HomeMy WebLinkAbout2016-05-02 Council Workshop Agenda and Reports.pdf
City of Maple Ridge
1. ADOPTION OF THE AGENDA
2. MINUTES
2.1 Minutes of the April 18, 2016 Council Workshop Meeting
2.2 Minutes of Meetings of Committees and Commissions of Council
2.3 Business Arising from Committee and Commission Minutes
3. PRESENTATIONS AT THE REQUEST OF COUNCIL
3.1
4. MAYOR AND COUNCILLORS’ REPORTS
COUNCIL WORKSHOP AGENDA
May 2, 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
May 2, 2016
Audit & Finance Committee Meeting 9:00 a.m.
Closed Council following Workshop
Committee of the Whole Meeting 1:00 p.m.
Council Workshop
May 2, 2016
Page 2 of 5
5. UNFINISHED AND NEW BUSINESS
5.1 Civic Concept
Presentation by Paul Fast, HCMA Architecture + Design
5.2 Provincial Investment in Affordable Housing Program
Verbal update by the Social Planning Technician
5.3 BC Housing – Permanent Purpose Built Shelter
Staff report dated May 2, 2016 recommending that staff be directed to work with
BC Housing to develop a detailed process regarding the construction of a
permanent purpose built shelter and housing facility.
5.4 Mayor’s Open Government Task Force Recommendations
Staff report dated May 2, 2016 recommending that staff be directed to develop a
work schedule and cost recommendations, that the work of the Mayor’s Open
Government Task Force be concluded and that appreciation be expressed for the
work of the task force.
6. COR RESPONDENCE
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 City of Pitt Meadows – Sportsfield Maintenance Service
Letter dated April 20, 2016 from Mayor John Becker, City of Pitt Meadows,
requesting that the City of Maple Ridge undertake sportsfield maintenance for the
City of Pitt Meadows.
Recommendation: direct staff to prepare a report and recommendation
Council Workshop
May 2, 2016
Page 3 of 5
6.2 Ministry of Community, Sport and Cultural Development and Minister Responsible
for Translink – Provision of Transportation and Accommodation Services
Letter dated April 8, 2016 from Peter Fassbender, Minister, Ministry of
Community, Sport and Cultural Development and Minister Responsible for
Translink requesting input on the availability and provision of transportation and
accommodation services in the Province of British Columbia.
6.3 Upcoming Events
May 6, 2016
3:00 p.m.
2016 Youth Open House & Job Fair – Maple Ridge Library
Organizer: Various Partner Groups
May 7, 2016
11:00 a.m.
Haney Farmers Market Grand Opening Ceremonies – Memorial
Peace Park
Organizer: Haney Farmers Market
May 14, 2016
11:00 a.m.
Meridian Meats Opening – 11980 227 Street
Organizer: Meridian Meats
May 17, 2016
10:00 a.m.
Surrey Biofuel Plant Information Session – Burnaby City Hall
Organizer: Earthvoice Strategies
May 26, 2016
7:30 a.m.
Regional RENT Forum on Affordable Housing – Vancouver
Convention Centre
Organizer: BC Non-Profit Housing Association
June 11, 2016
2:00 p.m.
Confluence Exhibit Grand Opening Event – the ACT
Organizer: Maple Ridge/Pitt Meadows Parks and Leisure
Services
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
May 2, 2016
Page 4 of 5
8. MATTERS DEEMED EXPEDIENT
9. ADJOURNMENT
Checked by: ___________
Date: _________________
Council Workshop
May 2, 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 18, 2016
The Minutes of the City Council Workshop held on April 18, 2016 at 10:00 a.m. in the
Blaney Room of City Hall, 11995 Haney Place, Maple Ridge, British Columbia for the
purpose of transacting regular City business.
PRESENT
Elected Officials Appointed Staff
Mayor N. Read E.C. Swabey, Chief Administrative Officer
Councillor C. Bell P. Gill, General Manager Corporate and Financial Services
Councillor K. Duncan F. Quinn, General Manager Public Works and Development
Councillor B. Masse Services
Councillor G Robson C. Marlo, Manager of Legislative Services
Councillor T. Shymkiw Other Staff as Required
Councillor C. Speirs L. Siracusa, Manager of Economic Development
C. Nolan, Manager of Accounting
C. Carter, Director of Planning
J. Charlebois, Manager of Community Planning
S. Murphy, Planner 2
L. Benson, Manager of Sustainability and Corporate
Planning
D. Olivieri, Administration/Research Assistant
C. Goddard, Manager of Development and Environmental
Services
Note: These Minutes are posted on the City Web Site at www.mapleridge.ca
1.ADOPTION OF THE AGENDA
The agenda was adopted as circulated.
2.MINUTES
2.1 Minutes of the April 11, 2016 Council Workshop Meeting
R/2016-203
It was moved and seconded
That the minutes of the Council Workshop Meeting of April 11, 2016 be
amended to indicate that Councillor Masse was opposed to the motion in Item
5.2 to amend the Community Amenity Policy Program Policy No. 6.31 and that
the minutes as amended be adopted.
CARRIED
2.1
Council Workshop Minutes
April 18, 2016
Page 2 of 6
2.2 Minutes of Meetings of Committees and Commissions of Council
R/2016-204
It was moved and seconded
That the minutes of the Agricultural Advisory Committee Meeting of January
28, 2016 and the minutes of the Social Policy Advisory Committee Meeting of
March 2, 2016 be received.
CARRIED
2.3 Business Arising from Committee Minutes – Nil
3.PRESENTATIONS AT THE REQUEST OF COUNCIL – Nil
4 MAYOR’S AND COUNCILLORS’ REPORTS
Deputy Mayor Shymkiw
Deputy Mayor Shymkiw attended meetings of Metro Vancouver Parks
Committee and the Maple Ridge/Pitt Meadows Parks & Leisure Services
Commission. He participated in the Friends in Need Food Bank Drive.
Councillor Bell
Councillor Bell was in Victoria for Advocacy Days meetings with Provincial
Ministers.
Councillor Speirs
Councillor Speirs attended a meeting of the Metro Vancouver Utilities
Committee, the Volunteer Breakfast event, the Rotary Wine Festival and a
meeting of the Malcolm Knapp (UBC) Research Forest Board.
Mayor Read
Mayor Read attended the Volunteer Breakfast event and a meeting pertaining
to the Community Network’s 40th anniversary. She spoke on the Metro
Vancouver report on industrial land.
Council Workshop Minutes
April 18, 2016
Page 3 of 6
5.UNFINISHED AND NEW BUSINESS
5.1 Maple Ridge Business Improvement Area
Presentation by Ineke Boekhorst, Executive Director, Downtown Maple Ridge
Business Improvement Association (“BIA”)
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.
Ms. Boekhorst gave a power point presentation providing an overview of the
activities of the BIA. The Manager of Economic Development reviewed the
staff report.
R/2016-205
It was moved and seconded
That a Business Improvement Area program be undertaken, subject to
petition against, for a five year term commencing January 1, 2017 to
December 31, 2021.
CARRIED
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.
The Manager of Economic Development reviewed the report.
R/2016-206
It was moved and seconded
That the report titled “Branding Review – Request for Proposals (RFP)” be
received for information.
CARRIED
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.
The Manager of Accounting reviewed the process for awarding community
grants.
Council Workshop Minutes
April 18, 2016
Page 4 of 6
Note: Councillor Robson left the meeting at 11:01 a.m. as he is involved in one of
the organizations applying for a grant.
R/2016-207
It was moved and seconded
That staff review the community grant requests for 2016 and provide a
recommendation to Council for the available funding.
CARRIED
Note: Councillor Robson returned at 11:11 a.m.
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.
The Manager of Community Planning gave a power point presentation
providing an overview of the report.
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.
S. Murphy, Planner gave a power point presentation providing an overview of
the report.
R/2016-208
It was moved and seconded
That the report titled Proposed Triplex, Fourplex and Courtyard Housing Forms
Overview and dated April 18, 2016 be received for information.
CARRIED
Council Workshop Minutes
April 18, 2016
Page 5 of 6
Note: Item 5.6 was dealt with following Item 5.7
5.6 Senior Government Grants Program Information
Staff report dated April 18, 2016 providing information on recent Federal
Government announcements related to the availability of grant funding.
The Manager of Corporate Planning and Sustainability described the grant
opportunities being offered by the Federal Government. The Administrative/
Research Assistant provided details of the three phases of the program.
Note: Item 5.7 was dealt with prior to Item 5.6
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.
The General Manager of Corporate and Financial Services reviewed the report.
R/2016-209
It was moved and seconded
That staff be directed to prepare a report on options for ease of user-pay
parking or elimination of paid parking at Ridge Meadows Hospital.
CARRIED
The meeting recessed at 12: 35 p.m. and reconvened at 2:54 p.m.
6.CORRESPONDENCE
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.
R/2016-210
It was moved and seconded
That staff be directed to prepare a report and recommendation on traffic
concerns around Whonnock Elementary School during the week.
CARRIED
Council Workshop Minutes
April 18, 2016
Page 6 of 6
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/
8.MATTERS DEEMED EXPEDIENT - Nil
9.ADJOURNMENT – 3:10 p.m.
_______________________________
N. Read, Mayor
Certified Correct
___________________________________
C. Marlo, Corporate Officer
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City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: May 2, 2016
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: BC Housing - Permanent Purpose Built Shelter
EXECUTIVE SUMMARY:
The City of Maple Ridge has been working to address ongoing issues related to homelessness that
have impacted the community for several years. Part of the approach has been to engage BC
Housing to identify short and long term strategies that will increase access to shelter, housing and
support services. On March 29, 2016, the Province cancelled the impending purchase of the Quality
Inn which would have provided approximately 60 units of supportive housing with clinical supports.
Concurrently, BC Housing announced the offer to provide approximately $15 million in capital and
operating funding for a permanent purpose built shelter and housing facility in the City of Maple
Ridge.
BC Housing has provided the City with a draft action plan and timeline typically utilized in the
construction of a purpose built shelter and housing facility as outlined in this report. The entire
process takes approximately four to five years until the build is complete. The City will need to begin
a discussion with BC Housing to design the process and define the timelines.
RECOMMENDATION:
That staff be be directed to work with BC Housing to develop a detailed process regarding the
construction of a permanent purpose built shelter and housing facility in the City of Maple Ridge.
