HomeMy WebLinkAbout2016-05-16 Council Workshop Agenda and Reports.pdf
City of Maple Ridge
1. ADOPTION OF THE AGENDA
2. MINUTES - Nil
3. PRESENTATIONS AT THE REQUEST OF COUNCIL - Nil
4. MAYOR AND COUNCILLORS’ REPORTS - Nil
COUNCIL WORKSHOP AGENDA
May 16, 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 16, 2016
Closed Council following Workshop
Committee of the Whole Meeting 1:00 p.m.
May 17, 2016
Public Hearing 7:00 p.m.
Council Workshop
May 16 , 2016
Page 2 of 3
5. UNFINISHED AND NEW BUSINESS
5.1 Child Youth Wellness Centre
Staff report dated May 16, 2016 recommending that Staff be directed to work
with the Local Action Team to achieve a Child Youth Mental Wellness Centre by
providing assistance in finding a location for the clinic; in advocating for
sustainable funding from other levels of government through the creation of
briefing packages and that the City provide seed funding to achieve the first phase
of the project.
5.2 Town Centre Animation Plan
Staff report dated May 16, 2016 recommending the Town Centre Animation Plan
to enhance overall animation and activity in the Town Centre be received for
information.
5.3 Mobile Food Vendors in Maple Ridge
Staff report dated May 16, 2016 recommending amendments to the Business
Licence and Regulation Bylaw to allow food truck vending on City property,
including streets, be prepared for Council consideration.
5.4 Council Meetings
Staff report dated May 16, 2016 recommending that staff be directed to
implement the changes to the meetings of Council as proposed in the report and
that the changes be reviewed by Council in six months; that staff be directed to
amend the Council Procedure Bylaw to include a consent agenda in the regular
Council meeting agenda; that staff be directed to prepare a bylaw to delegate land
use and heritage conservation powers to Committee of the Whole as authorized in
the Local Government Act; and that staff be directed to consult with the
development community and the public, and provide a report to Council, on a
Regular Council – Land Use meeting.
5.5 City Lands – Expression of Interest
Staff report dated May 16, 2016 recommending that staff be directed to review
available municipal properties or potential properties for purchase that could be
used in partnership with BC Housing and the non-profit housing sector for the
provision of affordable housing.
Council Workshop
May 16 , 2016
Page 3 of 3
6. CORRESPONDENCE
The following correspondence has been received and requires a response. Staff is
seeking direction from Council on each item. Options that Council may consider include:
a) Acknowledge receipt of correspondence and advise that no further action will be
taken.
b) Direct staff to prepare a report and recommendation regarding the subject matter.
c) Forward the correspondence to a regular Council meeting for further discussion.
d) Other.
Once direction is given the appropriate response will be sent.
6.1 Upcoming Events
June 8
10:30 a.m.
Field Trip, Various Locations
Alouette River Management Society
June 10
9:00 a.m.
2016 Graduation Ceremony
Thomas Haney Secondary School
September 25
11:00 a.m.
BC Rivers Day, Allco Fish Hatchery and Rivers Heritage Centre
Alouette River Management Society and Ridge Meadows Rivers
Day Committee
7. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL
Links to member associations:
• Union of British Columbia Municipalities (“UBCM”) Newsletter The Compass
o http://www.ubcm.ca/EN/main/resources/past-issues-compass/2016-
archive.html
• Lower Mainland Local Government Association (“LMLGA”)
o http://www.lmlga.ca/
• Federation of Canadian Municipalities (“FCM”)
o https://www.fcm.ca/
8. MATTERS DEEMED EXPEDIENT
9. ADJOURNMENT
Checked by: ___________
Date: _________________
Council Workshop
May 16 , 2016
Page 4 of 3
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.
1
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: May 16, 2016
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Child Youth Wellness Centre
EXECUTIVE SUMMARY:
The Division of Family Practice’s Child Youth Mental Health Substance Use Collaborative has been
working toward the establishment of a Child Youth Wellness Centre. The clinic is described as a
multi-disciplinary network of professionals who, with the aid of a navigator, coordinates timely
access to mental health and substance use services and programs. The collaborative has proposed
a number of models with different funding and space needs. The initial phase of the project will
build on what is possible to achieve with limited funding. The members of the collaborative
acknowledge the need to seek sustainable funding in order to ensure that children, youth and their
families have access to clinical supports into the future,
Navigating the system that provides assessment and treatment of mental health disorders in
children and youth can be difficult. The Ministry of Health, Ministry of Child and Family Development,
Ministry of Education, local health authorities and community based service providers all play a role
in the assessment and treatment of children and youth in this province. In addition, fear and stigma
still surround mental illness and families can be reluctant to seek out treatment for their children or
youth. This issue combined with the overall lack of services and supports for children and youth in
the community creates inequitable access to treatment for mental health disorders. The
establishment of a Child Youth Wellness Centre will improve access to services and supports for
families, children and youth who are impacted by mental illness.
RECOMMENDATION:
That staff be directed to work with the Child Youth Mental Health Substance Use Collaborative to
achieve a Child Youth Wellness Centre by providing assistance in finding a location for the clinic; in
advocating for sustainable funding from other levels of government through the creation of briefing
packages and that the City provide seed funding of $10,000 from existing gaming fund allocations
to achieve the first phase of the project.
DISCUSSION:
a) Background Context:
All children and youth require environments that support and nurture their mental health or
social and emotional well-being. Along with the physical, cognitive and cultural dimensions,
positive mental health is essential for overall health and well-being. According to the Waddell
Report published by the Simon Fraser University’s Child Health Policy Centre, it is estimated that
in BC 12.6% or 84,000 children and youth age 4-17 years are likely to experience a clinically
significant mental disorder at any given time in their lives. Mental health disorders are social or
5.1
2
emotional difficulties that cause clinically significant symptoms and impairments at home,
school or in the community. Of these 84,000 children and youth only 26,000 or slightly under
one third are estimated to be receiving specialized mental health services. Approximately 2.4%
or 8,400 children have a substance use issue.
Notable service shortfalls also contribute to a lack of treatment for mental health disorders in
children and youth. Given the number of children and youth with mental disorders it is arguably
the leading health issue facing Canadian children. Health treatment and service options for the
treatment of mental illness are less available compared to what exists for management of
physical illnesses like cancer or diabetes. Mental illness often persists into adulthood with
50-75 % of adults with mental illness having been diagnosed in childhood or adolescence.
