HomeMy WebLinkAbout2024-07-23 Council Workshop Agenda and Reports.pdfCity of Maple Ridge
COUNCIL WORKSHOP AGENDA
July 23, 2024
11:00 AM
Virtual Online Meeting including Council Chambers
The purpose of the Council Workshop is to review and discuss policies and other items of interest to
Council. Although resolutions may be passed at this meeting, the intent is to make a consensus decision
to send an item to Council for debate and vote or refer the item back to staff for more information or
clarification.
The meeting is live streamed and recorded by the City of Maple Ridge
1.CALL TO ORDER – 11:00 AM
1.1 Territory Acknowledgement
The City of Maple Ridge carries out its business on the traditional and
unceded territories of the Katzie (q̓ic̓әy̓) First Nation and the Kwantlen
(qʼʷa:n̓ƛʼәn̓) First Nation.
2.APPROVAL OF THE AGENDA
3.MINUTES
3.1 Adoption of Minutes – June 25, 2024
4.PRESENTATIONS AT THE REQUEST OF COUNCIL
5.UNFINISHED AND NEW BUSINESS
5.1 Maple Ridge Climate Action Plan Update
Update on the development of the Climate Action Plan to reduce vulnerability to
climate change and greenhouse gas emissions, with aim to enhance community
health, local economic development, infrastructure, and overall livability.
RECOMMENDATION:
For information.
5.2 2025 Business Planning Guidelines
Approval of Business Planning Guidelines which serve as direction to staff for the
development of operating budgets, the capital program and planning for the
strategic initiatives to be undertaken in 2025.
RECOMMENDATION:
That the Business Planning Guidelines, as listed in Attachment A of the report
dated July 23, 2024, titled “2025 Business Planning Guidelines” be approved.
5.3 Participatory Budgeting Pilot Project
Seeking Council’s input on program design of a Participatory Budgeting Pilot
Project intended to empower citizens to directly influence decisions about public
resource spending.
RECOMMENDATION:
That staff develop a draft Participatory Budgeting Pilot Project program guide
based on the Council Workshop discussion of July 23, 2024 and bring it to an
upcoming Committee of the Whole for review.
5.4 Town Centre Parking Policies and Rates for Cityowned Lots
Summary of the operations of Cityowned parking lots, intended to gather input
from the Council regarding their interest in altering current public parking policies
or rates for the Cityowned lots in the Town Centre.
RECOMMENDATION:
For discussion purposes.
5.5 UBCM Survey: Provincial Consultation on Treaty and NonTreaty Agreements
Local governments are invited to share their perspectives on the quality of
provincial consultations regarding treaty and nontreaty agreements in BC.
RECOMMENDATION:
That Council direct staff to respond to UBCM on behalf of the City with the
following comments:
Or,
That Council does not provide feedback.
6.CORRESPONDENCE
7.BRIEFING ON OTHER ITEMS OF INTEREST / QUESTIONS FROM
COUNCIL
8.MATTERS DEEMED EXPEDIENT
9.NOTICE OF CLOSED MEETING
9.1 Resolution to Exclude the Public
The meeting will be closed to the public pursuant to Sections 90(1) and Sections
90(2) of the Community Charter as the subject matter being considered is related
to the following:
• Section 90(1)(e) – the acquisition, disposition or expropriation of land or
improvements, if the council considers that disclosure could reasonably be
expected to harm the interests of the municipality;
• Section 90(1)(g) – litigation or potential litigation affecting the municipality;
• Section 90(1)(k) – 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;
• Section 90(1)(l) – 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];
• Section 90(2)(b) – the consideration of information received and held in
confidence relating to negotiations between the municipality and a provincial
government or the federal government or both, or between a provincial
government or the federal government or both and a third party;
Any other matter that may be brought before the Council that meets
the requirements for a meeting closed to the public pursuant to Sections 90(1) and
90(2) of the Community Charter or Freedom of Information and Protection of
Privacy Act.
City of Maple RidgeCOUNCIL WORKSHOP AGENDAJuly 23, 202411:00 AMVirtual Online Meeting including Council ChambersThe purpose of the Council Workshop is to review and discuss policies and other items of interest toCouncil. Although resolutions may be passed at this meeting, the intent is to make a consensus decisionto send an item to Council for debate and vote or refer the item back to staff for more information orclarification. The meeting is live streamed and recorded by the City of Maple Ridge1.CALL TO ORDER – 11:00 AM1.1 Territory AcknowledgementThe City of Maple Ridge carries out its business on the traditional andunceded territories of the Katzie (q̓ic̓әy̓) First Nation and the Kwantlen(qʼʷa:n̓ƛʼәn̓) First Nation.2.APPROVAL OF THE AGENDA3.MINUTES3.1 Adoption of Minutes – June 25, 20244.PRESENTATIONS AT THE REQUEST OF COUNCIL5.UNFINISHED AND NEW BUSINESS5.1 Maple Ridge Climate Action Plan UpdateUpdate on the development of the Climate Action Plan to reduce vulnerability toclimate change and greenhouse gas emissions, with aim to enhance communityhealth, local economic development, infrastructure, and overall livability.
RECOMMENDATION:
For information.
5.2 2025 Business Planning Guidelines
Approval of Business Planning Guidelines which serve as direction to staff for the
development of operating budgets, the capital program and planning for the
strategic initiatives to be undertaken in 2025.
RECOMMENDATION:
That the Business Planning Guidelines, as listed in Attachment A of the report
dated July 23, 2024, titled “2025 Business Planning Guidelines” be approved.
5.3 Participatory Budgeting Pilot Project
Seeking Council’s input on program design of a Participatory Budgeting Pilot
Project intended to empower citizens to directly influence decisions about public
resource spending.
RECOMMENDATION:
That staff develop a draft Participatory Budgeting Pilot Project program guide
based on the Council Workshop discussion of July 23, 2024 and bring it to an
upcoming Committee of the Whole for review.
5.4 Town Centre Parking Policies and Rates for Cityowned Lots
Summary of the operations of Cityowned parking lots, intended to gather input
from the Council regarding their interest in altering current public parking policies
or rates for the Cityowned lots in the Town Centre.
RECOMMENDATION:
For discussion purposes.
5.5 UBCM Survey: Provincial Consultation on Treaty and NonTreaty Agreements
Local governments are invited to share their perspectives on the quality of
provincial consultations regarding treaty and nontreaty agreements in BC.
RECOMMENDATION:
That Council direct staff to respond to UBCM on behalf of the City with the
following comments:
Or,
That Council does not provide feedback.
6.CORRESPONDENCE
7.BRIEFING ON OTHER ITEMS OF INTEREST / QUESTIONS FROM
COUNCIL
8.MATTERS DEEMED EXPEDIENT
9.NOTICE OF CLOSED MEETING
9.1 Resolution to Exclude the Public
The meeting will be closed to the public pursuant to Sections 90(1) and Sections
90(2) of the Community Charter as the subject matter being considered is related
to the following:
• Section 90(1)(e) – the acquisition, disposition or expropriation of land or
improvements, if the council considers that disclosure could reasonably be
expected to harm the interests of the municipality;
• Section 90(1)(g) – litigation or potential litigation affecting the municipality;
• Section 90(1)(k) – 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;
• Section 90(1)(l) – 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];
• Section 90(2)(b) – the consideration of information received and held in
confidence relating to negotiations between the municipality and a provincial
government or the federal government or both, or between a provincial
government or the federal government or both and a third party;
Any other matter that may be brought before the Council that meets
the requirements for a meeting closed to the public pursuant to Sections 90(1) and
90(2) of the Community Charter or Freedom of Information and Protection of
Privacy Act.
City of Maple RidgeCOUNCIL WORKSHOP AGENDAJuly 23, 202411:00 AMVirtual Online Meeting including Council ChambersThe purpose of the Council Workshop is to review and discuss policies and other items of interest toCouncil. Although resolutions may be passed at this meeting, the intent is to make a consensus decisionto send an item to Council for debate and vote or refer the item back to staff for more information orclarification. The meeting is live streamed and recorded by the City of Maple Ridge1.CALL TO ORDER – 11:00 AM1.1 Territory AcknowledgementThe City of Maple Ridge carries out its business on the traditional andunceded territories of the Katzie (q̓ic̓әy̓) First Nation and the Kwantlen(qʼʷa:n̓ƛʼәn̓) First Nation.2.APPROVAL OF THE AGENDA3.MINUTES3.1 Adoption of Minutes – June 25, 20244.PRESENTATIONS AT THE REQUEST OF COUNCIL5.UNFINISHED AND NEW BUSINESS5.1 Maple Ridge Climate Action Plan UpdateUpdate on the development of the Climate Action Plan to reduce vulnerability toclimate change and greenhouse gas emissions, with aim to enhance communityhealth, local economic development, infrastructure, and overall livability.RECOMMENDATION:For information.5.2 2025 Business Planning GuidelinesApproval of Business Planning Guidelines which serve as direction to staff for thedevelopment of operating budgets, the capital program and planning for thestrategic initiatives to be undertaken in 2025.RECOMMENDATION:That the Business Planning Guidelines, as listed in Attachment A of the reportdated July 23, 2024, titled “2025 Business Planning Guidelines” be approved. 5.3 Participatory Budgeting Pilot ProjectSeeking Council’s input on program design of a Participatory Budgeting PilotProject intended to empower citizens to directly influence decisions about publicresource spending.RECOMMENDATION:That staff develop a draft Participatory Budgeting Pilot Project program guidebased on the Council Workshop discussion of July 23, 2024 and bring it to anupcoming Committee of the Whole for review.5.4 Town Centre Parking Policies and Rates for Cityowned LotsSummary of the operations of Cityowned parking lots, intended to gather inputfrom the Council regarding their interest in altering current public parking policiesor rates for the Cityowned lots in the Town Centre.RECOMMENDATION:For discussion purposes.5.5 UBCM Survey: Provincial Consultation on Treaty and NonTreaty AgreementsLocal governments are invited to share their perspectives on the quality ofprovincial consultations regarding treaty and nontreaty agreements in BC.RECOMMENDATION:That Council direct staff to respond to UBCM on behalf of the City with thefollowing comments:Or,That Council does not provide feedback.6.CORRESPONDENCE7.BRIEFING ON OTHER ITEMS OF INTEREST / QUESTIONS FROMCOUNCIL
8.MATTERS DEEMED EXPEDIENT
9.NOTICE OF CLOSED MEETING
9.1 Resolution to Exclude the Public
The meeting will be closed to the public pursuant to Sections 90(1) and Sections
90(2) of the Community Charter as the subject matter being considered is related
to the following:
• Section 90(1)(e) – the acquisition, disposition or expropriation of land or
improvements, if the council considers that disclosure could reasonably be
expected to harm the interests of the municipality;
• Section 90(1)(g) – litigation or potential litigation affecting the municipality;
• Section 90(1)(k) – 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;
• Section 90(1)(l) – 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];
• Section 90(2)(b) – the consideration of information received and held in
confidence relating to negotiations between the municipality and a provincial
government or the federal government or both, or between a provincial
government or the federal government or both and a third party;
Any other matter that may be brought before the Council that meets
the requirements for a meeting closed to the public pursuant to Sections 90(1) and
90(2) of the Community Charter or Freedom of Information and Protection of
Privacy Act.
