HomeMy WebLinkAboutAdministration BP 2017-2021.pdfCouncil Review - December 2016 Page 1
City of Maple Ridge
Office of the Chief Administrative Officer - Communications
Business Plan 2017 - 2021
Departmental Overview
The Communications Department works with all City departments as well as Mayor and Council to
provide important information to citizens and stakeholders of the City of Maple Ridge. Communications
develops content and messages for the City website, social media, media releases and face-to-face
interactions to ensure that information is available in a timely fashion, is open, transparent and
accessible to the widest possible audience.
The total expenditure budget for this department is $283,000.
Organization Chart
Manager of
Corporate
Communications
Administrative Executive Assistant/
Assistant Web Manager
0.8 FTE i
L-----------
Full-Time Equivalent Staff = 1.8 FTE
Strategic Alignment
• The Communications Department supports the City's vision of a socially cohesive community by
working with staff subject experts to connect citizens with information, and perhaps more
importantly - with other citizens, to help educate, inform and engage people in the community. An
engaged community with access to timely and accurate information helps to ensure accountability
and transparency in all of our work.
Business Perspective/Environmental Scan
• The level of engagement with Communications on social media continues to dramatically increase
since we established a presence on this platform. There is an expectation from the community that
we be available 24/7 requires staff to always be "on call" which we are managing with the current
resources.
• Communications helps identify potential issues as part of the strategic and business planning
process, by monitoring social media channels and attending public meetings and forums. We work to
gauge the conversations and tone of the community and report back to staff members who are the
project leaders and subject experts to recommend when the organization needs to act quickly when
we see issues emerging in the community that need to be addressed.
• Increasingly, the public is able to provide feedback on a number of important community issues. This
has increased the demand on departments to deliver open, transparent and timely communications
quickly and directly. The resources required to engage on these platforms have resulted in increased
time commitment from Communications and juggling projects as required.
• City departments need to be proactive (be our eyes and our ears). It is critical that Communications
staff are aware of the various activities occurring within Maple Ridge and have access to the subject
and issue experts to effectively deal with public and media enquiries in a timely fashion.
Business Plan 2017-2021 11 Page
Office of the Chief Administrative Officer - Communications
Council Review - December 2016 Page 2
Continuous Improvement
• We leverage the skills and experience of the Communications team to execute many projects in-
house using a creative broad spectrum and limiting the use of contractors.
• Staff create in-house videos when it doesn't impact the ability to deliver on our business plan.
Examples for 2016 are the Economic Development success stories and the Tourism highlights.
• We have implemented CivicSend on our website which allows staff to create in-house newsletters
that are distributed to subscribers through the Notify Me module.
• A large photo and video library was created which is accessible by all departments. One repository
containing multiple use, high quality images saves money and time.
• In an effort to leverage economic development potential, events and organizations are promoted
bringing businesses and tourists to Maple Ridge.
Accomplishments and Work in Progress (highlights only)
Business Plan 2017-2021 2 1 P a g e
Office of the Chief Administrative Officer - Communications
Action Item
Status or Outcome
Complete
(and ETA if
not 100%)
Invite the same internal stakeholders
who contributed to the website imple-
mentation plan in late 2013 to provide
Deferred until the branding review is complete.
0%
feedback on the new website and review
recommendations for updates.
Establish baseline rates for related
contracted services (photography,
Not started
0%
videography, printing and graphic
Dec 31
design).
Promote the amenities in Maple Ridge
as a great place to live, to invest and to
visit - With input and guidance from the
Economic Development team, we will
create, edit and upload a series of short
1 Hour of aerial footage complete
videos to the City website and YouTube
Six interviews complete
50%
channel. Specifically we will do one with
Dec 15
a focus on the natural assets, one with a
Editing in progress
focus on the lifestyle (sports and
recreation) assets and one on the
creative and social aspects relating to
festivals and the arts.
Assist in the development of an
Presentation made by Information
integrated information system for
Technology on GIS backend
Planning Department projects (signage-
Meeting held with Planning on signage
60%
to -website link).
policy review
Develop content management
0%
guidelines for digital photography by City
Not started
Dec 15 1
staff and contractors.
Review and update all communications
Three policies to be reviewed: Social Media,
related policies.
Communications and Events & Community
25%
Directory.
1St Q 2017
Business Plan 2017-2021 2 1 P a g e
Office of the Chief Administrative Officer - Communications
Council Review - December 2016 Page 3
Ongoing Deliverables
• Continued representation on the Records Management Committee. The representative will develop
`power user' level skills and provide training and hands-on assistance to department staff, as well as
keep staff up to date on policies and procedures as they relate to records management.
• When public enquiries are received (via mail, emails or social media posts) work with the appropriate
department representatives and subject experts to acknowledge receipt within one business day and
further indicate when full responses can be expected.
• Work with the appropriate Departments and subject experts to produce, distribute and post
publications: Citizens Report, Tax Newsletter, Workshop at a Glance, Maple Ridge This Month, Maple
Ridge This Week and the Ridge Revealer.
• Work with the appropriate Departments and subject experts write and distribute news releases and
organize news conferences pertaining to important events and issues.
• Work with the appropriate Departments and subject experts in the development and posting of
information that supports public access and awareness of programs and ongoing work in print,
online at mapleridge.ca and the social media pages.
Business Plan 2017-2021 3 1 Page
Office of the Chief Administrative Officer - Communications
Action Item
Status or Outcome
Complete
(and ETA if
not 100%)
Examine the City's brand across various
social and business leaders. - Work with
the Economic Development Department
to develop an RFP for the Discovery &
Research work. The project will also
Report to Council in November
75%
involve evaluation and the final recom-
mendation on the successful proponent
and assistance as they execute the
contract and present recommendations
back at the end of the project.
Work with the Recreation Department to
Assisted with cleanup, photo sizing and
ensure the website clearly reflects the
replacing. Critiquing and liaising with service
results of the dissolution of the Joint
provider. Role was increased with the
100%
Parks & Leisure Services agreement.
departure of the Marketing & Communications
This migration will involve branding,
Manager.
website links, photos and verbiage.
Work with the Economic Development
Department to ensure the website
Worked with Economic Development task
80%
clearly reflects the new in-house tourism
force, proofed and provided images and
Dec 31
function. This will involve branding,
videos.
website links, photos and verbiage.
Work with the Agricultural Advisory
Committee to develop information for
the website:
• Clips of grassroots activities
• Database of agricultural activities in
Deferred
2017
Maple Ridge
• Summary of agricultural information
in community, including grass roots
level
Ongoing Deliverables
• Continued representation on the Records Management Committee. The representative will develop
`power user' level skills and provide training and hands-on assistance to department staff, as well as
keep staff up to date on policies and procedures as they relate to records management.
• When public enquiries are received (via mail, emails or social media posts) work with the appropriate
department representatives and subject experts to acknowledge receipt within one business day and
further indicate when full responses can be expected.
• Work with the appropriate Departments and subject experts to produce, distribute and post
publications: Citizens Report, Tax Newsletter, Workshop at a Glance, Maple Ridge This Month, Maple
Ridge This Week and the Ridge Revealer.
• Work with the appropriate Departments and subject experts write and distribute news releases and
organize news conferences pertaining to important events and issues.
• Work with the appropriate Departments and subject experts in the development and posting of
information that supports public access and awareness of programs and ongoing work in print,
online at mapleridge.ca and the social media pages.
Business Plan 2017-2021 3 1 Page
Office of the Chief Administrative Officer - Communications
Council Review - December 2016 Page 4
Ongoing Deliverables - cont'd
• Provide ongoing website training to Web Clerks and cover web updates for other departments during
absenteeism of Web Clerk.
• Assist departments with protocol issues related to community events.
• Stay updated on various community issues by attending relevant meetings and working with subject
experts, Department Ambassadors, Communications Committee members and the CMT.
• As requested and required, participate in City committees including Green Team, The Community
Builders, Communications, Ridge Revealer, Business Planning and Records Management.
• Working with the Emergency Management Team, ensure citizens have up-to-date and accurate
information related to Emergency Preparation and be ready to assist and support the Emergency
Operation Centre when it is activated.
• Liaison with the local newspaper holding the City's contract to ensure advertisements and articles
are in line with expectations.
• Prepare and submit Communications Department award applications.
Found Milestones
• Maple Ridge This Week - is a newsletter that is produced every Friday and distributed to Council and
staff. Weekly updates include; upgrades to infrastructure within our community, information
regarding past or upcoming community festivals and events, public art projects, Emergency Program
initiatives and information regarding awards received.
• Forward 2020 - Created web page and social media sites, developed content working with staff
experts, created and managed media releases and participated in meetings regarding the
communications for the Forward 2020 initiative.
• Forward 2020 Newsletter - is a newsletter that is produced weekly and distributed to subscribers
through Notify Me. Weekly updates include: information on Community Dialogue on Homelessness
speakers series and communications regarding the proposed shelter.
• #MRHeritage Inventory Project - Supported the external communications program for the Heritage
Inventory project by the creation of the survey, web assets and social media communications.
• Economic Development Instameet - created a Facebook event page to promote the BC Day
Instameet hosted by Economic Development and Hello BC to promote tourism in Maple Ridge on the
BC Day weekend.
• Youth Mental Health Initiative - Working with the Child Youth Mental Health Substance Use
Collaborative group, Communications staff have been assisting in the development of a logo,
advertising and social media content for the launch of the fundraising program for the Youth
Wellness Centre.
• Active Transportation Marketing Materials - created promotional materials to assist with the
recruitment of members for the Active Transportation Committee.
• UBCM Support - created UCBM briefing packages for Mayor and Council attending two ministry
meetings at the 2016 UBCM conference and developed communications around the presentations
by Council and staff.
Business Plan 2017-2021 4 1 P a
Office of the Chief Administrative Officer - Communications
Council Review - December 2016 Page 5
New Deliverables for 2017 (highlights only) - Any incomplete items from prior years may also form part
of the 2017 workplan.
Service Area Goal: Council Report Communications Enhancement
• Work with report authors to ensure citizen communications and engagement information is
included in Council reports as required.
Objectives:
• Ensure that the Communications Department is aware of important community issues in order to
enable timely, open and accurate information.
Action Item
Lead
ETA
Provide support in the development of
Fred Armstrong
1St Q 2017
communications/engagement programs for items/issues
Support: Clerk's
coming before Council
Department
Service Area Goal: Open Government Task Force
• Support any projects or initiatives that are part of the Implementation Plan for the Open
Government Task Force.
Objectives:
• To ensure that the open governance enhanced assets are highlighted and easily accessible for
our citizens through the design of the Open Governance web portal.
Action Item
Lead
ETA
Work with the Open Government Task Force Implementation
Fred Armstrong
4th Q 2017
team to develop and execute a communications plan and
Support: IT
participate in the open governance portal design.
Department
Service Area Goal: Communications Support for City Departments
• Provide communications and logistics support for key projects identified in the 2017 Business
Plan.
Objectives:
• To ensure that citizens are aware of key City projects and initiatives and where there are
opportunities for engagement and input, ensure that citizens have access to the information that
they need to participate in the conversations, consultations and processes relating to policy or
project development.
Action Item
Lead
ETA
Work with the project leader/subject expert to provide
Fred Armstrong
4th Q 2017
Communications consultation/support and logistics support
Support:
to ensure that citizens are fully engaged of key projects in the
Department
2017 Business Plan as noted in the list on the next page.
expert in the
subject/project
Business Plan 2017-2021 5 1 Page
Office of the Chief Administrative Officer - Communications
Council Review - December 2016 Page 6
Administration:
Economic Development
• Provide communications support for the branding review and coordinate a strategy for the
implementation of key recommendations arising from the branding review
• Provide communications support for the Economic Development department's Tourism Strategy, and
implement key recommendations for a more comprehensive tourism industry development and
marketing program commencing 2018. This will include engagement of hotels to implement a hotel
room tax to support funding needs.
Emergency Program
• Provide communications support to assist in the recruitment of volunteers for the ESS program.
• Create short video presentations on Emergency Preparedness, in particular around the materials
that should be part of grab and go bags and 72 hour emergency kits.
Human Resources
• Provide communication support for internal HR programs relating to the employee engagement
initiatives.
Sustainability & Corporate Planning
• Collaborate with Sustainability & Corporate Planning to develop a communications and marketing
program for a Citizen Satisfaction and Strategic Direction Survey after the consultation work has
been completed with Council.
• Support and strengthen relationships with the Katzie and Kwantlen First Nations, including
communications, protocol development, signage, flags and other cultural displays as required, in
conjunction with other City departments.
