HomeMy WebLinkAbout2016-10-24 Council Workshop Agenda and Reports.pdfCity of Maple Ridge
1.ADOPTION OF THE AGENDA
2.MINUTES
3.PRESENTATIONS AT THE REQUEST OF COUNCIL
4.MAYOR AND COUNCILLORS’ REPORTS
5.UNFINISHED AND NEW BUSINESS
5.1 City Lines of Insurance
Presentation by the Municipal Insurance Association
•Tom Barnes, Chief Executive Officer
Staff report dated October 24, 2016 providing information on the lines of
insurance purchased by the City of Maple Ridge.
COUNCIL WORKSHOP AGENDA
October 24, 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
October 24, 2016
Closed Council following Workshop
October 25, 2016
Council Meeting 7:00 p.m.
Council Workshop
October 24, 2016
Page 2 of 5
5.2 Auxiliary Constable Program
Staff report dated October 24, 2016 recommending that Option 3 (Tiered
Program) for the RCMP Auxiliary Constable Program be supported.
5.3 Council Policy 6.21 – Development Sign Policy Review
Staff report dated October 24, 2016 recommending draft Council Policy 6.21 –
Development Sign Policy be received and be forwarded to the Development
Liaison Committee for review by the Urban Development Institute (UDI) and the
Greater Vancouver Homebuilders’ Association (GVHBA).
5.4 Housing Action Plan Implementation – Incentives for Rental Housing Options
Staff report dated October 24, 2016 recommending reports to be prepared on
incentives for rental housing as part of the Planning Department’s 2017 work
program.
5.5 Youth Strategy Draft Report
Staff report dated October 24, 2016 recommending that the Youth Strategy be
endorsed and that staff be directed to provide a report which includes a multi-year
implementation plan.
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 Metro Vancouver, Consideration of the Five-Year Review of Metro Vancouver
2040: Shaping our Future, the Regional Growth Strategy
Letter dated August 11, 2016 from Greg Moore, Chair, Metro Vancouver Board,
seeking comments from affected local governments on the need for, and scope of,
a review of Metro 2040.
E-mail dated September 20, 2016 from Donna Davis, Parks, Planning and
Environmental Department, Metro Vancouver extending the deadline for
submissions on the need for, and scope of, a review of Metro 2040 to October 26,
2016.
Council Workshop
October 24, 2016
Page 3 of 5
6.2 Upcoming Events
October 27, 2016
11:30 a.m.
2016 Business Excellence Awards Nominees Luncheon – Pitt
Meadows Golf Club
Organizer: Chamber of Commerce
November 5, 2016
2:00 p.m.
Diwali Festival of Lights – Maple Ridge Library
Organizer: Fraser Valley Regional Library
November 11, 2016
10:45 a.m.
Remembrance Day Service – Memorial Peace Park
Organizer: The Royal Canadian Legion
November 25, 2016
1:00 p.m.
Opening of Blue Mountain Early Years Centre – Blue Mountain
Elementary School
Organizer: Ridge Meadows Early Childhood Development
Committee and School District No.42
December 8, 2016
6:00 p.m.
23rd Annual Labour Appreciation Night – Hilton Vancouver
Metrotown
Organizer: United Way of the Lower Mainland
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. NOTICE OF CLOSED COUNCIL MEETING
THAT the Council meeting immediately following this meeting be closed to the
public pursuant to Section 90(1)(e) and 90 (2) of the Community Charter as the
subject matter being considered relates to the following:
1. The acquisition of land or improvements of which council considers that
disclosure might reasonably be expected to harm the interests of the
municipality; and
Council Workshop
October 24, 2016
Page 4 of 5
2. Any other matter that may be brought before the Council that meets the
requirements for a meeting closed to the public pursuant to Sections 90 (1)
and 90 (2) of the Community Charter or Freedom of Information and
Protection of Privacy Act.
9. ADJOURNMENT
Checked by: ___________
Date: _________________
Council Workshop
October 24, 2016
Page 5 of 5
Rules for Holding a Closed Meeting
Section 90(1) 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 receipt 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.
Section 90(2) A part of a council meeting must be closed to the public if the subject matter being considered
relates to one or more of the following:
(a) a request under the Freedom of Information and Protection of Privacy Act , if the council is designated as head
of the local public body for the purposes of that Act in relation to the matter;
(b) the consideration of information received and held in confidence relating to negotiations between the
municipality and a provincial government or the federal government or both, or between a provincial
government or the federal government or both and a third party;
(c) a matter that is being investigated under the Ombudsperson Act of which the municipality has been notified
under section 14 [Ombudsperson to notify authority] of that Act;
(d) a matter that, under another enactment, is such that the public must be excluded from the meeting;
(e) a review of a proposed final performance audit report for the purpose of providing comments to the auditor
general on the proposed report under section 23 (2) of the Auditor General for Local Government Act .
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: Workshop
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: October 24, 2016
SUBJECT: City Lines of Insurance
EXECUTIVE SUMMARY:
The City of Maple Ridge purchases several lines of insurance including liability, property and
specialty policies. These are typically purchased on an annual basis and serve to ensure that as a
tax-payer funded corporation, Maple Ridge has appropriate coverage and protection.
For the 2016 insurance year, Maple Ridge purchased both of its liability and property insurance
through the Municipal Insurance Association of British Columbia (MIABC). MIABC is a member-
owned and operated risk pool which the City of Maple Ridge is a member. The City has purchased its
liability coverage from MIABC since its (MIABC’s) inception and in 2015 switched from a broker-
sourced property insurance policy to a MIABC policy which offered virtually identical coverage at a
significant cost reduction. Staff expects to have updated 2017 policy and costing information for
Council’s consideration for approval in the coming weeks.
RECOMMENDATION(S):
Receive for information only
DISCUSSION:
a)Background Context:
In most cases, cities and municipalities are similar to any other commercial insureds. They have
many of the same liability, procurement, claim, and coverage problems encountered by typical
businesses. That said a municipality also has a significant duty to protect the financial interests
of its taxpayers. While elected officials and municipal staff alike have been entrusted with the
stewardship of civic affairs, they also need to operate within a budget while balancing the
pressures arising from issues such as public safety, civic pride, environmental concerns,
personnel management, business development opportunities within the community, adequate
staffing, and other constituents’ concerns.
While in BC (and Canada) there are various legislative powers and various Acts that give
municipalities some insulation and protection from certain claims and actions, they (the
municipalities) typically purchase insurance policies to help manage against the potential for
large losses.
5.1
Typically, the insurance coverages that the City of Maple Ridge purchases are applied to two
primary categories, liability and property. These policies are typically negotiated and coordinated
by the City’s risk manager and presented to Council for approval in mid to late November.
Liability Insurance
Liability coverage is typically designed to provide stable rates, broad coverage, and risk
management education options to assist municipalities in preventing claims. The City’s Liability
Protection Agreement is broken down into three coverage categories which are detailed as
follows:
• Coverage A: Occurrence Basis
o Includes bodily injury, personal Injury, and property damage
o Limit of Liability: $35,000,000 per occurrence.
• Coverage B: Claims Made Basis
o Includes errors & omissions
o Limit of Liability: $35,000,000 per occurrence.
• Coverage C: Supplementary Payments
o Includes such things as defence and other costs
The liability coverage that the City purchases is subject to a $50,000 deductible and guards
against general liability, errors & omissions, environmental liability and non-owned automobile
claims. The MIABC policy is cost-effective and City staff typically take full advantage of the risk
reduction and risk management programs offered by the insurer, which deliver even greater
value. The City’s liability policy covers elected officials; staff and volunteers (including volunteer
firefighters); building inspectors; societies created by Council; and associate members.
Municipal liability insurance policies typically protect and support both individuals and
organizations against applicable legislation and legal doctrines contained within the law of
negligence, which can include joint and several liability, contract law, statute law, the Municipal
Act, the Community Charter, the Occupiers’ Liability Act, the Occupational Health & Safety Act
and various environmental protection acts.
Specialty insurance that the City contracts for covers both Mayor and Council for accident and
travel risks, as well as volunteer firefighters, contract employees and volunteers of the City’s
RCMP Victim Services. This specialized coverage is purchased through Apri Insurance Services
on an annual basis.
Property Insurance
Property coverage for the City covers facilities, contents and certain infrastructure such as pump
stations and reservoirs against such things as fire, floods, earthquakes, loss of business income,
and crime. Under a separate asset policy, items such as boilers, mechanical, electronic,
pressurized and electrical equipment are insured against damage from water, contamination,
hazardous substances, spoilage and errors and omissions and other perils.
In general, a typical municipality will have a number of infrastructure items excluded from its
property insurance policies. These are typically wear-related items such as roads, bridges and
sewer and sanitary pipes. As these items are typically monitored and regularly maintained by the
municipality’s operations departments, they are generally kept in good repair and any potential
failures are known and proactively addressed.
Though 2015, Maple Ridge had engaged the services of an insurance broker (Willis Canada) who
was responsible for sourcing and negotiating the most cost-effective and comprehensive
property insurance policy for the City. With MIABC having voted in favor of creating a second risk
pool to offer municipal property insurance in 2013, Maple Ridge accepted proposals from both
Willis and MIABC for 2016 and compared both the coverage levels and pricing models and
recommended to Council to accept the MIABC proposal, which offered virtually identical
coverage as proposed by Willis but at a significant cost savings to the City. For the 2016
insurance year, the City’s assets (property) were valued at just under $227,000,000.00.
Lastly, the City’s fleet of over 165, licensed vehicles is insured by ICBC through a fleet insurance
policy which is managed through the City’s operations department. The fleet insurance policy is
managed by a broker agency (Hub Insurance), who in turn, was sourced through a public
tendering process (an RFP), that went into effect in 2013 and concludes in December 2017.
b) Business Plan/Financial Implications:
Collectively the property, liability and specialty insurance policies that the City negotiates typically
come at a cost of between $500,000.00 and $600,000.00 per annum. The switch from a
broker-sourced property insurance policy to MIABC resulted in reduction of approximately
$20,000.00. City staff is currently in discussions with MIABC with respect to its 2017 policies
and expects to return to Council for consideration for approval of this expenditure in the coming
weeks.
CONCLUSIONS:
While it is generally acknowledged that the best way to keep total insurance costs low is by
preventing claims before they happen, having a comprehensive and cost-effective insurance
program in place affords City staff and elected officials the opportunity to undertake their day-to-day
business with an increased level of stability and confidence. Though investments in both risk
reduction and risk management programs and property and liability insurance policies that cover a
full range of potential risks, Maple Ridge is well prepared in this regard.
“Original signed by Darrell Denton”
Prepared by: Darrell Denton
Property & Risk Manager
“Original signed by Laurie Darcus”
Approved by: Laurie Darcus
Manager of Legislative Services
“Original signed by Paul Gill”
Approved by: Paul Gill
General Manager – Corporate and Financial Services
“Original signed by E.C. Swabey”_________________
Concurrence: E.C. Swabey
Chief Administrative Officer
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City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: October 24, 2016
and Members of Council
FROM: Chief Administrative Officer MEETING: Council Workshop
SUBJECT: Auxiliary Constable Program
EXECUTIVE SUMMARY:
In January 2016, RCMP Headquarters (Ottawa) directed changes to the auxiliary program. These
changes were in response to shooting events that took place in 2014 and 2015 where unarmed
constables were shot.
Local governments were sympathetic to the events that took place. They were, however, of the
opinion that the proposed changes would undermine the value of the auxiliary program. This position
was conveyed to RCMP Headquarters by the Union of BC Municipalities, working through the RCMP
Contract Management Committee (CMC).
The RCMP have now come up with three options regarding the future of the auxiliary program and
UBCM is seeking input on them.
Staff recommend that Council support Option 3 which would allow for a tiered approach to the
program. Each tier will have specific training and experience requirements.
RECOMMENDATION(S):
That Council support Option 3 (Tiered Program) for the RCMP Auxiliary Constable Program.
DISCUSSION:
Shooting events targeting unarmed constables took place in 2014 and 2015. Following these
events, the RCMP conducted a review of the Auxiliary Constable Program and changes were
announced in January 2016. These changes included the discontinuance of ride-alongs and
firearms familiarization training. As well, consideration was being given to changing the uniform so
that it no longer looked like the uniform worn by police officers.
Local governments were of the view that these changes would take away from the effectiveness of
the program. This position was conveyed to the RCMP through the CMC. The RCMP have now come
up with three options and UBCM is seeking input on them.
The options are explained in the attachment from UBCM and are briefly discussed here:
5.2
2 | Page
1. Option 1 (Status Quo) - This option would essentially accept the changes that were
proposed by the RCMP in January 2016
2. Option 2 (Community Corps Program) - This would further dilute the duties of those in
the program.
3. Option 3 (Tiered Program) - This option would allow for a range of duties to
be performed, based on the training and experience of the participants.
CONCLUSION:
Option 3 allows for the development of a program suited to our needs. Each tier will have specific
requirements for training and experience. We currently have 15 auxiliary constables providing
valuable service and Option 3 will allow us to use them most effectively.
UBCM is seeking this input from local governments and the results will be conveyed to the RCMP.
“Original signed by Paul Gill”_______________________
Prepared by: Paul Gill, BBA, CPA, CGA
General Manager, Corporate & Financial Services
“Original signed by Ted Swabey”____________________
Concurrence: Ted Swabey
Chief Administrative Officer
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: October 24, 2016
and Members of Council FILE NO: 2016-389-CP
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Council Policy 6.21 – Development Sign Policy Review
EXECUTIVE SUMMARY:
This report summarizes proposed revisions to Council Policy 6.21 – Development Sign Policy. The
revisions proposed are to address the recommendations of the Mayor’s Open Government Task
Force and to improve how development applications are communicated and advertised to the public.
This review was identified in the Planning Department’s 2016 Business Plan.
A review of development notification signage throughout the Lower Mainland was conducted as part
of the policy analysis. This report includes a summary of current practices in the region and
identifies how Council’s Policy 6.21 compares to existing practices of others. The proposed revisions
include:
Increasing the duration of sign posting;
Building in flexibility for the Director of Planning to require additional signs depending on land
size and geometry;
Including a subdivision layout or building rendering on the sign prior to Public Hearing;
Removing technical jargon and using easily understood language;
Adding colour for visual interest;
Adding email contact information, with opportunities to direct residents to a future
development application landing page (ex: www.mapleridge/dev); and
Adding Land Use Contract Amendments and Discharges to list of applications requiring a
development sign, and Director of Planning discretion for all other applications as necessary.
RECOMMENDATION:
That the attached draft Council Policy 6.21 – Development Sign Policy, dated October 24, 2016 be
received as information and be forwarded to the Development Liaison Committee for review by the
Urban Development Institute (UDI) and the Greater Vancouver Homebuilders’ Association (GVHBA).
