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2004-03-22 Workshop Agenda and Reports
Corporation of the District of Maple Ridge COUNCIL WORKSHOP A GENDA March 22, 2004 9:00 a.m. Blaney Room, f' Floor, Municipal Hall The purpose of the Council Workshop is to review and discuss policies and other items of interest to Council. Although resolutions may be passed at this ,neeting, the intent is to make a consensus decision to send an item to Council for debate and vote or refer the item back to stafffor more information or clarfIcation. REMINDERS March 22 Closed Council Following Council Workshop Tour of Recycling Depot & Lunch 11:30 a.m. March 23 Public Hearing 6:30 p.m. Council 7:00 p.m. ADOPTION OF THE A GENDA MINUTES-March 15, 2004 DELEGATIONS UNFINISHED AND NEWBUSINESS 4.1 iusiness Planning Guidelines 2005-2009 Discussion of possible changes or additions to the attached Business Planning Guidelines 7th Edition. 4.2 Discussion of a Letter to TransLink regarding the Albion Ferry Council Workshop March 22, 2004 Page 2 of 3 CORRESPONDENCE 5.1 District of Mission, Bingo Relocation Application Letter from Robert Ross, Director of Community Development requesting comments on the relocation of a bingo operation. 5.2 Union of British Columbia Municipalities, 2004 Resolution Process Letter dated March 17, 2004 providing information on the preparation of resolutions for the UBCM Convention. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL MA TTERS DEEMED EXPEDIENT ADJOURNMENT Checked by: Dale. M ) ; i , Wc* Council Workshop March 22, 2004 Page 3 of 3 Rules for Holding a Closed Meeting A part of a council meeting may be closed to the public if the subject matter being considered relates to one or more of the following: personal information about an identifiable individual who holds or is bein2 considered for a position as an officer, employee or agent of the municipality or another position appointed by the municipality; personal information about an identifiable individual who is bein2 considered for a municipal award or honour, or who has offered to provide a gift to the municipality on condition of anonymity; labour relations or employee negotiations; the security of property of the municipality; the acquisition, disposition or expropriation of land or improvements, if the council considers that disclosure might reasonably be expected to harm the interests of the municipality; law enforcement, if the council considers that disclosure might reasonably be expected to harm the conduct of an investigation under or enforcement of an enactment; litination or potential litigation affecting the municipality; an administrative tribunal hearin2 or potential adnunistrative tribunal hearing affecting the municipality, other than a hearing to be conducted by the council or a delegate of council the receiving of advice that is subject to solicitor-client privilege, including communications necessary for that purpose; information that is prohibited or information that if it were presented in a document would be prohibited from disclosure under section 21 of the Freedom of Information and Protection of Privacy Act; negotiations and related discussions respecting the proposed provision of a municipal service that are at their preliminary stages and that, in the view of the council, could reasonably be expected to harm the interests of the municipality if they were held in public; (1) discussions with municipal officers and employees respecting municipal objectives, measures and progress reports for the purposes of preparing an annual report under section 98 [annual municipal report] a matter that, under another enactment, is such that the public may be excluded, from the meeting; the consideration of whether a council meeting should be closed under a provision of this subsection of subsection (2) the consideration of whether the authority under section 91 (other persons attending closed meetings) should be exercised in relation to a council meeting. information relating to local govermnent participation in provincial negotiations with First Nations, where an agreement provides that the information is to be kept confidential. BUSINESS PLANNING GUIDELINES 7TH EDITION DISTRICT OF MAPLE RIDGE JULY 2003 District of Maple Ridge 11995 HaneyPlace Maple Ridge, British Columbia V2X 6A9 Canada MAPTJ RiDGE Phone: (604) 463-5221 Incorporated 12 September. 1874 Fax: (604) 467-7329 www.mapleridge.org ©Business Planning Guidelines - 7th Edition District of Maple Ridge July 2003 Business Planning Committee District of Maple Ridge Maple Ridge, BC CANADA For questions about this document please call Cindy Dale at (604) 467-7456 This document is also located on the District of Maple Ridge website at www.rnap1iidge.org Table of Contents Table of Contents . 1 ChiefAdministrative Officer Address ......................................................................................................... 2 Introduction from the Business Planning Committee ................................................................................. 3 FrequentlyAsked Questions .......................................................................................................................... 4 CapitalWorks ................................................................................................................................................ 6 OperatingBudget Works .............................................................................................................................. 6 OrganizationChart ........................................................................................................................................ 8 Corporate Strategic Alignment - Documents .............................................................................................. 9 Business Planning & Budget Guidelines 2004 - 2008 .................................................................................. 10 GettingStarted ............................................................................................................................................... 11 Timelinesfor 2003 .......................................................................................................................................... 12 TrainingSchedule for 2003 ........................................................................................................................... 13 Deadlinesfor 2003 .......................................................................................................................................... 14 Help'. ................................................................... . ............................................................................................ 15 Listof Appendices .......................................................................................................................................... 