Corporate & Financial Services
Clerks
• Provide communications support for the recruitment of citizens for Committees of Council as
openings arise.
• Work with City departments to ensure that community engagement and key benefits to citizens are
embedded in reports that are coming to Council.
Fire Department
• Provide communications support relating to the public consultations around the development of Fire
Hall No. 4 & Training Centre and the co -located public park.
• Provide communications support for community education programs and events (e.g. open houses,
fall fireworks and the CP Holiday Train visit).
Finance
• Work with the Finance Department on the production of the `Financial Highlights' section of the
2016 Citizens Report and provide consultative services around the communications of the City's
financial data and process diagrams as part of the Open Government web portal project.
Information Technology
• Provide communications/creative support for the new web portal and Open Government Task Force
recommendations to ensure that citizens know about any enhancements as the project moves
forward.
RCMP/Police Services
• Provide communications support/input for the Ridge Meadows RCMP relating to their goal around
improving internal/external communications.
Business Plan 2017-2021 6 1 P a g e
Office of the Chief Administrative Officer - Communications
Council Review - December 2016 Page 7
Parks, Recreation & Culture
Administration
• Provide communications support for the General Manager relating to media releases and media
events relating to;
a) A potential BC Housing project in the community to deal with homelessness
b) The announcement of a new school in Albion and communications around a co -located
community facility
c) Any new or updated projects/agreements between the City of Maple Ridge and School
District No. 42 and/or the City of Pitt Meadows
• Provide communications support for the community facilities engagement program to ensure that
citizens are fully engaged and well informed of each step in the process as we move from the
concept stage to more detailed business and design plans.
Parks & Facilities
• Provide communications/logistics support for;
a) Community engagement process, conceptual design development and construction of a full
size synthetic turf field and staging area off 124 Street at Merkley Park
b) Proposed community engagement and upgrades at Albion Sports Complex
c) Proposed scooter park consultation
d) Cemetery upgrades
Recreation & Community Services
• Support the alignment of Parks, Recreation & Culture with the City of Maple Ridge brand review.
• Support the implementation of identified Canada 150 projects with community partners: gateway
monument, donor recognition integrated artwork and community public art projects (banners, trails
walk) and support partners ACT Arts Centre, Community Heritage Commission and Recreation.
(pending funding)
• Support the development action plan for recommendations from the Festivals & Special Events
review process including the development of a Civic Service model of special event delivery for
Councils consideration.
• Provide communications and logistics support for the Social Planning 2017 Work Plan around the
Strong Kids Team, Forward 2020 program and the execution of Mayors Regional Summit on
Homelessness
Public Works & Development Services:
Administration
Provide communication support to ensure the public is aware of the 232 Street capital works project.
This will include media releases on the approval process, ground breaking and ongoing information
during the construction phase of the project.
• Provide support to the General Manager around any media releases related to the Haney Bypass
improvement project, new bus service to Silver Valley, Housing Action Plan implementation and the
Hammond Area Plan implementation.
Engineering
• Provide communications support around a campaign to reduce illegal dumping in the community
• Provide communications support/media releases/updates around capital projects.
Business Plan 2017-2021 7 1 Page
Office of the Chief Administrative Officer - Communications
Council Review - December 2016 Page 8
Licences, Permits & Bylaws
• Provide input and communications support for community/stakeholder engagement/participation in;
a) Inter -Municipal Business License Program
b) Animal Control Services/Bylaw
c) Marijuana Dispensaries
d) Enhancing Website Service Offerings
Operations
• Provide communications support for road maintenance programs by identifying projects that will
have substantial road closures and ensuring that the public is informed in advance to mitigate
impacts on our citizen's commutes.
• Provide input on the 311 review relating to citizen implications and how this kind of program would
be marketed to the community.
Planning
• Provide communications support for the public engagement program around the development of the
Albion Area Plan to ensure citizens are fully engaged in this work. We will build on the model
developed as part of the Hammond Area plan that integrated print ads, social media, video,
community meetings and open houses and online resources.
Provide communications support for Community Heritage Commission projects (eg. Heritage Awards
nominations and event).
• Provide communications support for programs run by the Agricultural Advisory Committee. This
includes the promotions of events such as the Golden Harvest, The Front Yard Food Garden Contest
and the Haney Farmers Market.
Operating Budget
Proposed Financial Plan 2017 - 2021
Office of the Chief Administrative Officer - Communications
-
Adopted
Proposed
Proposed Changes
Proposed
All $ values in 000's (thousands)
2016
2017
$ %
2018
2019
2020
2021
Expenditures
Advertising
30
30
0%
30
30
30
30
Consulting
29
29
0%
29
29
29
29
Miscellaneous
8
8
0%
8
8
8
8
Publicity
18
18
0%
18
18
18
18
Salaries
196
198
2 1%
202
207
213
218
281
283
2 1%
287
292
298
303
Totals
281
283
2 1%
287
292
298
303
Proposed Changes or Remarks - None
Incremental Packages - None
Capital Budget - None
Information Technology - None
Business Plan 2017-2021
Office of the Chief Administrative Officer - Communications
Q
Council Review - December 2016 Page 9
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using
Performance Reporting Scorecards which appear in the City's performance system. The scorecards for
this area are listed below. Full scorecards can be found in the Scorecards tab.
To access the "live" scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this department:
GV02 Website Visits
The website continues to be important to our
community as a means of dissemination of
information.
Business Plan 2017-2021 9 1 Page
Office of the Chief Administrative Officer - Communications
Council Review - December 2016 Page 10
Incremental Package Report
2017 Proposed Budget
Division: Administration Date: November 2016
Department: Communications Submitted By: Fred Armstrong
Request For: Community -to -Community Program
Package: 1 of 1
Activities/ Purpose:
In 2017, the City of Maple Ridge, and Katzie and Kwantlen First Nations will hold a tripartite Community -
to -Community Forum with a goal of creating a more collaborative relationship. This incremental package
seeks to create a funding envelope for 2017 to begin the deployment of flags and other displays as a
tangible expression of the coming together of the Councils, elders and representatives who serve the
people in our community.
Functions Performed/ Degree of Service:
One of the goals is to establish a dialogue on reconciliation and demonstrate a stronger connection
between the representatives of the City and Katzie and Kwantlen First Nations. In addition to the
deployment of flags and displays, our hope is that additional projects will emerge from the meetings that
will showcase and celebrate our First Nations throughout the community. We received a $5,000 grant
from UBCM to support this initiative.
Alternatives Considered/ Reasons for Not Recommending:
The project scope is dependent on the outcome of the meetings. The scope of the proposal may change
or be deferred by the stakeholders. Components of the project execution may be moved to other
departments based on the final outcome of the meetings.
Staff Position:
None
Performance Measure:
The delivery of project components will be subject to review from the joint stakeholders as part of the
agreements that come from the meetings.
Package:
Flags
Flag Poles/New base for Council Chambers
Flag Poles/ Two new positions on City Hall Balcony
Flag Poles/Two new flags in front of RCMP HQ
Portable Flag Displays
New Banners for Maple Ridge/Canada 150/Katzie & Kwantlen
Enhanced Display Space at City Hall (Cabinets)
New Signage in Parks & Public Spaces
2017
Budge
$ 4,000
1,000
2,000
3,000
2,000
15,000
6,000
10.000
43 000
Business Plan 2017-2021 10 1 P a
Office of the Chief Administrative Officer - Communications
Council Review - December 2016 Page 11
City of Maple Ridge
Office of the Chief Administrative Officer - Economic Development
Business Plan 2017 - 2021
Departmental Overview
Economic Development provides investment attraction, business retention and expansion programs, as
well as film production liaison services. We work with local business associations such as Downtown
Maple Ridge Business Improvement Association and the Chamber of Commerce, and provincial and
federal government agencies involved in business and economic development. We also provide
administrative support and staff liaison to the Economic Development Committee to Council, and its
related task force groups. In 2016 the Economic Development office also gained responsibility for
Tourism marketing and product development.
The total expenditure budget for this department is $492,000.
Organization Chart
Manager of
Economic
Development
Administrative Film Production Business Retention
Assistant Liaison and Expansion
Officer
Full -Time Equivalent Staff = 4
Strategic Alignment
• Economic Development is a process which requires the support of all City departments and
community stakeholders.
• The Economic Development department functions as a catalyst bringing people, ideas and action
together.
• The role of the Economic Development department is to foster a sustainable environment which
offers opportunities for investment and high quality employment, so that our residents can attain a
high standard of life.
• We help grow the Maple Ridge economy through business and investment attraction; and business
retention and expansion initiatives which are targeted based on opportunities available and needs in
specific sectors.
• We focus our efforts on specific initiatives which will bear the greatest results, and as directed by
Council, in an effort to optimize the use of limited human and financial resources in the department.
• Our service delivery model is built on a foundation of a strong Maple Ridge brand, exceptional client
service, extensive local and regional relationships and sound analytics informing decision making.
• We place the customer at the centre of our service delivery model while respecting public policy
objectives.
Council Review - December 2016 Page 12
Business Perspective/Environmental Scan
• The Canadian economy is expected to grow by just under 1.5% in 2017. A strengthening American
economy and US dollar will help fuel growth in the tourism, film and export sectors. The BC economy
is expected to lead all Canadian provinces in economic growth with real GDP growth of 2.6% in
2017. The provincial unemployment rate is expected to drop from 5.8% in 2016 to 5.6% in 2017
and the provinces should see continuing labour shortages in certain sectors. Most of the job growth
is expected to occur in southwestern BC. Film and Tourism are expected to be amongst the highest
demand occupations in BC. These two sectors will offer opportunities for job growth in Maple Ridge.
The housing sector has been a significant contributor to growth in BC, and is a significant component
of the local economy. The Real Estate Board of Vancouver expects to move towards a more
"balanced" market in 2017; the 15% foreign home buyer tax, tightened mortgage qualification rules,
should moderate price increases. Maple Ridge will continue to experience strong demand for
housing, given the wide choice in housing styles available, and relative affordability. With increasing
population there will be a need for commercial activities to provide services ranging from health and
welfare, food and beverage, retailing, etc.
Metro Vancouver continues to experience a shortage of available industrial land, particularly a lack
of large, well -situated land for port -related businesses. They anticipate most of the current inventory
will be fully developed within the next decade, with the strongest demand for areas close to major
transportation networks (Highways 1, 17, 91 and 99.) Locally, most of the currently available
industrial land is located in the northern sections of Maple Ridge. This area is remote and poorly
serviced. Maple Ridge will continue to experience strong demand for industrial land, but due to the
shortage of quality industrial land, will be unable to meet this demand.
• Maple Ridge has 24,000 jobs and a resident labour force of 42.000. Approximately 65% of residents
commute out of Maple Ridge for work. The relative lack of and miss -match of jobs to resident labour
force will continue to result in community pressure for more employment opportunities in Maple
Ridge.
• Economic Development is a process which requires the support of all City departments and
community stakeholders, to bring together opportunities for investment.
The 2016 Business Plan for Economic Development described below was delivered with the
additional assistance of one additional auxiliary staff member which worked full time in the
department from February to December. Their principal duties were, rebuilding the on-line
information including redesign and content development for the Invest Maple Ridge, and Tourism
Maple Ridge web -sites, and preparation of collateral materials for both, economic development and
tourism purposes as well as providing relief during vacation and support for the Administrative
Assistant and Film Production Liaison.
Continuous Improvement
• Strengthen the foundation: Branding, Customer Service, Relationships and Analytics - Ongoing
attention is necessary to create an environment which is supportive of investment.
• Participate in training that will allow us to most effectively contribute to world class business
practices and cross train staff to ensure effective succession and coverage.
• Gather and report key information and data from surveys and reviews to enhance processes and
improve analytical tools.
Council Review - December 2016 Page 13
Accomplishments and Work in Progress (highlights only)
Action Item
Status or Outcome
Complete
(and ETA if
not 100%)
Undertake a business retention program
Business outreach in Albion Industrial to
to support the growth of local business,
support implementation of Commercial
including home based businesses
Industrial strategy, over 30 businesses
visited. Report recommending next steps
underway.
• Home-based businesses (HBB) advisory
group established through the EDC HBB
50%
Taskforce, which is reviewing the HBB
home occupation bylaw and initiatives to
reach out to HBB are being developed.
Home Occupation Bylaw to be completed
by Q3 2017
• Business visitations included 150
businesses visited by Economic
Development staff
Undertake initiatives to animate the
Town Centre Animation Plan was brought to
town centre and enhance investment
Council and is being implemented.
