HomeMy WebLinkAbout2018-01-23 Workshop Agenda and Reports.pdfCity of Maple Ridge
1.ADOPTION OF THE AGENDA
2.ADOPTION OF MINUTES
2.1 Minutes of the January 9, 2018 Council Workshop Meeting
3.PRESENTATIONS AT THE REQUEST OF COUNCIL
4.MAYOR AND COUNCILLORS’ REPORTS
5.UNFINISHED AND NEW BUSINESS
5.1 Annual Update – Economic Development
Staff report dated January 23, 2018 providing the Economic Development 2018-
2022 Business Plan
5.2 2018 Property Assessment Review
Staff report dated January 23, 2018 providing information on 2018 property
assessments provided by BC Assessment.
COUNCIL WORKSHOP AGENDA
January 23, 2018
6:00 p.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.
Council Workshop
January 23, 2018
Page 2 of 3
5.3 YMCA Partnership Proposal
Staff report dated January 23, 2018 recommending that staff facilitate a
conversation with School District No. 42 and the YMCA to explore a partnership
with the City of Maple Ridge for the operation of the Albion Community Centre.
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 YWCA Metro Vancouver
Letter dated December 7, 2017 from Janet Austin, CEO, YWCA Metro Vancouver
providing information on plans to expand affordable housing for single mothers
throughout the region.
6.2 District of Sicamous – Prevention of Quagga and Zebra Mussels
Letter dated November 29, 2017 from Terry Rysz, Mayor, District of Sicamous
requesting support for a request to the Minister of Environment and Climate
Change Strategy for funding to increase awareness and education for the threat of
Quagga and Zebra mussels into BC Lakes
6.3 District of West Kelowna – Tax Revenue from the Sale of Cannabis
Letter dated December 13, 2017 from Doug Findlater, Mayor, District of West
Kelowna, requesting support for a formal agreement that 50% of the Provincial
share of the cannabis tax sharing formula be provided to local governments.
6.4 District of Kent – Cannabis Sales Revenue Sharing
Letter dated January 16, 2018 from John Van Laerhoven, Mayor, District of Kent,
requesting support for a formal agreement that 50% of the Provincial share of the
cannabis tax sharing formula be provided to local governments.
Council Workshop
January 23, 2018
Page 3 of 3
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: _________________
City of Maple Ridge
COUNCIL WORKSHOP MINUTES
January 9, 2018
The Minutes of the City Council Workshop held on January 9, 2018 at 6:00 p.m. in
the Blaney Room of City Hall, 11995 Haney Place, Maple Ridge, British Columbia for
the purpose of transacting regular City business.
0BPRESENT
Elected Officials Appointed Staff
Mayor N. Read P. Gill, Chief Administrative Officer
Councillor C. Bell K. Swift, General Manager of Parks, Recreation & Culture
Councillor K. Duncan F. Quinn, General Manager Public Works and Development
Councillor B. Masse Services
Councillor T. Shymkiw C. Nolan, Interim Director of Finance
Councillor C. Speirs L. Benson, Corporate Officer
1BOther Staff as Required
ABSENT 2BD. Pollock, Municipal Engineer
Councillor G Robson 3BR. MacNair, Manager of Bylaw and Licensing Services
4BLino Siracusa, Manager of Economic Development
Note: These Minutes are posted on the City Web Site at www.mapleridge.ca
1.ADOPTION OF THE AGENDA
R/2018-001
It was moved and seconded
That the agenda for the January 9, 2018 Council Workshop Meeting be
amended as follows:
•Addition of Item 5.5 Appointment of Corporate Officer and Item 5.6
Resolutions for Possible Submission to the Federation of Canadian
Municipalities as per the addendum dated January 5, 2018; and
•Discussion of 4.0 Mayor’s and Councillors’ Reports near the end of
the meeting
•Referral of Item 5.5 Appointment of Corporate Officer to a Closed
Council Meeting; and further
That the agenda as amended be approved.
CARRIED
2.1
Council Workshop Minutes
January 9, 2018
Page 2 of 8
2. MINUTES
2.1 Minutes of the December 12, 2017 Special Council Workshop Meeting
R/2018-002
It was moved and seconded
That the minutes of the Special Council Workshop Meeting of December
12, 2017 be adopted as circulated.
CARRIED
3. PRESENTATIONS AT THE REQUEST OF COUNCIL – Nil
Note: Item 4 was dealt with following Item 5.6
4. MAYOR’S AND COUNCILLORS’ REPORTS
Councillor Duncan
Councillor Duncan advised on a decision by School District No. 42 to end a
partnership with the Ridge Meadows Recycling Society and to move from
multi-stream recycling to single stream recycling. She requested that staff
provide further information on that decision.
Councillor Bell
Councillor Bell attended a meeting of the Arts Council. She provided
background information on Curtis Pendleton, the new Executive Director.
Councillor Masse
Councillor Masse met with the local physicians’ group and a doctor who is
interested in moving to Maple Ridge. He applauded the work of the local
physicians’ group to encourage more family physicians to move to Maple
Ridge. He provided clarification on a report referring to development cost
charges.
Council Workshop Minutes
January 9, 2018
Page 3 of 8
5.UNFINISHED AND NEW BUSINESS
5.1 Mobility Pricing
5.1.1 Mobility Pricing Independent Commission
Staff report dated January 9, 2018 providing information on mobility pricing
and the Mobility Pricing Independent Commission established by the Mayors’
Council and TransLink.
The Municipal Engineer introduced the topic.
5.1.2 Presentation by the Mobility Pricing Independent Commission
•Daniel Firth, Executive Director, Mobility Pricing Independent
Commission
•Allan P. Seckel, Chair, Mobility Pricing Independent Commission
•Vincent Gonslaves, Communications and Engagement, Mobility Pricing
Independent Commission Staff
•Graham McCargar, President, MC Freight Systems, Commission
Member, Mobility Pricing Independent Commission
Mr. Seckel introduced the members of the Commission attending the
meeting. He provided information on the process to appoint members to the
Commission and outlined issues the Commission was asked to look at which
include the reduction of traffic congestion, promotion of fairness around
tolling and providing affordable transportation choices and the support for
investment in transit infrastructure for the future.
Mr. Firth gave a PowerPoint presentation providing the following information:
•Background on the study on the issues of reducing congestion
•Definition of mobility pricing
•Examples of how decongestion charging works in other cities of the
world
•Lessons learned from international experience
•Timeline and phases for completion of the Commission’s work
•Anticipated outcomes
•Results of polling and public feedback
•Stakeholders engaged in the process and how information was
disseminated to the public
•Participation breakdown
•Engagement questions asked in Phase One
Council Workshop Minutes
January 9, 2018
Page 4 of 8
Mr. Firth put forward the following questions for Council consideration and
feedback:
•What are you hearing from members of your community about
congestion or general transportation challenges in Maple Ridge?
•How is congestion impacting Maple Ridge?
•If mobility pricing were implemented, what information would you need
to ensure it was fair for the residents of Maple Ridge?
Note: Councillor Duncan left the meeting at 7:15 p.m.
5.2 Business Plan Presentation – Engineering Department
Staff report dated November 21, 2017 providing the Engineering Department
2018-2022 Business Plan.
The Municipal Engineer presented a PowerPoint which included the following
information:
•Organizational flow chart for the Engineering Department
•Review of work done in 2017
•Project highlights
•2017 Found Milestones
•2018 Priorities
•Budget for 2018
5.3 Active Transportation Advisory Committee/ Bicycling on Sidewalks and Speed
Limits in Town Centre
Staff report dated November 21, 2017 recommending amendments to
Highway and Traffic Bylaw No. 6704-2009 and the reduction of the speed
limit on 224 Street from Lougheed Highway to Dewdney Trunk Road.
The Municipal Engineer gave a PowerPoint presentation which included the
following information:
•Considerations and recommendations of the Active Transportation
Advisory Committee pertaining to bicycling on sidewalks
•Considerations and recommendations of the Active Transportation
Advisory Committee pertaining to speed limits in the town centre
Council Workshop Minutes
January 9, 2018
Page 5 of 8
5.3.1
R/2018-003
It was moved and seconded
That Highway and Traffic Bylaw No. 6704-2009 be amended to exclude
bicycles on sidewalks along:
• 224 Street, from North Avenue to 122 Avenue
• Dewdney Trunk Road, from 222 Street to 227 Street
• Lougheed Highway, from 222 Street to 227 Street
• Edge Street, from McIntosh Avenue to Dewdney Trunk Road
CARRIED
Councillor Speirs - OPPOSED
5.3.2
MAIN MOTION
R/2018-004
It was moved and seconded
That the speed limit on 224 Street from Lougheed Highway to Dewdney Trunk
Road be reduced from 50 km/h to 30 km/h.
