HomeMy WebLinkAbout2012-10-01 Workshop Meeting Agenda and Reports.pdf
District of Maple Ridge
1. ADOPTION OF THE AGENDA
2. MINUTES – September 10, 2012
3. PRESENTATIONS AT THE REQUEST OF COUNCIL
3.1
4. UNFINISHED AND NEW BUSINESS
4.1 Bill C38 and Recommendations for the District of Maple Ridge
Discussion of report from the Ad Hoc Task Force – Federal Fisheries Act with
recommended comments and feedback to be provided to the federal government
on changes to the Federal Fisheries Act.
Note: Report to be forwarded to the October 9, 2012 Council Meeting
4.2 Customer Service Initiatives
Presentation by S. Traviss, Senior Human Resources Officer and D. Pope, Business
Operations Manager
COUNCIL WORKSHOP AGENDA
October 1, 2012
9:00 a.m.
Blaney Room, 1st Floor, Municipal Hall
The purpose of the Council Workshop is to review and discuss policies and
other items of interest to Council. Although resolutions may be passed at
this meeting, the intent is to make a consensus decision to send an item to
Council for debate and vote or refer the item back to staff for more
information or clarification.
REMINDERS
October 1, 2012
Closed Council following Workshop
Committee of the Whole Meeting 1:00 p.m.
Council Workshop
October 1, 2012
Page 2 of 4
4.3 Council Matrix Update
Staff report dated October 1, 2012 recommending that the Council Matrix be
adopted.
4.4 Discussion of Union of British Columbia Municipalities (UBCM) Conference
Update from Mayor and Council members attending the 2012 UBCM Conference
4.5 Financial Update
Staff report dated October 1, 2012 providing an update on financial activity to the
end of August, 2012
4.6 Federation of Canadian Municipalities (“FCM”) Target 2014 Campaign
Staff report dated October 1, 2012 recommending that the FCM’s Target 2014
campaign in support of the Government of Canada long term infrastructure
strategy be endorsed and that the new plan is fully in place before existing
programs expire in 2014.
4.7 Parks, Recreation and Culture Master Plan Update
Staff report dated October 1, 2012 providing information on the implementation of
the Maple Ridge and Pitt Meadows Parks, Recreation and Culture Master Plan.
5. CORRESPONDENCE
The following correspondence has been received and requires a response. Staff is
seeking direction from Council on each item. Options that Council may consider include:
a) Acknowledge receipt of correspondence and advise that no further action will be
taken.
b) Direct staff to prepare a report and recommendation regarding the subject matter.
c) Forward the correspondence to a regular Council meeting for further discussion.
d) Other.
Once direction is given the appropriate response will be sent.
Council Workshop
October 1, 2012
Page 3 of 4
6. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL
7. MATTERS DEEMED EXPEDIENT
8. ADJOURNMENT
Checked by: ___________
Date: _________________
Council Workshop
October 1, 2012
Page 4 of 4
Rules for Holding a Closed Meeting
A part of a council meeting may be closed to the public if the subject matter being considered relates to one
or more of the following:
(a) personal information about an identifiable individual who holds or is being considered for a position as
an officer, employee or agent of the municipality or another position appointed by the municipality;
(b) personal information about an identifiable individual who is being considered for a municipal award or
honour, or who has offered to provide a gift to the municipality on condition of anonymity;
(c) labour relations or employee negotiations;
(d) the security of property of the municipality;
(e) the acquisition, disposition or expropriation of land or improvements, if the council considers that
disclosure might reasonably be expected to harm the interests of the municipality;
(f) law enforcement, if the council considers that disclosure might reasonably be expected to harm the
conduct of an investigation under or enforcement of an enactment;
(g) litigation or potential litigation affecting the municipality;
(h) an administrative tribunal hearing or potential administrative tribunal hearing affecting the municipality,
other than a hearing to be conducted by the council or a delegate of council
(i) the receiving of advice that is subject to solicitor-client privilege, including communications necessary for
that purpose;
(j) information that is prohibited or information that if it were presented in a document would be prohibited
from disclosure under section 21 of the Freedom of Information and Protection of Privacy Act;
(k) negotiations and related discussions respecting the proposed provision of a municipal service that are at
their preliminary stages and that, in the view of the council, could reasonably be expected to harm the
interests of the municipality if they were held in public;
(l) discussions with municipal officers and employees respecting municipal objectives, measures and
progress reports for the purposes of preparing an annual report under section 98 [annual municipal
report]
(m) a matter that, under another enactment, is such that the public may be excluded from the meeting;
(n) the consideration of whether a council meeting should be closed under a provision of this subsection of
subsection (2)
(o) the consideration of whether the authority under section 91 (other persons attending closed meetings)
should be exercised in relation to a council meeting.
(p) information relating to local government participation in provincial negotiations with First Nations, where
an agreement provides that the information is to be kept confidential.
District of Maple Ridge
COUNCIL WORKSHOP
September 10, 2012
The Minutes of the Municipal Council Workshop held on September 10, 2012 at
9:00 a.m. in the Blaney Room of the Municipal Hall, 11995 Haney Place, Maple
Ridge, British Columbia for the purpose of transacting regular Municipal business.
PRESENT
Elected Officials Appointed Staff
Mayor E. Daykin J. Rule, Chief Administrative Officer
Councillor C. Ashlie K. Swift, General Manager of Community Development,
Councillor C. Bell Parks and Recreation Services
Councillor J. Dueck J. Bastaja, Acting General Manager Corporate and Financial
Councillor A. Hogarth Services
Councillor B. Masse F. Quinn, General Manager Public Works and Development
Councillor M. Morden Services
C. Marlo, Manager of Legislative Services
A. Gaunt, Confidential Secretary
Other Staff as Required
R. Carmichael, Director of Engineering Operationgs
L. Holitzki, Director of Licences, Permits and Bylaws
D. Pollock, Municipal Engineer
F. Armstrong, Manager of Corporate Communications
Note: These Minutes are posted on the Municipal Web Site at www.mapleridge.ca
1. ADOPTION OF THE AGENDA
The agenda was adopted as circulated with the addition of the following items
4.5 Fisheries Act Task Force Discussion
4.6 BC Government and Service Employees’ Union (BCGEU) – Privatization of
the BC Liquor Distribution Branch Warehouse and Distribution System
2. MINUTES
R/2012-408
Minutes It was moved and seconded
August 27, 2012
That the minutes of the Council Workshop Meeting of August
27, 2012 be adopted as circulated.
CARRIED
Council Workshop Minutes
September 10, 2012
Page 2 of 4
3. PRESENTATIONS AT THE REQUEST OF COUNCIL - Nil
4. UNFINISHED AND NEW BUSINESS
4.1 Provincial Funding for Cycling Infrastructure – UBCM Resolution
Report dated September 10, 2012 from the Maple Ridge-Pitt Meadows
Bicycle Advisory Committee recommending that a resolution from Velo Village
regarding cycling infrastructure be supported at the UBCM Conference.
The Director of Engineering Operations reviewed the report.
R/2012-409
Provincial Funding
Cycling Infrastructure It was moved and seconded
Forwarded
That the report dated September 10, 2012 from the Maple
Ridge-Pitt Meadows Bicycle Advisory Committee re: provincial
funding for cycling infrastructure be forwarded to the
September 11, 2012 Council Meeting.
CARRIED
4.2 Financial Support for Agriculture – Follow Up Report
Staff report dated September 10, 2012 recommending the establishment of
an Agricultural Endowment Reserve Account.
The Acting General Manager of Corporate and Financial Services reviewed the
report.
R/2012-410
Financial Support
For Agriculture It was moved and seconded
Forwarded
That the staff report dated September 10, 2012
recommending the establishment of an Agricultural
Endowment Reserve Account be forwarded to the September
11, 2012 Council Meeting.
CARRIED
Council Workshop Minutes
September 10, 2012
Page 3 of 4
4.3 Report on Ban of Shark Fin Products
Staff report dated September 10, 2012 recommending that the Business
Licence and Regulation Bylaw be amended for the purpose of banning the
trade, sale or distribution of shark fins or their derivatives in the District of
Maple Ridge.
The Director of Licences, Permits and Bylaws reviewed the report.
R/2012-411
Ban on Shark Fin
Products It was moved and seconded
Forwarded
That the staff report on the ban of shark fin products dated
September 10, 2012 be forwarded to the September 11,
2012 Council Meeting.
CARRIED
4.4 Invasive Species Strategy
The Director of Parks and Facilities gave a PowerPoint presentation identifying
the various noxious weeds found in the Lower Mainland and providing an
update on work currently being done by the District to combat these weeds.
The presentation focused on the identification and removal of knotweed and
giant hogweed and outlined next steps to be taken in the program to control
invasive species.
4.5 Fisheries Act Task Force Discussion
Councillor Hogarth recommended the addition of a person representing
private enterprise to the Fisheries Act Task Force. He indicated that Mark
Adams from EnviroWest would be willing to join the task force either as a
representative of ARMS or as a private enterprise representative.
It was the consensus of Council that the original composition of the task force
be maintained.
4.6 BC Government and Service Employees’ Union (BCGEU) – Privatization of the
BC Liquor Distribution Branch Warehouse and Distribution System
Councillor Ashlie requested that a copy of a letter received from the BCGEU
regarding the privatization of the BC Liquor Distribution Branch Warehouse
and Distribution System be forwarded to the Social Planning Advisory
Committee.
Council Workshop Minutes
September 10, 2012
Page 4 of 4
R/2012-412
BCGEU
Privatization It was moved and seconded
Forward to SPAC
That the letter dated July 5, 2012 from Darryl Walker,
President, BCGEU, requesting the adoption of a motion
requesting a moratorium on the privatization of the Liquor
Distribution Branch be forwarded to the Maple Ridge Social
Planning Advisory Committee for comment.
CARRIED
5. CORRESPONDENCE – Nil
6. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL
7. MATTERS DEEMED EXPEDIENT
8. ADJOURNMENT – 11:07 a.m.
_______________________________
E. Daykin, Mayor
Certified Correct
___________________________________
C. Marlo, Corporate Officer
1
District of Maple Ridge
TO: His Worship Mayor Ernie Daykin MEETING DATE: October 1, 2012
and Members of Council FILE NO:
FROM: Ad Hoc Task Force – Federal Fisheries Act MEETING: Workshop
SUBJECT: Bill C 38 and Recommendations for the District of Maple Ridge
EXECUTIVE SUMMARY:
In July 2012, Maple Ridge Council directed through resolution “That an Ad Hoc Task Force be
established to review the proposed changes to the Federal Fisheries Act and provide a report back to
Council in October 2012 on recommended comments and feedback to be provided to the federal
government on changes to the Federal Fisheries Act.”
