HomeMy WebLinkAbout2016-01-18 Council Workshop Agenda and Reports.pdfCity of Maple Ridge
1.ADOPTION OF THE AGENDA
2.MINUTES
2.1 Minutes of the January 11, 2016 Council Workshop Meeting
2.2 Minutes of Meetings of Committees and Commissions of Council
•Maple Ridge Community Heritage Commission – December 1, 2015
2.3 Business Arising from Committee and Commission Minutes
3.PRESENTATIONS AT THE REQUEST OF COUNCIL
4.MAYOR AND COUNCILLORS’ REPORTS
COUNCIL WORKSHOP AGENDA
January 18, 2016
10:00 a.m.
Blaney Room, 1st Floor, City 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. The meeting is live streamed and recorded by
the City of Maple Ridge.
REMINDERS
January 18, 2016
Closed Council 11:00 a.m.
Committee of the Whole Meeting 1:00 p.m.
January 19, 2016
Public Hearing 7:00 p.m.
Council Workshop Agenda
January 18, 2016
Page 2 of 4
5. UNFINISHED AND NEW BUSINESS
5.1 Joint Leisure Services Transition Plan
Staff report dated January 18, 2016 recommending staff bring forward a report on
implications and costs associated with continuing the arts and recreation
programming function as a joint service until December 31, 2016, the staff work
with the City of Pitt Meadows to explore development of an efficient process for
future ice, field and facility allocations and that staff develop guiding principles
that will inform the transition plan process.
5.2 Draft Metro Vancouver Regional Affordable Housing Strategy
Staff report dated January 18, 2016 recommending that comments on the draft
Metro Vancouver Regional Affordable Housing Strategy be provided to Metro
Vancouver and that the preferred endorsement alternative outlined in Section H
be identified and provided to Metro Vancouver.
Note: Report to be circulated separately Note: Report available. Click on 5.2 heading
for link
5.3 Maple Ridge Resiliency Initiative Update
Verbal report by the General Manager of Community Development, Parks and
Recreation Services
6. 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.
6.1 CFNR Network - Application to provide Vancouver and area with a first Aboriginal
Radio Station
Council Workshop Agenda
January 18, 2016
Page 3 of 4
6.2 Surrey Board of Trade – Opposition to Vancouver Board of Trade Name Change
E-mail dated January 13, 2016 from Anita Huberman, CEO, Surrey Board of Trade
providing information on the Surrey Board of Trade’s opposition to the proposed
name change to the Vancouver Board of Trade.
7.BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL
8.MATTERS DEEMED EXPEDIENT
9.ADJOURNMENT
Checked by: ___________
Date: _________________
Council Workshop Agenda
January 18, 2016
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.
City of Maple Ridge
COUNCIL WORKSHOP MINUTES
January 11, 2016
The Minutes of the City Council Workshop held on January 11, 2016 at 10:00 a.m. in
the Blaney Room of City Hall, 11995 Haney Place, Maple Ridge, British Columbia for
the purpose of transacting regular City business.
PRESENT
Elected Officials Appointed Staff
Mayor N. Read E.C. Swabey, Chief Administrative Officer
Councillor C. Bell K. Swift, General Manager of Community Development,
Councillor K. Duncan Parks and Recreation Services
Councillor B. Masse P. Gill, General Manager Corporate and Financial Services
Councillor G Robson F. Quinn, General Manager Public Works and Development
Councillor T. Shymkiw Services
Councillor C. Speirs C. Marlo, Manager of Legislative Services
Other Staff as Required
W. McCormick, Director of Recreation
D. Boag, Director of Parks and Facilities
C. Carter, Director of Planning
S. Murphy, Planning Technician
Note: These Minutes are posted on the City Web Site at www.mapleridge.ca
1.ADOPTION OF THE AGENDA
The agenda was adopted with the addition of the following
5.4 Potential Letter to Support for Additional Ambulance Service
5.5 Recording of Finance and Audit Meeting
2.MINUTES
2.1 Minutes of Council Workshop Meetings
•November 30, 2015 Special Council Workshop
•December 4, 2015 Special Council Workshop
•December 7, 2015 Council Workshop
•December 10, 2015 Special Council Workshop
•December 15, 2015 Special Council Workshop
•December 17, 2015 Special Council Workshop 2.1
Council Workshop Minutes
January 11, 2016
Page 2 of 6
R/2015-001
It was moved and seconded
That the minutes of the November 30, 2015 Special Council Workshop,
December 4, 2015 Special Council Workshop, December 7, 2015 Council
Workshop, December 10, 2015 Special Council Workshop, December 15,
2015 Special Council Workshop and December 17, 2015 Special Council
Workshop be adopted as circulated.
CARRIED
2.2 Minutes of Meetings of Committees and Commissions of Council – Nil
2.3 Business Arising from Committee Minutes – Nil
3. PRESENTATIONS AT THE REQUEST OF COUNCIL – Nil
4 MAYOR’S AND COUNCILLORS’ REPORTS
Councillor Bell
Councillor Bell attended a meeting with the Maple Ridge Library staff and
advised on social issues and challenges the library staff faces pertaining to
homelessness. She also attended the Seniors’ Christmas lunch, the opening
of Centra, Bright Lights in Stanley Park and the Christmas Haven event. She
advised on concerns expressed by seniors with pedestrian safety and
requested an update by the RCMP and/or Canada Post on mailbox break-in’s.
Councillor Duncan
Councillor Duncan provided an update on activities of the Ridge Meadows
Recycling Society. She is participating in a fundraising event with the Maple
Ridge Branch of “Go-Go’s” (Grandmothers Helping Grandmothers) and
encouraged all to donate.
Councillor Speirs
Councillor Speirs spoke of his Christmas season highlights.
Councillor Masse
Councillor Masse relayed compliments received from a person in the movie
industry for the City’s Film Production Liaison. He provided an update on
correspondence received pertaining to post-secondary education and advised
on Provincial plans for Riverview.
Councillor Robson
Councillor Robson commented on the need for facilities in the community for
youth with addictions.
Council Workshop Minutes
January 11, 2016
Page 3 of 6
Councillor Shymkiw
Councillor Shymkiw sought support from Council to lobby for more ambulatory
care. He attended Bright Lights in Stanley Park. He spoke of his concern with
the tone of some social media interactions with local government.
Mayor Read
Mayor Read advised that MLA Doug Bing is working to increase ambulatory
care for Maple Ridge. She attended the CP Holiday Train, the Seniors’
Christmas Lunch and a Search and Rescue Dinner to honour Rick Laing for 30
years of service. Mayor Read advised that she gave a thank you to all the
resources involved with the Cliff Avenue camp and also advised on the
naming of a street to acknowledge Bob Shantz.
5.UNFINISHED AND NEW BUSINESS
5.1 Parks Infrastructure Prioritization Process
Continuation of the December 17, 2015 Council discussion facilitated by
Brian Johnston, Professional Environmental Recreation Consultants (“PERC”)
A staff report titled “Facility Bundles for Parks and Recreation Community
Infrastructure Prioritization Discussion” was circulated prior to the meeting.
The General Manager Community Development Parks and Recreation
introduced the item and identified that a report related to the pool will be
coming a future meeting of Council.
The General Manager Corporate and Financial Services reviewed the plan for
financing the Parks infrastructure enhancements. An excerpt from the
Financial Plan was circulated.
Mr. Johnson led a discussion on the process for prioritizing the list of facilities
identified by Council at its December 17, 2015 meeting.
Note: Mayor Read left the meeting at 11:30 a.m., Deputy Mayor Shymkiw assumed
the Chair in her absence. Mayor Read returned at 11:39 a.m.
Council identified their agreement with the facility bundles list and the criteria
for evaluating the list as attached to the report. The weighting criteria for the
bundles were discussed. Mr. Johnston suggested that further information be
developed to assist Council with determining the weighting criteria at a
subsequent meeting.
Council Workshop Minutes
January 11, 2016
Page 4 of 6
5.2 Agricultural Plan Questionnaire Results
Staff report dated January 11, 2016 providing the results of an Agricultural
Plan Questionnaire completed by Council.
R/2016-002
It was moved and seconded
That staff be directed to bring back a facilitated session on the Agricultural
Plan.
CARRIED
5.3 2016 Committee and Commission Appointments
The list of appointments to various committees and commissions for 2016
was circulated at the meeting.
5.3.1
R/2016-003
It was moved and seconded
That a staff person designated by the Chief Administrative Officer be
appointed to the Maple Ridge Business Improvement Association and the
Maple Ridge and Pitt Meadows Chamber of Commerce and that Councillor
Shymkiw be appointed to serve as the alternate.
CARRIED
5.3.2
R/2016-004
It was moved and seconded
That staff provide a report on the status of the Pitt Meadows Airport
Society.
CARRIED
5.3.3
R/2016-005
It was moved and seconded
That the appointment of a Deputy Mayor be reviewed by Council by June
2016.
CARRIED
Council Workshop Minutes
January 11, 2016
Page 5 of 6
5.3.4
R/2016-006
It was moved and seconded
That the Committee & Commission Appointments list for 2016 be approved
as amended.
CARRIED
5.4 Potential Letter of Support for Additional Ambulance Service
R/2016-007
It was moved and seconded
That the Mayor send a letter on behalf of Council to the MLA’s indicating
the City’s support for additional ambulance service in Maple Ridge.
CARRIED
5.5 Recording of Audit and Finance Committee Meetings
R/2016-008
It was moved and seconded
That the Audit and Finance Committee meetings be live streamed and
recorded and made available to the public on the City’s website.
CARRIED
6.CORRESPONDENCE
6.1 Upcoming Events
February 1, 2016
5:30 p.m.
BCEDA Minister’s Dinner – Coast Coal Harbour Hotel
Organizer: BC Economic Development Association
March 5, 2016
5:30 p.m.
Gala Night – Maple Ridge Seniors Activity Centre
Organizer: Ridge Meadows South Asian Cultural Society
7.BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL – Nil
8.MATTERS DEEMED EXPEDIENT – Nil
Council Workshop Minutes
January 11, 2016
Page 6 of 6
9.ADJOURNMENT – 12:36 p.m.
_______________________________
N. Read, Mayor
Certified Correct
___________________________________
C. Marlo, Corporate Officer
The Minutes of the Regular Meeting of the Community Heritage Commission, held in the Blaney
Room, at Maple Ridge Municipal Hall, 11995 Haney Place Road, Maple Ridge, British Columbia, on
Tuesday,December 1, 2015 at 7:00 p.m.
_____________________________________________________________________________________
COMMISSION MEMBERS PRESENT
Len Pettit Community at Large
Eric Phillips Community at Large
Sandra Ayres Community at Large
Brenda Smith,Chair Maple Ridge Historical Society
Faye Isaac, Vice-chair Maple Ridge Historical Society
Councillor Speirs Council Liaison
Cyndy Johnson-McCormick Community at Large
STAFF PRESENT
Lisa Zosiak Staff Liaison, Community Planner
Sunny Schiller Committee Clerk
Anne Marie Whittaker Planner 2, Planning
REGRETS/ABSENT
Steven Ranta Community at Large
1.CALL TO ORDER
There being a quorum present, the Chair called the meeting to order at 7:00 pm and
introductions were made.
2.AGENDA ADOPTION
R15-036
It was moved and seconded
That the Agenda be adopted.
CARRIED
3.MINUTE ADOPTION
R15-037
It was moved and seconded
That the Minutes of November 3, 2015 be approved.
CARRIED
2.2
CHC Minutes
November 3, 2015
Page 2 of 5
4.DELEGATIONS
4.1 Anne Marie Whittaker –Albion Flats Area Plan Process
Anne-Marie Whittaker, Planner 2, presented information on the planning process for
the Albion Flats area.The Planner 2 reviewed the heritage elements in the area and
outlined the next steps, which include a land planning workshop with Council and
public engagement.The Planner 2 will present the draft plan to the CHC once it is
prepared. Feedback on the plan and the process was provided by CHC members.
It was decided to add Canada 150 to the agenda as Item 7.2.
5.FINANCE
An updated budget will be provided in January 2016.
6.CORRESPONDENCE
It was discussed that BC Historical Federation membership fees are usually due at this time of
year. The Staff Liaison was asked to renew the CHC membership.
7.NEW & UNFINISHED BUSINESS
7.1 Membership
7.1.1 Calendar of Events –Brenda Smith
The Chair reviewed the current calendar, which goes into January
2016.Heritage Week events were discussed.It was suggested that Lino
Siracusa, Manager of Economic Development,be invited to the January
meeting to discuss cultural tourism.
7.1.2 CHC Binder Review –Sunny Schiller
The Committee Clerk reviewed the final sections of the CHC member’s flash
drives.
7.2 Canada 150
The Canada 150 Infrastructure grant process was discussed.
R15-038
It was moved and seconded
That the Community Heritage Commission step away from the Canada 150 application
process.
CARRIED
8.SUBCOMMITTEE REPORTS
8.1 Communications Subcommittee
8.1.1 Heritage Here Newsletter
The Staff Liaison is finalizing the latest newsletter.
CHC Minutes
November 3, 2015
Page 3 of 5
8.1.2 Local Voices
The final fall Local Voices event is December 3, 2015.The next season will
be the first Thursday of each month from February through May 2016.
8.2 Recognitions Subcommittee
8.2.1 Heritage Marker Inventory Project
The Inventory database has been received.The invoice has been submitted
for payment.Data to populate the database should be forwarded to the
Committee Clerk.The access protocols will be drafted by the Chair and the
Committee Clerk.
8.2.2 Heritage Awards
Faye Isaac reviewed plans for the February 18, 2016 Heritage Awards.The
theme is Distinctive Destinations and Cultural Tourism. Ms. Isaac has
arranged for Sweet and Simple Kitchens to provide catering.The guest list
was discussed.
8.2.3 10th Anniversary Plaque Book Project
The CD of images has been received and copyright has been obtained.The
images will be uploaded to the website.
8.3 Education Subcommittee
8.3.1 CHC Field Trip Update –Sandra Ayres
Sandra Ayres reported that the North Vancouver field trip to visit the archives
is being rescheduled for either Saturday April 9 or 16, 2016.A no host lunch
will follow.There are around 20 seats on the bus.
R15-038
It was moved and seconded
That the Community Heritage Commission undertake a field trip to North Vancouver during
April 2016 and commit $600 for bus transportation.
CARRIED
It was decided to add Heritage Week Talk to the agenda as Item 8.3.2.
8.3.2 Heritage Week Talk
The Chair proposed hosting a talk as part of Heritage Week.It was suggested
that the curator from the City of Vancouver be engaged to discuss collecting
heritage items.
R15-039
It was moved and seconded
That the Curator from the City of Vancouver (or someone similar) be invited to provide a
Heritage Week talk.
CARRIED
CHC Minutes
November 3, 2015
Page 4 of 5
8.4 Digitization Project Subcommittee
The Staff Liaison reported a consultant has been hired to undertake a review of the
archival materials pertinent to CHC as a beginning of the digitization project.The
review will be ongoing through early 2016.
8.5 Heritage Inventory Project Update
The Staff Liaison reported a draft Request for Proposals for the Heritage Inventory
update is ready to go out for tender.Councillor Speirs reported that advisory
committee budgets for 2016 will be finalized by the end of the week.
R15-040
It was moved and seconded
That the Community Heritage Commission proceed with the Heritage Inventory project in
compliance with Council’s direction.
CARRIED
8.6 Robertson Family Cemetery Project Subcommittee
The Staff Liaison reported that the Tax and Legal departments are investigating options
in regards to this property.
9.LIAISON UPDATES
9.1 BC Historical Federation
The Chair has been appointed to the Advocacy Committee of the B C Historical
Federation.
9.2 Heritage BC
Heritage Week February 15-21, 2016 will have the theme “Distinctive Destinations:
Experience Historic Places on February 15, 2016.”
9.3 Maple Ridge Historical Society
Ms. Faye Isaac reported the Christmas tree decorating event was very successful.A
$1500 grant from the Community Foundation has been received for the purchase of
scanning equipment.