16 CorporateStrategic Plan - Revised May 2003 ............................................................................................ 17 BusinessPlan Template ................................................................................................................................. 20 BusinessPlan Sample (from 2003) ................................................................................................................ 22 Municipal Council's Criteria for Evaluating & Establishing Priorities ................................................... 39 Information Technology Committee Evaluation Criteria .......................................................................... 40 CapitalWorks Program Project Proposal Statement ................................................................................. 42 ProjectBenefit/Risk Review ................................................................................................................... 43 CostEstimate .......................................................................................................................................... 44 PolicyAnalysis Framework - Example ......................................................................................................... 45 BusinessPlan Format .................................................................................................................................... 48 ii Chief Administrative Officer Address Welcome to the 7th 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 KA 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. This year, we have the benefit of a new Chief Administrative Officer and the perspective that he brings as a newcomer to the process. 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. Council's criteria for establishing priorities has 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 1, 2003 (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, 2003 (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 projects are fully costed and include all operating costs as well as replacement costs. • Draft copy of Business Plan due to Cindy Dale by October 3, 2003 • 20 complete copies of each business plan submitted by the deadline (October 17, 2003) The sample business plan included in the appendices is from the Personnel Department (2003). 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 (ngil,napleridge.org ) 604-467-7398 3 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 fmancial) • 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? Departments usually begin working on their plans in June and must submit them by the end of October. 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. 4 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 is 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 reconmend 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. 5 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 projects and extension or renewal of existing capital works Results in an new or expanded infrastructure andlor 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 cápital 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. 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\roject 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 ineans you can measure the improvement in your service levels and it's getting better! What R 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. 7 Organization Chart C.00dhinr. 1r*kr .r, tia.m Doac* Pay. JWK no. Gender, C1g Sp&r, 0,1.1 AdnrinintrV*no OlEcer Jlr,rRala Pire Department 0d. G,eeeende.ut Pete, , Omen Spear.. Co.pernle £FineaoteI S Ga- O Ptiblk arolcar S e.reiepaten* e.Wc eti P..l Gilt Fa,,k Oak,., leenotlen Amalstsm &eade GraM.,, Eo.otdere Nanicipal Asslausint Cammonlcati008 Engineer Rammu,ces LO —L AM..-.. Wood N Director Engin..flog Centmenicetlonu G.ry*Mnte.r Dir.dar Dir.Gor De.,niopn.enl Roan EngIneering Jeff SCIrer*a, Director Sr. Engineering Man.:, LmoaB.enon Ron net EinctroIVecir Manager . Vftto,hagoIte *yGrttrMy Manager.! Director of Procurement Planning E.,t Qddood Mr. Pkk.mrg Naoag.rOevniopj N id I & Enntrenm.ntai Accaom.ni De.rak, Siflo.Ws RI: Chieflnfnflnarlefl =etI Manager of Director tninrtnetion Permit & SarnIreru Licor,c.n Tor,rMdotarJr &oe* MWoe.id Mrrnidpoi Manager.! Oerk (arty Fryoe Plot., Oe,r Llyl Prep.rty/Ri Manager Re,, Rloch tanager of Polk SoMe., Alorae.n Janet I Enacutino ant Eaecutirrn gar,l RcNP Officer In Otarge General Manager atnmanhly Dmiop.nent. P..lm & Rae SaMe.., Enacatte. Mritant '—'f-an Director Peflm & EadIiflbO Mm. Gaeiac Lessc. CanOe Manager Lee Tiecuey Reereatton Manager Went One Cra.mb Remeotion MeeagerCentrei See WheaMr Rea.ntion etnoager E PdoIHl,od Manager Marketing £ Crertomer S.r Rally So.t ienagnr or Porter & Open Space. Doo.dtleay Corporate Strategic Alignment - Documents The District of Maple Ridge employs the equivalent of more than 500 full-time employees and manages a total amual budget of approximately $100 million. Council directs the overall operation of the organi2ation using a business planning framework. This chart illustrates the relationship of the various strategic planning initiatives to the corporate business planning process. Citizens/Customers Community Groups Greater Vancouver Regional District Consultation Business Plans Each Department Mission, Vision and Values Corporate Strategic Plan Corporate Focus Areas Budaet Guidelines Corporate Business Plan & Performance Measures 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 Strateciic Plan Service Evaluation SWOT Analysis Goals & Objectives Corporate Alignment Performance Measures Bi-Annual Operating/Capital Budgets Individual (Annual) Performance Plans Capital Funds Life Cycle Reserves Development Cost Charcjes Strategic Human Resource Training Plan E!J Business Planning & Budget Guidelines 2004 - 2008 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%. Rather, this is an opportunity for us to explain what the ramifications 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. OrganizationalIstructural 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, using the template on Page 46. 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. 10 Getting Started Questions to ask yourself when starting your business plan: What are the outcomes of expenditures? 4Establish what is accomplished in budget unit area Who are the customers of your services? 4 Internal customers? External customers? How is the service/program consistent with Council's goals?. 4Align 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? 4Are 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? L—YES- Consider deletion of program or explain why (i.e. public/not-for-profitlprivate) j we are involved. NO Can the service be provided by others? L YES H Explore oppounIt1es. (i.e. public/not-for-profiprivate) (costs/benefits) NO Can more revenue be generated? (i.e. user fees/licences) Incorporate increases into business plan/budget. Are there new programs that generate revenue? J_YES.