The Ad Hoc Task Force concluded that there are going to be some significant changes to Canada’s
Fisheries Act being proposed under Bill C 38 which will likely have economic, social, and
environmental implications for the District and its citizens. The group concluded that the 2012
budget bill (Bill C 38) will change the Federal Fisheries Act to focus on protection of specific fisheries
rather than the historical mandate of protection and management of fish habitat. The amendments
will likely shift many responsibilities for environmental protection, management, and enforcement
associated with aquatic ecosystems down to the province and municipalities where there is currently
a lack of resources for dealing with many of these issues. There were also serious concerns with
respect to the lack of information pertaining to the rationale for the proposed Bill; and lack of
engagement and public involvement in this federal process.
The key concerns raised by the Task Force are reflected in this report. The Task Force recommends
the following for Council’s consideration:
RECOMMENDATIONS:
Whereas the District of Maple Ridge has made significant investments in the protection of fish
habitat and watercourses that exist in the community;
And Whereas the protection and management of natural habitat is an important value for the
citizens in our community as reflected in the Official Community Plan;
And Whereas Council has grave concerns around the proposed departure from the historical
protection of fish habitat and the loss of ecological linkages that all species have to our fisheries;
Now Therefore Be It Resolved That the District of Maple Ridge call upon the federal government to
ensure
1. THAT the federal government provide information behind the rationale for the Policy Direction
change to the Fisheries Act and that it disclose whatever pertinent scientific information that
has been used to support the proposed changes to the Fisheries Act legislation and
regulations;
2
2. THAT there is meaningful public involvement and dialogue as part of this process with local
stewardship groups, municipalities, scientific organizations, First Nations, non government
environmental organizations, and the public at large both before and after the
implementation of the second phase of amendments to the Fisheries Act;
3. THAT the federal government retain the existing protection language for fish habitat and
fisheries rather than changing the Fisheries Act to limit protection to only certain fisheries;
4. THAT there is clarification on whether the current definitions as per section two of the
Federal Fisheries Act still apply and that there are meaningful definitions provided with
respect to “temporary” and “permanent” alteration, disruption, or destruction of fish habitat;
the ‘death or killing’ of fish; the lack of definition around what a fishery consists of.
Definitions should continue to promote an ecosystem based approach to fish conservation.
5. THAT appropriate levels of staffing support and resources are provided by the Federal
Government to the Department of Fisheries and Oceans for community enhancement and
restoration initiatives, habitat management and protection programs, monitoring and
compliance efforts, in addition to education and outreach programs assuring maximum
benefit and effective management of the fisheries to support the economic, social, and
ecological needs fundamental to the values of the Canadian people; and
6. THAT this resolution and the attached report be forwarded to the Federal and Provincial
Ministers of Fisheries, to local MPs and MLAs, to all federal parties, to local First Nations, to
Metro Vancouver Regional Board, to the Lower Mainland Local Government Association
(LMLGA), to the Federation of Canadian Municipalities (FCM) and to all Union of B.C.
Municipalities (UBCM) member municipalities.
BACKGROUND:
On July 9, 2012 Council passed the following resolution, “That an ad hoc task force be established to
review the proposed changes to the Federal Fisheries Act and provide a report back to Council in
October 2012 on recommended comments and feedback to be provided to the Federal Government
on changes to the Federal Fisheries Act.” The Ad Hoc Task Force was formed September 2012 and
included representatives from municipal stewardship groups, Alouette River Management Society
(ARMS) and the Kanaka Environmental Education Partnership Society (KEEPS), municipal staff, and
two members of Council. The group met several times to discuss potential implications, questions
and concerns, and to provide a number of recommendations for Council’s consideration.
The Ad Hoc Task Force initially met on September 5, 2012 to review the Bill C 38 background
information and to formulate a series of questions for MP and Parliamentary Secretary to the
Minister of Fisheries, Randy Kamp. A meeting took place with Mr. Kamp on September 11, 2012 to
address the questions and concerns of the Task Force group. A follow up meeting was held on
September 18, 2012 to formulate a report for Council with a summary of the major impacts and a
set of final recommendations for Council’s consideration.
IMPACT OF CHANGES
One of the key issues facing the Task Force is the lack of information available regarding changes to
the Fisheries Act. It is important to emphasize that without the details around the proposed
legislative and regulatory amendments being put forward under the second phase of Bill C 38, it is
difficult to know for certain what the full implications of the changes will be for municipalities like the
District of Maple Ridge. More information is required from the federal government. Based on the
limited information available to date however, there are some important implications for the District
that it may need to take into consideration:
3
1. New emphasis on ‘fisheries’ protection rather than fish habitat protection
This new proposed management approach diminishes the importance of ecological linkages
between features of watersheds that support fish and associated fisheries. Prospectively, many
features important to the ecology of fish populations that support fisheries will be lost. These
fisheries will also be negatively affected.
The Fisheries Act prior to Bill C 38 pursued the management of fish habitat in its attempt to
sustain fish populations that, in turn, sustain fisheries. Harm to fish habitat was only
permitted through direct authorization by the Minister or through regulations made by the
Governor in Council. This approach recognized the ecological linkages between features of
watersheds that support fish. It acknowledged that habitat is a precursor to fish, and that a
feature, such as a headwater stream or wetland, does not require fish to directly reside
within it for it to be fish habitat. These features support ecological functions for fish.
Functions, such as the production and transport of nutrients and food organisms, are
fundamental to the ecology of a watershed that supports fish, fish hatcheries, and
associated fisheries.
Changes to the Fisheries Act associated with Bill C 38 pursue the management of fish that
sustain fisheries. The management of fish is primary; the management of habitat is
secondary. From a management perspective, only serious harm to fish that would otherwise
be harvested as part of a fishery is absolutely prohibited. Temporary harm to fish habitat is
not prohibited. Permanent harm to fish habitat is permitted in accordance with prescribed
conditions; such conditions are currently unknown. Rigorous reviews conducted as part of
an authorization by the Minister or through regulation made by the Governor in Council will
not likely be applied to the development of conditions under which harm may occur; such
conditions are typically a composition of generic terms of reference for a myriad of works that
range dramatically in terms of prospective impacts to fish habitat. This deferral to standard
conditions of practice is not a substitute for adaptive and integrated management of an
economic, environmental, and cultural resources.
The importance of fish habitat in supporting fisheries is devalued by changes to the Act. As
the Act is disproportionately focused upon fish, it is highly likely that the management of fish
habitat will eventually focus upon those features that are directly inhabited by fish. This
management approach diminishes the importance of ecological linkages between features
of watersheds that support fish and associated fisheries. Prospectively, many features
important to the ecology of fish populations that support fisheries will be lost. These
fisheries will be negatively affected. As a result, the Fisheries Act will fail to facilitate the
sustainable management of affected fisheries.
The proposed amendments to the Fisheries Act legislation may no longer provide federal
protection and enforcement for environmentally sensitive features such as wetlands, ponds,
or food and nutrient bearing watercourses that have significant supporting roles with respect
to the health of our aquatic ecosystems because they are an important source of food, clean
water, temperature regulation, and nutrients that support our traditional fisheries. Without
federal protection of the broader aquatic ecosystems, this could result in significant
cumulative negative impacts to fish habitat, fish stocks, and numerous species of flora and
fauna that depend on the protection and management of these broader aquatic ecosystems.
2. Lack of information and detail around rationale and regulatory definitions.
It is difficult to accurately predict what the potential implications might be for the District of Maple
Ridge and other jurisdictions without access to the details being proposed under the regulatory
amendments.
4
Additional information is required to understand the reasons behind the proposed changes
that were made to the Fisheries Act. What specific issues framed or led to the Policy
Direction amendments. Which stakeholders have influenced the federal government to
make these changes and who has been involved in the formulation of the amendments to
date? What background documentation or scientific evidence has the federal government
relied upon to develop and implement these changes?
At this time, Bill C 38 and Cabinet has not provided any clear definitions for ‘killing of fish’, or
‘permanent alteration’ and destruction of fish habitat. It is not clear how much damage or
destruction needs to occur before it becomes ‘permanent’. Nor have any definitions of “fish
habitat” been provided with the new amendments. It is unclear under federal legislation
whose responsibility it would be to prove that a stream, a section of stream, or a ditch in
Maple Ridge was part of a recognized “fishery”. It is unclear under the proposed federal
legislation as to how many fish need to be killed, how extensive ‘harm’ has to be to a fishery
before federal protection measures are applicable, and what types of fish this would apply to
before the DFO would respond?
The Task Force has been advised that the federal government is drafting the replacement for
the existing Section 35(1) that provides for fish habitat protection. It is also creating some
new tools that will be instrumental in implementing the proposed new Fisheries Act, along
with new definitions for the legislation, and it is developing new regulations. The federal
government has not shared this information or consulted with any municipalities at this time
on the potential implications.
It appears that at-risk species of fish will no longer be protected under the new Fisheries Act
because they are not part of the three proposed fisheries that have been defined. It is not
clear who is going to take on the role of protecting those at risk fish species that are no t
protected under the new definitions.
3. Reduction of budgets, resources, and service delivery by the DFO.
The reduction of staff and service delivery will likely be problematic as stakeholders, such as
municipal government try to understand, implement, and abide by the new Fisheries Act legislation
along with any new DFO policy changes. Local government will have to determine how much
support and fiduciary capability it has for taking on this expanded role.
Based on recent discussions with DFO staff, approximately one in three DFO positions within
British Columbia has already been identified to be cut. By 2014, there is going to be a
reduction of the DFO’s budget by 10 percent. There will be a reduction of DFO management
and enforcement units in the province of British Columbia from 65 to 15 units. For the
Pacific region in the Lower Mainland and Fraser Valley, the number of units will decrease
from 20 to 5 by 2014. The Habitat Management Branch of the DFO is currently being
replaced by the Fisheries Protection Program. Staffing cuts will mostly apply to habitat
protection and management staff along with enhancement and restoration engineering staff.
Enforcement units across the province and within the lower mainland are being centralized.
There will likely be a significantly reduced level of service provided by the DFO to our
municipality and to surrounding watershed areas. .
The District and other municipalities in the region have historically relied on the regulatory
powers and fines under the traditional federal Fisheries Act to enforce any infractions related
to the degradation and destruction of fish habitat. Without adequate federal and provincial
resources and legislative support, additional enforcement responsibilities will likely fall to the
Province and local municipalities where they will be subject to the discretion and capabilities
of each agency. Some of these responsibilities may be over reaching their mandates and it
might also be impossible for municipalities to carry them out given their limited tax base.
The resulting impact on municipalities will likely result in an increased burden on local taxes.
5
CONCLUSIONS:
The Ad Hoc Task Force was formed to review the proposed changes to the Federal Fisheries Act and
report back to Council in October 2012. Following the Task Force formation, the group met with
Randy Kamp MP to discuss implications of Bill C 38 on the Fisheries Act and as a group to formulate
this report.
The group is of the opinion that Bill C 38 has weakened federal environmental legislation and
downloaded previous responsibilities related to the management of fish habitat to lower levels of
government and to the general public. In general, the Bill focuses on handing over the
responsibilities for fish habitat management, enforcement, and enhancement to provincial and local
authorities without providing any additional fiscal assistance.