Evidence based prevention and intervention programs or services are necessary to improve the
overall mental health of children and to treat the children and youth with established mental
disorders. It is also important to consider other critical principles like the need to provide healthy
environments for children that help build mental wellness, coping skills and resilience.
According to the Waddell Report, the following principles are foundational to ensure successful
outcomes: children, youth and their families need strong supports; the services and supports
need solid coordination; the services need to be culturally competent; and, the policies and
practices guiding these services and supports need to be evidence based. The Child and Youth
Wellness Centre is in alignment with all of these principles.
Children, youth and their families face great difficulties in navigating the systems that provide
mental health supports and services in the province. The Ministry of Health, Ministry of Child
and Family Development, Ministry of Education and local health authorities all play a role in the
assessment and treatment of children and youth in this province. Individuals accessing services
often cite a lack of coordination of services as a huge barrier particularly in receiving an initial
diagnosis. In addition, fear and stigma still surround mental illness and families can be reluctant
to seek out assessments or treatment. Education and information about mental illness in
children and youth is not widely available and parents and caregivers may not be aware of what
the symptoms of mental illness are.
Delays in treatment for mental illness can be life threatening, for example, in the case of eating
disorders where impact to physical health can be lifelong and damaging. Timely access to
treatment in the cases of depression is essential given the alarming statistic that suicide is the
second leading cause of death among young people. The McCreary Centre, reports that 7% of
youth have attempted to end their own lives.
In order to ensure that the Wellness Centre is able to provide these supports for children youth
and their families there will need to be a significant commitment from all levels of
government. The Ministry of Health and Ministry of Chid and Family Development will need to
provide sustainable funding for the Wellness Centre. Staff are in the process of preparing
briefing packages describing the needs of and benefit for the community will support a robust
conversation with the local provincial representatives and Ministers of Health and Children and
Family Development. Staff will also be working with the collaborative to identify space in
municipal facilities that can be provided at low or no cost. The initial start-up funding is relatively
low. Onetime seed funding could close the funding gap for the first iteration of the project.
b) Desired Outcome:
That the Child Youth Wellness Centre be established to serve the needs of children, youth and
their families.
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c) Strategic Alignment:
This project aligns with Council’s work on the Maple Ridge Resilience Initiative’s Strong Kids
Team which focuses on building resiliency in children, youth and their families.
d) Citizen/Customer Implications:
Children, youth and their families would have access to additional treatment options including
psychiatric services.
e) Interdepartmental Implications:
Community Services and Recreation will need to work together to identify appropriate space on
municipal properties.
f) Business Plan/Financial Implications:
Staff are working with the collaborative to develop a proforma that will identify the revenue and
expenses required to develop a sustainable operating model. If the identified space is provided
by the City at low cost or no cost there will be a loss of lease revenue. If the $10,000 is
approved, the funding will be allocated from gaming revenue identified for social projects.
CONCLUSIONS:
Timely access to mental health supports and services is essential for the health and well-being of all
children and youth. The current level of service and support is not adequate to meet the needs of
local children, youth and their families. Advocating for sustainable funding, providing municipal
space and minimal one time funding would support the goal of establishing a Child Youth Wellness
Centre in Maple Ridge.
“Original signed by Shawn Matthewson”
Prepared by: Shawn Matthewson, Social Planning Analyst
“Original signed by Trevor Thompson”
Reviewed by: Trevor Thompson, Manager Financial Planning
“Original signed by Kelly Swift”
Approved by: Kelly Swift, General Manager
Community Development, Parks and Recreation Services
“Original signed by Frank Quinn for”
Concurrence: E.C. Swabey
Chief Administrative Officer
:sm
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: May 16, 2016
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Council Workshop
SUBJECT: Town Centre Animation Plan
EXECUTIVE SUMMARY:
Staff are working together with the Downtown Maple Ridge Business Improvement Association
(DMRBIA) and the Community Festivals Network on a long-term plan to enhance overall animation
and activity in the Town Centre.
There are many factors which contribute to creating desirable town centres, such as: opportunities
for sociability, diversity of uses and activities, level of comfort and image, and accessibility and
linkages. Over the years, Maple Ridge has been addressing many of these factors in the Town Centre
and work continues on many fronts. This report provides an overview of the major elements of a
Town Centre Animation Plan, the proposed implementation schedule, and a summary description of
each element of the overall plan. The plan consists of a series of complementary activities designed
to create an active, engaging environment in the Town Centre that will help to attract visitors and
shoppers.
The goals and objectives of the Town Centre Animation Plan are consistent with those outlined in the
Official Community Plan and Town Centre Area Plan as well as with the recommendations for the
Town Centre outlined in the Commercial Industrial Strategy.
Separate reports will be brought to Council to provide more details on each of these initiatives. These
reports will address the technical issues, bylaw changes or allocation of budgets. Appendix 2
provides a chart summarizing the individual elements.
RECOMMENDATION(S): Receive for Information
DISCUSSION:
a) Background Context:
With the advent of on-line shopping and big box stores facilitating shopping ease, traditional
retail areas in town centres need to reinvent or reposition themselves to offer something beyond
the provision of retail goods and services. Successful town centres must become destinations
that provide an element of sociability to encourage local residents to connect with their
community in ways that are meaningful to them. There needs to be a diversity of uses and
activities, to provide convenience for shopping, services and recreational needs. The town
centre must have an overall level of comfort and be accessible to everyone. The placemaking
model created by Project for Public Spaces, titled “What Makes a great Place?” is attached (see
Appendix 1), to provide some context on all the diverse factors which must be considered in the
development of a terrific place that the community will use and consider as a destination.
5.2
Council has expressed their desire to increase the level of activity in the Town Center. This report
will present Council with a series of incremental, integrated and complementary activities that
will add significantly to the Town Centre. The activities presented are: encouraging food trucks,
street performers (buskers), more sidewalk cafes, creating parklets, new festivals and events,
artistic gateways, digital event reader boards, beautification, pop-up stores, and the façade
improvement program. Many of these activities are currently in place, but there is an opportunity
for expansion and coordination with the DMRBIA, Community Festivals Network, and to leverage
projects in other civic departments with minimal additional cost to the City.
While activities can be spread throughout the Town Centre, the preferred approach would be to
enhance and focus on 224th Street as a “high street” environment, together with the City
infrastructure in Memorial Peace Park. This would help to create a distinct location which could
grow as a destination in the Town Centre.
The following activities are envisioned and summarized in Appendix 2.