• Specific initiatives are being implemented
by the lead departments in partnership with
the DMRBIA, and follow up report will be
80%
brought to Council by Q2 2017
• A new Halloween event offered this year
and others are being investigated by PRC
and Economic Development
Bring tourism marketing initiatives in
A tourism program offering similar marketing to
house and explore a development of a
that delivered by past contract provider has
tourism strategy
been established, with an info centre in the
Economic Development Office, regional tour
80%
programs, online presence, marketing at
events (e.g. Demo International and Home
Show), and preparation of a draft tourism
strategy underway.
Undertake an efficiency review of the
filming process including fees and
Underway to be completed by year end.
90%
charges
Branding - Hire a branding consultant,
Branding review has been completed the
initiate phase 1 of a branding refresh by
consultants have presented the high level
undertaking research on the City's value
findings to Council and the final report is due
proposition and brand recognition and
for year end and presentation to Council shortly
bring a report to CMT, and investigate
after.
90%
the use of city sub -brands
Council Review - December 2016 Page 14
Ongoing Deliverables
• Continue to deliver business retention programs to support local businesses: BusinessStart program,
business visitations which may include staff and council members (Target 100 visits), targeted
programs and strategies and industry survey, including home based businesses.
• Actively pursue key investments in the Town Centre, in employment areas and neighbourhood
commercial areas and investment attraction for selected business and enterprises e.g. post-
secondary education, hotel, conference facilities, brand retail and food service, light manufacturing,
technology and agri-business.
• Respond to inquiries from existing businesses or potential new business ensuring a high standard of
customer service, timely response and effective facilitation and coordination with Development
Services and other departments as required (Anticipate 200 business inquiries).
• Continue to support the EDC and its related Task Forces on Tourism, Technology and Home-based
Business.
• Continue to support the Commercial and Industrial Strategy Implementation plan with emphasis on
identifying new or upgrading employment areas to attract investment.
• Continue to encourage town centre revitalization efforts, animation and the City's continued support
in a more effective fapade improvement program. (Please see Incremental Package 1).
• Continue to build relations with business and property owners, business groups (eg. Chamber of
Commerce, DMRBIA, Rotary Clubs etc), the Metro Vancouver development industry to promote and
position Maple Ridge to take advantage of opportunities that present themselves.
• Process motion picture applications, coordinate the facilitation of filming in Maple Ridge. (anticipate
volumes consistent with 2016).
• Continue to provide basic tourism marketing as part of economic development.
• Continue to support the City's interests in developing a telecommunication presence particularly in
fibre optics.
• Support the City's real estate initiatives to enhance economic development and quality of life for
residents in general.
• Continued representation on the Records Management Committee. The representative will develop
`power user' level skills and provide training and hands-on assistance to department staff, as well as
keep staff up to date on policies and procedures as they relate to records management.
Action Item
Status or Outcome
Complete
(and ETA if
not 100%)
Restructure the former EAC to a new
Complete the EDC has been established and
EDC with associated task forces
will meet at least 5 times. Three task force
groups have been established to address:
100%
Technology Industry, Tourism and HBB which
have met from 3 to 6 times
Develop a regular Economic Update
Economic Development Newsletter completed;
Communique for Council, and other
regular participation in MRTW, and reports to
regular reporting tools
Council on Economic Development Initiatives. A
80%
report will be developed to provide activity
statistics on a quarterly basis in Q2 2017
Implement Council direction originating
Economic Development on-line information
from the Mayor's Open Government
completed, greater community engagement
100%
Task Force
through EDC task force groups
Ongoing Deliverables
• Continue to deliver business retention programs to support local businesses: BusinessStart program,
business visitations which may include staff and council members (Target 100 visits), targeted
programs and strategies and industry survey, including home based businesses.
• Actively pursue key investments in the Town Centre, in employment areas and neighbourhood
commercial areas and investment attraction for selected business and enterprises e.g. post-
secondary education, hotel, conference facilities, brand retail and food service, light manufacturing,
technology and agri-business.
• Respond to inquiries from existing businesses or potential new business ensuring a high standard of
customer service, timely response and effective facilitation and coordination with Development
Services and other departments as required (Anticipate 200 business inquiries).
• Continue to support the EDC and its related Task Forces on Tourism, Technology and Home-based
Business.
• Continue to support the Commercial and Industrial Strategy Implementation plan with emphasis on
identifying new or upgrading employment areas to attract investment.
• Continue to encourage town centre revitalization efforts, animation and the City's continued support
in a more effective fapade improvement program. (Please see Incremental Package 1).
• Continue to build relations with business and property owners, business groups (eg. Chamber of
Commerce, DMRBIA, Rotary Clubs etc), the Metro Vancouver development industry to promote and
position Maple Ridge to take advantage of opportunities that present themselves.
• Process motion picture applications, coordinate the facilitation of filming in Maple Ridge. (anticipate
volumes consistent with 2016).
• Continue to provide basic tourism marketing as part of economic development.
• Continue to support the City's interests in developing a telecommunication presence particularly in
fibre optics.
• Support the City's real estate initiatives to enhance economic development and quality of life for
residents in general.
• Continued representation on the Records Management Committee. The representative will develop
`power user' level skills and provide training and hands-on assistance to department staff, as well as
keep staff up to date on policies and procedures as they relate to records management.
Council Review - December 2016 Page 15
Found Milestones
• Down Town Maple Ridge BIA - coordination with the DMRBIA to implement the renewal of the
DMRBIA bylaw through the adoption of a renewed mandate and town centre BIA bylaw.
• Pitt Meadows Airport - Involvement in the nomination committee for the Board of Directors.
Supporting a strategy to provide the members of the society (joint Councils) with greater knowledge
of local airports, coordination of a governance and strategic reviews and coordination of a new
Constitution and Bylaws for the airport society.
• Reviewed and build all new format, content and imagery for the Invest Maple Ridge web -pages,
development of new up -date content, developed 7 fact sheets in a presentation folder for provision
of hard copy information, developed a social media plan for regular communications which is
incorporate in the City social media post
• Together with IT and Licence and Permits Department developed and launched a searchable GIS
based business licence data base which is accessible to the public and businesses through the
City's web site.
• Undertook the Business Walks together with the business community, and Chamber of Commerce
and visited 65 businesses in the Maple Meadows business park.
• Through the Tech Task Force, prepared jointly with IT a strategy to pursue installation of a fibre
network in Maple Ridge to support advanced education and a technology hub.
• Engaged the tourism community through the Tourism Task Force to develop a draft Tourism Strategy
for Maple Ridge and presented this to Council.
• Developed new tourism on-line content, imagery and design incorporated in the City's web site.
• Developed new tourism collateral materials and programs such as a Restaurant guide, Maple Ridge
Tourism profile in partnership with Maple Ridge News, Circle Farm tours, Post cards, Instameet tour
for BC Day in partnership with the Heritage Society, Scenic 7 tour, and On-line reputation
management course for tourism providers.
New Deliverables for 2017
Service Area Goal:
• To build the most liveable and sustainable community in Metro Vancouver, where our residents
will have opportunities for economic growth and where their children will make their future
homes.
Objectives.-
Deliver
bjectives:Deliver what we promise, be authentic, transparent, creative, focused and accountable to the
community for fostering a strong diverse economy
Measures
• Number of business licences, development applications, business inquiries and turn -around
times, film shoot days and timely completion of reports.
Council Review - December 2016 Page 16
Action Item
Lead
ETA
Complete the branding review and coordinate a strategy for
Lino Siracusa
Q2
the implantation of key recommendations arising from the
Communications
All $ values in 000's (thousands)
branding review
PRC/Admin
$
Complete the Tourism Strategy, and implement key
Lino Siracusa
Q4
recommendations for a more comprehensive tourism
PRC
Revenues
industry development and marketing program commencing
Communications
2018. This will include engagement of hotels to implement a
hotel room tax to support funding needs. (see Incremental
Contributions from Others
Package 2) Undertake hotel /AirBNB feasibility study to
264
50
assess the potential for accommodations services (see
270
277
Incremental Package 3).
291
Permits
Real Estate Strategy - Investigate options on how the City can
Lino Siracusa
Q4
more effectively manage its real estate assets to provide
Property and Risk
5
long-term benefits for Maple Ridge and prepare a Municipal
Mgmt,
Sale of Services
Property Strategy, which includes a review of Municipal
Development
-
Parking facilities
Services,
10
10
PRC
Pitt Meadows Airport -Better align the YPK with the City's
Lino Siracusa
Q4
objectives for the communities and the airport by supporting
285
292
implementation of a new PMAS Constitution and Bylaws,
306
Expenditures
selection of Maple Ridge and expert directors, and
coordinating with the Board / Airport Management on the
preparation of the Airport Master Plan
Advertising
Operating Budget
Proposed Financial Plan 2017 - 2021
Office of the Chief Administrative Officer - Economic Development
Adopted
Proposed
Proposed Changes
Proposed
All $ values in 000's (thousands)
2016
2017
$
%
2018
2019
2020
2021
Revenues
Contributions from Others
214
264
50
23%
270
277
284
291
Permits
5
5
-
0%
5
5
5
5
Sale of Services
10
10
-
0%
10
10
10
10
229
279
50
22%
285
292
299
306
Expenditures
Advertising
39
39
-
0%
39
39
39
39
Committee Costs
1
2
1
101%
2
2
2
2
Conferences & Meetings
10
10
-
0%
10
10
10
10
Marketing
35
35
0%
35
35
35
35
Cost of Goods Sold
2
2
0%
2
2
2
2
Grants & Donations
214
264
50
23%
270
277
284
291
Memberships
4
4
-
0%
4
4
4
4
Miscellaneous
1
1
-
0%
1
1
1
1
Salaries
389
397
8
2%
406
416
427
438
Supplies
2
2
-
0%
2
2
2
2
697
756
59
8%
771
788
806
824
Totals
468
477
9
2%
486
496
507
518
Council Review - December 2016 Page 17
Proposed Changes or Remarks:
Committee Costs
• As directed by Council, the Economic Development Advisory Committee budget was increased to
$2,000.
Contributions from Others (Revenue)/ Grants & Donations (Expense)
• These accounts show the funds collected from businesses in the downtown business improvement
area, which are then turned over to the Business Improvement Association (BIA).
Incremental Packages
1. Contribute to DMRBIA Fapade Improvement Program
2. 8 month term position for a Tourism Coordinator
3. Hotel Feasibility study and AirBnB review
Capital Budget - None
Information Technology - None
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using
Performance Reporting Scorecards which appear in the City's performance system. The scorecards for
this area are listed below. Full scorecards can be found in the Scorecards tab.
To access the "live" scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on followingpages) Why this Scorecard is important to this department:
ED01 Attract Film Productions Indicates economic value to the community
ED02 Business Licence Renewals Indicates level of business formation, retention and
growth
ED03 Increase Commercial Tax Base Indicates level of diversification of the tax base
ED04 Residential Tax Assessment Base Indicates grown of the community
Council Review - December 2016 Page 18
Incremental Package Report
2017 Proposed Budget
Division: Administration Date: Oct 28 2016
Department: Economic Development Submitted By: Mgr Economic Development
Request For: Matching Contribution to DMRBIA Fagade
Improvement Program
Package: 1 of 3
Activities/ Purpose:
A total of sixty-four properties and businesses have successfully participated in the DMRBIA fapade
improvement program since 2009. The City's participation provides greater access to funding for the
enhancement of the town centre. The DMRBIA would likely continue to offer the FIP with or without the
City's funding support, given its popularity with business and the positive impact it has on improving the
attractiveness of buildings in the town centre.
Functions Performed/ Degree of Service:
As part of its mandate, the Downtown Maple Ridge Business Improvement Association (DMRBIA)
administers a fapade improvement program. The City and the DMRBIA each had budgeted up to
$25,000 towards the program, for total grants of $50,000 that downtown property owners or business
owners could apply to receive for fapade improvement projects.
Alternatives Considered/ Reasons for Not Recommending:
1. Council can choose to not support this program. The funding from the DMRBIA for the program
is in place and the program will likely continue without the City's participation.
2. Council can continue to provide matching grants. This will demonstrate Council's continued
support for the improvement of the town centre.
Staff Position:
It is recommended for the City to provide matching funds for the DMRBIA's fapade improvement
program. The FIP has been successful and aligns with the City's goal of creating a more attractive and
inviting Town Centre for businesses and residents. The City's participation in the program will add to the
numbers of buildings that can be improved. At the end of the two years Council can then assess if it
needs to continue to support the FIP with matching grants.
