HomeMy WebLinkAbout2019-09-17 Workshop Agenda and Reports.pdfCity of Maple Ridge COUNCIL WORKSHOP AGENDA September 17, 2019 3:00p.m. PLEASE NOTE THE CHANGE IN TIME Blaney Room, 1st Floor, City Hall The purpose of the Council Workshop is to review and discuss policies and other items of interest to Council. Although resolutions may be passed at this meeting, the intent is to make a consensus decision to send an item to Council for debate and vote or refer the item back to staff for more information or clarification. The meeting is live streamed and recorded by the City of Maple Ridge. September 17. 2019 Public Hearing 1. APPROVAL OF THE AGENDA 2. ADOPTION OF MINUTES REMINDERS 3. PRESENTA T/ONS AT THE REQUEST OF COUNCIL 4. UNFINISHED AND NEW BUS/NESS 7:00 p.m. 4.1 Secondary Suites Regulatory Review: Accountability Mechanisms Staff report dated September 17, 2019 recommending options for regulation of accountability mechanisms for secondary suites. 4.2 Community Social Safety Plan Update Staff report dated September 17, 2019 recommending that the Community Social Safety Initiative process be endorsed and that the Terms of Reference for the Community Social Safety Task Force be endorsed.
Council Workshop Agenda September 17, 2019 Page 2 of 3 --------·--~ 4.3 Strategic Plan Progress Report and Council Workplan Matrix Staff report dated September 17, 2019 recommending that the attachment to the Council Workshop report titled "Strategic Plan Progress Report and Council Workplan Matrix" be forwarded to the October 1, 2019 Council meeting. 5. CORRESPONDENCE 5.1 Upcoming Events By Invitation to Mayor and Council September 20, 2019 12:00 -2:00 pm September 20, 2019 6:30 -9:30 pm September 21, 2019 1:00 am to 12:00 pm September 21, 2019 12:00 -3:00 pm September 21, 2019 6:30 -10:00 pm September 22, 2019 12:00 -1:00 pm September 22, 2019 1:00 -3:00 pm Katzie Health & Community Centre -19700a Salish Road, Katzie First Nation, Pitt Meadows Host: Katzie First Nation & Kwantlen First Nation Super 30 -Bollywood Documentary Film Screening The ACT Arts Centre Maple Ridge Ale Trail Launch, Memorial Peace Park, Maple Ridge Host: Maple Ridge Economic Development & Tourism Office Favourite Finds Grand Re-Opening, Valley Fair Mall, Maple Ridge Host: Favourite Finds The ACT Arts Centre -Season Opening Reception & Optional Performance by Leahy, The ACT Arts Centre, Maple Ridge Host: The ACT Arts Centre Ridge Meadows Rivers Day, Allco Fish Hatchery, Maple Ridge Host: Alouette River Management Society BC Culture Days, Heritage Park Centre, 22770 Prentis Avenue, Mission Host: BC Culture Days General Community Events September 17, 2019 7:00 -900 pm September 19, 2019 7:00 -9:00 pm Lobby Night -Golden Ears Writers, The ACT Arts Centre, Maple Ridge Host: The ACT Arts Centre Lobby Night -Philosopher's Cafe, The ACT Arts Centre, Maple Ridge Host: The ACT Arts Centre ' ' ' ,_ ' '
Council Workshop Agenda September 17, 2019 Page 3 of 3 September 21, 2019 9:00 am -2:00 pm September 21, 2019 10:00 am - 2:00 pm September 24, 2019 11:20 am -3:00 pm September 24, 2019 7:00 -9:00 pm Haney Farmers Market, Memorial Peace Park, Maple Ridge Organizer: Haney Farmers Market GETI Fest, Memorial Peace Park, Maple Ridge Host: GETI, Haney Farmers Market, Maple Ridge Parks, Recreation & Culture Cops for Cancer, Host: Cops for Cancer Lobby Night -Celtic Jam with Nigel Tucker, The ACT Arts Centre, Maple Ridge Host: The ACT Arts Centre 6. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL 7. MATTERS DEEMED EXPEDIENT 8. ADJOURNMENT Appm,P Date:~ Space below for Clerk's Department Use Only Checked by: Date:
l~-mapleridge.ca City of Maple Ridge TO: His Worship Michael Morden and Members of Council Chief Administrative Officer MEETING DATE: September 17, 2019 FILE NO: 2017-360--RZ FROM: MEETING: Workshop SUBJECT: Secondary Suite Regulatory Review: Accountability Mechanisms EXECUTIVE SUMMARY: At the June 25, 2019 Workshop meeting, Council passed the following resolution: That staff bring back a report exploring accountability mechanisms related to the Social Housing Plan and the matter of owner occupancy for secondary suites; and further That the May 7th, 2019 Council motion directing the abeyance of a current bylaw enforcement issue related to the requirement of owner occupancy of a secondary suite be renewed. During the Workshop, Council discussed a desire to encourage more rental units while also implementing mechanisms for ensuring accountability on the part of the property owner. Concerns around private home tourist lodging within residential areas were raised. This report provides a discussion on the owner occupancy issue and introduces potential mechanisms for property owner accountability. Options for moving forward are presented for consideration, including private home tourist lodging. RECOMMENDATION: That staff be directed to proceed with Council's preferred options for regulation of accountability mechanisms for secondary suites, as presented in Appendix B attached to the staff report titled ''.Secondary Suite Regulatory Review: Accountability Mechanisms", dated September 17, 2019. 1.0 BACKGROUND The review of current regulations for secondary suites (SS) and detached garden suites (DGS) has been underway since Fall 2017 and has included a public consultation process focused on the SS and DGS regulations. The process has included public consultation and a DGS pilot project aimed at encouraging more SS rental units. 4.1 Page 1 of 12
On January 14, 2019, a report was presented at Workshop that outlined a process for phase 2 of the DGS pilot project. The following is Council's resolution from the January 14th Workshop: That staff be directed to not proceed with phase 2 of the DGS Pilot Project and report back to Council with information on the options discussed in the report titled Review of Regulations for Secondary Suites and Detached Garden Suites: Public consultation Outcomes, dated February 6, 2018. At the May 7, 2019 Workshop, Council passed the following resolution: That staff bring back the consideration of removing the requirement for owner occupancy in homes with secondary suites, along with appropriate accountability mechanisms, on June 25 and further That the current bylaw enforcement issue related to this item be held in abeyance until after the matter is considered on June 25, 2019. The following six options for potential expansion of the SS regulations were presented at the June 25, 2019 Workshop for Council's consideration: 1. Remove owner-occupancy requirement; 2. Expand allowance of a secondary suite in all single-family residential zones (in Town Centre only); 3. Allow a secondary suite in a duplex unit (RT-1 zone); 4. Reduce permitted minimum secondary suite unit size to 20.3m2 (219 ft2); 5. Allow a lock-off suite in a townhouse development; and 6. Allow a lock-off suite in an apartment development. While Council indicated a desire to explore property owner accountability mechanisms that may give Council greater comfort to consider item 1 above, being removal of the owner-occupancy requirement, items 2 through 6 were not supported for further consideration at this time. During this meeting, Council expressed a desire to increase the number of rental units, but also stated concerns with illegal suites, short-term tourist rentals (such as Air BnB), and how to enforce property owner accountability. Council passed the following resolution at the June 25th Workshop: That staff bring back a report exploring accountability mechanisms related to the Social Housing Plan and the matter of owner occupancy for secondary suites; and further That the May 71h, 2019 Council motion directing the abeyance of a current bylaw enforcement issue related to the requirement of owner occupancy of a secondary suite be renewed. 2.0 CURRENT ACCESSORY DWELLING UNIT REQUIREMENTS Under current Zoning Bylaw requirements, property owners with an accessory dwelling unit (ADU) (i.e. SS, DGS, or Temporary Residential Unit -TRU) must reside on the site, either within the principal dwelling unit or the accessory unit. Registration of an ADU with the City requires completion of a building permit approval process. To register an existing ADU, the property owner must apply for a special inspection (at a cost of $270) and provide a floor plan. After the special inspection, the Page 2 of 12 ---i
