HomeMy WebLinkAbout2014-09-08 Workshop Meeting Agenda and Reports.pdfDistrict of Maple Ridge
1.ADOPTION OF THE AGENDA
2.MINUTES –August 25, 2014
3.PRESENTATIONS AT THE REQUEST OF COUNCIL
4.UNFINISHED AND NEW BUSINESS
4.1 Vibrant Downtown Pilot Project Recommendations
Staff report dated September 8, 2014 providing recommendations on the
learnings and outcomes of the Vibrant Downtown project.
For information only
No motion required
COUNCIL WORKSHOP AGENDA
September 8, 2014
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
September 8, 2014
Closed Council 10:15 a.m.
Committee of the Whole Meeting 1:00 p.m.
September 9, 2014
Council Meeting 7:00 p.m.
Council Workshop
September 8, 2014
Page 2 of 3
4.2 Property Tax Collection Period
Presentation by the Manager of Revenue and Collections
4.3 Job Incentive Program
Presentation by the Manager of Sustainability and Corporate Planning
4.4 RCMP Contract Update
Verbal update by the General Manager of Corporate and Financial Services
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.
5.1 Municipal Insurance Association of British Columbia (MIABC) - Voting Delegate
E-mail dated August 8, 2014 from Lisa Storoshenko, MIABC requesting
confirmation of the District of Maple Ridge’s current voting delegation and two
alternates for the 27th Annual General Meeting.
6.BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL
7.MATTERS DEEMED EXPEDIENT
8.ADJOURNMENT
Checked by: ___________
Date: _________________
Council Workshop
September 8, 2014
Page 3 of 3
Rules for Holding a Closed Meeting
A part of a council meeting may be closed to the public if the subject matter being considered relates to one
or more of the following:
(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
August 25, 2014
The Minutes of the Municipal Council Workshop held on August 25, 2014 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 P. Gill, General Manager Corporate and Financial Services
Councillor A. Hogarth C. Carter, Acting General Manager Public Works and
Councillor B. Masse Development Services
Councillor M. Morden C. Marlo, Manager of Legislative Services
A. Gaunt, Confidential Secretary
GUEST Other Staff as Required
B. Johnson, Facilitator, C. Crabtree, Director of Information Technology
PERC L. Hotlizki, Director of Licences, Permits and Bylaws
T. Thompson, Manager of Financial Planning
F. Armstrong, Manager of Corporate Communications
Note: This meeting is being recorded. Minutes are posted on the Municipal Web Site at
www.mapleridge.ca
Note: Councillor Ashlie was not in attendance at the beginning of the meeting.
1.ADOPTION OF THE AGENDA
The agenda was adopted with the addition of the following:
4.6 Council Matrix Discussion
2.MINUTES
R/2014-358
Minutes It was moved and seconded
July 21, 2014
That the minutes of the Council Workshop Meeting of July 21,
2014 be adopted as circulated.
CARRIED 2.0
Council Workshop Minutes
August 25, 2014
Page 2 of 5
3.PRESENTATIONS AT THE REQUEST OF COUNCIL – Nil
4.UNFINISHED AND NEW BUSINESS
Note: Councillor Ashlie joined the meeting at 9:03 a.m.
4.1 Demonstration of the Audio/Video System
- Christina Crabtree, Director of Information Technology
The Director of Information Technology provided a demonstration of the
recently installed audio and video recording system. She highlighted
improvements in the technology and outlined the objectives of the new setup.
4.2 Final Report on Joint Leisure Services Review
Staff report dated August 25, 2014 recommending that the recommendations
in the Joint Parks and Leisure Services Model Review prepared by
Professional Recreation Consultants Ltd. and the implementation of each
recommendation as described in the staff report be endorsed.
The General Manager of Community Development, Parks and Recreation
Services Provides reviewed the report.
Brian Johnson, Facilitator, Professional Environmental Recreation Consultants
Ltd. (“PERC”) provided an overview of the key findings and recommendations
in the Joint Parks and Services Leisure Review.