AMENDMENT TO MAIN MOTION
R/2018-005
It was moved and seconded
That the motion be amended to remove the text “Lougheed Highway to
Dewdney Trunk Road” and replace it with the text “122 Avenue to North
Avenue”
AMENDMENT CARRIED
MAIN MOTION AS AMENDED
R/2018-006
It was moved and seconded
That the speed limit on 224 Street from 122 Avenue to North Avenue be
reduced from 50 km/h to 30 km/h.
DEFERRAL
R/2018-007
It was moved and seconded
That the motion to reduce the speed limit on 224 Street from 122 Avenue
to North Avenue from 50 km/h to 30 km/h be deferred.
CARRIED
Council Workshop Minutes
January 9, 2018
Page 6 of 8
5.4 Zoning Restrictions for Cannabis Sales
Staff report dated January 9, 2018 recommending that a Zoning Bylaw
amendment to prohibit the sale of cannabis in any zone be prepared.
The Manager of Bylaw and Licensing Services reviewed the report.
R/2018-008
It was moved and seconded
That City of Maple Ridge staff begin the preparation of a Zoning Bylaw
amendment in the form of a bylaw as attached in Appendix III of the staff
report dated January 9, 2018 to prohibit the sale of cannabis in any zone.
CARRIED
Councillor Speirs - OPPOSED
Note: Item 5.5 was moved into a Closed Council Meeting on consensus of Council.
5.5 Appointment of Corporate Officer
5.6 Resolutions for Submission to the Federation of Canadian Municipalities
(“FCM”)
Discussion of resolutions put forward to the Lower Mainland Local
Government Association and the Union of British Columbia Municipalities by
Councillor Duncan and Councillor Speirs.
The Chief Administrative Officer introduced the topic.
Note: Councillor Duncan joined the meeting via GoToMeeting at 8:55 p.m.
Councillor Speirs advised on the process of submitting resolutions to the
Federation of Canadian Municipalities. He provided information specific to his
resolution on non-compostable produce sticker labels. Councillor Duncan
provided information specific to her resolutions on ending discriminatory
insurance coverage and protocols to respond to student drug overdose on
secondary school grounds.
Council Workshop Minutes
January 9, 2018
Page 7 of 8
5.6.1
R/2018-009
It was moved and seconded
That the 2017 resolutions submitted to the Lower Mainland Local
Government Association and the Union of British Columbia Municipalities
titled “Ending Discriminatory Insurance Coverage”, “Protocols to Respond to
Student Drug Overdose on Secondary School Grounds” and “Non-
compostable Produce Sticker Labels” be forwarded to the Federation of
Canadian Municipalities.
Note: Mayor Read left the meeting at 9:03 p.m. Councillor Masse assumed the
Chair.
Note: The majority of Council agreed to vote separately on the items in the
resolution.
5.6.2
R/2018-010
It was moved and seconded
That the resolution titled “Non-compostable Produce Sticker Labels” be
forwarded to the Federation of Canadian Municipalities.
CARRIED
Councillor Shymkiw - OPPOSED
5.6.3
R/2018-011
It was moved and seconded
That the resolution titled “Ending Discriminatory Insurance Coverage” be
forwarded to the Federation of Canadian Municipalities.
CARRIED
Councillor Shymkiw – OPPOSED
5.6.4
R/2018-012
It was moved and seconded
That the resolution titled “Protocols to Respond to Student Drug Overdose
on Secondary School Grounds” be forwarded to the Federation of Canadian
Municipalities.
CARRIED
Councillor Masse, Councillor Shymkiw - OPPOSED
Council Workshop Minutes
January 9, 2018
Page 8 of 8
Note: Item 4 was dealt with following Item 5.6
6.CORRESPONDENCE
6.1 Upcoming Events
Date: January 17, 2018
Time: 3:30 p.m.
RBC Dominion Securities Open House – 11980 227 Street,
Maple Ridge (above Meridian Farm Market)
Organizer: RBC Dominion Securities
7.BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL – Nil
8.MATTERS DEEMED EXPEDIENT – Nil
MOTION TO MOVE INTO A CLOSED COUNCIL MEETING
R/2018-013
It was moved and seconded
That the meeting be closed to the public pursuant to Sections 90 (1) and 90
(2) of the Community Charter as the subject matter being considered relates
to the following:
Section 90(1)(a) Personal information about an identifiable individual who is
being considered for a position as an officer and an
employee of the municipality.
Any other matter that may be brought before the Council that meets the
requirements for a meeting closed to the public pursuant to Sections 90 (1)
and 90 (2) of the Community Charter or Freedom of Information and
Protection of Privacy Act.
9.ADJOURNMENT - 9:23 p.m.
_______________________________
N. Read, Mayor
Certified Correct
___________________________________
L Benson, Corporate Officer
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: January 23, 2018
and Members of Council
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Annual Update: Economic Development
EXECUTIVE SUMMARY:
In recognition of the fact that 2018 is the last year of the current Council term and Council has heard
from all departments a number of times, a schedule for receiving business and financial plan
presentations over the next several months was adopted by Council on October 24, 2017.
The attachment to this report is the Economic Development Department’s 2018-2022 business plan.
Lino Siracusa, Manager of Economic Development, will provide a short presentation and will then answer
any questions Council may have.
RECOMMENDATION(S):
Receive for information only.
“Original signed by Lino Siracusa”
Prepared by: Lino Siracusa, BA, MBA
Manager Economic Development
“Original signed by Paul Gill”
Concurrence: Paul Gill, CPA, CGA
Chief Administrative Officer
5.1
Business Plan 2018-2022 1 | P a g e
Office of the Chief Administrative Officer – Economic Development
City of Maple Ridge
Office of the Chief Administrative Officer – Economic Development
Business Plan 2018 – 2022
Departmental Overview
The mission of the Economic Development Department is, to build the most liveable, and sustainable
community in Metro Vancouver, where citizens have opportunities for economic growth and where their
children make their future homes. We do this by bringing people, ideas and money together to stimulate
action. We provide investment attraction, business retention and expansion programs, as well as film
production liaison services. We work with local business associations such as Downtown Maple Ridge
Business Improvement Association and the Chamber of Commerce, and provincial and federal
government agencies involved in business and economic development. We also provide administrative
support and staff liaison to the Economic Development Committee to Council, and its related task force
groups. The Economic Development office also engages in a basic level of tourism marketing for the City.
The total expenditure budget for this department is $506,000.
Organization Chart
Full-Time Equivalent Staff = 4
Strategic Alignment
Economic Development works with all departments and leads /supports work relating to section 6 of
OCP, and other OCP, master plan and local initiatives where employment matters are involved and or
liaison with business is required.
Business Perspective/Environmental Scan
The Canadian economy has seen modest growth over the past year with the Conference Board of
Canada predicting that BC’s Real GDP will expand by 2.2 per cent in 2018. Statistics Canada
reported BC’s unemployment rate was 5.3% in July 2017, while the national unemployment rate
dropped to 6.3%.
The housing sector has been a significant contributor to growth in BC, and is a significant component
of the local economy. The Real Estate Board of Greater Vancouver (REBGV) expects to move towards
a more “balanced” market in 2018; the 15% foreign home buyer tax and tightened mortgage
qualification rules should moderate price increases. The REBGV reported an 8.2 percent decrease in
year-over-year sales in July 2017, and a 24 % decrease in sales compared to June 2017. As well, the
Bank of Canada has recently moved to raise interest rates which could further dampen the real
estate market.
Manager of
Economic
Development
Administrative
Assistant
Film Production
Liaison
Business Retention
and Expansion
Officer
Business Plan 2018-2022 2 | P a g e
Office of the Chief Administrative Officer – Economic Development
Business Perspective/Environmental Scan – cont’d
Maple Ridge has been one of the fastest growing communities in Metro Vancouver. As a result of this
growth, the City has seen an increased level of activity in residential construction. Looking forward,
this growth is expected to continue with a number of significant residential and commercial
developmental proposed for the Town Centre.
The recent elimination of bridge tolls will add to encourage investment, residential and visitor growth
as the cost of access to and from Maple Ridge is reduced.
Metro Vancouver continues to experience a shortage of available industrial land, particularly a lack
of large, well-situated land for port and distribution businesses. It is anticipated that most of the
current inventory will be fully developed within the next decade. Maple Ridge has also experienced
strong demand for industrial land and most of the well-located, fully serviced land in Maple Ridge is
now in use. This limits the City’s ability to attract new industry or accommodate growth of existing
businesses in the short-term.
