HomeMy WebLinkAbout2016-02-22 Council Workshop Agenda and Reports.pdf
City of Maple Ridge
1. ADOPTION OF THE AGENDA
2. MINUTES
2.1 Minutes of the February 15, 2016 Council Workshop Meeting
3. PRESENTATIONS AT THE REQUEST OF COUNCIL
4. MAYOR AND COUNCILLORS’ REPORTS
5. UNFINISHED AND NEW BUSINESS
5.1 Interim Shelter Update
Verbal presentation by Greg Richmond, Executive Director and Sean Speer,
Director, RainCity Housing and Support Society
5.2 Albion Community Centre Concept Plan
Presentation by Paul Fast, HCMA Architecture + Design
COUNCIL WORKSHOP AGENDA
February 22, 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
February 22, 2016
Closed Council following Workshop
February 23, 2016
Council Meeting 7:00 p.m.
Council Workshop
February 22, 2016
Page 2 of 4
5.3 Parks, Recreation and Culture Infrastructure Update
Staff report dated February 22, 2016 recommending the endorsement of the next
steps in development of an overall program for the development of parks,
recreation and culture amenities.
5.4 Albion Flats Area Plan - Land Use Planning Workshop
Staff report dated February 22, 2016 providing information for the preparation for
the land use planning workshop for the Albion Flats Area Plan.
5.5 Child Care Major Capital Funding
Staff report dated February 22, 2016 recommending that staff be directed to
prepare an application for Child Care Major Capital Funding for a multi-age
childcare centre to be included in the design of the Albion Community Centre.
5.6 Council Priorities – Approach
Staff report dated February 22, 2016 recommending that the approach to
establishing Council’s priorities be implemented as described.
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 Alouette River Management Society (“ARMS”) – Project Proposal
E-mail dated February 14, 2016 from Greta Borick-Cunningham, Executive
Director, ARMS requesting a letter of support for an application by ARMS to the
Pacific Salmon Foundation Community Salmon Program for funding for a project
proposed for the 232 Street Off-Channel near the South Alouette River.
Council Workshop
February 22, 2016
Page 3 of 4
6.2 Upcoming Events
Date: April 13, 2016
Time: 1:30 p.m.
Exploring Substance Use & Addictions – Clarke Foundation
Theatre
Organizer: District of Mission
7.BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL
Links to member associations:
•Union of British Columbia Municipalities (“UBCM”) Newsletter The Compass
o http://www.ubcm.ca/EN/main/resources/past-issues-compass/2016-
archive.html
•Lower Mainland Local Government Association (“LMLGA”)
o http://www.lmlga.ca/
•Federation of Canadian Municipalities (“FCM”)
o https://www.fcm.ca/
8.MATTERS DEEMED EXPEDIENT
9.ADJOURNMENT
Checked by: ___________
Date: _________________
Council Workshop
February 22, 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
February 15, 2016
The Minutes of the City Council Workshop held on February 15, 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 P. Gill, General Manager Corporate and Financial Services
Councillor K. Duncan F. Quinn, General Manager Public Works and Development
Councillor B. Masse Services
Councillor G Robson C. Marlo, Manager of Legislative Services
Councillor T. Shymkiw Other Staff as Required
Councillor C. Speirs L. Benson, Manager of Sustainability and Corporate
Planning
M. Chorobik, Research Technician
R. McNair, Manager of Bylaws and Licences
C. Carter, Director of Planning
F. Armstrong, Manager of Corporate Communications
Note: These minutes are posted on the City Web Site at www.mapleridge.ca
1.ADOPTION OF THE AGENDA
The agenda was adopted as circulated.
2.MINUTES
2.1 Minutes of the February 1, 2016 Council Workshop Meeting
R/2015-081
It was moved and seconded
That the minutes of the Council Workshop Meeting of February 1, 2016 be
adopted as circulated.
CARRIED
2.1
Council Workshop Minutes
February 15, 2016
Page 2 of 6
2.2 Minutes of Meetings of Committees and Commissions of Council
• Agricultural Advisory Committee – November 26, 2015
• Community Heritage Commission – January 11, 2016
• Public Art Steering Committee – November 24, 2015
R/2016-082
It was moved and seconded
That the minutes of the November 26, 2015 Agricultural Advisory
Committee, the January 11, 2016 Community Heritage Commission and
the November 24, 2015 Public Art Steering Committee be received.
CARRIED
2.3 Business Arising from Committee Minutes – Nil
3. PRESENTATIONS AT THE REQUEST OF COUNCIL – Nil
Note: Item 4 was dealt with following Item 6.1
4. MAYOR’S AND COUNCILLORS’ REPORTS
Councillor Speirs
Councillor Speirs attended meetings of the Agricultural Advisory Committee
and the Metro Vancouver Utilities Committee.
Councillor Duncan
Councillor Duncan thanked Council members for their participated in Eating
Healthy Week.
Councillor Robson
Councillor Robson provided an update on Syrian refugees in the community.
Councillor Masse
Councillor Masse attended a Metro Vancouver Climate Change Committee
meeting, a Minister’s Dinner event hosted by the BC Economic Development
Association and a community workshop for an elementary school and
community centre in Albion.
Council Workshop Minutes
February 15, 2016
Page 3 of 6
Councillor Bell
Councillor Bell advised that she continues to receive feedback on hospital
parking and letters to the newspaper. She also advised that the petition for
increased ambulance service for Maple Ridge has over 10,000 signatures.
Mayor Read
Mayor Read advised that information was coming from the Province
pertaining to the decision on the placement of additional ambulances. She
provided an update on the Metro Vancouver Housing Committee meeting,
Councillor Shymkiw
Councillor Shymkiw attended a Minister’s Dinner event hosted by the BC
Economic Development Association, the St. Patrick’s School’s annual Literacy
Day and meetings of the Open Government Task Force, the Pitt Meadows
Airport Society, the Metro Vancouver Parks Committee and the Maple Ridge
Parks & Leisure Services Commission. He also attended a meeting with
former members of the Economic Advisory Committee and met with Division
of Family Practice. Councillor Shymkiw also met with the Chair and the Vice
Chair of the Maple Ridge Pitt Meadows Chamber of Commerce.
5. UNFINISHED AND NEW BUSINESS
5.1 Energy and Climate Presentation – Metro Vancouver
• Allan Neilson, General Manager, Planning, Policy and Environment,
Metro Vancouver
• Roger Quan – Director, Air Quality and Climate Change
• Elisa Campbell – Director, Regional Planning
• Jason Emmert – Air Quality Planner
The representatives from Metro Vancouver gave a PowerPoint presentation
that provided an overview of Metro Vancouver’s energy and climate change
initiatives and the role of municipal government.
The Manager of Sustainability and Corporate Planning and the Research
Technician gave a PowerPoint presentation providing information on the City’s
energy and emissions initiatives.
Note: Item 5.4 was dealt with prior to Item 5.2
Council Workshop Minutes
February 15, 2016
Page 4 of 6
5.2 Remedial Action for the Removal of a Garage located at 12061 Laity Street
Staff report dated February 15, 2016 recommending that garage at 12061
Laity Street, Maple Ridge BC be declared a hazardous condition and must be
demolished by the owner no later than thirty days of receiving notice of a
resolution of Council.
R/2016-083
It was moved and seconded
1. That the garage at 12061 Laity St., Maple Ridge, BC, legally described
as PID 006-199-704, Lot 130 District Lot 242 Group 1 New Westminster
District Plan 47517 be declared a hazardous condition within the
meaning of paragraph 73 1 (a) of the Community Charter;
2. That the Owner must, no later than thirty (30) days after receiving a copy
of this resolution, demolish the dilapidated and unsafe garage.
CARRIED
5.3 Community Hall Meeting Options
Staff report dated February 15, 2016 providing information on options for
holding community hall meetings.
The Manager of Legislative Services reviewed the report.
R/2016-084
It was moved and seconded
That the invitation from the Thornhill Community Executive be deferred to
allow the Mayor to further investigate options for meeting with their
association.
CARRIED
5.4 Pitt Meadows Airport Society
Staff report dated February 15, 2016 providing background information on
the history of the Pitt Meadows Regional Airport and the role that the Cities of
Maple Ridge and Pitt Meadows play in its governance.
The Manager of Legislative Services reviewed the report.
Council Workshop Minutes
February 15, 2016
Page 5 of 6
Note: The meeting was recessed at 12:35 p.m. and reconvened at 2:23 p.m.
Councillor Masse was not in attendance when the meeting was reconvened.
6. CORRESPONDENCE
6.1 Upcoming Events
Date: February 19, 2016
Time: 6:00 p.m.
Event: Blue Heron Gallery Official Opening, Osprey Village,
105-10996 Barnston View Road, Pitt Meadows
Organizer: Blue Heron Gallery
Date: February 27, 2016
Time: 6:00 p.m.
2015 Business Excellence Awards Gala, SKY Hanger, 170 –
18799 Airport Way, Pitt Meadows
Organizer: Maple Ridge Pitt Meadows Chamber of Commerce
Date: March 10, 2016
Time: 9:00 a.m.
Healthy Communities: Moving Upstream for Greater Impact,
University of the Fraser Valley, 33884 King Road, Abbotsford
Organizer: Fraser Health
Date: April 6, 2016
Time: 6:00 p.m.
