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Home My WebLink AboutPublic Works Development Services BP 2017-2021.pdfCouncil Review - December 2016 Page 205 City of Maple Ridge Public Works & Development Services - Administration Business Plan 2017 - 2021 Departmental Overview The Public Works & Development Services (PWDS) division is responsible for carrying out corporate initiatives as directed by Council. PWDS provides leadership in the implementation of services including development processing, the issuance of building permits and business licences and the construction, operation and maintenance of City infrastructure. In addition, the division attends to enquiries and requests for assistance from the public. The people in the division strive to provide excellent customer service and present a business friendly `How Can I Help?' approach. The division continues to work with its partners such as the Urban Development Institute, and Greater Vancouver Homebuilders Association and the Downtown Business Improvement Association to ensure its processes align with Best Practices. The Division sees public consultation being at the forefront of its activities and continues to build a successful public consultation process to engage and inform residents. The total expenditure budget for this department is $362,000. Organization Chart General Manager: Public Works & Development Services Director of Planning Senior Development Municipal Manager of Services Technician Engineer Inspection Services Mgr of Development and Environmental Services- Manager of Senior Project Infrastructure Engineer Approving Officer Development Manager of Community Planning Manager of Design & Manager of Construction Utility Engineering & Construction Full -Time Equivalent Staff = 1 Manager of Bylaws Director of and Licences Engineering Operations Manager Manager of "o/Mechanical m Procurement Superintendent of I I Superintendent of Sewerworks m Roads & Fleet Superintendent of Waterworks Executive Assistant Strategic Alignment • The people in the division strive to provide excellent customer service and present a business friendly "How can I help" approach. The Division has been noted for best practices in many areas as it works towards implementing Council's strategic direction. • All departments' work aligns with Council direction. The Division works closely with the development community and the public, providing excellent customer service in alignment with best practices. Council Review - December 2016 Page 206 Business Perspective/Environmental Scan • Processing times have been reduced. • Emerging issues often result in delays to planned work. • Development activity remains strong. High volume of applications. • Awards have been received for Most Business Friendly and Most Improved Municipality. Continuous Improvement • The department's participation on the UDI Development Liaison Committee. This Committee is committed to implementing the 10 Best Practices for Development. • Customer Service Co-ordinator has enhanced the City's approach to Customer Service. Accomplishments and Work in Progress (highlights only) Action Item Status or Outcome Complete (and ETA if not 100%) Albion Flats: Council discussion - Update and reports presented to Council in Determine direction for Albion Flats 2015. Council directed that charrette options 50% (include agricultural fair, sports tourism). be revisited. Further reports deferred pending results of Parks initiatives. Transportation Plan: Staff presentation Transportation Plan adopted. Major projects and Council discussion - Implement the underway - Abernethy, 128 Avenue, 203 100% Transportation Plan. Street, 232 Street. Advertise for Environmental Committee established and underway. Sustainability Advisory Committee 100% Members. Conduct Interviews. Obtain Council Approval Advertise for Active Transportation Committee established. Advisory Committee Members. Conduct 90% Interviews. Obtain Council Approval. Develop an implementation plan to Transportation Plan endorsed. Implementation advance the approved Transportation is through Annual and Five Year Business Plan. Prepare list of priority projects. Plans. 100% Prepare report for Council review. Incorporate projects into Financial Plan. Implement and complete the following Abernethy Phase 2 - 90% complete Capital Projects: 203 Street - 80% complete • Abernethy Way/128 Avenue - Phase 2 2016 Paving Program - 100% complete 90% • 203 Street - Lougheed Highway to Golden Ears Way • 2015 Paving Program Develop an implementation schedule for Items included in 2016 and 2017 Business items approved by Council from the list Plans. 100% of recommendations by the Mayors Open Government Task Force Council Review - December 2016 Page 207 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 Work with IT on development and implementation of the IT Strategic Plan. • Support the MRRI through Planning and Bylaw enforcement and operational requirements. • Assist Parks & Recreation on implementing the Housing Action Plan. • Work with SD42 to support property acquisition. • Support Parks & Recreation on advancement of a Community Hall. • Propose the appropriate OCP and zoning amendments. • Provide ongoing leadership to the Division's departments • Participate in necessary training, and contribute to the development of appropriate business practices in our area as we grow the document management system • Review Departmental reports to Council • Liaise with Ridge Meadows Recycling Society • Attend Public Hearings • Assist Economic Development Department in securing potential investors • Liaise with School District No. 42 on cross jurisdictional issues • Meet with citizens to resolve issues of concern • Work with outside agencies for approvals and feedback on municipal issues • Participate in the Emergency Program. • Review succession plan requirements for Division • Represent senior staff at Public Information meetings • Work with Engineering and Operations to ensure core services such as water and sewer remain operational in the short term, and are managed to serve the community into the future • Apply for appropriate grant funding • Work with Manager of Sustainability & Corporate Planning to implement energy efficient initiatives • Provide regular updates to Council on workplan items/found milestones • Implement Capital Plan including preparation of appropriate concept plans, contract administration, as well as completion of studies and tenders • Attend and participate in Metro Vancouver and TransLink public and technical meetings. Advise and update Council and prepare submissions to Metro Vancouver and TransLink as required Council Review - December 2016 Page 208 Found Milestones • Review of 203 Street intersection in relation to a Development Variance Permit • Suburban residential and Estate Suburban Residential Discussion Paper (September 2016) • Staff report on proposed Aquilini exclusion application and requested community consultation (August 2016) • Creation of Citywide Community Amenity Contribution Policy • Provide assistance to Parks and Leisure Services on Recreation Prioritization and aquatic Facility land use • Rezoning File Extension Reports discussion paper • Agricultural Plan Facilitation • Referrals from Metro Vancouver on Regional Growth Strategy Consideration of Review and Housing Action Plan • Report on the Regional Affordable Housing Strategy • Report on the National Housing Strategy • Speed Reader Boards. At Council's behest staff reviewed a request for additional digital speed reader boards throughout the City. The purchase and installation of the speed reader boards is in progress. • North Slope Interceptor. Consultant retained to develop and evaluate options to address the issue. City has retained a land agent and commenced discussions with residents to secure amendments to the existing statutory right-of-way. • Lougheed Highway Corridor. There has been extensive consultation with the Ministry of Transportation and Infrastructure along the entire Lougheed Highway corridor, with special emphasis on the Haney Bypass. The Ministry has developed a number of options to improve the functionality of the highway and the City has worked closely with the Ministry staff and consultants. • B line Bus Study. In support of the Mayors Vision the City, along with Pitt Meadows, Port Coquitlam and Coquitlam has sought confirmation of the contemplated B line bus route along Lougheed Highway and the Engineering department prepared a draft Request for Proposal for the conceptual study and secured endorsement from all parties. • Solid Waste review • Relocating Bylaw office to the main floor of the Randy Herman Safety Building to improve customer service • Review of other municipalities methods of dealing with hoarding • Local taxi company relocation • Permit process for mobile food vendors Council Review - December 2016 Page 209 New Deliverables for 2017 (highlights only) - Any incomplete items from prior years may also form part of the 2017 workplan. Service Area Goal: Strategic Planning • To provide leadership and mentorship in assisting departments in meeting strategic goals. Objectives.- To bjectives:To implement strategic Council and organization initiatives. Action Item Lead ETA Implement and substantially complete the following major General Manager capital projects: Support: • 232 Street (Fern Crescent to Silver Valley Road) Engineering Q4 • 2016 Paving Program Work with Parks and SD42 on the advancement of new General Manager Q4 school and community centre in Albion Support: Parks Work with Ministry of Transportation to implement General Manager improvements on Haney Bypass Support: Q4 Engineering Work the TransLink to advance the B-line implementation General Manager and new bus service to Silver Valley Support: Q4 Engineering Implement the Hammond Area Plan General Manager Q4 Support: Planning Implement actions from Open Government Task Force All Departments Support: All Q4 Departments Housing Action Plan Implementation General Manager Q4 Planning Operating Budget Council Review - December 2016 Page 210 Proposed Financial Plan 2017 - 2021 Public Works & Development Services - Administration Proposed Changes or Remarks: Salaries • This area includes $65,000 in growth funds that are intended to address costs related to population growth. All growth funds in 2017 and $40,000 in 2018 have been allocated. Incremental Packages - None Capital Budget - None Information Technology - None Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Expenditures Conferences & Meetings 29 29 0% 29 29 29 29 Memberships 25 25 0% 25 25 25 25 Salaries 300 304 4 1% 337 408 479 553 Supplies 4 4 - 0% 4 4 4 4 358 362 4 1% 395 466 537 611 Internal Transfers Salaries Recovery (82) (84) (2) 2% (86) (87) (89) (91) (82) (84) (2) 2% (86) (87) (89) (91) Totals 276 278 2 1% 309 379 448 520 Proposed Changes or Remarks: Salaries • This area includes $65,000 in growth funds that are intended to address costs related to population growth. All growth funds in 2017 and $40,000 in 2018 have been allocated. Incremental Packages - None Capital Budget - None Information Technology - None Council Review - December 2016 Page 211 City of Maple Ridge Public Works & Development Services - Engineering Business Plan 2017 - 2021 Departmental Overview The core driver for the Engineering Department is ensuring that the residents of the City of Maple Ridge can rely upon high quality infrastructure services including drinking water, sanitary sewage collection, rain water discharge as well as the multi -modal transportation network. The Engineering Department develops and implements initiatives and programs to construct municipal infrastructure services in support of ongoing growth throughout the City as well as maintaining the existing infrastructure through the complete life cycle. The foundation for the management of municipal infrastructure is a suite of coordinated Master Plans that cover all infrastructure sectors. Capital project definitions, along with appropriate funding sources are developed for consideration in the City's Financial Plan. The Engineering Department staff oversee those projects through conception, design, tendering, construction and administration for roads, sewers, drainage and water works. Land development applications are reviewed for compliance with the City standards and the confirmation of the infrastructure servicing requirements. The management of the overall transportation system includes consideration of all travel modes - walking, cycling, transit as well as vehicles. Rapid growth throughout the City, especially where developments occur in a non-linear manner often provides challenges, especially for sidewalk connectivity. The City's ability to respond to large-scale emergency or disaster situations is critical and the Engineering Department plays a significant role within the City's Emergency Operations Centre, providing professional expertise and advice on a large range of hazard mitigation and risk management issues. The Engineering Department works in close cooperation with other departments within the City and staff also provide information and technical expertise to internal City committees as well as a number of external regional committees. The total expenditure budget for this department is $3,449,000. Organization Chart Municipal Engineer Council Review - December 2016 Page 212 Development Traffic & Pcnnn-1.r�,,,1ive Engineering Manager ofServices Technicians Transportation Manager of Llnlrlaclr,,Orfe t Project Clerk 2 Fr Technologist LDesign & Utility Engineering Construction Engineering Technologist 1 Senior Project Instrumentperson 2 Engineering Engineer Technologist 1 Traffic Technician Subdivision Engineering Development Technologist 1 Technologist Engineering 2 FT ech nologist-Projects Supervisor -Mapping Engineering and Drafting Inspector Engineering 2 FT Technologist 1 3 FT Engineering Inspector 2 Draftsperson 2 3 FT Full -Time Equivalent Staff = 28 Strategic Alignment • Ensuring that the residents of the City of Maple Ridge can rely upon the provision of high-quality infrastructure including drinking water, sanitary sewage collection, rain water collection and discharge as well as roads is a key driver for the Engineering Department. The development and implementation of coordinated infrastructure planning master studies and initiatives ensure that as Maple Ridge continues to grow, the appropriate municipal services are in place or identified for future construction. That same growth provides challenges, especially in the area of streets and sidewalks as developments may not occur in a contiguous manner, thereby creating gaps in the street network. • The development of a true multi -modal transportation network is not only desirable, it is a requirement if the City is to create a discernible shift away from the reliance upon the single - occupancy vehicle. Council's commitment to this matter is reflected in the creation of annual programs to provide enhanced facilities for cyclists and pedestrians as well as advocating for additional transit services, local locally and inter -regionally. Business Perspective/Environmental Scan The City owns, operates and maintains a wide array of infrastructure assets valued at approximately one billion dollars. The expectation is that the assets will function effectively for many years but all infrastructure has a finite service life. The challenge for the City, as for other municipalities is not only to build infrastructure in support of growth but to manage all assets in a cost-effective manner over their life cycle and plan for their replacement. Council Review - December 2016 Page 213 Business Perspective/Environmental Scan - cont'd • The securing of funding from senior agencies to complete major projects is vitally important to ensure that those projects occur in a timely manner - the extension of Abernethy Way; the buildout of 232 Street in Silver Valley; the completion of the redevelopment of Lougheed Highway from 224 Street to 226 Street; the overpass to improve access to the Albion Industrial Area; the 240 Street crossing to Silver Valley). Public engagement is a critical component for all infrastructure construction. The scope and nature of consultation process may vary depending upon the specific project or initiative but the Engineering Department will continue to build on previous successful public consultation processes to ensure residents are engaged and informed. Recent examples include the reconstruction of 203 Street north of Dewdney Trunk Road, the proposed 232 Street Road Improvements from 132 Avenue to Silver Valley Road as well as the significant traffic calming initiatives underway on 123 Avenue and River Road. Public consultation may include regular Open Houses throughout the development of a project, or the formation of a neighbourhood advisory committee as employed in the traffic calming initiatives. Continuous Improvement • The Traffic Calming Policy is a solid policy document that outlines a transparent process for residents to be involved in when evaluating the need for neighbourhood traffic calming. The policy sets out a pre-screening that requires a week-long data collection. Given the considerable number of requests for traffic calming, this can slow the process down considerably. Implementation of traffic calming requires majority support within the neighbourhood and there are cases where, after going through the data collection, evaluation and consideration of options the installation is not supported. To address requests quicker and reduce the backlog, when a request is first received the neighbourhood will be surveyed to determine the level of support before undertaking data collection. BC One Call is a service where, upon request the City will collate as -built drawings for a specific area where a party is contemplating excavating within the right-of-way. This can be a very time-consuming process for the front counter staff, and often requires re -issuance of the drawings because there is a time limit on the work. There is also a cost to the City for each application, to be paid to BC One Call. The City will be exiting from the BC One Call program but will still provide as -built records to contractors and utility companies upon request. • In conjunction with the IT Department, the Infrastructure Development Section has developed a project tracking function within Amanda for the processing of development applications. • The City recently adopted a new Design Criteria Manual and staff in all sections of the Department are evaluating the new criteria and what, if any criteria or sections should be amended or updated, based upon the experience of consultants and contractors utilizing the document. Council Review - December 2016 Page 214 Accomplishments and Work in Progress (highlights only) Action Item Status or Outcome Complete (and ETA if not 100%) Develop and submit a corporate asset In progress 75% management policy to CMT Review water distribution system Complete 100% capacity in the SE 84m pressure zone Complete Master Plans - Sanitary, Complete. Detailed servicing plans will be Water and Drainage in growth areas developed as needed, dealing with timing and 100% (Silver Valley, Albion) phasing. Complete a file management update Process Review is 90% complete, next step is that incorporates improvements to to develop and implement solutions to the 75% Amanda, the LaserFiche system and recommendations manual checklists Oversee the development of Integrated This is a multi-year project that entails Stormwater Management Plans for the significant data collection and consultation. 50% South Alouette and Kanaka Watersheds Assist with development of a Fiscal Complete 100% Impact Analysis Model Update Building Permit processes in Building Permit Process has been adjusted Amanda and Laserfiche internally through Laserfiche, next step is to 50% update Amanda and incorporate recommenda- tions from the Internal Process Review Update Works and Services Agreement Underway 25% template Review Subdivision process and identify Complete 100% opportunities Expand Engineering Development Working through information bulletins to add 40% webpage to website in 4th Quarter Implement Council's Fiscal Impact Analysis Model for key development Complete 100% proposals Construction Drawing Intake and Processing Review in order to improve Rescheduled to 2017 due to resource the efficiency with which infrastructure constraints. 0% construction drawings are tracked, delivered and processed Complete Drinking Water Master Plan Complete 100% Update Complete Integrated Stormwater This is a multi-year project that entails Management Plans for Kanaka and significant data collection and consultation ° 50% South Alouette Watersheds Review need and scope of infrastructure Transportation Plan - 100%; Water Master improvement projects identified in high- Plan - 60%; Sanitary Master Plan - 75% ° 80% level master plans Review cost/benefits of universal On hold, awaiting outcome of Metro Vancouver 0% metering of drinking water universal metering review Develop Strategic Framework for Asset Working with other Divisions on a corporate - Management wide strategy, rather than only engineering 5% infrastructure Council Review - December 2016 Page 215 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. Infrastructure Development Engineering • Provide clarification on engineering -related development issues as a result of public inquiries • Liaise with Planning Department on long-range and community planning issues and provide input on infrastructure services requirements or constraints • Process development applications, land use inquiries and servicing design reviews • Resolution of ongoing development -related issues during design and construction • Provide field inspection prior to acceptance of off-site developer -constructed municipal services • Coordination of external utility companies within municipal boundaries • Evaluation of Local Area Service inquiries • Updates to development processes • Provide guidance to staff at weekly meetings related to development proposals Action Item Status or Outcome Complete (and ETA if not 100%) Review existing Maple Ridge Dyking In progress. A consultant is reviewing the District Agreement with Pitt Meadows existing agreement, liaising with both Maple 25% and identify any required revisions Ridge and Pitt Meadows staff on expectations, recent studies in each municipality. Implement pedestrian and cycling Implemented in 2016. Complete and will be 100% facilities as identified in the STP ongoing. Review and implement pedestrian Design completed. Construction to begin in 4t" crossing safety measures at existing Quarter 50% multi -lane crosswalks as needed Work with SD 42 elementary schools to Training provided to Yennadon Elementary provide bicycle training and road safety School completed. ° 100% programs Review procurement process Working with the Manager of Procurement. 