financial) • Key performance measures to be achieved in departments and the organization Why does the District of Maple Ridge complete business plans? Business plans provide a framework for decision-making by identifying areas for performance review, amalgamation, dissolution, change, and alternative service delivery. Business plans allow our organization to be financially self-sufficient. How do business plans fit with other corporate plans? Essentially, the Corporate Strategic Plan sets the direction of the business plans and all other organizational plans. Business plans will identify specific people responsible for ensuring the goals of the service area/department are met and this will be reflected in individual performance plans. The ultimate goal is to develop a self-managed organization where everything we do is a cycle of continuous improvement (see page 9 Strategic Corporate Alignment - Documents). When are business plans typically done? Dpthtsusualiybegiffwrktng onthetr piarsliriune and must submit thembythe end ofOctober Who completes business plans? Currently, each service area completes a business plan. Council also requests business plans from organizations that the District of Maple Ridge supports (e.g. Ridge Meadows Recycling). In the future, Council may wish to expand this system to include community groups, committees, and all organizations that receive financial support from the District. 5 6. How are decisions made regarding incremental and reduction packages? Council decides whether or not incremental and reduction packages are accepted or rejected. The criteria that Council will use are outlined on page 39. The steps in the overall process follow: Business plans are submitted to the Business Planning Committee to ensure they meet the basic guidelines outlined in this document. The IT Committee will meet to review and discuss all Capital Works Program Project Proposal Templates submitted for the year, and review previous year's submissions. The IT Committee will prepare and present its own business plan on corporate IT priorities which may, or may not, include your proposed Capital Works Program Project Proposal Templates. You will be advised if your project is supported. Should your project not be considered for support at the IT Committee, you can still present the increment business case for the project to CMT and Council during your business plan presentation. Projects not supported by the IT Committee for the current year are still considered in the Capital Program in future years. Once a project receives support from the IT Committee, and is supported with appropriate funding, the project proponent will need to develop a detailed business case using the Project Charter outline available on the network. The Business Planning Committee submits the business plans to the Corporate Management Team (CMT) for review and departments present their plans to the CMT. CMT discusses the business plans, the incremental packages, and the reduction packages and makes decisions on which packages they will recommend to Council (and which packages will, not be recommended to Council). These decisions are based on ensuring that the expenditures projected within the business plans do not exceed the resources available and meet the guidelines of Council (page 10). NOTE: CMT will not recommend that departments change their business plans based on what CMT recommends or rejects - it is important that departments present their entire business plan to Council. It is Council 's decision to accept or reject each incremental/reduction package for the budget. CMT submits the recommended business plans to Council for public review and the individual departments present their business plans to Council. Council discusses the business plans and all incremental and reduction packages and makes decisions on whether or not each package will be included in the final business plans and budgets. V. Council will be able to review our progress in relation to our business plan in two ways: They will receive quarterly reports highlighting key achievements. We will review our financial performance at least quarterly so that adjustments can be made to reflect changing circumstances. M. 7. How do I handle my Capital Program Requests? The first step is to make a determination of whether your project request is "Capital" or "Operating?" Generally, if you are buying an asset, or extending the life of an existing asset, that will be around for several years, it is Capital. If you are doing general maintenance or buying something "consumable" that will only last a couple of years, it is Operating. Both types of expenditures can be funded from general revenue, or other sources of funding. The general direction in Section 486 of the Local Government Act is: Capital Works Expenditures for or in respect of capital projects and land, machinery or equipment necessary for capital proj ects and extension or renewal of existing capital works Results in an new or expanded infrastructure and/or added corporate asset value Generally speaking, project represents a one-time project Operating Budget Works Expenditures for or in respect of the maintenance (repair and rehabilitation) and operation of existing infrastructure (land, machinery, equipment, services and facilities) Generally speaking, activity represents an annual expenditure for on-going operational support Often, a Capital expenditure gives rise to an annual Operating cost. For example, purchasing a park (capital) would give rise to additional labour and other maintenance costs (operating) that would need to be built into the base operating budget. Similarly, the purchase of new computer equipment (capital) would also require an annual transfer to the Equipment Replacement Reserve (operating) so the equipment can be replaced in the future. Therefore, it is essential that all incremental packages for capital items properly identify all resulting annual operating costs that will occur. The Capital Works Program Project Proposal Template is available on the network at \\Oak\Common Files\Templates\proiect charters. This should be submitted to the Director of Development Engineering, and an incremental package should accompany your business plan for submission to the Business Planning Committee. Reporting of Capital Project • The Corporate Management Team endorses a capital works project-reporting framework incorporating six guideline principles. As a result, departments are asked to report capital project progress as part of the departmental quarterly reporting schedule. Information regarding the topic is presented in a report entitled "Reporting - A Component of a Capital Management Process." The report and the reporting template developed for departmental use are available on the network at \\Oak\Common Files\Templates\Capital Project Templates. 7 How do I handle my Information Technology Requests? Information Technology projects are the technology component of the Capital Works Program and are handled like any other capital project request. If your department is in need of new software or hardware greater than $5,000 in value, the request should be included as an incremental package in your business plan (as outlined in Section 7). At the same time, an IT Capital Works Program Project Proposal Template should be filled out and sent to the IT Committee for comparison to corporate needs and evaluation against other IT budget priorities. The Capital Works Program Project Proposal Template for project preparation is available on the network at \\Oak\Common Files\Templates\proiect charters. How do we know if we are doing it right? On a quarterly basis, each service area must provide updated performance indicators to Council. The intent of these indicators is to measure the effectiveness and efficiency of local government services on a regular basis. Also, these indicators provide a quantitative basis to assist in the identification and implementation of service delivery improvements. The quarterly reports will also report on financial performance in relation to budget. When you begin to see positive change in your department resulting from ideas put forth in your business plans you will know you are "doing it right." Positive change includes more efficient and more effective ways of doing business - it means your customers are telling you you're doing a good job and they are pleased with the service they receive - they say thank you. One of the means to assess citizen satisfaction that has been introduced as part of business planning is the use of a comprehensive survey that is proposed to be undertaken bi-annually. Further, positive change means your employees enjoy their jobs, take pride in the quality of their work, and feel like they are contributing to the vision of the organization. Finally, positive change means you can measure the improvement in your service levels and it's getting better! What is the role of the Business Planning Committee? The Business Planning Committee provides advice on the business plan process. In addition, the Committee assists in providing training and assistance with the preparation of business plans within the organization. Dimcfor Joke Sorba Sr. Finance Manager - Laura Benson I Manager of Revenue & Collections Manager of Procurement Earl Oddstad Meeictpei Accountant Dennis Sartorfus Chief informatiOn Officer John Beotxje Menuger of information Services Ton, McIntosh Municipal Clark Terry Fryer - PreprtyiRlsk Manager Ron Rlach Manager of Police Services Maureen Jones David Peiiock Director [j Development Engineering Jeff Scherben Director Engieeering Operations Russ Cane ichaei ElectreiMech Manager Victor Negoita Director of Planning Jane Pickering Manager Develop & Environmental Services Manager of Conenenity Planning Christine Carter Director Perenits & Licencen Brock McDonald Manager of Inspection Services Plater Den Uyl Organization Chart Mayor Keihy Morse Counctilorn Ernie Daykis Jon Harris udy Duuck Feye isaac Candace Gordon Craig Spoke Chief Adn,inietrative 1 Office, Jin, Rule I Exocotive Auniatant Che,yi EnnIs Executive Assiatent Sandra Ramsay RCMP Officer in Charge Fraser MacRae General Manager Community Deveiopn Parke & Rec Sorvic Mike Murray Executive Executive Axaletant Aanistant Brenda Graham ingrid Kraus Aonivth Andrew Wood FD &Facfliton Coremunlcefonn 1 EngIneering 1 LelManager R§j FOE Recreation Manager East Not Hired Manager rketing & Ctomer Ser M lly Swift Manager of Parke & Open Spaces Emergency Sorvlcae [ General Manager .j Gonerai Manager Corporate S Financial Public Works S Services Development Services Paul Gill Frank Quinn Corporate Strategic Alignment - Documents The District of Maple Ridge employs the equivalent of more than 500 full-time employees and manages a total annual budget of approximately $100 million. Council directs the overall operation of the organization using a business plaiming framework. This chart illustrates the relationship of the various strategic planning initiatives to the corporate business planning process. Citizens/Customers Community Groups Council 4 Greater Vancouver Regional I District Consultation Mission, Vision and Values Business Plans Each Department Corporate Strategic Plan Corporate Focus Areas Budoet Guidelines Corporate Business Plan & Performance Measures Corporate Strategic Documents: Official Community Plan Recreation Master Plans Economic Dev. Strategy Infrastructure Master Plans Transportation Master Plan Technology Strategic Plan Policy Manual Human Resource Plan Fire Master Plan Police Strategic Plan Service Evaluation SWOT Analysis Goals & Objectives Corporate Alignment Performance Measures Bi-Annual Operating/Capital - Budgets Individual (Annual) Performance Plans Replacement Reserves Capital Funds Life Cycle Reserves Strategic Human Resource Training Plan 10 Business Planning & Budget Guidelines 2005 - 2009 Tax increase— 3% per year. Capital Works - 1% per year. Budgets include operating and capital components for a 5-year period. Public Consultation Plan developed and operationalized. Increase revenue from existing sources by about 5%. Identify potential new revenue sources (i.e. be creative). Services - ask yourselves: Are we in the right services and the right mix of services? Do others deliver these services? Can we partner with anyone to deliver the service? Identify and measure outputs/outcomes. Identify key processes to undergo process improvement reviews. Reduction packages should be at -10% (limit small packages and multiples to get to -10%). What would you recommend be kept if you had only 90% of your budget? This should not be interpreted to mean that we are looking to reduce our budget by 10%. Rathe,; this is an opportunity for us to explain what the ramfIcations of such reductions would be. Also, it is a chance for us to look at what we are doing to see if there are ways to improve. Incremental packages must include a business plan and business case to support new programs/projects/staff. Organizational/structural change - is the current organization adequate to deliver the service? Are there better options? Succession Planning - review organization charts in relation to service delivery with a view to long-term planning. What positions do you see as potentially becoming vacant by retirement and what organizational options may be available as a result? Vacant position review and management - all positions that become vacant are subject to a detailed review prior to being refilled. Systematically review existing policies and/or develop policies in key areas that require policy _direction,usingthetemplateonPage46... - Quarterly performance reports are to be presented to Council at open Council meetings. Progress in relation to our strategic direction is to be evaluated every six months Issues raised at the May 2003 retreat are to be considered in developing workplans, respecting the criteria for establishing priorities that is outlined on page 39, and recognizing that capacity is needed for opportunities or issues that might be discovered through out the year. 11 Getting Started Questions to ask yourself when starting your business plan: What are the outcomes of expenditures? -* Establish what is accomplished in budget unit area Who are the customers of your services? -* Internal customers? External customers? How is the service/program consistent with Council's goals? -* Align your services/programs with the Corporate Strategic Plan What are the strengths/weaknesses/opportunities/threats impacting your service/program? 4 Discuss each strength, weakness, opportunity, and threat to your services/programs How to measure the results of your service/program? 4 Are there performance measures in place - if not, why not? Develop performance measures. A flowchart illustrates a series of questions to use in the development of individual business plans: Is this program consistent with Councils goals? NO Delete program and reduce budget accordingly YES Is the service provided by others? YES Consider deletion of program or explain why (i.e. public/not-for-profit/private) we are involved. NO Can the service be provided by others? YES Explore opportunities. (i.e. public/not-for-profit/private) (costs/benefits) NO Can more revenue be generated? (ie.userfees/licences) YESIncoorate increases into business plan/budget. - - -.. - Are there new programs that generate revenue? NO Is a penanent or temporary service level YES Incorporate into business plan/budget. reduction possible? NO Maintain current budget. 12 Timelines for 2004 Timing of the development of the business plans remains very important. The timelines for the creation and presentation of the business plans for the next reporting period (2004 - 2008) are as follows: January 2004 • Complete staff debriefing sessions for 2003 business plans May 2004 • Council workshop to complete Corporate Strategic Plan and consider Business Planning Guidelines May 2004 • Distribute Business Planning Guidelines - 8th Edition. (Corporate Strategic Plan and Business Planning & Budget Guidelines for 2005 - 2009) Council to request public feedback on Corporate Strategic Plan and Business Planning & Budget Guidelines for 2005 - 2009 June 2004- • Training Sessions (see page 13) Ongoing July 2004 • Finance to distribute copies of 5-year operating & capital budgets August 2004 • Begin to develop business plans (operating and capital) and financial plan (budget) • Submit Capital items and IT items to J. Scherban and J. Bastaja respectively by August 1, 2004 September 2004 • Continue to develop business plans (operating and capital) and financial plan (budget) • Public Open House with information on current budgets and five-year financial plans • Advertisements (newspaper and web page) requesting public comments on financial plans October 2004 • Submit draft business plans to Business Planning Committee by October 4, 2004 • Submit financial plan (budget) to Finance representative by October 4, 2004 • Submit final business plans to Business Planning Committee by October 18, 2004 • Business Planning Committee submits business plans to Corporate Management Team (CMT) • Departmental business plan & budget presentations to CMT October 25 —27 2004. November 2004 • CMT reviews business plans; makes preliminary recommendations; and, gives feedback to departments (first week of November) • Advertisements of Council financial plan consideration schedule • Departmental business plan & budget presentations to Council in a public forum November 8 - 10, 2004 • Council reviews business plans; makes decisions; and, advises CMT to give feedback to departments December 2004 • Financial Plan & Bylaws approved • Advertisement outlining approved budgets 13 Training Schedule for 2004 To support the business planning process training for employees and users of the system remains an important issue. A training schedule outlines key dates and proposed sessions. Exact dates and number of sessions will be announced via email. June 2004 Jun Rule & Business Planning Guidelines - 81h Edition! GM'S. • Kick-off new business planning guidelines for 2005-2009 • Introduction to business planning at the District of Maple Ridge • What's new for 2005— 2009? Review changes from last year. • Reminders to make the process as smooth as possible. Ongoing John Bastaja Information Technology and Capital Works Training Sessions Jeff Scherban Ongoing Business Training sessions upon request Planning Committee 14 Deadlines for 2004 SUBMISSION DATES FOR BUSINESS PLANS/BUDGET DOCUMENTS TO THE BUSINESS PLANNING COMMITTEE: DRAFT DOCUMENT: FRIDAY, OCTOBER 4, 2004 (1 Copy Only) FINAL DOCUMENT: FRIDAY, OCTOBER 18, 2004 Departments are expected to submit 30 complete copies of their business plan. Each copy should be 3- hole punched and have page numbers located on the bottom right of the page (see page 34 Business Plan Format). The Business Planning Committee will simply put the final copies into 30 binders with coloured dividers for distribution to the CMT (and subsequently Council) - once again we will not be editing or formatting them. We ask that your PowerPoint presentation to CMT (and subsequently Council) be consistent with what you have submitted on paper and that you reference the page numbers you have assigned. If you require help editing or formatting your business plan, please ensure you contact a member of the Business Planning Committee so this can be scheduled in advance of the above mentioned deadlines. Members of the IT Committee and the Information Services Department are available to assist projects or acquisitions. A Financial Plan is an integral part of your Business Plan. Your draft Business Plan submission must include a complete Financial Plan obtained through the process of developing a budget with your Finance Department representative. 15 Help! The members of the Business Planning Committee are available for advice and help to departments during the development of the business plans. The Business Planning Committee is an internal, cross- departmental advisory committee that offers facilitation, review of drafts, editing, consultation, and planning. In addition, the Business Planning Committee is responsible for conducting process improvement reviews and establishing performance measures/indicators. The Business Planning Committee is comprised of the following members: Paul Gill, Chair General Manager, Corporate & Financial pgillmapleridge.org Services Laura Benson, Co-Chair On Leave Jim Rule Candace Gordon Mike Murray Senior Finance Manager Chief Administrative Officer Councillor General Manager, Community Development, Parks & Leisure Services lbensonmapleridge.org jrulemapleridge.org cgordonmapleridge.org mmurraymapleridge.org Frank Quinn Brenda Graham Diana Dalton Wayne Hardy Ron Riach General Manager: Public Works & Development Services Executive Assistant Customer Service Clerk Roads Superintendent Manager, Property & Risk Management fquinnmapleridge.org bgrahammapleridge.org ddaltonmapleridge.org whardymapleridge.org rriachmapleridge.org 16 List of Appendices • Corporate Strategic Plan (Revised in May 2004) This document was reviewed and revised in May 2003 at a strategic planning session with Council and senior staff. The Corporate Strategic Plan sets the direction for the organization and therefore, all business plans must align with this plan. Business Plan Template You should use the template as a guide for content - each department is unique and you should adapt the template to fIt your department. • Business Plan Sample —Personnel (2004) A sample business plan from last year is included for guidance. Municipal Council's Criteria for Evaluating & Establishing Priorities • Information Technology Committee Evaluation Criteria • Capital Works Program Project Proposal Statement • Capital Works Program Template • Policy Analysis Framework - Example (to be used for review of Policy Items) • Business Plan Format . DetaIls. iu4&forguidiqnce. 17 Corporate Strategic Plan - Revised May 2003 VISION A safe and livable community for our present and future citizens. VALUE STATEMENTS Leadership To encourage innovation, creativity, and initiative. Service To be fair, friendly, and helpful. Reputation To stress excellence, integrity, accountability, and honesty. Human Resources To recognize that our people are our most valuable resource. Community To respect and promote our community. BUSINESS PURPOSE The District of Maple Ridge is committed to the effective and efficient delivery of services for our customers and citizens. STRATEGIC FOCUS AREAS • Governance • Financial Management • Inter-Government Relations/Partnerships • Community Relations • Economic Development • Safe and Livable Community •Ttaportation • Smart Managed Growth • Environment Governance • Conduct our business in a manner that will uphold and enhance the public trust. • Function as an open government with the greatest possible access by citizens to information and decision making processes. Financial Management 18 • Develop multi-year financial plans that not only address immediate needs but also address the longer- term financial sustainability of our community. • Use a formal, business planning framework as a means to structure decision-making and publicly report our performance. • Identify methods to expand the tax base and generate non-tax revenue. • Continue to use a user-pay philosophy. • Provide high quality municipal services to our citizens and customers in a cost effective and efficient manner. Inter-Government Relations/Partnerships Develop and maintain strong, positive working relationships with our adjacent neighbours, the municipalities of Pitt Meadows and Mission; the Katzie First Nations; the provincial government; the Greater Vancouver Regional District; and, TransLink.. 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. Community Relations • Encourage citizen participation in local government and local government decision-making. • Develop methods to communicate on a timely basis with citizens and community groups. • Recognize and support the important contribution of volunteers in the community. • Strive for enhanced service levels, quality of life and independence by citizens and community organizations in the delivery of leisure services and other municipal services through community development. Economic Development • Use a formal economic development strategy as a means to structure a positive business and investment climate within Maple Ridge. • Identify, in consultation with community stakeholders, specific new investment and employment opportunities. • Build a sustainable community that includes a balance of land use types. • Develop a pro-business, customer-service oriented approach in the delivery of municipal services. • Develop and maintain high quality community documentation and promotional material to attract investment and employment. 19 Safe and Livable Community • Establish an emergency response and recovery plan in consultation with other public sector agencies, community groups, and other relevant stakeholders. • Establish neighbourhood and community education programs to provide citizens with information and materials on emergency planning procedures. • Ensure development standards incorporate crime prevention, safety and security concepts. • Develop preventative as opposed to remediation initiatives in the delivery of fire and police services. • Ensure that quality emergency services are delivered in a timely, effective and efficient manner through the development of multi-year business plans, which include detailed multi-year financial plans. • In partnership with community groups, assist in the provision of leisure and cultural services to ensure access by all citizens. • Address the impacts of emerging social issues on the local community and citizens through social planning and collaboration with other levels of government and local service providers. Transportation • 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 co-operation with other regional stakeholders, identify improvements to the inter-municipal transportation system within Greater Vancouver. Smart Managed Growth • Develop a land use management process that is timely, open, inclusive, and consultative. • Using the Official Community Plan, ensure growth is well managed and establishes a balance of use types that is efficient and enhances the unique quality of life in Maple Ridge. • Develop land use regulations, bylaws, procedures, and practices to implement the Official Community Plan. • Protect and manage existing municipal infrastructure through the preparation of appropriate plans to ensure development, maintenance and renewal of parks and open spaces; roads; sidewalks; water; sewer and stormwater systems; and, public buildings. Environment • Promote individual and community responsibility for the stewardship of natural resources. • Identify and protect environmental features (such as watercourses) and areas that require special recognition and management. • In parthership with other levels of government, adjacent municipalities, and community groups, develop programs and projects to preserve and enhance the natural assets of Maple Ridge. • Promote alternative modes (pedestrian, bike and public transit) of travel to reduce reliance on the automobile. 20 Business Plan Template District of Maple Ridge Name of Department Business Plan 2005 - 2009 Executive Summary • One page maximum • Provide a powerful introduction to business planning • Highlight the plan's purpose and intended results • Describe how the plan was developed and who was involved in the process Corporate Overview • Describe how your goals align with the strategic focus areas in the Corporate Strategic Plan • Describe how your department impacts other departments in the organization Departmental Overview • Describe the services provided by your department • Who are your customers? • Describe the resources included in your department • Provide VisionlMissionlValues/Strategic Plan of your department (if they exist) • Include an organization chart of your department with employee names • List your department's successes/accomplishments in the last year (include statistics if they exist) • List any projects in progress your department is working on for the future Performance Measures/Indicators Service Area Goal: --Develop goals-for-each-of--your service areas-basedon-the Corporate StrategicPian(May 2003 version) • Develop goals using the Citizen Satisfaction Survey results from your service area that will demonstrate you are trying to improve citizen satisfaction • Develop at least one new goal in your service area that uses the corporate website in a way you are not currently using it • Ensure your goals encompass your entire business • Ensure your goals link to the business plan guidelines 21 Objective: Describe your objectives for each service area goal in years one through five Measures: Identif' performance indicators measuring outcomes for meeting objectives Action, Responsibility and Tirneline: • Identify the specific actions required to meet your objectives • Identif' the person(s) responsible for canying out these actions • Identify when the action will be accomplished (or what percentage of the action will be completed at a predetermined time) Operating Budget • To be obtained from your Finance Department representative in electronic format and placed after this heading Capital Budget • Submit capital items to J. Scherban by August 1, 2004 and reference these items in the business plan for your department (using the Capital Works Program Project Proposal Template located at \\Oak\Common Files\Templates\proi ect charters). Information Technology Update • Submit IT items to J. Bastaja by August 1, 2004 and reference these items in the business plan for your department (using the Capital Works Program Project Proposal Template located at \\Oak\Comrnon Files\Templates\proi ect charters). incrementaiiReduction Packages • Include a one-page summary in table format of all incremental and reduction packages == -- ----- -. - ----- - -- -..- - • Reduction packages should be for 10% of total operating budget 22 Business Plan Sample (from 2003) District of Maple Ridge Personnel Department Business Plan 2004 - 2008 1.0 Executive Summary The Personnel department is a small group of employees dedicated to providing our coworkers with a comprehensive suite of human resource services so they are able to maximize their individual contribution to the District's goals. Our services include: recruitment; labour relations activities; training programs; attendance, health & safety initiatives; payroll, salary and benefits administration; performance planning support; and, employee involvement processes. The purpose of our business plan is to describe how what we do contributes to the overall corporate strategic plan of Council and to out-line where we want to take our department in the future. We will provide indicators of what we do and show how we can improve these indicators through our action plans for the year 2004 and beyond. To develop this business plan we reviewed the Corporate Strategic Plan (revised in April 2002), we considered a number of the issues that arose during 2002 (particularly the work relating to morale issues) and we revisited our previous business plans, using the good work of the past as a springboard for our future. We also factored in the results of the customer satisfaction survey we commissioned in September 2001. Last fall we gathered feedback on what our customers saw as the strengths, weaknesses and opportunities of the department. That input continues to be helpful in developing goals for the coming years. Looking to the future, the Personnel section will strive to enhance the value we add to the organization by ensuring our programs align with and actively support the organization's strategic direction and by providing first-class advice and program administration on a day-to-day basis. 