Document:3845029
CITY OF MAPLE RIDGE COUNCIL WORKSHOP MINUTES JUNE 25, 2024 The Minutes of the Council Workshop Meeting held virtually and hosted in the Blaney Room on June 25, 2024 at 11:00 am at City Hall, 11995 Haney Place, Maple Ridge, British Columbia for the purpose of transacting regular City business. PRESENT Elected Officials Mayor D. Ruimy Councillor K. Carreras Councillor O. Dozie (Virtual) Councillor J. Dueck Councillor S. Schiller Councillor A. Yousef (Virtual) ABSENT Councillor J. Tan
Appointed Staff S. Hartman, Chief Administrative Officer C. Mushata, Corporate Officer, Director of Legislative Services Other Staff as Required M. Best, Interim Director of Planning C. Bevacqua, Clerk 3 S. Gu, Energy Specialist S. Faltas, Director of Engineering J. Kuba, Marketing and Communications Coordinator Z. Lifshiz, Director, Strategic Development, Communications and Public Engagement C. Martin, Director of Recreation Services M. Millward, Facilities Operations Manage V. Richmond, Director of Parks & Facilities P. Purewal, Senior Manager, Corporate Communications and Public Engagement D. Samson, Interim Fire Chief Note: These Minutes and a video of the meeting are posted on the City’s Web Site at https://mapleridge.primegov.com/public/portal Note: Councillor Dozie and Councillor Yousef joined the meeting virtually. 1. CALL TO ORDER – 11:01 am 1.1 Territorial Acknowledgement The Mayor provided the territory acknowledgement. 2. APPROVAL OF THE AGENDA 2.1 Approval of Agenda
Council Workshop Meeting Minutes June 25. 2024 Page 2 of 3
Document:3845029
R/2024-WS-032 Moved and seconded That the agenda of the June 25,2024, Council Workshop Meeting be approved as circulated. CARRIED 3. MINUTES 3.1 Minutes R/2024-WS-033 Moved and seconded That the minutes of the Council Workshop Meeting of June 11, 2024, be adopted. CARRIED 4. PRESENTATIONS AT THE REQUEST OF COUNCIL - Nil 5. UNFINISHED AND NEW BUSINESS ********************************************************************************************************************** Councillor Dozie joined the meeting digitally at 11:15 am and was not present for the vote on items 2.1 and 3.1. ********************************************************************************************************************** 5.1 Community Engagement Framework Development Update The City of Maple Ridge is developing a Framework to meet the City's Strategic Goal of improving community engagement. This Framework will serve as a guiding document to enhance community input in municipal decision-making processes. It will ensure that how, when, and why the City engages with the public is consistent, transparent, and accessible. The Director, Strategic Development, Communications and Public Engagement introduced the Senior Manager, Corporate Communications and Public Engagement and the Marketing and Communications Coordinator who gave a detailed presentation and answered questions of Council. 5.2 Energy Specialist Update Update on the City’s Facilities energy use study and the development of a Corporate Strategic Energy Management Plan (SEMP). The Director of Parks and Facilities introduced the Energy Specialist who gave a detailed presentation and answered questions of Council.
Council Workshop Meeting Minutes June 25. 2024 Page 3 of 3
Document:3845029
6. CORRESPONDENCE – Nil 7. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL – Nil 8. MATTERS DEEMED EXPEDIENT – Nil 9. ADJOURNMENT – 12:14 pm ___________________________________ D. Ruimy, Mayor ___________________________________ C. Mushata, Corporate Officer
~ Maple Ridee
~
Council Report
TO: His Worship Mayor Dan Ruimy and Council MEETING DATE: July 23, 2024
FILE NO: MEETING: Council Workshop
SUBJECT: Maple Ridge Climate Action Plan Update
EXECUTIVE SUMMARY:
The City of Maple Ridge is developing a Climate Action Plan to reduce vulnerability to climate change
(adaptation) and greenhouse gas (GHG) emissions (mitigation). This plan aims to enhance community
health, local economic development, infrastructure, and overall livability, in alignment with the
Council's strategic priority of Climate Leadership & Environmental Stewardship. The plan employs a low
carbon resiliency approach that integrates adaptation and mitigation within municipal and community
planning, addressing priorities like health, equity, biodiversity, and economic development to provide
multiple benefits beyond climate resilience.
The project, initiated in February 2024 and set to complete by March 2025, includes several key
elements: a GHG Inventory to identify emissions sources, a Climate Risk Assessment to evaluate
vulnerabilities to climate hazards, extreme temperature risks mapping, and multi-hazard assessments.
Actions completed by July 2024 include the first round of public engagement, completion of the GHG
Inventory, land use mapping, and initial climate risk assessments. Upcoming steps from August to
December2024 involve finalizing risk assessments, formulating the Climate Action Plan, and conducting
a second round of public engagement to gather feedback and inform the prioritization of climate action
goals.
RECOMMENDATION:
For information.
DISCUSSION:
a) Background Context:
The City of Maple Ridge is undertaking a Climate Action Plan to identify and develop actions that
will help reduce our vulnerability and risks to climate change (known as "adaptation") and
reduce our contributions of greenhouse gases (GHGs) that result in climate change (known as
"mitigation") while advancing benefits including strengthening community health, local
economic development, and a liveable community to meet the needs of our diverse residents,
and better infrastructure that benefit and strengthen our City today and in the future.
Page 1 of 5
~ Maple Ridee -Council Report
The Climate Action Plan takes a low carbon resiliency approach that coordinates and
establishes adaptation and mitigation within municipal and community planning, and
decisions to enhance a community's collective ability to withstand the impacts of climate
change. While considering how climate actions intersect with community priorities -such as
health, equity, biodiversity, and natural systems -and economic development so that actions
provide multiple benefits beyond just climate resilience.
The work developing the Climate Action Plan began in February 2024 and will be completed in
March 2025. The project contains the following elements:
A Greenhouse Gas (GHG) Inventory that identifies GHG emissions and sources in the
community from buildings (residential, commercial, institutional) transportation, and
waste as well as municipal (City of Maple Ridge) emissions.
A Climate Risk Assessment to identify risks and determine vulnerabilities in the community
from climate hazards including wildfire, heat, flooding, extreme rain.
Conducting an extreme temperature (heat) risks mapping analysis to find community
vulnerability and identify responses.
Examine multi-hazards and map the vulnerability and risks of climate change and impacts
to the local economy, social and cultural practices, and the environment to inform
response.
Determine "BIG Move" priorities and actions that can address climate action (mitigation
and adaption) and build more resiliency in the community to climate impacts.
Develop the action-orientated climate action plan for Maple Ridge to inspire action and
advance community benefits while addressing the climate challenges that Maple Ridge
faces.
The presentation before Council will inform members of the work that has been completed up
to July 2024.
Actions to date (March to July 2024)
Actions and elements that have been undertaken and completed to July 2024 are:
Completed the first round of public engagement {April 2024 to July 2024) to raise awareness,
understand residents' experiences with climate change impacts, barriers to accessing
applicable services, and better understand community priorities for climate mitigation and
adaptation actions to build resiliency. A What We Heard report back to the community will be
released.
Page 2 of 4
~ Maple Ridee
-"
Council Report
Completed a Greenhouse Gas (GHG) Inventory that identifies GHG emissions and sources in the
community from buildings (residential, commercial, institutional) transportation, and waste as
well as municipal (City of Maple Ridge) emissions. A GHG Inventory identifies sources of GHG
emissions in the community and corporate and where reduction of GHG emissions (mitigation)
can be undertaken.
Created land use mapping and forecasting to provide a land use baseline for the extreme
temperature, climate and multi-hazard risk and vulnerability assessments that examine current
and factor in future community growth and risk exposure.