Performance Measure:
Number of buildings that can be improved
Package:
The first 2 years of the BIA Bylaw 2017
Budget
$25,000
$50,000 over the next 2 years
Council Review - December 2016 Page 19
Incremental Package Report
2017 Proposed Budget
Division: Administration Date: October 28 2016
Department: Economic Development Submitted By: Mgr. Economic Development
Request For: Term Contract Position for
Tourism Coordinator
Package: 2 of 3
Activities/ Purpose:
The EDC Tourism Task Force has developed a draft tourism strategy to build the tourism sector in Maple
Ridge. Key theme areas identified in the strategy are: Outdoor Recreation/Natural Experience,
Agritourism and Culinary Experience, Events and Festivals and Visiting Friends and Family. The key target
market is the Lower Mainland and Fraser Valley. The requirement is to hire on contract for an 8 months
term a Tourism professional to operationalize the tourism strategy by creating partnerships and
developing tourism packages and marketing for the key theme areas. The "Tourism Coordinator" will
also assist the Manager of Economic Development to research and liaise with the local hotel and
accommodations sector to seek their support to pursue a hotel room tax. A contract position will allow
flexibility to assess the level or resource needs and will offer an opportunity for assessment of success
and for resource adjustments going forward.
(Please note in 2016 auxilliary staff was used for five months for tourism on-line content and collateral
materials development).
Functions Performed/ Degree of Service:
• Build tourism capacity by reaching out to the tourism industry for product development and
marketing,
• Undertake product development and research to support tourism initiatives.
• Support research and communications required to gain support for a hotel room tax
• Build relationships with Tourism BC and other partners for funding and other opportunities
• Begin to implement the tourism strategy
Alternatives Considered/ Reasons for Not Recommending:
Council may choose to not fund this temporary position. Only 20% of the time of the Administrative
Assistant would be available to pursue tourism initiatives. This will only enable the continuation of
regional tourism initiatives such as the Circle Farm tour, Scenic 7 program and updating of on-line
information, and limited marketing of Maple Ridge tourism in general. Existing resource allocation will
not permit tourism product development nor the full implementation of the tourism strategy.
Staff Position:
It is recommended that $60,000 be allocated to a contract to hire a Tourism Coordinator to begin to
implement the tourism strategy.
Performance Measure:
Development of tourism product and marketing as outlined in the tourism strategy
Package:
2017
Budget
$60,000
Council Review - December 2016 Page 20
Incremental Package Report
2017 Proposed Budget
Division: Administration Date: October 28 2016
Department: Economic Development Submitted By: Mgr Economic Development
Request For: Hotel Feasibility Study and Air BNB Analysis
Package: 3 of 3
Activities/ Purpose:
A hotel has been recognized as a critical missing piece of the town centre and Maple Ridge in general.
The hotel feasibility study will assess the local market opportunity for a hotel of appropriate size (100+
rooms) for construction in the town centre. It will determine if and how large the local market actually is
and if this can support such a hotel, and provide a proforma analysis on the construction costs and
revenues vs operating costs. Should this information be positive it will provide a tool to help us recruit a
hotel development.
The second part of the study will be an assessment of the AirBNB, and its presence in the community
and potential for future growth. This analysis should also provide recommendations on whether Air BNB,
and other shared economy products can be used effectively in place of a town centre hotel, and what
their future impact might be on hotel development.
Functions Performed/ Degree of Service:
• Analysis of the Maple Ridge and surrounding market for a hotel development
• Preparation of proforma statements for construction and on-going operations of a hotel
• Recommendations of conditions that would be necessary for a hotel to be developed in the town
centre
• Review of Air BNB or other shared economy accommodation products and their future potential
• Impact of utilizing Air BNB as an option to a town centre hotel.
Alternatives Considered/ Reasons for Not Recommending
Council could choose to not undertake this work and we can react to market forces.
Staff Position:
It is recommended that Council provide $30,000 to fund a study to undertake this work.
Performance Measure:
Completion of the Hotel feasibility study and Air BNB analysis
Package:
2017
Budget
Council Review - December 2016 Page 21
City of Maple Ridge
Office of the Chief Administrative Officer - Economic Development Committee
Business Plan 2017 - 2021
Committee Purpose
The Economic Development Committee (EDC) advises Council on matters relating to the economic well-
being of Maple Ridge and makes recommendations to Council relating to the economic development of
Maple Ridge.
The EDC is focused on the retention and expansion of existing business and attracting new industrial
and commercial investment to create high value, local jobs. In coordination with the Economic
Development Office the EDC may:
• advise Council on matters related to strengthening our economy
• provide strategic input for consideration of Council
• contribute to annual business plan and performance measures
• act as an ambassador profiling economic opportunities in Maple Ridge
Committee Structure and Members
• The Economic Development Committee (EDC) is comprised of seven members, which include six
members selected at large and one Council member.
Accomplishments and Work in Progress (highlights only)
Action Item
Status or Outcome
Complete
(and ETA if
not 100%)
New EDC established
EDC has met 5 times.
100%
The EDC guidance
The EDC has provided guidance on the
100%
Economic Development communications
materials and the branding review.
EDC Task Forces
3 EDC Task Forces have been established to
100%
address specific sectors, namely: tourism,
technology industry and home-based business.
Technology Task Force
This task force includes 8 members and has
100%
met 5 times. This task force presented Fiber
Strategy to Council. They also explored key
technology themes that the City might pursue.
Tourism Task Force
This task force includes 20 members and has
100%
met 6 times. The task force led the
development of a tourism strategy which
involved consultations with 32 tourism
stakeholders and businesses in general. The
tourism strategy was presented to Council.
Council Review - December 2016 Page 22
Ongoing Deliverables
• The EDC will meet at least 4 times annually and will support the work of the Task Forces, which will
meet as frequently as required to advance specific initiatives.
Found Milestones
• The EDC undertook a SWOT analysis of the sectors which were turned over to task forces.
• The EDC would like the community to know about the work that it is doing and wants to encourage
more volunteers to get involved in supporting the economic development objectives of the City, and
participate in its task forces. They issued a Communique in this regard.
New Deliverables for 2017 (highlights only) - Any incomplete items from prior years may also form part
of the 2017 workplan.
Action Item
Lead
ETA
Action Item
Status or Outcome
Complete
to the City in support of Economic Development initiatives.
ED
(and ETA if
The Technology task force will meet at least 6 times to identify
Lino Siracusa
not 100%)
Home -Based Business Task Force
This task force includes 8 members and has
100%
growth of technology in Maple Ridge.
met 4 times. This task force has provided
The Tourism task force will meet at least 6 times to support
input to the Home Occupation zoning by-laws
Q4
implementation of key action items identified in the Tourism
and business licence process for home-based
Strategy - one example may be the implementation of the hotel
business. A staff report was presented to
room tax.
Council incorporating the input provided.
Ongoing Deliverables
• The EDC will meet at least 4 times annually and will support the work of the Task Forces, which will
meet as frequently as required to advance specific initiatives.
Found Milestones
• The EDC undertook a SWOT analysis of the sectors which were turned over to task forces.
• The EDC would like the community to know about the work that it is doing and wants to encourage
more volunteers to get involved in supporting the economic development objectives of the City, and
participate in its task forces. They issued a Communique in this regard.
New Deliverables for 2017 (highlights only) - Any incomplete items from prior years may also form part
of the 2017 workplan.
Action Item
Lead
ETA
The EDC will meet at least 4 times in 2017 to offer their insight
Lino Siracusa
Annual
to the City in support of Economic Development initiatives.
ED
The Technology task force will meet at least 6 times to identify
Lino Siracusa
Q4
key technology themes and develop strategies to encourage
ED
growth of technology in Maple Ridge.
The Tourism task force will meet at least 6 times to support
Lino Siracusa
Q4
implementation of key action items identified in the Tourism
ED
Strategy - one example may be the implementation of the hotel
room tax.
The HBB task force will meet at least 6 times to support
Bruce Livingstone
Q4
initiatives to develop strategies to promote the growth of home-
ED
based business.
Council Review - December 2016 Page 23
City of Maple Ridge
Office of the Chief Administrative Officer - Emergency Program
Business Plan 2017 - 2021
Departmental Overview
The Emergency Program ensures that Maple Ridge and its residents are adequately prepared to respond
to an emergency event. The Program provides opportunities for coordinated joint operations and training
to staff, volunteers, businesses and the community in the areas of preparation, response and recovery.
The intent is to ensure those involved in the emergency response system are well versed and capable of
implementing the British Columbia Emergency Management System (BCEMS) model. In an emergency,
citizens may find themselves on their own for an extended period of time. The intent is also to encourage
residents to develop personal and family emergency plans and to volunteer to assist their
neighbourhood and their community to begin the recovery process.
The Emergency Program is also responsible for providing Emergency Support Services (ESS). ESS is a
provincial emergency response program through which staff and local ESS volunteers provide short-term
assistance to residents of Maple Ridge and Pitt Meadows who are forced to leave their homes because
of fire, floods, earthquakes or other emergencies. This assistance includes food, lodging, clothing,
emotional support and family reunification. ESS is typically available for 72 hours, but in some instances
the Province may extend support for a longer period of time.
Through an agreement with the City of Pitt Meadows, the Program also provides for integrated planning
and response to emergencies impacting both communities.
The total expenditure budget for this department is $145,000.
Organization Chart
Manager of
Legislative Service;
& Emergency Prog
Emergency
Program
Coordinator
Clerk 2
0.4 FTE
Full -Time Equivalent Staff = 1.4
Council Review - December 2016 Page 24
Strategic Alignment
The Emergency Program section develops, implements and maintains emergency plans, training
exercises, internal and external partnerships, and educational community programs. During the most
difficult times these plans and programs will assist residents to have their basic essential needs met and
contribute to the continuation of a community with a strong and vibrant local economy.
All section work will align with the corporate customer experience initiative.
Business Perspective/Environmental Scan
• Emergency Management BC (EMBC) continues to develop and release public education material for
use within schools, neighbourhoods, and special considerations for household preparedness such as
apartment living and those with special needs or other disabilities. These resources are
downloadable for printing and should be considered for public education purposes.
• Staff changes throughout the City of Maple Ridge requires a review of positions within the
Emergency Operations Centre for succession planning.
• The completion of a process review focused on the recruitment and retention of Emergency Support
Services volunteers has identified a number of priorities and best practices to implement in 2017.
• The Integrated Partnership for Regional Emergency Management (IPREM) and EMBC are working
toward the development of an exercise similar to Exercise Coastal Response that will test a
component of regional emergency response capabilities.
• The Community Policing Office at Ridge Meadows RCMP is seeking collaboration to encourage
resiliency in neighbourhoods and businesses.
• Changes to Parks & Leisure Services will require amendments to training and response plans for
Emergency Support Services.
Continuous Improvement:
• The Emergency Program webpages have been improved to create better access to information for
personal, household and business preparedness planning, helpful links, events and volunteer
opportunities.
• Emergency Support Services responded to six events from October 2015 through September 2016
assisting 35 people impacted by disaster.
• The Emergency Program delivered emergency preparedness seminars to 330 community members
through 12 presentations from October 2015 through September 2016,
• Maple Ridge and Pitt Meadows jointly hosted the Quake Cottage earthquake simulator at the Ridge
Meadows Home Show to kick start Emergency Preparedness Week as part of a celebration of
community volunteers engaged in emergency services. The Home Show attracts upwards of 20,000
visitors and more than 400 experienced the Quake Cottage earthquake simulator.
• Increased the number of community events where information was shared on the emergency
program and personal preparedness tips.
Added nine new volunteers from October 2015 through September 2016.
Council Review - December 2016 Page 25
Accomplishments and Work in Progress (highlights only)
% Complete
Action Item
Status or Outcome
(and ETA if
not 100°/x)
In cooperation with Human Resources,
There are insufficient cross departmental
15%
determine the needs, focus and next
staff resources to complete this item.
steps for business continuity within the
City in the event of a disaster.
Enhance display boards, mapping and
Emergency Operations Centre position
75%
forms at the Emergency Operations
specific computer profiles created and forms
Centre to enrich the exchange of
simplified. Needs and requirements for
ETA for
pertinent information during
upgrading display boards have been identified
further
activations.
with Fire and Information Services
consideration
departments. Further consideration is
2019
required to identify financially viable solutions
matching project goals with technical
capacity.
Participate in the implementation of the
Successfully integrated.
100%
Laserfiche document management
system in our area and define
appropriate relationships with
documents utilized in our business.
Identify potential volunteers and
Deliverables identified for 2017 through
25%
develop appropriate marketing
Process Review.
strategies.
Review volunteer retention strategies to
Included in Process Review Package.
100%
be in line with common best practices.
Research and establish best practices
Research concluded and best practices
100%
for materials and supplies for each
implemented. Further training on practices is
Reception Centre, Group Lodging and
required.
Level 1 activations.