2.0 Corporate Overview The Personnel department is a resource and service department to Council and all municipal departments. We support Council's Corporate Strategic Plan by helping meet the goals of the - -- -- - fólloviifãtegiaieas - -- - - Financial Management Our employee suggestion system; labour negotiations; health, safety and attendance management activities; and, benefits tendering processes all support Council's financial goal of "providing high quality municipal services to our citizens and customers in a cost effective and efficient manner." This document is evidence of our commitment to the business planning process as a decision making and measurement tool. 23 Inter-Government Relations/Partnerships The Personnel department has a strong working relationship with the Labour Relations Department of the Greater Vancouver Regional District, with the British Columbia Municipal Safety Association and with our local office of Human Resources Development Canada. Environment Working with Parks and Leisure Services we have made it feasible for employees to ride their bicycles to work by ensuring the provision of secured bicycle storage and the availability of shower facilities. Car-pooling is also encouraged through a discount on parking fees for employees who share a parking permit. Safe and Liveable Community The Personnel department makes an important contribution to the Emergency Operations Centre by ensuring employee and volunteer Health & Safety and risk issues are considered. The department has also taken a lead role in developing and implementing emergency preparedness procedures for all tenants in the Municipal Hall and Tower. Finally, the department has been active in support of the Mayor's Fall Prevention Committee. 3.0 Departmental Overview Almost all our work is intended to bring to life Council's Leadership and Human Resources values. The comprehensive suite of services we provide include: Services Provided: • Labour Relations (collective bargaining, grievances, labour relations advice, harassment issues) • Recruitment • Attendance, Health, Safety programs • Training • Payroll and Benefits Administration (welfare benefits, employee assistance program, payroll administration) • Administration and Employee Involvement Activities (performance planning, employee recognition and suggestion systems, newsletter, fund raising and social activities, employee files, Photo ID) • Classification and Salary Administration (job descriptions, reclassifications, merit pay) Customers: Council, employees, and external applicants Resources: Director of Corporate Support Personnel Officer (2) Personnel Assistant Payroll Clerk (half-time) Clerk 2 24 Mission Statement: • The mission of the Personnel Department is to provide high quality assistance and advice to our customers on human resources issues and to help foster a work environment that maximizes the capabilities of our people. • The Personnel section actualizes this mission by helping our customers set themselves up for success. We do this by working with managers to select the right people; by mutually establishing and monitoring expectations, by identifying and delivering upon employee training and development needs; by attempting to negotiate more practical working arrangements; by working proactively to maximize the health, safety and attendance of our staff; and, by ensuring our employees are appropriately recognized and compensated for their efforts. Organization Chart: Budget: $626,667 FTEs: 5.5 Successes in the Last Year: Administration and Employee Involvement • Transition to Side Tab Employee Files • Analysis of Performance Plans to determine trends and issues - presentation on morale issues • Provided perfornance plan training sessions • Completion of the planning work for the Customer Service Centre including: • Customer service standards • Commitments relating to how we will treat each other • Who will be there - levels of supervision • Training Plan • Floor Plan • Furniture Plan • Led United Way fundraising drive, record number of donors 25 Successes in the Past Year (continued) Classification and Salary Administration . Administered 2001 Merit Pay Labour Relations • Negotiated and implemented resolution to paid parking - now administer paid parking for municipal employees • Provided Union with detailed information relating to the challenge of 7 exempt positions • Collective Bargaining Proposals - first draft is complete • Negotiated and Implemented Demutualization pay-out • Transition to ECOM • Hours of Operation at Municipal Hall report and follow-up activity • Two grievance settlements prior to arbitration. • Three negotiated exits Recruitment • Designed, then recruited the mail clerk position, creating meaningful employment for a disadvantaged member of our community • CAO recruitment • Identified immediate priorities for succession planning Payroll & Benefits • Completed analysis of pros and cons of payroll outsourcing • Enhanced documentation of payroll processes • Tendered group benefits plan resulting in 14% savings in premiums - enrolled employees with new carrier • Negotiated with carrier to offer LTD to CUPE members, made presentations to CUPE members to introduce LTD • Introduced and administered ERIP Attendance, Health & Safety • Developed procedures and training plans for 7 of 14 priority program areas identified by WCB (only 12 of 14 apply to Municipal work) • Enhanced the safety orientation program for new hires at Eng Ops and Parks • For third consecutive year the number of hours lost to sick leave and WCB claims has decreased. • Successfully appealed 4 WCB cases that avoided costs of >$40,000 getting charged against Training • Enhanced tracking of training expenses • Worked with P&LS staff to tender, award and implement customer service training program • Worked with School District to ensure employees got post secondary credits for participation in LDPII • Worked with IS to organize and launch training to support the transition to Windows 2000 & the XP office suite. 26 Projects in Progress: • Launch of the Customer Service Centre • Parks and Leisure Services Customer Service Training • Windows 2000 and XP training • Development of procedures and training on the remaining five WCB priority issues • Collective Bargaining • Transition to side tab filing 4.0 Performance Measures/Indicators This section describes the broad mandate and associated outcomes of each of our seven service areas. The 2004 workplan for each area is articulated and some relevant measures, viewed in historical perspective, are also provided. 4.1 Service Area Goal: Administration and Employee Involvement In general terms, the goal of this service area is to facilitate a variety of ways that employees can communicate and interact. In 2003 we will attempt to more promptly provide management with an overview of the trends and themes emerging from a read of the performance plans. We also intend to explore some means to encourage employees to volunteer for a "Social Committee." We will continue to review and revise our policies to ensure they are reflect current realities and are supportive and aligned with corporate direction. Objectives: - Employee information is accurate and accessible - Quality and quantity of Performance Plans completed is high - Suggestion (VIP) and Recognition (GEM) programs are seen as credible - Provide opportunities for employees across the organization to come together for work, fund- raising and social activities - Enhance communication between employees Measures: 1998 1999 2000 2001 To Dec 1, 2002 % F/TP -60% 65% 83% 796/. 88% -Plans - - -•• - Completed #GEM 23 13 10 12 26 Awards #VlPAwards 5 4 1 1 2 #United Way 118 128 116 117 123 Donors ______________ 27 Action, Responsibility and Timeline: - Personnel Officer and Dee S to schedule Performance Planning refresher sessions for January and February 2003 - Dee N & Dee S to prepare report on P Plan trends and themes by May 15, 2003 - Personnel Officer to work with CUPE to attain broader representation on the GEM & VIP committees - Find "champions" for the programs in each of our larger work units (starting in 2'" quarter 2002) - John L to report to CMT on ways to entice volunteers to serve on a social committee and the terms of reference for such a committee - by end of 1st quarter - Personnel Officer and Dee S to complete the review of Corporate Policies that are administered by the Personnel department - end of 3d quarter 4.2 Service Area Goal: Classification and Salary Administration To ensure relatively accurate job descriptions exist for each position and that the salary paid to each position is appropriate. One of the key themes emerging from the exempt staff group discussions about morale was a sense of frustration felt by a number of exempt employees that they had no avenue through which to influence their terms and conditions of employment. The issue of "representation" for exempt staff and an exempt staff desire for a compensation review will translate into key projects for the Personnel department in 2003. Objectives: - Relatively accurate job descriptions exist for each position - Controlled access to classification reviews - Consistency with regional pay/benefits standards - Exempt performance pay plan is seen as credible Measures: 1998 1999 2000 2001 2002 # Employees 3 7 16 14 16 Reviewed # Positions 3 7 10 13 10 Reviewed _____________ Action, Responsibility and Timeline: - John L to present cost estimate of exempt compensation review to Council during 2003 Business Planning, December 2002. - John L to facilitate discussion about exempt staff representation at first exempt staff meeting in 2003 - Personnel Officer to ensure job descriptions exist for every position by 3rd quarter 2003 - Kathy L and Dee N to ensure electronic job description folders are complete and without duplication - last quarter 2003 28 4.3 Service Area Goal: Labour Relations The goal of this service area is to negotiate the terms and conditions of employment of our unionized employees and to ensure consistent interpretation and application of the terms. The current collective agreement expires at the end of March 2003 so this year will be an active year for bargaining. Objectives: - Negotiate a deal both parties can live with - Timely resolution of grievances - Education of supervisors and employees re their respective rights Measures: 1998 11999 WOO 20011 To Dec 1, 2002 grievances 114 32 ',251 # arbitrations 1 Lii 1owing from Action, Responsibility and Timeline: - John L to continue the monthly meetings with the Chief Shop Steward to ensure progress is being made on outstanding grievances/issues. - John L to work with CMT to identify the bargaining committee - last quarter 2002. - John L to get proposals approved by CMT then Council - by end of January 2003. - Personnel representatives on Labour Management committee to ensure agendas and minutes are created and distributed promptly to maximize communication of the issues before the committee. - John L to continue to build the labour relations knowledge and experience of staff, as appropriate 4.4 Service Area Goal: Recruitment The general goal of this service area is to assist the user departments to select the best candidate for their vacancy and to fill clerical relief positions promptly. Succession planning will continue to be a focus in 2003 as the department works with user departments to identify and develop candidates to fill future retirement vacancies. Objectives - Prompt filling of vacancies - Candidate passes probation and has success in the job - Active succession planning program - Temporary clerical vacancies are filled quickly with qualified staff - Explore employment opportunities for young people and disadvantaged candidates Measures: 1998 1 11999 1 2000 2001 1 ifoDec1,2002 ' job postings 57 35 75 1 56 29 Action, Responsibility and Timeline: - John L and Personnel Officer to continue to lead the implementation of the succession planning program - ongoing - Kathy L, Personnel Officer and Dee S to look at ways to improve the orientation program including; developing a checklist for home department supervisors, adding the features of the IS security policy, creating a video targeted to new hires, and implementing a 'buddy system" for an employee's first few weeks on the job - design work to be completed by end of 2' quarter - Personnel Officer, Kathy L and Dee N to design and implement a more formal "exit process" so that all municipal assets are returned and security issues addressed - end of 2nd quarter - Personnel Officer to develop a recruiting training program for supervisors - the "how to" of hiring - program to be offered in the 3" quarter - Personnel Officer to investigate ways of creating an "auto reply" to resumes received through the internet and to implement a process of updating the status of competitions on the web page - 2"' quarter 4.5 Service Area Goal: Attendance, Health & Safety The goal of this service area is to reasonably ensure the occupational health and safety of employees by taking all precautions to protect employees against occupational injuries and industrial diseases and to comply with WCB regulations. Further, we will work to facilitate the earliest return to work possible for any employee absent due to illness or injury. Specific goals in this area include: raising the profile of health and safety activities; continuing with the development of policy and providing training for staff on the WCB's hot fourteen list of issues; and offering training to supervisors and co-workers relating to the benefits and "how-to's" of creating modified duties opportunities for workers. Objectives: - employees who are aware of the preventative safety measures related to their job - effective, results oriented safety committees - compliance with WCB regulations - timely filing of WCB claims - full employee awareness of the attendance management program - reduced level of sick leave usage and WCB claims Measures: 1998 1999 2000 2001 2002toOctl Sick Leave t15,421 L1642 Hours 14,80Q L10,300 WCB Hours 3,000, 3,200 3,125 1,814 j750 RTW initiatives 30 Action, Responsibility and Ti,neline: • Dee S. & Personnel Officer to develop training sessions designed to make employees and supervisors aware of the benefits of modified duties initiatives and the issues associated with an employee returning to the work force after an extended absence due to injury or illness - end of 2nd quarter. • Dee S., working in conjunction with line managers and the safety committees, to develop and implement policy and training for the remaining five topics on the WCBs top fourteen (twelve) list - all complete by end of 4th quarter • Dee S. to work with the safety committee to increase the profile of OH&S activities (1st quarter) • Dee S to investigate more efficient ways to capture and report sick leave and WCB stats - end of I St quarter • Dee S to work with Ron Riach to ensure risks associated with the Emergency Operations Centre and with our many Volunteers are managed appropriately - ongoing 4.6 Service Area Goal: Payroll & Benefits Administration The goal of this service area is to ensure employees are paid accurately and promptly and provided with the negotiated level of benefits coverage in the most cost-effective manner possible. A further goal is to ensure employees are aware of the essential nature of their benefits coverage. Two important technology projects dominate the 2003 workplan in this service area. Assuming the targeted funding is still available, we will conduct a study to help us understand the features, potential and implementation costs of the ROSS HRIS package we own, but are using only a small portion of its capability. We will also upgrade the ROSS payroll system from the DOS oriented "classic" version we currently run to the Windows based, Web-enabled EM-PATH version. The Joint Benefits Committee will continue its work, turning its attention to maximizing the value received by potentially adjusting the premium cost share arrangements of the various employee benefits. Objectives: - Employees receive correct pay minus correct deductions every pay period - Employees knowledgeable about their level of benefits coverage - Employees and dependants "properly" enrolled - Competitive premiums paid for benefits - Personnel staff able to thoroughly explain benefits and pension plan details Measures: 1998 1999 2000 2001 ToDecl,2002 Avg # biweekly payroll advices 376 427 1,494 Avg Bi-weekly Gross Payroll $517,899 543,16 624,474 %age Premiums paid as benefits [75% 112°/ retirees 3 $ 31 Action, Responsibility and Ti,neline: - Kathy L. to continue writing benefit articles for the employee newsletter (each edition). - Assuming funding for both technology projects remains, get advice on the order in which they should be tackled, then proceed - Kathy L, Linda W & John L 1st quarter - Kathy L and John L to continue working with Benefits Committee relevant issues including premium cost sharing - ongoing - Identify and train a payroll back-up person - starting 1st quarter Linda W & John L 4.7 Service Area Goal: Training The goal of the training program is to ensure our employees have the knowledge and skills required to perform their present job and to prepare them to accept future challenges. Specific goals for 2003 include completing a training needs analysis to identify training priorities and continuing to improve our record keeping of training history and expenditures Objectives: - Training programs targeted to meet the needs of the organization - Opportunity for employees to pursue career aspirations - Provide in-house training to build rapport amongst employees - Make available to all employees a semi-annual calendar listing training opportunities Measures: 1999 2000 2001 ifo Dec 1, 2002 ees in career L12 38 3 F eve1opment programs "one-off' 82 165, 155 44 sessions attended Action,ResponsththtyandTirneline - Personnel Officer to complete needs analysis by end of May 2003 - Personnel Officer. to publish in-house training calendar in the early summer for in-house courses that will run from September 03 to May 04 - Personnel Officer. to promote and educate on the new training policy in time for classes that start in.January 03 - Personnel Officer to co-ordinate the computer training associated with the conversion to Office XP 4.8 Service Area Goal: Enhanced Use of the Corporate Website The proposed project is to place on the site a detailed organization chart for each division and department. Linked to each "box" on the organization chart would be a brief position description. The position description is NOT the job description; rather, it is a brief summary of the position written in a way that would allow customers to determine who does what and to whom they should direct their inquiry. The position description would include the incumbents work telephone number and a link to their email address. 32 Objectives: - Give visitors to the site an understanding of our organization structure - Allow visitors to determine who does what and who they should call - Provide a direct email link to these employees Measures: - # hits to the section of the site - #emails or calls generated by the section Action, Responsibility and Timeline: - Dee N to continue the work she has made towards this objective (ongoing) 5.0 Jperating Budget-Personnel Department District of Maple Ridge Proposed Financial Plan 2003-2007 Personnel Account 2002 Adopted AFP02-06 2003 Proposed CFP03-07 Proposed Changes $ % 2004 Proposed CFP03-07 2005 Proposed CFP03-07 2006 Proposed CFP03-07 2007 Proposed CFP03-07 Expenditures Consulting $0 $7,500 ($7,500) N/A $7,500 $7,500 $7,500 $7,500 Counselling $15,780 $15,780 $0 0% $15,780 $15,780 $15,780 $15,780 Labour Relations $36,000 $36,000 $0 0% $36,000 $36,000 $36,000 $36,000 Miscellaneous $13,060 $13,060 $0 0% $13,060 $13,060 $13,060 $13,060 Municipal Functions $13,300 $18,300 ($5,000) (38%) $18,300 $18,300 $18,300 $18,300 ProgramCosts $11,500 $11,585 ($85) (1%) $11,670 $11,755 $11,840 $11,840 Recruiting Costs $50,000 $20,000 $30,000 60% $20,000 $20,000 $20,000 $20,000 Retirements ($50,000) $0 ($50,000) (100%) $0 $0 $0 $0 Salaries $372,383 $384,946 ($12,563) (3%) $398,400 $411,754 $424,677 $437,427 Special Projects $30,000 $30,000 $0 0% $30,000 $30,000 $30,000 $30,000 Training $91,595 $89;496 $2100------ 2% - -$92908- $96;447 -$-i0F438- - $105,807 Totals 583,618 626,667 I (43,048) (7%)I 643,618 660,596 678,595 695,714 Proposed Changes and/or Remarks: ConsuItin- A Consulting budget is now provided, recognizing these services are required to deal with labour issues. Municinal Functions - Increased to reflect an increase in the number of municipal functions and retirement functions expected. Recruitine Costs - The 2002 budget included an additional $30,000 to provide for senior staff recruitment, and is not proposed for 2003. Retirements - Expected savings from a retirement program in 2002 was $50,000. This program has been eliminated. Salaries - The variance is a corporately-applied contingency for increases in wages and the cost of benefit programs. Training - The amount budgeted for training is tied to wages; the decrease reflects an overall decrease in labour cost. 33 6.0 Capita' Budget None 7.0 Information Technology Requirements As noted in the Payroll & Benefits service area,7the IT Steering ôomniittee is recómmendinjq packages relating to the payroll system A payroll upgrade with avalue of $30,000 and a HR1S studywitha value of $14,500. 8.0 Incremental/Reduction Packages 34 Incremental Package Report 2003 - 2007 Proposed Budget Division: Corp. Services Department: Personnel Date: October 01, 2002 Submitted By: Dee Sharma / John Leeburn Decision Unit: 2 of 4 Package: Regulatory WCB / BC MSA implementation project (phase II of Ill) Activities/Purpose: In co-operation with BC Municipal Safety Association and WCB, DMR is an active participant in implementing polices and procedures and updating safe work practices to comply with WCB regulations, and reduce work place injuries Functions Performed/Degree of Service: In co-operation with the majority of BC Municipalities, BC MSA has accepted the responsibility to review and implement 22 polices over a 3 year period (2002 —04). In 2002, the District made significant progress on phase I & phase II of the project, specifically developing probedures and training for 8 of the required policies. This comprehensive initiative is intended to assist Municipalities to update outdated procedures and upgrade safe work procedures. Some of the new procedures / policies will require purchase of new tools, equipment or products to satisf' the regulation(s). This will be an expense of approximately $15,000 in 2003 and $5,000 in 2004. The attached table describes the three phases of the project and the associated estimated costs. Alternatives Considered/Reasons for Not Recommending: Staff Position: Nil - Existing P.O. to co-ordinate and work with OH&S Committee Performance Measure: Safety .Audit to review implementation and compliance of program. Reduction in time loss injuries. Package Costs: 35 WCB Regulatory Safety Training Schedule Module Name Policy & Procedure development Training Approx: Cost ]PIIASEI Lock Out Done In progress 2002 - 2003 Working Alone Done In progress 2002 - 2003 Violence in the Done Workplace In progress 2002 - 2003 Contractor Done Coordination In progress 2002 - 2003 Bio Hazard Control Done In progress 2002 - 2003 Respirator Done In progress 2002 - 2003 Emergency Done Preparedness In progress 2002 - 2003 Forestry N/A Urban Forestry Under review In progress 2002 - 2003 Indoor Air Quality Done N/A SUB TOTAL PHASE III Ergonomics (inside and outside In progress workforce) 2003 $3000 Noise 2003 $1000 Heat Stress 2003 $1000 Cold Stress 2003 $1000 Hazardous Substance Exposure Control 2003 (Hygiene Process) $3000 Personal Protective 2003 Equipment $3000 PHASE IV Pesticides 2003 $1000 Laboratories 2004 $ <1000 Lead 2004 $<1000 Internal Combustion 2004 .Engine $1000 Abrasive Blasting 2004 $1000 Tire Service 2004 $ <1000 TOTAL $20,000 36 Incremental Package Report 2003 - 2007 Proposed Budget Division: Corp. Services Department: Personnel Date: October 01, 2002 Submitted By: Personnel Officer! John Leeburn Decision Unit: 3 of 4 Package: Remove the $25,000 ongoing reduction to the training budget Activities/Purpose: The District has for many years established the training budget at 1% of unburdened salary. In recent years the budget has been reduced by $25,000 (from $135,000 to $110,000 per year). The $110,000 is expected to cover all, non-wage, costs associated with all training. Given the huge demands for training flowing from a number of strategic initiatives including leadership development, succession planning, safety and other regulatory requirements, and customer service training we have had to refuse a number of legitimate and beneficial training requests due to lack of funds. Functions Performed/Degree of Service: The training budget covers non-wage costs for a huge variety of training initiatives. From big ticket MBA programs to annual snow removal training to lunch and learn sessions, this accoimt is the source for all course fees, trainers fees, books or materials and in-house catering. Our recent impressive commitment to post secondary degree programs is becoming an increasingly significant portion of the budget. These programs average $10,000 per year per student so it does not take long to deplete the budget when we have five or six employees enrolled in university degree programs. Alternatives Considered/Reasons for Not Recommending: We could elect to reinstate all or any portion of the $25,000 that has been taken from the training budget. The consequence of not reinstating the money is that more and more training requests will be denied. Staff Position: Nil Performance Measure: Package Costs: $25,000 37 Incremental Package Report 2003 - 2007 Proposed Budget Division: Department: Date: Submitted By: Decision Unit: Package: Corp. Services Personnel October 01, 2002 John Leeburn 4 of 4 Exempt Staff Compensation Review Activities/Purpose: To fund the consulting fees and anticipated salary increase associated with a review of exempt staff compensation. In February 2002, Council directed that staff bring forward an estimate of the costs of a review for consideration during this round of business planning. Functions Performed/Degree of Service: For at least a couple of years, exempt staff have expressed the concern that our salaries are below the salaries of our peers in other Lower Mainland municipalities. In the past three years thirteen municipalities have engaged Western Compensation and Benefits Consultants to conduct exempt staff compensation reviews. Two municipalities have engaged other companies. As a result, our employees are generally aware of the salaries of their peers in other municipalities. The District has not yet experienced an exodus of employees because of non-competitive salaries. However, evidence that our salaries are behind our peers can be found in our recruiting practices. In order to attract applicants to vacant exempt positions we have to start employees at the top of the salary scale. Starting employees at the top of the scale provides no room salary for growth and may result in dissatisfaction with the compensation package andlor pressure for reclassification in the near future. The ability to attract quality applicants will take on increased importance as our peak retirement period (2005 - 20 10) nears. Alternatives Considered/Reasons for Not Recommending: Realistically, there are only two choices, full review or no review. To identif' a sub-set of exempt positions for review would create more issues than it would solve. The consequences of not conducting the review are: - • An increased risk that we will not be able to attract quality applicants to our vacant positions • An increased risk that existing employees will leave our employment because • Our salaries are not competitive • The employees do not feel valued Staff Position: Nil Performance Measure: 38 Package Costs: Western Compensation and Benefits Consultants (WCBC) predict that on average we should anticipate an increase in exempt staff salaries of 5%. Currently, the exempt staff salary budget is approximately $4.0 million, so 5% is $200,000. In the work WCBC have completed to date the range of average exempt salary increases is 2% to 9%. For individual positions, the range of increases has been 0% to 39%. The cost of the consulting fees associated with this project is $25,000. Total Costs: Consulting Fees: $ 25,000 Salary Increases: $200,000 $225,000 39 Municipal Council's Criteria for Evaluating & Establishing Priorities The decision to accept or reject incremental packages and for setting workplan priorities is the responsibility of Municipal Council. In making such decisions, Council will consider the following criteria: Public Health & Safety 4 Are there health & safety risks? If so, what are they? Legislative Requirement 4 Is the change required for legislative reasons? Operating Impact of Previous Decisions 4 Does this issue flow from a previous Council decision? If not, what are our options? Council Priority 3 Is the program in alignment with Council's strategic direction? Community Impact 4 Is a large segment of our community affected? Financial 3 How much is our investment? Can it be sustained? Are there opportunities to leverage other investments? Staffing 4 Do we have the time, skills and resources necessary? If not, are they available and at what cost? Chance of Success 4 What is the likelihood of success? 