9.4 Council Liaison
Councillor Speirs reported on the Business Planning presentations to Council this
week.The need for archive storage was raised.Councillor Speirs recently attended
Federation of Canadian Municipalities meetings in Ottawa, and met with the Minister
for Infrastructure, Communities and Intergovernmental Affairs.Councillor Speirs
reported on the changes to the advisory committee structure.
10.QUESTION PERIOD -Nil
11.ROUNDTABLE
The Chair noted that Library and Archives Canada has posted an online survey available
seeking feedback from the public.
Len Petit asked about the Heritage Book files.
CHC Minutes
November 3, 2015
Page 5 of 5
Cyndy Johnson-McCormick reported she will be attending the New Westminster Historical
Society walking tour to view historical houses decorated for Christmas.
12.ADJOURNMENT
It was moved and seconded that the meeting be adjourned at 9:00 pm.
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City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: January 18, 2016
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Joint Leisure Services Transition Plan
EXECUTIVE SUMMARY:
On October 20, 2015 The City of Maple Ridge (CMR) provided the City of Pitt Meadows (CPM)
with notice that the Joint Leisure Services Agreement will conclude on October 31, 2016. The
joint partnership has been in place for many years and there is an ample amount of work
required over the coming months to create separate systems. This report outlines an exit and
implementation plan that will ensure a successful and seamless transition that supports
citizens, staff and Councils. The transition process has been categorized into twelve service
areas and a brief description of each is provided in this report. The report also includes
recommendations on items that require immediate attention, which begins the work outlined
in the transition plan.
RECOMMENDATIONS:
a)That staff bring forward a report on the implications and costs associated with continuing
the arts and recreation programming function as a joint service until December 31, 2016,
AND;
b)That staff work with the City of Pitt Meadows to explore the development of an efficient
process for future ice, field and facility allocations, AND;
c)That staff develop guiding principles that will inform the transition plan process for
Council’s consideration.
DISCUSSION:
a)Background Context:
On October 31, 2016 the Joint Leisure Services agreement between the City of Maple
Ridge and the City of Pitt Meadows will conclude and following that date each community
will deliver parks and recreation services to their citizens. Staff has conducted an initial
audit of key service areas and have developed a preliminary exit and implementation plan
that is summarized in this report. This plan covers a broad service area and there are
likely some items not included in the plan at this time that will come to our attention and
will be incorporated as we work through the implementation process.
A sub-plan is being developed for each section to itemize the tasks and approaches that
will be taken, which is the beginning step in achieving the dates noted on the attached
timeline. The draft project matrix is attached for reference.
5.1
2
A brief description of each section of the transition plan is described below.
Administration
The administration function provides policy development support, committee support and
supports Councils for the service delivery and operations of Parks and Leisure Services
(PLS).
Key items in this service area that will be addressed during the service model
transition include developing criteria to guide the transition process, closing Commission
policies, establishing Municipal policies in each community, bringing forward a process to
determine the future structure of committees such as the Municipal Advisory Committee
on Accessibility (MACAI), concluding the bylaw that provides the Parks and Leisure
Commission with its authority, overseeing a respectful process that demonstrates
appreciation for citizen at large participants on the Commission, and establishing a future
citizen advisory structure.
Strategic Partnerships
Commission enters into various forms of partnerships to provide services on behalf of
PLS. Key areas of partnership include service delivery contracts, caretaker contracts,
operating agreements, fee for service agreements, licence to occupy agreements and
memorandums of understanding.
The initial review of the list of partnerships identifies a minimum of 60+ that are impacted
through the dissolution of the JLSA. Some impacts are minor such as a transfer of the
legal entity; however, some larger contracts may require additional negotiations.
All service contractors and partners affected have now received written notification from
Commission regarding the upcoming changes in the service delivery model, in follow up to
verbal discussions previously held. A review of these agreements and contracts will be
conducted to determine service and financial level implications and new agreements will
be developed as appropriate.
Staffing
The Community Development Parks and Recreation department has over 300 employees;
the equivalent of 120 FTE. We are currently working to re-size the CMR service delivery
model to serve Maple Ridge, and CPM is working to establish its independent model. We
are highly sensitive to the impact that this will have on CMR employees and are striving to
conclude the development of these models at the earliest opportunity in order to provide
staff with that information. We will be reporting out on this to staff in early February.
Once final decisions are made, staff directly impacted by changes will be notified
individually and respectfully in advance of any broader communications. In the interim,
general communications to staff have already begun. The communication steps that will
be taken are outlined in a comprehensive communication plan that will keep staff and
stakeholders informed throughout the transition process to ensure a positive culture and
good staff morale.
3
Recreation Programming
PLS provides direct programming for both communities and indirect programs through
operating agreements offered through the Ridge Meadows Seniors Society and the Maple
Ridge/Pitt Meadows Arts Council. Many programs are offered in both communities and
will require transfer of knowledge and licences. Operating agreements will be reviewed
through the Strategic Partnership work described above, which will result in changes such
as a separate operating agreement with both communities.
Additional areas that require planning include notification to recreation subsidy members
of changes to the program, work with School District No. 42 and the CPM to determine
funding allocation for the Active Kids Club program, determining Fall 2016 and Winter
2017 programming timelines and offerings.
Financials
All financial transactions originate through CMR including payment processing, accounts
receivable and payable, unearned and deferred revenue and budget development and
monitoring.
Over the coming months staff will be developing 2017 operating budgets based on
service delivery models and a re-sized structure.
Membership and rental revenues are collected prior to service provision; therefore, staff
will determine payouts to the CPM for any/all unearned and deferred revenue. The
accounts receivable function for recreation is managed through recreation software; all
efforts will be made to collect any outstanding receivables prior to October 31, 2016. One
additional item to consider in this service area will be transferring financial and account
ownership to the CPM where applicable.
Recreation Engagement and Promotions
The recreation engagement and promotions area provides service areas with promotions
support by providing access to written and electronic information for opportunities to
recreate. Under the joint recreation model both communities are represented under the
PLS brand, including the mrpmparksandleisure website, brochures, uniforms, signage,
forms, program equipment and more.
Some areas that require attention here include transferring branding to meet community
specific standards for signage, uniforms and equipment. The joint website
www.mrpmparksandleisure.ca will be retired and community specific information will be
consolidated under the appropriate City site.
The Arts and Recreation brochure is the key marketing tool used to promote recreation
programs, parks and initiatives to the community. The production of this tool is developed
months in advance and will be available to the public by mid August for Fall programming
(September to December). Because of this timeline staff are recommending that the joint
program development function remain in place until December 31, 2016. This will
eliminate confusion for customers, maintain a streamlined approach for operating
partners and provide efficiencies for both communities.
4
Facility Bookings
Commission enters into rental agreements with community user groups, residents and
businesses for use of recreation facilities, ice arenas, community halls and sports fields
and provides subsidized rates for local non-profit users.
The majority of local non-profit organizations have participants from both communities
such as minor soccer, hockey, baseball, skating etc. Because of this, staff are
recommending a process be developed that will ensure a streamlined approach to the
future of ice, field and facility allocations.
Each community has a specialized community hall that hosts a number of special events.
These special events are typically booked 12-15 months in advance. For example
weddings for 2017 are underway for both facilities. In order to continue booking past
October 31, 2016, the CMR has requested written authorization from the CPM to
continue to support customers in a seamless transition. This work also includes
developing rental contract templates for each community and transitioning existing
contracts where applicable and transferring liability insurance.
Facilities
PLS staff provide maintenance and operating support to facilities in both communities as
well as project management for annual capital projects program.
Some areas that require attention during the transition include providing drawings,
documentation and manuals to CPM staff for their buildings, transferring account
ownership to CPM for operating permits including Fraser Health and BC Safety Authority.
Staff are currently working on a transition plan for the operations of CPM specific facilities
and buildings.
Inventory Management
Various pieces of specialized equipment are required to deliver PLS including hardware
and software equipment, program delivery supplies and capital equipment.
The initial review has identified some key areas requiring attention in this service area
including determining the needs of CPM technology including hardware and software
requirements, conducting inventory audits specific to buildings, parks, programs and
special events to determine ownership and needs. Staff are also working on determining
future capital and fleet needs specific to each community.
Legal Requirements
The joint service agreement identifies each municipality’s’ responsibilities in regards to
separating services but does not include language specific to Freedom of Information and
Protection of Privacy Act (FOIPPA) related requirements. Staff will be seeking legal advice
on data ownership, contract assignment clauses, rental contract terms and conditions
and customer account data rights (FOIPPA) to ensure that the transfer of information
achieves our legal requirements and does not contravene privacy rights.
5
Recreation Software
Facility rentals, program registrations, membership sales, daily admissions, subsidy
administration, financial transactions and more are all managed through the CLASS
recreation software.
CLASS recreation software is reaching end of life, thus staff are currently involved in an
intra-municipal project to determine future needs and in 2016 will be participating in a
joint RFP with a number of lower mainland municipalities.
Alongside this key project the short term needs identified through the implementation
plan include supporting the CPM in determining software needs, updating the current
database to reflect CMR facilities, memberships and accounting information and updating
customized CLASS reports to reflect the future operating model.
Memberships
A number of membership types are available for use at PLS facilities and are issued
through the CLASS software. In the coming months staff will be notifying PMFRC pass
holders of the upcoming changes to memberships and will transition members through
this change process including refunding any account credits due.
b)Desired Outcome:
To provide residents, staff and Councils with a seamless transition from a joint service
model to a separate direct service model where each community will deliver parks and
recreation services to their citizens.
c)Strategic Alignment:
This project aligns with Council’s Strategic Direction on Governance to function as an
open government with the greatest possible access by citizens to information.
d)Citizen/Customer Implications:
The dissolution of the JLSA has the potential to affect citizens and customers alike,
specifically local non-profit associations such as sports teams, clubs and service groups.
The implementation plan has been developed to ensure a seamless and streamlined
process for all involved.
e)Interdepartmental Implications:
Due to the complexity of this project, most City departments will be involved in the
transition plan including Finance, Information Technology, Human Resources, Purchasing,
Clerks, Administration and more. Preliminary planning meetings with the appropriate
departments have begun.
f)Business Plan/Financial Implications:
The 2016, CDPR business plans were designed with the dissolution of the joint service
agreement in mind. This work is a high priority for the department and will be a key focus
area for many staff in the department.
g)Policy Implications:
As previously discussed in this report, all PLS Commission policies will be brought forward
to Council for adoption as part of the transition process.
6
CONCLUSIONS:
Staff anticipate that as the transition plan is implemented, additional items will be identified
that will require further discussion and/or decisions. Staff will bring forward updates
throughout the process as these items are recognized. In addition, due to the scope of work,
staff will be presenting sections of the transition plan every month at a minimum until this
work is concluded which will provide significant opportunity for further dialogue with Councils
as the implementation of the transition plan unfolds.
“Original signed by Danielle Pope”
Prepared by: Danielle Pope, Business Operations Manager
“Original signed by David Boag”
Approved by: Kelly Swift, General Manager,
Community Development, Parks & Recreation Services
“Original signed by Ted Swabey”
Concurrence: E.C. Swabey
Chief Administrative Officer
:dap
Attachment: Exit Implementation Timeline
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City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: January 18, 2016
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Draft Metro Vancouver Regional Affordable Housing Strategy
EXECUTIVE SUMMARY:
Metro Vancouver is seeking input from member municipalities and stakeholders on the Draft
Regional Affordable Housing Strategy (RAHS), which was made available for review by the GVRD
Board on October 9, 2015. The RAHS is being updated to address the trend of increasing lack of
housing affordability in the Region. The draft RAHS is the regional plan to address housing
affordability and supply. Metro Vancouver’s role is to provide leadership on affordable housing needs
and advance the goals of the Regional Growth Strategy (RGS) Metro 2040 to create complete
communities. A copy of the draft RAHS is attached to this report as Appendix A and is also available
online. Input is being sought from member municipalities until January 29, 2016. Feedback
received will be considered in development of the final strategy. It is anticipated that Metro
Vancouver Board is scheduled to consider adoption of the RAHS in 2016.
RECOMMENDATION:
That the report titled “Draft Metro Vancouver Regional Affordable Housing Strategy”, dated
January 18, 2016 be forwarded to Metro Vancouver and serve as comments on the draft
Metro Vancouver Regional Affordable Housing Strategy.
DISCUSSION
A. Background
The draft RAHS provides information on housing affordability. The current affordable housing
situation has been summarized by Metro Vancouver as follows:
The number of new dwelling units has kept pace with demand in terms of quantity, but prices
have continued to escalate, which decreases affordability.
Progress has been made in addressing homelessness (Regional Homelessness Strategy,
Provincial Homelessness Initiative, the Homelessness Partnering Strategy (HPS initiative)).
Rental stock is increasing due to market shifts and municipal policies such as the provisions
for secondary suites and financial incentives.
The number of affordable rental units have not kept pace, but rental subsidies have helped
There is now a better understanding of the purpose-built rental housing supply, and
developing tools to retain and renew this important stock.
5.2
- 2 -
There is available capacity and equity available in the non-profit sector and the MVHC that is
a valuable resource for the region.1
Based on the current affordable housing context, Metro Vancouver has identified the following
priorities for the updated RAHS:
Expanding the purpose-built rental housing supply;
Increasing affordable housing located close to TransLink’s Frequent Transit Network (FTN);
and
Expanding the role of non-profit and co-operative housing providers, including Metro
Vancouver Housing Corporation (MVHC), to increase the supply of mixed income housing.
Challenges have also been identified that encumber the development of affordable housing and
include:
Population growth and opposition to increased density in established neighborhoods.
Inadequate security of the rental housing supply
High combined housing and transportation costs
Gaps in the housing continuum related to seniors housing
Lack of affordable housing for low and moderate income households
Lack of affordable ground-oriented housing for families.
Opportunities have been identified to address these priorities including
Expanding the use of regional and municipal tools to facilitate the development of affordable
housing;
Concentrating housing near transit, which increases affordability; and
Making better use of existing resources such as non-profit expertise, equity, and
public/private partnerships.
B. Regional Growth Strategy Alignment
The Regional Growth Strategy (RGS), Metro 2040 provides the growth management planning
framework for the region. It aligns regional land use and transportation planning and directs growth
to Urban Centres and Frequent Transit Development Areas (FTDAs). Policy direction is set through
both Metro 2040 and the RAHS. The RGS also provides housing demand estimates and targets that
provide guidance for planning at the municipal level. Metro 2040 also requires all members to
complete Housing Action Plans.2 This aligns with Goal 4 of the RGS, which is to Create Complete
Communities. Implementation of the RAHS will be through the regulatory function of Metro 2040
and the associated Regional Context Statements.
Metro 2040 forecasts that over the next 25 years approximately 500,000 new homes are needed to
meet the estimated housing demand region-wide. Much of that will be taken up by the ownership
market. However, in terms of the rental housing component of those homes, Metro 2040 estimates
that:
18,500 units are needed per year over the next ten years,
1 Metro Vancouver, March, 2014. Regional Affordability Strategy Update Discussion Paper, p. 4.
2 The City of Maple Ridge Housing Action Plan (HAP) was endorsed in September, 2014 ; HAP Implementation
Framework was endorsed in September, 2015.
- 3 -
Of that 18.500 units, 6500 will be required annually for rental housing,
Of those 6500 rental units, 4700 units will be needed for low to moderate income, and
1800 will be required for moderate and higher income households.
C. Regional Affordable Housing Strategy Components
The structure of the RAHS is similar to Metro 2040: it is made up of a vision, goals and strategies to
address affordable housing. The goals are:
GOAL 1: Expand the supply and diversity of housing to meet a variety of needs
GOAL 2: Preserve and expand the rental housing supply
GOAL 3: Meet housing demand estimates for low to moderate income earners
GOAL 4: Increase the rental housing supply along the Frequent Transit Network
GOAL 5: End Homelessness in the Region
The goals address housing diversity and affordability3; the associated strategies are the activities
that will advance the goals.
Specifically, the RAHS focuses on rental housing because there is recognition that while the market
provides housing for many residents in the Lower Mainland, many low and low-moderate income
renters experience difficulty securing affordable housing.