Began the extreme temperature (heat) risks mapping analysis to find community vulnerability
based on land use, social, health and community vulnerability. Identification of climate hazards
and risks for the Climate Risk Assessment and began the multi-hazard risks and mapping
component.
Next steps (August to December 2024)
Next steps to take place in Fall 2024 are:
Complete the extreme temperature (heat) risks mapping analysis, the Climate Risk Assessment
and the multi-hazard climate risks and mapping components. These will inform adaption
actions to reduce risks and strengthen understanding and responses in the community and
corporately.
Begin formulation of the Climate Action Plan using the GHG Inventory begin to identify possible
GHG emissions reduction opportunities and results and the Climate Risk Assessment and the
multi-hazard climate risks and mapping components to identify adaption actions. Determine
"BIG Move" priorities and actions that can address climate action (mitigation and adaption) and
build more resiliency in the community to climate impacts. Apply a climate lens assessment to
proposed climate actions to integrate actions and determine trade-offs and benefits in the
community.
A second round of public engagement will begin in Fall 2024 (September to December 2024) that
will inform the public of the community sources of GHG emissions and identified climate
hazards and focus on gathering feedback on climate mitigation and adaptation actions and help
identify the trade-offs and community benefits that these actions may have. The results of this
phase will inform the prioritization of the Climate Action Plan goals and provide details relating
to specific actions.
Council will have an updated report on the progress of the Plan in October 2024.
Page 3 of 4
~ Maple RidE?e -Council Report
b) Desired Outcome:
That Council receive an update on the development of the Maple Ridge Climate Action Plan.
c) Strategic Alignment:
The development of a Climate Action Plan is a major component on the critical path of reducing
community and corporate GHG emissions, adapting to climate change and protecting our
natural environment as identified by Council under the strategic priority of Climate Leadership
& Environmental Stewardship.
CONCLUSION:
Council will receive another update in October 2024.
,~.~ /4,x, ~
Prepared by: Brian Montgom ry
Climate Action & Resiliency Advisor
--:=:::
Reviewed by: Dan Olivieri
Approved by:
Concurrence:
Ma-~age0 rporate Planning & Consultation
Director of Strategic Development, Communications &
Public Engagement
Seo~
Chief Administrative Officer
Page 4 of 4
~. Maple Ridee
~
Council Report
TO: His Worship Mayor Dan Ruimy and
Members of Council
MEETING DATE: July 23, 2024
FILE NO: MEETING: Workshop
SUBJECT: 2025 Business Planning Guidelines
EXECUTIVE SUMMARY:
Over the next few months, staff will be business planning for 2025-2029, including developing work
plans and the Financial Plan which will be presented to Council in December. The Business Planning
Guidelines serve as direction to staff for the development of the operating budgets, the capital program
and planning for the strategic initiatives to be undertaken in 2025.
The property tax increases adopted by Council may be different from those identified in the Guidelines
depending on Council approved service level adjustments discussed during business planning sessions.
However, for planning purposes, Guidelines have been developed in alignment with tax increases
adopted as part of the 2024-2028 Financial Plan.
RECOMMENDATION:
That the Business Planning Guidelines, as listed in Attachment A of the report dated July 23, 2024,
titled "2025 Business Planning Guidelines" be approved.
DISCUSSION:
a) Background Context:
The Community Charter enables Council to offer services, enact laws, and address other issues
for the community's benefit, while managing public finances, assets, and resources. Effective
strategic planning in delivering City services is crucial for the appropriate and sustainable use
of limited resources.
Council develops the Strategic Plan, which sets the high-level goals for the community. Business
Plans are a planning tool for staff to accomplish the goals and objectives of Council while
continuing to deliver on core services. Core services are guided by the Business Planning
Priorities for each cycle. The Financial Plan, or Budget, is the mechanism by which resources are
allocated to complete strategic and operational objectives.
Page 1 of 3
~ Maple Ridee
~
Council Report
The 2025 Business Planning Guidelines provide several benefits, including:
• Provide an open and transparent overview of the key assumptions used in the
development of the Financial Plan.
• Provide the community with an early indication of proposed property and fee increases.
• Allow for a lengthy public input period, before Council receives the formal Financial
Plan that will incorporate these guidelines.
• Provide guidance to staff so that the Financial Plan that is presented to Council in
December aligns with Council direction.
The starting point for planning purposes is the property tax increases adopted in the 2024-2028
Financial Plan this .past May. The proposed annual property tax increase is broken into the
following elements for transparency:
• General Purpose: This covers the cost of existing services, and depending on how the
assumptions of cost increases materialize, may provide a small amount to address
Decision Packages.
• Protective Services: This increase enables the staff increases to Fire Protection and
RCMP services that were approved during the 2024 budgeting cycle.
• Infrastructure Replacement: This increase goes towards the rehabilitation and
replacement of the City's existing assets. Over the next few decades, this will close the
infrastructure funding deficit. Our infrastructure is fairly new, but aging, and we are
currently spending just over a third of what is required annually to maintain it.
• Parks, Recreation & Culture Improvements: This increase was introduced to fund the
Parks & Recreation Master Plan and funds new parks and facilities that are not funded
through development. These costs include capital, operating and debt servicing.
b) Desired Outcome:
That Council provide early guidance to staff for the development of the 2025-2029 business
plans through the Guidelines included in Attachment A.
Page 2 of 3
~ Maple Ridee
~
Council Report
CONCLUSION:
A significant amount of work on Business Planning will be done over the coming months and into the
fall. The Guidelines attached to this report will allow staff to develop a plan aligned with Council
direction.
•" '--··--'' ___ _. . .--
Prepared by: Dan Olivie'r~
Reviewed by:
Approved by:
Manager o;orate Planning & Consultation
Director of Strategic Development, Communications
and Public Engagement
Tl evor / 7mpson
Director of Finance
~
Concurrence: Scott~ ~
Chief Administrative Officer
Attachments:
(A) 2025 Business Planning Guidelines
Page 3 of 3
Attachment A
• Maple Ridee
~
Business Planning Guidelines
Business Plans
• Business Plans must be aligned with the Council Strategic Plan, Objectives and Key Results.
Operating Budgets
• Departments will identify external funding opportunities from other levels of government and the private
sector.
• Budgets are to be prepared to maintain existing service levels in accordance with tax increases identified
in Table 1.
• Costs related to pending priority initiatives such as the proposed Aquatics Facility are in addition to the
increases proposed in Table 1.
• The increasing costs of maintaining current services at their existing levels must be acknowledged.
• Fees and Charges will be reviewed and increased where appropriate.
Current 2024-2028
Approved Financial Plan
Property Tax increases
General Purpose
Fire & Police Additional Staffing
Infrastructure Replacement
Parks and Recreation
Total Property Tax Increase
Table 1 -Adopted Financial Plan
Growth Funding
2024
3.85%
1.35%
0.80%
0.30%
6.30%
2025
3.85%
1.35%
0.80%
0.30%
6.30%
• Growth is assumed to increase by 1.5% each year.
1
2026
3.35%
1.35%
1.00%
0.60%
6.30%
2027
2.90%
1.00%
0.60%
4.50%
2028
2.90%
1.00%
3.90%
~ Maple Ridee
~
Decision Packages
• Decision Packages are required when proposing a new service or increase to an existing service
and should include a detailed business case.
• Examples of when a Decision Package is required include:
o New services or increased service levels requiring an operating budget increase.
o Studies or projects with a one-time funding implication.
• Decision Packages should consider how the change can be funded by a combination of:
o Reduction in the cost of existing services. This may include a reallocation of resources
from one area to another.
o Increase in other revenues.
o A further increase in taxes.
• Consideration of one-time costs related to new positions or increased service levels are to be
included.
• New services and service-level increases should not be funded from non-renewable funding
sources.
Capital Projects
• All capital project requests will explain and quantify the operational impact of capital projects.
• If a capital project is not approved, the related operating costs will be removed from the
department's budget.
Business Planning Timelines
I Date(s) Description • • • • . • -• ,; ,
i July 2024
July-October
October 2024
November 2024
December 2024
December 2024
April 2025
May 2025
Business Planning Guidelines Approval
Budget & Business Plan Development
Department business plan presentations
Council business planning presentations
Council Budget deliberations
Adoption of Provisional Financial Plan
Carry forwards incorporated into Financial Plan
Adoption of Amended Financial Plan
Ado tion of Tax Rate Bylaw
3
!
I I ·1
:
G Maple Ridee -Council Report
TO: His Worship Mayor Dan Ruimy and
Members of Council
MEETING DATE: July 23, 2024
FILE NO: 3967319 MEETING: Council Workshop
SUBJECT: Participatory Budgeting Pilot Project
EXECUTIVE SUMMARY:
In the current Financial Plan, Council approved funding of $100,000 to conduct a Participatory
Budgeting Pilot Project, enabling citizens to take a meaningful role in how the funds are spent. This
report is to solicit Council input on the program design.
RECOMMENDATION:
That staff develop a draft Participatory Budgeting Pilot Project program guide based on the
Council Workshop discussion of July 23, 2024 and bring it to an upcoming Committee of the Whole
for review.
DISCUSSION:
a) Background Context:
Participatory budgeting is a democratic and inclusive approach to allocating publicfunds within
a community or government entity. It empowers citizens to directly influence decisions about
how public resources are spent. Council approved an incremental package to undertake a pilot
program (see Attachment A), allocating $100,000 toward the project.
A participatory budgeting initiative can take many forms, taking on various options for how
projects are identified, scoped, vetted, selected and implemented. Each form of participatory
budgeting has a different level of impact on staff resources, community involvement, and
degree of beneficial outcomes.