Bowl for Kids Sake, Rev’s Bowling, 22730 119 Avenue, Maple
Ridge
Organizer: Big Brothers Big Sisters
Date: April 16, 2016
Time: 3:00 p.m.
Field Trip to North Vancouver Archives – meet at the ACT
Organizer: Maple Ridge Community Heritage Commission
7. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL
Links to member associations:
• Union of British Columbia Municipalities (“UBCM”) Newsletter The
Compass
o http://www.ubcm.ca/EN/main/resources/past-issues-compass/2016-
archive.html
• Lower Mainland Local Government Association (“LMLGA”)
o http://www.lmlga.ca/
• Federation of Canadian Municipalities (“FCM”)
o https://www.fcm.ca/
Note: Councillor Masse joined the reconvened meeting at 2:27 p.m.
Council Workshop Minutes
February 15, 2016
Page 6 of 6
8. MATTERS DEEMED EXPEDIENT – Nil
9. ADJOURNMENT – 2:48 p.m.
_______________________________
N. Read, Mayor
Certified Correct
___________________________________
C. Marlo, Corporate Officer
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: February 22, 2016
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Parks, Recreation and Culture Infrastructure Update
EXECUTIVE SUMMARY:
Council has discussed a number of projects related to parks, recreation and culture infrastructure
over the past number of weeks. This includes the rehabilitation and repair of the Maple Ridge
Leisure Centre, a new aquatic facility, a community centre in Albion in conjunction with an
elementary school and neighbourhood learning centre, and a prioritization process for major
infrastructure projects in the Parks, Recreation and Culture Plan developed in 2010.
In addition, in response to concern expressed by Council about a lack of investment in sport and
recreation infrastructure, Council was presented with a funding strategy during the 2016 – 2020
business planning presentations that could be employed if Council wishes to expedite the
development of community amenities such as this.
This report provides a brief overview of the work done to date, how the projects interrelate, and next
steps that staff will be taking. The purpose of this report is to ensure clarity and to provide Council
with an opportunity to provide additional direction if Council feels that this is required.
RECOMMENDATIONS:
Receive for information and endorse the next steps outlined in the report titled Parks, Recreation
and Culture Infrastructure Update, dated February 22, 2016.
DISCUSSION:
a)Background Context:
Parks, Recreation and Culture Master Plan
The current Parks, Recreation and Culture Master Plan (Master Plan) was completed and
adopted by Council in 2010 following an extensive community consultation process.
Recommendations in the Master Plan included a number of parks, recreation and culture
infrastructure projects. Although this plan was adopted, Council of the day did not wish to
proceed with establishing a funding source to implement major recommendations and the
prioritization of these projects was therefore not completed. Major projects in the Master
Plan can only proceed if a funding plan is established to accommodate them. In order to
finalize a funding plan, it is necessary to confirm which recommendations Council wants to
move forward as a short, medium or long‐term priority.
1
5.3
Parks and Recreation Infrastructure Funding
Although no significant funding source was established for significant projects, a modest
program was put in place in 2013 beginning with a 1/8 percent tax increase and a 1/2 percent
tax increase in subsequent years. A portion of this funding was used to create a park planning
technician position a number of years ago. The remaining funds have accumulated to
$520,000 so far, and are available to be applied toward future costs such as a small parks and
recreation infrastructure project or toward operating costs of a new facility.
More recently, Council discussed a lack of investment in significant sports and recreation
infrastructure in the lead up to the 2016 business planning process. Staff responded by
bringing forward a funding strategy for parks and recreation community investments. The
strategy is not currently incorporated into the 2016 ‐ 2020 Financial Plan. Instead, it provides
a recommended approach if Council wishes to expedite the development of sports and
recreation infrastructure. The strategy demonstrated that Council could invest $110M in
parks, recreation and cultural amenities over the next four years with an additional tax increase
of 0.75% for 2017 ‐ 2024 and the commitment of funds currently servicing existing debt that
expires in 2017. The capacity to provide for debt servicing and a substantial portion of the
operating costs was included in the model, though the model would have to be refined as the list
of amenities is defined. If Council wishes to proceed with a borrowing strategy such as this it will
require both Ministry and elector approval.
Infrastructure Replacement Funding
In addition to only minimal funding being approved for implementation of the Master
Plan, a funding deficit for the replacement of existing municipal infrastructure had accrued in
Maple Ridge as in many other municipalities. To address this Council initiated a program of a
1% tax increase each year to fund infrastructure replacement projects. Although this increase
in funding began in 2008, it was only in recent years that the revenue that this program
generated had accumulated to an amount that would enable the City to address significant
infrastructure replacement projects such as the retrofit of the Maple Ridge Leisure Centre
(MRLC). The accumulation of adequate funding to tackle a major repair such as this coincided
with emerging information about the MRLC such as as leaking pool tanks and major components
reaching or exceeding their expected useful life expectancy, which raised the status of the MRLC
repairs to a top priority.
In November 2014, Council endorsed a recommendation to use $1.5M that had accumulated
in the infrastructure reserve to fund repairs to the MRLC together with an annual allocation from
the reserve over 5 years to recover the balance of the facility rehabilitation costs. Total costs
were expected to be approximately $5M had this work proceeded in 2016. The cost to
rehabilitate and repair the MRLC in the future is expected to be considerably higher. However,
the initial funding plan remains in place in the event that a major issue needs to be addressed in
the interim.
Maple Ridge Leisure Centre
Although the Maple Ridge Leisure Centre (MRLC) is included in Council’s list of infrastructure
projects that are in the process of being prioritized, discussions on a retrofit to this facility began
some time ago. Staff provided an update on the need for MRLC repairs to Council in July 2014.
At that time, Council asked for additional information including a funding strategy for this
project. This follow-up report came back to Council in November 2014, including the
2
financial strategy described above to use infrastructure funding to advance the project
quickly so that renovations and repairs could occur in 2016.
In November 2014, Council provided direction to retain the services of an architect and
mechanical engineer to complete the detailed design and tender documents for the MRLC
renovations and repairs. An RFP for this work was issued in December 2014 and in February,
2015 Council gave staff direction to award the architectural design services to SHAPE
Architecture Inc. AME Consulting Group Professional Engineers formed part of the design team
that developed the engineered solutions. The design developed by SHAPE Architecture was
subsequently approved by Council and direction was provided to tender the project.
In December, 2015, staff brought back a report with a recommendation to award the
construction contract. New information gathered through the construction tender process
presented in this report was that the work would necessitate a closure of the entire aquatic
area for up to one year. In prior discussions with the engineer and architect involved in design
development staff had anticipated that the project would be phased and would
require a less lengthy closure of perhaps a few months. Council expressed concern about the
impact a one year closure would have on the public and consequently deferred awarding
the contract so that staff could bring back a report with more information including whether the
work could be completed without such a significant closure to the aquatic facility.
The follow‐up report came back to Council on December 10, 2015 and included a revised
schedule that minimized the closure of the main pool tank. However, the leisure pool, hot tub
and teach pool still required a one year closure. The loss of access to these areas would have
a significant impact on the majority of our aquatic facility patrons. As a result of this
information, Council made three decisions:
1. To collapse the tender process that was underway for the pool renovations.
2. To direct staff to bring back a report recommending a site, concept plan, public
engagement process and plan that outlines the funding source and approval process for a
new aquatic facility.
3. To direct staff to prepare a report that provides options on the future of the Maple Ridge
Leisure Centre Facility.
The main thrust of Council’s discussion was that the renovations and major repairs to the MRLC
could be addressed after a second aquatic facility is open in order to significantly reduce
disrupted access to aquatic services for those citizens who rely on use of the pool.
A report on options for the MRLC will be brought back to Council once a decision has been
made about proceeding with a second aquatic facility. While the MRLC remains safe to use it
is important that the necessary repairs are addressed in a timely manner. In addition, there is
some risk that a repair issue may escalate so that it will need to be dealt with in a more urgent
manner than the time it will take to construct a new aquatic facility. Staff will monitor the
function of the facility and keep Council informed if new issues or concerns arise.
3
A New Aquatic Facility
In response to the direction that Council provided on December 10, 2015, staff brought forward
reports on January 19 and February 1, 2016, to Closed Council Meetings regarding potential
locations for a new aquatic facility. This responds to the first part of Council’s
recommendation to direct staff to bring back a report recommending a site, concept plan,
public engagement process and plan that outlines the funding source and approval process for
a new aquatic facility. A third report on this topic is scheduled to come to a Closed Council
m eeting on March 7 , 2016.
Albion Community Hall
In January 2015, the City of Maple Ridge entered into a Memorandum of Understanding with
School District No. 24 to conduct a joint community consultation process for an elementary
school, neighbourhood learning centre, and community centre to be co-located in Albion. Council
moved the consultation component of this amenity forward before completion of the
prioritization process in order to capture the opportunity to work with the School Board to
collaborate on developing a community vision for these amenities.
This public engagement process is well underway. The joint community consultation began
with a community workshop attended by approximately 100 people on February 10, 2016 and
an on‐line survey that has received 216 responses to date. A draft concept plan will be
brought back to a public workshop that the community has been invited to attend on
February 25, 2016, and a second opportunity will be provided to input to this concept plan
using an on‐line survey. The final concept will then come back to Council for decision making.