Provincially, the film and tourism sectors remain strong and these two sectors continue to offer
opportunities for job growth in Maple Ridge.
The legalization of marijuana will create opportunities for businesses in this sector, for which Maple
Ridge might be well positioned. However significant related social and regulatory issues must be
considered and addressed to mitigate potential adverse community impacts.
There are a number of unpredictable factors that could affect future economic growth and
employment in Maple Ridge. Maple Ridge continues have a number of viable forestry companies
and businesses that rely on exporting to the USA. Accordingly, the renegotiation of NAFTA, the
expiration the softwood lumber agreement with the USA, and rising interest rates that have recently
weakened the Canadian dollar, may all have an impact.
Ongoing Deliverables
Continue to deliver business retention programs to support local businesses. Engage with 100 local
businesses through programs and strategies (e.g. Mayor’s Business Walks /partner with DMRBIA to
visit businesses in town centre), support home-based business through new by-law. Undertake
surveys to systematically collect information to determine on going needs of business.
Actively pursue key investments in the Town Centre, in employment areas and neighbourhood
commercial areas and investment attraction for selected business and enterprises e.g. post-
secondary education, hotel, conference facilities, brand retail and food service, light manufacturing,
technology and agri-business.
Respond to inquiries from existing businesses or potential new business ensuring a high standard of
customer service, timely response and effective facilitation and coordination with Development
Services and other departments as required. Anticipate 200 business inquiries annually.
Continue to support the EDC and its related Task Forces on Tourism, Technology and Home-based
Business.
Continue to support the Commercial and Industrial Strategy Implementation plan with emphasis on
attracting new investment by identifying new or upgrading existing lands.
Continue to encourage town centre revitalization efforts, creative and social animation, effective
façade improvement program, to create a sense of place and a destination.
Continue to build positive relations with business and property owners, business groups (eg.
Chamber of Commerce, DMRBIA, Rotary Clubs etc), and the Metro Vancouver development industry
to promote and position Maple Ridge to take advantage of emerging opportunities.
Support creative pursuits and enhance creative enterprises such as the Film industry. Process film
applications, and coordinate the facilitation of filming in Maple Ridge. Continuously improve
Business Plan 2018-2022 3 | P a g e
Office of the Chief Administrative Officer – Economic Development
Ongoing Deliverables, cont’d
processes to enhance efficiency for all stakeholders and maximize benefits to the community. The
volume of filming is reaching levels which are difficult for staff to sustain.
Continue to provide basic tourism marketing as part of economic development, including the delivery
of on-line tourism info, support social-media tourism platforms, participate in regional tourism
programs (e.g. Circle Farms and Scenic 7 tours), and offer Maple Ridge specific tourism brochures at
City locations.
Continue to support the City’s interests relating to the Pitt Meadows Regional Airport.
Continue to support the City’s interests in developing a telecommunication presence particularly in
fibre optics.
Support the City’s real estate initiatives to enhance economic development and quality of life for
residents in general.
Found Milestones
Action Item Status or Outcome
Origin:
Council Resolution,
Operational Adaptation
Investigate organizing an Innovation
Days event as proposed by the
Technology Task Force, and the MP for
Maple Ridge.
The Tech Task Force is
considering several ideas
that can involve
government, education and
business to highlight
Innovation in Maple Ridge.
A plan will be prepared for
an event and brought to
Council for endorsement
Tech Task Force, IT and
MP’s office
Prepare a presentation for Community
Court and deliver the presentation at a
meeting with Provincial Government
officials
Maple Ridge overview
presentation completed
and presented
Council Request
Prepare a Project Brief for presentation
to the Federal Government for a
proposed Civic and Cultural facility
Project Brief prepared to
support the Mayor’s
presentation to the Prime
Minister
Council Request
Coordinate with the 5 year renewal of
the DMRBIA bylaw and participate on
the BIA façade improvement selection
committee
By-laws prepared and
adopted by Council, façade
improvement grants
allocated
Council Request
Together with IT and Permits and
Licencing develop a geographically
based application to identify Maple
Ridge businesses
Business Finder tool
developed and is available
for the public to access
from the City’ web pages
Open Government
Together with HR participated in the
Black Press Job Fair and trade show at
the Langley Events Centre
Successful representation
of Maple Ridge to
prospective employees and
raising profile of the City
Operational Adaptation
Conduct two tourism fora on the
subjects of Adventure Tourism and
Cultural Tourism
The events were held in the
summer and were well
attended
Operational Adaptation for
recruitment
Business Plan 2018-2022 4 | P a g e
Office of the Chief Administrative Officer – Economic Development
Prior Years’ Deliverables
Action Item Status or Outcome
%
Complete
(and ETA if
not 100%)
Update the Home Occupation by-law to
support implementation of the
Commercial Industrial strategy
The Home-based Businesses (HBB) Task
Force has provided input to Planning to
update Home Occupation Bylaw, which is
being considered by Council.Q1 2018
80%
Business outreach in Albion Industrial to
support implementation of Commercial
Industrial strategy
Report on Albion businesses was
presented to Council and follow up actions
are being addressed
Complete
Support development of an engaging
urban environment to enhance creativity
and social interaction in the town centre,
delivering on a town centre animation
plan
Food truck RFP called and food program
established
Busker program established in partnership
with the MRBIA
Chameleon Café built a new street patio
Additional patios and animation activities
will be pursued in 2018 as an on-going
deliverable.
Complete
Bring tourism marketing initiatives in
house and explore preparation of a
tourism strategy
A basic tourism program has been
established in-house and will be an on-
going business item
See tourism strategy below
Complete
Undertake an efficiency review of the
filming process including fees and
charges
Report has been completed and endorsed
by Council
Complete
Branding – Hire a branding consultant,
initiate phase 1 of a branding refresh by
undertaking research on the City’s value
proposition and brand recognition and
bring a report to CMT, and investigate
the use of city sub-brands
Final Branding report was completed and
reviewed with CMT.
The final Branding report was brought to
Council who directed that an implantation
plan be prepared for Council’s
consideration.
Complete
Complete the branding review and
coordinate a strategy for the
implementation of key
recommendations arising from the
branding review
The branding implementation plan report
was brought to Council who directed to
NOT pursue the implementation of the
branding refresh at this time.
Complete
Develop a regular Economic Update
Communique for Council, and other
regular reporting tools
Regular reporting in MRTW
A report will be developed to provide
activity statistics on a quarterly
Q2 2018
50%
Complete a Tourism Strategy that
enhances quality of life for residents,
and supports efforts to attract skilled
professionals and entrepreneurs to
move to Maple Ridge and tourists to
visit. This will include engagement of
hotels to implement a hotel room tax to
support funding needs. Undertake hotel
/AirBnB feasibility study to assess the
potential for accommodations services.
Draft Tourism Strategy is complete and
was brought to Council.
Council endorsed the Strategy and directed
staff to continue to engage with the Hotel
operators and tourism stakeholders
including First Nations to develop a
strategy all can support
A revised strategy will be brought back to
Council (see incremental package)
Hotel /AirBnB feasibility study underway
and will be brought to Council
Q4 2017
80%
Q1 2018
80%
Q1 2018
80%
Business Plan 2018-2022 5 | P a g e
Office of the Chief Administrative Officer – Economic Development
Action Item Status or Outcome
%
Complete
(and ETA if
not 100%)
Real Estate Strategy – Investigate
options on how the City can more
effectively manage its real estate assets
to provide long-term benefits for Maple
Ridge and prepare a Municipal Property
Strategy, which includes a review of
Municipal Parking facilities
An inventory of City owned property has
been completed. Consultant hired to
undertake the Real Estate Strategy
Options. Economic Development is
providing support to Admin Department
who is leading this project
Q2 2018
10%
Pitt Meadows Airport –Better align the
YPK with the City’s objectives for the
communities and the airport by
supporting implementation of a new
PMAS Constitution and Bylaws, selection
of Maple Ridge and expert directors, and
coordinating with the Board Airport
Management on the preparation of the
Airport Master Plan
New Constitution and Bylaws endorsed by
Council and adopted by the PMAS.
Temporary Board of Directors in place,
Board of Directors working on a vision for
the YPK
Continued involvement from Economic
Development will be provided as required
as on-going deliverable
Complete
Complete
New Deliverables for 2018
Action Item Lead ETA
Complete a tourism strategy that enhances quality of life for
residents, and supports efforts to attract skilled professionals
and entrepreneurs to move to Maple Ridge and tourists to visit.