R/2014-359
Joint Leisure It was moved and seconded
Services Review
Endorse
That the recommendations in the Joint Parks and Leisure
Services Model Review report dated July 31, 2014 prepared by
Professional Environmental Recreation Consultants Ltd. and
implementation of each recommendation as described in this
report dated August 25, 2014 be endorsed.
R/2014-360
Joint Leisure It was moved and seconded
Services Review
PM and MR Council
to discuss
That Maple Ridge Council and Pitt Meadows Council meet to
discuss the Joint Parks and Leisure Services Model Review
recommendations prior to endorsement.
CARRIED
Council Workshop Minutes
August 25, 2014
Page 3 of 5
Note: The meeting was recessed at 9:42 a.m. and reconvened at 4:00 p.m.
Councillor Masse, the Chief Administrative Officer and the General Manager of
Corporate and Financial Services were not in attendance when the meeting
reconvened.
4.3 Remedial Action for the Complete Replacement of the Damaged Garage Door
at 20655 River Road W
Staff report dated August 25, 2014 recommending that the garage door at
20655 River Road W be declared a nuisance and that the owner repair or
place the garage door to meet community standards.
The Director of Licences, Permits and Bylaws reviews reported the report. She
provided photographs of the problem property in comparison to the
neighbourhood and outlined the issues associated with the appearance of the
garage door.
R/2014-361
Remedial Action It was moved and seconded
20655 River Road W
That Council declare the garage door at 20655 River Road W,
legally described as:
(a) PID 013-715-577, Lot 9 District Lot 278, Group 1 New
Westminster District Plan 81218,; a nuisance within the
meaning of paragraph 74 (1)(d) of the Community Charter;
That the Owner must, not later than thirty (30) days after
receiving a copy of this resolution, shall:
1.Repair or replace the garage door on the dwelling unit on
the property so that it meets the standards in the
community; or
2.Retain a qualified contractor to repair or replace the
garage door on the dwelling unit on the property so that it
meets the standards in the community.
CARRIED
4.4 Recordings of Council Meetings Policy
Staff report dated August 25, 2014 recommending that the Recordings of
Council Meetings Policy be adopted.
The Manager of Legislative Services reviewed the report.
Council Workshop Minutes
August 25, 2014
Page 4 of 5
R/2014-362
Recordings of It was moved and seconded
Council Meetings
Policy
Forward to Council
That the staff report dated August 25, 2014 titled “Recordings
of Council Meetings Policy” be forwarded to the August 26,
2014 Council Meeting.
CARRIED
4.5 140th Birthday Celebration
The Manager of Corporate Communications outlined the events scheduled for
Maple Ridge’s 140 Birthday Celebration.
4.6 Discussion on the Council Matrix
On the behalf of Councillor Masse, Mayor Daykin conveyed a request to
remove the Thornill and Jackson Farm discussions from the 2014 Council
Matrix.
Councillor Dueck advised on the procedure required to bring an item
previously approved by Council back for further discussion.
5.CORRESPONDENCE – Nil
6.BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL – Nil
7.MATTERS DEEMED EXPEDIENT – Nil
Council Workshop Minutes
August 25, 2014
Page 5 of 5
8.ADJOURNMENT – 4:28
_______________________________
E. Daykin, Mayor
Certified Correct
___________________________________
C. Marlo, Corporate Officer
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District of Maple Ridge
TO: His Worship Mayor Ernie Daykin MEETING DATE: September 8, 2014
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Vibrant Downtown Pilot Project Recommendations
EXECUTIVE SUMMARY:
The Vibrant Downtown Task Force (VDTF) was a multi-sector pilot project conducted from the fall of
2012 through to the fall of 2013. In October of 2013 staff presented Council with the Task Force’s
final recommendations. Despite the pilot project coming to an end, the business community was
interested in continuing to engage in bi-annual walkabouts and one additional walkabout was
conducted this past July.
This report contains recommendations generated by staff based on the learnings and outcomes of
the Vibrant Downtown pilot project, together with information and learnings gathered through
initiatives such as the Enhanced Foot Patrols and the work of the Integrated Response Team. A
common theme from all the information gathered including the feedback from residents,
businesses, and the social service sector, was that as the community is undergoing significant
growth and change, the impact of growing social issues are being felt by all sectors of the
community.