This investment will require borrowing and a public approval process before proceeding and
operating costs will need to be planned into the budget.
Parks, Recreation and Culture Prioritization Process
Following business plan and financial plan presentations, Council proceeded with a process to
prioritize key projects recommended in the Master Plan. At a Special Council Meeting on
December 15, 2015, Brian Johnston led Council through a discussion to confirm Council’s list
of proposed infrastructure projects to be considered during this prioritization process and to
define the criteria that Council will use. Following this discussion Council asked staff to work
with the consultant and HCMA Architects to place the projects into “bundles” that recognize the
synergies that can be gained by co-locating particular amenities. A summary of the
infrastructure bundles is shown in Schedule A attached to this report, listed in no particular
order.
The infrastructure bundles were brought back to a Council Workshop on January 11, 2016.
Council then requested that the consultant and staff apply the criteria to the bundled facility list
and this third report on this topic is expected to come to Council Workshop on March 7,
2016.
Community Engagement and Approval Processes
A comprehensive community engagement process will be undertaken once Council has
confirmed a list of priorities that they wish to bring forward to the community for feedback.
Once the list of priorities is defined electoral approval will also be required to approve the
borrowing strategy. General information on both the community engagement and electoral
4
approval processes is described below, noting that a decision on a specific engagement
program and approval process will be brought forward to Council further along in the planning
process.
The scope of the public engagement program that will be put in place for the overall parks,
recreation and culture infrastructure program will be comprehensive. It will include a number
of workshops and on‐line options that will make it easy for citizens to engage in providing
their feedback. The goal of the public engagement program will be to ensure that citizens have
ample opportunity to provide their input given the significance of the potential infrastructure
projects. A communications plan will be employed to ensure that the public is
fully informed about the process. Once community input is received, that information will
be brought back to Council to consider when making decisions about next steps. The City will
need to borrow for an investment of this size, and this will require public approval.
In addition, the community will be engaged in a planning process for each facility that Council
chooses to proceed with in the lead up to the development of each project in a process that is
similar to what we are currently conducting for the Albion Community Centre.
Before proceeding with long-term borrowing for a capital commitment, a loan authorization bylaw
must be approved by the Inspector of Municipalities and the electors. Approval of the electors
can be obtained either through the assent process or through the alternative approval
process. The assent process is very similar to a local government election with advance voting
opportunities and a general voting day with polling stations set up in convenient public
locations. Costs would be similar to an election. In 2014, election costs were $83,000. Under
the alternative approval process Council can proceed with the bylaw if fewer than 10% of the
electors submit a response form indicating that, in their opinion, Council cannot proceed without
receiving assent of the electors. The cost of the alternative approval process is estimated to be
under $10,000 for the required advertising, supplies and staff time.
Next Steps
To work with Council to:
1. Complete the prioritization process for significant projects in the Parks, Recreation and
Culture Master Plan.
2. To develop an implementation schedule for the priority projects.
3. To finalize the borrowing strategy and operating costs for each of the identified projects and
conduct a public approval process.
4. To develop and implement a communication plan, community engagement and consultation
process for the overall Parks, Recreation and Culture infrastructure program.
The above steps will develop an overall program for the development of parks, recreation and
culture amenities along with an implementation schedule and electoral approval. However, a
fulsome community engagement process will also be implemented for each particular amenity
that is prioritized leading up to the development of each project.
5
b) Strategic Alignment:
The work to move forward with the development of Parks, Recreation and Culture infrastructure
projects aligns with the Parks, Recreation and Cultural Plan adopted in 2010.
c) Citizen/Customer Implications:
Parks, Recreation and Cultural facilities support citizens to maintain healthy lifestyles through
their participation in sport, recreation, arts, and culture in venues that allow citizens to connect
with their neighbours and communities of common interest.
d) Interdepartmental Implications:
Various departments provide support to Community Development, Parks and Recreation as new
facilities are developed including Planning, Engineering, Building, Clerks, Communications and
Finance.
e) Business Plan/Financial Implications:
When the parks and recreation infrastructure prioritization process is complete, the resulting
priority projects will need to be incorporated into both Capital and Operating Budgets. Mr. Gill,
General Manager of Corporate and Financial Services presented Council with a sample strategy
that could be used to invest up to $110M in parks, recreation and cultural amenities over the
next four years. However, the final funding strategy will be need to be refined to fit the
prioritization and implementation schedule that Council establishes.
CONCLUSIONS:
Significant emphasis has been placed on discussing parks, recreation and cultural amenities over
the past number of weeks. Information provided in this report summarizes that work.
Staff will continue to work with Council to complete the prioritization of major parks, recreation and
culture infrastructure projects at the March 7, 2016 Council Workshop. Once project priorities are
established an implementation schedule will be developed, as will a community engagement and
consultation process. Finance staff will then finalize the borrowing strategy, operating costs will be
determined and included in future budgets, and the Clerks Department will support the public
approval process. Council will be involved in all decisions at each step in this process.
For specific projects where planning has begun:
1. A report on potential locations for a new aquatic facility will be brought back to the March 7,
2016 Closed Council Meeting. After a site has been selected the remaining planning discussions
will occur in public meetings.
2. Once Council has determined the priority and timing of a second aquatic facility, staff will bring
back a report recommending how to proceed with rehabilitation and repairs to the Maple Ridge
Leisure Centre.
3. The concept plan that is being developed for the Albion Community Centre will be presented to
Council on February 22, 2016, and then brought back to the community for comment on
February 25, 2016.
6
CONCLUSIONS (cont’d)
Although work has begun on the above projects, they are included in the prioritization process and
implementation schedule that Council is working to develop. This larger planning process will
encapsulate all of the individual initiatives that have been discussed within this report.
“Original signed by Kelly Swift”
_______________________________________________
Prepared by: Kelly Swift, General Manager,
Community Development, Parks & Recreation
“Original signed by Ted Swabey”
_______________________________________________
Concurrence: E. C. Swabey
Chief Administrative Officer
:ks
Attachment: Appendix A
7
Appendix A
Summary of Parks, Recreation and Culture Facility Bundles
Facility Bundle Components
Multi‐Use Wellness Complex Aquatic facility, multipurpose rooms, event space, indoor
track, fitness centre, and curling rink
Maple Ridge Leisure Centre Upgrades to the mechanical, plumbing, and chlorine systems
and improved accessibility
Synthetic Fields and Stadium New synthetic fields, a covered stadium, seating and
related amenities
Cultural Facility Museum, archives, performing arts theatre space,
programming and educational spaces, and a tourism
information area
Active and Youth Facilities Youth action park and active youth spaces for emerging
sports
Ice Rinks Retrofit of the third sheet of ice and the addition of a fourth
sheet of ice at Planet Ice
Neighbourhood Amenities A new Albion Community Hall, retrofit of Hammond Hall, and
a recreation amenity in Silver Valley that would provide a
gathering place
Farm and Agricultural Facilities Community gardens, support for 4‐H facilities and the North
Fraser Therapeutic Riding Association
Trail Expansion A destination trail amenity such as a Blue Mountain or
Thornhill “Grind”
Water Play Park Located in the downtown
Dog Parks Three to five additional dog parks
Jackson Farm Community consultation and development of a Master Plan to
create a community vision for this parkland
8
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: February 22, 2016
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Albion Flats Area Plan - Land Use Planning Workshop
EXECUTIVE SUMMARY:
In October 2015 Council endorsed the planning process to complete the Albion Flats Area Plan. The
process includes a return to the 2010 charrette outcomes as a starting place to develop a revised
Concept Plan for consultation and agency review, prior to preparation of the Official Community Plan
amending bylaw.
The planning process includes the four phases of:
Phase 1 – planning process initiation and Council workshop;
Phase 2 – Concept Plan endorsement and consultation;
Phase 3 – ALR exclusion application; and
Phase 4 – Official Community Plan amending bylaw
A key step in Phase 1 is the land use planning workshop with Council that is designed as an
opportunity for Council to identify their ideas and priorities for the Albion Flats and to provide
guidance to staff for a new draft concept plan.
The attached Workshop Brief (Appendix A) provides necessary background information for Council in
preparation for the land use planning workshop. Much of this information is derived from the
previous 2010 planning work and includes updates where available.
RECOMMENDATION:
For information
DISCUSSION:
a)Background Context:
On Monday, October 5, 2015 Council endorsed a renewed planning process to complete a revised
land use concept plan and Albion Flats Area Plan Bylaw. The process outlines revisiting the 2010
charrette outcomes and community stakeholder input as the basis for revising the land use concept
and moving forward to complete the Area Plan Bylaw.
5.4
The Albion Flats Area Plan process is organized in the following way:
Phase 1: Re-Establish & Initiate an Area Plan Process
Phase one includes a review of previous community and stakeholder input provided, planning work
completed, and an assessment of the current situation and Council’s priorities for Albion Flats today.
The Council Land Use Planning workshop is a key step in completing Phase 1 of the area plan
process. This workshop is designed as an opportunity for staff to understand Council’s priorities and
work together to create the framework for a new draft concept plan.
Phase 2: Concept Plan Endorsement
Phase two works to re-draft an updated land use concept plan for Albion Flats. This will include a
general concept plan, overview, and explanation of land use designations. A revised preliminary
concept plan will be provided for public and stakeholder review. Feedback from this review will be
used to refine and revise the draft plan prior to seeking Council endorsement and the direction to
prepare an Area Plan Bylaw.