Pending support by the hotels sector, prepare a by-law to
support the implementation of the MRDT
Pending Council endorsement of the Tourism Strategy, by the
hotel sector and Council, prepare an implementation plan for
the Tourism Strategy. Should the hotel sector not be
supportive prepare an alternative funding model (see
Incremental Package)
Econ Dev
Parks Rec &
Culture
Q4
Pending completion of the Hotel Feasibility Study prepare a
strategy to engage hotel development in Maple Ridge and
approach selected prospects.
Econ Dev Q4
Support creation of a complete community, by enhancing
opportunities for youth to pursue post-secondary education.
Develop and implement a strategy to persuade education
providers to offer courses locally, with a long-term goal of
building a campus in Maple Ridge.
Econ Dev
EDC
Q4
Plan and deliver a multi-faceted Innovation Day(s) event that will
include participants and activities for Business, Education and
Government (see BP for EDC which includes an Incremental
Package)
Econ Dev
Tech Task Force,
PRC, IT
MP and MLA offices
Q2
Support creative activities by implement new filming guidelines or
processes to mitigate conflicts with business and the pubic,
including contracting for an on-site Film Liaison to be provided at
the cost of the production.
Econ Dev
Finance
Q1
Build an engaging urban environment to enhance creativity and
social interaction in the town centre, by encouraging other
restaurants to add a street patio in the Town Centre area.
Econ Dev
Engineering
Q3
Business Plan 2018-2022 6 | P a g e
Office of the Chief Administrative Officer – Economic Development
Action Item Lead ETA
Investigate Enterprise CRM and Community Engagement tools for
corporate use
IT Business
Solutions team
supporting
Planning, Econ Dev
and Corporate
Planning
Q3
Real Estate Strategy – Support the review of Real Estate Options
for the City and collaborate on a report to Council for further
direction
Administration
Econ Dev
Q2
Support work relating to the legalization of Marijuana Bylaw, Planning
Econ Dev
Q4
Measures/Outcomes
Completion of projects in timeframes identified, and positive economic growth.
Operating Budget
Proposed Financial Plan 2018 – 2022
Office of the Chief Administrative Officer – Economic Development
Proposed Changes or Remarks — None
Incremental Packages — Tourism Coordination
Capital Budget — None
Information Technology
The Economic Development department requires a Client Relationship Management System to better
manage our projects and relations with clients. IT will include this system in their plan.
Adopted Proposed
All $ values in 000's (thousands)2017 2018 $% 2019 2020 2021 2022
Revenues
Contributions from Others 264 270 6 3% 277 284 291 298
Permits 5 5 -0%5 5 5 5
Sale of Services 10 10 -0% 10 10 10 10
279 285 -0% 292 299 306 313
Expenditures
Advertising 74 74 -89% 74 74 74 74
Committee Costs 2 2 -0%2 2 2 2
Conferences & Meetings 10 10 -0% 10 10 10 10
Cost of Goods Sold 2 2 -0%2 2 2 2
Grants & Donations 289 295 6 2% 277 284 291 298
Memberships 4 4 -0%4 4 4 4
Miscellaneous 1 1 -0%1 1 1 1
Salaries 397 401 4 1% 410 420 431 442
Supplies 2 2 -0%2 2 2 2
781 791 10 1% 782 799 817 835
Totals 502 506 4 1% 490 500 511 522
Proposed Changes Proposed
Business Plan 2018-2022 7 | P a g e
Office of the Chief Administrative Officer – Economic Development
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using
Performance Reporting Scorecards which appear in the City's performance system. The scorecards for
this area are listed below. Full scorecards can be found under the Scorecards tab in your binder.
To access the “live” scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this department:
ED01 Attract Film Productions Indicates economic value to the community
Business Plan 2018-2022 8 | P a g e
Office of the Chief Administrative Officer – Economic Development
ED02 Business Licence Renewals Indicates level of business formation, retention and
growth
ED03 Increase Commercial Tax Base Indicates level of diversification of the tax base
Business Plan 2018-2022 9 | P a g e
Office of the Chief Administrative Officer – Economic Development
ED04 Residential Tax Assessment Base Indicates growth of the community
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: Jan. 23, 2018
and Members of Council
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: 2018 Property Assessment Review
EXECUTIVE SUMMARY:
Property assessment information for 2018 was received from BC Assessment on January 02, 2018.
This information is preliminary as property owners have the opportunity to appeal their assessments
until January 31, 2018. The purpose of this report is to give Council a sense of the assessments for
2018 based on the information currently available.
RECOMMENDATION:
For information only
DISCUSSION:
2018 Property Assessments
For the purpose of valuation, BC Assessment bases 2018 property assessments on market
conditions as at July 1, 2017.
The changes in the assessment roll are generally comprised of two components:
1.Market value fluctuations
2.Real growth due to new construction
For taxation purposes, properties in Maple Ridge are classified into seven classifications which are
Residential, Utilities, Major Industry, Light Industry, Business and Other, Recreational/Non-Profit, and
Farm Land. Where the term Commercial is used in this report it refers to a combination of Light
Industry, Business and Other. The majority (92.7%) of Maple Ridge’s taxable assessed value is in the
Residential Class.
The real estate market in 2017 saw market values in the Residential Class increase by an average
15%. Single family residences increased 13% while strata townhomes, rural properties and strata
apartments saw higher increases of 20%, 21% and 30% respectively.
Commercial classes experienced an average increase of around 16%. Of note, a small subset of
commercial properties in the Kanaka Business Park increased 30% or higher.
Decisions concerning the municipal budget are made independent of market value fluctuations. As
in past years, municipal tax rates will be:
5.2
Page 2 of 9
I. adjusted to offset average market value increases/decreases in each class
II. increased based on the tax increase included in the approved financial plan
As a result, properties that experience market value changes above the average for their class will
experience higher than average tax increases and properties that experience value changes below
the average will experience lower than average tax increases. It is therefore critical for property
owners to keep in mind that their own tax experience will vary based on the assessment change for
their specific property in relation to the overall averages for their property class. Local governments
do not have the legislative authority to smooth tax increases among properties.
To better demonstrate this variability from property to property, we have been tracking the municipal
taxes assessed against a sample of properties for a number of years and the data from that analysis
is attached in Appendix “A”.
While the impact to the average home, increasing in assessed value by 15%, amounts to a
municipal tax increase of around 3.5%, there is significant variation around this average. The sample
property in Whonnock (Sample 3) increased in value by 21% and, as that is above the average
increase, will experience a higher than average increase in municipal taxes whereas the sample
property in West Maple Ridge (Sample 6), which saw an increase in assessed value of only 9.5%, will
experience a minimal municipal tax increase if any. This variation in tax impact is the direct result of
the assessment changes experienced by each individual property. As discussed earlier, as stratas
have had a much larger than average increase in assessment, they will also experience a higher
than average tax increase.
For this reason it is important that property owners review their assessment notices closely and refer
any questions or concerns to BC Assessment. Property owners who believe their assessments to be
incorrect have until January 31 to appeal to BC Assessment for a review. Property taxes are based on
final assessed values and cannot be appealed.
The second major component of the change in the assessment roll is due to new construction.
Overall new construction in 2017 increased the 2018 assessment base by approximately 2.5%, with
the majority being in the Residential Class. A number of properties that were exempt from a portion
of taxes under the Town Centre Investment Incentive Program (TCIIP) will now be fully taxable adding
an additional .12% to the assessment base. This is in line with our financial plan. As the information
is preliminary, we will monitor this area to see if further modifications are required to the financial
plan.
NEIGHBOURHOOD ANALYSIS
The following is a brief look at the effects of growth on the assessments of various neighbourhoods
throughout the City to give Council a sense of how these changes impact individual areas.
Residential Properties:
Of the total assessment base in Maple Ridge, approximately 93% is attributable to the residential
class. While the total growth factor in the Residential Class is just over 2%, specific neighbourhoods
continue to contribute to the bulk of that increase.
Page 3 of 9
Residential Properties (continued)
Neighbourhood
Growth Contribution
to Assessment Base % of Total Growth
Silver Valley/Fern Cres $ 75,928,850 15%
Cottonwood/Albion $ 57,187,000 12%
Kanaka $ 41,139,700 8%
232nd to 264th / 108th to 128th $ 23,738,258 5%
Laity $22,891,900 5%
Strata Units $ 165,157,100 33%
All other neighbourhoods $ 107,591,076 22%
Though the average market value in the Residential Class increased by about 15%, the change in
assessed value for specific areas, varies.
Percentage of Change in Assessment
10% or Less 10.1% to 20% 20.1% to 30% 30.1%+
% of properties 19.3% 58.4% 12.1% 10.2%
Class average
2018
The following information provides a sense of the impact of assessment changes experienced in
specific neighbourhoods.