* NO Is a peanent or temporary service level Incorporate into business plan/budget. reduction possible? NO Maintain current budget. 11 Timelines for 2003 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 2003 • Complete staff debriefing sessions for 2003 business plans May 2003 • Council workshop to complete Corporate Strategic Plan and consider Business Planning Guidelines May 2003 • Distribute Business Planning Guidelines - 7th Edition. (Corporate Strategic Plan and Business Planning & Budget Guidelines for 2004 - 2008) Council to request public feedback on Corporate Strategic Plan and Business Planning & Budget Guidelines for 2004 - 2008 June 2003- 0 Training Sessions (see page 13) Ongoing July 2003 • Finance to distribute copies of 5-year operating & capital budgets August 2003 • 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 1,2003 September 2003 • 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 2003 • Submit draft business plans to Business Planning Committee by October 3, 2003 • Submit financial plan (budget) to Finance representative by October 3, 2003 • Submit final business plans to Business Planning Committee by October 17, 2003 • Business Planning Committee submits business plans to Corporate Management Team (CMT) • Departmental business plan & budget presentations to CMT October 21 - 24, 2003 November 2003 • CMT reviews business plans; makes preliminary recommendations; and, gives feedback to departments (1St week of Nov) • Advertisements of Council financial plan consideration schedule • Departmental business plan & budget presentations to Council in a public forum November 18 - 26, 2003 • Council reviews business plans; makes decisions; and, advises CMT to give feedback to departments December 2003 • Financial Plan & Bylaws approved Advertisement outlining approved budgets 12 Training Schedule for 2003 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 2003 Jim Rule & Business Planning Guidelines - 71h Edition! GM's. • Kick-off new business planning guidelines for 2004-2008 • Introduction to business planning at the District of Maple Ridge • What's new for 2004 - 2008? Review changes from last year. • Reminders to make the process as smooth as possible. Ongoing Ongoing John Bastaja Jeff Scherban Business Planning Committee Information Technology and Capital Works Training Sessions Training sessions upon request 13 Deadlines for 2003 SUBMISSION DATES FOR BUSiNESS PLANS/BUDGET DOCUMENTS TO THE BUSINESS PLANNING COMMITTEE: DRAFT DOCUMENT: FRIDAY, OCTOBER 3, 2003 (1 Copy Only) FINAL DOCUMENT: FRIDAY, OCTOBER 17, 2003 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 departments in developing their Capital Works Program Project Proposal Templates for proposed IT 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. 14 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 Services Laura Benson, Co-Chair Senior Finance Manager On Leave Jim Rule Chief Administrative Officer Candace Gordon Councillor Mike Murray General Manager, Community Development, Parks & Leisure Services Frank Quinn General Manager: Public Works & Development Services Cindy Dale Executive Assistant Diana Dalton Customer Service Clerk Wayne Hardy Roads Superintendent Ron Riach Manager, Property & Risk Management pgill@mapleridge.org Ibensonmapleridge.org jrulemapleridge.org cgordon@maplendge.org mmurray@mapleridge.org fquinn@mapleridge.org cdale@mapleridge.org ddalton@mapleridge.org whardy@mapleridge.org rriach@mapleridge.org 15 List of Appendices • Corporate Stiategic Plan (Revised in May 2003) 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 (2003) A sample business plan ftom 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 of the formatting expectations are also included for guidance. 16 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 • Transportation • 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. 17 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 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 RelationsIPartnerships 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. 18 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 stakéholders, 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 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. 19 Business Plan Template District of Maple Ridge Name of Department Business Plan 2004 - 2008 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 Vision/Mission/Values/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 based on the Corporate Strategic Plan (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 20 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 Timeline: • Identify the specific actions required to meet your objectives • Identify the person(s) responsible for carrying 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, 2003 and reference these items in the business plan for your department (using the Capital Works Program Project Proposal Template located at \\Oak\Common Fi les\Templates\proj ect charters). Information Technology Update • Submit IT items to J. Bastaja by August 1, 2003 and reference these items in the business plan for your department (using the Capital Works Program Project Proposal Template located at \\Oak\Common Fi les\Templates\pro ect charters). Incremental/Reduction Packages • Include a one-page summary in table format of all incremental and reduction packages • Provide a business case for all incremental packages • Reduction packages should be for 10% of total operating budget 21 Business Plan Sample (from 2003) District of Maple Ridge Personnel Department Business Plan 2003 - 2007 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 2003 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 surveywe 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 following strategic areas: 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. 22 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 1D) • 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 23 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 performance 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 24 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 >S40,000 getting charged against our expenence rating 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. 25 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 2003 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 % FIT P —60% 83% 79% 88% Plans Completed #GEM 23 13 10 12 26 Awards - #VlPAwards 5 4 1 1 2 #United Way 118 128 116 117 123 Donors - -,..-..