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HomeMy WebLinkAbout2008-03-25 Council Meeting Agenda and Reports.pdfDistrict of Maple Ridge COUNCIL MEETING AGENDA March 25, 2008 7.00 p.m. Council Chamber MEETING DECORUM Council would like to remind all people present tonight that serious issues are decided at Council meetings which affect many people's lives. Therefore, we ask that you act with the appropriate decorum that a Council Meeting deserves. Commentary and conversations by the public are distracting. Should anyone disrupt the Council Meeting in any way, the meeting will be stopped and that person's behavior will be reprimanded. Note: This Agenda is also posted on the Municipal Web Site at www.ma lerid e.ca The purpose of a Council meeting is to enact powers given to Council by using bylaws or resolutions. This is the final venue for debate of issues before voting on a bylaw or resolution. 100 CALL TO ORDER 200 OPENING PRAYERS Major Ed Chiu, The Salvation Army 300 INTRODUCTION OF ADDITIONAL AGENDA ITEMS 400 APPROVAL OF THE AGENDA 500 ADOPTION AND RECEIPT OF MINUTES 501 Minutes of the Regular Council Meeting of March 11, 2008 502 Minutes of the Public Hearing Meeting of March 18, 2008 503 Minutes of the Development Agreements Committee Meetings of March 6 (2) and 14(2), 2008 Page 1 Council Meeting Agenda March 25, 2008 Council Chamber Page 2of6 600 PRESENTATIONS AT THE REQUEST OF COUNCIL 601 Earth Hour 2008 700 DELEGATIONS 800 UNFINISHED BUSINESS 801 DP/DVP/105/07, DP/106/07, 11952, 11958 and 11962 224Street Staff report dated February 25, 2008 recommending that the Corporate Officer be authorized to sign and seal DVP/105/07 to vary minimum road carriageway widths, requirements for street trees along McIntosh Avenue and setbacks and further that, the Corporate Officer be authorized to sign and seal DP/105/07 and DP/106/07 in support of a mixed use building including ground floor commercial and three storeys of residential above. (Item deferred from the March 11, 2008 Council Meeting) 900 CORRESPONDENCE 1000 BY-LAWS Note: Items 1001 to 1003 are from the Public Hearing of March 18, 2008 Bylaws for Second and Third Reading 1001 CP/117/07, 27700 Block of 112 Avenue Maple Ridge Official Community Plan Amending Bylaw No. 6546-2008 To amend the conservation boundary Second and third readings 1002 RZ/111/07, 20453 and 20471123 Avenue Maple Ridge Zone Amending Bylaw No. 6552-2008 To rezone from RS-1 (One Family Urban Residential) to RS-1b (One Family Urban [Medium Density] Residential) to permit a 4 lot subdivision. Second and third readings Council Meeting Agenda March 25, 2008 Council Chamber Page 3 of 6 1003 RZ/103/07, 22899 Dewdney Trunk Road Maple Ridge Zone Amending Bylaw No. 6549-2008 To rezone from CS-1 (Service Commercial) to C-2 (Community Commercial) to permit a broader range of professional and retail uses. Second and third readings. Flaws for Final Reading 1004 RZ/119/06, 13080 240 Street Maple Ridge Zone Amending Bylaw No. 6481-2007 Staff report dated March 18, 2008 recommending final reading. To rezone from RS-2 (One Family Suburban Residential) and RS-3 (One Family Rural Residential) to RS-1b (One Family Urban [Medium Density] Residential) to permit subdivision into 5 single family lots. Final reading 1005 Maple Ridge Municipal Officials Indemnification Bylaw No. 6548-2008 To provide indemnification for Maple Ridge municipal officials. Final reading. COMMITTEE REPORTS AND RECOMMENDATIONS 1100 COMMITTEE OF THE WHOLE 1100 Minutes - March 17, 2008 The following issues were presented at an earlier Committee of the Whole meeting with the recommendations being brought to this meeting for Municipal Council consideration and final approval. The Committee of the Whole meeting is open to the public and is held in the Council Chamber at 1:00 p.m. on the Monday the week prior to this meeting. Public Works and Development Services 1101 RZ/109/07, 22965 and 22953 Dewdney Trunk Road Staff report dated March 5, 2008 recommending that Maple Ridge Zone Amending Bylaw No. 6542-2008 to permit the construction of a two -storey commercial building be given first reading and forwarded to Public Wearing. Council Meeting Agenda March 25, 2008 Council Chamber Page 4 of 6 1102 DVP/119/06, 13080 240 Street Staff report dated March 5, 2008 recommending that the Corporate Officer be authorized to sign and seal DVP/119/06 to vary road standards for the subdivision. 1103 Animal Shelter Staff report dated March 12, 2008 recommending that staff be directed to issue a Request for Proposal for a consultant to design the new animal shelter. 1104 2007 TransLink Bicycle Infrastructure Capital Cost Sharing (BICCS) Program Staff report dated March 12, 2008 recommending that the Mayor and the Corporate Office be authorized to sign and execute the 2007 TransLink Bicycle Infrastructure Capital Cost Sharing (BICCS) Program (Block Allocation) Agreement. Financial and Corporate Services (including Fire and Police 1131 Disbursements for the Month Ended February 29, 2008 Staff report dated March 11, 2008 recommending that the disbursements for February 2008 be approved. 1132 2009 - 2013 Business Planning Guidelines Staff report dated March 10, 2008 recommending that the Business Planning Guidelines for 2009 - 2013 be approved. Community Development and Recreation Service 1151 2008 Cemetery Master Plan Final Staff report dated March 11, 2008 recommending the endorsement of the final 2008 Maple Ridge Cemetery Master Plan and that staff be directed to move forward with the recommendation. Council Meeting Agenda March 25, 2008 Council Chamber Page 5of6 Correspondence Other Committee Issues 1200 STAFF REPORTS 1201 Timing of Purchase of Fire Truck Staff report dated March 19, 2008 recommending that staff be authorized to order the fire truck scheduled for purchase in 2009 immediately and that the financial plan be amended accordingly. 1202 Audit Services Staff report dated March 18, 2008 recommending that the agreement with BDO Dunwoody LLP for the provision of audit services be extended for three years through the end of the 2010 audit. 1300 RELEASE OF ITEMS FROM CLOSED COUNCIL 1400 MAYOR'S REPORT 1500 COUNCILLORS' REPORTS 1600 OTHER MATTERS DEEMED EXPEDIENT 1700 NOTICES OF MOTION AND MATTERS FOR FUTURE MEETING 1800 QUESTIONS FROM THE PUBLIC Council Meeting Agenda March 25, 2008 Council Chamber Page 6 of 6 1900 ADJOURNMENT QUESTION PERIOD The purpose of the Question Period is to provide the public with an opportunity to ask questions of Council on items that are of concern to them, with the exception of Public Hearing by-laws which have not yet reached conclusion. Council will not tolerate any derogatory remarks directed at Council or staff members. If a member of the public has a concern related to a Municipal staff member, it should be brought to the attention of the Mayor and/or Chief Administrative Officer in a private meeting. The decision to televise the Question Period is subject to review. Each person will be permitted 2 minutes only to ask their question (a second opportunity is permitted if no one else is sitting in the chairs in front of the podium). Questions must be directed to the Chair of the meeting and not to individual members of Council. The total Question Period is limited to 15 minutes. If a question cannot be answered, it will be responded to at a later date at a subsequent Council Meeting. Other opportunities to address Council may be available through the Clerk's Department who can be contacted at (604) 463-5221. Checked b)r, Date: CORPORATION OF THE DISTRICT OF MAPLE RIDGE DEVELOPMENT AGREEMENTS COMMITTEE MINUTES March 6, 2008 Mayor's Office rr WWOto Gordon Robson, Mayor Chairman Frank Quinn, Acting Chief Administrative Officer Member 1. STATUTORY RIGHT-OF-WAY NO. AA137752. Amanda Allen, Recording Secretary LEGAL: Lot 19, Section 17, Township 12, New Westminster District, Plan 75172 LOCATION: 11745 231B Street OWNER: Gabriella Deamaral REQUIRED AGREEMENTS: Release of Statutory Right -of -Way No. AA137752. THAT THE MAYOR AND CORPORATE OFFICER BE AUTHORIZED TO SIGN AND SEAL THE PRECEDING DOCUMENT AS IT RELATES TO THE STATUTORY RIGHT-OF-WAY NO. AA137752. Chairman CARRIED Frank uinn, Acting Chief Administrative Officer Member 503 8 `° °� 118 AVE. r � N N 7 10 11792 N 9 � r N 11795 BCP 140 8 4 5 11785 11782 Co CqCIO 3 CID m 6 0 11775 N 11772 � � 2 7 U SUBJECT PROPERTY 11762 m 8 11755 11752 20 19 LIZILj 11742 N 18 21 11737 11738 17 N 22 11729 11730 16 11721 23 24 25 15 11715 a\� LO ti a') m co c • 1411705 N N . The Corporation of the District of Maple Ridge 213 13 11697 makes no guarantee regarding the accuracy or present status of the information shown on P 54676 this map. District of Pitt Meadows —-SllverValley ; 11745 231 B STREET { .y N CORPORATION OF Hanaq ; - { THE DISTRICT OF N Albbion t3 MAPLE RIDGE • , District of Langley �Nl PLANNING DEPARTMENT DATE: Mar 6, 2008 FILE: Untitled BY: PC SCALE 1:1,000 Cam' c CORPORATION OF THE DISTRICT OF MAPLE RIDGE DEVELOPMENT AGREEMENTS COMMITTEE MINUTES March 6, 2008 Mayor's Office PRESENT: Gordon Robson, Mayor Chairman Frank Quinn, Acting Chief Administrative Officer Member Amanda Allen, Recording Secretary 1. GO GREEN HOLDINGS INC. LEGAL: Lot Except: Part Dedicated Road on Plan LMP42682, District Lot 5326, Group 1, New Westminster District, Plan LMP41830 LOCATION: 14180 256 Street OWNER: Go Green Holdings Inc. REQUIRED AGREEMENTS: Covenant -Septic THAT THE MAYOR AND CORPORATE OFFICER BE AUTHORIZED TO SIGN AND SEAL THE PRECEDING DOCUMENT AS IT RELATES TO GO GREEN HOLDING INC. Chairman CARRIED Frander uinn, Acting Chief Administrative Officer Me 14301 H co N Rem 10 8 14245 14250 LMP 41830 v co E 0 '420.5 h 142 AVE. 4 r4'8o LMP 41830 LMP 41830 �A 0 3 LMP 41830 2 The Corporation of the District of Maple Ridge makes no guarantee regarding the accuracy 0 i or present status of the information shown on this map. District of Pitt Meadows ; 14180 256 Street S;= ar,�ai,By I N j� CORPORATION OF THE DISTRICT OF N =4.� - . MAPLE RIDGE AAbiw �, District of ,c ,- PLANNING DEPARTMENT SCALE 1:2,000 Langley aso S c DATE: Mar 5, 2008 FILE: Untitled BY: AL R/ver CORPORATION OF THE DISTRICT OF MAPLE RIDGE DEVELOPMENT AGREEMENTS COMMITTEE MINUTES March 14, 2008 Mayor's Office PRESENT: Gordon Robson, Mayor Chairman J.L. (Jim) Rule, Chief Administrative Officer Member 1, RZ/119/06 LEGAL: LOCATION: OWNER: REQUIRED AGREEMENTS: Amanda Allen, Recording Secretary Lot 10, Section 27, Township 12, NWD, Plan 2622 13080 240tO Street 0767322 B.C. Ltd. Rezoning Servicing Agreement - Horse Trail THAT THE MAYOR AND CORPORATE OFFICER BE AUTHORIZED TO SIGN AND SEAL THE PRECEDING DOCUMENT AS IT RELATES TO RZ/119/06 Chairman CARRIED i J.L. (Jim) Ru)e, Chief Administrative Officer Member i I 38 19 18 ^� 13185 13188 13191 9 12 0 � 37 17 20 13tas 13 13175 13178 13181 8 m 13175 14 IL 36 U 16 21 13176 13165 P 2622 13165 131fie m 13171 7 tL 1 5 418 35 13166 m 13157 13155 22 15 13158 13161 6 16 34 23 14 13156 m 5 13147 8 7 ARK rn 13145 13148 13151 314fi v 17 r a 24 13 4 a 13t39 13129 m 33M135 13138 13141 3136 U 1 8 O 13128 26 12 3 19 v' 32 t3131 3128 13125 26 11 2 20 �2 1 13118 13121 13116 21 r 'O, 71 27 10 1 13103 13111 13106 PARK 28 9 13098 ro 131s1 BCP 24019 29 a� 8 13058 t3091 13079 30 co 13051 SUBJECT PROPERTY 31 6 m 130fie 13075 N SCP 9418 13080 c 1 2 3 4 5 m P 2 22 a uLI " m N m N N 133 A AVE. Rem 23 A O 10 11 12 BCP 7889 PARK v 130 AV E. � rn N N a m @ N N 12954 N a 5 2 P 622 w 0 P 794 P 794 m 22 12933 d 35 P 10 46 District of r-- Pitt Meadows 13080 240 STREET - N � N 1 0 4 CORPORATION OF ;Haney j N THE DISTRICT OF La MAPLE RIDGE • , N Albion Districtof T':, YI_� Langley dsm � �_. �_....� � PLANNING DEPARTMENT DATE: Feb 12, 2008 FILE: SD1011108 BY: PC SCALE 1:2,500 r• River q CORPORATION OF THE DISTRICT OF MAPLE RIDGE DEVELOPMENT AGREEMENTS COMMITTEE MINUTES March 14, 2008 Mayor's Office PRESENT: Gordon Robson, Mayor Chairman J.L. (Jim) Rule, Chief Administrative Officer Member 1. DP/092/05 LEGAL: LOCATION: OWNER: REQUIRED AGREEMENTS: Amanda Allen, Recording Secretary Lot 17, Section 27, Township 12, NWD, Plan 2637 Lot 18, Section 27, Township 12, NWD, Plan 2637 24061 132 Avenue & 24000 132 Avenue Gary Lycan Enhancement & Protection Agreement THAT THE MAYOR AND CORPORATE OFFICER BE AUTHORIZED TO SIGN AND SEAL THE PRECEDING DOCUMENT AS IT RELATES TO DP/092/05. Chairman CARRIED x J.L. (Ji ) Rule, Chief Administrative Officer Mem r 13290 36 13286 37 13280 133 AVE 38 13278 a 39 13276 1L K PARK 40 7 9 8 13270 16 41 P2,37 m 13263 13266 v i5 42 0] 13257 13260 43 14 13256 PARK 13253 44 13 13253 N 3247 45 � 12 13246 a 13245 m 46 11 13242 M N 13241 10 47 13238 a 13237 9 48 ti 3236 13233 s 49 Subjec Properties 13231 1° 13230 7 50 P 37 13227 13226 6 51 13223 13220 5 52 13219 t3236 18 17 16 4 13213 13210 53 m 3 54 13207 13206 Q U 2 m m 13205 13255 02 13201 0 1 N 9CP 24019 39 PARK m 10 22 N ti 13595 BCP 7889 11 ae 38 19 is ^� 12 0 13185 13188 13191 9 N 37 20 13175 co 17 13186 13 13175 13178 13181 8 14 36 21 U 16 13176 a 13165 P 2622 13165 13168 13171 7 Cl- 15 35 13166 m 13157 13165 22 13158 15 13161 13158 6 16 N p3 34 23 14 5 T 13147 U 8 7 m 13145 13148 13151 13146 17 13139 = U 33 24 0] 13136 13138 13 13141 13136 4 a U 13129 18 w O 13128 25 12 3 19 32 13131 3126 20 13125 26 11 2 r�r'2j21 rh 13118 13121 13116 21 � '� 27 10 1 13108 131 tl 131p6 PARK District of Pitt Meadows ----� 24000 & 24061 132 Avenue Silver Valley .o i 5 CORPORATION OF Haney m THE DISTRICT OF N MAPLE RIDGE • . District of _ AAbiun �� PLANNING DEPARTMENT Langley @ � SCALE 1:2,618 a DATE: Mar 10, 2008 FILE: DP/092105 BY: JC Rrver MAPLE RIDGE British Cotumbia TO: FROM: DISTRICT OF MAPLE RIDGE His Worship Mayor Gordon Robson and Members of Council Chief Administrative Officer DATE: February 25, 2008 FILE NO: DP/DVP/105/07 DP/106/07 ATTN: C of W SUBJECT: Development Permit and Development Variance Permit 11952, 11958 and 11962 224 Street EXECUTIVE SUMMARY: A Commercial Development Permit, Multi -Family Development Permit, and Variance Permit has been received for properties located at 11952, 11958, and 11962 224 Street. The subject properties are located on a prominent corner within the Regional Town Centre. The applicant proposes to construct a mixed use building, which includes ground floor commercial and three storeys of residential above. RECOMMENDATION: That the Corporate Officer be authorized to sign and seal DVP/105/07 respecting properties located at 11952, 11958, and 11962 224 Street; and further That, the Corporate Officer be authorized to sign and seal DP/105/07 and DP/106/07. DISCUSSION: a) Background Context: Applicant: Owner: Legal Description: OCP: Existing: Zoning: Existing: Surrounding Uses North: Use: Zone: Designation South: Use: Zone: Dave Prakash D B Prakash Properties Ltd Lot: 12, D.L.: 398, Plan: 4076, Lot: 81, D.L.: 398, Plan: 39238, Lot: 82, D.L.: 398, Plan: 39238 Regional Town Centre Commercial C-3 (Town Centre Commercial) Commercial C-3 (Town Centre Commercial) Regional Town Centre Commercial Park P1(Park and School) 1 Designation: Park East: Use: Commercial Zone: C-3 (Town Centre Commercial) Designation: Regional Town Centre Commercial West: Use: Commercial Zone: C-3 (Town Centre Commercial) Designation: Regional Town Centre Commercial Existing Use of Property: Proposed Use of Property: Site Area: Access: Servicing: Previous Applications: b) Project Description: Commercial Commercial & Residential 0.1038 ha (11172.9 ft2) 224 Street, McIntosh Avenue, parking accessed by rear lane Full Urban VP/012/097 The subject property is located within the Regional Town Centre at the corner of 224 Street and McIntosh Avenue. The applicant is proposing a mixed use building which includes ground floor commercial and 3 storeys of residential above. The applicant has submitted a landscape plan, which has been supported by the Advisory Design Panel. The applicant has made efforts to ensure that this proposal is consistent with the Town Centre Concept Plan policies regarding Mixed Use (Commercial Required) such as: 1. In mixed use areas, the maximum building coverage should not exceed 80%. ■ Although the C-3 (Town Centre Commercial) zone allows for a maximum lot coverage of 100%, the applicant has reduced their site coverage to 80.2%, which is very close to the 80% lot covererage suggested in the Town Centre Concept Plan. 2. In mixed -use areas, up to 4 storey buildings are proposed in the near term. 3. To create a consistent street wall and continuous shopping experience, buildings in mixed -use areas should have no setback or a maximum 1.5m setback from the property line. 4. All mixed use buildings should have their primary facades facing public streets. 5. Building size, massing and siting should be consistent with pedestrian scale, accessibility and comfort. 6. For visual interest, balconies can be stepped, shared, small, large, or staggered in design. The applicant has created various balcony designs for visual interest. 7. Street level commercial uses should feature awnings above the sidewalk, which help to buffer noise from street and sidewalk to the residential units above. Such elements also offer weather protection. yM To meet some of the policies within the Town Centre Concept Plan the applicant is requesting variances to the setbacks. The applicant has made commitments to meet the LEED standards and has submitted a LEEDs rationale. The proposed building requires 16 commercial parking stalls, 15 residential parking stalls, and 3 visitor parking stalls for a total of 34 parking stalls. One of the parking stalls will be for disabled persons as required. 27 parking stalls will be located on site. Of those 27 onsite parking stalls 25 will be located underground and 2 will located to the rear of the property. As permitted in the Off -Street Parking and Loading Bylaw, the applicant is proposing to purchase 7 off -site parking spaces at $12,500.00 per space for the commercial uses. The parking spaces will be located at 22558 McIntosh Avenue, which is near the transit exchange. A loading zone has been provided at the rear of the property, which will accommodate the type of delivery trucks they anticipate for the commercial uses. c) Planning Analysis: Commercial Development Permit Area The purpose of a Commercial Development permit is to foster attractive commercial areas that is compatible with adjacent development and enhances the unique character of the community. The key concepts are as follows: 1. Avoid conflicts with adjacent uses through sound attenuation, appropriate lighting, landscaping, traffic calming and the transition of building massing to fit with adjacent development. • The existing development is surrounded by commercial uses. • Landscaping plans have been submitted and are supported by the Advisory Design Panel. • Although the rear lane is narrow, the applicant has opted to setback the rear parking spaces and loading space to allow for a better turning radius_ 2. Encourage a pedestrian scale through providing outdoor amenities, minimizing the visual impact of parking areas, creating landmarks and visual interest along street fronts. • The applicant is proposing areas for outdoor seating at the rear of the property. • A curving canopy along 224 Street and McIntosh Avenue has been proposed for weather protection. • Pavers are proposed below the canopy and follow curve of the canopy to enhance the streetscape. • The majority of on -site parking is located underground; rear parking will be partially screened with lower growing plants while still allowing for some visual clearance_ • The corner offers two interesting cylindrical elements made of glass that is carried from the ground floor up. • The applicant is proposing a unique curved roof to offer a modern look to the town centre. 5912 3. Promote sustainable development with multimodal transportation circulation, and low impact building design. • The subject property is located close to public transportation. • The proposed canopy and outdoor spaces create more inviting areas for pedestrian circulation. 4. Respect the need for private areas in mixed use development and adjacent residential areas. • The surrounding uses are commercial. • Each residential unit will have its own private balcony. 5. The form and treatment of new buildings should reflect the desired character and pattern of development and adjacent residential area by incorporating appropriate architectural styles, features, materials, proportions and building articulation. • The use of brick ties in with the civic buildings nearby and offer a modern look similar to the ACT. • The modern look of the building could be precedent setting for future development within the town centre. Multi -Family Development Permit Area The Multi -Family Development Permit Area was established to enhance existing neighbourhoods with compatible housing styles that meet diverse needs and minimize potential conflicts on neighbouring land uses. The key concepts are as follows: 1. New development into established areas should respect private spaces, and incorporate local neighbourhood elements in building form, height, architectural features and massing. • The use of brick and glass on the proposed building relates to the neighbouring civic buildings. • The height and massing is similar to surrounding buildings_ 2. Transitional development should be used to bridge areas of low and high densities through means such as stepped building heights, or low rise ground oriented housing located to the periphery of higher density developments. • The proposed development fits in with the density of the surrounding properties. 