DISCUSSION:
a)Background Context:
The City of Maple Ridge has been dealing with significant issues related to homelessness for
several years. In spring of 2015, Mayor and Council launched the Maple Ridge Resilience
Initiative (MRRI) to address some of the pressing issues and to build a preventative framework
moving forward. In late spring, a number of individuals who had been homeless in Maple Ridge
for many years formed a camp on a residential street near the existing Salvation Army Shelter. In
response to this crisis, BC Housing worked with the City to increase access to housing through
rental supplements and increased outreach services as well as to open an interim shelter to
provide an option for those individuals to access shelter services until housing is secured.
The City and Province have recognized the need for innovative and sustainable approaches to
address homelessness. The need to increase access to shelter and housing with the
appropriate level of support is essential. BC Housing has offered to provide approximately $15
million in capital and operating funding for a permanent purpose built shelter and housing facility
in the City of Maple Ridge. As with similar facilities, the City will be asked to provide the land to
5.3
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the Province, as well as waive any related development charges. A public consultation process
will take place prior to any site being confirmed.
Related to this initiative, staff have hired a communications firm to develop a process that will
engage the community in a dialogue that is inclusive of all of the concerns of the community.
The intention is to educate and inform the general public on the rationale, risks and advantages
of housing solutions for the community in order to create a balanced environment within which
the community can select a location for a permanent purpose built shelter when we are at that
point in the process.
The following chart provides a list of actions and an estimate of projected timelines to achieve a
purpose built facility:
Action Item Estimate of Timeline Progression
Municipality would identify a site that would be suitable
either through existing real estate or through
acquisition.
6 months
Secure commitment from Fraser Health concurrent with
site acquisition.
6 months
Draft a Memorandum of Understanding (MOU) that
outlines roles and responsibilities. Defines the
contribution of each party, describes the project and
target population. This would also lay out the land and
building tenure structure.
8 months to 1 year
Execute the MOU. 1 year
BC Housing to secure a non-profit operator through
competitive public RFP process.
1 year and 6 months
Secure a design/construction team. 1 year and 9 months
Design project. 2 years and 9 months
Submit for municipal approvals –
rezoning/development permit as required – this will
include any necessary design reviews, public
information meetings etc.
3 years
Submit for building permit – estimate 4 month review
by City.
3 years and 3 months
Preliminary project approval from BC Housing – set
capital and operating budget expectations.
3 years and 3 months
Execute lease with PRHC and District and any other
required legal documentation.
3 years and 4 months
Construction estimated at 18 – 20 months 5 years
b)Desired Outcome:
That staff be directed to work with BC Housing to develop a more detailed process to work
together towards the construction of a permanent purpose built shelter and housing facility.
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c)Citizen/Customer Implications:
All citizens will be provided with the opportunity to be engaged in a robust community
consultation around the creation of a purpose built shelter and housing facility.
d)Interdepartmental Implications:
Various departments including RCMP, Bylaws and Permits, Fire, Planning and Social Planning
would be involved in the developmental process.
CONCLUSIONS:
The need for supportive housing continues to grow across the region. BC Housing and the City are
working to address the issues of homelessness and to minimize the impacts to the community
through a short and long term strategy that provides the appropriate supports and increased access
to housing.
“Original signed by Wendy McCormick for”
_______________________________________________
Prepared by: Shawn Matthewson, Social Policy Analyst
“Original signed by Kelly Swift”
_______________________________________________
Approved by: Kelly Swift, General Manager,
Community Development, Parks & Recreation Services
“Original signed by Ted Swabey”
_______________________________________________
Concurrence: E.C. Swabey
Chief Administrative Officer
:sm
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District of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: May 2, 2016
and Members of Council FILE NO: CDPR-0685-30
FROM: Kelly Swift, General Manager, MEETING: Workshop
Community Development, Parks & Recreation Services
SUBJECT: Mayor’s Open Government Task Force Recommendations
EXECUTIVE SUMMARY:
The Mayor’s Open Government Task Force (MOGTF) was established in January of 2015 to increase
citizens’ access to information; increase citizen participation, engagement and collaboration in
community issues; and, to increase transparency and accountability of actions.
Integral to the process was the formation of the Citizens’ Representative Working Group (CRWG),
established in February of 2015. The CRWG engaged the public to provide input and used that
information to produce a report entitled Open Government Report and Recommendations, dated
October 8, 2015 that delivered fifty-eight recommendations on the format, function and means by
which citizens would like access to information in addition to recommendations that will contribute
to a gold standard program of engagement, accountability and transparency in open governance.
Through investigation and research and a careful review of the Citizens’ Representative Working
Group recommendations and the themes emerging from those recommendations, a multi-pronged
approach was developed. This approach will respond to the specific recommendations of the
Citizens’ Representative Working Group and will be instrumental in building a resilient infrastructure
that will deliver on the Mayor’s Open Government Task Force objectives for many years.
In order to move forward on the MOGTF’s objectives and the fifty-eight recommendations contained
in the CRWG’s report, staff are recommending a framework that includes enhanced infrastructure, a
Corporate Customer Service Plan, a Corporate Communications Plan, and Open Government
Policies. If Council support this approach, staff recommend that a work schedule and cost estimates
be established as a next step for Council’s consideration.
RECOMMENDATION:
That staff be directed to develop a work schedule and cost estimates for the staff recommendations
outlined in Appendix A of the April 18, 2016 report titled, “Mayors Open Government Task Force
Recommendations” for Council’s consideration.
That the work of the Mayor’s Open Government Task Force and the Citizen Representatives Working
Group (CRWG) be concluded, and that the Mayor express appreciation for the work of the CRWG on
behalf of Council.
5.4
2
DISCUSSION:
a)Background Context:
The Mayor’s Open Government Task Force (MOGTF) was created on January 5, 2015. The
objectives of the Task Force are to:
1.Increase citizens’ access to information.
2.Increase citizen participation, engagement and collaboration in community issues.
3.Increase transparency and accountability of actions.
One of the first steps the MOGTF took was to form the Citizen Representative Working Group
(CRWG). This independent body was established by resolution of Council on February 10, 2015
to:
1.Engage citizens to provide input on the type of information that they are seeking from the
City as well as the preferred format, function and means by which they would like to access
this information.
2.Develop recommendations that will contribute to a gold standard program of engagement,
accountability and transparency regarding an open government system, and present these
recommendations to the Mayor’s Open Government Task Force.
Through open meetings and written submissions, the CRWG engaged citizens and collected
public input on how the City can increase accountability, transparency, and citizens’
understanding of and contribution to decision-making. After reviewing this input, the CRWG
produced the Open Government Report and Recommendations, dated October 8, 2015
(attached as Appendix B). On October 14, 2015, the MOGTF and CRWG met to review, discuss
and clarify this report and the fifty-eight recommendations contained within it.
Themes and Approach
Within the CRWG report and recommendations, three key themes emerged. Citizens want to
know:
1.How do municipal processes work?
2.How and when can I participate in those processes?
3.Where can I find all key information related to those processes?
Given these themes, the focus of this report speaks to how to address the fifty-eight
recommendations in the CRWG report, and enhancements to our corporate systems that will be
necessary to enable timely, easy and consistent access to the types of information that citizens
and stakeholders are seeking. While recommended infrastructure is intended to provide
seamless access to data and information for citizens, it will also provide significant assistance to
staff. Streamlining access to data and information will enable staff to function more efficiently
and to focus on high value work. A framework for these system enhancements is described later
in this report.
Research
The MOGTF participated in a workshop with staff to explore open government principles and best
practices in relation to the MOGTF’s objectives and to assess current City of Maple Ridge
procedures. This August 17, 2015 workshop consisted of presentations by a subject matter
expert and a number of City staff.
David Eaves, a public policy entrepreneur and open government activist, shared his work in
this area. During his presentation, he highlighted the following key points: Mr. Eaves noted
the critical importance of “focusing efforts on data with business value” and “being prepared
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to answer the next question”. His strong recommendation was to focus efforts on the
business value of data and information in order to reap additional benefits in knowledge,
efficiency and effectiveness rather than posting data for open governance sake. A
framework that makes this data and information available in a variety of different ways and
formats will provide the greatest accessibility to the broadest audience.
Staff presentations were held by Clerks, Communications, Engineering, Planning, Community
Development, Licencing, Permits and Bylaws, and Information Services. Each Department
described the most common types of inquiries they receive from the public in their respective
area, and the processes currently in place to respond to these requests. The dialogue that
ensued provided the MOGTF with an understanding of current operational practices, policies
and legislation relevant to this discussion, one example being the City’s responsibility to
protect individual privacy rights.
In addition, following receipt of the CRWG recommendations, the MOGTF engaged staff in
providing feedback on a recommended approach to implementation of these recommendations
as well as the MOGTF objectives, which is outlined in this report.
Findings
The fifty-eight recommendations outlined in the CRWG report describe a vision of service to the
public that can be achieved through a robust and extensible open governance infrastructure
program.
Over the past several years, the City has built a solid and robust computing system infrastructure
that is able to effectively house the tools and services needed to support an open governance
infrastructure program. The City’s work to establish resiliency, mobility and a solid and secure
web infrastructure has prepared us to deliver and enhance data and information services in
more engaging and transparent ways than we could do in the past. Tools that we can employ to
achieve the recommendations in this report include notification services, calendars, live
streaming, a public portal, and new options that can be added.
In order to deliver these benefits, some enhancement to our infrastructure framework is
required. Examples of additional tools that will integrate with our current computing system
infrastructure include the creation of a method to attach a unique identifier to projects, improved
visibility of web-based information regarding both the budget and development processes, as
well as communication and customer service plans and standards.
In addition to strengthening our current infrastructure to successfully deliver on the CRWG
recommendations before us, we need to anticipate and prepare for new requests that will
emerge over time. The recommendations in this report aim to ensure a resilient and extensible
infrastructure that will serve the City well into the future.
Framework
The recommended approach set out below will achieve a number of benefits:
1. moving the MOGTF’s objectives forward;
2. responding to the 58 recommendations contained in the CRWG’s report; and,
3. maximizing the City’s ability to capture the business value that can be gained from
information and data that the City has access to.
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This approach includes four foundational elements or work streams as described below. The
effective integration of all four streams is necessary to successfully achieve the MOGTF
objectives.
1.Develop a framework that improves the public’s ability to interface with web-based
information available from the City in an intuitive and accessible manner.