---, 26 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 1s quarter - Personnel Officer and Dee S to complete the review of Corporate Policies that are administered by the Personnel department - end of P 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 I Action, Responsthility 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 3 d quarter 2003 - Kathy L and Dee N to ensure electronic job description folders are complete and without duplication - last quarter 2003 27 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 , 1999 2000 2001 To Dec 1, 2002 #grievances 14 32 25 11 3 # arbitrations flowing from 1 2 1 1 0 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: # job postings 57 35 55 75 56 28 Action, Responsibility and Tinieline: - 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 employees first few weeks on the job - design work to be completed by end of 2d 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 2 quarter - Personnel Officer to develop a recruiting training program for supervisors - the "how to" of hiring - program to be offered in the P 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 nd quarter 4.5 Service Area Goal: Attendance, Health & Safrty 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 2002 to Octi Sick Leave 15,421 16,496 Hours 14,550 14,800 10,300 WCB Hours 3,000 3,200 3,125 1,814 750 GRTW initiatives 0 2 8 12 13 29 Action, Responsibility and Tinieline: • 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 2'' 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 0f4th 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 1St 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 To Dec 1, 2002 Avg # biweekly payroll advices 376 427 494 Avg Bi-weekly Gross Payroll- $517,899 $543,167 $624,474 %age Premiums 70% paid as benefits 75% 67% 112% 74% # retirees 3 5 7 3 6 30 Action, Responsibility and Tiineline: - 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 preseht 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 To Dec 1, 2002 #ees in career 15 12 38 31 development programs # "one-off" 82 65 55 44 sessions attended Action, Responsibility and Tinieline: - 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. 31 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 Operating Budget - Personnel Department District of Maple Ridge Proposed Financial Plan 2003-2007 Personnel Account 2002 Adopted AFP02-06 2003 Proposed CFP03-07 Proposed Changes S % 2004 Proposed CFP03-07 2005 Proposed CFP03-07 2006 Proposed CFP03-07 2007 Proposed CFP03-07 Expenditures Consulting $0 $7,500 (57.500) N/A $7,500 $7.500 $7,500 57.500 Counselling 515.780 $15,780 $O 0% $15.780 $15,780 $15.780 $15.780 Labour Relattons S36.000 $36,000 50 0% $36.000 $36,000 $36,000 $36,000 Miscellaneous $13,060 $13.060 $0 0% S13,060 $13.060 $13,060 $13,060 Municipal Functions $13.300 $18,300 (S5.000) (38%) $18.300 $18.300 518.300 $18.300 ProgramCosts 511.500 S11,585 ($85) (1%) $11.670 $11,755 511.840 $11.840 Recruiting Costs $50.000 $20,000 $30.000 60% $20,000 $20.000 $20.000 $20,000 Retirements ($50,000) SO ($50,000) (100%) 50 $0 $0 SO Salaries $372,383 $384.946 (S 12.563) (3%) S398,400 $41 1,754 $424.677 $437.427 Special Projects $30,000 $30.000 50 0% $30.000 $30,000 $30,000 $30,000 Training $91,595 $89,496 $2,100 2% $92.908 $96.447 $101.438 $105.807 Totals 583.618 626.667 I 443.048) (7%)I 641618 660,596 678.595 695.714 Proposed Changes and/or Remarks: Consulting- A Consulting budget is now provided, recognizing these services are required to deal with labour issues. Municipal Functions - Increased to reflect an increase in the number of municipal functions and retirement functions expected. Recruiting 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. 32 6.0 Capital Budget None 7.0 Information Technology Requirements As noted in the Payroll & Benefits service area, the IT Steering committee is recommending two packages relating to the payroll system. A payroll upgrade with a value of $30,000 and a HRIS study with a value of $14,500. 8.0 Incremental/Reduction Packages 33 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 procedures 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 satisfy 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: $15,000 in 2003 and $5,000 in 2004 GM WCB Regulatory Safety Training Schedule Module Name Policy & Procedure development Training Approx: Cost PHASE I 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 PHASE H Respirator Done In progress 2002 - 2003 Emergency Done Preparedness In progress 2002 - 2003 Forestry N/A 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 5 <1000 Lead 2004 5<1000 internal Combustion 2004 Engine $1000 Abrasive Blasting 2004 $1000 Tire Service 2004 $ <1000 TOTAL $20,000 35 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 account 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. 36 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 and/or pressure for reclassification in the near future. The ability to attract quality applicants will take on increased importance as our peak retirement period (2005 - 2010) nears. Alternatives Considered/Reasons for Not Recommending: Realistically, there are only two choices, full review or no review. To identify 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: 37 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 M. 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 > Are there health & safety risks? If so, what are they? Legislative Requirement Is the change required for legislative reasons? Operating Impact of Previous Decisions )- Does this issue flow from a previous Council decision? If not, what are our options? Council Prionty Is the program in alignment with Council's strategic direction? Community Impact )- Is a large segment of our community affected? Financial > How much is our investment? Can it be sustained? Are there opportunities to leverage other investments? Staffing > Do we have the time, skills and resources necessary? If not, are they available and at what cost? Chance of Success > What is the likelihood of success? 39 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 ranking should be provided for the initiative based on 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? 