3. Large scale development should be clustered and given architectural separation to foster a sense of community, and improve visual attractiveness. • The proposed mixed use development is clustered with other commercial uses. -4- 4. Pedestrian circulation should be encouraged with attractive streetscapes attained through landscaping, architectural details, appropriate lighting and by directing parking underground where possible or away from public view through screened parking structures or surface parking located to the rear of the property. • The applicant has proposed a curved canopy along 224 Street and McIntosh Avenue for weather protection for pedestrians. • Pavers have been proposed which follows the line of the curved canopy. • The majority of parking is located underground and surface parking is located to the rear. Development Variance Permit Zoning Bylaw The applicant has requested the following setback variances. Required Setback (m) Proposed Setback (m) First Floor Rear 6.0 4.8 Second Floor Rear 6.0 5.7 Third Floor Front 7.5 0.6 Rear 7.5 5.7 Fourth Floor. Front 7.5 0.5 Rear 7.5 5.6 Exterior Side 4.5 0.0 Interior Side 4.5 2.9 The variance request for the first floor is to allow the canopy to extend further into the setback to enhance weather protection for customers. The proposed canopy does not extend into public right-of-way; however, the Town Centre Concept Plan suggests that "Street level commercial uses should feature awnings above the sidewalk..." The variances on the second floor are required for the balcony, which is a unique circular shape which adds interest to the building and give the resident more outdoor living space. It also facilitates "eyes on the street" as suggested in the Town Centre Concept Plan. The variance requested for the front of the third and fourth floors complies with the policies of the Town Centre Concept Plan which states that "To create a consistent street wall and continuous shopping experience, building in mixed -use areas should have no setbacks or a maximum 1.5 m setback from the front property line." Also, to compensate for this relaxation, the applicant has proposed to increase the front and exterior side setback to approximately 1.5 m from the front and 1.75 m from the exterior side, which will allow for improved pedestrian circulation since both these sidewalks are narrow. -5- The variances to the rear, exterior side, and interior side of the third and fourth floor have been requested to avoid a tier -shaped building that is created by the setback requirement in the C-3 (Town Centre Commercial). Subdivision and Development Servicing Bylaw The applicant is also requesting variances to the required road carriageway width of McIntosh Avenue, the required lane width, and the requirements for street trees along McIntosh Avenue as per the Subdivision and Development Servicing Bylaw. The Engineering Department's comments state that "Street trees are likely not possible on McIntosh Avenue so the landscaping plan will need to take this into consideration". The applicant has considered this and has offered various planters and plants on the second floor. The applicant has also proposed narrow trees to the rear of the property. The applicant is requesting that the existing road carriageway width remain the same. The Engineering Department has stated that "variances will be needed for a reduced road standard on McIntosh Avenue and in the lane. The constructed road width of both frontages will remain as they are due to the limited road allowance available. The existing road is approximately 6.Om wide and the lane is approximately 4.6m wide. The required widths are 11.6m and 6.Om respectively." d} Advisory Design Panel: That the Advisory Design Panel supports the general concept as presented with the following recommendations to go back to the Planning Department • Ground floor to resemble more of a Commercial appearance The ground floor has large windows and with the addition of appropriate signage, the ground floor will resemble more of a Commercial appearance. • Design development consider location of street trees and shading of ground floor The applicant has identified the existing street trees on the landscape plan as suggested by the Panel. Since it is not possible to have street trees along McIntosh Avenue, as suggested by the Engineering Department, the applicant has provided planters and trees at the rear. M • Design development encourage the appropriate detailing for the junction of different materials The applicant will be working with the manufacturer of the flush metal panels to create customized panels for the project to ensure that the junction of materials will fit. The junction detailing will also be included in the building permit drawings. • Design development address the size of the smaller living rooms The units in question were those on the south east corner. The applicant has adequately enlarged those living rooms by making adjustments to the bedroom sizes. The bedrooms are still of adequate size. • Applicant to provide a final materials board to Planning staff The applicant has submitted the materials and colour board attached. v Applicant to submit a statement on sustainable initiatives on the project The applicant has submitted a statement.. The Planning Department is satisfied that the applicant has met the above recommendations from the Advisory Design Panel. e) Financial Implications: A refundable security in the amount of 2.5% of the total construction costs will be required with this Development Permit. Based on an estimated construction value of $2,500,000.00 the security will be $62,500.00. -7- CONCLUSION: The subject property is a prominent site with the Regional Town Centre. The applicant has proposed a building which meets the intent of the Commercial Development Permit and Multi - Family Development Permit Area. The form and character of the proposed building relates well to surrounding properties and encourages pedestrian circulation. The applicant has also made significant efforts to meet many of the Town Centre Concept Plan policies. The requested variances further support the Town Centre Concept Plan. Therefore, it is recommended that DVP/105/07, DP/105/07, DP/ 106/07 be given favourable consideration. Prepared dina Le g Plan,Qing Technician proved J 1icker' , TVtCP, MCIP bimGt1ofpf Planning ,approved by: Frank Quinn, MBA, P.Eng ZM: Public Works & Develo ent Services Concurrence: J.V (Jim) Rule C ief Administrative Officer WF.. The following appendices are attached hereto: Appendix A: Subject Map Appendix B:. Site Plan Appendix C: Elevation Drawings Appendix D: Colours and Materials Appendix E: Rendering Appendix F: Landscape Plans Append,k A 1zo21 Rem 26 � 2 52 12026 Rem. C\l It CL LO It P 45 qt 00 Cr) 1 ce) n 27 T LO B CIO M m N N N N N N N DEWDNEY TRUNK RD P 61856 ao CIO EP 9471 N� 130 11998 P 67041 oh O N Q. N co N (�O m N N N N N_ N � N A E P 11502 N *� 6 N 5 Q °' N r i 11992/94 103 N N 7 N `' Q w co 1 SUBJECT PROPERTIES LMP 46699 P3 06 a 11982/86 WIN TOS 11955/65 06 A 11969 11968/70 1 W A P 4076 N 17 .. C� 20 c f B 11965I67 a o 11962 8 P 39238 LL m LD � RP 52529 11958 111952/54 81 IN CL co N N FI Il Pd. C1955 12 N � N P 4076 N 11 MCINTOSH AVE NWS 267M M o 1 11939 N N RP78676151 LP 77311 Rem. P 74119 118 P 60562 P 6 24 P 3206 44 B A 11915/19 41 (0 11909 r 1 Leisure Complex n n m E cn LO co cp r~ 11925 N N N N N (P 32Q6) LMP 46997 1119 AVE Cl) co 7 5 N 6N District of Pitt Meadows N SCALE 1:1,500 District of Langley 0 8 11893/95 �Silre"rvalley j 11952/58/62 224 STREET I N CORPORATION OF i o — THE DISTRICT OF . • • , MAPLE RIDGE AA6i8n ,t, I PLANNING DEPARTMENT - G DATE: Doc 11, 2007 FILE: DP1105107 BY: PC River &fend* 6 � I I amF 1PPet?d,X � OY'4t YO'f 9L'Z ZO'£ ZFE m ME a (Ieard�Cy) avl� 6�Jadotd — II II II I I III I I I I I I I I I I I I I I I I I C m II � II I I C �I I m� II — II I� 11 I I I I � m aut'� d�Jadosd t. N N Aprend ;X C ot'sl YO'£ 91-Z f ZO'£ ZaT A O O O O 4 O [ O Cz � � b 'd' '-0 C T � C C U � V fii 0 .. O r. O O O O C=. GS U W G7 L 0 0 r:. A icy) aul'I M ipodoidIri OI II wl LII mk oll I III wI II I "II P°II I II I II I II P. . US I 11 4 II I II I fl 1 II I II 4 II I II I II I I II l II I II I fl i II I I! w I II x � III P F„ III i Ifl III III lli I! I I fIf �I I I m o LIE of �v k,ll i II III III I I I I III (I©ufd,c,,) au.1 Alradead Apfend;X C _o _c D 0 � � v •o a O co N s a 0 L m ^ m m U LA v L) C* m U W � v � m � R u Im P O U w D w m U W �W L O a w (leaidly) amp �i"�1ad01d I I IY Ln on � II ¢ III d m III L� II U � / IYI III III � bo III � y yF lil cvo E II m v I ll I II 1 II I Ik y m �w m I k II VI 'il II I I I Y r I 41 IV n u Ik n 2�v v I v Y d n II as I II I ll f II t n Y II I III LI Oil °o I G I, wl UII mEl POI I EI I I� (Inogdiy) aurj X1.1adoad ,gyp'fe 706- WE F N U y 0 t y m C IY Q N w y b O b h 0 � m 00 O DO h m D ^ 0] 00 O O ,O avid � dO.kd I II I II I II I II I II I II I II I II I II I II I II I II I r-I I I I II I II If II II N ! 1 f! I II r 1! a r f! I II I I1 I I! Ir r rr r! d �+ II I I !r II r r rl II f I !! II r r II II I r II II ! I I! rI I---II----- r I I Ir I r II II I! II II ! 11 I rr II ! rl II r II � Ir it 1! II 11 rr II f! li `EI IE II U li I I I I I it � II I II I II I II I II f II (iaDidtCy) aucZ v Xl-WdOld A m Aff end'x .0 COLOUR BOARD Sloped Metal Roof: Light Beige Brown Roof Fascia: White Capping Flush Metal Panel: Metal Roof: Light Beige Brown Any painted concrete to match the same light beige brown. Flush Brick Veneer: Alean Dee Red Colour (Castle Grey Colour) or P Reynolds Reynobond or equivalent Deck Guardrails: Sandblasted Glazing and Factory White Paint Frames Windows: Green Tint and Silver Anodized Aluminum Frames to match Curtain Wall Ca PP� g in and Frames: White Capping and Paint Curtain Wall: Green Tint with lighter coloured Spandrels and Silver Anodized Aluminum Frames (to match Civic Building) South Elevation (McIntosh Avenue) Brick Veneer Deep Red (Not to Scale) x ' cc Pk U sa P �z �@ n N x I VA Lane u 7aa11C U]i�� TJ CORPORATION OF THE DISTRICT OF MAPLE RIDGE BYLAW NO. 6546-2008 A Bylaw to amend the Official Community Plan WHEREAS Section 882 of the Local Government Act provides that the Council may revise the Official Community Plan; AND WHEREAS it is deemed desirable to amend Schedules "B" & "C" to the Official Community Plan; NOW THEREFORE, the Municipal Council of the Corporation of the District of Maple Ridge, in open meeting assembled, ENACTS AS FOLLOWS: 1. This Bylaw may be cited for all purposes as "Maple Ridge Official Community Plan Amendment Bylaw No. 6546-2008 2. Schedule "B" is hereby amended for that parcel or tract of land and premises known and described as: West Half Lot 15, Section 17, Township 15, New Westminster District Plan 1779 and outlined in heavy black line on Map No. 747, a copy of which is attached hereto and forms part of this Bylaw, is hereby redesignated to Rural Residential. 3. Schedule "C" is hereby amended for that parcel or tract of land and premises known and described as: West Half Lot 15, Section 17, Township 15, New Westminster District Plan 1779 and outlined in heavy black line on Map No. 748, a copy of which is attached hereto and forms part of this Bylaw, is hereby amended by removing Park. 4. Maple Ridge Official Community Plan Bylaw No.6425-2006 is hereby amended accordingly. READ A FIRST TIME the 12th day of February, A.D. 2008. PUBLIC HEARING HELD the 181hday of March, A.D. 2008. READ A SECOND TIME the day of , A.D. 200 . READ A THIRD TIME the day of , A.D. 200 . RECONSIDERED AND FINALLY ADOPTED, the day of , A.D. 200 . MAYOR CORPORATE OFFICER 1001 77,3'74 7 B 9 2.023 hp. 2.023 ha. 2.023 hp- P 1779 '�PP054 6 zaz3 np- J1.j30 d N 113 AVE. 20.1 cn � � N d J F 13 14 W 1 /2 15 E 1 /2 15 W 185' 16 Rem 16 1 P 1779 "LM � P 1779 N 2.023 hp. 1.012 np- 1.012 hp. 1.170 hp, t 0.854 hp- i 2.02 2.023 na. e PARK 20.1 ry H ry ry ry � O N h N 26 24 23 22 CO 2-9 MAPLE RIDGE OFFICIAL COMMUNITY PLAN AMENDING Bylaw No. 6546 Map No. 747 From: Park To: Rural Residential i MAPLE RIDGE 1:2500 71374 7 8 9 MAPLE RIDGE OFFICIAL COMMUNITY PLAN AMENDING Bylow No. 6546-2008 Map No. 748 PURPOSE: TO REMOVE PARK ,. -� 1:2500 2.02Ln 3 cME British CoLumbia o CORPORATION OF THE DISTRICT OF MAPLE RIDGE BYLAW NO. 6552-2008 A Bylaw to amend Map "A" forming part of Zoning Bylaw No. 3510 -1985 as amended. WHEREAS, it is deemed expedient to amend Maple Ridge Zoning Bylaw No. 3510 - 1985 as amended; NOW THEREFORE, the Municipal Council of the Corporation of the District of Maple Ridge, in open meeting assembled, ENACTS AS FOLLOWS: 1. This Bylaw may be cited as "Maple Ridge Zone Amending Bylaw No. 6552-2008." 2. Those parcels or tracts of land and premises known and described as: Lot 2, Except: Firstly Parcel A (Explanatory Plan 26442) and Secondly Part on Plan 74861, District Lot 276, Group 1 New Westminster District Plan 12262 Parcel A (Explanatory Plan 26442) of Lot 2 Except: Part Dedicated Road on Plan LMP6719, District Lot 276 Group 1 New Westminster District Plan 12262 and outlined in heavy black line on Map No. 1421 a copy of which is attached hereto and forms part of this Bylaw, are hereby rezoned to RS-1b (One Family Urban (Medium Density) Residential) 3. Maple Ridge Zoning Bylaw No. 3510 - 1985 as amended and Map "A" attached thereto are hereby amended accordingly. READ a first time the 26t" day of February, A.D. 2008. PUBLIC HEARING held the 18t�l day of March, A.D. 2008. READ a second time the day of READ a third time the day of RECONSIDERED AND FINALLY ADOPTED, the day of MAYOR , A.D. 200 . , A.D. 200. , A.D. 200. CORPORATE OFFICER 1002 P 72 64 22409 m 6� 7 N A 9 �°, 3 ry ry 4 P L32 7 � o LMP 1229 co N 20324 d 72401 co 921 LO 1011 �12 N 15.0 O [l a 123 B AVE. �03000 20395 13 [� N 123 B AVE. 20491 2 N 3 N 4 0-15 12367 r 20492 P 8325 19 / cod `a '� Rem 5 ��r4 0.424 ha P 43216 //Q� 18 � i�17� 16� R 15 cc 5 P 37662 P 4861 N 26442 BP —74 0 Rem 45 Rem 42 43 P 12262 P 7 017It Rem A Rem 2 1 2 � -1 LMP 300 rn IN11) � � �2 rn 60 �1 N2 h N N � N �� LMP 6759 LLMP6713,, 71 N LMP 7351 0 00 0 N N - 08 25 0 0 0 0 0 0 00 0 0 0 N N N N N N N N N N N N 15931219 24 26 27 P 22101 1 2 A B 1 2 3 4 cn 12282 3 BCP 291 L P 277 4 BCP 750 10 p 23M 215 �0 BCP 1150LMP 5108 12275 12272 5 6 7 8 A B �2 %3 N 11 18.0 22 0 0 0 0 0 o 0 o ry 72269 N N 12 ?0 122 B AVE. 00 � T MAPLE RIDGE ZONE AMENDING Bylaw No. 6552-2008 Map No. 1421 From: RS-1 (One Family Urban Residential) To: RS--1 b (One Family Urban (Medium Density) Residential) 1:1500 CORPORATION OF THE DISTRICT OF MAPLE RIDGE BYLAW NO. 6549-2008 A Bylaw to amend Map "A" forming part of Zoning Bylaw No. 3510 -1985 as amended. WHEREAS, it is deemed expedient to amend Maple Ridge Zoning Bylaw No. 3510 - 1985 as amended; NOW THEREFORE, the Municipal Council of the Corporation of the District of Maple Ridge, in open meeting assembled, ENACTS AS FOLLOWS: 1. This Bylaw may be cited as "Maple Ridge Zone Amending Bylaw No. 6549-2008." 2. That parcel or tract of land and premises known and described as: Lot A, Section 20, Township 12, New Westminster District Plan LMP1505 and outlined in heavy black line on Map No. 1420 a copy of which is attached hereto and forms part of this Bylaw, is hereby rezoned to C-2 (Community Commercial) 3. Maple Ridge Zoning Bylaw No. 3510 -1985 as amended and Map "A" attached thereto are hereby amended accordingly. READ a first time the 26th day of February, A.D. 2008. PUBLIC HEARING held the 18th day of March, A.D. 2008. READ a second time the day of READ a third time the day of RECONSIDERED AND FINALLY ADOPTED, the day of MAYOR , A.D. 200 . , A.D. 200. , A.D. 200, CORPORATE OFFICER 1003 L — P 4 4 8 5 8 12095 7< ' 12095 326 EP 4294 244 245 EN 4294 72085 � � 315 242 243 � 263 264 265266 15.2 c� 72065 Lc) 327 a 316 72079 N 72097 12084 N 12055 PURDEY AVE. 320 317 i P 4 7 8 0 4 15.2 Rern, c� t N N N o, 319 318 260 261 _ 2 6 22' n' 30�00 _3130 ; 1 �' 2 �' 3 `�' 4 N 5 RW 262 O�n�,, -�0 pi 842P1 P 44292 �� � � , 2 3 L M P 1505 1 5 RCP "903 A », LOT 1 0.543 ha , P 77489 -22904;� b� �0861 P S4291~ N--- N N cD N rsi DEwDNEY N RW 80199 I LO N V L M P 42856 15.2 1 �� IN IN P 5801 P 1 P 68237 Rem 220 229 230 231 2`' 0 0.621 ho Pcl 1 4 Co /RW 15258 158 157 P 4 788 - --- 156 155 154 153 152 151 L� h h MAPLE RIDGE ZZCNE AK/IE["JDIMG Bylaw No. 6549-2008 Map No. 1420 From: CS-1 (Service Commercial) To: C-2 (Community Commercial) i \ 1;� 500 MAPLE RIDGE DISTRICT OF MAPLE RIDGE British Columbia TO: His Worship Mayor Gordon Robson DATE: March 18, 2008 and Members of Council FILE NO: RZ/119/06 FROM: Chief Administrative Officer ATTN: COUNCIL SUBJECT: Final Reading: Zone Amending Bylaw No. 6481-2007 13080 240 ST EXECUTIVE SUMMARY: Bylaw 6481-2007 has been considered by Council on June 26, 2007 for first reading and was forwarded to the July 17, 2007 Public Hearing. Council subsequently granted 2t,d and 3rd reading on July 24, 2007. The applicant has requested that final reading be granted. The purpose of the rezoning is to permit the subdivision into 5 lots not less than 557 mz. RECOMMENDATION: That Zone Amending Bylaw No. 6481-2007 be adopted. DISCUSSION: a) Background Context: Council considered this rezoning application at a Public Hearing held on July 17, 2007. On July 24, 2007 Council granted 2nd and 31d reading to Maple Ridge zone Amending Bylaw No. 6481- 2007 with the stipulation that the following conditions be addressed: 1. Registration of a Rezoning Services Agreement including the deposit of security as outlined in the Agreement, which will include the trail construction; 2. Registration of a Section 219 Covenant for a Geotechnical Report that addresses the suitability of the site for the proposed development; 3. Road dedication as required; 4. Park dedication as required. 5. Removal of the existing buildings; 6. Discharge of the Cross Access Easement Agreements (Plan 66735 and Plan 58430) from the property title; The following applies -to the above: 1. The Rezoning and Services Agreement has been submitted to the District with a Letter of Undertaking from the applicant's notary promising to register the document at the Land 1004 Tiles Office upon execution by the District. The Security outlined in the agreement has been paid. 2. A Section 219 Covenant for a Geotechnical Report that addresses the suitability of the site for the proposed development has been registered on title. 3. A road dedication plan has been signed by the Deputy Approving Officer. 4. A park dedication plan has been signed by the Deputy Approving Officer. 5. A Demolition Permit was issued by the Permits Department on October 30, 2007. A Building Inspector has since confirmed the complete removal of the buildings. 6. The proponent has provided a new State of Title showing that the above noted access easements have been discharged. CONCLUSION: As the applicant has met Council's conditions, it is recommended that final reading be given to the bylaw. Prepared by: Jen Ci1Cos P(ar gTrhnician � Il , MCIP Planning Approved b . PkaLnJ,(Quin T-, VIBA, P.Eng GM: Pub" Works & Development Services Concurrence: J. L. Ji u e -Chief Administrative Officer JC/dp The following appendices are attached hereto: Appendix A: Bylaw 6481-2007 -2- CORPORATION OF THE DISTRICT OF MAPLE RIDGE BYLAW NO.6481-2007 A Bylaw to amend Map "A" forming part of Zoning Bylaw No. 3510 - 1985 as amended. WHEREAS, it is deemed expedient to amend Maple Ridge Zoning Bylaw No. 3510 - 1985 as amended; NOW THEREFORE, the Municipal Council of the Corporation of the District of Maple Ridge, in open meeting assembled, ENACTS AS FOLLOWS: 1. This Bylaw may be cited as "Maple Ridge Zone Amending Bylaw No. 6481-2007." 2. That parcel or tract of land and premises known and described as: Lot 10, Section 27, Township 12, New Westminster District Plan 2622 and outlined in heavy black line on Map No. 1392 a copy of which is attached hereto and forms part of this Bylaw, is hereby rezoned to RS-lb (One Family Urban (Medium Density) Residential) 3. Maple Ridge Zoning Bylaw No. 3510 - 1985 as amended and Map "A" attached thereto are hereby amended accordingly. READ a first time the 26th day of June, A.D. 2007. PUBLIC HEARING held the 17th day of July, A.D. 2007. READ a second time the 24th day of July, A.D. 2007. READ a third time the 24th day of July, A.D. 2007. RECONSIDERED AND FINALLY ADOPTED, the day of , A.D. 200. MAYOR CORPORATE OFFICER 131780 36 f 1 014 U 13176 N 13155 P 2622 13165 1316821 I� — � 13171 07 7 15 35 131s6 U 13157 22 �, 15 op 13155 13156 13161 6 rn 16 13156 a, 34 23 v 14 Q 13147 5 17 8 13145 13748 m 1.3151 c j 13146 13139 v 33 24 }� 13 131,38 13141 4 U 13129 18 13135 1312825— I 123131 13136 3 19 2.023 ha. 32 13125 11 13126 20 26 13116 13121 2 13116 21 10 13108 27 I 13117 13106 �� PAR K 28 I CD 9 13D9a d 13101 BCP 24019 29 f �' 8 13D91 13D88 U 4 13078 30 m f m 7 13081 m 13068 31 6 13071 LN BC 1941 13080 1 In 2 �31 4�v a 5 P CL w 130 A AVE. A � 1Q 11 r 0 FB7889 Ln 0 QARK 2.023 ha. 2.023 ha. 20 ha P 19417�/ o LL N/ RW 58430 N 13❑ AVE. F2954 MAPLE RIDGE ZONE AMENDING Bylaw No. 6481 —2007 Map No. 1392 From: RS-2 (One Family Suburban Residential) and RS-3 (One Family Rural Residential) To: RS-1 b (One Family Jrban (medium density) Residential) MAPLE RIDGE 1 :2000 Corporation of the District of Maple Ridge Bylaw No. 6548-2008 A Bylaw to provide for the indemnification of municipal officials WHEREAS Council may, by bylaw, provide for the indemnification of municipal officials; AND WHEREAS it is deemed expedient that all municipal officials be afforded protection in the exercise of their respective powers and the performance of their respective duties on behalf of the Corporation of the District of Maple Ridge; NOW THEREFORE, the Municipal Council of the Corporation of the District of Maple Ridge enacts as follows: Citation 1, This Bylaw shall be cited for all purposes as "Maple Ridge Municipal Officials Indemnification Bylaw No. 6548-2007". Definitions 2. in this bylaw: "District" means the District of Maple Ridge "Council" means the Council of the District of Maple Ridge "indemnify" means the payments of amounts required or incurred a) to defend an action or prosecution brought against a person in connection with the exercise or intended exercise of the person's powers or the performance or intended performance of the person's duties or functions, b) to satisfy a judgment, award or penalty imposed in an action or prosecution referred to in paragraph (a) or c) in relation to an inquiry under the Public Inquiry Act, or to another proceeding, that involves the administration of the District or the conduct of District business but does not extend to a fine that is imposed as a result of a municipal official's conviction that is not a strict or absolute liability offence. ,'municipal official" means a person defined as such in Section 287.2 of the Local Government Act. Indemnification 3. The District shall indemnify and continue to indemnify its municipal officials and pay legal costs incurred in a court proceeding arising out of any such claim provided that and so long as the municipal official to be indemnified: a) does not admit or assume liability, enter into a settlement, or enter any plea of guilt, .except with the approval of Council given by resolution; b) has within forty-eight hours of being served with any process initiating or advancing a step in an action, application, prosecution, or other judicial proceeding, delivered the same to the District's Corporate Officer; 1005 c) consents in writing to the District having the sole discretion to appoint and instruct counsel, conduct all necessary investigations, to have full conduct of the defence of the claim, to enter into settlement negotiations and, where appropriate, settle the claim, action or prosecution; d) assists the defence, the District and the defence counsel, including by giving truthful evidence, securing information, evidence and witnesses and by cooperating with the City and defence counsel in the defence of the action or prosecution. 