Identify processes and inventory lists
Completed.
100%
for each properly labeled item.
Establish efficient system for
Completed.
100%
deployment using current resources.
Review recent Emergency Management
Completed. Review will be needed again once
100%
BC publications and identify
Provincial Emergency Program Act is revised.
components affecting municipal and
Joint Emergency Operations Centre
plans.
Review affected municipal and Joint
Plans have been reviewed. Some mapping
50%
EOC plans for any other required
updates are needed for evacuation planning.
ETA for Q4
updates
2017
Council Review - December 2016 Page 26
Ongoing Deliverables
• Continued representation on the Records Management Committee. The representative will develop
`power user' level skills and provide training and hands-on assistance to department staff, as well as
keep staff up to date on policies and procedures as they relate to records management.
• Administration and operation of Emergency Program for Maple Ridge. Administration and operation
of the Joint Municipal Emergency Program and Emergency Support Services (ESS) with City of Pitt
Meadows.
• Provide Emergency Program information for website updates.
• Provide public education and information at public events such as Haney Farmers Market, Ridge
Meadows Home Show, and Pitt Meadows Days. (examples)
• Deliver staff personal preparedness sessions.
• Facilitate private and public agency emergency planning.
• Training of City staff agencies and emergency responders.
• Recruitment and training of Emergency Support Services volunteers.
• Participate in Regional Emergency Planners Committee
New Deliverables for 2017 (highlights only) - Any incomplete items from prior years may also form part
of the 2017 workplan.
Service Area Goal:
Emergency Support Services volunteer recruitment and retention
Objectives.-
Implement
bjectives:Implement recommendations presented by the Process Review Team for recruitment and
retention of Emergency Support Services (ESS) volunteers
Measures
• The number of volunteers attending monthly meetings
• The number of volunteers who participate in public education events
Action Item
Lead
ETA
Redesign and launch updated ESS website
Patrick Cullen
Complete
Develop a 3 -year training calendar for ESS
Patrick Cullen
Q12017
Develop roles and responsibilities for new volunteer
Patrick Cullen
Q4 2016
subcommittee structure
Review current volunteer demographics and compare to the
Patrick Cullen
Q3 2017
demographics of Maple Ridge
Support and participate in any `Volunteer Maple Ridge'
Patrick Cullen
Q4 2017
marketing campaigns to promote volunteer opportunities
throughout the City.
Council Review - December 2016 Page 27
Service Area Goal:
Conduct Process Review: Emergency Operations Centre staffing and training
Objectives.-
Participate
bjectives:Participate with the Process Review Team to identify gaps and best practices in the delivery of
training to staff engaged in the Emergency Operations Centre
• Identify succession planning opportunities and challenges
Measures
• Identification of key personnel and appropriate level of backup support
• One functional exercise per year
• EOC staff are well-trained and comfortable in their identified roles
Action Item
Lead
ETA
Meet with Process Review Team to conduct a SWOT analysis,
identify best practices and establish further action items
Patrick Cullen
Q12017
Service Area Goal:
Improve efficiencies in Emergency Operations Centre
Objectives.•
• Improve the workflow of forms within the Emergency Operations Centre using Laserfiche as a
method of creating and tracking forms that require immediate action such as resource requests,
expenditure authorization and situation reports.
• Simplify the learning process and improve workflows through drop-down menus and automated
notifications
• Reduce staff time required for submission of reimbursement packages to Emergency
Management BC through time -stamped documents and standardized information fields
Measures
• Reduction of EOC staff time through better understanding of the flow of forms
• Development of training and exercising workflow of critical forms
• Automated electronic retention of requests and approvals to aid in repayment of expenditures
Action Item
Lead
ETA
Develop automated case notification workflows and task
tracking
Joanne Georgelin
Q2 2017
Council Review - December 2016 Page 28
Service Area Goal:
Emergency Evacuations and Rapid Damage Assessment
Objectives.-
Provide
bjectives:Provide the Emergency Operations Centre with real-time data when conducting door-to-door
evacuations due to flooding or other hazards using Laserfiche forms with workflow
• Decrease delays in approving facilities for delivery of critical services following a devastating
earthquake or other hazard through Laserfiche automated workflow utilizing existing handheld
devices to provide real-time damage assessments
• Increase information sharing and document management through Laserfiche automated
notification
Measures
• Conduct exercise to compare handheld delivery and processing of paper forms to automated
Laserfiche forms
• Ability to collect and display data through Geographic Information Systems (GIS)
Action Item Lead ETA
Develop forms and automated workflow through Laserfiche Joanne Georgelin Q4 2017
Explore development of phone app and web -based platform Angela Yan Q12018
to collect and share Laserfiche forms with workflow
Operating Budget
Council Review - December 2016 Page 29
Proposed Financial Plan 2017 - 2021
Office of the Chief Administrative Officer - Emergency Program
-
Adopted
Proposed
Proposed Changes
Proposed
A prepared community will be more resilient in the
All $ values in 000's (thousands)
2016
2017
$
%
2018
2019
2020
2021
Revenue
PM - Cost Recovery
15
15
0%
15
15
15
15
15
15
0%
15
15
15
15
Expenditures
Conferences & Meetings
3
3
0%
3
3
3
3
Program Costs
15
15
0%
15
15
15
15
Salaries
140
142
2
2%
146
149
153
156
158
160
2
1%
164
167
171
174
Totals
143
145
2
1%
149
152
156
159
Proposed Changes or Remarks - None
Incremental Packages - Attached
Capital Budget - None
Information Technology - None
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using
Performance Reporting Scorecards which appear in the City's performance system. The scorecards for
this area are listed below. Full scorecards can be found in the Scorecards tab.
To access the "live" scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on followingpages Why this Scorecard is important to this department:
EOC & ESS Volunteers Activations
This scorecard identifies the number of staff and
SI -06 and Training
volunteer hours dedicated to providing a safe and
livable community
A prepared community will be more resilient in the
Emergency Program Public
event of a major disaster such as an earthquake or
SL20 Engagement and Education
flood. This scorecard measures the number of
Opportunities
community events where citizens can be engaged
and the number of citizens that attend free
preparedness workshops.
Council Review - December 2016 Page 30
Incremental Package Report
2017 Proposed Budget
Division: Office of the Chief Administrative Officer Date: December 2016
Department: Emergency Program Submitted By: Patrick Cullen
Decision Unit: Increased Resources (Not Staffing)
Package: 1 of 1
Activities/ Purpose:
The Emergency Program ensures that Maple Ridge and its residents are adequately prepared to respond
to an emergency event. This is achieved through collaboration with other departments and external
agencies, delivery of training and development to staff and volunteers, and sharing information with
citizens in a public forum. There are three key areas of focus:
1. Emergency Operations Centre (EOC) - The Emergency Program ensures operational readiness of
the EOC by developing and maintaining response plans, providing training and educational
opportunities to staff and exercising plans to ensure a constant state of preparedness.
2. Emergency Support Services (ESS) - Maple Ridge and Pitt Meadows share a team of volunteers
trained to help residents in need after a local disaster or emergency.
3. Public Education - The most effective tool to ensuring preparedness is through public education
and connecting citizens with resources and recommendations on what steps to take to ensure
the safety of themselves and their family.
Recent local and global events have heightened society's awareness to the impacts of disaster and the
importance of proper preparation to manage an effective response. Our own statistics show nearly a
100% increase in demand for public presentations on emergency preparedness from 2015 to 2016 year
over year. A review of staffing levels in the EOC conducted due to recent retirements has shown that
there is an increased need for training and awareness among staff.
This package seeks to provide committed resources to see the organization forward in developing a
prepared community. These resources will build upon the existing training and resources that are made
available to citizens and staff, and to improve capacity to develop new plans, training, response
capabilities and educational resources.
These funds will provide additional resources to support the efforts of the Emergency Program in a
variety of ways, including the engagement of professional trainers and facilitators, support materials for
in-house training and development, allow for targeted public awareness campaigns and provide access
to printed materials supplied through Emergency Management BC and other lead agencies.
Emergency Management BC has identified that a regional exercise similar to Coastal Response held on
Vancouver Island this past summer is likely to be held in Metro Vancouver in the coming years. Providing
resources to facilitate more focused training and public education will better prepare the Emergency
Program and citizens of Maple Ridge for an exercise of this magnitude and inevitably for a real disaster.
Functions Performed/ Degree of Service:
As described above, this incremental package will enable us to support the efforts of the Emergency
Program in a variety of ways, including the engagement of professional trainers and facilitators, support
materials for in-house training and development, allow for targeted public awareness campaigns and
provide access to printed materials supplied through Emergency Management BC and other lead
agencies.
Council Review - December 2016 Page 31
Alternatives Considered/ Reasons for Not Recommending:
1. Emergency Management BC, through the Justice Institute of BC, offers free courses related to
Emergency Operations Centre roles and responsibilities. Each course is offered only once or
twice per year and hosted throughout Metro Vancouver, requiring travel as well as course time.
While these courses are fundamental, they are general courses and do not include specific plans
for the City of Maple Ridge.
2. The Emergency Program could set a limit on the number of emergency preparedness
presentations delivered to the public, encouraging citizens to access information electronically
through the City's website. This would reduce the numbers of people in our community that we
can engage with, particularly those most vulnerable such as people with disabilities and other
special needs.
3. The package could be delayed and considered during the 2018-2022 business planning cycle.
This would delay some training for staff and volunteers, and limit the availability of printed
materials for staff, volunteers and public education.
Staff Position:
No additional staff positions are required. The deliverables recommended in this incremental package
will be supported by the current staff positions.
Performance Measure:
Number of training sessions completed and individuals involved; number of presentations and public
outreach and number of attendees; quantities of printed materials distributed.
Package:
2017
Budget
$10,000
Council Review - December 2016 Page 32
Council Review - December 2016 Page 33
City of Maple Ridge
Office of the Chief Administrative Officer - Human Resources
Business Plan 2017 - 2021
Departmental Overview
Human Resources provides an array of people -related programs and services designed to engage staff
in their work and to maximize their full potential in contributing to the achievements of Maple Ridge.
Team members provide professional advisory and consulting services in recruitment and retention;
organizational development; learning and development; performance management; employee and
labour relations; health, safety and wellness; compensation; payroll and benefits administration; rewards
and recognition.
The total expenditure budget for this department is $1,425,000.
Organization Chart
Director of Human
Resources
Manager of
Learning & Manager of Manager of Human
Development, Compensation Resources
Health & Safety
Payroll Human
Coordinator Resources
Advisor
Human
Resources
Associate
Full -Time Equivalent Staff = 7
Strategic Alignment
Our business is people - it takes great people to build a great City.
• Achieving our vision of a socially cohesive community will require the passion and commitment of
every employee. The Human Resources team is a key contributor in optimizing organizational
effectiveness by attracting, motivating and retaining competent and committed people.
Council Review - December 2016 Page 34
Business Perspective/Environmental Scan
• HR will require continued focus on strategic HR initiatives (e.g. talent management, leadership
development, managing performance) to ensure that people resources are prepared to meet the
changing business needs.
• Improving economy means that we must be attentive to ensuring our culture and terms and
conditions of employment contribute to retaining and attracting the right people.
• Must maintain focus on succession planning and development of talent pipelines for key roles as our
workforce continues to age.
Continuous Improvement
• Developed an enhanced online tool for training metrics which enables improved tracking of expiry
dates and reminders for required safety talks.
• Automation of incident investigations reporting, safety talks, and violence in the workplace resulting
in greater organizational capacity.
Successfully transitioned 85% (from 58%) of inside employees to online pay slips. Corporately, we
moved from 19% to 64% of employees accessing online pay slips (versus paper).
• Automation of Union Seniority report to automatically be emailed out to Aquatics and BSW
management for shift pick. Saves supervisors hours of manually picking out their employees from
the master union seniority report to determine shift pick order.
Accomplishments and Work in Progress (highlights only)
% Complete
Action Item
Status or Outcome
(and ETA if
not 100%)
Streamline biweekly payroll timesheet
Fire Department - successful implementation
process that will reduce the time and
of FDM - 100% complete.
effort required by managers,
department timekeepers and HR team
Feasibility study conducted on numerous
members.
options (e.g. laserfiche workflow, laserfiche
scanning, excel imports, upgrade to existing
payroll system) for the balance of the
*TBD
organization. Outcomes identified need for
technology upgrades, financial resources.
This will be addressed as part of the City's
strategic information technology plan*.
Research, design and implement
corporate customer service training
Corporate rollout of customer service training
program to enable and empower
completed in 2016.
employees to provide excellent
Sustainment plan includes ongoing peer
100%
customer service that provides
coaching sessions.
customers with a lasting positive
impression of the City and its services.
