HomeMy WebLinkAbout2016-04-18 Council Workshop Agenda and Reports.pdfCity of Maple Ridge
1.ADOPTION OF THE AGENDA
2.MINUTES
2.1 Minutes of the April 11, 2016 Council Workshop Meeting
2.2 Minutes of Meetings of Committees and Commissions of Council
•Agricultural Advisory Committee – January 28, 2016
•Social Policy Advisory Committee - March 2, 2016
2.3 Business Arising from Committee and Commission Minutes
3.PRESENTATIONS AT THE REQUEST OF COUNCIL
4.MAYOR AND COUNCILLORS’ REPORTS
COUNCIL WORKSHOP AGENDA
April 18, 2016
10:00 a.m.
Blaney Room, 1st Floor, City Hall
The purpose of the Council Workshop is to review and discuss policies and
other items of interest to Council. Although resolutions may be passed at
this meeting, the intent is to make a consensus decision to send an item to
Council for debate and vote or refer the item back to staff for more
information or clarification. The meeting is live streamed and recorded by
the City of Maple Ridge.
REMINDERS
April 18, 2016
Audit & Finance Committee Meeting 9:00 a.m.
Closed Council 11:30 a.m.
Committee of the Whole Meeting 1:00 p.m.
April 19, 2016
Public Hearing 7:00 p.m.
Council Workshop
April 18, 2016
Page 2 of 5
5. UNFINISHED AND NEW BUSINESS
5.1 Maple Ridge Business Improvement Area
Presentation by Ineke Boekhorst, Executive Director, Downtown Maple Ridge
Business Improvement Association
Staff report dated April 18, 2016 recommending that the Downtown Maple Ridge
Business Improvement Area program be re-established for a further five year term
commencing January 1, 2017.
5.2 Branding Review – Request for Proposals (RFP)
Staff report dated April 18, 2016 providing information on the draft Request for
Proposals to be issued for the Branding Review study.
5.3 2016 Community Grants
Staff report dated April 18, 2016 recommending that staff review the community
grants request for 2016 and provide a recommendation for the available funding.
5.4 Commercial & Industrial Strategy – Potential Employment Lands Update
Staff report dated April 18, 2016 providing an update on the status of potential
future employment sites identified as part of the preparation of the Commercial
and Industrial Strategy endorsed in 2015.
5.5 Proposed Triplex, Fourplex and Courtyard Housing Forms Preliminary Overview
Staff report dated April 18, 2016 providing information on the implications for
creating a triplex and fourplex zone.
5.6 Senior Government Grants Programs
Staff report dated April 18, 2016 recommending that the City make application to
the New Building Canada Fund – Small Communities Fund for Abernethy Way 224
Street to 232 Street Widening and that the City fund its share of eligible project
cost.
5.7 Hospital Parking
Staff report dated April 18, 2016 providing information on responses to questions
posed by City staff to the Director of Parking, Access and Commuter Services for
Fraser Health.
Council Workshop
April 18, 2016
Page 3 of 5
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 Whonnock Community Association
Letter dated March 17, 2016 from Sandra Rossington, President, Whonnock
Community Association expressing concern with traffic around Whonnock
Elementary School during the week.
Recommendation: b) Direct staff to prepare a report and recommendation
6.2 Upcoming Events
May 1, 2016
1:00 p.m.
Alzheimer Walk – Hyde Creek, Port Coquitlam
Organizer: Alzheimer Society of BC
May 18, 2016
7:00 p.m.
Meet and Greet with Thornhill Community – Thornhill
Community Hall
Organizer: Thornhill Community Association
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/
Council Workshop
April 18, 2016
Page 4 of 5
8. MATTERS DEEMED EXPEDIENT
9. ADJOURNMENT
Checked by: ___________
Date: _________________
Council Workshop
April 18, 2016
Page 5 of 5
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
April 11, 2016
The Minutes of the City Council Workshop held on April 11, 2016 at 10:00 a.m. in the
Blaney Room of City Hall, 11995 Haney Place, Maple Ridge, British Columbia for the
purpose of transacting regular City business.
PRESENT
Elected Officials Appointed Staff
Mayor N. Read E.C. Swabey, Chief Administrative Officer
Councillor C. Bell K. Swift, General Manager of Community Development,
Councillor K. Duncan Parks and Recreation Services
Councillor B. Masse T. Thompson, Acting General Manager Corporate and
Councillor G Robson Financial Services
Councillor T. Shymkiw F. Quinn, General Manager Public Works and Development
Councillor C. Speirs Services
C. Marlo, Manager of Legislative Services
GUEST Other Staff as Required
V. Kipps, Executive Director, L. Siracusa, Manager of Economic Development
Ridge Meadows/ Pitt B. Livingstone, Business Retention and Expansion Officer
Meadows Community C. Carter, Director of Planning
Services J. Charlebois, Manager of Community Planning
Note: These Minutes are posted on the City Web Site at www.mapleridge.ca
1.ADOPTION OF THE AGENDA
The agenda was adopted with the addition of the following:
5.3 Letter to Minister Coleman
2.MINUTES
2.1 Minutes of the April 4, 2016 Council Workshop Meeting
R/2016-180
It was moved and seconded
That the minutes of the Council Workshop Meeting of April 4, 2016 be
adopted as circulated.
CARRIED
2.1
Council Workshop Minutes
April 11, 2016
Page 2 of 6
2.2 Minutes of Meetings of Committees and Commissions of Council
R/2016-181
It was moved and seconded
That the minutes of the Community Heritage Commission Meeting of March
1, 2016 and the minutes of the Municipal Advisory Committee for
Accessibility Issues of January 21, 2016 be received.
CARRIED
2.3 Maple Ridge/Pitt Meadows February 29, 2016 Discussion Summary
R/2016-182
It was moved and seconded
That the minutes of the Maple Ridge/Pitt Meadows February 29, 2016
Discussion Summary be received.
CARRIED
3. PRESENTATIONS AT THE REQUEST OF COUNCIL – Nil
4 MAYOR’S AND COUNCILLORS’ REPORTS
Councillor Speirs
Councillor Speirs provided updates on the Community Heritage Commission
and the Municipal Advisory Committee for Accessory Issues. He commented
on live music venues throughout the community. He attended a meeting with
MP Ruimy.
Councillor Duncan
Councillor Duncan attended a Big Brothers and Big Sisters fundraising event,
the grand opening for the “Lunch Lady”, and a meeting of the Alouette River
Management Society. She helped celebrate the GoGo’s Dollar Days
Campaign. She asked Mayor and Council to pass on thoughts and comments
on the Strong Kids Team
Councillor Masse
Councillor Masse attended the grand opening of the Gratia Bakery, a meeting
of the Social Policy Advisory Committee and participated in interviews for
committee members for the Social Policy Advisory Committee and the
Environmental Advisory Committee. He also met with MP Ruimy to discuss
post-secondary education.
Council Workshop Minutes
April 11, 2016
Page 3 of 6
Councillor Robson
Councillor Robson appealed for the contribution of bicycles for Syrian
refugees.
Councillor Bell
Councillor Bell attended a Fall Prevention Committee meeting. She
encouraged all to visit the Lower Mainland Local Government Association
website. She will be attending Advocacy Days.
Deputy Mayor Shymkiw
Deputy Mayor Shymkiw attended a meeting of the Economic Development
Committee. He participated in a meeting with the Aero Club BC to discuss
issues at the Pitt Meadows Airport, met with MP Ruimy to discuss post-
secondary education and also met with MLA Bing.
Mayor Read
Mayor Read will be attending a variety of classes at the Leisure Centre. She
will be participating in a trip to Rotterdam in October as part of a delegation
from Port Metro Vancouver. She attended meetings with Tom Lee, Director
General of the Taipei Economic and Cultural Office, the Ridge Meadows
Seniors Society, and the Aero Club of BC to discuss issues at the Pitt
Meadows Airport. She also met with Mike Buda, Mayor’s Council on Regional
Transportation Executive Director to discuss transportation funding and Linda
Lupini of BC Emergency Health Services regarding ambulance service in
Maple Ridge. Mayor Read had meetings with Feri Dehdar, Executive Director
of the Cerebral Palsy Association of BC, MP Ruimy on post-secondary
education and John Driver, VP of Academics at SFU.
5. UNFINISHED AND NEW BUSINESS
5.1 Albion Industrial Area Consultation Report
Staff report dated April 11, 2016 recommending that the Albion Industrial
Area be affirmed as a key employment location and that staff be directed to
engage Albion Industrial Area stakeholders to develop solutions leading to
increased economic activity and viability for businesses in the area.
The Business Retention and Expansion Officer gave a power point
presentation that provided an overview of the report.
Council Workshop Minutes
April 11, 2016
Page 4 of 6
R/2016-183
It was moved and seconded
1. That the Albion Industrial Area be affirmed as a key industrial location in
the City of Maple Ridge, and
2. That staff be directed to continue to engage Albion Industrial Area
stakeholders to develop solutions leading to increased economic activity
and viability for businesses in this area.
CARRIED
5.2 Community Amenity Contribution Program Policy Discussion
Community Amenity Contribution Program Policy adopted at the March 14,
2016 Council Workshop Meeting attached
The Manager of Community Planning reviewed the contribution rates
established by Council through the Community Amenity Contribution Program
Policy and the options available to Council to amend the rate for the area
covered by the Albion Community Amenity Contribution and Density Bonus
program.
R/2016-184
It was moved and seconded
That item 5a) of Community Amenity Contribution Program Policy No., be
amended to replace the “$2,000 per lot or dwelling unit” with “$3,100 for
apartments, $4,100 for townhouses and $5,100 for single family dwellings.”
CARRIED
5.3 Letter to Minister Coleman
5.3.1
R/2016-185
It was moved and seconded
That the draft letter dated April 8, 2016 to The Honourable Rich Coleman
circulated at the April 11, 2016 Council Workshop be approved for
distribution with grammatical errors corrected.
CARRIED
Councillor Masse - OPPOSED
Council Workshop Minutes
April 11, 2016
Page 5 of 6
6. CORRESPONDENCE
6.1 Ridge Meadows Division of Family Practice and Maple Ridge/Pitt Meadows
Community Services – Youth Wellness Centre Funding Partnership
Letter from the Ridge Meadows Division of Family Practice and Maple
Ridge/Pitt Meadows Community Services requesting a funding partnership
with the City of Maple Ridge for a Ridge Meadows Youth Wellness Centre
Note: Deputy Mayor Shymkiw excused himself from the discussion at 12:01 p.m. as
his wife works for the Executive Director of the Maple Ridge/Pitt Meadows
Community Services
Vicki Kipps, the Executive Director of Maple Ridge/Pitt Meadows Community
Services provided further information on the request.
R/2016-187
It was moved and seconded
That staff be directed to prepare a report and recommendation regarding
the request of Ridge Meadows Division of Family Practice and Maple
Ridge/Pitt Meadows Community Services for funding of a Youth Wellness
Centre.
CARRIED
Note: Deputy Mayor Shymkiw returned to the meeting at 12:22 p.m.
6.2 Upcoming Events
April 30, 2016
5:30 p.m.
Gala Auction – 1331 Dominion Avenue, Port Coquitlam
Organizer: Archbishop Carney Regional Secondary School
June 4, 2016
9:00 a.m.
Field Trip to North Vancouver Museum and Archives – Meet at
the ACT
Organizer: Maple Ridge Community Heritage Commission
7. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL – Nil
Council Workshop Minutes
April 11, 2016
Page 6 of 6
8. MATTERS DEEMED EXPEDIENT – Nil
9. ADJOURNMENT – 12:23 p.m.
_______________________________
N. Read, Mayor
Certified Correct
___________________________________
C. Marlo, Corporate Officer
2.2 Committee and Commission Minutes
2.2
City City City City of Maple Ridgeof Maple Ridgeof Maple Ridgeof Maple Ridge
AGRICULTURAL ADVISORY COMMITTEE
REGULAR MEETING
The Minutes of the Regular Meeting of the Agricultural Advisory Committee, held in the Blaney Room,
at Maple Ridge Municipal Hall on Thursday, January 28, 2016 at 7:00 pm.
____________________________________________________________________________________
COMMITTEE MEMBERS PRESENTCOMMITTEE MEMBERS PRESENTCOMMITTEE MEMBERS PRESENTCOMMITTEE MEMBERS PRESENT
Margaret Daskis, Chair Community at Large
Al Kozak Agricultural Sector
Councillor Speirs City of Maple Ridge
Bill Hardy Member at Large
Jennifer Zickerman Agricultural Sector
Chris Zabek Regional Agrologist, Ministry of Agriculture & Lands
Candace Gordon Haney Farmers Market Society
Ian Brooks Member at Large
Stephanie James, Vice-Chair Equestrian Agricultural Sector
Lorraine Bates Agricultural Fair Board
STAFF MEMBERS PRESENTSTAFF MEMBERS PRESENTSTAFF MEMBERS PRESENTSTAFF MEMBERS PRESENT
Siobhan Murphy Staff Liaison / Planner 2
Sunny Schiller Committee Clerk
REGRETS/ABSENTSREGRETS/ABSENTSREGRETS/ABSENTSREGRETS/ABSENTS
Kimberley Lauzon Member at Large
Tony Pellet Agricultural Land Commission
1.1.1.1. CALL TO ORDERCALL TO ORDERCALL TO ORDERCALL TO ORDER
There being a quorum present Councillor Speirs called the meeting to order at 7:04 pm and
introductions were made.
2.2.2.2. 2012012012016 CHAIR AND VICE CHAIR ELECTIONS6 CHAIR AND VICE CHAIR ELECTIONS6 CHAIR AND VICE CHAIR ELECTIONS6 CHAIR AND VICE CHAIR ELECTIONS
R16-001 It was moved and seconded
That That That That Margaret Daskis Margaret Daskis Margaret Daskis Margaret Daskis be elected Agricultural Advisory Committee Chair.be elected Agricultural Advisory Committee Chair.be elected Agricultural Advisory Committee Chair.be elected Agricultural Advisory Committee Chair.
CARRIED
R16-002 It was moved and seconded
That That That That Stephanie James Stephanie James Stephanie James Stephanie James be elected Agricultural Advisory Committee Vicebe elected Agricultural Advisory Committee Vicebe elected Agricultural Advisory Committee Vicebe elected Agricultural Advisory Committee Vice----Chair.Chair.Chair.Chair.
CARRIED
AAC Minutes
January 28, 2016
Page 2 of 5
3.3.3.3. AGENDA ADOPTIONAGENDA ADOPTIONAGENDA ADOPTIONAGENDA ADOPTION
R16-003 It was moved and seconded
That the Agenda That the Agenda That the Agenda That the Agenda bebebebe amended to addamended to addamended to addamended to add Item Item Item Item 7.6 Water Availability and Pricing and 7.6 Water Availability and Pricing and 7.6 Water Availability and Pricing and 7.6 Water Availability and Pricing and be be be be adoptedadoptedadoptedadopted
as amendedas amendedas amendedas amended....
CARRIED
4.4.4.4. MMMMINUTE ADOPTION INUTE ADOPTION INUTE ADOPTION INUTE ADOPTION
R16-004 It was moved and seconded
That the That the That the That the Minutes of Minutes of Minutes of Minutes of November 26, 2015 November 26, 2015 November 26, 2015 November 26, 2015 be be be be approvedapprovedapprovedapproved....
CARRIED
5.5.5.5. DELEGATIONS DELEGATIONS DELEGATIONS DELEGATIONS ---- NilNilNilNil
6666.... NEW NEW NEW NEW BUSINESSBUSINESSBUSINESSBUSINESS
6.16.16.16.1 Golden Harvest 2016Golden Harvest 2016Golden Harvest 2016Golden Harvest 2016
Candace Gordon and Jennifer Zickerman volunteered to sit on the Golden Harvest
2016 subcommittee. It was suggested that Kimberly Lauzon and Lorraine Bates be
consulted during planning due to their experience with the event. Lorraine Bates
expressed appreciation on behalf of the Agricultural Fair Board for the payment
received as part of the profit sharing from Golden Harvest 2015. Ideas for Golden
Harvest were discussed.
7777.... UNFINISHED BUSINESSUNFINISHED BUSINESSUNFINISHED BUSINESSUNFINISHED BUSINESS
7.17.17.17.1 Backyard ChickensBackyard ChickensBackyard ChickensBackyard Chickens
The Staff Liaison reported the letter to Council regarding backyard chickens will be
added to a Workshop agenda in the near future.
7.27.27.27.2 Albion Flats Area PlanAlbion Flats Area PlanAlbion Flats Area PlanAlbion Flats Area Plan
The Staff Liaison reported that Planning staff made a presentation on the Albion Flats
plan to Council in October. Next step is a workshop process with Council.
7.3 7.3 7.3 7.3 Regional Food System Action PlanRegional Food System Action PlanRegional Food System Action PlanRegional Food System Action Plan
The Chair reported that the Regional Food System Action Plan has gone to the GVRD
board and has now been issued to municipal councils for comment. Copies of the
plan were provided to the committee for review and comment. The Staff Liaison will
forward feedback to the GVRD.