As a result staff have conducted research on the mechanisms, tools and approaches being used by
other communities experiencing similar challenges. The outcome of this research has formed the
bases of four recommendations that staff have included in this report for Council’s consideration.
RECOMMENDATION:
Submitted for information only.
DISCUSSION:
a)Background Context:
In the fall of 2012 the VDTF pilot project was launched. The task force comprised of local
businesses, social service providers and community members worked for close to a year on a
number of initiatives. The Task Force was formed in response to a growing need to address
issues in the downtown core in a collaborative manner that would engage a broad variety of
sectors including businesses and social services. One of the goals of the VDTF was to create
a report of recommended actions to be presented to the Social Planning Advisory Committee
(SPAC). That was achieved in the fall of 2013 and subsequently the recommended actions
were endorsed by Council. The tangible results achieved are listed in the summary of key
highlights and outcomes attached to this report.
4.1
2
Although small in scale, the VDT pilot project demonstrated that this approach to engaging
businesses and residents in meaningful ways in their neighbourhoods can result in
immediate benefits to our public spaces, more specifically:
Participants were able to see an immediate impact as a result of their
recommendations through improvements such as changes to lighting, signage,
sidewalk repairs, etc.
The format provided an opportunity to educate participants on municipal systems,
plans and processes which made it easier for the community to participate in and
support positive change in the downtown.
Service providers and the RCMP participants were able to share information and
engage in educational discussions regarding concerns about the downtown.
The walkabouts were particularly valuable for giving service providers a forum to
experience the community through the eyes of local residents, business owners and
operators.
The multi-sector engagement format gave Municipal staff, service providers and the
RCMP more information with which to understand, identify and respond to pressure
points in the downtown by modifying or adapting existing services to respond to the
community’s priorities.
The VDTF work provided a foundation that was a springboard for further positive
works in the downtown such as Enhanced Foot Patrols and the Integrated Task
Group described below.
In June of this year an Enhanced Foot Patrol (EFP) program was initiated in the downtown
working in collaboration with the RCMP and security services. In this new model, security
services work alongside the RCMP in a highly coordinated manner, enhancing the visibility
and responsiveness of safety and security services in our downtown.
This program is a significant complement to the RCMP’s work to uphold our community
standards as Security is better positioned to deal with behaviors that may be difficult to
enforce through police channels, but nonetheless, are unacceptable in our community.
The schedule and the routes that the EFP uses were designed to ensure high visibility to
assist with improving the perception of safety in the downtown area. In addition, locations
and times are adjusted to address “hot spots” or areas where concerns and issues are
identified by both RCMP and community members. This is a nimble and responsive
approach that can be adapted as needed.
In addition, the RCMP augmented the EFP program with a highly visible mobile ‘Hot Spot Pop-
up Tent’, set up in various locations throughout the core area to encourage local residents
and businesses to voice their concerns and needs to officers in their own neighbourhoods.
This outreach strategy also proved to be effective and was well received.
In addition to the goal of increasing the community’s confidence in safety in the downtown,
the EFP approach was designed to build relationships with both businesses and citizens
accessing the downtown area. The patrols take advantage of the opportunity to provide one
on one education for business operators related to CPTED principles and ways to increase
safety as well as encouraging them to report criminal activity and concerns in a timely
fashion to the RCMP. The patrols were also able to build relationships with the vulnerable
populations in the core in order to encourage them to access services and to find
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appropriate ways to utilize the downtown area while maintaining their own safety and
ensuring the safety of all citizens.
The feedback from both businesses and citizens regarding the enhanced foot patrols has
been very positive. The patrols were very visible and responsive. The officers that
participated felt that the relationships that they were able to build were very effective in
enhancing the community’s perception related to safety in the downtown area. They felt that
being able to build relationships with businesses and assist them in addressing issues that
they feel impacted by was successful. In the same vein, building relationships with the
vulnerable populations was very effective. It provided insight into the challenges that this
population is facing related to the changing community. It also provided an opportunity for
RCMP to provide education related to services available as well as assisting them in finding
ways to meet their needs while minimizing the impact on community.