20% Completion planned in 4t" Quarter Review capital projects for schedule compliance to ensure 80% of projects Complete and ongoing 100% are completed in accordance with the schedule Review of capital projects for budget compliance to ensure that 90% of projects are completed within the Complete and ongoing 100% funding envelope barring unforeseen extras 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. Infrastructure Development Engineering • Provide clarification on engineering -related development issues as a result of public inquiries • Liaise with Planning Department on long-range and community planning issues and provide input on infrastructure services requirements or constraints • Process development applications, land use inquiries and servicing design reviews • Resolution of ongoing development -related issues during design and construction • Provide field inspection prior to acceptance of off-site developer -constructed municipal services • Coordination of external utility companies within municipal boundaries • Evaluation of Local Area Service inquiries • Updates to development processes • Provide guidance to staff at weekly meetings related to development proposals Council Review - December 2016 Page 216 Ongoing Deliverables - cont'd Utility Engineering • In collaboration with Operations, ensure that the potable water distributed to residents in the City is in accordance with established public health standards and the Drinking Water Management Plan • Collaborate with Operations to manage the sewage collection system in accordance with the goals of the Integrated Liquid Waste and Resource Management Plan • Develop master plans for drinking water, sewage and drainage infrastructure • Conduct investigations and preliminary project planning to confirm need and scope of projects flagged in high-level planning studies • Collaborate with Operations to assess the condition of public infrastructure and develop replacement/rehabilitation plans • Maintain infrastructure records, maps, aerial photos and topographic information; provide survey and drafting services; communicate infrastructure data to customers • Develop emergency response plans Traffic and Transportation Engineering • Improve the current transportation network to incorporate all modes of transportation through provision of bike facilities, sidewalks and road improvements • Undertake annual intersection performance reviews • Support the City's Active Transportation Committee. • Review of traffic calming requests including data collection, review and development of traffic calming plans as required • Review of requests for activities within municipal roadways and issuance of Highway Use Permits • Liaison with school Parent Advisory Committees (PACs) and resident groups • Participation on TransLink regional committees • Participate with ICBC Road Improvement Program and safety awareness • Support TransLink Travel Smart Program • Engage with CP Rail and Transport Canada to ensure safe and efficient rail crossings • Investigate and evaluate Action Requests and respond accordingly with a plan of action • Manage and report out traffic counts and classifications • Evaluate and accept requests for road closures and detours • Support special events and filming activities within our roadway through a permitting process • Support and provide guidance to other internal departments on traffic related issues • Manage and evaluate street lighting program Council Review - December 2016 Page 217 Design and Construction Engineering • Ensuring that newly identified capital projects are accompanied by a business case/project justification document that includes a concise scope of work and updated budget estimates • Review the long term Capital Plan to ensure projects are adequately scoped and that the timing is appropriate. Any identified redundant projects will be recommended to be eliminated and replaced with new projects that support the City's long term goals and are in alignment with current infrastructure master plans for water, sewer and transportation • Completion of the annual Capital Program on schedule and within established approved budgets • In collaboration with Operations, Design & Construction will develop project scope, designs, and budgets that will support the watermain replacement program, culvert replacement program and sewage system rehabilitation program. Projects will consider longterm master plans and break history and remaining life of the infrastructure. • In collaboration with Water Works Operations, Design & Construction will develop work plans that minimize the need for Operations Water Crews to complete water system relocations or repairs on proposed Design & Construction projects. As well Design & Construction will develop infrastructure renewal programs that are ahead of major roadway resurfacing projects planned by Operations.. • Liaison with the Parks Department to insure that any new construction incorporates review of requirements for any street trees or landscaping along with maintenance schedules. Found Milestones • Speed Reader Boards. At council's behest staff reviewed a request for additional digital speed reader boards throughout the City. A review of the effective of various options was undertaken and through dialogue with RCMP Traffic Division a strategy was developed and endorsed by Council. The purchase and installation of the speed reader boards is in progress. • North Slope Interceptor. Upon confirmation that the sanitary trunk sewer was not on the correct alignment a consultant was retained to develop and evaluate options to address the issue. With the decision to have the sewer remain in its current location the City has retained a land agent and commenced discussions with residents to secure amendments to the existing statutory right-of-way. • Lougheed Highway Corridor. There has been extensive consultation with the Ministry of Transportation and Infrastructure along the entire Lougheed Highway corridor, with special emphasis on the Haney Bypass. The Ministry has developed a number of options to improve the functionality of the highway and the City has worked closely with the Ministry staff and consultants. • B-line Bus Study. In support of the Mayors Vision the City, along with Pitt Meadows, Port Coquitlam and Coquitlam has sought confirmation of the contemplated B line bus route along Lougheed Highway and the Engineering department prepared a draft Request for Proposal for the conceptual study and secured endorsement from all parties. • School District 42 (SD 42) Buses. The school bus service was eliminated by SD 42 due to funding constraints. At SD 42's request the City lobbied Translink for expansion of bus service in the City as well as re -working existing schedules to accommodate students seeking to use public transit. • Solid Waste review. In an effort to ascertain per household costs for municipal curbside solid waste collection Council requested information on what factors would influence costs and what components would form the basis for the Level of Service. • DCC Bylaw. The existing DCC Bylaw includes a list of capital projects in support of growth; the recent updating of the various infrastructure master plans has identified new projects as well as determined that some existing projects are redundant. The DCC Program has been revised in conjunction with the Finance Department and the bylaw will be updated. Council Review - December 2016 Page 218 Found Milestones - cont'd There have been a number of Local Area Service requests from neighbourhoods, predominantly in the Hammond area for ditch enclosures and road construction. When a request is made Engineering staff have to clarify the project scope, undertake conceptual designs and prepare cost estimates to determine the neighbourhood support. The projects may not proceed if there is not adequate support in the neighbourhood. New Deliverables for 2017 Service Area Goal: Infrastructure Development Engineering • The goal of this area is to identify the level of municipal infrastructure required in support of proposed developments, ensuring that Engineering requirements are applied in a consistent and equitable manner • Infrastructure Development staff process development applications (rezoning, subdivisions or building permits) upon referral from either Planning or Building departments. The processing includes Engineering comments on the original development proposal, evaluation of the development servicing designs as well as the field inspection services through construction • Local Area Service (LAS) initiatives are coordinated by the Infrastructure Development section. Objectives.• • Continue to seek potential efficiencies within the current development processes • Continue to improve public transparency and consistency related to development projects and requirements • Provide additional resources online to assist customers in preparing documentation for submission • Review recommendations for Building Permit process improvements and implement as appropriate • Coordinate telecommunication initiatives with external service providers such as Telus and Shaw Measures Achieve target performance timelines for development referrals: • 80% of rezoning and subdivision referrals processed and returned to Planning within 20 working days • 80% of single family building permits processed and returned to Building within 5 working days • 80% of multi -family building permits processed and returned to Building within 10 working days • Clarify the referral process and Engineering servicing requirements through public education Action Item Lead ETA Integrate mobile workstations for Field Inspections Mgr Inf Dev 2nd Quarter Support: Information Technology Dept Update the Electronic Inspection Forms and AMANDA Mgr Inf Dev 4th Quarter processes Support: Information Technology Dept Create process for authorizing Encroachment Agreements Mgr Inf Dev 3rd Quarter Review Driveway Access and prepare policy Mgr Inf Dev 1St Quarter Update Engineering Design and Construction Documents Mgr Inf Dev 4th Quarter Council Review - December 2016 Page 219 Action Item Lead ETA Support testing of AMANDA upgrade Information 4th Quarter Water and Sewer System Technology Update drinking water system fire flow information for fire Support: 2nd Quarter suppression system designers Mgr Inf Dev Service Area Goal: Utility Engineering • The Utility section is responsible for the development of citywide utility master servicing plans to ensure that the continued growth of the City is sustainable from an infrastructure perspective - the identification of reservoirs, pump stations, main upgrades for inclusion in the Capital Plan. The section has a strong relationship with the Operations Department as well as other Engineering service area teams to ensure the provision of safe, efficient and reliable drinking water, drainage and sewage infrastructure systems • The development of all record drawings is undertaken by the drafting component of the Utilities section Objectives.• • To develop an integrated asset management plan for all infrastructure classes to facilitate informed decision-making about the condition of assets as well as full life -cycle costing and appropriate levels of funding required to maintain appropriate levels of service • Implement the Drinking Water Management Plan • Implement the Integrated Liquid Waste and Resource Management Plan (ILWRMP) • Develop master plans, complete additional studies as required to confirm need and scope of infrastructure improvement projects identified through high-level planning • Maintain infrastructure maps and data; communicate information to customers; provide survey and drafting services Measures • Water quality parameters (presence of indicator bacteria, level of turbidity, etc.) as identified in the BC Drinking Water Protection Regulation • Rate of rainwater inflow and infiltration into sewage collection system compared to levels set out in the ILWRMP Action Item Lead ETA Develop 100 Year Rehabilitation & Replacement Forecast for Mgr Util Eng 4th Quarter Water and Sewer System Update drinking water system fire flow information for fire Mgr Util Eng 2nd Quarter suppression system designers Monitor sewage flows and pipe conditions through CCTV Eng Tech 3rd Quarter inspections Create sewage system emergency response plan Mgr Util Eng 4th Quarter Develop detailed Silver Valley drinking water system Mgr Util Eng 3rd Quarter reconfiguration and expansion plans Update growth areas components of sewage and drinking Mgr Util Eng 2nd Quarter water models for use in reviewing development proposals Oversee the development of Integrated Stormwater Eng Tech 4th Quarter Management Plans for the North Alouette, Blaney Bog and Fraser River watersheds Council Review - December 2016 Page 220 Service Area Goal: Traffic and Transportation Engineering • The goal of this area is to provide for a safe, convenient, efficient, reliable multi -modal road transportation system with choices for the accessibility and mobility of people and goods in an affordable manner. Traffic and transportation engineering ensures that management and processing tools and techniques are in place to provide effective people and goods movement. This goal supports the desire for provision of a pro-business, customer -service oriented approach in the delivery of municipal services. Objectives., • To ensure that the City's transportation infrastructure system provides safe, reliable, multi -modal quality service in a cost effective manner to customers using: timely traffic analysis and response, promotion of accessibility and multi -modes, management of congestion, enhanced safety standards and specifications, relevant bylaws and legislative tools and best management practices. • To address regional issues related to transportation infrastructure to best advance and serve the City's interests. Measures., • Implementation of strategies within the Strategic Transportation Plan (STP) including the provision of sidewalks and cycling facilities • Review and evaluate neighbourhood requests for Traffic Calming • Refine website -based traffic count information and statistics • Implement updated bicycle route signage in line with Metro Vancouver guidelines - identify routes and install signage and monitor feedback Action Item Lead ETA Evaluate and test pedestrian detection hardware and Traff Tech 4t" Quarter software at the intersection of 224 Street and 121 Avenue. Support: Detection is to extend red time for vehicles stop for slow Operations Dept pedestrian crossing. provide safe cycling training to our young residents at 4 Traff Tech 3rd Quarter elementary schools. Liaise with Ministry of Transportation and Infrastructure to Mun Eng 2nd Quarter finalize the phasing of improvements along the Haney Bypass and secure appropriate provincial funding Complete Rapid Bus Study along Lougheed Hwy Corridor Mun Eng 3rd Quarter Work with IT Department to implement the appropriate Mun Eng 4t" Quarter components of the Mayors Open Government Task Force Council Review - December 2016 Page 221 Service Area Goal: Design and Construction • To construct the annual Capital Plan projects in a timely and cost effective manner. Minimize impacts on adjacent properties while meeting design standards for new roadway and drainage projects. Over the last few years D&C has constructed several projects that during construction have either effected access or had an impact on the adjacent properties, such as removal of trees, reduction of driveways, removal of trespasses, limiting access, relocating driveways, etc. Objectives.• • To stream line the process, and improve on public consultation to expedite the project delivery in a timely fashion • Reduce overall project costs by resolving conflicts prior to the work going to construction Measures • Early identification of driveway conflicts or non standard access points as well as trespasses in City right of ways that will require either tree or fence removal or both. Enter into conflict resolution process early into the process. Action Item Lead ETA Early project review to determine driveway impacts and Mgr D&C 3rd Quarter trespasses into City right-of-ways. Followed up with notification to property owners Review current project definition documentation and revise Mgr D&C 3rd Quarter as appropriate Operating Budget Council Review - December 2016 Page 222 Proposed Financial Plan 2017 - 2021 Public Works & Development Services - Engineering Proposed Changes or Remarks: Salaries • The increase is in line with corporate -wide increases. Salaries Recovery • These are recoveries for employee costs from the Water and Sewer Utilities. Special Projects • The proposed special projects for 2017 are (in $ thousands) Audible Signals Adopted Proposed Proposed Changes FG 300 Changeout Program Proposed Gravel Review 75 All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues Fees 335 344 9 3% 354 364 364 364 Permits 10 10 - 0% 10 10 10 10 Sales 25 25 - 0% 25 25 25 25 370 379 9 3% 389 399 399 399 Expenditures Consulting 86 86 - 0% 86 86 86 86 Eviromental Monitoring 20 20 0% 20 20 20 20 Miscellaneous 12 12 0% 12 12 12 12 Other Outside Services 10 10 0% 10 10 10 10 Salaries 2,818 2,859 41 1% 2,927 2,997 3,073 3,155 Service Severance 55 55 - 0% 55 55 55 55 Special Projects 290 295 5 2% 240 220 285 220 Supplies 26 26 - 0% 26 26 26 26 Utilities -Telephone 12 12 - 0% 12 12 12 12 Vehicle Charges 72 74 2 3% 76 79 81 83 3,401 3,449 48 1% 3,464 3,517 3,660 3,679 Internal Transfers Contribution to own Reserves - - - - - - - Contributions from own Reserves (12) (12) - 0% (12) (12) (12) (12) Salaries Recovery (1,006) (1,033) (27) 3% (1,058) (1,084) (1,110) (1,137) Transfers from Reserve Funds (69) (70) (1) 3% (72) (74) (76) (78) (1,087) (1,115) (28) 3% (1,142) (1,170) (1,198) (1,227) Totals 1,944 1,955 11 1% 1,933 1,948 2,063 2,053 Proposed Changes or Remarks: Salaries • The increase is in line with corporate -wide increases. Salaries Recovery • These are recoveries for employee costs from the Water and Sewer Utilities. Special Projects • The proposed special projects for 2017 are (in $ thousands) Audible Signals 5 Drainage CCTV Program 50 FG 300 Changeout Program 50 Gravel Review 75 Safer School Travel Program 50 Video and Spot Repairs - Drainage 65 295 Council Review - December 2016 Page 223 Incremental Packages - Attached Capital Budget - See Capital Works Program Business Plan 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: The City is working with ICBC on the release of crash TR01 Improve Traffic Safety data - the corporation has not been willing to release accident data over the last year. Council Review - December 2016 Page 224 Incremental Package Report 2017 Proposed Budget Division: PW&DS Date: October 2016 Department: Engineering Submitted By: Engineering Request For: Additional Staff - Manager of Transportation Engineering Package: 1 of 3 Activities/ Purpose: The Traffic Section of the Engineering Department currently has a complement of three staff that report to the Municipal Engineer. A Traffic & Transportation Technologist is the senior staff member who provides functional direction to the intermediate Engineering Technologist 1 as well as the Traffic Technician but the Municipal Engineer is responsible for decision-making both on policies and issue resolution and a considerable amount of his time is dedicated to dealing with traffic and transportation matters. The addition of a Manager of Transportation Engineering will facilitate a more strategic role to the Traffic Section, providing direction on strategic initiatives and processes. Functions Performed/ Degree of Service: The Manager of Transportation Engineering would provide direction to the Traffic Section staff on a range of matters from individual resident concerns through to the implementation of strategic initiatives. The Manager of Transportation Engineering would also be able to provide advice to both internal and external customers on transportation planning, review development applications as well as represent the City at Regional committees. Staff Position: This would be an exempt position, responsible for managing the Traffic Section of the Engineering Department. Performance Measure: Package: 2017 Budget $140,000 Furniture/Computer 7.000 Council Review - December 2016 Page 225 Incremental Package Report 2017 Proposed Budget Division: PW&DS Date: October 2016 Department: Engineering Submitted By: Engineering Request For: Development of Strategy to Reduce/Eliminate Illegal Dumping Package: 2 of 3 Activities/ Purpose: Illegal dumping is a concern across Metro Vancouver, and the level of instances in the City is not worse than other Lower Mainland jurisdictions. The development and implementation of an campaign to reduce/eliminate illegal dumping would include a communication strategy to educate residents about the impact of illegal dumping and work toward a significant reduction or elimination of the instances of illegal dumping. Functions Performed/ Degree of Service: The illegal dumping strategy would provide education on the costs to the taxpayer of waste material dumped around the City, more in rural areas. It would include the development of a social media campaign ad incorporate a reporting structure for residents to phone in to report instances of illegal dumping. Staff Position: There would not be a staff resource but rather the City would retain a consultant to develop the anti- dumping program, including the education material, social media and a reporting tool or app. Performance Measure: The amount of illegal dumping is recorded by the Operations Department currently and could continue to be monitored on an annual basis to determine the success of the campaign. Package: 2017 Budget $40,000 Council Review - December 2016 Page 226 Incremental Package Report 2017 Proposed Budget Division: PW&DS Date: October 2016 Department: Engineering Submitted By: Engineering Request For: Additional Staff - Engineering Technologist 1 Package: 3 of 3 Activities/ Purpose: Residential and commercial development applications that are referred to the Engineering Department are currently reviewed by two technologists (Engineering Technologist 1 and a Subdivision Development Technologist) and a junior Subdivision Development Technologist reviews building permit applications. Performance measures have been established for processing application referrals within a determined time periods as follows: 80% of rezoning and subdivision referrals processed and returned to Planning within 20 working days • 80% of single family building permits processed and returned to Building within 5 working days • 80% of multi -family building permits processed and returned to Building within 10 working days The building permit processing is meeting the performance target as they are relatively simple applications but the challenge has been in meeting the targets for the rezoning and subdivision referrals and subsequent applications as these can be substantial in size and increasingly complex in nature. Given that there are significant fees collected as part of the development process it is recommended that an additional technologist be hired to augment existing staff resources to ensure that applications are processed in a timely manner. The new staff position could also back up the construction inspectors as required to cover off vacations and high demand periods in the field. Functions Performed/ Degree of Service: The position would be an intermediate level position that would process the rezoning and subdivision referrals and subsequent applications as well as providing backup to the field inspection function. Staff Position: This would be a CUPE position, an intermediate level position reporting to the Manager, Infrastructure Engineering Performance Measure: Package: 2017 Budget $90,000 Furniture/Computer 7.000 Council Review - December 2016 Page 227 City of Maple Ridge Public Works & Development Services - Active Transportation Advisory Committee Business Plan 2017 - 2021 Committee Purpose • The bylaw enacting the Active Transportation Advisory Committee was given final reading on January 26, 2016. The Active Transportation Advisory Committee was formed to advise Council on strategic priorities, planning, policies and mobility issues relating to transportation in Maple Ridge, using the Strategic Transportation Plan as a guide. Committee Structure and Members The Active Transportation Advisory Committee is comprised of 11 members, which include: one Council liaison, one alternate Council liaison, one member from the Municipal Advisory Committee on Accessibility Issues, one member from School District No. 42, three members from the community -at -large, one member at large with a cycling interest, one member representing the business community, one member representing the seniors' community, one youth representative (aged 25 years or under) and one member from Ridge Meadows RCMP. Accomplishments and Work in Progress (highlights only) Ongoing Deliverables • The committee has not yet met - still soliciting members. Found Milestones • None 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 Plan and use the document to establish a work plan, and Engineering (and ETA if identify other issues that are of interest. not 100%) Selection of committee members In progress - it has been a challenge to identify potential committee members. Interviews were undertaken in the Summer and a subsequent request for volunteers issued but not all 75% categories were addressed. The intent is to have an inaugural meeting by years -end and solicit additional committee members in the spring of 2017 Ongoing Deliverables • The committee has not yet met - still soliciting members. Found Milestones • None 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 committee will review the current Strategic Transportation Support: 31d Quarter Plan and use the document to establish a work plan, and Engineering identify other issues that are of interest. Council Review - December 2016 Page 228 Council Review - December 2016 Page 229 City of Maple Ridge Public Works & Development Services - Licences, Permits & Bylaws Business Plan 2017 - 2021 Departmental Overview The Licences, Permits & Bylaws Department contributes to the corporate vision by identifying policy initiatives that enhance Maple Ridge's "business friendly" approach by pursuing compliance of City bylaws in a fair and consistent manner; ensuring that all construction works carried out within the City comply with the conditions detailed within the Maple Ridge Building Bylaw by providing excellent customer service. The Department works closely with development and building communities through participation on the Development Liaison Committee and hosting Builders Forums. The department also works closely with the Economic Development Department issuing business licences and providing enhanced customer service. The department also administers the dog licence program and works with the BCSPCA with regard to animal welfare. The total expenditure budget for this department is $3,682,000. Organization Chart General Manager: Public Works & Development Services Manager of Administrative/ Manager of Bylaws Inspection Services Program Assistant and Licences Site Grading Plan Checker 2 