DISCUSSION:
a)Background Context:
Council Policy 6.21 – Development Sign Policy was adopted in September 2012 and was intended to
provide guidelines on the format and content of development notification signs in Maple Ridge. The
policy requires that development signs are posted on each road frontage for a parcel of land that is
under a Rezoning, Official Community Plan (OCP) amendment, or Heritage Revitalization Agreements
in Maple Ridge. The purpose of the development sign is to:
notify the surrounding neighbourhood that an application has been made;
5.3
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provide basic details regarding the proposal, including whom to contact for more information;
and
advertise the Development Information Meeting, if required, and Public Hearing date, time
and location.
Previous revisions to Council Policy 6.21 were made in September 2012. The purpose of the
revisions was to reflect changes in the timing of rezoning first reading consideration and a file
numbering convention; as well as to provide signage requirements for Heritage Alteration Permits.
Local Government Act Requirements:
The posting of development signs is not a requirement of Part 14 of the Local Government Act (LGA).
While the LGA outlines requirements for mail and newspaper notification of Public Hea rings, Land
Use Contract amendments or discharges, and Development Variance Permits, there are no
requirements to post a sign on the affected land. Although Council does not require the posting of
development signs, language in Section 468 of the LGA provides details should a municipality wish
to post Public Hearing notification on subject lands. Section 468 specifies the size, form and
content of the notice; as well as the manner in which and the locations where the sign must be
posted.
b) Open Government Task Force Recommendations:
In January 2015, the Mayor’s Open Government Task Force (MOGTF) was established to increase
citizens’ access to information; increase citizen participation, engagement, and collaboration in
community issues; and to increase transparency and accountability of actions. The Citizens’
Representative Working Group was established in February 2015 and the group prepared the Open
Government Report and Recommendations, dated October 8, 2015. The report included fifty-eight
recommendations organized in seven categories. The recommendations relating to development
signs are enclosed as Appendix A of this report. Four foundational elements were further
recommended to achieve the Open Government Task Force objectives. Of these elements, two
relate to improved development signs:
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 (applies to
recommendation 23); and
2. 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 (applies
to recommendations 20, 24-28).
The following Task Force report excerpts convey the concerns as they relate to development signs:
Residents frustrated by a lack of easily understood and accessible information regarding the
development process.
Development application signs are difficult for residents to interpret and understand the actual
benefit or consequences to their property, neighbourhood and community.
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.
Sign placement is left up to the applicant (whose primary interest is not necessarily to
encourage feedback from local residents)
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It is important to note that development signs are one component of notification tools that the City
uses to provide information to the public. In addition to the review of the Development Sign Policy
6.21, the Development Information Meeting Policy was recently reviewed to increase the mail-out
distance and to broaden the range of applications that are required to hold an information meeting.
Additionally, the Information Services Department is in the process of creating a tool on the City
website that will increase the amount of detailed information regarding development applications,
and will create better links between related items for ease of reference by the public.
c) Current Practice:
This section outlines how the existing Council policy is implemented in the Planning Department.
Upon receipt of a Rezoning, OCP amendment, or Heritage Revitalization Agreements, the applicant is
provided an acknowledgment letter stating the City file reference number and the development sign
requirements. The applicant is responsible for contacting a sign company and providing them with
the specifications and information to be included outlined in the sign policy. Staff encourage the
applicant to provide an electronic sign proof, to ensure that the policy requirements are met, and
that the information on the sign is correct. At this time, staff also discuss with the applicant the
number of necessary signs and their appropriate placement on the site. The current Council policy
stipulates that a sign is required for each road frontage. This means that one property under
application on a corner is required to have two signs, regardless of the length of the property line (i.e
a corner lot with two 30 metre frontages would have the same number of signs as a corner lot with
180 m and 15 m long property lines). Additionally, the number of signs is not tied to the number of
properties under application. Three parcels under application would have the same required
number of signs, provided they had the same number of road frontages.
Following preparation of the development sign(s), the applicant is responsible for installing the
sign(s) on the property under application in a safe and secure manner. A photo confirming the
sign(s) is then sent to the Planning Department to determine the appropriate Council meeting date .
The sign(s) must be installed no less than 10 calendar days prior to consideration at Committee of
the Whole. This provides time for residents to view the sign and contact the applicant and City as
needed to obtain more information. After initial sign installation, the applicant is also required to
install two separate decals advertising the Development Information Meeting (if required) and the
Public Hearing dates. A photograph confirming installation of decals must also be provided to staff
to confirm that the notification period has been satisfied.
Failure to install the sign or maintain it up until third reading can result in the need to hold an
additional Development Information Meeting or Public Hearing. Over the duration of the application,
if the sign is damaged, removed, or tampered with and the Planning Department is made aware of
the problem, the applicant is responsible for replacing or repairing the sign(s) as necessary.
d) Regional Comparison and Policy Analysis:
A total of 20 municipal websites were reviewed, or the respective Planning Departments contacted
regarding development sign requirements. Appendix B contains a comparison tables of the 15
municipalities that either responded or had information posted on their website regarding 10
analysis items. The majority of the municipalities (13) are located in the Metro Vancouver region;
however, the jurisdictions of Abbotsford, Mission, Nanaimo and Pemberton were also included in the
survey, as the Mayor’s Open Government Task Force expressly identified best practices in the latter
two communities. Three municipalities did not respond, and the relevant information was not found
on their community’s website. The City of Coquitlam does not require a development sign and was
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not included in the comparison chart. The 10 analysis points captured for each municipality can be
organized into three categories: regulation, information, and appearance.
Regulation
Type of regulation
Applications requiring a sign
Wording choice
Removal timeline
Appearance
Sign and text dimensions
Sign and text background colour
Use of municipal logo
Included Information
Contact information
Public Hearing and other meeting notification
Map and graphics
Summary and Comparison of Development Sign Regulations in Metro Vancouver
The City of Maple Ridge has a Council Policy that guides the format and requirements for
development signs. The current policy requires a development sign for Rezoning, OCP amendments,
and Heritage Alteration Permits. The sign states the current and proposed zone, the number of lots
or units proposed and their size, as well as contact information. The sign is required to be removed
30 days after Public Hearing.
Type of Regulation:
Of the 15 municipalities that had development sign requirements available on their website, or who
provided information through an email request, 14 had some sort of development sign requirements
and one municipality had a Public Hearing notification sign requirement only. The regulation for
development signs in the region ranged from a handout to a formalized Council policy or bylaw, such
as the Development Procedures Bylaw.
Applications Requiring a Sign:
At a minimum, development signs are typically required for rezoning application in municipalities
such as New Westminster and Port Moody, although generally municipalities require the installation
of a sign for any development application that requires a Public Hearing process such as OCP
amendments, Heritage Revitalization Agreements, and Amending or Discharging to Land Use
Contracts. The cities of Surrey and White Rock require development signs for the broadest range of
development applications including Subdivisions, Temporary Use Permits, Phased Development
Agreements, Development Variance Permits, and Major or Minor Development Permits.
Municipalities such as Richmond, Port Coquitlam, the District of North Vancouver required signs for
Development Permits in addition to applications that require Public Hearings.
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Wording Choice:
Written information makes up the bulk of a development sign in the region. With the exception of
one municipality surveyed, exact wording is provided in a template format to ensure accurate and
consistent development notification for the public. Of the 14 municipalities that provided exact sign
wording, four municipalities did not use zoning terminology or short-hand (ex: General Industrial or
M-2). The omissions of technical terms, that mean little outside of the Planning Department, was
considered to result in text that was overall easier to understand for a member of the public.
Removal Timeline:
Most municipalities (10) specify a time frame for removal of the development sign(s) from the land
under development, although five municipalities did not specify any such timing. Similarly to Maple
Ridge, four municipalities stipulate removal of the sign after Public Hearing. The exact timing ranged
from 48 hours or two business days to 30 days following Public Hearing. On the other hand, four
municipalities required the sign to remain until final Council approvals were granted, or the
application was rejected. Again, the exact timing ranged between 10 to 30 days following adoption.
Summary and Comparison of Development Sign Appearance in Metro Vancouver
In Maple Ridge, Council Policy outlines the colour and size of the sign and decals; the colour, size,
and font of the text; and the dimensions of the location map. The Maple Ridge logo is not included
on development signs.
Sign and Text Dimensions:
The appearance of development signs is closely guided by city regulation in many jurisdictions across
the region. Sample signs are often dictate the size, spacing, font, method of installation, and colours
used for development notification. Not all municipalities specify in their written document all of the
four items reviewed for appearance. Nine of the municipalities require a sign size of 1.2 m x 2.4 m
(4 ft x 8 ft), which is in line with Maple Ridge’s size requirement. The remaining municipalities had
smaller sign requirements.
Sign and Text Background Colour:
The range of sign background colours varies by jurisdiction. In eight of the municipalities, a white
background is standard with black or blue text. In only four of the municipalities, a coloured
background with white lettering is required for the development sign. Of these four municipalities,
three municipalities have a standardized background colour that applies to all application types;
however, in the City of Richmond, the background colour varies depending on the type of application.
Use of Municipal Logo:
Lastly, seven jurisdictions require a city logo to be included on the sign; although this is not required
currently in Maple Ridge.
Summary and Comparison of Development Sign Information in Metro Vancouver
Three items were surveyed regarding information that was or was not required to be included on the
development sign. In the City of Maple Ridge, the applicant’s name and phone number, as well as
the Planning Department’s phone number, are installed on the sign. A locational map is included
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showing the land under application and adjacent streets. Prior to a Development Information
Meeting or a Public Hearing for the development application, the applicant posts the date, time, and
location of the meetings on the development sign.
Contact Information:
Regarding contact information on the sign, similar to Maple Ridge, seven other municipalities
included the applicant’s name and phone number along with a city phone number. In comparison,
five municipalities only require one contact on the sign: either the municipality or the applicant’s.
The City of White Rock was the only municipality to include an email address on the sign. Three
municipalities did not specify contact information in their guidelines.
Public Hearing and Other Meeting Notification:
The final information element examined across the region was Public Hearing or other meeting
notification on the development sign. In total, there were four other municipalities along with Maple
Ridge that post the Public Hearing meeting information on the development sign. The City of
Coquitlam does not require development notification signs to be installed; however, the Clerks
Department does install a sign prior to Public Hearing advertising the date, time and location.
Map and Graphics:
The review of Metro Vancouver municipalities’ requirements indicated that ten other municipalities
also required a locational map, and two did not specify a map requirement in the city guidelines.
Two municipalities – the City of Vancouver and new Westminster, require both a locational map and
a building rendering, whereas the District of North Vancouver only requires a rendering.
e) Proposed Amendments:
Policy 6.21:
The scan of development sign requirements in the Metro Vancouver region indicated that Maple
Ridge’s policy is consistent with many other jurisdictions in terms of regulation, appearance, and
information. Several other jurisdictions have fewer specifications for development signs, small er
size requirements; and less meeting and contact information. The comparison of Maple Ridge’s
Development Sign Policy with regional examples suggests that the existing policy does not require a
complete overall; however, there are opportunities for improvements in light of the Mayor’s Open
Government Task Force recommendations.
Template:
There are several amendments proposed to Maple Ridge’s current template and Council Policy 6.21.
The current template and examples are proposed to be removed, to allow the template to be revised
by staff as needed. The proposed revisions are described below.
1. Increase the duration of sign posting.
Under the existing policy, the development sign(s) must be removed following Public Hearing. As an
application is still active following Public Hearing, maintaining the sign(s) until rejection or final
approval from Council will ensure notification over the life of the application.
- 7 -
2. Build in flexibility for the Director of Planning to require additional signs depending on land
size and geometry;
Concerns were raised through the Mayor’s Open Government Task Force about the location of
development signs. Although a sign is required for each road that the land fronts, the same number
of signs would be required for 30 metres or 100 metres of road frontage. In order to account for
large tracts of land with road frontage, developments including numerous properties, and irregularly
shaped land parcels, a provision is included in the draft policy that allows the Director of Planning to
require additional signs as needed. This is anticipated to provide better notification for applications
that meet the criteria described above.
3. Include a subdivision layout or building rendering on the sign prior to Public Hearing.
The current development sign predominantly uses text to relay information. Often times an image is
able to convey information better than text, so a proposed revision is to include an illustration of the
proposed development. For multi-family and non-residential development (commercial or industrial
development in the Urban Area Boundary), architectural plans include a 3-D image of the project is
required. Single family development does not require building elevations at the rezoning stage, but a
subdivision layout showing new roads and lot lines is required. Building renderings and subdivision
plans are received and reviewed following first reading, therefore it is recommended that once staff
have reviewed and approved an applicant’s plan, the applicant will be responsible for installing this
information, as applicable, on the development sign prior to consideration at Public Hearing. This
addition is anticipated to clarify the overall intention of the development proposal better than the
existing sign.
4. Remove technical jargon/zoning terminology and short hand and using easily understood
language.
An identified concern in the MOGTF recommendation was the wording used on the development
sign. To address this feedback, it is proposed that the reference to the current and proposed zones
by name or by short-hand be removed from the development sign, as they are technical terms that
are not easily recognized by the public. The sign would still indicate the type of development,
number of lots or units, and their proposed size.
5. Add email contact information with future opportunities to direct residents to a development
application landing page (ex: www.mapleridge/dev)
In order to improve communication between the public, the applicant, and the City, another
proposed amendment is to include email address information on the development sign. Electronic
communication is increasingly becoming the most common method of business communication, and
is advantageous over phone communication due to the written record of communication and ability
to communicate at any time.
A suggestion was received to include QR codes on development signs in Maple Ridge. The City of
Nanaimo has experience with using QR codes on their development signs; however at this point in
time they are the only jurisdiction with this requirement. In c onversation with the City of Nanaimo,
the use of QR codes is anticipated to be phased out as they are not being used by the public to
access information. As an alternative to QR codes, a proposed change to the development sign is to
provide a more detailed link to a central development application page on the website. Currently,
the main home page address is included on the sign. As the Information Technology Department
expands the development application data on the website, the development sign template could be
- 8 -
revised to provide a more detailed link that is easy to remember (ex: www.mapleridge.ca/dev). This
is the approach that other jurisdictions such as the City of Vancouver have taken with their
development sign revisions.
6. Revise Template
To make the signs more visually appealing, an updated template is proposed1. This new template
would incorporate colour accents, a building rendering or subdivision plan, more accessible language
and additional contact information. Although the recommendation for a coloured background was
put forward by the Mayor’s Open Government Task Force, in discussion with a local sign
manufacturer the reduced readability of white text on a coloured background was raised as a
concern. It is also recommended that the current red and blue decals be modified to increase the
readability of the meeting information provided on the decals. Rather than the entire decal having a
colour background, a blue colour border would be use to draw attention to the information, but the
text area would be white with black text.
The impact of these proposed changes on the cost of the sign was discussed with a local sign
company that prepares development signs on a regular basis. The addition of colour and a building
rendering or subdivision plan would have a small impact on the cost of the sign, resulting in a
nominal increase from approximately $400.00 to $420.00. The sign company did note that
production time would increase to produce a sign on a coloured background.