4. Where a Court makes a finding in an action or prosecution, that the municipal official being indemnified under this Bylaw: (a) exercised powers or acted in the performance of functions or matters not within the municipal official's powers, duties orfunctions; (b) was dishonest or grossly negligent, or engaged in malicious or willful misconduct; or (c) acted contrary to the terms and conditions of employment or contrary to an order given by a person in authority over that municipal official; or (d) has libeled or slandered a person or person; the duty to indemnify shall cease and the municipal official must reimburse the District for all amounts expended by the District in the conduct of the defence, and the District shall not be obligated to pay any judgment, award made in respect of, or penalty imposed on the municipal official. Severability 5. if any portion of this bylaw is declared invalid by a court of competent jurisdiction, then the invalid portion must be severed and the remainder of the bylaw is deemed valid. Repeal 6. Maple Ridge Indemnification By-law No. 5886-2000 is repealed. READ a first time on the 11th day of March, 2008 READ a second on time the 11th day of March, 2008 READ a third time on the 11th day of March, 2008 RECONSIDERED and ADOPTED this day of , 2008 MAYOR CORPORATE OFFICER -2- MAPLE REIJGEDISTRICT OF MAPLE RIDGE 9r�[ish CeWmaia I TO: His Worship Mayor Gordon Robson DATE: March 5, 2008 and Members of Council FILE NO: RZ/109/071 FROM: Chief Administrative Officer ATTN: C of W I SUBJECT: First Reading Maple Ridge Zone Amending Bylaw No.6542-2008 22965 and 22953 Dewdney Trunk Road EXECUTIVE SUMMARY: An application has been received to rezone the subject property from RS-1 (One Family Urban Residential) to C-2 (Community Commercial), to permit a two -storey commercial building. This application is in compliance with the Official Community Plan. RECOMMENDATIONS: 1. That Zone Amending Bylaw No. 6542-2008 be given first reading and be forwarded to Public Hearing; and 2. That the following terms and conditions be met prior to final reading. i) It will be necessary to file a Cross Access Easement Agreement at the Land Title Office; ii) Consolidation of the development site; iii) Removal of the existing buildings; iv) Council approval of a Development Variance Permit for the minimum depth of a C-2 (Community Commercial) lot. DISCUSSION: a) Background Context: Applicant: PJ Lovick Architect Ltd Peter James Lovick Owner: 0757765 BC Ltd Legal Description: Lot: 311 & 312, Section: 20, Township: 12, Plan: 45071 i K [IS J A Zoning: Existing: Commercial Existing: RS-1 (One Family Urban Residential) Proposed: C-2 (Community Commercial) Surrounding Uses North: Use: Single Family Residential Zone: RS-1(One Family Urban Residential), Designation Urban Residential South: Use: Single Family Residential Zone: RS-1 (One Family Urban Residential) Designation: Urban Residential East: Use: Lordco Auto Parts Zone: CS-1 (Service Commercial) Designation: Commercial West: Use: Tim Horton's (Drive-thru Restaurant) Zone: CS-1 (Service Commercial) Designation: Commercial Existing Use of Property: Single Family Residential, Vacant Proposed Use of Property: Commercial Site Area: 3,367 m2 (0.832 acres) Access: Dewdney Trunk Road, Access Easements over properties to west and east. Servicing: Full Urban (existing) b) Project Description: An application has been submitted to rezone the properties located at 22965 and 22953 Dewdney Trunk Road from RS-1 (One Family Urban Residential) to C-2 (Community Commercial) to permit the construction of a new two -storey commercial building. The proposed building is approximatly 1,200 square metres and as per the zoning bylaw, the second storey is less than 50% in area than the main floor. The applicant is specifically interested in the C-2 (Community Commercial) zone as it allows "indoor commercial recreation" as a permitted principal use to support a potential dance studio for on the second floor of the building. The future consolidated lot will front onto Dewdney Trunk Road and sit between Lordco and Tim Horton's. An access easement currently exists on both neighbouring sites. It is intended that a cross access easement over the subject site will connect with the existing easements on the adjacent lots to ensure vehicular connectivity with the neighbouring commercial properties. The building has been situated to align with the Lordco building to the west to maintain the drive aisle configuration common to both properties. -2- In addition to the inter -lot connectivity, the commercial building proposes an access off of Dewdney Trunk Road that is supported by the Engineering Department. The development has provided 47 parking spaces, which exceeds the 41 spaces required for this project. The sidewalk will remain as it currently exists and has been reviewed by the Engineering Department to be in compliance with municipal standards and is consistent with the street presence of the adjoining sites. The plan includes landscaping at both the front and rear of the property as well as some landscaping in the parking lot. Landscaping will be further discussed with the Development Permit application in a report to Council at a later date. c) Planning Analysis: Official Community Plan: The properties are designated General Commercial in the Official Community Plan and the proposal complies with this land use designation. Zoning Bylaw: A preliminary review of the plans in relation to the Zoning Bylaw requirements has revealed that the proposal will require two variances. The applicant is proposing to consolidate the two properties which together meet the minimum lot width and the lot area requirements of the C-2 (Community Commercial) zone, however, the lot will not meet the 70 metres lot depth requirement. The second variance is to increase the height by 0.7 metres in order to construct an elevator to access the second floor and maintain handicap accessibility. As such, a Development Variance Permit application has been received to vary the following: 1. To vary the minimum lot depth from the 70 metres required to the 64 metres available. 2. To vary the maximum building height in the C-2 (Community Commercial) zone from 7.5 metres to 8.2 metres proposed. These variances will be reviewed in a future report to Council. Development Permits: The proposed design of this development will have to be consistent with the Commercial Development Permit Guidelines for form and character as per Section 8.5 of the Official Community Plan. An application for the Development Permit has been received and will be the subject of a future Council Report. Advisory Design Panel: The proposed project was reviewed by the Advisory Design Panel on February 12, 2008 at which time, the Panel supported and commended the applicant on the design and supports the proposed variance. -3- d) Interdepartmental Implications: Engineering Department: A review of servicing requirements by the Engineering Department indicates that urban services exist in this neighbourhood and a Rezoning Development Agreement is not required. Any additional servicing that may be required will be achieved at the Building Permit stage. Fire Department: The Fire Department has reviewed the proposed development and has provided the applicant with information on required fire safety plans and fire department connections. These details will be achieved at the Building Permit stage. CONCLUSION: As the proposed development complies with the Official Community Plan, it is recommended that this application be favourably considered and be given first reading and forwarded to Public Hearing. C-1 Prepared by: n Csikos Planning Technician sexing MCP, MCIP of Planning Approved IZ�. Frank Quinn, MBA, P.Eng GM: Public Works & Development Services Concurrence: J L. (Jim) Rule hief Administrative Officer JC/dp The following appendices are attached hereto: Appendix A - Subject Map Appendix B - Bylaw No. 6542-2008 Appendix C - Site Plan / Landscape Plan Appendix D - Elevations / Renderings MAE 258 268 w 281 2105 u)i 12110 12105 12104 rn 04 N 259 267 282 2095 12094 12095 12094 12085 283 45 263 264 265 266 12084 12087 12084 � rn N N rn N 284 N N 12074 AVE. 12064 C) M 't0 310 N `V N09NN LO 3 ~ 00 0)00 313 1 2 3 5 00 o P 84291 P 4507 n �I d n 10 12107 9 12073 P 15849 8 12067 co 112057 00 2 12053 a 38 12041 P 32509 505 BCP 22903 P 450 1 "A" LOT 1 312 311 A 0) 0) 00 N N N d) N N M LO M N N BCP 9320 LO r oo 0) 0) N N N N P 84291 DEWDNEY TRUNK ROAD Appe4d;x A 374 12 00 32 N LO 375 12106 1 Q- 457 a 377 31 rn 37 12064 CD 2301 P 20969 a-23011 30 379 12056 1 23°°9 12048 2 04 380 12036 3 U 12022 m (BCP 8273) A P LO O co N CD O N Cl) V LO ((00 N It N It N It CDco O _ N r` N LO N N N N N 00 N 215 N R M y N p M 00 216 LO P 565 0 M N w P 8011 P 574 1 0- N 11975 37 Rem. 220 229 230 231 223 224 218 217 Pd 1 Pcl.1 EP 10384 11982 P 34984 45 11980 P 43788 157 156 155 154 153 152 151 160 5 51195 Pc.21/53 O O N ry N44 00 N d10')O N 4 4 N I F N N N N N 1 189 11949 NDistrict of SCALE 11 Rives I22953/22965 Dewdney Trunk Rd I CORPORATION OF N THE DISTRICT OF - 1 MAPLE RIDGE PLANNING DEPARTMENT DATE: Dec 13, 2007 DP/109/07 BY: PC CORPORATION OF THE DISTRICT OF MAPLE RIDGE BYLAW NO. 6542-2008 A Bylaw to amend Map "A" forming part of Zoning Bylaw No. 3510 -1985 as amended. WHEREAS, it is deemed expedient to amend Maple Ridge Zoning Bylaw No. 3510 - 1985 as amended; NOW THEREFORE, the Municipal Council of the Corporation of the District of Maple Ridge, in open meeting assembled, ENACTS AS FOLLOWS: I. This Bylaw may be cited as "Maple Ridge Zone Amending Bylaw No. 6542-2008." 2. Those parcels or tracts of land and premises known and described as: Lot 311, Section 20, Township 12, New Westminster District Plan 45071 and Lot 312, Section 20, Township 12, New Westminster District Plan 45071 and outlined in heavy black line on Map No. 1417 a copy of which is attached hereto and forms part of this Bylaw, are hereby rezoned to C-2 (Community Commercial) 3. Maple Ridge Zoning Bylaw No. 3510 -1985 as amended and Map "A" attached thereto are hereby amended accordingly. READ a first time the day of , A.D. 200. PUBLIC HEARING held the day of , A.D. 200. READ a second time the day of , A.D. 200. READ a third time the day of , A.D. 200. RECONSIDERED AND FINALLY ADOPTED, the day of u , A.D. 200. CORPORATE OFFICER 2095 72094 12095 12094 12073 12706 N D EP 44294 12085 45 15.2 283 P 15849 263 264 265 266 F--: 72084 8 w `V Cn 12067 17.1 31cn 12087 N 12094 N 284 12057 12064 N PURDEY AVE. LO 12074 72064 1 18.6 Co 12053 P 20969 cn l e- Co 2 30 I °o i ° �°, ° h 310 IRW 26230 12056 N N N N N N 3130 1 `�' 2 `�' 3`�' 4 `�' 5`�' N 309__ 38 72041 E P 32509 1 1 12048 oo� ___� 1 P 84291 _ __-.—____ —_ P 45 1 EP 35748 2 0o i3 � Cn LO d- ,� —20. 6 9 321 12036 E 0 o- Cp ___---- �, 3 1 1 °� 1505 BCP 22903 P 45 71 -�1P 41200 12022 i BCP 5567 - g 1 5 m "A" , LOT 1 312 311 A cv (BCP 8273) rn 0.543 ha BCP 9320 °moo A N j 12, 21.1� "BCP 2290 N BCP 308611 P 84291 N DEWDNEY TRUNK ROAD RW 80199 LMP 43 RP 8759 o � h �Q Q)0 IN C Q �Qa� N C N N N� 15.2 N Rem u : lm-M cc 215 216 r-- 1 P 56 2075 E� °w P 5801 i P 57 91 � 237 Rem. 220 229 230 231 223 224 218 217 Pcl 1 RW 1 258 Pcl. Pc1- 1 P 1 3 157 156 15 4 5158 153 152 151 150 45 [n 11955 11980 h h r" ") % �% �g � 11957153 44 P c I. 2 rn rn rn rn rn ", N MAPLE RIDGE ZONE AMENDING Bylaw No. 6542-2008 Map No. 1 417 From: RS-1 (One Family Urban Residential) To: C-2 (Community Commercial) MAPLE RIDGE 1:1500 rya �� tl 1 ma a e 8mN �Fe h J n Q a l5? f4a ►- '�� �m pz U 0 3bi e � 6� Y 4 Y" WO r 6 0 �g o a e a i a a 0 0 Ofi �� ?. fti ftil ' ■ 1 RE-F- I■ ��■1 f � I I I I I I I - 1 - I I I I I I 11 I I I I I I Il ®® Ej .Y. F 6 5 3 8' ° e vQ m a a Q n 6 $ m N j1 a� 6 p Z V_ 6 r K V. N �I t* 111 j f�Pp�ndb( .Q 0E O� d ld FMAPLERIDGE umbia TO: FROM: SUBJECT DISTRICT OF MAPLE RIDGE His Worship Mayor Gordon Robson and Members of Council Chief Administrative Officer DATE: March 5, 2008 FILE NO: DVP/119/06 ATTN: Cow Development Variance Permit -13080 240 ST y3Xfl119►y/:&,11111lulu/_1:ya A Development Variance Permit application has been received in support of the subdivision application for the above noted property to vary the Subdivision and Development Services Bylaw No. 4800-1993, Schedule B and Schedule C to vary the road standard for this subdivision. These variances are supported in the Silver Valley Area Plan. RECOMMENDATION: That the Corporate Officer be authorized to sign and seal DVP/119/06 respecting property located at 13080 240 Street. DISCUSSION: a) Background Context: Applicant: Pivotal Develoment Consultants Ltd. Owner: 0767322 BC Ltd. Legal Description: Lot 10, Section 27, Township 12, NWD Plan 2622 OCP: Low Density Residential, Conservation Zoning: Existing: RS-2 (One Family Suburban Residential) and RS-3 (One Family Rural Residential) Proposed: RS-1b (One Family Urban (Medium Density) Residential) Surrounding Uses North: Use: Zone: Designation South: Use: Zone: Designation: One Family Residential RS-1b (One Family Urban (Medium Density) Residential) Low Density Urban One Family Residential RS-3 (One Family Rural Residential), RS-2 (One Family Suburban Residential) Low Density Urban, Medium Density Residential, and Conservation 1102 East: Use: One Family Residential Zone: RS-3 (One Family Rural Residential), Designation: Conservation West: Use: One Family Residential Zone: RS-1b (One Family Urban (Medium Density) Residential) Designation Low Density Urban Existing Use of Property: One Family Residential Proposed Use of Property: One Family Residential Site Area: 2.012 HA (4.98 acres) Access: 240 Street Servicing: To be provided through a Rezoning Servicing Agreement and at Subdivision Companion Applications: SD/119/06, DP/119/06, RZ/119/06, CP/59/07 b) Development Variance Permit request: Maple Ridge Subdivision and Development Servicing Bylaw: 1. Schedule B requires that an Urban Standard Street be a minimum of 18 meters in width. The applicant is requesting that the proposed Shoesmith Crecent standard be varied to 15 meters in width; and 2. Schedule C the Construction Standard requires that the carriageway be 8.6 meters. The applicant is requesting that the construction standard be varied to 7.3 meters. c) Project Description: The variance proposal supports the rezoning and the subdivision applications to permit the future subdivison into 5 lots, each having a lot size of not less than 557 m2. The future lots will front onto 240 Street between 130A Avenue and Shoesmith Crescent. The remainder of the property, approximately 75% of the site, will be dedicated as Park. The Approving Officer has issued a letter of preliminary approval for subdivision which has identified that the required width and construction standard for the proposed new road (Shoesmith Crescent) does not meet the standard as set out in the Subdivision and Development Servicing Bylaw. This road is, for the most part, single loaded and adjacent to North Millionaire Creek park protection boundary. The development to the north applied and received approval for a variance to build Shoesmith Crescent as proposed, as such, this variance request would allow for consistency with the rest of the built portions of Shoesmith Crescent. The road width as proposed reflect the Silver Valley Area Plan road standard and the Development Principles for Infrastructure. -2- d) Interdepartmental Implications: Engineering Comments: The request to vary the Schedule B road allowance width is supported by the following: • It does not compromise functional objectives for circulation and parking/emergency access. • The reduced road accommodates all required services. • There is not expected to be any negative impact from a servicing perspective in respect of supporting a short section of reduction of road allowance. • Is supported by the Silver Valley Area Plan, Transportation and Traffic Section. CONCLUSIONS: The application allows for a consistent road and carriageway width for Shoesmith Crescent and meets the Silver Valley Area Plan road standards in the Official Community Plan. It is therefore recommended that this application be favourably considered and the Corporate Officer be authorized to sign and seal DVP/119/06. Prepared by:/PI J�n Csikos nning Technician AO ro ie v ring, MCP, MCIP Director of Planning _ZdL - Approved#y: Frank Quinn, MBA, P.Eng GM: Public Works & Development Services Concurrence: J. (Jim) Rule C ief Administrative Officer JC/dp The following appendices are attached hereto: Appendix A: Subject map Appendix B: Proposed variance -3- 38 19 18 . N 13185 13188 13191 9 12 37 °� 20 17 13186 13 13175 13178 13181 8 13175 14 21 U 16 13s7s a 13168 P 2622 13 13165 13168 13171 7 n_ 15 418 35 22 15 13166 6 m 13157 13t55 13158 13161 13156 16 Ui ARK v 34 23 14 5 13147 ? 17 W 8 7 0> 13145 13148 13151 F- a_ a m 33 24 1313141 4 —04 13139 (�j 13129 Wo 0 10138 13135 13136 rD 18 = 13128 25 1213t31 3 19 m 32 talzs 13125 26 11 2 20 0 a� r' 13118 73121 13116 21 �'tl� 27 10 1 13108 13111 13106 PARK 28 9 1369E taint BCP 24019 29 r 8 13066 13091 30 W 7 13078 13081 a 31 6 m 13068 13071 10 BCP 9418 13ofio 1� 2 3 4 m 5 P 22 W F a SUBJECT PROPERTY 130 A AVE. F Rem 23 A rn 0 10 11 12 BCP 7889 PARK N a 130 AVE. 0 N N 12954 2 N 5 2622 W 0 6 P 794 P 7794 w 22 12933 1L 35 P 1 46 District of ' t Pitt Meadows - 13080 240 STREET S11rarValley io _ N m CORPORATION OF THE DISTRICT OF N i o MAPLE RIDGE District of L � � PLANNING DEPARTMENT Langley SCALE 1:2,500 DATE: Aug 1, 2007 FILE: DP/119/06 BY: PC River 23 Oct 2007 8:51 PHOENIX ENVIRONMENTRL 6046893880 p.2 VA" -N�kJ I t::P-"+ I,9-'fr M G�i7• tl4•ol0 —� \Shoesmith Crescen t 47 pLot rA N 0 N 8 1%.mFOA Avenue g -"s J I • boo DISTRICT OF MAPLE RIDGE Deep Roots Greater Heights TO: His Worship Mayor Gordon Robson DATE: March 12, 2008 and Members of Council FILE NO: FROM: Chief Administrative Officer ATTN: C00 SUBJECT: Animal Shelter EXECUTIVE SUMMARY: In February 2008, the District embarked on a community dialogue to find out what we need in the way of a new animal shelter. Three meetings were held and participants included volunteers, local and regional representation from the SPCA and municipal staff. Councillor Speirs and Councillor Daykin served as the Council liaisons to the process. Notes from the three meetings are attached for reference purposes. The community group has identified the key elements that should be considered in a new building and we recommend that we go out to RFP to find a consultant who can do the conceptual design work. RECOMMENDATION(S): That staff be directed to issue a Request for Proposal for a consultant to design the new animal shelter. DISCUSSION: a) Background Context For many years, the community has been discussing the need for an animal shelter. The 2008-2012 Financial Plan provides $1.2 million to go towards this shelter. Based on the type of shelter being considered, the SPCA has indicated they are be prepared to be a funding partner. Community fundraising will also be required. While the key elements of a shelter have been identified, design work is now required. b) Desired Outcome(s): A new animal shelter, situated at the existing location, that meets our current needs as well as our needs into the future. 1103 c) Citizen/Customer Implications: Animal shelter volunteers were well represented at the meetings that were held. The existing site is zoned for Institutional use and an Animal Shelter is a permitted use under that zone. This means that a further public process is not required. d) Business Plan/Financial Implications: Once the conceptual design is completed, we will have a better idea of the costs for the shelter. Early indications are that a building of about 5,000 square feet could cost upwards of $2.5 million to construct. e) Alternatives: The District may choose not to proceed with a new shelter, CONCLUSIONS: Staff recommend that we proceed to RFP to find a design consultant we can work with. We hope to get someone with expertise in building animal shelters so that the project can be advanced at the earliest. Prepared by: Brock McDonald Director of Business Licences, Permits and Bylaws c Approved by: Paul Gill GMY, Corporatenancial Services Concurre 'ce: 11— (Jim) Rule 7 Chief Administrative Officer i BM/bm Animal Shelter Discussion Meeting Notes - February 11, 2008 i. Attendees: Eva Renios Lynda Lawrence Brigitta MacMillan Ernie Daykin Miranda Tupper Paul Gill Lorelei Johnson Brock McDonald Hazel Foster Craig Daniell Evelyn Baillie Hugh Nichols Tim Wittenberg Craig Speirs Paul advised that Council has directed staff to begin the process of building a new shelter. As part of the process, staff are seeking community advice/input. He noted that we should be looking at a new shelter at the existing location. As well, municipal funding is limited and a funding partner(s) will be required. It is also expected that there will be community fundraising. Before discussing the shelter itself, Paul asked for clarity as to the role of the SPCA. Craig Daniell provided the following overview: The SPCA is Provincially legislated and has 5 broad areas of responsibility: i) Preventing cruelty to animals — special constables investigate about 4,500 complaints province wide. Cruelty implies that animals are in distress which means that they may be lacking food, water, shelter, or may be in paid or injured, or may be abused or neglected. Provincial and Federal legislation as well as court precedents provide guidance on what constitutes cruelty. The decision to press charges in made by the Crown Prosecutors. ii) Sheltering — the SPCA provides temporary shelters to about 50,000 animals a year. iii) Education — The SPCA focus on providing humane education for 8 to 13 year olds. In order to do this, they require a proper multi -purpose space. They also like to be involved in school visits. iv) Advocacy — the SPCA has a role in shaping legislation at all levels and is currently involved in exotic species regulations as well as trying to reduce the time that animals spend being transported. v) Agent for municipalities — about 10 to 15 percent of the role is spent on bylaw enforcement and licensing on a contract basis with municipalities. The SPCA is governed by a volunteer board and also works with Community Councils. In essence, the SPCA tries to protect animals from humans. Brock provided an overview of the role of the municipality: The Local Government Act allows the municipality to put in certain regulations concerning animals. As well, it is allowed to operate a pound and require licensing. These regulations are adopted by bylaw and the SPCA is contracted to operate the pound and assist in enforcing the bylaw. A number of the provisions in the municipal bylaw mirror those in the legislation that governs the SPCA. This is done to give the SPCA another tool. Essentially, the municipal role is that of protecting humans from animals. It was also noted that the SPCA needs to work with a number of animal rescue groups to assist in finding more permanent homes for animals. Katie's place is one group that works very closely with the SPCA. In terms of next steps, it was noted that we should keep the community needs of today and the future in mind, as we consider the facilities that we need. As well, while we want to take advantage of all opportunities (ie need for regional shelter; needs of various rescue groups), we have to keep the project manageable so that it does not get bogged down. As the next step, we will get together to talk about the types of space that should be considered when planning for a shelter. Craig agreed to lead this discussion at our next meeting, and provide information on a recent shelter that has been built in the Province. Next meeting: Monday March 3, 2008 at S: 00 pm in the Blaney Room of Municipal Hall 2 Animal Shelter Discussion Meeting #2 Notes — March 3, 2008 Attendees: Eva Renios Lynda Lawrence Brigitta MacMillan Ernie Daykin Miranda Tupper Paul Gill Brock McDonald Hazel Foster Craig Daniell Hugh Nichols Tim Wittenberg Craig Speirs 2. Paul opened by advising that the purpose of the first meeting was to discuss the mandate of the SPCA and the municipality. Each has very specific responsibilities that must be understood. 