applicant will receive a letter from the City advising what upgrades, if any, are required to meet the BC Building Code (BCBC). If upgrades are required, the property owner will need to complete the building permit process. Final occupancy of the ADU will not be approved until a Housing Covenant is registered on the property title confirming that the property owner will reside on the site and provide one onsite parking space for the ADU occupant(s). The Housing Covenant remains on title if the property is sold and the new owner automatically becomes party to the Covenant and the conditions contained therein. Once the accessory dwelling unit is registered with the City, additional property taxes will be collected each year (where applicable) for: • Sewer -approximately 100% of billing amount for principal dwelling unit; • Water -approximately 50% of billing amount for principal dwelling unit; and • Recycling -approximately 50% of billing amount for principal dwelling unit. Additionally, there is a likelihood that a property with an ADU will be assessed at a higher value, leading to an increase in property taxes overall. If the property owner moves off of the site, the City may enforce the owner-occupancy requirement and give the property owner the option to move back or decommission the rental unit. Decommissioning an ADU requires a "change of use" building permit process, wherein final approval will require removal of suite components (such as a stove and kitchen cupboards) and discharge of the covenant that defines the unit as a self-contained suite. Once an ADU has been confirmed as "decommissioned", the City's Property Tax Department will have the additional ADU taxes removed from the property tax assessment. Currently, Maple Ridge Bylaws staff do not proactivity seek out non-compliant ADUs, but do pursue bylaw infractions if a non-compliant ADU is identified when responding to a complaint, regardless of whether the issue under investigation is related to the ADU or not. 2.1 Business Licence Requirements The Maple Ridge Business Licence Bylaw (No. 6815-2011) requires that an absentee landlord with two or more rental properties obtain a business licence. The information required when applying includes property owner contact information, as well as property manager contact information, if applicable. A business licence must be renewed annually, at which time any changes in contact information is also updated. 2.2 Bylaw Enforcement and Review Maple Ridge currently has a Noise Bylaw (No. 5122-1994) and an Untidy and Unsightly Premises Bylaw (No. 6533-2007), which are commonly enforced for related complaints in residential neighbourhoods. Currently, if a noise or unsightly premises complaint is received, the Licences & Bylaws Department will undertake an investigation to determine if the complaint is valid. The penalty can be in the form of a ticket and/or determined through the Provincial Court system. The Licences & Bylaws Department is in the process of reviewing these bylaws for potential updates and is also drafting a nuisance bylaw for Council's consideration. Page 3 of 12 ' ' ' ,_
2.3 Enforcement on Non-Compliant SS Units Currently, the Bylaws Department is enforcing on non-compliant SS units on a complaint basis, or if Bylaws Staff come upon a non-compliant SS unit during an investigation. Directing the Bylaws Department to take a proactive enforcement approach with non-registered ADU's is an option available to Council. However, it should be considered that property owners who rely on a rental unit as a mortgage helper in order to afford their principal residence may be faced with a difficult decision if they cannot afford the BCBC upgrade requirements for an unregistered suite. The costs associated with meeting current BCBC standards is one of the biggest hurdles for property owners who want to take advantage of the extra income their property can generate through the rental housing market. Unfortunately, for some property owners, particularly those who need the rental income to help pay a mortgage on their principal dwelling unit, meeting the BCBC requirements is cost prohibitive and may largely be the reason that they have not sought registration with the City. • Under the current enforcement approach, there is a strong incentive for property owners of unregistered rental units who need a mortgage helper to be selective in who is renting their SS and to address the concerns of their neighbours immediately. 2.4 Current Approach on Private Home Tourist Lodging Currently, private home tourist lodging is only permitted where the site is registered with the City as a bed and breakfast and has received the required building permit approvals to operate such an establishment. In instances where a complaint investigation results in identification of tourist lodging occurring in a private home (such as Air BnB, or Vacation Rental by Owner) that is not registered as a bed and breakfast, the Licences & Bylaws Department will enforce on the property owner to suspend the operation. Typically, complaints are generated from neighbours who see different people and vehicles arriving at the property on a regular basis and are also bothered by parking issues, household garbage left out on property, as well as noise from tourists who are not being considerate of others living in a residential neighbourhood. 3.0 POTENTIAL REMOVAL OF OWNER-OCCUPANCY REQUIREMENT At the May 7, 2019 Council meeting, a resolution was passed instructing the Licences & Bylaws Department to not enforce on a SS that was owned by an absentee landlord. This abeyance directive was upheld through a subsequent resolution passed during the June 25, 2019 Council workshop. While it is difficult to estimate how many SS units are rented out by absentee landlords, it is clear that these units would not become compliant rental properties unless the property owner were to choose to move back onto the property. Because some property owners retain rental properties for investment purposes only and often do not live in Maple Ridge, the likely result, should enforcement proceed, is that the SS is decommissioned and the renters are forced to move out of the unit. A review of complaints received by the Licences & Bylaws Department show that the number of complaints on absentee owners of secondary suite units is low, with the following numbers over the past three years: 2017 -12 complaints received; 2018 -12 complaints received; 2019 -11 complaints received (up to May 30, 2019) Page 4 of 12
Requiring property owners to reside on the property with a rental unit does help to ensure some form of owner accountability, as landlords will likely be more selective when interviewing potential renters. Additionally, it is largely perceived that property owners residing on a property with a rental unit are more likely to keep up with outdoor maintenance, as opposed to an investment rental property where an owner spends minimal time and relies on tenants to do the maintenance work. While these perceptions are sometimes accurate, there are also instances where property owners do not behave in a responsible manner within the neighbourhood in which they live, nor maintain a reasonable level of upkeep on their residence. While removal of the owner-occupancy requirement would create an incentive for current absentee landlords of a SS to bring the unit into compliance, it would also mostly likely encourage more investment in rental properties, thereby leading to an increase in rental units. 4.0 EXPLORATION OF ACCOUNTABILITY MECHANISMS FORSS UNIT PROPERTY OWNERS The following four mechanisms have been explored as possible options for increasing SS property owner accountability: 1. Rental Unit Housing Agreements; 2. "Good Neighbour" Agreement in Business Licence Bylaw; 3. Enforcement Program with two year notification period; and 4. Enforcement Program to commence immediately. Each of the above items are discussed further in this report and comments are provided that highlight the advantages and disadvantages to be considered in determining potential options. 4.1 Rental Unit Housing Agreements The use of Housing Agreements as a legislative tool are authorized through Section 483 of the Local Government Act (LGA) for the purpose of creating and maintaining affordable and special needs housing. Housing Agreements are enacted by bylaw and intended to enable local governments to establish conditions that are not within the scope of other regulatory tools, such as a Zoning Bylaw or a restrictive covenant (permitted under Section 219 of the Land Title Act). Once the Housing Agreement bylaw is adopted and fully executed by the City and the property owner, the document becomes a contract between the two parties. Because a Housing Agreement is registered on the property Title, the Agreement runs with the land and if the property changes hands, the new owners are bound by the Agreement's conditions. The LGA permits Housing Agreements to contain the following: a) The form of tenure of the housing units; b) The availability of the housing units to classes of person identified in the agreement or the bylaw under subsection (1) for the agreement; c) The administration and management of the housing units, including the manner in which the housing units will be made available to persons within a class referred to in paragraph (b); d) Rents and lease, sale or share prices that may be charged, and the rates at which these may be increased over time, as specified in the agreement or as determined in accordance with a formula specified in the agreement. Page 5 of 12