40 How much does the initiative improve the District's service levels? How much doesthe 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 Torn McIntosh Sandra Ramsay Paul Gill Gary Manson Jeff Scherban Kathy Gormley Mike Murray Melanie Wozniak Brenda Graham Victor Negoita Kim Grout Catherine Nolan 41 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 technology, and protective services projects. Summary Information Project Name: Project Component: (see above list) 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 Fundingi Sources $ Submitted By: Date Created: Dept.IBusiness Area: Project Sponsor: Preferred Start Year: Latest Start Year: Description Purpose, Scope, and Approach 42 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 supports legislated objectives - Project addresses baseline services/processes/systems Total Tangible Benefits T76e- scribe 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 The benefits may not be realized. - 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 43 Cost Estimate One copy of this table is required for each phase of the project. Modify this IT template as required for other types of Capital Works components. Project Phase Cost Category Description Amount Study, Pilot or Implementation Labour Internal ($350/day) • Information Services S • Departmental • Contractor Regular ($500/day) Specialists ($1000/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 Annual Operating Total $ Project Funding Phase Funding Source Rationale $ Amount or % Study, Pilot or Implementation $ - 44 Policy Analysis Framework - Example CORPORATION OF THE DISTRICT OF MAPLE RIDGE TO: Her Worship Mayor Kathy Morse DATE: March 27, 2003 and Members of Council FILE NO: FROM: Chief Administrative Officer ATTN: SUBJECT: Public Private Partnerships EXECUTIVE SUMMARY: Public Private Partnerships (P3s) are arrangements between government and private sector entities for the purpose of providing public infrastructure, community facilities and related services. A public private partnership can be a viable option for delivering a public service or project. The Municipality should undertake a cautious approach and examine all relevant factors and issues when considering this type of arrangement. This policy should assist in making these decisions. RECOMMENDATION(S): That the Public-Private Partnership Policy and Handbook be adopted. DISCUSSION: a) Policy Process: Issue Identification: We do not have a policy in place for developing Public Private Partnerships. Underlying Issues: The underlying logic for establishing partnerships is that both the public and the private sector have unique characteristics that provide them with advantages in specific aspects of service or project delivery. The most successful partnership arrangements draw on the strengths of both the public and private sector to establish complementary relationships. While the roles and responsibilities of the private and public sector partners may differ on individual servicing initiatives, the overall role and responsibilities of government do not change. Public private partnership is one of a number of ways of delivering public infrastructure and related services. It is not a substitute for strong and effective governance and decision making by government. In all cases, government remains responsible and accountable for delivering services and projects in a manner that protects and furthers the public interest. information Collection: A detailed analysis of risks such as loss of control by the municipality, increased user costs or fees, political risks, unacceptable levels of accountability, unreliable service, inability to benefit from competition, reduced quality or efficiency of service, bias in the selection process, or labour issues is required at the front end of the project. 45 A dedicated team of individuals must be formed and a Business Plan developed taking into account several issues such as costs, operational and maintenance standards, and acceptability by the public,elected officials, the private sector, other stakeholders, as well as government staff. A Consultation and Communication Plan should be developed and submitted with the detailed Business Plan facilitating two-way communication between the government and affected stakeholders. This Plan helps to eliminate fear of change as well as the unknown, and better shapes the proposal to address the objectives, concerns, and meet the needs of the end-users. The process for identifying and selecting the preferred partner must be understood. As well, agreements must be negotiated by knowledgeable people and formally documented and adopted. The Municipality must decide at the outset how the construction works will be managed and make sure it has a legislative responsibility with respect to the project. As well a good contract manager or management team is key to any successful P3 project. Reporting to Council and the public on construction, contractual, and financial issues is also important. iv) Policy Alternatives: As with conventional forms of service delivery, there are risks as well as potential benefits associated with public private partnerships. The Municipality can reduce or eliminate the risks by understanding what they are and addressing them through well-conceived negotiations and contractual arrangements, and the involvement of stakeholder groups. Potential risks inëlude: • Loss of control by the Municipality • Increased costs • Political risks • Unacceptable levels of accountability • Unreliable service • Inability to benefit from competition • Reduced quality or efficiency of service • Bias in the selection process • Labour issues With a policy in place many of these risks can be reduced or eliminated. Desired Outcomes: The Municipality can realize important benefits when public private partnerships are used in the appropriate context. Potential benefits include: • Cost .Savings • Risk Sharing • Improved Levels of Service or Maintaining Existing Levels of Service • Enhancement of Revenues • More Efficient Implementation • Economic Benefits • Ability to React More Flexibly to Customer Trends Strategic Alignment (as appropriate): Inter-Government Relations/Partnerships 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. ._.: 46 Citizen/Customer Implications: Provide high quality municipal services to our citizens and customers in a cost effective and efficient manner. Business Plan/Financial Implications: None at this time. CONCLUSIONS: This P3 document has been a work-in-progress for some time. Over the past year we have invited comments from the public, staff, government, and local businesses. Their feedback is attached. Prepared by: Cindy L. Dale, Executive Assistant Approved by: Paul Gill, B.B.A., C.G.A. General Manager: Corporate & Financial Services Concurrence: Jim Rule Chief Administrative Officer PG:cd 47 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 48 ew Lo"M ~; MAPLE RIDGE Incorporated 12 September, 1874 Tommshipof Langley March 18, 2004 Pat Jacobsen, CEO TransLink 1600 - 4720 Kingsway Burnaby,BC V5H4N2 RE: ALBION FERRY OPERATION Dear Ms. Jacobsen: The future of the Albion Ferry is an issue of great concern for both The District of Maple Ridge and The Township of Langley. As municipal Councils are required to take matters through a process that, while time-consuming, is required under the Charter for the protection of the public interest, Translink's report needs to be brought before each of our respective Councils so that a staff report and appropriate response can be written. Feedback from the affected communities is extremely important to any report going forward to the TransLink Board. It is necessary to have a thorough assessment of any information provided by TransLink to ensure that