Mobile Food Vendors (Food Truck) Program
Staff recommends allowing a limited number of mobile food vendors (food trucks) to operate at
Memorial Peace Park and at selected parking spaces where their presence will have negligible
impact on local restaurants in the town centre. These central locations offer space for the
vendors to operate, nearby off-street parking for customers, and are well within easy walking
distance of most of the Town Centre’s retail stores. This program would run concurrent with and
complement the proposed Street Performers program which could also occur in the Town Centre.
Staff will prepare a separate report for Council consideration recommending amending Bylaw
6815-2012 7.17 (Mobile Food Vendors) to provide a more permissive environment for the food
trucks. This report will address the complexities arising from this proposed program including
issues related to parking, the impact on restaurants, and taxation and permits.
Street Performer (Busker) Program
In conjunction with the food truck program, staff will be recommending a pilot of a busking
program for street performers to entertain the public at selected locations in the Town Centre
along 224th Street starting in 2016. These performers will include musicians, mimes, jugglers,
magicians, human statues and other family-friendly performers. The program would not allow
performers to use fire, sharp objects or other items that could present a danger to the public as
per best practises.
This program would run concurrent with and complement the proposed expansion of the Mobile
Food Vendors program which will also occur in the Town Centre. The DMRBIA and the Community
Festivals Network have been consulted to establish guidelines for this program . All buskers
would have to apply for a permit and a modest fee will be charged.
Sidewalk cafes
Staff are working with the DMRBIA on a longer-term plan to enliven the Town Centre streetscape
based on interest by restaurants and cafes by encouraging restaurants and cafes to open
seasonal outdoor dining areas. While this is already permitted, the goal would be to extend the
restaurant area to the edge of the sidewalk and to divert the sidewalk traffic using the parking
space(s) in front of the restaurant, or to establish a dedicated patio area in the parking spaces in
front of the restaurant. Public safety and mobility would be key considerations in the design of
the outside patio seating area. The cost of creating these sidewalk cafés would be funded by the
restaurant and would be for their dedicated use.
Parklets
Staff is developing a pilot parklet program similar to the successful parklet programs offered in
Vancouver and Portland. Parklets temporarily convert on-street parking spaces into public
seating areas. Parklets are intended for common use such as public seating and would be
funded by the City. Although parklets are not intended to be dedicated for restaurant use, the
public could use this space to eat.
New festivals and events (Halloween Fireworks and Night Market)
Staff is working with the DMRBIA and the Community Festivals Network to encourage and
support new festivals and events in the Town Centre, including the relocation of the Halloween
Fireworks from the Albion Fairgrounds to Memorial Peace Park and establishing a Night Market
on 228th Street. Sponsorships will also be sought for these events.
1. Halloween Fireworks
The Halloween fireworks has been an extremely popular event held in conjunction with Ghost
Ridge at the Albion Fairgrounds. This family-friendly event attracts up to 5,000 spectators. Now
that the Ghost Ridge event is no longer taking place, there is an opportunity to relocate the
fireworks to the Town Centre, specifically Memorial Peace Park.
The Halloween Fireworks originally took place in Memorial Peace Park prior to moving to the
Albion Fairgrounds. With the changing development landscape of the Albion area (housing and
all weather field), the Fire Department has advised reconsider ing the location of the annual
fireworks event. The current high fireworks display may pose challenges for the residential
neighbourhood and a proposed low fireworks display at the Albion Fairgrounds will be less
attractive to the public without supporting programs such as Ghost Ridge.
The Arts Council and Fire Department support using the roof of the ACT Arts Center to mount a
new low fireworks display. This more centralized location allows a better opportunity to secure
funding from the community and local businesses to hold this event.
In addition to the fireworks display, this event will include a number of family-friendly activities
before and after the fireworks display. The Arts Council, DMRBIA and Parks & Leisure Services
are focusing on family-friendly activities that appeal to both children and youth.
A full safety plan will be developed and implemented by the Fire Department accordingly.
2. 228th Street Night Market
DMRBIA and staff are in the initial phase of developing a plan to operate a regularly scheduled
Night Market starting in 2017. The goal of this market is to support businesses on the 228th
Street corridor between Lougheed Highway and Dewdney Trunk Road by stimulating additional
activity on this side of the Town Centre. This project would envision the closure of 228th street
during the event from Lougheed Hwy to 119th Avenue. This item will be brought back to Council
once planning has been completed.
Improved Town Centre Gateways
Staff is working in collaboration with the DMRBIA and the Public Art Steering Committee on a
long-term plan to better demarcate the Town Centre through artistic gateways.
This program could be implemented in two phases in order to fit into the capital plan and
business plan. Phase 1 will focus on improved gateway for Lougheed Highway between 222nd St
and 228th Street; Phase 2 will focus on improved gateway for Dewdney Trunk Road between
222nd Street and 228th Street. The Public Art Steering Committee will explore opportunities to
secure funding through the federal government’s “Canada 150” for a cultural legacy.
Directional Signage
Staff will investigate the feasibility of installing additional directional signage to help direct
residents and visitors to civic facilities and off-street parking in the Town Centre. This will require
a significant design exercise to ensure the maximum effectiveness for both drivers and
pedestrians.
Digital Event Reader Boards
Staff will investigate the feasibility of upgrading, purchasing and operating digital reader boards
to promote festivals and events in the Town Centre, similar to the digital reader board under the
clock and horse at City Hall. Staff will review applicable bylaws and any amendments that may be
required.
Ongoing Town Centre Beautification
The City will continue to enhance the streetscape in Town Centre by installing street trees,
planters, banners, street furniture and improved lighting as opportunities arise through capital
projects such as Lougheed Highway from 224th to 226th Street.
Façade Improvement
As the Façade Improvement program is tied to the Town Centre Investment Incentive Program,
its expiry at the end of this year will also lead to an expiry of the Façade Improvement Program
which is administered by the DMRBIA. The renewal of the mandate of the DMRBIA this year
provides an opportunity to revise the current Façade Grant Program, to enable a greater range of
eligible projects such as sidewalk cafes and alleyway improvements, and to engage more small
to medium sized businesses in the program.
Pop-up Stores
Pop-up stores are temporary retail locations that are typically housed in vacant retail spaces.
These stores often feature seasonal or liquidation merchandise, may be temporary physical
locations for on-line retailers, or locations for artisans to display and sell their products. Pop-up
stores can also include galleries and arts and crafts markets featuring several artists.