Senior Bylaw Bylaw Technologist 3 FT Compliance Officer Compliance Officer 5 FT Trades Inspector Parking Officer Bylaw 3 FT Plan Checker 1 1.5 FT Enforcement Clerk 3 FT Building Inspector 1 Develop't Services Coordinator LicencesBusiness Support 4 FT Technicians and Permits Analyst Electrical Inspector 2 FT Full -Time Equivalent Staff = 33.5 Council Review - December 2016 Page 230 Strategic Alignment • The Licences, Permits & Bylaws Department contributes to the corporate vision by identifying policy initiatives that assist in improving the image of Maple Ridge as "business friendly"; pursuing compliance of City bylaws in a fair and consistent manner; ensuring that all construction works carried out within the City comply with the conditions detailed within the Maple Ridge Building Bylaw; and, providing excellent customer service. • All department work will align with Corporate Customer Service Quality Program. Business Perspective/Environmental Scan • The anticipated transition to the legalization of marijuana will require careful management. • Public demands for staff one-on-one time in person, on the telephone and email continue to increase. • Processing times have been reduced - Awards received from NAIOP. • Technological advances are changing the way we do business. • The work of the Maple Ridge Resilience Initiative Task Force and has seen the daily involvement of our staff and is expected to continue through 2017. Accomplishments and Work in Progress (highlights only) Action Item Status or Outcome Complete (and ETA if not 100%) Review permit application process Development Liaison committee reviewing and 85% making recommendations Develop a new builder package Development Liaison committee reviewing and 95% making recommendations Review & enhance customer service Working with HR on corporate initiative 100% levels Establish a new policy & procedure for Ongoing 100% liquor licence applications Review licencing process Ongoing 100% Review bylaw approach Ongoing 75% Review & amend the Taxi Bylaw Ongoing 100% Review existing website and restructure information to ensure Applicants can Ongoing 100% readily obtain all necessary documentation. To review current practices and develop improved policies to assure excellent Ongoing 100% customer service Continue monitoring all potential hotspots and develop an ongoing plan Ongoing 100% for future problems (eg: St. Anne's, Cliff Avenue, Nokia Park) ork with IT to assess and potentially [deploy ° 65/0 electronic ticketing service Council Review - December 2016 Page 231 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. • Participate in necessary training, and contribute to the development of appropriate business practices in our area as we grow the document management system. • Update statistical information monthly and post to the website • Co-ordinate and host semi-annual builders' forums • Pursue compliance of regulatory bylaws • Review submissions for building permits • Review submissions for trades permits • Provide inspections on permitted buildings • Provide improved documentation that better anticipates customers' needs • Ensure documentation provides clear guidance as to the City's requirements for permitting • Monitor site grading on approved developments • Work with civil engineers to ensure site grading provides usable space for purchasers of product • Monitor site grading on approved developments • Liaise with SPCA • Administration of dog licences • Administration of business licences • Administration of parking passes • Continue to collaborate with Community Outreach workers and other service providers to address homelessness issues • Review permit submissions for medical marijuana grow ops • Continue enforcement action with RCMP of Scrap Metal Dealer Bylaw • Continue with Customer Service Initiatives • Continue to attend communications committee and website committee meetings Found Milestones • Improved delivery of home based business processes • Relocating Bylaw office to the main floor of the Randy Herman Safety Building to improve customer service • Review of other municipalities methods of dealing with hoarding • Working with Conservation Officers on early garbage set out times • Working with the Planning Department and our local Taxi Company on a relocation • Permit process for mobile food vendors • Injunction against businesses with no business licence • Rework documentation to be more intuitive of clients' needs • Increased use of email to provide better and more efficient customer service Council Review - December 2016 Page 232 New Deliverables for 2017 (highlights only) - Any incomplete items from prior years may also form part of the 2017 workplan. Service Area Goal: Work with the Intermunicipal Business Licence (IMBL) Committee on considering broader partnerships Objectives.- To bjectives:To review current situation and recommend future actions. Measures.• • Provide more opportunities for Maple Ridge businesses Action Item Responsibility Scheduled for Develop amendment to current bylaw for Council's consideration Robin MacNair Completion Work with IMBL Committee to assess and potentially Robin MacNair 2nd & 3rd quarter deploy expanded IMBL program Service Area Goal: Migrate services from AMANDA database to Tempest Objectives.• • To provide input and perform testing to move to a more user friendly system. Measures.• • Improved customer service through updated processes and improved efficiency. Action Item Responsibility Scheduled for Develop amendment to current bylaw for Council's consideration Robin MacNair Completion Work with IT to assess and deploy new database Robin MacNair/IT 1St & 2nd quarter Service Area Goal: Review animal control services and current contract Objectives.• • To assess current services. Measures.• • Improved delivery of services and reporting. Action Item Responsibility Scheduled for Develop amendment to current bylaw for Council's consideration Robin MacNair Completion Review best practices of other municipalities. Robin MacNair 1St & 2nd quarter - Consider alternate approaches Service Area Goal: Review current Highway & Traffic Bylaw Objectives.- To bjectives:To ensure all sections of bylaw are current and effective Measures • Bylaw considered by Council Action Item Lead ETA Develop amendment to current bylaw for Council's consideration Robin MacNair 2nd & 3rd quarter Council Review - December 2016 Page 233 Service Area Goal: Review current Business Licence Bylaw Objectives.- To bjectives:To ensure a more improved service delivery model for customers. Measures.- Bylaw easures:Bylaw considered by Council. Action Item Responsibility Scheduled for Completion Review best practices of other Municipalities Robin MacNair 2nd & 3rd quarter Robin Develop new bylaw for Council's consideration MacNair/City 3rd & 4th quarter Solicitors Service Area Goal: Review current Animal Control Bylaw Objectives.• • To ensure a more improved service delivery model for customers. Measures.• • Bylaw considered by Council. Action Item Responsibility Scheduled for Completion Review best practices of other Municipalities Robin MacNair 2nd & 3rd quarter Robin Develop new bylaw for Council's consideration MacNair/City 3rd & 4th quarter Solicitors Service Area Goal: Report on Airbnb Objectives.• • To prepare a report for Council outlining our position on Airbnb's Measures.• • Council give staff direction on how Airbnb's should be dealt with. Action Item Responsibility Scheduled for Completion Review practices of other Municipalities Robin MacNair 2nd & 3rd quarter Robin Bring information report forward to Council MacNair/City 3rd & 4th quarter Solicitors Council Review - December 2016 Page 234 Service Area Goal: Implement study of practical policy to deal with Marijuana Dispensaries Objectives.- To bjectives:To provide a current policy that aligns with federal law and with actions taken by other municipalities. Measures.- Adopting easures:Adopting a sustainable and actionable method for dealing with this type of activity. Action Item Responsibility Scheduled for Completion Review current web pages to determine if have capacity Robin MacNair/ Completion Review best practices of other Municipalities Planning 2nd & 3rd quarter employee parking passes Department Service Area Goal: Review current delivery model of employee parking passes Objectives., • To ensure a more improved service delivery model for customers. Measures., • Efficient and timely distribution of parking passes Action Item Responsibility Scheduled for Review current web pages to determine if have capacity Stephen J Cote- Completion Review computer programs that specifically deal with Robin MacNair/ 1s, & 2nd quarter employee parking passes Jaci Diachuk Service Area Goal: Review current web site technology Objectives., • To ensure system meets customers' expectations Measures., • Increased use of web site and decreased phone call and email inquiries around this information Action Item Responsibility Scheduled for Completion Review current web pages to determine if have capacity Stephen J Cote- 1s, & 2nd quarter for additional changes Rolvink Service Area Goal: Review current hand held technology Objectives., • To determine system capability for increased customer delivery Measures., • Reduced requests for misplaced job site inspection slips Action Item Responsibility Scheduled for Completion Review mobile system to allow for emailing of inspection Stephen J Cote- 2nd & 3rd quarter slips to identified clients Rolvink Council Review - December 2016 Page 235 Service Area Goal: Review current information dissemination Objectives.- To bjectives:To ensure are provided with current and ongoing changes to our business Measures.- Better easures:Better understanding and knowledge of changes to the construction compliance industry Action Item Responsibility Scheduled for To pursue the Homeowners Protection Office(HPO) in Stephen J Cote - Completion Review current method of information delivery and other Stephen J Cote - 1St & 2nd quarter methods that are available to better inform our Rolvink 2nd & 3rd quarter customers Service Area Goal: Review current builders forum model Objectives.- To bjectives:To determine other technologies that could be used in conjunction with current delivery model Measures.• • Increased participation in program Action Item Responsibility Scheduled for To pursue the Homeowners Protection Office(HPO) in Stephen J Cote - Completion Review current technologies available to increase Stephen J Cote- 1St & 2nd quarter meeting participation options Rolvink Service Area Goal: Review current builder education requirements Objectives.• • To find opportunities to facilitate builder CPD points Measures.• • Increased builders forum attendance Action Item Responsibility Scheduled for Completion To pursue the Homeowners Protection Office(HPO) in Stephen J Cote - receiving accreditation for the builders forum in obtain Rolvink 3rd quarter Continuing Professional Development(CPD) points Operating Budget Council Review - December 2016 Page 236 Proposed Financial Plan 2017 - 2021 Public Works & Development Services - Licences, Permits & Bylaws Proposed Changes or Remarks: Business Licences, Fines, Licences and Permits • This has been updated to better reflect expected revenue. Contract • This is the SPCA contract, which increases 3% annually. Salaries • An additional Bylaw Compliance Officer was added in mid -2016. The remainder of the increase is in line with corporate -wide increases. Vehicle Charges • Monthly charges for existing vehicles have increased; an additional vehicle from another department was also re -assigned here. Incremental Packages - Attached Capital Budget - 1. Two vehicles to complement existing staff levels that have increased over the past several years. Also, required to better meet our customer service needs as not only inspections staff attends job sites. Due to the complexities of our current land development the plan checking staff site grading technologist are required to attend sites to gain a better understanding of proposals that appear not to comply with already submitted documentation and subdivision plans. Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues Business Licences 623 678 55 9% 678 678 678 678 Cost Recovery 6 6 - 0% 6 6 6 6 Fees 55 55 - 0% 55 55 55 55 Fines 63 69 6 10% 69 69 69 69 Licences 255 245 (10) (4%) 245 245 245 245 Permits 1,735 1,787 52 3% 1,840 1,895 1,895 1,895 2,737 2,840 103 4% 2,893 2,948 2,948 2,948 Expenditures Advertising 2 2 - 0% 2 2 2 2 Contract 400 411 11 3% 423 435 447 459 Miscellaneous 2 3 1 0% 3 3 3 3 Publicity 4 4 - 0% 4 4 4 4 Salaries 2,956 3,039 83 3% 3,111 3,186 3,266 3,353 Supplies 76 76 - 0% 76 76 76 76 Utilities -Telephone 13 13 - 0% 13 13 13 13 Vehicle Charges 104 134 30 29% 138 142 146 150 3,557 3,682 125 3% 3,770 3,861 3,957 4,060 Totals 820 842 22 3% 877 913 1,009 1,112 Proposed Changes or Remarks: Business Licences, Fines, Licences and Permits • This has been updated to better reflect expected revenue. Contract • This is the SPCA contract, which increases 3% annually. Salaries • An additional Bylaw Compliance Officer was added in mid -2016. The remainder of the increase is in line with corporate -wide increases. Vehicle Charges • Monthly charges for existing vehicles have increased; an additional vehicle from another department was also re -assigned here. Incremental Packages - Attached Capital Budget - 1. Two vehicles to complement existing staff levels that have increased over the past several years. Also, required to better meet our customer service needs as not only inspections staff attends job sites. Due to the complexities of our current land development the plan checking staff site grading technologist are required to attend sites to gain a better understanding of proposals that appear not to comply with already submitted documentation and subdivision plans. Council Review - December 2016 Page 237 Information Technology Update - The department requires IT resourcing to support existing services. In addition: Capital: We have worked with IT in submitting the following capital projects, and the timing and resourcing commitments are represented in the IT business plan: - Purchase of the Tempest Ticketing module along with an IT commitment towards installation, data alignment, online integration, testing and training. The Tempest module provides automated capabilities for the issuance, tracking and payment of tickets which delivers improved operational efficiencies. Additional benefits include; an improved customer service experience due to the capacity for real-time uploading and improved reporting and tracking. 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: SL05 Conducted Bylaw Calls for Service It helps to determine trends and deploy resources appropriately Process Commercial & Multi- Provides efficient and effective results and is a SL12 Residential Permits Efficiently & reflection of good customer service Effectively Council Review - December 2016 Page 238 Incremental Package Report 2017 Proposed Budget Division: Public Works & Development Services Date: November 2016 Department: Permits & Licences Submitted By: Stephen Cote-Rolvink Request For: Building Staffing Package: 1 of 3 Activities/ Purpose: Inspection of building electrical installations completed under permit within the city. Review of plan submission for homeowner permits. Review of building electrical installations completed without benefit of permits. Maintenance of annual operating system data base Functions Performed/ Degree of Service: Preform inspections; provide assistance to customer both in the office and in the field. Provide guidance and corrective measures to achieve code compliance. Alternatives Considered/ Reasons for Not Recommending: Staff Position: 1 part time building electrical inspector. Performance Measure: Reduction in overtime expenses; Higher degree of customer satisfaction due to more timely inspections. Increase in turn -around time of permit applications. Package: 2017 Budget Staff $90,000 Furniture/Computer 7,000 $97,000 Council Review - December 2016 Page 239 Incremental Package Report 2017 Proposed Budget Division: Public Works & Development Services Date: November 2016 Department: Permits and Licences Submitted By: F. Quinn Request For: Staffing Package: 2 of 3 Activities/ Purpose: The City of Maple Ridge has worked diligently to improve processing times while at the same time providing excellent customer service. The City is striving to be the best among the region in its dealings with the development and building communities. In order to not only sustain the momentum and achievements over the past year, but to advance further improvements, additional resources are required. Maple Ridge is one of the fastest growing municipalities regionally. The annual building revenues consistently exceed budget. At present the Building Department has one management position. This level of activity has resulted in this single Manager being required to be `all things to all people', including managing staff, answering phone and front counter inquiries, provide Building Code interpretations, addressing customer inquiries and even performing site inspections. This is not sustainable based on the level of activity. Functions Performed/ Degree of Service: A new position that oversees and manages the Building Inspectors will provide oversight to the Inspectors and support the Department Head in managing the department and allow the Department Head to provide strategic leadership. The position will allow for an enhanced level of customer service, allow for quicker response times and provide day to day management to the building inspectors. Alternatives Considered/ Reasons for Not Recommending The alternative is to continue doing what's been done to date in the hope that the single management position can sustain the current pace and not suffer from `burn out'. Staff Position: One full time management position. This position will be funded through Building Permit Fees. Performance Measure: The success of this position will be measured through the processing times and customer feedback. Package: 2017 Budget Funded from Building Permit Fees $110,000 Furniture/Computer 7.000 117 Council Review - December 2016 Page 240 Incremental Package Report 2017 Proposed Budget Division: Public Works & Development Services Date: November 2016 Department: Permits and Licences Submitted By: F. Quinn Request For: Staffing Package: 3 of 3 Activities/ Purpose: The City of Maple Ridge has worked diligently to improve processing times while at the same time providing excellent customer service. The City is striving to be the best among the region in its dealings with the development and building communities. In order to not only sustain the momentum and achievements over the past year, but to advance further improvements, additional resources are required. Maple Ridge is one of the fastest growing municipalities regionally. The annual building revenues consistently exceed budget. At present the Building Department has one management position. This level of activity has resulted in this single Manager being required to be `all things to all people', including managing staff, answering phone and front counter inquiries, provide Building Code interpretations, addressing customer inquiries and even performing site inspections. This is not sustainable based on the level of activity. Functions Performed/ Degree of Service: A new position that oversees the Plan Checkers in the Building Department. This position will provide leadership and oversight to the Plan Checkers and in addition, coordinate the input from other departments. The position will allow for an enhanced level of customer service, allow for quicker response times and provide day to day management to the building inspectors. Alternatives Considered/ Reasons for Not Recommending The alternative is to continue doing what's been done to date in the hope that the single management position can sustain the current pace and not suffer from `burn out'. Staff Position: One full time management position. This position will be funded through Building Permit Fees. Performance Measure: The success of this position will be measured through the processing times and customer feedback. Package: 2017 Budget Funded from Building Permit Fees $110,000 Furniture/Computer 7.000 $117,000 Council Review - December 2016 Page 241 City of Maple Ridge Public Works & Development Services - Operations Centre Business Plan 2017 - 2021 Departmental Overview The Operations Centre takes pride in providing efficient, proactive and responsive customer service to our residents. Personnel monitor and maintain roads, sidewalks, signage, street lights, traffic lights, fleet equipment, storm water management, water distribution, sewage collection and City procurement. Operational focus is on the health and safety of the citizens of Maple Ridge, while protecting the large investment in public works, underground infrastructure and environment. The Operation Centre is committed to providing essential and convenient services at a minimum cost to taxpayers, in an efficient manner to meet current and future needs. The total expenditure budget for this department is $7,824,000. Organization Chart Manager I Manager of ro/Mechanical Procurement Director of Engineering Operations Superintentlent of Roads & Fleet Administrative Purchasing Fleet System Supervisor2 Assistant Supervisor Technician Supervisor3 Tradesperson 2 Clerk 2 Buyer Supervisor 2 Electrician 3.8 Ff Electronics Tech Storekeeper 2 Supervisor 2/ 3 FT Equipment Op 3 Labourer Yardperson 2 Equipment Operator 4b Equipment Operator 4a Equipment Operator 3 2 Fr Truck Driver 3 Sign Maintainer 2 FT Labourer 7 Fr Full -Time Equivalent Staff = 74.9 Trades Supervisor Z Tradesperson 2 Mechanic 2 Fr Apprentice Mechanic Water System Operator Meter Maintenance Worker Supervisor 2 Equipment Operator 4a Maintenance Worker Utilities 4 Fr Equipment Operator 4a/ Truck Driver 3 Labourer 3 Fr Water Maintenance Worker 3 Fr Equipment Operator 5 Supervisor 2 2 FT Z Equipment Operator 3 Equipment Operator 4a Maintenance Worker Utilities 3 FT Labourer 5 Fr Superintendent of Superintentlent of Waterworks Sewerworks Engineering Engineering Technologist Supervisor Technologistl Supervisor3 Projects Water System Operator Meter Maintenance Worker Supervisor 2 Equipment Operator 4a Maintenance Worker Utilities 4 Fr Equipment Operator 4a/ Truck Driver 3 Labourer 3 Fr Water Maintenance Worker 3 Fr Equipment Operator 5 Supervisor 2 2 FT Z Equipment Operator 3 Equipment Operator 4a Maintenance Worker Utilities 3 FT Labourer 5 Fr Council Review - December 2016 Page 242 Strategic Alignment The services provided by the Operations Department align with Council's strategic priorities with our emphasis on the following: • Strive for excellent customer service by responding promptly and courteously to inquiries and service requests from the public. • 24-hour rapid response to calls relating to roads, sewers, water, drainage and traffic signals/signs and weather events. • Providing high quality and cost-effective delivery of City services on the transportation routes and utilities within Maple Ridge. • Promote and enable a healthy and safe workplace to reduce the risk of workplace accidents and/or incidents in all activities. • Assist internal customer to achieve best value for dollars expended by the City. • Operation strives to work in an open, fair and friendly manner that aligns with the Corporate Customer Service Quality Program Business Perspective/Environmental Scan • Comprehensive asset maintenance of infrastructure including roads, street superstructure/lighting, sanitary sewers, storm sewers, ditches, water mains, reservoirs, pump stations. Includes end of life replacement and funding projections. • Climate changes are creating uncertain weather patterns and higher intensity storm events. • Social environment is impacting operational resources. • Hot, dry seasons increase water supply demand and stress on water utility. • Currency fluctuations (CDN -USD) are impacting vehicles replacement costs as well as materials costs. • Transfer Station fee increases & regulations are impacting the increased number of illegal dumping sites. • Opportunities to improve service delivery to the residents by improving information technology. Continuous Improvement • To increase efficiencies and improve response and clean up times, during and after storm events, a designated area has been set up with equipment, supplies and a new service request report. Implementation resulted in Operations completing 63 service requests and a city-wide post -storm clean up in one week of the March 10th, 2016 storm. Clean up was reduced by five weeks compared to the August 2015 storm. Participated in WorkSafeBC pilot project "Organizational Safety Assessment Tool" which resulted in a roadmap identifying opportunities to enhance our health and safety culture. • Operations continue to be proactive in recovering increased repair expenses to City infrastructure. • Operations, Purchasing, Engineering and Sustainability and Corporate Planning are participating in a street light working group 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. Council Review - December 2016 Page 243 Accomplishments and Work in Progress (hiohliohts only) Ongoing Deliverables services Provided Operation Administration: • Front line customer service for residents and internal customers • 5,200 service requests generated in 2015 that were dispatched to various departments • Update public and emergency services with road work and road closures Roads Maintenance: • Maintain of 492 km of roads and lanes • Maintenance of 79 walkways • Empty and repair 127 litter bins • Maintenance of 16 bridges • Snow and ice control • Maintenance of 7,211 traffic signs • Maintenance of 8 railway crossings • Maintenance of 265 km of traffic lane markings • Roadside mowing of 320 km of which 251 km is moved twice per year Action Item Status or Outcome Complete (and ETA if not 100%) Fleet Review of rates, revenues and 0% increases for 2017. 