there is a consistent standard used for analysis in the transit systems in the GVRD. Any options presented need to be fully explored and there may be other options not yet considered. As this project has been presented as self-sustaining from the outset, there is concern about the Fraser Crossing's reliance on the funds from the Albion Ferry shutdown. We believe there is more information required to assess the long-term value of this transportation route. As local government, it is our responsibility to ensure that the future needs of our communities are not jeopardized by the apparent need for an immediate decision on this matter. Our Councils will be undertaking a review of the Albion Ferry service beyond 2007, and would request that this be done in consultation with TransLink and the information to date. This study will include all relevant stakeholders and is anticipated to take a minimum of two months to complete. We are requesting that no further actions by the Board be taken until such time as this study is complete, and has been received and acted on by the Councils. Sincerely, Sincerely, Kathy Morse Kurt Alberts Mayor Mayor District of Maple Ridge Township ofLangley 11996 Haney Place 4914 221" Street Maple Ridge, BC V2X 6A9 Langley, BC V3A 3Z8 KMIKA:cde cc Maple Ridge and Langley Councils and CMT 'V.2. DISTRICT OF MJSSION - .- - MAR I2 2004 COMMUNITY DEVELOPMENT D E P A R T M E N T OCOUNCIL File: PRO.DEV.ZON. R04-01 3 March 9, 2004 District of Maple Ridge 11995 Haney Place Maple Ridge, B.C. V2X 6A9 Dear Sir or Madam: Re: Bingo Relocation Application (R04-013) The District of Mission has received an application to relocate the bingo operation that is currently located at the Royal Canadian Legion (32608 Fraser Crescent). The proposed relocation is from the Royal Canadian Legion site to the Mission Plaza site at 7178 Home Street. The proposed number of seats is approximately 300. Both properties are shown on Map A and Map lisa larger scale map of the 7178 Home Street location. As a neighbouring community, we are requesting your comments regarding the proposed relocation. Please provide any comments by March 22, 2004 as a Public Information Meeting is being held that evening and Council will be considering a resolution to support the bingo relocation at that time. Thank you for your consideration of this matter. Yours truly DIRECTOR OF COMMUNITY DEVELOPMENT / G:\COMDEV\CORRESP\Bingo Comments - Maple Riclge.doc P.O. Box 20, 8645 Stave Lake Street, Mission, B.C. V2V 41_9 Phone 604-820.3148 Fax 604.826-7951 & 604-820.37 15 Web Site: wwwmission.ca Email: info© mission.ca IMA P Al. 6TH AVE. ____________ 6TH AVE. IIII1 IIIII II IlII ii 1 I IIIII IIIIkI!1 IkI14III[1 FI1i it 57H AVE. 5TH AVE. ______________ M191 w-a . IIE1 iI 3360 2 7N 2 tarn mm taJ =irni = riri 1I4 I.JI1IEJ W1JIhJ mum Im1Id am- t:ii rA,' wumi LU=Il WIl Wiam am iu flIlLIki M1 1t:II ui;i;' iiiuuric 1 ii :iiriuti :&rin 0 LJiL.um UJI .z ...;ii.:iIIili:IIj JII I LOUGHEED HWY. flu 0 3205 3300 sw \ 3161 I 7178 HORNE > STREET iOH AVE. 000 PropertymapsHHorne 7178.dgn 3/0/2004 4:31:50 PM [MAP I Y, I it) I I..4/bI I tj 1 $I] 7327 cn '.tfl C'4 33291 rn C'4Cl Pf) 1 JE •it1,1. r')1 't PO I.it• e) 11 c 7327 CS I7327BI II\W HHI: D I po 1it)1Lfl 'I I !I 1ST AVE. LLJ tktfl 728j b_ o NOR RAILWAY AVE 85 33400 33t02 SOUTH RAILWAY AVE. co /:)°d4a\ s<jç I \ )•••:.L ___________ SUBJECT 9 >s [PROPERTY V > \ A \ \$ N LV \ o \?' V / 0 IMPORTANT NOTICE - UBCM RESOLUTIONS UNJOF BRITISH F, COLUMBIA TO: IJBCM MEMBERS FROM: Richard Taylor, Executive Director DATE: March 17, 2004 1AR 1 5 200 RE: 2004 RESOLION PROCESS ° COUNCIL MUNICIPALITIES This material is designed to assist you in preparing your resolutions and to clarify the procedures employed by the UBCM Resolutions Committee in categorizing resolutions for the UBCM Convention. We urge all elected officials and staff to review the attached information. Suite 60 In recent years the Resolutions Committee, in response to delegate 10551 Shelibridge Was' feedback, set firm goals to complete debate on all resolutions. This goal Richmond British Columbia was achieved for the third straight year, with a record 203 resolutions Canada V6X 2w9 submitted for consideration at the 2003 Convention. Completion of debate 604.270.8226 on all resolutions remains a standing goal of the UBCM Resolutions Fax 604.270.9116 I Committee, as does increasing attendance in the policy sessions at ubcm@civicnet.gov.bc.ca Convention. Delegate feedback from 2003 indicates that the level of attendance at resolutions sessions continues to be of primary concern to members. In I response to this concern, the Resolutions Committee will be sending out an additional memo to Councils and Boards later this Spring, stressing the importance of good policy debate and encouraging communities to ensure that at least one local government representative is always present at resolution and policy sessions to vote and to introduce and speak to I sponsored resolutions once the Chair has put them on the floor. In addition, in preparation for the 2004 Convention, the Resolutions Committee will investigate means of further improving resolutions handling at Convention. The aim will be to handle debate, amendments and the introduction of resolutions "off the floor" in the most efficient I maimer possible in order to ensure that adequate discussion occurs on all resolutions once again in 2004. We hope our ongoing efforts to improve the resolutions process at Convention meet with your approval and we thank you for your continued feedback and suggestions on resolution and policy sessions. We look forward to seeing you in September. LIBCM Resolutions Process - 2004 page 2 PROCEDURES FOR SUBMI1TING RESOLUTIONS TO UBCM DEADLINE FOR RESOLUTIONS All resolutions must be received in the UBCM office by: June 30th, 2004 [The deadline is set by UBCM Bylaws - s. 14(a)] SUBMISSION TO AREA ASSOCIATIONS UBCM encourages all members to submit their resolutions to their respective Area Association for consideration prior to Convention. The Resolutions Book will indicate whether or not the resolution has been endorsed, not endorsed or not presented to the Area Association. Some Area Associations deadlines are now passed; resolutions can be submitted directly to LIBCM before the deadline. SUBMISSION REQUIREMENTS Resolutions submitted to the UBCM for consideration shall be submitted as follows: • one copy of the resolution; • the resolution should not contain more than TWO recital ("whereas") clauses; • background documentation must accompany each resolution submitted, explaining the nature of the problem or concern. Sponsors should be prepared to speak to their resolutions on the Convention floor (as the resolutions will not be "read' to the delegates by the Resolutions Con -irriittee). Resolutions should address topics that are of local government concern province-wide. Nom: THE UBCM MUST