Implementation of these strategies will in turn contribute to the overall objectives of growth
management for the region in Metro 2040. For each strategy there are actions identified for Metro
Vancouver, municipalities, non-profits and the private sector to undertake. These strategies have
been developed to work within the respective spheres of influence and jurisdiction of these
organizations.
The preamble to Part 3 of the RAHS states that there are specific actions for Metro Vancouver and
recommended actions for municipalities and other levels of government and organizations. However,
it is noted that the actions identified for Metro Vancouver and member municipalities in detail are
presented using language that implies compliance. For example, for each of the 5 Goals, the
language used indicates municipal responsibilities in the following way:
“Municipalities will, through plans, policies and programs:”
It is also noted that those actions identified for provincial and federal levels of government, the
private sector, non-profits and other organizations such as TransLink and health authorities are not
accompanied by this same language.
Implementation for Metro Vancouver will be through housing policy and planning, by Metro
Vancouver Housing Corporation or the Homelessness Partnering Strategy Community Entity.
Implementation of the RAHS for municipalities will be through the regulatory function of Metro 2040
and the associated Regional Context Statements, policies and programs.
3 Metro Vancouver, 2015. Draft Regional Affordable Housing Strategy, p. 20.
- 4 -
Another emphasis in the RAHS update is the link between housing affordability and transportation
costs. This is based on the Metro Vancouver Housing and Transportation Cost Burden Study (2015).
The findings from the study conclude that renters pay more in terms of their overall housing costs
than homeowners, and closer proximity to public transportation infrastructure will contribute to
housing affordability.
Figure 1: Goals and Strategies of the Draft Regional Affordable Housing Strategy
Source: Draft Regional Affordable Housing Strategy, page 20.
D. Links to the Regional Homelessness Strategy
Goal 5 of the Draft RAHS is to end homelessness in the region. The Regional Homelessness Plan
(RHP) is the plan that deals specifically with this issue and is intended to complement the goals of
the RAHS. The RHP focuses on housing options for people who are homeless, while the RAHS will
address the issue of housing diversity and affordability to meet a range of needs, including rental
housing for low and moderate income households.
- 5 -
E. Regional Consultation
In November, 2015, Metro Vancouver held consultation events to solicit feedback on the draft RAHS.
Representatives from non-profit organizations, the development community, real estate, local
government practitioners, regional government and TransLink were invited to provide input into the
RAHS at two separate sessions in Vancouver and Surrey. The objective of the session was to refine
the draft RAHS. Two City staff attended the Vancouver session on November 18, 2015 , which was
well-attended with a wide cross-section of municipal representatives and other stakeholder groups.
Discussion focussed on the following:
Plenaries focussed on the RAHS context and structure.
Small group discussions (10) focussed on working through one of the actions to explore
opportunities for improvement.
Points included the issue regarding language in the Strategy and the importance of
recognizing regional differences in terms of implementing actions.4
F. Maple Ridge Housing Action Plan Alignment
Both the Metro Vancouver Regional Affordable Housing Strategy and the City of Maple Ridge Housing
Action Plan contain five goals to facilitate the provision of rental, affordable and special needs
housing.
Municipalities are required to complete a Housing Action Plan under Goal 4 of Metro 2040, which is
to Create Complete Communities. The Housing Action Plan (HAP) was endorsed September 15,
2014 and the HAP Implementation Framework was approved a year later on September 14, 2015.
The Housing Action Plan considers the entire Housing Continuum, not just rental housing and
focuses on rental housing at the strategy level.
4 From page 3 of this report, specific citation regarding language and transportation, “The preamble to Part 3 of
the RAHS states that there are specific actions for Metro Vancouver and recommended actions for municipalities and
other levels of government and organizations. However, it is noted that the actions identified for Metro Vancouver and
member municipalities in detail are presented using language that implies compliance. For example, for each of the 5
Goals, the language used indicates municipal responsibilities in the following way:
“Municipalities will, through plans, policies and programs:”
It is also noted that those actions identified for provincial and federal levels of government, the p rivate sector, non-profits
and other organizations such as TransLink and health authorities are not accompanied by this same language.”
- 6 -
Figure 2: Housing Continuum, City of Maple Ridge Housing Action Plan
Recognizing this, Goals 1 and 4 of the Housing Action Plan are most closely aligned with the RAHS
Goals 1, 2 and 3. The Maple Ridge Housing Action Plan Goals are:
Goal 1: To improve housing choice for all current and future households.
Goal 4: To raise awareness and increase support for initiatives that improve housing choice
and affordability.
Goal 1 has nine associated actions including more flexible zoning, expanding infill policies, exploring
secondary suites in duplexes, and supporting pilot projects. Goal 4 has four associated actions
including encouraging rental suites above commercial, exploring suites in duplexes, and reviewing
regulations for shared living arrangements.
Twelve other strategies and some of their respective actions encourage and/or facilitate the
development of rental housing. These are:
5. Continue to monitor secondary suites policies and bylaws.
6. Expand the garden suites program.
7. Maintain rental housing standards.
8. Support the non-market housing sector.
9. Minimize the loss of existing rental housing
10. Expand the density bonusing practice.
11. Introduce a community amenity policy for affordable housing.
12. Establish a housing reserve fund.
13. Use financial incentives to support housing goals.
14. Continue to review opportunities to lease land.
16. Continue to advocate to senior levels of government.
17. Continue to educate and create awareness.
Action items for the 2016 City of Maple Ridge Community Planning work plan are:
consideration of a Community Amenity Contribution (CAC) program;
development of new zones for triplex and fourplex which will increase the range and diversity
of housing choice; and
exploring options to encourage the development of rental housing.
- 7 -
G. DISCUSSION
The first three goals of the Draft RAHS align with the City of Maple Ridge Housing Action Plan Goals.
In summary, they are:
Goal 1: Expand housing supply and diversity
Goal 2: Preserve and expand rental housing
Goal 3: Meet housing demand estimates for low and moderate income earners
However, RAHS Goal 4 Increase Rental Housing Supply along the Frequent Transit Network and
RAHS Goal 5 End Homelessness in the Region require additional discussion to provide
understanding of the difference of the local Maple Ridge affordable housing context.
Transportation
Goal 4 of the RAHS is to Increase the Rental Housing Supply along the Frequent Transit Network
(FTN). The accompanying strategies are as follows:
4.1 Expand awareness of the affordable housing and transit connection
4.2 Plan for transit station areas, stop areas and corridors to include rental housing
affordable for a range of income levels
4.3 Implement incentives to encourage rental housing near transit
Due to the lack of public transportation infrastructure in Maple Ridge, Maple Ridge can contribute
little to Goal 4 with respect to concentrating development around transportation linkages and nodes
in the short term. As a Regional Town Centre that is experiencing significant growth, this is an
ongoing challenge with respect to land use planning. The language for Action 4.3 could be
broadened to include the Town Centre in implementing incentives to encourage rental housing.
Another action that could benefit from being added to this Goal is language that directs Metro
Vancouver to assist sub-urban municipalities to increase transit options.
Figure 3 identifies the Frequent Transit Network (FTN). On the eastern (right) side of the map there
is one line running through Maple Ridge along Dewdney Trunk Road. It is noted that the West Coast
Express which is not shown here as part of the FTN, also contributes to public transportation options
in this community.
- 8 -
Figure 3: TransLink’s Frequent Transit Network 2040 Concept (waiting for better image)
Homelessness
Goal 5 of the RAHS is to End Homelessness in the Region. Metro Vancouver also has a
Homelessness Plan. The main focus of the RAHS is on rental housing – affordable rental and market
rental housing – the central part of the Housing Continuum. The RAHS is intended to complement
the draft Regional Homelessness Plan, adopted by the Regional Steering Committee on
Homelessness (RSCH) in September 2014. That plan focuses on emergency shelter and transitional
and supportive housing for homeless or formerly homeless persons. The RAHS also addresses the
homeownership part of the Continuum where there are significant affordability concerns. The
Regional Affordable Housing Strategy’s strategic focus for homeownership is to facilitate housing
diversity and choice, particularly in the entry level homeownership category.5
5 Metro Vancouver, 2015. Draft Regional Affordable Housing Strategy, p. 8.
- 9 -
Maple Ridge has broad policy language in the OCP that supports Affordable Rental and Special
Needs Housing in Chapter 3. Chapter 4 of the OCP contains policy 4-25 that contains specific
language to support the Regional Homelessness Plan:
4-25 Maple Ridge supports the Regional Homelessness Plan and its guiding principles,
and will participate on Regional committees that coordinate the response to homelessness,
drug abuse and other issues noting that senior government are the primary provider of
social services.
Added to this is Strategy #15 in the Housing Action Plan, which is to: Continue to Support Local
Community Groups.
Strategy #15 focuses on advocacy, and contains the following actions:
Continue to participate in local, regional, and provincial housing tables and initiatives.
Continue to develop community-based strategies for responding to homelessness and the
needs of at risk populations.
The City of Maple Ridge has participated on the Regional Steering Committee on Homelessness for
over a decade. The community Housing Planning Table created a Homelessness Action Plan in 2013
that outlined a number of action items to address the growing issue of homelessness in the
community. The current policy in the OCP articulates that senior governments are the providers of
this type of housing, and that municipalities may choose to advocate, participate, and facilitate these
activities.
In early 2015, the Mayor’s Task Force on Homeless Solutions was formed. After engaging a number
of stakeholders in the community, the following recommendations were made:
1. Increase access to treatment for people dealing with addictions.
2. Increase adequate support for people with significant mental illness.
3. Increase a sense of health and safety in the community.
As a result of the ongoing issue of homelessness, in late spring of 2015 the community experienced
a significant crisis with the formation of a large encampment on a residential street. The City of
Maple Ridge in response to this crisis formed the Maple Ridge Resilience Initiative (MRRI). The City
provided significant financial and human resources to address the needs of individuals in the
encampment, to ensure community health and safety and to affect long term positive change around
the issue of homelessness. The MRRI is comprised of four teams:
1. Community Standards Enforcement Team
The purpose of this working group is to ensure a consistent and effective approach to
enforcement of community standards and safety.
2. Street Action Team
The purpose of this working group is to increase timely access to services that respond to the
individual needs of the homeless population and to identify immediate housing or shelter
options for individuals in the community who are chronically or episodically homeless.
3. Strong Kids Team
The focus of this team is to build resiliency in children and to keep schools welcoming and
healthy. The goal is to ensure that children and youth in the community have the best
environment to grow up and thrive in.
- 10 -
4. Housing Team
Maple Ridge has gaps in the housing continuum in the market and non-market housing
options. There will need to be significant increase in access to non-market housing and
subsidies for market housing to increase housing options for individuals who are homeless.
A strong effort to engage landlords and the community as a whole to identify opportunities to
work together to improve access to housing is essential.
The work of the MRRI has highlighted the significant lack of appropriate housing and support
services to address the complex needs of individuals facing multiple challenges in accessing
housing. The shift to Housing First has created opportunities for communities that have adequate
supports and services to ensure that individuals can remain housed. However, many communities
do not have the supports in place to ensure that this population is receiving the care that is required
to remain safely housed. As well, the absence of low barrier housing is a substantial challenge that
will need to be at the centre of the discussion to address the needs of this population.
The action items identified in the Housing Action Plan that focus on supporting local community
groups; advocating to senior levels of government and continuing to educate and create awareness
of the causes of homelessness are key action items in addressing the issue. The prevention of
homelessness will need to be embedded in the effort associated with these actions.
METRO VANCOUVER NEXT STEPS
Input provided to Metro Vancouver will be addressed in a revised draft of the RAHS. For those
municipalities who wish to review the revised draft, the document will be sent to municipalities later
in the spring for review. At that time, municipal councils may consider endorsement of the RAHS.
Following this, the finalized RAHS will be forwarded to the Metro Vancouver Housing Committee and
then to the Metro Vancouver Board for adoption.
METRO VANCOUVER ENDORSEMENT OPTIONS:
Metro Vancouver is seeking input from municipalities and stakeholders on the draft RAHS.
Comments will be accepted up to January 29, 2016. Feedback received will be considered in
developing the final strategy.
Metro Vancouver is also looking for endorsement of the RAHS. To assist municipal councils, Metro
Vancouver staff has provided the following three endorsement options for Council’s consideration,
which articulate various levels of support:
1. Endorse the Draft Regional Affordable Housing Strategy as a collaborative approach for
advancing a diverse and affordable housing supply; OR
2. Endorse the Draft Regional Affordable Housing Strategy as a collaborative approach for
advancing a diverse and affordable housing supply with conditions; OR
3. Endorse the goals and strategies of the Regional Affordable Housing Strategy as a
collaborative approach for advancing a diverse and affordable housing supply;
AND
Undertake the actions applicable to (name of municipality); OR
- 11 -
Consider undertaking the actions applicable to (name of municipality);
MAPLE RIDGE IDENTIFIED OPTION:
4. Given that Metro Vancouver will be revising the draft RAHS, Council may prefer to only
provide comments at this time and consider endorsement at a later date.
CONCLUSION:
The goals of the Metro Vancouver Regional Affordable Housing Strategy (RAHS) are to:
GOAL 1: Expand the supply and diversity of housing to meet a variety of needs
GOAL 2: Preserve and expand the rental housing supply
GOAL 3: Meet housing demand estimates for low to moderate income earners
GOAL 4: Increase the rental housing supply along the Frequent Transit Network (FTN)
GOAL 5: End Homelessness in the Region
With the endorsement of the Maple Ridge Housing Action Plan Implementation Framework on
September 14, 2015, the City of Maple Ridge is implementing a number of actions that align with
the Regional Affordable Housing Strategy (RAHS) goals 1, 2, and 3. The action items include the
consideration of a Community Amenity Contribution (CAC) program, the development of new zones
for triplex and fourplex which will increase the range and diversity of housing choice, and exploring
options to encourage the development of rental housing. These municipal initiatives will also
contribute to working towards Goal 4 of the Regional Growth Strategy Metro 2040 which is to create
complete communities.
However, Goal 4 of the RAHS highlights the regional differences with respect to the linkages between
housing and transportation and housing affordability. In terms of increasing the rental housing
supply along the Frequent Transit Network (Goal 4), Maple Ridge has a minimal portion of the
Frequent Transit Network (FTN) with which to work with, which limits the potential contribution to
increase rental supply. With respect to Goal 5 which is to end homelessness in the region, the
municipality is working within its sphere of influence and existing resources to advocate, foster
relationships and facilitate partnerships to address this issue. The municipality continues to look for
support from senior levels of government to assist with these issues.
- 12 -
Recognizing that Metro Vancouver is seeking comments on the RAHS it is recommended that this
report serve as the City of Maple Ridge’s comments noting that endorsement of the Strategy would
occur following revision to the document. The report recommendation is to provide Metro Vancouver
a copy of this report to serve as comments on the RAHS.