40 Information Technology Committee Evaluation Criteria The IT Committee will evaluate each proposed IT project submitted by Departments based upon approved IT assessment criteria, the degree to which each proposal meets the business objectives of the Municipality and budget constraints. Supported projects are prioritized and inserted into the Capital Program for funding consideration. The evaluation criteria include: Strategic Alignment When evaluating the strategic alignment of an Information Technology initiative, the following questions should be asked: Does the initiative support the District's Business Strategy and/or the Information Technology Strategic Plan? Does the initiative support departmental initiatives or plans? Does the initiative support agreed to management performance objectives? Does the initiative support legislated objectives? Does the initiative support services, processes or systems related to baseline District services? A ranking should be provided for the initiative based on its Strategic Alignment. Tangible Benefits When evaluating the tangible benefits of an Information Technology initiative, the following questions should be asked: How much does the initiative increase revenues or improves cash flows? How much does the initiative decrease expenses? How much does the initiative avoid future costs? Do costs increase more slowly than revenues, volumes or activity levels in the future? What is the anticipated level of productivity improvements related to the use of the District's human resources? Is there an opportunity to generate revenue or consider sponsorship opportunities? - A rankitg shui-d•be provided-for the initiative basedon its Tangible Benefits. Intangible Benefits When evaluating the intangible benefits of an Information Technology initiative, the following questions should be asked: How much does the initiative improve customer satisfaction? How much does the initiative improve staff morale? How much does the initiative improve the District's business decisions? How much does the initiative improve the District's service levels? 41 5. How much does the initiative improve the District's internal and external image in terms of political or real payback? A ranking should be provided for the initiative based on its Intangible Benefits. Risk When evaluating the risk of an Information Technology initiative, the following questions should be asked: What is the probability that the anticipated benefits will not be realized? What is the level of application risk? Has the technology been used for this specific application before? What is the level of technology risk? Is the technology new and/or unproven? What is the level of organizational change risk? Is the District ready to provide resources both people and funds to implement and operate the technology solution? Has the replacement value of hardware/software and/or potential operating costs within the project definition been considered? A ranking should be provided for the initiative based on its Risk. IT Committee Members John Bastaja (Chair) John Leeburn Staci Otto Mayor Kathy Morse Brock McDonald Frank Quinn Cindy Dale Tom McIntosh Sandra Ramsay Paul Gill Gary Manson Jeff Scherban Kathy Gormley Mike Murray Melanie Wozniak Brenda Graham Victor Negoita Kim Grout Catherine Nolan 42 Capital Works Program Project Proposal Statement Use in the preparation of Capital Works Projects for inclusion in the Capital Works Program. Project Components: For the preparation of waterworks, sewage, drainage, highway, parks acquisition, park improvement, recreational services, government services, information technoloi, and protective services projects. Summary Information Project Name: Project Component: (see above list) F Project Phase Study, Pilot, andlor Implementation Project Type: New Application, New Infrastructure, Upgrade or Replace Study Budget: $ Estimate Accuracy: Pilot Budget: $ Estimate Accuracy: Implementation Budget: $ Estimate Accuracy: Operating Costs: $ Estimate Accuracy: Study Funding Sources $ Pilot Funding Sources $ Implementation Funding Sources $ Submitted By: Date Created: Dept./Business Area: Project Sponsor: Preferred Start Year: Latest Start Year: Description Purpose, Scope, and Approach 43 Capital Works Program Project Template Project Benefit/Risk Review The Rating Column will be filled in by the Prioritization Group. Alignment Factor Describe all that apply Description Rating - Project supports District or IT Strategy - Project supports Departmental Initiatives or Plans - Project supports management performance objectives - Project support.s legislated objectives - Project addresses baseline services/processes/systems - Total Tangible Benefits Describe the one that applies Description Rating Large benefits / fast payback - Moderate benefits / longer payback - Costs = benefits over 3 - 5 years - Small net cost of initiative - Large net cost of initiative - Total Intangible Benefits Describe all that apply Description Rating Improved customer satisfaction - Improved staff morale - Improved decision making ability/quality/controls - Improved service - Improved image - Political value or Internal or External Total Risk Factors Describe each risk that applies Description Rating .Thebnfis.maynotberealized._ - Application risk - this may not be a sound initiative. - Technology risk - new or unproven technology may not work - Organization change risk - we may not be able to implement / operate successfully. Other Total 44 Cost Estimate One copy of this table is required for each phase of the project. Modify this IT template as required for other tvnec of Ccinifal Works comnonents. Project Phase Cost Category Description Amount Study, Pilot or Implementation Labour Internal ($350/day) • Information Services $ • Departmental $ • Contractor Regular ($500/day) $ Specialists ($1 000/day) $ • Project Management $ Equipment • Software/Supplies Application Licences $ Database $ Other (Specify) • Hardware/Equipment Desktop Computers $ Servers $ Network $ Voice $ Other $ Training $ Miscellaneous • Other Office Space $ Travel $ • Contingency $ Phase Total $ First Year Costs First Year Cost Total $ Operating Costs Annual Maintenance $ Annual Upgrades $ Dept Staff Increases $ • IS Staff Increases - •• $ Annual Replacement Charges AnnualOperatingTotal $ Project Funding Phase FundingSource Rationale $Amountor % Study, Pilot or Implementation $ TotalFunding $ 45 Business Plan Format Format: • Please adhere to format outlined in the template/sample provided • Use Word '97 • Use Times New Roman Font in 11 point • Page set-up is 2.5 cm or 1 inch all around • No landscape (sideways) pages • 3-hole punched • Page numbers in lower right corner of page • Footer to contain department name in addition to page numbers • Decision and Reduction packages to be numbered starting at 2 of • Final copies to be two-sided for submission • Information Kit Municipal resolution on ho me support Why is Home Support so important? BC Health Coalition Backgrounder: What are "Home Support" services? BC Health Coalition Gutting house cleaning help to the elderly leads to higher health costs Hollander Analytical Services Ltd. Comparative Cost Analysis of Home Care and Residential Care Services Hollander Analytical Services Ltd., By Marcus J. Hollander, Phi) S. Final Report of the study on the Comparative Cost Analysis Hollander Analytical Services Ltd. Analysis of blockage to the effective transfer of clients from Acute Care to Home Care Hollander Analytical Services Ltd., by Caryl Arundel and Sholom Glouberman Final Report of the National Evaluation of the Cost-effectiveness of Home Care National Evaluation of the Cost-Effectiveness of Home Care SAMPLE RESOLUTION ON HOME S1JPPORT WHEREAS the province of British Columbia will receive funds from the federal government under the First Ministers Accord on Heaith Care Renewal for the delivery of home'care services from 2002 —2006 and WHEREAS this funding was designated under the Health Accord to be directed only to palliative, mental health and post-acute care home care which made no provision for home support for the frail elderly, the chronically ill or people with disabilities; and WHE1'.EAS home support and part of the home care program, maintains safe, healthy living environments for frail,seniors, the chronically ill, and people with disabilities; allowing them to live with dignity in their own homes; and WHEREAS a decade of cutbacks has caused shortages of long term on care and continuing care beds in communities throughout the entire province; and - WHEREAS high demand and service cuts have obliged citizens in need of care to move from their own C homes, and unnecessarily increased demands on institutional and acute care services; and. WHEREAS people with disabilities and elder citizens of our sac ety are entitled to be treated with respect and dignity and THEREFORE BE IT RESOVED that the (Municipali&y of Regional District of send a letter to the Minister of Health Services, the honourable Cohn Hansen, strongly encouraging him to amend current provincial policy, and to direct changes to the pólicies'of the health Authorities, to include home support under the home Cire Program; and to enhance home support for frail elderly, chronically ill and, people. with disabilities in order to prevent the clients of this service form requiring more expensive and dislocating institutional care; and BE IT FURTHER RESOLVED that the (Municipality of' - ,Regional District of strongly encourage the Minister and the (appropriate Health Authority) to revise current Home Support guidelines to make home support available to those that need it and to budget sufficient funds for the delivery of the program. / L. opeiu 378 suppo enables seniors inder)endence H ome support services enable seniors, the chronically ill, and people with disabili- ties to live with dignity and independence in their own homes. Home support workers help with nutrition and meals, personal care and housework—aspects of daily living.. Most people can't afford to pay for these services themselves. Home support reduces pressure on families and on acute and long-term care. It's cost-effective. And it works. And it's the preferred choice of health care for many British Columbians who would prefer to remain in their own homes and communities than be shuffled off to a hospital or facility. Yet, the provincial government has cut home support services for all but the most acutely ill. Over the past decade, thousands of people applying for home support services have been turned down, thousands have had their hours cut back to nothing, others have been completely cut off. Home support workers are rushed off their feet trying to do their best for their clients. There's no longer any guarantee of continuity of care. The provincial government passed legislation over a year ago ripping up the con- tracts of community health care workers. As a result, when home support services are trans- ferred to new employers, clients have to deal with all new staff. High demand and service cuts have forced people in need of care to move from their own homes. This, in turn, has unnecessarily put pressure on hospitals and acute care services. In the Vancouver Coastal health region alone, health funding cuts of close to $16 million has resulted in reduced home support hours for many people. Similar funding cuts are happening throughout our province. We urge you to contact your local MLA and demand the government restore home support funding to levels that meet the needs of seniors, people with disabilities, and the chronically ill. Home support should be a cornerstone of health care delivery, not a service only reserved for the wealthy few who can afford it. Distributed by BC's community health workers CEP 467— opeiu 378 B.C. Government and Service Employees' Union - www.bcgeu.ca r"S Atn COAUTIO! Home Alone with No Support BACKGROTJNDER What are "Home Support" services? Home Support services are designed to assist people with chronic or progressive health conditions to remain independently and safely in theit home and community. Furthermore, services are available to support and supplement the assistance provided by family, friends and cqmmunity agencies. Eligibility for subsidized service hours is (ideally) assessed on a basis of health condition and needs. Home support is often conftised with home care in BC, which includes services provided by registered nurses, physiotherapists, occupational therapists, etc. What are the services subsidized by Home Support? — Getting up — Getting dressed — Bathing — Using the toilet — Getting ready for and going to bed — Assistance with medications — Assistance with prescribed therapeutic exercises — Family caregiver relief — Emotional and psychological support — Health status monitoring According to the Vancouver Coastal Health Authority, "Home Support does not subsidize cleaning services, laundry, shopping or banking ". Furthermore, in recent years grooming, hygiene, housekeeping and meal preparation services, which should be a part of home Support, have been cut. Who is eligible? Eligibility for the home support is based on need and has historically been accessible to anyone who, due to his/her mental or physical health condition, requires support and assistance to live a functional, safe and independent life out of his/her own home. However, the mission of the Ministry of Human Resources has drastically changed, and between 1994 and 1999, "the number of British Columbians who receive Home Support ( decreased by about 20%, while the number of seniors increased by 13%". -Page 1 of4- :,. •:;•;.;. H Risky Living: Home Alone with No Support Backgroimder çi ( The evaluation of eligibility for disability benefits has not been efficient either, as 80% of appeals against the denial of benefits have been successfu1 6; and individuals who were inappropriately rejected by the system have time and time again received their well- deserved benefits, albeit through a rigorous and traumatic appeal process. Furthermore, the assessment process is biased from the outset, because applicants are sometimes required to fabricate their needs to be eligible for service. Some applicants may have specific needs, but when these needs to not match the Ministry's requirements, their application is rejected. Unfortunately, since 1994 the funding for home support services has significantly decreased, and recently "the Ministry [of Human Resources] has slowly but steadily been maneuvering itself into being seen as a place of 'last resort,' rather than a support that people in need can count on". 5 This means that seniors and people with disabilities who simply need support services such as housekeeping and help with food to remain living independently in their own hOme will be forced to move into a facility. The provincial government provides funding to the health authorities for distribution into various programs. However, this approach is ineffective and inefficient as home support is such a necessary function of our healthcare system in BC and varying commitments across health regions seriously challenge its consistency and equity. What are the weaknesses of Home Support services (quality)? Senior citizens particularly have had a difficult time adjusting to the inconsistency of home support services in that varying individuals perform services rather than one service-provider consistently helping one patient. Also, another inconsistency occurs when a patient moves, as the commitment to home support is not regulated across all BC health authorities. In addition, some home care and home support service recipients claim that the services, primarily due to the tight work schedules of the workers, are performed in a rush and not as thoroughly as needed. Furthermore, strained work schedules leave home support service providers stressed and exhausted. Finally, the application, rejection, and appeal processes for Home Support are extremely stressful, exhausting, and unnecessarily unfair to patients. What are the effects of removal of Home Support services? According to a 2001 study by Dr. Marcus Hollander, "British Columbians who were cut off from previously available housekeeping support suffered from a 50 per cent increase in the rate of death and other plummeting health outcomes". 8 The same study also found that those who are cut from home support end up with feelings ofneglect, loneliness, frustration and despair. Having to perform tasks themselves that they otherwise had difficulty with, many individuals (mostly Seniors) feel overwhelmed and as a result may rely on family members for support, which also causes the feeling of being a burden. With the removal of cleaning services or nursing services as part of home care, senior citizens may find the condition of their home, and more drastically their health, deteriorate, causing further dependency on the healthcare system. -Page2 of4-. Risky Living: Home Alone with No Support Backgrounder Due to cost-cutting strategies, in combination with new developments in medical techniques and an increasing focus on private care (which is clearly not a viable alternative), more patients are sent home quicker, sicker, needing assistance. Furthermore, in British Columbia, the number of persons with chronic diseases, including persons with HIV/AIDS has increased while the services to assist them and accommodate their needs are almost absolutely depleted. What are the social benefits of Home Support services? Home Support services reduce pressu±e on families and on acute and long-term care, thereby creating a healthier human environment. Home Support services -allow individuals who would otherwise be unable to lead a normal life at home with the daily conveniences nny of us take for granted. Service recipients are senior citizens, adults and youth living with disabilities and/or chronic illnesses that may work, go to school, participate in social activities and social programs an&oi volunteer. "People with disabilities are often viewed as passive and burdensome, their care an 'add-on" to the health care system. However people with disabilities, as illustrated by the Home Support Action Group itself, are active and valuable contributors to our society". What are the economic benefits of Home Support services? - - Home Support is significantly less expensive than residential care. - It functions as a preventative health care service and basically reduces the chances of a society more dependant on the services of hospitals and medical practitioners - The work of home support recipients, whether volunteer or paid, supports and fuels the BC economy. - Home Support provides an extremely easier and less expensive alternative to acute and long-term care. Home Support Campaign The pressure on home support is only going to increase as the provincial government is looking at replacing lông term care beds with home support services as well as assisted living. This plan fails to address: - the increase in BC's population - the additional cuts since 2001 - the need to put money back into personal care and basic home support as indicated by the Hollander (2001) study - Cutting long-tern-i care beds and replacing them with home support does not in any way increase the community care available to British Columbians. The crisis in home support is harming and limiting the lives of countless British Columbians, and causing stress for families and health care workers alike. It is critical for the government and health authorities to step in and respond to this situation before further damage occurs. -Page3of4- Risky Living: Home Alone with No Support Backgrounder - What are the goals and demands of this campaign? The BC Health Coalition Home Support Campaign is directed towards organizations and agencies to mobilize against the actions of the governnient of B C and the fegional health authorities which are virtually destroying home support in this province. The campaign is also a direct demand to the government and health authorities, on behalf of all British Columbians that endorse this campaign and are members of it, to immediately implement the following steps in the restoration of home support: The provincial government must direct health authorities to immediately halt further cutbacks to Home support service levels and restore levels, to those of 1994. The provincial government must ensure that Home Support is a universal program by attaching funding to the individual, strengthening provincial guidelines for fair and even service delivery across authorities, ensuring adequate, dedicated and stable funding for the program through a protected envelope, eliminating user fees and stemming privatization. The provincial government must work with Home Support users and health authorities to establish a province-wide, anus-length appeal mechanism for people who dispute their home support assessment. Appeal boards must include strong representation from people with disabilities and seniors. ( Health authorities must ensure that the assessment is independent of budget management and that cost cutting is not an implicit or explicit part of the assessor's job description. The medical-model assessment tolls must be replaced with hOlistic personal support plans based on independent living principles and bathing assistance must be removed as a basic minimum requirement for receiving other services. The Government and each health authority must immediately provide a statement of intent with regard to the aforementioned demands and clarify their position in this home support crisis and their recognition of this crisis. Notes 11. Vancouver Coastal Health Authority (January 2003). Home Support Ser'ices Information Package for Vancouver, 3. BC Coalition of People With Disabilities (July/August 2000). Transition, 5. Vancouver Coastal Health Authority (January 2003). Home Support Seniicés Information Package for Vancouver, 3. BC Coalition of Pebple With Disabilities (July/August 2000). Transition, 3. BC Coalition of People With Disabilities (April 1998). TurnedAway: Mental Health Anthology, 1. Ibid, 2. BC Coalition of People With Disabilities (July/August 2000). Transition, 19. BC Coalition of People With Disabilities (December 2001). Submission to the Romanow Commission on the Future of Health Care in Canada, 5. -Page4of4- N Hollander Analytical Services Page 1 of3 Hollander Analytical Services Ltd. Our Company The Hollander Vision The Company Our People Scientific Advisors Partnerships and Collaborations Recent Projects Previous Projects The Hollander Network News Contact Press Release: Saturday May 26, 2001 C4ting house cleaning help to elderly leads to higher health costs down the line. Back in the mid-1990s, when provincial health budgets came under increasing pressure, some regions cut "frills" such as house cleaning to the frail elderly in order to save the health system money. But a new BC study, which followed what happened to a large ,Natonaf group of clients who were cut from service, shows that the Of Co • supposed cost-saving move was penny-wise and pound- of Home Gare foolish. Those clients no longer receiving low-level help cost the system significantly more two to three years later than other clients whose services were maintained. Not only that, more of them died and more were admitted to long term care institutions. "While the original logic of cutting people who only needed house cleaning seemed reasonable at the time, our results show that this logic is false. These simple, cheap services appear to help maintain the elderly person's functioning and prevent his or her deterioration," said study author, Marcus Hollander, PhD. "We found that a significant proportion of people seemed to have a health care crisis a year or two after their services were cut that ultimately cost the system more." Dr. Hollander, president of Hollander Analytical Services Ltd., a Victoria-based health research firm, released the results of the study during a presentation at the Canadian Health Economics Research Association (CHERA) meeting in Toronto Friday. The unique study, funded by Health Canada, made use of a natural experiment that occurred in British Columbia beginning in late 1994 when the government instituted a policy to cut service to clients with minimal care needs. Specifically, most of the services that were cut consisted of house cleaning help. Not all health units in the province, however, put the policy in place at the same time and in the same manner.. Dr. Hollander and his research team, therefore, were able to follow a large group of clients in two health units that made severe cuts to similar clients in two other health units that did not make cuts. The research study .•• • examined all the health care costs for both groups one year prior to the cuts and then for three years after the cuts. Using a unique database at the University of British Columbia, the }-iollander Analytical Services Page 2 of 3 recrrhrc analV7PH -h rctc Fmnri 11tili7tirn of hrcpitl - - services, physicians' services, pharmaceuticals, long term care and chronic care facilities, home nursing, community rehabilitation, home support and adult day care services. The study found that while there was no difference between the two groups in the first year after the cuts, during the second and third years costs were significantly higher for the people who had been cut compared to the group whose services were maintained. In fact, by the third year, the annual per person average costs of all health services had risen to $11,903 for the group that had been cut compared to $7,808 for people who had not been cut from care. "By the end of the third year, the difference in total average cost to the health system was about $4,000 more per person, so clearly this 'cost-saving' measure was not cost-saving at all," notes Dr. Hollander. In addition, death rates and rates of institutionalization were higher in the group cut from service. By the end of the third year, 21.6 per cent of the group cut from care had died compared to just 14.5 per cent of those in health units without cuts. An equivalent of 17 per cent of the group with cuts had been admitted to long term care facilities compared to just 7 per cent in the group without cuts. "The cuts have an emotional cost as well as a fiscal cost," Hollander said. In a companion qualitative study by Georgia Livadiotakis, a gerontology masters student at Simon Fraser University, a group of 137 seniors cut from service in 1999 were interviewed a year and a half later and asked "How are you coping since your home support was eliminated?" The results found that more than one third, or 35 per cent, felt lonely, abandoned and betrayed. "Ignoring the preventive aspects of home care may not only lead to increased costs in the overall health system, but may also lead to increased suffering and distress for a significant portion of people who are cut from care," Dr. Hollander said. More research needs to be conducted on why such a simple service as house cleaning helps prevent deterioration. "We know these people are very frail - perhaps without help they fall trying to do too much or simply get more run down because they don't have assistance. Or perhaps it is more related to the fact that someone is checking up on them, they feel more cared for and that without it they have little social contact. We don't really know why house cleaning has such a large impact." Dr. Marcus Hollander presented the findings of the study "Evaluation of theMaintenance and Preventive Function of Home Care" Friday May 25th at the annual Canadian Health Hollander Analytical Services Page 3 of3 Economics Research Association conference held in Toronto. To arrange an interview with Dr. Hollander or to obtain a copy of the report, please call Hollander Analytical Services Ltd. in Victoria, (250) 384-2776. Return to News page top info@hollanderanaJytical.com 3 homecarestudy.com Substudy 1 Executive Summary / Page 1 of 2 .........................