RECEIVE A HARD COPY OF ALL RESOLUTIONS, PREVIOUSLY FAXED OR EMAILED TO THE UBCM OFFICE, FOR CONSIDERATION BY THE DEADLINE DATE FOR RESOLUTIONS - JUNE 30TH. (It is very helpful if an electronic copy of your resolution is forwarded to the UBCM office at the time a hard copy submission is made, email to ubcm@civicnet.bc.ca) RESOLUTIONS COMMITTEE CONSIDERATION UBCM policy provides for the separation of resolutions into three sections. The following guidelines shall be used in determining the appropriate section in which a resolution shall be placed: SECTION A shall contain resolutions of importance to local government that have not previously been debated at the Convention. SECTION B shall be divided into three parts: • Part I - Resolutions to be Considered as a Block. These resolutions include: - previously considered and endorsed resolutions; - other major previously approved policy paç'ers/do iaenfs. - UBCM Resolutions Process - 2004 page 3 • Part II and Part ifi - Resolutions For Individual Consideration. These resolutions include: - resolutions on topics not previously considered; - previously considered but not endorsed resolutions; - topics of local or regional significance; - topics of national significance and recommended, as appropriate, for consideration by FCM. *The resolutions committee has discretion in classifying Section B resolutions for Individual Consideration as: - Part II: those issues considered within the jurisdiction of local government. - Part Ill: those resolutions on matters of interest to local communities that are considered not within the jurisdiction of local government. Resolutions under Part II and Part ifi that have not been debated by the Convention will be submitted to the Executive for appropriate action [note that the recommendation is printed in the Resolutions Book] and the sponsors advised of the Executive action. SECTION B resolutions will only be considered after all SECTION A resolutions have been completed. SECTION B resolutions will be dealt with on the Convention floor in the order in which they appear in the Resolutions Book. SECTION C shall contain resolutions that have been consolidated or grouped with other resolutions under SECTIONS A or B. Therefore, C resolutions will not be discussed on the floor of the Convention. C resolutions that have been referred to Regional District Day and the Small Talk Forum come forward to the floor of the Convention on Friday and the full membership has an opportunity to consider their recommendations. The Resolutions Committee shall combine resolutions on similar or related topics wherever possible. This is often done in the form of policy papers. For example, Section C resolutions pertaining to the same topic area are often incorporated into a policy paper or report that will be discussed at the Convention. (ie. Environment Action Plan). 5. RESOLUTIONS RECEIVED AFTER THE DEADLINE Resolutions received after June 30th are not printed in the Resolutions Book and can only be admitted for debate by special motion during the Convention. The criteria for determining what is deemed to be an emergency can be found under item c (as listed below). Resolutions submitted following the expiry of the regular deadline shall comply with all other submission requirements and be forwarded to the UBCM by the Friday noon preceding the date of the Annual Conference (Sept. 17, 2004). Resolutions received after the June 30th deadline shall be examined by the Resolutions Committee and shall be separated into the following categories: • Emergency resolutions recommended to be placed before the Convention for Plenary discussion. • Late resolutions not recommended to be admitted for Plenary discussion. Emergency resolutions are deemed appropriate for discussion only if the topic is such that it has arisen since the regular deadline date for submission of resolutions. UBCM Resolutions Process - 2004 page 4 d. Emergency resolutions shall be available for discussion after all SECTION A resolutions printed in the Resolutions Book have been debated but not before the time printed in the Convention Program. 6. RESOLUTIONS PROCEDURES The membership adopted a number of amendments to improve the resolutions sessions and increase the time available for debate. These procedures will continue in 2004: The process for introducing 'B' resolutions will not require each individual resolution to be moved and seconded for introduction to the floor. 'B' resolutions will be introduced as a block to the floor and then discussion will commence on each of the resolutions. • This procedure increases the time available for debate by removing the requirement to have each 'B' resolution moved for consideration. A category of "emergency" resolutions has been established. Emergency resolutions would only include issues that have emerged after the Tune 30th deadline and would be recommended to be admitted for debate. Late resolutions not classified as emergency (therefore not admitted for debate) would be carried over to next year, and would be referred to the Area Associations for a recommendation. By creating this category of "emergency" resolutions the membership is made aware that only resolutions of urgency are deemed appropriate for debate. By referring late resolutions that are not classified as emergency to the next year's Convention, members are ensured that these issues are not lost. These resolutions will also be forwarded to the relevant Area Association for consideration to ensure the broader membership has an opportunity to make a recommendation. Previously considered and endorsed '4B" resolutions are placed into a separate block and moved as a block to avoid repetitive debate on issues that continue to be brought forward and endorsed each year. The Chair will allow exemptions so individual resolutions can be withdrawn from the block for discussion. 7. OTHER MATTERS AFFECTING RESOLUTIONS HANDLING The Resolutions Committee has indicated that: • it will continue colour coding the covers of policy documents to assist members in identifying which policy matters are being dealt with at different times during the Convention; • it will be very strict in adhering to the guidelines and will make every effort to ensure that sponsors' resolutions are clear and concise. • it will endeavour to consider all resolutions submitted (as per guidelines) during the time allocated at the 2004 Convention. Members should be aware that the above policies are not exhaustive but are in addition to the UBCM Bylaws and to the "Conference Rules and Procedures for Handling of Resolutions" that are adopted each year by the Convention. 