7.4 7.4 7.4 7.4 Agricultural Impact Assessment GuidelinesAgricultural Impact Assessment GuidelinesAgricultural Impact Assessment GuidelinesAgricultural Impact Assessment Guidelines
The Staff Liaison reported that Agricultural Impact Assessment Guidelines have been
received from the GVRD. The guidelines have been shared with the Planning
Department, who will provide their feedback on the guidelines at a future meeting.
The Staff Liaison explained how the guidelines can be used for development on land
adjacent to farm land.
AAC Minutes
January 28, 2016
Page 3 of 5
7.5 Ministry of Agricultur7.5 Ministry of Agricultur7.5 Ministry of Agricultur7.5 Ministry of Agricultureeee Discussion Paper and Proposed Minister’s Bylaw Standards Discussion Paper and Proposed Minister’s Bylaw Standards Discussion Paper and Proposed Minister’s Bylaw Standards Discussion Paper and Proposed Minister’s Bylaw Standards ––––
UpdateUpdateUpdateUpdate
The Chair reported the discussion paper and proposed standards have been
provided to clarify agricultural land uses. Chris Zabek, Ministry of Agriculture and
Lands, provided clarification on farm and non-farm uses. Feedback received from
stakeholders has been incorporated into the standards. There are no major changes
to the standards.
7.67.67.67.6 Water Availability and PricingWater Availability and PricingWater Availability and PricingWater Availability and Pricing
The Staff Liaison and Chair will draft a position statement on water availability and
pricing. The Metro Vancouver Water Forum has been postponed until the fall. The
Chair shared some notes from a climate change workshop that was held in
December.
Stephanie James shared there is a water management session tomorrow at the
Pacific Agricultural Fair.
8888.... SUBSUBSUBSUB----COMMITTEECOMMITTEECOMMITTEECOMMITTEE REPORTSREPORTSREPORTSREPORTS
8.18.18.18.1 Agricultural Plan UpdateAgricultural Plan UpdateAgricultural Plan UpdateAgricultural Plan Update
Councillor Speirs reported the agricultural plan update has not yet been completed.
The update involves Council prioritizing the goals of the Agricultural Plan. Staff have
been directed to organize a professionally facilitated session to work through the
prioritization process.
8.2 Metro Vancouver Agricultural Advisory Committee 8.2 Metro Vancouver Agricultural Advisory Committee 8.2 Metro Vancouver Agricultural Advisory Committee 8.2 Metro Vancouver Agricultural Advisory Committee
The Chair provided an update from the Metro Vancouver AAC. Feedback on open
burning has been requested from the agricultural community. The Chair will take the
comments provided regarding open burning back to Metro Vancouver AAC.
9999.... CORRESPONDENCECORRESPONDENCECORRESPONDENCECORRESPONDENCE
The Committee was reminded of a letter forwarded earlier regarding CEED Centre upcoming
events.
10101010.... ROUNDTABLEROUNDTABLEROUNDTABLEROUNDTABLE
Al Kozak reported on his bee hives, which he has had for two years. Mr. Kozak is a member
of the Maple Ridge bee club. The club has reported a high loss of hives over the winter. Mr.
Kozak’s two hives were robust in the fall, but were lost over the winter. The reasons for the
collapse are unclear however climate change (and last summer’s drought) may be a factor.
Mr. Kozak reported he had contacted Mr. Stott as a representative of the Haney Farmers
Market. Mr. Stott has established food hubs in a number of communities. Potential event
ideas were discussed.
R16-005 It was moved and seconded
ThatThatThatThat Al Kozak strike a subcommittee to setup an educational event on agricultural Al Kozak strike a subcommittee to setup an educational event on agricultural Al Kozak strike a subcommittee to setup an educational event on agricultural Al Kozak strike a subcommittee to setup an educational event on agricultural
infrastructure.infrastructure.infrastructure.infrastructure.
CARRIED
AAC Minutes
January 28, 2016
Page 4 of 5
Lorraine Bates reported the Agricultural Fair is doing very well and the barns are at capacity.
Maple Ridge’s Agricultural Fair is the biggest 4H Fair in BC and new attendees and
sponsorship are organized for the Dairy Fair this year. The plan to cover the playing fields
with artificial turf by 2017 will have a huge impact on the Fair, as the fields are used for
camping and parking during the event. Ms. Bates questioned the regulations regarding
livestock transportation after an experience last fall when the method used to transport
lambs to auction was called into question. Ms. Bates was encouraged to contact the auction
to find out more about what regulations were being enforced.
The Staff Liaison will request statistics regarding the Agricultural Fair from the Economic
Development Office.
Stephanie James reported the Pacific Agricultural Fair (currently underway) is hosting forums
on biogas and urban agriculture.
Bill Hardy reported his Grow and Gather Nursery is currently under renovation. Mr. Hardy
reported the 2016 Green City Conference is coming up in March 14 – 18 in Vancouver. Mr.
Hardy is serving as the Chair for the event, which is the first to bring international
horticultural and landscape groups together. Events are open to the public and include
walking tours featuring green initiatives. More information can be found at: http://www.cnla-
acpp.ca/greencity. Mr. Hardy reported he is very much looking forward to the event, which
has been two years in the planning. Mr. Hardy explained some of the ideas behind the Green
City initiative.
Candace Gordon thanked the committee on behalf of the Famers Market for the recent
payment received as part of the Golden Harvest profit sharing. The Haney Farmers Market
AGM is coming up soon. 2015 was a very good year for the Haney Famers Market and the
outlook for 2016 is positive. Ms. Gordon reported she had applied for a grant which would
allow the food security inventory (currently over six years old) to be updated.
Councillor Speirs reported that Maple Ridge is now a Blue Dot community (David Suzuki’s
program relating to access to clean water, air and soil). Councillor Speirs clarified recent
changes to advisory committees, including budgeting requirements, meeting schedules and
the establishment of an Active Transportation Advisory Committee and an Environmental
Advisory Committee. Councillor Speirs reported he and Lino Siracusa, Manager of Economic
Development recently visited Remo Nutrients, a successful local business which provides
plant nutrients (www.remonutrients.com)
Jennifer Zickerman reported she is working on a feasibility study and business plan.
Margaret Daskis reported Hard Bite Potato Chips is expanding and leaving Maple Ridge.
Their previous facility is available for a food processor. Ms. Daskis confirmed that Lino
Siracusa, Manager of Economic Development will be invited to the February meeting. Ms.
Daskis reported that the Canadian Institute of Food Science Technology conference is
coming up. Ms. Daskis recently judged a competition of Lower Mainland students making
pulse based foods – 2016 is the UN General Assembly International year of the pulse.
Councillor Speirs shared that the Katzie are working to re-establish their plant traditions,
including the planting of wapato.
AAC Minutes
January 28, 2016
Page 5 of 5
11.11.11.11. QUESTION PERIODQUESTION PERIODQUESTION PERIODQUESTION PERIOD
11112222.... ADJOURNMENTADJOURNMENTADJOURNMENTADJOURNMENT
It was moved and seconded
That the meeting be adjourned at That the meeting be adjourned at That the meeting be adjourned at That the meeting be adjourned at 9999::::14141414 pm.pm.pm.pm.
Chair
/ss
City of Maple Ridge
SOCIAL POLICYSOCIAL POLICYSOCIAL POLICYSOCIAL POLICY ADVISORY COMMITTEE MEETINGADVISORY COMMITTEE MEETINGADVISORY COMMITTEE MEETINGADVISORY COMMITTEE MEETING MINUTESMINUTESMINUTESMINUTES
The Minutes of the Regular Meeting of the Social Planning Advisory Committee, held in the Blaney
Room, at Maple Ridge City Hall, 11995 Haney Place, Maple Ridge, British Columbia, on Wednesday,
March 2, 2016 at 7:00 p.m.
COMMITTEE MEMBERS PRESENTCOMMITTEE MEMBERS PRESENTCOMMITTEE MEMBERS PRESENTCOMMITTEE MEMBERS PRESENT
Annette Morgan Seniors Network
Vicki Kipps, Chair Community Network
Councillor Bob Masse Council Liaison
Const. Brenda Gresiuk RCMP
Candace Gordon Maple Ridge-Pitt Meadows-Katzie Community Network
Susan Carr School District #42 Trustee
Kathy Doull Fraser Health
STAFF MEMBERS PRESENTSTAFF MEMBERS PRESENTSTAFF MEMBERS PRESENTSTAFF MEMBERS PRESENT
Sunny Schiller Committee Clerk
Shawn Matthewson Staff Liaison / Director of Recreation
REGRETS/ABSENTSREGRETS/ABSENTSREGRETS/ABSENTSREGRETS/ABSENTS
Delaram Farshad Fraser Health
Pierre Welbedagt, Vice-Chair Member at Large
Mike Murray School District #42 Trustee
Ineke Boekhorst Downtown BIA / Friends in Need
1.1.1.1. CALL TO ORDER AND INTRODUCTIONSCALL TO ORDER AND INTRODUCTIONSCALL TO ORDER AND INTRODUCTIONSCALL TO ORDER AND INTRODUCTIONS
There being a quorum present, the Staff Liaison called the meeting to order at 7:07 pm and
introductions were made.
2.2.2.2. AGENDA APPROVALAGENDA APPROVALAGENDA APPROVALAGENDA APPROVAL
R16-005
It was moved and seconded
That the Agenda be amended That the Agenda be amended That the Agenda be amended That the Agenda be amended to add Item 5.to add Item 5.to add Item 5.to add Item 5.6666 Advisory Advisory Advisory Advisory Committee Recruitment Committee Recruitment Committee Recruitment Committee Recruitment and and and and Item 5.7 Item 5.7 Item 5.7 Item 5.7
Agenda Items Agenda Items Agenda Items Agenda Items Procedure Procedure Procedure Procedure and and and and be adopted as amended. be adopted as amended. be adopted as amended. be adopted as amended.
CARRIED
3.3.3.3. MINUTE ADOPTIONMINUTE ADOPTIONMINUTE ADOPTIONMINUTE ADOPTION
R16-006
It was moved and seconded
That the Minutes of That the Minutes of That the Minutes of That the Minutes of January 13January 13January 13January 13, 201, 201, 201, 2016666 be adopted.be adopted.be adopted.be adopted.
CARRIED
4.4.4.4. DELEGATIONSDELEGATIONSDELEGATIONSDELEGATIONS ---- NilNilNilNil
SPAC Minutes
March 2, 2016
Page 2 of 5
5. 5. 5. 5. NEW BUSINESSNEW BUSINESSNEW BUSINESSNEW BUSINESS
5.15.15.15.1 Draft Affordable Housing Draft Affordable Housing Draft Affordable Housing Draft Affordable Housing Strategy ResponseStrategy ResponseStrategy ResponseStrategy Response
The Staff Liaison reported the Metro Vancouver Draft Affordable Housing Strategy
was previously reviewed by municipal governments. The Strategy covers topics such
as rental housing supply and factors (such as addiction and mental illness) that
contribute to homelessness. The Strategy has been revised based on the feedback
received from municipal governments. The Committee discussed the Strategy and
how it affects local planning. The Staff Liaison reported that recommendations from
the Maple Ridge Housing Action Plan are moving forward, with some items coming
through Planning in April.
Annette Morgan provided an update on recent Senior’s Network housing related
meetings and grant applications.
5.25.25.25.2 Raincity Temporary Winter ShelterRaincity Temporary Winter ShelterRaincity Temporary Winter ShelterRaincity Temporary Winter Shelter ---- Exit StrategyExit StrategyExit StrategyExit Strategy
The Staff Liaison reported the interim shelter is scheduled to close March 31, 2016.
Beds are being removed as people are being housed. There are concerns that not
everyone currently at the shelter will be housed by March 31st and community service
providers and the City continue to seek additional housing. The Resilience Initiative
is making an effort to keep the neighborhood updated. Communication strategies
regarding the issue were discussed. Raincity and the RCMP were praised for their
work over the last few months. Sgt. Brenda Gresiuk reported on some of the
initiatives local members are currently working on. Vicki Kipps reported that the
Community Network has gained some valuable insights from discussions with
Raincity around the exit strategy. It was suggested that community service providers
participate in a debrief once the shelter is closed to share lessons learned.
5.3 5.3 5.3 5.3 “How Many is Too Many for BC Youth’“How Many is Too Many for BC Youth’“How Many is Too Many for BC Youth’“How Many is Too Many for BC Youth’
Councillor Masse shared his thoughts on the report on youth alcohol use by the
McCreary Centre Society. The report can be found at:
http://www.mcs.bc.ca/pdf/how_many_is_too_many.pdf
5.4 5.4 5.4 5.4 Community Community Community Community Resource FairResource FairResource FairResource Fair ---- Request for FundingRequest for FundingRequest for FundingRequest for Funding
Letter received January 11th requesting $2500 to support the 2016 Community
Resource Fair which provides an opportunity for service providers to share the work
they do with each other and with members of the public.
R16-007
It was moved and seconded
That That That That $2500 be allocated from the SPAC budget for the Community Resource Fair. $2500 be allocated from the SPAC budget for the Community Resource Fair. $2500 be allocated from the SPAC budget for the Community Resource Fair. $2500 be allocated from the SPAC budget for the Community Resource Fair.
CARRIED
The Staff Liaison will contact Sharon Sargent, Community Resource Fair Chair. A
request was made to receive a copy of the overall budget for the Fair.
5.5 5.5 5.5 5.5 Budget UpdateBudget UpdateBudget UpdateBudget Update
It was suggested that changes to the SPAC budget being implemented next year
should be communicated to groups that have been supported in the past. Budget
figures will be confirmed at the next meeting.
SPAC Minutes
March 2, 2016
Page 3 of 5
It was agreed that the committee will meet monthly until the new structure is
finalized.
5.65.65.65.6 Advisory Committee Recruitment UpdaAdvisory Committee Recruitment UpdaAdvisory Committee Recruitment UpdaAdvisory Committee Recruitment Updatetetete
The Committee Clerk provided an update on the recruitment process for SPAC.
5.75.75.75.7 Agenda Items ProcedureAgenda Items ProcedureAgenda Items ProcedureAgenda Items Procedure
The Committee Clerk reminded the committee of the process for requesting the
addition of items to the agenda.
6.6.6.6. UNFINISHED BUSINESSUNFINISHED BUSINESSUNFINISHED BUSINESSUNFINISHED BUSINESS
6.16.16.16.1 UpdateUpdateUpdateUpdate on the Maple Ridge Resilience Initiativeon the Maple Ridge Resilience Initiativeon the Maple Ridge Resilience Initiativeon the Maple Ridge Resilience Initiative
Susan Carr reminded the committee of the Strong Kids forum coming up on March
7th. Service providers will be making presentations and sharing what services they
provide. Topics covered will include youth mental health, stress, substance abuse,
social media. Tips will be provided for parents and caregivers on how to recognize if
there is a problem with youth in their care.
Sgt. Brenda Gresiuk shared some websites that contain youth related information:
Canadian Red Cross – Youth Relationship Skills
http://www.redcross.ca/how-we-help/violence--bullying-and-abuse-
prevention/educators/healthy-youth-dating-relationships
Stats Can - Youth at Risk and Youth Offending Statistics
https://www.publicsafety.gc.ca/cnt/rsrcs/pblctns/ststclsnpsht-yth/index-en.aspx
Bully Stop Hackathon – The Canadian Safe Schools Network
https://canadiansafeschools.com/events/bullystop
6.2 6.2 6.2 6.2 Update on the Youth StrategyUpdate on the Youth StrategyUpdate on the Youth StrategyUpdate on the Youth Strategy –––– DeferredDeferredDeferredDeferred
Meghan MacMillan, Youth Programmer will provide a full update at an upcoming
meeting.
7.7.7.7. COMMITTEE UPDATESCOMMITTEE UPDATESCOMMITTEE UPDATESCOMMITTEE UPDATES
7.17.17.17.1 Community NetworkCommunity NetworkCommunity NetworkCommunity Network
The Chair provided an update on the Community Superheroes campaign. The
Community Network may hire a summer student to aid with their communications.
Youth related initiatives were shared. Community service providers will work together
to coordinate and communicate the initiatives.
7.27.27.27.2 Neighbourhood DevelopmentNeighbourhood DevelopmentNeighbourhood DevelopmentNeighbourhood Development
The Staff Liaison reported that Port Haney and Cliff Avenue are areas of focus this
year for the Neighbourhood Development team. Sgt. Brenda Gresiuk related some of
the benefits of increased community ownership of public spaces. It was suggested
that Dave Speers, Recreation Coordinator, be invited to make a presentation on
community development at an upcoming meeting.
8.8.8.8. CORRESPONDENCECORRESPONDENCECORRESPONDENCECORRESPONDENCE
8.1 8.1 8.1 8.1 Community Resource FairCommunity Resource FairCommunity Resource FairCommunity Resource Fair
Letter requesting funding previously dealt with - Item 5.4.
SPAC Minutes
March 2, 2016
Page 4 of 5
9.9.9.9. QUESTION PERIOD QUESTION PERIOD QUESTION PERIOD QUESTION PERIOD
10.10.10.10. ROUNDTABLEROUNDTABLEROUNDTABLEROUNDTABLE
Susan Carr reported that School District #42 is partnering with the City to make a proposal to
the provincial Ministry of Education for a school and community centre in Albion. Some
concept drawings have been created based on the feedback received. A second online
survey seeking feedback on the proposal is still available.