An unexpected and particularly unique and positive outcome of the integrated foot patrols
was the partnership and knowledge exchange and transfer that occurred between RCMP and
Westridge Security guards. Both RCMP and Westridge Security indicate that they feel that
the success of this community-grown approach is groundbreaking.
As a result of this analysis including informal feedback from community members and formal
feedback from the RCMP and Westridge Security, the Enhanced Foot Patrols will be
continued. There are some financial implications to doing this that will need to be
accommodated within the existing financial plan but the benefit that has been achieved is a
service level that is needed to enhance and uphold standards of behavior in our downtown.
In addition to the EFP Program, a multi-sector Integrated Response Task Group (IRTG) was
formed in response to increasing evidence of social related issues impacting citizens in the
downtown area. The IRTG includes representation from a number of local service providers,
provincial ministries, RCMP, Bylaws, Social Planning, and the DMRBIA, who were all involved
in supporting the VDTF.
The IRTG committed to working together to develop both immediate responses and to
recommend long term solutions. Once again, by combining their individual information and
knowledge of the issues, they gained new insight and understanding of the contributing
factors behind the increase in issues impacting the community.
The IRTG has collaborated with the Enhanced Foot Patrols and with each other to ensure a
consistent approach to community services and standards, and to continue to respond to
immediate issues. Examples of the Integrated Response Teams’ immediate contributions
include identification of “hot spots” in the community for both the appropriate service
providers to respond as well as and the Enhanced Foot Patrols.
They have conducted research on best practices in other communities and are currently
developing a list of recommendations which will be completed in the near future. Some of
the recommendations are tasks the group will take on themselves and some are
recommendations that they would like to present to the municipality. The recommendations
primarily focus on exploring innovative approaches, examining the potential to implement
best practice approaches that have been effective in other communities, and on minimizing
the impact of social issues on the entire community.
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The IRTG has expressed its commitment to continuing to listen to the community and work
closely together. They recognize that the issues facing the community are complex and that
they aren’t unique to our community. They recognize that although every community in the
lower mainland is facing similar issues right now, the advantage of having all the players at
the table with the commitment to work together is invaluable.
In addition to the attached (summarized) actions that flowed directly from the VDTF pilot
project and learnings and programs described above that were enabled as a result of this
foundational work, staff have included some additional recommendations that will continue
to contribute to the pro-active development of a healthy and vibrant town centre.
While much of the work outlined above addresses concerns and perceptions regarding the
safety and security of those who live, work or use services in the downtown, engaging a
larger number of people in positive activities in the downtown will also contribute to reducing
the incidence of negative behaviors in this area. The following recommendations primarily
focus on this aspect to further contribute to the development of a healthy and vibrant
downtown for Council’s consideration. These recommendations are a result of learning
through recent works such as the VDTF and through staff’s research into work that has lead
to successful outcomes in other communities.
Recommendations:
1.That Council consider establishing an ongoing, sustainable model to grow the
engagement of the business community in vibrant downtown initiatives and in the
development of municipal services that respond to needs in the downtown .
Through the Vibrant Downtown pilot project it became apparent that downtown
businesses feel disconnected from municipal initiatives that impact their businesses.
However, the VDT process also highlighted the willingness of businesses to work in
partnership with the municipality and to be engaged in processes that contribute to a
vibrant and healthy downtown. The DMRBIA was instrumental in developing a number
of initiatives that had significant and positive impact on the downtown and the
businesses that are located there. If Council supports further work to engage businesses
in solutions in the downtown, staff can work with the DMRBIA to recommend a structure
to do this work.
2.That Council consider the benefits of utilizing a “Placemaking” approach in the
downtown.
There is an abundance of evidence that healthy public spaces are the springboard to
revitalizing communities. Attractive, interesting, vibrant well-functioning public space can
jumpstart economic development and strengthen a community’s ability to sustain itself.