-. rI Ia:ndr S .Anal Ucal Services 1:... i;. A. Cerxu )n gtQg_ • r (c. Substudyl: Executive Summary Comparative Cost Analysis of Home Care and Residential Care Services by Marcus). Hollander, PhD Growth in the elderly population and restraint in the health sector have led to decision makers placing an increasing priority on home care services. In Canada, there are three models of home care: a preventive and maintenance model which is designed to reduce the rate of deterioration for persons with relatively low level care needs; an acute care substitution model where home care substitutes for hospital care; and a long term care substitution model which uses home care as a substitute for facility care. This study focuses on the long term care substitution model. The research question is: In the British Columbia cOntinuing care sector, is home care for the elderly a cost-effective alternative for government funders to care in long term care facilities, by level of care? To answer this question, data were obtained on four cohorts of clients for one year prior to initial assessment and three years post-assessment. The cohorts were new admissions to the British Columbia continuing care (home care and residential care) system in the 1987/88, 1990/91 and 1993/94 and 1996/97 fiscal years. Costs to government for home care services, residential services, pharmaceuticals, fee-for-service physician services and hospital services were analyzed. The central finding of this study was that, on average, the overall health care costs to government for clients in home care are about one half to three quarters of the costs for clients in facility care, by leveLof care. A related finding was that costs differ by the type of client. The lowest home care costs were for individuals who were stable in their type and level of care. For clients who died the costs for home care were higher, compared to clients in long term care facilities. ft was also found that some one half of the overall health care costs for home care clients were attributable to Home Overview Goals and outcomes Reports Full texts, fact sheets, and summaries News Media releases, news coverage, and announcements #300 - 895 Fort Street Victoria, BC, Canada V8W1H7 Tel: (250) 384-2776 Fax: (250) 389-0105 info@homecarestudy.com homecarestudy.com Substudy 1 Executive Summary Page 2 of 2 tñeir use of acute care riospital services and triat a signiflcant - portion of the health costs for home care clients occur at { ( transition points, that is, when there is a change in the client's type, and/or level, of care. These findings are compared to the American literature which indicates that home care is not a cost-effective substitute for residential care. Possible reasons for the differences in findings are discussed. The study concludes with a discussion of the implications of the findings for a series of potential, future, policy agendas regarding: the organization and management of continuing care services; legislation and administrative policy; service delivery; resource allocation; information systems; and research. • Fact sheet • Full report homecarestudy.com Substudy 1 Fact Sheet (National Evaluation of the Cost-Effectivenes... Page 1 of 3 ( Hollander vaJ Anatytca Services U.. -j CciTht on Airi L,rity kion:t Substudy 1 Fact Sheet Final Report of the Study on the Comparative Cost Analysis of Home Care and Residential Care Services (NA1O1-Ol) Sponsor Organization: Hollander Analytical Services Ltd. Rationale! Goals: This project is one of fifteen sub-studies of the National Evaluation of the Cost-Effectiveness of Home Care Project (NA101). It sought to determine whether home care for the elderly in British Columbia was a cost-effective alternative to residential long-term care for government funders. Specifically, it examined the relative costs to government of the two sectors, by level of care. Overview Goals and outcomes Reports Full texts, fact sheets, and summaries News Media releases, news coverage, and announcements #300 - 895 Fort Street Victoria, BC, Canada V8W 1H7 Tel: (250) 384-2776 Fax: (250) 389-0105 info@homecarestudy.com Activities: Data were obtained on four cohorts of clients for one year prior to initial assessment and three years post-assessment for continuing care. The cohorts were new admissions to the British Columbia continuing care (home care and residential care) system in the 1987/88, 1990/91 and 1993/94 and 1996/97 fiscal years. Data were used from a linked database at the University of British Columbia, allowing analysis of costs to government for home care services, residential services, pharmaceuticals, fee-for-service physician services and hospital services. Costs were compared overall and by the five care levels used in B.C. Key Findings: The project leader identified the following outcomes: . Costs for home care clients, by level of care, are some ( 40 to 75 per cent of the costs of facility care, with PC and IC (the two lowest levels of care) at about 40 per cent, 1C2 and 1C3 (the two intermediate levels of care) hornecarestudy.com Substudy 1 Fact Sheet (National Evaluation of the Cost-Effectivenes... Page 2 of 3 at about two thirds and EC (the highest level of care) at about three quarters of the costs of facility clients. ( • For home care clients who remain at the same level and type of care for six months or more, the costs are about one half, or less, of the overall costs for facility clients. • For home care clients who changed their type or level of care but did not die, costs are about 70 per cent of the costs for facility clients for the lower levels of care, about 80 to 90 per cent for intermediate levels, and about 90 per cent or more for the highest level. • The costs for home care clients who die in a given six month period are higher than for facility clients who die. • The costs for home- and community-based continuing care services only (that is, direct care, homemakers, adult day care and assessors), are about 20 to 50 per cent of the costs of residential long term care, across levels of care. • Hospital costs account for about 30 to 60 per cent of the overall health costs for home care clients and medical services account for about 5 to 10 per cent. • Hospital and medical costs account for approximately 15 per cent or less of the costs for clients in long term care facilities, with long term care facility care accounting for about 80 per cent or more of costs. Implications: The project author indicated that the study's findings are important because, in his view: • They constitute critical new findings with major implications for policy and program delivery: to the extent that appropriate substitutions of home care are made for residential care, overall continuing care costs can be reduced, all other factors remaining constant, particularly for clients who are relatively stable. Further replication of the findings in other jurisdictions and over time will be required to verify these findings. • When it comes to home care, the costs are in the transitions, making it less cost-effective for those who change their type and level of care. The challenge will be to reduce the costs of transitions and to develop programs to decrease the use of hospital services by home care clients. • As well, there appears to be considerable potential for cost savings through new and innovative programs for home-based palliative care and hospice care. The author notes there is relatively little literature on the cOst-effectiveness of continuing care service delivery systems, and suggests that a national database on home care be developed as soon as possible homecarestudy.com Substudy 1. Fact Sheet (National Evaluation of the Cost-Effectivenes... Page 3 of 3 Evaluation Methodology: The data used for the analysis were obtained from the University of British Columbia which maintains a linkable longitudinal database with data for hospitals, physicians, drugs, continuing care and some aspects of vital statistics. The data presented a number of challenges in regard to preparation for analysis, and the concept of a full time equivalent client for the study was used, allowing the analyst to take a period of time and include into the analysis all clients who received care during that time periodS. Methods for calculatin9 costs were also developed to meet challenges in the need to standardize MSP and Pharmacare costs and to calculate unit costs for hospital care. Resources Developed: The report presents a series of policy agendas relating to continuing care, particularly how continuing care fits into the emerging model of structuring the delivery of health services in Canada. HTF Contribution to the Project: $1,505,000 (divided among the 15 sub-studies) Language of Report: English • Executive summary • Full report 5 homecarestudy.com Substudy 15 Executive Summary Page 1 of6 Holiander I Analytic& Services Ltd. Cenirn on \ k. Substudy 15 Executive Summary Substudy 15: An Analysis of Blockage to the Effective Transfer of Clients from Acute Care to Home Care by Caryl Arundel and Sholom Glouberman Background Home care is an important component of health care services in Canada. It serves three main functions - to support individuals to stay in their homes and communities, to facilitate in home convalescence and care of postacute patients and to prevent institutionalization and/or hospitalization. This study looks at one component of home care - the substitution function of care in the home for hospital care. Specifically it looks at acute care patient discharge from hospitals to home care and the effectiveness of the discharge process. Acute care support is an increasing component of home care programs in Canada. While the proportion of acute to nonacute care service varies considerably across the country, it is estimated that approximately one third of all home care is acute care service. As hospitals are pressured by financial pressures, early discharge policies, emergency backlogs and admission waiting lists, quality home care becomes critically important. This has put pressure on the home care system as a whole and in particular on the discharge relationships and processes between the two sectors. Jurisdictions have responded in a number of ways and the literature documents a range of process and program best practices. This study looks at discharge practice from a broader, systems perspective by investigating how roles, relationships and structural boundaries between the home care and hospital sectors impact on patient discharge. A systems framework developed by Mintzberg and Glouberman was valuable in focussing attention on those boundaries at the hospital and home care levels and at the system level where they interact. The authors argue that the current way of thinking about the elements of the system overlooks this Overview Goals and outcomes Reports Full texts, fact sheets, and summaries News Media releases, news coverage, and announcements #300 - 895 Fort Street Victoria, BC, Canada V8W 1H7 Tel: (250) 384-2776 Fax: (250) 389-0105 info@homecarestudy.com homecarestudy.com Substudy 15 Executive Summary Page 2 of 6 separation and differentiation and ignores the dynamic nature M. Substudy 15 is based on a series of interviews and focus groups with hospital and home care-based practitioners in seven jurisdictions in Canada. These included people who provide care, are responsible for patient cure, represent the community and represent the administration, financial and policy controls on the system. The seven sites demonstrated a range of barriers that impede effective patient discharge. Barriers were identified within each of the interview subgroups, between them and between the two separate organizations. The sites also provided evidence of a number of best practices that served to span the boundaries and move towards greater program integration and coordination. There was limited evidence of system or structural integration. The study has also been informed by an Expert Panel, representing a range of professions, organizations and interests. Their insights and expertise were valuable in reinforcing the importance of a systems approach to the study of patient discharge and in contributing to the identification and discussion of barriers and best practice issues. Key Findings Barriers to Discharge The study identifies a wide range of barriers to effective patient discharge. They have been summarized into six main types Of system barriers: System Barriers to Working Together - includes barriers resulting from definitions of roles and responsibilities as well as the scheduling, availability and assignment of human resources. Family/Caregiver/Patient Barriers - barriers resulting from resistance to discharge, lack of education/awareness of benefits of early discharge and lack of family or caregiver capacity to provide support to discharged patient. Geographic Barriers - includes barriers in rural access to services, supports, equipment and supplies. Interjurisdictional barriers are also evident in "out of region" patient discharge. System Management and Control Barriers - I homecarestudy.com Substudy 15 Executive Summary Page 3 of 6 barriers resulting from inflexible governance structures, rigid systems, processes or controls. Financial controls put different pressures on each sector. Organizational focus on incompatible performance measures can similarly inhibit effective discharge relationships. Lack of common access to patient information is a significant barrier to patient discharge in some jurisdictions. Constant system change — this overarching barrier inhibits the development of external formal and informal relationships and the focus and energy available for boundary-spanning initiatives. Resource Barriers — three main types of resource barriers are identified. First, the system does not seem to be resourced appropriately to respond easily to new demands for service or to provide the range and scope of supports necessary to patient discharge. Second,, shortages of trained health care professionals can result in barriers to discharge. And finally, limited community supports for discharged patients as well as few alternatives to home care discharge create barriers. Lack of system resources is a significant barrier to more effective discharge in that it restricts organizational and program capacity to respond and diverts attention from quality service and care to rationing and coping. Cost shifting between acute care and home care sectors complicates the relationship often creating a win-lose climate for the interface. Cost shifting is also occurring between sectors, for example, as resources are shifted from long term care home supports to acute care home care supports. Not only is this anticipated to lead to greater demand on acute and institutional care, but it also leads to competition for resources within the community sector. The community sector in general is not resourced to support increasing postacute patients discharged from hospital. Costs are also shifted to the patient and caregivers as the types and hours of service are reduced and patients must pay much of the cost of medications, equipment and supplies, which would otherwise have been covered in the acute care setting. Best Practices Effective discharge practice is a relationship between formal j systems and structures, relationships and system capacity. Formal systems, processes and procedures are necessary to structure the relationship between the two sectors. They set 1 - / tr \ -p K f t'T T I \ T7 r' ,r rI I \ r -r-,—' I -r ,—r-,-r-r,-r-.- ,— -. ,—.-,- .,- s -. - ,- j-. .- -r homecarestudy.com Substudy 15 Executive Summary Page 4 of 6 parameters and define formal roles. Relationships and informal networks areimportant to brIdge gaps between the formal systems and extend the effectiveness of the discharge practice. These relationships develop and endure outside the formal structure and role assignment. The third element, system capacity, is critical to support the two sectors to achieve effective discharge. Adequate budget, resources and program capacity are essential underpinnings of an effectively functioning system. The study proposes a set of eleven factors important to best discharge practice. Formal Systems: Legitimization of the relationship between acute care and home care Access to compatible and/or common information systems Flexible use of resources Relationships and Informal Networks: Formal opportunities for communication and the development of working relationships Continuity and stability of staff assignment Boundary spanning positions System Capacity: Program resources Access to home care - availability of referral and assessment service Home care supports Community supports Continuum of care Not surprisingly, no jurisdiction involved in the study demonstrated best practice in all the factors. Some focussed their energies within one of the three areas, formal systems, relationships and system capacity, while others attempted to make progress in all three. In many jurisdictions strong informal relationships between hospitals and home care staff were able to counterbalance barriers associated with formal systems and processes. The findings also suggest that there are thresholds beyond which little additional progress can be made towards best practice. For example, most jurisdictions realized discharge- related improvements when roles and relationships were better defined between hospitals and home care. Further progress appears stalled because of problems associated with client information. Until patient information is accessible and shared many are uncertain about further improvement in the ( discharge process. - .......-- -. F-' r flfl/A homecarestudy.com Substudy 15 Executive Summary Page 5 of 6 Interface issues are complex. The study found that old methods of coordination based on standard responses to situations did not work well in the complex health care environment. Networks based on informal relationships were more important as approaches to develop best practices and to improve communication and education. The findings also suggest that there is no one approach to hospital to home care patient transfer that will work. Instead there is a need to recognize the unique characteristics of each jurisdiction and to capitalize on opportunities to strengthen relationships between the sectors and develop a common focus. A number of the jurisdictions are introducing boundary spanning positions or "bound roids" to informally support the development of stronger relationships between the sectors as well, as-to educate and facilitate the discharge process where necessary. Others are designing discharge positions to work within both the hospital and home care sectors. The current climate of ongoing financial, policy and structural change also served to complicate the discharge interface. Two of the sites appeared better able to provide an effective - . discharge process in the current changing environment. Both home care programs were long-standing, well-focussed programs with "strong cultures" and positive reputations built on client focussed. care. They had consistent leadership and direction. Both programs had managed, over a period of time, to build a strong set of formal and informal relationships with the hospital and cómmunitysector which - served to support them when the formal relationships and environment were changed. Related Issues It has been estimated that families and informal caregivers provide approximately 80 per cent of all home care supports. Further work needs to be directed at understanding the. linkages between families and-informal caregivers and the formal discharge systems and programs. Not only do acute care and home care have to work together to effect patient discharge but they also have to work with the prime caregivers, the family. The study cautions that changes to the relationship between acute care hospitals and home care programs will have impacts on relationships with other sectors. While it is important to achieve effective and efficient acute care discharge processes, attention must be directed to unintended impacts on the community sector and the continuing care sector in particular.' Substudy 15 raises some additional issues that deserve further attention and study. The relationship of home care to homecarestudy.com Sub study 15 Executive Summary Page 6 of 6 emergency departments is an important component of the this study. The study highlighted the need to build a stronger and more robust community service system to provide a broader range of community supports and to support care in the community. And finally, many involved in the study urged the development of more creative options to care for postacute individuals and individuals requiring higher levels of care than can be supported by current home care programs. At present, there are few alternatives to acute care hospitalization or institutionalization. • Fact sheet • Full report 6 SYNTHESIS REPORT FINAL REPORT OF THE NATIONALEVALUATlON OF THE COST-EFFECTIVENESSOF HOME CARE A Report Prepared for the Health Transition Fund, Health Canada Prepared by: Marcus Hollander, PhD 1 Neena Chappell, PhD2 Hollander Analytical Services Ltd. 2 Centre on Aging, University of Victoria March 2002 National Evaluation of the Cost-Effectiveness of Home Care ' PREFACE The National Evaluation of the Cost-Effectiveness of Home Care was an integrated program of research with 15 studies conducted across Canada. There was an overall strategy for the program of research to make it as useful to administrators and decision-makers as possible. The program of research was designed to determine whether or not home care is a cost-effective alternative to institutional care, that is, care in long term care facilities and acute care hospitals. However, the program of research was also designed to provide an educational function to inform decision-makers and the public about home care, and to provide advice about issues related to implementing new and cost-effectiv home care initiatives. Thus, the overall strategy had the following components: • Conduct studies to determine whether or not home care is a cost-effective alternative to institutional care, and if so, under what conditions it is cost-effective. • Conduct studies to inform decision-makers about the nature and scope of home care services across Canada. These studies provide a baseline of information about home care clients, costs, and utilization. This baseline is important because there is currently no national database on home care in Canada. • Conduct studies to explore opportunities for potential savings in the hospital sector by substituting home care services. At present there are relatively few areas noted in the ( literature where home care has been shown to be a cost-effective alternative to hospital care. • Conduct studies to provide decision-makers with information about some of the issues they may face if they try to implement new initiatives to enhance the cost- effectiveness of the health care system. This report constitutes the final report of the National Evaluation. It is a synthesis report of key findings and implications for care providers, administrators, and policy-makers. Neena Chappell, PhD Marcus Hollander, PhD Co-Director Co-Director National Evaluation of the National Evaluation of the Cost-Effectiveness of Home Care Cost-Effectiveness of Home Care -ii- EXECUTIVE SUMMARY Introduction In recent years, decision-makers across Canada have been closely scrutinizing the health care system with a view to reform. Fiscal pressures and changing demographics have led to concerns about the efficiency, effectiveness, and sustainability of the health care system. In order to provide evidence, in the Canadian context, on the relative cost-effectiveness of home care, the Health Transition Fund (HTF) supported a comprehensive national program of research to study this question. The National Evaluation of the Cost-Effectiveness of Home Care was an integrated program of research with 15 studies conducted across Canada. The National Evaluation of the Cost-Effectiveness of Home Care had two major objectives: • To directly evaluate the extent to which home care is a cost-effective substitute for care in long term care facilities, and under which conditions it is, or is not, a cost- effective alternative; and • To directly evaluate the extent to which home care is a cost-effective substitute for acute care, and under which conditions it is, or is not, a cost-effective alternative. The Cost-Effectiveness of Home Care Compared to Residential Care Substudy 1 contributed a number of new findings which add to our knowledge and constitute significant inputs to evidence-based decision-making. It compared data on service utilization and the comparative costs to government of home care and residential care clients for four cohorts of clients, that is, all clients in British Columbia who had new assessments in the 1987/8 8, 1990/9 1, 1993/94 and 1996/97 fiscal years. Comparative data were analyzed by level of care, using the five point care level system used in British Columbia. The lowest level of care, representing persons with relatively moderate care needs, is Personal Care. The three levels of care at the intermediate level of need are Intermediate Care 1 (IC 1), Intermediate Care 2 (1C2), and Intermediate Care 3 (1C3). The highest level of care, for chronic care clients, is Extended Care (EC). The key findings from Substudy 1 are presented below: • Home Care Costs Less Than Residential Care: Costs for home care clients, by level of care, were some 40 to 75 percent of the costs of facility care, with PC and IC1 at about 40 percent, IC2 and 1C3 at about two-thirds and EC at about three-quarters of the costs of facility clients. • Stable Home Care Clients Cost Considerably Less: For home care clients who remain at the same level and type of care for six months or more, the costs are about one half, or less, of the overall costs for facility clients. - 111 - I • The Cost is in the Transitions: For home care clients who changed their type and/or level of care, but did not die, costs were about 70 percent of the costs for facility clients for clients at PC and IC1 levels, about 80 to 90 percent for 1C2 and 1C3 clients and about 90 percent or more for EC clients. • Home Care for Those Who Die is Not Cost-Effective: The costs for home care clients who die are generally higher, for all levels of care, than the costs for facility clients who die. The major cost factor for home care clients who die is the use of hospital services. The cost differential between home care clients and residential clients, was-smaller for the 1996t97 cohort.. • The Cost of Home Care Services Per Se May Not Be the Major Cost Driver of Home Care: The costs for home and community based continuing care services only (that is, professional care, home support workers, adult day care and assessors), are about 20 to 50 percent of the overall costs of home care, across levels of care and cohorts. • The Use of Hospital Services for Home Care Clients is a Significant Cost Driver: Hospital costs accounted for about 30 to 60 percent of the overall health costs for home care clients, across levels of care and cohorts. The proportion of hospital costs compared to overall costs was lowest for stable clients and highest for clients who died. • Restraint in the Hospital Sector Appears to Have Reduced the Hospital Based Portion of Home Care Costs: Hospital costs as a proportion of overall health costs for home care clients were reduced in the period of restraint in the mid-1990s. This may have occurred as it may have been more difficult for home care clients to be admitted to hospital during the restraint period. For example, for Extended Care clients, hospital care was 61% of total home care costs for the 1987/88 cohort and 33% for the 1996/97 cohort. The comparable figures for 1C2 clients were 58% and 40% respectively. • Home Care Services Seem to Substitute for Acute Care Services: While the proportion of overall home care costs attributable to hospital care declined in the mid- 1 990s, the proportion attributable to home support services increased. Thus, for Extended Care, the proportion of total health costs accounted for by home support was 25% for the 1987/88 cohort, while it was 54% for the 1996/97 cohort. The comparable figures for 1C2 clients were 23% and 36%, respectively. Thus, home care may have served as a substitute for acute care services. Table 1 provides a comparative analysis of home care and residential care, using care levels for British Columbia across all four cohorts in Substudy 1, in 1996/97 dollars. ( - iv - 11 Table 1: Average Annual Costs of Home and Community Care, and Facility Care, for all Four Cohorts, in 1996/97 Dollars 1987/88 Cohort 1990/91 Cohort 1993/94 Cohort 1996/97 Cohort Community Facility Community Facility Community Facility Community Facility All ICI 12,881.33 27,860.23 12,845.44 27,548.27 10,954.25 27,527.88 9,624.47 25,741.63 Costs 1C2 20,913.22 33,266.09 20,527.42 32,622.41 18,132.66 32,116.55 16,314.57 31,907.00 ($) 1C3 26,594.75 41,247.94 28,056.61 40,473.28 27,256.98 29,744.22 24,560.39 40,323.75 Extended Care 36,421.53 44,490.06 43,188.28 43,911.59 36,697.13 44,002.56 34,858.63 44,233.41 While Substudy 1 provided a comprehensive analysis of the comparative costs to government, by level of care, it did not analyze data on the outcomes of care or the costs to informal care providers. These additional topics were covered in Substudy 5. Substudy 5 compared costs and outcomes in two sites: Victoria, British Columbia, and Winnipeg, Manitoba. We found that there were important differences between the sites so, rather than combining data from the two sites, we present data for each site separately. Substudy 5 can best be thought of as incorporating a site and a replication of the same study in another site. One important difference was that there were considerably more exceptions regarding high-care needs clients in the Winnipeg site compared to the Victoria site. The cut-off point that was used to separate exceptions from regular home care clients was 120 hours of home support service per month. In British Columbia this is the maximum number of hours allowed by policy for the highest level of care (EC) clients. It is also a level at which home care costs became comparable to the costs of facility care. In Winnipeg, one can provide home care up to the equivalent cost of facility care. ( With regard to outcomes, it was found that, comparing home care to residential care, there were similar levels of satisfaction in regard to the clients' overall quality of life, satisfaction with life, and satisfaction with the services provided. This finding is consistent with the existing literature. With regard to costs, it was found that home care costs are still significantly less, even using a societal perspective in which all costs are included, than residential care. However, this relative degree of cost-effectiveness is influenced by how the time of informal care providers is costed, that is, if professional rates of pay are used to cost the time of informal caregivers compared to other approaches such as using the minimum wage. Table 2 provides data on the comparative costs of home care and residential care using a societal perspective and costing caregiver time at replacement wages. We also tried to design our program of research in a way that would be useful to planners, analysts, administrators and decision-makers. Thus, we conducted two studies which would assist in planning for future resource allocation needs for continuing care. calm Table 2: Average Annual Costs of Continuing Care Services, Physicians and Hospitals, Out-of-Pocket Expenses, and Informal Caregiver Time Valued at Replacement Wages (for Clients with up to 120 Hours per Month of Care Aide Time) Care Level Victoria Sample Community Winnipee Sample Facility Community I Facility Level A: Somewhat Independent Mean $19,758.59 $39,255.44 12 Standard Deviation $11,590.57 $7,594.13 Number 37 Level B: Mean $30,975.22 $45,964.23 $27,313.02 $47,618.22 —Slightly--- –Standard]3eviation— -4-16194363 —$12,566.70--- —$21-2-19A6— _$1-95486,64 - Independent Number 23 42 14 11 Level C: Mean $31,847.92 $53,847.62 $29,094.46 $49,207.31 Slightly Standard Deviation $13,764.31 $17,417.82 $8,851.74 $13,805.44 Dependent Number 12 50 10 37 Level D: Mean $58,619.30 $66,310.18 $32,274.54 $45,636.77 Somewhat Standard Deviation $25,473.65 $21,491.15 $9,200.12 $15,735.47 Dependent Number 8 26 13 52 LevelE: Largely Dependent Mean . $35,113.75 $50,560.38 Standard Deviation $ 6,302.44 $17,196.53 Number 4* 29 * Due to there being less than live cases in this cell, the statistical analysis tor Winnipeg was based on Levels B-D only. Substudy 2, based on British Columbia data, was designed to obtain information on the pattern of movement of clients through the system of care. A cohort of all clients who had a new ( assessment in the 1987/88 fiscal year was followed to the end of the 1996/97 fiscal year. It was hypothesized that there would be a small number of care trajectories across levels of care and types of service (home care or residential). However, it was found that there were no common patterns of care trajectories in home care. What was found, and is a significant new finding, is that for each of the 10 possible combinations based on the five levels of care, and the two types of care (community or residential), the most common pattern was for the client to come into that grouping and die (see Table 3). Table 3: The Most Common Care Patterns by Type and Level of Care Level Community/Died Facility/Died 1 (PC) 20.5 N/A 2 (IC1) 29.3 35.5 3 (1C2) 36.8 32.3 4 (1C3) 40.8 53.2 5 (EC) 54.0 1 92.3 Another important aspect of future planning and analysis relates to the comparative utilization of formal care and informal care. In Canada, informal support and formal care are seen as being complementary in that the government pays for needed services which cannot be provided by family members or other informal caregivers. Substudy 3, using data from Edmonton, found that formal paid services are, indeed, a complement to informal care. In fact, the substudy found that as care needs increased, clients were more likely to receive more formal ( - vi - 4care afid more informal care. Overall, it was found that a $1 increase in informal care (per day) resulted in a $1.09 increase in formal costs. Conversely a $1 per day increase in formal care resulted in a $0.30 increase in informal costs. The