Haney Residential
Boundaries: S – Lougheed; W – Burnett and 224; N – 124A, 125, 128; E – 234 and 235
This area is made up of mostly single family homes which are 30 years or older. New construction in
this area is limited. The neighbourhood represents 10% of the City’s overall residential inventory. The
average home in this area, valued at $659,020 in 2017 and paying $2,202 in municipal taxes, has
seen an increase in value of 12%, under the city wide average of 15%, and will experience a general
purposes tax increase of around 1 %.
Percentage of Change in Assessment
10% or Less 10.1% to 20% 20.1% to 30% 30.1%+
% of properties 11.9% 83.9% 3.7% 0.5%
Class average
2018
Page 4 of 9
Residential Properties (continued)
Cottonwood/Albion
Boundaries: S - Kanaka Way and 128; W - Cottonwood Dr; N – DTR; E – 240
This area, comprised mostly of single family homes, represents 7% of the City’s overall residential
inventory and was the 2nd largest growth contributor in 2017 at 12% of overall growth.
The average home here, valued at $716,804 in 2017 and paying $2,395 in municipal taxes, has
increased in value by 11% and the municipal tax increase will be around 1%.
Percentage of Change in Assessment
10% or Less 10.1% to 20% 20.1% to 30% 30.1%+
% of properties 22.9% 70.7% 2.0% 4.4%
Class average
2018
Kanaka Creek
Boundaries: S, SW – Lougheed; N – Kanaka Way and 128; E – 248
This area, comprised mostly of single family homes, continues to develop and was this year the 3rd
highest contributor to the overall residential growth at 8%. It represents approximately 9% of the
City’s overall residential inventory.
The average home in this area, valued at $719,525 in 2017 and paying $2,404 in municipal taxes,
has increased in value by 12.8% and as a result will experience a general purpose tax increase
around 1.5%
Percentage of Change in Assessment
10% or Less 10.1% to 20% 20.1% to 30% 30.1%+
% of properties 28.6% 62.5% 3.9% 5.0%
Class average
2018
Page 5 of 9
Residential Properties (continued)
Silver Valley and Fern Cres.
Boundaries: S – 128; N – Silver Valley Rd; W – Marc Rd. & 224; E – 264
This area now makes up approximately 9% of the City’s overall residential inventory and, at 15% of
the overall growth, was the largest growth contributor in 2017. It is comprised of mostly single family
homes some of which are on large lots and acreages.
The average home here, valued at $1,100,645 in 2017 and paying $3,677 in municipal taxes,
increased in value by 12.9% and the municipal tax increase will be just over 1.5%.
Percentage of Change in Assessment
10% or Less 10.1% to 20% 20.1% to 30% 30.1%+
% of properties 53.6% 31.9% 4.0% 10.5%
Class average
2018
Whonnock and Ruskin
Boundaries: S – Lougheed; N – 132; W – 248; E – 287
This established rural neighbourhood is made up of large residential lots and acreages of which 2%
continue to enjoy farm status.
The average home in this area was valued at $819,809 in 2017 and paid $2,739 in municipal
taxes, is now assessed at $982,878, an increase of 21% which, being higher than the City average
of 15%, will result in a general purposes tax increase just below 9%.
Percentage of Change in Assessment
10% or Less 10.1% to 20% 20.1% to 30% 30.1%+
% of properties 17.8% 47.7% 26.7% 7.8%
Class average
2018
Page 6 of 9
Residential Properties (continued)
Strata Townhouses
There are 4,532 properties in Maple Ridge which are classed as residential strata townhouses, an
increase of 261 from last year. Market value for these types of properties experienced an average
increase of 20%.
The average townhouse assessed in 2017 at $394,012 and paying $1,316 in municipal taxes now
has an average assessment of $470,590 and will experience a tax increase around 7.5%.
Percentage of Change in Assessment
10% or Less 10.1% to 20% 20.1% to 30% 30.1%+
% of properties 12.0% 63.1% 16.9% 8.0%
Class average
2018
Strata Apartments
The number of Strata Apartments has increased by 86 properties this year and now totals 3,354.
The TCIIP, which spurred growth in this sector in 2014 and 2015, has expired for most of these units
and, as a result, deferred growth of $23M is being recognized this year. The average market value
for these types of units has increased by 30%.
The average apartment, which was assessed in 2017 at $230,143 and paid $770 in municipal
taxes, is now assessed at $295,859 and will see a tax increase in municipal taxes close to 16%.
Percentage of Change in Assessment
10% or Less 10.1% to 20% 20.1% to 30% 30.1%+
% of properties 2.8% 8.4% 37.6% 51.2%
Class average
2018
Business Class and Light Industry Class
Of the just over 31,000 properties in Maple Ridge, 4% of them fall into the Business and Light
Industry Classes. Combined growth recognized in 2017 in these two classes is 1.4%. Largest
contributor to this growth was the $7.8M from further development at the Kanaka industrial park.
Other noteworthy contributions were the result of $1.9M from development and reclassification to
Business class from Residential for new venture in Whonnock, $1.4M from commercial development
at 120th Ave and 248th St. and $1.4M from commercial development at 227th St and Dewdney.
The total commercial sector growth contribution to the assessment base for 2018 is just over $19M.
The average market value increase in the Business and Light Industry Classes is around 16%.
Page 7 of 9
Business Class and Light Industry Class (continued)
Business & Light Industry Class
Percentage of Change in Assessment
10% or Less 10.1% to 20% 20.1% to 30% 30.1%+
% of properties 45.9% 30.2% 14.9% 9.0%
Class average
2018
The following information is intended to give an idea of what is occurring in some of the more
concentrated areas for these classes.
Maple Meadows Industrial Park
This area represents 20% of Business Class properties. These are mostly commercial strata units
and some warehousing facilities. Of the 298 commercial properties in the park, 107 are classed
Light Industry. These 107 properties account for 55% of all Light Industry properties in Maple Ridge
and represent 45% of the Light Industry assessment base. The majority of properties in the park
increased in assessment by 10% or less which is considerably less than the City average and, as
result, tax increases for most properties here will also be below the City average.
Percentage of Change in Assessment
10% or Less 10.1% to 20% 20.1% to 30% 30.1%+
% of properties 73.8% 19.8% 3.4% 3.0%
Class average
2018
Albion Industrial
This area represents 4% of Business Class folios and 16% of Light Industry Class folios and accounts
for approximately 10% of the taxable commercial assessment base. The average increase was close
to the City average which will result in a tax increase close to the City average.
Percentage of Change in Assessment
10% or Less 10.1% to 20% 20.1% to 30% 30.1%+
% of properties 4.2% 83.3% 9.7% 2.8%
Class average
2018
Page 8 of 9
Business Class and Light Industry Class Properties (continued)
Lougheed and Dewdney Trunk Commercial, West of 207 Street
These two commercial corridors represent 9% of Business Class folios in number and account for
24.5% of total Business Class assessments. The average market increase in this area is 14% and
most properties will therefore experience close to the average tax increase.
Percentage of Change in Assessment
10% or Less 10.1% to 20% 20.1% to 30% 30.1%+
% of properties 41.2% 31.4% 26.5% 0.9%
Class average
2018
Kanaka & Webster’s Corner Business Parks
These two business parks started development in 2010 and continue to grow. They represent 8% of
Commercial folios and account for 3% of total Business Class assessments. The assessment
increases experienced by these two areas is quite different. Most properties in the Webster’s Corner
Business Park see an increase in assessed value around the average for the City and will therefore
see the average tax increase. However the majority of properties in Kanaka Business Park increased
in assessed value above 30% which means their tax increase will be higher than average. BC
Assessment sent out letters to owners of these properties in December to advise them of the above
average increase to allow ample time for owners to review their assessments and appeal if they feel
they do no accurately reflect their value.
Kanaka
Percentage of Change in Assessment
10% or Less 10.1% to 20% 20.1% to 30% 30.1%+
% of properties -4.3%2.1% 93.6%
Class average
2018
Webster’s Corner
Percentage of Change in Assessment
10% or Less 10.1% to 20% 20.1% to 30% 30.1%+
% of properties -97.3%2.7% -
Class average
2018
Page 9 of 9
CONCLUSIONS:
Though the assessment information is preliminary, it does give an indication of how assessments
have changed since the last valuation. While the average assessment change for Residential is 15%
and Commercial Classes is 16%, there is some variability around this average. As a result, the
property tax impact to individual properties will vary, depending on how their experience relates to
the average for their property class.
Property owners with concerns have until January 31 to contact BC Assessment to appeal their
assessments. A revised roll incorporating any changes due to appeals or corrections will be made
available to us in early April.