Utilizing a Placemaking approach is one method that communities are using to
collectively and intentionally shape public realms to achieve maximum success.
Community-based participation is at the root of this transformation process. By inspiring
the community to contribute and take ownership of planning, design, management and
programming of public space, creative patterns of activities and connections that support
the ongoing evolution of spaces such as our downtown can be achieved. If Council
desires, staff can bring forward more information including a recommendation on the
potential benefits of this approach for our downtown.
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3.That Council consider a pilot project that engages the community in arts, culture and
creative community building initiatives in the downtown.
This recommendation is that an investment be made in the development of an initiative
designed to activate a more vibrant downtown through creative participation and
expression. The experience of other communities world-wide is that this type of
investment by a city is an effective way to attract more positive initiatives to a city centre,
which in turns draws people, business, and vibrancy. Initial staff research indicates that
initiatives such as this can be instrumental in facilitating creative patterns and
connections that inspire businesses and citizens to contribute in creative and unique
ways to maximize the potential of the downtown. If Council desires, staff can bring
forward more information including a recommendation on the potential benefits of this
approach for our downtown.
4.That Council consider conducting a Social Impact Assessment study to ensure that we
have current and relevant information with which to assess current and future service
levels.
There is significant evidence that Maple Ridge is going through a period of tremendous
growth and rapid change. Given this context, it would be valuable to do research that
ensures that we have the information that we need to plan for the long-term health of our
community and our downtown. A Social Impact Assessment (SIA) is a widely-adopted tool
to analyze, monitor and manage intended and unintended social impacts in communities
as a result of growth and development. The goal of course is to maximize the positive
effects and minimize the negative effects of development in an anticipatory and
proactive way. With the Social Planning Advisory Committee’s plan to develop a Social
Sustainability Strategic Plan in the coming year, it would be timely to conduct research
such as this to better inform this strategic planning process by ensuring that we have
current and relevant data with which to do that planning. Council may wish to defer this
recommendation to SPAC for consideration and a recommendation following the
upcoming Council/SPAC workshop.
b)Desired Outcome:
The desired outcome is to achieve a vibrant and healthy downtown through a multi-sector
collaborative approach. In the short term, actions have been taken to address the
immediate social impacts experienced by the community through working together to find
collaborative, coordinated and effective responses and solutions. In the longer term,
recommendations included in this report are designed to further contribute to the
development of a healthy and vibrant downtown.
c)Strategic Alignment:
The recommendations outlined in this report align with Council’s safe and livable
community’s strategic direction and will enhance the sustainability of the community.
d)Citizen/Customer Implications:
If the recommendations contained in this report are endorsed, it is anticipated that there
would be significant positive implications for all citizens. The recommendations in this report
are based on the evidence based research conducted by staff that demonstrate that in order
to achieve a highly vibrant community and downtown that it is essential to engage and
inspire all residents and all sectors of the community in meaningful ways to contribute
collectively and intentionally to both create and improve the public spaces that they work,
live and play in on a daily basis in addition to ensuring their safety and security.
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e)Interdepartmental Implications:
The recommendations outlined in this report have implications for a number of municipal
departments including: Planning, Operations, Engineering, Economic Development, Parks,
and RCMP. These departments have been engaged in various degrees with the work
outlined in this report and would be engaged in the development of work related to the
recommendations, if endorsed by Council.
f)Business Plan/Financial Implications:
The Enhanced Foot Patrols program has some financial implications that need to be
determined and accommodated within the current budget. If the recommendations in this
report are considered each will have additional financial implications and how they could be
accommodated would need to be explored and included in a future recommendation to
Council.
CONCLUSIONS:
The Vibrant Downtown pilot project was very valuable in providing evidence that engagement of
citizens and businesses to contribute to creating and improving the downtown public spaces is an
effective approach. The research indicates that cities that are experiencing success in transforming
their downtowns are implementing approaches and techniques that effectively engage community
members in meaningful ways to contribute to creating vibrant healthy public spaces.
The recommendations in this report are based on the learnings from our own community that
validate the findings of the research that indicates successful downtowns build on the strengths,
assets and experiences of community members and engage citizens in collectively and intentionally
creating places that focus on people.