3_ Craig Daniels was asked to describe the key components that should be considered in a new shelter. He did this by using pictures of a facility that the SPCA has recently opened. The following components were identified: o An inviting reception area o Multi -purpose room that could be used for training & programs o A variety of cat areas, including areas that are accessible to outside but tightly fenced o A variety of dog areas, including outside dog run and off leash areas o Storage o Basic medical room o Food preparation area o Parking o Adoption room Craig advised that we should expect a facility that occupies about 5,500 square feet to cost in the range of $2 million - $2.5 million, exclusive of land costs. In considering these components, the following attributes are important: o Proper air exchange systems to prevent transmission of diseases o Ease of maintenance (concrete flooring, availability of water/drains, etc.) o Natural light o Sound proofing o Accessible to those with mobility difficulties o Separation of functions that need to be separate (ex dog & cat areas) and integration of those functions that it makes sense to integrate o Inviting Through discussion, it was decided that room for an on -site caretaker would also be desirable. The need to accommodate Katie's place within the facility was discussed and the consensus was that Katie's place should be in close proximity but need not be part of the facility. Lynda Lawrence shared a vision for an inviting village type atmosphere with the ability to provide one -stop shopping for a range of services, including pet food and veterinarian services. These commercial operations would support the facility through their rent payments. While some concerns were expressed, consensus was that we should have a look at how much buildable space there is on the site first. For the next meeting, Brock agreed to provide a site plan to see how much space we have to work with. It was noted that we need to focus on the existing site as relocation will be problematic. Next meeting: Monday March 10, 2008 at S: 00 pm in the Blaney Room of Municipal Hall Animal Shelter Discussion Meeting #3 Notes — March 10, 2008 Attendees: Eva Renios Lynda Lawrence Brigitta MacMillan Ernie Daykin Miranda Tupper Paul Gill Brock McDonald Hazel Foster Craig Daniell Hugh Nichols Evelyn Baillie Pavla Pavelka Lesley Elchuk Lorelei Johnson 2. Paul opened by advising that the purpose of the first meeting was to discuss the mandate of the SPCA and the municipality. Each has very specific responsibilities that must be understood. At the second meeting, we talked about the key components needed in a shelter as well as the attributes required for the shelter to function properly. Lesley commented that we need to be aware of how incineration services are going to be obtained. Craig Daniell advised that such services are obtained offsite on a contract basis. Hugh mentioned the need for the building to have proper information technology infrastructure (for phones, computer, etc.) 3. Brock was asked to provide an overview of the site ............... o The existing site is a separate parcel — about I/2 acre o The existing structures encroach on the adjoining site owned by the municipality. o Parcel is zoned for Institutional Use. An animal shelter is a permitted use under that zone. o The cleared portion is nearly 1 %2 acres. This means that it may be possible to increase the size of the existing parcel through a lot line adjustment with the municipality's other property. o Minimal additional clearing is required. o Spencer Creek is far enough away that it will not effect construction o Services are available at the property line. o Katie's Place is unlikely to be impacted. o The Penticton shelter is built on a property that is about 1 acre is size. 4. Next Steps Paul advised that the next step will be for the Council liaisons to share the information obtained to date with their colleagues and recommend that we move forward with a conceptual design of the building(s). While the municipality has provided some funding for the building, additional funding will be required from partners. Craig Daniell indicated that based on the type of shelter that we have been talking about, the SPCA will be prepared to be a funding partner. It was noted that the community has been successful in fundraising in the past. Katie's Place and the ACT were cited as examples. It was noted that community fundraising will also be required for this project, not withstanding contributions already discussed. Thanks for your time — no meeting next week. We will keep you posted. RIDGEMAPLE Deep Roots Greater Heights TO: FROM: SUBJECT: District of Maple Ridge His Worship Mayor Gordon Robson DATE: March 12, 2008 and Members of Council FILE NO: E02-010-087 Chief Administrative Officer ATTN: C of W 2007 TransLink Bicycle Infrastructure Capital Cost Sharing (BICCS) Program EXECUTIVE SUMMARY: Under the existing TransLink Bicycle Infrastructure Capital Cost Sharing Program (BICCS), the District receives an annual allotment of block funding for the purpose of expanding the District's Bicycle network. In 2007, the District constructed bicycle lanes on 203 Street between Hammond Road and Patterson Avenue. This was done with discussion and agreement with TransLink. Execution of the 2007 Bicycle Infrastructure Capital Cost Sharing Program (BICCS) will permit the District to receive the funding for the work. RECOMMENDATIONS: THAT the Mayor and Corporate Officer be authorized to sign and execute the agreement titled "2007 TransLink Bicycle Infrastructure Capital Cost Sharing (BICCS) Program (Block Allocation)" Agreement No. 0718-4631101-05 as attached to the staff report dated March 12, 2008. DISCUSSION: a) Background Context: The District of Maple Ridge has been a member of TransLink since 1998. As a member, the Engineering Department works cooperatively with TransLink for annual bicycle infrastructure improvements. In 2007, the District constructed bicycle lanes on 203 Street between Hammond Road and Patterson Avenue. As well, the District constructed curb extensions and improved pedestrian lighting. The work was done with discussion and agreement with TransLink who agreed to cost share the bicycle improvements. As a result, TransLink is contributing $57,977 towards the project. Execution of the 2007 Bicycle Infrastructure Capital Cost Sharing Program (BICCS) will permit the District to receive the funding for the work. 1104 b) Strategic Alignment: Financial Management Council has directed that the municipality provide high quality municipal services to our citizens and customers in a cost effective and efficient manner and to identify methods to generate non - tax revenue. The use of TransLink funds leverages the general revenue contribution for road infrastructure improvements. c) Intergovernmental Relations/Partnerships: Council has directed that the District develop and maintain strong positive working relationships with TransLink and other governmental agencies. This agreement is consistent with Council's direction and reinforces the relationship with TransLink. d) Citizen/Customer Implications: Maple Ridge residents can expect that the investment in Maple Ridge's road network be expanded to provide safe, reliable and efficient transportation of goods and people using various transportation modes. The agreement provides for TransLink funding and support. e) Interdepartmental Implications: The Engineering, Finance and Operations departments collaborate in the administration of the TransLink agreement. f) Policy Implications: The recommendation is in accordance with the approved Council budget and the District's membership in TransLink. CONCLUSION: The District now receives approximately $57,000 annually for cost sharing Bicycle Infrastructure improvements in Maple Ridge and agreements formalize the specificity of the funded projects. Execution of the 2007 funding agreement is required to finalize the transfer of funds. 'y Prepared by: Andrew Wood, PhD., PEng. Municipal Engineer i. Financial Paul ill, B A. CGA, FCRM Review by: Gpora financial Services Approved by-.IFrank Quinn, MBA, PEng. Public Works & Development Services Concurrence: J. hJim) Rule fief Administrative Officer TRANS NK 2007 Bicycle Infrastructure Capital Cost Sharing Program Agreement Number 0718-4631101-05 2007 Bicycle Infrastructure Capital Cost Sharing (BICCS) Program (Block Accocation) Agreement No. 0718-4631101-05 THIS AGREEMENT made the 22" d day of October, 2007. BETWEEN: AND: Greater Vancouver Transportation Authority, having an office at 1600 - 4720 Kingsway, Burnaby, BC, V5H 4N2 ("TransLink") District of Maple Ridge 11995 Haney Place Maple Ridge, BC, V2X 6Z9 (the "Municipality') The parties hereby agree as follows: 1.0 Definitions OF THE FIRST PART OF THE SECOND PART 1.1 In this Agreement, the following terms will have the following meanings: "Eligible Costs" will mean direct capital costs, properly and reasonably incurred and paid solely and specifically in relation to the Project, as described in the Bicycle Infi-astructure Capital Cost - Sharing Program, Funding Guidelines & Project Evaluation Criteria issued by TransLink, as amended from time to time. Such costs would usually be capitalised in the financial records of the Municipality; "Project" will mean 203 Street Hammond Road to Patterson Ave., as described in Schedule "A"; "Work" will mean everything to be provided and performed by the Municipality in relation to the Proj ect. 2.0 GVTA Act 2.1 The Municipality acknowledges that TransLink may, by bylaw, establish standards for all or any part of the major road network, including the Project (once added to the MRN, if not currently part of the network), in accordance with the Greater Vancouver Transportation Authority Act (the "Act'). Greater Vancouver Transportation Authority Page 1 of 8 TRANS NK 2007 Bicycle Infrastructure Capital Cost Sharing Program Agreement Number 0718-4631101-05 3.0 Project 3.1 The Municipality represents and warrants that: 3.1.1 it has the capacity and authority to enter into this Agreement; 3.1.2 this Agreement is valid and binding on the Municipality; 3.1.3 it has the skills and experience necessary to carry out the Project; and 3.1.4 it has developed and approved the Project requirements and budget set out in Schedule "A" in a professional, competent and diligent manner. 3.2 The Municipality will undertake and complete the Project, at its expense: 3.2.1 in accordance with the requirements set out in Schedule "A" for the Project; 3.2.2 by December 31, 2008 or such later date as requested by the Municipality and agreed to in writing by TransLink; 3.2.3 in a professional, competent, timely and diligent manner, in accordance with acceptable industry standards; and 3.2.4 in compliance with all applicable laws, statutes, regulations, by-laws, and directions of all govermnental and statutory authorities issued under lawful authority. 3.3 The Project will be considered complete when: 3.3.1 the Work is ready for use, or is being used, for its intended purpose; and 3.3.2 the total value of all incomplete, defective and deficient Work does not exceed 3% of the maximum Project budget set out in Schedule "A". 3.4 Any requests from the Municipality for a material change in the Project scope of work, or an increase in the maximum Project budget, or an extension to the deadline for completion stipulated in s. 3.2.2, must be submitted in writing to TransLink's BICCS Program Manager. No changes in the scope of work, maximum Project budget, or deadline for completion will be effective unless and until approved in writing by TransLink, in its sole and absolute discretion. 3.5 The Municipality confines that: 3.5.1 the Municipality has developed and approved the Project requirements and budget set out in Schedule "A"; 3.5.2 the Municipality will be responsible for completing the Project in accordance with this Agreement; 3.5.3 notwithstanding anything contained in this Agreement, TransLink will not be responsible in any way for: 3.5.3.1 any deficiency or defect in the Project design, specifications, requirements or budget; Greater Vancouver Transportation Authority Page 2 of 8 TRANS INK 2007 Bicycle Infrastructure Capital Cost Sharing Program Agreement Number 0718-4631101-05 3.5.3.2 any deficiency or defect in the Work or completion of the Project; or 3.5.3.3 any costs of completing the Project in excess of the Project budget set out in Schedule "A'". 3.5.4 TransLink will have the right to advertise or promote its participation in the Project. TransLink"s participation in the Project may be advertised or promoted in any media format including, and without limiting the generality of the foregoing: signs at the Project; print, radio and television advertisements; and, electronic advertising on the World Wide Web. The Municipality retains the right to approve of the location of signs at the Project and the content of advertisements or promotions, such approval not to be unreasonably withheld. 4.0 TransLink Contribution 4.1 For the Project, TransLink will reimburse the Municipality, for actual Eligible Costs incurred in compection with the Project, up to the lesser of (a) $57,977.00 and (b) 50% of [actual Eligible Costs less contributions from provincial and federal governments or agencies], within 30 days after completion of the Project (as defined in s. 3.3) and receipt of the following: 4.1.1 a written certificate, executed by the Municipality's City Engineer (or equivalent) that the Project has been completed in accordance with s. 3, and meets or exceeds engineering specifications and standards set out in Schedule "A", if any, and those engineering specifications and standards established by the Municipality for the Project or for similar projects; and 4.1.2 a Project cost statement, certified by the Municipality's Chief Financial Officer (or equivalent), which must include the total amount of Eligible Costs, the total amount of provincial and federal contributions to the Project (if any), and the following statement: "I certify that the Eligible Costs as stated have been incurred by the Municipality, are attributable to this Project, are correct, and are net of the Municipal GST rebate. " 4.2 The Project budget specified in Schedule "A" will be inclusive of all applicable taxes. 4.3 All Eligible Costs submitted to TransLink for reimbursement under s. 4.1 must be substantiated by supporting documentation. Any undocumented costs will not be reimbursed by TransLink. 5.0 Records and Audit 5.1 The Municipality will maintain accurate and complete records in relation to all Project costs, including, without limitation, supporting documentation of all Eligible Costs and other expenditures related to the Project, from the date of this Agreement until two years after the Municipality receives payment of TransLink's contribution to the Project. 5.2 TransLink will have the right to enter upon the Municipality's premises for the purpose of auditing Project costs at any time during nonnal business hours. Without limiting the generality of the foregoing, TransLink will have the right to inspect and copy any records relating to Project costs, including any supporting documentation. Greater Vancouver Transportation Authority Page 3of8 TRANS NK 2007 Bicyde Infrastructure Capital Cost Sharing Program Agreement Number 0718-4631101 -05 6.0 Indemnity and Release 6.1 The Municipality will indemnify and save harmless TransLink, its subsidiaries, and their directors, officers, employees and agents, (collectively the "Indemnified Parties") from and against any and all losses, claims, complaints (including, without limitation, complaints pursuant to human rights legislation), damages, actions, causes of action, fines, penalties, costs and expenses (including, without limitation, actual legal fees and disbursements) the Indemnified Parties may sustain, incur, suffer or be put to any time, either before or after the expiration or tennination of this Agreement, arising out of, or in connection with the Project or the Work, including, without limitation: 6.1.1 any breach of this Agreement or anything done or omitted to be done, whether negligently or otherwise, by the Municipality or any councillor, officer, employee, agent, contractor or subcontractor of the Municipality pursuant to this Agreement; 6.1.2 the design, engineering, construction, operation, maintenance or rehabilitation of the Project or the Work, whether negligent or otherwise; or 6.1.3 any contravention or alleged contravention of applicable laves, statutes, regulations, by- laws, or directions of governmental or statutory authorities issued under lawful authority, including, without limitation, those related to the environment, environmental protection and contaminated sites; 6.1.4 the use and occupation of the Project lands, whether negligent or otherwise; or 6.1.5 any review, inspection, audit, approval, acceptance or payment by TransLink in relation to the design, engineering, construction, operation, maintenance or rehabilitation of the Project or the Work; whether or not such losses, claims complaints, damages, actions, causes of action, fines, penalties, costs or expenses relate to the acts or omissions, whether negligent or otherwise, of the Indemnified Parties. 6.2 In addition to the foregoing, and notwithstanding any other term or provision herein contained, the Municipality, for and on behalf of itself, its councillors, officers, employees, agents, contractors and subcontractors, hereby unconditionally, absolutely and irrevocably releases and forever discharges the Indemnified Parties from any and all losses, liabilities or damages, at law or in equity and whether direct, indirect or consequential, which relate to, arise our of, or are in any way connected with the design, engineering, construction, operation, maintenance or rehabilitation of the Project or the Work, whether caused by, or arising through the negligence of the Indemnified Parties. 6.3 The Municipality acknowledges that the indemnity under s. 6.1 and the release under s. 6.2 will not be affected in any way by the provisions of s. 2. Greater Vancouver Transportation Authority Page 4 of 8 TRANS NK 2007 Bicycle Infrastructure Capital Cost Sharing Program Agreement Number 0718-4631101-05 7.0 Insurance 7.1 The Municipality will, at its own expense, provide and maintain insurance with insurers licensed in British Columbia with coverage of a type, and in amounts, that any similar business, acting reasonably, would procure for a project of the scope, size and exposure of this Project, during the term of this Agreement and for any subsequent ongoing operation, maintenance and rehabilitation of the resulting infrastructure. 7.2 The Municipality shall require and ensure that each contractor and sub -contractor involved in the Project maintains insurance comparable to those required in s. 7.L 8.0 Operation, Maintenance and Rehabilitation 8.1 The parties confirm that, once the Project is completed, the Municipality will, at its cost, operate, maintain and rehabilitate the Work, for the duration of its design life, in good condition and in good working order as part of its public works maintenance program. 8.2 The Municipality will ensure that the Work is operated, maintained, and rehabilitated in compliance with all applicable laws, statutes, regulations, by-laws, and directions of all governmental and statutory authorities issues under lawful authority, including, without limitation, any standards established by TransLink for the Work under the Act. . 9.0 Default and Termination 9.1 If TransLink alleges the Municipality to be in default hereunder and gives written notice thereof stipulating the default, and if such default continues for more than 30 days after the delivery of such written notice, and the Municipality has not cured the default or resolved the allegation, TransLink may elect to tenninate this Agreement effective forthwith on the giving of further notice. 10.0 Dispute Resolution 10.1 Any dispute or controversy occurring between the parties hereto relating to the interpretation or implementation of any of the provisions of this Agreement will be resolved by arbitration, conducted by one arbitrator. The parties will agree on the arbitrator or, failing agreement, the arbitrator will be appointed in accordance with the rules of the British Columbia International Commercial Arbitration Centre. Any arbitration will be held in the City of Vancouver and conducted pursuant to the rules of procedure of the British Columbia International Commercial Arbitration Centre and the British Columbia Commercial Ar•bitration Act. 11.0 General 11.1 All notices, demands, claims or other communications required or permitted hereunder will be in writing and may be delivered prepaid, sent by facsimile or sent by prepaid first class mail. Any notice delivered will be deemed to have been given or received at the time of delivery to the address of the recipient as set out below. Any notice delivered by facsimile will be deemed to be delivered on the next day following the date of transmission thereof. Any notice mailed as aforesaid will be deemed to have been given and received on the fourth day following the date of its mailing. Any notice will be addressed as follows: Greater Vancouver Transportation Authority Page 5 of 8 TRANS K 2007 Bicycle Infrastructure Capital Cost Sharing Program Agreement Number 0718-4631101-05 To: TransLink 1600 — 4720 Kingsway Burnaby, BC, V5H 4N2 Attention: Rachel Jamieson, Transportation Engineer TransLink Road & Infrastructure Planning Facsimile No.: (604) 453-4697 To: District of Maple Ridge 11995 Haney Place Maple Ridge, BC, V2X 6Z9 Attention: Treasurer or other authorized Financial signatory 11.2 This Agreement will be governed by and construed in accordance with the laws of British Columbia and the laws of Canada. The parties consent to the exclusive jurisdiction of the courts of the Province of British Columbia. 11.3 If any terms, covenant, or condition contained in this Agreement or the application thereof to any person or circumstance will to any extent be invalid or unenforceable, the remainder of this Agreement or the application of that term, covenant, or condition to persons or circumstances, other than those concerning which it is held invalid or unenforceable, will not be affected thereby and each term, covenant, and condition of this Agreement will be separately valid and enforceable to the fullest extent permitted by law. 11.4 Time will be of the essence under this Agreement. 11.5 The provisions contained in this Agreement constitute the entire agreement between the parties and supersede all previous communications, representations, expectations, understandings and agreements, whether written or unwritten, between the parties with respect to the subject matter of this Agreement. 