“Original signed by C.K. Lee”
______________________________________________
Prepared by: C.K. Lee
Assist. Manager of Revenue & Collections
“Original signed by Silvia Rutledge”
______________________________________________
Prepared by: Silvia Rutledge
Manager of Revenue & Collections
“Original signed by Trevor Thompson”
_____________________________________________
Approved by: Trevor Thompson, CPA, CGA
Interim Director of Finance
“Original signed by Paul Gill”
_____________________________________________
Concurrence: Paul Gill, BBA, CPA, CGA
Chief Administrative Officer
The following appendix is attached hereto:
Appendix A – Sample Tax Properties
Appendix A - Sample Tax Properties (History of Assessed Values and Taxation)
Assessed Values
Location 2013 2014 2015 2016 2017 2018
1 Silver Valley 810,000 784,000 797,000 876,000 1,172,000 1,347,000
2 Albion/Kanaka 507,000 504,000 505,000 554,000 742,000 832,000
3 Whonnock 532,000 535,300 521,000 558,300 753,100 910,300
4 Central MR 407,000 395,700 439,500 415,600 577,500 664,000
5 Central MR- strata 222,000 222,000 213,800 217,000 286,000 334,000
6 West MR 597,000 639,000 654,000 705,000 979,000 1,072,000
7 Lower Hammond 197,700 214,700 242,900 270,000 393,500 474,300
8 Upper Hammond 429,000 439,000 506,000 560,000 727,000 819,000
Total 3,701,700 3,733,700 3,879,200 4,155,900 5,630,100 6,452,600
Change in Assessed Values
Location 2013 2014 2015 2016 2017 2018
1 Silver Valley -0.7% -3.2% 1.7% 9.9% 33.8% 14.9%
2 Albion/Kanaka -6.8% -0.6% 0.2% 9.7% 33.9% 12.1%
3 Whonnock 0.0% 0.6% -2.7% 7.2% 34.9% 20.9%
4 Central MR -3.1% -2.8% 11.1% -5.4% 39.0% 15.0%
5 Central MR- strata -3.1% 0.0% -3.7% 1.5% 31.8% 16.8%
6 West MR 0.0% 7.0% 2.3% 7.8% 38.9% 9.5%
7 Lower Hammond -9.8% 8.6% 13.1% 11.2% 45.7% 20.5%
8 Upper Hammond 0.0% 2.3% 15.3% 10.7% 29.8% 12.7%
Total -2.2%0.86%3.90%7.13% 35.47% 14.61%
Taxation (Municipal General/Drainage/Parks)
Location 2013 2014 2015 2016 2017 2018
1 Silver Valley 3,469 3,499 3,564 3,833 3,916 4,051
2 Albion/Kanaka 2,172 2,249 2,258 2,424 2,479 2,502
3 Whonnock 2,279 2,389 2,330 2,443 2,516 2,737
4 Central MR 1,743 1,766 1,965 1,819 1,930 1,997
5 Central MR- strata 951 991 956 950 956 1,004
6 West MR 2,557 2,852 2,924 3,085 3,271 3,224
7 Lower Hammond 847 958 1,086 1,182 1,315 1,426
8 Upper Hammond 1,838 1,959 2,262 2,451 2,429 2,463
Total 15,856 16,663 17,345 18,187 18,812 19,404
Change in Taxation (Municipal General/Drainage/Parks)
Location 2013 2014 2015 2016 2017 2018
1 Silver Valley 4.0% 0.9% 1.9% 7.5% 2.2% 3.4%
2 Albion/Kanaka -2.3% 3.5% 0.4% 7.4% 2.3% 0.9%
3 Whonnock 4.9% 4.8% -2.5% 4.8% 3.0% 8.8%
4 Central MR 1.6% 1.3% 11.3% -7.4% 6.1% 3.5%
5 Central MR- strata 1.6% 4.2% -3.5% -0.6% 0.6% 5.0%
6 West MR 4.8% 11.5% 2.5% 5.5% 6.0% -1.4%
7 Lower Hammond -5.5% 13.1% 13.4% 8.8% 11.3% 8.4%
8 Upper Hammond 4.8% 6.6% 15.5% 8.4% -0.9% 1.4%
Total 2.5%5.1%4.1%4.9% 3.4% 3.1%
1
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: January 23, 2018
and Members of Council FILE NO: 01-0640-30-MR/2018
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: YMCA Partnership Proposal
EXECUTIVE SUMMARY:
At Council Workshop on July 4, 2017, Council directed staff to meet with the YMCA of Greater
Vancouver to discuss opportunities for partnerships in Maple Ridge, specifically the Albion
Community Centre. Staff met with YMCA staff representatives a number of times, and the YMCA has
now provided the City with a Letter of Intent (Attachment 1) and draft Memorandum of
Understanding (MOU) (Attachment 2) signifying their interest in proceeding with discussions
regarding operation of the Albion Community Centre. Please note that the attached MOU is a draft
intended as a starting point for further discussion and negotiation between the City of Maple Ridge
and the YMCA.
In the meantime, the design of the Albion Community Centre is underway based on community
consultation processes conducted in 2016 and 2017 and in partnership with School District No. 42
(SD42). Proceeding with the design of this facility will not compromise potential negotiations with
the YMCA.
If Council wants to proceed with exploring a partnership with the YMCA as described in the attached
documents, the recommended next step is to consult with SD42. The City has committed to a
partnership with the School District that includes land acquisition, a joint park/school site, operating
agreements and joint use of the elementary school and community centre. The intent of the
partnership and co-location project with SD42 is to leverage an opportunity to collaborate with
SD42 to provide needed services to a growing neighbourhood using a model that will generate
service and capital efficiencies.
RECOMMENDATION:
That staff facilitate a conversation with School District No. 42 and the YMCA to explore the feasibility
of a tri-party relationship with the City of Maple Ridge for the operation of the Albion Community
Centre on a joint park/school site.
DISCUSSION:
a)Background Context:
The City has worked in partnership with SD42 since 2015 to develop a concept for a
neighbourhood hub that includes an elementary school, neighbourhood learning centre,
community centre, a sports field and park amenities. In addition, the City entered into a
5.3
2
Memorandum of Understanding with SD42 regarding the proposed acquisition of property at
104 Avenue in Albion. In 2016, the City executed a Joint Development and Planning
Agreement that sets out the conditions for a joint planning process for the Elementary School
and Community Centre, which began with a joint public consultation process early in 2016. A
second community-wide consultation took place in 2016/2017 for a number of proposed
community facilities including the Albion Community Centre. Following the above, Council
expressed interest in exploring a partnership agreement with the YMCA regarding the
operation of the Albion Community Centre.
Staff has met with the YMCA on a number of occasions, and the YMCA has confirmed its
interest in working with the City on the Albion Community Centre project by providing the City
with a draft MOU, typical of its other operating agreements, that provides an indication of the
framework for an Operating Agreement with the City. The MOU sets conditions and principles
intended to guide interaction, negotiation and coordination between the City and the YMCA. It
also outlines the key components that the YMCA would like to see reflected in an operating
agreement.
In the current proposal from the YMCA, the City will:
provide I00% of the capital costs estimated at $10,000,000, noting that the YMCA
will not have legal title to the facility and/or lands;
be responsible for ongoing building infrastructure repair and replacement which
includes all major capital equipment and repair, but does not include program
equipment;
provide an as-needed annual subsidy of up to $700,000 for facility operations for
each of the first ten years, which is slightly more than the current estimate of
operating costs for this facility.
The YMCA has indicated they require use of the adjacent SD42 gymnasium to
implement their program.
The YMCA will:
operate the facility under the brand of the YMCA of Greater Vancouver;
be responsible for all operating costs and retain operating revenues;
have access to, on an as-needed basis, an operational subsidy of up to $700,000
from the City for each of the first 10 years of operations;
consider the feasibility of raising its furniture, fixtures, and equipment costs through
fundraising and/or financing;
be responsible for the programming and operation of the facility in consultation with
the City;
work in conjunction with the City to develop the programs and facility design to meet
community demands.
At this point, the MOU should be considered as a proposal from the YMCA. If Council is
interested in proceeding with these discussions, details will be refined and brought back to
Council for approval. Based on this draft proposal, the City would not realize operational
savings for the first 10 years of service if the YMCA requires the full operational subsidy, but
may save the City from having to equip the building if the YMCA deems this to be feasible.
If Council wishes to proceed, staff recommends that the next step include discussions with
SD42 and the YMCA regarding the potential for a tri-party relationship for the joint
park/school site and operation of the Albion Community Centre, particularly as the YMCA has
indicated a strong interest in accessing the school facility.