Pop-up stores have proven to be an effective tool for bringing additional shopping traffic into
areas with higher vacancy rates, and can help new entrepreneurs launch their businesses in a
cost-effective and lower-risk manner. At the same time, the pop-up store presents a more
engaging street frontage for the pedestrians. Regulatory issues relating to pop-up stores will
need to be further explored in addition to approaches/models.
b) Interdepartmental Implications:
Successful implementation of this plan will require on-going input and participation from Economic
Development, Parks & Leisure Services, Engineering, Planning, Fire, Festivals and Events, and
Permits and Licences. An inter-departmental team has been established to ensure co-ordination
among the various aspects of this plan.
c) Financial Implications:
Individual reports will be presented for Council consideration for any of the activities in this report
that require additional capital and/or operational funding.
CONCLUSIONS:
Creating a vibrant Town Centre is one of the Maple Ridge’s key long-term economic development
goals. Parks & Leisure Services has developed a strong calendar of festivals, events and activities
that bring residents and visitors into the Town Centre, the Public Art Steering Committee will
continue to add iconic artwork to public spaces and Engineering is continuing the beautification
efforts. The goal of this plan is to leverage these strengths and initiatives by enhancing coordination
with the DMRBIA and the Community Festival Network. Doing so will bring more activity to the Town
Centre and encourage visitors to stay longer and support local businesses. Over the longer term,
these efforts will lead to the emergence of the Town Centre as a shopping and entertainment
destination for residents and visitors.
Specific reports will be brought to Council addressing any funding, by-law or other policy issues in
relation to the implementation of the above activities.
“Original signed by Bruce Livingstone”
Prepared by: Bruce Livingstone, Business Retention and Expansion Officer
“Original signed by Lino Siracusa”
Approved by: Lino Siracusa, Manager of Economic Development
“Original signed by Paul Gill”
Concurrence: E.C. Swabey
Chief Administrative Officer
Appendix 1: “What Makes a Great Place?”
Appendix 2: Town Centre Animation Matrix
Activity Year Objective Implementation/Requirements Success
Indicators
Mobile Food
Vendors
(Food Trucks)
2016 Pilot locations on
City property at
Memorial Peace
Park and selected
on-street locations
Select locations
Obtain Council endorsement
Revise current by-law
Develop scheduling process
# of mobile
food vendors
in program
Public
feedback
Business
feedback
Street
Performers
(Buskers)
2016 Pilot program with
locations within the
Town Centre
Develop program
Obtain Council endorsement
Create new by-law
# of street
performers
Public
reaction
Business
feedback
Sidewalk Cafes 2017 Pilot locations on
224th St and other
locations
Develop program in
conjunction with new DMRBIA
By-law
Select locations
Obtain Council endorsement
Revised existing by-laws
# of sidewalk
cafes
Feedback
from
participating
restaurants
Impact on
non-
participating
restaurants
Public
feedback
Business
feedback
Parklets 2018 Pilot program with
locations within the
Town Centre
Develop program in
conjunction with new DMRBIA
By-law
Select locations
Obtain Council endorsement
Revised existing by-laws
# of parklets
Feedback
from
restaurants
Public
feedback
Business
feedback
New Festivals
and Events
2016
Halloween Fireworks
in Memorial Peace
Park
Planning and fundraising
activities currently underway
Develop sponsorship package
Dependent on sufficient
community funding
Complementary family and
youth programs and events
(PL&S)
Children’s concert at the ACT
Attendance
Sponsorship
Public
feedback
Business
feedback
2017 Develop a Night
Market on 228th St
Planning with DMRBIA has
begun
Attendance
Sponsorship
Public
feedback
Business
feedback
Town Centre
Gateway
Signage
2017 Identify/demarcate
Town Centre for
residents and
visitors
Identify locations
Develop design standards
Secure funding
Public Art selection process
Public
feedback
Business
feedback
Digital Event
Reader Boards
2018 Provide additional
visibility for events
Identify locations
Develop design standards
Review funding options
including potential
sponsorships
# of events
using reader
boards
Public
feedback
Town Centre
Beautification
On-
going
Create a more
enticing streetscape
for residents and
visitors
Encourage use of
alleyways as
pedestrian
passageways
Extend current design
standards to additional
streets (street trees, bump-
outs, planters, street
furniture, public art)
Revised DMRBIA by-law
Develop standards
Secure funding
# of projects
completed
Public
feedback
Business
feedback
DMRBIA
Façade
Improvement
Grant
2017 Review façade
improvement
program to engage
more small to
medium sized
businesses
Expand eligible
projects (e.g.
sidewalk cafes,
alleyway
improvements)
Develop standards
Secure funding
#of façade
projects by
small to
medium sized
businesses
# of sidewalk
cafes/
parklets
operating
Public
feedback
Business
feedback
Pop-up Stores 2018 Explore
opportunities to
establish temporary
“pop-up” stores in
vacant storefronts
Identify potential locations
Contact property owners
Obtain Council endorsement
Revise applicable by-laws
Develop program in
conjunction with DMRBIA
# of pop-up
stores
Interest from
property
owners
Business
feedback
Public
feedback
Page 1 of 4
TO: Her Worship Mayor Nicole Read MEETING DATE: May 16, 2016
and Members of Council
FROM:
SUBJECT:
Chief Administrative Officer
Mobile Food Vendors in Maple Ridge
MEETING: Workshop
EXECUTIVE SUMMARY:
City of Maple Ridge
Council has expressed desire to increase the level of activity in the Town Centre by supporting events
and activities that will attract residents and visitors to the Town Centre and support local businesses.
A separate report is being prepared by the Economic Development Department outlining a number of
proposed initiatives.
One of the initiatives proposed is the introduction of mobile food trucks in the Town Centre. The City
of Maple Ridge Business Licencing and Regulation Bylaw permits mobile food vendors but the
definition and regulations will need updating to conform to new standards.
Currently all mobile food vendors are required to be located on private property. To allow them on
City streets, regulations will have to be developed that would deal with locations and hours of
business as well as a specialized permits. The City’s Engineering Department working with the
Economic Development Department will review the viability of a limited number of specialized
permits which would be approved in the Town Centre at locations that would have negligible impact
on existing businesses.
RECOMMENDATION(S):
That amendments to the Business Licence and Regulation Bylaw to allow food truck vending on City
property, including streets, be prepared for Council consideration.
DISCUSSION:
a) Background Context:
Section 7.17 of the Business Licencing and Regulation Bylaw deals with the subject of
Mobile Food Vendors but at the time it was written it was referencing hot dog carts and
similar type vendors. Since that time Maple Ridge as seen an emergence of food trucks as a
vendor option. Although these food trucks have been given a business licence under this
section, there needs to be more clarity and definition in the regulations to accommodate this
type of business model.