Annette Morgan reported Fraser Health and the Seniors Network (with support from
Recreation and Leisure Services) continue to work on the Age-friendly Initiative. An action
plan will be presented to Maple Ridge and Pitt Meadows Councils this month. If the action
plan is approved at the municipal level an application will be made to the province for the
Age-friendly designation.
The Senior’s Network has secured funding until the end of May 2016. A $10,000 grant has
been obtained by the Community Network to support the design of services for seniors.
The Senior’s Network meets next on Thursday March 31st in the Hilton Hader room.
Kathy Doull provided an update on Fraser Health, which is increasing their focus on
community based initiatives. The goal is less acute care, more home care. Fraser Health is
adding home health supports for the most frail population and looking for innovative ways to
support people staying at home for as long as possible. Community forums will be held soon
on home care and dementia care. Fraser Health is launching a new initiative called CARES
with the goal of identifying pre-frail seniors. CARES will include GPs and peer coaches and
work to delay the onset of frailty. Fraser Health is working with the Division of Family Practice
to recruit physicians for this program. Vicki Kipps outlined a program that the Community
Network provides which also supports keeping seniors at home. Ms. Kipps will provide
contact information regarding the CN program to Kathy Doull.
Sgt. Brenda Gresiuk reported the Victim Services program is being modernized as part of the
Ridge Meadows RCMP work plan for 2016. The RCMP Auxiliary Constable program has
recently undergone some changes nationally, including the removal of the ride along
component.
Candace Gordon reported that Golden Ears Feast has received a grant from the public health
authority which will allow a food security inventory to be done. Data will be collected in such a
way that an asset map can be created. The Senior’s Network recently held a very successful
pub night fundraiser which will allow the addition of ten seniors to the food coupon program
with the Haney Farmers Market.
Councillor Masse reported that Maple Ridge and Pitt Meadows Councils recently had a
successful meeting. Councillor Masse provided an update from the Metro Vancouver
Environmental table. Councillor Masse raised some recent headlines regarding
homelessness and shared how that might affect municipalities.
The Staff Liaison reported she recently attended a provincial Substance Use conference.
This was a very positive conference where interesting ideas were shared. Ms. Matthewson
recently toured some low barrier housing in local communities. She had the opportunity to
see many positive features of the housing and remarked on the high number of
accomplished artists encountered.
SPAC Minutes
March 2, 2016
Page 5 of 5
11111.1.1.1. ADJOURNMENTADJOURNMENTADJOURNMENTADJOURNMENT
It was moved and seconded that the meeting be adjourned at 9:06 pm.
Chair
/ss
City of Maple Ridge
TO: Her Worship Mayor Nicole Read DATE: April 18, 2016
and Members of Council FILE NO:
FROM: Chief Administrative Officer ATTN: Council Workshop
SUBJECT: Maple Ridge Business Improvement Area
EXECUTIVE SUMMARY:
In 2011 Council approved Bylaw No. 6824-2011 which re-established the Downtown Maple Ridge
Business Improvement Area (DMRBIA), to collect a local area levy from commercial property owners
in the defined area. The funds collected are turned over by the City to the DMRBIA, to pay for its
operations. The current DMRBIA mandate ends on December 31, 2016, and they have requested
that Council endorse a new Bylaw to re-establish the DMRBIA for an additional 5 year term, starting
January 1, 2017 and ending on December 31, 2021.
The DMRBIA contributes to creating a safe and vibrant Town Centre, and its goals align with the
City’s Town Centre development objectives.
RECOMMENDATION:
That a Business Improvement Area program be undertaken, subject to petition agai nst, for a five
year term commencing January 1, 2017 to December 31, 2021.
DISCUSSION:
a)Background Context:
Town Centre
The Town Centre is the heart of Maple Ridge, with a current population estimated at 12,700
persons and estimated to grow to over 20,000 in 10 years. Along with the significant public
investments in the Town Centre, the private sector has invested in numerous businesses
including the Ridge Studios, Chances, Walmart, Thrifty Foods, Trevor Linden Club 16, restaurants
such as the Big Feast, Chameleon, Gratia Bakery and Café and specialty retailing such as
Langley Farm Market, Kin’s Farm Market, Zena’s Gluten Free Bakery, Organics World, Once Upon
a Tea Leaf, etc.
5.1
The Town Centre serves shopping and services requirements in our community and is developing
a ‘sense of place,’ responding to the diverse needs of our citizens. All retail areas compete with
other areas to attract shoppers and visitors, and successful locations differentiate themselves
through the positive experience they offer. The DMRBIA contributes to the success of the Town
Centre by delivering proactive marketing, festivals, security, beautification and business
engagement initiatives, all aimed at bringing more customers to the Town Centre.
Downtown Maple Ridge Business Improvement Area (DMRBIA)
The DMRBIA was created in late 2006, and officially launched in the Spring of 2007. With a
dedicated and active volunteer board, the DMRBIA and its staff works with the members to
develop and manage programs designed to improve the business environment in the area.
It exists to encourage and promote business in the Town Centre area through various
cooperative projects including festivals, events, safety, security, banners, street design and
furniture, garbage receptacles, cleanup, graffiti prevention, street and walkway lighting, holiday
decorations and other initiatives which aim to improve the Town Centre general for the benefit of
the DMRBIA members. The DMRIA has about 1000 members of which 700 are businesses and
300 are property owners.
The mandate of the DMRBIA, was renewed through Bylaw 6824-2011. This Bylaw will be
expiring on December 31, 2016. The Board of Directors of the DMRBIA requests an extension of
their mandate for a further 5 year term commencing on January 1 2017. To permit this, Council
will have to adopt a new BIA Bylaw. The DMRBIA, will bring forward a 5 year budget and strategic
plan, with measurable goals and reporting, represented in the designated area which will be
unchanged from the previous Bylaw. The goals of the DMRBIA will align with the goals of Council
for the Town Centre area.
The DMRBIA administers a Town Centre security program, to which the City makes an annual
contribution, which in 2016 is $50,000. The DMRBIA also administers a $25,000 contribution
from the City, for a façade improvement program as part of the Maple Ridge Town Centre
Investment Incentive Program. This program expires in 2017.
The DMRBIA will build on their past successes, and will partner with the City of Maple Ridge to
continue to enhance the Town Centre. Some initiatives that are being planned include:
Participation in a gateway signage program,
Enhanced 24 hour security,
Working with the City to support increased street animation to include food trucks,
buskers, sidewalk cafes, etc.
Increased bike racks
Coordination with the City’s Tourism program
BIA Bylaw Renewal Process
A BIA is established under the Community Charter. It is a local area service, which acts as a self-
help mechanism to assist local business and property owners in a designated area to upgrade
and promote their businesses and district to further trade and commerce.
The DMRBIA have requested permission to initiate a process to extend their mandate (Appendix
1). It is recommended that the mandate for the DMRBIA be extended, in the same manner it
was in 2011. This would require that a new BIA Bylaw be prepared and endorsed by Council,
subject to a “petition against process”. In this process a bylaw is drafted identifying in general
terms the services to be provided, the boundary of the local service area, an estimate of the
costs and details of how the costs will be allocated amongst the property owners.
After the bylaw receives first reading, notice is published and mailed to all property owners in the
area giving thirty (30) days to petition against the local area service. To be successful the petition
must be signed by at least 50% percent of the owners representing 50% of the assessed value of
the land and improvements subject to the local service tax. If no valid petition is received then
the bylaw can proceed through the remaining readings.
b) Desired Outcome
Significant public and private investments have been made in the Town Centre. The Town
Centre is beginning to develop a ‘sense of place’ attractive to our citizens fulfilling their shopping,
service and recreational needs. The DMRBIA will help support the further development of the
Town Centre, engaging property owners and businesses to attract more customers to the Town
Centre.
c) Business Plan / Financial Implications
The City, currently assess a levy against commercial property owners in the DMRBIA area. For
2016 the DMRBIA levy is for $213,600. These funds are turned over to the DMRBIA to help carry
out its programs. In addition, the City partnered with the DMRBIA for: security patrols for which
the City contributed $50,000 in 2016; and a façade improvement program as part of the Town
Centre Investment program where the City contributed $25,000 per year. The Town Centre
Incentive program is expiring in 2017. Should Council wish to continue to pursue these initiatives
they can be considered independently of the renewal of the DMRBIA mandate and bylaw
approval process.
d) Alternatives
Council can choose to approve a lesser term for the DMRBIA or deny the request entirely.
CONCLUSION:
The DMRBIA bylaw 6824-2011 will expire on December 31, 2016. The DMRBIA Board of Directors
has asked for a renewal of their mandate for a further 5 year term, which requires Council’s
endorsement of a new BIA bylaw. The goals of the DMRBIA align with those of Council in relation to
creating a vibrant economy in the Town Centre supporting employment growth. It is therefore
recommended that Council direct staff to prepare the necessary bylaw and initiate the processes of
extending the mandate of the MRBIA for a further 5 year term.
“Original signed by Lino Siracusa”
____________________________________
Prepared by: Lino Siracusa
Manager Economic Development
“Original signed by Trevor Thompson”
____________________________________
Concurrence: Paul Gill
General Manager Corporate & Financial Services
“Original signed by E.C. Swabey”
Concurrence: E.C. Swabey
Chief Administrative Officer
/ls
#34 - 22374 Lougheed Highway, Maple Ridge B.C. V2X 2T5
Phone 604-467-2420 / Fax 604-467-2421
Mailing address: PO Box 530, Maple Ridge, BC, V2X 3P2
Ineke Boekhorst email: ExecutiveDirector@DowntownMapleRidge.ca
Website: www.DowntownMapleRidge.ca
Maple Ridge, February, 2016
City of Maple Ridge
Attention: Mayor Read, Council Members and City staff
The Downtown Maple Ridge Business Improvement Association (DMRBIA), hereby wishes to
initiate the continuation of the DMRBIA. We are looking for authorization from Mayor, Council
and City staff to initiate a dialog process between all stakeholders to put in place a timeline and
renewal process.
Bylaw # 6824-2011 expires December 31, 2016.
DMRBIA Board of Directors recommends renewing required Bylaw for an additional 5 years,
starting January 1, 2017 and ending December 31, 2021.
A new 5 year Budget and Strategic Plan, which will align with the goals of Council for our
downtown, will be put forward. The funding granted will be expended on planning and
implementation of a business improvement scheme, which includes the following activities and
expenditures:
A) Marketing and Promotions to Maple Ridge residents and surrounding area
B) Safety and Security improvements as required
C) Beautification and Revitalization, including Facade Improvement, graffiti, banners, etc.
D) Events, Festivals and other relevant promotional events
The DMRBIA grant will be covered by means of an already existing local service tax against all
commercial properties in the BIA area.
We feel with a new five year mandate and strategic plan, aligned with the goals of Council for our
downtown, the DMRBIA will continue to contribute significantly towards achieving Council’s
goal of a “vibrant local economy”. It is therefore that DMRBIA is hereby requesting permission to
initiate the renewal process. If granted we would appreciate the opportunity to meet with you at
your earliest convenience.
Sincerely,
Ineke Boekhorst
Executive Director Downtown Maple Ridge Business Improvement Association.
ExecutiveDirector@DowntownMapleRidge.ca
Appendix 1
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: April 18, 2016
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Council Workshop
SUBJECT: Branding Review – Request for Proposals (RFP)
EXECUTIVE SUMMARY:
At Council Workshop on April 4, 2016, Council endorsed the scope of work for a branding review
outlined in the staff report dated April 4, 2016. At this meeting, Council also requested to review the
draft Request for Proposals (RFP) to be issued for the Branding Review study.
The revised RFP is attached for Council’s review; sections 1 – relate to the work required in the
Branding Review, and subsequent sections are the standard RFP clauses which are commonly
included in all RFP documents.
RECOMMENDATION(S):
That this report be received for information.
DISCUSSION:
The standard Request for Proposal form is used and attached for Council’s review. Some key points
to note are:
1.The draft RFP reflects the discussion in the staff report dated April 4, 2016, and has been
updated to address comments from Mayor and Council.
2.The RFP will be issued as soon as possible following Council’s review of the draft RFP at the
Council Workshop meeting of April 18, 2016. The delivery of the final report will occur in time
for Business Planning.
3.The RFP will be posted on the City’s website and advertised in the local newspaper for
maximum exposure. Additionally, consultants who have indicated an interest, as well as
others of interest to staff will be notified directly and will be asked to respond to this RFP.
4.As discussed in the April 4th report, an update report will be brought to Council Workshop at
the earliest possible date after a Consultant has been selected, to introduce the Consultant
and review the work process proposed by the Consultant, for Council’s information and input.
5.Appendix 1, provides the full RFP document, with the key sections relating to the Branding
Review being sections 1 to 6, and subsequent sections being standard conditions in the
City’s RFP documents.
5.2
CONCLUSION:
The Maple Ridge brand must evoke the City’s values and aspirations and help to address the
challenges the City will meet. The Branding Review will help to inform Council on the execution of the
City’ brand, communications and marketing via all media that the City is engaged in, to assess how
Maple Ridge is perceived. The consultant selected will engage with the community and Council on
several occasions and will prepare a report with recommendations on actions to pursue, to create
consistent messaging and clarity for marketing and communications across all departments. This
work will help inform 2017 business planning related to branding, communications and marketing.
“Original signed by Lino Siracus”
Prepared by: Lino Siracusa
Manager Economic Development
“Original signed by Kelly Swift”
Approved by: Kelly Swift
General Manager, Community Development, Parks & Recreation Services
“Original signed by E.C. Swabey”
Concurrence: E.C. Swabey
Chief Administrative Officer
APPENDIX 1
Page 1 of 10
REQUEST FOR PROPOSAL
Project No.: RFP-ED16-21 – Brand Review
The City of Maple Ridge requests Proposals from qualified marketing and communications
specialists to review and make recommendations on a brand review for the City of Maple Ridge and
to propose an implementation plan and budget.
Proposal response to be submitted on or before:
RFP Closing Date: May 12, 2016
RFP Closing Time: 2:00 pm local time
RFP Deposit Place: Proposal submissions are to be uploaded electronically to the City’s
file transfer service accessed at the following link:
RFP-ED16-21 - Proposal Submission
The file name should be your “Company Name” followed by the “Project Number” of this
opportunity.
1. Upload files in .pdf format and send.
2. System will automatically acknowledge successful upload.
Submissions will be deemed successfully received when displayed as a new email in the inbox of
the City email address.
The City will not be liable for any delay for any reason including technological delays, or issues by
either party’s network or email program, and the City will not be liable for any damages
associated with Submissions not received.
If Proposals arrive after the closing date and time noted above, the City reserves the right, entirely at
its discretion to give or not give such Proposals consideration.
There will be no public opening for this Request for Proposal.
The City of Maple Ridge reserves the right to reject any or all Proposals or to accept the Proposal
deemed most favorable in the interest of the City. The lowest or any Proposal may not necessarily be
accepted and the City will not be responsible for any cost incurred by the Proponent in preparing the
Proposal.
Enquiries regarding this Request for Proposal are to be directed to:
Daniela Mikes
Manager of Procurement
Tel: 604.466.4343; Fax 604.466.4328
Email: dmikes@mapleridge.ca
APPENDIX 1
Page 2 of 10
INSTRUCTIONS TO PROPONENTS
1. INTRODUCTION
The City of Maple Ridge is requesting Proposal submissions from qualified marketing and
communications specialists, to review and make recommendations on the City of Maple Ridge brand
and to propose an implementation plan and budget to address the findings.
2. COMMUNITY BACKGROUND
The City of Maple Ridge is no longer the sleepy little hamlet, that some might refer to as “Haney”,
which lies somewhere way out there to the east of Vancouver. Maple Ridge is now a City in its own
right and needs to be recognized as an important part of Metro Vancouver.
The City of Maple Ridge is a community of close to 82,000 residents located on the north east
border of Metro Vancouver. Its immediate neighbours are Pitt Meadows to the west, Mission to the
east and Langley south across the Fraser River. Maple Ridge consists of 260 square kilometers of
land located between the Fraser River in the south and the Golden Ears Mountain to the north and is
the fourth largest city by area in Metro Vancouver. The City has a mix of rural, suburban development
and an urban core in the historic downtown. The City has a number of heritage neighbourhoods that,
over time, have merged together.
Maple Ridge has doubled in population over the course of the last twenty years. This growth which is
among the fastest in Metro Vancouver is fully expected to continue as the community becomes
increasingly accessible through new road infrastructure and an increasing profile as a location of
choice. In addition, the average benchmark price for Maple Ridge is less than 50% of the Metro
Vancouver regional bench mark price. This offers tremendous affordability and value to young
families that are moving to the community. The projected in fill development is expected to take the
community to a population of approximately 118,000 citizens by 2041 with much of the new growth
happening in the urban core. Maple Ridge’s downtown is one of eight regional town centers in the
Metro’s Livable Region Strategic Plan, and is expected to have a concentration of employment,
residential development and support services.