It is noted that the design of the development sign must be balanced with the amount of information
included on the sign. The goal of the revised template is to convey key application details to the
public clearly without detracting from the overall message.
7. Increase Applications Requiring a Development Sign
The final recommended policy change is to add Land Use Contract amendment and discharge
applications when a change to use or density is proposed to the list of applications that require a
development sign. As this application requires a Public Hearing under the LGA, the requirement to
post a development sign would be consistent with all permits requiring a Public Hearing. Additionally,
a statement allowing the Director of Planning to require the posting of development signs for other
applications not listed in the policy was also added. This provides additional flexibility to require an
application such as a major development permit or building permit on an appropriately zoned site to
post development signs.
f) Interdepartmental Implications:
Development signs are one of several forms of public notification regarding development
applications in Maple Ridge. Several departments in addition to the Planning Department play a role
in the notification process including the Clerks, Communications, and Information Technology
Departments. The proposed revisions to the Council Policy 6.21 – Development Sign Policy have
been made in conjunction with Communications staff.
1 At the time of report deadline, the template was in the process of being finalized. A draft template will be
presented on October 24, 2016 Workshop.
- 9 -
CONCLUSION:
The posting of development signs exceeds the LGA requirements for public notification; however,
almost all municipalities in the Metro Vancouver require this type of signage through policy or bylaw.
A comparison of development notification signage throughout the Lower Mainland was conducted as
part of the review process of Maple Ridge’s Council Policy 6.21 – Development Sign Policy. The
result of the regional scan was that Maple Ridge has similar, if not greater, development sign
requirements to other municipalities in Metro Vancouver.
This report summarized proposed revisions to Council Policy 6.21 – Development Sign Policy. The
proposed revisions are consistent with practices used elsewhere, and use best practices from other
communities to build on the current Council policy for development signs. The revisions proposed
are to address the recommendations of the Mayor’s Open Government Task Force , and to improve
how development applications are communicated and advertised to the public.
The majority of changes are not to the policy itself, rather the sign specifications have been
improved. The policy is changing to provide greater flexibility including the number of signs and
applications requiring a sign. The sign specifications are being changed to be more identifiable,
convey information more clearly in an accessible way, and illustrate the process better.
The proposed revisions include:
Increasing the duration of sign posting;
Building in flexibility for the Director of Planning to require additional signs depending on land
size and geometry;
Including a subdivision layout or building rendering on the sign prior to Public Hearing;
Removing technical jargon and using easily understood language;
New sign layout template to improve the sign’s visual interest;
Addition of email contact information in addition to phone numbers, with opportunities to
direct residents to a more direct development application webpage (ex:
www.mapleridge/dev); and
Adding Land Use Contract Amendments and Discharge to list of applications requiring a
development sign.
- 10 -
It is recommended that the draft Council Policy 6.21 – Development Sign Policy dated October 24,
2016, be received for information and forwarded to the Development Liaison Committee for
comment.
“Original signed by Amelia Bowden”
_______________________________________________
Prepared by: Amelia Bowden, M.URB
Planner 1
“Original signed by Christine Carter”
_______________________________________________
Approved by: Christine Carter, M.PL, MCIP, RPP
Director of Planning
“Original signed by Frank Quinn”
_______________________________________________
Approved by: Frank Quinn, MBA, P. Eng
GM: Public Works & Development Services
“Original signed by E.C. Swabey”
_______________________________________________
Concurrence: E.C. Swabey
Chief Administrative Officer
The following appendices are attached hereto:
Appendix A – Current Council Policy 6.21
Appendix B - Regional Comparison Summary Chart
Appendix C – Proposed Council Policy 6.21
Page 1 of 7 Policy 6.21
POLICY MANUAL
Title: DEVELOPMENT SIGN POLICY
Policy No : 6.21
Supersedes: Revised
Authority: Legislative Operational
Approval: Council CMT
General Manager
Effective Date: September 12, 2012
Review Date: 2013
That with respect to the posting of development signs, be it resolved that the policy take effect
when approved by Council.
1.This policy shall apply to all Official Community Plan, Rezoning, and Heritage Revitalization
Agreement development applications.
2.Development signs shall be placed to indicate to the general public the intent of a
development application and to indicate the property(ies) involved in an application.
3.The applicant shall be solely responsible for the preparation, placement, maintenance and
removal of the sign(s) and there shall be no cost to the municipality.
4.The sign(s) shall be placed on the site a minimum of 10 calendar days prior to
consideration of the application for First Reading at Committee of the Whole. Failure to
place the sign at the property will prevent further processing of the application. A photo of
the sign on the property must be provided prior to consideration of the application for First
Reading at Committee of the Whole.
5.The following information shall be added to the development sign only when required:
Notification of a Development Information Meeting (D.I.M.) must be placed on the
site a minimum of 10 calendar days prior to the Development Information
Meeting. Failure to place the sign at the property 10 days prior to the scheduled
Development Information Meeting will invalidate the Development Information
Meeting and another meeting will be required.
Notification of a Public Hearing (P.H.) must be placed on the site a minimum of 10
and no more than 20 calendar days prior to the Public Hearing. Failure to place the
sign at the property 10 days prior to the scheduled Public Hearing will result in the
application being withdrawn from the agenda of that Public Hearing.
6.The sign(s) shall be placed in a prominent location on the site, shall be clearly visible and
shall not be obscured. Where a site abuts more than one road, one sign for each road
frontage may be required. The sign shall not obstruct visibility for vehicle traffic.
APPENDIX A
Current sign policy
Page 2 of 7 Policy 6.21
7. The size, layout and arrangement of text on the sign(s) sha ll be in accordance with the
attached sketches. The overall dimensions of the sign shall be 1.2 m by 2.4 m (4 ft by 8
ft).
8. The content of the sign shall be subject to the approval of the municipality and shall
contain the following information:
a) The development application number;
b) The purpose of the application (e.g. single family lots, townhouses, commercial
units, or heritage revitalization);
c) A description of the development proposal:
i. For subdivision: Proposed number of lots, lot size range; or;
ii. For multi-family, commercial, or industrial: Proposed number of
units and total site area.
d) The date, place and time of the Development Information Meeting (if required);
e) The date, place and time of the Public Hearing;
f) An invitation to obtain information from the applicant and the Planning Department
with contact numbers and the District of Maple Ridge website;
g) Additional information as may be deemed necessary by the Director of Planning.
9. The sign(s) shall contain a 0.6 m by 0.6 m (2 ft by 2 ft) map showing the location of the
property involved in the application.
10. The sign shall be removed within 30 days following the Public Hearing or upon denial of
the application. The sign removal shall be solely the responsibility of the applicant.
11. The sign shall be maintained by the applicant and any required repair or replacement due
to damage, theft, or vandalism shall be solely the responsibility of the applicant.
Purpose:
To ensure proper notification to the public of proposed development changes in their community.
Definitions:
Page 3 of 7 Policy 6.21
Key Areas of Responsibility
Action to Take
Development application received
Applicant is provided a copy of the Development Sign
Policy 6.21
Correspondence sent to applicant requesting draft of sign
for review and approval
Applicant submits proof of sign installation for file record
Application forwarded to Committee of the Whole for First
Reading
Applicant submits proof of Development Information
Meeting notification decal submitted to the Planning
Department (if required)
Applicant submits proof of Public Hearing notification
decal submitted to Planning Department
Applicant confirms sign removed after Public Hearing
Responsibility
Planning Development
Services Technician or
Planning Technician/
Planner
Planning
Technician/Planner
Planning
Technician/Planner
Planning
Technician/Planner
Planning
Technician/Planner
Planning
Technician/Planner
Planning
Technician/Planner
Page 4 of 7 Policy 6.21
Page 5 of 7 Policy 6.21
Page 6 of 7 Policy 6.21
Page 7 of 7 Policy 6.21
Municipality Type of SignRegulationApplicationsRequiring a SignWording ChoiceRemoval TimelineUse of City LogoSign BackgroundColour Sign DimensionsContactInformationPH and othermeetingnotificationsMap andGraphicsMaple Ridge Policy
RZ, OCP,
Heritage Technical 30 days after PH No White 1.2 m x 2.4 m
Dev. Name & #,
Planning #PH and DIM
Location
Map
Abbotsford Guideline RZ, SD, LUC Technical Not specified Yes
Blue and
green 1.2 m x 2.4 m
Dev. Name & #,
Planning # &
email PH
Location
Map
Burnaby Policy
RZ, OCP,
Heritage Technical 2 days after PH No White
1.2 m x 2.4 m
or smaller
depending on
application
Dev. Name & #,
Planning #PH
Location
Map
Delta Bylaw RZ, OCP Technical
After completion of
the
project/rejection
from council Yes Blue
Yes, 6x4 ft
sign
Developer
name and
phone number None
Location
Map
Langley
(Township)
Council
resolution RZ Technical
After
approval/rejection Yes Green 1.2 m x 2.4 m
Dev. Name & #,
Planning # None
Location
Map
Mission Policy
RZ, sig. DP as
determined
by director Technical
2 working days
after PH Yes
White with
blue border Not specified
Dev. Name & #,
Planning # PH
Location
Map
Nanaimo Bylaw RZ, LUC Not specified 30 days after PH
Not
specified
Not
specified Not specified Not specified yes
Not
specified
New
Westminster Yes RZ Technical 48 hours after PH no
White with
blue border 1.2 m x 2.4 m Planning # No
Location
Map &
Rendering
North
Vancouver
(District)Handout RZ,OCP, DP Understandable
7 days after the
public information
meeting Yes
Grey and
white 1.2 m x 2.4 m Dev name & # No Rendering
Pitt Meadows Bylaw
RZ,
OCP,LUC,
Heritage Technical
15 days after third
reading no
White with
black
border 1.2 m x 2.4 m
Dev. Name & #,
Planning #No
Location
Map
Port
Coquitlam Handout
Rezoning,
OCP or DP Understandable Not specified no
Not
specified 1.2 m x 2.4 m
Dev. Name & #,
Planning #Yes
Location
Map
Port Moody Bylaw RZ Not specified Not specified
Not
specified
Not
specified Not specified Not specified
Not
specified
Not
specified
Richmond Yes DP Technical
14 days after
Council’s final
decision No
Blue (DP) or
red (RZ) 1.2 m x 2.4 m Planning # No
Location
Map
Surrey Policy
RZ,
OCP,NCP,
LUC, TUP,
DP, SD,
Liquor Technical
30 days after
adoption Yes Green Not specified
Dev. Name & #,
Planning #No
Location
Map
White Rock Bylaw
RZ,OCP,DP,
DVPs,
TCUP,LUC,
PDA Understandable
10 days following
application
completion, or upon
rejection of
application No White 1.2 m x 1.2m
City contact ,
including email No
Location
Map
Vancouver Guideline RZ, DP Understandable
After
approval/rejection Yes
Blue and
white 1.2 m x 2.4 m
Dev. Name & #,
Planning #Yes
Location
Map &
Rendering
Regional Comparison Chart
0.6 m = 2 ft, 0.9 m = 3 ft, 1.2 m = 4 ft, 1.8 m = 6 ft, 2.4 m = 8 ft
Regulation Appearance Information
PH = Public Hearing, RZ =Rezoning, OCP = Official Community Plan Amendment, NCP =
Neighbourhood Concept Plan, LUC = Land Use Contract Amendment/Dischard, DP =
Development Permit, PDA = Phased Development Agreement, TUP = Temporary Use Permit
APPENDIX B
Page 1 of 2 Policy
POLICY MANUAL
Title: DEVELOPMENT SIGN POLICY
Policy No : 6.21
Supersedes:
Authority: Legislative Operational
Approval: Council CMT
General Manager
Effective Date:
Review Date:
That with respect to the posting of development signs, be it resolved that the policy take effect
when approved by Council.
1.This policy shall apply to development applications including: Official Community Plan
amendments and Rezoning, and other applications at the discretion of the Director of
Planning. This policy shall also apply to amendments or discharges of Land Use Contracts
and Heritage Revitalization Agreements involving changes to use or density.
2.Development signs shall be placed to indicate to the general public the intent of a
development application and to indicate the property(ies) involved in an application.
3.The applicant shall be solely responsible for the preparation, placement, maintenance and
removal of the sign(s) and there shall be no cost to the City.
4.A subdivision layout or building rendering (minimum 300 DPI), as applicable, shall be
installed on the sign no less than 10 days prior to consideration at Public Hearing.
5.The sign(s) shall be placed on the site a minimum of 10 calendar days prior to
consideration of the application for First Reading at Committee of the Whole. Failure to
place the sign at the property will prevent further processing of the application. A photo of
the sign on the property must be provided prior to consideration of the application for First
Reading at Committee of the Whole.
6.The following information shall be added to the development sign only when required as a
76 cm by 15 cm (30 in by 6 in) white decal:
Notification of a Development Information Meeting (D.I.M.) must be placed on the
site a minimum of 10 calendar days prior to the Development Information
Meeting. Failure to place the sign at the property 10 days prior to the scheduled
Development Information Meeting will invalidate the Development Information
Meeting and another meeting will be required.
Notification of a Public Hearing (P.H.) must be placed on the site a minimum of 10
and no more than 20 calendar days prior to the Public Hearing. Failure to place the
sign at the property 10 days prior to the scheduled Public Hearing will result in the
APPENDIX C
Proposed sign policy
Page 2 of 2 Policy
application being withdrawn from the agenda of that Public Hearing.
7. The sign(s) shall be placed in a prominent location on the site, shall be clearly visible and
shall not be obscured. Where a site abuts more than one road, one sign for each road
frontage may be required. Additional signs may be required at the discretion of the
Director of Planning due to the size or geometry of the land under development. The sign
shall not obstruct visibility for vehicle traffic.
8. The size, layout and arrangement of text on the sign(s) sha ll be in accordance with the
attached sketch. The overall dimensions of the sign shall be 1.2 m by 2.4 m (4 ft by 8 ft).
9. The content of the sign shall be subject to the approval of the City and shall contain the
following information:
a) The development application number;
b) The purpose of the application (e.g. single family lots, townhouses, commercial
units, or heritage revitalization);
c) A description of the development proposal:
i. For subdivision: Proposed number of lots, lot size range; or;
ii. For multi-family, commercial, or industrial: Proposed number of
units and total floor area and number of storeys.
d) The date, place and time of the Development Information Meeting (if required);
e) The date, place and time of the Public Hearing;
f) An invitation to obtain information from the applicant and the Planning Department
with contact numbers, email addresses and the City of Maple Ridge website;
g) Additional information as may be deemed necessary by the Director of Planning.
10. The sign(s) shall contain a 0.56 m by 0.56 m (1.8 ft by 1.8ft) map showing the location of
the property involved in the application. The sign(s) shall also contain a 0.56 m by 0.56 m
(1.8 ft by 1.8 ft) subdivision layout or coloured building rendering, as applicable.