8. ATTACHMENTS ModelResolution Guidelines for preparing resolutions to be presented at the UBCM Convention UBCM Resolutions Process - 2004 page 5 MODEL RESOLUTION SHORT TITLE WHEREAS AND WHEREAS Sponsor's Name PLEASE NOTE: the specifics of punctuation. THEREFORE BE IT RESOLVED that (Note: A second operative" clause, if it is absolutely required, should start as follows: AND BE IT FURTHER RESOLVED that LIBCM Resolutions Process - 2004 pake 6 GUIDELINES ON PREPARING RESOLUTIONS FOR UBCM INTRODUCTION Outlined below are guidelines to be used in the preparation of a resolution to the UBCM. THE CONSTRUCTION OF A RESOLUTION All resolutions contain a preamble and operative clause. The preamble describes the issue and the operative clause outlines the action being requested. The resolution should answer the following three questions: • What's the problem? • What's causing the problem? • What's the best way to solve the problem? Preamble: The preamble commences with a recital, "WHEREAS" clause. Each clause is a separate but concise paragraph providing information as to the nature of the problem or the reason for the request. The preamble should not contain more than two "WHEREAS" clauses. The preliminary clauses should clearly and briefly set out the reasons for the resolution. If the sponsor believes that the rationale cannot be explained in a few preliminary clauses, the problem should be more fully stated in supporting documentation. Operative clause: The "operative clause" begins with the words "THEREFORE BE IT RESOLVED". This clause should be as short as possible and it must clearly describe the action being requested. The operative clause of the resolution must clearly set out its intent, stating a specific proposal for action by the UBCM. The wording should leave no doubt as to the action being requested and be appropriate to the problem outlined in the preamble. How TO DRAFT A RESOLUTION FOR UBCM The language of a resolution should be simple, action oriented and free of ambiguous terms. A resolution that contains well-chosen words will receive the greatest understanding and will, most likely, succeed in achieving its goal. Each resolution should embody only one single specific subject. Since your community seeks to influence attitudes and actions, the resolution should directly state the desired action. Persuasive communication is unlikely if the audience does not have a clear idea of what action is being requested. Council or Board resolutions submitted to UBCM should be accompanied by factual information. Evn the most perfet1y cOstrudèdrèsolutibri, at times, fails to clearly indicate the intent of the action being requested. Where possible a resolution should be LIBCM Resolutions Process - 2004 page 7 accompanied by background information to ensure that the "intent" of the resolution is understood. Two methods to enhance the clarification of the "intent" of the resolution are: Supplementary Information: The inclusion of a short memo (two paragraphs) from the author, which puts into perspective the background that gave rise to the presentation and eventual adoption of the resolution by local government. If a report on the subject matter was presented to council/board in conjunction with the resolution, then a copy of the report should accompany the resolution. If it is not possible to send an entire report, then the essential background information should be extracted and sent with the resolution. Resolutions submitted without adequate background documentationl information may delay consideration of the resolution until the sponsor has been consulted and material provided outlining the intent of the resolution. Resolutions should be properly titled. A title will assist in identifying the intent of the resolution and, furthermore, eliminate the possibility of misinterpretation. A title is usually determined, from the "operative clause" of the resolution. For ease of printing in the "Resolutions Book' and for clarity of intent, a title should not comprise more than three or four words. Resolutions should contain accurate legislative references. The local government who is sponsoring the resolution should ensure that the jurisdictional responsibility has been correctly identified (e.g. ministry or department within the federal or provincial governments). When references are made within a resolution to particular legislation and responsible ministry, the local government should ensure that the correct Act has been identified. Resolutions should deal with issues that are province-wide. It is important to ensure that the issue identified in the resolution is relevant to other local governments across the province. This will provide for proper debate on the issue and assist UBCM in effectively representing your concern to the provincial/federal government on behalf of all BC municipalities and regional districts. 470/50/2004RNtoM District of Maple Ridge PROCEDURES FOR PUBLIC HEARING March 22, 2004 The Municipal Clerk will read the description of the rezoning application and proposed bylaw(s) and Planning Department staff will outline the application in more detail. The Municipal Clerk will identify any correspondence that has been received regarding Public Hearing Agenda items. All correspondence will be copied to Council. People who believe they have an interest in an Agenda item will be given the opportunity to speak to the application. Written copies of their presentation may be distributed to Council through the Municipal Clerk. In total there will be three calls for comments from the Public on each application. Prior to the close of an item on the Public Hearing agenda, Council will consider whether it requires information from staff in respect of issues raised at the Public Hearing, and question staff in respect of the required information at that time. If it is possible for staff to provide the information at that time, staff will do so and members of the public will be permitted to make submissions in respect of that information. The Public Hearing on the application would then be closed and Council will be unable to accept any further comments, letters or petitions. Consideration of the item will be at the next regular Council meeting. If it is not possible for staff to provide the information at that time, staff will advise Council that this is the case and Council should direct staff to prepare a report providing the required information. The Public Hearing on the application will be adjourned to an appropriate date and time to allow for the preparation and disclosure of the report. The Public Hearing will be reconvened on the appropriate date to allow members of the public to make submissions in respect of the information contained in the report and to allow members of Council to question staff in respect of the information. 9. Once Council is satisfied that it has received all the required information, the Public Hearing will be closed and Council will be unable to accept any further comments, letters or petitions. Consideration of the item will be at the next regular Council meeting. E:\Clerks Docu ments\CLERK'S DEPT. MEMOS\PH Procedure 2004-03-22.doc