It should be noted here that the need to bring a housing agreement bylaw to Council for every ADU registration with the City to Council for bylaw approval would be onerous on the City as well as the property owners. The current number of registered ADUs with the City are: 535 SS, 58 DGS, and 607 temporary residential units (TRUs). 4.1.1 Enforcement of Housing Agreements While enforcement of a Housing Agreement is an option if the City becomes aware of a non-compliance, it is not always practical or feasible. Three standard legal options available for ensuring Housing Agreement compliance are: 1. Monitoring Compliance 2. Seeking Damages 3. Court Injunction 1. Monitoring Compliance Various mechanisms could be put into place to help monitor compliance of these units with a Housing Agreement, such as annuai inspections of each unit by a Bylaw Compliance Officer and/or an annual compliance report to be completed by the property owner. However, additional staff resources would be needed to administer either of these options. While an annual inspection by City staff would be the most effective monitoring approach, it would also be the most costly and resource intensive. 2. Seeking Damages Depending on the identified breach of a Housing Agreement, the appropriate remedy may be to seek damages through the court system. However, similar to the monitoring approach above, the staff resources and legal costs for preparing a case and attending court would also be expensive. The City's solicitor has advised that it would be difficult for a local government to prove to a court that it is suffering a loss if the property owner was not providing sufficient oversight of a rental property. As such, this approach may not be an effective remedy for a Housing Agreement breach. 3. Court Injunction While this legal option is effective, it is only useful for stopping an ongoing breach (such as, changing the registered use of a SS to a vacation rental unit) and cannot address a one-time infraction (such as, changing the registered use to a vacation rental unit for a set period of time, either while the existing long-term tenant is out of town or between long-term tenant rentals). It should be noted that obtaining a court injunction can be a resource intensive and expensive undertaking. 4.1.2 Advantages & Disadvantages of Housing Agreements Advantages: • This document is an agreement that specifically outlines municipal expectations for property owners to follow with regard to rental property; • Is a legal document that is registered on a property title and runs with the land, so is intended to be enforceable on subsequent property owners. Page 6 of 12
Disadvantages: • A bylaw must be passed for each housing agreement that is registered within the municipality. Going through a bylaw process for every rental unit being registered with the City would be a time consuming and resource intensive undertaking; • Enforceability of a housing agreement through the court system is expensive and also resource intensive, with no guarantee that an agreement breach will be resolved in a satisfactory manner. Comments: While a Housing Agreement are an effective mechanism for ensuring accountability in very specific and limited situations, they are not an ideal regulatory tool for broad application with SS property owners. Because of the resource intensive and time consuming nature of enforcement, this option is not recommended. 4.2 Consider "Good Neighbour" Agreement Several municipalities have adopted "good neighbour" bylaws or policies intended to educate, regulate, and enforce good neighbour behavior within the community. Some of these municipalities include Mission, Abbotsford, Kamloops, Campbell River, Oliver, Vernon and Kelowna. Each of these bylaws contains restrictions and requirements with regard to noise, nuisance, and unsightly premises, with other restrictions included in some bylaws. A municipal scan matrix is attached as Appendix A. As discussed in Section 2.2 above, Maple Ridge already has bylaws in place to address the common complaint issues of noise and unsightly premises, which are currently being reviewed, and a nuisance bylaw is also being drafted. The City of Surrey has something slightly different than a bylaw in a Good Neighbour Agreement Policy. This policy is related to businesses ensuring that their operation is not negatively impacting neighbouring properties. The approach used through this policy is to require that a business licence applicant sign a "Good Neighbour Agreement" as a condition of receiving business licence approval. While Surrey's Good Neighbour policy is focused mainly on liquor serving establishments, it is an option that could be considered for specific business uses or as a general provision of the Maple Ridge Business Licence Bylaw. If Council were to choose this option, the Business Licence Bylaw could be included with the current bylaw review to look at incorporating a Good Neighbour Agreement Policy for absentee landlords. The Business Licence Bylaw could also be amended to require that all absentee landlords must obtain a business licence, even if they only own one rental unit. The benefit here would be that contact information for absentee landlords is available to the City. Additionally, the Good Neighbour Agreement could also be updated annually with a requirement that property owners must reaffirm their Good Neighbour Agreement before business licence renewal would be granted. 4.2.1 Advantage & Disadvantages of Good Neighbour Agreement Advantages: • Provides an opportunity for a more comprehensive review of bylaws that promote good neighbourly behaviour within the community; • Would help educate property owners on expectations and regulations upon unit registration and a reminder would be provided each year with business licence renewal; Page 7 of 12
• Would not have a significant impact on staff resources or cause any delays for property owners who want to complete a rental unit registration with the City; and • Would assist the Licences & Bylaws Department when dealing with property owners regarding complaints on rental properties and could lead to being able to move more quickly through an investigation and potentially suspend the business licence. Disadvantages: • Enforcing on contravention of the Business Licence Bylaw could result in taking away the business licence of an absentee landlord, but tenant eviction may be more difficult, particularly if the unit in question is a stand alone dwelling, such as a single-family house, townhouse, or apartment, wherein kitchen facilities would not be removed. However, legal options with bylaw changes could be further explored. Comments: The advantages of a Good Neighbour Agreement make it a cost-effective and viable option to cMsider. While it cannot offer assurance for compliance, the fact that it will ensure awareness and education on an annual basis will help. Additionally, incorporating awareness and education through the Good Neighbour Agreement will assist the Licences & Bylaws Department when dealing with property owners on enforcement issues, particularly if the issue were to end up in court. Because there is no real down side to this option, it is recommended to be pursued further. 4.3 Review of Private Home Tourist Lodging The growing number of private home tourist lodging ventures within the community is becoming a concern with residents and Council. While private home tourist lodging is currently being enforced upon by the Licences & Bylaws Department, as discussed in Section 2.4 above, it may be prudent to review situations where private home tourist lodging is acceptable, such as in the case of a registered bed and breakfast establishment, and where it is not. If Council chooses to undertake a review of private home tourist lodging, one consideration is whether to explore if there are lodging scenarios that are not classified as a traditional bed and breakfast, but are able to be regulated and managed responsibly within the community. Another consideration is the need to safeguard the community's long-term rental stock. Additionally, the timing of such a review should also consider the upcoming Summer Games in 2020. It is anticipated that tourist accommodations will be in short supply next year during the Summer Games event and that many homeowners will want to earn extra income as a "host family" for the period of time athletes, coaches and their families will be staying for the event. The types of accommodations serving as "host families" may look very similar to what is known as Air BnB or Vacation Rental by Owner and tourists will likely be charged accordingly. There are various possible outcomes to weigh in determining the best approach to private home tourist lodging over the course of the Summer Games event, including whether or not neighbours of "host families" feel impacted by tourists staying nearby. However, choosing to not enforce on private home tourist lodging during a period of two weeks (approximately July 19-31), will help ensure that athletes, coaches, and families are able to get accommodations close to the sports venues and that local businesses benefit from an influx of tourists spending time and money in the community. If Council chooses to undertake a review of private home tourist lodging, it is recommended that staff proceed to explore how other municipalities are managing this worldwide trend and come back to Council with a proposed management approach in the Fall of 2020. Page 8 of 12 ' f _