11. The sign shall be removed within 7 days following final approval or upon denial of the
application from Council. The sign removal shall be solely the responsibility of the
applicant.
12. The sign shall be maintained by the applicant and any required repair or replacement due
to damage, theft, or vandalism shall be solely the responsibility of the applicant.
Purpose:
To ensure proper notification to the public of proposed development changes in their community.
Definitions:
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: October 24, 2016
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Council Workshop
SUBJECT: Housing Action Plan Implementation - Incentives for Rental Housing Options
EXECUTIVE SUMMARY:
The Housing Action Plan (HAP), which was endorsed by Council in September, 2014 identified rental
housing as a priority. This was reaffirmed with the endorsement of the Housing Action Plan
Implementation Framework in September 2015. The rental housing topic is large and complex and
was divided into two topic areas: Part I - Regulatory Measures and Infill Options and Part II –
Incentives for Rental Housing Options, the subject of this report. Part I was the subject of a Council
Workshop report on August 29, 2016. Council endorsed the report titled “Part 1 - Regulatory and
Infill Measures” which directs that staff focus on expanding the Detached Garden Suites, Secondary
Suites, and Duplex programs, and develops a policy to support rental units above commercial uses.
As a parallel piece in the rental housing discussion, this report presents a list of 12 potential
incentives to encourage the development of rental housing. The incentives vary in terms of
complexity and time required for implementation. As a result, this report recommends five
incentives that require further analysis and form part of the Planning Department’s 2017 work
program. The incentives for housing identified in the subject report combined with the previous
Council-endorsed regulatory and infill measures form the City of Maple Ridge Rental Housing
Program.
RECOMMENDATION:
1.That staff be directed to prepare reports on the following incentives for rental housing as part
of the Planning Department’s 2017 work program:
a.Fast Tracking Applications
b.Reduce/Waive Development Cost Charges
c.Reduce/Waive Rezoning, Development Permit and Building Permit Fees
d.Payment of Fees for Legal Documents
e.Detached Garden Suites Pilot Project
5.4
2
DISCUSSION:
a) Background:
On September 14, 2015 Council endorsed the Housing Action Plan (HAP) Implementation
Framework. The HAP Implementation Framework contains short, medium and long-term actions to
facilitate and preserve affordable housing in Maple Ridge. Council passed the following resolution:
R/2015-380
That the Housing Action Plan Implementation Framework attached as Appendix A to the
report titled Housing Action Plan Implementation Framework outlining items for Council
discussion dated September 14, 2015, be endorsed.
The HAP Implementation Framework and Council discussion reaffirmed rental housing as a priority.
HAP Implementation Framework items that Council has directed staff to prepare include:
Draft amendments to the OCP, and the Zoning Bylaw for triplex and fourplex housing forms.
This work is scheduled to go to Council in December, 2016. Draft amendments for courtyard
housing will go to Council in early 2017. These housing forms provide new ideas for infill in
established neighbourhoods and along major corridors. These new forms also have the
potential to increase rental housing stock.
A detailed report on the recommendation from Part I – Regulatory and Infill Measures. It is
scheduled to go to Council Workshop in early 2017. The report will provide detailed analysis
for the following:
a) The Detached Garden Suites Program;
b) The Secondary Suites Program;
c) Permitting duplexes in Single Family zones without rezoning on minimum lot sizes of
557m2 in the Town Centre, and 750m2 within the Urban Area Boundary; and
d) Developing a policy to support rental units above commercial.
b) Methodology:
The following table of potential rental development incentives is selected from a review of best
practices and case studies from municipalities in the Lower Mainland, Canada and the United
States. Planning staff also met with other departments such as Engineering, Finance and Social
Planning regarding these proposed incentives to ensure the list reflects a comprehensive
assessment of other implications and responsibilities that may involve different departments . The
incentives provided here include brief descriptions and whether their implementation would entail an
estimated short, medium or long-term time horizon. The medium and long-term time horizons
represent additional complexity and resourcing. As a result, staff’s recommendations mainly focus
on the short-term incentives at this time. A more detailed explanation of each incentive is provided
in Appendix A.
3
Incentive Comments Time horizon for
implementation
1. Fast Tracking
Applications
Municipalities may fast track application that meet
community objectives
Burnaby, Coquitlam, New Westminster, City of North
Vancouver, Port Coquitlam, Surrey and City of
Vancouver fast track applications for affordable
housing projects.
Short-term
2. Reduce/Waive
Development
Cost Charges
(DCCs)
A municipality may waive a percentage of, or all of their
development cost charges to secure rental housing
Consider a different rate for rental units
Some or all of the DCCs may be replaced via a Housing
Reserve Fund (City of Richmond, City of Port Moody).
Short-term
3. Reduce/Waive
Rezoning,
Development
Permit and
Building Permit
Fees
A municipality may waive a percentage or all of its
permit fees to secure rental housing.
Consider Grant Program or Housing Reserve Fund as
listed above.
Short-term
4. Payment of fees
for legal
documents
such as housing
agreements
A municipality may pay for legal fees to prepare and
register Housing Agreement and Covenant documents
to secure rental housing.
Example: component of City of New Westminster
Secured Rental Housing Policy
Short-term
5. Detached
Garden Suites
Pilot Project
Develop a pilot project to develop pre-approved
building plans and pre-approved modular kits to build
small detached garden suites.
Short-term
6. Parking
Relaxations
This practice is currently negotiated during the
development process on a case by case basis in Maple
Ridge.
Criteria for relaxing parking requirements to facilitate
rental housing would be developed that consider site
specific characteristics such as location, proximity to
amenities, transit, etc.
Municipalities that use this tool include: Corporation
of Delta, Burnaby on a case-by-case basis, City of
Langley, City of New Westminster, District of North
Vancouver, City of Surrey and City of Vancouver.
The 2017 Planning work program includes a review of
multi-family building standards that is already
underway. Consideration for relaxation of parking
standards for affordable housing projects will be
included in this work plan item.
Short-term *
(Currently
underway and
coming to
Council in 2017
as separate
work plan item)
4
7. Density
Bonusing
A zoning tool that permits developers to build more
floor space than base levels, in exchange for certain
amenities such as affordable housing.
Density bonus zones allow for:
o Outright density (or base density) with no density
bonus contribution; and
o Extra density, up to a limit set in a zone, with a
contribution towards amenities such as affordable
housing.
o Examples include City of North Vancouver,
Burnaby, Coquitlam, and New Westminster.
Short-term *
(Currently
underway and
coming to
Council in 2017
as separate
work plan item)
8. Revitalization
Tax Exemption
Exempt property from municipal property taxes by
establishing a revitalization program
Enter into a housing agreement to secure tenure and
exempt property from municipal taxation once all
specified conditions of the program and the agreement
have been met.
Medium-term
9. Grants Municipalities may develop capital grant programs to
assist with the development of affordable housing
using a mechanism such as an affordable housing
fund.
This is often used for non-market housing projects, but
there are examples of low-end market in Victoria, BC.
Medium-term
10. Land leasing of
City-owned land
Municipalities may lease land to organizations for a
prescribed amount of time to respond to particular
housing needs in the community.
Examples: Burnaby, Coquitlam, New Westminster, City
of North Vancouver.
Medium-term
11. Density
Transfer
In exchange for rehabilitating and protecting an
existing site that has additional unused density,
municipalities may allow developers to transfer bonus
density to a separate site.
The funds returned to existing buildings can be used
improve current building stock.
Long-term
12. Community
Land Trusts
CLTs mainly acquire property through purchase,
donations and grants of land from various sources for
the purpose of offering such land as part of a
development equation for affordable housing, and can
be combined with municipal land leasing strategies.
Benefit of this model: removes the cost of the land
from the price of the house.
Long-term
5
Planning staff has identified five incentive projects that we feel would have the greatest, short-term
positive impact on rental opportunities in the community (i.e. low staffing impact and high benefit).
Staff is recommending that further investigative work commence on:
a) Fast Tracking Applications
b) Reduce/Waive Development Cost Charges
c) Reduce/Waive Rezoning, Development Permit and Building Permit Fees
d) Payment of fees for legal documents such as housing agreements and covenants
e) Detached Garden Suites Pilot Project
Additional Consideration – Senior’s Rental Housing
Council has identified the importance of increasing seniors’ rental housing. It is noted that all of the
incentives presented in this report, as in the previous Rental Housing Options Scoping Report – Part I
Regulatory and Infill Measures, also apply to proposed seniors housing projects. Our further
evaluation work will identify opportunities to encourage seniors housing within the inherent
incentives chosen.
ALTERNATIVE OPTIONS
It is noted that Council may prefer staff to work on more than five projects or identify another set of
five incentive opportunities. However, it is noted that up to only five projects can be accommodated
within staff’s current work program. Should there be more than five preferred incentives which are
identified for staff assessments; this could delay the advancement on the preparation of the
recommendations in this report and other assessments that are already und erway, such as the
regulatory and infill measures and the new triplex, fourplex and courtyard housing forms.
Alternatively, if Council wishes to advance the entire program noted above, staff could explore hiring
consultants to assist with the preparation of the follow-up research. Should this approach be
preferred, staff would bring back a report identifying the budget implications and funding requests.
NEXT STEPS
Should Council support the staff recommendations in this report, these items combined with the
previously selected regulatory and infill measures will form the short-term Maple Ridge Rental
Housing Program. Each of these items will undergo further assessment and will be presented to
Council in 2017. This program will provide a variety of tools that will result in increased rental
housing in the City and will include updated and expanded Detached Garden Suites, Secondary
Suites and Duplex programs; policies for commercial above rental, and incentives including:
a. Fast Tracking Applications
b. Reduce/Waive Development Cost Charges
c. Reduce/Waive Rezoning, Development Permit and Building Permit Fees
d. Payment of Fees for Legal Documents
e. Detached Garden Suites Pilot Project
6
CONCLUSION:
Incentives are a powerful tool municipalities have the authority to use to encourage the development
of rental housing. After reviewing best practices elsewhere, staff have identified five actions that
should have the greatest short-term positive impact on rental opportunities in the community.
Combined with the regulatory and infill measures presented in the previous report on Rental Housing
options, they will create a comprehensive Rental Housing Program for the City of Maple Ridge.
“Original signed by Siobhan Murphy”
_______________________________________________
Prepared by: Siobhan Murphy, MCIP, RPP
Planner 2
“Original signed by Christine Carter”
_______________________________________________
Approved by: Christine Carter, M.PL., MCIP, RPP
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”
_______________________________________________
Approved by: Frank Quinn, MBA, P.Eng
GM: Public Works & Development Services
“Original signed by E.C. Swabey”
_______________________________________________
Concurrence: E.C. Swabey
Chief Administrative Officer
Appendix A – Incentive Descriptions
7
Appendix A – Incentive Descriptions
1. Fast Tracking Applications: Municipalities can identify applications that meet certain
community objectives that can be moved more quickly through the development application
process or be processed concurrently. It is noted that Maple Ridge currently processes
rezoning and development permit applications at the same time. Currently Burnaby,
Coquitlam, New Westminster, City of North Vancouver, Port Coquitlam, Surrey and City of
Vancouver fast track applications for affordable housing projects.
2. Reduce/Waive Development Cost Charges (DCCs): The Provincial Government through Bill
27 - The Local Government (Green Communities) Statutes Amendment Act - amended the
Local Government Act in 2008 to give local and regional governments the ability to waive or
reduce DCCs for affordable housing as well as other green communities and sustainability
initiatives. This legislation enables each municipality or regional district to determine what
constitutes an ‘eligible development’ and to also choose the amount of the reduction to be
granted and the conditions under which a reduction would be given. Metro Vancouver may
also waive DCCs for affordable housing for sewer. Exploring the development of this tool may
consider a different rate for purpose-built rental units as opposed to strata units. Another
option to consider is a grant program to cover the cost of the development cost charges via a
Housing Reserve Fund, which is done by the City of Port Moody and City of Richmond.
Municipalities that waive DCCS for affordable housing projects include Burnaby, Coquitlam,
City of North Vancouver, Surrey and Vancouver.
3. Reduce/Waive Rezoning, Development Permit, and/or Building Permit fees: A municipality
may waive a percentage of, or all of their building permit fees in order to secure a particular
type of housing, such as rental housing. For example, this is a component of the City of New
Westminster’s Secured Market Housing policy. Those municipalities that waive or reduce
development and building permit fees include Burnaby, Coquitlam, New Westminster, City of
North Vancouver, District of North Vancouver, and Surrey. This is often offered in conjunction
with reduced/waived DCCs.
4. Payment of Fees for Legal Documents: A municipality may pay for legal fees to prepare and
register Housing Agreement and Covenant documents to secure rental housing. This is done
as part of the City of New Westminster Secured Rental Housing Policy Program.
5. Detached Garden Suites Pilot Project: Council has directed staff to review the Detached
Garden Suites (DGS) program. Since the development of the Detached Garden Suites
program in 2008, there has been low uptake. Part of the reason is building a DGS is costly
and often takes a long period to see a return on investment. There are opportunities to hire
a designer to create a series of building plans that could be pre-approved by the Planning
and Building Department. Another component could be to pre-approve existing modular kits
to assemble a DGS so that if a property owner had the appropriate zone and met the siting
requirements, they could buy the kit and assemble it in short order, and then arrange for the
appropriate connections to water, sewer, electricity, and gas. Expedited approvals and
modular construction could reduce the overall cost of development and improve the return
on investment. Another avenue that will be explored is to research grant opportunities and
seek out potential partnerships with a developer for this initiative.
6. Parking Relaxations: Allocating off-street parking for dwelling units is a significant cost to a
developer. Reducing the amount of parking required per dwelling unit can provide a
8
significant benefit to a project in terms of increased developable area, and lowered costs
that are incurred to install them, particularly in large multi-family buildings where they are
placed underground. Currently there are relaxations for parking requirements within the
Town Centre Area Plan boundary to encourage increased density and to take advantage of
proximity to transit and amenities. The Off-Street Parking and Loading Bylaw could be
reviewed to explore opportunities to provide relaxation for parking in rental housing
developments city-wide. Criteria to relax parking requirements to facilitate rental housing
would be developed that consider site specific characteristics such as location, proximity to
amenities, transit, etc. This practice is currently negotiated during the development process
on a case by case basis. Municipalities that use this tool include: Corporation of Delta,
Burnaby on a case-by-case basis, City of Langley, City of New Westminster, District of North
Vancouver, City of Surrey and City of Vancouver.
7. Density Bonusing: Is a zoning tool that permits developers to build more floor space than
base levels, in exchange for, in this case, provision of affordable housing needed by the
community. Density bonus zones allow for:
Outright density (or base density) with no density bonus contribution; and
Extra density, up to a limit set in a zone, with a contribution towards amenities such
as affordable housing.