“Original signed by Siobhan Murphy”
____________________________________________
Prepared by: Siobhan Murphy, MA, MCIP, RPP
Planner II
“Original signed by Christine Carter”
_______________________________________________
Approved by: Christine Carter, MCP, MCIP, RPP
Director of Planning
“Original signed by Frank Quinn”
_______________________________________________
Approved by: Frank Quinn, MBA. P. Eng
GM: Public Works & Development Services
“Original signed by Kelly Swift”
_______________________________________________
Concurrence: Kelly Swift
GM: Community Development, Parks & Recreation Services
“Original signed by E.C. Swabey”
_______________________
Concurrence: E.C. Swabey
Chief Administrative Officer
Attachments:
Appendix A – Draft Regional Affordable Housing Strategy
Appendix B – Correspondence from Metro Vancouver requesting input, dated November, 23, 2015
REGIONAL AFFORDABLE
HOUSING STRATEGY UPDATE
REVISED DRAFT
August 2015
APPENDIX A
REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 3
CONTENTS
PART ONE: INTRODUCTION .............................................................................................................................4
1.1. Why a Regional Affordable Housing Strategy? .....................................................................................4
1.2. The Update Process ..............................................................................................................................5
1.3. What Has Been Accomplished? ...........................................................................................................6
1.4. Links to Regional and Local Plans .........................................................................................................7
1.5. The Housing Continuum and Regional Affordable Housing Strategy – A Rental Housing Focus .........8
1.6 Low and Moderate Income Households .................................................................................................8
1.7. The Affordable Housing and Transit Connection ..................................................................................9
2. PART TWO: THE CHALLENGE ....................................................................................................................12
2.1. Regional Growth Trends.....................................................................................................................12
2.2. Estimated Regional Housing Demand ...............................................................................................13
2.3. Mismatch between Rental Housing Demand and Supply ....................................................................14
2.4. The Housing and Transportation Cost Burden ....................................................................................16
2.5. Provincial and Federal Government Funding Programs for Affordable Housing ..................................17
2.6. The Funding Gap ...............................................................................................................................19
PART THREE: THE STRATEGY .......................................................................................................................20
3.1 Vision .................................................................................................................................................21
3.2 Goals and Strategies ............................................................................................................................21
GOAL 1: Expand the supply and diversity of housing to meet a variety of needs ...................................22
GOAL 2: Preserve and expand the rental housing supply ........................................................................24
GOAL 3: Meet housing demand estimates for low to moderate income earners .......................................26
GOAL 4: Increase the rental housing supply along the Frequent Transit Network .................................29
GOAL 5: End homelessness in the region ...............................................................................................31
3.3 Implementation and Performance Measures ........................................................................................33
DEFINITIONS/GLOSSARY ................................................................................................................................34
APPENDIX 1 .........................................................................................................................................................38
APPENDIX 2 ........................................................................................................................................................39
4 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
PART ONE: INTRODUCTION
1.1. WHY A REGIONAL
AFFORDABLE HOUSING
STRATEGY?
An affordable and diverse housing supply is an
important foundation for meeting the needs of a
growing population. In a region with rising housing
costs like Metro Vancouver, an affordable and diverse
housing supply is critical to the region’s economic
fortunes. Housing choices that include a mix of
homeownership and rental opportunities across
housing types, sizes and price points are essential to
provide housing for a diverse workforce and for diverse
and complete communities. The Metro Vancouver
Board has developed the updated Regional Affordable
Housing Strategy (RAHS) to provide leadership on
regional housing needs, and to advance the complete
community goals of Metro 2040, the regional growth
strategy adopted in 2011. This is the second iteration
of the Regional Affordable Housing Strategy; the first was
adopted in 2007.
This Regional Affordable Housing Strategy provides a
renewed vision, and shared goals, strategies and actions
for tackling the housing affordability challenge. As a
federation of twenty one municipalities, a treaty First
Nation and an electoral area, the region shares an
economy and housing market.
While the market does a good job of housing most
residents, it is not able to do so at a price everyone can
afford. This fact is particularly true for low and low-
to-moderate income renters earning under $50,000
per year. Past experience shows that senior levels of
government must play a role if there is to be a greater
supply of housing that is within the means of this
population group. Now the problem of affordability
has spilled over to residents with higher income levels
and to those seeking homeownership.
Experience has also shown that while housing
affordability is not a primary responsibility
of municipalities nor regional government,
municipalities alone and together can use a variety
of tools and measures to achieve greater housing
diversity and affordability.
Metro Vancouver has the following roles in housing
delivery and housing policy. These roles are employed
throughout the strategy to advance regional goals and
strategies.
• Provide mixed income housing through Metro
Vancouver Housing Corporation (MVHC),
a separate wholly owned non-profit housing
organization.
• Set policy direction through the regional growth
strategy Metro 2040 and the Regional Affordable
Housing Strategy.
• Research, collect and analyse data to support regional
and municipal housing policy goals and promote
best practices.
• Convene municipal politicians and staff on housing
issues of regional and local concern.
• Advocate to senior governments for tools, policies
and resources to support regional housing needs.
• Use fiscal measures such as the waiver of GVS&DD
Development Cost Charges for affordable rental
housing.
This strategy recognizes that increasingly complex
housing issues demand more innovative strategies
and greater collaboration. With both statutory
responsibilities and local opportunities, local
governments play a key role in translating regional
policy and priorities into effective implementation
within local housing markets. Their chief role lies
in ensuring adequate supply of residential land to
meet housing demand through the land use planning
and regulatory process, although there are other
opportunities for municipal action to address housing
affordability, such as through advocacy, and incentives
4 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 5
to the private market. And, it is recognized that local conditions vary from one municipality to another in the
region and that the strategy has to account for this reality.
Beyond local government, the strategy provides recommended actions for other key actors, specifically the provin-
cial and federal governments, the private and non-profit development sector, TransLink and health authorities.
1.2. THE UPDATE PROCESS
It has now been over seven years since the Regional Affordable Housing Strategy was adopted. Metro Vancouver
staff began working with member municipalities through the Regional Planning Advisory Committee,
Housing Subcommittee on a process to update the Regional Affordable Housing Strategy in late 2013. The
process involved two main phases:
Phase 1: Issues and Options; and Phase 2: Developing the Strategy
Stakeholder
Engagement
Fall 2013 Fall 2014Winter/Spring
2014
Spring 2015 Fall 2015
We are here.
Winter 2016
Develop
Goals
Discussion
Paper
Draft Strategy Final
Strategy
Phase 1 – Issues and Options Phase 2 – Develop the Strategy
Stakeholder
Engagement
Roundtable
Phase 1 consisted of setting the scope of the update and developing a workplan, articulating the principles
underlying the update, and examining current and evolving regional and local housing challenges and
opportunities. A March 2014 Discussion Paper summarized these challenges and opportunities and proposed
goals and directions for consideration. Phase 2 consisted of the process of developing the draft strategy with
RPAC’s Housing Subcommittee and with the Metro Vancouver Housing Committee.
Consultation with internal and external housing stakeholders has been an important aspect of the strategy
update process, and has occurred at two key points: to respond to the goals and directions proposed in the 2014
Discussion Paper in September 2014 and to provide feedback on the Draft Strategy planned for November 2015.
In addition, a roundtable of housing and transportation experts was asked to provide advice on the challenge
of achieving housing affordable to a mix of income levels in transit-oriented locations. External stakeholders
representing the private and non-profit housing sector, business and community groups, and all levels of
government have been involved through stakeholder workshops and/or written feedback. Municipal members
will be asked to indicate their support for the Strategy prior to its endorsement by the GVRD Board of Directors.
FIGURE 1: THE REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE PROCESS
6 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
Municipalities have:
• Adopted Housing Action Plans that demonstrate
how they plan to achieve the estimated local
housing demand, including that for low and
moderate income households.
• Implemented zoning measures in support of
housing diversity and affordability, such as
permitting secondary suites and/or laneway
houses in single-family zoned areas subject to
certain conditions, allowing accessory dwelling
units in duplexes, reducing parking requirements
in areas close to transit, and providing small lot
zones, etc. (City of North Vancouver)
• Facilitated new supportive and transitional
housing for vulnerable populations by providing
municipal land at low or no cost through
Memorandums of Understanding with the
province (Cities of Surrey and Vancouver).
• Used housing reserve funds to lever the
development of new non-profit housing by
providing grants, purchasing land for non-profit
use, and reducing or waiving permit fees.
• Granted additional density to residential
developers in exchange for either on-site
affordable housing units or fees in lieu of these
units (City of Richmond, Affordable Housing
Strategy).
• Set targets for market rental housing and
affordable housing, including preservation of
existing affordable housing, in transit corridors
(City of Vancouver, Cambie Corridor Plan and
Marpole Community Plan).
1.3. WHAT HAS BEEN
ACCOMPLISHED?
Since the original Regional Affordable Housing Strategy
was adopted in 2007, significant progress has been
made. There is an enhanced collective awareness of the
affordability issue, and regional and local governments
have taken some important actions to address it. For
example, Metro Vancouver has:
• Advanced awareness of the importance of rental
housing through the Rental Housing Supply
Coalition.
• Prepared regional and municipal housing demand
estimates through Metro 2040.
• Completed foundational research on rental
housing to ensure there is a good understanding
of the purpose built rental housing inventory, and
the risk of redevelopment.
• Completed Metro 2040 Implementation Guideline #3:
What Works: Affordable Housing Initiatives in Metro
Vancouver Municipalities, providing guidance on the
use and effectiveness of municipal measures for
affordable housing.
• Created provisions to waive GVS&DD
Development Cost Charges for affordable rental
housing developments.
• Metro Vancouver Housing Corporation has
received rezoning approval to redevelop Heather
Place, an existing MVHC housing site in
Vancouver. It will create an additional 150 units
of mixed-income housing.
6 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 7
• Set strategic expectations for transit station areas
to accommodate a mix of land uses and housing
types, and, on larger sites, new on-site purpose
built rental housing units (City of Coquitlam,
Transit-Oriented Development Strategy).
• Offered incentives to owners and developers to
retain, renew, and enhance the purpose built
market rental housing supply (City of New
Westminster, Secured Market Rental Policy).
These actions have contributed to some positive
outcomes:
• The number of new rental housing completions
each year in the region has increased from about
560 units in 2008 to approximately 3,000 units
in 2013 and 2014, a marked increase composed
of both non-market and market units. This is
attributed to changing market conditions for
condominium apartments, to municipal incentives
for secure rental housing, and to better CMHC
data on secondary suite completions.
• The number of people on the BC Housing
Registry waitlist for social housing in Metro
Vancouver in June 2014 was 9,490 people,
down from the 2007 figure of 10,580 persons.
This improvement is partly attributable to
the introduction by BC Housing of the Rental
Assistance Program in 2006.
• The number of families receiving a rent
supplement through the Rental Assistance
Program in Metro Vancouver rose from 2,546
families in 2007/2008 to 6,068 families in
2013/2014. This increase reflects changes in
program eligibility as well as demand.
• An additional 3,700 units for homeless persons
(primarily supportive housing) have been
completed since 2007, three quarters of the way
to the goal of 5,000 units in 10 years set out in
the RAHS.1
1 Source: BC Housing Annual Reports and Central Property System.
Prepared by BC Housing’s Research and Corporate Planning
Department, June 2012 and net new Homeless Housed Units Mar 31,
2012-Mar 31, 2013. Prepared by BC Housing’s Research and Corporate
Planning Dept 2014.
1.4. LINKS TO REGIONAL AND
LOCAL PLANS
Metro 2040 provides the overall growth management
framework for the region, it coordinates and aligns
regional land use and transportation planning, and
directs growth to Urban Centres and in Frequent
Transit Development Areas (FTDAs). The plan calls
for over two thirds of residential and employment
growth to occur in these transit-oriented locations.
The RAHS is a strategy focused on a single
component of growth – housing. RAHS relies on the
regulatory function of Metro 2040 and the associated
Regional Context Statements as a primary means of
implementation. For example, Goal 4 of Metro 2040
aims to create complete communities, and one of the
strategies for doing this is through policy support
for an affordable and diverse housing supply. Metro
2040 presents housing demand estimates for the
region and for individual municipalities by tenure
and income level. Regional Context Statements,
prepared and adopted as part of Official Community
Plans and approved by Metro Vancouver, are expected
to demonstrate how local policies or strategies to
address housing needs in a municipality align with
and support the regional growth strategy. Many
municipalities have also adopted Housing Action
Plans or are in the process of doing so, and some have
implemented innovative and successful strategies and
programs to implement them.
The Mayors’ Council Transportation and Transit Plan for
Metro Vancouver and TransLink’s Regional Transportation
Strategy guide future transport investments in the
region, complementing Metro 2040. The Regional
Transportation Strategy includes a commitment for
TransLink to encourage affordable and rental housing
along the Frequent Transit Network.
8 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
1.5. THE HOUSING CONTINUUM AND REGIONAL AFFORDABLE HOUSING
STRATEGY – A RENTAL HOUSING FOCUS
The housing continuum depicts the main elements of the housing supply, including different housing types,
tenures and presence of support services (if any) (Figure 2). It also reflects a range of incomes or affordability
levels. The main focus of the RAHS is on rental housing–affordable rental and market rental housing–
the central part of the housing continuum. The RAHS is intended to complement the Draft Regional Homelessness
Plan2, adopted by the Regional Steering Committee on Homelessness (RSCH) in September 2014. That Plan
focuses on emergency shelter and transitional and supportive housing for homeless or formerly homeless persons.
The RAHS also addresses the homeownership part of the continuum where there are significant affordability
concerns. The Regional Affordable Housing Strategy’s strategic focus for homeownership is to facilitate housing
diversity and choice, particularly in the entry level homeownership category.
FIGURE 2 – HOUSING CONTINUUM AND RENTAL HOUSING FOCUS
Rental Ownership
Affordable rental
with support
Affordable rental
Emergency
shelter
Transitional
and
supportive
housing
Low income
rental
Moderate
income
rental
Market
rental
Entry level
home-ownership
Market
home-ownership
INCOME LEVEL
1.6. LOW AND MODERATE INCOME HOUSEHOLDS
Affordability is a measure of the ability to pay for housing. It relates the price or cost of housing to household
income. Housing is considered affordable when monthly housing costs (rent or mortgage payments including
property taxes, strata fees, and heating costs) consume less than 30% of before tax (gross) household income.
Housing affordability concerns are invariably associated with households with low and moderate incomes as they
face difficulties affording market rental rates. Households with higher incomes may choose to pay more than
30% and still live comfortably.
Metro Vancouver’s regional median household income (RMHI) in 2011 was $63,000 per year. Half of regional
households had incomes above $63,000, and half of households’ incomes were below it. Of the six largest
metropolitan regions in the country, Metro Vancouver has the second lowest median household income, trailing
Calgary, Edmonton, Ottawa and Toronto.
2 Regional Steering Committee on Homelessness. Sept 2014. Regional Homelessness Plan.
REGIONAL HOMELESS PLAN REGIONAL AFFORDABLE
HOUSING STRATEGY
8 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 9
The RAHS focuses on the housing needs of low and low to moderate income households recognizing that the
market cannot do so. As defined in Metro 2040, low income households are those earning 50% or less of the
regional median or below $30,000 per year. Low to moderate income households earn between 50 and 80% of
RMHI or $30,000-50,000 per year and moderate income households earn 80-120% of RMHI. Table 1 shows
the amount that each household income segment can afford to pay for housing. Different household types and
sizes will have different incomes and housing costs; for example a family household will have higher housing
costs than a single person household.
TABLE 1: HOUSEHOLD INCOME CATEGORIES METRO VANCOUVER 2011
Household Income
Categories
Share of regional median
household income ($63,000)
Annual household
income range
Affordable monthly
housing payment
Low income households <50% RMHI <$30,000/yr Less than $750/mo
Low to moderate income
households
50%-80% RMHI $30,000-$50,000/yr $750-1,250/month
Moderate income households 80% -120% RMHI $ 5 0 , 0 0 0 - $ 7 5 , 0 0 0 / y r $1,250-1,875/month
Above moderate income
households
120% RMHI +$75,000 plus/yr $1,875 plus/month
Source: Income categories from Metro 2040. Appendix A, Table A1. Income based on 2011 National Household Survey.
1.7. THE AFFORDABLE HOUSING AND TRANSIT CONNECTION
While households choose where to live for all kinds of reasons, the housing affordability and transit connection
is an important consideration. For many working households, transit is a necessity to get to work. Chart 1
shows the relationship between transit use, housing tenure and household income in Metro Vancouver. In
general, renters are more likely than owners to take transit to work. In particular, renter households earning
less than $50,000 per year depend on transit the most. Ideally then, affordable rental housing should be located
proximate to transit.
Source: NHS 2011.
FIGURE 2 – HOUSING CONTINUUM AND RENTAL HOUSING FOCUS
Rental Ownership
Affordable rental
with support
Affordable rental
Emergency
shelter
Transitional
and
supportive
housing
Low income
rental
Moderate
income
rental
Market
rental
Entry level
home-ownership
Market
home-ownership
$75,000 and Higher
$50,000 to $75,000
Less than $50,000
Renter Households Owner Households
0% 5% 10% 15% 20% 25% 30% 35% 40%
CHART 1: SHARE OF HOUSEHOLDS USING TRANSIT BY HOUSEHOLD TENURE AND INCOME IN
METRO VANCOUVER
10 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
The McKinsey Global Institute’s analysis of affordable housing solutions points to transit-oriented development
as one of the top policy approaches for making land available for affordable housing “at the right location”;3 for
example, where access to public transit links residents to employment and services.