Prepare for upcoming bargaining with
Bargaining themes and anticipated Union
Canadian Union of Public Employees
proposals presented to CMT and Mayor and
(CUPE) so that the City is positioned to
Council. Bargaining commenced in Q2 2016
commence bargaining as per timelines
and will reconvene in Q3 2016.
100%
set out in the applicable collective
agreement.
Council Review - December 2016 Page 35
% Complete
Action Item
Status or Outcome
(and ETA if
not 100°/x)
Implementation of Manager and
Employee Self -Service functions to
Implement HRIS Position Control
leverage technology in developing a
more user friendly, automated process
Implement technology to automate
75%
that reduces administration and
corporate/department organizational charts
Q2 2017
enables and empowers managers and
and reports
employees to make more timely and
accurate decisions.
Design a new Leadership Development
program to assist leaders across the
Reviewed and researched options with
100%
City to build a strategic advantage and
anticipated delivery in 2017.
enhance their people leadership skills.
Negotiate CUPE agreement in
Work in progress (WIP). Commenced in Q2
20%
partnership with Metro Vancouver
2016, reconvening in Q4 016 with a goal to
100 % Q1
labour Relations
finalize by year end.
2017
Work with Pitt Meadows administration,
CDPR and CUPE to develop and
Impacted employees provided with alternative
100%
implement a labour adjustment plan for
employment options
impacted employees.
Develop Rewards and Recognition
Draft completed. To be scheduled for CMT
90%
90%
program recommendations for CMT
review and consideration in Q4 2016.
100% Q4
review and consideration
2016
Implementation of Rewards and
Not started - deferred to 2017
0%
Recognition program
Q4 2 2017
Refresh and enhance the City's
performance management program
WIP. Working with leader stakeholder group
30%
that is designed to optimize individual
in Q4 2106 to finalize "refresh".
100% Q4
and organizational performance.
2016
Implementation of performance
0%
management program
Not started - deferred to 2017. Pilot of
Pilot 2017 -
revised program to be rolled out in 2017. Full
100%
implementation scheduled for 2018.
Full
implementation
2018-100%
Research best practice and develop
action plan that will create and sustain
WIP
50%
a culture that values the importance of
Q12017
diversity and inclusion.
Council Review - December 2016 Page 36
Ongoing Deliverables
• Continued representation on the Records Management Committee. The representative will develop
`power user' level skills and provide training and hands-on assistance to department staff, as well as
keep staff up to date on policies and procedures as they relate to records management.
Strategic Human Resources
• Talent Acquisition - Attraction and recruitment of values aligned talent to drive business
performance.
• Performance Management - Provide advisory and consulting support to leaders regarding the
application and implementation of our performance management processes, etc., including the
criticality of alignment of development plans with individual performance.
• Training and Development - Alignment with strategic direction; working towards ensuring that the
City's people resources are prepared to meet the changing business needs and deliver on the City's
priorities.
• Development, refinement of HR programs that are aligned with organizational strategic direction and
priorities.
• Employee rewards and recognition.
Functional and Transactional Human Resources
• Labour Relations - Collective bargaining; collective agreement administration; grievance
administration, human rights and harassment education and case management as required;
employment and labour law and policy interpretation and advice.
• Job Classification and Salary Administration - Develop job descriptions in collaboration with business
leaders; job evaluation; job classification reviews.
• HR policy and program development.
• HR compliance - Ensuring compliance to legislative and regulatory requirements (e.g. Family Day
statutory holiday implementation; WorkSafe BC workplace bullying and harassment policy obligations
implementation).
• Health, Safety and Wellness - Corporate health and safety program compliance; attendance
support; employee wellness initiatives.
• Recruitment -Job postings, recruitment processes, online application system administration,
onboarding of staff.
• Payroll and Benefits administration (employee assistance program, new employee set-up, payroll
changes, payroll data entry).
• Time and Attendance.
• Leave management - Occupational and non -occupational claims management (e.g. WCB claims
disability management).
Council Review - December 2016 Page 37
Found Milestones
• Development and delivery of Supervisory Bootcamp designed to equip new supervisors/managers
with tools required to effectively carry -out new accountabilities
• Development and delivery of Recruitment 101 workshop for supervisors/managers
• First organization in BC to enter into a partnership agreement with WorkSafe BC to see how we can
further enhance our already positive health and safety culture by exploring our safety management
system through cultural priorities. We were approached by WorkSafe BC based on our solid health
and safety track record. The objective of the one year project is to see what measurable differences
this approach to safety can create within an organization.
• Noteworthy management recruitment initiatives include: Director of Engineering Operations,
Manager of Legislative Services, Manager of Community Planning, Manager of Parks Planning and
Operations
• Supported IT and Finance management with respective organizational design changes
• Supported CDPR management with restructuring of the Aquatics Department
• Supported CDPR management with restructuring of Parks Department
• Managed a 30% increase in job postings (2015 to 2016 ytd) -- partially due to the various
restructuring initiatives, retirements and leaves of absence.
New Deliverables for 2017 (highlights only) - Any incomplete items from prior years may also form part
of the 2017 workplan.
Service Area Goal: Labour Relations
• Continue to maintain positive and respectful labour relations climate within the City.
Objectives.-
Ensure
bjectives:Ensure managers and supervisors are informed of and understand key collective agreement
changes so they can manage accordingly.
• Timely and accurate implementation of key changes to the CUPE agreement including potential
retroactive and/or wage rate changes.
Measures.-
Positive
easures:Positive feedback from supervisor and managers on the HR interpretation sessions.
• Wage rate and other changes are implemented as agreed to by the Parties (i.e. CMR and Union).
Action Item
Lead
ETA
Design, develop and deliver interpretation sessions for
Cynthia Ulrich
Q12017
supervisors/managers
Cynthia Ulrich
TBA
Develop implementation plan and execute accordingly.
Frances King
Council Review - December 2016 Page 38
Service Area Goal: Organizational Development and Performance
Engaged employees are the foundation for delivering a positive customer experience.
Identify and implement action plans that will enhance employee engagement.
Objectives:
• Based on the outcomes of the 2016 employee engagement survey, assist CMT in identifying and
implementing action plans for enhancing employee engagement.
Measures.•
• Enhanced staff engagement via employee engagement "check -ins"
Action Item
Lead
ETA
Analysis of 2016 Employee Engagement survey results to
CMT
End of
determine key engagement drivers. Develop corporate
Frances King
Q12017
priority items and resultant action plans for implementation.
Support Dept.
Service Area Goal: Learning and Development
Building capacity and leveraging learning as a competitive advantage in building a robust and
sustainable workforce for today and the future.
Objectives.•
• Deliver refreshed Leadership Development/Emerging Leaders Program
Measures.•
• Positive feedback from participants
Action Item
Lead
ETA
Develop implementation plan for refreshed Leadership
Frances King
Q3 2017
Development/Emerging Leaders Program and execute
Anita Bhandari
accordingly.
Support Dept.
Service Area Goal: People Analytics
Objectives•
• Implement performance metrics that measures organizational effectiveness on people related
initiatives.
Measures:
■ CMT approval
• Adopted performance measures included in City's performance scorecard.
Action Item
Lead
ETA
Develop and implement HR performance metrics for inclusion
Frances King
Q12017
in the City's performance scorecard in 2018.
Support Dept.
Corporate
Planning
Operating Budget
Council Review - December 2016 Page 39
Proposed Financial Plan 2017 - 2021
Office of the Chief Administrative Officer - Human Resources
Proposed Changes or Remarks:
Trainin
• One percent of all salary cost is dedicated to training.
Recovery
• This is the COR Audit WCB Rebate.
Program Costs
• Increase relates to the cost of the COR Audit. Also, as per Council direction, a portion of the WCB
rebate is being reinvested in the Health and Safety Program.
Incremental Packages - Attached
Capital Budget - None
No requirement for 2017. However, in 2017, Human Resources will work with Information Technology to
identify payroll/human resources information system enhancement/replacement costs.
Information Technology - None
In addition to the support as outlined in the Capital Budget section, HR will require IT support in the
following areas: Interfaces Enhancements (Equipment coding 1 line entry; RE2300 Formatting Change;
RE2500 Formatting Change; RE100 Review), emPath software upgrade, Payroll Burden Review,
Laserfiche Workflow projects (Rate change, Acting pay forms, Parking form, TD1s, potential others).
Adopted
Proposed
Proposed Changes
Proposed
All $ values in 000's (thousands)
2016
2017
$
%
2018
2019
2020
2021
Expenditures
Consulting
19
19
-
0%
19
19
19
19
Counseling
16
21
5
33%
21
21
21
21
Labour Relations
30
30
-
0%
30
30
30
30
Miscellaneous
11
11
0%
11
11
11
11
Municipal Functions
18
18
0%
18
18
18
18
Program Costs
112
161
49
44%
165
165
115
115
Recovery
-
(80)
(80)
(80)
(80)
-
-
Recruiting Costs
49
49
-
0%
49
49
49
49
Salaries
832
834
2
0%
849
867
891
915
Studies & Projects
34
31
(3)
(10%)
31
31
31
31
Training
252
251
(1)
(1%)
257
264
270
277
1,373
1,345
(28)
(2%)
1,370
1,395
1,455
1,486
Totals
1,373
1,345
(28)
(2%)
1,370
1,395
1,455
1,486
Proposed Changes or Remarks:
Trainin
• One percent of all salary cost is dedicated to training.
Recovery
• This is the COR Audit WCB Rebate.
Program Costs
• Increase relates to the cost of the COR Audit. Also, as per Council direction, a portion of the WCB
rebate is being reinvested in the Health and Safety Program.
Incremental Packages - Attached
Capital Budget - None
No requirement for 2017. However, in 2017, Human Resources will work with Information Technology to
identify payroll/human resources information system enhancement/replacement costs.
Information Technology - None
In addition to the support as outlined in the Capital Budget section, HR will require IT support in the
following areas: Interfaces Enhancements (Equipment coding 1 line entry; RE2300 Formatting Change;
RE2500 Formatting Change; RE100 Review), emPath software upgrade, Payroll Burden Review,
Laserfiche Workflow projects (Rate change, Acting pay forms, Parking form, TD1s, potential others).
Council Review - December 2016
Incremental Package Report
2017 Proposed Budget
Division: Administration Date: October 17, 2016
Department: Human Resources Submitted By: Frances King
Decision Unit: HR Staff Resourcing
Package: 1 of 2
Activities/ Purpose:
Page 40
In 2017, Human Resources will continue to monitor workload demands and competing priorities. As
noted in our current business plan, in recruitment activity alone, we experienced a 30% increase in job
postings compared to 2015.
Our workforce continues to age and with the highly competitive nature of attracting, recruiting and
retaining skilled employees, we must strengthen our focus on strategic HR initiatives that will advance
our workplace culture. A healthy workplace culture where employees can grow, learn and feel they are
contributingto something important can be a significant competitive advantage. In 2016, our focus was
on advancing our workplace safety culture. Additionally, work has begun on employee engagement and
optimizing employee and organizational capability through robust performance management/career
development.
Human Resources recognizes there is greater opportunity to advance our workplace culture by furthering
attention in the areas of work -life balance; environment of support, respect and fairness; safety in the
work environment, including psychological safety; employee involvement and development; workplace
interpersonal relationships, etc. As the economy improves, we must be attentive to ensuring our
workplace culture can attract and retain the best people and keep them motivated to do their best work.
Greater focus is required on strategic human resources. However, due to increasing workload demands
in the functional and transactional human resources area, there is currently limited opportunity to
reallocate existing HR resources to the more strategic organizational development initiatives.
As previously stated, we will continue to monitor workload demands in 2017 but anticipate additional HR
resourcing in 2018.
Alternatives Considered/ Reasons for Not Recommending_
The City may elect to remain focused on functional and transactional HR only (e.g. collective agreement
administration; job postings; processing retirements, etc.) in addition to payroll and benefits
administration.
In the absence of greater focus on strategic HR, the City may lose top performers to other employers and
may face challenges recruiting skilled employees as we continue to face a greater number of
retirements. Of greater concern is the potential of a workforce consisting of disengaged and de -
motivated employees.