Currently the City of North Vancouver’s OCP permits a density bonus where it is an
increase in density that exceeds the OCP Schedule 'A' density up to the maximum
bonus amount set out in the OCP, the policy identifies four areas: amenity
contribution of a set price per square foot, secured rental housing, employment
generating use, or for heritage conservation. See: Density Bonus and Community
Benefits Policy document: http://www.cnv.org/-/media/city-of-north-
vancouver/documents/housing/density-bonus-and-community-benefits-policy.pdf
City of Richmond: To ensure that affordable Low End Market Rental units are built,
the City of Richmond adopted an inclusionary zoning approach that offers a density
bonus for all multi-family and single family residential rezoning applications received
since July 1, 2007. In exchange for the increased density proposed, multi-family or
mixed-use developments containing more than 80 residential units must build at
least 5% of total residential floor area as Low End Market Rental (LEMR) units, with a
minimum 4 units, secured in perpetuity with a Housing Agreement. As of August
2016, the City has secured 336 LEMR units.
Other municipalities that use density bonusing for affordable housing are Burnaby,
Coquitlam, Township of Langley, New Westminster, Port Coquitlam, and Port Moody.
8. Revitalization Tax Exemption (RTE): Section 226 of the Community Charter provides authority
to exempt property from municipal property taxes. To use this authority, a Council must
establish a revitalization program, enter into agreements with property owners, and then
exempt their property from taxation once all specified conditions of the program and the
agreement have been met. Exemptions may apply to the value of land or improvements, or
both. Councils are free to specify, within their revitalization programs, the amounts and
extent of tax exemptions available. This can be used to encourage affordable housing or the
construction and preservation of affordable rental housing. See:
http://www2.gov.bc.ca/gov/content/housing-tenancy/local-governments/taking-action-on-
9
housing-affordability/incentives Examples include: Township of Langley, City of New
Westminster, City of North Vancouver, and City of Vancouver. This was also used here in
Maple Ridge as part of the Town Centre Incentive Program.
9. Grants: Municipalities may develop capital grant programs to assist with the development of
affordable housing which may draw upon an affordable housing fund. Another mechanism to
be considered is creating a grant program that has a funding cap and time limit. These are
often used to support non-market housing developments. There are also some examples of
low end market housing development such as Loreen Place in Victoria, BC.
10. Land leasing of City-owned land: Municipalities may lease land to organizations such as a
housing corporations or non-profits for a prescribed amount of time in order to respond to
particular housing needs in the community that are not being met in the market. Examples
include Timber Grove, Surrey, BC, and Inlet Centre Residences, Port Moody.
11. Density Transfer: Allow the transfer of unused density from under-utilized rental sites to a
neighbouring or nearby property that is up-zoned, in exchange for a housing agreement to
retain and maintain the existing rental building. The funds returned to existing buildings can
be used improve current building stock. The City of North Vancouver uses this mechanism.
City of New Westminster is also exploring this as a second step in the development of the
Secured Market Rental Housing Policy to transfer unused density from purpose built rental
sites to development sites. The market rental building would be protected from
redevelopment to a higher density, and its long term development density would be limited.
Developing this kind of mechanism would be a long-term project and would have significant
regulatory considerations and staffing requirements.
12. Community Land Trusts: (CLTs) are locally based, private non-profit organizations that
acquire and hold land for the benefit of a community, whether a neighbourhood, a city or
even a region. They do so with the specific purpose of making this land available perpetually
for affordable housing, usually with the idea that the housing will target low- and moderate-
income residents. CLTs mainly acquire property through donations and grants of land from
various sources, and can be combined with municipal land leasing strategies. The housing
options provided through CLTs are more affordable than at-market housing, since the
arrangement removes the cost of the land from the price of the house. Originally, CLTs in
Canada tended to focus on using a particular mixed-tenure arrangement, in which the land is
leased on a long-term basis while the buildings are sold to the leaseholders. CLTs have
evolved to incorporate a variety of affordable housing models, underpinned by a shared
philosophy regarding the importance of permanently affordable housing, collective sharing of
resources and equitable access to affordable homeownership and rental housing. There is a
Vancouver Community Land Trust that was established in 2014. There is also a Community
Land Trust which is a non-profit society serving as the real estate development arm of the Co-
operative Housing Federation of BC. It was established in 2015.
1
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: October 24, 2016
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Youth Strategy Draft Report
EXECUTIVE SUMMARY:
On October 3, 2016, MODUS Planning, Design and Engagement(MODUS) and City staff presented
the draft Youth Strategy Report to Council in Workshop. Feedback was incorporated into the report
including detailing the role of the City in each of the actions and enhancing the framework for
implementation.
RECOMMENDATION:
That the Youth Strategy be endorsed and that staff be directed to bring back a report that includes a
multi-year implementation plan for Council’s consideration.
DISCUSSION:
a)Background Context:
The Maple Ridge Youth Strategy process has engaged a variety of stakeholders including youth,
emerging adults, parents and professionals. This engagement informed the recommendations
listed in the draft report with those recommendations being broken into actions and goals. The
draft of the Youth Strategy report was presented in Workshop to Council on October 3, 2106
where Council passed the following resolution:
That the report dated October 3, 2016 titled “Youth Strategy Draft Report” be referred back to
staff.
Staff worked with MODUS, Planning, Design and Engagement to incorporate changes into the Final
Report based on feedback received from Council which include:
Clearly identifying the role of the City of Maple Ridge in all recommended actions as either an
advocate, partner or lead;
Clearly recognizing that the recommendations in the report do not bind any outside
organizations, agencies or provincial or federal ministries;
Adding the recommendation that the Social Policy Advisory Committee will workshop the
Youth Strategy report and recommendations with the Maple Ridge Pitt Meadows Katzie
Community Network and provincial ministries for the purpose of developing a shared
approach for implementation, and;
Providing an enhanced plan for implementation.
These changes have improved the format of Youth Strategy report and provide a clear framework for
implementation.
b)Next Steps:
Once the Youth Strategy is endorsed staff will work to develop an implementation plan.
5.5
2
c)Desired Outcome:
That Council support and endorse the Youth Strategy to guide the work of the City towards the
healthy development of youth and emerging adults in our community.
d)Strategic Alignment:
The Youth Strategy and its recommendations align well with the Strong Kids Team’s work toward a
resilient community as well as current work with the Ridge Meadows Youth Wellness Centre under
the Child Youth Mental Health Substance Use Collaborative supported by the Division of Family
Practice and Maple Ridge Pitt Meadows Community Services.
e)Citizen/Customer Implications:
The health development of youth and emerging adults will be supported within the community of
Maple Ridge.
f)Interdepartmental Implications:
The recommendations in the Youth Strategy will require interdepartmental collaboration from various
departments including Engineering, Planning, and Communications.
g)Business Plan/Financial Implications:
The business and financial plan implications resulting from the recommendations in the Youth
Strategy will be further detailed once an implementation schedule is developed. While some actions
and goals of the strategy will be easily achieved, other will require further resources and exploration.
CONCLUSIONS:
The draft Youth Strategy report has been updated to include feedback from Council after being first
presented on October 3, 2016. These changes provide the Youth Strategy Final report with a strong
format that clearly outlines the role of the City in all of the recommendations, as well as provides a
framework for implementation.
“Original signed by Shawn Matthewson”
Prepared by: Meghan MacMillan
Youth Services Programmer
“Original signed by Tony Cotroneo”
Reviewed by: Tony Cotroneo
Community Services Manager
“Original signed by Kelly Swift”
Approved by: Kelly Swift, General Manager,
Community Development, Parks & Recreation Services
“Original signed by E. C. Swabey”
Concurrence: E.C. Swabey
Chief Administrative Officer
:mm
Attachments:
Draft Report – Modus
1city of maple ridge youth strategyplanning design engagement
To support, engage, and empower
our youth and emerging adults
2 city of maple ridge youth strategy
acknowledgements
Thank you to the dedicated staff, volunteers, service providers, caregivers,
parents, and youth who contributed their time, energy and ideas to create
the City of Maple Ridge’s first ever Youth Strategy.
The City would also like to extend a special thanks to the Youth & Adult
working teams, as well as the Maple Ridge Pitt Meadows Katzie Community
Network and Maple Ridge Social Planning Advisory Committee who helped
to guide this process:
Youth Table:
•Mikayla Clayton
•Ellie Lane
•Marlowe Evans
•Marenda Stone
•Duke Grimbeek
•Oceane Charoux
•Dylan Morin
•Alex Watts
•Micky
•Raymond Todd
•Theodore Jackson
•Alex Chamberlin
•Amber
Adult Table:
•Wilf Leung, PLEA Community Services
•Delaram Farshad, Fraser Health
•Brett Collins, Community Member
•Ranjit Kingra, Youth Diversion Program
•Janet Watts, Local Parent
•and 3 additional representatives
planning design engagement
3city of maple ridge youth strategy
contents
EXECUTIVE SUMMARY ............................................................................................................4
INTRODUCTION .......................................................................................................................6
Context ....................................................................................................................................................................7
The Youth Strategy ..............................................................................................................................................8
The Framework ..................................................................................................................................................10
Best Practices ......................................................................................................................................................11
The Process ..........................................................................................................................................................12
COMMUNITY PROFILE ...........................................................................................................14
Demographics ....................................................................................................................................................15
Current Reality ...................................................................................................................................................16
Community Statistics .......................................................................................................................................20
RECOMMENDATIONS ............................................................................................................22
City Roles ..............................................................................................................................................................23
Partners .................................................................................................................................................................24
Theme Areas .......................................................................................................................................................25
1. Inclusive Community Spaces & Activities ............................................................................26
2. Community Engagement ..........................................................................................................32
3. Mental Health & Wellness ..........................................................................................................38
4. Transitioning to Adulthood .......................................................................................................46
IMPLEMENTATION .................................................................................................................52
4 city of maple ridge youth strategy
executive summary
INTRODUCTION
The City of Maple Ridge is committed to supporting a youth friendly, youth focused, and
youth engaged community. The Youth Strategy provides an overview of the current reality for
youth (12-18 years) and emerging adults (19-24 years) in Maple Ridge and provides a list of
recommendations to promote positive physical, psychological, and social youth development.
Using best practice research and input from over 1,000 local youth, emerging adults, parents,
and service providers, the recommendations outline strategies to enhance support for youth
and emerging adults; improve working partnerships between youth, caregivers, and service
providers; and, create pathways to ensure that youth are seen as partners in their own future.
COMMUNITY PROFILE
The key strengths and challenges of the community include:
Challenges:
• Substance use and addictions
• Mental health, waitlists
• Poor transit service
• Transitioning to adulthood (life skills,
work experience, post-secondary)
• Boredom and lack of social spaces
• Affordable housing, poverty and
homelessness
• Negative perceptions of youth
• Safety (bullying, drugs/crime)
Strengths:
• Outdoor amenities and recreation
• Small town feel
• Facilities and amenities (ie., Greg
Moore Youth Centre)
• Strong collaboration among
community service providers
• Strong traditional and alternative
school programs
• Growing awareness of mental
health in schools
5city of maple ridge youth strategy
RECOMMENDATIONS
The Strategy provides a number of recommendations organized under four key themes:
1. Inclusive Community Spaces & Activities
2. Community Engagement
3. Wellness & Mental Health
4. Transitioning to Adulthood
Within each of these themes, this Strategy identifies a number of goals and actions.
IMPLEMENTATION
Implementation of the Strategy will require continued communication, collaboration, and
action by many partners. The City’s roles in implementing the recommendations may be to
lead an action, partner with other organizations, or advocate to influence decisions and policy
at more senior levels of government.
Community partners are not bound by this plan, but rather are seen as key players in providing
an integrated and holistic approach to youth wellbeing in Maple Ridge. The City’s Social Policy
Advisory Committee, who initiated the Youth Strategy, will also play a key role in overseeing
implementation and meeting with local community organizations and provincial ministries to
review the Strategy and develop a shared approach for implementation.
“we need solutions for youth,
created with youth...”
6 city of maple ridge youth strategy
INTRODUCTION
7city of maple ridge youth strategy
context
Today’s youth and young adults face a challenging and ever-changing world. They face
increasing pressure, competition, and expectations to do well in school, get into post-
secondary, find a good job, and follow their passion all while dealing with unprecedented
levels of debt, unaffordable housing, an uncertain global future, and often decreasing
resources and support from senior levels of government.
The digital age has opened the door to limitless opportunities and knowledge, but also
an overwhelming amount of possibilities and decisions. This generation faces the blessing
and the burden of unlimited access to information and in the face of these personal and
generational challenges, they are optimistic and poised to make meaningful change for our
future world.
The question is, how can we better support our youth
and young adults in Maple Ridge to allow them to grow
and develop to their highest potential?
8 city of maple ridge youth strategy
The City of Maple Ridge’s Youth Strategy provides recommendations to enhance support for
youth (12-18 years) and emerging adults (19-24); improve working partnerships between youth,
caregivers, and service providers; and, create pathways to ensure that youth are seen as partners
in their own future.
The Youth Strategy outlines the current reality for youth in Maple Ridge, identifies the future
needs of youth and emerging adults and provides a list of recommendations to promote the
most positive physical, psychological and social development outcomes.
The Vision for the Youth Strategy (developed by the Youth Working Group):
the youth strategy
Maple Ridge will be…
‘A community where there is a common
understanding of the rights and responsibilities
of youth. One where youth development and
growth is seen as dynamic and youth are engaged
to provide meaningful input to inform decisions
affecting them’.
9city of maple ridge youth strategy
The City is committed to supporting a youth friendly, youth focused, and youth engaged
community. This commitment to youth is reinforced by some of the City’s recent initiatives, such
as the creation of the Greg Moore Youth Centre in 2001, the Maple Ridge Resilience Initiative
Strong Kids Team formed in 2015, creation of the Ridge Meadows Youth Wellness Centre pilot in
2016, and the ongoing dedication of the extensive network of service providers and community
organizations. It is our hope that this Youth Strategy will provide a springboard for continued
and coordinated action to support and empower youth and emerging adults in Maple Ridge.
The Youth Development Wheel
In addition to the Strategy, a Youth Development Wheel
has been created to outline the general windows of
typical physical, social, and psychological development of
youth and emerging adults.
A valuable resource for parents,
caregivers, teachers, and service
providers.
Contact Youth Services at
youthwheel@mapleridge.ca
to get your copy!EMOTIONAL DEVELOPMENTPH
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78770 maple ridge YouthWheel 8.25.indd 1 2016-09-21 12:59 PM
10 city of maple ridge youth strategy
The “Circle of Courage Philosophy” has been used to guide the development of the Youth
Strategy, the Youth Development Wheel, and the engagement process. This model, developed
by the Reclaiming Youth Network, integrates First Nations philosophy to identify four universal
growth needs of youth:
the framework
The Circle of Courage is a Trademark of Circle of Courage, Inc. Used with Permission From Reclaiming Youth at Risk:
Our Hope for the Future by Larry Brendtro, Martin Brokenleg, and Steve Van Bockern (pgs. 137-138). Copyright 1990 and 2002 by Solution Tree (formerly National Educational Service).