Arts and recreation facilities built and opened a decade ago have broadened the scope of recreation,
arts and cultural opportunities that are available, creating a culturally vibrant and active city for
healthy living. Both outdoor and indoor recreation opportunities abound. Outdoor pursuits include a
200 kilometer network of multi-use trails, water sports such as canoeing, kayaking, and motorized
boating and sports fields. Indoor pursuits include fitness centres, gymnasiums, pools, arenas, and
community centres. A local network of health, social, and emergency facilities and services are also
available, including a full service hospital, police, fire, and ambulance.
The impact of strong population growth has positioned the community well in terms of a sizeable
local labor force, which is estimated in excess of 40,000 people, with a majority under the age of 45.
Research indicates that approximately 65% of the labor force leaves the community daily for
employment. The City’s aspiration is to increase local employment opportunities across all
employment sectors. Maple Ridge has over 500 acres of designated commercial lands and in excess
of 750 acres of industrial land. There is strong interest in expanding the local economy in the areas
of advanced manufacturing, education services and high technology.
Maple Ridge has a number of large employers in the wood manufacturing sector, advanced
manufacturing and agriculture including a growing farm to table sector. Tourism also plays a role in
the local economy, with Maple Ridge serving as the entry point to Golden Ears Provincial Park which
hosts over half-a-million visits annually.
APPENDIX 1
Page 3 of 10
There have been a billion dollars worth of improvements made to local transportation infrastructure
in the last decade. The expansion of the Pitt River Bridge and improvements to the Lougheed
Highway and Mary Hill Bypass have increased the capacity of this portion of the road network. The
most significant project is the opening of the Golden Ears Bridge and connections to the South
Perimeter road network that have made a dramatic improvement in the time to reach Vancouver,
YVR, the Island Ferries and the US Border.
The West Coast Express is a luxurious and well used transit option but does not meet the needs of
our citizens given the community’s growth. The City has a limited transit schedule, which has
encouraged citizens to rely on personal vehicle travel and the associated issues around commute
times. Improved transit services remain a priority at Council.
Like in other communities, the need for social housing and services to address mental health,
substance abuse and homelessness, has become a key issue for the community. The issue of
homelessness in Maple Ridge has featured in the news and is currently influencing the public’s
perception of Maple Ridge. The City is taking a proactive and transparent approach to address this
issue.
Looking to the future, City Council recognizes the need to provide additional civic amenities and
Council is actively considering funding models to construct the following amenities: multi-use
wellness facility and aquatic centre, synthetic playing fields and stadium, cultural facility, ice rinks
and neighbourhood amenities. Combined with its natural attractions and existing civic
infrastructure, these additional amenities will enhance the quality of life for our residents and act as
a magnate to draw additional growth and business attraction.
3. OBJECTIVES
The objective of the brand review is to ensure that Maple Ridge’s brand reflects the core values and
aspirations of City, and to assess the degree to which the brand receives positive recognition locally,
regionally and beyond.
To effectively deliver a brand review, it is imperative that the Consultant understands the challenges
facing the City of Maple Ridge as well as the aspirations which the City has.
Maple Ridge aspires to become a complete community that offers an enviable lifestyle for its
residence and their children throughout their family cycle and is recognized as such locally and
regionally. Maple Ridge is a rapidly growing and changing community which is well positioned and
receptive to accept additional population and employment growth, and is striving to attain a
commensurate profile within the Metro Vancouver regional government structure;
Maple Ridge is facing challenges which limit its ability to achieve its aspirations. While development
will continue, fundamental services such as supported housing, transportation, and education are
underfunded and will lag behind development until there is stronger brand equity. Maple Ridge can
offer an opportunity to the region by providing land for affordable market housing and employment
opportunities, but this may not be recognized by the Metro Vancouver development industry.
APPENDIX 1
Page 4 of 10
The objective of the brand review can be summarized as follows to:1
(1) assess the strength of the current City of Maple Ridge brand considering a local, regional
and broader context and how it aligns with the aspirations of the City;
(2) assess the effectiveness of current brand management and marketing and
communications practices;
(3) identify strengths, weaknesses, opportunities, threats and gap associated with the City of
Maple Ridge brand;
(4) identify brand growth opportunities considering brand positioning, brand extension, and
other opportunities;
(5) make recommendations on how to improve the brand equity, brand positioning, brand
management and marketing and communications effectiveness for the City of Maple
Ridge within a local, regional and broader context;
(6) provide recommendations on how the City can appropriately represent various
departments, arms-length agencies and organizations, using a common voice and
consistent design elements (The City will be exiting a joint services operation with the City
of Pitt Meadows for the provision of Parks and Leisure and Tourism Services, already
exited);
(7) provide an implementation plan together with budgets to support initiatives to enhance
the overall brand profile.
4. SCOPE OF WORK
The scope of work to be undertaken is to broadly review how the Maple Ridge brand is perceived by
stakeholder groups in and outside of Maple Ridge. The goal of this project is to determine where
there is common ground and determine what factors may lead to differences in perception among
stakeholders. The review will advise of strengths, weaknesses, threats, opportunities and gaps in
how the brand is perceived by each group. As there are many different constituent groups, each
having their own perceptions, key groups need to be consulted, using a combination of focus groups,
surveys, on-line and social media. Some specific groups would include Council, staff, community not-
for-profits, community associations, business groups, developers, and the public in general, etc.
The analysis the consultant will undertake will include a review of branding and communications
initiatives undertaken by the City of Maple Ridge. This would include the execution of the City’s
brand, communications and marketing, via all media that the City is engaged in, to assess how
Maple Ridge is perceived. The following will describe key elements of the work that the consultants is
asked to review.
Once a consultant has been selected the scope of work will consist of the following:
(1) Meet with staff team to review the proposal and further define the study methodology to
ensure that all objectives are clearly considered and planned for in the work program;
(2) Maintaining an ongoing dialogue with the staff liaison through each phase of the project
and engage with Advisory Committees and Council at key times,- several specific points
of engagement with Council are required as discussed below;
1 “A brand review provides an analysis of an organization’s brand and its brand management and
marketing effectiveness. It assesses a brand’s strengths, weaknesses, opportunities, and threats. It
identifies brand growth opportunities including those ac hieved by brand positioning and brand extension.
The audit should result in recommendations to improve brand equity, brand positioning, and brand
management and marketing effectiveness.” (Source: “Branding Strategy Insider”)
APPENDIX 1
Page 5 of 10
(3) Engage the community in a comprehensive research and analysis phase utilizing
appropriate forums including a public consultation process (e.g. focus group meetings,
surveys, social media, on-line, etc.);
(4) Preparation of preliminary report and presentation to Council and associated advisory
committees; (Advisory committees may be assembled in one meeting for ease of
presentation) The draft report will deliver on the objectives outlined above.
(5) Report and presentations of key attributes and deficiencies of the Maple Ridge brand in
relation to the vision the City aspires to.
(6) Develop final recommendations, including (without limiting):
a. A detailed brand review report,
b. Implementation plans respecting each item identified in the brand review,
c. Associated budgets relating to each action item,
d. Defined measures of success;
(7) Present final report to Council.
5. PRESENTATION OF THE FINAL PRODUCT
The successful Proponent will be required to provide the City with 10 paper copies of a final report
including an Executive Summary, a computer disc / memory stick of the report in Word and one
unbound copy of the final report suitable for photocopying purposes. The consultant will also
present the report to Mayor and Council.
6. DELIVERABLES (Sequence of Events and Estimated Timeline)
(1) Collaborate with staff to develop a consultation and study methodology;
(2) Introduction to City Council and presentation of the study methodology at a Council
Workshop meeting (estimated date June 6);
(3) Conduct research relating to the brand, sub-brands, and its implementation;
(4) Engage in a comprehensive public consultation phase, utilizing various approaches as
appropriate (e.g. focus groups, surveys, on-line and social media etc.). Individual focus
group meetings will be held with members of Council, City staff, local business,
community associations, the regional development industry, among others;
(5) Analyze the results from the consultation and research phases and prepare a preliminary
report and implementation plan and solicit input/feedback from staff;
(6) Preliminary brand review report presentation to Advisory Committees and Council at a
Council Workshop meeting to solicit input/feedback (estimated date July 11);
(7) Draft final report with brand review findings, recommendations and proposed
implementation plan with budget for presentation of the report to Council at a Council
Workshop meeting (estimated date July 25).
(8) Submit final report as detailed above in section 5 in time for its consideration in the
City’s Business Planning (August 12).
APPENDIX 1
Page 6 of 10
7. CONSULTANT EXPERTISE
The successful consultant shall have expertise and experience in undertaking projects of this nature
and have knowledge of communication techniques, including branding for communities, municipal
governments or organizations.
8. EVALUATION CRITERIA FOR PROPOSALS
The following items must be included in the proposal submission and will be used as the basis for an
evaluation of the successful proposal:
Provide an outline of your firm’s corporate profile.
Qualifications of the primary project consultant and other individuals who would be
involved in the project to undertake a branding process. A clear indication of the role of
the primary consultant and both the percentage of time and the components of the
project they would be involved in.
A minimum of 3 references from other organizations that the firm or individual has
provided similar services to in the past including specific contacts and phone numbers.
Methodology – a work plan that includes a proposed method to accomplish the tasks
identified in the “Objectives” and “Scope of Work”.
Budget – efficiently maximizes the use of funding resources and provides cost
breakdowns for different components and/or levels of service.
Assurance that the firm is not in a position which may be perceived as a conflict of
interest with respect to undertaking this project.
A detailed outline of the total cost, in Canadian funds, to complete the work including all
taxes and disbursements as indicated in this proposal. The consultant shall also identify
a per diem cost to undertake any additional work that may be required and any
additional work must be specifically authorized by Lino Siracusa, Manager Economic
Development, in writing before it can proceed. Indicate the length of time that the pricing
is open for acceptance. The City’s preference is that it be held for a minimum of 90 days
from the date of the RFP closing.
Samples of other reports of a similar nature that have been prepared by the firm.
Evidence of experience in conducting municipal, community or organization branding
exercises.
A schedule of time commitments and availability for the project that fits within the
sequence of events outlined in “Sequence of Events and Estimated Timeline”.
All submissions become the property of the City of Maple Ridge and will not be returned to the
Proponent.
APPENDIX 1
Page 7 of 10
9. ACCEPTANCE/REJECTION OF PROPOSALS
The City of Maple Ridge is under no obligation to select a Proponent and may modify the terms of, or
cancel, this RFP at any time for whatever reason and without liability to the Proponents. Interested
Proponents are solely responsible for their own expenses in preparing and submitting a proposal,
and in preparing and undertaking demonstrations, in the RFP process.
The City of Maple Ridge reserves the right to accept the proposed offer in total or in part, to reject
any or all offers, to waive any minor informalities, irregularities, or technicalities, and to accept the
offer deemed most favourable to the City.
The City is not under any obligation whatsoever to any party submitting a response to this Request
for Proposal. No “Contract A” is formed as a result of this Request for Proposal invitation.
Once all the information received has been reviewed, the City of Maple Ridge may decide to:
Pursue one, some or all of the options submitted through the Request for Proposals;
Take other courses of action as solely determined by the City of Maple Ridge.
If the City of Maple Ridge decides that one or more of the submissions is worth pursuing in an effort
to establish a contract, the City reserves the right to negotiate terms, scope, timelines, costs and any
other matters of the contract with any or all respondents independently without having any duty to
advise any other respondent who submits through this process, and without liability to any
respondent not awarded a contract. The City may choose not to proceed further with this process.
10. FREEDOM OF INFORMATION
The City is subject to the provisions of the Freedom of Information and Protection of Privacy Act. As a
result, while Section 21 of the Act does offer some protection for third party business interests, the
City cannot guarantee that all information provided to the City can be held in confidence.
11. ACCURACY OF INFORMATION
The City of Maple Ridge makes no representation or warranty; either express or implied, with respect
to the accuracy or completeness of any information contained or referred to in this RFP.
12. SELECTED CONTRACT CLAUSES
By submission of a proposal, the Proponent agrees that, should it be identified as the successful
Proponent, it is willing to enter into a Contract with the City that may include the following clauses:
(a) Laws of British Columbia
All disputes arising out of or in connection with the Contract will, unless the parties
otherwise agree, be referred to and finally resolved by arbitration pursuant to the
Commercial Arbitration Act.
(b) Arbitration
All disputes arising out of or in connection with the Contract will, unless the parties
otherwise agree, be referred to and finally resolved by arbitration pursuant to the
Commercial Arbitration Act.
(c) Indemnity
APPENDIX 1
Page 8 of 10
Any Contract resulting from this Request for Proposal will require that the Contractor
indemnify an save harmless the City, its employees and agents from and against all
claims, demands, losses, damages, costs and expenses made against or incurred,
suffered or sustained by the City at any time or times (either before or after the expiration
or sooner termination of this Contract) where the same or any of them are based upon or
arise out of or from anything done or omitted to be done by the Contractor or by any
servant, employee, officer, director or Sub-Contractor of the Contractor pursuant to the
Contract excepting always liability arising out of the independent acts of the City.
(d) Insurance
Any Contract resulting from this Request for Proposal may require that the Contractor,
without limiting its obligations or liabilities and at its own expense, provide and maintain
throughout the Contract term, the following insurances with insurers licensed in British
Columbia in forms acceptable to the City. All required insurance will be endorsed to
provide the City with 30 days’ advance written notice of cancellation or material change.
The Contractor will provide the City with evidence of the required insurance, in the form
of a completed Certificate of Insurance, immediately following execution and delivery of
the Contract.
Comprehensive General Liability in an amount not less than $5,000,000 inclusive per
occurrence insuring against bodily injury and property damage and including liability
assumed under the contract. The City is to be added as an additional insured and the
policy shall contain a cross liability clause.
Professional Liability in an amount not less than $1,000,000 insuring the Contractor’s
liability resulting from errors and omissions in the performance of professional services
under the Contract.
Automobile Liability on all vehicles owned, operated or licensed in the name of the
Contractor in an amount not less than $3,000,000.
(e) Intellectual Property Rights
The City will be the owner of the intellectual property rights, including patent, copyright,
trademark, industrial design and trade secrets in any product developed through a
Contract. Licensing and marketing rights to the developed product will not be granted in
the Contract. Proposals regarding these rights shall not be submitted in response to this
Request for Proposal and will not be considered in evaluating responses.
If, in the future, the City elects to commercialise the developed product, the licensing and
marketing rights will be negotiated separately.
13. BUDGET
The estimated budget is $30,000, including disbursements, printing and all other costs and charges,
excluding taxes. Our objective will be to obtain the best value for the lowest overall cost.
14. REGISTRATION OF INTENT TO RESPOND
Proponents are asked to complete and IMMEDIATELY return the form titled “Registration of Intent to
Respond” appearing at the end of this section. Failure to do so may result in your company not
receiving addenda and other correspondence related to this Request for Proposal.
APPENDIX 1
Page 9 of 10
15. CONTACT INFORMATION
All inquiries to be made in writing to:
Daniela Mikes, SCMP, CRM
Manager of Procurement
dmikes@mapleridge.ca
Tel: (604) 466-4343; Fax: (604) 466-4328
Questions will be received up to the end of day ____, 2016. Responses to these questions will be
sent by the end of day ____, 2016. The City will not be responsible for questions received after ___,
2016.
16. DISCREPANCIES OR OMMISSIONS
Proponents finding discrepancies or omissions in the Request for Proposal documents, or having any
doubts as to the meaning or intent of any part thereof, should immediately notify the Municipal
Contact noted above, in writing (email is fine), who may send written instructions or explanations to
all Proponents on record with the City. No responsibility will be accepted for oral instructions.
Addenda or correspondence issued during the Request for Proposal period shall be considered part
of this document and become part of the final Contract documents.
End of Section:
Instructions to Proponents
APPENDIX 1
Page 10 of 10
Registration of Intent to Respond
City of Maple Ridge
Request for Proposal
RFP-ED16-21 Brand Review
To ensure that your company receives any addenda and other correspondence related to the
Request for Proposal, you are required to return this page to Daniela Mikes, Manager of
Procurement.
Registrations of Intent to Respond should be uploaded electronically to the City’s file transfer service
accessed at the following link: RFP-ED16-21 - Intent to Respond.
1. The file name should be your “Company Name” followed by “Intent to Respond”.
2. Upload files in .pdf format and send.
3. The system will automatically acknowledge successful upload.
Submissions will be deemed successfully received when displayed as a new email in the inbox of
the City email address.
The City will not be liable for any delay for any reason including technological delays, or issues by
either party’s network or email program, and the City will not be liable for any damages
associated with Submissions not received.
Note: Submitting this form to the City does not obligate the sender to submit a proposal.