A well designed framework will enable the City to connect citizens and stakeholders to
municipal systems in a variety of different ways to meet the different needs of each
audience. The framework will be architected to facilitate the delivery of the Corporate
Communications and Customer Service plans.
For example:
a.Tools such as a public document repository, data sets, and a website organized
departmentally, will work well for individuals and groups that know what they are looking
for and understand how local government works.
b.Information profiles, with easy access to explanations of how things work, flow charts of
processes and calendars setting out when and how to participate will provide increased
accessibility to individuals and groups that do not have a full understanding of the inner
workings of local government.
c.The addition of tools that link a process from inception to completion, will link documents
to meetings, resolutions and decisions. These connecting tools will provide significant
value in achieving the objectives of accessibility, engagement, transparency and
accountability, and will provide a streamlined and efficient environment for staff to
operate within.
The above framework will address the MOGTF’s key objectives to increase accessibility,
engagement, transparency and accountability over the long-term.
2.Develop a Corporate Customer Services Plan that will improve the consistency, timeliness
and responsiveness of correspondence with the public.
This will ensure standards, protocols and increased consistency in responses to the public,
as well as accountability of actions.
3.Develop a Corporate Communications Plan that will increase the public’s ability to find,
understand and link information on topics and processes that are a priority to them.
This work will improve the structure of information tools in areas that are of highest interest
and priority to citizens. While there are a number of examples, two notable priorities in the
CRWG recommendations include the ability of the public to find, understand and link the flow
of information on the City’s budget process and the development application process. While
this recommendation will address some recommendations raised by the CRWG, it can take
the City beyond that.
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4.Establish policies on open governance that meet legislative requirements and define
standards of practice for information and data management.
This will ensure that information and data is managed in a consistent and effective manner,
that the City meets all legislative requirements, and will increase transparency to the public.
A large portion of the recommendations from the CRWG report will be addressed through the
approach described above. Appendix A lists the predominant connection between each specific
CRWG recommendation and staff recommendations 1 through 4 listed above. Remaining CRWG
recommendations have been categorized under two additional staff recommendations; the first
is related to public engagement and the second concerns Council related topics. Staff have
recommended that these items be brought back to Council for further discussion and direction to
staff.
A number of CRWG recommendations, particularly those noted in Appendix A under goal 3, are
simple and straight forward to implement. In these cases, implementation of those
recommendations will not be held up. They will be carried out at the earliest opportunity, and will
also be considered as part of the overall context when a Corporate Communications Plan is
developed.
Next Steps
If Council endorses the recommendations in this report, the next step will be to draft a work
schedule, to identify any cost items and to bring this information back to Council. Once Council
endorses a final work schedule, the staff recommendations (Schedule A) and CRWG
recommendations that require input from Council (Schedule B) will be brought back to Council
for discussion and direction prior to staff proceeding with the development of plans or actions
associated with those recommendations to ensure a clear understanding of Council’s wishes.
b)Desired Outcomes:
To achieve the MOGTF objectives to increase accessibility, engagement, transparency and
accountability over the long-term.
c)Strategic Alignment:
This solution is in alignment with Council’s direction to increase accountability, transparency and
citizens’ understanding of and contribution to decision-making as well as in the delivery of
excellent customer service to citizens.
d)Citizen/Customer Implications:
The work recommended in this report will increase public access to information and
opportunities for engagement, and will improve transparency and accountability. Worth
mentioning is that the streamlined systems will result in increased efficiencies for staff, thereby
providing an additional benefit to citizenry.
e)Interdepartmental Implications:
The Framework, Customer Service Plan, Communications Plan and Open Government Policies
will be corporate wide initiatives and all departments will need to provide resources and
information that deliver on these recommendations.
6
f)Business Plan/Financial Implications:
There will be some costs associated with this initiative that have not yet been fully defined. Cost
estimates will be brought back to Council for consideration as part of the work that staff will
return with including the timing and cost associated with each staff recommendation.
CONCLUSIONS:
The recommended approach described in this report will meet the Mayor’s Open Government Task
Force objectives; address the fifty-eight recommendations contained in the Citizens’ Representative
Working Group’s October 8, 2015 report; and, will maximize the City’s ability to access and benefit
from the business value of information and data available to us.
“Original signed by Christina Crabtree”
_ _______________________________________________
Prepared by: Christina Crabtree, Director of Information Technology
“Original signed by Kelly Swift”
_______________________________________________ _
Approved by: Kelly Swift, General Manager: Community Development
Parks and Recreation Services
“Original signed by Paul Gill”
_______________________________________________ _
Approved by: Paul Gill, General Manager: Corporate & Financial Services
“Original signed by Christine Carter for”
_______________________________________________ _
Approved by: Frank Quinn, General Manager: Public Works and Development
“Original signed by Ted Swabey”
_____ __________________________________________
Concurrence: E.C. Swabey
Chief Administrative Officer
:cc
Attachments:
- Appendix A - CRWG Recommendations
- Appendix B - Open Government Report and Recommendations
1
Citizens’ Representative Working Group
Appendix A
For ease of reference a synopsis of each recommendation made by the Citizens’Representative
Working Group (CRWG)report entitled,Open Government Report and Recommendations,dated
October 8, 2015 has been placed into six categories aligned under a staff recommendation.It
should be noted,that in some cases, more than one staff recommendation will contribute to the
resolution of some CRWG recommendations.
Recommendations:
1.Develop a Framework that improves the public’s ability to interface with web-based information
available from the City in an intuitive and accessible manner.
CRWG
Recommendation
#
Synopsis of CRWG Recommendation
23 Provide a means for tracking redevelopment applications .
30 Tag City work items with an identifier.
47 A system for the public to register for notification against a work item.A
tracking system for easy access and tracking of information.
49 Access to meeting minutes that allows indexing, searching and
categorizing.
50 A portal to view current and past budgets,projected and actual numbers.
54 Public/internal web portals to access information on projects and
initiatives.
55 Web portal to search digital records, access to information request
summaries, and contracts.
56 Provide an open data system to allow citizens access to raw data.
2
2.Develop a Corporate Customer Service Plan that will improve the consistency, timeliness and
responsiveness of correspondence with the public.
CRWG
Recommendation
#
Synopsis of CRWG Recommendation
37 Implement a Customer Service Plan within City Hall.
45 Make agendas and documents available to the public earlier, and provide
abstracts and summaries of reports and agendas
53 Establish a modern customer-oriented phone system.
3.Develop a Corporate Communications Plan that will increase the public’s ability to find,
understand and link information on topics and processes that are a priority to them.
CRWG
Recommendation
#
Synopsis of CRWG Recommendation
1 Continuation of the scheduled open forum [budget] with better
communication of the opportunity.
3 Continuation of the Q & A format around the budget.
4 Improved information in a local context about the provincial regulatory
environment when creating the 5 year plan.
5 A web-based forum for public input related to the use of public funds.
6 Allow additional input after initial and second reading of the final draft
budget.
7 Better communication of the budget process and timelines on the website.
8a Feature the "Any Time Input" section on the City website.
8b Include a "Frequently Asked and Answered" question section.
9 Better summation of variances in line items, and clarity on projects
[budget].
10 Easily accessible list of all revenue/expenses exceeding $10,000.
11 Information on source of funding for projects.
12 Information on desired outcomes of current and planned capital projects.
3
CRWG
Recommendation
#
Synopsis of CRWG Recommendation
13 Institute an annual review of budgetary outcomes through a public forum.
14 Simplify language in all documentation using plain language English
principles.
15 Improve accessibility of the Citizens’Report on the website and consider
alternate methods of delivering it to citizens.
16 Better descriptions of documents and reports available on the website.
17
Summary information for key budget parameters, variances,between
budget and actuals for previous years, and more thorough breakdowns of
"catch-all" categories.
19 Provide an online link to a plain-language explanation of the purpose of the
OCP and development process.
20 Notify residents of new development applications.
21 Expand the radius used for mail-out notifications.
22a
Have staff and Council openly and clearly answer questions relating to the
development proposals and provide explanations for decisions when
requested.
22b Require front line city staff to respond to enquiries about proposed
development applications in an open and transparent manner.
24 Amend the Development Application Sign policy to make these signs more
informative and easily understood.
25 Verify development notification signs are placed in the most appropriate
locations to inform as many residents and neighbours as possible.
26 Colour coding signs for clarity from a distance would also be helpful,
27
Provide potential timelines, for things like road improvements, and service
installations. Provide the reasoning behind the new decisions like no more
right turns at an existing red light, or the need for new traffic calming
measures whenever possible.
28 Web links to detailed information and a tracking process should be clearly
marked on all development application signs.
29 Continue to expand information provided on mapleridge.ca and social
media.
31 Consider posting select notices on community bulletin boards.
32 Consider electronic signs to convey messages to people.
4
CRWG
Recommendation
#
Synopsis of CRWG Recommendation
33 Move or add a question period to the beginning of the meeting to allow for
questions of clarification before the meeting takes place .
34 Provide auto-response to emails identifying the estimated response time.
39 Consider newsletters/city updates to changes in areas most relevant to
youth.
42 Create an environment better suited to promoting a higher level of
engagement/participation amongst all public.
43 Engagement methods and tools to target specific population segments.
46 Hold open houses early in the consultation process.
48 Implement a multi-channel communication plan.
51 Web page that clearly outlines procedures and policies of departments.
52 Interactive web page describing the inner workings of our local government.
4.Bring the following engagement recommendations developed by the CRWG forward to Council
for discussion and direction on next steps.
CRWG
Recommendation
#
Synopsis of CRWG Recommendation
2 Expansion of the current Community Survey to allow for more input around
community priorities.
35 Consider holding meetings in different parts of the community on a regular
basis with some emphasis on the issues of that area during the meeting.
38
Pursue collaboration with the School District No.42 Board of Education in
regards to working more local government material into required high
school curriculum.
40
Assist in the formation of youth leadership groups to allow the already
engaged youth to draw in the interest of other individuals around the same
age.
41 Create opportunity for youth-led sub-committees and/or youth led sub-
projects.
5
5.Bring the following Council related recommendations prepared by the CRWG forward to Council
for discussion and direction to staff.
CRWG
Recommendation
#
Synopsis of CRWG Recommendation
18a Full accounting of all Council remuneration and cost-item benefits.