4.3.1 Advantages & Disadvantages of a Private Home Tourist Lodging Review Advantages: • Help staff and Council better understand the private home tourist lodging phenomena occurring worldwide and how it should be managed in Maple Ridge; • Explore options for providing more tourist lodging options to ensure that travellers who want to spend time and money in the community are able to do so. Disadvantages: • While there is no downside to undertaking a private home tourist lodging review, waiting until Fall 2020 and choosing to not enforce during a two week period around the Summer Games may have an impact on Licences & Bylaws with an influx of complaints during the event. Comments: It is likely that private home tourist lodging is going to persist and grow worldwide over time. Many larger Canadian cities that have experienced rapid growth of tourist lodging in private homes are grappling with this issue. Approximately one year ago, the City of Vancouver brought in regulations for short-term rentals in private homes in response to this expanding market and potential loss of long-term rentals. As this trend in tourist accommodations expands into smaller communities, like Maple Ridge, it is recommended that an inter-departmental review involving Licences & Bylaws, Building, and Planning be considered. 4.4 Enforcement Program -After Two Year Public Notification A compliance program approach would involve Licences & Bylaws staff to search through rental notices (either on line notice boards, newspaper, or other) and make contact in order to view the unit and enforce on the non-compliance aspect. The next steps will involve the Building Department, as the property owner will require a building permit to either bring the suite up to current BCBC or decommission the unit. A two year notification approach would allow some time for property owners with an existing unregistered SS unit to financially prepare for the costs related to bringing their unit up to current BC Building Code (BCBC) requirements. Many basement suites are rented out in order that the property owners living upstairs can afford to pay their mortgage. It is anticipated that many inspections undertaken by the Building Department will result in identifying units that do not currently meet the BC Building Code. Property owners will then have the option to undertake the work and expense to bring the unit into compliance, or alternatively choose to decommission the suite. The two year notification could commence at any time with a voluntary compliance period, wherein the $270 special inspection fee would be reduced or waived. Additionally, if a monetary pentalty were to kick in at the two year mark (for example $1,000), this would create an incentive for property owners to not wait until being enforced upon. Delaying an enforcement approach would provide the City with time to identify staffing needs, fill needed positions, and provide training. Page 9 of 12 1=
Potential Changes to the BCBC A potential change in the BCBC may be coming to assist property owners who either have an existing unregistered SS or want to construct a new SS unit. The BC Ministry of Municipal Affairs and Housing is currently reviewing the standards for design and construction of SS units within the BCBC, which will potentially make it easier and less costly for property owners to come into compliance with municipal regulations. See attached link below for information on the proposed BCBC changes: https://www2.gov.bc.ca/gov/content/industry/construction-industry/building-codes-standards/the-codes/public-review While the Province is close to completing its review of proposed changes, it is anticipated that a final decision and potential adoption could occur by the end of 2019. In consideration of the hardship that many property owners may face through being enforced upon to comply with the BCBC, it would help ease the economic burden for non-compliant SS owners prior to considering a more pro-active Bylaws enforcement approach on unregistered SS units. 4.4.1 Advantages & Disadvantages of an Enforcement Program after Notification Period Advantages: • Allows time for property owners in need of rental income to financially prepare for the costs related to bringing a suite into code compliance; • The proposed changes to the BCBC should be in effect by the two year mark and property owners can begin to investigate costs under the more flexible requirements; and • Allows time for a review of City resources to determine additional staffing needs for administering the enforcement program. Disadvantages: • The delay in enforcement means that it will take longer to get non-compliant rental units into compliance with regard to safety, property owner accountability, and property tax adjustments. Comments: If Council chooses to pursue an enforcement approach, one with a notification period is recommended. Under a two year notification timeline, property owner and City staff will have time to prepare. Additionally, it is likely that some property owners will come in to get the building permit application underway at various times throughout the two year time period, which will help the work over a more manageable time period in the short-term. Additionally, if the BCBC changes are adopted within the next six months, property owners will have time to plan for upgrades with a more accurate cost estimate for meeting the requirements. 4.5 Enforcement Program -Immediate Commencement Immediate commencement of an ADU compliance program is an option for Council to consider and while it would begin to address non-registered ADU's in the short-term, it would also present challenges for City staff to manage the significant workload generated through this approach. If Council were to choose this approach, a monetary penalty could be implemented (for example $1,000 as discussed in 4.3.1 above) for those who are enforced upon by the Licences & Bylaws Department and for those who come to the City and voluntarily apply for a building permit, the penalty could be waived. Page 10 of 12
4.5.1 Advantages & Disadvantages of an Immediate Enforcement Program Advantage: • Existing unregistered units will be brought into compliance in the short to medium term, compared to undertaking the two year notification approach. Disadvantages: • Would cause immediate hardship for property owners in need of rental income to help with the mortgage on their home; • All units found to not be in compliance prior to the Province's adoption of changes to the BCBC will be required to follow the existing regulations; and • Would cause a significant strain on existing staff resources to administer the enforcement program. Comments: If an enforcement program were to commence immediately, it would create challenges for both property owners and City staffing resources. While an enforcement program can be an effective approach to ensuring bylaw compliance with rental units, it is recommended that an immediate enforcement program not be pursued. 5.0 OPTIONS FOR CONSIDERATION The options discussed in this report are aimed at increasing property owner accountability on rental properties and provide a potential foundation for supporting removal of the owner occupancy requirement. The attached Decision Matrix (Appendix B) provides a summary of the options discussed in this report and is intended to serve as a worksheet to help Council determine which options, listed below, that they wish to pursue further. Accountability Options for Consideration 1. Removal of Owner Occupancy Requirement; 2. Housing Agreement Bylaw (for each SS unit registered); 3. "Good Neighbour" Agreement in Business Licence Bylaw; 4. Review of private home tourist lodging regulations; 5. Undertaking an ADU Enforcement Program with a two-year notification period; and/or 6. Undertaking an ADU Enforcement Program immediately; 7. Other options, as identified by Council; and/or 8. None of the above. See attached Decision Matrix for determining which above options are preferred and to be moved forward through to implementation. Page 11 of 12
6.0 CONCLUSION: The accountability mechanisms provided in this report are intended to help establish accountability for property owners of rental units and also to facilitate further discussion and consideration of the owner occupancy requirement for secondary suites and detached garden suite units. While it is clear that there already exist non-compliant absentee owner units, it is difficult to determine the approximate number and how much this may be increasing each year. There are both advantages and disadvantages to removing the requirement, but if it is determined that this is the route to follow, it makes sense to ensure there are sufficient accountability mechanisms in place. Prepare~Zbsiak, MRM, MCIP, RPP Planner 2 Reviewed by: Charles R Director of cd&1u Approved by: Christine Carter, M.PL, MCIP, RPP GM: Pl nning & Development Services The following appendices are attached hereto: Appendix A: Municipal Scan of Good Neighbour Bylaws Appendix B: ADU Accountability Mechanisms Decision Matrix Page 12 of 12 I