11.6 The Municipality may not assign this Agreement without the prior written consent of TransLink, such consent not to be unreasonably withheld. Greater Vancouver Transportation Authority Page 6 of 8 TRANS NK 2007 Bicycle Infrastructure Capital Cost Sharing Program Agreement Number 0718-4631101-05 IN WITNESS WHEREOF the parties hereto have executed this Agreement the day and year first above written. GREATER VANCOUVER TRANSPORTATION AUTHORITY (Authorized Signatory) Name, Title (Please print) District of Maple Ridge (Authorized Signatory) Name, Title (Please print) (Authorized Signatory) Name, Title (Please print) Greater Vancouver Transportation Authority Page 7 of 8 TRANS NK 2007 Bicycle Infrastructure Capital Cost Sharing Program Agreement Number 0718-4631101-05 Schedule "A" Eligible Projects In accordance with applications dated September 3 ", 2006, the District of Maple Ridge will construct 203 Street Hammond Road to Patterson Ave.: Eligible Projects Projects listed below are eligible for funding. See Project Applications for project component costs. PROJECTS TOTAL COST 203 Street Hammond Road to Patterson Ave. $195,840 Total Cost Total Contribution from TransLink (max 50% of total or as per Funding Contribution A reement $57,977 N:,.bikes2)007 Opeinting and Capital'?007 Capital 2007 BICCS\Contribution AgreemenW,Maple Ridge' )007 BICCS Conti -act District ol' Maple Ridge 0718- 4631101-05.doc Greater Vancouver Transportation Authority Page 8 of 8 Deep Roots Greater Heights TO: FROM: SUBJECT: District of Maple Ridge His Worship Mayor Gordon Robson DATE: March 11, 2008 and Members of Council FILE NO: Chief Administrative Officer Disbursements for the month ended February 29, 2008 EXECUTIVE SUMMARY: Council has authorized all voucher payments to be approved by the Mayor or Acting Mayor, together with the Director of Finance. Council authorizes the vouchers for the following period through Council resolution. The disbursement summary for the past period is attached for your information. Expenditure details are available to any Council member for review in the Finance Department. RECOMMENDATION: That the "disbursements as listed below for the month ended February 29, 2008 now be approved" GENERAL $ 7,681,396 PAYROLL $ 1,806,971 PURCHASE CARD $ 71,543 $99,559,g1Q 0*611RI-116 I a) Background Context: The adoption of the Five Year Consolidated Financial Plan has appropriated funds and provided authorization for expenditures todeliver municipal services. The disbursements are for expenditures that are provided in the financial plan. b) Community Communications: The citizens of Maple Ridge are informed on a routine monthly basis of financial disbursements. 1131 c) Business Plan / Financial Implications: Highlights of larger items included in Financial Plan • Double M Excavating - 132 Avenue roadworks $ 218,303 ■ Freightliner of Vancouver - recycling trucks $ 248,066 • Greater Vanc. Water District water consumption Nov 28 - Dec 31/07 $ 298,787 • Hub Fire Engines & Equipment - fire trucks $ 775,575 • Panasonic Canada Inc - photocopier replacement $ 313,945 • Receiver General - 3 payroll remittances $ 814,245 Items nreviously aDoroved by Council to be incorporated in next Financial Plan amendment ■ Iota Construction Ltd - Blaney Creek bridge replacement $ 305,837 d) Policy Implications: Approval of the disbursements by Council is in keeping with corporate governance practice. CONCLUSIONS: The disbursements for the month ended February 29, 2008 have been reviewed and are in order. AZ Prepared by: G'Ann Rygg Accounting Clerk II Approved by: Tre or Thompson, CGA Manager of Financial Planning Approved by: Pdul Gill, SBA, CGA GM - Corporate & Financial Services Concurrence: J.L. (Jim) Rule Chief Administrative Officer gmr CORPORATION OF THE DISTRICT OF MAPLE RIDGE MONTHLY DISBURSEMENTS - PERIOD 2, 2008 VENDOR NAME DESCRIPTION OF PAYMENT A T & H Industries Inc Gravel & dump fees BC Hydro Hydro charges Feb Boileau Electric & Pole Ltd Maintenance: Albion Sports Complex Christmas lights Firehall Hammond Community Centre Hoffmann House Leisure Centre Library Maple Ridge Museum Municipal Hall Pitt Meadows Family Rec Centre Pitt Meadows Heritage Hall Public Works Yard Randy Herman Comm. Safety Building RCMP Street lights Traffic lights 3rd Party A/R CUPE Local 622 Dues - pay periods 08/03 & 08/04 Camwood Construction Ltd Whonnock Lake access bridge Chevron Canada Ltd Fuel City Of Pitt Meadows Police joint housing & support costs Columbia Bitulithic Ltd Gravel Co -Pilot Industries Tandem dump rentals CSDC Systems Inc Amanda software licenses DA-MA22 Games Inc Tax sale redemption Design Centre For Sustainability Sustainability design Double M Excavating Ltd Roadworks 132 Avenue Clean culverts North Alouette log removal EFS Hillside Developments Ltd Security refund Freightliner Of Vancouver Recycling trucks Golder & Associates Investigation of Fraser River escarpment area Whonnock Lake dam design Input into bridge replacement at 224 St Holyrood Ave slope rehabilitation Graham Hoffart Mathiasen Archt Fire Hall No. 1 expansion Greater Vanc Water District Water consumption Nov 28/07 - Dec 31/07 Guillevin International Inc Fire fighters' equipment Fire fighters' protective wear Fire fighters' uniforms Operations electrical supplies Happy Heart Fitness & Educ Weight room supervision Hub Fire Engines And Equipment Fire trucks ICBC - Fleet Insurance 2008 fleet insurance renewal Iota Construction Ltd Blaney Creek bridge replacement JLK Projects Ltd Randy Herman Community Safety Building Kamloops Augering & Boring Ltd Watermain crossing Landtec Ground Expert Maple Crest trail resurfacing Mainroad Contracting Ltd Road salt Manulife Financial Employee benefits premiums Matrix Marketing (1970) Ltd Recycling carts Medical Services Plan Employee medical & health premiums Feb Municipal Pension Plan BC Pension remittance New Line Skateparks Inc Thomas Haney Youth Action Park Open Storage Solutions Inc Computer backup system Pacific Salmon Foundation Whonnock Lake compensatory habitat monitoring 256 2,354 133 773 265 747 342 64 96 224 397 128 96 198 5,505 2,110 7,903 218,303 1,219 3,488 4,949 13,234 19,472 1,236 2,444 13,602 588 260 AMOUNT 24,661 82,207 21,591 16,656 47,448 49,889 80,734 25,979 15,242 16,800 132,682 34,240 223,010 110,595 248,066 38,891 47,781 298,787 16,894 17,585 775,575 108,273 305,837 68,625 50,678 15,900 41,267 94,232 41,791 22,854 325,977 84,779 74,013 35,000 Panasonic Canada Inc Photocopier replacement 313,945 Panorama LMS 4011 Strata fees 16,236 Receiver General For Canada Employer/Employee remit PP08/03, 08/04 & 08/05 814,245 Industry Canada radio license renewals 6,736 820,981 RG Arenas (Maple Ridge) Ltd Ice rental Jan 52,790 Curling rink operating expenses Nov & Dec 4,283 57,073 Ridge Meadow Comm Arts Council Art Centre grant Feb & Mar 73,874 Program revenue Jan 44,417 Theatre rental 985 119,276 Ridgemeadows Recycling Society Monthly contract for recycling Feb 74,781 Weekly recycling 301 Litter pick-up contract 1,848 76,930 Sun Life Assurance Company Tax refund 27,221 Tempest Development Group Property tax & utility billing software 27,149 Terasen Gas Gas Feb 44,826 Ultra -Tech Cleaning System Ltd Maintenance Feb: Firehalls 1,118 Library 4,074 Municipal Hall 3,686 Operations Centre 551 Randy Herman Building 4,038 RCM P 3,225 16,692 Vancouver City Savings Credit Security refund 1,753,600 Warrington PCI Management Advance for Tower common costs Feb 35,000 Tower expenses Dec & Jan 15,071 50,071 Disbursements In Excess $15,000 6,918,537 Disbursements Under $15,000 762,859 Total Payee Disbursements 7,681,396 Payroll PP 08/03, 08/04 & 08/05 1,806,971 Purchase Cards - Payment 71,543 TOTAL PERIOD 2 2008 DISBURSEMENTS 9,559,910 GMR Y:\Finance\Accounting\AP Remittances (Disbursements)\2008\[Monthly Council Report 2008.xls]FEB'08 F�M-M-0-1 MAPLE RIQGE i British Columbia J TO: FROM: SUBJECT: District of Maple Ridge His Worship Mayor Gordon Robson DATE: March 10, 2008 and Members of Council FILE NO: Chief Administrative Officer ATTN: Council Workshop 2009 - 2013 Business Planning Guidelines EXECUTIVE SUMMARY: The District has a comprehensive business planning process that is guided by parameters set by Council through the Business Planning Guidelines. For 2009, the guidelines reflect Council's direction of a general tax increase of 3%, a 1% tax increase for infrastructure and an additional $650,000 for the Fire Services Improvement Levy. In December 2007, Council approved the 2008 - 2012 Business Plans, which include aggressive operating and capital budget commitments. This leaves minimal room to deviate from previously established budget guidelines and workplans. Staff begin the business planning process in June of each year so that financial and business plans are ready for Council's consideration in December. Financial plan bylaws are then prepared so that we can begin the new year with capital and operating budgets in place. Issuing guidelines to staff at this time ensures that submissions will be in alignment with Council's direction. RECOMMENDATION(S): That the Business Planning Guidelines for 2009 - 2013 be approved. DISCUSSION: a) Background Context: Approval of these guidelines will allow staff to start developing the 2009 - 2013 Business Plans. A number of other documents such as the Strategic Plan, the Official Community Plan and other master plans are also taken into account in developing business plans. b) Desired Outcome: The Business Planning Guidelines will provide staff with the direction so that plans can be developed in alignment with Council's direction. c) Strategic Alignment: The Business Planning Guidelines are designed to align with other corporate initiatives, as shown on the chart on Page 8 of the guidelines. In addition, our business planning process requires a systematic review of the services we provide to ensure they align with Council's direction. The Corporate Strategic Plan on page 15 identifies nine focus areas that we refer to when developing business plans. For 2009 increased emphasis has once again, been placed on sustainability and taking steps towards achieving carbon neutrality. All of these focus areas are important and as we pursue initiatives in one particular area, we must be mindful of the impact to the other areas. Council regularly monitors its progress in each of these areas and strives to achieve balance. 1132 Specific issues that will continue to receive attention as we move forward are Sustainability, Infrastructure and Facility Maintenance and Renewal, Capital Project Cost Escalation, Parks and Sports Fields, and Succession Planning. d) Citizen/Customer Implications: The Business Planning Guidelines will be presented at a Council Workshop, Committee of the Whole, and at a Council meeting. They will also be available on our website. Comments from the public on these guidelines are welcome and will be referred to Council for consideration. Council's business plan deliberations take place in meetings open to the public. Currently, these deliberations are scheduled for December 8 - 12, 2008. The resulting financial plan bylaw will be considered at meetings open to the public in mid December. e) Interdepartmental Implications: In developing the business plans, departments must consider their own work plans, the impact of those plans on other departments as well as the impact to them of the work plans developed by others. Cross departmental overlap must be represented in the business plans and managed accordingly. The capital and information technology programs are two such examples. f) Business Plan/Financial Implications: The Budget Guidelines for developing the financial plan appear on Page 9 - 10 of the document. Key items include a general purpose tax increase of 3%, a tax increase of 1% for infrastructure, and an additional $650,000 from the Fire Service Improvement Levy for a total of $3.3 million in 2009. g) Policy Implications: The Business Planning Guidelines provide a framework for planning and augment the existing policy framework used to guide decision -making. The approved 2008 - 2012 Business Plans include aggressive operating and capital budget commitments which leaves minimal room to deviate from previously established budget guidelines and workplans. h) Alternatives: Undertaking the business planning process without approved guidelines may result in work plans that are not in alignment with the corporate strategic direction. CONCLUSIONS: The attached guidelines provide a framework for planning to meet the needs of the community. Our Business Planning process has improved each year and this year is no exception. For the past two years, departments were asked to submit addendums only, outlining changes or highlights to their existing Business Plan. With the Municipal election being held in the fall of 2008 we are asking all our departments to submit full versions of their 2009 - 2013 business plans this year. Prepared by: Trevor Thompson Manager of Financial Planning J Approved by. Paui dill, BBA, CGA General anager,;Corrj rate & Financial Services i. Concurrence: J.L. (Jim) Rule Chief Administrative Officer BUSINESS PLANNING GUIDELINES 12TH EDITION 2009 - 2013 District of Maple Ridge March 2008 Deep Roots Greater Heights District of Maple Ridge 11995 Haney Place Maple Ridge, British Columbia V2X 6A9 Canada Tel: 604-463-5221 Fax: 604-467-7329 www.mapleridge.ca Submission Dates Capital & IT: Friday, August 1, 2008 Financial Plans: Monday, September 22, 2008 Draft Document: Wednesday, October 1, 2008 (1 Copy Only) Final Document: Wednesday, October 22, 2008 (As Follows) For the past two years, departments were asked to submit addendums only, outlining changes or highlights to their existing Business Plan. With the Municipal election being held in the fall of 2008 we are asking all our departments to submit FULL VERSIONS of their 2009 - 2013 business plans this year. Departments are expected to submit 30 complete copies of their Business Plan, 3-hole punched on white paper using the correct template and incorporating any revisions the Business Planning Committee may have provided. The Business Planning Committee will put the final copies into binders with dividers for distribution to 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. 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 Project Proposal Statements for proposed IT projects or acquisitions. Members of the Capital Planning Committee are available to assist departments in developing their Capital Works Program requests. 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. ©Business Planning Guidelines - 12th Edition District of Maple Ridge March 2008 Business Planning Committee District of Maple Ridge Maple Ridge BC CANADA For questions about this document please call Paul Gill at 604-467-7398 This document is also located on the District of Maple Ridge website at www.mapleridge.ca Table of Contents Tableof Contents............................................................................................................................................ I Chief Administrative Officer Address.............................................................................................................2 Introduction from the Business Planning Committee...................................................................................3 FrequentlyAsked Questions...........................................................................................................................4 OrganizationChart ...........................................................................................................................................7 Corporate Strategic Alignment - Documents................................................................................................8 Business Planning & Budget Guidelines 2009 - 2013...............................................................................9 GettingStarted..............................................................................................................................................11 Timelines........................................................................................................................................................12 Help& Training Schedule.............................................................................................................................13 Listof Inclusions and Appendices................................................................................................................14 CorporateStrategic Plan...............................................................................................................................15 Municipal Council's Criteria for Evaluating and Establishing Priorities.....................................................20 Information Technology Committee Evaluation Criteria.............................................................................21 Capital Works Program Project Proposal Statement..................................................................................22 Additional Requirements for IT Requests....................................................................................................23 BusinessPlan Sample..................................................................................................................................25 BusinessPlan Template...............................................................................................................................33 Business Plan Format (for Full Business Plan)...........................................................................................35 Business Planning Guidelines - March 2008 Page 1 of 35 Chief Administrative Officer Address Welcome to the 12th Edition of our Business Planning Guidelines! This is our guidebook for the development and use of Business P►anning within the District of Maple Ridge. This guidebook explains our Business Planning process, which 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 process has improved each year and this year is no exception. For the past two years, departments were asked to submit addendums only, outlining changes or highlights to their existing Business Plan. With the Municipal election being held in the fall of 2008 we are asking all our departments to submit full versions of their 2009 - 2013 business plans this year. The District will also be considering all that we can do to become one to the most sustainable communities in the world. Following in the footsteps of 2006's "Top Performing Municipality" initiative, we will continue with the integration of TPM principles into our performance measures. Infrastructure renewal will continue to be an important issue for the District, as will capital project cost escalation. Other areas of emphasis are parks and sports fields, and succession planning. Establishing a long-term vision for the community and enhancing the downtown are focus areas of Council, as are building relationships and of course, finding ways to pay for it all. 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 Business Planning Guidelines - March 2008 Page 2 of 35 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 is not room for improvement and that is why each year, we review the framework and look at those areas that we could build upon. Here are some of the key things to note for this planning cycle: 1. The Corporate Strategic Plan has been revised with a particular focus on sustainability (Page 15). 2. A full business plan will be required by all departments (see Template on Page 33). The example included on Page 25 is from the Corporate & Financial Services Division (2006). It demonstrates very clearly the sections outlined in the Business Plan Template, however every department is unique and will need to adapt the template to fit their specific service areas. 3. Council's criteria for establishing priorities are specified on Page 20. 4. Performance measurement data will be published in the Annual Report. We will continue with quarterly performance reporting. On a six-month basis, Council will assess the community's or organization's performance in relation to the Strategic Plan. 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. All new Capital requests must be submitted using the Capital Works Program - Project Proposal Statement (Example on Page 22). If you are requesting Technology projects you must also complete Additional Requirements and Cost Statements (Example beginning on Page 23), to assist in the project evaluation process (Page 21). These templates are available on \\OAK\Common Files\Templates\Project Templates. Submissions are required no later than Friday, August 1, 2008 (Technology Project submissions to John Bastaja; all other Capital Project submissions to Trevor Thompson.) • 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 (1 copy only) of Business Plan due to the Business Planning Committee by Wednesday, October 1, 2008. • 30 complete copies of Business Plan due to the Business Planning Committee by Wednesday, October 22, 2008. u� Paul Gill General Manager: Corporate & Financial Services Tel: 604-467-7398 pgill@mapleridge.ca Business Planning Guidelines - March 2008 Page 3 of 35 Frequently Asked Questions 1. What are Business Plans? Business Plans are a way of communicating your department's alignment to the overall corporate strategic plan. They report on the achievement levels in the organization and identify: • Goals and objectives to be achieved by the department and the organization • The core businesses essential to departments and to the organization • How the department will distribute resources (human and financial) • Key performance measures to be achieved in departments and the organization 2. 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. 3. 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 (Page 15, Strategic Corporate Alignment - Documents). 4. When are Business Plans typically done? Departments usually begin working on their plans in June and must submit them by the beginning of October. 5. 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. 6. How are decisions made regarding incremental and reduction packages? Council decides whether incremental and reduction packages are accepted or rejected. The criteria that Council will use are outlined on Page 20 . The steps in the overall process follow: i. Business Plans (Addendums) are submitted to the Business Planning Committee to ensure they meet the basic guidelines outlined in this document. ii. The Information Technology (IT) Committee will meet to review and discuss all IT Capital Works Program Project Proposal Statements 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 proposed Capital Works Program Project Proposal Statements. Departments will be advised if your project is supported. Should a project not be considered for support at the IT Committee, departments can still present the increment business case for the project to CMT and Council during their 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. Business Planning Guidelines - March 2008 Page 4 of 35 iii. 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 9). NOTE: CMT will not recommend that departments change their Business Plans based on what CMT recommends or rejects - it is important that departments present their entire Business Plan to Council. It is Council's decision to accept or reject each incremental/reduction package for the budget. iv. CMT submits the Business Plans and recommended packges 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 several 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. • Performance measures will be published in the Annual Report. 