100% efficiencies Safety improvements at PRV Water Ongoing. Field review completed to 50% Stations related to system isolation prioritize six locations (internal and Q4/2017 at 6 locations. external shut-off valves). Assist with development of a Fiscal Completed 100% Impact Analysis Model Construct two buildings for electrical, storage and sander Construction on schedule to be 75% coverage at the existing Operations completed in late 2016. Q4/2016 Centre Support review of Universal WSRP Update complete. Awaiting 0% Metering Review of drinking water. outcome of Metro Vancouver Universal ETA from Update Water Utility Bylaw Metering Review. Component of Water Eng. Utility Bylaw Update. Implement Council's Fiscal Impact Analysis Model for key Completed 100% development proposals Develop Master Approval Pilot Completed initial discussions with 5% Project with Ministry of stakeholders. Q4/2017 Environment and BCIT Ongoing Deliverables services Provided Operation Administration: • Front line customer service for residents and internal customers • 5,200 service requests generated in 2015 that were dispatched to various departments • Update public and emergency services with road work and road closures Roads Maintenance: • Maintain of 492 km of roads and lanes • Maintenance of 79 walkways • Empty and repair 127 litter bins • Maintenance of 16 bridges • Snow and ice control • Maintenance of 7,211 traffic signs • Maintenance of 8 railway crossings • Maintenance of 265 km of traffic lane markings • Roadside mowing of 320 km of which 251 km is moved twice per year Council Review - December 2016 Page 244 Sanitary Sewer Utility: • Collection of domestic sewage and transfer to Metro Vancouver for treatment • Maintain 321 km of sanitary sewer mains • Maintain 15,566 sanitary sewer connections • Maintain 4,832 sanitary sewer manholes • Maintain 34 air valves on Force mains Storm Water Management: • Maintain 335 km of storm sewer system • Maintain 12,880 service connections • Maintain 224 km of drainage ditch • Maintain 6,985 catch basins • Maintain 5,449 storm sewer manholes Water Utility: • Supply of potable water for domestic and fire protection use • Maintain 425 km of water main • Maintain 18,495 service connections • Maintain 2,016 fire hydrants • Maintain 2,601 water meters • Maintain 6,014 water valves • Maintain 50 pressure reducing valves Instrumentation, Electrical and Mechanical Management: • Maintain 34 sanitary sewer pump stations • Maintain 9 water pump stations and 11 water reservoirs • Maintains SCADA remote monitoring and control system • Maintain 6 chlorinating stations • Maintenance of 45 traffic control devices • Maintenance of 19 illuminated pedestrian crossings • Maintenance of 4,514 ornamental street lights • Manage 1,461 mast arm lights Fleet Management: • Maintenance of 157 licensed equipment • Maintenance of 81 pieces of miscellaneous equipment Council Review - December 2016 Page 245 Procurement Services: • Overview of corporate purchase and supply contracts as defined within the City Purchasing Policy. • Prepare, tender and receive sealed offers for 64 bid opportunities. • Manage warehouse inventory, annual value of $331,759, and annual issue value of $610,000. • Administer 109 purchasing credit cards for a total annual purchase value of $1,104,756. • Management of ongoing vendor relations and contract management as required. • Assess and respond to the needs of internal departments. • Procurement managed and dispose of surplus assets: • Asset disposal proceeds for a total value of $229,140; • Reintegration of surplus assets back into City offices for an estimated annual cost savings of $12,000. • Maintain the website contract and agreement registry. Continued representation on the Records Management Committee. . Found Milestones • Wind Event on March 10, 2016 resulting in 63 service requests from the public. The Operation's team provided support to the fire and police departments, and after storm event cleanup, which was all completed within one week of the event. A significant improvement compared to the August 29, 2015 storm event which resulted in 87 service requests and took over 6 weeks to recover. • Assisted in the development of a new corporate Infrastructure Inspection Policy that balances protection from the risks of defective infrastructure with other City priorities, including funding and resource availability. • Contractual amendments required for service and supply contracts due to the dissolution of the joint services agreement with the City of Pitt Meadows. • Creation and administration of the Contract and Agreements Registry that flowed from the Mayor's Task Force on Open Government. New Deliverables for 2017 (highlights only) - Any incomplete items from prior years may also form part of the 2017 work plan. Service Area Goal: Continuous Improvement • Enhance customer service by being proactive in maintaining City infrastructure by leveraging innovative technologies to efficiently streamline data, improving efficiencies while maximizing resources and minimizing costs. • Ensure that the corporate purchasing needs continue to be met through up to date policies that incorporate best practices. Objectives: • Eliminate manually work orders so all information is tracked electronically in Amanda, and available across the organization. • Collect and analyze data to guide the development and modification of preventative maintenance programs of City utilities and infrastructure to continue to meet industry standards. • Update the City Purchasing Policy to meet the current business needs of the organization and align with best practices. Council Review - December 2016 Page 246 Measures • % decrease in manual work orders • Benchmarking - Keep water main breaks and sewer back-ups below the national average • Continue to meet Health Canada and AWWA health standards for water quality. • Obtain Council approval for the updated Purchasing Policy. Action Item Lead ETA Process Review: Manual Work Order Process Davin Wilson Support: Q4 Engineering SCP Develop Drainage and Sanitary Main Flushing Program Scott Salsbury Support: Q3 I.T. David Cooke Water Quality and Utility Program Review Davin Wilson Q4 Purchasing Policy Review Daniela Mikes Q4 311 System Review Christina Crabtree Support: Q4 James Storey Open Government Task Force, Implement Items Identified James Storey Q4 Operating Budget Council Review - December 2016 Page 247 Proposed Financial Plan 2017 - 2021 Public Works & Development Services - Operations Centre Proposed Changes or Remarks: Internal Equipment • The increased cost is from a position re -class; the remainder is in line with corporate -wide increases. Municipal Roads - General Maintenance • A growth incremental of $65,000 is included to address maintenance costs of additional infrastructure added through the Capital Improvement Program and through development. The balance of the increase is due to wage and equipment cost increases. Street Lighting • Increase reflects the impact of rising electricity rates. Incremental Packages - Attached Capital Budget - See Capital Works Program Business Plan Information Technology • Support from Information Technology will be required for the development of the Drainage and Sanitary Flushing Records System Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues Fuel Sales 121 124 3 3% 128 131 134 138 Private Services - GR 51 52 1 2% 52 52 52 52 Storm Drainage 26 26 - 0% 26 26 26 26 Traffic Control 10 10 - 0% 10 10 10 10 208 212 4 2% 216 219 222 226 Expenditures Brushing 479 483 4 1% 489 494 502 509 Ditching 332 337 5 2% 344 350 357 364 Gravel Roads - Maint 61 62 1 2% 63 64 65 66 Internal Equipment 1,856 1,905 49 3% 1,945 1,986 2,029 2,073 Litter Bins and Sweeping 293 299 6 2% 307 314 322 331 Materials Management 483 489 6 1% 501 512 525 539 Municipal Roads -Gen Maint 652 715 63 10% 789 863 938 1,014 Municipal Roads -Patching 499 505 6 1% 513 520 528 537 Operations Management 1,019 1,038 19 2% 1,055 1,072 1,091 1,112 Shouldering 175 178 3 2% 182 185 189 193 Snow and Ice Control 284 288 4 2% 294 299 306 312 Storm Drainage 386 392 6 1% 399 406 415 423 Street Lighting 556 573 17 3% 589 603 615 627 Traffic Control 310 313 3 1% 317 321 326 331 Works Yard 244 247 3 1% 249 252 258 261 7,629 7,824 (195) 3% 8,036 8,241 8,466 8,692 Internal Transfers Internal Equipment (1,735) (1,780) (45) 3% (1,818) (1,856) (1,895) (1,935) Operations Management (191) (197) (6) 3% (202) (207) (212) (217) (1,926) (1,977) (51) 3% (2,020) (2,063) (2,107) (2,152) Totals 5,495 5,635 140 3% 5,800 5,959 6,137 6,314 Proposed Changes or Remarks: Internal Equipment • The increased cost is from a position re -class; the remainder is in line with corporate -wide increases. Municipal Roads - General Maintenance • A growth incremental of $65,000 is included to address maintenance costs of additional infrastructure added through the Capital Improvement Program and through development. The balance of the increase is due to wage and equipment cost increases. Street Lighting • Increase reflects the impact of rising electricity rates. Incremental Packages - Attached Capital Budget - See Capital Works Program Business Plan Information Technology • Support from Information Technology will be required for the development of the Drainage and Sanitary Flushing Records System Council Review - December 2016 Page 248 Proposed Financial Plan 2017 - 2021 Public Works & Development Services - Utilities Proposed Changes or Remarks: Revenue • The rate increase for water and sewer are 4.5% and 3.6% respectively with the balance of the change being due to additional units. Capital • The planned capital spend fluctuates year to year according to need. Borrowing Proceeds/Debt/Internal • The recently completed Water Main West and Pumping Station was largely funded through Development Cost Charges and financed internally. However, external borrowing may be required. Special Projects - Sewer • Starting in 2017, $125,000 per year was added for a Pump Station Electrical Upgrade Program. This is in addition to pre-existing Sewer Flow Monitoring and Sanitary CCTV Programs. Special Projects - Water • In 2017, Water System Assessment and Review increased its budget by $10,000. Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Sewer Utility Revenues (10,098) (10,576) (478) 5% (11,078) (11,604) (12,158) (12,738) Capital 817 1,616 799 98% 3,916 3,643 1,242 395 Expense 1,190 1,214 24 2% 1,247 1,280 1,315 1,352 Special Projects 95 220 125 132% 195 195 195 195 GVS&DD 5,661 6,228 567 10% 6,601 6,997 7,417 7,862 Internal 775 796 21 3% 811 826 842 858 (1,560) (502) 1,058 (68%) 1,692 1,337 (1,147) (2,076) Appropriation from Surplus - - - 0% 1,692 1,337 - - Transfer toSurplus 1,560 502 (1,058) 0% - - 1,147 2,076 0% Water Utility Revenues (15,742) (16,420) (678) 4% (17,972) (18,926) (19,936) (21,003) Borrowing Proceeds - (6,000) (6,000) (7,000) - - - Capital 2,241 3,224 983 44% 1,375 2,485 2,014 1,728 Debt - 305 305 850 850 850 850 Expense 2,215 2,231 16 1% 2,282 2,335 2,392 2,450 Special Projects 35 45 10 29% 15 15 15 15 GVWD 7,999 8,237 238 3% 8,502 8,773 9,051 9,337 Internal 988 7,090 6,102 618% 7,463 486 509 532 (2,264) (1,288) 976 (43%) (4,485) (3,982) (5,105) (6,091) Appropriation from Surplus - - - - - - - TransfertoSurplus 2,264 1,288 (976) (43%) 4,485 3,982 5,105 6,091 Totals - - - - - - - Proposed Changes or Remarks: Revenue • The rate increase for water and sewer are 4.5% and 3.6% respectively with the balance of the change being due to additional units. Capital • The planned capital spend fluctuates year to year according to need. Borrowing Proceeds/Debt/Internal • The recently completed Water Main West and Pumping Station was largely funded through Development Cost Charges and financed internally. However, external borrowing may be required. Special Projects - Sewer • Starting in 2017, $125,000 per year was added for a Pump Station Electrical Upgrade Program. This is in addition to pre-existing Sewer Flow Monitoring and Sanitary CCTV Programs. Special Projects - Water • In 2017, Water System Assessment and Review increased its budget by $10,000. Council Review - December 2016 Page 249 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: Converting some of our fleet to hybrid vehicles EN06 Vehicle Fleet Efficiency results in reduced operating and replacement costs, and green house gas emissions. SL10 Maintain a Dependable Sewage City strives to be below the national average for System sewage blockages. SL11 Provide High Quality Drinking Water High quality, safe drinking water to homes and businesses. TR02 Provide Safe, Serviceable Roads Maintaining transportation infrastructure in a serviceable condition ensures public safety. Council Review - December 2016 Page 250 Incremental Package Report 2017 Proposed Budget Division: Public Works & Development Service Date: October 12, 2016 Department: Sewerworks Submitted By: James Storey Request For: Increase to Sanitary Sewer Flushing Budget Package: 1 of 6 Activities/ Purpose: Operations manage the expenses (GL 1-91-05832-000-0000) for Sanitary Sewer Flushing maintenance which includes cleaning and inspection of sanitary sewer mains to minimize blockages and plugged sewers. Sewer blockages result in significant costs to the City and private property owners, as well as serious impacts on the environment and public safety. Functions Performed/ Degree of Service: Best practices recommend a 5 year cycle for flushing sanitary mains in order to minimize blockages and plugged sewers, and to assess infrastructure conditions. The City maintains 321 km of sanitary Sewer mains and 15,566 Sewer connections. Over the past 5 years the budget has been inadequate to achieve this frequency and the City has been reduced to a 10 year cycle. In 2015 and early 2016 the Sewer Department experienced a higher than normal occurrence of blocked mains. The flushing program was given priority and the 5 year cycle was reinstated. Actual costs to maintain this level of service in 2016 was $168,375 as of October 17, but anticipate a cost at year end of approximately $202,000. It is requested that the budget for Sanitary Sewer Flushing be increased by $30,000 in 2017, 2018 and 2019 for a total of $90,000. Alternatives Considered/ Reasons for Not Recommending; Staff Position: Not Applicable Performance Measure: Actual costs are covered by the budgeted amount. Package: This is a permanent increase to be applied to the budget. 2017 Budget $30,000 2018 Budget $30,000 2019 Budget $30,000 Council Review - December 2016 Page 251 Incremental Package Report 2017 Proposed Budget Division: Public Works & Development Services Date: October 12, 2016 Department:: Electrical Mechanical Submitted By: James Storey Request For: Increase to Sewage Pump Station Maintenance Budget Package: 2 of 6 Activities/ Purpose: Operations manage the expenses (1-91-05870-000-0000) Sewage Pump Station Maintenance of currently 30 city owned sites for residential and commercial usage. Functions Performed/ Degree of Service: The Electrical Mechanical department monitors through SCADA (telemetering) sewage pump stations efficiencies, logging/trending data, and sharing data with engineering for system wide analysis. The department also maintains the SCADA communications network and HMI and recording equipment. The crews perform bi-weekly cleaning and maintenance of station sites, which includes maintenance of the grounds, kiosks, internal controls, pumping equipment, wet well and forcemain, as well as responding to 24 hour emergency callouts, 365 days per year. In 2016, the City experienced two critical failures, which resulted in repair costs of approximately $76,000. Taking this amount into consideration, the budget for 2016 would still be under funded by $20,000. It is requested that the budget for Sewage Pump Station Maintenance be increased by $10,000 for 2017, 2018 and 2019 totalling $30,000. Alternatives Considered/ Reasons for Not Recommending: No alternatives considered as reduced maintenance increases breakdowns. Staff Position: Not Applicable Performance Measure: Actual costs are covered by the budgeted amount Package: 2017 Budget $10,000 2018 Budget $10,000 2019 Budget $10,000 Council Review - December 2016 Page 252 Incremental Package Report 2017 Proposed Budget Division: Public Works & Development Services Date: October 12, 2016 Department:: Electrical Mechanical Submitted By: James Storey Request For: Increase to 225 Street Sewage Pump Station Maintenance Budget Package: 3 of 6 Activities/ Purpose: Operations manage the expenses (1-91-05891-000-0000) 225 Street Sewage Pump Station Maintenance site for residential and commercial usage. Functions Performed/ Degree of Service: The Electrical Mechanical department monitors through SCADA (telemetering) sewage pump station efficiencies, logging/trending data, and sharing data with engineering for system wide analysis. The department also maintains the SCADA communications network and HMI and recording equipment. The crews perform weekly cleaning and maintenance of station site, which includes maintenance of the grounds, kiosks, internal controls, pumping equipment, generator, wet well and forcemain, as well as responding to 24 hour emergency callouts, 365 days per year. In 2016, the budget of $177,000 is currently trending to be over spent by $50,000 due to three pump failures in one year, increase in Hydro rates and increased pumping due to buildout. Engineering is currently working on an upgrade to the station to increase the stations pumping capacity due to the Albion area buildout and future flows that includes replacing the current pumps with larger more efficient pumps. This will reduce expensive breakdowns; however will drive up hydro costs. It is requested that the budget for 225 Street Sewage Pump Station Maintenance be increased by $15,000 in 2017, 2018 and 2019 totalling $45,000. Alternatives Considered/ Reasons for Not Recommending: No alternatives considered as reduced maintenance increases breakdowns. Staff Position: Not Applicable Performance Measure: Actual costs are covered by the budgeted amount Package: 2017 Budget $15,000 2018 Budget $15,000 2019 Budget $15,000 145-000 Council Review - December 2016 Page 253 Incremental Package Report 2017 Proposed Budget Division: Public Works & Development Services Date: October 12, 2016 Department:: Electrical Mechanical Submitted By: James Storey Request For: Increase to Water Reservoir Maintenance Budget Package: 4 of 6 Activities/ Purpose: Operations manage the expenses (1-90-03896-000-0000) of 6 City owned Reservoir sites consisting of 9 tanks, Functions Performed/ Degree of Service: The Electrical Mechanical department monitors through SCADA (telemetering); Reservoirs levels, water quality sampling, logging trending data, and sharing data for system wide analysis. The department also maintains the SCADA communications network, HMI and recording equipment. The crews perform weekly cleaning and maintenance of station sites, which includes maintenance of the grounds, buildings, chambers, valves, analyzers, video surveillance equipment, generators, and tanks, as well as responding to 24 hour emergency callouts, 365 days per year. Semi annual inspections and maintenance are performed, as well as annual flushing of mainlines, hydrant and valve maintenance. As part of the 2017 Capital projects, two Reservoir sites will be modified by adding two more tanks with additional control and monitoring equipment. In 2018, a third tank with additional control and monitoring equipment will be added that will again increase operating and maintenance costs. As development increases, these budgets need to be reassessed annually. In 2016, there were several capital projects, which impacted the completion of Reservoir maintenance. Maintenance will be completed in early 2017, resulting in deferring approximately $20,000 of expense. It is requested that the budget for Water Reservoir Maintenance be increased by $20,000 in 2017, 2018 and 2019 totalling $60,000 with an annual incremental increase of $15,000 per year per additional tank. Over the past 3 years, this budget has been under funded by approximately $45,000 per yea r. Alternatives Considered/ Reasons for Not Recommending_ No alternatives considered as reduced maintenance increases breakdowns. Staff Position: Not Applicable Performance Measure: Actual costs are covered by the budgeted amount Package: 2017 Budget $20,000 2018 Budget $20,000 2019 budget $20,000 Council Review - December 2016 Page 254 Incremental Package Report 2017 Proposed Budget Division: Public Works & Development Services Date: October 12, 2016 Department:: Electrical Mechanical Submitted By: James Storey Request For: Increase to Water Pump Station Maintenance Budget Package: 5 of 6 Activities/ Purpose: Operations manage the expenses (1-90-03890-000-0000) of 8 City owned potable Water Pumping Stations consisting of 20 pumps, 6 CL2 onsite Generation/Injection Sites, and 33 Pressure Reducing Valve (PRV) sites. Functions Performed/ Degree of Service: The Electrical Mechanical department monitors through SCADA (telemetering); Water Pumps and PRV flow rates, system wide zone pressure monitoring, water quality sampling, logging/trending data, sharing data for system wide analysis. The department also maintains the SCADA communications network and HMI and recording equipment. The crews perform weekly cleaning and maintenance of station sites, includes maintenance of the grounds, buildings, chambers, valves, analyzers, video surveillance equipment, generators, and onsite CL2 generation/injections equipment, as well as responding to 24 hour emergency callouts, 365 days per year. Semi annual inspections are performed on all sites and maintenance of PRV stations. As part of the 2017 Capital Projects, both the 263 Street and 270 Street pump stations will be upgraded increasing the pump sizes x 4, adding 2 additional CL2 onsite generation/injection sites, and 3 additional PRV stations all equipped with full sampling and SCADA that will increase operating and maintenance costs. As development increases, these budgets need to be reassessed annually. In 2016, the maintenance on PRV's is behind and will be addressed in early 2017, resulting in deferring approximately $30,000 of maintenance expense to next year. Over the last 3 years, this budget has been under funded by an average of $89,667 per year. It is requested that the budget for Water Pump Station Maintenance be increased by $30,000 in 2017, 2018 and 2019 totalling $90,000 with an annual incremental increase of $20,000 per year per additional pump station. Alternatives Considered/ Reasons for Not Recommending_ No alternatives considered as reduced maintenance increases breakdowns. Staff Position: Not Applicable Performance Measure: Actual costs are covered by the budgeted amount Package: 2017 Budget $30,000 2018 Budget $30,000 2019 Budget $30,000 90 000 Council Review - December 2016 Page 255 Incremental Package Report 2017 Proposed Budget Division: Public Works & Development Service Date: October 12, 2016 Department: Chipping Program Submitted By: James Storey Request For: Increase to Brushing Maintenance Budget Package: 6 of 6 Activities/ Purpose: Operations manage the budget GL 1-68-03321-000-8057 for brushing maintenance which includes the spring and fall chipping contracts, overhead tree trimming and roadside mowing as a matter of public safety related to improving vehicular and pedestrian safety on roadways, sidewalks and boulevards, as well as reduced fire hazards. Functions Performed/ Degree of Service: The budget for brushing maintenance has been underfunded for a number of years, and the costs for the spring and fall Chipping Program have increased substantially. Currently the City budgets $483,000 annually to cover the chipping contracts, overhead tree trimming and roadside mowing costs. The cost of the 2016 chipping program will be $144,000 to a budget of $72,648, a difference of $71,352. In order to maintain the level of the Chipping Program and not negatively affect other service areas, it is requested that the budget for brushing maintenance be increased to $554,140. Alternatives Considered/ Reasons for Not Recommending: 1) The City can choose to eliminate the spring and fall chipping programs. Choosing this reduction in service significantly increases the risk of illegal dumping, illegal burning and untidy and unsightly premises. This would reduce the necessary increase to $22,744. Staff Position: Not Applicable Performance Measure: Actual costs are covered by the budgeted amount. Package: This is a permanent increase to be applied to the budget. 