3
b)Desired Outcome:
Given the existing agreement with SD42 the desired outcome is to ensure that the operating
model for the Albion Community Centre aligns with the SD42/City of Maple Ridge Master
Agreement and the Albion Joint Planning and Development Agreement.
c)Strategic Alignment:
To date, this project aligns with the Strategic Facilities Plan produced in 2015 by the Board
of Education for School District 42 (Maple Ridge and Pitt Meadows), with the Parks,
Recreation and Cultural Master Plan, and with the Master Agreement on the Cooperation for
the Joint Use of Public Facilities and Coordination of Services. The project is also consistent
with the City’s Official Community and Albion Area Plans and reflects information gathered
through two community engagement processes.
d)Citizen/Customer Implications:
Should the YMCA take on operation of the Albion Community Centre, they would bring their
own programming strategy to the facility which would differ from the programming needs that
the community identified through the community consultation processes.
e)Business Plan/Financial Implications:
The operating model proposed by the YMCA would require a similar level of funding from the
City as is currently anticipated. The planned cost to construct the Albion Community Centre
is unchanged at $10,000,000, and the operating cost was originally estimated to be
$600,000 per annum.
f)Alternative:
If Council does not wish to pursue a partnership with the YMCA for the operation of the Albion
Community Centre at this time, staff could explore other potential partnership opportunities
with the YMCA to continue to strengthen this relationship. In this event, staff would continue
to work with SD42 on a joint operating model that maximizes community access to the Albion
Elementary School, Neighbourhood Learning Centre and Albion Community Centre and
garners operational efficiencies.
4
CONCLUSIONS:
At this time, staff will continue with the detailed design process based on earlier public consultation
and the Joint Development Agreement with the School District. Moving forward with the design will
not compromise negotiations with the YMCA, although they are interested in being involved in the
process if a partnership agreement is established. The City’s architect for this project is scheduled to
attend an upcoming Council Workshop to gather Council’s comments regarding the design of the
Albion Community Centre.
“Original signed by Danielle Pope for:”
Prepared by: Don Cramb, Senior Recreation Manager
“Original signed by Wendy McCormick”
Approved by: Wendy McCormick, Director of Recreation & Community Services
“Original signed by Kelly Swift”
Approved by: Kelly Swift, MBA, BGS,
General Manager: Parks, Recreation & Culture
“Original signed by Paul Gill”
Concurrence: Paul Gill, CPA, CGA, Chief Administrative Officer
:wmc
Attachments:
(1) Albion Letter of Intent YMCA
(2) Albion Memorandum of Understanding YMCA
YMCA of Greater Vancouver
5055 Joyce Street
Vancouver, BC V5R 6B2
604.681.9622
vanymca.org
29th November, 2017
Mr Don Cramb
Senior Recreation Manager
11995 Haney Place
Maple Ridge, BC
V2X 6A9
Dear Don,
The YMCA of Greater Vancouver would like to present this letter of intent to signify our interest in a
partnership with the City of Maple Ridge to bring a centre of community to Albion.
The City of Maple Ridge and the YMCA recognize the importance of recreation, sport and culture in our
communities and the associated need to develop the appropriate facilities to promote participation in
these activities by our citizens.
The attached draft of the Memorandum of Understanding (“MOU”) outlines some of the conditions and
principles previously discussed and is intended to begin a process to set out the principles that will guide
interactions and coordination between the City and the YMCA while both the parties investigate their
due diligence necessary to consider the potential for developing, implementing and possibly operating a
facility. This will allow us to make an informed decision to partner in the promotion of participation in
recreation, sport and culture in Maple Ridge.
Once we have agreed on the conditions of the MOU, the YMCA seek approval by a motion of both the
City Maple Ridge Council and the YMCA of Greater Vancouver Board or Directors. The approved motions
would enable us to enter into an Agreement in Principle as a next step.
Please feel free to contact me if you have any questions. We are looking forward to our next discussion.
Sincerely,
Craig Sheather
Chief Operating Officer
YMCA of Greater Vancouver
1
Draft – 11\29\2017
MEMORANDUM OF UNDERSTANDING
CITY OF MAPLE RIDGE
(“Maple Ridge”)
And
YMCA OF GREATER VANCOUVER
(“YMCA”)
I. BACKGROUND
1. Maple Ridge and YMCA recognize the importance of recreation, sport and culture in our
communities and the associated need to develop appropriate facilities to promote participation in
recreation, sport, and cultural activities by our citizens.
2. Maple Ridge and the YMCA are committed to ensuring equity in the provision and access to
programs and services at facilities that promote participation in recreation, sport and cultural
activities.
3. This Memorandum of Understanding (“MOU”) is intended to set out the principles that will guide
interactions and coordination between the Maple Ridge and the YMCA while the parties investigate
their due diligence necessary to consider the potential for developing, implementing and possibly
operating a facility and make an informed decision to partner in the promotion of participation in
recreation, sport and culture in Maple Ridge.
II. PRINCIPLES
COMMUNITY INVOLVEMENT
4. Maple Ridge and the YMCA believe it is important that the community be involved in the planning,
implementation and operation of the facility and its programs. Community input will be sought on
an ongoing basis. This input may be sought by either party at any time, and may be collated and
evaluated independently or in collaboration between the parties.
DESIGN AND CONSTRUCTION
5. Both parties will have an equal opportunity to provide input into the development of designs,
timelines for completion, financial obligations and similar related matters in connection with the
development, implementation and operation of the facility.
6. Both parties agree that the facility will be approximately 20,000 sq\ft single story construction.
2
7.Both parties agree that the facility will promote active living, community connection, and an
emphasis on healthy families.
PROGRAM COOPERATION
8.Both parties understand the facility will be successful only if the YMCA is successful. Maple Ridge also
accepts that the YMCA's success will be achieved by operating in a financially sustainable manner, and
to the extent possible, within its range of membership models. The parties understand and agree that
programs will be open to general public admission and course-based registration as warranted.
9.The parties will take reasonable steps to ensure that all programs operating by the YMCA at the
facility, or as outreach programs and programs operated by the Maple Ridge Department of Parks,
Recreation and Culture do so in a non-competitive and complementary manner.
10.Maple Ridge and the YMCA will work collaboratively to ensure the YMCA’s role as a facility operator
is viewed by Maple Ridge residents as part of the continuum of services provided in collaboration
with maple Ridge and other service providers.
11.It is anticipated that other YMCA programs and services will evolve over time and supplement those
programs and services offered at the facility. These may include (among others) childcare,
community outreach programs and employment services to youth and newcomers.
III. YMCA RESPONSIBILITIES
1.It is currently anticipated that the YMCA will be responsible for none of the capital costs of design
and construction of the facility, including the cost of land and offsite upgrades to infrastructure,
dependent upon project feasibility and scope.
2.The YMCA will consider the feasibility of raising its furniture, fixtures, and equipment costs through
fundraising and/or financing.
3.The YMCA will operate the facility, will be responsible for all costs of operation, and be entitled to all
operational revenues.
4.The YMCA will have access to, on an as needed basis, operational subsidy of up to $700,000 from
Maple Ridge for each of the first 10 years of operations; these conditions will be outlined in a future
Financial Subsidy Agreement.
5.The YMCA will operate under the YMCA of Greater Vancouver.
6.The YMCA will be responsible for the programming and operation of the facility but must meet the
requirements of their obligation to Maple Ridge.
7.To ensure successful management of the facility, the YMCA will work in conjunction with Maple
Ridge to develop the programs and facility design to meet community demands.
3
IV. MAPLE RIDGE RESPONSIBILITIES
1. It is currently anticipated that Maple Ridge will provide 100% of the capital costs estimated at
$10,000,000 of the design and construction of the facility including land and offsite upgrades to
infrastructure, dependent upon project feasibility and scope. It is understood that the YMCA will
not have legal title to the Facility and/or lands and Maple Ridge will be responsible for all
deferred maintenance costs as per mutually agreed industry best practice and standards.
2. Maple Ridge will make provision for an as needed annual subsidy of up to $700,000 for facility
operations for each of the first ten years as outlined in a future Facility Subsidy Agreement.
V. FUTURE AGREEMENT
1. Maple Ridge and the YMCA will work collaboratively towards an agreement that will give both
parties a satisfactory degree of profile for fundraising initiatives. Beneficial ownership of the
Facility will rest with Maple Ridge.
2. Flexibility will be built into all future agreements to permit both parties to deal with future
trends, goals and opportunities to work collaboratively on community priorities.