Potential negative financial outcomes from these amendments will likely include substantially fewer
federal resources and environmental staff available to assist municipalities with development and/or
environmental review processes related to fish habitat protection, especially where and when senior
agency support is required by our municipality. There is likely to be fewer enforcement and
compliance resources available to the District from the federal agencies. In addition, there may be
no further technical assistance or funding available for enhancement and restoration programs or
educational initiatives related to fish habitat protection and management.
Other possible negative implications may include increased assessment, monitoring, and reporting
requirements for the District where possible habitat disturbance has occurred on municipal lands in
addition to higher penalties or fines that the District may have to provide in the event of an
environmental infraction with the senior environmental agencies.
It is the recommendation of the Task Force that the Federal Government be advised of these
concerns and that the recommendations contained within this report be endorsed by Council.
“original signed by John Kelly”
______________________________________________
Submitted by: John Kelly
Chair of the Ad Hoc Fisheries Act Task Force
Page 1 of 1
District of Maple Ridge
TO: His Worship Mayor Ernie Daykin DATE: October 1, 2012
and Members of Council FILE NO: 0530-01
FROM: Chief Administrative Officer ATTN: Council Workshop
SUBJECT: 2012 Council Matrix Update
EXECUTIVE SUMMARY:
Attached to this report as Appendix I is the updated Council Matrix covering the period of January 1
through December 30, 2012. When you review the Matrix it is evident that Council has undertaken
and completed a tremendous amount of work and dealt with many issues already during 2012.
The Matrix captures items that Council identified as priorities, presentations to update and inform
Council on local issues and policy discussions.
Staff will make every effort to meet the dates outlined on the 2012 Matrix but it should be noted that
the dates listed may be altered depending upon availability of information and personnel.
RECOMMENDATION:
That the Council Matrix attached as Appendix I to the staff report dated October 1, 2012 be adopted.
DISCUSSION:
The matrix was developed to track key items for Council. The matrix lists those items that are of
particular interest to Council but these items are only a small fraction of the work that occurs at the
District on a daily basis and a fraction of the work identified in the 2012-2016 Business Plan..
“Original signed Ceri Marlo” _________ “Original signed by Frank Quinn” for
Prepared by: Ceri Marlo, C.M.C. Concurrence by: J.L. Rule
Manager of Legislative Services Chief Administrative Officer
“Original signed by Paul Gill” ___
Approved by: Paul Gill, B.B.A, C.G.A, F.R.M
General Manager: Corporate & Financial Services
/cm
4.3
Council Work Schedule Matrix 2012 (January 1 to December) APPENDIX 1
ITEM DIVISION
DATES OF
COUNCIL
MEETINGS
STATUS AND COMMENTS
1 BC Hydro - Smart Meters Admin January 23 Complete - Presentation provided
2 Council Matrix C&FS January 23 Complete - Review; adopted at the January 24,
2012 Council Meeting
3 2012 Property Assessments
Review
C&FS January 23 Complete - Presentation provided
4 Albion Flats Plan PW&DS January 23 Complete - Discussion on Agricultural Land
Commission comments; recommendation
adopted at the January 24 Council meeting
5 E-Comm C&FS February 6 Complete - Presentation provided
6 Albion Flats Plan PW&DS February 6 Complete - additional discussion not requested
at this time
7 Building Bylaw PW&DS February 6 Proposed amendments - rescheduled to April
30, 2012
8 Fire Department C&FS February 20 Complete - Update provided
9 RCMP Contract C&FS February 20 Complete - Update provided February 6
10 Commercial/Industrial Review PW&DS February 20 Complete - Process review
11 Neighbourhood Traffic Calming PW&DS February 20 Complete - Initiatives Process Report eg. River
Road, Shady Lane, 132 Avenue
12 Customer Service Standards
Initiatives Update
PW&DS February 20 Complete - Progress report
13 Council Compensation Admin March 5 Complete - Policy review - recommendation that
Council remuneration remain as that paid in
2011 adopted at March 27, 2012 Council
Meeting
14 Town Center Incentive Admin March 5 Complete - Program update - forwarded to the
March 13 Council meeting for presentation
15 Cultural Mapping Report CDP&R March 5 Complete - Report on results
16 Zoning Bylaw PW&DS March 5 Complete - Zoning Bylaw review update
17 Recreation Vehicles and Tents PW&DS March 5 Complete - presentation provided on
Recreational Vehicle Parking/Storage
18 Healthy Community Initiatives CDP&R March 19 Complete - Update on work with Fraser Health
Authority - presented on June 4
19 Preliminary Year End Results C&FS March 19 Complete - preliminary year end results
20 Business License Bylaw - Update
on Mobile Licence
PW&DS March 19 Complete - Council input received; bylaw to be
finalized and forwarded to Council for first
reading; anticipated for September 2012
21 Municipal Property Downtown PW&DS March 19 Complete - review of development of property
process - process endorsed
Council Work Schedule Matrix 2012 (January 1 to December) APPENDIX 1
ITEM DIVISION
DATES OF
COUNCIL
MEETINGS
STATUS AND COMMENTS
22 Citizen Survey Admin April 2 Complete - presented on April 16
23 Wildlife Interface Management
Strategy
CDP&R April 2 Complete - Update by Conservation Officer
24 Bear Aware Program CDP&R April 2 Complete - overview of program
25 RCMP C&FS April 2 Complete - update provided
26 Sign Bylaw Review PW&DS April 16 Complete - verbal update - rescheduled from
April 2
27 Secondary Suites Temp Res Use
Update
PW&DS April 16 Complete - update provided on April 16 -
rescheduled from April 2
28 Resident Only Parking PW&DS April 30 Policy discussion - rescheduled from April 16
29 Council Matrix Update C&FS April 30 Complete - adopted at May 14 Council
Workshop with requested additions
30 Business Planning Guidelines C&FS April 30 Complete - Proposed guidelines presented
31 Food Waste and Yard Trimmings
Collection (Solid Waste and
Recycling Collection
PW&DS April 30 Complete - Policy discussion - resolution put
forward to bring in consultant - report back to
Council; see Item 63
32 On-line Services Review C&FS
PW&DS
May 14 Update - rescheduled to November 5 under
Information Services Technology Update; see
Item 81
33 Reserve Accounts C&FS May 14 Complete - presentation provided April 2
34 Albion Flats Plan PW&DS May 14 Further discussion if required; further
discussion held on June 18
35 Amenity Zoning PW&DS May 14 Complete - see Item 84 for next scheduled
update
36 Transportation Plan Update PW&DS May 14 Complete - rescheduled from April 30;
Presentation by John Steiner, Urban Systems;
see Item 97 for next scheduled update
37 Special Events CDP&R June 4 Complete - Town Centre Events update
38 Silver Valley Parks Update CDP&R June 4 Complete - update presented
39 Community Development Policy CDP&R June 4 Complete - update rescheduled from April 16
40 Tax Rate Survey C&FS June 4 Complete - Annual survey results
41 Dog Control Bylaw PW&DS June 4 Complete - report provided July 16;
consolidation of existing bylaws; presented
under Animal Control Bylaw; see Item 75 for
next scheduled update
42 BC Hydro - Ruskin Dam Project
and Fish Ladders
PW&DS June 4 Confirmation of date received from BC Hydro;
scheduled for November 5; see Item 79
43 TransLink Update Admin June 18 Date to be confirmed - item to be rescheduled
44 Economic Development Update Admin June 18 Complete - Presentation provided
45 Firefighter's Park CDP&R June 18 Process update - rescheduled to 2013
Council Work Schedule Matrix 2012 (January 1 to December) APPENDIX 1
ITEM DIVISION
DATES OF
COUNCIL
MEETINGS
STATUS AND COMMENTS
46 Affordable Housing Strategy CDP&R June 18 Complete - termed Housing Action Plan Process
47 RCMP Integrated Teams Update C&FS June18 Complete - presentation by Chief
Superintendent Janice Armstrong
48 Flood Plain Fill Policy PW&DS June 18 Complete - update provided at the July 16
Workshop; approved at the July 24 Council
Meeting
49 BC SPCA PW&DS June 18 Complete - presentation at the July 9 Workshop
on the Spay/Neuter Program for cats
50 Port Haney Neighbourhood
Change Project Report
CDP&R July 9 Complete - Neighbourhood group update on
change process; presented at the July 16
Workshop
51 Neighbourhood Development
Initiatives
CDP&R July 9 Complete - reviewed with Community
Development Policy update on June 4
52 Library Update CDP&R July 9 Complete - presentation provided at August 27
Council Workshop
53 Vacant Building Review C&FS July 9 Complete - update provided; see Item 89 for
next scheduled update
54 Customer Service Standards PW&DS July 9 Update - rescheduled to October 1; see Item 70
55 Community Services Update CDP&R July 16 Presentation - rescheduled to October 15; see
Item 72
56 2011 Annual Report C&FS July 16 Complete
57 Capital Works and Development
Tour
PW&DS July 16 Complete - update provided; Tour to be held in
Fall
58 Silver Valley Municipal Lands Admin September 10 Status update
59 Parks, Recreation and Culture
Master Plan
CDP&R September 10 Proposed progress update - rescheduled to
October 1; see Item 66
60 Allocation of money set aside for
Agriculture - Policy
C&FS September 10 Complete
61 Permissive Tax Exemptions C&FS September 10 Complete - update provided at August 27 COW
meeting; adopted at August 28 Council
62 Resident Only Parking PW&DS June 18 Complete - Resident-Exemption and Resident-
Only Parking Policy” forwarded to the June 26,
2018 Council Meeting and adopted - review in
one year
63 Food Waste and Yard Trimmings
Collection (Solid Waste and Recycling
Collection); originally Diversion of
Organic Waste as mandated by Metro
Van's ISWRMP
PW&DS July 10
Council
follow up to Item 31 - motion to amend
financial Pan for consultation services to review
service delivery options defeated
64 Cell Tower Discussion Admin September 10 Policy discussion - rescheduled to Nov 5; see
Item 80
Council Work Schedule Matrix 2012 (January 1 to December) APPENDIX 1
ITEM DIVISION
DATES OF
COUNCIL
MEETINGS
STATUS AND COMMENTS
65 Review of proposed changes to
the Federal Fisheries Act
Admin October 1 Update by the Ad Hoc Task Force
66 Parks, Recreation and Culture
Master Plan
CDP&R October 1 Proposed progress update - rescheduled from
Sept 10 - see Item 59
67 RCMP Finances C&FS October 1 Referred to Committee of the Whole from the
Audit and Finance Committee
68 Council Matrix Update C&FS October 1
69 Financial Update C&FS October 1
70 Customer Service Standards PW&DS October 1 Rescheduled from July 9; see Item 54
71 Economic Development Update Admin October 15
72 Community Services Update CDP&R October 15 Presentation - rescheduled from July 16 - see
Item 55 (supportive housing update)
73 2013 Council Meeting Schedule C&FS October 15
74 Regional Context Statement PW&DS October 15 Initialization of process
75 Animal Control Bylaw (formerly
Dog Control Bylaw)
PW&DS October 15 Follow up to discussion on Item 41
76 Building Bylaw Fees PW&DS October 15 Building Bylaw code related amendments
adopted on June 26, 2012; review of fees to
follow
77 Business Licence Bylaw PW&DS October 15 Draft bylaw for discussion
78 Heritage Procedures Bylaw PW&DS October 15 Draft bylaw for discussion
79 BC Hydro - Ruskin Dam Project Admin November 5 See Item 42
80 Cell Tower Policy Admin November 5 Discussion - rescheduled - see Item 64
81 Information Services Technology
Update
C&FS November 5 See Item 32
82 Downtown Update CDP&R November 5
83 Commercial/Industrial Review PW&DS November 5 Presentation by G.P. Rollo
84 Amenity Zoning PW&DS November 5 Presentation by City Spaces Consulting
85 Ticketing (MTI) Bylaw PW&DS November 5 Draft bylaw for discussion
86 Area Planning Discussion PW&DS November 5 Discussion of plans for 2013
87 Communications Update Admin November 19
88 Capital Works Update All Depts November 19 Regularly scheduled update
89 Vacant Building Review C&FS November 19 Draft bylaw for discussion
90 Grow Op Bylaw PW&DS November 19 Report on options for discussion
91 Sign Bylaw Review PW&DS November 19 Draft bylaw for discussion
92 Downtown Municipal Property PW&DS November 19 Update on status
93 Zoning Bylaw PW&DS November 19 Draft bylaw for discussion
Council Work Schedule Matrix 2012 (January 1 to December) APPENDIX 1
ITEM DIVISION
DATES OF
COUNCIL
MEETINGS
STATUS AND COMMENTS
94 Update on application for the COR
return to work certification
Admin December 3
95 Ending Homelessness Action Plan CDP&R December 3
96 Municipal Alcohol Policy CDP&R December 3
97 Transportation Plan Update PW&DS December 3 Follow up; see Item 36
98 Medical Marijuana PW&DS December 3 Bylaw options for discussion
99 Secondary Suites Update PW&DS December 3 Review of Secondary Suites Report
100 North Albion Plan PW&DS December 3
101 Adjudication Bylaw PW&DS December 3 Further discussion on adjudication process
Legend
Abbreviation
Admin
CDP&R
C&FS
PW&DS
Additions approved at the May 14, 2012 Council Workshop
Administration (includes SEI and Sustainability)
Community Development Parks & Recreation
Corporate and Financial Services
Public Works & Development Services
1
District of Maple Ridge
TO: Mayor Ernie Daykin MEETING DATE: 1-October - 2012
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Council Workshop
SUBJECT: Financial Update
EXECUTIVE SUMMARY:
This report provides a financial update to the end of August, representing 67% of the year.