Phase 3: ALR Exclusion
Following Council’s endorsement of the Albion Flats Concept Plan, Council will determine when or if
the City will submit a block Exclusion application to the ALC. In previous correspondence, the ALC
has indicated that they can support exclusion of lands south of 105th Avenue, with conditions
related to drainage and storm water management for the lands to the north of 105th Avenue.
Phase 4: Area Plan Bylaw
An Area Plan Bylaw process will be outlined in the staff report that will seek Council’s endorsement
of the concept plan, including any additional consultation events and the process for a Regional
Growth Strategy amendment.
b) Land Use Planning Workshop Approach:
The intent and outcomes of this workshop are to:
Discuss and identify specific land use priorities for Albion Flats with Council, and;
List issues and opportunities for technical review.
Council will be provided with an overview of the four 2010 charrette options and then engage in a
discussion of what land uses are supported for each option.
The intent of the workshop is to create a high level framework that will be the basis for a revised
draft concept plan. Recognizing this is a high level discussion, all issues and concerns will be
recorded on a flip chart to be reviewed and explored in detail as part of the technical review process
for a revised draft concept plan.
Following completion of the workshop, a draft concept plan (or plans) will be prepared with input
from other municipal Departments on the identified technical issues, prior to presenting the draft
concept plan(s) Council for further discussion.
CONCLUSIONS:
The Workshop Brief, attached as Appendix A, provides information for Council to preparation for the
land use planning workshop. Much of this information is derived from the previous 2010 planning
work and includes updates where available. It also contains a number of precedents and questions
that outline a broad range of possibilities for consideration in the Albion Flats.
The intended outcomes of the workshop are to understand Council’s ideas and priorities for the
Albion Flats and to set a clear framework for a revised concept plan.
“Original signed by Jim Charlebois”_________________
Prepared by: Jim Charlebois, MURP, MCIP, RPP
Manager of Community Planning
“Original signed by Christine Carter”__________________
Approved by: Christine Carter, M.PL., 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 E.C. Swabey”______________________
Concurrence: E.C. Swabey
Chief Administrative Officer
Attachment A: Albion Flats Land Use Planning Workshop Brief, February 22, 2016
Land Use Planning Workshop Brief
February 22, 2016
APPENDIX A
2
Council Land Use Planning Workshop
In October 2015 Council endorsed a planning process to complete the
Albion Flats Area Plan. A key step in this process is the Council land use
planning workshop. This workshop is an opportunity for staff to with
Council, their priorities for the Flats and to work together to create a
new draft concept plan using the 2010 Albion Flats Design Charrette
outcomes as a starting point.
The Workshop Brief
This workshop brief provides necessary background information for
Council in preparation for the land use planning workshop. Much of this
information is derived from the previous 2010 planning work and
includes updates where available.
OVERVIEW
Why a Concept Plan?
A concept plan outlines high-level
ideas and future land use intent for
a given planning area. Typically, a
concept plan is developed to help
identify issues and questions, along
with an overall vision or set of land
use directions. It also provides a
basis for discussion with the
community and stakeholders.
3
WORKSHOP AGENDA
10mins
Introduction:
Welcome
Intended outcomes
Discuss and identify specific land use priorities for the
Albion Flats with Council; and
List items for technical review.
60 – 75 mins
Detailed Review of the 2010 Charrette & Land Use Concepts:
What do you like about each concept?
Summary of land use directions
OUTCOME: list of land use priorities and direction for revised draft concept plan option(s)
10 mins
Next Steps:
Outline the next steps in the planning process
2
4
Official Community Plan
Current Land Use Designations within the OCP:
Park in the ALR
Agricultural
Urban Residential
Institutional
Commercial
Conservation
OCP Policy Framework
6-15 Maple Ridge will work with Metro Vancouver,
the Greater Vancouver Sewerage and Drainage
District (GVS&DD) and the Agricultural Land
Commission (ALC) to determine the future of the
Albion Flats in conjunction with community,
Regional, and Provincial goals.
6-16 Prior to Council giving consideration to a
change in land use, an extension of municipal
services, or an amendment to the Urban Area
Boundary, Maple Ridge will:
I. Develop and implement a Comprehensive
Strategy1 as outlined in Section 11.1.3; and,
II. Collaborate with Regional and Provincial
authorities to complete a comparative
analysis to review land use, social,
economic, and environmental goals.
The Commercial and Industrial Strategy also
outlines the potential for the Albion Flats to
provide lands for employment uses.
1 Comprehensive Strategy is identified to include the
Agricultural Plan, Urban Area Boundary Review, Commercial &
Industrial Strategy and all projects completed and endorsed.
Regional Growth Strategy
Albion Flats is considered a “Special Study Area” in
the Metro Vancouver Regional Growth Strategy.
This means that Metro Vancouver recognizes land
use within the Albion Flats may change. To amend
this designation within the Regional Growth
Strategy, a Type 3 minor amendment is required.
This type of amendment requires a 50% +1
weighted vote but no regional public hearing.
BACKGROUND
5
Discussion and correspondence with the Agricultural Land Commission since the early 1990s has
indicated a willingness to consider exclusions of property south of 105th Avenue. Below is a brief
chronology of the history. It is important to note that while the Commission has changed over the years,
the consistency of the message regarding lands in Albion Flats has not changed.
1993 – The Commission notified the City (then District) it was prepared to consider a wide range of uses
within the Albion Flats area and would work with staff to determine the uses that would be permitted
within the ALR; and include appropriate mitigation to address storm water run-off and uncontrolled
weed growth as well as appropriate site planning standards.
1998 – The ALC excludes the Slatford site (south west corner of Slatford & 104th) and notified the City
that the remaining lands in the south east portion of the Albion Flats ought to be considered for
exclusion and that the City may want to consider a block exclusion for this area.
1999 – A draft land use concept plan for Albion Flats was developed and the ALC endorses this plan. The
plan shows the lands to the north of 105th Ave were to remain in the ALR, the lands south include an
agri-industrial area fronting Lougheed Hwy, expanded recreation and residential uses. The Commission
further noted that once an agri-industrial zone was created, the Commission would consider delegating
the City the authority to receive and decide the related ALC applications for subdivision and non-farm
use within this portion of the area.
2000 – Council resolved for staff to bring forth an application for exclusion for consideration.
2001 – Council does not adopt the land use concept plan for Albion Flats due to outstanding issues. The
concept is put on hold until after the Official Community Plan Review is completed.
2006 – OCP adopted includes policies for land use in the Albion Flats.
2010 – Albion Flats Concept Plan Process is initiated. This includes background technical reports and
stakeholder and community engagement, including a large community design charrette, producing four
conceptual options for Albion Flats. Staff advises Council to forward all scenarios developed at the
charrette to the ALC for comment.
2011 –Council utilizes the four concepts from the charrette to develop one blended concept plan
showing the full area developed with auto-oriented shopping primarily north of 105th. This blended
concept is referred to the ALC for review and comment. The ALC indicates it will not support an
exclusion of lands north of 105th but will consider a block exclusion of lands south of 105th on the
condition that drainage issues and agricultural viability is addressed north of 105th.
ALC CORRENSPONDENCE HISTORY
6
Planning Area Context
Albion Industrial Area
provides nearby
employment &
industrial lands.
Albion Area:
Increasing
population /
housing. Increases
need for community
amenities.
Albion Flats
133 hectares
(329 acres)
Existing historic
commercial
(Bruce’s Market).
Lougheed Hwy,
accessible to
downtown.
Planet Ice &
existing Albion
Fairgrounds.
Existing agricultural
lands, noted issues
with drainage and
agricultural viability.
New residential
development.
Potential for future
transit hub / West
Coast Express Station
South of 105th
90 hectares
(219 acres)
North of
105th
38 hectares
(91 acres)
7
ALR Lands
ALC Comments (2011):
indicated support for exclusion
south of 105th Ave only, with
conditions to remediate
drainage and agricultural
viability of lands north of 105th.
Recent discussions with ALC
indicate no change in this
position.
Albion Flats – Metro Vancouver
Special Study Area
8
Metro Vancouver RGS
Metro Vancouver:
Albion Flats is considered a special
study area, which recognizes a future
change in land use. Any change would
trigger a Type 3 Amendment which
would require a 50+1 weighted Board
vote and no public hearing is required.
9
Municipally Owned Lands
There are a number of properties
within the Planning Area
Boundary. The City is a primary
land owner.
Fairgrounds are considered
“Park in the ALR”.
City owned lands
South of 105th
23 hectares
(57 acres)
City owned lands
North of 105th -
6.6 hectares
(16 acres)
10
Environmental Considerations
11
Current & Recent Development
12
Overview
The Albion Flats Concept Plan Study was launched in
2010. The process included stakeholder meetings, a
Community Forum, a two day design charrette,
meeting with land owners, a public open house and
charrette follow up meeting. The results of the
charrette process were four land use options - two
for lands north of 105th Ave and two south of 105th
Ave. The following pages provide:
an overview of each option
the “big ideas” contained in each option, and;
land uses within each concept.