APPENDIX A
APPENDIX B
TO: City of Maple Ridge His Worship Michael Morden and Members of Council MEETING DATE: September 17, 2019 FILE NO: FROM: Chief Administrative Officer MEETING: Workshop SUBJECT: Community Social Safety Plan Update EXECUTIVE SUMMARY: On February 12, 2019 Council endorsed a Community Safety Plan development process that would utilize: 1. Best practices in community safety planning that incorporates a holistic and multi-disciplinary framework; 2. A process aimed at achieving a mutual understanding amongst participating organizations, information sharing, and identifying gaps in needs and services; 3. A range of participants that includes City staff and subject matter experts within the community, as well as other organizations that can provide sector, programming insights and data. On July 2, 2019, Council passed a resolution directing staff to establish a committee and bring back a Terms of Reference for endorsement. The July 2, 2019 report also established a project framework comprised of the following three components: 1. Citizens feel safe and are engaged in the community 2. Citizens are protected 3. Citizen's well-being is supported The July 2, 2019 Council report also identified a number of key immediate action items, related to each of the three above noted goals. These initial steps in the Community Social Safety Initiative (CSSI) form Phase 1 of the project and the action items, compiled into a Community Safety Action Plan, are currently underway. An update on the Action Plan is provided in this report. This report also provides an outline of a proposed four-phase approach for the CSSI process that establishes how a multi-jurisdictional Community Social Safety Task Force will contribute expertise, guidance, and potential partnership opportunities into the Community Social Safety Plan. RECOMMENDATION: That, further to the "Community Social Safety Plan Update" staff report, dated September 17, 2019, 1. The Community Social Safety Initiative process, as outlined in Appendix B, be endorsed; and 2. The Terms of Reference for the Community Social Safety Task Force, be endorsed. 4.2 Page 1 of 6
1.0 BACKGROUND On February 12, 2019 Council endorsed a Community Safety Plan development process (Appendix A), that is intended to consolidate community-wide efforts and include various sectors into a broad ranging Community Safety Plan. Community safety is a top Council priority that is clearly stated in Council's 2019-2022 Strategic Plan, adopted on April 9, 2019. At the July 2, 2019 Council workshop, the following resolutions were passed: That $100,000 be funded from the Community Safety Plan budget for a dedicated resource to support the development of the Community Safety Plan; That staff be directed to establish a Community Safety Steering Committee and develop Terms of Reference; That $155,000 be funded from the Community Safety Plan budget to fund immediate actions in support of Community Safety Plan goals. This report will address the status of each resolution above. 2.0 THE PROCESS The Community Social Safety Initiative (CSSI) is proposed as a 4 phase process (Appendix B) that aligns with the established framework aimed at ensuring: 1. Citizens feel safe and are engaged in the community 2. Citizens are protected 3. Citizen's well-being is supported This framework was established as part of Phase 1 and includes several immediate action items currently underway through a Community Social Safety Action Plan (Appendix D) that is discussed in Section 4.0 of this report. Inter-departmental oversight of the Action Plan is currently being established with a Community Social Safety Action Group consisting of RCMP, Fire, Bylaws, IT, Planning and Parks, Recreation & Culture, which is one of two project committees discussed in Phase 2 and outlined in Section 3.0 of this report. Phase 2 of the process involves establishing the working groups who will provide expertise and input into the Community Social Safety Planning Process and Section 3.0 of this report outlines the mandate of each. Outside expert resources will also be brought in to support the working groups in building awareness, knowledge, and in leveraging their expertise. A funding request will be brought forward in a future Council report for outside expert resources. Phase 3 of the CSSI will involve undertaking a public consultation process for the development of a Community Social Safety Planning Process that will conclude with a final plan, endorsed by Council, and contain community social safety priorities, indicators of success and how these will be measured over time. The final phase of CSSI will be phase 4, wherein a Community Social Safety Plan implementation strategy is developed and executed. Page 2 of 6
3.0 THE COMMITTEE STRUCTURE In the process diagram introduced in Section 2.0 above, Phase 2 shows the following two working groups that will help provide expertise and input into the Community Social Safety Planning Process. The mandate of each group will include research and data sharing, education, collaboration, and professional guidance in the planning process: • Community Social Safety Action Group -comprised of municipal staff with expertise and jurisdiction related to the immediate action items identified by Council in Phase 1 of the CSSI project that form the basis of the Community Social Safety Planning Process; • Community Social Safety Task Force -intended for decision-makers within various jurisdictions that can collaborate and affect change, within their organization or sector, at a higher policy and funding level. Coordination of the above groups will be undertaken by a project management team (PMT), comprised of the municipal staff overseeing the CSSI project. The PMT will work directly with each of the above groups, coordinate efforts between the two, and solicit their contribution to the Community Social Safety Planning Process. Responsibilities for the PMT will include providing necessary resources, such as undertaking research, providing workshops, and seeking professional expertise from outside sources. At key stages of the planning process, the project management team will report back to Council with updates and seek comments and further direction. The mandate and make-up of each of the above groups is discussed in the next two sections below. 3.1 Community Safety Action Group The mandate for the Community Safety Action Group will be to implement the Community Social Safety Action Plan. This will involve creating positive change within the short to medium-term and providing input and recommendations for the immediate actions into the long-term goals of the Community Social Safety Plan. The mandate of the Action Group will include: • Implementation of short and medium terms actions that fall within the City's scope of work. • Review of the Community Social Safety Action Plan to identify any proposed gaps or changes and recommendations for presentation to Council; • Sharing of information and data amongst the group members, which will result in a shared information database; • Identification of indicators for the Action Plan that are practical, measurable, and able to be reported out to Council and the community in the short, medium, and long-term; and • Undertake the steps involved in measuring and reporting out on indicators. It is intended that the Action Group will share information, including research and data, with the Task Force and vice-versa. Additionally, the Action Group will be asked to provide input into the Community Social Safety Planning Process and the outcomes of their work will be integrated into the Plan. The Action Group will meet at least once a month, with additional meetings scheduled where needed, and provide updates to Council once every quarter. The first formal meeting of the Community Social Safety Action Group to begin a review of the Community Social Safety Action Plan is scheduled for early October 2019. Page 3 of 6 ,_-[~ C ' c-"' r