The following information is required (please print):
Company Name:
Address:
(Please include postal code)
Contact Name:
Title or Position:
Phone Number: Fax:
Email Address: ______________________________Date:
We have received a copy of the above noted RFP, and
❐ We WILL be submitting a Proposal
❐ We will NOT be submitting a Proposal
1 of 1
CityCityCityCity of Maple Ridgeof Maple Ridgeof Maple Ridgeof Maple Ridge
TO:TO:TO:TO: Her Worship Mayor Nicole Read MEETINGMEETINGMEETINGMEETING DATE:DATE:DATE:DATE: 18-April-2016
and Members of Council FILE NO:FILE NO:FILE NO:FILE NO:
FROM:FROM:FROM:FROM: Chief Administrative Officer MEETING:MEETING:MEETING:MEETING: WorkshopWorkshopWorkshopWorkshop
SUBJECTSUBJECTSUBJECTSUBJECT: 2016 Community Grants
EXECUTIVE SUMMARY:EXECUTIVE SUMMARY:EXECUTIVE SUMMARY:EXECUTIVE SUMMARY:
The budget for community grants is set annually during the business planning deliberations and funding is
allocated by Council early each year. During the 2015 allocation discussions, Council asked for a review of
the policy framework, prior to the 2016 allocation. The policy framework was reviewed and confirmed by
Council in August, 2015.
The funding envelope for 2016 is $44,400. Our practice in previous years has been for staff to review the
applications received from community groups and to provide a recommended allocation for Council’s
consideration.
The purpose of this report is to seek direction from Council as to any changes they would like to see in the
process.
RECOMMENDATIONRECOMMENDATIONRECOMMENDATIONRECOMMENDATION::::
That staff review the community grant requests for 2016 and provide a recommendation to Council for the
available funding.
DISCUSSION: DISCUSSION: DISCUSSION: DISCUSSION:
The Community Grant program is one mechanism Council uses to support various community groups and
the program is supported by a policy framework. In August of 2015 Council reviewed the policy and
confirmed the existing direction.
The 2016 funding envelope for Community Grants is $44,400. This is the available envelope after
$18,000 has been reallocated to Fee for Service Agreements with the Haney Farmers Market Society and
the Maple Ridge and Pitt Meadows Agricultural Association.
In previous years, community groups have submitted applications for funding in the first quarter of the
year and staff have submitted a report to Council for consideration. Monies are distributed to successful
applicants following Council approval.
While the existing process has worked well, the purpose of this report is to seek direction from Council as
to any changes that they would like to see in the process.
“Original signed by Catherine Nolan” “Original signed by Paul Gill”
_________________________ ______________________________
Prepared by: Catherine Nolan, CPA, CGA Approved by: Paul Gill, CPA, CGA
Manager of Accounting GM Corporate & Financial Svc
“Original signed by Kelly Swift” “Original signed by Ted Swabey”
_________________________ _____________________________
Approved by: Kelly Swift, MBA Concurrence: E.C. SwabeyE.C. SwabeyE.C. SwabeyE.C. Swabey
GM, Community Development, Parks & Rec Chief Administrative OfficerChief Administrative OfficerChief Administrative OfficerChief Administrative Officer
5.3
1
CityCityCityCity of Maple Ridgeof Maple Ridgeof Maple Ridgeof Maple Ridge
TO:TO:TO:TO: Her Worship Mayor Nicole Read MEETINGMEETINGMEETINGMEETING DATE:DATE:DATE:DATE: April 18, 2016
and Members of Council FILE NO:FILE NO:FILE NO:FILE NO:
FROM:FROM:FROM:FROM: Chief Administrative Officer MEETING:MEETING:MEETING:MEETING: Workshop
SUBJECT:SUBJECT:SUBJECT:SUBJECT: Commercial & Industrial Strategy Commercial & Industrial Strategy Commercial & Industrial Strategy Commercial & Industrial Strategy ---- Potential Employment Lands Potential Employment Lands Potential Employment Lands Potential Employment Lands UpdateUpdateUpdateUpdate
EXECUTIVE SUMMARY:EXECUTIVE SUMMARY:EXECUTIVE SUMMARY:EXECUTIVE SUMMARY:
Council endorsed the Commercial and Industrial Strategy Implementation Plan Matrix at the October
5, 2015 Workshop. The Implementation Plan contains a long-term ‘road map’ for current and future
Council’s to identify projects that contribute to the employment base for the City.
Contained the in Commercial and Industrial Strategy, prepared by Rollo and Associates, is an
evaluation of the land base needed in the City over the next 30 years. In order to ensure that there
is sufficient industrial land to meet the long-term demand, identifying potential locations now
became a key aspect of the Strategy. The analysis of several areas within the City that may be
suitable for future employments uses was included in the Immediate Term time horizon for 2016 of
the Implementation Plan Matrix.
This report serves as a brief update for Council on the status of the potential future employment
sites identified as part of the preparation of the Commercial and Industrial Strategy endorsed in
2015.
RECOMMENDATIONRECOMMENDATIONRECOMMENDATIONRECOMMENDATION::::
For informationFor informationFor informationFor information onlyonlyonlyonly....
DISCUSSION: DISCUSSION: DISCUSSION: DISCUSSION:
a)a)a)a) Background Context:Background Context:Background Context:Background Context:
On October 5, 2015, Council endorsed the Commercial and Industrial Strategy Implementation Plan
Matrix. The Matrix is organized into four time horizons:
•Immediate Term – 2015 and 2016
•Short Term – 2016 to 2018
•Medium Term – 2018 to 2028
•Long Term – beyond 2028.
In addition, there are regular responsibilities and work of various departments that were included in
the ‘Ongoing Work Plan Items’ section of the Matrix.
As part of the Immediate Term horizon, a review of the potential employment lands locations
identified during the preparation of the Commercial and Industrial Strategy was identified, along with
the following Council Resolutions:
5.4
2
That staff be directed to obtain a more detailed site analysis [of each identified location] to
determine feasibility as employment generating lands. (Dec. 2, 2013)
OR – For this work to be completed as part of development application information.
Potential Employment Lands
The Commercial and Industrial Strategy indicates that the City will need upwards of 69-93 hectares
(170-230 acres) of additional industrial lands by 2040. As part of this discussion, a number of areas
that could potentially accommodate employment-based land uses were identified for discussion with
Council and the community. Figure 1 below, includes the potential employment sites first identified
for Council in November 2012.
Figure 1: Potential Employment Lands
A summary of each site indicated on Figure 1 is as follows:
1.1.1.1. Ministry of Transportation Lands on Lougheed Highway:Ministry of Transportation Lands on Lougheed Highway:Ministry of Transportation Lands on Lougheed Highway:Ministry of Transportation Lands on Lougheed Highway:
As part of a development application in 2014, analysis was completed by City Spaces Consulting
and reviewed by Rollo and Associates, in accordance with the Council Resolution. The analysis
determined that this site is not suitable for employment-based lands. As a result, it is now under
application for residential development with a small local commercial node. Council granted first
reading to the development application in November 2015.
3
2.2.2.2. Properties at 128Properties at 128Properties at 128Properties at 128thththth Avenue and 232Avenue and 232Avenue and 232Avenue and 232ndndndnd Street:Street:Street:Street:
These properties have been the subject of a number of development enquiries over the past few
years, which has resulted in a development application submission (2015-365-RZ) for two
properties at 12640 228 St. and 12639 232 St., located immediately north of the existing Urban
Area Boundary identified on Schedule “B” of the Official Community Plan. The application
consists of a mix of residential and live/work buildings and limited neighbourhood commercial
uses. It includes an Official Community Plan amendment to establish a new employment land
use designation and Zoning Bylaw amendment to establish a new Mixed Employment zone. It is
anticipated that this application will be presented to Council for First Reading in the near future.
The property located at 23008 128th Ave. has recently been sold for an anticipated employment
development.
These development applications suggest that employment uses in this area of the City are viable.
It is recommended that any development application that does not include a significant element
of employment uses should continue to be required to provide a pro forma analysis that proves
that the site is not viable for employment.
3.3.3.3. Lands east and west of the Lands east and west of the Lands east and west of the Lands east and west of the Kwantlen First Nation on Lougheed Highway:Kwantlen First Nation on Lougheed Highway:Kwantlen First Nation on Lougheed Highway:Kwantlen First Nation on Lougheed Highway:
These locations were included in the potential employment lands discussion as they are not
within the Agricultural Land Reserve and located on a major transportation corridor. These lands
are outside of the City’s Urban Area Boundary and Metro Vancouver’s Urban Containment
Boundary and Fraser Sewer Area. Any employment-based uses would require Official Community
Plan amendments and Regional approvals.
To date, no analysis has been undertaken on their suitability for employment-based lands.
4.4.4.4. Thornhill Urban Reserve:Thornhill Urban Reserve:Thornhill Urban Reserve:Thornhill Urban Reserve:
The Thornhill Urban Reserve is a long-term reserve area within the City. The policies contained in
the Official Community Plan outline the conditions required to be met, prior to Council directing
the preparation of an area planning process. The analysis of employment viability will be
incorporated into a future area planning process once the established triggers in the OCP have
been met.
5.5.5.5. Abernethy and 203Abernethy and 203Abernethy and 203Abernethy and 203rdrdrdrd St.:St.:St.:St.:
On January 20, 2014, the following Resolution was passed in regard to the lands at Abernethy
and 203rd Street:
That the Abernethy and 203 Street site shown on Map Index 5 be considered as a long term
venture once other options are explored.
These lands are within the Agricultural Land Reserve. These lands have recently been sold, but a
development application has not yet been submitted. Should an ALR exclusion application be
received, Council would consider the application on its merits, and would decide whether, or not
4
to forward the application to the Agricultural Land Commission for consideration. It is
understood that the property owner can make the application for exclusion. Given the exclusion
history on this property, it is likely that the question the Commission would ask is “what is new?”
from the previous submission. Staff also understand that any rationale regarding community
need would need to come from the City, rather than the applicant. Such rationale could be
contained in the City staff report for the ALR exclusion application, plus Council would also have
an opportunity to provide comments to the Commission.
Should the ALC application be successful it is noted that a Regional Growth Strategy amendment
would also be required. The amendment would be considered a Type 2- Minor amendment
which requires a 2/3 Board vote and Regional Public Hearing. City OCP and zone change
amendments would also be required.
6.6.6.6. Albion Flats, south of 105Albion Flats, south of 105Albion Flats, south of 105Albion Flats, south of 105thththth Avenue:Avenue:Avenue:Avenue:
The Albion Flats Area Plan was reconfirmed as the priority for area planning in the City, at the
November 13, 2012 Council Workshop meeting. The planning process was restarted in the
spring of 2015 with an background report and process for completing the plan.
Most recently, in February 2016, the Planning Department lead Council through a workshop to
identify the likes and desires for the Albion Flats, based on the four options produced through
the design charrette process in 2010. The Planning Department is currently in the process of
devising new land use concept options that will be presented to Council for further discussion.
7.7.7.7. Dewdney Trunk Road at 248Dewdney Trunk Road at 248Dewdney Trunk Road at 248Dewdney Trunk Road at 248thththth Avenue:Avenue:Avenue:Avenue:
This location was evaluated for a potential Village Commercial Node. This new commercial
centre expands the commercial hierarchy outlined in the Official Community Plan and provides
another layer of opportunity for a node of approximately 25,000ft2 in commercial floor space.
The Official Community Plan has been amended to establish this new type of commercial node
and a development application is currently at Third Reading. The applicant is in the process of
completing the conditions required prior to Council considering Final Approval of the zone
amending bylaw.
8.8.8.8. Albion Industrial AreAlbion Industrial AreAlbion Industrial AreAlbion Industrial Area:a:a:a:
The Implementation Plan Matrix includes an Immediate time horizon project to engage with the
landowners and businesses in the Albion Industrial Area. The Economic Development
Department is leading this engagement process.
On January 27, 2016, an open house was held to initiate the discussion with the Albion
Industrial Area owners and businesses. Staff from Economic Development, Planning,
Engineering and Sustainability and Corporate Planning were present to discuss a range of topics.
The event was well attended with a summary report presented to Council at the April 11, 2016
Council Workshop. The report and discussion with Council identified the next steps to be
undertaken for the area.
5
When reviewing the properties identified on Figure 1: Potential Employment Lands, only the MOT
lands on Lougheed Highway (#1) have been identified as unsuitable for employment uses with four
other areas - 248th & DTR (#7) Albion Industrial Area (#8), 128th & 232nd (#2) & Albion Flats (#6)
advancing with employment uses. Thornhill (#4) and 203rd & Abernethy (#5) are long term options,
leaving the sites east and west of the Kwantlen First Nation on Lougheed Highway (#3) as the two
unresolved areas.
b)b)b)b) PolicPolicPolicPolicy Implications: y Implications: y Implications: y Implications:
The Commercial and Industrial Strategy Implementation Plan Matrix has identified the analysis of
four sites for the feasibility for future employment (#1 MOT lands, #2 128th & 232nd, #3 lands east
and west of Kwantlen First Nation). At that time, Rollo and Associates estimated the cost of the
analysis to be between $7500 to 10,000 per site.
Through the preparation of the Commercial and Industrial Strategy and Implementation Plan, the
establishment of a new land use designation for ‘general employment’ in the Official Community
Plan was identified. It is intended to be a land use that would fit between the traditional ideas of
commercial and industrial land uses, combining limited components of both uses. The analysis of
the sites for potential employment uses would provide potential locations for the new land use
designation.
Currently, the establishment of a new ‘mixed employment’ land use designation and zone is part of
the development application in the 128th/232nd area.
c)c)c)c) Alternatives:Alternatives:Alternatives:Alternatives:
There are several alternatives that Council could consider for the feasibility analysis of the identified
potential employment lands:
i. Engage a consulting firm to complete the analysis for the lands east and west of the
Kwantlen First Nation on Lougheed Highway. A budget allocation, not to exceed $20,000
would be required.
ii. Continue to require any development applications for the remaining locations that do not
include a significant employment component in the proposal to submit an analysis outlining
why the entire site is not suitable to be used for employment-based land uses.
CONCLUSIONS:CONCLUSIONS:CONCLUSIONS:CONCLUSIONS:
Identifying locations for future employment lands within the City is a key element of the Commercial
and Industrial Strategy. It is anticipated that Maple Ridge will need an additional 170-230 acres of
lands designated for employment and industrial uses by 2040.
The Commercial and Industrial Strategy Implementation Plan Matrix includes the analysis of those
sites identified for potential future employment in the Immediate time horizon for 2016. To date,
one site has been determined as unsuitable, four are proceeding with employment uses and two
6
remain long term options. This leaves the sites east and west of the Kwantlen First Nation on
Lougheed Highway, east of 240th Street as the unresolved locations.
The Implementation Plan Matrix identifies the City’s willingness to consider employment uses on the
lands east and west of the Kwantlen First Nation on Lougheed Highway. Council may wish to
advance this work and direct staff to engage a consulting firm to complete the required feasibility
analysis.
_______________________________________________
Prepared byPrepared byPrepared byPrepared by: : : : Jim Charlebois, MURP, MCIP, RPPJim Charlebois, MURP, MCIP, RPPJim Charlebois, MURP, MCIP, RPPJim Charlebois, MURP, MCIP, RPP
Manager of Community PlanningManager of Community PlanningManager of Community PlanningManager of Community Planning
____________________________________________________________________________________________________________________________________________________________________________________________
Approved by:Approved by:Approved by:Approved by: Christine Carter, M.PL., MCIP, RPPChristine Carter, M.PL., MCIP, RPPChristine Carter, M.PL., MCIP, RPPChristine Carter, M.PL., MCIP, RPP
Director of PlanningDirector of PlanningDirector of PlanningDirector of Planning
____________________________________________________________________________________________________________________________________________________________________________________________
Approved by:Approved by:Approved by:Approved by: Frank Quinn, MBA, P.EngFrank Quinn, MBA, P.EngFrank Quinn, MBA, P.EngFrank Quinn, MBA, P.Eng
GM: Public Works & Development ServicesGM: Public Works & Development ServicesGM: Public Works & Development ServicesGM: Public Works & Development Services
____________________________________________________________________________________________________________________________________________________________________________________________
Concurrence:Concurrence:Concurrence:Concurrence: E.C.E.C.E.C.E.C. SwabSwabSwabSwabeeeey,y,y,y,
Chief Administrative OfficerChief Administrative OfficerChief Administrative OfficerChief Administrative Officer
:"Original signed by jim Charlebois"
"Original signed by Christine Carter"
"Original signed by Frank Quinn"
"Original signed by E.C. Swabey"
1
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: April 18, 2016
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Proposed Triplex, Fourplex and Courtyard Housing Forms Preliminary Overview
EXECUTIVE SUMMARY:
The 2013 Secondary Suites Review directed staff to prepare a report outlining the implications for
creating a triplex and a fourplex zone.
The Resolution R/2013-387 is as follows:
Resolution R/2013-390
Prepare for Council’s consideration an analysis report outlining the implications of a new
zone for triplex and fourplex housing developments, including establishing minimum lot
sizes, development permit area guidelines, and recommended bylaw amendments to the
following:
o Official Community Plan
o Zoning Bylaw
o Off-street Parking and Loading Bylaw
o Subdivision and Servicing Bylaw
Beginning work on triplex and fourplex zones was scheduled to commence following endorsement of
the Housing Action Plan Implementation Framework. The Housing Action Plan reaffirmed the
importance of these new housing forms to increase housing options in Maple Ridge. The Housing
Action Plan Implementation Framework was endorsed by Council on September 14, 2015 and
identified that these new zones would be prepared.