Forecasting year-end results based on eight months of financial activity would be premature, but it is
useful to look at emerging trends in advance of the 2013-2017 business planning sessions. Overall,
results to the end of August are in line with expectations.
RECOMMENDATION:
None required – information only
DISCUSSION:
Year-to-date financial activity
Our business cycle sees the majority of our revenues, primarily property taxes, earned in the first part
of the year, while operating expenses are incurred more evenly over the course of the year. At the
end of August, it’s normal to see revenues close to financial plan annual targets and operating
expenses slightly behind year-to-date budgets.
Overall, financial results are where we’d expect them to be at this point in the year.
The following focuses on preliminary results in the General Revenue Fund to the end of August.
While forecasting year-end results with four months of activity remaining is challenging, some trends
have solidified and it’s useful to discuss them ahead of the upcoming business planning sessions.
The following discussion touches on some of our key revenues and expenses.
The General Revenue Fund has earned investment income of $1.35 million at the end of August,
with an average rate of return of approximately 2.3%. The financial plan target for 2012 is $1.2
million, so we will see returns in excess of financial plan targets, although by a smaller margin than
in previous years.
Since 2008, annual results for building permits have been volatile. In 2008 revenues exceeded
targets by $700,000, in 2009, revenues fell below financial plan targets by $300,000, then
rebounded in 2010, exceeding targets by $212,000 and then fell below targets again in 2011 by
$264,000. In order to comply with accounting principles, the fiscal year for building permits runs
from November through October, so the fiscal year is almost complete for 2012 and, based on
revenues realized to the end of August, we expect revenues to fall short of financial plan targets by a
minimum of $400,000. While development activity in the community has increased this year, not all
4.5
2
of those projects have reached building permit stage, and for those that have, fee reductions from
the Town Centre Investment Incentive Program have resulted in reductions to building permit
revenue of $166,500 to the end of August. In order to manage the impact of volatility in building
permit revenues, Council established a reserve account a number of years ago. In years where
building permits revenues exceed financial plan targets a portion of the favourable revenues are put
into the reserve so that in years where financial plan targets are not realized we can draw on the
reserve to minimize the impact of that shortfall. At the end of August, the balance in the reserve is
$1.6 million.
Expenses in the General Revenue Fund include the cost of goods and services, labour and debt
servicing. Expenses are grouped by the functional area (segment) in which they are incurred. The
following table details the departments that belong to each functional area:
Reporting Segments
General Gov’t Protective Svc Recreation Planning; Public
Health & Other Transportation
Administration Bylaws Arts Cemetery Drainage
Clerks Emergency Svc Leisure Svc Planning Engineering
Communications Fire Library Recycling Operations
Economic Dev. Inspection Svc Parks Social Planning Roads
Finance Police Youth Svc
Human Resources
Information Svc
Legislative Svc
Purchasing
Overall, expenses are in line with expectations and costs are within the allotted budget envelopes.
We will see some savings from a number of areas this year, such as interest cost savings from
planned debt financing that hasn’t yet been accessed and overall cost containment. The Fire
Department and the RCMP are two of our biggest cost centres and their costs are impacted in part
by activity that can’t be predicted, therefore we monitor each cost centre closely. At the end of
August, costs in both areas are within the established budget envelopes.
Capital
Planned capital investment for 2012 is $97 million, comprised of anticipated developer
contributions, new projects from the 2012 capital program as well as projects committed to in
previous years. It is not unusual for capital projects to take more than one year to complete. The
time required to complete a project has to allow for things such as public input, detailed design work,
land acquisitions, development, and negotiating agreements with other levels of government or
other agencies. In cases where there’s a possibility of sharing costs with another agency, we need
to demonstrate that our share of funding for the project is secured. This is accomplished by including
the project in the current year capital program, but the project does not proceed until the outside
funding is secured. The following table provides an overview of how the 2012 capital program is
impacted by the items noted above:
3
We typically see higher levels of capital spending starting in the late summer and through the latter
part of the year, as work proceeds on projects subject to time restrictions, such as from the
Fisheries Department, and as contractors billing catches up to work they have completed. To date
this year, we have invested $7.2 million in capital projects and anticipate that total investment by
the end of the year will be approximately $15 million. Included in this amount is investment in
annual programs to renew our roadways, sanitary sewer and water systems, as well as the following
sample of projects:
• Road improvements on Abernethy Way
• Upgrading the cabling in the RCMP building
• Extending the sewer system to Ansell Street
• Water main replacement on Dewdney Trunk Road (216-222)
• Nokai Park development
• Replacement of the District’s telephone system.
• Park Acquisition in Silver Valley
• Installation of a pedestrian signal on 240 St.
Projects not completed at the end of 2012 will be included in the 2013 financial plan adopted in
May of next year
Sewer and Water Utilities
The District operates the Sewer and Water Utilities as self-funding entities. This means that the
sewer and water levies collected via the property tax bill, and the revenues from metered charges
must be sufficient to meet the current year operating costs as well as provide for the long-term
capital needs of the utilities.
Large portions of the costs in both utilities are passed on to the District from Metro Vancouver
Regional District; consequently, the District does not control increases in those charges. In order to
smooth the impact of rate increases imposed by the regional district on our ratepayers, Council has
adopted a rate stabilization policy. This may result in a deliberate accumulation of surplus amounts
in the utilities for a period of time followed by a deliberate draw down of those amounts. In 2012,
the financial plan calls for the accumulated surplus amounts in both utilities to be drawn down, in
line with Council’s policy.
Representatives from the regional district recently attended a Council workshop to present
information about Metro Vancouver’s 2012 budget. The presentation talked about Metro
Vancouver’s planned increase in expenditures of 2% for 2012. It’s important to keep in mind that
from a Maple Ridge perspective, our expenses for things such as water purchases are classified as
user fees on the Metro Vancouver side and while the region may have held increases on the
expenditure side to 2% the same cannot be said for increases to their user fees. The following
paragraph provides an overview of the increases to Metro Vancouver user fees that Maple Ridge has
had to pass on to our rate payers over the past couple of years.
Planned Capital Investment 97.00
Less:Anticipated developer contribution (12.25) *Recorded at year-end
Tied to funding from other agencies/levels of gov't (30.30) *Will proceed when outside monies secured
Early stages of design (18.20) *Will proceed to construction in the future
Tied to development / review (10.50) *Will proceed when related development occurs
Projects in progress 25.75
4
In the water utility, regional rates for water purchases increased by 14% in 2011 and 5.9% in 2012
and an increase of 18.6% is planned for 2013. In addition to increasing water rates, the Regional
District is investing significant amounts in water infrastructure that will benefit Maple Ridge. The
District is responsible for a portion of the total costs, with contributions for some projects as high as
41%. The District’s share will be approximately $9,000,000. In the Sewer Utility Regional rate
increases in 2012 and 2011 were approximately 5%. Following Council’s rate stabilization policy,
District rate increases were held to 9% for water and 5% for sewer in 2011 and 2012.
Overall expenses in both utilities are in line with expectations at the end of August and within the
approved budget envelopes.
Conclusions
This report provides an update on financial activity to the end of August. Overall results are in line
with expectations at this time.
“Original signed by Catherine Nolan”
_______________________________________________
Prepared by: Catherine Nolan, CGA
Manager of Accounting
“Original signed by Paul Gill”
_______________________________________________
Approved by: Paul Gill, CGA
GM, Corporate and Financial Services
“Original signed by J.L. (Jim) Rule”
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
District of Maple Ridge
TO: His Worship Mayor Ernie Daykin MEETING DATE: October 1, 2012
and Members of Council
FROM: Chief Administrative Officer MEETING: Council Workshop
SUBJECT: FCM Target 2014 Campaign
EXECUTIVE SUMMARY:
The federal government’s existing $2 billion Building Canada Plan, an infrastructure funding
program, expires in March 2014 and they have launched an initiative to develop a new long-term
infrastructure plan in consultation with partners and stakeholders.