The expertise identified to date that would be most beneficial to the Action Group include: • RCMP • Licences & Bylaws Department • Fire Department • Parks, Recreation & Culture Department • Planning Department • Engineering Department While this group will coordinate information and efforts internally, it is anticipated that local experts may be contracted to present to the group, conduct a workshop, or participate in some other capacity. The aim of including local experts will be to continue building awareness, knowledge, and leverage expertise in the implementation of the Community Social Safety Action Plan. The topic areas anticipated are: o Housing Continuum o Health Services o Crime Reduction/Prevention o Judicial Process o Emergency Planning 3.2 Community Social Safety Task Force Similar to the Action Group, the Community Social Safety Task Force is intended to bring together a group of experts, however a key difference is that the members will be decision-makers from various jurisdictions who have the authority to affect change at a policy and funding level within their respective organizations and/or service areas. It is anticipated that members of this group will have the opportunity to learn from other organizations, participate in identifying common goals and prioritize community safety issues, as well as potential solutions. Members of the Task Force will be invited to participate with a commitment to working towards outcomes that will result in successful implementation of the Community Social Safety Plan. It is intended that this group will be focused on potential long-term solutions aimed at a broad spectrum of community safety and well-being policies, programs, and action items that extend beyond the City's jurisdiction. This multi-jurisdictional partnership is intended to provide support and input into the Community Social Safety Planning process that will aim to affect change, wherever needed, at various levels of governance. It is within such a partnership that the safety and well-being needs of Maple Ridge citizens have the greatest likelihood of being met, as the issues to be addressed are often multifaceted and cut across various jurisdictions. A Terms of Reference (Appendix C) lays out the mandate of the Community Social Safety Task Force, including: • Identifying the most pressing issues within the three focus areas of the CSSI framework; • Sharing available research and data on these issues and including the Action Group in this exercise; • Identifying gaps in research and data; • Identifying priorities in community safety and well-being in Maple Ridge; • Identifying opportunities for working together on common goals; Page 4 of 6 I
------• Providing input into Community Social Safety Planning process, at various times and wherever needed;and • Report back to respective political bodies for comments, input, and direction at various times throughout the process. Like the Action Group, it is anticipated that local experts may be contracted to help build the awareness, knowledge, and partnership opportunities of the Task Force. It is intended that the Task Force will remain in place into Phase 4 of the planning process to participate in preparing an Implementation Strategy. A key aim for this group is that they will continue to communicate, collaborate, and make policy and program decisions where necessary over time. The decision-makingjurisdictions identified to date that would be of value within the Community Social Safety Task Force are: • RCMP • Fire Department • City of Maple Ridge (staff as needed) • Fraser Health • Maple Ridge/Pitt Meadows Community Services • Metro Vancouver Housing • School District 42 • Corrections Canada • Katzie First Nation • Kwantlen First Nation • Ministry of Social Development & Poverty Reduction • BC Housing • BC Corrections • Ministry of Children & Family Development • Ministry of Health • Ministry of Municipal Affairs & Housing • Ministry of Public Safety and Solicitor General • Others, as deemed necessary by the Project Management Team Endorsement of the Terms of Reference and inclusion of the above organizations is sought from Council. Upon endorsement, each organization will be invited to participate on the Task Force and asked to select their representative. It is intended that the Task Force will meet at least once a quarter, with additional meetings added if needed. 4.0 UPDATE ON THE COMMUNITY SAFETY ACTION PLAN Under each of the three CSSI framework categories, several action items have been identified for immediate action through a Community Social Safety Action Plan (Appendix D). The Action Plan is presented in a matrix format, which each of the action items located under the appropriate framework "bucket" and includes the purpose for each item and what action has been undertaken to date. Page 5 of 6 ' ' '
With the Action Group scheduled to meet in early October and November to begin a review of the Action Plan items, it is anticipated that additional items may be identified for inclusion and/or changes to the Action Plan. Any such recommendations will be included in an update to Council at the end of this year. 5.0 CONCLUSION: With Council endorsement of the CSSI process, committee structure and their respective roles in supporting the Community Social Safety Planning process, Phase 2 will be underway. It is anticipated that a report will be brought to Council later this year for endorsement of an early 2020 public consultation process, as well as endorsement of a research project. This report will include an update on the Community Social Safety Action Plan and also outline the outside expert funding needs to support the CSSI project. Prepared by: Lisa siak, MRM, MCIP, RPP Planner Reviewed by: Christina Crabtree Chief Information Officer The following appendices are attached hereto: Appendix A: Community Social Safety Plan Development Process diagram Appendix B: Community Social Safety Initiative (CSSI) Planning Process (4 phases) Appendix C: Community Social Safety Task Force Terms of Reference Appendix D: Community Social Safety Action Plan Page 6 of 6
Community Social Safety Plan Process Diagram September 12, 2019 •Convene stakeholders •Conduct information sharing sessions •Develop mutual unde.standing •Review Strate-gies/Master Plains •Conduct Strengths, Weaknesses, Opportunities Threats analvsis · •ldentify available data sources •Identify priorities •Obtain feedback/commitments from partner organizations •Assign work plan r,esponsibilities and timellnes •EstabHsh metrics and <1_~co~,r!!!J1bllity measur s • Present for Council review ·•·Fadlftate public consultation • Develop resourdng request (If required) •Present for Council adoption APPENDIX A
APPENDIX B COMMUNITY SOCIAL SAFETY INITIATIVE PROCESS July 2019 Fall 201'9 Wint.er a020 Spring 2020 Early Fall 2020 Late Fall 2020 2021 Community Social Safety Initiative 'w. Community Social Safety Action Group Project Management Team& Local Experts Community Social Safety Planning Process Implementation Strategy Community Social Safety Task Force
1.0 MANDATE: Terms of Reference Community Social Safety Task Force APPENDIXC The mandate of the Community Social Safety Task Force is to bnng"'together a group of experts from various jurisdictions who have the authority to affect chang,1.:afa D61icy and funding level within each member's respective organization and/or service area:l"f~~~fQ,£Lls of this group will be on building partnerships, sharing research and information, identifying opportunities and constraints, and working ~ :.-'"I,,. together on common goals. A key objective of this Task;,orce is to paf:ti<]?.ate in the development of a Community Safety Plan, as part of a Communit~~ial Safety lnitiat~((GSSI) for the City of Maple Ridge (see process diagram attached as Apperfdix A). The planning procJf(:wi I be embedded in the -~,?, '-?.X following foundational CSSI framework:. ~., . .• ~ %,& , °'.i,, ."' V . ~ 1. Citizens feel safe and are engaged in their Comm.unity ~ 2. Citizens are protected, and '"{fu};,~ ' 3. Citizen's well-being is supported'::;.::: .. , ' ~-v-~ ~!' ··w~ Working with and learning.from other organizations and)ocal experts,fthf Task Force members will be committed to collab£.,,(a io.r, oi input intc?lfie Cornfc(AftytSocial»Safety Plan, as well as an Implementation Strat~on Plan 'tiompletioMV" · ,, 2.0 TASK FORCE ACTIVITII;,;': 11 . ' or/>"~t:1:Z "v,,'~ -:-$..;: This gro~~willl6cl.f~dh potential lorig-term solutions ai~ed at a broad spectrum of community safety ,i;t~,7/ -.,,.,~h,,; ~4 ~ W,v. 'i,,;',,' policie.s.~pfograms ancl.9ction items~""i;The worl<·ofS<tt1i;, group will provide support and input into the ,., ''-'!&' ,.,,,,..::'0. -.:;.: ~ ."'«". CommLinj_~y-$ocial Safety Pl~~njng proct?J;> with an aim to affect change, wherever needed at various levels of g{$rnance. It is with(K\uch a coli'aborative partnership that the safety and well-being needs '(;:,'@,;. ,,:;,;::,, ~ of Maple Ridge,citizens will have the greatest likelihood of being met. '@· ¥.:::: Activities of this ~r~Will inclui.f.MlJ~. '-:;: i;:7~, 0 X '<,.,"• -·~ • Identifying the ni1rst P.r€ssing issues within the 3 focus areas of the CSSI framework; • Sharing available r:f$'~h and data on these pressing issues; • Identifying gaps in research and data; • Identifying priorities in Community Social safety and well-being in Maple Ridge; • Identifying opportunities for working together on common goals; • Providing input into Community Social Safety Planning process, at various times and wherever needed;and • Report back to respective political bodies for comments, input, and direction at various times throughout the process.