2017 Budget $75,000 Council Review - December 2016 Page 256 Council Review - December 2016 Page 257 City of Maple Ridge Public Works & Development Services- Planning Department Business Plan 2017 - 2021 Departmental Overview The Planning Department supports Council's direction through the creation and application of a number policies, regulations and bylaws. These documents are not only used as a guide for decision making, but also establish the procedures under which development applications are processed, and how information is disseminated within the Community. After Council has set policy guidelines for the community, the department works to ensure that area residents are kept informed, and that development complies with zoning specifications, environmental legislation, health regulations and any form and character for a development area. To carry out this work, the department coordinates the flow of information with a number of internal departments, stakeholder groups and agencies involved in a development application. The department provides information, recommendations and technical expertise in the development of policy as well as providing technical assistance to committees of Council. The department also supplies information and works closely with external agencies (e.g. Agricultural Land Commission, Metro Vancouver). The department has a group of environmental specialists who together with planners and engineers are working so that Maple Ridge achieves the highest standards of environmental stewardship and sustainability. This team works in the field to assess the impacts of project applications, and also works with Council to develop environmental policies to align with Council's direction and Provincial regulations. These policies and regulations form part of a comprehensive framework that is used to guide decisions around planning and land use in the community. The total expenditure budget for this department is $2,454,000. Organization Chart Director of Planning Mgr of Development Administrative and Environmental Assistant Services - Approving Officer Planner 2 Environmental 2 FT Planner munity L�Managerof nning FPlaner2n 2FT Senior Planning Environmental Technician m Technician Planner 1 3 FT Mappingand Planning Graphics Technician Technician 2 FT Planner 1 Development 2FT Services Technician 2 FT Full -Time Equivalent Staff = 21 Council Review - December 2016 Page 258 Strategic Alignment The Planning Department supports the Corporate Strategic Vision through the creation, and application of a number of policies, regulations and bylaws. These documents are not only used as a guide for decision making, but also establish the procedures under which development applications are processed, and how information is disseminated within the community. The Corporate Strategic Vision includes a number of strategic focus areas that are reflected in the Official Community Plan (OCP) and are summarized in Policy 1-1 of the OCP as "The City will strive to protect its Community values into the future, as it becomes more vibrant and prosperous, offering residents a strong local economy, stable and special neighbourhoods, thoughtful development, a diversity of agriculture, and respect for the built and natural environment". Business Perspective/Environmental Scan • Increased tree permit activity following the adoption of the Tree Management Bylaw. • Complexity of development applications continues to increase; requires more research; legal input; and infill projects are proving to be time consuming. • The Electronic Agenda process is time consuming and impacts workloads within the Department. • Challenges in meeting public demands including phone and email inquiries. • Increased public enquiries, enforcement compliance and public outreach. • Public Consultation is very valuable but costly in terms of costs and staffing resources. • Policy projects and bylaw reviews take a significant amount of time and often require numerous reports to Council. • Environmental Advisory Committee duties have impacted staffing in the Environmental Services section. • Found Milestones present challenges in adjusting workloads. • Staff turnover and retirements have resulted in loss of corporate memory. Continuous Improvement • Continues to offer the Planner of the Day Program (POD). • Assisted the Fire Department with the Update to the Wildfire Development Permit Guidelines. • Assist the Parks & Leisure Services Department with the implementation of the Housing Action Plan. • Provide Environmental services to the Engineering and Operation Departments for instream works and compensation projects. • Assist Information Technology with the on-line development application mapping. • Provide mapping services to other Departments. • Continue to utilize the City Website to post information on projects and on-line questionnaires. • Complete process reviews on a periodic basis, with frequency dependent on scale and complexity. • Scorecards are maintained in a timely fashion. Action Item Lead ETA Development report review - explore new staff report template using bullet structure and limiting length Development Services 1 Q 2017 Council Review - December 2016 Page 259 Accomplishments and Work in Progress (highlights only) Action Item Status or Outcome Complete (and ETA if not 100%) Accomplishments - With no carry-over to 2017 Agricultural Plan Facilitation Jan 11, 2016 - staff presented questionnaire 100% results. Council directed a facilitated session • Ag plan Facilitated Session July 5, 2016 100% • Final report and Council decision October 25/16 100% • Action Items are identified as 2017 Deliverable Albion Industrial Area land owners Assisted Economic Development with meetings with property owners and report to Council 100% Commercial & Industrial Strategy Implementation - Assist with promotion Assisted with Animation of Town Centre Report 100% of food carts in the Town Centre Development Information Meeting Policy Policy endorsed July 26, 2016 100% Review (Policy 6.20) Development Sign Policy Discussion paper to discuss changes to the Development Sign Policy considered at October 100% 24/16 Workshop. • Referred to UDI & GVHBC • Adoption expected 4 Q 2016 EMS Implementation: Environmental Bylaw completed. Members have been 100% Advisory Committee - assist with appointed. formation of Committee • Committee Meetings commenced September ongoing 2016 Climate Change Action Strategies - Scheduled for October 24, 2016 Council 100% update on environmental pilot projects Workshop Extension Report - Development Discussion Paper 100% Applications Consultation with UDI 100% • Bylaw Preparation 100% Housing Action Plan (HAP) Infill and Regulatory Tools options report 100% Implementation: expanding infill and presented in August 2016 rental opportunities Action Items from report are identified as 2017 items in Business Plan Housing Action Plan - Incentives Report report was presented at October 24, 2016 100% to encourage Rental Housing Workshop. • Action items are 2017 Deliverables Planning Fees & Charges Review CAC Bylaw was adopted 100% • Assist Sustainability & Corporate Planning with development application fees review. 4 Q 2016 Council Review - December 2016 Page 260 Action Item Status or Outcome Complete (and ETA if not 100%) Regional Affordable Housing Strategy Preparation of report on draft RAHS (Feb 2016) 100% • Council consideration of Strategy scheduled for 4 Q 2016 November 7, 2016 Workshop National Housing Strategy Preparation of report on National Housing 100% Strategy Consultation to October 17 Workshop Wildfire Development Permit Process - Update and proposed Amendments presented 100% update to Council in July 2016 100% • Met with UDI Liaison Committee 100% • Bylaw adoption 4 Q 2016 Accomplishments - with Carry-over to 2017 Albion Flats Area Plan Feb 22, 2016 - land use planning workshop. 100% Staff directed to prepare concept plans. • Commence work on Food Hub and employment 1 Q 2017 opportunities, drainage analysis • Awaiting outcomes from Parks Prioritization exercise to prepare concept plans 2 Q 2017 • Commence exclusion application & area plan 3 Q 2017 Commercial Industrial Strategy Assisting Economic Development with Home 50% Implementation: Home Occupations - Occupation Task Force. Zoning Bylaw review regulations Amendments (may be included in Zoning Bylaw review) Commercial & Industrial Strategy Rescheduled due to staffing vacancies and 2 Q 2017 Implementation - update OCP policies found Milestones Commercial & Industrial Strategy Rescheduled due to staffing vacancies and Implementation - commercial & found milestones Industrial zoning bylaw amendments • Amendments to be included into Zoning Bylaw 2 Q 2017 review Commercial & Industrial Strategy Consideration given at April 18, 2016 Workshop 100% Implementation - examine potential for 100% redesignation of lands for employment Council request to provide information on use proformas feasibility of "bracket" lands adjacent to Kwantlen. Discussion paper October 25/16 • Kwantlen First Nation & property owner mtgs. 4 Q 2016 • Bylaw Adoption 1 Q 2017 Commercial Industrial Strategy Preparation of staff report and Amending Bylaws Implementation - Redesignation of lands to redesignate lands for employment use 4 Q 2016 at 128/232 for employment use Rescheduled due to found milestones Council Review - December 2016 Page 261 Community Amenity Contribution Policy OCP amendments and Policy adopted May `16 100% • Council have requested Albion Density Bonussing Update & city-wide density bonussing options report. See 2017 Deliverables Development Cost Charges Bylaw Assist Finance & Engineering with review 4 Q 2016 EMS Implementation -Soil Deposit Process Review was adopted in July 2016 100% Bylaw Open House held September 29, 2016 100% • Report and Draft Bylaw 4Q 16 EMS Implementation -Tree Bylaw was adopted in January 2016 100% Management Bylaw 1 year update Report 1 Q 2017 EMS implementation - medium & long Council approved the Short Term 100% term items to be identified by Council Implementation items • forwarded the EMS to the Environmental 1 Q 2017 Management Committee to identify the medium & longterm items. Hammond Area Plan Bylaw received first Reading Sept 2016 90% • Adoption 1 Q 2017 • Implementation items identified as 2017 Deliverables Heritage Inventory Project RFP & Consultant Selection 100% • Open House held in October 3, 2016 100% • Presentation to Council on October 11, 2016 100% • Draft report 1 Q 2017 Housing Action Plan Implementation - Preliminary work presented to Council in April 75% Tri-plex/ Fourplex Zone & OCP 2016 amendments • Bylaw preparation 4 Q 2016 • Design Guidelines 3 Q 2017 Housing Action Plan Implementation - rescheduled due to found milestones 2 Q 2017 update OCP Housing policies Integrated Stormwater Management Assisting the Engineering Department with ongoing Plans development of ISMP's Local Area Service Bylaw Discussion Work with the Parks Department to prepare 3 Q 2017 Paper Discussion Paper to explore LAS Policy creation Implement Council direction originating See Development Information Meeting 100% from the Mayor's Open Government See Development Sign Policy 75% Task Force • Assisting IT Department with Development Ongoing Mapping application Council Review - December 2016 Page 262 Silver Valley Land Use discussion - Council approved process which noted that 100% school sites work would not commence until recreation prioritization confirmed - March 7, 2016 • Land Use review to commence 2 Q 2017 Suburban/Estate Suburban Residential Discussion Paper prepared and presented at the 100% Land Use Discussion Paper September 19, 2016 Council Workshop • Bylaws relating to Suburban Residential land 1 Q 2017 use designation and zones • Redesignation of 256 St. Suburban Residential lands to Industrial. See 2017 Deliverables • Discussion paper of Estate Suburban Land Use requested. See 2017 Deliverables Transportation Plan Implementation - rescheduled due to found milestones 2 Q 2017 update OCP transportation policies Zoning Bylaw - Adoption and Retired Technician assisting with advancement 100% Implementation of Bylaw. Update to Workshop November 7/16 • Numerous amendments have taken place to 100% advance Bylaw - height, fencing, payday loan, secondary suites, shipping containers • Edits to document continue 75% • Impacted by found milestones and staffing vacancies. • Other Bylaw amends underway - home 25% occupation, duplex, triplex, DGS, Secondary Suites, residential over commercial, farm plate 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. Customer Service • Update and maintain department web page • Participate in continuing education in skill development • Updating public information items • Provision of support to corporation in promotional material • Participation in development customer meetings - (383 to September 16 amongst 6 staff members) • Respond to landowners and the general public on land inquiries - 10 letters of inquiry • Research and respond to planning requests for internal and external customers - 4,542 phone calls and 5,102 counter inquiries to September 15 Council Review - December 2016 Page 263 Ongoing Deliverables - cont'd Approving Officer Function • Review and process applications for subdivision -11 approved files to September and 77 active files • Negotiate with external agencies as required • Work with other departments to ensure servicing, etc. has been addressed • Process development variance applications to the Subdivision and Development Servicing Bylaw • Ensure compliance with Land Titles regulations • Issue Preliminary Review Letters of Approval (PRL's) and ensure compliance Environmental Practices • Processing of Soil Deposit Applications - 8 to September and 6 actives files to September 15 • Process Tree Cutting Permits - 306 to September 15 plus an avg of 300-400 inquiries per month • Bylaw enforcement of watercourse, soil deposit and tree permit bylaws • Provide environmental monitoring service to Operations and Engineering for in - stream works and compensation projects • Provide advice on environmental policy matters and changing provincial regulations • Respond to complaints - environmental degradation • Coordinating in -stream emergencies including works projects • Work to improve sediment control during development • Coordinate Mosquito Control contract with program partners and review West Nile program, if required Protection of Environmental Features • Act as local Agent pursuant to Agricultural Land Commission • Liaison with environmental and stewardship groups • Maintain and update stream mapping • Coordination of Environmental Review Committee • Review development applications as required for environmental impact • Respond to environmental inquiries from the public and others • Environmental monitoring of development sites and sediment control Managing Data • Participate in necessary training, and contribute to the development of appropriate business practices in our area as we grow the document management system. • Complete department business plan. • Dissemination of census and BC Statistics information - review of new Census material. • Maintain database for lots, housing statistics, etc. • Maintain brochures and checklists. Council Review - December 2016 Page 264 Ongoing Deliverables - cont'd Committee and Partner Support • Participation on the Property Management Committee • Provide staff support to the Community Heritage Commission (CHC) • Heritage awards program - organize selection and presentation of awards with CHC • Heritage plaque program - organize selection and presentation of plaques with CHC • Provide staff support to the Advisory Design Panel • Participate in Builders Forum as required • Participate on committees associated with Metro Vancouver, including the provision of support to a new Environmental Committee. • Provide staff support to the Agricultural Advisory Committee(AAC) • Assist Agricultural Advisory Committee with Agricultural Awards • Assist Agricultural Advisory Committee with Golden Harvest • To provide support to the Board of Variance • Assist in the creation of business plans for Committees of Council - Staff liaisons • To participate on the UDI Municipal Liaison Committee • To assist with the formation of the new Environmental Advisory Committee and provide ongoing technical support to the Committee. Development Application Management • Amendments to the Official Community Plan. • Amendments to the Zoning Bylaw. • Subdivision review and approval. • Agricultural Land Commission applications for exclusion, non-farm use and subdivision. • Strata Conversions & Phased Strata. • Development Permits. • Rental Housing & Phased Development Agreements. • Development Variance Permits & Board of Variance. • Land -use inquiries. • Heritage designation, Heritage revitalization agreements, and Heritage alteration permits. • Inclusion in the Community Heritage Register. • Temporary use permits (commercial and industrial). • Processing and discharging of covenants. • Pre -application meetings. • Development Application processing - 186 reports to September 20 and 462 active files Council Review - December 2016 Page 265 Ongoing Deliverables - cont'd Policy Review and Development • Zoning and Official Community Plan policy review and development. • Environmental bylaw and policy development. • Creation and maintenance of Area Plans. • Preparation and review of bylaws related to development including parking, subdivision and servicing, and sign. • Review and creation of Council policies Found Milestones • Suburban residential and Estate Suburban Residential Discussion Paper • Staff report on proposed Aquilini exclusion application and requested community consultation • Creation of Citywide Community Amenity Contribution Policy • Silver Valley School site presentation • CAC Density Bonussing Update • Assist with Development Cost Charge Bylaw • Provide assistance to Parks and Leisure Services on Recreation Prioritization and Aquatic Facility land use • Rezoning File Extension Reports discussion paper • Provide assistance to Social Planning on transition housing and shelter use, and process rezoning/OCP amendment for the proposed use • Agricultural Plan Facilitation • Council Notice of Motion to prepare report on Operation of Treatment Centres (in conjunction with Social Planning) • Wine Sales in Grocery Stores • Referrals from Metro Vancouver on Regional Growth Strategy Consideration of Review • Report on the Regional Affordable Housing Strategy • Report on the National Housing Strategy New Deliverables for 2017 (highlights only) - Any incomplete items from prior years may also form part of the 2017 workplan. Service Area Goal: Smart Managed Growth All of the work of the Planning Department falls under the category of Smart Managed Growth which is guided by the goals, objectives and policies contained in the Official Community Plan. Objectives: • To support, maintain and market the community to current and potential employers. • To increase the jobs/housing ratio and improve opportunities for residents to live and work in the same community. • To encourage community consultation and discussion on economic goals. • To continue to promote the stewardship of natural resources and identify and devise mechanisms to protect, recognize and manage environmental features. Council Review - December 2016 Page 266 Objectives: cont'd • To support healthy community land use strategies and community wellness. • To promote compact and complete community. Measures • Completion of projects in timeframes identified 2017 Deliverables - New Action Items Lead ETA Agricultural Plan Implementation - explore Food Hub Feasibility Community Planning 2 Q-4 Q 2017 Agricultural Plan Implementation - Agricultural Development Community 3 Q -4 Q 2017 Permit Guidelines Planning/AAC Assist the Information Technology Department with upgrades to IS/Development the AMANDA file management system. Services ongoing Commercial & Industrial Implementation - redesignation of Community Planning 1 Q 2017 Suburban Residential lands at 256th Street to Industrial Council Advisory Committees Support: Community ongoing Advisory Design Panel Planning/Development Community Heritage Commission Services/Environment Agricultural Advisory Committee Environmental Advisory Committee Board of Variance Continue to work with Economic Development to encourage and Attend meetings with ongoing attract new business Economic Dev. staff Density Bonussing Report - Albion Growth Area & City-wide Community Planning 3 Q 2017 Environmental Advisory Committee - Environmental Environment 1 Q 2017 Management Plan Implementation strategy. Environmental Management Strategy Implementation - Updates Environment 3 Q 2017 to website, including information around process. Estate Suburban Land Use Discussion Community Planning 4 Q 2017 Hammond Area Plan Implementation - work with Katzie First Community Planning 3 Q 2017 Nation to create an Archaeological Process Hammond Area Plan Implementation - parking standards and Community Planning 3 Q 2017 alternative parking options for the Hammond Village Commercial Hammond Area Plan Implementation - prepare report on options Community Planning 4 Q 2017 for supporting heritage resources in Heritage Character Area Housing Action Plan Implementation -Secondary Suites Community Planning 3 Q 2017 Discussion Paper Housing Action Plan Implementation -Detached Garden Suites Community Planning 3 Q 2017 Discussion Paper Housing Action Plan Implementation - Rental Above Commercial Community Planning 3 Q 2017 Policy Discussion Paper Housing Action Plan Implementation - Discussion Paper to discuss opportunities to facilitate duplex infill development. See Community Planning 3 Q 2017 below Housing Action Plan Implementation -incentives for rental housing: explore fast tracking, fees & DCC's, fees for legal Community Planning 1 Q -4 Q 2017 documents, and Detached Garden Suite pilot project Review of Parking Standards for Multi -Family Development Development Services 3 Q 2017 Process the development application made by BC Housing for aDevelopment Services/Community 1 Q -3 Q 2017 purpose built shelter and supportive transitional housing facility. Planning Treatment Centres - report on the operation of treatment centres Social Planning/ 4 Q 2017 Community Planning Operating Budget Council Review - December 2016 Page 267 Proposed Financial Plan 2017 - 2021 Public Works & Development Services- Planning Department Proposed Changes or Remarks: Revenues • Starting in 2017, for three years, fees are expected to increase by 3% to cover the costs of increased staff that was approved in 2015. Committee Costs • Committee Costs were adjusted as directed by Council. Incremental Packages - Attached Capital Budget - None Information Technology - None Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues ApplicFees - ALR 5 6 1 3% 6 6 6 6 Applic Fees - Dev Permits 161 165 4 3% 170 176 176 176 Applic Fees - OCP 7 7 - 3% 7 7 7 7 ApplicFees-Subdivision 116 119 3 3% 123 126 126 126 Application Fees 116 119 3 3% 123 126 126 126 Fees 5 5 - 3% 5 5 5 5 Program Fees 99 99 0% 99 99 99 99 Sales 7 7 3% 8 8 8 8 User Fees 3 3 3% 3 3 3 3 519 530 11 2% 544 556 556 556 Expenditures Committee Costs 22 10 (12) (55%) 10 10 10 10 Consulting 19 19 - 0% 19 19 19 19 Contract 40 40 0% 40 40 40 40 Legal 38 38 0% 38 38 38 38 Publications 2 2 0% 2 2 2 2 Salaries 2,265 2,297 32 1% 2,351 2,407 2,467 2,532 Supplies 31 31 - 0% 31 31 31 31 Travel 16 17 1 3% 17 18 18 19 2,433 2,454 21 1% 2,508 2,565 2,625 2,691 Totals 1,914 1,924 10 0% 1,964 2,009 2,069 2,135 Proposed Changes or Remarks: Revenues • Starting in 2017, for three years, fees are expected to increase by 3% to cover the costs of increased staff that was approved in 2015. Committee Costs • Committee Costs were adjusted as directed by Council. Incremental Packages - Attached Capital Budget - None Information Technology - None Council Review - December 2016 Page 268 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: EN07 Protect Environmentally Sensitive Areas The scorecard is important as it allows for identification of areas that have been legally protected via dedication or restrictive covenant for environmental reasons. It is noted that 2016, saw a number of infill and multi -family development projects on lands that did not have creeks or watercourses. It is also noted that some parkland dedication and/or covenants were registered in 2015, although the subdivision applications were not approved until 2016. Council Review - December 2016 Page 269 Incremental Package Report 2017 Proposed Budget Division: PWDS Date: October 13, 2016 Department: Planning Submitted By: C. Carter Decision Unit: Funding of Environmental Technician Position Package: 1 