Term
3. This MOU shall be in effect when executed by both parties and will remain in effect until
replaced by an Agreement in Principle and conclude with binding legal agreements related to
design, construction and operation of the facility, which agreements will likely include:
a. Facility Operating Agreement
b. City Financial Subsidy Agreement
VI. OTHER MATTERS
1. Amendment
The Parties agree that the terms of this MOU may only be amended with the prior written agreement of
both parties.
2. Notice
Any notices under this MOU are to be submitted to:
City of Maple Ridge
Don Cramb, Senior Recreation Manager
11995 Haney Place,
Maple Ridge, BC V2X 6A9
YMCA of Greater Vancouver
Craig Sheather, COO
5055 Joyce Street,
Vancouver BC V6E 3Z3
4
3.Legal Rights:
No legal rights or contractual obligations are created between the parties by the execution of this MOU.
Acknowledged and Agreed
CITY OF MAPLE RIDGE
_______________________________________ _______________________
Wendy McCormick Dated:
General Manger - Parks, Recreation & Culture
11995 Haney Place
Maple Ridge, BC V2X 6A9
YMCA of Greater Vancouver
______________________________________ _______________________
Steve Butz Dated:
President and CEO
5055 Joyce Street,
Vancouver BC V6E 3Z3
YWCA Metro Vancouver tel 604 895 5800
535 Hornby Street fax 604 684 9171
Vancouver, BC V6C 2E8 ywcavan.org
CHARITABLE REGISTRATION #108227943 RR0001
December 7, 2017
Mayor Read and Council
City of Maple Ridge
11995 Haney Place
Maple Ridge, BC V2X 6A9
Dear Mayor Read and Council,
I am writing to request an opportunity for the YWCA Metro Vancouver to present to City
Council regarding our plans to expand affordable housing for single mothers throughout the
region. We r keen to explore whether there might be opportunities to develop new housing in
Maple Ridge, consistent with municipal objectives.
Founded in 1897, the YWCA is one of Metro Vancouver's largest and most diversified non-profit
organizations. In 2016 we served over 45,000 individuals through 45 programs offered in 58
locations throughout Metro Vancouver. Our mission is “to touch lives and build better futures
for women and their families through advocacy and integrated services that foster economic
independence, wellness and equal opportunities.”
The goals of our holistic, integrated programs are to lift women and families out of poverty,
provide the best start for children and create new opportunities for education, employment and
leadership. Our core services are targeted towards improving the lives of single mothers and
their children through housing, child care, employment programs and support services.
The YWCA currently operates ten housing communities, with two additional projects currently
in development. These projects provided safe, affordable housing for low-income single
mothers and their dependent children in Vancouver, North Vancouver, Langley, Surrey and
Coquitlam. We are pleased to offer a range of housing options in different locations, including:
transition housing for women who have left abusive relationships; supportive housing for
pregnant women and new mothers with substance use issues; and safe and affordable long-term
housing for women and children living in poverty.
Our community development model ensures residents have access to holistic services to
improve their quality of their lives, including:
•Single Mothers’ Support Groups;
•employment programs and education bursaries;
•Presents of Peace holiday hampers;
•bus tickets and emergency food vouchers; and
•mentorship programs.6.1
The YWCA is currently supporting the citizens of Maple Ridge through our Single Mothers’
Support Group offered at the Maple Ridge Family Education and Support Centre. We are
familiar with the issues and challenges facing single mothers in Maple Ridge and hope to offer
additional services that would benefit your community.
We would be delighted to share further details of our housing operations and plans, and would
be very pleased to present to City Council at your convenience. Should this meet you’re your
approval, Amanda Frith will be delighted to make the necessary arrangements. She can be
reached at afrith@ywcavan.org or phone at 604-895-5772.
Yours truly,
Janet Austin
CEO
November 29, 2017
Honourable George Heyman
Minister of Environment and Climate Change Strategy
Via E-mail: ENV.Minister@gov.bc.ca
PO Box 9047 Stn Prov Govt
Rm 112, Parliament Buildings
Victoria, BC V8W9E2
Re: Prevention of Quagga and Zebra Mussels
Dear Honourable Heyman,
On behalf of the District of Sicamous we write to express our concern about the
threat of Quagga and Zebra mussels. Sicamous submitted a resolution at UBCM that
was endorsed requesting more funding from the Provincial Government to increase
awareness and Education for the threat of Quagga and Zebra mussels into BC Lakes.
The effects to ALL BC Lakes would be devastating:
•Zebra and quagga mussels filter water to the point where food sources such as
plankton are removed, altering food webs. This also causes clearer water,
allowing sunlight to penetrate deeper, increasing growth of aquatic
vegetation. One mussel can produce one million mussels per year.
•Impact fish and wildlife by increasing toxic algal blooms.
•Large colonies affect spawning areas, impacting the survival of fish eggs.
•Affects recreational activities by cutting swimmers feet as a result of their
sharp shell
•Non-reversible once infested with mussels, all BC Lakes will be contaminated
and there is currently no solution to destroy them.
•Cost to British Columbia will be Billions, to government, taxpayers and
businesses if mussels manage to get into our eco-system
•Eco-system compromised, water intakes plugged, fish destroyed, beaches
destroyed
•No long-term research provided on drinking water quality
•Negative tourism impact
Solutions:
•Guard the boarders - cost British Columbia Millions to guard the boarders
24/7 365 days per year to prevent infestation or Boat border crossing hours,
that work.
•Train border patrols – this is a serious issue, they must collect the correct
information from boaters (of all kinds such as zodiacs, blow up paddle boards)
District of Sicamous
446 Main Street
PO Box 219
Sicamous, BC
V0E 2V0
T: 250 836 2477
F: 250 836 4314
E: info@sicamous.ca
sicamous.ca
6.2
•More conservation officers, with more authority
•This is no longer a campaign, it should now be a department of the
government with funding to continue prevention
•This is no longer a provincial problem, it is a federal problem, lakes that are
contaminated in Canada should not be allowed to let boats leave without
inspection to prevent contaminating other lakes.
•Transport Canada should now prevent float planes from hoping provinces and
states
•Education – Major Media campaign announcing BC’s commitment to keep our
waters pristine. TV, Billboards, News paper, social media
•All Municipalities and Regional Districts should run a banner on their website
home pages – “British Columbia is Committed to keeping their lakes Quagga
and Zebra Mussel free. Please respect our Lakes and boarder crossing patrols,
STOP at the boat inspection stations”. This should have a link to a website
explaining the seriousness of this issue, and explain fines for breaking the law
by transporting invasive species.
•All British Columbia tourism sites should also announce and run the banner on
their sites. Tourism will stay healthy if BC lakes stays healthy.
•Boaters registration, should include education
•Immediate allocations of funds dedicated to research, to enable BC biologists
to work on a solution with Manitoba & US studies research groups. Let’s work
on removing them, together.
•Collaborate with infested US bordering Lakes on research and prevention of
cross contamination.
•Collaborate with Alberta and Saskatchewan to stay mussel free
Funding:
BC government will find the funds (billions) if we lose the battle against mussels, as
we’ll need to manage the problem. This is how can we help fund the prevention now
(millions):
•Out of province user pay at all BC boat ramps
•Lake passes for BC boaters
•All fines are allocated back to the program
•Boat registration increase some funding back to project
Thank you for your consideration of this issue.
Regards,
Terry Rysz, Mayor
DISTRICT OF SICAMOUS
Cc: Mark Zarcharias, Deputy Minister (via email: DM.ENV@gov.bc.ca)
Wendy Booth, UBCM President (via email: wndbooth@gmail.com)
UBCM Members (via emails)
WEsT
I(ELO\^/NA
Office of the Mayor
2760 Cameron Road, West Kelowna, British Columbia V1Z 2T6
Tel (778) 797.2210 Fax (778) 797j001
December L3,2Ot7
Dear Local Governments of British Columbia,
With cannabis sales becoming legal in 20L8, there must be a formal agreement that will divide the tax
revenue on cannabis sales in a fair and equitable manner. Current discussions regarding revenue sharing
involve the Federal and Provincial governments with no inclusion of local governments. Ultimately, the
legalization will entail additional costs for localgovernments both in social and policing costs. A Federation
of Canadian Municipalities (FCM) paper is stating that the impact may affect policing, fire services, building
codes, city planning, municipal licensing and standards, public health, social services, communications,
law, etc.
City of West Kelowna Mayor and Council is requesting your support, by writing to the Province to lobby
them to agree to 50%of the provincial share of the cannabis tax sharing formula be provided to local
governments. This is an adequate and equitable share to help support costs and services incurred by local
governments.
Thank you for your consideration.
Sincerely,on behalf of ncil,
Doug Findlater
Mayor
www.districtofwestkelowna.ca
6.3
6.4