2.1 Leveraging Expertise, Research & Data The Community Social Safety Task Force will be expected to share research and data, where possible, with a City of Maple Ridge inter-department Community Safety Action Group made up of staff from: • RCMP • Licences & Bylaws Department • Fire Department • Parks, Recreation & Culture Department • Planning Department • Engineering Department Local experts may be contracted to help build awareness, k/nowl~dge, and partnership opportunities within the Task Force from the following topic area."' " • Housing Continuum , ... • Health Services (including a demonstratior{dtoject) ·-~;:;-, • Crime Reduction/Prevention « '-$. -J-~, A»-. • Judicial Process _ ~ • Emergency Planning m. ~. 3.0 TASK FORCE MEMBERSHIP: ' • RCMP #/-' • Fire Departm.¢11.,;, ~, . ~/,;. :;,w, • City of Maple R1_dge (staff asfoeeded) '*.W,· • Fraser Health ~ ;;,,. . ,, , . ~ • Maple RTdge/Pitt M}.:fd6w§ C6miun·ity Soc~I Services ~ ""'°""·.,, 1¢ • ·,~17-:f .,.~ PJ\· ~ 91, • MeJ_r.o Vancou~!iousing-:@ >'.,,.~ w • \.~ · ool District 42~ ' · ® • Cort;cttons Canada" \ ' • Katzie First Nation ~ ~:::. . ::;::;, • Kwantlen.~st Nation f '.<)1 • Ministry o(S92i~I Develofrry~nt & Poverty Reduction • BC Housing "' ~-0 • BC Corrections t . · . ..,, • Ministry of Children &·Family Development • Ministry of Health • Ministry of Municipal Affairs & Housing • Ministry of Public Safety and Solicitor General • Others, as deemed necessary by the Project Management Team
4.0 REQUIREMENTS: 5.0 • Member organizations will be required to actively participate in achieving the group's mandate and act as an advocate for the Maple Ridge CSSI process and the Community Social Safety Plan; • One representative from each organization is to be selected as the Task Force member and is committed to attending quarterly scheduled meetings, as well as any additional meetings scheduled on an as needed basis; • One alternate may also be selected who is knowledgeable on the process and skilled in the work being undertaken to fill in when the regular memberAs,,unavailable; • Confirmation of participation will be required by letter,16 th; City of Maple Ridge that clearly indicates the organization's representative Task fG~' member and an alternate member, /. ~;,; where possible. . ,.,,W ' ,,...~ MEETINGS: A ' ~tV.. '1.,z.,.,. • One meeting will be scheduled every three months, with a 12 morith meeting schedule to be ·~ A ·,~ confirmed after the first Task Force meeting;,!, :i->'~ ' 0 • The role of the chair will be held ~ya City of Maple l3ici'ge staff member; , ~> ...... ,. Y': ... ,.,,.,, 9" • A Task Force coordinator will -t~ke.}2}Q,;'.tes and di~!r~iqute them within a minimum of five (5) days of the next scheduled Task. ~~-~ce,J~},~g. . '\"~ v~ ' {'
Community Social Safety Action Plan
Framework Focus Area ll AProg-ran,~=:~:~~U!Rcis-i. ~~~~"~~~~ •~~-~~~ ?:~:;:!:~~~:~JST":ei~:YC~:1~~UPd3'te1~~::::~:~w~ '.'J~~,
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To improve f eelings of safety in t he Town Centre An addit ional resource has bee n added to perform early morning cleanup that focuses on t he
through in creased efforts of needle and solid waste removal of needles and solid w ast e in t he Town Cent re. These duties are performed before
Pilot Program to Expand removal prior to businesses opening in t he morning. busin esses open so as to provide a clea n environment for customers. This program add resses
Early M orning Cleanup f eedbac k from business owners who have identifed t hat the presence of needles ma kes
themselves and their customers feel u nsa f e. Resu lts of this program are bein g tracked .
Clean Streets & To provi de additional needle r emov al t raining to Continue to incorporat e this traini ng as necessa ry.
staff and cont ractors, as appropriate, t o increase the
Walkways Additional Needle Removal coordinat ed efforts of needles and solid w aste Training removal an d increase beautification efforts.
To increase t he number of properties t hat employ Exploring t he feasilibility of expa nding the Fa ~ade Pro gram to include im provem en t s that are
Expand Fa c;ade Program
CPTED principles. in alignmen t with Crime Prevention Throu gh En vironment al Des ign pri nciples .
To increase positive, welcoming, and no-cost Implement ed t he Happenings in t he Pa rk program w hich supplemented and enha nced
Citizens Feel
activit ies t o i mprove the feelings of safety and summer programming. New event s w ere added in and arou nd Memorial Peace Pa r k to
Pilot Program for Activation increase cit izen engagement in the downtown core. activate the area on Wednesda y, Thursday, Friday and Saturday evenings. This program has
Safe and Are
received lo ts of positive feed back and we are current ly reviewing succes ses .
Vibrant
Downtown
Engaged in To re-imagine and program "v ulnerable areas" Addit i onal focus on progra mming of the corridor bet ween Greg Moore Yo uth Centre and t he
the which are often viewed as "uns afe11 and t o increase Haney Pl ace Mall over the summer months, including basketba ll and ping pong games
the utilization and engageme nt in t hose spaces. introduced on an ad hoc ba sis. Currently developing a strategy for program ming in t his area Program Vulnerable Areas
that will add ress various vu lnerable spaces on a seasona l bas is. Community
Light Alleyways To create sa f er space and deter crime. Staff are cu rrently planning to ident ify areas for improved lightling.
To focu s on Community Engagement while Com mu nit y Safety t ours is one of many of t he RC MP vo lu ntee r programs. Thi s new volunteer
promoting positive interactions w ith t he public and program was int roduced in t he Summer.
in creasing co mmunity partnerships. Promoting
public edu cation and redu cing crimin al activity
Commun ity Safety Tours through crime prevention education. Includes
business outreach and community even t foot
Enhance patrols.
Volunteer
Programs
Enha nced Block Watch
To improve in formation sharing an d Im plemented enhancements to existing on li ne applications to incor po rat e ad dit ional
Commu nication s communications through exist ing online informat ion and notifications for t he Block Watch program and its volunteers.
apolications.
Will focus on Community Engage ment while Current ly assess ing w here t his t ype of volunteer program may co mpliment exis t ing efforts.
Ambassador program
promoting positive interactions w it h t he public and
increase com munity partnerships.
Page 1 of 3
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APPENDIX D
Community Social Safety Action Plan
Framework Focus Area .. Program · __ , _·,, l iiwi{o~~~:1;1+::~f_{:~~;·~"~:.:~:)::s, ~ l~~h,, ':;' ',;.;,
1L •, ' .-~~ ·:t>:>~~:~;~ :::}:~:,: ~ '.:£Lif.ldate-~}'~~~;;;~: ::~-: ·::: ~":' :; ,~~~#.'>:X: ', ~"'
" "":...» ~ Status , -~
To deliver a coo rdinated and tiered approach to -An RFP for security services is being drafted. In progress
enforcement and engagement. This program Short term and stop gap strategies have been employed to alleviate pressure on urgent iss ues :
supports a safe and welcomin g environment to our
citizens by res ponding appropriately, with the -additiona l security guards and rea llocati on of existing securit y resou rces .;
appropriate res ource, to va rious safety re lated -re invigoration of security group to identify iss ues and develop a plan t o move forward In progress
Coordinated and Tiered concerns raised by citizens and businesses incluing -obtaining & co mpiling incident da ta to identify priorities, trends and measures In progress
Approach to Enforcement the DTBIA. Wo rking with RCMP, By laws, Parks, -identify ing gaps in approach with sec urity and drafingt RFP to redefine services In progress
and Engagement Services Recrea tion & Culture, experts an d contractors, we
will ensure an efficient, effective, tiered approach to
enforcement and engagement t hat utilizes a robust
communications and incident response strategy.
RCMP Proactive Foo t-beat To increase vis ibility & re sponsiveness in t he An operational file that logs when members pro-actively engage i n foot patrols in the .;
fi le dow ntown. downtown area and talk w it h businesses an d citizens enhancing po lice presence.
RCMP Extended O n Site To increase vis ibility & re sponsiveness and While doing computer or paperwork officers choose strategic locations to increase pol ice .;
Visi bility education on crime deterrents in t he downtown. visibility.
UCRU Bike Patrol To increa se vis ibility & responsiveness i n the RCMP empl oy a seas ona l bike patrol t hat is deployed in both t he downtown and parks, which .;
dow ntown. allows for increased visibility and co mmu nity engagement.
Visbility and To deve lop a bylaw that addresses issues relating to By laws is currently working on drafting t hi s bylaw. Working w ith la wyers to ensure the bylaw
Response Safe Streets Bylaw citizen safety, including aggressive pan handling. is crafted appropriately. In progress
Citizen's Are Two t ime-durated by la w officers w ill be dedicated Hiring of t hese positions ha s been completed. These two bylaw officers w ill be incor porated
Protected to the dow ntown area and surrounding parks. into the coordinated approach to enforcement and engagement.
Prima ry respo nsibilities will in volve maki ng referrals
to local service providers, liasing wit h busi nesses
and community organizations, engaging citizens in
Additional By law Officers
positive interactions and facilitating a safe and
enjoyable envi ronment by ensuring comp liance with In progress
parks bylaws, such as overnight camping, alcohol
and substance misuse in park space and field s in
surrounding pa rks .