In Metro Vancouver, the Frequent Transit Network (FTN) describes the network of corridors with transit service
every 15 minutes during day and evening 7 days a week – be it via Skytrain or bus. The FTN 2040 Concept
describes the proposed FTN in 2040. Based on the above linkages, the FTN should be a key planning tool in
affordable housing provision.
FIGURE 3: TRANSLINK’S FREQUENT TRANSIT NETWORK 2040 CONCEPT
Source: TransLink Regional Transportation Strategy Strategic Framework, July 2013
3 McKinsey Global Institute. October 2014. A blue print for addressing the global affordable housing challenge.
10 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 11
Urban Centre
RAPID TRANSITFREQUENT BUS800 metres
400 metres
A rule of thumb for good transit access is a location within 800 metres of a rapid transit station or 400 metres of
a frequent bus stop, as illustrated in Figure 4.
FIGURE 4: PROXIMITY TO FREQUENT TRANSIT NETWORK
12 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
2. PART TWO: THE CHALLENGE
2.1. REGIONAL GROWTH TRENDS
Metro Vancouver is growing rapidly. The region is a destination for nearly 40,000 additional people per year,
or another 1 million people by 2040. This reality means a growing demand for new homes, roughly 500,000
additional homes over the next 25 years.
500,000
2006 2011 2021 2031 2041
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
+1 MILLION POPULATION
+500,000 HOMES
+500,000 JOBS
CHART 2: A GROWING REGION
Source: Metro 2040. Appendix A, Table A1.
12 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 13
Metro 2040 also estimated housing demand for each
municipality in the region over a ten year period
(based on 2006 census data). These are provided in
Appendix 1. These estimates are being updated based
on accepted Regional Context Statements and 2011
Census, National Household Survey and other data, in
consultation with municipalities.
OWNERSHIP
DEMAND
12,000
LOW INCOME
RENTAL
2,200
MARKET
RENTAL
1,800
LOW-TO-
MODERATE
INCOME
RENTAL 2,500
RENTAL
DEMAND
6,500
CHART 3: DISTRIBUTION OF ANNUAL HOUSING DEMAND 2011-2021 METRO VANCOUVER
To meet this growth, Metro 2040 forecasts a total
housing demand of approximately 18,500 units per
year over the next 10 years. It expects that despite
high home prices, and based on past trends, that
about two thirds or 12,000 households will continue
to able to make the necessary trade-offs to buy a
home. Rental housing demand is estimated at 6,500
new units each year over 10 years. Of these rental
units, two thirds is for low and low to moderate
income households or 4,700 units per year. The
remaining demand for 1,800 rental units per year is
for moderate and higher income households who can
afford to pay market rents.
2.2. ESTIMATED REGIONAL HOUSING DEMAND
14 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
The market is largely meeting the estimated
demand for ownership housing, but prices are rising,
particularly for desirable single family homes. Market
rental supply is also growing thanks to changing
market conditions, innovative municipal incentive
programs, and an expanding supply of secondary
rental units (i.e. investor owned rented condominiums,
secondary suites and laneway houses). But not
unexpectedly, given high construction costs and lack
of government funding, there has been less progress
in achieving low income and low to moderate income
housing demand estimates.
In order to understand the current rental situation
and to determine where future housing policy and
advocacy efforts should be focused, an estimate of the
gap between estimated rental housing demand and
supply for different income levels has been made. It
provides an order of magnitude estimation of the share
of rental housing demand that has been met by newly
completed supply by income level in Metro Vancouver,
for 2011 to 2014.
Estimated rental demand is an average of the Metro
2040 rental demand estimates made in 2011, and
the actual increase in rental households based on the
Census/National Household Survey between 2011
and 2006, on an annual basis. The supply estimate
incorporates all forms of rental housing completions
reported by CMHC, including non-profit rental,
purpose built rental, rented condominiums, secondary
suites and other forms of secondary rental supply such
as rented detached homes, duplexes and townhouses.
A description of the estimation approach is provided
in Appendix 2.
Table 2 shows that in the period from 2011 to 2014
new rental supply fell short of rental demand by about
1,600 units and that only about half to two thirds of
the estimated rental housing demand for low and low
to moderate income households, respectively, was met
with new supply.4 This is the overall regional picture;
the situation in each municipality may be different.
Provincial government rent supplements help to make
existing rental housing more affordable for some low
income households. Between 2011 and 2014, the
province added almost 2,700 new rent supplements
for low income households in Metro Vancouver mainly
through the Rental Assistance Program (RAP) for
families and Shelter Aid for Elderly Renters (SAFER)
for seniors. These programs help low income house-
holds meet their rental housing needs providing them
with additional income to afford low end market rents.
4 Performance in this period has likely been impacted by the lagged effects
of the financial crisis, when housing starts fell dramatically. Completions
do not measure units committed or under construction; further data
analysis will help to shed light on this.
2.3. MISMATCH BETWEEN RENTAL HOUSING DEMAND AND SUPPLY
14 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 15
TABLE 2: ESTIMATION OF RENTAL UNIT COMPLETIONS AS SHARE OF DEMAND BY
INCOME 2011-2014 METRO VANCOUVER
With rent supplements
Household Income
Categories
Gap between
estimated rental
demand and rental
completions
Rental completions
as a share
of estimated demand
Net additional rent
supplements
2011-2014
Share of
rental demand
achieved
Low income rental
(<$30,000/yr) -3,900 46% 2,700 83%
Low-to-moderate
income rental
($30,000-$50,000/yr) -2,900 66%0 35%
Market rental
($50,000+/yr) 5,200 185%0 185%
Total rental units -1,600 93%93%
Source: Demand Estimate. Average of Metro 2040 Housing Demand Estimates Appendix A, Table A4 and Statistics Canada
annual change in renter occupied dwellings between 2006 and 2011.
Supply Estimate. CMHC. Purpose built rental housing, rented condominiums, secondary suites, and rented duplexes and SFD
completions. Net of apartment demolitions. New units funded by BC Housing considered low income rental.
Rent Supplements. BC Housing. Research and Corporation Planning Department. Unit Count History Pivot Table. March 31 of
each year. Net increase in the number of rent supplements per year in Metro Vancouver. As of March 31, 2014 15,175 households
in the region received a rent supplement.
But rent supplements (which do not create new units
and instead rely on the existing housing supply) can
be inflationary, with the unintended consequence of
placing pressure on moderately priced rental units.
Rent supplements increase demand by enhancing
recipients’ ability to pay for rent, allowing low income
households earning under $30,000 or $35,000 per
year to pay more for rent than they could afford with
their income alone, drawing from the supply of higher
cost units. When rent supplements are considered,
the net result is that over 80% of low income housing
demand is met over the period, while only 35% of
low-to-moderate income demand is supplied.
One impact of this imbalance is that some households
pay more for housing than they can afford, exceeding
the 30% affordability threshold. Chart 4 shows that
about 45% of Metro Vancouver renter households
had a housing cost burden of 30% or more in 2011,
and they were significantly worse off than owners. In
fact, more Metro Vancouver households had a housing
cost burden exceeding 30% than in any other city in
Canada.
16 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
Share of households %
0 10 20 30 40 50
Renters
Owners
28%
45%
Ottawa CMA
Edmonton CMA
Montreal CMA
Calgary CMA
Toronto CMA
Vancouver CMA
CHART 4: SHARE OF HOUSEHOLDS EXCEEDING 30% HOUSING COST BURDEN 2011
2.4. THE HOUSING AND TRANSPORTATION COST BURDEN
Transportation costs add to a household’s housing cost
burden, and can combine to make living in this region
affordably a challenge. A recent study from Metro
Vancouver shows that working households (households
with a least one member in the employed labour force)
living in areas well served by transit or close to their
job have relatively low transportation costs, whereas
households in other locations may face higher costs.
It showed that living near frequent transit can make it
easier to absorb relatively high housing costs.
The study showed that working owner households
with mortgages have an estimated housing and
transport cost burden (as a percent of their gross
income) of 40%; working renters have a higher cost
burden of 49%. Renter households with incomes
under $50,000 per year have the highest cost burdens
of all households, spending 67% of their gross
household income on housing and transportation costs.
These figures are independent of taxes. Providing
options for low to moderate income households to
live in transit-oriented locations can improve overall
affordability, and ensure the availability of workforce
housing needed for a strong regional economy. New
transit investments in the region can improve overall
affordability by reducing reliance on automobiles and
the associated costs.
16 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 17
80%
70%
60%
50%
40%
30%
20%
10%
0%
Less than
$50,000
$50,000 to
less than
$75,000
$75,000 or
more
Housing Burden Transport Burden
All Renter
Households
29%
18%
14%
24%
26%
15%22%
41%
CHART 5: HOUSING AND TRANSPORTATION COST BURDEN BY INCOME FOR RENTERS
Source: Metro Vancouver Housing and Transportation Cost Burden Study: A New Way of Looking at Housing Affordability May 2015
2.5. PROVINCIAL AND FEDERAL GOVERNMENT FUNDING PROGRAMS FOR
AFFORDABLE HOUSING
Provincial and federal government housing and
homelessness programs have traditionally had a
significant bearing on the production of new housing
that is affordable for low and moderate income
households because it is uneconomical for the market
to do so. Today, in contrast to previous periods, there
is limited government funding for new affordable
housing supply. This seriously impacts the likelihood
that housing demand estimates for low and low to
moderate income households will be achieved.
Federal tax incentives for market rental housing
are no longer available, and the federal government
withdrew from providing significant funding for
new social housing in the early 1990s. As well,
provincial and federal funding for new transitional and
supportive housing for the homeless or those at risk
of homelessness has been reduced after several years of
significant investment. At the same time, operating
subsidies for existing non-profit and cooperative
housing projects are being phased out in the next
few years. A small federal role remains through joint
funding agreements with the province. In BC, the
province has elected to focus new spending on rent
supplements as the primary means of improving
affordability for some low income households.
18 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
Table 3 summarizes current provincial and federal government housing programs noting major changes since the
RAHS was adopted in 2007 and the potential impact on the Metro Vancouver housing market.
TABLE 3: PROVINCIAL AND FEDERAL GOVERNMENT FUNDING PROGRAMS 2015
Government Program Potential Impact
Rental Assistance Program (RAP), Shelter Aid
for Elderly Renters (SAFER) and Homeless
Prevention Program (HPP)
These rent supplement programs aid affordability for low
income households by increasing income and therefore
access to market rental housing. They do not directly
increase the supply of housing. Provincial expenditures
on rent supplements are growing. The new Homeless
Prevention Program (HPP) uses rent supplements
with supports to prevent homelessness among certain
targeted groups. Rent supplements are not necessarily
permanent or long-term programs; they could be
terminated at any time.
Expiry of non-profit and cooperative housing
operating agreements and subsidies
Over the next 10 years the expiry of non profit and
cooperative operating agreements will mean a loss of
annual subsidy usually linked with mortgage payment.
There is a risk of loss of some units affordable to low
income households as non-profits/coops may have to
raise rents to achieve operating viability. There may
be a possible corresponding increase in rental supply
affordable to moderate income households as rents rise.
Federal Homelessness Partnering Strategy
(HPS) 2014-2019
Metro Vancouver is allocated approximately $8.2 million
per year for 2014-2019 under a Housing First funding
model. The HPS Community Plan allocations direct 65% of
the funds toward Housing First projects required to target
chronically and episodically homeless persons and 35%
toward non-Housing First projects, including a percentage
toward renovations and new construction—a significant
reduction in this spending component from previous
years.
No provincial transitional and supportive
housing supply programs are currently in
operation.
The province is relying on scattered site models that use
existing non-profit and private rental housing supply
together with rent supplements, outreach and other
supports to accommodate the homeless population. This
places pressure on the existing rental housing supply.
18 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 19
2.6. THE FUNDING GAP
Given market rents and land and construction costs, it is
challenging to make the numbers work even for market rental
housing. Rented condominiums are expensive and in many cases
incentives are required to achieve financial viability for new purpose
built market rental housing (for households earning over $50,000
per year). It is even more difficult to create rental housing at rates
affordable to households earning between $30,000 to $50,000 per
year, with the exception of secondary suites, which are not suitable
for everyone. Rent supplements are available to help seniors and
families earning under $30,000 per year to afford market rents,
if they qualify. New rental housing for low-to-moderate income
earners of $30,000–$50,000 per year requires further assistance in
the form of subsidies or grants to achieve affordability for low to
moderate-income households.
The actions proposed in the Regional Affordable Housing Strategy
aim to facilitate new housing affordable for households earning
between $30,000 and $50,000/year, assuming the continued
availability of provincial rent supplements to make these units
affordable households earning below $30,000 that qualify.
$$$Incentives
Provincial/federalrent supplements or subsidies
Rent
affordable to
households
earning under
$30,000/yr
Market
rent affordable
to households
earning above
$50,000/yr $
Unfunded
gap
Rent affordable
to households
earning between
$30,000 and
$50,000/yr
Rent needed
to achieve
financial
viability
?
FIGURE 5: THE FUNDING GAP
20 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
PART THREE: THE STRATEGY
The RAHS begins with a shared regional vision
reflecting Metro 2040’s broad objectives. It is
structured around five goals depicting desired
future housing outcomes. Each goal is supported
by strategies that are intended to advance that goal.
Specific actions follow for Metro Vancouver, for
implementation either through housing policy and
planning, by Metro Vancouver Housing Corporation
or the Homelessness Partnering Strategy Community
Entity. This is followed by recommended actions for
municipalities to be implemented through Official
Community Plans, Regional Context Statements,
and Housing Action Plans, as well as other plans,
policies and programs. Finally there are recommended
actions for the provincial and federal government,
the development industry, TransLink and health
authorities, where appropriate.
20 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 21
3.2 GOALS AND STRATEGIES
Table 4 summarizes the five goals and the strategies for advancing each goal. This is followed by a
re-statement of each goal and associated strategies, with specific actions for each goal.
TABLE 4: GOALS AND STRATEGIES
Goal Strategies
GOAL 1:Expand the
supply and
diversity of
housing to
meet a variety
of needs.
Strategy 1.1 Diversify the housing supply in terms of unit and lot size, number of
bedrooms, built form and tenure
Strategy 1.2 Address community opposition to new residential development
Strategy 1.3 Plan for the special housing needs of specific sub-populations
Strategy 1.4 Enhance understanding of the housing market to improve
housing policy
GOAL 2: Preserve and
expand the
rental housing
supply
Strategy 2.1 Expand the supply of rental housing, including new purpose built
market rental housing
Strategy 2.2 Make retention and maintenance of existing purpose built market
rental housing more attractive
Strategy 2.3 Ensure that tenant relocations are responsive to tenant needs
GOAL 3: Meet housing
demand
estimates
for low and
moderate
income
earners
Strategy 3.1 Facilitate new rental housing supply that is affordable for low and
moderate income households
Strategy 3.2 Support non-profit and cooperative housing providers to continue
to operate mixed income housing after operating agreements expire
Strategy 3.3 Facilitate non-profit and cooperative housing providers to create
new mixed income housing through redevelopment or other means.
Strategy 3.4 Advocate to provincial and federal governments for housing and
income support programs to meet housing needs
GOAL 4: Increase the
rental housing
supply along
the Frequent
Transit
Network
Strategy 4.1 Expand awareness of the affordable housing and transit connection
Strategy 4.2 Plan for transit station areas, stop areas and corridors to include
rental housing affordable for a range of income levels
Strategy 4.3 Implement incentives to encourage rental housing near transit
GOAL 5: End
homelessness
in the region
Strategy 5.1 Expand housing options to meet the needs of homeless people in
the region
Strategy 5.2 Promote measures that prevent at risk individuals from becoming
homeless
Strategy 5.3 Advocate to the provincial and federal government for support to
meet the housing needs of the homeless
3.1 VISION
A diverse and affordable housing supply that meets the needs of current and future regional residents.