The current regulations prohibit a mobile food vendor from carrying on a business directly
outside any business that offers the same items for sale as those offered by the mobile food
vendor and have specific language regarding garbage receptacles and washrooms. There is
5.3
Page 2 of 4
no restriction on the hours of operation. They are only permitted on private property with the
permission of the property owner (see Appendix 1).
Most Lower Mainland municipalities have some form of regulation around Mobile Vendors
and Food Trucks with Vancouver being the most advanced (see Appendix II). The following
table is a snap shot comparison of other Cities:
MUNICIPALITY MOBILE FOOD
VENDOR
COMMENTS
Coquitlam Yes Regulations around hours of operation, locations,
fees and indemnity clause
Port Moody Yes Regulations around locations, fees and licence
agreements
Port Coquitlam Yes Regulations around hours of operation, maximum
time in one place, fees and identification
Pitt Meadows Yes Limited to ice cream vendors
Mission No Have definition of transient vendor but no
regulation around food vendors
City of Langley
Yes
Limited to special events and non profits except for
mobile catering in industrial and commercial zones
on a predetermined route
Township of Langley Yes No regulations other than requirement to have a
business licence
b) Interdepartmental Implications
The recommendation would be that locations be predetermined in consultation with the
City’s Economic Development Department. This way there can be a limit to the number of
permits issued.
For a food truck to be set up within a road right-of-way, the City’s Engineering Department
would need to issue a Highway Use Permit, requiring insurance naming the City, a security
deposit and a permit fee. The Highway Use Permit could be issued on the condition that they
have all the other documents, including health approval, motor vehicle permit and valid
business licence.
c) Citizen/Customer Implications:
Food trucks are an increasingly popular attraction in urban centres across North America. A
recent report by Intuit Network estimated that in 2013, food trucks accounted for $700
million or 1% of total restaurant sales, and by 2017 their sales will reach $2.7 billion
annually, or about 3-4% of total restaurant sales in the USA.
The Town Centre Animation Plan presented separately to Council identifies food trucks as
one of the key elements for creating a more active and vibrant Town Centre. They offer a
wider variety of food choices to residents and visitors, and help add vibrancy and activity to
the Town Centre. Some cities, notably Portland and Austin, have successfully incorporated
“food truck culture” into their tourism marketing strategies. Camden Lock Market, London’s
Page 3 of 4
fourth most popular tourist attraction, draws over 100,000 visitors per week to its Global
Kitchen ford truck area.
Food trucks also benefit communities by providing a lower risk opportunity for entrepreneurs
to establish their own business. Some of these food truck operators may eventually decide to
open physical locations. For example, Japa Dog, one of Vancouver’s iconic mobile food
vendors, now also operates a “bricks and mortar” restaurant on Robson Street. Re-up BBQ
started as a food truck and now operates a restaurant in New Westminster’s River Mark et.
Food trucks also provide an opportunity for existing restaurants to extend their business
model by adding food trucks to their mix. Restaurant chains such as Starbucks, Taco Bell
and In-N-Out Burger are all looking to extend their reach using food trucks.
Many restaurants have expressed concerns that food trucks present unfair competition to
them: food trucks have lower operating costs, do not provide washrooms, take up valuable
on-street parking spaces, and most importantly, do not pay city property taxes. In response to
these concerns, many cities have limited the hours and locations food trucks can operate,
and imposed other restrictions on their operations.
There have been a limited number of academic studies on the economic impact of that food
trucks have on restaurants, however their findings are not conclusive. The competitive
impact of food trucks is mitigated by their limited menus and operating hours, and the
effects of seasonality and weather on their business. The concerns of restaurants can be
addressed through requiring food trucks to obtain park and highway use permits to operate
on public property, and by limiting the number of on-street locations where food trucks can
operate. Staff also recommends engaging with local restaurants and food truck operators
prior to launching any changes to the current regulations, and developing a process to
monitor the ongoing impact that food trucks are having on local restaurants and businesses
in the Town Centre.
d) Alternatives:
Should Council not wish to proceed with this reports recommendation the following
alternatives are provided:
Alternative One:
Continue licencing mobile food vendors under the current Business Licence and
Regulation Bylaw. This is the status quo and would see no changes to the current
process.
Alternative Two:
Amend the Business Licence and Regulation Bylaw to accommodate new standards
but still restrict operation to private property. This alternative would require
amendments to the Business Licence and Regulation Bylaw but would not allow food
vendors on City streets and no Highway Use Permit would be required.
CONCLUSIONS:
Creating a vibrant Town Centre is one of the City’s long term economic development goals and
introducing mobile food trucks is part of this strategy.
Page 4 of 4
This report recommends the preparation of amendments to the Business Licence and Regulation
Bylaw in support of the vibrant Town Centre initiative.
“Original signed by R. MacNair”
Prepared by: R. MacNair
Manager of Bylaws and Licencing
“Original signed by Lino Siracusa”
Concurrence by: Lino Siracusa
Manager of Economic Development
“Original signed by Frank Quinn”
Approved by: Frank Quinn, MBA, P.Eng
General Manager: Public Works and Development Services
“Original signed by Paul Gill”
Concurrence: E.C. Swabey
Chief Administrative Officer
RM/jd
Appendix I – Photos
Appendix II – City of Vancouver document on street food vending
APPENDIX II
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: May 16, 2016
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Council Workshop
SUBJECT: Council Meetings
EXECUTIVE SUMMARY:
Council has expressed an interest in reviewing its meetings to seek efficiencies in its policy
development and decision making procedures whilst maintaining transparency and facilitating
citizen participation.
This report provides information on the legislated requirements for meetings and recommended
changes for Council’s consideration.
RECOMMENDATION:
1. That staff be directed to implement the changes to the meetings of Council as proposed in the
report dated May 16, 2016 and that the changes be reviewed by Council in six months.
2. That staff be directed to amend the Council Procedure Bylaw to include a consent agenda in the
regular Council meeting agenda.
3. That staff be directed to prepare a bylaw to delegate land use and heritage conservation powers
to Committee of the Whole as authorized in the Local Government Act.
4. That staff be directed to consult with the development community and the public, and provide a
report to Council, on a Regular Council – Land Use meeting.
