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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