The Federation of Canadian Municipalities’ (FCM) Target 2014 campaign calls on the government to
ensure that the new long-term plan is fully in place before current funding programs expire.
Municipalities are being urged to pass resolutions in support of the campaign. The proposed
resolution in this report is recommended by FCM, and has been adjusted to reflect District priorities.
The District is well-positioned with sound financial policies and an infrastructure sustainability
reserve, but lacks the financial resources to meet the infrastructure demands necessary to achieve
our full economic development and growth potential.
RECOMMENDATIONS:
WHEREAS, The Building Canada Plan and a number of important federal-provincial transfer
agreements vital to Canada’s cities and communities, will expire in March 2014;
WHEREAS, Federal investments over the last few years have helped to enhance the economic
viability of Maple Ridge through transportation network and downtown enhancement investments;
WHEREAS, a seamless transition from the Building Canada Plan to a new long term plan is necessary
to ensure that municipalities can continue planning their capital spending effectively;
WHEREAS, The Federation of Canadian Municipalities (FCM) has launched a campaign to ensure the
new plan reflects municipal priorities across the country and asks its member municipalities to pass
a Council resolution supporting the campaign;
AND WHEREAS, our community has continuing infrastructure needs, such as the Abernethy
Connector extension and widening, and the South Albion Overpass, that can only be met with
through the kind of long-term planning and investment made possible by a national plan;
THEREFORE BE IT RESOLVED that Council endorses the FCM campaign and urges the Minister of
Transport, Infrastructure and Communities to work with FCM to ensure the new long-term
infrastructure plan meets the core infrastructure needs of cities and communities;
BE IT FURTHER RESOLVED that Council urges the Minister of Transport, Infrastructure and
Communities to ensure that the new long-term plan is fully in place when existing programs expire in
2014; and
BE IT FURTHER RESOLVED that a copy of this resolution shall be sent to the Minister of Transport,
Infrastructure and Communities, BC Minister of Community, Sport and Culture, to Randy Kamp,
Member of Parliament, to the Federation of Canadian Municipalities and to the Union of British
Columbia Municipalities.
4.6
DISCUSSION:
The District of Maple Ridge has sound financial policies intended to safeguard the significant public
investment in community infrastructure. These policies include reference to maintenance and
rehabilitation programs to target the funds where they can provide the best value. However, as a
rapidly growing community, our infrastructure needs cannot be funded entirely through existing
revenue sources.
Almost $2 billion dollars a year in federal infrastructure funding for municipalities will end when the
federal government’s Building Canada Plan expires in March 2014. The federal government has
promised to develop a new plan before the 2014 deadline, in partnership with municipalities,
provinces, territories and other key stakeholders.
The Federation of Canadian Municipalities (FCM) has launched a campaign, with a goal of ensuring
municipal priorities are reflected in the federal government’s new long-term infrastructure plan, and
that this plan is in place when the current programs expire. The campaign, called Target 2014:
Building our Future, will inform all FCM member municipalities of the deadline and the process for
developing a new plan. They hope to
mobilize the 2000 municipalities and
thousands of local officials that make
up its membership to remind MPs of
the importance of vibrant cities and
communities to economic growth and
prosperity, and to make sure local
government priorities are reflected in
any new funding agreements.
Municipalities are also urged to enlist
the help of community groups in
sending this message. The campaign
will leverage traditional and social
media to encourage local residents,
businesses and organizations to get
involved as well, to show the
government that residents, business
leaders, volunteer organizations and
service clubs are united on the need
for continued federal investment in our
communities.
The campaign will run until spring 2013, when FCM expects the federal budget to spell out the
government’s commitment to meeting municipal needs in its long-term plan.
This is an important issue for Maple Ridge, and has been repeatedly acknowledged in Council
discussions and staff reports (see Appendix A). Flowing from Council discussions around an
infrastructure funding strategy for District assets in 2006 was the introduction of a 1% per year
cumulative property tax increase in 2008, to be applied directly to sustaining our existing
infrastructure. The predictability of this funding source has provided the certainty necessary to
implement an asset management program in a strategic manner. Although this is a good start, the
District lacks the revenue to fulfill all the infrastructure needs of a growing community.
The District also lacks the tax base to provide the infrastructure necessary to support economic
growth. Examples of projects include:
1. Abernethy Connector: The 256 Street industrial area is primed for economic growth, but
lacks an east-west connection to access regional and national transportation routes. The
extension of Abernethy Connector to 256 Street is required to fully develop this area. In
addition, widening the existing Abernethy roadway is needed, not only to deal with the
increased volumes associated with the expanded regional road network and bridges, but
also the forecasted growth.
2. South Albion Overpass: It has long been recognized that the industrial area south of the CP
Railway in Albion is underutilized. The District has made numerous attempts over the years
to enhance the economic viability of this area with various railway crossing proposals. An
overpass would resolve the transportation access issue and allow this area to develop to its
full potential.
The District’s ability to sustain existing infrastructure and to fully achieve its growth potential is
dependent upon federal funding. The FCM Target 2014 campaign will help to focus attention on
municipal priorities and issues. To further encourage the federal government to consider
municipalities, a proposed letter to the Minister of Transport, Infrastructure and Communities is
attached (Appendix B).
CONCLUSIONS:
The federal government’s $2 billion Building Canada Plan, an infrastructure funding program, expires
in March 2014. The Federation of Canadian Municipalities’ Target 2014 campaign calls on the
government to ensure that the new long-term plan is fully in place before current funding programs
expire. Municipalities are being urged to pass resolutions in support of the campaign.
“Original signed by Laura Benson”____________________
Prepared by: Laura Benson, CMA
Manager of Sustainability and Corporate Planning
“Original signed by Paul Gill”________________________
Approved by: Paul Gill, BBA, CGA
General Manager: Corporate & Financial Services
“Original signed by Kelly Swift” for____________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
Appendix A: Staff report (2006) excerpt on infrastructure sustainability
The District has an investment in assets including infrastructure with an estimated replacement cost
of $1.3 billion. These assets are all aging at different rates, and will eventually have to be replaced.
In order to properly fund rehabilitation and replacement, we estimate that we should be spending in
excess of $40 million annually. Our actual expenditures are about $7 million, which means that
annually, we are spending $33 million less than we should be. If this gap is not addressed, it will
continue to accumulate, creating a liability for future taxpayers. In addition, we continue to add
assets as the community grows and this is compounding the asset replacement problem. Most
Canadian municipalities are facing the same issue, but because we have relatively newer
infrastructure, we have an opportunity to get ahead of the curve.
The Federation of Canadian Municipalities (FCM) strongly encourages local governments to take
action and demonstrate their ability to address the issue. They have provided a series of
recommendations, a critical one being that “municipal governments must evaluate how they plan
growth, price their services and generate revenues. A long-term plan, with targets and milestones,
must be put in place to help phase in these changes over the next 20 years.”1
We can start to address this problem by contributing 1% of taxation each year toward meeting the
sustainability objective. This could start in 2008 when taxation is no longer required for the town
centre project. The models below illustrate the funding gap. Chart 1 illustrates the gap under the
current funding pattern. The bottom area indicates our current infrastructure renewal spending
pattern, and the top area represents the shortfall or deficit in spending. Chart 2 shows the impact of
an annual 1% tax contribution. If we continue on this path for 12 years, we will be able to nearly
double the contribution to rehabilitation and replacement; in 25 years, the contribution has tripled
and the deficit is cut in half. In addition to directing District funds to deal with the deficit, plans for
maintenance programs and construction projects continually look for ways to extend lifecycles and
minimize maintenance requirements. While a gap will still remain, we will be well on the road to
addressing a problem that today seems insurmountable.
Chart 1 Chart 2
1 “Building Prosperity from the Ground Up: Restoring Municipal Fiscal Balance”; Federation of Canadian
Municipalities, June 2006.
Infrastructure Deficit
$ M
$10 M
$20 M
$30 M
$40 M
$50 M
$60 M
$70 M
2006 2011 2016 2021 2026 2031Annual AmountInfrastructure Deficit
Renewal Spending
Infrastructure Deficit with 1% Tax
$ M
$10 M
$20 M
$30 M
$40 M
$50 M
$60 M
$70 M
2006 2011 2016 2021 2026 2031Annual AmountInfrastructure Deficit
Additional Renewal Funds - 1% of Taxation
Renewal Spending
Appendix B: Proposed letter to Minister of Transport, Infrastructure and Communities
The Hon. Denis Lebel
Minister of Transport, Infrastructure and Communities
Transport Canada
330 Sparks Street
Ottawa, Ontario K1A 0N5
Dear Minister Lebel:
Please find attached our Council’s resolution supporting the campaign by the Federation of Canadian
Municipalities (FCM), “Target 2014: Building our Future”.
We are very pleased that your government has committed to develop a new long-term infrastructure
plan that will replace the Building Canada Plan when it expires in 2014. We are also pleased that you
have invited municipalities, provinces, territories and other key stakeholders to participate in the
planning process.
FCM’s campaign goal is to ensure the new long-term infrastructure plan reflects municipal priorities
across the country, and our Council fully endorses that goal. The attached resolution is our first step
in communicating to you our interest in the issue and the planning process, as well as our belief that
a seamless transition to a new long-term infrastructure plan is essential to the prosperity of our cities
and communities and the economic competitiveness of Canada.
We understand that you will be touring Canada to consult on the new plan. Please consider this your
invitation to visit Maple Ridge to see the benefits of past federal investments, as well as our
community’s continuing needs, which include the Abernethy Connector extension/expansion and a
South Albion overpass—needs that can only be met through the kind of long-term planning and
investment made possible by a national plan.
We look forward to seeing you here or, if that is not possible, when you are next in our region.
Sincerely,
Mayor Ernie Daykin
cc:
Hon. Bill Bennett, Minister of Community, Sport and Cultural Development
Randy Kamp, Member of Parliament for Pitt Meadows-Maple Ridge-Mission
Federation of Canadian Municipalities
Union of British Columbia Municipalities
Appendix B: Proposed letter to Minister of Transport, Infrastructure and Communities
RESOLUTION:
Development of a new long-term federal plan for municipal infrastructure funding
WHEREAS, The Building Canada Plan and a number of important federal-provincial transfer
agreements vital to Canada’s cities and communities, will expire in March 2014;
WHEREAS, Federal investments over the last few years have helped to enhance the economic
viability of Maple Ridge through transportation network and downtown enhancement investments;
WHEREAS, a seamless transition from the Building Canada Plan to a new long term plan is necessary
to ensure that municipalities can continue planning their capital spending effectively;
WHEREAS, The Federation of Canadian Municipalities (FCM) has launched a campaign to ensure the
new plan reflects municipal priorities across the country and asks its member municipalities to pass
a Council resolution supporting the campaign;
AND WHEREAS, our community has continuing infrastructure needs, such as the Abernethy
Connector extension and widening, and the South Albion Overpass, that can only be met with
through the kind of long-term planning and investment made possible by a national plan;
THEREFORE BE IT RESOLVED that Council endorses the FCM campaign and urges the Minister of
Transport, Infrastructure and Communities to work with FCM to ensure the new long-term
infrastructure plan meets the core infrastructure needs of cities and communities;
BE IT FURTHER RESOLVED that Council urges the Minister of Transport, Infrastructure and
Communities to ensure that the new long-term plan is fully in place when existing programs expire in
2014; and
BE IT FURTHER RESOLVED that a copy of this resolution shall be sent to the Minister of Transport,
Infrastructure and Communities, to the provincial (territorial) minister of municipal affairs, to Randy
Kamp, Member of Parliament, to the Federation of Canadian Municipalities and to the Union of
British Columbia Municipalities.