1
2
3
4
5
22 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
EXPAND THE SUPPLY AND DIVERSITY OF HOUSING
TO MEET A VARIETY OF NEEDS
The market provides most of the housing supplied
in the region, most of it home-ownership and it will
continue to do so. This goal recognizes that to meet
the growing and changing needs of the workforce
and other residents, it is desirable that the market
produce a wider variety of housing forms and tenures
at a variety of price points, including for specific
populations with distinct needs. As well, it recognizes
that the single detached home is increasingly out
of reach for families in some parts of the region and
that alternative ground-oriented home-ownership
options are required to meet evolving consumer needs
and ability to pay. There are many costs associated
with operating a home, whether rental or ownership.
Focusing on ways to reduce or minimize these
ongoing costs can influence affordability over the
long term. Easing the concerns of residents about new
development can also help to ensure that the market
is able to supply new housing in a timely fashion.
This goal also recognizes that the region is impacted
by global and national trends that may produce
consequences for our housing market and that a better
understanding of these trends can help produce better
policy and planning.
STRATEGIES:
Strategy 1.1: Diversify the housing supply in
terms of unit and lot size, number
of bedrooms, built form and
tenure
Strategy 1.2: Address community opposition to
new residential development
Strategy 1.3: Plan for the special housing needs
of specific populations
Strategy 1.4: Enhance understanding of the
housing market to improve
housing policy
ACTIONS:
Metro Vancouver, through its Regional Planning
role, will:
a. Update the Metro 2040 housing demand estimates
in consultation with municipalities, including
family type if possible, and monitor and report on
progress towards achievement of these estimates.
b. Undertake outreach to promote public awareness and
understanding of accommodating population growth
with increased density and housing diversity, and
best practices for accommodating this growth using
examples and strategies from here and elsewhere.
c. Prepare an Implementation Guideline for Municipal
Housing Action Plans to provide best practice
guidance on the form and content of these plans.
d. Research, collect, acquire and analyse data to support
municipal housing policy including undertaking
related transportation and parking studies:
i. Explore financial and regulatory barriers,
and opportunities for expanding the supply
and variety of ground-oriented and medium
density ownership housing choices such as
infill housing, townhouses, duplexes with
accessory dwellings, and cottage housing.
ii. Best practices in mechanisms for home
ownership that is affordable for entry level
home buyers, such as cooperatives, co-housing
and new forms of shared ownership and the
post occupancy satisfaction of residents of
these projects.
1GOAL
22 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 23
iii. Best practices in addressing community
opposition for all types of housing along the
housing continuum.
iv. Convene a regional working group of industry
and government stakeholders to explore how
to obtain data to better understand the drivers
of housing demand in the region (i.e. equity
versus income, foreign and investor ownership
of residential property, incidence of speculation,
and vacant, unoccupied or second units).
e. Advocate to the provincial and federal government
for collection and reporting of reliable data
about the sources and nature of regional housing
demand. If warranted, advocate for measures to
counteract adverse impacts of external demand,
vacant units and/or speculation.
f. Request that senior governments identify concrete
ways that foreign investment could be directed to
improve the affordability of the Metro Vancouver
housing market, for example, through investment
in new purpose built rental housing, or directing
additional fees or taxes towards affordable housing.
g. Offer workshops/seminars/speakers on housing
topics of common concern.
h. Work with stakeholders to develop and advance
regional housing policy directions for First
Nations, seniors, persons with disabilities and
other populations, as warranted.
i. Work with partners to create an accessible and
adaptable housing registry to assist persons with
disabilities and seniors to find appropriate housing
to live independently.
Municipalities will, through plans, policies and
programs:
j. Monitor and report on progress towards
achievement of Metro 2040 housing demand
estimates.
k. Demonstrate how Housing Action Plan policies
and initiatives are intended to work towards
achieving Metro 2040 housing demand estimates.
l. Use zoning and regulatory measures to expand
the variety of types, tenure and built form of
ground-oriented ownership and rental housing
(i.e. coach houses/laneway houses, semi-detached
and duplexes, micro units, townhouses including
freehold townhouses, secondary rental market
housing options such as accessory dwelling units
in duplexes and townhouses, and other forms of
infill and intensification.)
m. Encourage a diversity of housing forms in
proximity to the Frequent Transit Network
including medium density ground oriented
options in station shoulder areas.
n. Promote family friendly housing, as applicable,
through policies for multi-family housing options
with 3 or more bedrooms.
Proposed Non-profit and Private Sector
Development Partner Actions:
o. Work with municipalities to facilitate an effective
and efficient development approval process.
p. Work with municipalities to establish bedroom
mix objectives to ensure an adequate supply of
family friendly housing.
q. Bring forward innovative development
applications that meet the needs of families using
alternate forms, densities and tenures.
Proposed Health Authority Actions:
r. Plan for and fund suitable housing and support
services for frail seniors, persons with severe
and persistent mental health issues and other
vulnerable populations including the homeless.
Proposed Provincial Government Actions:
s. Ensure the building code does not present
barriers to innovative forms of residential infill
development such as coach houses or secondary
suites in duplexes.
1GOAL
Market rental housing, consisting of purpose-
built units and secondary forms of rental housing
such as secondary suites, laneway units and rented
condominiums, is a critical component of the housing
continuum and is usually more affordable than the
least cost ownership option. It provides housing for
recent immigrants, temporary workers, young people,
seniors and students. And, as homeownership prices
rise, a secure rental housing supply becomes a more
valuable resource. Ensuring that this supply continues
to grow is fundamental to the Strategy, as it will
enable gradual redevelopment of the existing aging
purpose built stock to occur without reducing rental
supply. This goal also recognizes that rent supplement
programs are dependent upon a growing rental supply
to provide an adequate number of units and to avoid
inflationary pressures. This strategy devotes special
attention to purpose built market rental housing as
an especially valuable component of the rental supply
due to the security of tenure it offers tenants, and its
vulnerability to redevelopment as condominiums.
However, as this is not realistic over the long
term for all buildings, ensuring phased or gradual
redevelopment, with suitable replacement policies,
will help to ensure a supply of rental accommodation.
STRATEGIES:
Strategy 2.1: Expand the supply of rental housing,
including new purpose built market
rental housing
Strategy 2.2: Make retention and maintenance of
existing purpose built market rental
housing more attractive
Strategy 2.3: Ensure that tenant relocations are
responsive to tenant needs
ACTIONS:
Metro Vancouver, through its Regional Planning
role will:
a. Monitor the purpose built rental housing supply,
including in transit-oriented locations, to identify
areas where rental housing is being lost or gained,
to alert decision makers to the vulnerability of the
purpose built rental supply.
b. Expand the information base about the rental
supply including rents for vacant units, and better
understanding of the difference between purpose
built rental housing and other forms of secondary
rental.
c. Inform the provincial and federal governments of
gaps in rental housing supply by income level and
advocate for specific measures to address funding
gaps for low to moderate income housing
(i.e capital funding, subsidies, tax incentives or
other measures).
d. Develop an Implementation Guideline on Municipal
Measures to Expand and Sustain the Purpose
Built Rental Supply profiling measures such as
transferring density, innovative infill, energy
upgrades, parking reductions, and purchase by
non-profits.
e. Research and identify best practices in tenant
relocation policies and strategies.
PRESERVE AND EXPAND THE RENTAL HOUSING SUPPLY
24 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
2GOAL
REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 25
Municipalities will, through plans, policies and
programs:
f. Offer incentives that will help make development
of new purpose built market rental housing
financially viable (i.e. parking reductions, fee
waivers, increased density, and fast-tracking).
g. Offer tools and incentives to preserve and sustain
existing purpose built market rental housing
(i.e. reduced parking, increased density for infill
development, and transfer of density).
h. Facilitate non-profit housing organizations to
purchase existing rental buildings for conversion
to non-profit operation.
i. Require one for one replacement policies where
existing rental supply is being redeveloped.
j. Enact standards of maintenance bylaws to preserve
the stock in good condition and prevent further
erosion of existing rental stock.
k. Support efforts to reduce rental operating costs
by improving energy performance of purpose
built rental buildings through the use of energy
efficiency incentives offered by Fortis and BC
Hydro, such as energy advisors, energy audits,
demonstration projects etc.
l. Establish bedroom mix objectives for new
condominiums and purpose built rental housing.
m. Provide clear expectations and policies for
increasing and retaining the purpose built
market rental housing supply.
n. Require tenant relocation plans as a condition of
approving the redevelopment of existing rental
housing.
o. Ensure that developers notify tenants impacted
by redevelopment of their rights under the
Residential Tenancy Act.
Proposed Provincial Government Actions:
p. Review all provincial taxes and assessment
practices, including property transfer tax, to
ensure they do not impede the delivery of rental
housing.
q. Review Residential Tenancy Act provisions for
relocating tenants in a redevelopment situation
with a view to enhancing provisions (i.e. moving
expenses, notification, reduced rent, free month’s
rent) to mitigate the impact of relocation and
to enable tenants to find suitable alternative
accommodation.
Proposed Federal Government Actions:
r. Reinstate federal tax incentives to stimulate new
purpose built market rental supply.
s. Institute a new direct lending program with
affordable rates for purpose built rental housing
as advocated by the Federation of Canadian
Municipalities (FCM).
t. Offer an Eco-energy Tax Credit to encourage
small apartment building owners to invest in
eco-energy retrofits as advocated by FCM.
24 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
2GOAL
26 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
This goal focuses on strategies and actions to
address the gap in the supply of low to moderate
income housing. While market rental housing will
form an important source of supply for low income
households receiving rent supplements, this goal aims
to catalyse the assets and resources of the non-profit
and cooperative housing sector to continue to provide
and increase the supply of mixed income non-profit
rental and cooperative housing for low to moderate
income households. It also recognizes that delivering
and operating mixed income housing in todays’
economy and funding environment is complex, requires
partnerships and significant municipal and non-profit
capacity.
MEET HOUSING DEMAND ESTIMATES FOR
LOW TO MODERATE INCOME EARNERS
STRATEGIES:
Strategy 3.1 Facilitate new rental housing
supply that is affordable for low to
moderate income households
Strategy 3.2 Support non-profit and cooperative
housing providers to continue to
operate mixed income housing after
operating agreements expire
Strategy 3.3 Facilitate non-profit and
cooperative housing providers to
create new mixed income housing
through redevelopment or other
means
Strategy 3.4 Advocate to provincial and federal
governments for housing and
income support programs to meet
housing needs
3GOAL
26 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 27
ACTIONS:
Metro Vancouver, through its Regional
Planning role, will:
a. Work with BC Non-Profit Housing Association,
the Cooperative Housing Federation of BC,
municipalities, the provincial government,
Federation of Canadian Municipalities and others
to address issues related to expiring non-profit
and cooperative housing operating agreements,
including ongoing subsidy for low income
households.
b. Research and communicate best practices in the
municipal development approval process for non-
profit and cooperative housing.
c. Review GVS&DD DCC bylaw waiver conditions
for affordable rental housing to ensure the waiver
can assist in the creation of new affordable
rental housing, by reflecting current funding
arrangements and is consistent with municipal
practices, as much as possible.
d. Consider making surplus sites in suitable
locations owned by Metro Vancouver and
affiliated bodies available to MVHC to develop
additional mixed income housing.
e. Explore member interest in sharing housing
planning and policy services and potential costs
and benefits of such a service.
f. Advocate to the provincial and federal
government for specific measures to address
funding gaps for low to moderate income housing
(i.e. capital funding or subsidies for new non-
profit and cooperative housing, rent supplements
for single persons, and tax incentives for sale
of purpose built rental housing to non-profit
housing organizations).
Metro Vancouver Housing Corporation Actions:
g. Work with municipal partners to identify
Metro Vancouver Housing Corporation sites
for redevelopment at higher density to increase
the supply of mixed income non-profit rental
housing, providing that suitable municipal
incentives and/or other funding is available.
h. Explore the sale of surplus or underutilized
MVHC sites with proceeds reinvested into other
sites that offer greater opportunity to supply more
affordable housing units.
i. Explore with municipalities opportunities on
municipal sites for expanding the supply of mixed
income non-profit rental housing.
j. Consider management of affordable rental units
obtained by municipalities through inclusionary
housing policies, providing the units can be
managed by MVHC on a cost effective basis.
k. Explore making available for relocating tenants
of redeveloping non-profit and purpose built
market rental projects rental housing from within
MVHC’s existing portfolio of market rental units.
3GOAL
28 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
Municipalities will, through plans, policies and
programs:
l. Offer incentives for proposed new mixed income
housing (i.e. parking reductions, fee waivers,
increased density, and fast-tracking) to assist in
making these housing options financially viable.
m. Clearly state expectations and policies for
development of new non-profit rental and
cooperative housing
n. Ensure a portion of amenity contributions
or payments in lieu are allocated for housing
affordable to low and moderate income
households.
o. Allocate housing reserve fund monies to
affordable housing projects based on clearly
articulated and communicated policies.
p. Work with non-profit and cooperative housing
providers to address issues related to expiring
operating agreements.
q. Work with non-profit or cooperative housing
providers on leased municipal land to renegotiate
or renew the lease, if applicable, with suitable
provisions for affordable housing; and/or facilitate
redevelopment at higher density, if appropriate.
Proposed Non-profit, Cooperative and Private
Sector Development Partner Actions:
r. Consider partnerships with other private and non-
profit housing developers, faith based organizations
and/or municipalities to develop new mixed
income non-profit housing.
Proposed Provincial Government Actions:
s. Work with residential development industry
stakeholders to improve the administration of air
space parcels.
t. Expand the eligibility of provincial rent
supplements to other populations, including single
persons.
u. Increase Rental Assistance Program (RAP) and
Shelter Aid for Elderly Renters (SAFER) rent and/
or income threshold levels in Metro Vancouver, to
account for rising rent levels.
v. Create new capital funding options to increase
the supply of non-profit and cooperative housing,
particularly in transit-oriented locations.
Proposed Federal Government Actions:
w. Provide rent supplements or ongoing subsidies
for low-income tenants in existing cooperative
and non-profit housing projects with expiring
operating agreements.
x. Institute a rental housing protection tax
credit to preserve existing purpose built rental
units through their sale to non-profit housing
organizations as advocated by the Federation of
Canadian Municipalities.
3GOAL
28 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 29
INCREASE THE RENTAL HOUSING SUPPLY ALONG
THE FREQUENT TRANSIT NETWORK
This goal supports the regional priority for residential
development along the Frequent Transit Network,
a key objective of Metro 2040, which sets a target of
68% of residential growth within Urban Centres and
Frequent Transit Development Areas. The goal also
addresses the high housing and transportation cost
burden borne by renter households who are living
in locations that are not well served by transit. The
strategies for this goal recognize that despite higher
land costs in these locations, new transit station
areas, transit stops and corridors and Frequent Transit
Development Areas (FTDAs) provide an opportunity
to meet the rental housing needs of all household
income levels, particularly as some existing rental
supply in these areas is being lost to redevelopment.
It is recognized that municipalities are in different
positions with respect to existing and new transit
infrastructure, and that different strategies will have to
be employed.
STRATEGIES:
Strategy 4.1 Expand awareness of the
affordable housing and transit
connection
Strategy 4.2 Plan for transit station areas, stop
areas and corridors to include
rental housing affordable for a
range of income levels
Strategy 4.3 Implement incentives to encourage
new purpose built rental housing
near transit
ACTIONS:
Metro Vancouver, through its Regional Planning
role, will:
a. Convene a regional dialogue to highlight the
affordable housing and transit connection and to
demonstrate ways in which other jurisdictions
have addressed this issue through transit
investments, transit oriented development, land
use planning, inclusionary housing policies,
economic development and workforce and
affordable housing initiatives.
b. Work with housing and transportation partners
to examine the feasibility of innovative financing
approaches such as transit oriented affordable
housing funds, tax increment financing,
aggregating municipal housing reserve funds and
other opportunities for closing the funding gap for
low to moderate income housing near the Frequent
Transit Network.
c. Conduct research to support affordable housing
in transit oriented locations on such topics as: an
inventory of suitable transit-oriented sites adjacent
to the FTN; financial viability of affordable
housing in transit oriented locations; the business
case for affordable housing near transit; innovative
uses of land and airspace in good transit locations;
parking requirements by unit size, best practices in
car share policies and bike storage infrastructure,
and the impact of unbundling of parking.
d. Develop or cost share development of an online
tool that will provide users with estimates of
the combined housing and transportation costs
associated with any given location in the region.
e. Convene and facilitate negotiations among munici-
palities, TransLink and the Province with the objec-
tive of establishing an agreement to generate fund-
ing to achieve goals for low and moderate income
housing near the Frequent Transit Network.