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 and/or added corporate asset value • Generally speaking, project represents a one-time project Operating Items • 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 ongoing 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 \10AK\Common Files Templates Project Templates. This should be submitted to Trevor Thompson, and an incremental package for Capital and for associated Operating Costs should accompany the departmental Business Plan for submission to the Business Planning Committee. Business Planning Guidelines - March 2008 Page 5 of 35 Reporting of Capital Project • The CMT endorses a Capital Works project -reporting framework incorporating six guideline principles. As a result, departments are asked to report Capital project progress as part of the departmental quarterly reporting schedule. Information regarding the topic is presented in a report entitled "Reporting- A Component of a Capital Management Process." The report and the reporting template developed for departmental use are available on the network at 110AK\Common F1les\Templates\Pro6ect Templates. 8. 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 the Business Plan (as outlined in Section 7). A Capital Works Program Project Proposal Template should be filled out (Example on Pages 22) and you must complete Additional Requirements and Cost Statements (Example on Page 23), to assist in the project evaluation process (Page 21). These must both be sent to John Bastaja for the Capital Planning Committee to provide a comparison of corporate needs and evaluation against other IT budget priorities. The template for project preparation is available on the network at 110AK\Common Files\Templates\Project Templates. 9. 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. In addition, 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. In addition, annual performance measures will be published in our Annual Report. When you begin to see positive change in your department resulting from ideas put forth in the 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 that you are 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 every three years. Further, positive change means your employees enjoy their jobs, take pride in the quality of their work, and feel like they are contributing to the vision of the organization. Finally, positive change means you can measure the improvement in your service levels and it is getting better! 10. What is the role of the Business Planning Committee? The Business Planning Committee provides advice on the Business Plan process. In addition, the Committee assists in providing training and assistance with the preparation of Business Plans within the organization. 11. What is the role of the Information Technology Committee? The IT Committee evaluates 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. 12. What is the role of the Capital Planning Committee? A Capital Program Planning Committee has been created and the capital program administration has been assigned to the Finance Department. The role of the Committee is to evaluate capital requests and to recommend a capital program taking into account the corporate needs and fiscal constraints. Business Planning Guidelines - March 2008 Page 6 of 35 Organization Chart Mayor Council Executive Director Chief j - - - - - - - - - f to the CAO AdmInistrative Officer RCMP John Leeburn Jim Rule I Officer in Charge I Inspector E Jim Wakely --- ------------------- -- ---------------- General Manager General Manager General Manager Community Development, Public Works & Corporate & Financial Parks & Recreation Services Development Services Servioes Mike Murray Frank Quinn Paul Gill Manager Corporate Director of Municipal Engineer Fire Chief/Director Communications Parks & Facilities Andrew Wood Peter Grootendorst Gary Manson David Boag Director of Director of Planning Fire Chief/lDireetnr Recreation Jane Pickering Dane Spence Kelly Swift Director of Director of Engineering Directorof Finance I Community Services — Operations Jake Sorba Sue Wheeler Russ Carmichael LOA Director of Licences, F7ilohnBastaja f Informatlon Permits and Bylaws fficer Brock McDonald I{ Manager of II Y Police Services Maureen Jones Manager of 11 Legislative Services Ceri Mario 11 Manager Economic Manager of Development Sustainability and Sandy Blue Corporate Planning Laura Benson Business Planning Guidelines - March 2008 Page 7 of 35 Corporate Strategic Alignment - Documents The District of Maple Ridge employs the equivalent of more than 450 full-time employees and manages a total annual budget of approximately $100 million. Council directs the overall operation of the organization using a Business Planning framework. This chart illustrates the relationship of the various strategic planning initiatives to the corporate Business Planning process. Citizens and Customers Council Community Groups Greater Vancouver Regional District Consultation Mission, Vision and Values Corporate Strate�,ic Documents: Official Community Plan Corporate Strategic Plan Parks, Rec & Cultural Master Plan Corporate Focus Areas Economic Development Strategy Budget Guidelines Infrastructure Master Plans Top Performing Transportation Master Plan Municipality Initiative Strategic Technology Plan Human Resource Plan Fire Master Plan Department Corporate Business Plan Police Master Plan Business Plans & Performance Measures Policy Manual Financial Sustainabilitv Plan Five-year Financial Plan Reserve Funds (Operating/Capital Budgets) Capital Funds Life Cycle Reserves Service Evaluation Development Cost Charges SWOT Analysis Goals & Objectives Corporate Alignment Individual (Annual) Strategic Human Resource Training Performance Measures Performance Plans Succession Plan Business Planning Guidelines - March 2008 Page 8 of 35 Business Planning & Budget Guidelines 2009 - 2013 Tax increase for general purposes - 3% for 2009 - 2013. 2. Tax increase for infrastructure - 1% per year. 3. Review Class 4 (Major Industry) property tax rate to ensure we are competitive with other lower mainland municipalities. 4. Utility Charges to be reviewed annually with a view towards using rate stabilization practices to smooth out large fluctuations in rates. Fire Service Improvement Levy to generate $650,000 additional funding in 2009, plus levies on new growth (2009 total levy expected to generate $3.3 million). 6. Budgets include operating and capital components for a five-year period. Public Consultation Plan developed and operational ized. 8. Increase revenue from existing sources by about 5%. 9. Identify potential new revenue sources (i.e. be creative). 10. Evaluation of services to ensure alignment with Council direction. 11. Identify and measure outputs/outcomes. Identify key processes to undergo process improvement reviews. 12. Council -raised issues are to be considered in developing workplans, respecting the criteria for establishing priorities that are outlined on Page 20, and recognizing that capacity is needed for opportunities or issues that might be discovered throughout the year. The issues raised by Council are as follows: • Sustainability • Capital Project Cost Escalation • Facilities life cycle maintenance/renewal • Infrastructure Renewal • Parks and Sports Fields • Succession Planning 13. 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. In addition, it is a chance for us to look at what we are doing to see if there are ways to improve. 14. Incremental packages must include a business case to support new programs/projects/ staff. Cont'd on page 10 Business Planning Guidelines - March 2008 Page 9 of 35 Business Planning & Budget Guidelines 2008 - 2012 conr'd 15. Organizational/structural change - is the current organization adequate to deliver the service? Are there better options? 16. 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? 17. Vacant position review and management - all positions that become vacant are subject to a detailed review prior to being refilled. 18. Quarterly performance reports are to be presented to Council at open Council meetings. Performance measures will be published in the Annual Report. 19. Progress in relation to our strategic direction is to be evaluated every six months. 20. The Financial Plan must be in accordance with Council's strategic Financial Sustainability Plan policies approved in October 2004. 21. Technology - review business applications and technology tools to identify upgrade or obsolescence issues. Ensure workplans, budgets, and Information Services workplans/projects reflect the resources necessary to support the changes if required. 22. Workplans will identify short-term, medium, and longer -term action items that Council can consider, as we work towards carbon neutrality. Business Planning Guidelines - March 2008 Page 10 of 35 Getting Started Questions to ask yourself when starting your Business Plan: What are the outcomes of expenditures? 4 Establish 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? 4 Align your services/programs with the Corporate Strategic Plan What are the strengths/weaknesses/opportunities/threats impacting your service/program? 4 Discuss each strength, weakness, opportunity, and threat to your services/programs How to measure the results of your service/program? 4 Are there performance measures in place - if not, why not? Develop performance measures. A flowchart illustrates a series of questions to use in the development of individual Business Plans: Is this program consistent with NO 0 Delete program and reduce budget Council's goals? accordingly. Yes Is the service provided by others? (e.& public/not-for-profit/private) Can the service be provided by others? (e.g. public/not-for-profit/private) No L an more revenue be generates (e.g. user fees/licences) Are there new programs that generate revenue? Consider deletion of program or explain why we are involved. Explore opportunities. (costs/benefits) Incorporate increases into business plan/budget. Is a permanent or temporary Yes P, lncorporate into business plan/budget. service level reduction possible. No Maintain current budget. Business Planning Guidelines - March 2008 Page 11 of 35 Timelines 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 (2009 - 2013) are as follows: February 2008 Complete staff debriefing sessions for previous year's business plan March 2008 Council workshop to review Corporate Strategic Plan and consider Business Planning Guidelines for the ensuing planning period Distribute "Business Planning Guidelines - 12th Edition." (Corporate Strategic Plan and Business Planning & Budget Guidelines for 2009 - 2013) and invite public feedback June 2008 Training Sessions (see Page 13) Ongoing • Begin to develop Business Plans (operating and capital) and financial plan (budget) July 2008 Finance to distribute copies of 5-year operating & capital budgets August 2008 Submit Capital Works Program proposals to Trevor Thompson by Friday, August 1, 2008 • Submit Information Technology proposals to John Bastaja by Friday, August 1, 2008 September 2008 • Continue to develop Business Plans (operating and capital) and financial plan (budget) • Advertisements (newspaper and website) requesting public comments on financial plans • Submit Financial Plan (Budget) to Finance representative by Monday, September 22, 2008 October 2008 Submit draft Business Plan (one copy) to Business Planning Committee by Wednesday, October 1, 2008 • Submit final Business Plan (30 copies) to Business Planning Committee by Wednesday, October 22, 2008 November 2008 • Departmental Business Plan and Budget presentations to CMT from Wednesday, November 5, 2008 to Friday, November 7, 2008 • CMT reviews Business Plans; makes preliminary recommendations; and, gives feedback to departments (second week of November) • Advertisements of Council financial plan consideration schedule, which includes time set aside for public input December 2008 Departmental Business Plan and Budget presentations to Council in a public forum from Monday, December 8, 2008 to Friday, December 12, 2008 • Council reviews Business & Financial Plans and makes appropriate amendments • Council adoption of Financial Plan Bylaw Business Planning Guidelines - March 2008 Page 12 of 35 Help & Training Schedule 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. April 2008 Jim Rule & Business Planning Guidelines - 12th Edition! GM's Kick-off new Business Planning guidelines for 2009 - 2013 • Introduction to Business Planning at the District of Maple Ridge • What's new for 2009 - 2013? Review changes from last year. • Reminders to make the process as smooth as possible On Request Business Business Planning Training Sessions Planning Committee On Request Capital Capital Works Training Sessions Planning Committee On Request IT Steering Information Technology Training Sessions Committee The Business Planning Committee is an internal, cross -departmental advisory Committee that offers facilitation, review of drafts, editing, consultation, and planning. The members of the Business Planning Committee are available for advice and help to departments during the development of the Business Plans. In addition, the Business Planning Committee is responsible for conducting process improvement reviews and establishing performance measures/indicators. Business Planning Committee Members:_ _ Laura Benson, Chair Paul Gill, Co -Chair I Gordy Robson Al Hogarth Linda King Ken Stewart Jim Rule Mike Murray Frank Quinn John Leeburn Wayne Hardy Trevor Thompson Diana Dalton The Information Technology Steering Committee is an internal, cross -departmental Committee that evaluates 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. Information Technology Steering Committee Members: John Bastaja, Chair Paul Gill Mike Murray Frank Quinn John Leeburn Brock McDonald Jane Pickering Chris Crabtree Kathy Gormley Tom McIntosh Catherine Nolan Gary Manson Diane Chamberlain The Capital Planning Committee is an internal, cross -departmental Committee that evaluates capital requests and recommends a capital program taking into account the corporate needs and fiscal constraints. Capital Planning Committee Members: Trevor Thompson, Chair C.K. Lee, Co -Chair I John Bastaja David Boag Russ Carmichael Terry Fryer/ Andrew Wood I Dane Spence Wilson Liu Business Planning Guidelines - March 2008 Page 13 of 35 List of Inclusions and Appendices Corporate Strategic Plan (Page 15) This document was reviewed and confirmed in April 2008. The Corporate Strategic Plan sets the direction for the organization and therefore, all Business Plans must align with this plan. Municipal Council's Criteria for Evaluating and Establishing Priorities (Page 20) The decision to accept or reject incremental packages and for setting workplan priorities is the responsibility of Municipal Council. Information Technology Committee Evaluation Criteria (Page 21) Supported projects are prioritized and inserted into the Capital Program for funding consideration. Capital Works Program Project Proposal Statement (Page 22) Use in the preparation of Capital Works Projects for inclusion in the Capital Works Program. Additional Requirements for IT Requests (Page 23) Technology projects must also complete the Capital Works Project portions as shown on Page 22). Business Plan Sample - Corporate & Financial Services (Page 25) A sample business plan is included for guidance. Business Plan Template (Page 33) We are asking all our departments to submit full versions of their 2009 - 2013 business plans this year. Business Plan Format (Page 35) Follow the guidelines to complete your Business Plan. Business Planning Guidelines - March 2008 Page 14 of 35 Corporate Strategic Plan MISSION A safe, livable and sustainable community for our present and future citizens. VISION 2025 The District of Maple Ridge is among the most sustainable communities in the world. As a community committed to working toward achieving carbon neutrality, residents experience the value of a strong and vibrant local economy and the benefits of an ongoing commitment to environmental stewardship and creation of stable and special neighbourhoods. Maple Ridge is a world -leading example of thoughtful development and a socially cohesive community, especially as it relates to the use of leading edge "environmental technologies," social networks and economic development. Other municipalities consistently reference the District of Maple Ridge for its innovative approaches to dealing with seemingly intractable challenges. 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. Stewardship To consider the long-term consequences of actions, think broadly across issues, disciplines and boundaries and act accordingly. STRATEGIC FOCUS AREAS • Environment • Transportation • Smart Managed Growth • Safe and Livable Community • Financial Management • Governance • Community Relations • Inter -government Relations/Networks • Economic Development Environment Vision 2025 Maple Ridge continues to lead the nation in preserving and enhancing its community's quality of life, air, water and land. The District, long a front-runner in the protection of environmentally sensitive areas, is one of the first municipalities to promote green -building and innovative technologies in residential and commercial construction and infrastructure. The District has won a number of awards for its practices relating to energy use in civic buildings and the municipal fleet and its support of community waste reduction activities. Key Strategies • Continue to promote individual, business and community responsibility for the stewardship of natural resources • Identify and devise effective protective mechanisms for environmental features (such as watercourses) and areas that require special recognition and management • In partnership with other levels of government, adjacent municipalities, First Nations and community groups, develop programs and projects to preserve and enhance the natural assets of Maple Ridge Business Planning Guidelines - March 2008 Page 15 of 35 • Set targets for the purchase and installation of renewable energy sources and establish energy efficiency goals for facilities, infrastructure, operations and fleet • Lobby senior levels of government to change codes and regulations to promote or require the use of "green" and innovative technology Transportation Vision 2025 Maple Ridge has been able to accommodate tremendous population and economic growth by planning growth around multi -modal transportation routes. The District worked very closely with the regional transportation authority to ensure that employment centres as well as neighbourhoods accepting increased density or new medium density neighbourhoods would be well served by public transit and a rapid transit metro line. In addition, a third east -west route through the community was added to assist with commercial and private vehicle traffic and all -day, two-way commuter rail service is now a reality. The downtown area is an excellent example of creating a pedestrian friendly environment that enables citizens and visitors to easily explore the uptown shops and services before taking a casual stroll down to the riverfront promenade. Key Strategies • 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 • Promote alternative modes (pedestrian, bike, public transit < >) of travel to reduce reliance on the automobile • Continue to improve the walk -ability of the downtown, ensuring it is pedestrian friendly and accessible, particularly for those with impaired mobility • In co-operation with other regional stakeholders, identify improvements to the inter -municipal transportation system within the Lower Mainland and the Fraser Valley Smart Managed Growth Vision 2025 Maple Ridge has risen to the challenge of accepting growth while at the same time protecting the quality of life and diversity of residential options that is so important to citizens. By densifying many neighbourhoods, the District has been maintained the rural character and small-town feel of the community. Specific neighbourhood plans supported by design guidelines and attention to the natural landscape were keys to retaining the character of neighbourhoods that experienced in -fill. A vibrant, pedestrian -friendly, accessible downtown is the heart and gathering place for the community. Shopping, educational facilities and utility infrastructure were developed concurrent with the new or densified neighbourhoods. Key Strategies • Develop a land use management and development processes that are clear, timely, open, inclusive and consultative • Use the Official Community Plan and the District's Corporate Strategic Plan to ensure growth is well managed and balances the three pillars of sustainability (social, economic and environment) thereby enhancing the unique quality of life in Maple Ridge • Develop land use regulations, bylaws, procedures, and practices to implement the Official Community Plan and all other Strategic and Master Plans thereby providing clear interpretation of the District's direction, goals and objectives • 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; public buildings and, data and communications technology • Encourage the use of adaptive technologies in new construction so that buildings are flexible to changing needs and demographics • Explore the introduction of innovative new infrastructure and technology (such as fibre optics, geo- thermal power and energy from sewer systems) Business Planning Guidelines - March 2008 Page 16 of 35 Safe and Livable Community Vision 2025 A community development model is at the heart of the District's success in meeting the safety, security and social needs of the citizenry. By networking with other levels of government, the RCMP, the School Board, community agencies and business groups and by capacity building with not -for -profits and neighbourhood groups all Maple Ridge residents have their basic health, safety, shelter, food and income needs met; have access to community services to assist them in achieving their full potential, are able to actively participate in civic processes; and can contribute to establishing an exceptionally strong community. Key Strategies • 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 • Develop and implement preventative as well as reactionary plans to 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 • Work closely with the School Board, Health Authority, Regional Library, other levels of government and other agencies to encourage the adequate provision of public services that are not the responsibility of local government • 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 sustainability, 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, sustainable multi -year financial plans • Continue with the implementation of the Police and Fire Master Plans • Provide a variety of parks, trails, open spaces and gathering places • Recognize and support the important contribution of volunteers in the community • Encourage active and healthy living among citizens through the provision of a variety of exceptional recreational, educational and social activities • Preserve and enhance heritage resources to provide citizens with the historic context of the community • Encourage citizens and the community to develop their creative potential and a strong sense of community through the provision of excellent arts and cultural opportunities, special events, educational and social activities Financial Management Vision 2025 The District's award -winning financial, investment, purchasing and human resources policies and practices are tightly aligned with and contribute to the District's continued vision of sustainability Key Strategies • Construct financial plans and Business Plans in accordance with the adopted Financial Sustainability Polices • Develop multi -year financial plans that not only address immediate needs but also address the longer -term sustainability of our community • Use a formal, Business Planning framework as a means to structure decision -making and publicly reporting our performance Business Planning Guidelines - March 2008 Page 17 of 35 • Identify methods to expand the tax base and generate non -tax revenue • Continue to use a user -pay philosophy • Review policies and processes to ensure they are consistent with the corporate strategic direction and external influences • Provide high quality municipal services to our citizens and customers in a cost effective, efficient and timely manner Governance Vision 2025 Maple Ridge is a leader in voter turnout for Municipal Elections as more than half of those eligible to vote, exercise that right. Elected officials and District staff continue to confidently lead the community on its journey to achieving its vision. Meaningful engagement of staff, stakeholders and citizens ensures quality decision making. Politicians and staff model the District's values and consistently deliver on the commitments, goals and objectives stated in the Strategic Plan and Business Plans. Key Strategies • Conduct our business in a manner that upholds and enhances the publics' trust • Function as an open government with the greatest possible access by citizens to information and opportunity for engagement in decision making -processes • Demonstrate leadership in applying and promoting the principles of sustainability recognizing that each individual decision may not be optimal for all pillars of sustainability Community Relations Vision 2025 Maple Ridge residents and business owners report very high levels of satisfaction with the District's efforts to keep citizens informed of municipal plans and projects and to ensure citizens are aware of when and how they can participate in civic processes. Key Strategies • Provide a continuum of opportunities that encourage and enable citizen participation in local government and local government decision -making. • Develop methods to communicate on a timely basis with citizens and community groups • Survey citizens to obtain their views on the community and their satisfaction with District services • Provide information about and actively promote the actions individual citizens and businesses can take to augment the District's sustainability efforts • Provide opportunities through events and festivals for growing our citizens' sense of community Inter -Government Relations/Networks Vision 2025 The District receives outstanding levels of support and cooperation from senior levels of government, crown agencies, the regional district, the school district, our municipal neighbours, First Nations, community groups and corporate Canada because of the strong, positive working relationships, at both the political and staff level, that have been established and nourished over the years Business Planning Guidelines - March 2008 Page 18 of 35 Key Strategies • Develop and maintain strong, positive working relationships with our adjacent neighbours, the municipalities of Pitt Meadows and Mission; the Katzie and Kwantlen First Nations; our fellow members of the Greater Vancouver Regional District and the Fraser Valley Regional District • Enhance relationships with provincial and federal employees and politicians to further the legitimate interests of the District • Continue to leverage our voice and enhance our relationships with the UBCM, FCM and the LMLGA • Identify and promote the use of partnerships and networks with public agencies; crown corporations; business; not -for -profit; community groups; and, volunteers to provide local government and community services in a cost-efficient, effective and timely manner Economic Development Vision 2025 Maple Ridge made the transition from dormitory suburb to employment magnet by carefully targeting businesses that fit within the context of the District's many neighbourhoods. Commercial ventures were encouraged in the accessible, pedestrian -friendly downtown and at nodes along major roads; agricultural activities were enabled in District's famed rural areas; home -based businesses were encouraged and clean industry was attracted to existing and new business parks created near key transportation junctions and neighbourhoods. The District enjoys the many benefits of having the majority of its residents work in the community in which they live. Key Strategies • Use a formal economic development strategy, grounded in the principles of sustainability, as a means to structure a positive business and investment climate • Support the retention and expansion of existing local businesses that add to the quality of life in 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 an efficient, customer -service oriented approach to the delivery of municipal services that is timely, cost effective, friendly and efficient • Develop and maintain high quality community documentation and promotional material to attract investment and employment • Preserve natural assets that could positively contribute to economic development • Enhance the trail systems so that they can be used to enhance economic development Business Planning Guidelines - March 2008 Page 19 of 35 Municipal Council's Criteria for Evaluating and Establishing Priorities The decision to accept or reject incremental packages and for setting workplan priorities is the responsibility of Municipal Council. In making such decisions, Council will consider the following criteria: Public Health & Safety 4 Are there health and safety risks? If so, what are they? Legislative Requirement -+ Is the change required for legislative reasons? Operating Impact of Previous Decisions 4 Does this issue flow from a previous Council decision? If not, what are our options? Council Priority 4 Is the program in alignment with Council's strategic direction? Community Impact 4 Is a large segment of our community affected? Financial Staffing 4 How much is our investment? Can it be sustained? Are there opportunities to leverage other investments? 4 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? Business Planning Guidelines - March 2008 Page 20 of 35 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: 1. Does the initiative support the District's Business Strategy and/or the Information Technology Strategic Plan? 2. Does the initiative support departmental initiatives or plans? 3. Does the initiative support agree to management performance objectives? 4. Does the initiative support legislated objectives? 5. 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: 1. How much does the initiative increase revenues or improves cash flows? 2. How much does the initiative decrease expenses? 3. How much does the initiative avoid future costs? Do costs increase more slowly than revenues, volumes or activity levels in the future? 4. What is the anticipated level of productivity improvements related to the use of the District's human resources? 5. 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: 1. How much does the initiative improve customer satisfaction? 2. How much does the initiative improve staff morale? 3. How much does the initiative improve the District's business decisions? 4. How much does the initiative improve the District's service levels? 5. How much does the initiative improve the District's internal and external image in terms of political or real payback? A ranking should be provided for the initiative based on its Intangible Benefits. Risk When evaluating the risk of an Information Technology initiative, the following questions should be asked: 1. What is the probability that the anticipated benefits will not be realized? 2. What is the level of application risk? Has the technology been used for this specific application before? 3. What is the level of technology risk? Is the technology new and/or unproven? 4. 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? 5. 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. Business Planning Guidelines - March 2008 Page 21 of 35 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, and/or Implementation Project Type: New Application, New Infrastructure, Upgrade or Replace TANGIBLE CAPITAL ASSETS BEING ACQUIRED OR CONSTRUCTED: (please note: each asset should be separately identified) Asset #1 Estimated Useful Life Asset #2 Estimated Useful Life Asset #3 Estimated Useful Life BUDGET ESTIMATES CAPITAL COSTS: Acquisition or Construction Costs Asset #1 $ 1 Estimated Accuracy: Asset #2 $ Estimated Accuracy: Asset #3 $ Estimated Accuracy: ONE TIME PROJECT COSTS: (Items, such as studies, that will be undertaken as part of the overall project, but are not part of the acquisition or construction costs of the asset. These costs will be incorporated into operating budgets, but can be funded from the same sources as acquisition and construction costs). Study Budget $ Estimated Accuracy: ANNUAL OPERATING COSTS: (maintenance costs, annual licensing fees etc) Description Estimated Cost Can these costs be covered off within your existing budget? (If not please complete an incremental request package as part of your Business Plan) FUNDING SOURCES: (if funding includes monies from outside sources i.e. GVTA, ICBC, Province etc., please indicate if the funding request has been approved) Item Funding Source Approval Status (external) Amount Study Asset #1 Asset #2 Submitted By: Date Created: Dept./Business Area: Project Sponsor: Preferred Start Year: Latest Start Year: Description Purpose, Scope, and Approach Business Planning Guidelines - March 2008 Page 22 of 35 Additional Requirements for IT Requests Project Benefit/Risk Review The Rating Column will be filled in by the Prioritization Group. Alignment Factor Describe all that apply Description Ratin 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/system s Total Tangible Bents Describe the one that applies Description Ratin 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 Ratin 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 Ratin 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 Business Planning Guidelines - March 2008 Page 23 of 35 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 $ • 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 $ $ Total Funding $ Business Planning Guidelines - March 2008 Page 24 of 35 Business Plan Sample District of Maple Ridge Corporate & Financial Services Business Plan 2007 - 2010 1.0 Executive Summary The Corporate.& Financial Services Division (CFS) includes Clerks, Finance, and Information Services. We also provide support to the RCMP/Police Services, and the Fire Department. CFS will help set the direction for our organization and will continue to monitor our progress to make sure we remain on course. Our strength comes from our staff and their client focus and our role as leaders is to encourage, support, and instil confidence in them so that they can embrace and contribute to the corporate vision. The services provided by the General Manager's area include: • Coordinating the overall business planning process for the organization; • Assisting with the development, monitoring and reporting of performance measures; • Liaising with external agencies (Province, RCMP, other Municipalities); • Managing continuous quality improvement initiatives; • Identifying and implementing process improvement reviews; • Ensuring alignment in a very diverse division • Conducting research and analysis; • Financial planning and budgeting; • Policy advice and development; • Public Relations; • Municipal support and financial assistance concerning the RCMP; • Administrative and financial assistance to the Fire Department; and, • Special projects as requested. This business plan, and the ones from each of the departments in CFS, outlines in more detail what we do, our accomplishments from last year, the work we plan to do over the next year, and how we intend to measure our results. 2.0 Corporate Overview Financial Management • Ensure the use of a business plan framework to guide decision -making on programs and resource allocation on a multi -year basis. • Help departments develop financial plans and performance measures to ensure the effective and efficient use of resources. • Participate on the Information Technology Committee (using technology to increase the efficiency and effectiveness of municipal operations). • Assist with the acquisition and disposition of municipal land so our. citizens get the best possible value. Business Planning Guidelines - March 2008 Page 25 of 35 Inter -Government Relations/Partnerships • Participate in the Lower Mainland Policing Study, which is working on improving the efficiency and effectiveness of our Police Service. • Participate on the Regional Finance Advisory Committee of the Greater Vancouver Regional District, which provides advice on financial matters of importance to the GVRD. • Work with the Finance Department to make the Audit and Finance Committee as effective as possible. Community Relations • Encourage continuous improvement towards the delivery of services by co-ordinating cross - department teams to address customer service. • Present the performance reports publicly on a quarterly basis to Council and the public. • Meet with citizens - in groups and individually - to discuss issues of importance to them and to share information about our organization. Economic Development • Research and provide recommendations on contributing to a healthy and vibrant town core. Safe and Livable Community • Assist in providing municipal support services, financial planning and help in the development of business plans to the RCMP and Fire Department. 3.0 Departmental Overview Services Provided Business Planning Business Plans • Chair Business Planning Team • Ensure the annual Business Plan Guidelines are developed and published • Distribute completed Business Plans • Coordinate business plan training sessions • Guest speaker at business planning sessions for other organizations • Facilitate business planning sessions for other organizations • Facilitate business planning sessions for other departments • Facilitate briefing and debriefing sessions for business plans • Produce Annual and Quarterly Performance Reports so that we can gauge our corporate performance Projects • Assist with facilitating process improvement reviews to ensure efficiency and effectiveness of internal processes • Assist with facilitating performance measures/indicators sessions Business Planning Guidelines - March 2008 Page 26 of 35 Financial Planning • Ensure that the District's five-year financial plan is in alignment with Council's Financial Sustainability Policies. • Assist the Finance Department with a Council Audit and Finance Committee that is efficient and effective • Assist Finance in the development/maintenance of five-year Financial Plans • Act as Finance Section Chief for the Emergency Operations Centre • Provide financial and budgeting assistance to department business planners to strengthen the relationship of business plans, financial plans, and actual performance • Maintain a close relationship with Finance to ensure a seamless delivery of financial services to internal customers • Provide reports to Council, management, and others to ensure they meet user requirements and ultimately aid in the effective and efficient allocation of resources • Develop a detailed plan for land sales to meet our financial requirements for the downtown core with realistic timelines • Monitor the financial health of our organization and publicly report on it on a quarterly basis Public Relations • Along with other departments, ensure the information on our Website is current, informative, and accurate • Set up public consultation sessions on the budget • Answer customer enquiries on financial matters of interest RCMP and Police Services • Municipal support and assistance with administrative and financial matters • Assist in the development of a Police Master Plan for our longer term policing needs, including the use of the Court House for public safety needs. • Understand the pressures, assist in the evaluation of alternatives for dealing with them, and develop multi -year plans for addressing the needs • Focus on the best way to deliver service rather than resource acquisition • Ensure all resources, including staff, are used for the intended services (and obtain municipal approval for changes) Maple Ridge Fire Department • Assist the Fire Department in administrative and financial matters • Hold regular meetings with career chiefs to discuss corporate issues • Assist in implementing the Fire Master Plan Soecial Projects • Follow-up on Downtown Core Project • Develop a strategic longterm financial plan Administrative • Have quarterly meetings with department heads to review their work plans and to see where we can provide assistance • Conduct an annual 3600 review of the General Manager, the results of which are shared with the department heads, other General Managers, and the Chief Administrative Officer • Coordinate and distribute Quarterly Performance Reports • Assist the IS Department in providing computer support for internal staff • Provide training in computer software for staff in conjunction with the IS Department Business Planning Guidelines - March 2008 Page 27 of 35 Customers Our customers are primarily internal departments; however, we do have some external customers which include the SPCA (public relations); business people in Maple Ridge (e.g. realtors, property purchasers, developers); and, our audience who attend public meetings, monitor our website, and read our press releases. Resources General Manager Policy Analyst Executive Assistant Values We are committed to a high level of customer service - we promise to respond to all citizen/customer inquiries personally and when we do not know the answer to the inquiry, we will do the research, find the right answer, and respond personally. We encourage, support, and instil confidence in our employees so they embrace and contribute to the vision of the District of Maple Ridge. We operate on the premise of anticipating our customers' needs (both internal and external) and we strive to deliver customer satisfaction beyond expectations. Organization Chart Executive Assistant Brenda Graham Chief Information Director of Officer Finance John Bastaja Jake Sorha General Manager Corporate & Financial Services Paul Gill Total Expenditure Budget = $195,239 Full -Time Equivalent Staff = 3 Municipal Clerk Terry Fryer Manager of Police Services Maureen Jones Fire Department Chief/Director of Operations Peter Grootendorst Fire Department Chief/ Director of Community Fire Safety Dane Spence Policy Analyst Laura Benson Business Planning Guidelines - March 2008 Page 28 of 35 Successes/Accomplishments in 2005 • Worked with the Fire Department staff in implementing the Fire Department Master Plan • Member of staff working group that worked with RCMP to prepare a detailed report on the performance of the Integrated Homicide Investigation Team. • Worked with staff in assessing the financial implications of the Community Charter. • Assisted in the Lower Mainland Policing Advisory Committee in developing proposals for a dedicated Emergency Response Team for the Lower Mainland. • Completed an assessment of the General Manager, the summary of which was shared with the Directors and the Chief Administrative Officer. • Served as the Finance Section Chief for our EOC and participated in the "Wildfire" Exercise in February 2005. Worked with fellow staff to develop a detailed action plan for revitalizing the Town Centre. Projects in Progress • Police Services Master Plan • Courthouse Renovations • Policies that support the long-term Strategic Financial Plan 4.0 Performance Measures/Indicators 4.1 Service Area Goal., Business Planning To ensure the business plans provide a framework for decision -making by identifying areas for performance review, amalgamation, dissolution, change and alternative service delivery. Objectives: • To provide information to support informed decision -making by Council and Senior Management • To help departments and other agencies identify core businesses essential to the organization • To develop goals and objectives to be achieved by departments and the organization • To help departments identify performance measures to be achieved in each service area • To ensure business plans fit with other corporate plans (i.e. Corporate Strategic Plan, OCP, Economic Development Strategy, Performance Plans, Technology Strategic Plan) Action, Responsibility and Timeline: • Provide report on key 2005 financial performance indicators; Laura Benson, ongoing (report in May 2006) • Provide report on 2006-2010 Business Planning process results; Laura Benson, February 2006 • Provide report to set context for 2007-2011 Business Planning Sessions; Laura Benson, September 2006 • Provide report on the financial resource decisions approved outside the business planning process; Laura Benson, April, July, and October 2006 • Produce Business Plan Guidelines for 2007-2014; Brenda Graham; March 2006 • Hold debriefing sessions reviewing 2006 process; everyone; February 2006 • Implement suggestions received from debriefing sessions and incorporate into new guidelines; everyone; April 2006 • Promote team members as facilitators for business planning sessions; everyone; ongoing • Attend relevant conferences on business planning and performance measurement to keep up-to-date; everyone; ongoing • Relay feedback to departments on outcome of business plan presentations and deliberations over incremental/reduction packages; everyone; February 2006 Business Planning Guidelines - March 2008 Page 29 of 35 4.2 Service Area Goal: Financial Advice to Council Provide financial input to Council Reports that have financial implications. Objectives: • Ensure that our division addresses every Council Report that has financial implications and that the financial ramifications of the initiative are clear. • Work with the Finance Department to develop 5-year financial plans that meet Council's objectives. • Facilitate a review of non -taxation revenue by ensuring that fees and charges within the various departments are reviewed and revised on a regular basis and that our rates remain competitive and affordable. • Ensure that Core -related debt issues are dealt with in a timely and appropriate manner. Action, Responsibility and Timeline: • Provide advice on all Council reports that have financial implications; Paul Gill, ongoing • Work with departments to research rates and fee structures; Laura Benson, ongoing • Review the Core -related matters including assets held by subsidiary; Paul Gill, 2006 4.3 Service Area Goal: Fire Department Provide financial and administrative assistance to the Fire Department. Objectives: • Ensure the fire department business plan aligns with the Corporate Strategic Plan • To ensure the fire department reaches their goals through fiscal planning • To help the fire department plan for capital expenditures • To provide additional administrative assistance when necessary to help distribute workload Action, Responsibility and Timeline: • Work with the Fire Department to review and update the long-term fire service delivery model, including financial implications; Paul Gill; August 2006 • Work with the Fire Chiefs to develop plans for Fire Hall #4, in alignment with Council direction; Paul Gill • Explore training partnership with the Justice Institute; Paul Gill 4.4 Service Area Goal: RCMP & Police Services Provide municipal support and assistance to the RCMP on financial matters Objectives: • Ensure the RCMP Business Plan is aligned with the Corporate Strategic Plan • Help the department focus on service delivery and find alternatives to increasing staff • Help the department obtain their financial and capital goals through fiscal planning Action, Responsibility and Timeline: • Work in conjunction with the GVRD Mayor's Advisory Committee to enhance the financial accountability of the RCMP; Paul Gill; ongoing • Actively participate in the GVRD Policing Study and bring recommendations for improving service delivery to Council; Paul Gill • Assist in the preparation of a 5-year financial plan for the RCMP contract costs; Paul Gill • Provide Business Planning advice to the RCMP Headquarters; Paul Gill; ongoing Business Planning Guidelines - March 2008 Page 30 of 35 Performance Measures GoaVObjective Performance Measure Focus Area To provide information to support Level of Council satisfaction with Governance informed decision -making by Business Planning process Council and Senior Management (survey at spring retreat) Timely approval of five-year Financial Management financial plan (Target: approval by December 31st) Provide financial input to Council Level of Council satisfaction with Financial Management Reports that have financial financial information (survey at implications spring retreat) Provide financial and Level of General Manager Financial Management administrative assistance to the participation in meetings with Fire Department Fire Chiefs, Staff and Volunteers (percentage of meetings attended over total meetings available) Help the Police Services Level of satisfaction in customer Community Relations department focus on service service matters (ratio of positive delivery and find alternatives to feedback comments to negative increasing staff feedback comments) Number of training hours utilized TPM People Focus by municipal support employees 5.0 Operating Budget District of Maple Ridge Proposed Financial Plan 2006-2010 Corporate & Financial Services Account 2005 Adopted AFP05-09 2006 Proposed CFP06-10 Proposed Changes S % 2007 Proposed CFP06-10 2008 Proposed CFP06-10 2009 Proposed CFP06-10 2UlU Proposed CFP06-.10 Expenditures Conferences & Meetings $27,090 $24,590 (52,500) (9%) $24,590 $24,590 $24,590 $24,590 Memberships $9,828 $9,928 $100 1% $9,928 $9,928 $9,928 $9,928 Miscellaneous $1,600 $1,600 $0 0% $1,600 $1,600 $1,600 $1,600 saladcs $155,689 $159,311 $3,622 2% $165,246 $220,105 $305,352 $310,766 Totals 194,207 195,429 1,222 1% 201,364 256,223 341,470 346.984 Proposed Changes and/or Remarks: Conferences & Meeting-: This decrease is to realigning some budget to Administration budget for Conferences. Business Planning Guidelines - March 2008 Page 31 of 35 6.0 Capital Budget - None 7.0 Information Technology - None 8.0 Incremental/Reduction Packages - None Business Planning Guidelines - March 2008 Page 32 of 35 Business Plan Template District of Maple Ridge Name of Department Business Plan 2009 - 2013 1. 