of 1 Activities/ Purpose: The Council endorsed Environmental Management Strategy was created through an extensive community engagement process. The Strategy identifies some specific findings as follows: • "Many of the City's stakeholders would like environmental information to be more easily accessible via handouts, website materials, maps and signage on environmental resources, values and benefits"; • "Stakeholders are also interested in having more clarification related to Development applications and homeowner requirements for environmental protection"; • "There are concerns that the City does not have enough environment staff or resources to implement, monitor, and update all of the on-going environmental programs, update and administer bylaws, review development applications and other permits, respond to environmental inquiries, conduct monitoring, enforce regulations, coordinate community stewardship and outreach programs, and liaise with Senior agencies." The Mayors Open Government Task Force (MOGTF) recommendations speak to the importance of improving access to information, and providing greater clarity around process. In addition to the findings of the EMS consultation, and MOGTF recommendations, the Environment Section is facing staffing challenges with the following: • The Tree Bylaw was adopted a year ago. One Technicians time is entirely devoted to the management of the Bylaw, with another Technician spending approximately 25% of their time dealing with tree inquiries/permits. There have been 270 tree permits issued to date with an average of 300-400 inquiries/month. • The new Council Environmental Advisory Committee will account for 25% of the Env. Planners time, in addition to attending the new Metro Vancouver RPAC Environmental Sub -Committee. • To date, the Environmental Planner reviewed & responded to 240 development environmental inquiries to date, plus approximately 150+ development and environmental DP referrals. • The Soils/ESC Environmental Technician is spending approximately 40% of their time reviewing and monitoring erosion control permits, an additional 35% of time on soils permit review, 10% on enforcement duties, and 5-10 % assisting the Engineering and Operations Departments with environment advice on capital works projects. • The Building Permit Environmental DP/Tree Bylaw Technician assists with Tree Permits (25% of time), final inspection & security releases. An additional 5-10% of time is spent on inquiries and review of enhancement plans. • There is currently limited time and resources available to update the municipal website on a regular basis to improve access to information, nor clarify processes • Staff are often unable to proactively enforce, rather they are generally required to react when complaints come in and there are limited resources. High overtime spending within the section is costly to the City but is not sustainable. Council Review - December 2016 Page 270 Functions Performed/ Degree of Service: This full time position would allow an Environmental Technician to dedicate their time to taking on permit review, monitoring, and enforcement duties of environmental techs. This includes: • review of environmental reports for permits and carrying out necessary site visits; • helping with coordination of information; • carrying out site visits to monitor projects; • providing technical assistance to the community on various env. permit related issues; • enforcement and compliance on site for environmental bylaws. It is recognized that the creation of new positions is not a matter taken lightly, so staff recommend that a "boots on the ground" position is needed. In a perfect world, the entire Planning Department would also benefit from the creation of a Manager of Environment position. Such a position would be advantageous for a number of reasons: • could take the lead/assist with environmental policy creation; • could assist with Municipal Committee Support and Regional, and Community stakeholder meetings; • could assist with internal and external meetings relating to develop./environ. applications; • could assist with the review of complex development and environment permit reviews; • would be responsible for management of the group including leave requests (sick, vacation, conference), budget, work prioritization, permit authorization, and approval of reports. Important Additional Considerations: • position would free up the Manager Development Services time to focus on the Zoning Bylaw review and other corporate initiatives, in addition to Approving Officer and development application duties. • All of the above would result in more pro -active and effective environmental best practices, improved turnaround times on referrals, inquiries, and development applications Alternatives Considered/ Reasons for Not Recommending: Maintain current staffing component. Should the position not be funded, delays in the processing of Permits; enforcement duties; inquiries; review of development application enhancement plans/ studies; and provision of technical assistance to land owners regarding environmental matters would result. Staff Position: Environmental Technician Packa e: Ongoing: 2017 Budget Salary $93,000 One time Costs: Desk & computer: $7,000 Council Review - December 2016 Page 271 City of Maple Ridge Public Works & Development Services - Agricultural Advisory Committee Business Plan 2017 - 2021 Committee Purpose • The Agricultural Advisory Committee, established in June 2007, has been set up to advise Council on agricultural issues and to engage in activities to support the agricultural sector. The committee works in collaboration with related agencies and organizations involved in the promotion of agriculture, the protection of farmland and the recognition of the need for food security. Committee Structure and Members The Agricultural Advisory Committee consists of between 13 and 16 members. Eight of these members are appointed by Council. Councillor Craig Speirs is the Council Liaison for this Committee. Councillor Kiersten Duncan is the alternate. The remaining representatives are nominated and appointed by their respective agencies, organizations and governments. Accomplishments and Work in Progress (highlights only) Action Item Status or Outcome Complete (and ETA if not 100%) Spring Committee Member Recruitment Complete Grant Program Food Security Policy Project is not complete as • Country Fest - $1200 Social Sustainability Strategy (of which this is a 50% (ETA • Food Security Policy Project - $3500 chapter) has an extended timeline. This work end of is secured with an AAC 2015 resolution and is 2017) expected to be completed in 2017. Golden Harvest Completion on October 14, 2016 Food Garden Contest Presentation to Council on October 25, 2016 Complete for Food Garden winners. Council Review - December 2016 Page 272 Ongoing Deliverables • Review and establish priorities for new projects in the development and implementation of the Agricultural Plan. • Provide Council with advice and direction on agricultural issues and projects. • Produce web -based information linking consumers with local products • Golden Harvest • Support Agricultural Fair • Support Farmers Market • Continue to hold Farmer Education Awards • Educational Displays • Agricultural Recognition Awards • Food Garden Contest • Educational Speakers • Build Relationships in the following ways: • Support Country Fest & 4H Clubs • Support Farmer's Market • Representation from Economic Development Commission • Receive updates from Strategic Economic Initiatives. • Invited and active representation on the Metro Vancouver Agricultural Advisory Committee • Annual events with neighbouring Agricultural Advisory Committees and Metro Vancouver Agricultural Advisory Committee • Maple Ridge Garden Club • Maple Ridge Communications Department • Like-minded local agencies and non-profit organizations • Continue Grant Application Process • Committee development through conferences, tours, and other events • In 2014 the Intersections networking event was developed and well received by participants. In 2017, the AAC is anticipating working with other Committees of Council and the Committee Clerk on a similar type of initiative with objectives including networking to identifying synergies and opportunities for collaboration, recognition of service, and training. Found Milestones • In 2016, a sub -committee was struck to re-examine the True North Fraser brand, which aims to link local agricultural products with local consumers. The brand's status changed in 2015 with the withdrawal of the City of Pitt Meadows and District of Mission from the sub -regional partnership. The partnership was a key component of the brand's marketing strategy. The brand requires a re -set and alignment with other deliverables in the proposed 2017 work plan such as the proposed Agri - Tourism Summit and the Needs Assessment. Council Review - December 2016 Page 273 New Deliverables for 2017 (highlights only) - Any incomplete items from prior years may also form part of the 2017 workplan. Action Item Lead ETA Continue to work with Strategic Economic Initiatives and other AAC staff liaison, End of 2017 organizations to develop an effective approach to continue use and sub - of the True North Fraser brand. Results will be reported to committee Council. Host an Agri -Tourism Summit in partnership with Strategic AAC staff liaison, End of 2017 Economic Initiatives (SEI) and other agri-tourism groups to and sub - develop a coordinated marketing approach for locally grown committee agricultural products. Results will be reported to Council. Complete a Needs Assessment on the feasibility of a food hub. AAC staff liaison, 2Q -4Q The Needs Assessment will examine local context, existing and sub - infrastructure, and consider not only a food hub concept but committee also consider working with local businesses that are already involved in food processing and distribution. This assessment will require the services of a consultant. The staff liaison and a subcommittee will develop an RFP and work with the successful candidate to finalize timelines and project deliverables. Results will be reported to Council. Complete Development Permit Area Guidelines to protect AAC staff liaison, 3Q -4Q agricultural land. and sub- committee Council Review - December 2016 Page 274 Council Review - December 2016 Page 275 City of Maple Ridge Public Works & Development Services - Community Heritage Commission Business Plan 2017 - 2021 Committee Purpose • The Commission is appointed for the purpose of advising the Council on heritage conservation matters and undertaking and providing support for such activities as benefit and provide for the advancement of heritage conservation in the District. Bylaw 5908-2000 Commission Overview Committee Structure and Members • The Commission is made up of one member from Council, two members from the Maple Ridge Historical Society and members from the community -at -large (appointed by Council). Composition of the Heritage Commission MAPLE RIDGE 1 Community Heritage Commission (1) councillor (1) Alternate Appointed by Mayor ,^ MAPLE RIDGE HISTORICAL SOCIETY (2) Appointed by MRHS Community -at-Large Members (4) 2 years Staff Liaison I Committee Clerk (1) Planning Department (1) City Clerk's Department Services Provided: • Heritage Awareness • Heritage Education • Celebration of Community's Past CHC Members: Sandra Ayres, Community at Large Russell Irvine, Community at Large Julie Koehn, Maple Ridge Historical Society Len Pettit, Community at Large Eric Phillips, Community at Large Nicole Read, Alternate Council Liaison Steven Ranta, (Vice -Chair), Community at Large Brenda Smith (Chair), Maple Ridge Historical Society Craig Speirs, Council Liaison Customers: • Maple Ridge's past, present and future will be connected through community and cultural celebrations, partnerships and heritage activities that will preserve our tangible and intangible heritage resources, provide educational opportunities and enrich the lives of our citizens and visitors (S. 4, pg. 23, Maple Ridge Community Heritage Commission Heritage Plan, November 2013). Council Review - December 2016 Page 276 Mission/Values: • The City of Maple Ridge will recognize and celebrate our rich historic legacy through the conservation and interpretation of significant heritage resources. Our Heritage Program will support the sustainable development of our urban structure and our rural areas, and assist in the development of a complete and healthy community. As we plan for an exciting, digital future, we will respect our past by providing a balance for change and new development that recognizes the importance of our historic communities, our rural lands and our natural landscapes. (S. 4, pg. 23, Maple Ridge Community Heritage Commission Heritage Plan, November 2013). Delivering the Mandate: • The CHC provides information to Council pertaining to matters referred to the Commission as well as reports about ongoing heritage programs and projects • The CHC includes a community involvement, service or awareness component in all programs and projects. • The CHC looks for opportunities to facilitate or participate in community events to create greater awareness and knowledge in the community's tangible and intangible heritage resources. • The CHC recognizes the value of heritage and cultural tourism development. • The CHC promotes the awareness and conservation of heritage value inherent in many natural features. • The CHC is attentive to planning and actions toward the creation of a new museum and archives to serve the community. The CHC anticipates deeper involvement in the process. Community Partnerships • Senior levels of government provide enabling legislation for heritage conservation but do not provide heritage project funding. The CHC and local community groups are always looking for ways to "intersect" and identify common goals that will lead to partnership opportunities and leveraging of skills, effort, and funding. • The CHC works closely with Maple Ridge Historical Society in support of the delivery of heritage services to the community. The production and implementation of conservation plans for CMR owned properties is a timely partnership accomplishment. • The CHC maintains an ongoing relationship with the Maple Ridge Library and partners on various projects to help educate and promote heritage awareness and conservation. • Connecting and partnering with government and province wide organizations is ongoing and involves looking for opportunities to interact and identify common goals with First Nations, BC Heritage Branch, Heritage BC, BC Museums Association and the BC Historical Federation. • The CHC routinely invites community organizations, businesses and individuals to address regular meetings bringing their varied interests and activities to the CHC's attention. Council Review - December 2016 Page 277 Continuous Improvement • The CHC routinely invites community organizations, businesses and individuals to address regular meetings bringing their varied interests and activities to the CHC's attention. • Community Open House on Heritage Inventory Project: Included information about the nomination process and eligibility criteria to place a property in Heritage Inventory or Register. • Updated brochures describing: CHC operations and opportunities, Heritage Awards nominations. • The CHC engaged in an exciting partnership opportunity with the Public Art Steering Committee to bring history of baseball information into the "Play Ball" Project at Hammond Stadium. • Continued partnership with Maple Ridge Library, Maple Ridge Family History Group, Golden Ears Writers, and Maple Ridge Historical Society in community conversation program Local Voices. Accomplishments and Work in Progress (highlights only) Ongoing Deliverables • Heritage Here CHC Newsletter - Publication suspended pending improved production resources. • 2017 Heritage Week including Heritage Awards - Event planning is currently underway for Heritage Week February 2017 • Local Voices partnership with Maple Ridge Library- Winter 2017 in planning phase. • Liaison with Heritage Organizations - Memberships maintained in BC Historical Federation and Heritage BC. New membership in BC Museums Association. Attendance as delegate at all annual conferences. • Plaque Program and Information Panels - Pending policy development and improved resources. Action Item Status or Outcome Complete (and ETA if not 100%) Update the Heritage Inventory See appendix for information. 80% Q12017 Continue Digitization Project with City Phase I will be complete early in 2017 25% and Maple Ridge Historical Society Phase II planning pending in anticipation of Ongoing moving CMR Archives. over several years Heritage Marker Inventory Data base - Database constructed, data input Database of all heritage markers, underway 50% signage, plaques, wraps, mosaics and Reporting functions in planning phase End of art. Accessible for CMR maintenance 2017 planning and tracking, community uses. Heritage Awards: To increase interest Complete: Partnership with Maple Ridge 100% and participation in recognizing heritage Historical Society achievements and to increase the "History Is" Conversation Evening recognition value of the awards for recipients. 2016 Heritage Awards • Heritage Awards History Project - Posted on mapleridge.ca Heritage Awards page. Ongoing Deliverables • Heritage Here CHC Newsletter - Publication suspended pending improved production resources. • 2017 Heritage Week including Heritage Awards - Event planning is currently underway for Heritage Week February 2017 • Local Voices partnership with Maple Ridge Library- Winter 2017 in planning phase. • Liaison with Heritage Organizations - Memberships maintained in BC Historical Federation and Heritage BC. New membership in BC Museums Association. Attendance as delegate at all annual conferences. • Plaque Program and Information Panels - Pending policy development and improved resources. Council Review - December 2016 Page 278 Found Milestones • The CHC sent delegates to BC Historical Federation, BC Museums Association and Heritage BC conferences, using the opportunities to network and develop heritage expertise. • The Heritage Plan is a model for other communities and a flexible reference document for the CHC's work. The plan continues to support the CHC's use of the strong framework that Maple Ridge has built for education and conservation. • Developed a new model to describe CHC operations, including a digital form, for members. • The CHC is developing a response to CHC financial planning and funding constraints. • Local Voices: Neighbours Talking With Neighbours -Partnership with Maple Ridge Library Fall 2016 (3 evenings/9 presenters) Winter (4 evenings/12 presenters). • Coquitlam Heritage Symposium - six Maple Ridge attendees. • Heritage Plaque Book. • "Play Ball" Public Art Project -Control Box Wrap -Partnership with Public Art Steering Committee. • Field Trip to North Vancouver Archives - Education for CHC, Council, MRHS and community. • What's On Maple Ridge feature article. • Members binders: Reorganized binders and offered digital version to improve access to information. Available in paper and digital form for CHC members' use. • 2015 GETI Fest; Golden Ears Transition Initiative. Partnership resulted in inclusion of Heritage theme at annual festival. • BC Day Instameet Heritage Awareness Project. Partnership with Economic Development that was the only event in Maple Ridge that weekend. New Deliverables for 2017 Service Area Goal: Community Heritage Infrastructure Preservation • The CHC looks forward undertaking our role in the community and advising Council on key matters in the heritage field. Objectives: • Having the updated Heritage Inventory available for use by interested parties and to restore its value as a community resource. • To partner with other community groups and agencies in the community to plan celebrations of Canada's 150 Anniversary in 2017. • Heritage Awards: To increase interest and participation in recognizing heritage achievements and to increase the recognition value of the awards for recipients. • Encourage the production of Statements of Significance to support the maintenance of the Heritage Inventory and facilitate promotion of tangible and intangible heritage features to the Heritage Register. Measures• • For 2017 identified projects, success will lie in either progress through identified project phase(s) or completion of project and reported in "Accomplishments" table above in 2018 Business Plan. • For partners, success will be measured in greater participation in heritage activities and the building of sponsorship funds (reported on twice a year to Council by CHC Chair). • For the community, success will be evidenced by increased involvement in heritage events and more telling of the Maple Ridge story (reported on twice a year to Council by CHC Chair). Council Review - December 2016 Operating Budget: $2,000 Incremental Package Requests 2017 Budget: • Carry-over program and project funds from 2016 • 2017 Incremental Package Requests: $44,900 1. Education Program 7,300 2. Membership Support Program 900 3. Communication and Outreach Program 3,600 4. Heritage Recognition Program 6,600 5. Open Access Digitization Project 8,000 6. Robertson Cemetery Project 3,500 7. Heritage Register Update 15,000 • 2018 Incremental Package Request: 1. Heritage Incentives Review $ 35,000 • 2019 Incremental Package Request: 1. Heritage Plan Update $ 10,000 Page 279 The Community Heritage Commission requests a reversal of Council's decision to reduce the annual operating funds going into 2017. The group is concerned it will be unable to fulfill its mandate without the level of funding it has received for many years. We foresee that project and program sustainability will become more challenging with a $2,000 annual budget that may allow for only one small project each year and there is concern that momentum within the group may be lost. The Heritage Commission is an interface of community, staff and Council, comprised of people who are passionate about heritage conservation and dedicated to enhancing heritage awareness and understanding at a local level. The group is trying to understand the rationale for the reduction in funding and trusts that Council's appreciation for the value of heritage projects and programs undertaken each year has not faltered. Since its inception, the volunteer members of the Commission have continuously demonstrated a high capacity for achieving the mandate established through Heritage Commission Bylaw No. 5908-2000. Creating awareness and an appreciation for heritage provides benefits well beyond a love for local history. Heritage awareness helps strengthen the connection people have with their community and heritage conservation plays a vital role in creating vibrant communities as they evolve and grow over time. We believe that support for these efforts is a common goal shared by many in Maple Ridge. The CHC members who have worked with the 2017 Business Planning model have benefited from the level of detail required and appreciate the insights acquired during the process. It should be noted that the attached Incremental Project Package has been adjusted to accommodate the specific functions of the CHC as a committee rather than a staff department. Council Review - December 2016 Page 280 Incremental Package Report 2017 Community Heritage Commission Budget Division: Public Works & Development Services Date: October 3, 2016 Department: Community Heritage Commission Submitted By: Brenda Smith Request For: Community Heritage Education Program Funding Package: 1 of 9 Activities/ Purpose: Heritage Education & Awareness Initiatives: costs associated with community events. The Heritage Commission has a mandate to help educate the community on local heritage, which helps strengthen people's connection to the place they live. To do that work, members of the CHC need to participate in in-service activities to become and remain current in the heritage field. Maple Ridge Heritage Plan page 34 Education & Awareness Initiatives The focus would be on the celebrations of history that will occur around Canada's Sesquicentennial. • Celebrate Canada 150 • Continue to work with community partners (Library, School District #42, MRHS, etc.) in heritage awareness and education initiatives. • Promote those aspects of community history that connect to Canada, e.g., CPR main line. • Continue to celebrate local and community history within the broader national context. • Engage a broader public through community events and celebrations. Functions Performed/ Degree of Service: • Delegate fees support CHC members attending heritage training opportunities. • Field trips and workshops provide educational opportunities for CHC members, Council, Staff, and the public. Networking events provide educational support and partnership opportunities for Maple Ridge residents to communicate with those engaged in heritage service in other communities and organizations. • Some of these activities are conducted as wholly CHC -funded events, others as partially partnership or sponsor funded events. ACTIVITY 2017 2018 2019 2020 2021 $ Vol Hrs $ Vol Hrs $ Vol Hrs $ Vol Hrs $ Vol Hrs Delegate Fees 300 20 500 30 500 30 500 30 500 30 CHC Hosted Field Trips 1,000 30 1,000 30 1,000 40 1,500 40 1,500 40 CHC Hosted Workshops 3,000 50 3000 50 3000 50 3500 50 3500 50 Networking Conference 3000 50 3000 50 3000 50 3500 50 3500 50 Alternatives Considered/ Reasons for Not Recommending: Restricting opportunities to passive encounters such as brochures and the mapleridge.ca Web site weakens heritage education. Heritage initiatives need more active delivery to expand community understanding and support. Staff Position: N/A Council Review - December 2016 Page 281 Performance Measure: Increased community engagement in the uptake of Heritage Revitalization Agreements and participation in heritage events. Package: 2017 Budget $7,300 E �� Council Review - December 2016 Page 282 Incremental Package Report 2017 Community Heritage Commission Budget Division: Public Works & Development Services Date: October 3, 2016 Department: Community Heritage Commission Submitted By: Brenda Smith Request For: Membership Support Program Funding Package: 2 of 9 Activities/ Purpose: Committees of Council are made up largely of community volunteers, who donate their time and expertise. The development of a shared community vision for heritage depends on evident support for the work of the CHC by Council and CMR staff. The CHC needs sufficient financial reserves to engage in short term, un-forecastable opportunities such as the 2016 partnership with the Public Art Steering Committee in the "Play Ball" undertaking at Hammond Stadium where the turn around on the project was two months. Functions Performed/ Degree of Service: Operations include member binders and meeting support. Memberships include: BC Historical Federation, BC Museums Association and Heritage BC. Annual Fees and conference fees are included. ACTIVITY 2017 2018 2019 2020 2021 $ Vol Hrs $ Vol Hrs $ Vol Hrs $ Vol Hrs $ Vol Hrs CHC Operations 350 350 350 350 350 Membership: Annual Fees Conference Fees 300 600 300 350 600 900 350 900 350 900 Alternatives Considered/ Reasons for Not Recommending: Fewer than ten public meetings and regular sub -committees meetings will result in the CHC needing to abandon several of its established programs. Committee participation in conferences is voluntary and partially funded. There is no transportation or accommodation support. Staff Position: N/A Performance Measure: Successful recruitment and retention of skilled commissioners and sub -committee volunteers. Widened heritage knowledge base supporting CHC work. Package: 2017 Budget Council Review - December 2016 Page 283 Incremental Package Report 2017 Community Heritage Commission Budget Division: Public Works & Development Services Date: October 3, 2016 Department: Community Heritage Commission Submitted By: Brenda Smith Request For: Heritage Communications and Outreach Strategy Funding Package: 3 of 9 Activities/ Purpose: Heritage Communication Strategy needs to include consultant and contract costs for creating and maintaining website and print material. Communications strategy is a vital component in all other programs and projects, particularly Education Initiatives. This work has depended on the skills and capacity of volunteers. The CMR Communications Department is able to provide only intermittent support for CHC communications needs. Maple Ridge Heritage Plan page 34 Heritage Communication Strategy The first priority for the CHC is to develop a comprehensive communications strategy, to ensure the best possible dissemination of key messages and heritage information. This includes a review of digital communication, print materials, messaging, interpretation and public education and awareness initiatives. The idea of a dedicated heritage website, possibly in conjunction with the MRHS, should be explored. Maple Ridge Heritage Plan page 34 Education & Awareness Initiatives The focus would be on the celebrations of history that will occur around Canada's Sesquicentennial. • Celebrate Canada 150 • Continue to work with community partners (Library, School District #42, MRHS, etc.) in heritage awareness and education initiatives. • Promote those aspects of community history that connect to Canada, e.g., CPR main line. • Continue to celebrate local and community history within the broader national context. • Engage a broader public through community events and celebrations. Functions Performed/Degree of Service: • Advertising: promotion of heritage events and programs • Heritage Here Newsletter: 4 issues per year • Marketing Package to align with City of Maple Ridge re -branding, refreshed annually • mapleridge.ca: re -design the Community Heritage Commission pages ACTIVITY 2017 2018 2019 2020 2021 $ Vol Hrs $ Vol Hrs $ Vol Hrs $ Vol Hrs $ Vol Hrs Advertising 20 20 20 20 20 Newsletter 1,600 40 1600 40 1600 40 1600 40 1600 40 Marketing Pkg 2,000 10 500 5 500 5 500 5 500 5 mapleridge.ca 50 10 10 10 10 Council Review - December 2016 Page 284 Alternatives Considered/ Reasons for Not Recommending: • The CHC has been unable to establish a communications strategy as mandated in the Heritage Plan. • Social media: not permitted as a function discreet from CMR Communications Department capacity. • The production of marketing tools, including brochures, posters and Heritage Here newsletter, have been dependent on the in-house skills of staff and volunteers To improve consistent publication and compliance with the quality of other City publications, it is necessary to either contract or have access to staff graphic design services. Staff Position: N/A Performance Measure: • Increased participation by Council, City staff and public in CHC and partner programs and events. • Regular production of the Heritage Here newsletter. • Improved public understanding of heritage. • A Communications Strategy in place to provide a framework for improved communication and awareness. Package: 2017 Budget $3,600 Council Review - December 2016 Page 285 Incremental Package Report 2017 Community Heritage Commission Budget Division: Public Works & Development Services Date: October 3, 2016 Department: Community Heritage Commission Submitted By: Brenda Smith Request For: Heritage Recognition Program Funding Package: 4 of 9 Activities/ Purpose: • The CHC engages in a wide range of programs and projects to develop and enhance community awareness of heritage. Heritage Week in February is a national, provincial and local opportunity to recognize the achievements of Maple Ridge citizens. The Heritage Awards recognize initiatives, achievements, and projects that have enhanced heritage conservation in Maple Ridge. (By 2018 the event will require larger premises.). In 2015 and 2016 the CHC hosted a Heritage discussion evening. Activities are supported in partnership with the Maple Ridge Historical Society. None of these events have received adequate promotion. • Ongoing programs include: Plaque Program, new information panels and signage, heritage marker replacement. Hopefully, in 2018 an anticipated partnership with the Public Art Steering Committee will result in a contemporary stantion design for heritage markers. • Heritage Marker Inventory: In 2016 the CHC created a Heritage Marker Inventory and plans an activation project for 2017 to celebrate Canada 150. Other anniversaries include BC 160 in 2018 and Maple Ridge's fifth year as a city in 2019. . Functions Performed/ Degree of Service: ACTIVITY 2017 2018 2019 2020 2021 $ Vol Hrs $ Vol Hrs $ Vol Hrs $ Vol Hrs $ Vol Hrs Heritage Week: Heritage Awards 2,000 60 4000 60 4000 60 4000 60 4000 60 Heritage Conversation 500 15 500 15 500 15 700 15 700 15 Partnered Event 200 15 200 15 200 15 500 15 500 15 Plaque Program 400 5 400 5 400 5 400 5 400 5 Information Panels 400 10 10,000 40 400 10 500 10 500 10 and Signage Heritage Marker 600 20 400 10 400 10 500 10 500 10 Replacement Canada 150 2500 30 BC 160 2500 30 Maple Ridge 30 5 yrs a city Alternatives Considered/ Reasons for Not Recommending: The alternative is to restrict all of these programs and projects. It should be noted that the annual $2,000 grant already authorized by Council will do little more than support the Heritage Awards. Staff Position: N/A Council Review - December 2016 Page 286 Performance Measure: • Identification of a broad range of heritage resources, natural sites and cultural landscapes for planning purposes. • Improved base of heritage information. Better identification of potential heritage resources. • Broader public engagement in the heritage process. Improved identification of historic places valued by residents. Package: 2017 Budget $6,600 Council Review - December 2016 Page 287 Incremental Package Report 2017 Community Heritage Commission Budget Division: Public Works & Development Services Date: October 3, 2016 Department: Community Heritage Commission Submitted By: Brenda Smith Request For: Open Access Digitization Funding Package: 5 of 9 Activities/ Purpose: The Digitization Project has been underway since 2012 in partnership with the City Clerk's Department. The project goals include: • preserving the City's unique and irreplaceable, at -risk historic records • creating an archives catalogue • digitizing the historic records • creating public access to this invaluable heritage asset Maple Ridge Heritage Plan page 34 Digitization Initiatives This would include a renewed focus on initiatives to provide broader public access to historical information. • Review current digital initiatives and facilities requirements. • Review Municipal and Community Archives requirements and opportunities, and ensure that there will be adequate public access to historical information. • Promote digital access through grant applications, and dissemination through websites. Functions Performed/ Degree of Service: The CHC contribution extends from research and advice to providing contract staff to inventory (Phase 1) and catalogue (Phase 11) the CMR archives. Phase III will be creating the metadata to index the collection and develop accessibility tools. At present the scope of the work is impossible to predict. ACTIVITY 2017 2018 2019 2020 2021 $ Vol Hrs $ Vol Hrs $ Vol Hrs $ Vol Hrs $ Vol Hrs Phasel 2000 10 Phasell 6000 50 Phaselll 10 6000 50 6000 50 6000 50 6000 50 Alternatives Considered/ Reasons for Not Recommending: • The CMR archival collection is at high risk. Loss of irreplaceable historical material will be the consequence of inaction. • It should be noted that, to date, work has included progress on a preliminary inventory and condition report by the CHC, and very limited conservation and digitization of a few of the earliest at -risk material by the City Clerk's department. There is no cataloguing or indexing to permit full access to the collection. Staff Position: N/A Council Review - December 2016 Page 288 Performance Measure: The CMR archives will be conserved, secure and fully accessible in digitized form for the use of citizens and historians. Package: 2017 Budget Council Review - December 2016 Page 289 Incremental Package Report 2017 Community Heritage Commission Budget Division: Public Works & Development Services Date: October 3, 2016 Department: Community Heritage Commission Submitted By: Brenda Smith Request For: Robertson Cemetery Project Package: 6 of 9 Activities/ Purpose: The site is currently protected under Heritage Designation Bylaw No. 6622-2008. It is also designated for institutional use only and zoned accordingly. However, the property remains in the name of Robert Robertson, who died in 1912. A few further steps need to be undertaken for the long-term protection of this site, including survey work. The project is ongoing since 2015 and can be completed in 2017. Interments have taken place on the site since about 1860 and it is the un -surveyed portion of an 1859 colonial pre-emption. Functions Performed/ Degree of Service: The remaining work includes a survey of the property, tax sale, and provincial recognition of this heritage site. ACTIVITY 2017 2018 2019 2020 2021 $ 1 Vol Hrs $ 1 Vol Hrs $ Vol Hrs $ Vol Hrs $ 1 Vol Hrs Cemetery Project 3500 1 20 Alternatives Considered/ Reasons for Not Recommending: Leave the site in legal limbo with Robert Robertson, deceased, as the property owner. Deferral will result in cost increases for the work involved. Staff Position: N/A Performance Measure: The recognition project will be completed in 2017. Package: 2017 Budget $3,500 Council Review - December 2016 Page 290 Incremental Package Report 2017 Community Heritage Commission Budget Division: Public Works & Development Services Date: October 3, 2016 Department: Community Heritage Commission Submitted By: Brenda Smith Request For: Heritage Register Update Package: 7 of 9 Activities/ Purpose: • The Heritage Register Update was recommended in the Heritage Plan. Completion of the Heritage Inventory Update Project in early 2017 will clear the way for updating the Heritage Register. Maple Ridge Heritage Plan page 10 The Community Heritage Register is an official listing of properties having heritage value, passed by resolution of local government. The Register may be used to "flag" properties for possible future protection. Maple Ridge Heritage Plan page 17 There are currently 28 sites identified as having heritage value that are listed on the Maple Ridge Community Heritage Register (Note: CMR owns ten of these sites.) Maple Ridge Heritage Plan page 34 Mechanisms for updating the Heritage Register should be considered, including direct contact with property owners and a program to prepare Statements of Significance. Additional information regarding the project is included as Appendix A to this business plan. Functions Performed/ Degree of Service: • Heritage Register Update is a complex process requiring the services of a consultant. In some cases, entries in the Heritage Register need to be carried through to provincial and federation recognition. ACTIVITY 2017 2018 2019 2020 2021 $ Vol Hrs $ Vol Hrs $ Vol Hrs $ Vol Hrs $ Vol Hrs Heritage Register 15,000 30 10,000 Update 20 10,000 20 10,000 20 10,000 20 Alternatives Considered/ Reasons for Not Recommending: The Heritage Plan clearly articulates the deficits of the Heritage Register which is impaired in its conservation and management roles. Maple Ridge Heritage Plan page 21 Key areas have been identified where existing heritage policies and initiatives could be strengthened. • There are few sites coming forward for inclusion on the Heritage Register; the process seems to be "stalled." • The District owns heritage sites that have not been legally protected and do not have Conservation Plans. • Heritage incentives tend to be minimal, and are not resulting in significant uptake. • Current incentives are not appropriate for agricultural properties. Consultation is needed with the Agricultural Land Commission regarding heritage retention strategies on agricultural land. • There are no incentives for the maintenance of heritage sites. • Demolition requests have increased as a result of ongoing neglect of heritage structures. Council Review - December 2016 Page 291 Staff Position: N/A Performance Measure: The Heritage Register Update will provide improved and updated information for planning and development decision making in Maple Ridge. The Heritage Register improves community and visitor awareness of cultural assets that will be demonstrated by improved uptake of registration and designation. CMR will demonstrate heritage leadership along with such communities as: • Kelowna htti3://apps.kelowna.ca/iHeritage/hc001.cfm • Surrey http://www.surrey.ca/city-services/3209.aspx Maple Ridge representation on Canada's Historic Places Register will increase from 15 to 30 or more heritage assets. http://www.historicplaces.ca/en/results- resultats.aspx?m=2&Keyword=maple%20ridge&Provinceld=100004&Location=maple%20ridge Package: 2017 Package: 2017 Budget $15,000 Council Review - December 2016 Page 292 Incremental Package Report 2017 Community Heritage Commission Budget Division: Public Works & Development Services Date: October 3, 2016 Department: Community Heritage Commission Submitted By: Brenda Smith Request For: Heritage Incentives Review Package: 8 of 9 Activities/ Purpose: The Heritage Incentives Review was mandated in the Heritage Plan to be conducted in 2016. Delays in funding the Heritage Inventory Update Project have resulted in replacement of the review with more attention to Education Initiatives. The review can be appropriately scheduled following the updates of the Heritage Inventory and Heritage Register. Note: this work is not proposed to commence until 2018 and no funds are requested for this project at this time. Maple Ridge Heritage Plan page 35 • Heritage Incentives Review • The CHC should assist in a full review of the City's heritage incentives program. The intent is to develop an enhanced heritage incentives program that would better serve the needs of heritage property owners, by considering the following initiatives: • Review heritage conservation tools enabled under provincial legislation. • Consider a broader use of tax incentives, financial and developmental incentives and other methods to ensure financial viability of conservation efforts. • Review the possibility of a municipal grants program for private building owners, to provide incentives for restoration as well as maintenance. Determine scope and magnitude of an ongoing grants program that would assist both restoration and maintenance. Assess delivery methods for grants (through CHC, a separate foundation or a fee -for service contract). Functions Performed/ Degree of Service: • Heritage Incentives Review is a complex process requiring the services of a consultant. ACTIVITY 2017 2018 2019 2020 2021 $ Vol Hrs $ $ Volt50 Vol Hrs $ Vol Hrs $ Vol Hrs Heritage Incentives 35,000 Review Alternatives Considered/ Reasons for Not Recommending: The alternative is for Maple Ridge to operate as it has with insufficient incentives to encourage citizens and developers to respect and conserve the community's considerable heritage. Staff Position: N/A Performance Measure: The Heritage Incentives Review will provide improved and updated information for planning and development decision making in Maple Ridge. A program of improved incentives will encourage residents to engage more fully in heritage conservation. Package: 2018 Budget $35,000 $35,00 Council Review - December 2016 Page 293 Incremental Package Report 2017 Community Heritage Commission Budget Division: Public Works & Development Services Date: October 3, 2016 Department: Community Heritage Commission Submitted By: Brenda Smith Package: 9 of 9 Activities/ Purpose: HERITAGE PLAN UPDATE The Heritage Plan 2013-2020 has guided the CHC's work very competently since 2014. This is an essential accountability piece in the CHC's work. Note: this work is not proposed to commence until 2019 and no funds are requested for this project at this time. Maple Ridge Heritage Plan page 34 Update Heritage Plan Heritage conservation is an ongoing process. Once updated policies, procedures and regulations are established, it is necessary to continue to monitor the Heritage Plan to ensure its ongoing effectiveness. A cyclical re-examination of the Heritage Plan - of planning, implementation and evaluation - should be initiated, to review the results and effectiveness on a regular basis. A preliminary assessment could occur at the end of each year's CHC Work Plan, with a full revaluation at the end of each seven-year cycle, to ensure that the Heritage Plan remains relevant and useful. At the end of the cycle of priority reviews, the entire Heritage Plan should again be reviewed for relevance based on the current situation. The effectiveness of existing initiatives should be reviewed, and the community and stakeholders consulted to determine expectations and new ideas. The outcomes of this Heritage Plan should be measured to determine the next set of priorities for the CHC. Functions Performed/ Degree of Service: Review of the Heritage Plan will be undertaken by CHC and stakeholders with a consultant. Update of the Heritage Plan will require a year of work by CHC, stakeholders and consultant and will include community consultation. ACTIVITY 2017 2018 2019 2020 2021 $ Vol Hrs $ Vol Hrs $ Vol Hrs $ Vol Hrs $ Vol Hrs Heritage Plan Review 2000 30 Heritage Plan Update 8000 50 Alternatives Considered/ Reasons for Not Recommending: The absence of a functioning and well -used heritage plan will compromise City planning and development, and negate the excellent reputation Maple Ridge holds among its neighbours and heritage colleagues. Staff Position: N/A Performance Measure: A renewed Heritage Plan for Maple Ridge will be in place before the expiry of the present plan. The updating process will ensure compliance with federal and provincial conservation standards. Package: 2019 Budget $10,000 Council Review - December 2016 Page 294 Appendix A Heritage Inventory Overview Supporting Information The Maple Ridge Community Heritage Commission has identified a need to update the community's Heritage Inventory (Heritage Resources of Maple Ridge) on a regular basis and the Heritage Inventory update, currently underway, will include designing a process to do just that. The goal for completion of this project is June 2017. The services Donald Luxton, a heritage professional consultant have been retained to undertake this work. Updating the Heritage Inventory involves three phases in total as follows: Phase I: Identify sites for removal and new sites for possible addition through public nomination; Phase II: Research historical aspects of each site for evaluation; Phase III: Update The Heritage Resources of Maple Ridge (HRMR) document with new information and present to Council for endorsement. Key objectives for Phase I are to: • Consider a wider perspective of historical significance than in the past, such as cultural, social, scientific, and spiritual heritage. • Encourage public participation amongst individuals, other municipal committees, commissions, community groups, sports groups, business community, etc. • Establish criteria and evaluation process for each potential removal and addition to the HRMR. The need for the Heritage Inventory Update: • Improve this important planning and development tool that enables identification of existing heritage features and describes their historical significance to the community. • The 1998 work has not been revisited in 17 years. Significant shifts in population and extensive property development are earmarks of Maple Ridge in the past decade and a half. • Best practice in the heritage field has matured to consider a wider perspective of historical significance, such as cultural, social, scientific, and spiritual heritage. • Provide an opportunity for the present population of Maple Ridge to express the value of heritage assets and celebrate the unique qualities they bring to the community. The Heritage Inventory Update Project will: • Review previous versions of the Inventory. • Identify the status of previously inventoried features. • Identify potential sites for addition to the inventory through a public consultation process. • Update evaluation framework and historical research. • Conduct a field survey of features, both previously inventoried and newly recommended. • Identify the historical importance of heritage features to the community. • Evaluate the resulting inventory. • Design a process to keep the Inventory updated thereafter. Council Review - December 2016 Page 295 Considerations: • It is anticipated that once the update is complete, the costs associated with regular maintenance, undertaken every 3-5 years, can be covered under the CHC's annual budget. • The 1998 Inventory was supported by a grant from BC Heritage Trust. Funding is presently no longer available from senior levels of government for this area of heritage work. • The goal for completion is 2017. The project is underway. Background and Context: • The Heritage Inventory— The Heritage Resources of Maple Ridge is a consolidated list of the City's heritage resources, published in 1998 by the Community Heritage Commission (then the Heritage Advisory Committee), prepared by Donald Luxton & Associates. • Heritage Inventory 1998 Contents— 95 historic buildings, 5 historic cemeteries, 14 landscape features and three historic objects Some features have been demolished since 1998. • There are no restrictions or other regulations placed on properties listed on the Inventory, but the catalogue provides a list of sites that the community has identified as having heritage value. Supporting Official Community Plan Policies: 4 - 38: Maple Ridge will work cooperatively with the Community Heritage Commission and other relevant groups and organizations to establish an information database of all types of built, natural and cultural heritage resources within the District, including evaluation criteria for each type. This inventory would be updated on an ongoing basis evolving and responding to theoretical and practical changes in the heritage arena. 