Consolidate radio communications for Ci t y staff, Thi s proj ect is well underway
security & key stakeholders to improve res ponse -strat egy has been defined ./
Improved Radio and coordination efforts among these groups as -eq uipment has been identified and sou rced ./ In progress Commu nications well as having long term benefits for res po nse and -currently developing implementati on strategy ./
coordinati on during emergency incidents.
RCMP Service Le vel Review
To review police service needs for Maple Ridge. A review of the ex isting model is underway. An update to Council will occur this Fall. In progress
Protective To ma ximize the effectiveness of enforcement By laws will provide Co uncil with an update on departmental work an d resource needs in
Se rvices Explore Bylaw Officers resou rces by exploring additi ona l authorit ies that October 2019.
Authorities may be leveraged through Byla w Officers. In progress
Page 2 of 3
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Community Social Safety Action Plan
f Framework Focus Area
,1 •, ~-Program :~ '"',?~J IPU~k=~~ :,-:~:·:,~::·:.": .. •v :;"\'~:-:,~, ~~,;~:~!:::::c:~: ~ }:":::-~~~~upd3te:::!~ ~·-· ~,<W2<>'"", ·, :' ~:· ''"-"'"''"Nf ' ~ -~ ~"~:~st'atu;·:~:1
Port Coquitlam Integrated To ach ieve an Integrated Court. Sup p ortin g efforts of Crown Cou ns el to implement Int egrat ed Co urt i n Port Coqu it lam.
Court Workin g on st rategies to suppo rt local access to this Cou rt. In progress
Alternative To support efforts on increasi ng the use and RC M P works directly with Com mu nity Services rega rding Restorative Justice, to make referrals
Forms of Justice Re storative effectiveness of this program. for bu siness and schools on lo w er level i nci dents. This is a volunteer program t hat all ows for
Justice/Diversion acco unt abilit y w ith non-cou rt opt ions . Cu rrently wor king to determine w here addi t ional
In progress
suooort ca n be orovided.
Corrections Transitional Services Explore opportunities to support in dividuals coming
ou t of Corrections facilities.
Citizen's
Current ly exp loring potent ia l use of density bonus as mean s of delivering affordable housing
In progress
opti ons .
Well-being is
Zone (RT-2) adopted for new ground-oriented residential infill (triplex, fourplex and ,I'
Estab lishes a key strategy in creating ne w , cou rtyard).
Supported Housing Action Plan affordable se niors rentals and special needs Zone work completed for R-4 infill sin gle-fa mily use (permits 450m2/4,8 43f t 2 lot s) and wa it ing
housing. for rezoning/subdiv ision applicat ion t o initiate zone ad option process . ,I'
Housing Rev iew of sec ondary suite (SS ) and detached garden suite (DGS ) regu lations to hel p increase
renta l u nit opportunities. In progress
Established Social Housing Pla n and current ly explo ring partners hips. In progress
Explore oppo rtunities and option s for su pportive Current ly wor ki ng with BC Ho us in g, Frase r Health and other outsi de non-profit agen cies to In progress
So ci al Housing Plan recovery housing and other affordable housing undertake affordable housing project asses sments and socia l services mapping to ident if y key
projects w it hin the City. trends, st rengt hs, and opportunities relat ed to mental hea lth, substance use, and housing.
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Mr MAPLE RIDGE « BRITISH COLUMBIA TO: FROM: His Worship Mayor Michael Morden and Members of Council Chief Administrative Officer CITY OF MAPLE RIDGE MEETING DATE: September 17, 2019 FILE NO: MEETING: Council Workshop SUBJECT: Strategic Plan Progress Report and Council Workplan Matrix EXECUTIVE SUMMARY: The attached report is scheduled to be on the next Council Meeting agenda for discussion and consideration of the recommendation. The Council Workshop forum provides an extended opportunity for Council to seek additional information if required, prior to decision-making. RECOMMENDATION: That the attachment to the September 17, 2019 report titled "Strategic Plan Progress Report and Council Workplan Matrix" be forwarded to the October 1, 2019 Council Meeting. Attachment: • Strategic Plan Progress Report and Council Workplan Matrix -staff report dated September 17,2019 Doc # 2308900 Page 1of 1 4.3 ' ' 1--, -f~
M. MAPLE RIDGE « BRITISH COLUMBIA CITY OF MAPLE RIDGE TO: His Worship Mayor Michael Morden and Members of Council MEETING DATE: October 1, 2019 FILE NO: 2307062 FROM: Director of Corporate Support MEETING: Council SUBJECT: Strategic Plan Progress Report and Council Workplan Matrix EXECUTIVE SUMMARY: On April 9, 2019 Council approved the City of Maple Ridge Strategic Plan 2019-2022 and at the same time endorsed a Council Workplan Matrix -March 19. 20191, a schedule outlining various policy and project discussions throughout 2019 that would advance Council's strategic plan. The report described the matrix as a snapshot-in-time that would evolve as needed to respond to Council business. Some of the items would be completed as a single item at a Council meeting, whereas others would be more comprehensive, such as the Community Safety Plan, and would require a number of meetings as they progress. This September 17, 2019 report describes the progress of the items committed to in the March 19, 2019 Matrix. It also includes a new Matrix establishing target dates for the next few months. • Appendix A -September 17, 2019 Progress Report on Council Workplan Matrix • Appendix B -Council Workplan Matrix -September 17, 2019, setting out target Council meeting dates for future agenda items to further deliver on Council's Strategic Plan The format of Appendix B will be familiar, as it is identical to the March 2019 matrix, ordered by the targeted date of the Council meeting where the item is intended to be addressed by Council. Appendix A's format is slightly different. For items that have come before Council more than once, the occurrences on the various dates have been grouped together by subject matter, listing all touchpoints with Council in a single row. Items excluded from the Appendices include: • Items that are not directly related to the five priority areas of Council's Strategic Plan; • Council work that, by necessity, must be done at meetings closed to the public. This includes decisions relating to the St. Anne Camp and the provision of social housing. • The significant numbers of development-related decisions Council has made; • The numerous reports and presentations covering all aspects of the City's finances; Appendix B therefore highlights only a portion of items that will populate the Council agendas for the coming months. It should also be noted that although Appendix B indicates some scheduling of items going into 2020, Business Planning presentations to Council in November 2019 may require changes to align with Council direction provided at that time. 1 Council Meeting Agenda and Reports of April 9, 2019, pages 107-117 Doc# 2307714 Page 1 of 2 ~= r
And finally, the Appendices show only those touchpoints with Council that occur at Council meetings. As Council receives information, endorses plans and strategies, adopts bylaws, and approves funding, staff act upon that direction; it is not the intent of this report to provide detail on the implementation of Council direction. RECOMMENDATION: That the "City of Maple Ridge Strategic Plan 2019-2022" be reaffirmed; and further That "Council Workplan Matrix-September 17, 2019" be approved. CONCLUSION: Over the past ten months Council and staff have made significant strides in implementing the Strategic Plan adopted on April 9, 2019. This report highlights that progress and establishes target meeting dates for the upcoming months to build on this momentum. During November 2019, Council will review a draft corporate business plan and financial plan for 2020 and forward. Prepared b~PA, CMA Approved by: David Pollock, P.Eng General Manager Engineering Services Approved by: Christine Carter, M.PL, MCIP, RPP General Manager Planning and Development arks, Recreation and Culture Attachments: Appendix A -September 17, 2019 Progress Report on Council Workplan Matrix Appendix B -Council Workplan Matrix -September 17, 2019 Doc# 2307714 Page 2 of 2
--1 Appendix A September 17, 2019 Progress Report on Council Workplan Matrix