In order for staff to develop a proposed model for Council's consideration, staff are seeking
feedback from Council regarding three "foundational" elements pertaining to participatory
budgeting program design:
1. How are project ideas generated?
2. What types of projects will be considered?
3. Who can vote to select the projects?
Page 1 of 4
~ Maple Ridee -Council Report
In making a decision pertaining to the three foundational elements, Council will need to weigh
considerations (pros and cons) related to staff effort/cost, degree of community engagement,
and scale of benefit to the City of each project once it has been implemented.
For example, funding many small projects vs. funding a small number of larger projects will have
different types of outcomes and implications on staff time, City benefit, and community
engagement.
Next Steps
Once Council provides direction on the three foundational elements, staff will have sufficient
information to develop a proposed Participatory Budgeting Pilot Project model for Council at a
future meeting. While the three foundational elements are a key step in developing the model,
many finer-detailed program design options (e.g. how voting will occur to select projects, what
degree of detail is required in a project proposal, etc.) will flow from these decisions and will be
presented to Council for consideration in the fall.
When staff bring back a proposed model for the pilot project, recommended implementation
timelines and proposed project evaluation criteria will also be presented for Council's
consideration.
b) Desired Outcome:
That Council provide the required feedback on high-level options relating to the design of a
Participatory Budgeting Pilot Project, thereby enabling staff to bring back a more detailed draft
Program Guide to a future meeting for Council's consideration.
c) Strategic Alignment:
Improve community's engagement with the City
Council's Strategic Plan communicates a desire for an Engaged, Healthy Community,
committing to improve the community's engagement with the City. Acting upon this objective,
Council approved an incremental package in the current Financial Plan, setting aside $100,000
of taxpayer funding to be allocated using a participatory budgeting approach . Council input will
inform the fulfillment of this Key Result (within the City's OKR Framework) in Council's Strategic
Plan. Another complimentary Key Result, development of a Community Engagement
Framework, will contribute to the pilot program's design and implementation.
Equity. Diversity and Inclusiveness
A core value embedded in Council's Strategic Plan is Equity, Diversity and Inclusiveness. Some
cities have experienced that participatory budgeting can become another opportunity for those
with time, access, and privilege to shape the City according to their needs or concerns, unless
Equity, Diversity and Inclusiveness is designated as a key success factor of the program. Seeking
Page 2 of 4
~ Maple Ridee -Council Report
greater inclusion of non-traditional participants in the process should be a guiding principle of
the pilot program. This aligns with the draft guiding principles for the Community Engagement
Framework currently under development.
d) Citizen/Customer Implications:
Participatory budgeting fosters greater civic engagement, transparency, and accountability in
public finance decisions, enhancing trust between citizens and their governments. It can lead
to more responsive and equitable resource allocation that better reflects the needs and
priorities of a community.
e) Interdepartmental Implications:
This pilot project will result in the allocation of $100,000 to one or more projects which have not
yet been identified. Implementation efforts required from other departments cannot be
determined until the model of participatory budgeting has been further defined with Council
input. This pilot program will allow us to understand how interdepartmental efforts are
impacted as a result of the model piloted, so that Council can consider this in future
participatory budgeting efforts.
f) Business Plan/Financial Implications:
The recommended best practices for full participatory budgeting roll-outs include that project
proposals are at "full cost," meaning that City staff time, materials and ongoing operational
costs are identified . Further, funding for administrative efforts, which can be significant
depending on the selected model of participatory budgeting, are also allocated. This pilot will
allow staff to track the amount of effort needed to deliver the pilot program, which will serve as
an input into future (post-pilot) participatory budget programs.
g) Policy Implications:
This pilot program will result in an evaluation of the process to assess whether goals were met.
This will help Council to consider the future use of participatory budgeting and will provide
valuable lessons about the various aspects of the program. A best practice is to consider
embedding participatory budgeting into bylaws and /or policies, if Council determines this
should be an ongoing practice.
Page 3 of 4
• Maple Ridee -Council Report
CONCLUSION:
This report solicits Council input on a Participatory Budgeting Pilot Program on high-level program
options. Once those are agreed upon by Council, the finer points of program design can be developed
for consideration by Council at a future meeting.
Prepared by: Laura Benson, CPA, CMA
Program Manager, Strategic Development
Approved by: Zvi Lifshiz
Concurrence:
Attachments:
Director, Strategic Development, Communications and
Public Engagement
Scott Hartman
Chief Administrative Officer
(A) Incremental Request (approved) for a Participatory Budgeting Pilot Program
(B) Participatory Budgeting Best Practices and Values
Page 4 of 4
0 Maple Ridee -
Attachment A
~ Maple Ridee -Incremental Request
2024 Proposed Budget
Status
Request For:
Department:
Council Approved
Participatory Budgeting Pilot Project
Corporate Planning & Consultation Submitted By:
Legislative or Operational Requirement: No Master Plan I Strategy :
Strategic Priority: Engaged, Healthy Community
Objective: Improve community engagement with the City
Key Result: Conduct a participatory budget pilot project
Activities/Purpose:
Council Report
Manager of Corporate Planning and
Consultation
Participatory budgeting is a democratic and inclusive approach to allocating public funds within a community or
government entity. It empowers citirzens to directly influence ded sions about how public resotm:es are spent. The
process typically involves several key steps:
1. Idea Generation: Ci,tizens propose project ideas or initiatives that address community needs or priorities. These
suggestions can cover a wide range of areas, from infrastructure improvements to socian programs.
2. Proposal Development: Experts and facilitrators work with community members to refine and develop nhe proposed
projects into viable budget items. This phase ensures that the ideas align with budgetary coll1\sUraints and feasibility.
3. Public Oeliberatcon: Community members gather to discuss and priorvltize the prop,osed projects thmuigh meetings.
workshops. or online platforms. This detiberation allows for informed decision-making and consenws-building.
4. Voting and Allocation: Citizens vote on the projects they believe shoufd receive funding. and! lb11.1cfgets are allocated
accordingly. The projects with the most support receive funding until the available budget is exlrnaustted.
5. Implementation and Monitming: The selected pmj.ects a,e carried out, with ongoing oversrght by both citizens and
government officials to ensure transparency. accountability. and effectiveness.
Participatory budgeting fosters greater civic engagement. transparency, and ac.coulil\trability in pl!.libl'.ic finanre decisions.
enhancing trust between citizens and their governments. It can lead to more respon:sive and equitable resource
allocation that better reftectts the needs and priorities of a comnmnity.
Alternatives Considered/Reasons for Not Recommending:
Allocating funds to a participatory budgeting process re-directs dollars that coufd otheiwise be dedicated to advancing
other priority community projects. However. the participatory budgeting initiative is a Key Resiult intended to advance thE
goal of being accountable to the public through open and transparent governance within Council's strategic priority of
Governance & Corporate Excellence.
Funding for:
Participatory budgeting project funding
Year
2024
One Time Cost
1l00.000
Ongoing Cost
G Maple Ridee -Council Report
Attachment B
Participatory Budgeting Best Practices & Values
• The public is given real decision-making power that is equitable, accessible and significant.
• Participants are equipped with the tools, knowledge and information they need to participate in a
meaningful way.
• The process is transparent; participants understand how their involvement affected the decision,
and follow-up communication continues through implementation.
• Stakeholders have fair and equal access to the process and the opportunity to influence decisions.
• Prioritize engaging with those who are traditionally under-represented in decision-making
spaces.
• Inclusive outreach and participation should be a key indicator of success.
• Leverage existing community capacity building, stakeholder relationships, communications and
outreach strategies to seek greater inclusion of non-traditional participants in this process.
• The decision-making structure, program parameters and evaluation criteria are broadly
communicated.
• Proposals must state how their impact or intended objectives will be measured, and a post-
implementation report will provide this information.
• A process debrief with input from all stakeholders will guide future use of participatory budgeting.
• If virtual participation is required/offered, technical support will be provided.
• Projects cannot delay, cancel or supersede Council-approved items within the existing financial
plan and capital program.
• Projects must not create ongoing operating cost impacts.
• Project cost estimates must be at full-cost including direct staff implementation work.
• Engagement aligns with best practices (for Maple Ridge, align with the Community Engagement
Framework currently under development; the IAP2* framework will guide the process.)
*International Association for Public Participation
• Compensate people for their time; provide travel assistance, child-care and meals for meetings.
• Dedicate funds for the planning and execution of PB activities, because thoughtful and inclusive
execution of such activities requires staff time, marketing and dissemination, materials, and careful
planning.
• Once the program has been successfully piloted, entrench its continuation into the City's policies
or bylaws.
~ Maple Ridee
~
Council Report
TO: His Worship Mayor Dan Ruimy MEETING DATE: July 23, 2024
FILE NO: Doc ID# 3972245 MEETING: Council Workshop
SUBJECT: Town Centre Parking Policies and Rates for City-owned Lots
EXECUTIVE SUMMARY:
Maple Ridge's Town Centre public parking is facilitated through three forms of parking; on-street
parking, off-street parking for residential and off-street commercial parking use, and parking on
municipal owned or leased lots. In general, the Town Centre is well-serviced with a wide range of short,
medium and long-term free and paid parking options and fair and equitable public parking rates.
The availability of public parking is typically managed by two primary 'tools' -either time-restrictions
(i.e. l-hour/2-hour) or through parking fees charged to the users. These tools ensure a turnover of
parking stall users which helps supports local business and ensure that the form of parking desired is
available for those that seek it.