BELONGING: a sense
of being part of a
community and feeling
connected to others.
.....GENEROSITY: the
...virtue of helping others
..and making positive
contributions to the world.
MASTERY: striving for
.personal growth; a sense of
..competence and the ability
.....to overcome challenges.
INDEPENDENCE: the
ability to make decisions,
solve problems and show
personal responsibility.
11city of maple ridge youth strategy
Best practice research and resources for youth development have expanded significantly since
the 1990’s. The dialogue has shifted from “fixing troubled kids” to a more positive and preventative
approach that focuses on supporting the development and empowerment of all youth.
Some key principles of this new approach include :
• Focusing on positive outcomes and measures rather than negative trends.
• Supporting a range of activities that enhance youth competence, connections,
character, confidence, compassion, and contributions.
• Recognizing that the needs of youth vary dramatically, so services, supports and
opportunities need to reflect the diverse and changing needs of individual youth.
• Recognizing youth as valued and respected community members and involving youth
voices in decision-making.
• Providing support to youth over the long-term to assist them as they transition into early
adulthood.
• Involving the broader community in the positive development of youth and providing a
collaborative network of services, supports, and opportunities.
• Providing opportunities and boundaries to experiment in safe environments to develop
positive social norms and behavior.
• Developing policies and programs that engage youth as partners rather than clients.
best practices
This list of principles draws on materials from:
• Oregon Commission on Children & Families. Best Practices: Positive Youth Development. Available at http://
unofficialambassadors.com/wp-content/uploads/files/best_practices.pdf
• Search Institute. 40 Developmental Assets for Adolescents. Available at http://www.search-institute.org/content/40-
developmental-assets-adolescents-ages-12-18
• Learner, Learner & Colleagues. The Positive Development of Youth. Available at http://ase.tufts.edu/iaryd/
documents/4HPYDStudyWave7.pdf
• ACT for Youth Upstate Centre of Excellence. Understanding Youth Development Principles and Practices. Available at www.
actforyouth.net/resources/rf/rf_understandyd_0904.pdf
12 city of maple ridge youth strategy
the process
Beginning in February 2016, youth, stakeholders, and community members were engaged to
identify, share, and discuss key issues, opportunities, and priorities for the future.
Engagement activities included:
Youth and Adult Tables established to help guide the process and strategy
development.
An Adult Survey (created and delivered by the Maple Ridge Strong Kids
initiative) completed by 297 adults and caregivers/parents of youth.
Interviews with a range of local service providers to identify key strengths,
challenges, issues and potential strategies or ‘big moves’ that would make the
most difference to the system.
A Youth Survey (co-created and delivered by the Maple Ridge Strong Kids
initiative, Maple Ridge Youth Strategy, and the Ridge Meadows Local Action
Team) completed by 566 youth, the bulk of whom were 13-18.
A series of 7 youth workshops with over 115 youth and emerging adults
including high school and alternate education classes, Maple Ridge Youth
Council, Youth Futures, PLEA LGBTQ Group, and local community colleges.
A series of two focus groups with 21 service providers to dive deeper into
potential solutions and prioritize actions and ideas in terms of feasibility and
impact to youth.
13city of maple ridge youth strategy
Over 1,000 local youth, parents, and
service providers shared their ideas
30+
service providers
680+
youth & emerging adults
~300
adults, parents & caregivers
14 city of maple ridge youth strategy
COMMUNITY PROFILE
15city of maple ridge youth strategy
Maple Ridge is the third fastest growing municipality in the Metro Vancouver region. The
City is also unique in that we have a much higher proportion of youth and children than the
province as a whole. Our community’s abundant natural beauty and outdoor recreation,
family-oriented housing, great schools, and amenities continue to draw more and more
families and youth to the area – a trend that has continued since the 1990’s.
This trend is expected to continue as the younger population ages and the community
continues to grow. In contrast, the proportion of young/emerging adults (aged 20-24 years) in
Maple Ridge is slightly lower than BC. This may indicate that our younger citizens are leaving the
community to gain access to services, resources, and/or activities that better meet their needs.
Source: Census 2011, Statistics Canada
AGE RANGE MAPLE RIDGE
POPULATION
MAPLE RIDGE - %
OF POPULATION
BC - % OF
POPULATION
0-4 years 4,300 5.7%5.0%
5-9 years 4,455 5.9%5.0%
10-14 years 5,040 6.6%5.4%
15-19 years 5,870 7.7%6.3%
20-24 years 4,675 6.1%6.4%
25-29 years 4,170 5.5%6.6%
30-34 years 4,210 5.5%6.3%
35-39 years 5,010 6.6%6.4%
40-44 years 6,265 8.2%7.1%
45-49 years 6,955 9.1%8.0%
50-54 years 6,545 8.6%8.1%
55-59 years 5,135 6.8%7.3%
60-64 years 4,220 5.5%6.6%
65-69 years 2,850 3.7%4.8%
70-74 years 2,170 2.9%3.7%
75-79 years 1,790 2.4%2.9%
80-84 years 1,260 1.7%2.2%
85 years +1,140 1.5%2.1%
Future Retirees: In the next 20 years,
almost one quarter of BC’s population
is expected to be 65 or older. This
means a significant proportion of our
population will be retiring and we will
need younger populations to support
our community and our economy.
Current Youth: Maple Ridge has a
significantly high proportion of youth.
Emerging Adults: Maple Ridge has a
lower proportion of emerging adults
Future Youth: Maple Ridge can expect
high proportions of youth in the future.
demographics
16 city of maple ridge youth strategy
current reality
The following provides an overview of what we heard from youth, adults, and service
providers through the engagement process:
STRENGTHS
• Outdoor amenities and recreation: Youth appreciate the abundance of outdoor
recreation in Maple Ridge such as hiking, canoeing, biking, etc.
• Small town feel: A strong sense of community and connectedness was a common
theme identified by both youth and service providers.
• Facilities & amenities: While youth expressed a desire for more amenities, they also
appreciated the existing sport associations, pools, fields, rinks, and Greg Moore Youth
Centre, as well as malls, restaurants, shops, etc.
• Strong network and collaboration among community service providers:
Community service providers emphasized the importance of their strong networks that
meet frequently and collaborate closely. Community organizations were described as
responsive, proactive, and action-based. Youth are able to access multiple services and
are often referred from one service provider to another.
• Strong traditional & alternative school programs: The variety of alternative and
traditional high school programs complement each other well and provide a range of
options for youth.
• Mental health awareness in schools: Youth noted that schools have started to take
a proactive approach to mental health awareness (promotion of mental health, self-
regulation, yoga, and other wellness programs).
17city of maple ridge youth strategy
“We need more spaces like the
Greg Moore Youth Centre!”
18 city of maple ridge youth strategy
CHALLENGES
•Substance use: Substance use/addictions was one of the top concerns for community
members of all ages. Youth in particular were concerned about the prevalence and ease
of access to drugs and alcohol in the community. While not always connected, many
people noted the linkages between substance use and mental health. These issues
can affect youth directly, but can also have a huge impact on youth whose families
or caregivers face mental health and/or substance use challenges. Youth and other
community members stressed the need for social support from family, friends, and
community along with professional support services.
•Mental health: Youth, adults/parents, and service providers all emphasized mental
health as a key priority to address. Today’s youth face increasing pressure from school,
work, family, and peers as well as stress, anxiety, depression, and other issues that can
seriously impact their wellbeing and their ability to cope with daily life. Both youth and
community service providers noted that long waitlists can be a significant barrier to
youth accessing mental health services in a timely/effective manner.
•Reactive approach to wellness: Youth noted that although there are great resources in
the community and many proactive organizations, there still seems to be an emphasis
on reactive services rather than preventative ones. For example, it was noted that
there are lots of free programs for teen mothers but no free access to birth control;
or that there are many resources for addictions but less focus on drug awareness and
prevention.
•Safety: Many youth were also concerned about safety; some noted they do not feel
safe in certain areas of the city due to drug use, ‘scary’ people, general cleanliness, and
social issues like homelessness. Youth also emphasized there should be less tolerance for
bullying (in schools and online), as well as racism and discrimination (in schools but also
the broader community).
•Boredom and lack of social spaces/amenities: Youth noted a lack social spaces
to hang out after school hours and on weekends. They wanted more malls, shops,
restaurants, and places to recreate as well as more programming and opportunities to
contribute to the community. Both youth and service providers suggested there are
connections between boredom/lack of social activities and the prevalence of substance
use and risky behavior, as well as mental health issues (anxiety, depression). Adults/
parents were also concerned about the amount of screen time that youth engage in.
19city of maple ridge youth strategy
• Negative perception of youth: Youth noted that they often don’t feel respected, heard,
or valued by adults. Although a ‘strong sense of community and small town feel’ was
noted as one of the City’s key strengths, many youth also noted a lack of connection and
belonging and believe the community has a negative perception of youth.
• Poor transit service: It is difficult for youth to get around the City (especially in less
connected neighbourhoods in East Maple Ridge) due to the infrequency of buses,
limited routes, and hours of service. This further limits the amount of social spaces and
amenities available or accessible to youth.
• Transition to adulthood: Youth and emerging adults shared their fears about
transitioning to adulthood and emphasized the need to learn life skills like budgeting,
filing taxes, paying bills, getting a job etc. Many were also uncertain about finding
their passion or direction in life and expressed a desire for more support services and
resources to explore different career options.
• Affordable housing, poverty & homelessness: Many youth/families and emerging
adults struggle to find affordable/rental housing and there are limited options for youth
living in precarious situations or facing homelessness. Youth or families living in poverty
have less access to suitable housing, food, recreation, and material goods – this can lead
to lower self-esteem and poorer overall health outcomes. After the closure of the Iron
Horse Safe House / Youth Shelter, the only shelters available are in Vancouver, North
Vancouver, and Surrey, which uproot youth from their community and support services.
• Access to education: Many youth expressed a desire to pursue post-secondary
education, but were deterred by the cost, not sure how to pay for it, or worried about
incurring a large debt in the process. Emerging adults in post-secondary struggle to pay
for school and housing.
• Getting a job: Many youth and emerging adults were concerned about finding a job
or struggled with minimum wage jobs. Youth, especially, noted the difficulty in gaining
relevant work experience in order to find a job/career that pays well and is satisfying.
20 city of maple ridge youth strategy
INCOME
• Average household income1. Average income is higher in Maple Ridge ($73,261) than
the BC average ($67,675).
• Low income1. There is a smaller proportion of low income families in Maple Ridge
(11.4%) than the province as a whole (13.3%); however, this still means that over 2,000
local families are struggling to make ends meet on a daily basis.
EDUCATION
• High school completion1. Maple Ridge high school completion rates (77%) are stable and
close to BC average (79%). High school completion rates for Aboriginal students in Maple
Ridge are significantly higher than the province (59% in Maple Ridge vs. 49% in BC).
• Post-secondary education1. Residents in Maple Ridge over the age of 25 are less likely
to have a university degree (12.6%) than the province as a whole (21.7%)
HOUSING
• Rental housing3. Average rental costs are lower in Maple Ridge ($922 for a 2-bedroom)
compared to Vancouver ($1,522) or the province as a whole ($1,136).
• Housing prices4. Average housing prices are lower in Maple Ridge than other areas
of the region; however, prices have risen dramatically in recent years. As of 2016, the
average price for a single family home in Maple Ridge ($602,300) increased almost
25% from 2015 and over 50% since 2006. Average prices for townhouses (318,000) and
apartments ($177,700) have also increased since 2015.
community statistics
21city of maple ridge youth strategy
CRIME
• Juvenile crime rates1. Serious crime rates for juveniles (ages 12-18) are much lower in Maple
Ridge than the province as a whole, and have declined dramatically in the past decade.
• Overall crime rates1. Maple Ridge has higher rates of criminal offences than the
province as a whole, but lower rates of violent crimes and lower rates of drug offences.
HEALTH & WELLBEING
• Child wellbeing5. A higher proportion of children (grade 4) in the Maple Ridge-Pitt
Meadows School District are thriving when compared to the average of 15 school
districts across BC. Measures of physical, social and emotional development include
optimism, happiness, self-esteem, absence of sadness, and general health.
• Physically active youth6. High school students in the Maple Ridge Local Health Area are
significantly more physically active (11-12% higher) than the BC average.
VULNERABLE YOUTH
• Youth in poverty2. Over 3,000 children and youth (under 18) in Maple Ridge live below
the poverty line (as of 2006) which has a significant impact on their overall wellbeing.
• Youth in care1. The proportion of youth in care in the Maple Ridge Local Health Area
(9.7 per 1,000 population aged 0 to 18) is slightly lower than the provincial average (10
per 1,000) but significantly higher than the Coquitlam Health Area (5.7 per 1,000).
• Teen pregnancy1.The teen pregnancy rate in Maple Ridge (31.9 per 1,000 teen females
aged 15-19) is slightly higher than the BC average (27.9).
• Youth mental health2. It is estimated that over 1,100 children and youth (aged 0 to 18)
in Maple Ridge, Pitt Meadows and Katzie area are experiencing serious mental health
disorders (as of 2008).
1 Fraser Health (2010). Community Profile: Maple Ridge Local Health Area.
2 Legacy Heritage Consultants (2009). Building Community Solutions: Community Profile Snapshot 2009, Maple Ridge, Pitt Meadows, Katzie.
3 Canada Mortgage and Housing Corporation, 2012.
4 Real Estate Board of Greater Vancouver, 2016.
5 UBC Human Early Learning Partnership (2015). Middle Years Development Instrument: 2014/2015 School District and Community
Report, Maple Ridge-Pitt Meadows, School District 42 (Grade 4).
6 Fraser Health (2014). BC Community Health Profiles: Maple Ridge.
22 city of maple ridge youth strategy
RECOMMENDATIONS
23city of maple ridge youth strategy
While the City has influence over many aspects that affect local youth, certain issues fall outside
of the powers of local government and rely on support, funding or guidance from senior levels
of government, other agencies (such as TransLink), and local community organizations.
Implementation of the Strategy will require continued communication, collaboration, and
action by many partners. The recommendations provide a starting point for the City and
community partners to inform their planning and work together to achieve our shared goals.
The City has three distinct roles in implementing the Youth Strategy:
LEAD – primary responsibility. The City will implement an action, working
alone or with other community partners); this may involve coordinating,
funding, planning, or service delivery.
PARTNER – shared responsibility. The City will work with appropriate
community partners to achieve an action; this may involve joint
planning, coordinating or funding but will rarely involve service delivery.
ADVOCATE – complementary responsibility. The City will seek to
influence decisions and policy through an organized effort (working
alone or with other community partners).
city roles
Youth Strategy
goal or action
City of
Maple Ridge
Other stakeholders /
partnersLEGEND
24 city of maple ridge youth strategy
Implementation of the Strategy will require collaboration and action by many partners. The
following identifies a number of potential partners; these organizations are not bound by this
plan, but rather are seen as key players in providing an integrated and holistic approach to
youth wellbeing in Maple Ridge.