District of Maple Ridge
TO: His Worship Mayor Ernie Daykin MEETING DATE: October 1, 2012
and Members of Council FILE NO: CDPR-0640-30
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: 2010 Parks, Recreation & Culture Master Plan Update
EXECUTIVE SUMMARY:
See the attached report to the Maple Ridge-Pitt Meadows Parks & Leisure Services Commission
dated September 13, 2012.
RECOMMENDATION:
No resolution required.
DISCUSSION:
a) Background Context:
A report on implementation of the 2010 Maple Ridge and Pitt Meadows Parks, Recreation and
Culture Master Plan was discussed at the Parks and Leisure Services Commission Meeting held
September 13, 2012. The attached report is being brought forward to Council as identified on
Council’s 2012 Matrix List.
Staff will continue to utilize the Master Plan as a guide when developing 2013 – 2017 business
plan goals.
_______________________________________________
Prepared by: Kelly Swift, General Manager,
Community Development, Parks & Recreation Services
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
KS:ik
Attachment
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13\PLSC_Master_Plan_Update.doc #1
SUBJECT: 2010 PARKS, RECREATION AND CULTURE MASTER PLAN UPDATE
EXECUTIVE SUMMARY:
The Maple Ridge and Pitt Meadows, Parks, Recreation and Culture Master Plan was adopted by
Commission and both Councils in 2010. Commission’s 2012 Business Plan includes a commitment
to bring forward a report regarding Master Plan implementation. A description of projects and
activities that have proceeded that align with Master Plan recommendations is summarized in the
attached document. An analysis of this summary indicates that a good amount of work has been
completed in alignment with Master Plan recommendations, and it provides direction for work that
we may want to include in the 2013 business plan.
RECOMMENDATION:
No resolution required.
DISCUSSION:
a) Background Context:
The attached document outlines work that has occurred that aligns with recommendations in the
Master Plan. This summary is presented in a format that mirrors the categories in the Master
Plan for ease of reference. While this is not a comprehensive list of all business plan
accomplishments, it does provide a thorough indication of how staff are utilizing the Master Plan
as a guide and what progress has been achieved to date.
The Master Plan document encourages staff to take strengths to the next level by linking trails;
upgrading older parks; increasing: capacity at sport fields, support for community groups, access
to ice, pools, gyms and fitness facilities, and social gathering places; and ensuring continued
maintenance of our parks and facilities. The Master Plan also encourages continued support to
build, nurture and sustain community groups that provide valued services to the community; it
identifies a need to expand recreation opportunities at the neighbourhood level; it encourages
staff to increase communication with the public and to streamline policies and systems that will
increase ease of access to services. (Page 21 of the Master Plan).
The analysis of what has been accomplished indicates that we have focused on the majority of
these areas, with more work to come as we continue to build on that work. This analysis also
helps to identify areas we may want to turn our attention to in the 2013 business plan. This
includes continued emphasis on neighbourhood development, more active opportunities for
children and youth within neighbourhoods, a greater focus on communicating with the public,
and work to streamline processes and policies.
b) Desired Outcome:
The desired outcome is to update Commission on progress that has occurred in relation to
recommendations outlined in the 2010 Parks, Recreation and Culture Master Plan.
Maple Ridge and Pitt Meadows
Parks & Leisure Services Commission Report
REGULAR MEETING
September 13, 2012
\\mr.corp\docs\CDPR-Admin\01-Admin\0540-Council-Committees\20-PLSC\02-Agendas\Regular\2012\2012-09-
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c) Strategic Alignment:
Implementation of the Parks, Recreation and Culture Master Plan.
d) Citizen/Customer Implications:
The planning process used to develop the Master Plan included an extensive community
consultation process and many of the recommendations in the plan reflect the needs and wishes
of citizens in our community.
The goal of the Parks, Recreation and Culture Master Plan is to promote and support a healthy,
safe and sustainable community with active participants in a wide range of recreation and
cultural activities, working together to build individual strengths, create a strong sense of
community, respect and protect our valuable natural assets, and achieve our environmental
responsibilities.
e) Business Plan/Financial Implications:
The Master Plan guides staff during the development of business and financial plans. The
majority of the accomplishments outlined in the attached summary document were included in
the 2011 and 2012 business plans. Staff will continue to utilize this document as a key guide to
input to the 2013 and future work plans.
CONCLUSIONS:
This review has been a valuable process to assist in determining where we are following
recommendations outlined in the Master Plan and to identify recommendations that we may want to
focus on as we begin developing the 2013 business plan.
Prepared By: Kelly Swift
General Manager, Community Development
Parks & Recreation Services
:ks
\\mr.corp\docs\CDPR-Admin\01-Admin\0540-Council-Committees\20-PLSC\02-Agendas\Regular\2012\2012-09-
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Maple Ridge and Pitt Meadows Recreation, Parks and Culture Master Plan Review
September, 2012
Parkland Supply
A major portion of a municipal level parkland was secured on the west side of Maple Ridge through
the acquisition of land north of the Maple Ridge Equi-Sport Centre that forms part of the North
Alouette River Greenway.
In Silver Valley land was acquired for a future school/park site, in addition to three parcels that will
provide future neighbourhood park space. Acquisition of these sites will help to achieve the objective
of a five minute walking distance that residents will need to travel to their neighbourhood park.
In the Port Haney and Haney neighbourhoods, five lots were acquired for consolidation with adjacent
properties as future neighbourhood parks: Raymond (3), Haney Nokai, and Port Haney. Upon
completion of park development on these sites the Haney area of the community will be well-served
with a neighbourhood park that is within a five minute walk, consistent with the Official Community
Plan and the objectives in the Parks and Leisure Services Master Plan. Also in Pitt Meadows, was
the addition of a trail connection between Pitt Meadows Community Sports Field and Pitt Meadows
Arena.
Trails and Greenways
Staff continue to work with Metro Vancouver to support development of the Experience the Fraser
Plan, adopted by Councils in 2012 and other greenways strategies. In particular, the North Alouette
Regional Greenway (NARG) Bridge and parking access were constructed and the Vernon Bridge
replacement was completed in May 2011 with opening ceremonies occurring in June that year. In
addition, Metro Vancouver Parks installed an access and signage to the Pitt River Greenway to
encourage recreation use of the dyke system. Also in Pitt Meadows, was the addition of a trail
connection between Pitt Meadows Community Sports Field with the Pitt Meadows Arena.
To begin the process of transitioning from a Fee for Service contract to a staff maintained trail
maintenance model, a full-time Trail Maintenance position and a time duration labourer (6 month
term) were created using funding from the landscape maintenance budget which reduced this
service level as a temporary measure until trail maintenance funding can be established. To guide
this work, a new trail inspection protocol was developed and used to establish an annual
maintenance work plan that achieves a twice annual maintenance standard by the new trails crew.
Equipment necessary to perform this work was also acquired including a vehicle and access to a trail
resurfacing loader.
A grant for $160,000 was secured for the replacement of six equestrian trail bridges. Design work is
underway for the construction of the Mill Creek Trail Bridge, with construction scheduled for the
fourth quarter of 2012. The remaining bridge work will include the replacement of the Spring Bridge
and culvert crossing on the Maggie and Jiggs trail, renovation of the Hermit Bridge over the North
Martyn Creek, and replacement of three smaller unnamed creek crossings on the equestrian trail
network.
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A fresh new look was created for the third edition of the Outdoor Recreation and Trail Guide, which is
in the process of being updated. Copies will be available to the public by year-end.
Environment
In accordance with the Subdivision and Development Servicing Bylaw, and as required through the
Official Community Plan, lands continue to be dedicated as Park on subdivision and development
plans for the protection of habitat and environmentally sensitive areas.
Community Beautification
In alignment with the Master plan beautification enhancements have occurred in high exposure
areas including Spirit Square in downtown Maple Ridge and in the Civic Centre in Pitt Meadows
including the installation of community Christmas trees (Pitt Meadows tree will be installed later this
month). In addition, some initial work has been successful in involving neighbourhood groups in
beautification projects such as the 132nd Avenue and 232nd Street roundabout and more examples
will occur in the future once the Neighbourhood Matching Grant Program is in place (noted in the
Neighbourhood Development section).
Park Design and Development
A significant park planning process included the preparation of a Master Plan for Harris Road Park
through a community consultation process that resulted in the integration of future park amenities
for multiple uses. As a result the new youth action park incorporated an elevated skate area that is
used as a performing/music stage on Pitt Meadows Day. The Master Plan also defined future
pedestrian routes and identified a new vehicle exit to 124 th Avenue that has been constructed.
Park development also included the completion of Webster’s Corners Park in May 2012 including
the installation of our first outdoor fitness circuit. This new form of recreation equipment provides
opportunities for a broad range of age groups visiting the park. Outdoor fitness equipment is also
being incorporated into Hoffman Park and into designs for the following three neighbourhood park
developments in Maple Ridge which respond to trends in park use by seniors and youth.
Haney Nokai Park is nearing completion, and in addition to a fitness circuit will include play
equipment, sport court, open green spaces for informal play and an enhanced stream bed that will
contribute to the recovery of a watercourse impacted by urban development.
The design concept for Deer Fern and Cedar Parks began through consultation with residents at an
information meeting and completed at an open house where concept plans were presented by the
park steering committees to their neighbours. Development of these two parks began in July 2012
and on completion will provide a neighbourhood park within the prescribed walking distance in the
Silver Valley Official Community Plan and the Parks and Leisure Services Master Plan. These parks
will include new forms of play equipment that incorporate natural materials including water for
children to experience nature and explore more creative play opportunities.
MacLean Park is scheduled to be completed in the fourth quarter of 2012, with an expanded trail
network providing a loop circuit and view platforms of the wetland habitat and pond. The park will
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incorporate a sport court, open grass areas and a new entry access for the CP Trail. Design is
underway for the play equipment with emphasis on natural play elements to blend in with the natural
features of this park.
In addition, staff are working together with School District No. 42 and Field Users on the installation
of a score board on Rotary Field at Samuel Roberson Technical.