Periodically, the question has been raised as to whether any changes in the current parking rates and
policies would serve to increase weekend visitors to the Town Centre and lengthen their stay in support
of events, shopping and dining. As such, staff are seeking Council's input and direction as related to its
desire to make any modifications to the current rates and policies the City currently has in place on its
three public parking lots; the Maple Ridge Business Centre (MRBC) Underground, the Edge Street Lot
and the Commuter Lot.
RECOMMENDATION:
For discussion purposes.
DISCUSSION:
a) Background Context:
The purpose of this report is two-fold; to summarize the operations of the three, City-owned
parking lots; and to determine Council's interest in making any changes to the existing public
parking policies or rates on these lots.
Town Centre Parking Options and Weekend Rates -Document ID# 3972245 Page 1 of 9
~ Maple Ridee -Council Report
On occasion, staff are approached by event managers and not-for-profit groups seeking
opportunities to utilize the City-owned lots, usually at no cost to their respective events. Most
recently, the City was approached by a group seeking free parking in the MRBC Underground lot
to support an event on/around Truth and Reconciliation Day. This request, as is typically done,
was denied by staff in order to ensure that day-to-day parking operations of the various sites are
not compromised. As well and on occasion, questions are raised as to whether any changes in
the current parking rates and policies would serve to increase weekend visitors to the Town
Centre and lengthen their stay in support of events, shopping and dining. For reference, the
operations of the three City-owned public parking lots are summarized as follows:
MRBC Underground Lot
The MRBC Underground lot is both heavily used and heavily encumbered, primarily serving
the leasehold tenants of the MRBC. It also supports both employee and public parking for
City Hall, the ACT Theatre, the Leisure Centre, the Library, Memorial Peace Park other retail
businesses within the civic precinct and weekend and evening Town Centre events. The
MRBC lot, not unlike the MRBC itself, is operated as a City-owned, independent business
entity, not as a traditional civic facility. The MRBC lot is in demand Monday to Friday by all
of the above users whereas on weekends and holidays, it typically offers excess capacity to
support visitors to the Town Centre along with weekend events and activities.
Edge Street Lot
The Edge Street Lot is used by the adjacent RCMP detachment and its members and staff,
City Hall employees and the general public. Monday-Friday, this lot typically fills to capacity
by early-morning and as such, staff do not entertain any incremental uses of this lot for
concern as to impacts to RCMP operations.
Commuter Lot
This private lot is leased by the City and serves as commuters using the adjacent Translink
transit services and the general public. Parking rates for this lot are competitively priced to
encourage transit use. Given the (recovering) shift in demand away from transit use since
2020, there is typically excess capacity on this lot, which is occasionally used to support film
crew activities in the Town Centre.
Town Centre Parking Options and Weekend Rates -Document ID #3972245 Page 2 of 9
~ Maple Ridee -Council Report
Generally speaking, the objective of any public parking management strategy should be to
ensure that a supply of parking is available where and when needed at a rate that is reasonable
for the particular location. When the appropriate pricing model and time limits are in place, the
available spaces turn over at a rate by which businesses and services are well-served and
motorists (parkers) can find an adequate spot in a reasonable amount of time. Currently, the
City's Town Centre has a variety of public parking options available to those wanting to visit the
area, especially on weekends and holidays which adheres to current public parking
management theory.
b) Desired Outcome:
To receive input from Council as to its interest in making any changes to existing public parking
policies or rates on the City-owned lots in the Town Centre.
c) Strategic Alignment:
As a diversified thriving economy coupled with a liveable community are key priorities within
Council's Strategic Plan, the provision of effective and efficient parking solutions will continue
to play a key role in supporting these priorities and economic development along with rapid
transit options and transportation corridors which will be supporting key drivers. An active
public parking management strategy serves as one in a series of ongoing initiatives to support
activation of the Town Centre.
d) Citizen/Customer Implications:
Staff continue to monitor on-street parking occupancy levels and work with local businesses to
make appropriate changes to curbside regulations that ensure economic vibrancy which
includes ready access to events, shopping and dining options.
e) Business Plan/Financial Implications:
The minor adjustments that have been made to the rates and policies for the City's paid parking
lots over time have led to increased revenue and profitability along with greater availability of
parking for users of the facilities that these lots currently serve.
Town Centre Parking Options and Weekend Rates -Document ID #3972245 Page 3 of 9
~ Maple Ridee -Council Report
CONCLUSION:
As the Town Centre continues to develop and grow, the goal is to improve and solidify economic
vibrancy in this area and ensure that the appropriate policies and infrastructure are in place to support
this growth. Both on-street and off-street parking continue to be managed in accordance with industry
best practices.
Prepared by: Darrell Denton
Manager, Corporate Properties
Reviewed by: .a!J C1daha Martin
Reviewed by:
Manage ransportation
U1
Reviewed by: Valoree Richmond
Director of Parks, Facilities and Properties
~ U.__---c=;_
I
Concurrence: Scott Hartman
Chief Administrative Officer
Attachments:
(A) Available Town Centre Parking Options
(8) Summary Parking Inventory, Rates and Revenues
Town Centre Parking Options and Weekend Rates -Document ID #3972245 Page 4 of 9
~ Maple Ridee -Council Report
Appendix A: Available Town Centre Parking Options
~
l ,•'
••~'\:-, ~ H
0 125 250 500 Metrrs '°
6
N
l:V E] Electric Vehicle Street Parking
Q Handicap Street Parking
Free Street Parking -2 Hours
-15Minutes
-30Minutes
P777.l Paid Underground Parking (1st Hour Free) 1 H ~ --our CJ 1 Hour Free Surface Parking
LJ Monthly Paid Surface Parking
No imit
-Loading Zone
-NoParking
Town Centre Parking Options and Weekend Rates -Document ID #3972245 Page 5 of 9
~ Maple Ridee -
Appendix B: Summary Parking Inventory, Rates and Revenues
Off-street Municipal Parking Inventory
Council Report
Off-street parking in the Town Centre includes the MRBC Underground Parking Lot, the Edge Street Lot
and the Commuter Lot. Parking enforcement on all three of these lots is managed by the City's Bylaws
department and Impark manages the fee collection system and reporting out.
In addition to these three City-managed lots, the City also both owns and leases an additional four
parking lots that are managed and enforced under contract by the Downtown Parking Society (DPS).
The DPS lots were acquired in the early 1980's to support the employees of local businesses and increase
the availability of on-street parking. They offer competitive monthly rates and typically operate at near
capacity. The entirety of the City-owned parking lots are summarized in Table 1 as follows.
Table 1: City-owned Off-street Parking Lots
Brown Ave* Surface DPS Private* Leased
North Avenue Surface DPS CMR 37
Selkirk Avenue Surface DPS CMR 48
119 Avenue Surface DPS CMR 40
Edge Street Lot Surface Impark CMR 81 23 Reserved
MRBC Underground Lot Parkade Impark CMR 489 89 Reserved
Commuter Parking Lot Surface Impark Private 128 Leased
MRBC Dewdney Lot Surface CMR CMR 32 Free
Total 895
* This location is currently under a development application.
While 895 parking spaces may seem like a significant amount, as noted previously, the MRBC
Underground itself is heavily encumbered with use from the tenants in the MRBC, City staff and visitors,
Library staff and visitors, the ACT, the RCMP and the Leisure Centre among others. The Edge Street lot
serves to provide dedicated parking for RCMP vehicles, RCMP staff, City Hall staff, transit users and
visitors to the various business and services adjacent to this lot. As Table 2 clearly indicates, once the
known commitments are applied, approximately 10% of the inventory of spaces is potentially free on a
typical workday. This translates to scenarios whereby tenants, RCMP members, City staff, Council
members and other visitors and users of the facilities, are left without a place to park.
Town Centre Parking Options and Weekend Rates -Document ID #3972245 Page 6 of 9
~ Maple Ridee -Council Report
Table 2: MRBC Underground and Edge Street Parking Lot Commitments
Edge Street Lot MRBC UG Lot Totals
Total Spaces 90 489 579
Reserved Spaces (23) (89) (112)
Accessible Spaces (2) (16) (18)
Sub-total -Spaces available 65 384 449
Commitments
Leased Parking (incl. in base rent) 0 52 52
Leased Parking (separate charge) 0 4 4
Full time Passes 25 182 207
Parttime Passes 4 22 26
Temporary Passes 31 43 74
Total Committed Parking Spaces 60 303 363
Total Available Spaces (Random) 5 81 86
City-owned Parking Lots -Current Rates
The City's current rate structure is considerably less than what is charged for similar spaces in other
jurisdictions and by adjusting the time limits and moving to a pay-by-plate model, this has served to
make more parking spaces available for frequent users of the facilities these lots were designed to
support and make it more efficient for Licensing & Bylaws' staff to monitor and enforce. The current
rate structure and revenues they generate also serves to partially offset the Translink Parking Tax which
currently consumes over 30% of paid parking revenue.
The rates that were adopted by Council in 2020 are detailed as follows:
Commuter Lot:
All Days:
$1 per hour -$4 per day -$60 per month.
Parking is registered by vehicle license plate.
Maple Ridge Business Centre Underground Lot+ Edge Street Lot
Monday to Friday:
$1.00 per hour from 6:00 am to 6:00 pm (no hour free)
$3.00 evening rate from 6:00 pm to 11:00 pm
Town Centre Parking Options and Weekend Rates -Document ID #3972245 Page 7 of 9
~ Maple Ridee -
Saturday, Sunday & Statutory Holidays:
One hour of parking is free (license plate registration is required)
Additional hours of parking are $1 .00 or a daily rate of $4.00
Council Report
All paid parking on City-owned lots is facilitated by registration of vehicle license plates. Parking
enforcement is managed by the City's Bylaws department and payments are managed by Impark.