DISCUSSION:
A. LEGISLATION
Part 5: Division 2 – Council Proceedings, Community Charter (“the Charter”) identifies that a Council
may only exercise its authority by resolution or bylaw adopted at a Council meeting and requires that
Council establish procedures for its meetings and for meetings of its committees.
The Charter in section 89(1) states that meetings of Council must be open to the public unless
expressly authorized to be closed under section 90. Councils are required, as one of the first steps
in ensuring openness and transparency, to provide the public with an annual schedule of meetings.
Council does have the ability to schedule special meetings, as required, provided notice
requirements are met.
Committees can be established to assist Council with its decision making process.
5.4
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The Mayor can establish and appoint standing committees for matters the Mayor considers would be
better dealt with by committee. Under a delegation bylaw these committees can be authorized to
make certain decisions on behalf of Council. At least half the members must be Council members.
Committee of the Whole and Audit and Finance Committee are examples of standing committees.
Council may establish and appoint select committees to consider or inquire into any matter and
report its findings and opinion to Council. At least one member of a select committee must be a
Council member. The advisory committees are examples of select committees.
B. CURRENT MEETING STRUCTURE
The current structure of meetings is identified below.
1. Council Workshop
The purpose of Council Workshop is to review and discuss policies and other items of
interest to Council that require a presentation or lengthy discussion. Workshop provides an
opportunity for Council to exchange ideas and points of view, leading to prepareation of
policies, bylaws or resolutions that will be debated and voted on at a regular Council meeting.
This meeting is particularly beneficial to staff as it provides insight into what Council is trying
to accomplish.
Council Workshop starts at 10:00 a.m. three Mondays a month in the Blaney Room. This
10:00 a.m. start time, combined with the 1:00 p.m. start time of Committee of the Whole,
can cause Council to defer items or to continue Council Workshop after Committee of the
Whole. This is particularly problematic for the public who attend in person, or watch live
streaming, in the morning for a particular item only to find it is deferred until sometime in the
afternoon.
2. Committee of the Whole
The purpose of Committee of the Whole is to fully review issues and gather information prior
to making a decision at a Council meeting. At Committee of the Whole proponents are given
an opportunity to present their applications to Council and to answer questions. Staff are
available during regular business hours to present the item and/or answer technical, policy
and other questions. Council can either move the item forward to Council for debate and
decision or defer the item to a future meeting to enable additional information to be
gathered for their consideration. This procedure was put in place to eliminate the duplication
of debate at Committee of the Whole and at the Council meeting.
In 2009 the Development Procedure Bylaw was amended to accept rezoning applications,
for first reading only, with limited information on the proposal. This was instituted to allow
developers to get a sense of Council’s interest in the proposal before investing in all the
detailed studies that are required for further readings. This extends the development
process and often doesn’t provide Council with the level of detail they need to make an
informed decision. The applications are moved forward to second reading primarily to gather
more information.
Delegations are heard by Council at the beginning of the agenda. Following adjournment of
the meeting, the public also has the opportunity to address Council in an informal manner on
items that are of concern or interest to them at a 15 minute community forum. This was
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added to the Committee of the Whole agenda out of a specific request from the public for
such a forum and supports the recommendations of the Open Government Task Force.
Committee of the Whole starts at 1:00 p.m. on the first and third Monday of each month in
Council Chambers.
3. Council
The purpose of a Council meeting is to enact powers given to Council through bylaws or
resolutions. This is the venue for debate of issues and voting. Typically the Chief
Administrative Officer, the General Managers, Corporate Officer and the Director of Planning
are in attendance to provide advice or answer questions on the matters before Council at
this meeting. Most of the technical questions have historically been asked and answered at
Committee of the Whole. Further information as follow-up to questions is supplied at the
Council meeting.
Delegations are heard by Council at the beginning of the agenda. A 15 minute public
question period is included as the final item of business.
Council starts at 7:00 p.m. on the second and fourth Tuesday of each month in Council
Chambers.
4. Closed Council
Closed meetings are held in accordance with Sections 90, 91 and 92 of the Charter. Those
sections set out specific subject matters that may be considered in a closed meeting. The
meetings generally take place following Council Workshop in the Blaney Room.
Closed meetings are held on Mondays and often start late in the day causing items to be
postponed to another meeting.
5. Public Hearing
Public Hearings are formal meetings of Council and must be chaired by the Mayor or Acting
Mayor and have a majority of Council in attendance. Public Hearings are held to provide the
public with an opportunity to convey their views on land use applications, such as zoning
amendments, and official community plan amendments. Items from Public Hearing are
forwarded to the next Council meeting which is normally the following week. This enables
Council to consider the public input prior to voting on the items and, if required, enables
Council to receive answers from staff on comments or questions raised at public hearing.
Public Hearings are held on the third Tuesday of each month at 7:00 pm in Council
Chambers.
C. MEETING STRUCTURE OF OTHER LOCAL GOVERNMENTS
A review of the meeting structure of several B.C. local governments identified that there is no
consistency in meeting structure.
Below are three examples that best illustrate the variety of formats that exist:
1. City of Port Coquitlam
Council meetings are held the 1st and 3rd Monday of each month starting at 7:00 p.m. The
agenda has public hearings as one of the early agenda items and closed meetings are held
4
as required at the end of the Council meeting. Standing committees have been established
and include Community Safety (3 Councillors, 2 citizen advisors), Finance and
Intergovernmental (all members of Council), Healthy Community (3 Councillors, 4 citizen
advisors), Smart Growth (3 Councillors, 3 citizen advisors), and Transportation Solutions &
Public Works (3 Councillors, 3 citizen advisors). The standing committees are tasked with
submitting reports to Council with advice and recommendations in accordance with their
terms of reference and are delegated authority to make decisions on specified items under a
delegation bylaw. The standing committees are provided technical support by senior staff
from the relevant divisions and administrative support from the corporate office.
2. City of Kelowna
Kelowna Council meets Mondays at 9:00 a.m. and 1:30 p.m. and the first and third Tuesday
night at 6:00 p.m. Their procedure bylaw includes specific agenda items for each meeting.
At their Monday morning Council meeting, correspondence and reports are considered
followed by Closed Council. Their Monday afternoon Council meeting includes committee
reports, development related reports and bylaws, and other bylaws. Public Hearings are held
prior to the Tuesday night Council meetings. The bylaws considered at public hearing, liquor
license applications, development permit, development variance permit, and provincial
referral reports form the agenda items for this meeting. Their Committee of the Whole is the
venue for public input and staff presentations. If required, closed meetings follow the public
portion of Committee of the Whole.