This report provides the following information on triplex and fourplex housing:
Analysis of the existing Official Community Plan (OCP) residential infill policy framework
outlined in Chapter 3
Maple Ridge residential housing context
Regional examples
Proposed policy approach to amend the Official Community Plan
Components of the draft zones
Identification of parking and servicing issues
Outline of development permit application process including consideration for design control
in the short and long-term
RECOMMENDATION:
That the report titled Proposed Triplex, Fourplex and Courtyard Housing Forms Overview and dated
April 18, 2016 be received for information.
5.5
2
DISCUSSION:
a) Background:
1. Secondary Suites Review 2013
In 2012, Council directed staff to undertake a review of the City’s current policies and regulations for
Secondary Suites to identify a comprehensive list of issues and potential solutions. The Secondary
Suites Review was a background study for the Housing Action Plan, which was endorsed by Council
September 30, 2014. One of the issues identified in the Secondary Suites Review was the lack of
purpose-built rental housing and renters’ reliance on less secure rental options such as secondary
suites and condos. This resulted in a report, dated September 23, 2013 that proposed a series of
policy and bylaw recommendations to address issues identified through this process. The following
resolution is the Secondary Suites Review – Policy & Bylaw Recommendations Report, dated
September 23, 2013:
Resolution R/2013-390
Prepare for Council’s consideration an analysis report outlining the implications of a new
zone for triplex and fourplex housing developments, including establishing minimum lot
sizes, development permit area guidelines, and recommended bylaw amendments to the
following:
o Official Community Plan
o Zoning Bylaw
o Off-street Parking and Loading Bylaw
o Subdivision and Servicing Bylaw
2. Housing Action Plan
The Housing Action Plan (HAP) process began in the fall of 2013 and concluded with Council
endorsement on September 30, 2014. The HAP framework contains a Vision, Goals, Strategies and
Actions to facilitate the development of market and non-market housing in Maple Ridge. The
resolution from the Secondary Suites Review aligns with Goal 1: To Improve Housing Choice for all
Current and Future Households. The HAP strategy that is linked to Goal 1 is: Support the
Development of a Mix of Housing Forms. These new building forms may also have the potential to
impact HAP Goal 4: To Increase Rental Opportunities. The HAP reaffirmed the importance of this
new housing form to increase housing options in Maple Ridge. The Housing Action Plan
Implementation Framework, which was endorsed by Council on September 14, 2015, identified that
these new zones would be prepared in the short-term time horizon of 2014-2018.
3. Current Residential Context
Maple Ridge is characterized by single family lots comprising approximately 59% of the housing
stock. An additional 25% of the housing stock is ground-oriented, made up of mainly townhouses
and some row houses.1 What has traditionally been a standard lot size of 557m2 or 668m2
(approximately 6000 - 7200 ft2 respectively) is now approximately 371m2 (4000 ft2). Subdivision
isn’t always possible and there are challenges in introducing smaller lots in established
neighbourhoods. However, creating news zones for triplex, fourplex and courtyard will contribute to
the options available to increase housing choice in Maple Ridge.
1 City of Maple Ridge, August, 2015. Situation Report Update.
3
b) Current Residential OCP Policy Framework
Chapter 3 of the OCP present’s the City of Maple Ridge’s residential land use policies. The specific
policies that are relevant to the triplex and fourplex discussion concern policies that outline how
residential infill will be achieved in Maple Ridge. Infill is when land is developed within an
established neighbourhood or other built up area, often to a higher density than the surrounding
area. Neighbourhood Residential Infill policy 3-19 is included in the attached Appendix A.
Policy 3-18 introduces the Urban Residential designation which is composed of two categories -
Neighbourhood Residential and Major Corridor. Policy 3-18 outlines the range of densities that will
be supported in the Urban Area Boundary using the Urban Residential land use designation. The
Urban Residential designation has two categories, Neighbourhood Residential and Major Corridor
Residential. It is attached as Appendix A.
Following 3-18 are the Infill policies for Neighbourhood Residential Infill and Major Corridor
Residential Infill in policies 3-19 and 3-20. They are summarized briefly here:
Neighbourhood Residential Infill policy 3-19 supports density increases that are compatible
in a single family neighbourhood and may include duplexes and triplexes. It is also included
in the attached Appendix A.
Major Corridor Residential Infill policy 3-20 supports higher density ground-oriented housing
along transit corridors and supports the development of fourplexes. It is also included in the
attached Appendix A.
c) Proposed Residential OCP Policy Framework
The following proposed amendments to the residential policy framework respond to the evolution of
residential development in Maple Ridge.
Urban Residential
3 - 18 Maple Ridge will support a range of densities within the Urban Area Boundary. Urban
Residential consists of two residential categories with the following characteristics:
1) Neighbourhood Residential – General Characteristics:
a) a maximum of one principal dwelling unit per lot and an additional dwelling unit such as a
secondary suite or garden suite;
b) density that is based on the current zoning of the property, or surrounding neighbourhood
context;
c) Single detached dwellings will remain the predominant housing form within neighbourhoods.
Other housing forms are encouraged that increase density slowly such as duplexes or triplexes
that are similar in scale and massing to established neighbourhoods, subject to compliance
with the Neighbourhood Residential Infill policies;
d) Is not within a neighbourhood with an Area Plan, a Community Commercial Node, or located on
a Major Corridor as illustrated on Figure 4 of the OCP.
The proposed change to Neighborhood Residential is clause c) which introduces duplex and triplex
specifically into Neighbourhood Residential as previously “other housing forms are possible”. This is
change articulates the incremental increase in density that will be supported and controlled.
4
2) Major Corridor Residential – General Characteristics:
a) Major Corridor Residential is characterized by the following:
i. has frontage on an existing Major Road Corridor as identified on Figure 4 Proposed Major
Corridor Network Plan, or has frontage on a road built in whole or part to a collector, arterial,
TransLink Major Road, or Provincial Highway standard;
ii. may be adjacent to Community Commercial Node, or designated commercial centre.
b) includes ground oriented housing forms such as single detached dwellings, garden suites,
duplexes, triplexes, fourplexes, townhouses, apartments, or small lot intensive residential,
subject to compliance with Major Corridor Residential Infill policies. Ground-oriented housing
forms such as fourplexes, townhouses, and apartments will be encouraged.
The proposed change to Major Corridor Residential clause b) indicates that opportunities for
increasing density at a higher level will be encouraged along major corridors.
Residential Compatibility Criteria
The Residential Infill and Compatibility Criteria Infill policy 3-21 is a critical component of the OCP
policy framework and the criteria are used as the rationale for recommendations for development
applications. For triplex, fourplex and courtyard housing, compatibility will be a critical component of
the redevelopment process.
Criteria such as the following provide the basis for determining compatibility:
scale and massing of the building with the surrounding area
setbacks of the building versus those of adjacent dwellings
dwelling unit orientation and relationship to the street frontage
location of parking areas
landscaping requirements
Proposed changes to OCP Compatibility Criteria
The Compatibility Criteria Infill policy 3.21 requires that any infill will respect existing patterns in
established neighbourhoods. This ensures that the existing form and character will be retained as it
redevelops. Policy 3-21 can be located in the attached Appendix A.
Compatibility Criteria Infill policy 3.21 needs to be updated to reflect the significant changes to the
housing market over the last decade. Clauses c) and f) regarding massing and scale respectively will
need to be more detailed to ensure that existing and emerging residential character is protected and
enhanced. Once the zoning requirements of minimum lot sizes and setbacks are established, the
final determining factor for a potential infill development to be a triplex, fourplex or courtyard will
depend on fit.
d) Building Characteristics for Triplex, Fourplex and Courtyard Housing:
Triplex Characteristics:
Triplexes are three dwelling units in one building. Triplexes are not envisioned to be in a row house
or townhouse form. Triplex is an appropriate housing form to include as Neighbourhood Residential
Infill in established neighbourhoods because it can resemble a single family home. The feeling of
additional dwelling units can be minimized by taking advantage of site specific characteristics such
as corner lots and lanes. Units can be oriented to street frontages and create a feeling of
separateness for each dwelling. Where lanes exist they can provide concealed access to parking and
5
reduce the amount of paved area that detracts from the streetscape. Applying recesses to front
entrances and garage entrances combined with screening and landscaping can also provide each
dwelling with a feeling of uniqueness while incrementally increasing density.
Summary of Proposed Triplex Components:
One building containing three dwelling units
Not a rowhouse or townhouse form
Scale and massing should be compatible with the surrounding neighbourhood
Siting on corner lots and mid-block depending on lot size and context
Orientation of entrances and units should take advantage of site characteristics to create
uniqueness
Where lane access is available, parking will be located at the rear of the property
Landscaping and screening to create privacy between outdoor spaces
Draft Zoning Criteria for Triplex
Housing
Typology
Proposed
Minimum
Lot Size
Proposed
Lot
Coverage
Proposed
Floor Area
Ratio
Proposed
Setbacks
Lot
Width
Lot
Depth
Proposed
Parking
Triplex in
Town
Centre
750 m2 Maximum
50%
0.75 5.5m
front
7.5m
rear,
4.5m
exterior
and 1.5
interior
20 27 1 per 1 Bdr
unit plus 0.1
per add’l Bdr,
and 0.1 when
on-street
available and
0.2 per unit
visitor parking
when on-street
not available
Triplex in
the Urban
Area
Boundary
850 m2 Maximum
45%
0.75 7.5m
front
7.5m
rear,
4.5m
exterior
and 1.5
interior
20 27 2 in the UAB
and 0.2 per
unit visitor
parking
Fourplex Building Characteristics:
In Maple Ridge, much of the residential development within the Urban Area Boundary is
characterized by low-medium density along Major Corridors. Fourplexes are building forms that are
appropriate in this context as a transition from lower residential densities such as single family,
duplex and triplex to a slightly higher density to capitalize on the opportunities that a Major Corridor
provides, such as transportation linkages and access to amenities. Building scale and massing may
be similar to the surrounding neighbourhood, and massing should be stepped back on the upper
storeys to ensure the buildings do not encroach on adjacent buildings. These building forms will take
advantage of street frontages, corners and lanes where they exist to maximize the ability to integrate
with the existing form and character of the area. As with triplex, a rowhouse form of four contiguous
units is not the intention of this proposed building form.
6
Reference to a similar type of residential housing form can be found in the current Silver Valley Area
Plan, which is Chapter 10.3 of the Official Community Plan. Section 7.4 Design Guidelines for
Residential Developments, includes the following:
i) On larger lots within single family areas, consider the development of larger “mansion”
style residences that accommodate 4 to 6 strata units, each with direct access to grade
and a garage off a lane.
This is preceded by a guideline which recommends considering duplex/triplex developments to have
the appearance of one larger residence to blend in with the streetscape.
h) To blend into a streetscape/cluster of typical larger single family residences, consider
designing duplex/triplex developments to have the appearance of one larger residence.
Summary of Fourplex Components:
One building containing four dwelling units
Not a rowhouse or townhouse form
Scale and massing should be compatible with the surrounding neighbourhood
Siting on corner lots and mid-block depending on lot size and context
Orientation of entrances and units should take advantage of site characteristics to create
uniqueness
Supported along Major Corridors identified on Figure 4 of the OCP
Landscaping and screening to create privacy between units with outdoor space
Where lane access is available, parking will be located at the rear of the property
Draft Zoning Criteria for Fourplex
Housing
Typology
Proposed
Minimum
Lot Size
Proposed
Lot
Coverage
Proposed
Floor Area
Ratio
Proposed
Setbacks
Lot
Width
Lot
Depth
Proposed
Parking
Fourplex
in the
Town
Centre
860m2 Maximum
50%
0.75 7.5m
front
7.5m
rear,
4.5m
exterior
1.5
interior
22m 30m
1 per 1 Bdr
unit plus 0.1
per add’l Bdr,
and 0.1 when
on-street
available and
0.2 per unit
visitor parking
when on-street
not available
Fourplex
in the
Urban
Area
Boundary
930m2 Maximum
45% in
the UAB
0.75 7.5m
front and
7.5m
rear,
4.5m
exterior
and 1.5
interior
22m 30m
2 in the UAB
and 0.2 per
unit visitor
parking
7
Courtyard Housing Building Characteristics:
It became clear early in the process that an additional housing form was appropriate to be included
with triplex and fourplex. Courtyard housing is a small grouping of dwelling units that can be similar
in scale to single family dwellings. It is centred upon a shared open space or courtyard that is
accessed from the street. Units may be smaller and more compact than a typical single family home
and are clustered together to create a village style residential pattern. Courtyard housing, like triplex
and fourplex has the ability to increase density incrementally and still retain many of the
characteristics of established neighbourhoods.
Courtyard housing is an additional building form that is appropriate to include in the Major Corridor
Residential policy framework. This is a building typology that provides an additional building form
transition between fourplexes and low-rise apartments. Like fourplex, courtyard housing is similar in
height to single family dwellings with increased massing. It is centred upon a shared open space or
courtyard that is accessed from the street. Units may be smaller and more compact than that of a
typical single family home and are clustered together to create a village style residential pattern. The
benefit of courtyard housing is that the number of units is greater than triplex or fourplex and can be
configured in a number of ways depending on site constraints.
Summary of Courtyard Housing Components
Not a rowhouse form
Dwelling units may be located in more than one building on a lot
Orientation is characterized by units that are facing inwards towards each other
Pedestrian walkways lead from the street to an inner courtyard area
Courtyards are programmed for flexible and interactive outdoor space but are not intended
for parking
Where lane access is available, parking will be located at the rear of the property
Scale and massing shall be compatible with the surrounding area
Mix of unit sizes
The intention is for this housing form to be compatible with the existing residential hierarchy.
e) Development Permit Options
Development Permit applications received in the first year for these new housing forms will use the
OCP Multi-Family Development Permit Guidelines for multi-family developments. Applications will
also be forwarded to the Advisory Design Panel (ADP) for review. During that time, design guidelines
specifically for these new forms will be developed with the assistance of the ADP. The process will
be reviewed and reported to Council at the end of the first year.
f) Additional Considerations
1. Financial Incentives
A financial tool that has the potential to contribute to uptake for triplex is to waive the development
permit fee for the first two years. This will be the subject of a future report. At the end of the two-
year period, progress would be reported back to Council on the level of uptake on this program to
determine next steps.
8
2. Tenure:
There are opportunities for triplex and fourplex to be rental, strata or freehold tenure, which
contributes to the flexibility to this kind of residential product in a changing market. An amendment
to Division 4.1 of Part 14 of the Land Title Act in 2012 permits the registration of party wall
agreements that “run with the land”. Clarification on applying this to triplex and fourplex has been
requested to clarify how this could proceed in the City.
g) OCP Amendment Process
To proceed with an amendment to the OCP to revise the residential policy framework for triplex,
fourplex and courtyard housing, there are several steps that are required by the Local Government
Act.
1. Early and Ongoing Consultation
Section 475 of the Local Government Act requires that during the process of an OCP amendment
there is early and ongoing consultation with persons, organizations and authorities it considers will
be affected. Both the Secondary Suites Review and the Housing Action Plan included
comprehensive consultation programs that were integrated into the planning process to ensure that
information was available to the community as well as provided multiple opportunities for input.
i. Secondary Suites Review
The Secondary Suites Review included targeted workshops and an online questionnaire in November
2012, and an open house in February 2013 The outcomes from this consultation informed the
process, and contributed to the development of a number of bylaw and policy recommendations that
were endorsed by Council. Council was provided with the following updates:
March 4, 2013 – Community consultation feedback
June 17, 2013 – Discussion and recommendations for further direction
September 23, 2013 – New policy recommendations
ii. Housing Action Plan
The Housing Action Plan consultation program included creation of a webpage for the City of Maple
Ridge website, as well as information sheets, interactive community posters, displays at local events,
targeted workshops, online questionnaires and bi-monthly updates to City of Maple Ridge Council.
The results of this consultation informed the draft Housing Action Plan, which was reviewed by City
staff, the Social Planning Advisory Committee (SPAC) and Council before a revised draft was
presented online for a Public Open Review from June 24 to July 28, 2015. The finalized version of
the Housing Action Plan was endorsed by Council at a regular Council meeting on September 14,
2015.
Council was provided with the following updates through the Housing Action Plan process:
Council Update July 22, 2013 – Process Report
Council Update September 9, 2013 – Situation Report
Council Update February 3, 2014 - Community consultation feedback
Council Update April 14, 2014 – Draft Housing Action Plan
Council Update June 16, 2014 – Revised Draft Housing Action Plan
Council Update September 15, 2014 – Housing Action Plan Final
9
Based on the extensive consultation for the previous planning processes, no additional consultation
for an amendment to the OCP for triplex, fourplex and courtyard building forms is recommended.
These new housing forms will require a rezoning application, which includes a public hearing
between second and third reading.
h) Regional examples for Triplex, Fourplex and Courtyard Housing
There are a number of municipalities in the Lower Mainland that have developed new zones for
ground-oriented multi-family in a range of configurations to increase their respective range of
housing options. A short selection of case studies is presented here to support the development of
triplex, fourplex and courtyard housing zones in Maple Ridge.