4GOAL
30 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
Proposed TransLink Actions:
k. Establish an agreement with municipalities and
the Province with the objective of generating
funding to achieve goals for low and moderate
income housing near the Frequent Transit
Network.
l. Incorporate in agreements with municipalities,
including Project Partnership Agreements if
applicable, transit-oriented inclusionary housing
targets within 800 metres of new or existing
rapid transit stations and 400 metres of frequent
bus corridors that are anticipated to accommodate
enhanced residential growth.
m. Establish an inclusionary housing target for joint
development on TransLink/BC Transit properties.
n. Establish an inclusionary housing target for
TransLink air space developments or as a
condition of any transfer of TransLink air space
development rights.
o. Work with housing partners to examine the
feasibility of innovative approaches for closing the
funding gap for low to moderate income housing
near the Frequent Transit Network such as transit
oriented affordable housing funds, tax increment
financing, aggregating municipal housing reserve
funds and other opportunities.
Proposed Provincial Government Actions:
p. Establish an agreement with municipalities and
TransLink with the objective of generating funding
to achieve goals for low and moderate income
housing near the Frequent Transit Network.
f. Work with TransLink to establish agreements,
including Project Partnership Agreements, in
newly developing transit corridors and station
areas anticipated to accommodate enhanced
residential growth to ensure that they meet
regional objectives for residential development,
including rental housing for low to moderate
income households.
Municipalities will, through plans, policies and
programs:
g. Establish transit-oriented inclusionary housing
targets for purpose built rental and for housing
affordable to low to moderate income households
within 800 metres of new or existing rapid transit
stations and 400 metres of frequent bus corridors
that are anticipated to accommodate enhanced
residential growth.
h. Purchase and hold sites/air space parcels for
new non-profit housing to be made available
as funding becomes available, focusing on the
Frequent Transit Network.
i. Establish an agreement with TransLink and the
Province with the objective of generating funding
to achieve goals for low to moderate income
housing near the Frequent Transit Network
j. Consider providing incentives for new purpose
built rental housing and mixed income housing
located in transit-oriented locations to enable
them to achieve economic viability.
4GOAL
30 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 31
Metro Vancouver Regional Housing is the Community
Entity for delivering and administering federal
Homelessness Partnership Strategy funds in the
region for 2014-2019.5 While the provincial and
federal governments and health authorities hold
primary responsibility for meeting the significant
health, mental health, social and housing needs of the
homeless and at risk population, the region and local
governments can and do play a role in facilitating
local homeless serving facilities and services, including
through housing and social policies.
STRATEGIES:
Strategy 5.1 Expand housing options to meet
the needs of homeless people in
the region
Strategy 5.2 Promote measures that prevent
at risk individuals from becoming
homeless.
Strategy 5.3 Advocate to the provincial and
federal government for support
to meet the housing and support
needs of the homeless.
5 The Regional Steering Committee on Homelessness is a multi-
stakeholder governance body that acts as the Community Advisory
Board for disbursement of these funds. In the past, the RSCH also
provided regional policy direction through the 2003 Regional
Homelessness Plan, called Three Ways to Home. The Regional
Steering Committee on Homelessness is engaged in broad discussion in
consideration of its regional coordination role and resources.
END HOMELESSNESS IN THE REGION
ACTIONS:
Metro Vancouver, through its Regional Planning
role, will:
a. Advocate to senior levels of government and
health authorities for 6,200 additional housing
units with support as needed over the next
10 years for people who are homeless through
a combination of purpose-built, dedicated
subsidized buildings as well as scattered site units
with rent supplements in the private market.
b. Advocate to senior levels of government and
health authorities to provide housing and support
throughout the region that meets the needs of
specific priority populations, such as housing
specific to homeless youth, seniors, women,
families, Aboriginal Peoples, people with mental
health, addictions and/or other health issues,
people with disabilities, francophones, the
LGBT2Q population, newcomers and refugees.
c. Advocate to health authorities and the provincial
government for expanded mental health
services as a means of preventing and reducing
homelessness.
d. With partners, explore the need for and feasibility
of homelessness prevention strategies such as rent
banks.
e. Continue to deliver the federal Homelessness
Partnering Strategy (HPS) through the Metro
Vancouver HPS Community Entity.
5GOAL
32 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT32 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
Metro Vancouver HPS Community Entity will:
f. Support the HPS Community Advisory Board in
implementing a landlord engagement initiative to
link homeless serving agencies in the community
with landlords offering rental units in the private
market.
g. Conduct the tri-annual regional homeless count in
partnership with Metro Vancouver municipalities
and community organizations
Municipalities will, through plans, policies and
programs:
h. Ensure that housing action plans and/or
homelessness plans include specific actions to
be taken to facilitate partnerships to address
homelessness.
i. Work with non-profit housing providers and
private landlords to facilitate suitable housing
options for persons who are homeless.
j. Support agencies that serve the needs of the
homeless population in the community.
Proposed Provincial Government Actions:
k. Provide capital/and or operating funding for
transitional and supportive housing for the
homeless and those at risk of homelessness.
l. Increase the shelter component of income
assistance on a regular basis to reflect the cost of
living in Metro Vancouver.
Proposed Federal Government Actions:
m. Provide capital funding for transitional and
supportive housing for homeless persons.
Proposed Health Authority Actions:
n. Provide operating funding for transitional and
supportive housing for persons who are homeless
and at risk of homelessness.
o. Develop and implement mental health services
with a goal of preventing homelessness.
5GOAL
32 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT32 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 33
3.3 IMPLEMENTATION AND PERFORMANCE MEASURES
(To be completed)
34 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
DEFINITIONS/GLOSSARY
Affordable Housing
Housing is considered affordable when monthly
housing costs (rent or mortgage payments including
property taxes, strata fees, and heating costs) consume
less than 30% of before tax (gross) household income.
Housing affordability concerns are invariably
associated with households with low and moderate
incomes as they cannot afford market rates.
Regional Median Household Income (RMHI)
The median regional household income, for all
households, in 2010, based on the National Household
Survey, was $63,000. Low and low to moderate
incomes are established relative to this amount.
Low Income Households
Low income households are those earning 50% or less
of the regional median household income or below
$30,000 per year, as defined in Metro 2040, based on
the 2011 NHS and updated from time to time.
Low-To-Moderate Income Households
Low to moderate income households earn between 50
and 80% of RMHI or between $30,000-50,000 per
year, as defined in Metro 2040, based on the 2011 NHS
and updated from time to time.
Non-Profit Housing and
Cooperative Housing
Social housing built under specific federal and
provincial government housing supply programs from
the 1960s to early 1990s with significant government
subsidy. Social housing generally consists of a mix
of low income rental units and market rental units,
although some programs provided funding for 100%
subsidized units. Many of these projects are still
receiving ongoing funding from senior government
until operating agreements expire.
Mixed Income Housing
Developed outside of senior government social
housing programs, and usually employing a non-
profit or cooperative structure. The operating model
is a mix of market and low and low-to-moderate
income rental units, with the former subsidizing the
latter. Developing new mixed income housing today
typically requires “free” land (ie in redevelopment
situations, an existing site), donations, grants,
low cost loans, and/or municipal incentives.
Housing Action Plan (HAP)
Municipal Housing Action Plans set out strategies
and actions for meeting housing demand estimates
in their jurisdiction. Metro 2040, the regional growth
strategy, set out an expectation that municipalities
would prepare these plans to guide local housing
affordability actions.
Rental Assistance Program (RAP)
The provincial Rental Assistance Program provides
eligible low-income, working families with cash
assistance to help with their monthly rent payments.
To qualify, families must have a gross household
income of $35,000 or less, have at least one dependent
child, and have been employed at some point over the
last year.
Shelter Aid for Elderly Renters (SAFER)
The provincial Shelter Aid for Elderly Renters
(SAFER) program helps make rents affordable for
BC seniors with low to moderate incomes. SAFER
provides monthly cash payments to subsidize rents
for eligible BC residents who are age 60 or over and
who pay rent for their homes. BC Housing provides
these subsidies to more than 17,000 senior households
renting apartments in the private market, including
singles, couples and people sharing a unit.
34 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 35
Regional Steering Committee on
Homelessness (RSCH)
The Regional Steering Committee on Homelessness
(RSCH) is a coalition of community organizations and
all levels of government with a vision to eliminate
homelessness in Greater Vancouver. Their mandate
is to maintain, revise and implement the Regional
Homelessness Plan; recommend projects for funding
under the Homelessness Partnering Strategy; and
develop a regional understanding of homelessness and
its solutions.
Regional Homelessness Plan (RHP)
The RSCH updated the Regional Homelessness Plan
in 2014.The goal of the Regional Homelessness Plan
(RHP) is to end homelessness in the Metro Vancouver
region. The plan focuses on three areas: housing,
prevention and support, and capacity building.
Progress towards the plan’s goals is reviewed every
three years, using indicators and targets established in
the plan. It is in a draft stage, as an implementation
plan has yet to be completed.
Homelessness Partnering Strategy (HPS)
Community Entity (CE)
The Greater Vancouver Regional District (Metro
Vancouver) is the Community Entity for the
Homelessness Partnering Strategy. In partnership with
the Greater Vancouver Regional Steering Committee
on Homelessness (RSCH) and the Community
Advisory Board (CAB), it manages the call for
proposals process to allocate federal funding under
the Homelessness Partnering Strategy. Investment
priorities and recommended projects are determined
by a Community Advisory Board comprised of
government representatives and homeless service
providers. In Metro Vancouver, the RSCH serves as the
Community Advisory Board for HPS investments.
Purpose Built Market Rental Housing
(PBMR)
These are privately initiated rental buildings with 3 or
more units. In Metro Vancouver they consist primarily
of 3 or 4 story wood frame walk-up style apartments
and high rise buildings completed in the 1960s to
1980s using federal tax incentives available at the
time.
Frequent Transit Network (FTN)
TransLink’s transportation network where transit
service runs every 15 minutes in both directions
throughout the day and into the evening, every day
of the week. It incorporates both rail and bus transit
options. There is a current FTN and an FTN Concept.
Homelessness Partnering Strategy (HPS)
This program provides federal funding for designated
communities to address homelessness according to
certain funding parameters. It is administered at
the local level by a Community Entity approved
by the federal Government. Since 2000, the Metro
Vancouver region has received $8.2 million annually
under the Homelessness Partnering Strategy (HPS) to
invest in local solutions to homelessness. The 2014-
2019 Homelessness Partnering Strategy program
introduced the Housing First approach to addressing
homelessness by primarily focusing funds on
chronically and episodically homeless persons.
36 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
36 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
APPENDICES
REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 37
38 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
APPENDIX 1
METRO VANCOUVER 10 YEAR HOUSING DEMAND ESTIMATES BY MUNICIPALITY 2011-2021
NOTE: To be updated prior to adoption of the strategy
Municipality Low income
rental
Low to
moderate
income
rental
Moderate
and above
- market
rental
Total rental Ownership Total
Demand
Burnaby 2,400 2,900 2,200 7,500 13,800 21,300
New Westminster 700 800 600 2,100 3,900 6,000
Langley City 300 300 200 800 1,500 2,300
Langley Township 1,400 1,700 1,200 4,300 7,900 12,200
Maple Ridge 800 900 600 2,300 4,300 6,600
Pitt Meadows 200 200 200 600 1,000 1,600
Coquitlam 1,700 2,000 1,500 5,200 9,600 14,800
Port Coquitlam 500 700 400 1,600 3,000 4,600
Port Moody 500 500 400 1,400 2,700 4,100
North
Vancouver City
300 300 200 800 1,600 2,400
North Vancouver
District
500 500 400 1,400 2,600 4,000
West Vancouver 200 200 100 500 900 1,400
Delta 400 400 300 1,100 1,900 3,000
Richmond 1,800 2,200 1,600 5,600 10,400 16,000
Tsawwassen First
Nation
100 100 0 200 500 700
Surrey 5,600 6,800 4,900 17,300 32,100 49,400
White Rock 200 300 100 600 1,200 1,800
Vancouver 3,500 4,200 3,000 10,700 20,000 30,700
Electoral Area A 300 400 200 900 1,800 2,700
Metro
Vancouver Total
21,400 25,400 18,100 64,900 120,700 185,600
Source: Metro Vancouver Metro 2040. Appendix A, Table A4. 2011. Based on 2006 Census data.
38 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 39
APPENDIX 2
ESTIMATION METHOD FOR RENTAL UNIT COMPLETIONS
AS A SHARE OF HOUSING DEMAND 2011-2014 METRO VANCOUVER
Rental Demand = avg of Metro 2040 annual rental demand estimates and actual increase in rental households
between 2006 and 2011, on an annual basis, as reported by the 2006 Census and
2011 NHS.
TABLE 2A: RENTAL DEMAND ESTIMATES 2011-2014
Year Total Rental Demand
Metro 2040
NHS 2011-2006 Census
Trend Estimate
New Households
Average Rental Demand
2011 6,490 4,500 5,495
2012 6,490 4,500 5,495
2013 6,490 4,500 5,495
2014 6,490 4,500 5,495
Total 2011/14 25,960 18,000 21,980
Rental Supply = CMHC purpose built rental completions (including non-profit housing) less apartment
demolitions, plus estimated rented condos plus rented secondary suites plus newly rented single detached/
duplex/row houses These were allocated to income categories as follows.
TABLE 2B: RENTAL SUPPLY ESTIMATES 2011-2014
Household income categories Supply estimate allocated to income
categories 2011-2014
Estimated Supply
2011-2014
Low income rental (<50% RMHI)
(<$30,000/yr)
BC Housing new non-profit units created
2011-2014 (3,323)3,300
Low to moderate income rental
(50%-80% RMHI)
($30,000-$50,000/yr)
100% new rented secondary suites + 50%
of suburban rented condos less 100% apt
demolitions (=4799+1704-788)
5,700
Market rental (>80% RMHI)
($50,000+/yr)
New PBMR less BC Housing new non
profit units created plus 50% suburban
rented condos + 100% new rented sfd/
rows/duplexes and 100% Vancouver
rented condos (4815 minus 3323 plus
1704+3460+4663)
11,300
40 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
TABLE 2C: ESTIMATE OF GAP BETWEEN SUPPLY AND DEMAND BY HOUSEHOLD INCOME CATEGORY
Household Income
Categories
Estimated Rental
Demand
Estimated Rental
Supply
Gap (Supply-
Demand) Categories
Low income rental
(<50% RMHI)
(<$30,000/yr)
7,200 3,300 -3,900
Low to moderate income
rental (50%-80% RMHI)
($30,000-$50,000/yr)
8,600 5,700 -2,900
Market rental (>80%
RMHI) ($50,000+/yr) 6,100 11,300 5,200
Total rental units 21,900 20,300 -1,600
TABLE 2D: RENTAL COMPLETIONS AS A SHARE OF ESTIMATED RENTAL DEMAND –
BEFORE RENT SUPPLEMENTS
Household Income
Categories
Estimated Rental
Demand
Estimated Rental
Supply
Completions as a
share of Estimated
rental demand
Low income rental (<50%
RMHI) (<$30,000/yr) 7,200 3,300 46%
Low to moderate income
rental (50%-80% RMHI)
($30,000-$50,000/yr)
8,600 5,700 66%
Market rental (>80%
RMHI) ($50,000+/yr) 6,100 11,300 185%
Total rental units 93%
APPENDIX 2 – CONTINUED
40 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT 41
TABLE 2E: WITH RENT SUPPLEMENTS
Household
Income
Categories
Est Rental
Demand
Est Rental
Supply
Completions
As a Share
of Est.