3. City of Surrey
Surrey has four different types of Council meetings. Council in Committee meets Monday
afternoons for the purpose of hearing public delegations and to consider reports and
recommendations from staff that require a presentation or a more lengthy discussion
process. Official community plan, zoning by-law, or other land-use applications are first
introduced at the Regular Council - Land Use meetings held on Monday afternoons. Council
reviews and comments on the applications brought forward by the Planning Department and
decides whether or not to proceed to resident input in a Public Hearing meeting. Once the
public has had the opportunity to provide input, the applications are reviewed again at a
future Land Use meeting at which time they may be approved or denied. Monday nights a
Regular Council – Public H earing is held. The Public Hearing is dealt with under delegations.
Any items of interest or requiring action may also be included on the agenda. Closed Council
meetings are held as required prior to the Regular Council – Land Use.
D. OBSERVATIONS OF OTHER STRUCTURES
The meeting structures described above each has their merits and their weaknesses some of which
are identified below:
1. Standing Committees
Committees comprised of some members of Council and citizen advisers can provide valuable
insight to Council. It does mean though that not all members of Council have the same
information and same level of understanding when they consider the business forwarded by
the committees. Committee of the Whole would be eliminated which would reduce the
number of opportunities for public engagement with all of Council. Depending on how many
standing committee were struck, members of Council may find themselves attending more,
rather than less, meetings. These committees will also require additional technical and
administrative support. As a result, a change to standing committees is not recommended.
5
2. Closed Council
Scheduling Closed with regular evening Council meetings would not have a significant impact
on staff. Senior staff are already required to be in attendance in the evening. If staff who do
not normally attend Council are required to be at an evening closed meeting, there may be
overtime implications. Scheduling Closed meetings prior to the Tuesday night Council meeting
could be considered, however, the recommendation is to continue to hold Closed meetings on
Mondays either after Committee of the Whole or Council Workshop.
3. Use of Consent Agenda
A consent agenda quickly processes non-controversial items by placing them in a list to be
adopted all at once. Examples of items include minutes, final approval of proposals or reports
that Council has been dealing with for some time and all members are familiar with the
implications, appointments to committees, reports provided for information only and
correspondence requiring no discussion. Prior to dealing with the items under a consent
agenda, the Chair asks members if there are any items they wish to be removed and
discussed individually. Once removed, the Chair decides whether to take up the matter
immediately or place it later on the agenda.
Incorporating consent agendas into meeting agendas is recommended.
4. Council in Committee/Committee of the Whole
This form of meeting exists in many communities and under different names. It is generally
used as a forum for receiving public input and for discussing issues prior to voting. Used
effectively, it can create efficiencies for Council. It can also become a duplication of effort if
not used effectively. A predictable schedule for this form of meeting is important for the
public. The introduction of a consent agenda at the Council meeting would reduce the number
of agenda items at Committee of the Whole as would directing items that do not require a
presentation directly to the Council agenda.
The recommendation is to retain Committee of the Whole for items, such as land use
applications, that require presentation or lengthy discussion prior to voting at Council. It is
also recommended that Council delegate land use and heritage conservation powers to
Committee of the Whole as provided for in the Local Government Act. Examples include
development permits, some temporary use permits, latecomers and excess and extended
services agreements, and heritage alteration permits. All readings and final adoption of
bylaws must be done by Council at a Council meeting.
Capturing all land use matters into one meeting, Regular Council – Land Use, where Council
can receive presentations from staff and applicants and make decisions on the matter could
create efficiencies. Planning staff would only be required to attend one meeting rather than
two and if the meeting is scheduled during the day no overtime will be required. The
processing time of development applications would be expedited. This would reduce public
participation in the process. Currently the public can engage with Council early in the process
at Committee of the Whole and at Council. Consultation with the development community and
with the public is recommended before consideration is given to introducing this form of
meeting which would potentially replace Committee of the Whole.
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5. Public Hearings
Holding Public Hearings as part of a Council meeting and voting on bylaw readings on the
same night shortens the application process and reduces the number of days in the month
when Council and staff attend meetings. It does not allow time though for Council to receive
additional information from staff in response to questions and concerns raised by the public
at the hearing. The public may feel that their participation has not been adequately heard by
Council when a decision is made immediately following the hearing. This is why moving Public
Hearings to be part of a Council meeting is not recommended.
E. CONCLUSION
Staff recommends that to achieve the efficiencies being sought by Council, and to facilitate
public engagement in an open and transparent manner, that the following changes be
implemented.
1. Modify order and start time of meetings
Committee of the Whole first and third Monday at 10:00 a.m.
Council Workshop three Mondays a month at 1:00 p.m.
Closed following Council Workshop or Committee of the Whole
Council second and fourth Tuesday at 7:00 p.m.
Public Hearing third Tuesday at 7:00 p.m.
Applicants may see the earlier start time of Committee of the Whole as a customer service
improvement. Opportunities for public participation with all of Council would remain the
same - delegations and community forum at Committee of the Whole and delegations and
question period at Council.
2. Include Consent Agendas
Adding consent agendas will create efficiencies at meetings of Council by processing non-
controversial items in one bundle. The opportunity remains for individual items to be
removed from the consent agenda if a member of Council is in a position of conflict of
interest for that item or if there is a desire for discussion of the item.
3. Delegate Powers to Committee of the Whole
The Local Government Act allows for some land use and heritage conservation powers to be
delegated. Enacting a bylaw that delegates these powers to Committee of the Whole will
enable those matters to be dealt with at that meeting and there will be no need to forward
those items to a Council meeting. All readings and final adoption of bylaws must be done by
Council at a Council meeting.
4. Review Changes in Six Months
The above noted changes could be put into effect in July. Prior to adopting the 2017
meeting schedule, Council should review the changes to identify if they have resulted in more
efficient meetings. If not, Council can consider the other options proposed in this report.
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5. Further Investigate Regular Council – Land Use
Staff will consult with the development community and the public, and report back to
Council, on the potential to replace Committee of the Whole with a Council meeting that
considers only items related to land use e.g. Official Community Plan amendments, rezoning
applications, development permits, development variance permits.
“Original signed by Ceri Marlo”
_____________________________________
Prepared by: Ceri Marlo, C.M.C.