Package:
2017 2018 onward
Budget Bud et
HR Advisor (1.0 FTE) $0 $100,000
Council Review - December 2016
Incremental Package Report
2017 Proposed Budget
Division: Administration Date: November 2, 2016
Department: Human Resources Submitted By: Frances King
Request For: Allocation for Attraction and
Retention Initiatives
Package: 2 of 2
Activities/ Purpose:
Page 41
In light of our aging workforce, a number of retirements continue to increase and we fully anticipate this
trend will continue into the foreseeable future. Moreover, other employers, including within the
municipal sector, continue to see the same wave of the "gray tsunami" and all will be competing in the
"war for talent". As a result, we must maintain focus on retention and attraction initiatives that will
enable the City to retain skilled employees and to attract top talent where there are no natural internal
successors. Initiatives may be variable in nature. As appropriate, in -camera discussion on proposed
initiatives will be scheduled accordingly.
Functions Performed/ Degree of Service:
The City must continue on its journey to be an employer of choice. As a preferred employer, the City will
retain and attract the skilled workforce required to achieve its strategic priorities and continue to deliver
high quality services to the community.
Alternatives Considered/ Reasons for Not Recommending:
The City may elect to address retirements/resignations and resultant difficult -to -fill positions as they
occur on a "one-off" basis. However, this approach is not recommended due to its very reactive nature.
In the absence of ensuring that we maintain a positive workplace culture and working conditions, the
City may lose top performers to other employers and may face challenges recruiting top talent as we
continue to face a greater number of retirements and/or resignations.
Package:
Attraction and Retention
2017 2018 2019 onward
Budget Budget Budget
$50,000 $100,000 $150,000
Council Review - December 2016 Page 42
Council Review - December 2016 Page 43
City of Maple Ridge
Office of the Chief Administrative Officer - Sustainability & Corporate Planning
Business Plan 2017 - 2021
Departmental Overview
The Sustainability & Corporate Planning Department develops and administers a formal business
planning framework to maintain strategic alignment throughout the organization, and accountability
mechanisms to ensure the organization remains transparent and on -track.
The department manages community energy and greenhouse gas emissions planning and reporting,
research, policy development and projects. Additionally, the department manages a coordinated,
interdepartmental approach to sustainability, including corporate energy and emissions, waste reduction
and water conservation, and community energy management.
Organization Chart
Manager of
Sustainability &
Corporate Planning
Research Research Research
Technician Technician Technician
Energy Management; 0.5 FTE
Total Expenditure Budget = Included in the CAO Administration Budget. Discretionary budget $7,500
Full -Time Equivalent Staff = 3.5
Strategic Alignment
• Sustainability & Corporate Planning enables organizational alignment between strategic direction
and operational activities within a formal business planning framework, considering Council
direction, corporate and community goals, and partner and stakeholder interests.
• Our continuous improvement philosophy includes looking for ways to improve efficiencies and
effectiveness in all business areas throughout the organization, and providing support and guidance
to review and enhance processes and services.
• All department work is carried out in a fair, friendly and helpful manner in alignment with the
corporate Customer Service Quality Program.
Business Perspective/Environmental Scan
• The replacement cost of the City's infrastructure exceeds $1 billion, creating a significant cost
burden that exceeds today's available funding levels. The City needs an integrated approach to
effectively manage existing and new infrastructure to maximize benefits, reduce risks and provide
satisfactory levels of service to community users in a socially, environmentally, and economically
sustainable manner. An internal survey of our asset management capacity demonstrates a need for
progress in this area, so that an unaffordable burden is not placed on future generations. This
includes lobbying senior levels of government for a sustained funding source to support government
infrastructure, and continued attention to long-term planning for asset management.
Council Review - December 2016 Page 44
Business Perspective/Environmental Scan - cont'd
• As our population grows, so does our business, and the demand for enhanced services co -exists with
pressure for low property taxes. The importance of a structured framework to help maintain
alignment and accountability between Council direction and numerous service areas and individual
employee activities continues to increase.
• Erratic weather patterns and events will require that departments adapt, or rethink how and why they
deliver services. The potential impacts on City costs and operations are uncertain.
• Opportunities to build a more sustainable community are often lost due to limitations in our
legislated authority to set requirements. Stronger Provincial legislation or broadened municipal
authority will facilitate the achievement of a more sustainable community. Lessening our reliance on
fossil fuels will strengthen Maple Ridge's resiliency, and benefit the community.
• The City should be prepared and proactive in taking advantage of Provincial climate action -related
changes in legislation and incentives that can lead to a more sustainable community (electric
vehicles and charging, renewable natural gas vehicles, building code opportunities) and provide
economic development opportunities.
Continuous Improvement
• We advocate for and coordinate process reviews and performance measures throughout the
organization in order to identify efficiency and effectiveness opportunities.
• Our department has established a streetlight working group, collaborating with Engineering,
Operations, and Purchasing, to ensure the City has a process, from design, purchasing, to
maintenance, that is consistent, optimizes the process, and takes full advantage of technology,
energy savings and incentive programs.
• Since 2010, the City is now saving approximately $240,000 (1.6 million kWh) per year in electricity
and maintenance costs. $100,000 worth of annual savings was added in 2016 as a result of several
projects. Projects that have contributed to this include lighting retrofits (LED street lights, Leisure
Centre exterior lights, LED traffic lights, Memorial Peace Park, Fire Halls 2 and 3, Greg Moore Youth
Centre); upgrades to the 248 St. pump station; and behavioural change campaigns.
• In 2016, we successfully achieved a BC Hydro grant worth $100,000 to fund a half position for two
years to develop policies and programs that will help reduce energy and greenhouse gas emissions
relating to community -wide building stock. Offsetting this grant is the loss of a $50,000 annual grant
to support a half position to reduce energy and emissions relating to corporate infrastructure. Salary -
related grants total $350,000 to date.
• About $118,000 in incentive dollars from BC Hydro since 2010, and an additional $43,000 not yet
received but confirmed for recently completed and upcoming projects
• We assist other departments responsible for corporate energy use (Facilities, Parks, Operations,
Engineering) in maximizing efficiencies and leveraging BC Hydro tools and funding. We regularly work
with the Facilities and Operations departments to create business cases for City energy efficiency
projects to assist in decision-making.
• The Town Centre Incentive Program and the Employment Land Incentive Program are areas where
our department has contact with external customers. We go out of our way to make sure inquiries
are dealt with promptly, with a friendly phone call or drop -by visit where possible, applying the fair -
friendly -helpful approach.
Council Review - December 2016 Page 45
Accomplishments and Work in Progress (highlights only)
Ongoing Deliverables
• Assist in establishing Council strategic focus area priorities.
• Provide leadership and support to corporate business planning and performance reporting.
• Support CAO and General Managers in a wide range of corporate initiatives.
• Develop information, policies and programs to support the direction of Council.
• Guide departments and work teams through formalized Process Reviews in alignment with the City's
continuous improvement philosophy.
• Participate in regional groups to expand our knowledge, take advantage of partnership opportunities
and implement and share best practices.
• Respond to senior government grant opportunities as they apply to Maple Ridge interests.
Action Item
Status or Outcome
Complete
(and ETA if
not 100%)
Develop a Fiscal Impact Analysis Model to
Development was completed in Q4-2015.
100%
assist Council in evaluating the impact of
The implementation of this model will be upon
development on the City's long-term
Council request.
financial sustainability and implement.
Work with Council to confirm their
Completed in Q3-2016.
100%
direction, and identify priority areas for
the next business planning cycle
Review Performance Measures and
Working with Simon Fraser University graduate
15%
reporting with Council; identify gaps and
students as a Fall 2016 term project.
Q3-2017
implement enhancements as required
Implement Council direction originating
• An online "roadmap" for the Business
100%
from the Mayor's Open Government Task
Planning Process was introduced to Council on
Force
September 6, 2016 and is available on the
City's website.
• A second, earlier Budget Q&A was held in July
2016, as recommended by the Citizens'
Advisory Task Force.
• Other requests will be implemented as they
are identified.
Undertake Process Reviews identified by
CMT and departments:
• Planning -Fees & Charges
• 80% complete - to Council in Nov.
Q4-2016
• Finance -Accounts Payable
• Complete
100%
• Communications -Contract Srvcs
• In progress - 15% complete
Q4-2016
• ESS -Volunteer Program
• Nearing completion
Q4-2016
• HR-Payroll/Timesheet Process
• In progress - 80% complete
Q4-2016
• EcDev-Filming Support
• In progress - 90% complete
Q4-2016
• IT -Service Desk Ticket Tracking
• In progress - 75% complete
Q1-2017
• Eng -Servicing Bylaw
• Nearing completion
Q4-2016
• Permits -Website Review
• In progress - 60% complete
Q1-2017
• Clerks -Agenda Process
• Rescope - start in Q1-2017
Q4-2017
• Facilities -W/O Request System
• In progress - 75% complete
Q4-2016
Ongoing Deliverables
• Assist in establishing Council strategic focus area priorities.
• Provide leadership and support to corporate business planning and performance reporting.
• Support CAO and General Managers in a wide range of corporate initiatives.
• Develop information, policies and programs to support the direction of Council.
• Guide departments and work teams through formalized Process Reviews in alignment with the City's
continuous improvement philosophy.
• Participate in regional groups to expand our knowledge, take advantage of partnership opportunities
and implement and share best practices.
• Respond to senior government grant opportunities as they apply to Maple Ridge interests.
Council Review - December 2016 Page 46
Ongoing Deliverables - cont'd
• Research and prepare Council reports on topics including residential tax and utility rates, commercial
and major industry tax rates and tax multiples.
• Develop and maintain programs and tools to support corporate initiatives (e.g. Town Centre Incentive
Projects Map, online Performance Reporting Scorecards, and multi -media engagement tools).
• Manage corporate energy performance in partnership with Facilities, Operations and Engineering.
• Drive community energy management planning, programs and initiatives.
• Provide leadership and support to the Green Team in shifting the organizational culture toward
energy and water conservation, waste reduction, and more sustainable business practices.
• Meet our obligations with GHG emissions reporting in alignment with provincial requirements,
including annual corporate GHG emissions inventory, and Carbon Tax Rebate reporting requirements
and grant application.
Found Milestones
Held a public Budget Q&A relating to
Completed in July 2016
100%
Council endorsement of the Business and
Financial Planning Guidelines
Hold a C2C Forum in partnership with
Acquired UBCM funding of $5,000
5%
Katzie and Kwantlen First Nations, to
In progress of establishing a first meeting date
2018
strengthen relations and identify shared
goals and partnership opportunities
Process Review - Corporate Waste
Review of all waste, recycling, and organics
15%
Management
hauling and janitorial contracts for each
Q2-2017
municipal facility and make recommendations.
Develop options for electric vehicle
Develop options for Council consideration
2%
charging capacity in residential
Q3-2017
development
Analysis of organizational Asset
Fulfilled Provincial requirement to complete an
100%
Management capacity
organizational review of current asset
management capacity in relation to: inventories,
condition assessments, financial planning and
departmental practices
New Deliverables for 2017 (highlights only) - Any incomplete items from prior years may also form part
of the 2017 workplan.
Service Area Goal: Corporate Planning
• Ensure strategic alignment and efficient resource allocation throughout the organization by
applying a framework that incorporates corporate -wide business planning, performance
measurement and reporting.
o Financial decisions directly affect our family, friends, neighbours and the community. It is
our privilege to strive for the best value for each taxpayer dollar.
Objectives.,
• Ensure the City follows a business planning framework to align policies and activities with
Council and corporate direction.
• Ensure Council and the Corporate Management Team has information for strategic planning and
decision-making purposes.
• Give our staff the tools and supports necessary to enable each one to be successful in delivering
on our commitments.
Council Review - December 2016 Page 47
Measures
• Level of Council and CMT satisfaction with Business Planning process.
• Timely approval of five-year financial plan.
• Internal customer and GM satisfaction with process reviews.
• Scorecards are relevant, accurate, and up-to-date.
• BCIT Strategic Management employee -students capstone project outcomes.
Action Item
Lead
ETA
Design a citizen satisfaction and strategic direction survey in
Laura Benson
Q4, for delivery in
consultation with Council
Support:
2018
Process Reviews:
Tim Gibson
Q4
• Leave management process - HR
and Bylaws
• EOC staffing and training - Emergency Program
Maya Chorobik
Q3
• Council meeting agenda process - Clerk's
Support:
• Charge out process for City fleet - Finance
Communications
• Development staff reports -Planning
Maya Chorobik
Q2
• Manual work orders - Operations
Process Reviews:
Dan Olivieri
Q4
• Fire Master Plan Performance Review - Fire
• Payment receiving methods - All relevant depts.
• Admissions and registration process - Recreation
Service Area Goal: Sustainability
• Enable balanced decision-making that considers environmental, social and economic factors in
all aspects of service delivery, community development, and the provision of infrastructure.