Cemetery
Since implementation of the Parks and Leisure Services Master Plan, the District of Maple Ridge has
completed the acquisition of three of the four lots fronting the cemetery to allow for future
expansion; additional roadside curbing has been installed in the cemetery to guide visitors on the
roadway and protect the lawn and gravesites on the roadside edge; and improved signage is also
underway to assist in wayfinding and location of memorial sites
Sports Fields and Ball Diamonds
Cliff Park field was removed in 2010 and work is underway in 2012 to renovate Harris North sports
field and replace the baseball backstop. Work on this field will complete this fall and it will be ready
for play in fall 2013. An application submitted for a $250,000 Grant for the rehabilitation and
reconfiguration of Hammond field including relocation of the backstop is currently under
consideration, and if successful, will result in significant improvements to planned upgrades. Staff
are also currently working with the Sports Field Association on revising and updating the field
allocation policy.
Urban Agriculture
There is work happening in the community to promote urban agriculture in a number of sectors,
some of which are supported by Parks and Leisure Services, including 10 Neighbourhood School
Gardens (with a goal of having a garden opportunity at every school), the Farmers Market, and
Golden Ears FEAST, (a standing table of the Maple Ridge Pitt Meadows Katzie Community Network).
Grant funding was received and a project is currently underway to develop an intergenerational
Neighbourhood School garden at Eric Langton School.
Dog Off-Leash Areas
Four dog off-leash areas were identified that met the criteria stated in the Master Plan. These four
areas have now been developed and are in use on a regular basis. The current capital plan includes
funding for new amenities in dog parks and feedback from park users and neighbours contributes to
establishing those priority improvements. In 2012 we will add a drinking fountain and water taps in
the small and regular off-leash areas at Volker Park and renovate the dog off-leash park at Albion to
include a separate area for small dogs and a water tap for the small dog area. Additional
improvements will continue through subsequent capital plan funding.
Courts
In 2011, Tennis Courts at Pitt Meadows Arena and Brickwood Park were resurfaced and Garibaldi
Secondary Tennis Courts were rehabilitated through a 50:50 cost share with School District No. 42,
The Garibaldi site included the installation of pickleball courts which have been requested by the
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community. In addition, a multipurpose Sport Court was installed outside of the Youth Centre at the
Pitt Meadows Family Recreation Centre.
Playgrounds and Spray Parks
Play equipment was added to Pitt Meadows Athletic Park to provide an activity for the younger
siblings of field users, and this addition was very well received. Plans are underway for new
playground equipment at Albion Sports Complex and the new Birch Park in Silver Valley. Construction
will commence this Fall.
Following the replacement of the water spray park at Maple Ridge Park, the existing playground was
renovated to provide a dry play area, and the addition of new washroom buildings with improved
sight lines. The surfaces at the two spray parks at Country Lane North and South parks were also
renovated and updated with a new safety coating
Youth Parks
With the addition of “The Pitt” Harris Road Youth Action Park, completed in October 2011, there are
now two of the three proposed community level action parks in place. Youth were engaged in the
design of the Youth Action Park and participated in the naming opportunity. The lighting of the skate
park completed in May 2012 has helped to extend the hours of use for youth after school until
10:00 p.m. into the fall and winter months.
Planning for the Mountain Bike Skills Course at Albion Park began this year with the participation of
several local mountain bike riders.
Equestrian Facilities
As mentioned under Parkland Supply, land north of the Maple Ridge Equi-Sport Centre was acquired
to support equestrian opportunities and a trail staging area. To operate the site and facilitate the
continuation of equestrian events in the park, a license to occupy agreement was established with
the Maple Ridge Equi-Sport Centre. In addition, the NARG and Vernon Bridge developments noted in
the Trail and Greenways section, have enhanced links between equestrian trails and equestrian
facilities. New equestrian or multi purpose trails have also been constructed on three development
sites in Silver Valley, with additional trails, currently under design, that will be developed in the Albion
neighbourhood.
Other Park Facilities
A few highlights of other park facilities include a cost-effective washroom design and installations at
Maple Ridge Park, Webster’s Corners, and Allco Parks; a Park Caretaker residence under
construction at Pitt Meadows Athletic Park that will be completed in the first quarter 2013; and the
review and update of the capital asset replacement plan for The ACT to reflect current conditions
within the facility.
Indoor Recreation Facilities Overall
(Refer to Communications and Marketing section).
Aquatics
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Facilities staff conducted an assessment of Harris Road Pool in 2010 and conducted a significant
retrofit in 2011. Staff are confident that the life of this pool will extend to meet the planned timeline
for the introduction of a new pool facility. A report outlining the process to determine whether to
move forward in planning an indoor pool adjacent to the Pitt Meadows Family Recreation Centre will
come before Council in the coming weeks.
Improvements to the Maple Ridge Leisure Centre facility that have occurred since adoption of the
2010 Master Plan include the replacement of the boiler with an energy efficient system,
replacement of all tiles on the pool deck, retrofit of change rooms and washrooms, improvements to
the chlorine management system, and most recently, repainting of the interior with fresh new colours
that provide a clean and up to date look.
Regular aquatic user groups meetings were initiated in the spring of 2012 with a second meeting
planned for the fall. Feedback from these sessions has been used to improve program planning and
future meetings will now be built into the annual work plan. Both programming and facility
improvement ideas were a result of research on best practices in aquatic operations that staff
conducted in 2011.
Arenas
Pitt Meadows Arena (PMA) underwent a significant upgrade that included replacement of the entire
building envelope, structural upgrades, enhancement to mechanical and HVAC systems and a new
look and feel funded in part by a $1 million grant received through the Federal Government’s
Recreation Infrastructure Canada (RinC) program.
After a national bid process, overseen by a steering committee that included staff and volunteer
representatives, a five year operating contract was awarded to Nustadia Recreation Inc. to operate
PMA. More recently, programming within the newly renovated facility has grown to include extended
skate lessons, summer camps, a fundraising event to support our local chapter of KidSport, the
unveiling of a Spirit of Wood Carving of Brendan Morrison, and events like the 2nd Annual Sports
Expo.
Increased funding for subsidized ice by 5% per year over 5 years began in 2010 and will conclude in
2014 at which time the portion of subsidized ice that local minor sports purchase compared to
private more costly ice time will have improved to where the overall cost will more closely compare
with what is provided in other lower mainland municipalities.
Lastly, a restructure with the Parks and Leisure Services Management team resulted in an increased
focus on monitoring and overseeing the successful implementation of contracted services including
RG Properties, Nustadia Recreation Inc. and Golden Ears Winter Club.
Fitness/Wellness Facilities
A concept plan for an expansion to fitness facilities at the Pitt Meadows Family Recreation Centre
has been completed, and an application has been submitted for an infrastructure replacement grant
to fund this work. A capital funding request has also been prepared for consideration during the
2013 budget deliberations depending on the outcome of the grant application.
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Programming improvements have increased the number of early morning drop-in aqua classes and
provided more length swimming to respond to an increased demand for drop-in water fitness
opportunities. A multi-year fitness equipment replacement plan has also been developed for the
MRLC and the PMFRC utilizing funding allocated for equipment replacement to maintain service
levels as equipment reaches its end of life.
As mentioned in the Park Design and Development section, outdoor fitness circuits have been
installed in a number of neighbourhood parks to provide free and accessible opportunities to
participate in fitness close to home.
Indoor Multi-purpose and Social Facilities
Input from the festival community and park users helped to define the amenities that would most
enhance park activities on the site adjacent to Memorial Peace Park. Implementation of this project
was realized as a result of surplus grant funding from the 224 th Street Improvement Project.
South Bonson Community Centre is being well-utilized and has enabled the provision of a greater
number of social, arts, cultural and fitness programs through Parks and Leisure Services, community
groups, businesses and family events. Work that supports the development of neighbourhood
groups has resulted in increased capacity and greater utilization of neighbourhood halls such as the
Hammond Community Centre and Thornhill.
As recommended in the Master Plan, a Facility Allocation Policy was prepared and endorsed by
Commission in 2011. Over the past year, staff have worked to bring traditional and new bookings
into alignment with this policy.
Seniors
Work to support Seniors organizations develops their capacity to provide opportunities for seniors to
connect with, participate in, and contribute to, community health and wellness. This includes
support for the Ridge Meadows Seniors Society on Board development and implementation of the
Fee for Service agreement to provide recreation services to adults 55 and older. Some examples of
recent initiatives that align with Master Plan recommendations include:
The recruitment of a full time Manager for the Society in 2010, and a part time
Administrative Assistant in 2012, which strengthened the administrative and
programming capacity of the Society.
Funding from United Way for a part time Seniors Network Coordinator.
Funding from the UBCM for a consultant to develop a formal Volunteer Management
program in 2012, which will further develop RMSS volunteer capacity.
Support for Seniors organizations also includes the development of the Seniors Network (SN) which
is a standing table of the Maple Ridge Pitt Meadows Katzie Community Network. The Seniors
Network collaborates with community members to improve the health and well-being of seniors. In
2012 a Seniors Task force was formed, comprised of approximately 40 seniors, who meet monthly
to discuss challenges and issues that face older adults. Two examples of successful projects that
have resulted from this work include a pilot for a non-medical support program for seniors and
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representation on a regional committee chaired by the United Way that is focused on providing safe
and affordable transportation options for seniors.
The Pitt Meadows Seniors Centre will open in the fall of 2012, and will be operated by Ridge
Meadows Seniors Society through an operating Fee for Service agreement with the Commission.
Facility operating guidelines are in the process of being developed. In order to support this new
operation, RMSS formed a Pitt Meadows Seniors Centre Steering Committee, who have authority for
decision making at the new facility. Staff’s current focus is on building the capacity of RMSS and the
Pitt Meadows Seniors Centre Steering Committee to expand opportunities for seniors to participate.
Youth
A comprehensive consultation process in 2010 called “Listen to Us” gathered a broad range of
feedback from youth. This information input to the development of a number of program initiatives,
and reinforced the need for an active sport court which has since been constructed beside the
PMFRC Youth Centre and for the recently completed Youth Action Park at Harris Road Park.
Recent Youth Outreach program initiatives have focused on strengthening the Whonnock drop-in
program and development of a new youth program at South Bonson Community Centre. The Youth
Leadership/Mentorship Program developed at the Thomas Haney “School Yard” Youth Action Park
was expanded to “The Pitt” Youth Action Park at Harris Road Park. Registration for both programs is
at a maximum. Other new active youth opportunities include a Wednesday night drop-in sports
program at the PMFRC, and Outdoor Pool Teen Swims introduced in 2012.
Children
Existing program partnerships, including those done in collaboration with School District No. 42,
have continued including the addition of an Active Kids Club Program at Laityview Elementary. In
addition, staff developed a Grade 5 Active Pass that was implemented September 2012, that will
ensure that all children in Grade 5 have the opportunity to participate in community recreation
opportunities at a critical age in which to encourage life-long participation in physical activity. The
benefit that participants derive from this program will be measured and reported back to
Commission in future years.