18b Explanation of the one-third-tax-free status of Councillor and Mayor
salaries.
18c Individually broken out accounting of expense monies. Provide a listing of
allowable expenses to the public.
18d Provide an on-going tally of declared conflicts.
18e Provide a searchable archive of campaign contribution records.
18f Explanation of when and where Council has input into the budget process.
36
Initiate a public consultation process well before the 2018 municipal
election to explore the possibility of increasing the size of Council by two
members
57 Establish a Maple Ridge Ombudsperson.
58 In lieu of, or in addition to, a paid Ombudsperson strike a standing
committee of volunteers to act as open government watchpersons.
6.Establish policies on Open Government that meet legislative requirements and define standards
of practice for information and data management.
CRWG
Recommendation
#
Synopsis of CRWG Recommendation
44 Clarify and enforce policy to prevent documents from being arbitrarily
withheld.
Open Government Report/Maple Ridge/ 1
Open Government Report and Recommendations
Citizens’ Representative Working Group
Maple Ridge
October 8, 2015
Open Government Report/Maple Ridge/ 2
Introduction from the chair.
On behalf of the Citizen’s Representative Working Group, I’d like to thank Mayor
Read and Council for making open government a priority during their mandate.
The Mayors Open Government Task Force (MOGTF) was established January 5th,
2015 by Maple Ridge Council, and the Citizens’ Representative Working Group role was
defined: to operate as an independent body that will gather citizen feedback and prepare
recommendations to bring forward to the MOGTF on how the City can increase
accountability, transparency, and citizen’s understanding of and contribution to decision -
making. (GRWG Terms of Reference)
It has been my privilege to work with a group of informed and enthusiastic
volunteers in gathering and analyzing feedback from our fellow citizens and preparing this
report. Many thanks to committee members Ivan Chow, Matt Ellis, Harvey Gigun, Rasam
Hafezi, Jean Hincks, Dennis Kinsey, Alex Miyahara, Graham Mowatt, Sean Orcutt and Bob
Roy.
The committee did not have the time, resources or mandate to produce a definitive
study on the subject of open government at the municipal level. Instead, we gathered
opinion and information through a number of methods including written and oral
submissions, conversations with community members, and a review of practices in other
communities. As well, committee members brought considerable knowledge and varied
backgrounds to the table.
The fifty-eight recommendations contained in this report were written with the goal
of improving open government practices in the City of Maple Ridge. We believe this report
is a starting point for change and further communication.
~ Katherine Wagner
Open Government Report/Maple Ridge/ 3
Budget
One of the main functions of municipal government is the management of financial
resources, which are largely collected through property taxes paid by local business and
the electorate. Thus, most members of the public expect a very high standard of
transparency and accountability surrounding the collection and allocation of their tax
dollars.
Given the obvious sensitivity of the budget and allocation of finances by council and
the municipality, the budget process must be as transparent as possible (within practical
limitations) from beginning to end.
In Maple Ridge, it appears significant strides have been made in this direction such
as the inclusion of information from community surveys in the planning process, live-
streaming of budget meetings and expanded Q & A sessions. However additional
opportunities for public understanding and input are available to the municipality.
With respect to delivery of budgetary information, financial statements/summaries
and general accessibility of related information the municipality and its staff should be
commended for making strides in recent years in the access to, reporting of and delivery of
visual aids and written commentary. All of these tools help the public understand often
confusing financial information.
The numerous reports on the website—though often lengthy and difficult to
navigate—provide a wealth of information and the Community Report includes an easy-to-
read summary.
The need for further clarity, simplicity, access to information and opportunities for
input were recurring themes in the input to the Committee.
What follows is a list of issues and recommendations aimed at increasing community
involvement, transparency and accountability related to the budgetary process and
financial management of the community’s resources.
Open Government Report/Maple Ridge/ 4
Addressing: Budget as a collaborative process with opportunities for community
influence/inquiry.
Recommendation 1: Continuation of the scheduled open forum where the
public is invited to make presentations for additions or deletions to the budget
parameters early in the annual budgeting process, including better advance
communication of this opportunity.
Recommendation 2: Expansion of the current Community Survey, perhaps
through the municipal website, to allow for more input around community priorities re:
allocation of financial resources
Recommendation 3: Continuation of the Q&A format around the budget,
followed by all questions and the answers being posted on the website.
Recommendation 4: Improved information in a local context about the
provincial regulatory environment which must be adhered to when creating the 5 year
plan and an effort to improve public understanding of the process for developing the
plan within the requirements of the province
Recommendation 5: A web-based forum to allow for public input into areas of
concern as they relate to the use of public funds. This would provide an additional
channel for input to council and senior staff.
Recommendation 6: A process which allows for additional input after initial
and second reading of the final draft budget. The current process of holding all three
readings in one meeting has been viewed by some as making a bit of a mockery of the
reading process.
Recommendation 7: Provide better communication of the budget process and
timelines on the website. Much of this information is currently present in the multiple
reports on the website but requires a great deal of effort to track it down – a more
thorough summary on the website including anticipated dates for input in the coming
year would add transparency.
Recommendation 8: Currently, the municipality and Mr. Gill provide an “Any-
Time Input” section on the city website but it is easy to overlook and should be better
advertised on the site. It would be helpful to include a “Frequently Asked – and
Open Government Report/Maple Ridge/ 5
Answered” question section both to minimize staff time and provide a community
resource.
Addressing: Concerns were expressed about whether there is an adequate level of
transparency and accountability with respect to in-process projects, in particular large
capital items, the processes in places to insure best practices in contracting and budgetary
outcomes vs. projected outcomes (i.e. what was the goal and did the funds spent achieve
the goal?).
Recommendation 9: Include better summation of variances in line items, and
clarity (in particular around capital projects) about whether projects came in on time,
on budget and achieved the desired outcome? If not, why not?
Recommendation 10: Provide a list of all revenue/expenses exceeding $10,000
in an easily accessed format.
Recommendation 11: Include information on the source of funding for projects
including those funded in-part by developers, other levels of government, individuals,
associations etc.
Recommendation 12: Provide additional information with respect to the
desired outcomes of current and planned capital projects on the website in an easier to
find location
Recommendation 13: Institute an annual review of budgetary outcomes
through a public forum, again better communication of the dates and times
Recommendation 14: Simplify the language in all documentation using plain
English principles. (http://garbl.home.comcast.net/~garbl/plainlanguage/ )
Addressing: Concerns about the complexity of accessing municipal financial information on-
line given the size and number of reports which contain information.
Recommendation 15: Improve the accessibility of the Citizen’s Report. It is a
high-level and visually appealing summary of the financial information and the roles of
the various departments. It is a good example of what can be done. This report should
be easier to access/discover – on the homepage perhaps – and consideration given to
alternate methods of delivering it to citizens. One idea is to include a link to the report
Open Government Report/Maple Ridge/ 6
in the tax notice and an opportunity to phone and/or snail mail to order a free report
for those not comfortable with technology.
Recommendation 16: Provide better descriptions of documents and reports
available on the website. Many of them are not well described or searchable (for
instance, the annual statement of financial information, SOFI, report) and they should
be.
Recommendation 17: (see also recommendation #50) Improve the
availability of summary information for key budget parameters, variances between
budget and actuals for previous years, and more thorough breakdowns of “catch-all”
categories, etc. outside the larger reports.
Addressing: Ultimately council is elected to provide direction and oversight to the
operations of the city, and, in turn, the citizens provide oversight to council. Thus there is
an even higher onus placed on council with respect to transparency and accountability
around their role in the budgetary process, accountability for individual and collective
actions/decisions, real or perceived conflicts, and compensation matters. Straightforward
access to this information plays a major role in ensuring council is seen to be transparent in
its business practices and that it embraces the concept of open and transparent
government – it starts at the top.
Recommendation 18: That the following information be added to the Mayor and
Council pages of the website:
A full and current (to within a couple of months) accounting of all council
remuneration and cost-item benefits (such as medical/dental coverage) including,
but not limited to, indemnity, additional stipends for Metro committees, Acting
Mayor duties and anything else for which councillors and/or the mayor receive pay
or expense reimbursement, as well as an explanation of the formulas used to
determine these amounts and any increases over time (year-to-year charts of
increases or decreases to budget lines directly spent on council remuneration and
expenses).
Open Government Report/Maple Ridge/ 7
An explanation of the one-third-tax-free status of councillor and mayor salaries (on
the consideration that one third of the indemnity is considered expenses for tax
purposes, even when there are additional expense monies paid).
Ensuring that accounting for the use of expense monies, which includes expenses
broken out individually, be kept up to date and that a listing of allowable expenses
be provided to the public.
An on-going tally of declared conflicts as they relate to councillors and to individual
items discussed at the Board table.
A searchable archive of campaign contribution records.
A clear explanation of when and where Council has input formal into the budgetary
process.
Open Government Report/Maple Ridge/ 8
Public Notification, Input on Development, and Other Significant Issues
The rezoning and development application process is of great interest to Maple
Ridge residents, and many people are particularly interested in proposals taking place
within their own neighbourhoods.
The committee repeatedly heard residents are frustrated by a lack of easily
understood and accessible information regarding the development process. At the same
time, we also heard that some residents were not fully satisfied with the service they
received when obtaining building permits etc.
If a person, neighbourhood association or special interest group wishes to follow a
particular application through the rezoning, development permit, development variance
and subdivision application phases it can be difficult to do so.
Although residents within the immediate proximity of a proposed redevelopment
site receive written letters and development application signs are placed near the actual
sites, not all interested parties may become aware of some proposals unless they live
nearby or frequently visit that particular street.
It appears the general public lacks an understanding of land use legislation, the
development process, and related municipal policies and procedures. Although information
is available apparently many people have difficulty accessing it and wish for a simpler
system.
The public should have access to current, correct, concise and relevant information.
There should be standardized wording and a definition of terms used reference available.
Concerns Raised
Some Whonnock residents were upset there was no advance notification of
an industrial medical marijuana facility being built and when they inquired
they said the city provided them with insufficient information.
They say there was no public consultation regarding that facility prior to
building permits being issued so they were denied an opportunity to present
their concerns
Open Government Report/Maple Ridge/ 9
Interested parties are not able to track a Development Application
throughout its lifecycle using the Development Application Number.
Development Application Signs are difficult for residents to interpret and
understand the actual benefits or consequences to their property,
neighbourhood and community.