2010 Community Input
In 2010, stakeholders and residents were concerned
with the following issues:
need for retail services and shopping
opportunities in the City
need for local jobs, but concern with the
impact of employment uses in Albion Flats
on the Town Centre
expanded recreation opportunities, parks
and trail connectivity
need for better transit and a West Coast
Express Station with increased development
preservation of agricultural lands and
activities
environmental conservation of natural
features and watercourses
concern for road congestion with any new
development
A recent community and stakeholder online
questionnaire was launched this month to
provide an update on the community’s current
thinking for Albion Flats today. A summary of
this input will be available for review with the
next Council update.
The “Big Question” - What
do you like about each
land use concept option?
Consider the following questions for each option:
1. What do you like about each concept?
2. Are there other land uses to consider?
3. Do you think the land uses for each option are
located in the best locations?
4. What other opportunities or considerations do
you see?
2010 CHARRETTE & OUTCOMES
13
Option 1: Agriculture
This option shows little change to the overall agricultural use of lands north of 105th Ave. However the
concept adds a component of agricultural focused development with supportive commercial activity (a
‘farm-food hub’) along Lougheed Hwy and 105th Ave. The ‘food hub’ could include valued added
agriculture and related commercial uses, such as farm gate markets, farm school, micro-enterprise
farming, industrial community kitchen, a restaurant, brew pub, etc.
Land Uses:
Agriculture
Agri-Industrial
Commercial supportive of agriculture
Environmental conservation areas
14
Option 2: Auto-oriented Commercial
This concept shows a significant change of use and development of lands north of 105th Ave. as a mixed
employment node, including both auto-oriented large format commercial and light industrial uses. The
concept tested additional shopping opportunities in Maple Ridge.
Land Uses:
Auto-oriented retail shopping centre
Office / Industrial
Habitat compensation
15
Concept A: Jobs and Commercial
This concept shows an assemblage of several different and somewhat discreet nodes of use including:
two mixed employment nodes, one extending along Lougheed Hwy and one small pocket to the
south towards 240th St.;
two transit oriented mixed use residential/commercial areas along 240th St.;
the existing Albion Fairgrounds with some minor expansion or reconfiguration of lands for
recreational purpose to the east, and;
the existing commercial corner at Lougheed Hwy and 240th St.
Land Uses:
Recreation & Park (Park in the ALR)
Agri-Industrial
Institutional
Office /Light Industrial
Retail
Environmental / Conservation areas
16
Concept B: Recreation
Concept B builds on what’s already happening in Albion Flats. It outlines an assemblage of cohesive uses
that together form a major regional and city-wide recreation and events destination with two small
supporting adjacent nodes of development along 240th St.
Land Uses:
Active Recreation & Park (Park in the ALR)
Mixed employment
Retail (supporting recreational focus)
Mixed use residential and commercial along 240th St.
Environmental / conservation areas
17
What are the big ideas?
As part of the 2010 process, a number of ideas and precedents were put forward for consideration.
These ideas are still valid today and important to shaping a future vision for Albion Flats. It helps to ask
these questions as we move through the planning process to build a stronger framework for future
development.
Can Albion Flats
address global and
regional issues?
The 2010 charrette urged the City to consider
global and regional issues for future planning
in Albion Flats. For example, climate change,
demographic changes, access, healthy
communities, regional food systems, better
transit, etc.
Is there a changing
nature of retail?
With change in the outlook on retail and a
shift in consumer preference for connection
and knowledge of the origin and type of
products they purchase, many municipalities
are moving away from auto-oriented big box
retail model to options that offer a mix of
uses, added value lifestyle components, good
transit access and high quality public realm
elements. Examples include:
Lifestyle village
Mixed use – village commercial
Small scale community serving
Neighbourhood store
IDEAS & PRECEDENTS
Newport Village in Port Moody is a good example of a mixed use
village commercial node. The area supports a range of shops,
services and office space with residential above and pedestrian scale
public realm.
Planning that supports and initiates discussion on regional and global
issues may be the catalyst for change and address the unique
challenges we face today as a community.
18
Is there more to
agriculture use?
The 2010 charrette looked at a wide range of
agricultural uses, including agri-Industrial uses
and value added agricultural activities, such as,
plant nurseries, tree farms, food processing,
farm related education, small scale or artisan
farming, demonstration gardens, food hub
with retail services, a ‘rural park’ and
agricultural related recreational activities
(equestrian stables & trails, demonstration
farm), etc.
How can different uses
be integrated?
Experience has shown the best places tend to
integrate and consider land uses that work
together and support one other. For example,
recreation with related retail or food services,
residential-commercial uses, or park spaces
that support or include agricultural activities,
ecosystem enhancement, etc.
Southlands Heritage Farm is located in Vancouver with a mission to
grow and protect local food systems, while providing visitors with a
chance to experience farm life and understand the unique and
beautiful animals and ecosystems. The Farm runs equestrian facilities,
small horse shows, children’s camps, a farm market, and a host of
other community events year-round.
Agri-industrial uses are value added industries that serve and
support agriculture uses. This may include plant nurseries, tree farms,
food processing, farm related education, small scale or artisan
farming, market gardens, etc.
19
What’s already
happening?
Albion Flats currently supports a number of
land uses all of which have potential to
grow. This could be used as a starting point
for future uses. Whether this be expanding
on current uses or integrating supporting
land uses, taking note of what’s currently
working now is an important consideration
in building a successful future.
How can development
incorporate
environmental
aspects?
In addition to conserving and protecting
valuable ecosystems and watercourses,
considering a more integrated approach to
incorporating greenspace and ecological
components into all land uses, such as trail
systems, storm water management,
landscaping, etc. may result in a better, more
pleasing place and along with it, address
known site issues, such as drainage and
conservation requirements.
Burnaby Lake Sports Complex West is a regional sporting destination
with both artificial and natural turf fields, a clubhouse, tennis courts
and archery fields. The complex is supported by an adjacent node of
recreational related commercial and services (physiotherapists,
massage therapists, etc.).
Storm water and drainage infrastructure can be integrated with
recreational or natural areas.
Terra Nova Rural Park in Richmond is a regional destination park that
hosts agriculturally oriented activities. The park includes a Waterwise
Demonstration Garden, Community Garden and is home to user groups
such as The Sharing Farm and the Terra Nova School Yard Society.
Gardens are used year round for teaching, food market and even a
performance site for small outdoor theatre productions. This park
includes natural areas, bike paths, and children’s adventure playground.
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: February 22, 2016
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Child Care Major Capital Funding
EXECUTIVE SUMMARY:
The City of Maple Ridge and Maple Ridge Pitt Meadows School District 42 have agreed to a joint
public consultation process for an elementary school, neighbourhood learning centre and
community centre in Albion. A public consultation was hosted in the Albion neighbourhood on
February 10, where a collaborative, engaging process provided valuable feedback on the
community’s vision of a neighbourhood learning facility and community centre. Childcare
resources and the provision of services and programs for children 0-12 years of age was
identified as a desirable component within these facilities. The larger school environment would
greatly contribute to early learning experiences and the development and support of connected,
healthy families and communities.
RECOMMENDATIONS:
That staff be directed to prepare an application for Child Care Major Capital Funding for
submission to the Ministry of Children and Family Development, requesting the maximum of
$500,000 to fund a multi-age childcare centre to be included in the design of the Albion
Community Centre.
DISCUSSION:
a)Background Context:
The City of Maple Ridge and School District No. 42 have been working together in
developing a framework to jointly create a neighbourhood hub that includes an
elementary school, learning centre and community centre. This community based,
collaborative concept serves to leverage resources and aims to provide a neighborhood
hub, including childcare programming that is guided by BC’s Early Learning Framework,
developed by the Ministry of Education in partnership with the Ministry of Health and
MCFD and current local health indicator tools such as Early Development Instrument and
Middle Childhood Development Instrument findings.
The Ministry of Child and Family Development (MCFD) is currently receiving applications
for the Child Care Major Capital Funding Program to a maximum of $500,000 for the
1 5.5
creation of licenced child care spaces. Staff recommend that the City and School
District No. 42 apply for this maximum amount for multi-age childcare. The opportunity
to provide childcare on a school site has tremendous benefits for both the school and the
families in the area and due to the close proximity to Samuel Robertson Technical will
also support teen parents with childcare and preschool programming.
The childcare facility would be a component of the Albion Community Centre and given its
location on school grounds, if successful, the Province would provide up to 90%
(maximum of $500,000) contribution of total costs. The remaining costs would be
funded by the City as part of the community centre. One stipulation to note is the City
must commit to the operation of the daycare centre for a minimum of 10 years.
The grant deadline is February 26, 2016.
b) Desired Outcome:
To provide children 0-12 years, neighborhood opportunities for licensed childcare that
will provide an enriched and nurturing environment for early learning. To increase access
to programs and services for young children and families on school grounds, where older
siblings may already be attending, thus further strengthening the bond between the
school environment and positive recreation experiences, foundations of life long learning
and health.
c) Strategic Alignment:
Encourage active and healthy living among citizens through the provision of a variety of
exceptional recreational, educational and social activities.
d) Citizen/Customer Implications:
The Albion neighborhood is mainly served by licensed family childcare and two out-of-
home group care facilities; however, there are few licensed group child care spaces for
the 0-30 months of age. The multi-age child care facility on the new Albion school site
will compliment the existing neighborhood services and continue to fulfill the demand for
non-family group day care needs for children 0-12 years of age.