Rental
Demand
Additional
Rent
Supplements
2011-2014
Estimated
Rental
Supply -
After Rent
Supplements
Share of
Estimated
Rental
Demand
Met –
After Rent
Supplements
Low income
rental (<50%
RMHI)
(<$30,000/yr)
7,200 3,300 46%2,700 6,000 83%
Low to moderate
income rental
(50%-80%
RMHI) ($30,000-
$50,000/yr)
8,600 5,700 66%0 3,000 35%
Market rental
(>80% RMHI)
($50,000+/yr) 6,100 11,300 185%0 6,100 100%
Total rental units 21,900 20,300 93% 15,100 93%
Note: Rent supplement figures provided by BC Housing. As of March 31, 2015, 15,175 Metro households received a
rent supplement. Between 2011 and 2014, the provincial government increased the number of rent supplements by
2,700 in Metro Vancouver.
APPENDIX 2 – CONTINUED
42 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
TABLE 2F: SUMMARY
Before rent supplements With rent supplements
Household Income
Categories
Gap Between
Estimated
Demand And
Completions
Completions
As A Share
Of Est. Rental
demand
Additional
Rent
Supplements
2011-2014
Share Of
Estimated
Rental
Demand
Achieved
Low income rental
(<50% RMHI)
(<$30,000/yr)
-3,900 46%2,700 83%
Low to moderate
income rental
(50%-80% RMHI)
($30,000-$50,000/yr)
-2,900 66%0 35%
Market rental (>80%
RMHI) ($50,000+/yr)
5,200 185%0 185%
Total rental units -1,600 93%93%
APPENDIX 2 – CONTINUED
42 REGIONAL AFFORDABLE HOUSING STRATEGY UPDATE – DRAFT
Metro Vancouver
4330 Kingsway, Burnaby, BC V5H 4G8
1627–Aug 2015
www.cfnrfm.ca
Date:
November
24,
2015
Attention:
City
of
Maple
Ridge
Mayor
Nicole
Read
&
Council
Subject:
Seeking
letter
of
support
Reference:
Katzie
First
Nation
My
name
is
Greg
Smith,
CEO
of
CFNR-‐FM,
located
in
Terrace,
BC.
We
are
an
independent
First
Nations
owned
and
operated
radio
station
that
has
been
in
business
for
27
years;
we
are
Networked
over
the
Central
&
Northern
half
of
BC.
We
have
earned
the
respect
from
our
listeners
and
our
CRTC
Provincial
Representative,
of
being
known
as
a
true
and
unique
community
radio
station.
Earlier
this
Fall,
the
CRTC
issued
a
call
for
applications
for
an
existing,‘Native
B
License’,
with
frequencies
in
5
cities,
including
Vancouver.
We
have
begun
taking
steps
of
seriously
pursuing
the
Vancouver
frequency
only,
as
we
are
well
into
the
process
of
completing
the
CRTC
application,
of
which
the
deadline
is
fast
approaching.
We
recognize
the
void
that
exists
between
the
existing
radio
media
and
the
Vancouver
Aboriginal
population,
who
are
not
currently
being
served.
We
are
seeking
your
support
today
for
our
CRTC
application
for
a
Vancouver
frequency,
as
‘letters
of
support’
are
an
essential
part
of
our
presentation
to
the
CRTC.
I
want
to
personally
thank
you
for
your
consideration
in
supporting
our
efforts
and
helping
make
this
become
a
reality.
I
remain
Sincerely,
Text
Greg
Smith
CEO
6.1
www.cfnrfm.ca
Canadian Radio-television and Telecommunications
Commission Ottawa, Ontario Canada, K1A 0N2
Reference: Broadcasting Notice of Consultation CRTC 2015-399
Community
Support
To
Whom
It
May
Concern:
Northern
Native
Broadcasting
is
seeking
your
support
for
our
Vancouver
Radio
application
to
operate
radio
station
106.3FM
as
an
Aboriginal
station.
We
offer
27
years
of
experience
broadcasting
to
Aboriginal
communities
and
rely
on
community
support.
Please
feel
free
to
share
your
support
with
the
CRTC
on
behalf
of
our
application
on
behalf
of
some
of
these
benefits.
-‐
Giving
voice
to
the
three
territorial
landholders
of
Vancouver,
Squamish,
Tsleil-‐Wautith
and
Musqueam
Nations
-‐
Championing
First
Nations
issues
i.e.:
Highway
of
Tears
-‐
Large
population
of
Aboriginal
people
not
being
served
through
traditional
media
-‐
Education
on
Language
and
Culture
to
the
Aboriginal
community
and
being
a
cross-‐cultural
bridge
to
the
non-‐
aboriginal
community
-‐
Supporting
groups
and
organizations
that
work
with
the
Aboriginal
community
-‐
Bringing
Aboriginal
News
to
Vancouver
from
Central
and
Northern
British
Columbia
We
are
looking
forward
to
serving
your
community
and
bringing
the
benefits
of
Aboriginal
Radio
to
your
community.
Please
send
a
copy
of
your
support
to
CFNR
and
filed
with
the
CRTC
by
December
18,
2015.
We
appreciate
your
support.
Yours
sincerely:
Greg
Smith
CEO
GITMAXMAK’AY
“Nisga’a People of the Rainbow”
November 23, 2015
Canadian Radio-television and Telecommunications Commission Ottawa, Ontario
Canada, K1A 0N2
Re: CFNR-FM application for ‘Native B License’
To whom it may concern:
I am writing to express our support for Canada’s First Nations Radio (CFNR-FM) application
for a ‘Native B License’ for the broadcasting city of Vancouver.
Many of our Nisga’a members move away from Prince Rupert for school, work, family or other
opportunities and it is important for those individuals to have a connection back to home.
CFNR-FM has demonstrated that they are the first choice of radio station for First Nations in
Canada through their extensive listenership and exclusive coverage of important First Nations
events such as Salmonfest, All Native Basketball Tournament and Hobiyee, among others.
Currently, there are approximately 65,000 Aboriginal people living in Vancouver, of which
nearly 1,500 are registered Nisga’a citizens. It is important that these individuals have access to
a broadcasting service that can provide news and documentaries from the First Nations
perspective.
We support CFNR-FM’s application for the ‘Native B License’ and we encourage the CRTC to
as well. Thank you for your consideration.
Respectfully,
Greg Grayson, CEO
Gitmaxmak’ay Nisga’a Society
Gitmaxmak’ay Nisga’a PR/PE Society
#301 – 860 3rd Ave. West, Prince Rupert, B.C. V8J 1M6
Phone: (250) 627-1595 Fax: (250) 627-1575
Toll-free: 1-866-624-1590
www.gitmaxmakay.ca
www.cfnrfm.ca
Helps
Us
Expand
on
our
Tradition
of
Servicing
Aboriginal
Communities
throughout
British
Columbia
Support
Vancouver
Aboriginal
Radio
106.3FM
CRTC
Application
ABOUT
CANADA’S
FIRST
NATIONS
RADIO
(CFNR)
Broadcasting
for
27
years,
Northern
Native
Broadcasting,
a
not
for
profit
company,
proudly
broadcasts
to
70
communities
with
a
network
of
59
broadcast
sites
throughout
Central
and
Northern
British
Columbia.
CFNR
reaches
over
100,000
people,
From
Haida
Gwaii
on
the
Coast
to
the
northern
border,
Alberta
to
the
East
and
south
to
Williams
Lake.
CFNR
connects
42
First
Nations
communities
exclusivily,
sharing
culture,
tradition,
and
music.
Ours
is
a
unique
and
proven
balance
of
programming
that
resonates
across
our
geographically
dispersed
Aboriginal
communities.
Yet
also
reaches
out
to
a
cross
section
of
mainstream
listeners
as
well,
which
is
an
important
aspect
of
our
broader
mission
of
inclusiveness
and
cross-‐cultural
communication.
CFNR’s
COMMITMENT
TO
COMMUNITY
CFNR
honors
our
commitment
to
serve
all
70
communities
in
our
coverage
area
by
offering
coverage
of
community
events
and
celebrations.
In
2014,
we
promoted
over
40
events
and
provided
community
organizations
with
over
$334,345.00
in
on
air
promotion.
Our
responsibility
to
our
heritage
and
the
42
First
Nations
communities
we
serve
goes
above
and
beyond
supporting
the
events.
We
were
personally
impacted
through
the
loss
of
one
of
our
broadcast
Staff
close
family
members
in
a
Highway
of
Tears
tragedy.
CFNR
organized
the
first
‘Highway
of
Tears
Walk’
and
our
staff
has
been
heavily
involved
in
raising
awareness
of
the
Highway
of
Tears
to
our
communities.
We
have
been
advocating
for
an
inquiry
and
our
new
Prime
Minister
has
committed
to
make
it
a
priority.
We
are
the
community.
It’s
what
we
do
and
whom
we
serve!
www.cfnrfm.ca
OUR
COMMITMENT
TO
PEOPLE
Canadian
First
Nations
Radio
showcases
and
shares
experiences
from
an
Aboriginal
perspective
to
our
community
of
First
Nations
peoples
and
the
general
population
of
Central
and
Northern
BC.
We
provide
a
fusion
of
culture,
language,
and
music
with
an
overarching
format
of
Canadian-‐
Centric
Roots
Rock
and
Classic
Hits.
Dedicated
First
Nations
programming
includes
‘Journeys,’
hosted
by
Kiefer
Collision,
which
serves
as
an
oral
history
kept
alive
through
interviews
with
Aboriginal
Peoples
about
stories
that
matter.
Our
community
coverage
includes
sports,
live-‐streamed
All
Native
Basketball
events,
Hobiyee,
Tribal
Canoe
Journey,
Qatuwas
Festival,
and
National
Aboriginal
Day’s.
THE
VANCOUVER
RADIO
LICENSE
APPLCIATION
Northern
Native
Broadcasting
is
seeking
a
Broadcast
license
to
expand
our
community
service
to
Vancouver
at
106.3FM.
The
Vancouver
radio
station
will
be
an
Urban
Aboriginal
station,
providing
daily
coverage
of
events
that
affect
our
Aboriginal
Peoples
with
a
fusion
of
spoken
word
programming
and
music.
Vancouver
Aboriginal
Radio
will
include
local,
regional,
national,
and
First
Nations
news
blended
with
cultural
features
and
stories.
www.cfnrfm.ca
Programming
Example:
Urban
Originals
-‐
for
Vancouver
Aboriginal
Radio
106.3FM
• Daily
segments
will
feature
interviews
and
stories
focused
on
cultural,
social,
language
and
history
presented
with
balance
and
objectivity
• Individual
successes
–
business
leaders,
musicians,
and
artists
• Local
groups
&
organizations
–
community
resources,
outreach
groups,
and
storytellers
WHY
ABORIGIONAL
RADIO
FOR
VANCOUVER
The
Aboriginal
population
in
the
Lower
Mainland
is
expected
to
increase
at
twice
the
rate
of
the
general
Canadian
population.
A
Vancouver
station
will
leverage
Northern
Native
Broadcasting’s
existing
Aboriginal
network,
in
order
to
educate
all
people
in
BC’s
largest
urban
region
about
our
1st
People’s
communities’,
heritage,
and
culture.
Look who stopped by CFNR...BC Regional Chief Shane Gottfriedson chatting with Steve Little
www.cfnrfm.ca
INVITING
YOUR
COMMUNITY
TO
BE
OUR
COMMUNITY
The
broadcast
team,
led
by
Greg
Smith,
President
and
Board
of
Directors
of
Northern
Native
Broadcasting,
is
asking
for
your
support,
personally
as
Chief
and
on
behalf
of
your
Nation.
In
our
process
of
applying
to
the
CRTC
for
the
Vancouver
license
‘Letters
of
Support’
will
be
an
essential
part
of
our
presentation.
It
is
our
desire
to
build
a
relationship
with
each
of
the
Territorial
Land
holders
in
our
immediate
broadcast
area.
Your
Nation
will
play
a
major
role
in
our
Urban
Originals
programming
by
providing
your
Nation
with
a
voice
by
showcasing
your
community
and
culture.
We
need
to
listen
to
you
and
your
community
about
issues
that
matter
and
celebrations
that
unite
us.
At
the
same
time
educate
the
general
public
about
your
community.
We
bring
27
years
of
experience
working
with
1st
Nation
communities
and
welcome
the
privilege
of
adding
your
Nation
to
our
community.
Thank
you
for
considering
how
your
Community
can
help
support
Vancouver
Aboriginal
Radio
106.3FM
become
a
reality
broadcasting
in
Vancouver.
Thank
You!
From: Anita Huberman [anitahuberman4@gmail.com]
Sent: Wednesday, January 13, 2016 10:57 AM
To: Anita Huberman
Subject: Anita - Surrey Board of Trade
Dear Metro Vancouver Government Representatives, Stakeholders:
I wanted to send you this position of the Surrey Board of Trade in opposition of the proposed
name change to the Vancouver Board of Trade. In sending this to you, not only is this the
perspective of the Surrey Board of Trade, but many metro chambers of commerce/boards of
trade.
Our public statement is noted below.
SURREY BOARD OF TRADE OPPOSES VANCOUVER BOARD OF TRADE NAME
CHANGE
The Vancouver Board of Trade is seeking approval for a name change this Friday at a Special General Meeting.
“We understand that the Vancouver Board of Trade is proposing to change its name under the Boards of Trade Act
to incorporate the words “Greater Vancouver Board of Trade”. As a large Board of Trade in the Greater Vancouver
area, the Surrey Board of Trade is not in favour of this proposed change,” said Anita Huberman, CEO, Surrey Board
of Trade.
The Surrey Board of Trade appreciates the need for a regional voice of business to facilitate dialogue and action on
urgent economic and infrastructure issues. A solution can be to have resources allocated to the BC Chamber of
Commerce for this purpose. A regional voice of business in Metro Vancouver should be derived as collaboration of
chambers and boards that work together in a structured way to best represent the interests of the region, either
endorsed by or falling under the umbrella of the BC Chamber of Commerce. Individual boards or chambers should
not seek to represent the collective interests of all business in the region.
“We emphasize that the role of coordinating such efforts should not come from a single chamber or board such as
the Vancouver Board of Trade. The Vancouver Board of Trade does not speak on behalf of the region’s business
community. Organizations such as the BC Chamber of Commerce were established to bring chambers and boards
of trade together on issues of common interest. The Surrey Board of Trade will be committed to helping find
resources for the BC Chamber to actively dialogue, create action and achieve results with other chamber/board of
trade organizations in the region,” said Huberman.
The Surrey Board of Trade believes in the importance of chambers and boards of trade working collectively on
issues in common, to show strength and solidarity. The Surrey Board of Trade will work collaboratively on issues of
importance while maintaining the organization’s leadership on advocacy issues that will benefit Surrey’s
businesses and the City of Surrey.
-30-
6.2
_____________________________________________________________________________________
______________________________________________
H. Captain (Royal Canadian Navy) Anita Patil Huberman | CEO | Surrey Board of Trade |
www.businessinsurrey.com
Cell: 604-340-3899| Direct: 604-634-0342 | Toll Free: 1-866-848-7130 | Fax: 604-588-7549
#101, 14439-104 Avenue, Surrey BC V3R 1M1 CANADA
The Surrey Board of Trade, in Surrey since 1918, provides businesses and organizations with economic
opportunity, workplace development and education, international trade, government advocacy and business
connections. The Surrey Board of Trade has 2,100 business members, representing 6,000 business contacts and
over 60,000 employees. We support business, attract business and improve economic efficiencies for business
through government lobbying. The Surrey Board of Trade is the go-to place for business resources and
information. We believe that transportation and education are the two economic foundations of building a city.
*In compliance with the CASL Anti-Spam Legislation, if you would like to stop receiving emails from the Surrey
Board of Trade, please email me at anita@businessinsurrey.com
__________________________________
H. Captain (Navy) Anita Patil Hu