During the application process changes may be made, such as to existing
roads and traffic patterns that had not been anticipated at the beginning of
the process. Reasons may be to provide for increased safety of pedestrians,
cyclists or automobile operators. Some residents say they were not notified
or consulted prior to the approval of such changes and they were not
provided with an appropriate explanation afterward.
There was also some concern regarding an apparent inconsistent use of
terms used to describe the various types of roadways (arterial, collector,
etc.).
Development application signs are not being placed in locations that would
best inform the majority of the local residents most likely to be impacted the
most. Two specific examples cited were the signs placed at 24070-132nd
Avenue and 24024 Fern Crescent (notification of a proposal to build 166
Modular Homes along the South Alouette River). The sign at 24070 132nd
Avenue may conform to the Development Sign Policy (Policy No. 6.21) but
some residents were not satisfied, and the one at 24024 Fern Crescent does
not, because it was placed on the East side of 240th Street whereas the
proposed development would be on the West side.
Maple Ridge Development notification is via newspaper advertising and
local area signs only. Groups—such as cycling advocates, the horsemen
association, and the fish habitat conversation group—and others may not see
the posted notices and may miss the opportunity to comment before a
decision is made. Local newspapers often only report on the outcome of
decisions and many residents don’t read newspapers.
Open Government Report/Maple Ridge/ 10
Sign placement is left up to the applicant (whose primary interest is not
necessarily to encourage feedback from local residents). ref. Maple Ridge
“Development Sign Policy” Policy No: 6.21
Decisions relating to development proposals are not explained to the public
in an easily understood manner.
Recommendation 19: Provide an online link to a plain-language explanation of the
purpose of the OCP and development process and include details around how and when
the public can let their concerns be known. Also explain why changes to the OCP may
sometimes be necessary and how public input is utilized in the decision-making process.
Recommendation 20: (see also recommendation #54) Notify residents of new
development applications via the Notification service on themapleridge.ca website.
Recommendation 21: Expand the radius used for mail-out notifications.
Recommendation 22: Have staff and council openly and clearly answer questions
relating to development proposals and provide explanations for decisions when requested.
Also, require frontline city staff to respond to enquiries about proposed development
applications in an open and transparent manner by encouraging them to provide as much
or more information than is being requested in order to facilitate better understanding.
Recommendation 23: (see also recommendation #54) Provide a means of
tracking redevelopment applications throughout their lifecycle and maintain a historical
record of completed projects. Perhaps use the development Application Number or create
some other tagging identifier. Incorporate “key word” and “key phrase” search ability into
the mapleridge.ca website. All council meeting notes where a particular development
application is mentioned should be linked to the tracking system so the public can follow
and understand the process better.
Recommendation 24: Amend the Development Application Sign policy to make
these signs more informative and easily understood by residents. Use plain English and
ensure maps are appropriately orientated so that residents can clearly understand what
they are looking at and what is being proposed for the site. For example, the municipalities
of Pemberton and Nanaimo have moved in this direction. Pemberton redesigned its signs to
Open Government Report/Maple Ridge/ 11
include bold and visually graphic elements to catch attention and convey information more
effectively. (Ref. National Post, July 31, 2012 “How one BC Municipality is getting people to
actually read public notices.”) Nanaimo has been experimenting with incorporating QR
Codes onto its development application signs and other public notifications which link to
websites providing more detailed information. Ref. Nanaimo City website.
http://www.nanaimo.ca/EN/main/departments/information-technology/qrcodes.html
Recommendation 25: Verify that development notification signs are placed in the
most appropriate locations to inform as many residents and neighbours as possible.
Recommendation 26: Colour coding signs for clarity from a distance would also be
helpful. For instance, all residential development application signs could be in varying
shades of red, depending on the type of residential development. All commercial
development application signs could be in shades of blue and industrial development
application signs could be in shades of yellow.
Recommendation 27: Potential timelines, for things like road improvements, and
service installations, as well as the reasoning behind new decisions like no more right turns
at an existing red light, or the need for new traffic calming measures, should be provided
whenever possible.
Recommendation 28: Web links to detailed information and a tracking process
should be clearly marked on all development application signs. Layers of information
could be made available: Basic, for those that want to get in and out quickly (most likely
developers and realtors, that already understand the ins and outs of the Maple Ridge
system), more in depth for the inquisitive member of the public who likely lives nearby, or
will be affected somehow by the change, and in great depth, for the member of the public
that wants to eat, drink and sleep the potential change (most likely living right next door to
the affected property).
Other Notifications
The mapleridge.ca website has a “Notify Me” service to which users can subscribe to
receive a wide variety of city information including coming events etc. via either email or
text messaging. In addition, the city regularly posts notifications to social media sites such
as Facebook and Twitter.
Open Government Report/Maple Ridge/ 12
Recommendation 29: Continue to expand the variety of information it provides on
the mapleridge.ca website and through its social media.
Recommendation 30: (see also recommendations #47 and #54) City work
items could be tagged with an identifier. All records associated with a work item could be
tagged with the same identifier. With the right online infrastructure, it would allow the
public to access all relevant information on a work item with one click. The tagging system
would also allow the public to register against interested work items and get notified via
email.
Some residents do not use computers or electronic mobile devices and don’t read
newspapers either. This population is difficult to reach in the electronic age.
Recommendation 31: Consider posting a small number of selected notices on a
variety of community bulletin boards to reach these residents.
Recommendation 32: Consider the use of electronics signs to convey messages to
people without access to the Internet.
Open Government Report/Maple Ridge/ 13
Citizen Access to Elected Officials
Maple Ridge residents are interested in getting to know their elected
representatives and having easily accessed lines of communication to them. This includes
informal and formal channels.
Input and Questions to Council:
Currently, there are several ways for members of the public to provide input and/or
ask questions at council meetings and workshops. A request to present for ten minutes as a
delegation before a meeting of Council, Advisory Committee or Advisory Commission can
be made up to one week before the meeting. The public council meeting agenda allows
time-limited questions from those in the gallery at the end of the meeting. Also, there are
the options to mail, fax or email input.
Recommendation 33: Move the question period to the beginning of the meeting to
allow for questions of clarification etc. before the meeting takes place, or add an additional
question period at the beginning of the meeting.
Recommendation 34: Provide an auto-response to emails with an estimated
current response time to help lessen frustration and concern that emails have not been
received.
Location of Council Meetings:
Currently all council meetings take place at Municipal Hall.
Recommendation 35: A number of people suggested holding meetings in different
parts of the community on a regular basis with some emphasis on the issues of that area
during the meeting, perhaps inviting delegations such as neighbourhood associations to
present. This could be formal council meetings and/or informal meetings with council.
Number of Council Members
Open Government Report/Maple Ridge/ 14
A long time ago, Maple Ridge surpassed the minimum threshold required to expand
Council, from Mayor and six Councillors to Mayor and eight Councillors.
Local bylaw has maintained council at two councilors less than the minimum called
for under the community charter. As the population grows and the complexity of the issues
facing Maple Ridge increases, it is prudent to consider increasing the size of council during
the 2018 municipal election.
Currently, we have one elected council member for 11,837 residents. If we expand
to eight councillors and a mayor, that ratio would drop to one council member per 9,207
residents, based on a population of 82,861 (Source: Maple Ridge Community Profile Sept
2014 http://www.mapleridge.ca/DocumentCenter/View/4218).
An increase of two council members should reduce the overall workload for each
council member and, in turn, should translate into better representation for all.
A ward system of electing councillors would require the city to be divided up into
more or less equal population areas, with each electing one councillor. Everyone would
still vote for the mayor. This alternate method of electing councillors helps ensure each
area of the city is adequately represented at the council table. The pros and cons are too
many to adequately address in this report, but the committee feels that in the context of
open and transparent government this system is worth further examination by council and
the public to determine if, on balance, it has merit as a system for Maple Ridge (please note
that the committee is divided on the issue of wards).
Community Charter reference:
Size of Council
118 (1) Unless otherwise provided by letters patent or by a bylaw under this section, the
council size for municipalities must be as follows:
(a) for a city or district having a population of more than 50 000, the council is to consist of
a mayor and 8 councillors;
(b) for a city or district having a population of 50 000 or less, the council is to consist of a
mayor and 6 councillors;
(c) for a town or village, the council is to consist of a mayor and 4 councillors.
Open Government Report/Maple Ridge/ 15
Recommendation 36: Initiate a public consultation process well before the 2018
municipal election to explore the possibility of increasing the size of council by two
members.
Open Government Report/Maple Ridge/ 16
Customer Service at City Hall
Background
Though no formal survey is available, much of the feedback obtained through
discussion with local residents was that Maple Ridge city staff are not as focused on
customer service as they could and should be. We heard from residents who are concerned
about raising service-related questions as they fear possible retribution and others who
have experienced aggressive and rude service at the hands of city employees.
We begin this discussion with a question: Does the quality of customer service really
matter in a government setting?
The answer is simple: Research indicates overwhelmingly that senior government
agencies are isolating customer service as a major priority. We have seen this in Canada
through the establishment of Service Canada and Service BC centres in communities across
the country. The idea is to bring government services to Canadians in an integrated fashion
to enable clients to access a variety of programs in one convenient location.
One of the most striking client service transformations over the last few decades
occurred at the Canada Revenue Agency (CRA), an organization charged with collecting
taxes and enforcing several less-than-popular government-related functions. In spite of this
mandate the CRA have become a leader in customer service. They have accomplished this
through a variety of culture changing policies addressing all areas of the organization. A
quick review of their website indicates an emphasis on hiring strategies which focus on
placing employees with the appropriate mindset and character in order to ensure a client-
based focus. Promotions and progression through the organization requires a
demonstrated sensitivity to effective interaction with the public.
One of our committee members was personally involved in the transition and
attests to the time, effort and commitment made by this government agency. If a behemoth
like CRA can achieve this kind of result, it is possible for the city of Maple Ridge to make a
demonstrable and striking transition as well.
The Oracle sponsored white paper, Eight Steps to Great Customer Experiences for
Government Agencies (March 2012), supports the notion that great customer service in
government is critical to effective interaction with the population and in turn to the
Open Government Report/Maple Ridge/ 17
government’s ability to achieve its objectives and mandate. Quoting the report: “Customer
experience is more than a buzzword. It refers to real everyday interaction between agencies
and their constituencies. Agencies that deliver superior customer service are fulfilling a key
aspect to their mission; agencies which deliver a substandard customer experience are not.