1. City of Coquitlam Triplex/Fourplex Zone
The City of Coquitlam Zoning Bylaw has developed a triplex/fourplex zone (RT-3) that is designated
Neighbourhood Attached Residential in the Citywide Coquitlam OCP and the Southwest Coquitlam
Area Plan. The implementation of this zone in Coquitlam is the result of the Housing Choices Study
(2008) in conjunction with the Coquitlam Southwest Area Plan Update. The pu rpose of the study
was to explore small-scale housing choices in certain areas of Coquitlam. The study recognized that
with smaller family sizes, an aging population and a preference for ground -oriented housing forms,
there were opportunities to explore smaller building typologies. The study included taking the range
of small scale housing options to the community to gauge support for various housing forms
including triplex and fourplex options. The result was a new zone (RT-3 Triplex/Fourplex) that
allowed for both triplexes and fourplexes on residential lots designated Neighbourhood Attached
Residential within the Southwest Coquitlam Area Plan boundary.
10
Figure 1: Triplex and Fourplex Lot Configurations – City of Coquitlam Housing Choices Summary
Source: Housing Choice Study for Southwest Coquitlam Phase 3
Summary, pages 13-14. Ramsay Worden Architects and CitySpaces Consulting Ltd. July 25, 2008.
2. Fourplex - Township of Langley
In the Township of Langley a fourplex was developed and integrated into the Northeast Gordon
Estate Neighbourhood Plan. The intention of the Northeast Gordon Estate Neighbourhood Plan,
located between 207 Street and 64 Avenue and 208 Street and 72 Avenue respectively, is to create
more of an urban level of density focused around commercial nodes and transportation hubs. The
emphasis is on creating a walkable neighbourhood where there is pedestrian access to services and
amenities. This new housing form or ‘Manor Home’ as it is called in Langley, is mixed in with
rowhouses and single family homes to create a range of housing options in the Northeast Gordon
Estate neighbourhood. The Manor Home is essentially a box with four separate ground-oriented
dwelling units. The high quality of the exterior cladding materials and landscaping are combined with
innovative stormwater management design, which creates an attractive streetscape as shown in the
photo on the following page.
Three units on one lot, two semi-
detached; one detached. Three units attached on one lot, different sizes.
Four detached units on one lot in
courtyard configuration with lane
access.
Four attached units on one
lot with lane access.
11
Manor Home, Township of Langley, 2013.
Front elevations and floor plans of two versions of four-unit Manor Homes, Township of Langley.
12
Additional Triplex and Fourplex examples:
City of Vancouver, Triplex new construction @ corner of Clark Drive and 15 Avenue, 2013
City of New Westminster, Triplex, new construction, 2015
13
City of Vancouver, fourplex near Trout Lake, corner lot, new construction, November, 2015.
3. Courtyard Housing
In 2007, the City of Portland hosted a courtyard design competition in order to revive courtyard
housing in the city. The objective was to promote courtyard housing as an additional infill housing
option that can provide a quality living environment at densities higher than conventional detached
housing. Another objective was to provide a new affordable housing type suitable for families with
children.
Courtyard Design entry, City of Portland, 2007.
14
Courtyard Design entry, City of Portland, 2007.
Courtyard Design entry, City of Portland, 2007.
Note: Development of courtyard housing in Maple Ridge does not envision parking in the courtyard
area as shown in this example.
15
City of Vancouver:
More recently in Vancouver as part of the Phase III of the Cambie Corridor Plan, a publication
featuring a range of ground-oriented housing including triplexes, fourplexes and courtyard-style
housing was released in the fall 2015. The Ground-Oriented Ideas Book features new housing ideas
focused on a walkable neighbourhood close to transit. The intention is to find out what local
residents are interested in term of housing types to increase density in the Cambie Corridor.
City of Vancouver, Courtyard Housing, Ground-Oriented Housing Ideas Book, October, 2015
City of Vancouver, Courtyard Housing, Ground-Oriented Housing Ideas Book, October, 2015
16
In Maple Ridge, the integration of courtyard housing as infill into existing neighbourhoods could
increase density while retaining the village-like atmosphere that is characteristic of many established
neighbourhoods. Alongside fourplexes, courtyard housing provides another housing choice for
Maple Ridge residents.
i) Next Steps:
The following are the technical components to be completed by Planning if the proposed policy
direction for triplex, fourplex and courtyard housing is supported:
Prepare OCP amendments
Prepare draft zones for triplex, fourplex, and courtyard housing
Prepare DP guidelines
CONCLUSION:
The 2013 Secondary Suites Review identified the need to increase the range of housing choices for
Maple Ridge residents. This resulted in the Council resolution to prepare new triplex and fourplex
zones. This concept was further reinforced by the Housing Action Plan’s Goal 1, which is To Improve
Housing Choice for all Current and Future Households in conjunction with the related strategy to
Support the Development of a Mix of Housing Forms. In beginning this Council-directed work, it
became clear that adding courtyard housing to this task was appropriate to increase the range of
building forms for Maple Ridge residents.
The proposed policy and additional information pertaining to draft zoning criteria, and a development
permit process including consideration for design control, provides the foundation to facilitate and
encourage the development of these new building forms in Maple Ridge. This will increase the range
of housing choices for residents and contribute to a more livable, complete community.
“Original signed by Siobhan Murphy”
_______________________________________________
Prepared by: Siobhan Murphy, MA, MCIP, RPP
Planner II
“Original signed by Christine Carter”
_______________________________________________
Approved by: Christine Carter, MPL, MCIP, RPP
Director of Planning
“Original signed by Frank Quinn”
_______________________________________________
Approved by: Frank Quinn, P. Eng. MBA
General Manager, Public Works and Development Services
“Original signed by E.C. Swabey”
_______________________________________________
Approved by: E.C. Swabey
Chief Administrative Officer
Appendix A – OCP Residential Housing Policies 3-18 to 3-21
17
Appendix A
Copy of Chapter 3, pages 8-9 of the City of Maple Ridge Official Community Plan, Policies 3-18, 3-19,
and 3-20 respectively.
1
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: April 18, 2016
and Members of Council
FROM: Chief Administrative Officer MEETING: Council Workshop
SUBJECT: Senior Government Grant Program Information
EXECUTIVE SUMMARY:
The Federal Government recently introduced their Budget 2016, which includes new funds for local
government infrastructure. This report provides a breakdown of funding opportunities and discusses
how the new allocation relates to funds committed in prior budgets.
RECOMMENDATION:
For information.
DISCUSSION:
The Federal Government recently introduced their Budget 2016. That announcement included
reference to “historic new investments in infrastructure that total more than $120 billion over the
next decade,” according to a Department of Finance news release (See Attachment 1). Without
significant research into the numbers, it can be difficult to understand just how much new money is
being announced. Many of the funding envelopes are nested within higher level programs, so the
same dollars may be announced numerous times.
The purpose of this report is to provide some clarity around the funding opportunities, with a caution
that the announcement was made only a few weeks ago. Many details with regard to funding and
program criteria are still under development at the Federal Government level. And, for programs co-
funded by the provinces, the timeline will likely be drawn out further.
A bit of history first - New Building Canada Plan (2014-2024)
The New Building Canada Plan (NBCP) was launched in 2014 with an overall budget of $53 billion
over the 10-year life of the program. Although announced as $53 billion of new investment,
approximately $6 billion was carried over from existing programs 1. Staff provided a presentation to
Council shortly thereafter which outlined the various programs under this infrastructure funding plan.
The City applied to complete Lougheed Highway upgrades between 224 St. and 227 St. Our
application was denied on the basis that the program was oversubscribed, primarily with higher-
priority water and wastewater projects, and four large regional highway projects.
1 One of those programs was the NBCP’s predecessor, the Building Canada Plan, from which the City of Maple
Ridge $3.8 million for downtown road and utility rehabilitation work, along with several smaller sums.
5.6
2
New Infrastructure Plan (2016-2025)
The New Infrastructure Plan announced in March 2016 announced “new” investments in
infrastructure of more than $120 billion over the next decade. This has led to some
misunderstandings that, in addition to the $53 billion in infrastructure spending in 2014-2024, the
Government was committing to “new” spending of $120 billion.
Just as the New Building Canada Plan conceptually double-counts the $6 billion carried over from its
predecessor program, the $120 billion figure includes:
• the former program’s $53 billion (New Building Canada Plan);
• a new $7 billion, primarily for national infrastructure, science and research, and business
growth and innovation; and
• a new $60 billion:
o $11.9 billion spread over five years for public transit; water/wastewater/green
infrastructure, and social infrastructure; and
o the remaining $48.1 billion will be available beginning in 2018, with details
forthcoming in December 2016.
Of the $11.9 billion, it appears that $2.8 billion will reside in programs to which local governments
can apply directly. Although we have attempted to get details on the $3.4 billion in public transit
infrastructure funding, it remains to be seen whether the City will be eligible to benefit locally.
The New Infrastructure Plan has been divided into three streams of funding:
1. Public Transit;
2. Water, Wastewater, and Green Infrastructure; and
3. Social Infrastructure.
For the purpose of clarity and further detail, Attachment 2 divides the amounts down into smaller
components within the three streams for Phase 1. For Phase 2 covering the remaining 5 years of the
Plan, we expect more detail to be announced at the end of 2016. Attachment 3 provides the details
2014 New Building
Canada Plan, $53 B
2016 Other Funds,
$7 B
Phase 1, $11.9 B
Phase 2, $48.1 B
Other, $60 B
Federal Infrastructure Investments
$120 billion (Budget 2016)
New Infrastructure
Plan - $60 billion
3
currently available to us on each of the funding programs within the streams. Attachment 4 provides
information on some of the other grant opportunities available through the Province and others. In
addition, departments may access programs specific to their areas. For example, BC Hydro has
provided over $300,000 to the City for energy reduction initiatives over the past five years.
The City strives to take advantage of every funding opportunity available, where it makes sense to
invest the effort. Staff regularly touch base with funding program staff to fill in the information gaps.
In selecting projects for application, we prioritize projects that will provide relief to general taxpayers,
over those that should be paid through growth revenue. Larger scale funding programs come to
Council for project selection decisions.
Business Plan, Financial and Departmental Implications:
We have consistently sent the message through UBCM and FCM that application-based programs
make it difficult to plan effectively. We have a 5-year financial plan and a 20+ year capital program,
and these grant opportunities can turn priorities upside down, pull staff away from existing projects,
require immediate design work ahead of schedule, with no guarantees that we will be successful.
Having said that, we appreciate the long-term commitment and financial investment the Federal
Government is making in communities across the nation.
CONCLUSIONS:
This information report is intended to provide clarity to recent Federal Government announcements
relating to grant funding available.
“Original signed by Dan Olivieri” “Original signed by Laura Benson”
Prepared by: Dan Olivieri
Admin/Research Assistant
Prepared by: Laura Benson, CPA, CMA
Manager of Sustainability and
Corporation Planning
“Original signed by E.C. Swabey” “Original signed by Kelly Swift”
Approved by: E.C. Swabey
Chief Administrative Officer
Concurrence
by:
Kelly Swift
Acting Chief Administrative
Officer
Attachments relating to Budget 2016 new Federal funds and other current programs:
1) Excerpt from Federal Government News Release, March 22, 2016
2) Federal Infrastructure Investments Schema, Budget 2016, $120 billion
3) New Infrastructure Plan – Funding Program Details
4) Provincial and Other Funding Opportunities
Attachments relating to previously announced funds and expiring programs:
5) New Building Canada Plan – Funding Schema
6) New Building Canada Plan – Projects Funded in Intake 1
7) New Building Canada Plan – Funding Program Details
Attachment 1) Excerpt from Federal Government News Release, March 22, 2016
4
March 22, 2016 – Ottawa, Ontario – Department of Finance
The Minister of Finance, Bill Morneau, today tabled the new Government of Canada’s first
federal budget, Growing the Middle Class, a plan that takes important steps to revitalize the
Canadian economy, and delivers real change for the middle class and those working hard to
join it…
<text removed for brevity>
…Budget 2016 signals a new approach that will create jobs and improve the quality of life for
Canadians, today and in the future. This includes historic new investments in infrastructure that
total more than $120 billion over the next decade.
As an immediate first step, the government will invest $11.9 billion in modern and reliable
public transit, water and wastewater systems, affordable housing, and in retrofits and repairs to
protect existing projects from the effects of climate change.
<text removed for brevity>
Attachment 2) Federal Infrastructure Investments Schema, Budget 2016, $120 billion
5
2016 Budget Infrastructure Commitment
$67 B of new investment 2016-2026
New Infrastructure Plan $60 B
Phase 1
$11.9 B over 5 years
Public
Transit
$3.4 B over 3
years
Public Transit
Infrastructure
Fund
BC
Portion
$461 M
Water/Wastewater/Green Infrastructure
$5 B over 5 years
Adaptation &
Climate Resilient
Infrastructure
$518 M
Funding has
already been
allocated to
projects
ie. Lions Gate
Wastewater
Treatment
Plant
Municipal Capacity Building
$250 M
Municipal
Climate
Change
Fund
$75 M
FCM Asset
Management
Fund
$50 M
FCM Green
Municipal
Fund
$125 M
Clean Water
and
Wastewater
Fund
$2 B over 4
BC Portion
$250 M
Province to
add 25%-
30% of
Federal
contribution
First Nations
Community
Infrastructure
$2.2 B
Social Infrastructure
$3.4 B over 5 years
Early
Learning and
Childcare
Framework
$500 M over
2 years
Affordable
Housing &
Homlessness
$2.3 B over 2
years
Cultural &
Recreational
Infrastructure
$318 M over
2 years
To be
allocated in
subsequent
budgets
$300 M
Phase 2
$48.1 B
2018-2025
To Be
Announced
in Budget
2017
Research,
Innovation &
National
Infrastructure
$7 B
Attachment 3) New Infrastructure Plan – Funding Program Details
6
The first phase of the New Infrastructure Plan spans 2016-2020 and includes $11.9 billion of new
investments in three streams:
• Public Transit;
• Water, Wastewater, and Green Infrastructure; and
• Social Infrastructure.
These streams are shown on the previous attachment. Phase 2, the remaining 5 years of the Plan,
will be announced in detail at the end of 2016.
Public Transit
Public Transit Infrastructure Fund
• $3.4 billion over 3 years
• Allocated to provinces by population formula
• BC’s portion $461 million
Water/Wastewater/Green Infrastructure
This component of the New Infrastructure Plan provides $5 billion over 5 years through four
programs. Funding is available on timelines unique to each program with specific details of how
funding will reach local governments to be announced in the coming months.
Adaptation and Climate Resilient Infrastructure
• $518 million
• Funding has been allocated to previously identified projects
o Ex: $212 million-Lions Gate Wastewater Treatment Plan
Municipal Capacity Building
• $75 million- Municipal Climate Change Fund
• $50 million- FCM Asset Management Fund
• $125 million- FCM Green Municipal Fund
o Program currently in place
o Funding for Planning, Studies, and Capital projects to better manage sustainable
municipal infrastructure
Clean Water and Wastewater Fund
• $2 billion over 4 years
• Increase of funding to 50% of project cost
First Nations Community Infrastructure Improvement
• $2.2 billion over 5 years
Attachment 3) New Infrastructure Plan – Funding Program Details
7
Social Infrastructure
Social infrastructure will benefit from new investments of $3.4 billion from 2016 to 2020. The
majority of funding is allocated in the first two years of Phase 1, with remaining funds to be allocated
in future budgets. Programming within this component will be distributed to provinces and territories
for dissemination to communities where provincial ministries have determined the needs to be
greatest.
Early Learning and Childcare Framework
• $500 million over 2 years
• Development of national framework in consultation with local and provincial stakeholders
Affordable Housing and Homelessness
• $2.3 billion over 2 years
o $111.8 million over 2 years for homelessness
Cultural and Recreational Infrastructure
• $318 million over 2 years
o $168 million Canada Cultural Spaces Fund
o $150 million Recreation and Culture Infrastructure Improvements
Remaining Funding
• $300 million
• To be allocated in Budget 2017
Additional funding that may be pertinent to ongoing and upcoming projects at the City that is not
included within $11.9 billion of the infrastructure plan is the $2 billion earmarked for the Post-
Secondary Institutions Strategic Investment Fund. This program deadline is May 9, 2016.
Attachment 4) Provincial and Other Funding Opportunities
8
Provincial Grants
Currently we know of five grant sources are available for municipal application at a provincial level:
Infrastructure Planning Grants, Strategic Wildfire Protection Initiatives, Climate Action Revenue
Incentive Program (CARIP), Community Energy Leadership Program (CELP), and Child Care Major
Capital Funding.
Infrastructure Planning grants
• $10,000 available per intake.
• Managed provincially
• Development of sustainable community infrastructure through the assessment of technical,
environmental, and economic feasibility of municipal projects
Maple Ridge has previously obtained this grant for a corporate and community energy and GHG
emissions sustainability plan, water main condition assessment, and sanitary sewer inflow and
infiltration assessment in 2008. Currently, staff are reviewing opportunities to apply for funding
for the 2016 application period.