4-44 Maple Ridge will endeavor to use tools available under Provincial legislation more effectively to strengthen heritage conservation in the District. Other planning tools will also be utilized where appropriate to establish a comprehensive approach to heritage management in the District. 4-45 Maple Ridge will assist the financial aspects of heritage resource management by: a) Supporting the efforts of the Community Heritage Commission, which may include financial assistance requests from the Heritage Commission evaluated by Council on a program or project basis; b) Working cooperatively with the Community Heritage Commission in fund raising efforts for the conservation of heritage resources; c) Supporting and promoting effective marketing of heritage resources to potentially interested businesses; d) Supporting heritage tourism efforts; e) Encouraging local organization, including the Community Heritage Commission to pool resources and develop partnerships to strengthen heritage conservation activities throughout the community. Council Review - December 2016 Page 296 Council Review - December 2016 Page 297 City of Maple Ridge Public Works & Development Services - Environmental Advisory Committee Business Plan 2017 - 2021 Committee Purpose • The Maple Ridge Environmental Advisory Committee will help provide local perspective and advice to Council with respect to achieving the City's goals and environmental objectives, and to implement strategic recommendations from the current Maple Ridge Official Community Plan and the Environmental Management Strategy report, 2014. Committee Structure and Members • The Environmental Advisory Committee is comprised of: Staff Liaison - Rod Stott VOTING MEMBERS Council liaison - Councillor Robert Masse Alternate Council liaison - Councillor Kiersten Duncan Environmental professionals appointed by Council - David Neufeld Environmental professionals appointed by Council - Janice Jarvis Alouette River Management Society nominate - Ken Stewart Directors Kanaka Education and Environmental Partnership Society nominate - Ross Davies Chair* Community Education on Environment and Development Centre nominate - Gerry Pinel Thornhill Aquifer Protection Study Group nominate - Betty & Klaus von Hardenberg Ridge Meadows Recycling Society nominate - *Leanne Koehn, Kim Day Council appointee, community youth (aged 25 or under) representative - Lukasz Szlachta Vice Chair Council appointee, community - Terryl Plotnikoff Council appointee, community - Dennis Kinsey NON-VOTING MEMBERS Member(s) of Parliament representing Maple Ridge - Dan Ruimy Member(s) of the Legislative Assembly of British Columbia representing Maple Ridge - Doug Bing, Marc Dalton Metro Vancouver nominate - Vacant Katzie First Nation nominate - Pam McCotter Kwantlen First Nation nominate - Ashley Doyle BC Conservation Officer Service nominate -Vacant New Deliverables for 2017 (highlights only) Action Item Lead ETA Develop a Committee Workplan Rod Stott Q2-2017 Council Review - December 2016 Page 298 Council Review - December 2016 Page 299 City of Maple Ridge Public Works Development Services - Ridge Meadows Recycling Society Business Plan 2017 - 2021 Departmental Overview Ridge Meadows Recycling Society (RMRS), a community-based, charitable non-profit organization, in partnership with Maple Ridge, provides Blue Box recycling collection, operates the Maple Ridge Recycling Depot and Intermediate Processing Facility and offers education on environmental issues in Maple Ridge. As a local employer, with a total of 64 full and part-time employees, the Society provides entry-level employment and training opportunities, as well as supported work and training for adults with developmental disabilities. RMRS is an award-winning environmental organization that has a highly motivated team who promotes the 3R's (Reduce, Reuse and Recycle), provides excellent customer service, seeks out partnerships to enhance recycling services and works to maximize financial and sustainability returns on recycled commodities. Strategic Alignment: • The partnership agreement between RMRS and the City aligns with Inter -governmental Relations and Partnerships as well as Citizen and Business Involvement in Sustainability Efforts. We are a community-based, non-profit organization working together with the City to provide services in unique and innovative method. Our vision of a waste -free, socially responsible community aligns well with Council environmental strategy of zero waste. Environmental goals are met by providing residential blue box pickup services to homes and apartments, managing the Maple Ridge Recycling Depot, as well as sorting, processing and marketing of recyclable commodities. Our location, adjacent to the solid waste transfer station, reduces travel for customers and truly provides a one-stop public drop-off for all waste items. • Council's Financial Management mandate is covered through our participation in the City's formal Business Planning process. A volunteer Board of Directors with strong membership and citizen participation, ensuring collection services and routes, fees, and operational and capital planning decisions make the best use of our collective resources. It also ensures this decision making is transparent and gives residents opportunities to become informed and to provide input. Citizen and Business involvement in sustainability efforts is achieved through our commitment to people of all abilities; the Society demonstrates new and innovative ways to ensure access and opportunities for employment, training and volunteer services to all residents of Maple Ridge. Ridge Meadows Recycling Society is one of the largest employers of adults with developmental disabilities in BC striving to enhance the quality of life and independence of all members of our community, clearly in alignment with Council's goal of a safe and livable community for all its citizens. Council Review - December 2016 Page 300 Business Perspective -Environmental Scan • Metro Vancouver hours of operation for the Transfer station will increase to be open all statutory holidays. The Recycling Depot hours will correspond with these extended hours resulting in added costs, as well as expanded level of service to public. • Responding to regional material bans at transfer stations or other facility has an impact on the types of materials accepted at the recycling depot. There are congestions issues because of our limited space and addition staff costs to process increase volume. • Implementing new Extended Producer Responsibility program items and advocating development of existing programs will help address some of the difficult to recycle materials not covered by programs that the public want to recycle. Continuous Improvement • Continue to expand our contact list from 8,312 to maximize our outreach efforts • Re -design of public access road and depot drop off area to improve traffic flow. • Continue to pursue Commercial commodity volume to maximize equipment potential. Accomplishments and Work in Progress (highlights only) Ongoing Deliverables • Provide weekly recycling pickup services to household and apartments • Operate the Maple Ridge Recycling drop-off depot 7 days per week with expanded opening hours. • Provide drop off services for all existing and new EPR commodities • Respond daily to all customer questions and complaints - file reports • Sell composters, solar cones and rain barrels annually • Administer the Brush Chipping program • Administer Low -flow Toilet Drop-off/Rebate Program % Complete Action Item Status or Outcome (and ETA if not 100%) Customer awareness/ satisfaction survey - random sampling of membership to determine knowledge of Report to Council October 2016. 100% MMBC program and commodities collected at the curb. Collection pickup program satisfaction questions. Customer awareness/ satisfaction survey - random sampling of Report to Council October 2016 100% membership to determine knowledge of Depot operations and services. Recommendation & report to Council of status of Multi -Material BC contract for Ongoing monitoring of regional contract 25% Printed Paper & Packaging Residential changes. Pickup Services. Recommendation & report to Council of status of Multi -Materials BC contract for Contract expires May 2018. Report to council 25% Printed Paper & Packaging Depot for further direction in 2 quarter of 2017. Services. Ongoing Deliverables • Provide weekly recycling pickup services to household and apartments • Operate the Maple Ridge Recycling drop-off depot 7 days per week with expanded opening hours. • Provide drop off services for all existing and new EPR commodities • Respond daily to all customer questions and complaints - file reports • Sell composters, solar cones and rain barrels annually • Administer the Brush Chipping program • Administer Low -flow Toilet Drop-off/Rebate Program Council Review - December 2016 Page 301 Ongoing Deliverables - cont'd • Daily tonnage counts; daily depot attendance counts; quarterly and annual reports • Administer, co-ordinate and report on programs with Multi -Material BC • Presentations to Council and participation in Business Planning process • Maintain and update website and all social media platforms • Continue to develop site expansion and redesign • Participate in other environmental and social service organizations, further building our knowledge beyond that gained throughout our 45 year history of environmentalism • Community educational displays; community workshops/presentation - Goal: 22 workshops • Conduct School workshops - Composting, Worms, Recycling, Lawn Care, Water Wise, Bear Aware, Waste Audits and others - Goal: 120 Student contact: 5,000 • Provide education: composting, solar cones and rain barrels; low -flow toilets and water conservation • Wildlife BC education program support and City subsidies wildlife resistant garbage can program. Commercial Recycling Services (Fee for Service) • Respond daily to all customer complaints - file report • Maintain and nurture existing relationships - 181 businesses • Report - daily/monthly/quarterly and annually on tonnage statistics by commodity • Solicit new business opportunities - 5 businesses signed up Human Service Programs • Monitor interactions with staff and customers • Secure working relationship with other agencies: Community Living BC (CLBC), Ridge Meadows Association for Community Living (RMACL), Possibilities Association, Fraser Health, (LAST)Life After School Transition Committee • Documentation and reports to CLBC • Assist and respond daily to all client needs Found Milestones • Scope of changes required for compliance with the new BC Societies Act. • Plastic commodities market has been greatly impacted by the new MMBC program resulting in no viable market for plastic items not covered by the MMBC program. Plastics products like; Rubbermaid containers, garbage cans, plastic toys may have a recycling #1,2,4,5 stamped on the bottom and use to be accepted, are no longer accepted as there is no market. Council Review - December 2016 Page 302 New Deliverables for 2017 Service Area Goal: Blue Box/ Apartment Recycling Pickup Collection Service • To reduce solid waste, improve customer participation rates, customer satisfaction and encourage proper sorting methods while providing weekly pickup collection for all residents in the urban & designated -for -service areas of Maple Ridge and multi -family buildings. Objectives.- Ensure bjectives:Ensure City fulfills terms of contract with Multi -Material BC • Fully informed residents who understand recycling source separation methods and benefits Measures • Annual tonnage recycled per household and report number of customer complaints • Random sampling of set out content. Action Item Lead ETA Target education campaign for Blue Box and Yellow bag Leanne Koehn October 2017 sorting and accepted items including displays and information at all scheduled events . Leanne Koehn September 2017 Expand Service area further east. Kim Day November 2017 Customer participation survey for Apartment complexes Leanne Koehn November 2017 Recommendation & report to Council of status of Multi- Kim Day 2nd quarter Material BC contract for Printed Paper & Packaging Residential Pickup Services. Kim Day 3rd quarter Service Area Goal: Maple Ridge Depot and Processing Service • To reduce solid waste, improve customer participation rates, customer satisfaction and expand the range of commodities collected by participating in new Extended Producer Responsibility programs. Administer and co-ordinate programs with Multi -Material BC for depot contract. Objectives., • Ensure City fulfills terms of contract with Multi -Material BC. • Expand range of materials accepted at the Depot as opportunities arise. • Fully informed residents who understand all materials that are accepted at the Depot. Measures • Depot visit participation report • Customer complaints Action Item Lead ETA Targeted education campaign for item NOT accepted at the Leanne Koehn October 2017 Depot Offer Public Depot tours highlighting items with low Leanne Koehn September 2017 awareness rates as determined by the 2016 survey. Dan Mikolay Recommendation & report to Council of status of Multi- Kim Day 2nd quarter Materials BC contract for Printed Paper & Packaging Depot Services. Report on status on Plastics market for non-MMBC program Kim Day 3rd quarter items. Council Review - December 2016 Page 303 Operating Budget Proposed Financial Plan 2017 - 2021 Public Works & Development Services - Ridge Meadows Recycling Society Proposed Changes or Remarks: Parcel Charges - Blue Box / Recycling Depot Charge • Recycling Rates are budgeted to increase by 1.67% in 2017 and 2018, the 3 remaining years increase is 2.75% annually. The 2017 units are updated to reflect the actual number of units being serviced. Contract • The contract increase is more significant than typical in 2017 to cover the additional operating hours required to match Metro Vancouver's change in operating hours at the transfer station. Capital Budget - None Incremental Packages - Attached Information Technology - None Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues Fees 100 100 - 0% 100 100 100 100 Parcel Charges- Blue Box 1,039 1,084 45 4% 1,114 1,156 1,199 1,245 Recycling Depot Charge 865 907 42 5% 931 966 1,003 1,040 Sale of Services 1,249 1,305 56 5% 1,305 1,305 1,305 1,305 3,253 3,396 143 4% 3,450 3,527 3,607 3,690 Expenditures Contract 2,307 2,475 168 7% 2,523 2,573 2,624 2,676 Insurance Expense 2 2 - 0% 2 2 2 2 Lease Expense 32 32 - 0% 32 32 32 32 Vehicle Charges 742 764 22 3% 787 811 835 860 3,083 3,273 190 6% 3,344 3,418 3,493 3,570 Internal Transfers Contribution to own Reserves 50 50 - 0% 50 50 50 50 Transfers to Reserve Funds 30 (17) (47) (156%) (35) (31) (27) (20) 80 33 (47) (59%) 15 19 23 30 Totals (90) (90) - 0% 11 (91) (90) (91) (90) Transfer to Recycling Reserve 90 90 0% 91 90 91 90 Transfer from Surplus - - - - - - Totals (100%) Proposed Changes or Remarks: Parcel Charges - Blue Box / Recycling Depot Charge • Recycling Rates are budgeted to increase by 1.67% in 2017 and 2018, the 3 remaining years increase is 2.75% annually. The 2017 units are updated to reflect the actual number of units being serviced. Contract • The contract increase is more significant than typical in 2017 to cover the additional operating hours required to match Metro Vancouver's change in operating hours at the transfer station. Capital Budget - None Incremental Packages - Attached Information Technology - None Council Review - December 2016 Page 304 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: This measure demonstrates Maple Ridge's ongoing CR05 Provide Work Opportunities for commitment to providing work opportunities to People with Development Disabilities people with a variety of skills & abilities in our community. EN08 Encourage Residents & Businesses Tonnage is an industry standard to measure to Reduce, Reuse & Recycle materials collected by various sectors. Council Review - December 2016 Page 305 Incremental Package Report 2017 Proposed Budget Division: Recycling Date: November 2016 Department: Engineering Submitted By: Kim Day Decision Unit: Large Item Pickup Program Package: 1 of 4 Activities/ Purpose: The existing Brush Chipping program would be replaced with the new Large Item Pickup Program. Residence can arrange for curbside collection of up to 2 large items each calendar year, per property. The large items for collection must be pre -schedule for pickup by the homeowner with Ridge Meadows Recycling Society. The homeowner will place the item at curbside on a specific day for pickup, based on a list of acceptable items and measurements covered by the program. (Restrictions apply) • The existing Brush Chipping program has average participation of approximately 2,500 residence, with an annual budget of $75,000 • Other Cities provide this program: Coquitlam, City of Langley, City of Surrey, City of Burnaby. Functions Performed/ Degree of Service: The annual chipping program has been in place for 11 years and was introduced as an alternative to burning. The program is expensive based on the tonnage diverted and the number of residence participating in the program, however the people that use the program like the service. The Large Item Pickup Program will offer services to all homeowners and may address some of the illegal dumping concerns. Acceptable Items: White Goods (washing machines, stoves, fridges, freezers, clothes dryers, dishwashers, etc) Lawn mowers, BBQ's, computers, TV's, Furniture (99kg or measuring 2 metres in any direction), Mattresses, Brush Yard trimmings (branchs, trees, brush (3'x3'x9') or 3 cubic metres) Alternatives Considered/ Reasons for Not Recommending: • Implement a full garbage, green waste/ organics pickup program • Public perception that comprehensive waste reduction is not a priority in Maple Ridge. • Non-compliance with the Metro Vancouver Solid Waste Management Plan targets for organics. • Increased garbage going to landfill. • Increased incident of illegal dumping as Metro Vancouver Tipping fees increase. • Option to consider: Run a pilot project for up to 800 homes in two areas (east & west). The research would include a one-time large item pickup for free with a follow-up survey to determine what a home owner would be willing to pay for this type of service. The service would be based on a user -pay by appointment only pickup schedule by specific area and date range. The goal of the pilot project would be to better determine the interest in the program and potential costs associated with the wide range of items that are to be covered in the service. Pilot Project costs: $25,000 Performance Measure: • Number of home owners participating • Tonnage collected Package: 2017 Budget Council Review - December 2016 Page 306 Revenue from Tax Levy $295.164 @$12.00 per property @24,597 Ooerating Costs Wages: $139,729 (Truck Driver, Swamper & Administration) Truck expenses 36,000 Chipping expense $69,200 (2014 estimate - 600 hours @$112/hr) Disposal/tipping 50,235 (weight @ transfer station @$15 min.) $295,164 Council Review - December 2016 Page 307 Incremental Package Report 2017 Proposed Budget Division: Recycling Date: November 2016 Department: Engineering Submitted By: Kim Day Decision Unit: Brush Chipping Pickup Program Package: 2 of 4 Activities/ Purpose: The Brush Chipping program started in 2004 with a goal to offer an alternative to burning. The service is offered twice a year in April and October. In the beginning, the City operations department hired part-time staff to administered and co-ordinated this program with the homeowners and the Chipping contractors. In 2009, Ridge Meadows Recycling Society partnered with the City to provide the administration, supervision and all statistical reporting on this program. The existing Brush Chipping program has average participation of approximately 2,500 residents, with an annual budget of $75,000. The program has become more widely used since Council approved and promoted the service to assist homeowners with cleanup resulting from the windstorm in 2015. Participation in the Spring 2016 program was 2,167 pickups, on target to far exceed previous years and resulting in a budget short -fall. Functions Performed/ Degree of Service: The annual chipping program has been in place for 11 years and was introduced as an alternative to burning. The program is expensive based on the tonnage diverted and the number of residence participating in the program, however the people that use the program like the service. The 2016 Recycling Customer Satisfaction survey asked the question," Are you aware of the City's Annual Brush Chipping Program?" 64% of responses were "yes." Performance Measure: • Number of home owners participating • Tonnage collected Alternatives Considered/ Reasons for Not Recommending_ • Implement a Large Item pickup program and include chipping in the program. • Public perception that comprehensive waste reduction is not a priority in Maple Ridge. • Non compliance with the Metro Vancouver Solid Waste Management Plan targets for organics. • Increased incident of illegal dumping as Metro Vancouver Tipping fees increase. Package: Annual Brush Chipping Pickup Program 2017 Budge Program Costs: $85,000 Less- Existing Budget $75,000 Total: $10,000 Council Review - December 2016 Page 308 Incremental Package Report 2017 Proposed Budget Division: Recycling Date: November 2016 Department: Engineering Decision Unit: HHW - Household Hazardous Waste Round -Up Day Package: 3 of 4 Activities/ Purpose: To remove a significant portion of HHW materials from the waste stream and facilitate the removal of hazardous wastes from basements and garages within our community. Ensuring hazardous materials do not enter ground water from illegal dumping is a focus of this program. To hold a one day collection event in 2017. Functions Performed/ Degree of Service: • To recognize that many residents have old toxic products in decomposing containers that need environmentally safe disposal. • Flyer to each household to promote a one day collection event for household hazardous wastes. • A one day collection event, from 8am to 4pm, will be held in May. • Product Care Association will attend and assist with collection of all products covered by their program, including left over paint, aerosols, solvents, pesticides, gasoline. This collection is at no cost. • Society staff will collect all other materials regularly collected at the Maple Ridge Recycling Depot. • An Environmental Company will be contracted to handle all the toxic materials not covered by any of the Product Stewardship Companies • All residential hazardous materials will be accepted, even unidentified products, however radioactive materials or explosives will not be accepted. • Commercial materials will not be accepted. Alternatives Considered/ Reasons for Not Recommending: • Do nothing and residents will continue to stockpile toxic materials that will eventually leach into the environment or be disposed of incorrectly and enter the waste stream. • Hold an event and charge a fee per car to offset the cost of the Environmental Contractor. Provide a by -appointment disposal facility so residents can dispose of these materials throughout the year. • Metro Vancouver is not supportive on these events as HHW is a provincial responsibility Council Review - December 2016 Page 309 Package: 2017 Budget Insurance $ 2,500 Promotion & Advertising 5,000 Net Staffing costs 2,500 Environmental Contractor fees $80,000 (This fee could be much more or less depending on products collected) Total 90 000 Council Review - December 2016 Page 310 Incremental Package Report 2017 Proposed Budget Division: Recycling Date: November, 2017 Department: Engineering Submitted By: Kim Day Decision Unit: Part-time Community Events Recycling Education and Outreach workers. Package: 4 of 4 Activities/ Purpose: To provide recycling, garbage and organic services at community festivals and events. Provide a staff presence at areas designated as recycling and garbage. To educate and promote zero waste initiatives to people attending the events by assisting and directing them to use the proper disposal method for various items; recycling, composting or garbage. Functions Performed/ Degree of Service: • To have a staff and/or volunteer presence at up to 20 community festivals event days held in the Maple Ridge area who are responsible for recycling and garbage/organic management. • To monitor and supervise the public disposal of recycling, food scraps and garbage at events. Based on up to 3 supervised stations per event. • To provide recycling/organics/garbage stations for use at events. • To expand the City's support of people with disabilities by providing work opportunities at these events. Alternatives Considered/ Reasons for Not Recommending: • Do nothing - may not achieve the "green -festival" goal. • Continue to pursue volunteer involvement to manage this service Performance Measure: • Number of events attending Package: 2017 Budget Part-time Wage based on up to 20 events $ 10,000 Promotion & Advertising & equipment 5,000 $15,000