This is one of the reasons why, for example, the General Services Administration of Citizen
Services and Communications launched its USA services initiative. There is a growing
awareness among government agencies of just how key customer service is to fulfilling their
missions”.
Richard Petree, a consultant and chief Tax Assessor with Taylor County, USA, wrote
an article for Fair and Equitable Magazine (March 2011) in which he addressed customer
service in government: “Why should assessment agencies consider private- sector customer
service? The answer is simple: enhancing relationships with taxpayers and other stakeholders’
results in less stress, more productivity, a better working environment, and a win win for all .”
Government is beginning to recognize what many large corporations have known
for a long time. The average person will formulate an opinion about the entire company as
a result of their daily interaction with the front-line personnel. The client may not be
familiar with the leadership of the company and their primary questions often are: How
does this organization affect me? Am I able to have my questions answered? Am I treated
with respect when I have a need?
This also applies to public organizations. The tax payer will, in many ways,
determine the quality of the city leadership (Mayor and Councillors) based on the quality of
their interactions with the city’s front line staff. Most citizens will not attend council
meetings, read in-depth briefs or be able to describe the objectives and priorities of
individual politicians. However, they will clearly remember and share stories of
unproductive interactions, mistreatment and/or rudeness when dealing directly with city
hall.
An analogy mentioned to the committee: “Who cares who the cook is when the
waitress is throwing the food at you?” Similarly, who cares who the mayor and council are
when you can’t get anyone to help you with basic queries or challenges?
If we believe that fairness and transparency are critical to local government
perception and success then the ideal situation is to reach a point where the staff at city
Open Government Report/Maple Ridge/ 18
hall fully understand and support the priorities and initiatives of the Mayor and Council
and recognize the need to provide support to the public as a critical requirement of their
job.
Characteristics of Great Customer Service
Customer service can be defined in a number of ways however in general terms it is
as follows: Customer service is the act of taking care of the customer’s needs by providing
and delivering professional, helpful, high-quality service and assistance before, during, and
after the customer’s needs are met. It is the process of meeting the needs and desires of the
customer. Some of the characteristics of good customer service include:
-Promptness
-Politeness
-Professionalism
-Personalization
Developing a culture of excellent customer service is not easy as it often requires
employees to significantly alter their perception of priorities and expectations relative to
the client. This objective requires the development of a mindset and culture which ensures
the critical duty and expectation of all employees is to serve the needs of the client.
Approach
In his article, Richard Petree poses the question: Is it possible to get a government
agency to focus on excellence in customer service? In response, he claims it is indeed
possible, but leadership must come via commitment from the top. This means ensuring
department managers and supervisors are fully on side and priorities are well-defined and
understood. The process of change can be lengthy and challenging, and therefore a clear
implementation plan is necessary.
The city does not have to reinvent the wheel as there are many reports and papers
dealing with this subject. It is helpful to review best practices of previous government
programs in order to have a guide to work with. A quote from the Oracle report:
Fortunately for government agencies, there are proven best practices they can adapt
to optimize the customer experience across all channels despite limited resources. A great
Open Government Report/Maple Ridge/ 19
customer experience, after all is primarily about delivering the right knowledge to the right
place at the right time. By getting better at delivering the knowledge, agencies can
significantly improve services while driving down costs.
The best practices can be summed up in eight steps (Oracle Cloud report)…
Step 1: Establish a knowledge foundation.
Clients often complain about ad lib, inaccurate or misleading information answers
they receive from public servants. Studies show that incoming client questions tend to
repeat and therefore answers can easily be consistently communicated by staff when a
current data base of common questions (often referred to as FAQ’s) is provided. Staff must
understand that inaccurate or dismissive responses will never result in a positive
experience for the client. Ongoing training of staff to ensure knowledge standards is
important. Management must be committed to investing in systems and processes which
will enable information to be accessed in a quick and efficient manner.
Step 2: Empower the Customer.
Give the customer the ability to self-serve via internet-based options. Effective self -
service delivers is cost effective for government agencies. Advantages include: immediate
service, around-the-clock availability, relief for other channels (i.e. less one-on-one staff
time required), greater effectiveness as clients source exactly what they are looking for,
and scalability (the ability to add resources as required).
Step 3: Empower Frontline Employees
With training and an effective well-organized data base, even relatively
inexperienced frontline staff are able to effectively assist clients.
Open Government Report/Maple Ridge/ 20
Step 4: Offer Multichannel Choice
Customers today expect to be able to source service via whichever communication
channel is most convenient for them, including effective personal service, telephone
service, mobile app, web based, or email. Information and responses must be consistent
across all channels.
Step 5: Listen to the Client
Customer needs must be monitored and service offerings modified as required. This
is also an opportunity to monitor the effectiveness of the department as a whole. This can
be done by periodic surveys in addition to ongoing customer experience questionnaires
available on-line or at points of personal interaction.
Step 6: Design Seamless experience
One of the most frustrating experiences for a client is dealing with one part of an
agency that doesn’t know what another part is doing. One way to achieve consistency is to
maintain one on-line customer file which is accessible by all departments (within privacy
parameters) and ensuring communication between departments.
Step 7: Engage Customers Proactively
To deliver a truly exceptional customer experience government agencies must
respond well when customers contact them. However, they also have to take the initiative
and contact clients on a proactive basis. This type of communication can answer questions
and anticipate and avoid problems. This proactive interaction can be done by a supervisory
level individual who can choose to draw names from a number of sources including tax
rolls and client files. Imagine getting a call from the city to inquire as to your level of
satisfaction.
Step 8: Measure and Improve Continuously
A superlative customer experience isn’t just a matter of putting superior service
mechanisms in place. It’s also achieved by continuously measuring and improving the
effectiveness and efficiency of those mechanisms. There are various ways to track customer
Open Government Report/Maple Ridge/ 21
service. One is to use traditional objective metrics such as first-contact resolution rates,
average call times etc. Much of this data is easily tracked using current telephone and call
centre systems. A process of monitoring telephone inquiries and recording in office
interaction is also extremely effective. Report cards can be made available to the public.
This approach not only allows the organization to correct deficient service levels but
also provides the opportunity to recognize and reward outstanding client service.
Obtaining the buy in from the staff may be challenging, particularity when long term
staff are involved as it does mean change and a certain amount of uncertainty. It is
important that the rollout be well thought out and development should include interaction
with staff, unions and /or associations. Inclusion and transparency with staff will smooth
the process. This should include the following:
-Clearly communicated performance goals
-Visible metrics
-Reward achievement (public recognition for superior performance)
-Continuously set new goals
Tangible Benefits for Tangible Improvements (Oracle report)
These eight steps provide a powerful, proven model for improving customer
experience. They can be approached incrementally. Agencies don’t have to overhaul all of
the policies and processes overnight. Instead they can solve the biggest problems first, then
building on that foundation the can continue to improve overtime.
The results achieved by government agencies who have adopted this 8 step
approach provide demonstrable proof that results can be quickly and cost effectively
achieved. These results include:
-Significantly improved customer satisfaction
-Better allocation of limited budget dollars
-More effective fulfillment of the agency mission
-Compliance with open government mandates
-Improved staff morale
-Deeper insight into customer needs
AND
Open Government Report/Maple Ridge/ 22
A much improved perception of Maple Ridge local government
Conclusion
It is clear that any attempt to provide for a transparent and accountable
organization must begin by ensuring people are provided with exceptional service at the
point of contact, the front line staff. In any organization, the client rarely has personal
contact with the most senior decision-makers and therefore their opinion of the
organization is primarily based on interactions with those on the front line. It is critical
that these individuals represent the city in a positive and complimentary manner.
We acknowledge that Maple Ridge has some significant challenges, such as a union
environment that must be respected and an entrenched organizational culture.
These challenges are not unique to Maple Ridge and government organizations
around the world have embraced the opportunity to connect meaningfully with their
electorate.
Recommendation 37: (see also recommendation #37) Implement a customer
service program within City Hall to address this need.
Open Government Report/Maple Ridge/ 23
Community Engagement
Currently, the majority of the general public do not actively engage with municipal
government. Citizens who do engage, often only participate if the issue at stake has a direct
impact on their daily lives, and/or their overall dissatisfaction reaches a critical level and
compels them to act or react.
A small minority of citizens are active participants who work to overcome barriers
to their participation and make their voices heard. These groups and individuals are
potentially excellent leaders in supporting the implementation of open government
reforms. At the same time, some groups and individuals may be concerned their voices will
be diluted and this concern should be proactively addressed.
It is likely a greater percentage of the majority will increase their participation if
they believe their engagement actually makes a difference.
Identifying preferred methods of participation, and providing information and
communication channels in a complete and accessible manner are critical components of
successful engagement strategies.
General deterrents to community engagement
Whether these are perceived or a reflection of reality, the following are deterrents
to community involvement.
1) There is a feeling common among citizens that their participation won’t make a
difference and the city will do whatever it has already decided to do, with or without input.
Engagement improves when citizens trust they will be listened to and their concerns
considered, even if the end result isn't what they wanted.
2) It can be difficult for even the most motivated to gain access to relevant
information at the level of detail required to fully understand the situation, and with
enough lead time to both stay informed and influence the decision or outcome.
3) Citizens may not know the most appropriate and/or effective time/place to
provide input. For example, many comment on social media in lieu of formal channels and
expect to be heard.
Open Government Report/Maple Ridge/ 24
4) The current methods of engagement are not effectively reaching—or encouraging
the participation of—large segments of the population.
Types of engagement and issues identified:
Public consultation events
o Issue: often happen too late in the cycle after key choices affecting the
final decision are already made.
o Issue: the time allowed for public hearing does not take into account
the number of issues raised by residents.
Post-consultation events
o Issue: citizen participants often left out of the loop beyond the
consultation phase.
Decision-making
o Issue: many citizens only learn of the issue when the final decision is
reported by the media.
Youth Engagement:
Lack of interest is the main underlying factor limiting participation and engagement
with local government among youth. This lack of interest is largely due to the fact that
current Canadian governance and politics—specifically municipal government—are not
prominently discussed in core curriculum (required) secondary school classes.