As was identified through the Middle Childhood Development Instrument that this
neighborhood has three vulnerabilities (sleep, nutrition and adult connectedness) that
the proposed licensed care programs will aim to address.
e) Interdepartmental Implications:
Various departments provide support to Community Development, Parks and Recreation as
new facilities are developed including Planning, Engineering, Building, Clerks,
Communications and Finance.
f) Business Plan/Financial Implications:
Costs beyond the 90% (maximum $500,000) contribution by MCFD would be planned
into the funding of the Albion Community Centre budget. Should grant funding not be
awarded to the City of Maple Ridge, Council could reconsider the scope of the project to
remove this component.
2
CONCLUSIONS:
Staff anticipate notification on the funding application from the Ministry of Child and Family
Development in May 2016.
“Original signed by Christa Balatti”
Prepared by: Christa Balatti, Recreation Manager
Health & Wellness
“Original signed by Wendy McCormick”
Reviewed by: Wendy McCormick, Director Recreation
“Original signed by Kelly Swift”
Approved by: Kelly Swift, General Manager, Community Development
Parks & Recreation Services
“Original signed by Ted Swabey”
Concurrence: E.C. Swabey
Chief Administrative Officer
:cb
3
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: February 22, 2016
and Members of Council
FROM: Chief Administrative Officer MEETING: Council Workshop
SUBJECT: Council Priorities - Approach
EXECUTIVE SUMMARY:
The City of Maple Ridge has a comprehensive Business Planning Framework which attempts to keep
the City’s operations tightly aligned with Council direction. There is an opportunity to strengthen
strategic alignment within that framework. This report outlines an approach to establishing Council’s
priorities, and a calendar to support decision-making for implementation of Council priorities.
RECOMMENDATION:
That the approach outlined in the report entitled Council Priorities–Approach, dated February
22, 2016, be implemented.
a)Background Context:
2016 Business Plans
Council recently adopted a 2016-2020 financial plan and departmental business plans for
2016 in alignment with Council direction and the workplan priorities established in 2015.
These plans will continue to be implemented throughout 2016.
2017 Business Plans
Since that time, there have been a number of emerging workplan items, and items raised by
individual Council members. Some of these items have been addressed, and others need
review by Council to determine how they relate to Council priorities for 2017 and beyond.
An assessment of these items and Council’s priorities will strengthen strategic alignment for
the next annual round of business planning.
a)Approach:
It is recommended that the following approach be taken:
•Two half-day closed Council sessions will be held off-site;
•The sessions will be facilitated by a senior consultant;
•Senior staff will be in attendance to provide information if required;
•Prep work: Facilitator will interview each Council member on interests related to Council
priorities for 2017 and beyond;
•Council session 1: Review and discuss Council priorities;
•Council session 2: Review and discuss a calendar of Council reports to support
achievement of Council priorities;5.6
• Follow-up:
o A high-level summary highlighting the Council priorities will be discussed at an
open Council Meeting;
o A facilitated progress review session will be held six months or so following the
Council sessions to assess progress.
b) Desired Outcome:
1. Council agreement on workplan priorities for 2017-2018.
2. A calendar of Council reports to support decision-making for implementation of
Council priorities.
c) Citizen/Customer Implications:
Clarifying Council priorities will inform citizens, the business community, community groups,
and others, and will provide clear direction to staff for annual business planning.
d) Business Plan/Financial Implications:
An annual budget of $10,000 for this review is available.
For context, the Business Planning Framework is summarized in the Appendix to this report.
CONCLUSION:
This report outlines an approach that will allow Council to review and discuss workplan priorities and
a calendar of Council reports to support the achievement of priorities over the next few years.
Clarifying Council priorities will strengthen strategic alignment for the next annual round of business
planning activities. Further, this clarity will allow for public input prior to the development of business
and financial plans that will support the implementation of these priorities.
“Original signed by Laura Benson” “Original signed by E.C. Swabey”
Prepared
by:
Laura Benson, CPA, CMA
Manager of Sustainability
and Corporation Planning
Approved
by:
E.C. Swabey
Chief Administrative Officer
Concurrence
by:
Kelly Swift
Acting Chief Administrative Officer
Appendix: Business Planning Framework
The City of Maple Ridge has a comprehensive Business Planning Framework to keep the ongoing
operations tightly aligned with Council direction. This report addresses Step 2 of the framework.
Step# Description of steps typically undertaken Timing
1*
Citizen survey - statistically representative of the community, including
randomly selected participants, demographically adjusted results,
margin for error a maximum of +/-5%, 19/20 times.
End of outgoing
Council term
2
Council strategic planning – often with a closed Council meeting to
discuss objectives, measures and progress, along with public
meetings to establish a strategic plan or Council priorities.
1st quarter
3
Business and Financial Planning Guidelines – establishes parameters
around which staff will prepare departmental business plans and the
next five-year Financial Plan; provides the community with an
opportunity to provide input as early in the annual cycle as possible
2nd quarter
4
Business Plan and Financial Plan Preparation – staff prepare business
plans in alignment with Council direction (including step 3
parameters), existing master plans, bylaws and policies, financial and
resourcing constraints, among other strategic elements. Where
applicable, performance measures are used to inform the process.
3rd-4th quarter
5
Council deliberations – Council reviews the plans in meetings open to
the public. In recent years, a live-streamed public Q&A session is
provided to ensure the public is well-informed. Council may direct that
the plans are adjusted. Eventually they endorse the consolidated
Business Plan and adopted a five-year Financial Plan so the business
plan can be implemented.
This Financial Plan will impact property tax rates and other fees and
charges for the following years, and therefore, public input at step 3
is the best opportunity for citizens to participate in the process.
4th quarter
6
Staff performance plans – for many staff, annual performance plans
help to align their work with their departmental business plans,
although performance management is a year-round activity.
Early in Year 2
7
Service delivery – the consolidated Business Plan is implemented,
providing city services to the community. Customer service feedback
is welcomed through a variety of feedback methods. This service
delivery element includes performance measures and reports for the
public and performance-related presentations to Council.
Year 2
*Step 1 was undertaken in the fall of 2014 and provided Council with community data to support
the first year of the Council term. For this second year of Council’s term, the Business Planning
Framework begins at Step 2.
From: Greta Borick-Cunningham [mailto:arms@alouetteriver.org]
Sent: February 14, 2016 9:00 PM
To: 'nread@mapleridge.ca' <nread@mapleridge.ca>
Subject: ARMS project proposal for 232nd Street Off-Channel - salmon habitat (Beaver box and
outlet replacement project)
Importance: High
Hello Mayor Read
I would like to ask if the City of Maple Ridge would be able to review our application and provide a
letter of support at your convenience. Although the proposal is due Monday 15 February, I have
spoken with PSF and they will allow me to forward on letters of support at a later date if necessary.
For some background, 232nd Street Off-Channel is located near the South Alouette River in Maple
Ridge and is a salmon-friendly project which was created, now, almost 30 years ago as a partnership
with DFO, Fraser Regional Correctional Centre and the Alouette Correctional Centre for Women. The
off-channel has seen a number of updates over the years with this proposal seeking to replace the
current beaver box and outlet structure into the retention pond. ARMS continues to monitor the off-
channel several times a year and has completed many environmental activities and events with
community groups including the 1st Laityview Scouts. Some of these activities include salmon fry
surveys, aquatic invertebrate surveys, invasive plant removals and native plantings.
Please feel free to let me know if you have any questions regarding this proposal.
Thank you very much.
Greta Borick-Cunningham
Executive Director
Alouette River Management Society
24959 Alouette Road
Maple Ridge BC
V4R 1R8
604-467-6401
6.1
Page 1
PACIFIC SALMON FOUNDATION
COMMUNITY SALMON PROGRAM
APPLICATION FOR FUNDING
THIS APPLICATION FORMS THE BINDING CONTRACT BETWEEN:
PACIFIC SALMON FOUNDATION
300 – 1682 West 7th Avenue
Vancouver BC
V6J 4S6
And
Alouette River Management Society
PROPONENT INFORMATION
Organization Alouette River Management Society
Project Title 232nd Street Off-Channel Salmon Habitat – Beaver Box and Outlet Replacement
Contact Greta Borick-Cunningham
Address 24959 Alouette Road, Maple Ridge, BC. V4R 1R8
Phone 604 467 6401 Email arms@aloutteriver.org Website www.alouetteriver.org
Is your organization a society or registered charity? Yes Number # 891650921RR0001
PROJECT INTRODUCTION
PSF Grant Requested: $6550 Total Project Value: $14,450
Anticipated Start Date: 1 April 2016 Anticipated End Date: 15 October 2016
Target Species
(Select all) Project Type
(Select one only - main project objective) Canada’s Policy for Conservation of Wild Pacific Salmon (Project
links to the following objectives)
Chinook Habitat Assessment Safeguard genetic diversity of wild Pacific salmon
Chum x Habitat Rehabilitation x Maintain habitat and ecosystem integrity x
Coho x Project monitoring or repair Manage fisheries for sustainable benefits
Pink Stock Assessment
Sockeye Stock Enhancement
Steelhead Education, Outreach and Training
Cutthroat Stewardship/Community Planning
Project Location: Town, Creek and Receiving Waters: Maple Ridge, 232nd Street Off-Channel, South Alouette
River
UTM/GPS coordinates if known: 49o14’15.89”N, 122o35’07.41”W
Pacific Salmon Foundation Community Salmon Program
Application for Funding
Page 2
PROJECT DESCRIPTION
This section is to describe your project, expected results, methods and project rationale.