comparative increases of the costs of formal and informal care, by level of care, are presented in Table 4. Table 4: The Complementarity of Formal and Informal Care Level of Care N Increase in Formal Costs for a $1 Increase in Informal Costs Increases in Informal Costs for a $1 Increase in Formal Costs A(low) 1,564 1.17 0.51 B 1,827 1.30 0.54 C 655 1.08 0.31 D 395 0.74 0.24 E 356 0.80 0.16 F 134 0.66 0.10 G(high) 31 0.76 0.01 The Cost-Effectiveness of Home Care Compared to Acute Care Intuitively, one would think that home care would be a cost-effective substitute for acute care services given that per diem hospital rates can average some $500 or more. However, the findings in the scientific literature are mixed. The findings from the studies in our program of research also showed mixed results. It appears that, due to the fiscal pressures on the health care system, hospitals have adapted quickly to seize opportunities for cost savings. Thus, it has been difficult for researchers to respond in a timely manner to be able to conduct studies when a new initiative is implemented. This dilemma is reflected in some of our studies regarding the cost-effectiveness of home care compared to acute care. Substudy 14 was an evaluation of the Quick Response Program (QRP) of Saskatoon District Health. It was initially believed that not all potential clients would be evaluated by the QRP as it was not a 24/7 service, and that it would be possible to compare QRP clients with at least a modest number of similar clients who were admitted to hospital. However, since its inception in 1995, staff had made adaptations which increased the effectiveness of the QRP such that only two hospital admissions in Substudy 14 were actually deemed to be comparable to QRP clients in the study. Thus, it was not possible to do a comparative cost analysis with an appropriate sample size for the non-QRP group. However, it was found that the average cost in the community for clients in the QRP group for the 30 day period after visiting the Emergency Department was $358 compared to an average of $1,964 per client for the two people who were admitted to hospital. Another example of changes at the front lines of health care is Substudy 12, which was conducted by a research team from the University of Toronto. It was designed to look at the cost- effectiveness of providing breastfeeding support for mothers with pre-term infants at home as compared to those who remained in the hospital and received breastfeeding support from the - vii - hospital lactation consultant. Initially, when the study was being designed, length of stay hospital data suggested that there may be a potential for reducing the hospital stay for mothers in the experimental groups by one day, and that the cost of that day should more than cover the additional costs of home care. However, mothers of pre-term infants in the experimental group, on average, only remained at hospital two hours less than mothers in the standard care group. Thus, there was no real substitution and, therefore, early discharge plus home care was not found to be cost-effective for mothers of pre-term infants. Substudy 12 also included a cost- effectiveness analysis of term infants (more than 37 weeks of gestational age) and, although there was a clinically significant difference in the length of hospital stay (about 8 hours), home care for the support of breast feeding was not statistically significantly cost-effective. However, in this group of term infants, success with breast feeding and satisfaction with care was greater in the home care group. Substudy 11, conducted by another research team from the University of Toronto, was a study of the cost-effectiveness of home care compared to hospital care for intravenous (N) therapy for individuals with cellulitis. In this case it was still possible to compare hospital and non-hospital cases, but the sample size was relatively small. In addition, while reasonable care had been taken in designing the study and investigating its feasibility, once the study was underway researchers found that home care agencies did not have enough resources to take on a number of new clients for home IV therapy. This put pressure back on the hospital. The result was that emergency department physicians started to provide IV therapy through emergency. Thus, the study resulted in a comparison of IV therapy in the inpatient portion of the hospital compared to IV therapy received at home or in the emergency department. While the sample was relatively small, and the study was somewhat different from what was originally intended, the results were fairly robust. Substudy 11 found that the cost of IV therapy was about twice as much for the inpatient hospital group compared to the home care/emergency department group. In addition, the quality of life was twice as good for the home care/emergency department group compared to the inpatient hospital group, and the home care/emergency department group had comparatively fewer complications and higher rates of resolution of the problem (i.e., higher rates of positive outcomes). Substudy 9 addressed the question of whether care episodes that included both hospital and home care components cost less than care episodes, for similar people, that only included a hospital stay. It was based on administrative data for Alberta for all hospital admissions for the 1996/97 and 1997/98 fiscal years. While it was found that home care was cost-effective for a few types of clients, it was not cost-effective for the majority of clients. However, the research team took its analysis a step further and looked at the relative severity of the cases in the hospital only and hospital plus home care groups by analyzing the number of diagnoses per case as a measure of severity. They found that, on average, the clients who received hospital care plus home care had higher severity ratings than clients who only received hospital care. Apparently clinicians were able to make good clinical decisions about who should be discharged, and when, and were willing to discharge more complex cases to home care. In the absence of home care, such clients might have stayed in hospital for a longer period of time. Substudy 9 again demonstrates adjustments that were made on the front lines to increase efficiencies and the difficulties of determining if real efficiencies are actually achieved once changes have taken place. ( - viii - Two studies were conducted on the cost-effectiveness of day hospitals. Substudies 10 and 13 used different, and relatively unique, approaches. The literature on the cost-effectiveness of day hospitals has, to date, been relatively weak. The problem has been that researchers have not been able to find appropriate comparison groups for people in day hospitals. Because of the problem of finding an appropriate comparison group, Substudy 13 took a broader, systems perspective for its analysis. This study was conducted in Victoria, British Columbia. Hospital physicians argued that they had a multi-component system of care for complex geriatric clients and that the system worked effectively. Thus, it was decided to evaluate the effectiveness of the system of care by analyzing the extent to which it appeared that clients were different in each component of the system, that is, that clients were generally in the "best fit" component of the system. The overall finding of the study was that the system of care worked reasonably effectively. It was found that persons admitted to each service component were different in regard to mental and physical health, daily functioning, and bodily pain. Substudy 10, conducted in Sherbrooke, Québec, took a new and innovative approach to studying the cost-effectiveness of day hospitals. It measured the level of functioning using the SMAF (Système de mesure de l'autonomie fonctionelle) or Functional Autonomy Measurement System, the assessment tool for continuing care clients used in Québec. In previous research conducted by the same research team, they had been able to develop a formula for allocating dollar costs to SMAF scores. That is, they had been able to do detailed cost analyses for people with different scores on the SMAF instrument. This allowed them to develop a mathematical method of estimating costs for each point on the SMAF scale, which goes from a score of 0 to 87. Thus, they could assign a treatment cost to clients at the time of admission to the day hospital, and a treatment cost for ongoing care at the end of the stay in the day hospital, based on SMAF scores. They found that for each dollar invested in caring for a person in the day hospital, there was a benefit of $2.14. They concluded that the day hospital service was indeed cost- effective. Issues Related to Implementing Cost-Effective Programs It was an intention of the National Evaluation of the Cost-Effectiveness of Home Care to provide assistance to administrators and policy makers in regard to issues they may face in implementing new programs to increase the cost-effectiveness of the health care system. Substudy 6 provides information on key factors which facilitate the client's ability to remain in the community and factors which may lead to premature institutionalization. Substudy 15 provides information on the blockages to the effective transfer of clients from hospitals to home care and provides a listing of best practices to facilitate effective transfers. Table 5 presents the key factors which facilitate the provision of care in the home from Substudy 6, while Table 6 presents the set of best practices for facilitating smooth transfers of clients from hospitals to home care. - ix - Table 5: The Factors which Determine If a Client Will Be Cared For at Home • provincial policies which assure access to and funding for home care services • health status of the client ;. .does not require 24 hour professional care • availability of an informal provider ... proximity of family members • health status of the informal provider • access to appropriate professional providers • access to home support workers • financial well-being of the client and/or family to provide additional home support • access to reasonable cost home maintenance services (e.g., lawn mowing, snow removal) • living in a supportive community (volunteers, meals on wheels, elder watch etc.) • rural dweller • access to seniors' housing which accommodates for mobility problems • inexpensive and direct transportation to and from day or night programs and medical appointments • access to respite care on a regular basis for informal caregivers • client and family level of independence and coping • home environment judged to be safe to accommodate level of care required by client • convalescent beds available so client makes transition from hospital to home with some ability to cope at home • reasonable waiting list for home care services and equitable positioning of community-based applicants and hospital-based applicants for home care services • non-access or long waiting lists for long term care facility Table 6: Best Practices for Discharge from Acute Care Hospitals Formal Systems: • Legitimization of the relationship between acute care and home care • Access to compatible and/or common information systems • Flexible use of resources Relationships and Informal Networks: • Formal opportunities for communication and the development of working relationships • Continuity and stability of staff assignment • Boundary spanning positions System Capacity: • Program resources • Access to home care— availability of referral and assessment service • Home care supports • Community supports • Continuum of care ( Policy Considerations There are a number of important topic areas in regard to health services for elderly persons and those with disabilities that can be informed by the work conducted in the National Evaluation of the Cost-Effectiveness of Home Care either directly, based on the findings of the studies, or indirectly, based on issues the research team had to address in one form or another as part of their activities. The findings from the National Evaluation can thus provide useful input to a range of key issues. The following are our suggestions about things which should be considered by clinicians, administrators and policy makers in order to improve the delivery of health services to the elderly and persons with disabilities in Canada. The emphasis on home care over the past four years has been useful in regard to promoting new research and focusing on the important role home care plays in the health care system. However, home care does not exist in isolation. Thus, the policy discourse should now shift from home care to the broader system of continuing care (long term care, home care, and case management). In most jurisdictions, home care is already considered to be part of a broader system of continuing care and we believe that this existing approach to organizing health services should be supported and strengthened. By focusing on more integrated and coordinated models of care, one can consider policy issues from the broader perspective of the health care system rather than from the narrower perspective of one type of service. In addition, we believe that greater integration and coordination will make it easier to substitute home care services for residential services and acute care services. / I - As evidenced by Substudies 1, 2, 3, 7, and 9, policy-makers can learn a great deal simply by using data that already exist. Thus, the policy choice is to determine how to most effectively allocate information systems resources. In the systems field, high priority appears to be given to systems development, while systems maintenance and analysis appear to garner low priority. The unfortunate lack of priority on the use of existing data results in lost opportunities to provide better care to those in need through the use of good clinical information, and to provide decision- makers with relevant inputs into their decisions. Could not 10 to 15 percent of the dollars currently allocated to systems development and the information highway be re-allocated to provide timely, targeted, and effective analysis of relevant policy issues right now? There has been considerable discussion about a National Home Care Program, but it has proven difficult to find appropriate approaches to enhancing home care services. If legislation is not possible, it may, nevertheless, be possible to obtain some degree of consensus, perhaps through the Social Union mechanism, on how to improve home care services. Some suggestions for consideration are the following: • Moving all continuing care services into a universal, or modified universal, model of coverage. It may, for example, still be appropriate to charge user fees for the room and board portion of residential care because people are generally responsible for their own room and board charges. However, all home care services, including home support services could be paid for by government. Home support costs are already provided without co-payments in provinces such as Manitoba, Ontario and Québec. - xl- • Enhancing the portability of continuing care services across Canada. Currently, most jurisdictions have some type of waiting periodfor residential services and some also have a waiting period for community based long term care services. Given the already existing financial burden on informal caregivers, policy-makers may wish to reconsider residency requirements for both residential care and home support services. • Providing funding, as required, to redress the current anomaly of clients obtaining drugs for free in the hospital and having to pay for the same drugs in the community. It should be possible to establish methods of subsidizing drug costs for individuals in the community with a clearly identified need, as determined by an appropriate health professional. • Determining the extent to which individual family members should be assisted in their efforts to care for their loved ones who suffer from functional deficits. What level of burden is appropriate for family members and at what point should government lend a hand to those in need? It may be appropriate, given the current pressures on home care, to provide some additional support to informal care providers through the tax system and/or by enhancing existing programs such as respite care. 1f and when, a decision is made to provide more resources to this sector, policy-makers will need to determine how new funds are to be targeted. Do they wish to increase salaries for ( homemakers to the level of care aids in long term care facilities to correct what some perceive to be a relative bias in compensation favouring institutions over home care? Do they wish to provide salary enhancements to other categories of workers, such as nurses and administrators? Do they wish to provide more service for existing clients because it can be argued that many existing clients need more service? Do they wish to use funds to compensate for funding cuts to lower level home care clients? Do they wish to provide services to more people and reduce or eliminate waiting lists for home and community based services such as adult day care? Do they wish to do all of the above, and if so, in what relative proportions? One of the key, but counter-intuitive, findings from our program of research is that it may be possible to provide better care and save money. Initiatives to monitor and quickly re-stabilize clients result in better care than letting clients deteriorate over longer periods of time. As stable clients cost less, it may also save money. Home based palliative care allows clients to die in familiar surroundings with family and friends nearby. Provided the necessary supports are in place, palliative care should result in fewer trips to the hospital and save money. Respite care can allow families to care for their loved ones for longer periods of time before they are placed into long term care facilities, thus saving money. Step down care is less costly than hospital care and allows clients to recover to the point where they can go home rather than to a long term care facility. This too, in all likelihood, will save money. Policy makers have a choice. They can focus on immediate cost reductions in home care (which may cause hardships and may even be more costly in the long run), or they can take a more strategic and longer term approach which can result in better care and save money. - xii - ACKNOWLEDGEMENTS We would like to acknowledge the contribution of everyone who participated in the National Evaluation of the Cost-Effectiveness of Home Care. We would like to thank the researchers who conducted the studies, the organizations that participated in the studies and provided access to their clientele, the people and family members who agreed to participate in the studies, and all of the support staff who assisted in collecting and processing study data and preparing the reports for this program of research. Funding for the National Evaluation of the Cost-Effectiveness of Home Care was provided by Health Canada through the Health Transition Fund. The views expressed herein do not necessarily represent the official policy of Health Canada. -xli'- I TABLE OF CONTENTS PREFACE....................................................................................................................................... EXECUTIVE SUMMARY...........................................................................................................ii Introduction.............................................................................................................................ii The Cost-Effectiveness of Home Care Compared to Residential Care ..................................ii The Cost-Effectiveness of Home Care Compared to Acute Care...........................................vi Issues Related to Implementing Cost-Effective Programs................................................... viii Poliy Considerations .......................... .......... viii ACKNOWLEDGEMENTS ........................................................................................................ xii TABLE OF CONTENTS........................................................................................................... xiii LISTOF TABLES ...................................................................................................................... xiv 1 . INTRODUCTION .................................................................................................................... 1 1.1 The. Health Transition Fund ........................................................................................... 1 1.2 Home Care..................................................................................................................... 1 1.3 The National Evaluation of the Cost-Effectiveness of Home Care............................... 3 2. AN OVERVIEW OF HOME CARE CLIENTS...................................................................... 5 3. THE COST-EFFECTIVENESS OF HOME CARE COMPARED TO RESIDENTIAL CARE....................................................................................................................................... 6 3.1 Studies on Cost-Effectiveness....................................................................................... 6 3.2 Studies Related to Planning......................................................................................... 10 4. THE COST-EFFECTIVENESS OF HOME CARE COMPARED TO ACUTE CARE ...... 12 5. FURTHER OPPORTUNITIES FOR ANALYZING THE COST-EFFECTIVENESS OF HOME CARE COMPARED TO ACUTE CARE SERVICES.......................................16 6. ISSUES RELATED TO IMPLEMENTATION .................................................................... 17 7. LEARNINGS ABOUT RESEARCH .................................................................................... 20 8. THE RELEVANCE OF OUR FINDINGS FOR CARE PROVIDERS, ADMINISTRATORS, AND POLICY-MAKERS: ISSUES TO BE CONSIDERED .......... 21 8.1 Consider How to Best Structure Service Delivery Systems for the Elderly and Personswith Disabilities............................................................................................. 21 8.2 Consider How to Enhance Information Systems and Analysis................................... 24 8.3 Consider Making Legislative and Policy Improvements to Home Care..................... 25 8.4 Consider Developing Innovative and Cost-Effective Pilot Projects ........................... 26 - xiv - Fl • 8.5 Consider How to Allocate New Money......................................................................27 8.6 Consider Whether or Not the Philosophical Divide Between Health and Social Servicesis Still Appropriate........................................................................................28 8.7 Consider Providing Additional Support to Informal Caregivers.................................28 8.8 Consider the Compatibility of Both Doing Good and Saving Money........................29 8.9 Consider Facilitating Targeted and Rapid Policy-Relevant Research.........................29 8.10 Consider Making a Renewed Commitment to Evidence-Based Decision-Making ...30 APPENDIX: LIST OF SUBSTUDJES LIST OF TABLES Table 1: Home Care Clients by Location, Length of Stay, and Gender...................................5 Table 2: Home Care Clients by Location, Length of Stay, and Age Group.............................6 Table 3: Average Annual Costs Of Home and Community Care, and Facility Care, for all Four Cohorts, in 1996/97 Dollars ..................................................................... 8 Table 4: Average Annual Costs to Government of All Health Services for Continuing Care Clients (for Clients with 120 Hours per Month or Less of Care Aide Time) ............9 Table 5: Average Annual Costs of Continuing Care Services, Physicians and Hospitals, Out-of-Pocket Expenses, and Informal Caregiver Time Valued at Replacement Wages (for Clients with up to 120 Hours per Month of Care Aide Time) ..............10 Table 6: The Most Common Care Patterns by Type and Level of Care ................................11 Table 7: The Complementarity of Formal and Informal Care ...............................................12 Table 8: Factors Related to Maintaining Clients in Home Care and Influencing Placement in a Care Facility .............................................. . ...................................... 18 Table 9: Barriers to Effective Client Discharge from Hospital..............................................19 Table 10: Best Practices for Discharge from Acute Care Hospitals ........................................19 ( 1. INTRODUCTION 1.1 The Health Transition Fund In recent years, decision-makers across Canada have been closely scrutinizing the health care system with a view to reform. Fiscal pressures and changing demographics have led to concerns about the efficiency, effectiveness, and sustainability of the health care system. Within this context, there is a need for information about which approaches and models of health care are working nd which are not. In response to this requirement for evidence,, and on the recommendation of the National Forum on Health, the Health Transition Fund (HTF) was created out of the 1997 federal budget to encourage and support evidence-based decision-making in health care reform. The Health Transition Fund was a joint effort between federal, provincial, and territorial governments. Decisions about funding provincial and territorial pilot and evaluation projects were made bilaterally by the appropriate province or territory and the federal government. National projects were chosen through a multilateral selection process by the Federal/Provincial/Territorial Working Group on the Health Transition Fund (FPTWG), which had one representative from each of the provincial, territorial, and federal governments. The operation of the HTF was overseen by the FPTWG and executed by the HTF Secretariat. Approximately 140 different pilot projects and/or evaluation studies were funded by the HTF for a total cost of some $150 million. Of that, $120 million was used to fund provincially and territorially sponsored projects, and the remaining $30 million funded national level initiatives. These projects fell into one of four theme areas: home care, pharmacare, integrated service delivery, and primary care/primary health care. 1.2 Home Care Health reforms and the ongoing fiscal restraint of the 1990s have led planners and policy- makers to focus on home and community based services as alternatives to institutional care. Home care has come to be seen as a vehicle for achieving both policy goals, by providing services "closer to home," and efficiency goals, by lowering costs. National, provincial, and territorial governments, and regional health authorities, recognize the importance of the role home care plays in our health care system. Health Canada has estimated that public home care expenditures were $2.1 billion, or 4% of public expenditures on health care, in the 1997/98 fiscal year. While the growth in the institutional sector was generally restrained in the 1990s, expenditures on home care grew at almost 11% per year from the 1990/91 fiscal year to the 1997/98 fiscal year.' The amount spent on home care by private individuals needing care, and by their families, is not known at this time but is believed to be substantial. 1 Health Canada, Policy and Consultation Branch. (1998). Public Home Care Expenditures in Canada 19 75-76 to 199 7-98 (Fact Sheets, March). Ottawa: Minister of Public Works and Government Services. IrM The move to home care has, in part, been a response to the anticipated growth in the elderly population and to the fiscal pressures of the 1990s. Until recently there has been relatively little information on the cost-effectiveness of home care in Canada. There has been a prevalent assumption that home care is not only cheaper than institutional care, but also offers the client care that is just as good, if not better. However, this assumption has not been validated by scientific study, so one could characterize the move to home care in Canada as occurring due to faith in home care's efficacy and the necessity of restraint. The international literature on the cost-effectiveness of home care shows mixed results. Some researchers have reported that home care is cost-effective compared to acute care; others have reported that it is not. There is also considerable literature in the United States which argues that home care is not a cost-effective alternative to care in long term care facilities.2 However, some Canadian writers have argued that home care may be a cost-effective alternative to residential care in a Canadian model of service delivery.3 Thus, the issue of whether or not home care is a cost-effective alternative to institutional care has been an open question. The term home care is generally used to refer to services provided in the home or in the community to individuals with functional disabilities and to their families. These services can range from home support, such as a few hours per week of simple housekeeping, to full nursing and medical care, such as administering intravenous medications which was previously done only in hospitals. Home care is also provided on a short term basis to assist people who are discharged from acute care hospitals. In addition, home care can provide palliative care, respite care, and other related services to those in need. In Canada, home care is often divided into the following three functions: • The maintenance and preventive function, which serves people with health and/or functional deficits in the home setting, both maintaining their ability to live independently and, in many cases, preventing health and functional breakdowns, and eventual institutionalization; The long term care substitution function, where home care meets the needs of people who would otherwise require institutionalization; and The acute care substitution function, where home care meets the needs of people who would otherwise have to remain in, or enter, acute care facilities.4 2 Weissert, W.G. (1985). Seven reasons why it is so difficult to make community-based long-term care cost-effective. Health Services Research, 20(4), 423-43 3. Hollander, M.J. (1994). The costs, and cost-effectiveness, of continuing care services in Canada. Ottawa: Queen's- University of Ottawa Economic Projects--Working Paper No. 94-10. ' Adapted from: Federal/Provincial/Territorial Subcommittee on Long Term Care. (1990). Report on home care. Ottawa: Health and Welfare Canada, p. v. C -3- In Canada, formal home care is paid for by government and/or individuals and comprises a range of services, such as: case management; professional services provided in the home, such as nursing and rehabilitation; supportive non-professional services provided in the home; and community based services such as adult day care services. An important aspect of home care is the care provided by friends and family members on an unpaid basis. This type of care is generally referred to as informal support, and family members and friends are generally referred to as informal care givers. Home care is generally considered to be part of a broader system of care. While in Ontario this system is referred to aslong term care, in the West .and Atlantic Canada it is usually referred to as continuing care and includes case management, professional home care services, home support services, community based services, long term residential services (including chronic care) and speciality services provided in acute care hospitals (e.g., geriatric units, day hospitals). Continuing care is not a type of service such as hospital care or physician services but is a complex system of service delivery. This system has a wide range of components and is integrated conceptually, as well as in practice, through a continuum of care. The efficiency and effectiveness of the system depends not only on the efficiency and effectiveness of each component, but also on the way the service delivery system itself is structured: It is important to remember that continuing care is not a type of service, but a system of service delivery (emphasis in original).5 In regard to institutional care, it should be noted that home care can only be cost-effective to the extent that it serves as a lower cost substitute for residential services or acute care services. Substitutions are more easily made in an integrated system of care in which management has the authority to make such decisions. There is also some emerging evidence that preventive home care can be cost-effective in maintaining clients at their optimal level of care.6 Home and community based services are an important and integral part of the continuing care system along with residential services and specialty services in acute care hospitals. It is important to note that home care and continuing care services are an amalgamation of both health services (e.g., nurses, rehabilitation specialists, geriatricians) and supportive care services (e.g., homemakers, adult day care services, meal programs, long term care facilities) which originated in ministries of social services and, in most jurisdictions, were transferred into ministries of health, starting in the 1970s. 1.3 The National Evaluation of the Cost-Effectiveness of Home Care In order to provide evidence, in the Canadian context, on the relative cost-effectiveness of home care, the Health Transition Fund (HTF) supported a comprehensive national program of research to study this question. The National Evaluation of the Cost-Effectiveness of Home Care Federal/Provincial/Territorial Subcommittee on Continuing Care (1992). Future directions in continuing care Ottawa: Health and Welfare Canada, p. 3. 