Although local government has the most direct influence on citizens’ daily lives, the
lack of education around the responsibilities of local government has contributed to a ‘not
caring’ stigma amongst youth. Addressing the low levels of participation/engagement from
this particular demographic is challenging due to lack of interest, combined with the high
opportunity-cost youth place on their free time.
Making information more easily accessible for youth will not make a difference if
they do not attempt to access it. Instead, expanded education and more opportunity for
youth to initiate engagement and participation in an environment where it is essentially
required (the classroom) will make a difference.
Open Government Report/Maple Ridge/ 25
Committee member Alex Miyahara had the opportunity to take part in a special
project at Thomas Haney Secondary when he was a student there and he feels strongly that
it made a big difference in his level of engagement with local politics.
Recommendation 38: Pursue collaboration with the SD #42 Board of Education in
regards to working more local government material into required high school curriculum.
Specifically prioritize education on the responsibilities of local government and
how it most directly affects day-to-day life.
Offer optional “work-with-the-city” projects including discussions with council
members.
Encourage student participation through social media by offering minor
accreditation for “following” or “liking” the city’s Twitter and Facebook.
Recommendation 39: Consider allotting a section of newsletters/city updates
to changes in areas most relevant to youth (for example, schools, busses, parks, malls,
etc.) and distributing/posting these newsletters at high schools and other places youth
congregate.
Recommendation 40: Assist in the formation of youth leadership groups to
allow the already engaged youth to draw in the interest of other individuals around the
same age.
Recommendation 41: Create the opportunity for youth-led sub-committees
and/or youth-led sub-projects with larger-scale groups and projects that are already
implemented in the city
For example, Greg Moore Youth Centre, Parks and Leisure or the Public Art
Steering Committee could create local youth oriented projects and invite some young
people to sit on the planning committees.
Recommendation 42:
Create an environment better suited to promoting a higher level of
engagement/participation in local government amongst youth, by:
a) Improving engagement and participation amongst all public in hopes of a
trickle-down effect in homes (parents to children).
b) Attempting to increase the overall level of general interest in regards to local
government.
Open Government Report/Maple Ridge/ 26
c) Improving exposure to and education around the processes and
responsibilities of local government.
d) Developing resolutions around the theme of youth prefer to do, than to be told
to yield more effective results.
e) Ensuring the implementation of other recommendations include youth.
f) Having as an explicit goal of council, that youth in our community are
appropriately equipped and prepared to engage with local government.
Methods of Engagement
Problem: How do we engage residents whose preferred method of engagement is
not the traditional in-person, public input meeting (formal hearing or open house)?
Recommendations 43: (see also recommendation #48) Employ a variety of
engagement methods and tools to target specific population segments.
A number of ideas were suggested. Note that some are also mentioned under other
recommendations, and some are already in place.
a) Online survey: A regular tool used to collect opinions and perspectives about
issues. Include an open-ended section for comments and suggestions.
b) Mail-in survey: Use to collect opinions and perspectives about issues. Given
the cost compared to online surveys, localized and focused mail surveys may be
used to more completely gauge opinions on specific issues or in specific regions
(capturing those who are not on-line).
c) The city’s website: Many citizens use it as their go-to resource for information
and to locate and contact the right person at City Hall. The website should be a
comprehensive resource for the public. Information should be easy to find and
easy to understand. The committee heard complaints that it can be hard to find
what you are looking for on the city’s website, and when the information is
found, it can be difficult to understand and/or put into context. It is paramount
that the website be streamlined, intuitive, up-to-date and user friendly.
d) Ask “The Beast”: Alaska Airlines has “Ask Jenn”—real people waiting to
respond to your questions in a chat-like forum. “She” is customer service
representatives with great knowledge at their fingertips. If she can’t get back to
Open Government Report/Maple Ridge/ 27
you immediately with the answer you’re looking for, she’ll refer you to the right
person or place. It’s a nice touch that makes the customer feel valued. A similar
service at City Hall would be a much faster, friendlier and more fun than waiting
for someone to respond to a text, a voicemail message, a letter or an email.
e) Social media: Interaction on social media should inform, respond to feedback,
and encourage more engagement. The city’s social media persona should be
completely integrated with the city website and other city services.
f) Digital sign boards: Located on high traffic commuter routes. This method
was used in Mission during the last municipal election. It catches your attention,
but must be short and sweet. They must be safe and secure, so they are less
likely to be tampered with (eg. Caution! Zombies ahead! ).
g) Banners: Located over the road along high traffic commuter routes, these are
eye-catching, but costly, as they are not easy to reuse.
h)Community bulletin boards: They catch citizens who don’t read the local
newspaper, own a computer, have email access or a smartphone. They could be
located in specific locations around the city, such as the senior’s centre, the
legion, the library, the Leisure Centre, Hammond community centre, Haney Place
mall, Valley Fair mall, Thornhill Hall and Whonnock Lake Centre.
i) Town hall style meetings in neighbourhoods: Our mayor, councillors and staff
could hold meet-and-greet events at community centres, halls etc., out in the
community. It would provide an opportunity for local residents to share in
person their hopes, dreams and concerns, as well as offer positive moral support
for all the good things our staff and public servants do for us.
j)A display at special events including the Farmer’s Market: Council members,
volunteers and/or staff could run a booth to promote community engagement.
Citizens sign up for email updates, or subscribe to newsletters or ‘follow’ certain
issues or individuals on social media or the city’s website. They learn about the
wide range of community groups we have in our city.
k) A float in parades: Used to raise awareness, highlight council’s interest in
citizen participation and encourage greater community participation.
Information hand-outs could be distributed along the parade route.
Open Government Report/Maple Ridge/ 28
l) A speaker’s box, such as Speakers’ Corner (reference:
http://en.wikipedia.org/wiki/Speakers'_Corner) at Hyde Park in London, United
Kingdom: Dedicated to free speech, a speaker’s box is an established location
where speakers can give a speech on any topic they choose within the confines
of the law. Speakers book a time slot with the city and provide a basic idea of the
topic they intend to address. The city, in turn, helps promote the speeches by
listing the speaker’s name, the time and topic on the city website.
m) Encourage groups and individuals to share: Petitions, experiences and
information could be announced, displayed or presented for public scrutiny.
Perhaps at the bandstand after the Farmer’s Market.
n) Advertisements in the local newspapers: Standard advertisements are
effective, but can be missed by a portion of the public. Future meetings/events
could be in a paid section, similar to a Community Calendar or What’s On section
of a newspaper, or perhaps as a circular placed in a local newspaper.
o) Canada Post letter mail: Residents without access to email or the internet
could subscribe to a print version of a bi-annual or quarterly newsletter.
p) Community forums: They are a great way to get people together to share
information and stories. Guest speakers, local celebrities and specialists can help
attract attention to local issues and increase community engagement. It would
be important for the city to provide representation and public support for these
events, so the public will feel heard.
Availability of information
Problem: Documents in draft stage are not always publicly available
Description
Policy documents in draft stage are sometimes not publicly available.
Whether such documents are available seem to vary from department to
department and appears to be somewhat arbitrary. Without access to
such documents, it is difficult for the public to understand what is being
discussed at council.
Open Government Report/Maple Ridge/ 29
Recommendation 44:
Clarify and enforce policy to prevent documents from being arbitrarily
withheld.
Timing of information
Problem: Inadequate time to go through information prior to council meetings
Description
Documents are made available to the public typically on Fridays prior to
the council meeting on the following Monday during which the subject
work item is discussed. These documents/staff reports can be very large
and take considerable time to read through.
Summaries and abstracts of reports, and agendas would help members of
the public stay informed and find what they are interested in.
Recommendation 45:
Make agendas and documents available to the public earlier, and provide
abstracts and summaries of reports and agendas.
Timing of open houses
Problem: public input too late in the cycle
Description: It often appears that by the time a proposal is put in front of the public
for input (e.g. open houses), the decision has already been made. Minor tweaks to the
proposal might be possible but major changes seem to be out of the question. The
consultation seems tokenistic at best and it often appears the city is going through the
required motions.
Recommendation 46: Hold open houses early in the consultation cycle.
Continued engagement beyond public input events
There is no mechanism for the city to provide feedback to those who provided input,
and the concerned parties often only find out through the media about the final decision.
Open Government Report/Maple Ridge/ 30
The lack of follow-up beyond the public input events amplified the feeling of some
residents that the city ignored their opinions.
Recommendation 47: (see also recommendation #30) Develop a system for the
public to register for notification against a work item so that they can follow it beyond the
public input events. Implement a tracking system for easy access and tracking of
information
Assign a unique identifier to council work items
All associated public records (staff reports, council 1st/2nd/3rd reading
minutes, public inputs, staff follow-on discussion minutes, final decision,
individual councillor voting decisions, etc.) tagged by the same identifier.
Ability for the public to go online, input the identifier and see all
associated records.
Ability for interested individuals and organizations to register against a
work item and get notified throughout the process.
Open Government Report/Maple Ridge/ 31
Technology
Technology is a significant tool for achieving open government, particularly as the
technological savvy of the general public increases. Technology has the potential to
remove many traditional barriers to public engagement such as time, location and access.
The public now expects government to effectively use technology to ease interactions, to
provide searchable information and to communicate.
Based on committee and citizen feedback, we suggest there are a number of areas
where technology can improve the openness of local government.
A statistic to consider: A 2013 report by Insights West indicates that 79% of British
Columbians expect a good mobile experience from the brands they trust, and this should
include the municipality. (http://www.insightswest.com/smartphone-insights-report/)
Areas of Implementation
Engagement
Issue:
With the diverse population of Maple Ridge we need to ensure that important
information is accessible to everyone
Recommendation 48: (see also recommendation #43) Implement a multi-
channel communication plan including:
Social media
Community billboards
Digital road signs at one or two major roads
Full web and mobile access to data and applications (more users access the internet
through their phones than desktops or laptops and the development of a city mobile
app would particularly reach younger residents)
Telephone Access to staff who can assist citizens
Web/Mobile chat based access to staff that can assist citizens
Open Government Report/Maple Ridge/ 32
Email Systems allowing citizens to sign up to neighbourhood lists and stay up-to-
date on the latest events affecting them
Meeting Minutes
Issue:
Council minutes are being used by citizens to cross-reference various sources of
information to ensure what was stated is being acted upon.
Recommendation 49: Facilitate easy access to meeting minutes by storing them in
a format that allows indexing, searching and categorizing.