Project Summary:
What do you plan to do? (maximum 500 words) – attached project proposal if available
232nd Street Channel was created in 1988 in partnership with the Department of FIsheries and Oceans, and the
Fraser Regional Correctional Centre. Parts of the channel have been upgraded and enhanced over time including
an aluminum intake to supplement groundwater gallery at the inlet of the channel and an earthen dam at the
lower end of the side channel to create a large pond. At the channel outlet, a culvert and beaver proof culvert inlet
box was also added to allow easy fish passage from the pond to the spawning channel and river for chum salmon
juveniles and coho salmon fry for over-wintering refuge.
This project proposal seeks to replace the out-take which flows from the off-channel into the retention pond which
then flows into the South Alouette and a new beaver box which is located just upstream of the out-take in the
channel itself. The project will also take the opportunity to remove invasive plant species around the project area
such as scotch broom, knotweed and then to plant native species.
(see attachment A for a layout of 232nd Street Off-Channel)
Project Rationale:
Why is this needed? Provide a summary of the limiting factor this project will address, why this project is
important, how it aligns with the intended outcomes of the Community Salmon Program, how it will benefit
salmonid and salmonid recovery, why now is the right time to do this project?
Limiting Factor 1 - Reduced Biological Productivity:
The upgrade of off-channel slough out-take and beaver box will improve salmon returns to the Alouette River that
in turn will increase the amount of marine-derived nutrients entering the system. This will partially compensate for
loss of marine nutrients when the Alouette dam denied salmon access to the upper watershed. It will also
continue to allow access for salmon into this sidechannel that was cut off by diking of the Alouette River.
Limiting Factor 2 - Conserve and improve fish habitats in the lower Alouette River:
The replacement project addresses some of the limiting factors identified in the
“Alouette River Watershed” report through the rehabilitation of off-channel habitats to restore rearing and over-
wintering salmonid habitat and provide refuge habitat for fish during flood events and dam spills.
The proposed planting will provide greater species diversification. Planting of shrubs that have fish benefits along
with enhancing the value of this site as riparian habitat.
This project is required to ensure safe passage of fish into and out of the off-channel habitat. The existing beaver
box and culvert structure are old and need to be replaced. The beaver box and associated culvert structure are 20
years old and is very much in need of replacement. It is currently ineffective as beavers have been sighted getting
through the box and blocking the top end of the out-take. This project aligns with the intended outcomes of the
CSP because this channel represents one of the few off-channel habitat areas for chum and coho in the South
Alouette Watershed. Proper functioning of this habitat is crucial to allow chum additional places to spawn and
quiet waters in the storm season when coho fry need a safe place to over-winter. It is the right time to do this
project as ARMS and DFO have been aware of the need to upgrade these structures for several years. This off-
channel habitat represents a fantastic educational space for young people and adults alike to learn about salmon,
spawning, over-wintering habitat, salmon food sources and the need for clean water for our salmon. ARMS, DFO
and Fraser Regional Correctional Centre partnered to build this off-channel in 1989 originally. Over the years it has
had several upgrades as was required including a new retention pond and intake pipe at the head of the off-
Pacific Salmon Foundation Community Salmon Program
Application for Funding
Page 3
channel in 2011 and 2013. Other community and environmental groups including the 1st Laityview Scouts,
Invasive Species Council of Metro Vancouver, and the Alouette Watershed Species at Risk Group have partnered
with ARMS over the years to conduct salmon spawning surveys, water quality monitoring, aquatic invertebrate
surveys, invasive plant removal, native plantings, and Species at Risk surveys. Funding in the past has come from
PSF and BC Hydro’s Fish and Wildlife Compensation Program.
Expected results to come from this project:
Be specific, measurable, achievable, realistic and time bound
Result #1 – Replace old outlet structure in retention pond during the 2016 fisheries window.
Result #2 – Remove old beaver box and replace with a new beaver box during the 2016 fisheries window..
Result #3 - Remove invasive plant species around the spawning channel and beaver box, then install native species
in their place upon completion of the new out-take and beaver box.
Methods:
How do you plan to do your project? Provide a general description of how you will undertake and complete your
project. Identify who will do what, including methods, personnel and timing. If your project is habitat assessment
or mapping, which standard(s) will be used (for example the Streamkeeper methodology)? If your project is an
education, stewardship or outreach project what group(s) does it target (for example preschool, grade K-12, adult,
broader public)?
DFO will assist in constructing a new beaver box, which will be transported to the site during the 2016 fisheries
instream work window. A Boss Series 36” culvert will be delivered to the site and customized so that it can be
attached to the beaver box. An excavator will transport the culvert from the road to the side channel. The work
area will be prepared and any necessary fish salvage requirements will be undertaken. All existing structural
components (old box and culvert) will be removed and disposed of at an acceptable off-site location. The channel
outlet area will be prepared for re-installation of new components, which will occur in isolation of flow to protect
downstream habitats. Where practicable, LOD and/or other complex refuge habitat will be added to the channel
outlet. Removal of invasive plants and revegetation of the riparian zone and access road will be undertaken as
required. ARMS will engage a professional to do any knotweed stem injections as deemed necessary. ARMS will
seek volunteers from community groups, for example, 1st Laityview Scouts and/or coporate volunteers, for
example, Redl Sports Group, TD Bank etc. to do the non-toxic invasive plant removals and native plantings.
TECHNICAL SOUNDNESS AND PROJECT FEASIBILITY
This section is to demonstrate project is technically or scientifically sound and feasible, or an acknowledged
educational or stewardship activity that benefits salmonids and its habitat.
Your project application must be supported by evidence that you have sought advice from a qualified authority on
the technical soundness and feasibility of your project.
What technical advice has been sought regarding the project and what entity (government / university/ private /
other) has the applicant obtained technical advice from? Have you consulted with the relevant government agency
to ensued this project is addressing limiting factors, is not duplicating existing works, and contributes to higher level
watershed plans?
Pacific Salmon Foundation Community Salmon Program
Application for Funding
Page 4
ARMS has consulted with Department of Fisheries and Oceans (DFO) over the years and for this project to
ascertain the scope of the work required, the technical aspects of carrying out the work required and to ensure
that the work being completed is of benefit to this off-channel habitat and the salmon it supports. DFO will liaise
with the Ministry of Environment to inform them of the works to be carried out so that all necessary permissions
are obtained before any work is carried out.
Dave Nanson, Senior Biologist
Fisheries and Oceans Canada, Resource Restoration Unit
100 Annacis Parkway, Annacis Island
Delta, B.C. V3M 6A2
If you are having difficulty determining what authority to contact to seek technical advice please contact the PSF
Salmon Programs Coordinator.
PROJECT SUPPORT
This section is to demonstrate project support from relevant governments, including First Nations if applicable,
local business/resident/academia/industry support and other watershed groups.
Habitat projects require landowner’s letter of support. Project supporters must be familiar with your group, your
project and your project budget. A permit may be required from government authorities or others. Please ensure
you have contacted the appropriate government authorities to confirm permitting and other regulatory
requirements that are relevant to your project. If permits are required, PSF will need copies to release grant funds.
Please list letters of technical support or permits required, attach to application.
1. Department of Fisheries and Oceans (attached)
2. Katzie First Nation (pending)
3. Athene Biological Services (pending)
PROJECT VOLUNTEERISM
This section is to demonstrate project volunteerism.
Your project requires a significant volunteer component with demonstrated engagement of local volunteer
stewards. Describe volunteer involvement with this project. Are you a volunteer based organization? Did volunteers
conceive of, plan, fundraise and seek community support for this project? Will volunteers be undertaking the work?
Will volunteers be providing project oversight and project reporting? Volunteerism and community support are
major application assessment criteria.
The Alouette River Management Society is a volunteer-based organization. In 2015, ARMS had over 4000 hours of
volunteer labour donated to our various environmental projects and educational programs. The Department of
Fisheries and Oceans will be provide in-kind technical advice, project implementation and expert guidance on the
removal and installation of both the off-channel out-take and the beaver box. ARMS will also connect with the
local 1st Laityview Scouts to find volunteers for the invasive plant removal and native species installation. 1st
Laityview Scouts has been involved with ARMS many times over the years at this site.