Strategic Wildfire Protection Initiatives
• Programs: Community Wildfire Protection Plans, Fuel Management Prescriptions, Fuel
Management Projects, Operation Fuel and Maintenance Treatments, and FireSmart
Programs
• Managed by Union of B.C. Municipalities
• BC Budget 2016 added $10 million for SWPI programs
In coordination with the Assistant Fire Chief of Planning and Prevention the City developed a Fuel
Management Prescription, a document that identifies and describes the recommended fuel
management activities in an identified area in order to lower the Wildfire Threat Rating, which
successfully received 75% reimbursement, equal to $7,125, from UBCM for the 2015 intake.
This Fuel Management Prescription now qualified the City to apply for funding to cover fuel
treatment activities, to a maximum of $400,000 per municipality per year.
Climate Action Revenue Incentive Program (CARIP)
• Funding to local governments who have signed onto the B.C. Climate Action Charter.
• Refund of one hundred percent of the carbon tax paid in the previous year
The City has received an average grant return of over $54,000 for 2012-2015 CARIP
submissions. This funding is reserved for projects that will reduce energy consumption and
greenhouse gas emissions.
Community Energy Leadership Program
• $500,000 available for 2016/2017 intake
• $550,000 available for 2018 intake
• Managed provincially
• Project allocation between $10,000 and $15,000
• Two large scale project approvals of $120,000 to $150,000 each intake
Attachment 4) Provincial and Other Funding Opportunities
9
• Eligible initiatives: clean or renewable energy projects as defined in B.C.’s Clean Energy Act;
innovative energy efficiency projects; new construction, renewal, retrofit, expansion or
material enhancements; and investment in either community-owned infrastructure or
community-owned clean or renewable energy projects
No applications have been submitted for this fund and Maple Ridge does not have any projects
in the Capital Program that meet the requirement criteria at this time.
Child Care Major Capital Fund
• Create 13,000 new child care spaces by 2020
• 2,400 created to date
• $500,000 maximum per project in each intake
Staff have submitted a proposal requesting the maximum available funding to build additional
child care space that would be integrated into the new Albion Community Centre area. The
outcome of our application should be known by early June. Additional applications will be
submitted for new and existing spaces in the subsequent intake periods.
Attachment 5) New Building Canada Plan 2014-2024 Funding Schema
10
New Building Canada Plan
$53 Billion
Community Improvement Fund (CIF)
$32 Billion - Local Priorities
Gas Tax Fund (GTF)
$10.4 B over first 5 years
1/4 of annual committment from 2014-2016
rolled in to other programs
BC portion of GTF
$1.3 Billion over first 5 years
Community
Works Fund
(CWF)
$519M
Maple Ridge
$1.4M over 5
years
Approx.
$280,000/year
Abernethy widening
Strategic
Priorities
Fund (SPF)
$145M
Maple Ridge
$0
(GVRD muni's
not eligible)
Gr. Vancouver
Regional Fund
(GVRF)
$652M
Reg'l transp
projects
proposed by TL,
approved by
GVRD board
Incremental
GST Rebate
Maple Ridge
already gets this
revenue neutral
rebate
2014- $636,000
New Building Canada Fund
(NBCF)
$14 Billion - Greatest Economic Impact
Nat'l Infrastr.
Comp. (NIC)
$4 Billion
$100M
Minimum
Project Cost
Provincial/Territorial Infrastr. Comp. (PTIC)
$10 Billion over 10 years
Nat'l-Reg'l
Projects
(NRP)
$9 Billion
Small
Communities
Fund (SCF)
$1 Billion
To BC
$109M, plus
matching
Prov. funds
$109M
Intake 1:
-MR Unsuccessful
-$128M distributed
-Focus on Drinking
Water and
Wastewater projects
P3 Canada
Fund
$1.25 Billion
For projects over
$100M, with some
exceptions where
value for money can
be demonstrated;
Maximum fed
contribution 25%
To be an eligible P3
Model project, it
must require
meaningful private
sector involvement
in either financing,
operation or
maintenance (i.e.
not just
design/build)
Must have
reasonable potential
for producing value
for money.
Example- Coquitlam
Lincoln Connector
Project
Carry-over
BCF Programs
$6 Billion
1. Gateway &
Border
Crossing Fund
2. Asia Pacific
Gateway &
Corridor Fund
3. Remaining
funds from
2007-2014 BCF
(Note:
Communities
Component is
fully allocated;
MR received
$3.8M for Phase
1 of Downtown
Revitalization)
a
b
c
Attachment 6) New Building Canada Plan – Projects Funded in Intake 1
11
44% 40%
Approved Applications by
Category
Brownfield
Redevelopment
Disaster Mitigation
Drinking Water
Highways & Major
Roads
Note that under the Highways & Major Roads category, only 4
projects were approved, and these were all Provincial roads.
Application Category
# of
Approved
Applications
$ Funding-
Intake 1
% Funding-
Intake 1
Brownfield
Redevelopment 3.6% $3,308,332 2.57%
Disaster Mitigation 3.6% $1,929,382 1.50%
Drinking Water 43.6% $55,142,190 42.84%
Highways & Major Roads 7.3% $28,168,210 21.88%
Solid Waste Management 1.8% $1,726,612 1.34%
Wastewater 40.0% $38,446,314 29.87%
Grand Total 100% $128,721,040 100%
Total Available Funds $218,000,000
Available Funds- Intake 2
$89,278,960
Notes: Available funds noted are the combined monies available from the
Federal and Provincial governments
Attachment 7) New Building Canada Plan – Funding Program Details
12
A - Community Improvement Fund
The Community Improvement funding stream, which comprises $32 billion of the New Building
Canada Plan, has two separate funding streams, the Gas Tax Fund and Incremental Government
Sales Tax (GST) rebates.
A.1 The Gas Tax Fund (GTF):
• $10.4 billion for the years of 2014-2019
• $1.3 billion allocated to BC
• 3 Funds: Community Works, Strategic Priorities, Greater Vancouver Regional
• $1 billion of 2014-2016 funds to be rolled in to new programming
A.1a Community Works Fund:
• $514 million fund
• $1.4 million for Maple Ridge 2015-2019
• Per-capita formula
• Managed Provincially
• Semi-annual payment
Since the inception of the program all funds collected through the Community Works Fund have
supported the 128th/Abernethy widening project.
A.1b Strategic Priorities Fund:
• $145 million fund
• Not available to GVRD municipalities
• Managed Provincially
• To meet local infrastructure needs in communities within smaller regional districts
No funding available to Maple Ridge through this program
A.1c Greater Vancouver Regional Fund:
• $652 million
• Funds managed by GVRD board
• Supports regional transportation oriented projects and initiatives as proposed by
TransLink
• No local government dissemination
No funding directly available to Maple Ridge through this program.
A.2 Incremental GST Rebate:
• Revenue neutral refund
• Managed Federally by CRA
• Distributed annual without application
Attachment 7) New Building Canada Plan – Funding Program Details
13
In 2015 Maple Ridge received a refund of $636,000 from the Incremental GST Rebate program for
expenditures in the 2014 fiscal year. This refund is assumed at the time each invoice is processed,
and therefore results in an expense on our books below the vendor’s invoice amount.
B - New Building Canada Fund
The New Building Canada Fund (NBCF) is a $14 billion program that is aimed at infrastructure
development and reconditioning to stimulate both local and Canadian economies. This fund is
separated in to two primary components: National, and Provincial/Territorial Infrastructure.
B.1 National Infrastructure Component:
• $4 billion
• Project minimum: $100 million
• Managed Federally
• Focus- transportation infrastructure driving national economic strength
Both project funding and impact requirements are beyond the scope of Maple Ridge projects.
B.2 Provincial/Territorial Component:
• $10 billion available nationally
• Components: National-Regional Projects, Small Communities Fund
B.2a National-Regional Project Component:
• $9 billion available nationally
• Medium to large scale projects addressing both regional and national infrastructure
issues
B.2b Small Communities Fund:
• $1 billion available nationally
• BC portion- $109 million
• Province matched Federal contribution
• Managed Provincially
• Project funding- 1/3 Federal, 1/3 Provincial
• Max 50% funding for Provincial highway projects
• Intake 2 deadline- April 28, 2016
The City of Maple Ridge unsuccessfully applied for funding phase 4 of the Downtown Core Road and
Utility Rehabilitation Project in the initial 2015 intake. Refer to Attachment 6 for a comprehensive
list of projects funded by the first SCF intake.
According to the Province, the adjudicators of the program for intake 1 focused on projects that
provided substantive health and safety enhancements while also maximizing economic return on
investment for the community. Therefore, as per Attachment 6, 84% of approved projects were in
the drinking water and wastewater categories. In terms of funding allocation, projects within these
categories total 73% of the $129 million that was distributed. Projects were secondarily ranked by
whether the attainment of funding from the joint program would enable, enhance, or accelerate the
project. These same criteria will be used for all subsequent intakes of the Fund.
Attachment 7) New Building Canada Plan – Funding Program Details
14
According to program administrators it is very likely the second intake will fully allocate the
remaining $90 million in the fund. Therefore a strategically aligned project for submission requires
immediate selection and preparation, with the application due April 28, 2016.
C - P3 Canada Fund
• $ 1 billion available nationally
• Project cost greater than $100 million
• Maximum federal contribution 25%
• Managed federally
• Requires private financing, operation, or maintenance long term
Funding for P3 projects falls beyond the scope of the city’s capability in that qualification requires
project costs in excess of $100 million with only 25% cost financed through the fund. At this point
Maple Ridge does not have any projects planned and budgeted for that would qualify for this
program.
D - Building Canada Fund Carry-Over Programs
D.1 Gateway and Border Crossing Fund:
• $ 2.1 billion available nationally
• Support projects that improve the flow of goods internationally
D.2 Asia Pacific Gateway and Corridor Fund:
• $3.9 billion available nationally
• Focused funding for goods transportation along major export arterials in B.C.
Per Budget 2016, the funding for these two projects will be rolled over in to the Gas Tax Fund for
2016 and 2017. Based on the formula currently utilized to allocate funds within the program B.C.’s
entitlement would be equal to $760 million.
1
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: April 18, 2016
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Council Workshop
SUBJECT: Hospital Parking
EXECUTIVE SUMMARY:
The Director of Parking, Access and Commuter Services for Fraser Health has provided answers to a
number of questions that were posed to him by city staff. The responses to those questions are
attached for information.
Fraser Health is working on a number of iniatives to improve parking at the hospital. They have
committed to improving the signage to increase awareness of the allowances that are made for
hardship cases. As well, they will work to enhance awareness of the special rates that are available.
An automated pay-by-plate system is also expected to be in place in the coming months and it will
make it easier for attendees to purchase parking time.
RECOMMENDATION(S):
That the staff report dated April 11, 2016 be received for information.
BACKGROUND:
The following motion was approved by Council at the December 7, 2015 Council workshop:
“That Mayor Read & Councillor Bell meet with the Ministry of Health to discuss options for
improvements to hospital parking”
At the January 25, 2016 Council Workshop, the following motion was approved:
“That the CAO identify a staff person to work with Mayor Read and Councillor Bell in researching the
issue of pay parking at Ridge Meadows Hospital.”
Pursuant to this direction, the CAO directed the GM: Corporate & Financial Services to provide the
required assistance.
Since that time, questions around hospital parking were posed to the Director of Parking, Access and
Commuter Services for Fraser Health and the answers provided are attached. Our subsequent
discussions confirmed the following:
i)Hardship Provisions – As noted in the answer to Question 9, there are hardship
provisions in place to ensure parking fees are not a barrier to those needing to access
5.7
2
the hospital. Fraser Health has agreed to improve the signage to make the public aware
of these provisions.
ii) Easier purchase of time - An automated pay-by-plate parking management
model is currently being tested and it is hoped that this technology will eventually be
implemented at Ridge Meadows Hospital. It will allow for payment through a smart
phone, thus making it easier to purchase additional time. Those without access to a
smart phone will be able to access the same functionality through pay stations.
iii) Special rates - Fraser Health has agreed to improved signage to increase public
awareness of the special rates that are offered.
iv) Gating - A gated system has been considered for the hospital and not pursued
because of the associated labour and equipment costs. As well, Fraser Health has found
that the site layout does not lend itself to this method.
A legal opinion on the matter of regulating parking fees at the hospital was obtained in 2013 and it is
attached for reference purposes. Fraser Health has volunteered to provide improved signage, as
noted in this report. Further, the automated pay-by-plate system that is expected to be in place in
the coming months will make it easier for attendees to purchase parking time.
“Original signed by Paul Gill”
Prepared by: Paul Gill, GM: Corporate & Financial Services
“Original signed by E.C. Swabey”
Concurrence: E.C. (Ted) Swabey, Chief Administrative Officer
Parking follow-up for Maple Ridge
1. How much revenue does parking generate at RMH? Our Actuals for the year ending March 31, 2015
were $617,000 net income with gross revenues being $707,000 and expenses of $90,000.
2. How much of this is from staff and how much of it is from the public? 13 percent of revenue comes
from staff and 87 percent public. As there is a mix of casual daily employee pay revenue within public
revenue, we usually estimate the mix 30 percent staff and 70 percent public.
3. Roughly what percentage of total revenue does this make up? It is less than 1 percent.
4. How significant is the parking revenue line item across the region? A total of $10.5M of Fraser
Health’s annual $3.3 billion budget comes from parking revenue.
5. Is parking revenue allocated to certain specific costs or is it treated as “general” revenue? It’s both
part of general revenue and operational maintenance and repairs. On average, hospitals benefit from 90
percent of the revenues generated by pay parking – a sum of approximately $600,000 annually at RMH
While it represents a very small proportion of health authority budgets, revenue generation from
parking fees support direct patient care, as well as cover operating costs to provide safe parking, such as
snow clearing, lighting, security patrols, and repaving. If we did not receive this revenue, it would have
to come from other sources.
6. How is the rate structure set? Parking rates are determined by:
A) Annual Market Rate Review
B) Legacy organizational and legal influencers
C) Applicable sales, property and transit taxation
D) Inflationary operational and capital infrastructure expense
E) Specific Collective Agreement language relating to parking
F) Traffic demand considerations encouraging stall rotation and restricted Health care parking
management
7. Does it vary across the region? Yes, as each hospital’s parking is reflective of the community in which
it is in.
8. Our Council hears about other municipalities that have passed bylaws to prevent paid parking at
hospitals (Delta is one that I hear about). If this is correct, how is it justified in a regional system? We
value our relationships with municipal councils and other stakeholders and want to work together
towards agreeable solutions and continue to have discussions. We can’t say that pay parking will never
be introduced at Delta Hospital, but any future efforts to introduce pay parking at the hospital would
involve working with the Corporation to find agreeable solutions.
9. The current system is deemed unfair on a number of fronts……………notably, patients are delayed
for their appointments through no fault of their own and this costs them in terms of time as well
increased parking costs. It would be helpful if you could provide some information on the different
models that were reviewed and provide some rationale for the one currently in place. We have
hardship provisions in place to ensure parking fees are not a barrier to receiving health care. These
include extended grace periods, the ability to dispute parking tickets, and for extraordinary
circumstances, patient or family vehicles can be added to a Do Not Violate (DNV) listing through site
security to ensure they do not incur fees while at our site.
Under an automated pay parking management model, the following methodologies are available and
have been considered.
• Pay on Foot: This is when you take a ticket upon entry, park, present a ticket to a ticket vending
machine for validation/payment and present the ticket at the exit gate. This is not ideal as it still
relies on personnel support, generates shift time queuing and requires a number of alternate
exit lanes.
• Pay by Stall (Current Model): This is when you park, input stall number, enter the duration you
expect to stay and make payment before proceeding to your destination. There is no
requirement to display ticket or return to your vehicle. For additional convenience most of the
public pay stations are located within the facility or directly adjacent to the main
entrances/exits.
• Pay by Plate (Proposed Model currently under trial) – This is when you enter your license plate,
length of stay and complete payment before proceeding to your destination. This requires no
ticket, pass, or hanger and allows for mobile advanced, exact or immediate payment through a
smart phone or pay station. While patients and their families will still pay for parking, they can
easily make changes from any location. We are currently trialing this technology for eventual
implementation at RMH.
10. Council hears about people not knowing how much time to buy when paying for parking. What
would be involved in having an arm installed so that people could pay for the actual time there? Are
there other ways (technology) to address this? See above parking operational scenarios. Unfortunately,
gated systems are cost prohibitive due to the required equipment and labour. The site’s layout with
only one access/egress doesn’t lend itself to this method. We are hopeful that the trial for Pay to Plate
will be successful and give patients and their families increased flexibility.
11. Who manages the paid parking? Paid parking is managed by Lower Mainland Consolidated
Integrated Protection Services with Parking Access and Commuter Services administering passes for all
employee, physician and special interest groups, such as hospital auxiliaries. Impark is contracted to
oversee the day-to-day public parking operations.
12. Roughly how much of the parking revenue goes towards managing the paid system? For the year
ending March 31, 2015, Impark received a fixed management fee of approximately $106,000 a month to
sign, equip, patrol and enforce all the lots under Fraser Health governance. This equated to
approximately 10% of gross parking revenues.
13. Are there special rates for longer, repeat visits and/or seniors? Yes.
14. If so, how are these communicated? Special rates can be accessed through a social worker, online,
at pay stations, and through administration and Volunteer Services.
6.1