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 2. 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 3. 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 4. Performance Measures/indicators Service Area Goal: • Develop goals for each of your service areas based on the Corporate Strategic Plan • 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 Objective: • Describe your objectives for each service area goal in years one through five Measures: • Identify 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) Business Planning Guidelines - March 2008 Page 33 of 35 5. Operating Budget • To be obtained from your Finance Department representative in electronic format and placed after this heading C. Capital Budget • Submit capital items to Trevor Thompson and reference these items in the business plan for your department (using the Capital Works Program Project Proposal Template located at \\OAK\Common Files\Templates\Project Templates. i. Information Technology Update • Submit IT items to John Bastaja and reference these items in the business plan for your department (using the Capital Works Program Project Proposal Template and Additional Requirements and Cost Statements Template located at \\OAK\Common Files\Templates\Project Templates. 8. 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 Business Planning Guidelines - March 2008 Page 34 of 35 Format: Business Plan Format (for Full Business Plan) • Please adhere to format outlined in the template/sample provided • Use MS Word • Use Franklin Gothic Book Font in 11 point • Page set-up is 2.5 cm or 1 inch all around • No landscape (sideways) pages • 3-hole punched (please use already drilled paper as the holes are bigger and consistently placed) • Page numbers in centre 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 for submission are to be two-sided Business Planning Guidelines - March 2008 Page 35 of 35 40. Deep Roots Greater Heights TO: FROM: SUBJECT: District of Maple Ridge His Worship Mayor Gordon Robson and Members of Council Chief Administrative Officer Cemetery Master Plan DATE: 11 March 2008 FILE NO: ATTN: Committee of the Whole EXECUTIVE SUMMARY: Mr. Lees of Lees and Associates presented the Draft cemetery Master Plan at the February 25th 2008 Council workshop, and provided clarification to Council regarding the information collection process as well as his recommendations in this regard. Staff was authorized to release the draft cemetery master plan at the February 25th Council Workshop for comments / feedback from residents prior to final consideration of the plan. RECOM M EN DATION(S): That the attached addenda #1 be incorporated into the draft Cemetery Master Plan and both the Addenda, and the draft master plan together be endorsed as the final version of the 2008 Maple Ridge Cemetery Master Plan; and further that staff be authorized to move forward with the recommendations contained in this document as and when the required funding becomes available to do so. DISCUSSION: a) Background Context: Each of the participants from the open house as well as the residents and businesses who completed the on line survey forms in this regard were contacted and asked to review the master plan document. The Draft master plan was also posted on the Maple Ridge website for public viewing. To date only 2 responses have been received in this regard and are attached to this report. Additional questions were asked with respect to site selection for a future cemetery. Addenda #1 attached) has been prepared to provide guidance on that subject and is proposed to be added in to the final Cemetery Master Plan. b) Business Plan/Financial Implications: Upon adoption of the attached 2008 Cemetery Master Plan, staff will develop and bring forward a detailed financial plan with recommendations regarding proposed cemetery fees and charges that will assist the District to work towards full cost recovery for the cemetery services provided at both Maple Ridge cemeteries. c) Interdepartmental Implications: During the review of the of the draft plan Council suggested that it would be desirable to have a pedestrian connection to the Lougheed Hwy on the south side of the cemetery site. A notation has been made on the development application file for the parcel located between the Cemetery and the Highway to ensure that a referral is made to the Parks Division for comment prior to approval of development permits to allow for the inclusion of this request. 1151 Prep y: David Boag % Director Park/s�nd Facilities Approve y: Mike Murray General Ma ger, Community development, Parksand ation services i Concu rence: '�. (JIm) Rule Chief Administrative Officer oe Addenda # 1 Cemetery Lands Acquisition Criteria This report has documented the need for the District to acquire more lands for the interment and memorialization of Maple Ridge residents in the short, medium and long terms. In the short term, lands to the north of the existing cemetery site should be acquired. These lands will fulfill the cemetery needs through approximately 2028. Beyond that time, however, additional lands will be required that meet the medium term interment and memorialization expectations of the community. In cemetery planning terms, this is a relatively short planning horizon. This addenda, (to be incorporated into the final report) outlines the primary criteria that should be used in the evaluation of lands appropriate for cemetery purposes. The primary criteria are grouped under the following headings: ■ Biophysical characteristics (soils, hydrology, vegetation, slope, aspect), ■ Accessibility, ■ Land use compatibility, and ■ Expandability. Biophysical Criteria Cemetery sites should be considered that have soils, drainage conditions and vegetation (or capacity to grow vegetation) that will result in an attractive site, maintainable conditions and relative ease of interment. Soils should be: ■ Physically capable of supporting roads and pathways; ■ Able to withstand 2 — 3 metre excavations with minimal side slippage; ■ Well drained, or be able to be drained with basic agricultural drainage methods; ■ Ideally, suitable for growing trees and shrubs and at a minimum able to support healthy non - irrigated turf grass. ■ Capable, in some areas, of supporting columbaria, mausolea, other interment options, equipment sheds and possibly customer service buildings. Hydrologic conditions that should be considered include: ■ 30 metre minimum setback from any permanent stream; ■ Water table that is, ideally, a minimum 1.5 metres below the proposed finish grade; ■ Areas that are outside of setback zones stipulated by current standards for drinking water aquifers and ground wells; ■ Free draining, or able to be drained, sufficient to support turf grass, trees and shrubs as well as facilitate excavation of traditional graves. Vegetation conditions would ideally include: ■ Mature tree and shrub communities that create an "established" character; ■ A mix, or the potential to grow a mix, of native and non-native species; ■ Existing or potential vegetation types that include tree, shrub and groundcover species as well as deciduous, evergreen and broadleaf plants; ■ Turf or mixes of turf grasses and ornamental grasses that meet aesthetic as well as "loading" demands caused by excavation and maintenance equipment. It should be noted that vegetation can be established on soils — over a long period of time — that might not otherwise be acceptable for other public or private landscape purposes. To this end, a site that meets other criteria, but does not meet the vegetation criteria, may still be worth considering given the ability to establish soils and plant communities incrementally, over time. SloSlo e Slope is the measure of incline across a property. Aspect is the general direction(s) the land faces. Lands that slope from a high point in the north to a low point in the south are said to have a "southern aspect" or "exposure." Slope needs to be considered, but is not necessarily a determining factor in the suitability of a site for a cemetery. Ramps, terraces and roadways contoured with the land can provide access to burial lots across lands as steep as 30% or sometimes more. These sites will, however, require more maintenance and an increased level of infrastructure investment as they are developed. Sites that are mostly greater than 35% should not be considered for cemetery purposes. Slopes need to: ■ Accommodate the elderly and those with mobility disabilities as per the standards of the time; ■ Be safely maintainable with no motorized grass cutting on turf slopes greater than 25%; ■ Be planned and designed to drain water and prevent ice accumulation. Ideally, a cemetery site will have a southern aspect in order that: ■ Visitation to graves and memorial sites can occur in the sunshine; ■ Vegetation and flowering mementoes can survive, if not thrive; ■ Faster green -up can occur in the spring. Accessibility Cemetery sites should meet the following accessibility criteria. They should: ■ Be located near to local roads and ideally existing or future public transit routes; ■ Be close enough to roads to facilitate road construction in to the site and/or walking in to the site by visitors; ■ Developable to meet current standards for people with disabilities; Land Use Compatibility Cemetery lands should be located on properties that a) enhance the sacredness of the cemetery and b) are not affected by noise, unsightliness or other detracting conditions. Cemetery lands should ideally be located: ■ Close to compatible land uses such as parks, historic sites, residential areas, agricultural lands, forests, conservation zones, undeveloped Crown lands; ■ With adequate separation (>500 metres) from industrial and retail land uses; ■ Away from Provincial Highways and major arterial routes to prevent noise intrusion. Expandability Long term cemetery expansion lands should be acquired: ■ In areas where long term expansion is possible (future parkland for example) ■ Where interim land uses can meet some of the criteria mentioned above (soil improvement, tree planting etc) ■ Where green burial, reuse of graves and other sustainable systems of the future can be incorporated. Conclusion The above criteria for cemetery land acquisition should be applied, in general, when potential properties become available. This is a comprehensive listing of criteria, some of which will be readily applicable. Others, ideally, would also apply but may not always be attainable given the shrinking land base and increasingly limited acquisition opportunities. Attachments: Hello, I was asked, as a new community member of the Community Heritage Commission to make some comments/feedback on the M.R. Cemetery Report. I thought some of the suggestions throughout the report were a great idea including, the idea of locally significant people/place names to be used in a way finding system at the cemetery; also the restoration of the damaged grave markers; finally the idea of the Cemetery Advisory Committee, was also a great idea. I also have a suggestion of my own, for a Customer Service aspect to the cemetery —Last summer, I had a chance to go to Cranbrook Cemetery to find one of my relative's graves, and they had a binder with a map, to show any visitors who came when no service was available where the graves were. It was a very easy system, that didn't take a lot of funding to do. Thank you, Sarah Hossack I have read through the Cemetery Master Plan prepared by Lees & Associates, and there are numerous points I have highlighted for discussion. There are two I want to mention; 1) Recommendation # 25 - I would like to be involved in this Advisory Commission. 2) Recommendations concerning Columbaria - I know that various municipal cemeteries in the province have entered into successful partnerships with funeral providers who have put up capital to build Columbaria. We are interested in perusing this idea. Tim Logue Garden Hill Funeral Services Maple Ridge Maple Ridge Cemetery Master Plan MAPLE British Columbia Deep Roofs Greater Heights TO: FROM: SUBJECT: District of Maple Ridge His Worship Mayor Gordon Robson DATE: and Members of Council FILE NO: Chief Administrative Officer Timing of Purchase of Fire Truck EXECUTIVE SUMMARY: March 19, 2008 ATTN: Council The Fire Department Capital Plan provides for the purchase of a fire truck in 2009. A price increase has been announced effective March 25, 2008; orders placed prior to this date will not be subject to the new prices. Our financial obligation will arise as soon as the order is placed even though payment will not be due until 2009. This will necessitate an amendment to our Financial Plan. In view of the tight timelines, we recommend that staff be authorized to immediately order the truck scheduled for purchase in 2009 and amend the financial plan accordingly. The amendment will be forwarded to Council in the coming weeks. RECOMMENDATION(S): That staff be authorized to order the fire truck scheduled for purchase in 2009 immediately and that the financial plan be amended accordingly. DISCUSSION: The Equipment Replacement Reserve provides $625,000 for this purchase in 2009. The financial plan will move the timing of this acquisition to 2008. The reserve has the capacity to handle this timing change. , Prepared bye Peter Grootendorst 1� Fire Chief Approved by: haul GM: Mroorate & Financial Services Concurrence: 11�Wirh) Rule VChief Administrative Officer 1201 District of Maple Ridge Deep Hoots Greater Heights TO: His Worship Mayor Gordon Robson and Members of Audit & Finance Committee FROM: Chief Administrative Officer SUBJECT: Audit Services EXECUTIVE SUMMARY: DATE: 18-Mar-08 FILE NO: ATTN: Council At its March 17th meeting, the Audit and Finance Committee authorized staff to extend the agreement with BDO Dunwoody for the provision of audit services through the end of the 2010 audit. Though all members of Council were in attendance, a formal resolution from Council would be appreciated. RECOMMENDATION(S): That on the recommendation of the Audit & Finance Committee, the agreement with BDO Dunwoody LLP for the provision of audit services be extended for three years through the end of the 2010 audit. DISCUSSION: The attached report was submitted to the Audit & Finance Committee at the March 17th meeting. It details the rationale for extending the agreement for the provision of audit services with BDO Dunwoody for a further three years. The Committee supported the recommendation & the matter is now being brought to Council for resolution. ,r Prepared by: Catherine Nolan, CGA Manager of Accounting Approved by. Paul Yl, CGA GM tirporate & Financial Services Concurrence: ' E✓(A n) Rule Chief Administrative Officer 1202 District of Maple Ridge Deep Roots Greater Heights TO: His Worship Mayor Gordon Robson and Members of Audit & Finance Committee FROM: Manager of Accounting SUBJECT: Services of External Auditor DATE: March 10, 2008 FILE NO: ATTN: Audit Committee EXECUTIVE SUMMARY: BDO Dunwoody LLP were appointed as our auditors in 2001 for a 5 year term. Prior to that KPMG had provided audit services for 8 years. In 2006 Council extended BDO's term for a further 2 years. BDO has a good understanding of our business and we are satisfied that we receive good value from their audit. They have had the opportunity to evaluate both the absence of the Finance Director & the succession plans put in place to prepare for the retirement of the Municipal Accountant and are comfortable with the controls in place. We have also been working with BDO to prepare for the implementation of asset and full accrual accounting and continuity of audit services through these changes makes sense. BDO has agreed to limit fee increases to inflation if their contract is extended and this can be accommodated within the existing budget envelope. They are also prepared to absorb the cost of additional work they may have to do due to the evolving reporting requirements. For these reasons staff are recommending that the agreement for audit services with BDO be extended through the end of the 2010 audit. RECOMMENDATION: Extend the agreement with BDO_ for. the. Provision of Audit Services . for.three years -through- the .end - of the 2010 audit. DISCUSSION: a) Background Context: BDO Dunwoody LLP were appointed as our auditors in 2001 for a 5 year term. Prior to that, KPMG had provided the services for eight years. In August of 2006, Council extended BDO Dunwoody's term for a further two years. There were two main reasons for this extension: i) We were in the midst of significant changes in accounting reporting standards and a change in auditors would have resulted in some work having to be repeated. ii) In the absence of the Finance Director and with newer staff in senior positions, a change in auditors would have placed an additional burden on staff. BDO has a good understanding of our business and we are satisfied that we have received good value through their audit. We are in the midst of implementing some significant changes in financial reporting, changes which are to be in place by 2010: the implementation of asset accounting and the change to full accrual accounting. Making a change in auditors mid way through this process will result in the need to redo work already accepted by one auditor or to spend time revisiting background work. With the ambitious work plans underway there is little time to spare to bring someone new up to speed. The issuance of a Request for Proposals (RFP) allows us to evaluate the services we receive against their cost. For the past two years we have enjoyed audit fees frozen at the rates charged in 2005. We were able to negotiate this by agreeing to be a testing ground for new audit procedures. Not only does this mean that our auditors benefit by being able to test new procedures but we benefit from being able to prepare for new requirements sooner than other municipalities. BDO has agreed to limit audit fee increases to inflation for the ensuing three years if their term as Municipal Auditor is extended and are further prepared to absorb the cost of additional work they may have to do due to the evolving reporting requirements. Further, our Municipal Accountant has just retired and our Finance Director is still away. The succession plan that was implemented a few years ago is serving us well. BDO Dunwoody is familiar with this plan, has reviewed the controls that are in place and are comfortable with them. With the ambitious work plan that is in place, a change in auditors would add to the workload. As we are in the midst of implementing accounting changes that are to be in effect by 2010 and in view of our recently implemented succession plan, we recommend that we retain BDO Dunwoody as our auditors for the next 3 years. b) Business Plan/Financial Implications: Audit fees have been frozen at the 2005 rate of $45,000 for the past 2 years; if the term if BDO is extended any increases in this rate will be limited to inflation. This can be accommodated within the existing budget envelope. c) Alternatives: We could issue an RFP for audit services and invite proposals from the market. This is not recommended as a change in auditors at this time would compromise our ability to achieve the ambitious work plans underway, we may not be able to negotiate the favourable fee that BDO has offered and some audit work already completed would likely need to be repeated. CONCLUSIONS Continuity in audit services during the implementation of new accounting rules makes sense as does -takinEadvantage of th-e favorable audit fees offered by BDO-if the contract- is extended. For these - reasons we are recommending that the contract for audit services with BDO be extended through the end of the 2010 audit. .I 4 Prepared by: Catherine Nolan, CGA Manager of Accounting Approved by: aul Gill, CGA GM Corpoxate,& Financial Services i J.L. (Jim) Rule Chief Administrative Officer