Create a centralized repository for public minutes
Allow for cross-referencing into other open government systems such as project
portal pages
Fully Archived
Budget
Issue:
Citizen concerns about lack of visibility to the budget and budget process
Recommendation 50: (see also recommendation #17) Create a portal to view current
and past budgets including projected and actual numbers
Interactive charts allowing drill down into various areas of the budget.
Areas where direct projects or initiatives are highlighted and link back to the main
page for those projects.
Policies and procedures
Issue:
Unclear and sometimes seemingly contradictory policies and procedures.
Recommendation 51: Include a page on the official website that clearly outlines
the procedures and policies of various departments. This could serve as the master
database of policies and procedures and be referenced on all other pages and documents.
How Government Works
Issue:
Open Government Report/Maple Ridge/ 33
Some public feedback suggested a lack of clarity on how government works and
which levels of government are responsible for different areas of our community.
Recommendation 52: Develop an interactive web page describing the inner
workings of our local government and the responsibilities of various departments. There
could also be information to differentiate between local, provincial and federal
responsibilities in key areas.
Phone System
Issue:
Report of calls not being answered or returned
Feedback regarding phone etiquette issues by both staff and citizens
Recommendation 53: (see also recommendation #37)
Establish a modern customer-service oriented phone system similar to those used
by corporate customer service hotlines.
Record and archive interactions through the phone system for quality control
purposes
Conduct surveys to rate service received on the most recent phone interaction
Customer oriented work flow, with tiered customer service
o Calls are received and transferred in a manner where customer does not
simply get transferred to a voice mail
o In case the correct staff is not available for a soft handoff, record customer
information and ensure follow up
Have call/interaction notes with unique IDs that customers can reference when
calling for a follow up
Project and Initiatives (Development Applications) and status of applications
Issue:
Received feedback on lack of access to information regarding developments and
development applications. Complaints ranged from lack of information, obscure
presentation, lack of notification, lack of opportunity for input, not being identified as a
Open Government Report/Maple Ridge/ 34
potentially impacted citizen, not having continuity on latest status and connection between
feedback and city hall presentations.
Recommendation 54: (see also recommendations #20, #23 and #30) Develop
public/internal facing web portals allowing seamless access to various information related
to projects and initiatives in Maple Ridge including development activities.
Ability to look up past, current and future projects
o By Map: being able to zoom in on interested area and viewing past, current
or future initiatives and projects
o By ID: Allowing look up by ID, this will enable looking up projects by
mapping ID to QR codes or similar technology. QR codes on Development
Signage, brochures and documentations would link you directly to the
specific project page
o By Keyword
All projects having a specific page where all related information can be accessed
including
o Map
o Proposal
o Current status
o Meeting Minutes from council discussions/presentations
o Project documentation including plans and studies
o Proposed and Actual completion Dates
Ability to sign up for updates on specific project or projects in a km radius from a
specific location.
Ability to give feedback on project at any time during the process
. Clearly visible check points, comments and history on application. Average
completion times visible so citizens can gauge the estimated wait time of their
application and can inquire if it is taking longer than anticipated.
Open Government Report/Maple Ridge/ 35
Documentation:
Issue:
Although some information is available online, it is not always in a format that is
easy to use/search etc. Many documents are static image-based PDFs that have been
scanned it. This limits citizen's ability to search and retrieve information readily.
Recommendation 55: Develop a web portal allowing search of digital records,
access to information request summaries, and contracts.
Allowing search through Quarterly Financial Reports and other information
government proactively discloses to ensure that citizens are better able to hold
government to account.
Open Data:
Issue:
Access to the data cited in city reports and data used in council decision-making.
Recommendation 56: Provide an open data system to allow citizens’ access to raw
data that is not protected privacy laws or other legislation:
Open data increases access to government data and information, provides the public
with greater insight into government activities, service delivery, and use of tax dollars.
Proactively providing municipal data that is relevant to Maple Ridge citizens
reduces the amount of access to information requests, e-mail campaigns and media
inquiries. This reduces the administrative cost and burden associated with responding to
such inquiries.
Open Government Report/Maple Ridge/ 36
Ombudsperson
Recommendation 57:
Establish a Maple Ridge Ombudsperson whose role would be (adapted from the BC
Ombudsperson’s Office)
To uphold the democratic principles of openness, transparency and
accountability
To ensure that every person in Maple Ridge is treated fairly in the provision
of municipal services
To promote and foster fairness in public administration
An ombudsperson position must be arms-length to council and city staff, and have
full ombudsperson powers and status.
There are many existing models to look to when establishing this position—first and
foremost, the Ombudsperson’s Office of British Columbia.
Once new systems and practices are implemented, the principals of open
government still require continual vigilance and oversight. As attention turns to other
pressing matters of government, focus on open government can slip. An ombudsperson
helps ensure this does not happen.
Recommendation 58:
In lieu of, or in addition to, a paid ombudsperson strike a standing committee of
volunteers to act as open government watchpersons.
Open Government Report/Maple Ridge/ 37
Resources
Best practices for open government
Maple Ridge is not alone on the quest for more open and transparent government.
There is a federal initiative (open.gc.ca) and other cities have taken leading roles in making
their data accessible to the public. Two Canadian cities leading in open government
practices are Edmonton, Alberta and Guelph, Ontario. Both won Public Sector Leadership
Awards (Institute of Public Administration of Canada, 2014). Maple Ridge can adopt many
of their best practices.
Edmonton’s city website has been configured so that each city department and their
performance is visible on an online dashboard. For the public, departmental expectations
and realities are posted in real time in the form of red, yellow and green lights. Edmonton
puts a strong emphasis on placing data where it is relevant; their website’s mayor and
council section is a prime example (City of Edmonton, 2014). Not only are the mayor and
council directly linked to their expenses, but also their decisions, initiatives and affiliations
(Office of the City Clerk, 2015). Edmonton posts a schedule of the important dates relating
to the budget, as well as their master community plan (Sustainable Development
Department, 2015). Posting important dates far in advance, in an easy to read schedule
linked to the content being discussed, allows interested parties the ability react to the
information. These are simple, practical ideas that could be implemented here in Maple
Ridge.
Guelph Ontario is an example of a suburban community similar in size to Maple
Ridge. They decided to implement a framework for open government throughout all city
functions. Their goal is, “to create a fully transparent and accountable City which leverages
technology and empowers the community to generate added value as well as participate in
the development of innovative and meaningful solutions” (Labelle, 2012). The principles of
participation, innovation, transparency and accountability direct the open government
initiative. City employees are trained and take workshops on the open government
principle. Some results to date are linked to innovation in the delivery of policing and
social service delivery. Guelph ranked as the second safest city in Canada in 2013
(Statistics Canada, 2014), with a province-leading 16% reduction since 2012 when the
open government initiative led to addressing policing as a “marginalized people problem”.
Open Government Report/Maple Ridge/ 38
Adopting leading practices has provided both liveability and economic benefits to
both cities. An engaged, informed public has proven to be beneficial in guiding city policy.
Although there isn’t an official best-policy guide, themes of best practices emerge, including
the use of technology to foster effective two-way public communication.
Efforts must be made to make policy and procedure available to the public in clear
language. Councillors and departments should be publicly linked to their decisions,
performance metrics and results. A comprehensive approach, including framework and
guiding principles of open government supplemented with training is superior to
individual resolutions. (Labelle, 2012)
Documents cited above:
City of Edmonton. (2014). Mayor and City Council. Retrieved 06 10, 2015, from The
City of Edmonton: http://www.edmonton.ca/city_government/city_organization/mayor-
city-councillors.aspx
Institute of Public Administration of Canada. (2014). Public Sector Leadership
Award WInners. Retrieved 06 06, 2015, from Deloitte Public Sector Leadership Awards:
http://www.leadershipawards.ca/en/winners/Pages/default.aspx
Labelle, B. (2012). Open Government Framework. City of Guelph, Corporate and
Human Resource Department, Guelph.
Office of the City Clerk. (2015). Council Expense Reports. Retrieved 06 08, 2015,
from City of Edmonton:
http://www.edmonton.ca/city_government/city_organization/council-expense-
reports.aspx
Statistics Canada. (2014, 07 23). Table 3 Police-Reported Crime Serverity Indexes,
by Census Metropolitan Area, 2013. Retrieved 06 10, 2015, from Statistics Canada:
http://www.statcan.gc.ca/pub/85-002-x/2014001/article/14040/tbl/tbl03-eng.htm
Open Government Report/Maple Ridge/ 39
Sustainable Development Department. (2015). Urban Planning and Design.
Retrieved 06 08, 2015, from City of Edmonton:
http://www.edmonton.ca/city_government/urban-planning-and-design.aspx
Further resources:
Mayor’s Open Government Task Force
http://www.mapleridge.ca/953/Mayors-Open-Government-Task-Force
Citizens' Representatives Working Group
http://www.mapleridge.ca/1013/Citizens-Representatives-Working-Group
Citizens’ Representatives Working Group
Terms of Reference
http://www.mapleridge.ca/DocumentCenter/View/5323
Citizens’ Representatives Working Group
Biographies
http://www.mapleridge.ca/999/Biographies
Open Government Task Force, Maple Ridge. Public Input Session June 3rd, 2015 (video)
http://media.mapleridge.ca/Mediasite/Play/c7853c98334e4254a15ad34ba8114cbc1d?ca
talog=5edbe186-9ec4-4ad9-ab81-cdcfe0767b63
The Oracle White Paper (March 2012) Eight Steps to Great Customer Experiences for
Government Agencies
http://www.oracle.com/us/products/applications/8-steps-cust-exp-gov-wp-1560471.pdf
BC Community Charter
http://www.bclaws.ca/civix/document/id/complete/statreg/03026_00
Open Government Report/Maple Ridge/ 40
Open Meetings: Best Practices Guide for Local Government, BC
https://www.bcombudsperson.ca/sites/default/files/Special%20Report%20No%20-
%2034%20Open%20Meetings-
%20Best%20Practices%20Guide%20for%20Local%20Governments.pdf
Citizens Committee on Open Government, Pitt Meadows, BC
http://www.pittmeadows.bc.ca/EN/main/cityhall/committees-and-commissions/citizens-
committee-on-open-government.html
British Columbia Office of the Ombudsperson
https://www.bcombudsperson.ca/
Garbl's Plain English Writing Guide
http://garbl.home.comcast.net/~garbl/plainlanguage/
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