Potential partners include:
• Federal agencies and provincial ministries
• Regional and other agencies (i.e., TransLink)
• School District 42
• Maple Ridge City Council
• Members of the Maple Ridge Pitt Meadows Katzie Community Network and other local
community service organizations
• Local organizations who support youth (i.e., sports, arts and culture, learning, recreation)
• Advocacy groups outside of the community (ie., mental health, sexual health organizations)
• Local businesses, Downtown Business Improvement Association
• Parents and other community members
• Local youth, emerging adults, and youth organizations
As part of the implementation process, the City’s Social Policy Advisory Committee will meet
with local community organizations and provincial ministries to review the Strategy, confirm
partnerships, and develop a shared approach for implementing actions.
partners
25city of maple ridge youth strategy
theme areas
Recommendations have been organized into four major theme areas. While there is some
overlap, each theme area generally corresponds to one of the four “Circle of Courage” areas:
Goals and actions are identified for each of these theme areas in the section that follows.
Inclusive Community
Spaces & Activities
(BELONGING)
Community
Engagement
(GENEROSITY)
Transitioning
to Adulthood
(INDEPENDENCE)
Wellness &
Mental Health
(MASTERY)
26 city of maple ridge youth strategy
1. INCLUSIVE COMMUNITY SPACES & ACTIVITIES
Just as social environments can affect youth wellness, safe and inclusive physical
environments are critical to youth development and overall wellbeing. Having access to a
range of physical, social, creative, and leisure activities is necessary to support our youth to
develop to their fullest potential and to help prevent risky behavior and unhealthy lifestyle
choices. Both youth and adults in Maple Ridge noted the connection between themes like
drugs and alcohol, boredom, and a lack of social spaces and activities for youth.
Many adults are concerned about the amount of screen time that youth engage in. While this
is an important issue, when asked an open-ended question about their favorite activities to
do, the majority of youth surveyed listed sports, outdoor recreation, arts activities, spending
time with friends, and relaxing.
The choices that youth make are influenced by the spaces in which they live and play. As
many youth don’t drive, they must rely on walking, cycling, transit, or rides from others to
get around. Youth can also face financial challenges – whether it’s being able to afford to join
a sports team, or just finding somewhere to hang out that doesn’t cost anything (and isn’t
18+), it can be tricky for youth to find spaces that are welcoming. Communities that are more
compact, accessible, and affordable can help to support youth as well as other groups who
face similar restraints.
“in an ideal world, our community would
be safe and inclusive for everyone.”
27city of maple ridge youth strategy
GOALS:
• Reduce barriers and provide more
opportunities for youth recreation.
• Increase transportation options for youth.
• Support safe, inclusive and youth-friendly
public and social spaces.
• Support walkable and accessible
neighbourhoods.
“We need more recreation and social
spaces for youth throughout the
community.”
28 city of maple ridge youth strategy
GOAL 1.1 Reduce barriers and provide more opportunities for youth recreation
ACTIONS AGE RANGE CITY ROLE
1.1.1 Provide more youth-oriented recreation opportunities
in “after school hours” (3-8pm and summer) that are
affordable, accessible, and meet the needs and interests
of local youth, including a range of sports, leisure, music,
arts and culture.
Youth,
Emerging
Adults
Lead
1.1.2 Work with community partners to explore funding and
transportation options to support youth in accessing
recreation opportunities.
Youth,
Emerging
Adults
Partner
1.1.3 Continue to engage with youth about the type, amount,
and location of recreation they desire.
Youth,
Emerging
Adults
Lead
GOAL 1.2 Increase transportation options for youth
ACTIONS AGE RANGE CITY ROLE
1.2.1 Work with community partners to explore the potential
to develop a local youth transportation program to
support youth to get around (to school, recreation)
and better connect areas of the City underserviced
by transit (i.e., community Ride Share program and/
or a community shuttle with safe options designed
specifically for youth).
Youth Partner
1.2.2 Continue to advocate to TransLink and senior levels of
government for more public transit service in the City.
All Ages Advocate
1.2.3 Provide clear information on how to access public
facilities using public transit and safe bike routes.
All Ages Lead
29city of maple ridge youth strategy
GOAL 1.3 Support safe, inclusive, and youth-friendly public and social spaces
ACTIONS AGE RANGE CITY ROLE
1.3.1 Collaborate with youth to create a variety of fun, interesting
social spaces in parks and public spaces (i.e., covered/
uncovered hang out spaces, seating areas, designated
graffiti walls/areas, temporary parks/parklettes).
Youth Lead
1.3.2 Integrate child and youth-friendly principles into land
use planning and development applications.
All Ages Lead
1.3.3 Encourage CPTED (Crime Prevention Through
Environmental Design) principles in the design of
neighbourhoods and public facilities as well as parks and
public spaces.
All Ages Lead
1.3.4 Provide sufficient garbage and recycling bins throughout
the City.
All Ages Lead
1.3.5 Work with community partners and local businesses to
provide a range of all-ages venues, events, and activities
throughout the City (i.e., concerts, open mic nights,
movie nights, etc.).
Youth Partner
1.3.6 Continue to provide safe spaces for youth (such as youth
centres) throughout the community.
Youth Lead
1.3.7 Work with local youth to conduct a City-wide neighbourhood
safety audit to identify areas in need of improvement.
Youth Lead
1.3.8 Develop and implement a mini-grants program to
support youth and other community members to
initiate small community projects to enhance safety,
beautification, inclusivity, or social connections.
All Ages Lead
1.3.9 Work with Katzie First Nation to explore the potential
to develop an Aboriginal hub or Friendship Centre to
support local First Nations, especially youth, to come
together to connect with different community services.
All Ages Partner
1.3.10 Continue to advocate to provincial and federal
governments for funding to realize a new Civic Cultural
Facility in Maple Ridge to provide a safe welcoming
space for youth to gather and access resources.
All Ages Advocate
30 city of maple ridge youth strategy
GOAL 1.4 Support accessible, walkable/bikeable neighbourhoods
ACTIONS AGE RANGE CITY ROLE
1.4.1 Work with School District 42 and other community
partners to promote cycling by providing information/
presentations about safe cycling routes and rules of the
road, hosting ‘Bike to School’ weeks, and providing free
resources (i.e., headlights, reflector strips).
Youth Partner
1.4.2 Work with community partners to develop a bike donation
program to provide marginalized youth with bikes.
Youth Partner
1.4.3 Continue to encourage and promote pedestrian-oriented
development and safe, walkable neighbourhoods with
sufficient lighting and pedestrian infrastructure (i.e.,
crosswalks, sidewalks).
All Ages Lead
“when there is no bus past 7pm, it really
limits what youth can do”
31city of maple ridge youth strategy
Research has shown that youth who participate
in creative practices such as music or art have a
stronger sense of purpose and belonging, increased
self-confiden e, improved problem-solving skills,
and higher success at school and life.
Canada Council for the Arts.
Studies have shown that teenage girls who
participate in sports are 50% less likely to
experience a teen pregnancy than non-athletes.
Women’s Sports Foundation (1995).
Youth Risk Behaviour Study.
32 city of maple ridge youth strategy
2. COMMUNITY ENGAGEMENT
Social connections with friends, family and community are associated with better overall
health and wellbeing. People reporting a strong sense of community belonging are twice as
likely to report excellent or very good mental health (Canadian Mental Health Association).
Civic engagement, volunteering and participation in social or recreational clubs also bring
positive benefits. They can help individuals develop important skills and relationships,
empower people to gain control to improve their lives, and provide a sense of value and
purpose.
In 2011-2012, 68% of British Columbians (aged 12 and up) reported a somewhat or very
strong sense of belonging to their local community (Canadian Community Health Survey,
Statistics Canada). Local youth noted that Maple Ridge’s “small town feel” and sense of
community/connection was one of its key strengths. However, many youth also mentioned
this as one of the key challenges, noting a lack of connection and negative perceptions of
youth. Feeling a lack of respect or value can be very harmful for youth and for a community’s
social capital. For the well-being of individuals and our entire community, it is critical to find
ways to recognize the contributions of youth and actively seek their ideas to provide more
diverse perspectives for civic decision-making.
33city of maple ridge youth strategy
GOALS:
•Advocate for the needs of youth and emerging
adults.
•Host a Youth Forum – for youth, by youth.
•Actively engage youth in civic issues.
•Recognize and celebrate the contributions of
local youth.
•Support and promote youth voices in the
community.
“In an ideal world…adults
genuinely listen and youth are
excited to get involved.”
34 city of maple ridge youth strategy
GOAL 2.1 Advocate for the needs of youth and emerging adults
ACTIONS AGE RANGE CITY ROLE
2.1.1 Identify a Youth Services Advocate to advocate for the
needs of youth and emerging adults by:
a.) Advocating to senior levels of government for
funding and support for services and programs,
affordable housing, education, transportation,
minimum wage increase, and other opportunities
that benefit youth, families, and emerging adults,
emphasizing the fact that Maple Ridge has a
higher proportion of children and youth than the
province as a whole.
b.) Identifying and applying for relevant grant
programs and other funding opportunities.
c.) Promoting and implementing this Youth Strategy
with local youth, parents, caregivers, service
providers, community partners and local media.
d.) Supporting youth to share their voices with
Council and senior levels of government.
Youth,
Emerging
Adults
Lead
GOAL 2.2 Host a Youth Forum – for youth, by youth
ACTIONS AGE RANGE CITY ROLE
2.2.1 Host a Youth Forum to discuss the goals, desires, and
accomplishments of youth in Maple Ridge and share
information about existing resources, programs, services
and activities.
Youth Lead
35city of maple ridge youth strategy
GOAL 2.3 Actively engage youth in civic issues
ACTIONS AGE RANGE CITY ROLE
2.3.1 Actively seek youth input on municipal decisions,
including youth representation on civic committees and
youth engagement targets for community engagement
processes.
Youth,
Emerging
Adults
Lead
2.3.2 Identify and implement tools and strategies to gather
input from younger community members during
community engagement processes (e.g., social media,
surveys, school workshops, events at youth-friendly
locations).
Youth,
Emerging
Adults
Lead
2.3.3 Actively seek opportunities to involve youth in fun,
innovative civic projects such as public art, temporary
parks, community gardens, and events.
Youth,
Emerging
Adults
Lead
2.3.4 Create meaningful opportunities for youth and
emerging adults to get implement the Youth Strategy
and to provide input to Council on other civic issues or
initiatives (i.e., Youth Committee).
Youth,
Emerging
Adults
Lead
2.3.5 Create youth-friendly communications (i.e., brochure,
video, presentation) to explain how City Hall works and
how community members can get involved in civic
issues and share their voices with Council. Work with
community partners to share information through
schools and other community facilities.
Youth,
Emerging
Adults,
Adults
Lead
36 city of maple ridge youth strategy
GOAL 2.4 Recognize and celebrate the contributions of local youth
ACTIONS AGE RANGE CITY ROLE
2.4.1 Create and promote Civic Youth Awards to recognize
and celebrate the contributions that local youth and
emerging adults make to the community.
Youth,
Emerging
Adults
Lead
2.4.2 Continue to celebrate Youth Week and use it as an
opportunity to engage youth and other community
members through positive civic projects and events.
Youth,
Emerging
Adults
Lead
GOAL 2.5 Support and promote youth voices in the community
ACTIONS AGE RANGE CITY ROLE
2.5.1 Advocate to community partners to support the creation
of a youth publication (blog, magazine, etc.) to promote
local youth voices in the community.
Youth Advocate
“Adults just assume we are up to
no good”
37city of maple ridge youth strategy
“If the image of youth is going
to change then we all have to
work on changing it, including
youth…we need to step up.”
38 city of maple ridge youth strategy
3. MENTAL HEALTH & WELLNESS
Youth are faced with many challenges as they transition from children to adults. They face
significant pressure at home, school, work, and socially, and they may not have the resources
or life experience to deal effectively with this stress. Mental health and wellness is critical
for people of all ages, but especially for youth as the issues they face and coping skills they
develop will affect them into adulthood.
Research has shown a variety of relationships between mental health issues and substance
abuse. Mental health issues may influence the development of substance abuse problems
or vice versa; they may be completely unrelated; or they may be triggered by genetic,
developmental, or environmental factors (Centre for Addiction and Mental Health).
While there’s not much that can be done at the community level in terms of genetics, the
developmental and environmental support systems we create play a key role in supporting
the health and wellbeing of our youth and emerging adults.
“There is quite a bit of judgement
concerning mental health and
substance use, especially from adults”
39city of maple ridge youth strategy
GOALS:
•Support wellness, mental health &
preventative substance use services for youth.
•Improve awareness of and access to youth
services.
•Use local youth development trends to plan
for youth services and programs.
•Support the reintroduction of a safe house /
youth shelter in Maple Ridge.
•Further engage parents in supporting youth
wellbeing.
•Provide relief for families dealing with mental
health issues.
40 city of maple ridge youth strategy
GOAL 3.1 Support wellness, mental health & preventative substance use services for youth
ACTIONS AGE RANGE CITY ROLE
3.1.1 Continue to support and develop the Youth Wellness
Centre to provide a local, integrated hub of services for
youth.
Youth,
Emerging
Adults
Partner
3.1.2 Continue to advocate to provincial and federal
governments for long-term, sustainable funding for the
Youth Wellness Centre to improve access to health and
wellness services for local youth.
Youth,
Emerging
Adults
Advocate
3.1.3 Advocate to community partners to develop and
implement a preventative approach to youth wellness
and resilience, including:
a.) Integrating wellness, mental health, and substance
use prevention into school curriculums from K-12.
b.) Identifying a youth worker or teacher in each
elementary and high school to lead wellness,
mental health, and substance use programs.
c.) Providing meaningful information and resources
to youth about wellness, stress management,
mental health, substance use, and other risky
behaviour, including safe drug use (i.e., what to
do in case of overdose), personal recovery stories,
and other information (i.e., what do drugs feel like,
what do they do).
d.) Promoting and integrating self-care and self-
regulation (i.e., stress management, yoga,
mindfulness) along with regular, open discussions
about mental health and wellness.
e.) Providing meaningful sexual education that is
inclusive of different sexual orientations, addresses
health and safety, and is non-judgmental and
informative.
f.) Providing meaningful education and resources
on violence and cruelty, including online, verbal
and physical bullying, relationship violence,
discrimination, and racism.
All Ages
(K-12)
Advocate
41city of maple ridge youth strategy
ACTIONS AGE RANGE CITY ROLE
(3.1.3 Continued)
g.) Providing free birth control and sexual health
services to youth and emerging adults.
h.) Providing in-school Drug & Alcohol counsellors in
all high schools.
i.) Providing information on confidential help lines,
services, and resources for youth of all ages.
j.) Focusing on early identification of mental health
and or substance use issues and connecting youth
with professionals outside of the school system for
confidentiality.
k.) Encouraging mental health training for
professionals and others who work with youth (ie.,
teachers, coaches, service providers, etc.).
l.) Developing partnerships with treatment centres to
deliver classroom sessions and/or workshops for
professionals.