Revenue Generation
As noted in Table 3 as follows, in 2023 the City's paid, public parking lots generated just under $150,000
in net profits which are used to offset operating expenses and fund capital improvements to both the
parking lots themselves and other City infrastructure.
Table 3: 2023 Parking Revenues -MRBC, Edge Street & Commuter Lot
Summary of Parking Revenues
~2023 Commuter lot @ 226th Ave Edge Street/Tower parkade
l ot #65 Park & Ride Surface lot & Parkade
Downtown Parking Revenue (72,381.61) (72,381.61)
Commercial Parking Revenue {222,443.69) (222,443.69)
Commuter lot-Film Revenue {25,200.00) (25,200.00)
226th Commuter Lot Parking Revenue (12,165.17) (12,165.17)
REVENUES (332,190.4•7) (37,365.17) {294,825.30)
226th St Commuter Lot Costs 34,346.63
land lease 32,666.52
Impark Operating Cost 1,680.11
I Commercial Tower Bldg Ma int
Impark & other misc expenses 35,135.63 35,135.63
Insurance 33,090.00 33,090.00
Allocation of costs to parkade 79,360.63 79,360.63
EXPENSES 181,932.89 34,346.63 147,586.26
NET PROFIT (150,257.58) (3,018.54) (147,239.04)
Hourly Demands and Impacts of Adjustments to Parking Policies and Rates
The following tables (4 +5) illustrate the peak hourly demands for parking in the MRBC Underground
parking lot as well as the various financial impacts that could occur if any adjustments were made to
Town Centre Parking Options and Weekend Rates -Document ID #3972245 Page 8 of 9
~ Maple Ridee -Council Report
the existing parking rates and policies. Note that the data used derived from weekends and statutory
holidays between January 1, 2023 and August 31 , 2013 for the MRBC Underground Lot only.
Table 4: Hourly Revenue -Weekends/Statutory Holidays (01/23 -08/23)
Hour 1-Sun 2-Mon 7-Sat Total
Table 4: Revenue Impacts -Weekends/Statutory Holidays (01/23 -08/23)
Total Net Revenue
$10,753
Net: evenue
Free After 5 PM
$2,776 26 %
'. Adjusted i'iet Rc,.renue
Free Hour on Weekdays
I $10,543 $210 2%
J Adjusted Net Re'1e1:ue
Free Weekends
$487 $10,266 95 %
Town Centre Parking Options and Weekend Rates -Document ID #3972245 Page 9 of 9
� Maple Ridge
TO:
FROM:
His Worship Mayor Dan Ruimy
and Members of Council
Chief Administrative Officer
MEETING DATE: July 23, 2024
FILE NO:
MEETING: Council Workshop
SUBJECT: UBCM Survey: Provincial Consultation for Treaty and Non-Treaty Agreements
EXECUTIVE SUMMARY:
On July 10, 2024, the Union of British Columbia Municipalities (UBCM) distributed communications to
municipalities seeking their input on provincial consultations regarding treaty and non-treaty
agreements. The UBCM and the Province maintain a longstanding Memorandum of Understanding
(MOU) that obligates the Province to directly consult affected local governments on agreements and
initiatives involving First Nations, encompassing both treaty and non-treaty processes.
The MOU is due for renewal this year, prompting UBCM to gather member feedback on local
governments' experiences with its implementation. The survey will remain open until Wednesday, July
31.
Local governments are invited to share their perspectives on the quality of provincial consultations
regarding treaty and non-treaty agreements in BC through a survey. Council and staff feedback should
be consolidated into a unified response from each local government.
Attached as Appendix A are the survey questions for Council deliberation and feedback, intended for
compilation into a consolidated response by staff.
RECOMMENDATION:
That Council direct staff to respond to UBCM on behalf of the City with the following comments:
Or,
That Council does not provide feedback.
Doc #3972660 Page 1 of 5
Discussion:
To date, the Province has not consulted with the City of Maple Ridge on treaty and non-treaty
agreements with local First Nations. There has been a noticeable lack of engagement and consultation
in both legally and non-legally binding agreements or requirements.
Currently, Katzie is working with provincial and federal governments to develop a new approach to
ach ieving its form of self-government known as "Incremental Self Governance." Under this framework,
Katzie will not pursue a comprehensive treaty document but will negotiate a series of individual
agreements with Provincial and Federal agencies. These agreements, when considered collectively,
could constitute a legally binding and constitutionally protected self-government agreement tailored
to the Nation's priorities, values and capacity. If the Nation decides against amalgamating these
agreements into a single constitutionally protected document, they will remain in effect, continuing to
benefit the nation.
The City is aware of ongoing negotiations between Katzie and the Province concerning the Hammond
area but has not been informed of the specifics or potential implications to the City.
Municipalities are also grappling with limited capacity and resources to meet provincial engagement
legislation and requirements at the municipal level regarding First Nations. There is an increasing
amount of provincial legislation mandating engagement and consultation with First Nations, such as
for disaster mitigation, archeological and cultural preservation, which entails municipal involvement
and imposes additional administrative burdens. However, there has been insufficient additional
support from the Province to municipalities or capacity-building initiatives for First Nations.
Separately, the City's Manager of Intergovernmental Affairs participates in the Metro Vancouver
Municipal Technical Advisory Committee (MTAC) on Indigenous Relations, which serves as the primary
regional information source for Indigenous affairs at the staff level for the City.
Conclusion:
Council formulated and approved a Strategic Plan in April 2023, which includes six core principles. One
of these principles emphasizes fostering Strong Relationship with the community, other levels of
government, and stakeholders. Strengthening relationships with First Nation governments and
enhancing our engagement and consultation practices are pivotal to supporting this strategic principle
It is crucial for the City to be informed and consulted regarding the municipal impacts of provincial
developments related to treaty and non-treaty agreements. This is essential for our engagement with
local First Nation governments and Indigenous partners, as well as for shaping our Indigenous Relations
Strategy.
Doc #3972660 Page 2 of 5
UBCM serves as the City's conduit to the Province, providing a platform for out input on matters of
provincial significance. The recommendations presented here will empower Council to advocate at
senior provincial levels and to be responsive to issues that are of importance to Maple Ridge.
Prepared by: Katerina Anastasiadis
Manager, Intergovernmental Affairs
Concurrence: Scott Hartman
Chief Administrative Officer
Attachments:
Appendix A-UBCM Survey Questions -Engagement with Local Governments on
First Nations Negotiations & Indigenous Initiatives
Appendix B -UBCM and BC Province MOU on provincial consultation for treaty and non-treaty
agreements
Doc #3972660 Page 3 of 5
Appendix A-UBCM Survey Questions -Engagement with Local Governments on provincial
consultation for treaty and non-treaty agreements
l. Are you aware of the UBCM-Province of BC Memorandum of Understanding on
Engagement with UBCM and Local Government on First Nations Negotiations and other
Indigenous Initiatives?
Yes or No
2. Has your local government been consulted, or appointed a representative to
participate in discussions, related to any reconciliation or non-treaty agreements?
Yes, No or N/A
3. Has your local government appointed a representative to a treaty negotiation table?
Yes, No or N/A
4. Are you satisfied with the level of information sharing and local government
consultation by the Province regarding treaty and non-treaty agreements in your
region?
Yes or No
Open Ended Section:
5. Please elaborate on why your local government is or is not satisfied with the level of
information sharing and local government consultation by the Province.
6. Please list and describe the types of reconciliation or non-treaty agreements on which
your local government has been consulted or participated in discussion; or, if not
consulted, are of interest to your local government.
7. Please share additional comments regarding treaty and non-treaty agreements.
Doc #3972660 Page 4 of 5
Appendix B -UBCM and BC Province MOU on provincial consultation for treaty and non-treaty
agreements
Doc #3972660 Page 5 of 5
(On Next Pages)
••• BRITISH
COLUMBIA
ME~lORANDU.M of UNDERSTANDING
BETWEEN
uBc½l
THE PROVINCE of BRITISH COLUMBIA
AND
THE UNION of BRITISH COLUMBIA MUNICIPALITIES
ON
ENGAGEMENT with UBC:\l AND LOCAL GOVERNMENTS 011
FIRST NATIONS NEGOTIATIONSm,dOTHERINDIGENOUS INITIATIVES
THIS ~h:1110RANDUM OF l'NDERSTA NDJNC (MOC)
guid..:, th~ n:luinn,hip b.:rwu:11 chc Pro,·ince nfBrici,h
Columbia. th<· L'nion of BC Muni.:ipalitks ,inJ fool
government~ with r<',p,<.:c to r~<.:ondliation, agr,·..:mcnt,,
and initiatives with lntli~rn1>c1' pc,,pln .inJ parmer,.
le updates .md rt'.p!.ic,, pre, iou,ly ,igncd l\lOL',
b,·twt·rn the l'rtwin.:c of HC .111d L: BCi\l rdaring to
loc.ll gm·anm,nt parricipacion in ncguti.1rion, .rnd och,r
lndigrnou, iniciari\·e,.