Many of the recommendations are cumulative and linked and therefore have been presented in a
manner that demonstrates how the short term actions have provided a foundation for longer term
initiatives that will continue to transform our downtown in a way that achieves Council’s goals.
“Original signed by Sue Wheeler”
_______________________________________________
Prepared by: Sue Wheeler, Director Community Services
“Original signed by Kelly Swift”
_______________________________________________
Approved by: Kelly Swift, General Manager, Community Development,
Parks & Recreation Services
“Original signed by Jim Rule”
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
:SW
Attachment: Vibrant Downtown Task Force – Summary of Highlights and Outcomes
Vibrant Downtown Task Force- Summary of Highlights and Outcomes
Information
Creation and Digitizing of a Resource Guide for Businesses
New initiative called Business Start provides weekly information sessions for small
businesses
RCMP conducted an assessment of the Business Watch program through the engagement
of the business community and have implemented changes to enhance the program
Community Building/Perception of Safety
Programs:
Expansion of the Geo Caching program
Enhanced Crown Counsel Relationship protocol related to Social Chronic Prolific offenders
24 businesses have completed a CPTED review conducted by RCMP through the Business
Watch program
RCMP Business Watch campaign to encourage businesses and individuals to report crime
through emergency and non-emergency numbers in order to identify “Hot Spots” and target
high crime areas
Lighting:
5 new overhead lights will be in place within the next year
3 burnt out lights repaired
New pedestrian lighting in the Memorial Peace Park
Wattage change in Memorial Peace Park to increase lighting
Signage:
Improved signage throughout the Core including the Tower Parking area
Directional signage in the core has been added
Trees and bushes pruned regularly to ensure signage in the Park is visible
Environment
Physical:
Sidewalk repair on Dewdney Trunk Road
Adopt a Block and Community Builders clean the core every 2 weeks
Partner support for retroactive CPTED reviews for developments like the Transit Hub.
Review of the current bylaw that allows cycling on the sidewalk
Advocacy:
Council endorsed a number of resolutions recommended by the Social Planning Advisory
Committee to be forwarded to the UBCM Convention. Two of these recommendations include
the provision of additional resources for an Assertive Community Team (ACT team) and the
construction and operation of a nearby Sobering and Assessment Centre.
From: Lisa Storoshenko [mailto:lstoroshenko@miabc.org]
Sent: August-08-14 3:41 PM
To: Ron Riach
Subject: MIABC Voting Delegate
The 27th Annual General Meeting of the Subscribers of the Municipal Insurance Association
of British Columbia is scheduled to take place at 3 PM on Tuesday, September 23rd in the
Emerald Ballroom, Westin Resort, Whistler. The MIABC will be hosting a reception following
the AGM also in the Emerald Ballroom, Westin Resort, Whistler, until 6pm. Directions
enclosed.
At the AGM there will be two resolutions to expand coverage, a third resolution to approve
the property insurance policy wording, and a fourth resolution to delegate authority to the
Board to set the parameters of the experience rating formula. There will also be an election
for five directors for a three year term: Group A Director population to 2,000, Group B
Director population 2,001 to 5,000, Group C Director population 5,001 to 250,000, Group
D Director over 250,000 population and Regional District Representative. Interested
candidates should contact Director Glenn McLaughlin, Chair of the Nominating Committee,
c/o the MIABC office.
In accordance with Article 6.13 of the Reciprocal Agreement, the following Delegate and two
Alternates have been registered with the MIABC to vote your interests. Any change to this
information shall require a resolution of Council/Board to be forwarded to the MIABC by
September 11th, 2014. Also, to improve communications, can you please provide us with e-
mail addresses for the delegate and alternates at your earliest convenience?
Voting Delegate: Councillor Cheryl Ashlie
Email address: cashlie@mapleridge.ca
Alternate #1: Councillor Corisa Bell
Email address: cbell@mapleridge.ca
Alternate #2: Councillor Al Hogarth
Email address: ahogarth@mapleridge.ca
Regards,
Lisa Storoshenko
5.1