3.1.4 Support mental health training for City staff who engage
with youth.
Youth Lead
3.1.5 Advocate to community partners to develop early
intervention techniques for youth facing mental health
and/or substance use.
Youth Advocate
3.1.6 Advocate to community partners to develop a support
group for youth and emerging adults related to mental
health and/or substance use.
Youth,
Emerging
Adults
Advocate
“We need more education in drug
use, alcohol use, and sex.”
42 city of maple ridge youth strategy
GOAL 3.2 Improve awareness of and access to youth services
ACTIONS AGE RANGE CITY ROLE
3.2.1 Work with community partners to develop and promote
a Youth Wellness website as a one-stop site to support
youth, emerging adults, and parents to find local
resources on a range of topics including physical and
mental health, substance use/addictions, financial
support, housing/shelter, education, employment, etc.
Youth,
Emerging
Adults,
Parents
Partner
3.2.2 Promote the Youth Strategy, Youth Development Wheel,
and Youth Wellness website among youth, emerging
adults, parents, service providers, and other community
partners and organizations.
Emerging
Adults,
Parents,
Service
Providers
Lead
3.2.3 Work with community partners to promote new and
existing services for youth in schools and to parents and
caregivers through a variety of channels including in-
person outreach/presentations, print (brochures, guides,
school newsletters), and online (websites, social media).
Parents Partner
GOAL3.3 Use local youth development trends to plan for youth services
ACTIONS AGE RANGE CITY ROLE
3.3.1 Use the Early Development Instrument (EDI) and Middle
Development Instrument (MDI) results for Maple Ridge/
Pitt Meadows to evaluate youth needs over time and
plan City programs, services and resources.
Youth Lead
43city of maple ridge youth strategy
GOAL 3.4 Support the reintroduction of a safe house/youth shelter in Maple Ridge
ACTIONS AGE RANGE CITY ROLE
3.4.1 Advocate to senior levels of government and other
community partners for funding to reintroduce a safe
house/youth shelter in Maple Ridge to help support
youth in need, especially those under 16.
Youth Advocate
GOAL 3.5 Further engage parents in youth wellbeing
ACTIONS AGE RANGE CITY ROLE
3.5.1 Work with community partners to develop a support
group for parents of youth to get advice and share best
practices.
Parents Partner
3.5.2 Advocate to community partners to raise awareness and
engage parents on youth wellness, mental health, and
substance use prevention and intervention.
Parents Advocate
GOAL 3.6 Support relief for families dealing with mental health issues
ACTIONS AGE RANGE CITY ROLE
3.6.1 Advocate to community partners to develop and
enhance relief programs for families affected by mental
health issues including a range of professional support,
care support, peer support groups, workshops and other
resources.
Youth,
Emerging
Adults
Advocate
44 city of maple ridge youth strategy
In a perfect world…
“there would be an anonymous place
to access mental health resources”
“schools would talk to kids earlier about
healthy behavious and coping skills”
“substance use would be talked about openly,
there would be free services for youth and no
waitlists to talk to someone and get help”
- Youth Survey Participants
45city of maple ridge youth strategy
40% of youth surveyed in Maple Ridge said that
they would access a Youth Wellness Centre that offered
support with mental health, substance abuse
and other services.
Youth Strategy, Youth Survey (2016).
Over one-third of young adults with mental health
issues reported their symptoms started in childhood1.
But, only one in four children or youth generally seek
or receive help for their mental health2.
1 Government of Canada (2006). The human face of mental health and mental illness in Canada.
2 Statistics Canada (2003). Canadian community health survey: Mental health and well-being.
46 city of maple ridge youth strategy
4. TRANSITIONING TO ADULTHOOD
The transition to adulthood is an important time for youth and emerging adults. They must
balance school, work, family and social life, and a variety of extracurricular activities. Once
high school ends, they face an abrupt change as they enter “the real world.” The challenges
they faced as youth are now compounded by new challenges such as finding suitable
housing, getting into post-secondary, finding a job/career, budgeting, paying taxes and more.
Many youth in Maple Ridge are concerned about this transition and feel they lack some
key “life skills”. Emerging adults noted the same issues and concerns, suggesting that the
traditional high school curriculum doesn’t fully equip students with the skills and knowledge
they need for today’s world.
By developing additional resources and emphasizing lifelong learning, we can help support
youth and emerging adults as they make this important life transition.
“In an ideal world, youth would be given the
time and support they need to grow up.”
47city of maple ridge youth strategy
GOALS:
• Support youth/emerging adults to learn
important life and career development skills.
• Support youth and emerging adults to gain
practical, real life work experience.
• Increase access to post-secondary education
for youth and emerging adults.
• Support more affordable housing for families
and older youth/emerging adults.
“Our generation feels a bit screwed...no
jobs, high expectations, too much stress and
pressure. The costs of housing and education
are so ridiculous that even if you get a great
job, the weight of debt is crippling.”
48 city of maple ridge youth strategy
GOAL 4.1 Support youth and emerging adults to learn important life skills and career
development skills.
ACTIONS AGE RANGE CITY ROLE
4.1.1 Work with School District 42 and other community
partners to develop and implement classes, workshops
and resources (in and out of schools) to teach life skills
and career development such as:
•resume writing/interviews/job applications,
•work safety,
•applying for post-secondary,
•money management,
•goal setting,
•stress management,
•finding housing,
•tenancy laws and landlord rights,
•how to do your own taxes, and,
•how to start a business, etc.
Youth,
Emerging
Adults,
Adults
Partner
4.1.4 Work with community partners to develop a volunteer
learning registry to connect people who want to learn
with others who can teach specific skills.
All Ages Partner
“Why are we expected to be adults as
soon as we turn 19?”
49city of maple ridge youth strategy
GOAL 4.2 Support youth and emerging adults to gain practical, real life work experience
ACTIONS AGE RANGE CITY ROLE
4.2.1 Advocate to community partners to develop a
“Supporting Youth Works” program to provide more
opportunities for youth and emerging adults to gain
work experience and build connections in their schools
and in their community by:
a.) Developing a database of local opportunities for
formal work experience (for school credit) as well
as jobs and volunteer opportunities for youth and
emerging adults.
b.) Developing job fairs oriented to youth and
emerging adults.
c.) Developing a career sampler program for youth to
try out a series of different jobs and skill sets.
d.) Developing a lecture series to introduce youth to
a range of possible professions with a focus on
diverse representation including women, people
with disabilities, and minorities.
e.) Developing a mentorship program to connect
youth with local professionals to learn more about
different career options.
f.) Working with local businesses and community
organizations to identify appropriate employment
and volunteer opportunities for youth, especially
those under 15.
g.) Providing information on BC Employment
Standards to youth and employers of youth.
Youth,
Emerging
Adults
Advocate
4.2.2 Develop and implement a youth work experience
program within various City departments.
Youth,
Emerging
Adults
Lead
50 city of maple ridge youth strategy
GOAL 4.3 Increase access to post-secondary education
ACTIONS AGE RANGE CITY ROLE
4.3.1 Advocate to senior levels of government to provide more
financial support to post-secondary students including
scholarships, grants, and free courses as well as free
tuition for low-income students/families.
Youth,
Emerging
Adults
Advocate
4.3.2 Advocate to community partners to develop a Maple
Ridge community-based scholarship program to
support local youth and emerging adults to attend post-
secondary.
Youth,
Emerging
Adults
Advocate
4.3.3 Advocate to the provincial government to provide free
upgrading through Continuing Education for youth and
emerging adults out of high school.
Youth,
Emerging
Adults
Advocate
4.3.4 Continue to explore a possible partnership with Simon
Fraser University to create a satellite campus in Maple
Ridge to help youth and young adults access post-
secondary opportunities locally.
Emerging
Adults
Partner
GOAL 4.4 Support affordable housing for families and youth/emerging adults
ACTIONS AGE RANGE CITY ROLE
4.4.1 Continue to support the ongoing maintenance and
development of adequate rental units and affordable
housing as per the City’s Housing Action Plan.
Youth,
Emerging
Adults,
Families
Lead
4.4.2 Continue to advocate to senior levels of governments
for more funding for non-market housing, rent
supplements, and other programs to support low-
income households.
Youth,
Emerging
Adults,
Families
Advocate
4.4.3 Continue to provide information on housing rights and
housing assistance as per the City’s Housing Action Plan,
with an emphasis on reaching older youth and emerging
adults.
Youth,
Emerging
Adults,
Families
Lead
51city of maple ridge youth strategy
“It feels good to be independent,
but financial and‘adult’
responsibilities are stressful and
hard work. The real world is a
challenge and overwhelming”
– Emerging Adult
52 city of maple ridge youth strategy
IMPLEMENTATION
53city of maple ridge youth strategy
The Youth Strategy is a plan for all youth in Maple Ridge, for vulnerable populations but also
for teens and young adults who struggle with everyday challenges, who want to have fun,
learn new skills, share their voices, and be seen as partners in their own development.
While some of the challenges facing local youth (such as mental health) fall outside the
City’s direct influence, the City can still have significant impact on their positive physical,
social and psychological development. Whether the City is advocating, partnering with
other organizations, or leading initiatives, powerful change can happen over time through
incremental actions. There are also many immediate actions the City can take (such as
providing more youth-oriented recreation) to help support and empower local youth and
emerging adults.
Implementation of the Youth Strategy will be guided by the City’s Social Policy Advisory
Committee but will require support and collaboration by many community organizations and
service providers, various City departments, and senior levels of government, as well as local
youth, parents, and community members.
54 city of maple ridge youth strategy
The following steps are recommended to establish an implementation framework to
successfully achieve the goals of the Youth Strategy:
Identify a City staff member or new hire to act as a Youth Services Advocate,
integrating the role into their official job description with sufficient time and
resources to provide ongoing support for implementation and youth advocacy.
(see policy 2.1.1)
Create meaningful opportunities to engage youth and emerging adults in
implementing the Youth Strategy, such as a Youth Committee or Task Force
(see policy 2.3.4).
Engage staff from various City departments to identify how they can lead
implementation of specific actions and/or integrate recommendations into their
business planning and decision-making.
Host Social Policy Engagement Workshops with the Community Network and
provincial ministries to establish a shared framework for implementation.
Engage other community partners, organizations, parents, and community
members in implementing the Youth Strategy.
Conduct an annual review to evaluate progress in implementing the Youth
Strategy, assess the changing needs of the community, and update the plan to
ensure the actions remain relevant over time. This should involve:
a.An internal review of City progress, led by the Social Policy Advisory
Committee;
b.Workshops with community partners and provincial ministries; and
c.An annual workshop with Council to review progress and identify ways for
Council to advocate for youth and implement the Youth Strategy.
1
2
3
4
5
6
55city of maple ridge youth strategy
It takes a village…
The Maple Ridge Youth Strategy is a community-
owned plan, created with the ideas and input from
local youth, emerging adults, parents, caregivers,
and service providers. Making Maple Ridge a place
where youth can thrive is a shared responsibility
of our whole community.
Developing the Youth Strategy is the first step
of many on this journey and the actions of many
partners will be needed. Together, we can create
an even stronger network to support, engage, and
empower the younger members of our society.
56 city of maple ridge youth strategy
www.mapleridge.ca
Youth Services
youthwheel@mapleridge.ca
planning design engagement
MAPLE RIDGE
YOUTH
STRATEGY
UPDATES
•Based on feedback from Council, School District 42, and planning staff
•Clearly identified City roles
•Removed emphasis on specific partners –partner roles to be confirmed
through implementation workshops with CN and provincial ministries
•Updated/removed certain actions
•Enhanced plan for implementation
CITY ROLES
A lot of advocacy
but also a lot the
City can
achieve…
POTENTIAL PARTNERS
•Federal agencies and provincial ministries
•Regional and other agencies (i.e., TransLink)
•School District 42
•Maple Ridge City Council
•Members of the Maple Ridge Pitt Meadows Katzie Community Network and other local community service
organizations
•Local organizations who support youth (i.e., sports, arts and culture, learning, recreation)
•Advocacy groups outside of the community (ie., mental health, sexual health organizations)
•Local businesses, Downtown Business Improvement Association
•Parents and other community members
•Local youth, emerging adults, and youth organizations
UPDATED ACTIONS
•Action-oriented, focus on specific advocacy, partner actions or City-led initiatives
•Removed reference to DARE program
•Removed action to ‘expand trades programs to all high schools’
•Emphasized roles of teachers but also others who work with youth (ie. coaches)
•Emphasized transportation to school as well as recreation
•Emphasized new Cultural Centre opportunities (as a gathering space, home for the
Youth Wellness Centre and potential partnership with SFU)
•Emphasized relation to the Housing Action Plan
ENHANCED IMPLEMENTATION
PLAN
1.Identify Youth Services Advocate and provide sufficient resources.
2.Create meaningful opportunities to engage youth in implementing the Youth Strategy.
3.Engage staff from various City departments.
4.Host Social Policy Engagement Workshops with the Community Network and provincial ministries to establish a
shared framework for implementation.
5.Engage other community partners, organizations, parents, and community members in implementing the Youth
Strategy.
6.Conduct an annual review:
•An internal review of City progress, led by the Social Policy Advisory Committee;
•Workshops with community partners and provincial ministries; and
•An annual workshop with Council.
6.1
From: Donna Davis [mailto:Donna.Davis@metrovancouver.org]
Sent: Tuesday, September 20, 2016 9:36 AM
To: Donna Davis
Cc: Elisa Campbell
Subject: Consideration of the Five-Year Review of Metro Vancouver 2040: Shaping our Future, the
Regional Growth Strategy - Extended Deadline for Comments
Good Morning,
Metro Vancouver is in the process of considering the need for, and extent of, a review of Metro
Vancouver 2040: Shaping Our Future, the regional growth strategy. This process includes
consulting with affected local governments and other organizations and agencies to provide the
opportunity to comment on whether a review is necessary and, if so, the possible scope of that
review.
A letter was sent to your organization asking for comments by October 1, 2016. Metro
Vancouver has received a number of requests for additional time to respond and, as a result,
we are extending the deadline for comments to October 26, 2016.
Should you have any questions, please contact Elisa Campbell, Director of Regional Planning &
Electoral Area Services, at Elisa.Campbell@metrovancouver.org or 604-451-6556.
Thank you for your interest in the five-year review of Metro Vancouver’s regional growth
strategy.
Attachment: ‘Metro Vancouver 2040: Shaping our Future: Five-Year Review’ report dated June
10, 2015
Sent on behalf of Elisa Campbell, Director of Regional Planning & Electoral Area Services,
by
Donna Davis
Assistant to the General Manager
Supervisor, Committees and Records
Parks, Planning and Environment Department
t. 604.451.6139
metrovancouver
SERVICES AND SOLUTIONS FOR A LIVABLE REGION