THEJ>ARllI:~:
THE PARTIES TO THIS MOL' ARE:
• The Provin,c of Briri>h Culumbia (the Pro, in.:,'
a, rcpn:scnrcd by che ;,.lini1cry oflndigen,Ju;
Rdacions md R,condliari"n '.;,.!IRR): :ind
• "The L?ninn of British C:nlumbi.1 ;,.-ftrni.:ip.1litic,
(liBC\1) rLprescnring all municip.ditic, ,tnd
n:gional di,tricts ot" British Columhi.1, as wdl
.1~ ,cver.11 First NJtions m mbcrs.
THE PARTIES ACKNOWLEDGE chat th, Prn'"ince is
committed co transform it, approa,·h to n.:coneiliarion
chrnugh the implcmcnt:1tion of th<' principle~ of
th, L'nit<·J Natiom Dn:hration on th,· Righr, of
lndigt:lhlUS Peopk·s ,u;-.; Dedararion'. .. rnd cht I ruth
and Rcrnnciliacion Commi,,ion Calls co .-\ct ion (TRC)
in accord,rncc wtth the Clms1i1111io11 ufC111,1rl.1. lh..-
P1rtic, al,o acknou lctli;L th.1c CBC;,.! i, ,upporrivc uf
ld, ancing re-.ondlrntion wirh lndigcnou, people, ~G<•"
rhe Pronnn · Jt ch..-k>eJI kn.1 and that l,1,:il gtwi:rnm,nc,
wich local knowledge and inttresr, ue key partner, in
Jd1ie"ing la,ting anti mt:aningful rc.:cun,iifa1ion with
lndig..-nou, pc,iplc,.
l hc l'.Htic.:, r<:c,ignizc that local gon:rnmc:nt juri,di.:tiom
may he affu:ccd hy the nq;nri.1tion nfland. n;,ourcc and
cc,momic lk\'dopnwnr agrc,mcnr, with f-ir,t =--:atiom Jnd
Indigciwus partner,.
lhc Parties acknowlctlg, chat local government
cllnsticurn .111 order of i;ovcrnm,m with unique
and ,pcli~I inc.-rcsts in rhc negotiation of.1 r.111gc of
agrccmcnts with Fir,t N.1tiom and lnJigcnom p.irma,.
·nic P;ntic:, a,knowlcdgc char L"HC;,.! .wd indiYidu,d
kh.al go><.:rnm<.·nr, ,nJcavour w dcwlop pmitiv<.· work in,:
rdation,hip~ with hr,r N.uion, and lntl1gcno11< p<.·ople,,
fostering n.:larion,h ips built on the values of hom:scy
md re,pccc, and undertaking rcconciliarion initi:1tin:s
at che grass roms kvd. "Jhis ,\[( )C encourages local
gm·ernmcncs, a< ,upporccd by LiH( .;,.I. to communieatL·
and develop rclacion,hip~ with Jndigcnm1s parmcrs.
The PJrti~, recognize chat B.C. lcgi lltion include,
prin-:iplc:s oflocal-provin<. ial rdations that includes
rc,pccr fr,r ead1 jurisdiction, th importance of
..:oop<.ntivc approdd1,, to mactc-r, of murnal int< rc,c.
;ind the n.:.:d t~ir the province tn,.;unsult wich lo~.11 •
govcmm<.:nts on provincial ,1ctinn< th.n directly .1ffccr
their interest,.
fHEREFORE·
THIS :\(OU REFLECTS the continu,-d rnmmitmcnc
of the l'arric~ for ~inccrc 111d hom·,t lngagcmcnt on a
rang~ ofinitiJtivc, relating to lndigcnou~ rc:l. tionship,
including:
♦ C(>nrinuing a pro.:e,~ ror local go, ,mm.:nt
participation in the n,·;;11riJri11n rnJ
implcmc nrarion of .,grcc:mcnLs:
• rnn~ulting anJ c:'l:,h.1n!!ing inform.1tion wirh
local g.11n·rnmcnr~ cm ,)th~r :1rr.1ng,1nc.:nt, .rn,I
initi,u:n:s;
• opportunirin for l,i.-al gonrnmenrs to ,h,t rl
initi.lti\',S for ,1J, .ll1l ing rcconci li:1tinn at the lu,.11
bd;and
• cnga~ini; ,m m:11tc:r, ot 1m1111al intl'rl·,t. ind11Ji11g
thu,c that haw rh • potential co hro.1Jly impaa
local g01·crnmcnc,.
THE PROYJSCE will ,hare inf.-rnurion, ..:omill.-r
lu..:a l go,t·rnmcnt intcrc,r, and ,c,·k JU\'icc on nuttcr,
induding, hue nm limited co area~ of111.:.1l g,"~rnmcnr
juri,diction that may ht Jtfc-Lt,d h) agrccmcm, nude
with First ~~tiom ur c,thcr lndigl"nuu, partr. r, anJ
rcconLiliation efforts <11ch as:
• =--:cgori.uion, and .1grecmcm,;
• lndiglnou, 111iriath·c,, pol Ky and pro!!rams; .ind.
• lmplcmcnrarion of the Dec/111:uu,11 tJII :hr Rigbt.<
oflndig,.,u,11., />11,p/ts . la.
·1hc Provin.:c will sh:ire th~ principle, rnd .:ontc,.r of
chi, '.\!OL' with .di '.\li11i,tric, and pr<>\"ilKi:tl agencies en
mak, aware ofCilC'.\1', interest in hcing,·ngagcd w1 .di
Indigenous initiatiH·, th:it luvc rhl' potcnrial to atfc,t
local govcrnmcm inrcrc.:,t, .. \n:as ofint1.·rc:st to local
g,wLrnmi:nc thJt m:iy bi: atfrcc..-d induJc. hut ,He not
limit d to:
• LrnJ nu11ag.:mcm. l.rn<l use pl.urning, md land
scle.:tion
• Dispute rcsoluti()n
• l'ropi:rty taxation
• En, i ronmcntJl :t,ses,mcnt JnJ protection
• Lo,·al go".:rnmLm a.:ecss to rc-muru:; for public
purpo,c:s and a,:c,·ss to adjacent lands
• 'ln\'i1. ing arrangement,
• Rcgubt()ry arran~cmcnr,
• Gowrnmc-ntal rdarrom
• Econo111 ic dc,·elopmcm.
CO:\~L'LTAI IQ::--;'.-\ "-0 l:\H)RM \I JO;\
SHARl"-G PRl'-CIPLE
THt:: PARTJ i::s AGREE to thtc following principle,
gmcrningconrnlr.icion and inforrn:ition ,lurini;:
• ttcxihility for loc;i) gv,·crnmcnts to idc:mify .rnd
r prc,,nr their imcrcsts in :t "ay th.tc rltcy con,iJcr
.1ppropriatl· tn th<.'ir local ..i r,:nnh tam:c,;
• earl~, nuti,c to t;B( .M a11,l1or atfca cd loc.,I
go,·crnm..-nts of a matter that may a fleer lo,·al
~O\'nnmcnt jurisdiction. induding ,·h.u1gc, to the
·1 r..-ary prn,ess;
• <nffi..:icm information <.'arly on :ind r,·:tsc,nahl.· tim("
1;lr lo..-.tl guvc~nml·m, to do, 11mc11t rhcir intcnc,t,
.ind ,·iLw, .rnd to pro\"iJc .1d\'i,c to pr"'·in,·ial
r,pn:scntJtivc:s:
• du, con~i,kr;1rion ,1fl<>c:al 1-;<1vcrnmcnr imcr,,t,.
,·k,,·, and ad\'i..-..-;
• 3 rc,p,m,e from prci,·in(i.d r,proenutivc:< on h""
local gm·,·rnmc11t .l(h-i,:,· \\',,or" a, not Lh1.·d: an,I
• ongoing information ,·xch.rngc between th.:
Provin(,, UBCM and local i;•lY,rnmcnts.
DHL'\ITIO~S
THE FOLLOWJSG DEFINITIOSS .m: referred to in
this '.\IOL':
TREAT\': a ..:onstirntion.tlly prorn red ,omprd1c:mi,·,
agr<.:<:nwnt nq;uci.unl among H.C .. Cmad,1 and J Fir<r
, ·arion under the H.C. ·1 rcat~· Cummi"ion pro..:e,, chat
is .i formal ,xprcssi,m of n:rnnciliati,rn hctw.:c-11 1-ir<r
i\atiom and the C rown.
AGREEMENTS Al\"D OTHf.R ARRASGEMENTS:
sclf-guvcr11.1m:c:, ,,1d.1l. land, rcsour.:c. '-'011om1l
dcvdopmt"nt or other agrccmclll< negotiated hctwc,n
a hrst Nation or Indigenous pdrmcrs and the Prm·in.:c-
hoth inside .ind out,idc ,,f the B.C . rrcaty pro.:<.:>~ that
han: the potcnti.,l co imp,1.:t lo.:AI itovcrnmcnt.
INDIGESOL"S INITIATIVES: <Jthcr poh, ~ .mJ
initiati\'CS rdarinh to First Nations .and lndigennu,
pcopl..-~. including rho,c fo..:uscd 011 re.:on..:rliation
effort~. due h.wc ch..-potential er, 1tfc..:t loc:~l
gon:rnmcm.
ROLES A.:-.:D RJ-SPOXSIBII ITU~ RHPECTl::-.;<,
COX\t:Lf.-\TJO:\ .\ '\ l> l.:\'1-0RlL-\I IO:\
SHARI;-.;<," 1TH l.O<.. \.LGO\ l-.R~Mf, TS
flg l'ro1•inu
THE PRO\" llSCE will inicim.: contact wich a local
gon:rnmcnc in chc early ,rag,.., of a nc~••tiation
process when:
• an agr-:c:rncnt with a l-ir,c i\ati,Jn or I 11dib,·no11~
people~ will be nei;oci.itc,l; m J
• the ourcomc of negotiation," ill alfr..t che local
govnnmcnt's intcrt·st<, juri,dicriun, opcraciom or
provision olscrYi.:c,.