6 Hollander, M.J. (2001). Evaluation of the maintenance and preventive function of home care. Victoria: Hollander Analytical Services Ltd. -4- provides critical new information to policy makers about the cost-effectiveness of home care in Canada. It had a budget of $1.5 million and was comprised of 15 interrelated substudies, six on the cost-effectiveness of home care compared to long term care facilities and nine on the cost- effectiveness of home care as an alternative to care in acute care hospitals. Each substudy examined a particular issue or question and, as such, was like an individual piece of a larger puzzle. The results of the 15 studies, when fitted together, provide the beginnings of a picture of the cost-effectiveness of home care in Canada. We did not include studies on the cost- effectiveness of the maintenance and preventive model of home care in the National Evaluation as this topic was being addressed by other researchers. Our program of research had two major objectives: • To directly evaluate the extent to which home care is a cost-effective substitute for care in long term care facilities, and under which conditions it is, or is not, a cost- effective alternative; and • To directly evaluate the extent to which home care is a cost-effective substitute for acute care, and under which conditions it is, or is not, a cost-effective alternative. An overall strategy guided the selection of studies for the National Evaluation of the Cost-Effectiveness of Home Care. The program of research was focussed on providing decision- makers with relevant data which they could use for policy and program development. The overall strategy had the following components: • Conduct research to inform decision-makers about the nature and scope of home care services and to provide a baseline of information about home care clients, costs, and utilization. This baseline is important because there is currently no national database on home care in Canada. • Conduct research to determine whether or not home care is a cost-effective alternative to institutional care in long term care facilities and hospitals and, if so, under what conditions it is cost-effective. • Conduct exploratory research to identify new opportunities for potential savings in the hospital sector by substituting home care services. At present, there are relatively few areas noted in the literature where cost-effectiveness studies have been conducted. • Conduct research to provide decision-makers with information about some of the issues they may face if they try to implement new initiatives to enhance the cost- effectiveness of the health care system. The National Evaluation of the Cost-Effectiveness of Home Care was designed to be a program of applied, policy-relevant research. We believed that this approach would provide significant efficiencies in terms of costs and timeliness over the more traditional approach of conducting a series of discrete studies in a linear sequence. Our project has raised further -5- ( questions and, thus, should be seen as the beginning, rather than the end, of Canadian research in this area. A list of the 15 substudies which constituted the National Evaluation of the Cost- Effectiveness of Home Care is presented in the Appendix. In this document, we shall refer to the studies by their respective numbers (e.g., Substudy 1). 2. AN OVERVIEW OF HOME CARE CLIENTS At present, there is no national database on home care. Thus, as part of the National Evaluation, it was decided to obtain some representative data on home care clients. This chapter provides a brief overview of data on the characteristics of home care clients in two provinces, British Columbia and Saskatchewan. Tables 1 and 2 provide a breakdown by gender and agc for home care clients in British Columbia and Saskatchewan, calculated on the basis of care episodes for a one year period. There was a small proportion of clients who had more than one episode. Thus, it was not feasible to present gender and age data by individual client as individuals could have been in two categories, that is, care episodes of 90 days or less and episodes of 91 days or more. Overall, there were approximately 1.3 females for each male across the two jurisdictions. Saskatchewan had a slightly higher percentage of females than British Columbia (58.7% compared to 54.3%). The relative proportions of females to males were higher for the longer term clients (91 to 365 days) than for short stay clients in each jurisdiction (58.1% compared to 52.2% in British Columbia and 62.0% compared to 56.3% in Saskatchewan. Table 1: Home Care Clients by Location, Length of Stay, and Gender Gender British Columbia Saskatchewan 90 days or less 91 days or more Total 90 days or less 91 days or more Total Number 10,936 7,024 17,960 4,146 3,259 7,405 Female Percent 52.2 58.1 54.3 56.3 62.0 58.7 Number 10,025 5,066 15,091 3,222 1,996 5,218 Male Percent 47.8 41.9 45.7 43.7 38.0 41.3 Total Number 20,961 1 12,090 1 33,051* 7,368 5,255 12,6.23 * Overall total was 33,053, however there were two people missing, bringing the overall total down to 33,051. With regard to age, the highest proportion of clients in British Columbia and Saskatchewan were in the 75 to 84 years of age group at 27.9% and 32.0% respectively. Relatively few clients (17.1% in British Columbia and 15.8% in Saskatchewan) were under 45 years of age. In both jurisdictions, the concentration of clients in the 75 to 84 age group was higher in the long stay group and, overall, there were more elderly clients in the long stay group than in the short stay group. For example, in British Columbia, 52.6% of clients in the long stay group were 75 years of age or older compared to 3 0.5% in the short stay group. The comparable percentages for Saskatchewan were 60.9% and 37.6%, respectively. mom Table 2: Home Care Clients by Location, Length of Stay, and Age Group Age Group British_Columbia Saskatchewan 90 days or less 91 days or more Total 90 days or less 91 days or more Total Number 931 137 1,068 336 81 417 0 to 19 years Percent 4.4 1.1 3.2 4.6 1.5 3.3 Number 3,626 959 4,585 1,313 258 1,571 20 to 44 years Percent 17.3 7.9 13.9 17.8 4.9 12.5 Number 5,162 2,065 7,227 1,420 636 2,056 45 to 64 years Percent 24.6 17.1 21.9 19.3 12.1 16.3 Number 4,843 2,570 7,413 1,535 1,082 2,617 65 to 74 years Percent 23.1 21.3 22.4 20.8 20.6 20.7 Number 4,862 4,362 9,224 1,950 2,090 4,040 75 to 84 years Percent 23.2 36.1 27.9 26.5 39.8 32.0 85 years and Number 1,539 1,997 3,536 814 1,108 1,922 older Percent 7.3 16.5 10.7 11.1 21.1 15.2 Total Number 20,963 12,090 33,053 7,368 5,255 12,623 3. THE COST-EFFECTIVENESS OF HOME CARE COMPARED TO RESIDENTIAL CARE Three studies were conducted on the cost-effectiveness of home care compared to residential care. Studies of relevance to planning and estimating the relative costs of future services were also conducted. 3.1 Studies on Cost-Effectiveness There were three substudies on the cost-effectiveness of home care as a substitute for residential care. Substudy 1 presents a comprehensive analysis of the comparative costs, to government, of home care and residential care. Substudy 5 provides data on the cost to government, and on the costs for out-of-pocket expenses and time devoted to caring by informal care providers (Substudy 4 was a pilot study to facilitate the conduct of Substudy 5). Substudy 1 contributed a number of new findings which add to our knowledge and constitute significant inputs to evidence-based decision-making. It compared data on service utilization and the comparative costs to government of home care and residential care clients for four cohorts of clients, that is, all clients in British Columbia who had new assessments in the 1987/88, 1990/91, 1993/94 and 1996/97 fiscal years. Comparative data were analyzed by level of care, using the five point care level system used in British Columbia. The lowest level of care, representing persons with relatively modest care needs, is Personal Care. The three levels of care at the intermediate level of need are Intermediate Care 1 (IC 1), Intermediate Care 2 (1C2), and Intermediate Care 3 (1C3). The highest level of care, for chronic care clients, is Extended Care (EC). -7- The key findings from Subsdy 1 are presented below: • Home Care Costs Less Than Residential Care: Costs for home care clients, by level of care, were some 40 to 75 percent of the costs of facility care, with PC and IC1 at about 40 percent, 1C2 and 1C3 at about two-thirds and EC at about three-quarters of the costs of facility clients. • Stable Home Care Clients Cost Considerably Less: For home care clients who remain at the same level and type of care for six months or more, the costs are about one half, or less, of the overall costs for facility clients. • The Cost is in the Transitions: For home care clients who changed their type and/or level of care, but did not die, costs were about 70 percent of the costs for facility clients for clients at PC and IC1 levels, about 80 to 90 percent for 1C2 and 1C3 clients and about 90 percent or more for EC clients. • Home Care for Those Who Die is Not Cost-Effective: The costs for home care • clients who die are generally higher, for all levels of care, than the costs for facility clients who die. The major cost factor for home care clients who die is the use of hospital services. The cost differential between home care clients and residential clients was smaller for the 1996/97 cohort. • The Cost of Home Care Services Per Se May Not Be the Major Cost Driver of Home Care: The costs for home and community based continuing care services only (that is, professional care, home support workers, adult day care and assessors), are about 20 to 50 percent of the overall costs of home care, across levels of care and cohorts. • The Use of Hospital Services for Home Care Clients is a Significant Cost Driver: Hospital costs accounted for about 30 to 60 percent of the overall health costs for home care clients, across levels of care and cohorts. The proportion of hospital costs compared to overall costs was lowest for stable clients and highest for clients who died. • Restraint in the Hospital Sector Appears to Have Reduced the Hospital Based Portion of Home Care Costs: Hospital costs as a proportion of overall health costs for home care clients were reduced in the period of restraint in the mid-1990s. This may have occurred as it may have been more difficult for home care clients to be admitted to hospital during the restraint period. For example, for Extended Care clients, hospital care was 61% of total home care costs for the 1987/88 cohort and 33% for the 1996/97 cohort. The comparable figures for 1C2 clients were 58% and 40% respectively. • Home Care Services Seem to Substitute for Acute Care Services: While the proportion of overall home care costs attributable to hospital care declined in the mid- 1990s, the proportion aributable to home support services increased. Thus, for Extended Care, the proportion of total health costs accounted for by home support was 25% for the 1987/88 cohort, while it was 54% for the 1996/97 cohort. The comparable figures for 1C2 clients were 23% and 36%, respectively. Thus, home care may have served as a substitute for acute care services. Table 3 provides a comparative analysis of the overall costs for home care and residential care across all four cohorts in Substudy 1, in 1996/97 dollars. Table 3: Average Annual Costs of Home and Community Care, and Facility Care, for all Four Cohorts, in 1996/97 Dollars 1987/88 Cohort j 1990/91 Cohort 1993/94 Cohort 1996/97 Cohort Community Facility Community Facility Community Facility Community Facility All IC1 12,881.33 -27,860.23 12,845.44 27,548.27 10,954.25 27,527.88 9,624.47 25,741.63 Costs 1C2 20,913.22 33,266.09 20,527.42 32,622.41 18,132.66 32,116.55 16,314.57 31,907.00 ($) 1C3 26,594.75 41,247.94 28,056.61 40,473.28 27,256.98 29,744.22 24,560.39 40,323.75 Extended Care 36 421.53 44490.06 43 188.28 43 911.59 36 697.13 44 002.56 34 858.63 44233.41 While Substudy 1 provided a comprehensive analysis of the comparative costs to government, by level of care, it did not analyze data on the outcomes of care or the costs to informal care providers. These additional topics were covered in Substudy 5. Substudy 5 compared costs and outcomes in two sites: Victoria, British Columbia, and Winnipeg, Manitoba. ( We found that there were important differences between the sites, so rather than combining data from the two sites, we presented data for each site separately. Substudy 5 can best be thought of as incorporating a site and a replication of the same study in another site. One important difference was that there were considerably more exceptions regarding high-care needs clients in the Winnipeg site compared to the Victoria site. The cut-off point that was used to separate exceptions from regular home care clients was 120 hours of home support service per month. In British Columbia this is the maximum number of hours allowed by policy for the highest level of care (EC) clients. It is also a level at which home care costs became comparable to the costs of facility care. In Winnipeg, one can provide home care up to the equivalent cost of facility care. It is important to note that in Substudy 5 we selected stable clients to maximize the within-level-of-care analysis on costs and outcomes. An overall total of 580 clients (222 from the community and 358 from facilities) participated in Substudy 5, including clients with some form of dementia. Some 501 informal caregivers also participated in the study. As it was necessary to have comparable care level systems for the Victoria and Winnipeg cohorts, a classification system based on the assessment instrument used in the study (the SMAF instrument now in use in Québec) was developed. With regard to outcomes, it was found that, comparing home care to residential care, there were similar levels of satisfaction in regard to the clients' overall quality of life, satisfaction with life, and satisfaction with the services provided. This finding is consistent with the existing literature.7 With regard to costs, it was found that home care costs are still significantly less, even using a societal perspective in which all costs are included, than residential care. However, this relative degree of cost-effectiveness is influenced by how the time of informal care providers is costed, that is, if professional rates of pay are used to cost the time of informal caregivers compared to other approaches such as using the minimum wage 8 . Table 4 presents data on the cost to government, that is, there is no consideration for user fees, out-of-pocket expenses or the time .of.the care.giver. Table 5 presents ..data which. includes user fees,..out-of:pocket expenses and informal care time costed at the replacement wage. Table 4: Average. Annual Costs to Government of All Health Services for Continuing Care Clients (for Clients with 120 Hours per Month or Less of Care Aide Time) Care Level - Victoria Sample Winnipeg Sample Community Facility Community Facility Level A: . Somewhat Independent Mean $12,249.20 $24,092.59 12 Standard Deviation $8,025.57 $7,622.32 Number 37 Level B: Mean $17,188.25 $29,141.49 $17,989.32 $33,655.59 Slightly StandardDeviation $6,996.46 $11,898.78 $10,217.75 $18,076.34 Independent Number 23 42 14 11 Level C: Mean $14,544.56 $36,014.93 $16,559.31 $32,151.75 Slightly Standard Deviation $10,941.38 $17,894.51 $6,418.52 $1 3,523.96 Dependent Number 12 50 10 37 Level D: Mean $16,870.76 $44,309.55 $15,528.02 $28,595.75 Somewhat Standard Deviation $13,465.77 $16,940.92 $7,731.96 $13,897.39 Dependent Number 8 26 13 52 Level E: Largely Dependent Mean $23,815.54 $33,422.73 Standard Deviation $4,254.38 $16,864.30 Number 4* 29 * Due to there being less than five cases in this cell, the statistical analysis for Winnipeg was based on Levels B to D only. Braun, K.L., & Rose, C.L. (1987). Geriatric patient outcomes and costs in three settings: Nursing home, foster family, and own home. Journal of the American Geriatrics Society, 35 (5), 387-397; Hulsman, B., & Chubon, S.J. (1989). A comparison of disabled adults' perceived quality of life in nursing facility and home settings. Public Health Nursing, 6 (3), 141-146; Moss, A.H., Oppenheimer, E.A., Casey, P., Cazzolli, P.A., Roos, R.P., Stocking, C.B., & Siegler, M. (1996). Patients with amyotrophic lateral sclerosis receiving long-term mechanical ventilation. Chest, 110 (1), 249-255; Rothman, M.L., Hedrick, S.C., Buicroft, K.A., Erdly, W.W., & Nickinovich, D.G. (1993). Effects of VA adult day health care on health outcomes and satisfaction with care. Medical Care, 31 (9 Supplement), SS38-SS49. Another factor which can affect the degree of cost-effectiveness of home care is whether or not facility user fees, which are sometimes considered to be the equivalent of room and board costs, are included. We are of the view that room and boai'd costs should be costed as part of facility care because they are a health care related expense in that the client needs to be in a facility to receive care. Our analysis focuses on health related costs. However, we recognize that there are a range of opinions regarding the issue of including or excluding health related room and board costs in economic evaluations. - 10 - Table 5: Average Annual Costs of Continuing Care Services, Physicians and Hospitals, Out-of-Pocket Expenses, and Informal Caregiver Time Valued at Replacement Wages (for Clients with up to 120 Hours per Month of Care Aide Time) Care Level Victoria Sample Winnipeg Sample Community Facility Community Facility Level A: Somewhat Independent Mean $19,758.59 $39,255.44 12 Standard Deviation $11,590.57 $7,594.13 Number 37 Level B: Mean $30,975.22 $45,964.23 $27,313.02 $47,618.22 Slightly Standard Deviation $16,943.63 $12,566.70 $21,219.16 $19,486.61 Independent Number 23 42 14 11 Level C: Mean $31,847.92 $53,847.62 $29,094.46 $49,207.31 Slightly Standard Deviation $13,764.31 $17,417.82 $ 8,851.74 $13,805.44 Dependent Number 12 50 10 37 Level D: Mean $58,619.30 $66,310.18 $32,274.54 $45,636.77 Somewhat Standard Deviation $25,473.65 $21,491.15 $9,200.12 $15,735.47 Dependent Number 8 26 13 52 Level E: Largely Dependent Mean $35,113.75 $50,560.38 Standard Deviation $6,302.44 $17,196.53 Number 4* 29 *Due to there being less than five cases in this cell, the statistical analysis for Winnipeg was basd on Levels B-D only. It should be noted that facility care is funded on a case mix basis in British Columbia, but there is one standard rate for the two highest levels (levels 3 and 4 on a four point scale) in ( Winnipeg. This may account for the different pattern of facility costs, by levels of care, across the two sites. In summary, it should be noted that irrespective of the scenario used, home care is less costly, for stable clients, than residential care while satisfaction with the quality of life and with care services are equivalent in home care and residential care. 3.2 Studies Related to Planning As noted previously, we tried to design our program of research in a way that would be useful to planners, analysts, administrators and decision-makers. Thus, we conducted two studies which would assist in planning for future resource allocation needs for continuing care. Substudy 2, based on British Columbia data, had two primary purposes: to describe the pattern of movement of clients through the system of care and to determine if there may be pressures on residential care beds generated from within the continuing care system itself. A cohort of all clients who had a new assessment in the 1987/88 fiscal year was followed to the end of the 1996/97 fiscal year. It was hypothesized that there would be a small number of care trajectories across levels of care and type of service (home care or residential). For example, a client may come into home care at the PC level, move to IC 1 after a year, to 1C2 after a year, to 1C3 in a facility after a year, to BC in a facility after a year, and die after a year. However, it was found that there were no common patterns of care trajectories in home care. The most common pattern only accounted for 6.6% of the clientele. What was found, and is a significant new finding, is that the most common pattern was for a client to come into a given type and level of care and die without moving to another care level or type of service (see Table 6). Thus, for each -11- of th 10 possible combinations based on the level of care, and the type of care (community or residential), the most common pattern was for the client to come into that grouping and die. The percentage who came into a given type of care and died increased with care levels. For example, 20% of clients who entered care as home and community clients, at the Personal Care level, died. The corresponding percentage of clients who entered the system as home and community clients at the Extended Care level, and died, was 54%. Overall, some two-thirds of all clients died over the period of the study and one third were still alive at the end of the 1996/97 fiscal year. A simplified analysis, which excluded the levels of care, indicated that the most common pattern was to enter as a community client and die (24.7%). The next most common pattern was to enter as a community client, move to a facility and die (16.2%). The third most common pattern was to enter as a community client and still be in care in March 1997 (9.5%). The fourth most common pattern was to enter as a facility client and die (9.3 %). It should be noted that there were over seven times as many community clients as facility clients in the sample and this accounts for the relatively small proportion of clients in the facility care and died category. Table 6: 1 The Most Common Care Patterns by Type and Level of Care Level Community/Died Facility/Died 1 (PC) 20.5 N/A 2 (IC!) 29.3 35.5 3 (1C2) 36.8 32.3 4 (1C3) 40.8 53.2 f 5 (EC) 54.0 92.3 In Substudy 2 we also wanted to analyze how consistent the pattern of movement was across types and levels of care. Markovian Modelling was used for this part of the study. If clients move from home care to residential care in a consistent pattern from year to year then this "within-system" movement would not put pressure on facility care. If, however, in a given year there was a significant influx of home care clients, and if, for example, 60% moved from home care to facility care in years three and four after admission, this would create significant "within- system" pressures on facility beds. It was found that the latter was not the case and that the pattern of movement from home care to facility care was consistent over time. Another important aspect of future planning and analysis relates to the comparative utilization of formal care and informal care. In Canada, informal support and formal care are seen as being complementary in that the government pays for needed services which cannot be provided by family members or other informal caregivers. Substudy 3, using data from Edmonton, found that formal paid services are, indeed, a complement to informal care. In fact, the substudy found that as care needs increased, clients were more likely to receive more formal care and more informal care. This is consistent with previous research demonstrating the complementarity of informal and formal care.9 Overall, it was found that a $1 increase in informal care (per day) resulted in a $1.09 increase in formal costs. Conversely a $1 per day Chappell, N.L., & Blanford, A.A. (1991). Informal and formal care: Exploring the complementarity. Aging and ( Society, 11 (3), 299-3 17. - 12 - increase in formal care resulted in a $0.30 increase in informal costs. The comparative increases of the costs of formal and informal care,by level of care, are presented in Table 7. Table 7: The Complementarity of Formal and Informal Care Level of Caj-e I N Increase in Formal Costs for a $1 Increase in Informal Costs Increases in Informal Costs for a $1 Increase in Formal Costs A(low) 1,564 1.17 0.51 B 1,827 1.30 0.54 C 655 1.08 0.31 D 395 0.74 0.24 E 356 0.80 0.16 F 134 0.66 0.10 G(high) 31 0.76 0.01 4. THE COST-EFFECTIVENESS OF HOME CARE COMPARED TO ACUTE CARE As noted before, previous work, documented in the scientific literature, was used to determine the topics to be included in the home care compared to the acute care portion of the National Evaluation. A literature review conducted prior to the National Evaluation'0 indicated that there was some evidence for the cost-effectiveness of home care compared to acute care, but that the evidence was restricted to a relatively small number of approaches. What we wanted to do was to conduct smaller, targeted studies on those approaches to see if they were also cost- effective in the Canadian context. Some of the topics that showed promise in the international scientific literature were home intravenous (IV) therapy, day hospitals, and quick response teams, which is why these topics were included in our program of research on the cost-effectiveness of home care compared to acute care. Intuitively, one would think that home care would be a cost-effective substitute for acute care services given that per diem hospital rates can average some $500 or more. However, the findings in the scientific literature are mixed." The findings from the studies in our program of research also showed mixed results. It appears that, due to the fiscal pressures on the health care system, hospitals have adapted quickly to seize opportunities for áost savings. Thus, it has been difficult for researchers to respond in a timely maimer to conduct studies when a new initiative is implemented. Being able to study a new initiative by comparing previous care and the new care approach, in a study where individuals can be randomly assigned to the two groups, constitutes a much stronger 10 Hollander, M.J. (1996). The cost-effectiveness of continuing care services: A critical literature review. Victoria: Health Network, Canadian Policy Research Networks. 