Objectives.•
• Engage Council in sustainability discussions; develop related policies and programs
• Support staff in evolving the organization and community toward a sustainable future
• Represent Maple Ridge interests in regional climate change and sustainability matters
Measures
• Corporate energy consumption and greenhouse gas emissions
• Community greenhouse gas emissions
• Energy efficiency improvements in corporate asset portfolio
Action Item
Lead
ETA
Propose and develop energy efficient new home program
Maya Chorobik
Q3
Support:
Licences, Permits
and Bylaws
Develop and implement a public energy efficiency.
Maya Chorobik
Q3
communications strategy
Support:
Communications
Coordinate implementation of Corporate Waste Process
Maya Chorobik
Q2
Review recommendations.
Council Review - December 2016 Page 48
Operating Budget - Sustainability and Corporate Planning
• The operating budget of $7,500 and related salaries are included in the Office of the Chief
Administrative Officer -Administration budget.
Operating Budget - Office of the Chief Administrative Officer - Administration
• The entire Office of the Chief Administrative Officer - Administration budget is shown below, for
reference, and related to the organization chart below.
Proposed Financial Plan 2017 - 2021
Office of the Chief Administrative Officer - Administration
-
Adopted
Proposed
Proposed Changes
Proposed
All $ values in 000's (thousands)
2016
2017
$
%
2018
2019
2020
2021
Expenditures
Conferences & Meetings
19
19
0%
19
19
19
19
Memberships
30
30
0%
30
30
30
30
Miscellaneous
8
8
0%
8
8
8
8
Salaries
649
659
10
2%
674
690
708
727
Seminar/Prof Meeting/Training
4
4
-
0%
4
4
4
4
Studies & Projects
102
102
-
0%
102
102
102
102
812
822
10
1%
837
853
871
890
Totals
812
822
10
1%
837
853
871
890
Proposed Changes or Remarks:
Salaries
• The increase is in line with corporate -wide increases.
Overall Organization Chart
Mayor
Council
RCMP Chief Executive
Officer in Charge Administrative Assistant
Officer
Executive
Assistant
General Manager General Manager General Manager
Public Works & Corporate & Financial Community
y g p Development Services Services Development, Parks &
Director of Human Manag er of Manager of Manager
er Of Recreation Services
Resources Sustainabilit & Economic Corporate
[orporate Plannin Development Communications
Total Expenditure Budget = $822,000
Full -Time Equivalent Staff = 3 - CAO Administration and 3.5 - Sustainability & Corporate Planning
(other staff shown on org chart are budgeted to other areas)
Council Review - December 2016 Page 49
Operating Budget - Legislative Services
• The Legislative Services budget area covers Mayor and Council salaries and expenses.
Proposed Financial Plan 2017 - 2021
Office of the Chief Administrative Officer - Legislative Services
-
Adopted
Proposed
Proposed Changes
Proposed
All $ values in 000's (thousands)
2016
2017
$
%
2018
2019
2020
2021
Expenditures
Committee Costs
4
4
0%
4
4
4
4
Conferences & Meetings
21
21
0%
21
21
21
21
Grants & Donations
44
45
1
0%
45
45
45
45
Miscellaneous
8
8
-
0%
8
8
8
8
Public Relations
9
9
-
0%
9
9
9
9
Salaries
526
537
11
2%
549
561
573
586
Training
16
16
-
0%
16
16
16
16
Utilities -Telephone
7
7
-
0%
7
7
7
7
635
647
12
2%
659
671
683
696
Totals
635
647
12
2%
659
671
683
696
Proposed Changes or Remarks:
Salaries
• Budget includes Elected Officials and an Executive Assistant.
Incremental Packages
1. Sustainability Program Funding $80,000
2. Permanent Sustainability Staff Position $50,000 ongoing ($25,000 in 2017)
3. Sustainability Reserve Contribution $3,000 with annual increments
Capital Budget - None
Information Technology
There may be implementation work for IT flowing from the various process reviews we undertake. We
may also call upon IT resources to realign our performance scorecard area with the structure of a
condensed corporate business plan format.
Council Review - December 2016 Page 50
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using
Performance Reporting Scorecards which appear in the City's performance system. The scorecards for
this area are listed below. Full scorecards can be found in the Scorecards tab.
To access the "live" scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this department:
We are responsible for the business activities that
keep corporate action in alignment with Council
direction. Ensuring that happens in a timely and
FM07 Business Planning Process effective manner maximizes the value of our
resources. Tracking our timeliness on an annual
basis lets us know if our process is continuing to
meet the needs of Council and staff.
We led the development of the Town Centre
Incentive Program, intended to encourage
SGO1 Town Centre Density development in our downtown. Tracking residential
growth is one way to evaluate whether the program
is having the desired effect.
We work with others in the organization to reduce
energy consumption. Tracking electricity use is an
EN03 Municipal Facility Electricity Use indicator that is influenced by a number of factors,
and we use it to focus our efforts on projects that will
provide the best value to taxpayers.
Tracking the degree to which Maple Ridge residents
TR03 Transportation to Work - Alternative use something other than a single occupancy vehicle
Modes is important to help inform policy work and
infrastructure development in the City.
Council signed on to the Climate Action Charter a
number of years ago, and part of that commitment is
Corporate Greenhouse Gas
to track and report on how we're doing. Our
EN02
Emissions
department works with other staff and departments
to reduce energy consumption, which in turn reduces
greenhouse gas emissions. This is a measure of our
success.
Council adopted greenhouse gas reduction targets
Community Greenhouse Gas
into the OCP. This scorecard tracks the impact of our
EN01 Emissions
policies, Provincial policies and actions, green
technologies, community behaviours and growth on
our community greenhouse gas emissions.
We work with others in the organization to reduce
energy consumption. Tracking electricity use is an
EN03 Municipal Facility Electricity Use indicator that is influenced by a number of factors,
and we use it to focus our efforts on projects that will
provide the best value to taxpayers.
Tracking the degree to which Maple Ridge residents
TR03 Transportation to Work - Alternative use something other than a single occupancy vehicle
Modes is important to help inform policy work and
infrastructure development in the City.
Council Review - December 2016 Page 51
Incremental Package Report
2017 Proposed Budget
Division: Office of the Chief Administrative Officer Date: September 30, 2016
Department: Sustainability & Corporate Planning Submitted By: Laura Benson
Request for: Sustainability Program Funding
Package: 1 of 3
Activities/ Purpose:
The Sustainability and Corporate Planning (SCP) department has an annual budget of $ 7,500. On
average, half of this is spent on mandatory greenhouse gas emissions and other reporting tools. The
funding is also used to attend workshops and training events, and fund outreach activities and
miscellaneous expenses. It does not provide the capacity required to implement our planned
sustainability program for 2017-2018. Activities requiring additional funding are:
1. Community Energy Management (CEM) program activities that reduce community energy and
emissions from the building sector in Maple Ridge. Note that a $100,000, two-year grant from
BC Hydro is dependent on delivering programs relating to this work.
• Activities may include: consulting, communications support, additional staffing (ie. summer
student), outreach activities
2. Various corporate sustainability initiatives including an organics (food waste and paper towels)
diversion pilot project.
Functions Performed/ Degree of Service:
The City receives an annual Carbon Action Revenue Incentive Program (CARIP) rebate on the carbon tax
paid on fuels purchased. This rebate has been reserved for activities that reduce corporate and/or
community energy consumption and/or greenhouse gas emissions. We propose funding our workplan
initiatives that exceed our discretionary budget from this reserve. Doing so will allow us to propel our new
Community Energy Management program forward and provide a valuable service to our current and
future residents, builders, and business community. Investing in community energy management
initiatives will not only result in reduced greenhouse gas emissions. Other important benefits include:
• Reduced energy costs (affordability) and increased resiliency to rising energy rates (stability);
• Local economic development opportunities and job creation;
• Increased building quality and comfort for occupants.
Funds will also be used to support corporate sustainability. SCP is currently conducting a process review
of our corporate waste system. One of the key recommendations is to implement a formal organics (food
waste and paper towels) collection program and funding is required to implement a pilot program.
Alternatives Considered/ Reasons for Not Recommending_
Many aspects of the Community Energy Management program will not require additional funds, such as
research and coordination among departments; however we will be extremely limited in our ability to
implement programs and initiatives without additional funds.
Staff Position:
None
Council Review - December 2016 Page 52
Performance Measure:
• CEM program workplan commitments versus achievements
Delivery of organics collection pilot
Package:
2017
Budget
From Sustainability Reserve: $80,000
Council Review - December 2016 Page 53
Incremental Package Report
2017 Proposed Budget
Division: Office of the Chief Administrative Officer Date: September 30, 2016
Department: Sustainability & Corporate Planning Submitted By: Laura Benson
Request for: Permanent Sustainability Staff Position
Package: 2 of 3
Activities/ Purpose:
The Sustainability and Corporate Planning area is reliant on $50,000 annual funding from BC Hydro in
order to fund an existing position dedicated to corporate sustainability, community -wide energy and
emissions, and climate change mitigation and adaptation. The position is integral to our work while the
BC Hydro funding commitment expires in mid -2018.
This incremental package requests that funds be set aside to permanently budget for this position after
the contract with BC Hydro ends, and if bridge funding is required until General Revenue can
accommodate the request, that CARIP funds be utilized, in order to support this valuable work.
Functions Performed/ Degree of Service:
• Community energy programs (residential, commercial, new construction, renovations) and
initiatives.
• Maintain current on climate policy of senior levels of government and other municipalities
• Corporate energy, greenhouse gas emissions and sustainability coordination
• Employee engagement
Alternatives Considered/ Reasons for Not Recommending:
Should the position not be supported, consideration of priorities within the department would occur, and
projects and initiatives would need to be eliminated. A valuable corporate resource would be lost.
Staff Position:
Top up funding for 1 FTE
Performance Measure:
Department commitments versus achievements
Package:
$25,000 2018
$50,000 2019 and ongoing
Council Review - December 2016 Page 54
Incremental Package Report
2017 Proposed Budget
Division: Office of the Chief Administrative Officer Date: September 30, 2016
Department: Sustainability & Corporate Planning Submitted By: Laura Benson
Decision Unit: Sustainability Reserve Contribution
Package: 3 of 3
Activities/ Purpose:
Currently the City receives an annual CAR IP (Climate Action Rebate Incentive Program) grant from the
Province equal to the amount of carbon tax paid to operate corporate buildings and vehicle fleet. This
grant is set aside in a reserve, which is accessed to advance corporate energy and emissions reduction
initiatives. We receive the grant because we are a signatory of the BC Climate Action Charter, have set
emissions reduction targets, committed to achieve carbon neutrality, track and publicly report our
emissions, and what we're doing to reduce them.
Some communities in BC achieve carbon neutrality through the purchase of carbon offsets. Many Metro
Vancouver municipalities have taken a different approach: rather than invest in offsets that fund
emissions reduction projects elsewhere, they invest the same amount into a reserve that will fund
corporate initiatives or local community projects.
Typically the $/tonne of emissions amount is the same as the BC carbon tax (currently $30/tonne).
Others have increased this dollar amount to $100/tonne and higher. In October 2016, Prime Minister
Justin Trudeau announced Provinces have until 2018 to adopt a carbon pricing scheme, or the federal
government will step in and impose a price for them. Minimum is $10/tonne, rising to $50 by 2022.
Contributing to this fund, even symbolically, creates a monetary cost to emissions and incents reduction.
Some municipalities have structured this funding model so that individual departments pay for their
emissions and need to account for it in their budgeting process. We are proposing a symbolic
contribution to start, followed by the gradual increases. Our estimated corporate emissions for 2016 are
2500 tCO2e.
Functions Performed/ Degree of Service:
• Increase the pool of money available for energy and emissions reduction projects corporately
and in the community
• Create a link between our financial planning processes and emissions
• Create an additional budgetary incentive for emissions reduction initiatives
• A Council policy would be required to establish criteria for utilizing the funds
Alternatives Considered/ Reasons for Not Recommending:
The Sustainability Reserve depends on an annual grant from the Province that is not designed to exist
indefinitely. By contributing separate funds and gradually increasing the amount, we can prepare for
when CARIP comes to an end. The alternative is to not contribute additional funds at this time.
Additionally, Council may choose to allocate a portion of any annual surplus that may occur.
Council Review - December 2016 Page 55
Staff Position: n/a
Performance Measure:
If choosing to fund community projects, a cost per tonne would be one criteria used in the project
selection process. Additionally, there are benefits beyond those that can be quantified, including
showing leadership, and supporting local economic development opportunities.
Package:
2017 - $3,000
2018 - $4,000
2019 - $5,000 ongoing
In addition to the above allocations, consideration for top -up at year -ends in the event of a surplus is
requested.
Council Review - December 2016 Page 56