Hard to Reach
In 2011 staff facilitated a community meeting to bring together service providers, sporting groups,
agencies and individuals to explore ways to reduce financial barriers to accessing recreational and
creative (arts) programs. Another meeting will be held in 2012 to continue the discussion, share
successes and initiatives that have developed since the first meetings and to plan next steps in this
process. Some of the initial feedback was used to restructure the Participation Program in 2012 to
increase accessibility to eligible participants and to streamline the approval process when working
with partner agencies. A primary focus continues to be to build collaborative and cooperative
partnerships with Kidsport, the local chapter of the Canadian Tire Jumpstart program and School
District No. 42 to increase access for citizens with financial barriers to participate in recreation.
Funding from combined agency participation has also grown through increased fundraising efforts.
Staff continue to provide low cost program opportunities as well for individuals and families who are
not eligible for the Recreation Access Program, but who may still be facing financial challenges.
Examples include a partnership with Westminster Savings for Free Swimming, work with S.D. No. 42
and P&LS Joint Committee to increase access to schools for recreation program opportunities in
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hours following the school day, and the introduction of Family Day in the Park to offer free outdoor
activities in July and August in Memorial Peace Park which was enabled through the allocation of
gaming funds.
First Nations
Staff participate at Katzie’s Healthy Community Table and have worked with Katzie members to
improve access to the Recreation Access Program, and supported Katzie to acquire a grant and
coordinate implementation of swim lesson programs for Katzie children and youth. Katzie members
also participate in recreation opportunities such as youth activities and community events such as
Canada Day and other opportunities.
Events and Festivals
Staff work to support the development of festival organizing committees and the Community Festival
Network. In 2012, this work was reinvigorated through two Festival Forums, one in each community,
which reconfirmed the festival communities’ interest in collaborative and networking opportunities.
Recommendations derived from both Forums will be built into the 2013 work plan.
New infrastructure that supports events includes the development of the site adjacent to Memorial
Peace Park, the inclusion of a stage component into The Pitt Youth Action Park at Harris Road Park,
and expanded storage at the Pitt Meadows Civic Centre.
Since the Master Plan was adopted, the Festival Support Policy has also been revised to improve
and streamline the intake process, criteria, and administrative requirements. In addition, an intra-
municipal events staff team was formed in each community to streamline decision making and
improve communication with festival organizers.
Public Art
Much work has occurred in this new service area since the Master Plan was adopted. This includes
the development of Public Art Programs and Policies in both communities and the formation of a
Public Art Steering Committee in Pitt Meadows. In addition, the Maple Ridge Public Art Steering
Committee is currently in the process of overseeing its second public art installation project which
will be unveiled later this month.
In 2011, a Cultural Mapping process, created a searchable inventory of all artists, and arts and
heritage organizations in Maple Ridge and Pitt Meadows, which is now available in a web-based
format. The Steering Committee for this project included a broad cross-section of arts and cultural
organizations in the community, which also provided a valuable information sharing and networking
opportunity.
Museums / Heritage Sites and Buildings
Staff are working with the Maple Ridge Museum to confirm the viability of the planned museum site
for its intended purpose, and to acquire additional storage opportunities in the interim.
When park planning occurs, it includes consideration of the historical character of an area. A recent
example is Haney Nokai Park whose name reflects the areas history.
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Cultural Facilities
The Arts Council prepared a long term strategic plan in 2010, which is reviewed annually by their
Board. PLS staff recently completed a facility audit at the ACT, which assisted the Arts Council in
preparing their long-term capital plan and their current review of Arts Council fundraising
requirements and responsibilities. Opening of the South Bonson Community Centre has also
provided a popular venue for arts programs which has expanded the range of arts opportunities in
the community.
Community Development and Community Capacity Building
Work to strengthen the community development and community capacity building approach began
with an update to the Community Development Policy to reflect community input and best practices
research. Commission approved a draft policy and a community consultation process to gather
feedback on this draft, and this feedback will be brought back to Commission prior to year-end.
Staff continue to provide support and assistance to community organizations in developing long term
visions, strategic plans, action plans, and funding strategies. Examples include work with Fee for
Service Partners, non-profit community groups, festival organizers and others. This approach
increases the capacity of organizations that also serve our community and reduces their reliance on
staff to maximize the use of our community and staff resources.
Roles and Responsibilities / Staff Structure and Resources
Clarity on roles, responsibilities and operational efficiency improvements have been achieved
through a number of organizational improvement initiatives.
Per a Master Plan recommendation, a Park Planning Technician position was created in
August 2011 to assist with coordination, design, and implementation of the Park’s capital
work plan. This was accommodated by a small increase in operating funds to address
immediate priorities identified in the Master Plan.
In the same year, customer services and business systems were bundled under a Business
Manager function, enabling an existing Manager to place a greater focus on key areas that
the Master Plan identified as needing attention, this included the Joint Services Agreement
with the City of Pitt Meadows and the Arenas. No new resources were required to achieve
this improvement.
In the Spring of 2012, the Department structure was further improved by moving Arts,
Culture and Heritage, Festival Development, Volunteer Services and Recreation Access into
the Community Services Division, with Children’s Services moving into the Recreation
Division. This has resulted in a number of operational efficiencies including greater
alignment in program and community work and more capacity in key service areas such as
Children’s Services and the Community Services Division. This was also accommodated
within current funding.
Partnerships
The Parks and Leisure Services operating model relies on community partners to provide a range of
opportunities for citizens to participate in recreation. PLS has a strong network of partnerships with
not-for-profit groups, local businesses and community agencies. Consolidation of contract
management systems under one Manager has ensured that all partnerships are effective, well
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defined, and well managed. Recent work included a review and improvements to contract
templates. Work is currently underway to review and update Commission’s Sponsorship and
Partnership guidelines.
Neighbourhood Development
Leadership development in neighbourhoods has focused on capacity building and linking
neighbourhood leaders to support and mentor one another. Education has focused on citizens being
healthier when they are connected and contributing to their community thereby creating a healthier
place to live. This is being achieved by linking “Neighbourhood Champions” and supporting their
efforts to develop a Neighbourhood Association structure to link neighbourhood groups together and
support capacity building and leadership development.
Staff are also working with this newly formed group to develop a communication mechanism to
improve communication between neighbourhoods and between neighbourhoods and municipalities,
and to develop a matching grant program. This work will require a coordinated approach with other
municipal departments so staff are also working to create this structure.
Other key achievements in the Neighbourhood Development area include:
Supporting the ongoing development of the Port Haney Neighbourhood Change initiative.
Supporting the development of the Hammond Neighbourhood group.
Working with Neighbourhood Champions to provide ongoing community educational
opportunities (2 workshop series with Jim Diers in 2011 and 2012).
Continued growth of the Seed Grant Program.
Neighbourhood group participation in Community / School Gardens.
Communication and Marketing
The Recreation Marketing Plan referred to in this section of the Master Plan recommended that a
Service Quality Strategy be developed. This work was completed in 2010 and included research on
best practices, customer feedback that was quantitative (SERVQUAL) and qualitative (focus groups),
blueprinting key service processes and an analysis of the service delivery model. The resulting
strategy included a number of action items that were built into the 2010 and 2011 business plans,
much of which has been completed. Some examples include:
The development of systems that ensure customer feedback is encouraged and captured
such as a new service improvement form, customer service boards in facilities to provide
patrons with regular updates, a log for frontline staff to record customer reactions and
feedback, and a system to summarize and report this feedback up to Supervisors and
Managers. In addition, facility exit surveys are conducted and a booking and facility
satisfaction survey was put in place.
Staff training on safe operations and excellent customer service and development of a
customer recovery strategy for times when a problem does arise.
Enhancements to create visually appealing and sanitary recreation facilities through an
emphasis on areas that customers identified for improvement including improvements to the
Maple Ridge Leisure Centre change room facilities and cleaning program.
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In 2012, customer feedback and analysis portion of this work will be refreshed and the Service
Quality Strategy will be updated utilizing this new feedback as part of a continuous improvement
program. Findings will be brought back to Commission for information and comment and action
items from this strategy will be built into the 2013 business plan.
Promotion improvements include advancements in the brochure production and printing methods
being used, the development of quality display materials, and contributions to social media.
Upgrades to the Parks and Leisure Services web information is also currently being planned.
Tourism
PLS supports Tourism through work to develop the capacity of festival groups and by submitting
promotional information for publication in Tourism’s Fresh Sheet produced each week as well as
other promotion opportunities that come available through Tourism and Economic Development
Offices.
Joint Delivery
The Joint Delivery agreement between Maple Ridge and Pitt Meadows established in 1994, is
reviewed every three years. In addition, there is an annual evaluation process and a financial review
every five years. After participating in a number of reviews, with the last review occurring in 2010,
Commission endorsed a resolution that the next review will take place in 2015. From citizens
perspective, the 2011 random sample survey results indicate a good level of satisfaction with
services (at 84%), which is consistent with past results, and also indicate a consistent level of
satisfaction in both communities.
Operations
Security lights were added between the Act and Randy Herman building to create an enhanced
feeling of security for pedestrian movement between the civic area and the bus loop. The
construction of the special event space on the south side of Memorial Park has created an area that
is very user friendly for major events as well as a place for individuals or groups of friends to meet in
a safe and comfortable environment. This area is also very well lit with the addition of light bollards
and pedestrian light posts. The addition of a designated parking area for people with disabilities has
also made this site much more accessible to a greater number of our residents for the park as well
as the neighboring recreation facilities. Lights were also installed at the Pitt Meadows Civic Centre
and at The Pitt Youth Action Park.
Additional enhancements completed at the dog off leash areas provide separate pens for large dogs
and small dogs, as well as the placement of park benches and drinking water. These sites are a
popular destination for dog owners, they provide a safe and enjoyable experience, and they are a
great social meeting place.
Prison crews complete mowing and trimming at the Albion Fairgrounds on a weekly basis and also
assist the Agricultural Fair Board and Haunted House event with set up and take downs. Crews have
also provided considerable assistance to non profit groups such as the North Fraser Therapeutic
Riding Association, BMX Club and to park projects such as clean ups at Whonnock Lake.
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Staffing levels for operations need to be addressed when the forecasted Master Plan funding
becomes available. A sustainable strategy to address new inventory maintenance costs each year
needs to be developed, as service levels have been reduced to a level where complaints from
residents about untidy landscape displays are increasing.
Sustainability
The District has been successful in obtaining some grant funding to assist with accessibility
improvements in recreational facilities such as increasing the width of doorways for offices and
family change rooms, and the installation of automatic door openers at both recreation centers.
DDC (direct digital controls) have been upgraded in the key buildings to monitor control and maintain
heating , ventilation and air conditioning in municipal buildings, This also allows us to trouble shoo t
from remote locations outside regular business hours.
Electronic and low flow shower heads and washroom equipment has been installed to reduce water
consumption in the recreation center and other washroom buildings in parks.