Page 1
PACIFIC SALMON FOUNDATION
COMMUNITY SALMON PROGRAM
APPLICATION FOR FUNDING
THIS APPLICATION FORMS THE BINDING CONTRACT BETWEEN:
PACIFIC SALMON FOUNDATION
300 – 1682 West 7th Avenue
Vancouver BC
V6J 4S6
And
Alouette River Management Society
PROPONENT INFORMATION
Organization Alouette River Management Society
Project Title 232nd Street Off-Channel Salmon Habitat – Beaver Box and Outlet Replacement
Contact Greta Borick-Cunningham
Address 24959 Alouette Road, Maple Ridge, BC. V4R 1R8
Phone 604 467 6401 Email arms@aloutteriver.org Website www.alouetteriver.org
Is your organization a society or registered charity? Yes Number # 891650921RR0001
PROJECT INTRODUCTION
PSF Grant Requested: $6550 Total Project Value: $14,450
Anticipated Start Date: 1 April 2016 Anticipated End Date: 15 October 2016
Target Species
(Select all) Project Type
(Select one only - main project objective) Canada’s Policy for Conservation of Wild Pacific Salmon (Project
links to the following objectives)
Chinook Habitat Assessment Safeguard genetic diversity of wild Pacific salmon
Chum x Habitat Rehabilitation x Maintain habitat and ecosystem integrity x
Coho x Project monitoring or repair Manage fisheries for sustainable benefits
Pink Stock Assessment
Sockeye Stock Enhancement
Steelhead Education, Outreach and Training
Cutthroat Stewardship/Community Planning
Project Location: Town, Creek and Receiving Waters: Maple Ridge, 232nd Street Off-Channel, South Alouette
River
UTM/GPS coordinates if known: 49o14’15.89”N, 122o35’07.41”W
Pacific Salmon Foundation Community Salmon Program
Application for Funding
Page 2
PROJECT DESCRIPTION
This section is to describe your project, expected results, methods and project rationale.
Project Summary:
What do you plan to do? (maximum 500 words) – attached project proposal if available
232nd Street Channel was created in 1988 in partnership with the Department of FIsheries and Oceans, and the
Fraser Regional Correctional Centre. Parts of the channel have been upgraded and enhanced over time including
an aluminum intake to supplement groundwater gallery at the inlet of the channel and an earthen dam at the
lower end of the side channel to create a large pond. At the channel outlet, a culvert and beaver proof culvert inlet
box was also added to allow easy fish passage from the pond to the spawning channel and river for chum salmon
juveniles and coho salmon fry for over-wintering refuge.
This project proposal seeks to replace the out-take which flows from the off-channel into the retention pond which
then flows into the South Alouette and a new beaver box which is located just upstream of the out-take in the
channel itself. The project will also take the opportunity to remove invasive plant species around the project area
such as scotch broom, knotweed and then to plant native species.
(see attachment A for a layout of 232nd Street Off-Channel)
Project Rationale:
Why is this needed? Provide a summary of the limiting factor this project will address, why this project is
important, how it aligns with the intended outcomes of the Community Salmon Program, how it will benefit
salmonid and salmonid recovery, why now is the right time to do this project?
Limiting Factor 1 - Reduced Biological Productivity:
The upgrade of off-channel slough out-take and beaver box will improve salmon returns to the Alouette River that
in turn will increase the amount of marine-derived nutrients entering the system. This will partially compensate for
loss of marine nutrients when the Alouette dam denied salmon access to the upper watershed. It will also
continue to allow access for salmon into this sidechannel that was cut off by diking of the Alouette River.
Limiting Factor 2 - Conserve and improve fish habitats in the lower Alouette River:
The replacement project addresses some of the limiting factors identified in the
“Alouette River Watershed” report through the rehabilitation of off-channel habitats to restore rearing and over-
wintering salmonid habitat and provide refuge habitat for fish during flood events and dam spills.
The proposed planting will provide greater species diversification. Planting of shrubs that have fish benefits along
with enhancing the value of this site as riparian habitat.
This project is required to ensure safe passage of fish into and out of the off-channel habitat. The existing beaver
box and culvert structure are old and need to be replaced. The beaver box and associated culvert structure are 20
years old and is very much in need of replacement. It is currently ineffective as beavers have been sighted getting
through the box and blocking the top end of the out-take. This project aligns with the intended outcomes of the
CSP because this channel represents one of the few off-channel habitat areas for chum and coho in the South
Alouette Watershed. Proper functioning of this habitat is crucial to allow chum additional places to spawn and
quiet waters in the storm season when coho fry need a safe place to over-winter. It is the right time to do this
project as ARMS and DFO have been aware of the need to upgrade these structures for several years. This off-
channel habitat represents a fantastic educational space for young people and adults alike to learn about salmon,
spawning, over-wintering habitat, salmon food sources and the need for clean water for our salmon. ARMS, DFO
and Fraser Regional Correctional Centre partnered to build this off-channel in 1989 originally. Over the years it has
had several upgrades as was required including a new retention pond and intake pipe at the head of the off-
Pacific Salmon Foundation Community Salmon Program
Application for Funding
Page 3
channel in 2011 and 2013. Other community and environmental groups including the 1st Laityview Scouts,
Invasive Species Council of Metro Vancouver, and the Alouette Watershed Species at Risk Group have partnered
with ARMS over the years to conduct salmon spawning surveys, water quality monitoring, aquatic invertebrate
surveys, invasive plant removal, native plantings, and Species at Risk surveys. Funding in the past has come from
PSF and BC Hydro’s Fish and Wildlife Compensation Program.
Expected results to come from this project:
Be specific, measurable, achievable, realistic and time bound
Result #1 – Replace old outlet structure in retention pond during the 2016 fisheries window.
Result #2 – Remove old beaver box and replace with a new beaver box during the 2016 fisheries window..
Result #3 - Remove invasive plant species around the spawning channel and beaver box, then install native species
in their place upon completion of the new out-take and beaver box.
Methods:
How do you plan to do your project? Provide a general description of how you will undertake and complete your
project. Identify who will do what, including methods, personnel and timing. If your project is habitat assessment
or mapping, which standard(s) will be used (for example the Streamkeeper methodology)? If your project is an
education, stewardship or outreach project what group(s) does it target (for example preschool, grade K-12, adult,
broader public)?
DFO will assist in constructing a new beaver box, which will be transported to the site during the 2016 fisheries
instream work window. A Boss Series 36” culvert will be delivered to the site and customized so that it can be
attached to the beaver box. An excavator will transport the culvert from the road to the side channel. The work
area will be prepared and any necessary fish salvage requirements will be undertaken. All existing structural
components (old box and culvert) will be removed and disposed of at an acceptable off-site location. The channel
outlet area will be prepared for re-installation of new components, which will occur in isolation of flow to protect
downstream habitats. Where practicable, LOD and/or other complex refuge habitat will be added to the channel
outlet. Removal of invasive plants and revegetation of the riparian zone and access road will be undertaken as
required. ARMS will engage a professional to do any knotweed stem injections as deemed necessary. ARMS will
seek volunteers from community groups, for example, 1st Laityview Scouts and/or coporate volunteers, for
example, Redl Sports Group, TD Bank etc. to do the non-toxic invasive plant removals and native plantings.
TECHNICAL SOUNDNESS AND PROJECT FEASIBILITY
This section is to demonstrate project is technically or scientifically sound and feasible, or an acknowledged
educational or stewardship activity that benefits salmonids and its habitat.
Your project application must be supported by evidence that you have sought advice from a qualified authority on
the technical soundness and feasibility of your project.
What technical advice has been sought regarding the project and what entity (government / university/ private /
other) has the applicant obtained technical advice from? Have you consulted with the relevant government agency
to ensued this project is addressing limiting factors, is not duplicating existing works, and contributes to higher level
watershed plans?
Pacific Salmon Foundation Community Salmon Program
Application for Funding
Page 4
ARMS has consulted with Department of Fisheries and Oceans (DFO) over the years and for this project to
ascertain the scope of the work required, the technical aspects of carrying out the work required and to ensure
that the work being completed is of benefit to this off-channel habitat and the salmon it supports. DFO will liaise
with the Ministry of Environment to inform them of the works to be carried out so that all necessary permissions
are obtained before any work is carried out.
Dave Nanson, Senior Biologist
Fisheries and Oceans Canada, Resource Restoration Unit
100 Annacis Parkway, Annacis Island
Delta, B.C. V3M 6A2
If you are having difficulty determining what authority to contact to seek technical advice please contact the PSF
Salmon Programs Coordinator.
PROJECT SUPPORT
This section is to demonstrate project support from relevant governments, including First Nations if applicable,
local business/resident/academia/industry support and other watershed groups.
Habitat projects require landowner’s letter of support. Project supporters must be familiar with your group, your
project and your project budget. A permit may be required from government authorities or others. Please ensure
you have contacted the appropriate government authorities to confirm permitting and other regulatory
requirements that are relevant to your project. If permits are required, PSF will need copies to release grant funds.
Please list letters of technical support or permits required, attach to application.
1. Department of Fisheries and Oceans (attached)
2. Katzie First Nation (pending)
3. Athene Biological Services (pending)
PROJECT VOLUNTEERISM
This section is to demonstrate project volunteerism.
Your project requires a significant volunteer component with demonstrated engagement of local volunteer
stewards. Describe volunteer involvement with this project. Are you a volunteer based organization? Did volunteers
conceive of, plan, fundraise and seek community support for this project? Will volunteers be undertaking the work?
Will volunteers be providing project oversight and project reporting? Volunteerism and community support are
major application assessment criteria.
The Alouette River Management Society is a volunteer-based organization. In 2015, ARMS had over 4000 hours of
volunteer labour donated to our various environmental projects and educational programs. The Department of
Fisheries and Oceans will be provide in-kind technical advice, project implementation and expert guidance on the
removal and installation of both the off-channel out-take and the beaver box. ARMS will also connect with the
local 1st Laityview Scouts to find volunteers for the invasive plant removal and native species installation. 1st
Laityview Scouts has been involved with ARMS many times over the years at this site.