11 Soderstrom, L., Tousignant, P., & Kaufman, T. (1999). The health and cost effects of substituting home care for inpatient acute care: A review of the evidence. Canadian MedicalAssociation Journal, 160 (8), 1151-1155. - 13 - research design, which allows for more definitive conclusions, than studying a new program once it has been fully implemented. This dilemma is reflected in some of our studies regarding the cost-effectiveness of home care compared to acute care. A very promising initiative, which has now been in place for some time but for which there are relatively few Canadian evaluations is Quick Response Teams (QRT). The purpose of the QRT is to intervene at an early, pre-hospital admission stage to re- route individuals back to their homes rather than to have them admitted to a hospital. This is typically done by locating staff (usually from the home care program) in hospital emergency departments. These staff work with emergency room staff to identify clients who would normally be admitted to the hospital, but who, with additional supports in the home, could be re-routed back to their homes. It is believed that QRT are cost-effective because a significant proportion of clients who are admitted to hospital from the emergency department may become institution dependent, remain in hospital, and eventually be transferred- to a long tenn care facility. Thus, each such case averted can represent considerable savings. Substudy 14 was an evaluation of the Quick Response Program (QRP) of Saskatoon District Health. It was initially believed that not all potential clients would be evaluated by the QRP as it was not a 24/7 service, and that it would be possible to compare QRP clients with at least a modest number of similar clients who were admitted to hospital. However, since its inception in 1995, staff had made adaptations which increased the effectiveness of the QRP such that only two hospital admissions in Substudy 14 were actually deemed to be comparable to QRP clients in the study. Thus, it was not possible to do a comparative cost analysis with an appropriate sample size for the non-QRP group. However, it was found that the average cost in the community for clients in the QRP group for the 30 day period after visiting the Emergency Department was $358 compared to an average of $1,964 per client for the two people who were admitted to hospital. Although further study is required to determine the cost-effectiveness of Quick Response Teams or Programs, the findings are highly suggestive and administrators may wish to consider implementing such initiatives for their region or hospital. However, we hope that progressive administrators would also work with experienced researchers to incorporate a research component into any new initiative. This would allow for a more conclusive determination of the cost-effectiveness of Quick Response Teams or Programs and would give the administrators good evidence about whether or not such a program would be effective in their hospital or region. Another example of changes at the front lines of health care is Substudy 12, which was conducted by a research team from the University of Toronto. It was designed to look at the cost- effectiveness of providing breastfeeding support for mothers with pre-term infants at home as compared to those who remained in the hospital and received breastfeeding support from the hospital lactation consultant. Initially, when the study was being designed, length of stay hospital data suggested that there may be a potential for reducing the hospital stay for mothers in the experimental groups by one day, and that the cost of that day should more than cover the additional costs of home care. However, mothers of pre-term infants in the experimental group, on average, only remained at hospital two hours less than mothers in the standard care group. Thus, there was no real substitution and, therefore, early discharge plus home care was not found C - 14 - to be cost-effective for mothers of pre-term infants. Substudy 12 also included a cost- effectiveness analysis of term infants (more than 37 weeks of gestational age) and, although there was a clinically significant difference in the length of hospital stay (about 8 hours), home care for the support of breast feeding was not statistically significantly cost-effective. However, in this group of term infants, success with breast feeding and satisfaction with care was greater in the home care group. A different approach was taken in Substudy 9. It was based on administrative data for Alberta for all hospital admissions for the 1996/97 and 1997/98 fiscal years. The research team generated new files on full care episodes which included, as appropriate, both hospital care and home care. The purpose of the study was to determine if home care was an actual substitute for hospital care. To be a cost-effective substitute, one would expect that people who received home care would have shorter stays in hospital and that the savings from these shorter stays would more than compensate for the additional costs of home care. That% is, Substudy 9 addressed the question of whether care episodes that included both hospital and home care components cost less than care episOdes, for similar people, that only included a hospital stay. While it was found that home care was cost-effective for a few types of clients, it was not effective for the majority of clients. However, the research team took its analysis a step further and looked at the relative severity of the cases in the hospital only and hospital plus home care groups by analyzing the number of diagnoses per case as a measure of severity. They found that, on average, the clients who received hospital care plus home care had higher severity ratings than clients who only received hospital care. Apparently clinicians were able to make good clinical decisions about ( who should be discharged, and when, and were willing to discharge more complex cases to home care. In the absence of home care, such clients might have stayed in hospital for a longer period of time. Substudy 9 again demonstrates adjustments that were made on the front lines to increase efficiencies and the difficulties of determining if real efficiencies are actually achieved once changes have taken place. Substudy 11, conducted by a research team from the University of Toronto, was a study of the cost-effectiveness of home care compared to hospital care for intravenous (IV) therapy for individuals with cellulitis. In this case it was still possible to compare hospital and non-hospital cases, but the sample size was relatively small. In addition, while reasonable care had been taken in designing the study and investigating its feasibility, once the study was underway researchers found that home care agencies did not have enough resources to take on a number of new clients for home IV therapy. This put pressure back on the hospital. The result was that emergency department physicians started to provide IV therapy through emergency. Thus, the study resulted in a comparison of IV therapy in the inpatient portion of the hospital compared to IV therapy received at home or in the emergency department. While the sample was relatively small, and the study was somewhat different from what was originally intended, the results were fairly robust. Substudy 11 found that the cost of IV therapy was about twice as much for the inpatient hospital group compared to the home care/emergency department group. In addition, the quality of life was twice as good for the home care/emergency department group compared to the inpatient hospital group, and the home ( ( - 15 - 11 care/emergency department group had comparatively fewer complications and higher rates of resolution of the problem (i.e., higher rates of positive outcomes). Two studies were conducted on the cost-effectiveness of day hospitals. Substudies 10 and 13 used different, and relatively unique, approaches. The literature on the cost-effectiveness of day hospitals has, to date, been relatively weak. The problem has been that researchers have not been able to find appropriate comparison groups for people in day hospitals. They have made comparisons with people who remain in hospital or with people treated on an outpatient basis. In general, one would think that in-hospital clients would have heavier care needs, and outpatient clients would have lighter care needs, than day hospital clients. In support of this assumption, one often finds that day hospitals are cost- effective when compared to in-hospital care and are not cost-effective when compared to outpatient services.12 This again seems to lend credence to the notion that appropriate comparisons have not been made. Because of the problem of finding an appropriate comparison group, Substudy 13 took a broader, systems perspective for its analysis. This study was conducted in Victoria, British Columbia. Hospital physicians argued that they had a multi-component system of care for complex geriatric clients and that the system worked effectively. Thus, it was decided to evaluate the effectiveness of the system of care by analyzing the extent to which it appeared that clients were different in each component of the system, that is, that clients were generally in the "best fit" component of the system. Clients were divided into five settings: a geriatric outpatient clinic, a geriatric day hospital, post-acute geriatric inpatient rehabilitation, residential geriatric rehabilitation for people admitted from the community, and inpatient psychogeriatric rehabilitation. Due to changes in the system of care as a result of a cost cutting measure by the administration, the study was cut short as one of the programs in the study was closed. Nevertheless, while some components had relatively small sample sizes, the overall finding of the study was that the system of care appeared to work reasonably effectively. It was found that persons admitted to each service component were different in regard to mental and physical health, daily functioning, and bodily pain. Substudy 10, conducted in Sherbrooke, Québec, took a new and innovative approach to studying the cost-effectiveness of day hospitals. The research team conducted a cost-benefit analysis. To date there have been relatively few studies that have been able to use cost-benefit analysis in health care research, as it requires that benefits be converted to dollar terms so that inputs and outputs can be compared using the same measure, that is, dollars. It has been difficult to date to convert outputs and outcomes into dollars in the Canadian health care system. 12 Eagle, J., Guyatt, G.H., Patterson, C., & Turpie, I. (1987). Day hospitals' cost and effectiveness: A summary. The Gerontologist, 27 (6), 735-740; Forster, A., & Young, J. (1989). Day hospital and stroke patients. International Disability Studies, 11, 18 1-183; Hildick-Smith, M. (1984). Geriatric day hospitals: Changing emphasis in costs. Age and Aging, 13, 95-100; MacFarlane, J.P.R., Collings, T., Graham, K., & MacIntosh, J.C. (1979). Day hospitals in ( modern clinical practice: Cost benefit. Age andAging, (Supplement), 80-86. - 16 - Substudy 10 measured the level of functioning using the SMAF (Système de mesure de I' autonomie fonctionelle) or Functional Autonomy Measurement System,'3 the assessment tool for continuing care clients used in Quebec. In previous research conducted by the same research team,'4 they had been able to develop a formula for allocating dollar costs to SMAF scores. That is, they had been able to do detailed cost analyses for people with different scores on the SMAF instrument. This allowed them to develop a mathematical method of estimating costs for each point on the SMAF scale, which goes from a score of 0 to 87. Thus, they could assign a treatment cost to clients at the time of admission to the day hospital, and a treatment cost for ongoing care at the end of the stay in the day hospital, based on SMAF scores. They found that for each dollar invested in caring for a person in the day hospital, there was a benefit of $2.14. They concluded that the day hospital service was indeed cost-effective. 5. FURTHER OPPORTUNETIES FOR ANALYZING THE COST-EFFECTIVENESS OF HOME CARE COMPARED TO ACUTE CARE SERVICES We were struck by the relatively small number of. approaches which had been documented in the literature on the cost-effectiveness of home care compared to acute care. Thus, as noted earlier, we wanted to include in our program of research some analyses to identify other approaches or types of clients where home care was being used but on which relatively little, or no, research had been conducted. That is, we wanted to conduct an exploratory study to identify ( potential new areas for the cost-effective use of home care. Substudy 9, discussed previously, had more than one purpose. While it was intended to look at the cost-effectiveness of home care compared to acute care, it was also designed to be exploratory in that we wanted to identify new areas for the potentially cost-effective application of home care. Substudy 9 looked at a wide range of Case Mix Groups (clusters of similar clients with similar conditions). As noted previously, the clients in the study were people who were hospitalized in Alberta for acute care in the 1996/97 and 1997/98 fiscal years. Data on home care utilization for these clients were obtained from the Alberta Health Home Care Information System. Of a total of 516,694 care episodes, 92.03% received hospital care only while 2.82% or 14,796 episodes included both hospital care and home care. There were a significant number of Case Mix Groups which had a reasonable proportion of home case cases. Substudy 9 lists the top 50 Case Mix Groups with the most home care cases. Desrosiers, J., Bravo, G., Hébert, R., & Dubuc, N. (1995). Reliability of the revised functional autonomy measurement system (SMAF) for epidemiological research. Age and Aging, 242, 402-406; Hébert, R., Carrier, R. & Bilodeau, A. (1988). The functional autonomy measurement system (SMAF): Description and validation of an instrument for the measurement of handicaps. Age andAging, 17, 293-3 02. 14 Hébert, R., Dubuc, N., Buteau, M., Desrosiers, J., Bravo, G., Trottier, L., St-Hilaire, C., & Roy, C. (2001). Resources and costs associated with disabilities of elderly people living at home and in institutions. Canadian Journal onAging,20 (1),1-22 - 17 - The top three GMGs were knee replacement (CMG 354), hip replacement (CMG 352), and coronary bypass surgery (CMG 179). 6. ISSUES RELATED TO IMPLEMENTATION There were three studies related to issues of implementation, one on home care as a substitute for residential care, one on home care as a substitute for acute care and one on case management that relates to both acute care and residential care. This latter study, Substudy 8 looked at the consistency of decisions about what type(s) of care should be provided to clients using 16 vignettes which ranged from clients requiring lighter supportive care to clients requiring heavy care. The study was based on the responses of 60 case managers from seven provinces across Canada who were asked, using a survey instrument, to rate the level and type of care for each of the 16 vignettes. Case managers were asked to rate the vignettes with and without knowledge of the level of informal support. While there was a moderate degree of consistency in ratings, there were also di.fferences. For example, in one jurisdiction case managers noted that Registered Nurses should be involved for 93.8% of the vignettes, while in another jurisdiction the corresponding figure was 54.4%. Part of these differences may have been due to different systems of care and patterns of practice across jurisdictions. The key findings of Substudy 8 were that there are differences between assessors, and across jurisdictions, in regard to how care plans are developed. If one is to develop new, cost-effective initiatives, it will be important to provide appropriate funds for training in order to ensure consistent decisions among case managers in regard to care planning. Substudy 6 was also a national study of case managers. It focussed on factors which would facilitate clients continuing to be cared for at home and factors which could lead to pre- mature or unnecessary placement into residential care. The key findings in regard to the factors which facilitate continued home care, influence placement in a facility, and enable clients in facilities to return home, are summarized in Table 8. The findings provide useful input for administrators who wish to develop and implement new programs to substitute home care for residential care. Based on the data in Table 8, criticaL success factors may include the following initiatives: to support clients who live alone in the community; to provide consistent, quality home care; to work with hospitals to develop step-down or transitional care so clients can recover enough in hospital to go back home rather than be prematurely placed into residential care; to develop 24-hour crisis care in the community; and to involve case managers in placement decisions. Substudy 15 analyzed the factors which impede or facilitate the effective transfer of clients from acute care hospitals to home care. This, again, was a national study in which data were collected in seven jurisdictions across Canada. The research team identified six major barriers to effective client discharge. These barriers are summarized in Table 9. The research team then developed eleven best practices for effective discharge from hospitals to the community. These best practices are summarized in Table 10. The information provided in Tables 11 and 12 should provide useful insights into efforts to develop new initiatives to facilitate the cost-effective discharge of clients from hospitals to home care. - 18 - Table 8: Factors Related to Maintaining Clients in Home Care and Influencing Placement in a Care Facility The factors which determine if a client will be cared for at home are: • provincial policies which assure access to and funding for home care services • health status of the client . . . does not require 24 hour professional care • availability of an informal provider ... proximity of family members • health status of the informal provider • access to appropriate professional providers • - access to home support workers • financial well-being of the client andlor family to provide additional hme support • access to reasonable cost home maintenance services (e.g., lawn mowing, snow removal) • living in a supportive community (volunteers, meals on wheels, elder watch etc.) • rural dweller • access to seniors' housing which accommodates for mobility problems • inexpensive and direct transportation to and from day or night programs and medical appointments • access to respite care on a regular basis for informal caregivers • client and family level of independence and coping • home environment judged to be safe to accommodate level of care required by client • convalescent beds available so client makes transition from hospital to home with some ability to cope at home • reasonable waiting list for home care services and equitable positioning of community-based applicants and hospital-based applicants for home care services • non-access or long waiting lists for long term care facility The factors which influence the choice of care in a long term care facility rather than at home are: • home environment not safe for the provision of home care services or for the client's well- being • client requires 24 hour care • home care unable to provide full service package required to meet client needs • acute care environment pushed for long term care placement • client with mobility problems and inability to transfer which contributes to informal provider burn-out • in some provinces, client assessed by means of standardized tool to require long term facility care ,. elderly client carmot cope with non-continuity of care providers and chooses admission to a facility • lack of understanding on part of client and family of cost differences between home care and long term care facility.....believe institutional care is their right and will not cost them. • client and family unwilling to pay for additional support services that would enable the client to stay at home • home care case managers not part of hospital discharge planning team ("system has failed iffirst visit is to do placement papers") • client has no family or only informal care provider is frail • lack of community supports • client and family in crisis ... no previous contact with home care or home care unable to monitor because of heavy case loads so preventive action not taken. The factors which influence long term facility care clients to return home from a care facility are: • a period of respite has permitted informal providers to recover from exhaustion and other stressors and to lobby for the return of their relative • the client's residence has been adapted to accept the client with mobility problems • adequate home support workers have been found to provide care at home • the client has chosen to return home because of the rigidity of rules in the facility, especially those pertaining to alcohol consumption. • a respite care program for the informal providers has been established • the client has completed a convalescent period following acute care hospitalization and is now assessed to be able to cope at home. --- - 19 - Table 9: Barriers to Effective Client Discharge from Hospital • System Barriers to Working Together: includes barriers resulting from definitions of roles and responsibilities as well as the scheduling, availability and assignment of human resources. • Family/Caregiver/Patient Barriers: barriers resulting from resistance to discharge, lack of education/awareness of benefits of early discharge and lack of family or caregiver capacity to provide support to discharged patient. • Geographic Barriers: includes barriers in rural access to services, supports, equipment and supplies. Inteijurisdictional barriers are also evident in "out of region" patient discharge. • System Management and Control Barriers: barriers resulting from inflexible governance structures, rigid systems, processes or controls. Financial controls put different pressures on each sector. Oigahizatiönâl fddüs oii idcixripki51e perfornianCe measuréscan s ihiiiaiidliihifëffdcti discharge relationships. Lack of common access to patient information is a significant barrier to patient discharge in some jurisdictions. • Constant System Change: this overarching barrier inhibits the development of external formal and informal relationships and the focus and energy available for boundary-spanning initiatives. • Resource Barriers: three main types of resource barriers are identified. First, the system does not seem to be resourced appropriately to respond easily to new demands for service or to provide the range and scope of supports necessary for patient discharge. Second, shortages of trained health care professionals can result in barriers to discharge. And finally, limited community supports for discharged patients as well as few alternatives to home care discharge create barriers. Table 10: Best Practices for Discharge from Acute Care Hospitals Formal Systems: • Legitimization of the relationship between acute care and home care • Access to compatible and/or common information systems • Flexible use of resources Relationships and Informal Networks: • Formal opportunities for communication and the development of working relationships • Continuity and stability of staff assignment • Boundary spanning positions System Capacity: • Program resources • Access to home care - availability of referral and assessment service • Home care supports • Community supports • Continuum of care ( - 20 - 7. LEARNINGS ABOUT RESEARCH This program of research has confirmed the value of using an integrated set of studies to inform decision-making on complex topics. While research always takes time, programs of research can be conducted at moderate cost and in a fairly timely manner if they are well planned. Related studies can be conducted in parallel and provide useful results. Having noted the above, there are, however, significant challenges to conducting research projects or programs of research in a timely manner. Despite rhetoric supporting evidence-based decision-making, clinicians and administrators may make important decisions in order to achieve cost savings without including a research component. Many such decisions can have a significant impact on client care and, thus, should be evaluated so that cost cutting in and of itself does not become a major driver of policy. In addition, it is more likely that key decisions will be evaluated or considered more thoroughly if the care components affected are part of an integrated system of care in which one administrator will be affected not only by the type of service the decision was made about, but also by the ripple effects the decision has on other parts of the health system. For example, a hospital administrator could implement efficiencies by reducing hospital stays and discharging clients earlier to home care, but this only focuses on hospital-related efficiencies. If none of the savings are shared with home care, it puts increasing pressure on home care administrators, service providers and clients. Different decisions may be made if administrators are required to consider all affected components of the health system when they make decisions about one type of service. Thus, integrated models of care may result in better decisions, and administrators may be more anxious to include a research component because they will be directly affected by the consequences of their decisions. Given the findings in Substudy 9, which discovered that home care is being used to substitute for acute care in many areas where little or no research has been conducted to date, it may be useful to fund further exploratory studies that identi' new areas where it may be possible to organize services in a more cost-effective manner. It may also be useful to fund cost- effectiveness studies on topics which have been discovered in such exploratory studies. In doing our research, and considering what methodological and statistical tools to use, it became clear that there may be certain inherent value biases against the poor and the elderly in some of the techniques of economic evaluation. For example, cost-utility analysis uses quality- adjusted life years (QALY) as its measure of outcome. However, QALYs are constructed from a combination of years left to live and a quality of life score. Thus, younger people, all other things being equal, will have higher QALY scores than older people with the same rated quality of life, simply because they are younger. It would be helpful for health economists to review their tool kits and develop more appropriate methods for conducting economic evaluations in regard to the elderly and persons with disabilities. Finally, it became clear in a number of the studies in which original research was conducted that the restraint of the 1990s and other factors have had a detrimental impact on the climate for doing original research. Care providers have been asked to do more with less for a number of years and many are at the breaking point. In addition, more and more people are trying -21- to do community based research. The consequence of these pressures has been that administrators and care providers are often quite reluctant to participate in research and have very little time to give to researchers. Yet, research is needed now, more than ever, to inform policy- making. 8. THE RELEVANCE OF OUR FINDINGS FOR CARE PROVIDERS, ADMINISTRATORS, AND POLICY-MAKERS: ISSUES TO BE CONSIDERED • .Thereare• a• -numher of important..topic areas inregardto heaJth services for e.lderly, persons and those with disabilities that can be informed by the work conducted in the National Evaluation of the Cost-Effectiveness of Home Care either directly, based on the findings of the studies, or indirectly, based on issues the resea.rch team had to address in one form or another as part of their activities. The findings from the National Evaluation can thus provide useful input to • a range of key issues. The following are our suggestions about things which should be considered by clinicians, administrators and policy makers in order to improve the delivery of health services to the elderly and persons with disabilities in Canada. 8.1 Consider How to Best Structure Service Delivery Systems for the Elderly and Persons with Disabilities The emphasis on home care over the past four years has been useful in regard to promoting new research and focusing on the important role home care plays in the health care system. However, home care does not exist in isolation. The recent focus on home care per se may also have led to some negative consequences. Home care in Canada is being transformed from care provision for a chronically ill population to a medical support system for early discharges from acute care hospitals. In addition, the maintenance and preventive function of home care (not a focus of this program of research) is being dismantled as home care services have been cut for persons with lower level care needs. One of the reasons for this is the focus on home care in isolation from the other parts of continuing care. Because the home care industry is less powerful than some other components of the health care system, and because, until recently, there has been little evidence of the cost-effectiveness of home care, it has been an easy target for fiscal restraint. The policy discourse should now shift from home care to the broader system of continuing care. While the focus on home care resulted in research studies on its cost- effectiveness, it inhibited similar studies on the cost-effectiveness of residential care services as a substitute for hospital services. In most jurisdictions, home care is already considered to be part of a broader system of continuing care and we believe that this existing approach to organizing health services should be supported and strengthened. By focusing on more integrated and coordinated models of care, one can consider policy issues from the broader perspective of the health care system rather than from the narrower perspective of one type of service. In addition, we believe that greater integration and coordination will make it easier to substitute home care services for residential services and acute care services. In a more integrated model of care, IWIPM savings from greater efficiencies realized in acute care would be shared with home care so that it can expand at the rate necessary to provide continued support to the hospital sector. A number ofjurisdictions such as British Columbia, Ontario and Québec have announced that they will be building more long term care beds. This is probably a good thing as some people do require residential care. However, if home care is a less costly alternative to residential care, would it not be more reasonable to consider allocating new resources to both home care and residential care. Again, a more strategic approach, considering the overall continuing care system, is worthy of consideration. While there are many similarities, continuing care• systems are still organized somewhat differently across Canada. We believe that efficient and effective continuing care service delivery systems have certain common characteristics and decision-makers may wish to consider incorporating them into their systems of care. As noted in Substudy 1, these characteristics are: Single Entry Single entry provides a consistent screening mechanism which ensures that only those with appropriate care needs are provided services. This increases overall systems efficiencies because it makes it less likely that unnecessary care will be provided. In addition, single entry provides a focal point, in local communities, for "one-stop shopping" for care services. This means that individuals do not have to speak to multiple sources to find out what services are available and how they can be accessed. This increases the level of accessibility to the care system. In systems without single entry, people may not obtain care, or the most appropriate care, because of a lack of knowledge about what is available to them. Client entry is to a whole system of care, offering a comprehensive range of services, and not just to part of the system, such as home care. Coordinated, System Level Assessment and Service Authorization Coordinated assessment and service authorization at the system level ensures that there is an appropriate determination of need, and that an initial care plan is developed which is most closely suited to the needs of the client. This care plan constitutes a statement of the range and approximate volume of services to be delivered by one or more types of service providers. There may also be further clinical assessment and case management activities that are carried out within the agency providing actual hands-on care to the client. Based on the overall care plan, the client is "placed," that is, access to care is authorized for any of the components of the service delivery system whether these services are provided in institutions, the community or the client's own home. Coordinated assessment and service authorization increases systems efficiencies because, during this process, consideration is given to whether or not clients can be cared for in the community, as opposed to a facility. In most cases, community based care is less expensive. The system level assessment and service authorization process maximizes the probability - 23 - that the most appropriate services are provided based on the needs of the client. Another positive feature is that the management of facility waiting lists by the assessors/case managers stops facilities from selecting clients who are the easiest to manage or whose care costs less, a practice clients sometimes referred to as "cream skimming." Finally, coordinated assessment allows for the collection of the same information for residential and community based clients on admission to the overall system of care. Coordinated, Ongoing, System Level Case Management Coordinated, system level case managcrnent ensures that there is regular monitoring. and review of client needs and that, as needs change, care plans are adjusted to ensure that there is a continuing match between the needs of the client and the range of care services provided. This increases systems efficiencies by not allowing clients to deteriorate, from lack of regular monitoring, to the point where more costly services such as admission to an acute care hospital may be required. In addition, clients often come into care in a state of crisis and may require considerable resources for a short period of time until they can be stabilized. Reassessment allows case managers to adjust the care responses to the lower level of need once a client is stabilized. This also increases systems efficiencies. A Single, System Level, Administrative and Funding Structure A single administration for a system of health care services has several positive aspects. Government funds, and funds within regional health authorities, can typically be more readily transferred between residential and community based services to maximize system efficiencies if they are in one division than if they are split between two divisions or two ministries. Similarly, at a policy level, a single administration maximizes the probability that policy issues are viewed in the context of the total continuing care system, not just one sector, such as the residential sector or the community sector. At the clinical level, a single administration maximizes the probability that care staff have a sense of the overall continuing care system, the roles that each of the service components play in the system, and, therefore, how the needs of the client can best be met within the system. At a planning level, a single administration ensures that planning and resource allocation can be done on an overall systems basis, rather than on a component by component basis. A Consistent, System Level Approach to Client Classification A consistent client classification method allows for clients to be compared across service delivery components by level of care, in an "apples to apples" comparison. This, in turn, allows analysts to determine the extent to which greater efficiencies may be possible. For example, they can calculate to what extent clients who could be treated at less cost in the community are being admitted to residential care. Without C the ability to compare levels of care, it is not readily possible to determine the extent - 24 - to which similar types of clients are served across service components. Without this knowledge, one cannot easily plan for an efficient and effective mix of services on a system-wide basis. For example, if all community and home based clients are at low levels of care, and all facility clieits are at high levels, providing more resources to community services, and reducing beds, may only result in having more clients at low levels of care in the community while depriving-those with high care needs of the facility based care they require. Conversely, if a significant proportion of community based clients are at higher levels of care, and a proportion of facility clients are at lower levels of care, the continuing care system may be capable of greater efficiencies because community and home based services have demonstrated their capacity to care for people who may be at an equivalent level of need as those in facility care. Without having comparable care levels, this type of analysis is much more difficult. 