"Ih,· Pro,·incc will con,ulr .md cx.:hang-: inform.iti.un in
a timdy mannawirh th..: lo,al go\",·rnmrnr 1c.:ording
rn the .:on,ult.tcion and information ~haring principles
,cat,d in chi, ~Lt )U. "I his will ind mk where applicahl1:.
a~<:nJa-, work pl.in,, dou1mtnt, hirJi,,m,inn .rnd nther
relevant inform.,cinn in ~ rimd ) llJJnncr.
llk Prm in.:c .rnJ th, lo,al i;o,·cmmcnt" ill Jlllntly
detccrmine the le, cl of rhc !0.:,1I g,l,ernmcnr\
involwmcnr r,1nging from rt·.:ci,·ing infornutinn to
parri.:ip:ition .u mn.:ti11g, an,l prO\·iding :iJvkc.
\\:.'here the loc.1I government ,111J lndigtnou, pHmcrs
agr.:c, rhc pr<,\'in.:ial represcnutiYcS will as,i,t to
coordinate a venue for relationship building, 1uch as
a working group. for lo..:al government .rnd the Fir,t
:'\Hion to J i~cm, Jnd c·omt' to agr,·cmcm on is,u,s
rdan:J to the furun: loc1l g,1v.:rnmcnt-Fim ~.uion
rdation,hip. l11c provincial repre<cntativc, will gin:
tull and fair con,ic.lcrJtion to n:sult, produced and
agr~cm,·nn rcKhnl through chcsc J i1.:ussions.
LOCAi. GOVERNMENTS will ,crn: as aJvi,or,; ro the
Provin..:c in agreement dcn:lopmcnc Ji~.:us,ions rhar
affc.:r thcir interest,. induding:
• pro"in.:ial treaty n.:goriariom, until a negotiation
i1 .:onduJ,J and the tr<:aty rake, df.:ct;
• cng.1gcm<.:m on on:r:ill negotiated agrc.:mcm,
pro.:cs, changes; rnd
• 10.:.1I go,·crnmcm-Firq Nations or Indigenous
peoples rcbciomhip initiatil'cs.
Ba«.:J on their imcrc:-r, and the few.I of a.:ci, it\ ot a
ncg0tiatcd :igrecmcnr or initi.1tiw, local gcl\'crnm nc~
.md ch.: Prnvi nt'c will jointly determine ch,· b·d oi
in\'olvemcnc rangin~ from n:cd, mg in!ormatiu11 to
p:irciciparion at meetings and pr<)\'iding Jdvicc .1~
appropriate, 111duding chose that an: cre:Hy rdac,J, .iml
negotiations including main r.iblc,. ,idc tahlc\, working
group, :ind bilatcr,11 mct:ting,.
Prior en the effect 1,·c Jae..:, !,>cal ~'"·crnmcnc Jnd rhc
Provin<.:t: will J is<.U" lo..:al go,·,rnn1<·nt irnoln:mcnr in
agreement implementJtion :111J make .:very d forr t<>
identify ,ignifi.:anr i,,u..-, ofint.-r.:sc to luc.il g,,,unm,nt
.111d hnw Inc.ii gnnmmrnt wifl h(· im·olv,•,l.'intorm d.
On ch,: dfc<.tin · d.n.:, thc Fir,t N'atic,n,. fndig nou~
partner,. 2nd ncighhouring lo<.,ll g;ovc1 nmcnt, will
rngage dirrl'.r!y wirh eJch ocher :ind cominuc co Jnclop
and build rJarinn,hips.
Lo,al gu,·crnmun~ .ire n:spnn,ibl..: tor J t·nnin" ~11d
~haring their inrcrc,t, anJ ocher rclc,·J nr inturm .. tion
with the Province rdJtcd to nq~C)tiJti,m, and
in it i.1.ti\'c~. fo~tni ng rnll2hurati\'c rdar ion,h ip,, .i,cin:ly
parmaing co ton,tnKci,·dy n:,uln: i,,11.:s, supporring
implt-r.1em:uion, Jnd advi,ing the i'r,,vinl'.C hmv rl1t"ir
iurcrcsr, may be Jddrc," J .
Local governments will collcccivdy determine how
ch,y will be: organiz,·,l to parti.:ip,ttc in a negotiation
,>r iniriacive -e.g. a, an ,lftcrn.Hc· l,l<al gu,·<.'rnm,nr
structure -.rnd will ad"i,e the '.lppn>prim: provin.:iJI
rt prcS<·nt.1tivc t>f their dw~t·n ,rrnccur,· as "·d i ,h th..:
primar~· ..;onr.1ct:S1.
\Vhcn participating ar dc,·dopm<'nt dis.:ussions for
ncgoriati,m,, agr,ccrnenc, or other ininativc,, lo,,\!
gov.:rnmcnr rc:pre,entari\'Cs arc subjtet w any and
all nmtiJcntialic~ rule:, rnd prncti,c·, r!1Jt apply to .1
negotiation, agrccmem or other initiati,c. llicy may.
attn consultation with the: Provine<\ share contidcnrial
infornucion with thcir re<pccti\"C councils anJ regional
disrrkt boarJ,. other local gm·crnmcm<, or lo.:.il
gov.:rnmcnr ,tru,rur,,. and with l.'KC~I on ,111 in-
c.rn1c:ra ba~is.
E~G.\GUfE:'\T B£T\t' H :'\
THI:. PRO\ l:\CL\:-iD l 'BC.\f
THE l'R0\'J!I.CE '\\.ILL SHARE 11'"FORMATION with
L'BC.\1 .rnd!or .i. boJ~ J csi~narcd by the llBC.!\I nn rhc
ProYincc's lppr0a-:hes ro the dcn~lopm,nt of agrccmcnr<
and other initi.1ti\·c~ with Indigenou~ p.irtner1. The
Pa rtic~ will work together on identifying the lppropriarc::
aYcnue< for ch i, c,)n,ult~non ;ind infornution ,h.rm~ w
rn,urc !<."ar and foll u11Jcr,randi11g of the pmcc,~e, md
.1eti,·1t1c~ u11J.:-rw1y.
Prm in.:i.11 rcprc,cm1tiY<:~ will «rn·mlt and cx~hangc
information in a r1md~ manner ,vith L.BC:'\ I on
is~u,·< char have the porcnrial ro hro:idly aflrcr 10,al
gm·,rnnwm,, iu~luJing, hut not limited to:
• .:h,mg-:; co 1wgori.2t.:d agrccmcm pro.:n~. 1nd
• thc implementation ufB.C.', Dt'.!rm,r,,,11 vn
rhe Righr., r:/lnd1g<'1w11, Ptopfes. l,r, rh< CJ!!,
to ,\.:rion ot th, Truth ,tnd Rc.:onnliaciun
Commi"inn, .rnJ rd c,·anc ,,1urr Jc.:ision\.
The Prn, incc will cnglgc and provide information rn
UBC.\I on poli.:;· rd.1tcd t,) Indigenous iniri.iri,<'., and
,eek fccdb;i..:k.
-~
II o s o~ R <l E .\fl-
. /Jni~frr r,J l nd1;:,o:.,.:,, N
Pnwin, t t,f Hri:1.,I, CtJ!u,,:l /.i
TRl'iH .\IA,.,J)£ ... O,
C11,.1R ls1>tG>"soi.:s Rn,nmss Co,011TTF.E
L·,.ion .,f R,.;;j.J, Cvl:m1bi.1 Jl:o.idp.,/:r,·t ..
liBC.\f will ~hare inform.1rion in a cimdy m.tnncr with
ch.: Provinl·c on lll1cr~in~ is,uc~ for local go,·crnmcnr,
and iniri,ttivt·s rd atin!!-to Fir,c .'\'acion, wd Indigcnoth
prnpk,.
URC.'I( will aJvi,c lor.:al governmi:nt mcmh,rs or.joint
iniriari\c, .rnd cngagt"mcnt wich the Pro\'in~c addrc(,ing
Fim ;,..;~tion~ and Indigcnou, people:~.
·n1c !'Jrtic, will work 1oimlyon iniciari,·c, co fo,tcr
C<jUity, dihr,ity and indu5ion, build undc:rsranding
:111d awar<·nc,, and r,, further la,ting and mnnin~ful
rC'rn tKiharion.
·n1c PHtin may jointly dcn·lvp ,111 implementation
phn tu ,,pcrari,>nali,c ch ?-.[OU, induding a ,1.hcduk·
of m,·cting,.
L'llC).f will montcor tlw progrcs, uf pr,,vin~ia!
information sh:iring, nntifi..:.1tion and .:onsultation "·irh
local go\-crnmrnr, on rdcvam .i~n:-:mcnc~ with First
:-.:ation,.
THIS MOll ~ILL DE Rl:.\'IE.WED thrc )"<'M, tr.nn
rhc dace of signing unlcs, th Part it< j,,indy :l!,;r<'c co
an c.:arli.:r rcvi<:,,.
/1/ I
' / ~-------·-
RRlAS fKESKEL. (~1t1:s1n£sr
L1,,·i .. 11 <:/ Bri1:.,i1 r.nlu,,t1,;., \fu11u:r.1iitu .,
/ / /