Manager of Legislative Services and Emergency Program
“Original signed by Paul Gill”
_______________________________________
Approved by: Paul Gill, B.B.A, C.G.A, F.R.M
General Manager: Corporate & Financial Services
“Original signed by E.C. Swabey”
_______________________________________________
Concurrence: E.C. Swabey
Chief Administrative Officer
:cm
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City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: May 16, 2016
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: City Lands – Expression of Interest
EXECUTIVE SUMMARY:
BC Housing has issued a call for Expressions of Interest (EOI) to partner with municipalities, non-
profit housing providers, community groups and the private sector to facilitate the creation of
affordable rental housing for low-to-moderate income households. The funding for the Provincial
Investment in Affordable Housing (PIAH) program marks the largest single investment in affordable
housing in the province’s history. This $355 million dollar investment will be distributed over a five-
year period.
Proposals are being sought from communities across BC with the goal of creating 2,000 additional
rental units. One of the criteria for the project is the impact the project will have in reducing the
community’s affordable rental housing need. The City of Maple Ridge has a demonstrated need for
affordable rental housing as identified in the Housing Action Plan. The Implementation Strategy
approved by Council identified that both the creation of new rental opportunities and
seniors, supportive and special needs housing were short term actions to be addressed in 2016.
The date for submission of the EOI for the 2016 funding package is June 15, 2016. However, the
federal government has also announced a number of funding opportunities through the Canada
Mortgage and Housing Corporation (CMHC). Municipalities should be poised and ready to partner
with non-profit housing providers, the province and the federal government to achieve affordable
housing goals. Identifying or purchasing land that would support the achievement of these goals is
crucial.
RECOMMENDATION:
That staff be directed to review available municipal properties or potential properties for purchase
that could be used in partnership with BC Housing and the non-profit housing sector for the
provision of affordable housing.
DISCUSSION:
a) Background Context:
The City of Maple Ridge has a significant need for affordable rental housing. This need was
identified in the Housing Action Plan. On September 15, 2015 Council approved the
implementation strategy associated with the plan. The plan identifies a number of specific
5.5
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actions aimed to increase affordable housing including financial measures like leasing land or
acquiring properties for housing purposes. The plan also identifies a number of additional
actions such as introducing a community amenity policy for affordable housing, the
establishment of a housing reserve fund and using financial incentives to support housing goals.
The Implementation Strategy approved by Council identified that both the creation of new rental
opportunities and seniors, supportive and special needs housing were short term actions to be
addressed in 2016. The planning department will be bringing a scoping report to Council in June
related to these strategies. The date for submission of the EOI is June 15 thus requiring a more
urgent response and review of current municipally owned properties.
Housing and access to transit continue to be key issues for citizens across the region. Renter
households are more significantly impacted by the housing cost and transportation burden.
According to the 2016 Metro Vancouver Housing Data, the City of Maple Ridge has 5,450
citizens in the rental market, 37% of these individuals have incomes under $30,000 per year
with an additional 19% of those renters considered to have a moderate income between $30-
$60,000. 41.2 % of households in the rental market live in core housing need which means that
they spend more than 30% of their income on housing. In the City of Maple Ridge, 15.81% of
these households spend more than half of their income on rent. Core housing need is a
significant factor in a household’s ability to maintain housing.
Seniors and families who access BC Housing’s rental assistance programs like Shelter
Assistance for Elderly Renters (SAFER) and Rental Assistance Program (RAP) will be able to use
these subsidies in the affordable rental housing projects created through the PIAH program.
Approximately 400 renter households in Maple Ridge access these rental subsidy programs.
The overall lack of purpose built rental stock decreases choice for renter households and creates
barriers for individuals who may have multiple challenges in finding appropriate housing. The
numbers of purpose built apartment rental housing units accounts for approximately a quarter of
the rental stock. Some of these rental units are in older buildings that are likely to require
substantive upgrades or renovations in the near future. Investing in the creation of new purpose
built rental stock will provide a greater choice for renter households in the community. Increasing
affordable and adaptive rental units will also assist in meeting the needs of low income families,
individuals and seniors.
Rental Housing Type Maple Ridge Total
Rental Housing 5,455
Purpose Built Apartment Rental Housing 1,475
Social Housing Units 517
Waitlist for Social Housing 227
Potential Sites
Staff identified a variety of both city-owned and privately-owned properties that would potentially
be appropriate for development. The review was limited in geographic scope from 207 Street on
the west, 232 Street on the east 124 Avenue to the north and River Road/Haney Bypass to the
3
south. Of note, the city owns very few properties in this area that are not currently committed to
major infrastructure projects, public parking lots, parks-related projects or environmental
conservancy. In all, there are only 3 properties that the City owns that are essentially
unencumbered from any infrastructure or use commitments. These are identified in the
following table.
City-Owned Properties (without encumbrances)
Address Size Zoning OCP Current Status
12117 - 223 St 624 m2 RS-1 Single Family Rental
12127 - 223 St 624 m2 RS-1 Single Family Vacant
12072 Garden St 436 m2 RS-1 Ground Oriented
Multi-Family
Vacant
There are number of privately-owned properties that staff believe would potentially be
appropriate for the development of affordable housing. These properties are in the same
geographic area as described above.
b) Desired Outcome:
That affordable rental housing units be increased in the City of Maple Ridge and that the City
work with BC Housing to address this significant need in the community.
c) Strategic Alignment:
This aligns with the Housing Action Plan Implementation Strategy adopted by Council and with
the research gathered through the work of the Maple Ridge Resilience Initiative.
d) Citizen/Customer Implications:
Increasing access to affordable rental housing will provide housing options for low- to -moderate
income citizens thus decreasing the numbers of individuals who are homeless or at risk of
homelessness.
e) Interdepartmental Implications:
A number of departments will need to work together to increase affordable rental housing units
including Planning, Community Services, Property Management, Finance and Buildings and
Bylaws.
f) Business Plan/Financial Implications:
There will be a financial implication for the City to donate or purchase land for the purpose of the
provision of housing.
CONCLUSIONS:
The need for additional affordable rental housing has been clearly identified. The growing housing
crisis is being felt across most urban areas in the nation. The province is making a significant
investment to increase affordable rental housing units and is inviting partnerships from
municipalities across BC. The need to be poised for federal and provincial funding opportunities is
imperative.
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“Original signed by Shawn Matthewson”
Prepared by: Shawn Matthewson, Social Planning Analyst
“Original signed by Christine Carter”
Reviewed by: Christine Carter, Director of Planning
“Original signed by Kelly Swift”
Approved by: Kelly Swift, General Manager
Community Development, Parks and Recreation Services
“Original signed by Frank Quinn for”
Concurrence: E.C. Swabey
Chief Administrative Officer
:sm