8.2 Consider How to Enhance Information Systems and Analysis One of our glaring shortcomings, from a national perspective, is the lack of a national database on home care. While efforts have been made to address this issue by the Canadian Institute for Health Information we, regrettably, still do not have a national database on home care. The need for national data on home care remains an urgent and outstanding priority which should be resolved as soon as possible. To not have basic data on what may soon be a three billion dollar, publicly funded industry should be a matter of concern. There is also room for improvement in regard to national data on long term care facilities. In most jurisdictions chronic care beds are part of the long term care program. However, in some jurisdictions, such as British Columbia and Ontario, extended care beds are still in the hospital sector for statistIcal reporting purposes and, therefore, comparable data do not exist for all extended care level facility clients across Canada because some institutions report on Statistics Canada's Survey of Residential Care Facilities while others report through the hospital abstracts. This lack of comparability may also contribute to some degree of inaccuracy in national data on hospitals as hospital data in some jurisdictions would include chronic care beds while hospital data in other jurisdictions would not include such beds. Another important area for policy makers to consider is what is an appropriate strategy for the development of health information systems. It appears at present that the policy of choice is large-scale, long-range mega projects. While this may be appropriate and may yield benefits in future years, policy makers may also wish to balance such mega projects with short term projects that yield tangible and more immediate results. As evidenced by Substudies 1, 2, 3, 7, and 9, policy-makers can learn a great deal simply by using data that already exist. Thus, the policy choice is to determine how to most effectively allocate information systems resources. In the systems field, high priority appears to be given to systems development, while systems maintenance and analysis garner low priority. Problems related to a lack of information integration are often cited as reasons for developing new, cutting- edge systems. These problems are real but does the excellent have to drive out or delay the good? So much could be done by computerizing existing data and developing better mechanisms to link - 25 - (S data sets. In addition, more could be done to ensure data quality. To make the most of what we already have, we need to analyze existing data and present it back to administrators and clinicians. Once they become engaged in a dialogue about what the data mean, whether or not they are accurate, and how they can be used to inform policy, a much greater value will be placed on data and more effort will be expended to ensure that data are valid and reliable. We do not have to wait five or ten years to have the data required for evidence-based decision-making. While we may have to wait for some things, many issues can be addressed quite adequately right now if we computerize existing data, link relevant databases for analytical theu. The province of Alberta, a leader in the deveLQpmnt of assessmeut - - and classification instruments for continuing care in Canada, developed leading edge assessment and classification instruments in the late 1980s. The usefulness of these instruments came to be questioned in the mid-1990s because clinicians and administrators often could not obtain data from the system since most of the data were not computerized. This lack of computerization is common across Canada in the continuing care sector. The unfortunate lack of priority on the use of existing data results in lost opportunities to provide better care to those in need through the use of good clinical information, and to provide decision-makers with relevant inputs into their decisions. Could not 10 to 15 percent of the dollars currently allocated to systems development and the information highway be re-allocated to provide timely,targeted, and effective analysis of relevant policy issues right now? As a minimum, it would be helpful to initiate a survey of home care agencies, similar to ( the Survey of Residential Care Facilities used in the residential sector. This would at least provide some national, baseline data on home care and could be done fairly quickly. 8.3 Consider Making Legislative and Policy Improvements to Home Care There has been considerable discussion about a National Home Care Program, but it has proven difficult to find appropriate approaches to enhancing home care services. If legislation is not possible, it may, nevertheless, be possible to obtain some degree of consensus, perhaps through the Social Union mechanism, on how to improve home care services. Some suggestions for consideration are the following: • Moving all continuing care services into a universal, or modified universal, model of coverage. It may, for example, still be appropriate to charge user fees for the room and board portion of residential care because people are generally responsible for their own room and board charges. However, all home care services, including home support services could be paid for by government. Home support costs are already provided without co-payments in provinces such as Manitoba, Ontario and Québec. • Enhancing the portability of continuing care services across Canada. Currently, most jurisdictions have some type of waiting period for residential services and some also have a waiting period for community based long term care services. Given the already existing financial burden on informal caregivers, policy-makers may wish to -26 - reconsider residency requirements for both residential care and home care (including home support) services. Providing funding, as required, to redress the current anomaly of clients qbtaining drugs for free in the hospital and having to pay for the same drugs in the community. It should be possible to establish methods of subsidizing drug costs for individuals in the community with a clearly identified need, as determined by an appropriate health professional. Determining the extent to which individual family members should be assisted in their efforts to care for their loved ones who suffer from functional deficits. What level of burden is appropriate for family members and at what point should government lend a hand to those in need? It may be appropriate, given the current pressures on home care, to provide some additional support to informal care providers through the tax system and/or by enhancing existing programs such as respite care. If it is decided that it is not possible, feasible or desirable to make changes such as those noted above, due to fiscal concerns, then decision-makers should consider the extent to which they have an obligation to inform the public about the realities of the financial risks the public may face in the future with regard to the care of the elderly and persons with disabilities. This would allow Canadians to consider the extent to which they need to protect themselves from financial hardship through the private market for insurance, through not-for-profit cooperative insurance plans, or through other means. Some form of universal coverage, or enhanced coverage, of the costs of continuing care services would no doubt be of benefit to care recipients. Many elderly persons in Canada survive solely on Old Age Security and the Guaranteed Income Supplement (OAS/GIS). There is not a lot of money left over to pay for drugs, eye glasses, dentures, cleaning services, taxis or buses (for those who can no longer drive) let alone the small pleasures of life such as a movie or a meal in a restaurant, after one pays for food, clothing and shelter out of their OAS/GIS cheque. What is medical necessity? Can it differ with age and disability? What about the current focus on population health which defines health quite broadly. How consistent are our definitions of health and our public policy responses in this area? The matter of whether or not, and if so how, to provide increased health coverage for the elderly will bring policy makers, those needing care, other groups who are also disadvantaged, and the public face to face with larger philosophical issues. The role of the state versus the role of the individual, the universal model of coverage versus the residual welfare model, the relative need for societal support by different worthy groups, and fundamentally, what kind of society we wish to have, that is, what it means to be a Canadian, all come to mind. 8.4 Consider Developing Innovative and Cost-Effective Pilot Projects Most of the easy savings from home care have already been obtained. Nevertheless, there are still many opportunities to increase the cost-effectiveness of service delivery, but most of the savings will probably come from new initiatives based on pilot projects. C - 27 - Substudy 1 found that the cost is in the transitions and that home care is not cost-effective for people who die. These findings clearly point to the potential for increased efficiencies from targeted initiatives to monitor clients and quickly re-stabilize them if they begin to have problems, and from community based palliative care services for the elderly. Such initiatives could be developed by implementing pilot projects to determine the most appropriate care models. Given the hardships on informal caregiving noted in Substudy 5, it may be appropriate to develop pilot projects related to enhanced models of respite care. Based on Substudies 9 and 15, it may be useful to develop pilot projects to enhance discharge planning. Finally, further pilot projects on home based intravenous therapy may have promise, as noted in Substudy li. 8.5 Consider How to Allocate New Money There are many good arguments for increasing funding to home care to enable care staff to provide more appropriate care and to reduce the financial burden on family members, even if such action may represent an overall increase in funding. However, a fundamental lesson from the National Evaluation is that simply adding money to home care and long term care services, by itself, may not produce cost-effective results or desired policy goals. If, and when, a decision is made to provide more resources to this sector, a number of issues will need to be considered. Policy makers will need to clearly think through the extent to which new funding will be allocated for overall improvements in services compared to specific, targeted programs which may increase cost-effectiveness. Money is likely required for both purposes. They will also need to consider what proportions of possible new funds for home care will go to the preventive and maintenance model of home care (not the focus of the research reported here), the long term care substitution model, and the acute care substitution model and, for each area, what type of innovative strategies will produce the greatest efficiencies. Confusing a preventive strategy and a substitutive strategy may lead to suboptimal results. For example, a series of studies were conducted in the early to mid-1980s in the United States to evaluate the cost-effectiveness of home care as a substitute for residential care. However, many of the clients in the studies were light care clients whom one would consider to only need community-based maintenance and preventive care, not residential care. The conclusions from these studies that home care was not a cost-effective alternative to residential care was, at least in part, an artifact of having a substitution goal but conducting the studies on people who only needed preventive care. Policy-makers will also need to determine how new funds are to be targeted. Do they wish to increase salaries for homemakers to the level of care aids in long term care facilities to correct what some perceive to be a relative bias in compensation favouring institutions over home care? Do they wish to provide salary enhancements to other categories of workers, such as nurses and administrators? Do they wish to provide more services for existing clients because it can be argued that many existing clients need more service? Do they wish to use funds to compensate for funding cuts to lower level home care clients? Do they wish to provide services to more people and reduce or eliminate waiting lists for home and community based services -28- sThh as adult day care? Do they wish to do all of the above, and if so, in what relative proportions? While it is not possible to provide answers to the above questions solely from the findings in our program of research, policy makers may wish to consider the extent to which further efficiencies, through substitution, are possible and the extent to which the restraint of the 1990s has already resulted in close to maximum efficiencies. Is there still room for further substitution or is there a clear need for an infusion of new money into home care? How low can one safely go in terms of beds per 1,000 for people 75 years of age or older? Were recent decisions to increase the number of long term èare beds due to having reached maximal substitution, or were the pressures which brought about these decisions due to a lack of appropriate planning and resource allocation models? The easy savings, and even some of the moderately difficult savings, may have already been achieved given the significant reductions in the length of stay in hospitals and the reduction in the utilization rate of long term care beds across Canada. Further efficiencies may well be possible, and may be substantial, but they will mostly likely require a fairly high level of administrative and program excellence to achieve. This suggests that there may be a greater need than ever for strategic, evidence-based management. 8.6 Consider Whether or Not the Philosophical Divide Between Health and Social Services is Still Appropriate A critical issue for policy makers is how to deal with professional home care services compared to home support services. As was noted earlier, home care and continuing care are an amalgamation of health and social services. Historically, health services have been provided without user fees and this tradition was incorporated into home care for its professional care staff. Thus, professional home care services are generally provided without a co-payment or user fee. Home support services such as homemakers and care aides came into home care from a social service tradition which did not have universal coverage. The concept of user fees or a means test was carried over into home care in a number of jurisdictions, so that while professional services are free, home care clients may have to pay a portion, or all, of the costs of home support services. Most jurisdictions have a user fee for home support services, but some jurisdictions such as Manitoba, Ontario, and Québec, do not. Given that it is the supportive services which play a significant role in allowing clients to remain in the community, and prevent institutionalization, serious consideration should be given to making home support services universal services. 8.7 Consider Providing Additional Support to Informal Caregivers Informal caregivers provide a significant amount of care to individuals who are home care clients. While they provide these services willingly as part of their family obligations, they also contribute significantly to the cost-effectiveness of home care. Given the current fiscal - 29 - rtrtint climate, informal care providers are now asked to do more and more. We need to recognize that there are limits to how much they can do. It would be helpful to expand respite care programs so that family members can take a break as needed to recharge their batteries.15 Good respite care aims to allow family members to care for clients for a longer period of time, which both saves money and allows families to stay together longer. Decision-makers may also wish to consider providing support to informal caregivers through the tax system. 8.8 Consider the Compatibility of Both Doing Good and Saving Money There is a very strong fiscal imperative today that affects policy and program decisions. Everyone seems concerned with cutting costs, and there appears to be no time for even worthy and cost-effective programs if they cost money in the short run. This situation is both regrettable and probably not in the public interest. One of the key, but counter-intuitive, findings from our program of research is that it may be possible to provide better care and save money. Initiatives to monitor and quickly re-stabilize clients result in better care than letting clients deteriorate over longer periods of time. As stable clients cost less, it may also save money. Home based palliative care allows clients to die in familiar surroundings with family and friends nearby. Provided the necessary supports are in place, palliative care should result in fewer trips to the hospital and save money. Respite care can allow families to care for their loved ones for longer periods of time before they are placed into long term care facilities, thus saving money. Step down care is less costly than hospital care and allows clients to recover to the point where they can go home rather than to a long term care facility. This too, in all likelihood, will save money. Policy makers have a choice. They can focus on immediate reductions in costs, which may actually be more costly in the long run,16' 17or they can take a more strategic and longer term approach which can result in better care and save money. A longer term approach would also allow decision-makers to benefit from ongoing, longitudinal programs of research. 8.9 Consider Facilitating Targeted and Rapid Policy-Relevant Research There are many decisions that are made on an ongoing basis to reduce costs. Once new policies or programs have been put into place, it is much more difficult to evaluate their cost- effectiveness. Thus, we propose that consideration be given to initiating funding for Rapid Response Research (R3), allowing researchers to work with policy-makers to evaluate new initiatives as they happen. With R3 it would be possible to obtain funding quickly, while still ensuring an appropriate review of proposals. This strategy would allow researchers to study major changes as they are happening and would provide much more timely, and methodologically sound, research results. 15 Chappell, N.L., Reid, R.C., & Dow, E. (2001). Respite reconsidered: A typology of meanings based on the caregiver's point of view. Journal ofAging Studies, 15 (2), 201-216. 16 Hollander, M.J. (2001). Evaluation of the maintenance and preventive function of home care. Victoria: Hollander Analytical Services Ltd. 17 McDaniel, S.A., & Chappell, N.L. (1999). Health care regression: Contradictions, tensions, and implications for ( Canadian seniors. Canadian Public Policy, 15 (1), 123-132. - 30 - 8.10 Consider Making a Renewed Commitment to Evidence-Based Decision-Making. As was noted above, many of the easy savings in continuing care have already been achieved. In order to move forward successfully a high degree of management excellence will be required. Administrators will need to be strategic, analytical managers, that is, there will be a greater need than ever for effective, evidence-based decision-making. Policy makers will need to study the extent to which it is feasible to institute initiatives such as bringing greater consistency to the financing of, home care services by eliminating user fees for home support services. Administrators and clinicians will have to oversee the development of key pilot projects that can both provide better care and save money. Tough decisions will need to be made by managers about how to allocate, or re-allocate, current resources and how to make the best use of new resources. These are all matters for which relevant evidence can provide meaningful inputs into the decision-making process. We believe that there is a need for a renewed commitment from senior clinicians, administrators and policy-makers to ensuring that they both develop needed information and actively use it in their day to day decision-making processes. -2- 1' TitIe Substudy 5: Study of the Costs and Outcomes of Home Care and Residential Long Term Care Services Research Team: Marcus Hollander, PhD (Hollander Analytical Services Ltd.) Neena Chappell, PhD (University of Victoria) Betty Havens, PhD (University of Manitoba) Carol McWilliam, PhD (University of Western Ontario) Jo Ann Miller, PhD (Hollander Analytical Services Ltd.) - Citation: Hollander, M., Chappeil, N., Havens, R, McWiffiarn, C., & Miller, J. A. (2002).. Substudy 5: Study of the costs and outcomes of home care and residential long term care services. Victoria: National Evaluation of the Cost-Effectiveness of Home Care. Title: Substudy 6: Decision-Making: Home Care or Long Term Care Facility Research Team: Denise Alcock, RN, PhD (University of Ottawa) Elaine Gallagher, RN, PhD (University of Victoria) Elizabeth Diem, RN, PhD (University of Ottawa) Douglas Angus, PhD (University of Ottawa) Jennifer Medves, RN, PhD (Candidate) (University of Ottawa) Citation: Alcock, D., Gallagher, E., Diem, E., Angus, D., & Medves, J. (2000). Substudy 6. Decision-making: Home care or long term care facility. Victoria: National Evaluation of the Cost-Effectiveness of Home Care. Title: Substudy 7: Overview of Home Care Clients Research Team: Marcus J. Hollander, PhD (Hollander Analytical Services Ltd.) Citation: Hollander, M. J. (2002). Substudy 7: Overview of home care clients. Victoria: National Evaluation of the Cost-Effectiveness of Home Care. Title: Substudy 8: Eligibility for Community, Hospital and Institutional Services in Canada: A Preliminary Study of Case Managers in Seven Provinces Research Team: John P. Hirdes, PhD (University of Waterloo, interRAl Providence Centre) Erin Y. Tjam, PhD (University of Waterloo, St. Mary's Hospital) Brant E. Fries, PhD (University of Michigan, Ann Arbor VA Medical Center) 3 3;. Citation: Hirdes, J. P., Tjam, B. Y., & Fries, B. E. (2001). Substudy 8: Eligibility for community, hospital and institutional services in Canada: A preliminary study of case managers in seven provinces. Victoria: National Evaluation of the Cost-Effectiveness of Home Care. Title: Substudy 9: Costs of Acute Care and Home Care Services Research Team: Philip Jacobs, D.Phil. (University of Alberta and Institute of Health Economics) Citation: Jacobs, P. (2001). Substudy 9: Costs of acute care and home care services. Victoria: National Evaluation oftheCost-Effectiveness of Home Care. Title: Substudy 10: Economic Evaluation of a Geriatric Day Hospital: Cost-Benefit Analysis Based on Functional Autonomy Changes Research Team: M. Tousignant, PT, PhD (Sherbrooke University Geriatrics Institute) R. Hébert, MID, Mphil (Sherbrooke University Geriatrics Institute) J. Desrosiers, OT, PhD (Sherbrooke University Geriatrics Institute) Citation: Tousignant, M., Hébert, R., & Desrosiers, J. (2001). Substudy 10: Economic evaluation of a geriatric day hospital.' Cost-benefit analysis based on functional autonomy changes. Victoria: National Evaluation of the Cost-Effectiveness of Home Care. Title: Substudy 11: An Economic Evaluation of Hospital-Based and Home-Based Intravenous Antibiotic Therapy for Individuals with Cellulitis Research Team: Principal Investigator: Peter C. Coyte, PhD (University of Toronto) Co-Investigators: Edward G. Jamieson Allison McGeer, MD, F.RCPC Natalie Milkovich, MSc (Candidate) Andrew Morris, MD, MSc, FRCPC Howard Ovens, MID, CCFP(EM) James Read, MD, CCFP(EM) Toronto Community Care Access Centre Citation: Coyte, P. C., Jamieson, E. G., McGeer, A., Milkovich, N., Morris, A., Ovens, H., et al. (2001). Substudy 11: An economic evaluation of hospital-based and home-based intravenous antibiotic therapy for individuals with cellulitis. Victoria: National Evaluation of the Cost-Effectiveness of Home Care. ( 1 , C ' Title Substudy 12: Cost-Effectiveness of Home Versus Hospital Support of Breast Feeding in Neonates Research Team: Co-Principal Investigators: Bonnie Stevens, RN, PhD (University of Toronto) Patricia McKeever, RN, PhD (University of Toronto) Co-Investigators: Peter C. Coyte, PhD Stacey paub, BA Michael Gibbins, RN, PhD (Candidate) Denise Guerriere, RN, PhD Jo MacDonell, RN, MSc Arne Ohisson, MD, MSc, FRCPC Karen Ray, RN, MScN Citation: Stevens, B., McKeever, P., Coyte, P. C., Daub, S., Dunn, M., Gibbins, S., et al. (2001). Substudy 12. Cost-effectiveness of home versus hospital support of breast feeding in neonates. Victoria: National Evaluation of the Cost-Effectiveness of Home Care. Title: Substudy 13: The Geriatric Outcome Evaluation Study (GOES) Research Team: Holly A. Tuokko, PhD (University of Victoria) Theodore Rosenberg, MD (Capital Health Region, Victoria) Citation: Tuokko, H. A., & Rosenberg, T. (2001). Substudy 13. The Geriatric Outcome Evaluation Study (GOES). Victoria: National Evaluation of the Cost-Effectiveness of Home Care. Title: Substudy 14: Evaluation of the Cost-Effectiveness of the Quick Response Program of Saskatoon District Health Research Team: Joanne M. Franko, MSc Citation: Franko, J. M. (2001). Substudy 14: Evaluation of the cost-effectiveness of the Quick Response Program of Saskatoon District Health. Victoria: National Evaluation of the Cost-Effectiveness of Home Care. Title: Substudy 15: An Analysis of Blockage to the Effective Transfer of Clients from Acute Care to Home Care Research Team: Caryl Arundel (Canadian Policy Research Networks Inc.) Sholom Glouberman (Canadian Policy Research Networks Inc.) Citation: Arundel, C., & Glouberman, S. (2001). Substudy 15: An analysis of blockage to the effective transfer of clients from acute care to home care. Victoria: National Evaluation of the Cost-Effectiveness of Home Care. Title: Synthesis Report: Final Report of the National Evaluation of the Cost-Effectiveness of Home Care Research Team: Marcus Hollander, PhD (Hollander Analytical Services Ltd.) Neena Chappell, PhD (University of Victoria) Citation: Hollander, M., & Chappell, N. (2002). Synthesis report: Final report of the National Evaluation of the Cost-Effectiveness of Home Care. Victoria: National Evaluation of the Cost-Effectiveness of Home Care. 7