METRO VANCOUVER REGIONAL DISTRICT HOUSING COMMITTEE

Transcription

1 METRO VANCOUVER REGIONAL DISTRICT HOUSING COMMITTEE REGULAR MEETING Friday, May 4, :00 p.m. 28 th Floor Committee Room, 4730 Kingsway, Burnaby, British Columbia R E V I S E D A G E N D A 1 1. ADOPTION OF THE AGENDA 1.1 May 4, 2018 Regular Meeting Agenda That the adopt the agenda for its regular meeting scheduled for May 4, 2018 as circulated. 2. ADOPTION OF THE MINUTES 2.1 March 16, 2018 Regular Meeting Minutes That the adopt the minutes of its regular meeting held March 16, 2018 as circulated. 3. DELEGATIONS 4. INVITED PRESENTATIONS 5. REPORTS FROM COMMITTEE OR STAFF Revised 5.1 Affordable Housing DCC Waiver Bylaw Designated Speaker: Heather McNell That the receive for information the report dated April 20, 2018 titled GVS&DD Affordable Housing DCC Waiver Bylaw. 5.2 Mortgage Renewal Alderwood Place Designated Speaker: Dean Rear That the Metro Vancouver Housing Corporation Board pass the following resolutions as required by the British Columbia Housing Management Commission: a) that the Metro Vancouver Housing Corporation Board hereby irrevocably authorizes British Columbia Housing Management Commission (BCHMC) to act on 1 Note: Recommendation is shown under each item, where applicable. May 1, 2018

2 Regular Agenda May 4, 2018 Agenda Page 2 of 3 its behalf to renew the mortgage presently held by Canada Mortgage Housing Corporation (the Mortgage ) for the Alderwood Place project located at 8700 General Currie Rd, BC (BCHMC File no /340/CMHC# ); and b) that any two officers or directors, or any one director together with any one officer of the Metro Vancouver Housing Corporation (MVHC); for and on behalf of the MVHC be and are hereby authorized to execute and deliver under the seal of the MVHC or otherwise, all such deeds, documents and other writings and to do such acts and things in connection with the Mortgage assignment, renewal and amendment as they, in their discretion, may consider to be necessary or desirable for giving effect to this resolution and for the purpose of fulfilling the requirements of the lender of the monies. Revised 5.3 BCHMC Grant Funding for Heather Place Designated Speaker: Dean Rear That the Metro Vancouver Housing Corporation Board pass the following resolutions as required by the British Columbia Housing Management Commission: a) that the Metro Vancouver Housing Corporation (MVHC) borrow up to a maximum amount of $6,700,000 from the British Columbia Housing Management Commission (BCHMC) by way of a forgivable loan secured by a mortgage as required to facilitate the construction of the housing project (the Project ) for the property located at 755/785/799 14th Ave W, Vancouver, BC legally described as PID Lot C Block 438 District Lot 526 Plan (the Property ); and b) grant to BCHMC a covenant restricting the user of the Property in accordance with the Loan Commitment Letter; and c) that the MVHC execute and deliver all documents required by BCHMC or the lender of the monies, in such form and containing such terms, covenants, provisos and conditions as are satisfactory to or required by them, including without limitation a Section 219 covenant, a mortgage and affordable housing agreement (if applicable) and operating agreement; and d) that any two officers or directors, or any one director together with any one officer of the MVHC; for and on behalf of the MVHC be and are hereby authorized to execute and deliver under the seal of the MVHC or otherwise, all such deeds, documents and other writings and to do such acts and things in connection with the Property and Project as they, in their discretion, may consider to be necessary or desirable for giving effect to this resolution and for the purpose of fulfilling the requirements of BCHMC or the lender of the monies. 5.4 Kingston Gardens Update Verbal Update Designated Speaker: Greg Smith National Planning Conference Update Verbal Update Designated Speaker: Director Villeneuve

3 Regular Agenda May 4, 2018 Agenda Page 3 of Manager s Report Designated Speaker: Donna Brown That the receive for information the report dated April 27, 2018, titled Manager s Report 6. INFORMATION ITEMS 6.1 Response to Transit-Oriented Affordable Housing Study (Incoming from Ministry of Infrastructure and Communities 6.2 Response to Transit-Oriented Affordable Housing Study (Incoming from Municipal Affairs and Housing) 6.3 Public Engagement Policy 6.4 Inter-Office Memo, City of Burnaby Finance Department 2018 March 12 Subject: Non-Profit Affordable Housing Property Assessments 7. OTHER BUSINESS 8. BUSINESS ARISING FROM DELEGATIONS 9. RESOLUTION TO CLOSE MEETING That the close its regular meeting scheduled for May 4, 2018 pursuant to the Community Charter provisions, Section 90 (1) (e) as follows: 90 (1) A part of the meeting may be closed to the public if the subject matter being considered relates to or is one or more of the following: (e) the acquisition, disposition or expropriation of land or improvements, if the board or committee considers that disclosure could reasonably be expected to harm the interests of the regional district; 10. ADJOURNMENT/CONCLUSION That the adjourn/conclude its regular meeting of May 4, 2018 Membership: Clay, Mike (C) Port Moody Read, Nicole (VC) Maple Ridge Buchanan, Linda North Vancouver City Coté, Jonathan New Westminster Jang, Kerry Vancouver Jordan, Colleen Burnaby Kanakos, Jeannie - Delta Long, Bob Langley Township McNulty, Bill Richmond MacKay-Dunn, Doug N. Vancouver District Stevenson, Tim Vancouver Stewart, Richard (M) Coquitlam Villeneuve, Judy Surrey

4 METRO VANCOUVER REGIONAL DISTRICT HOUSING COMMITTEE Minutes of the Regular Meeting of the Metro Vancouver Regional District (MVRD) Housing Committee held at 1:01 p.m. on Friday, March 16, 2018 in the 28 th Floor Committee Room, 4730 Kingsway, Burnaby, British Columbia. MEMBERS PRESENT: Chair, Mayor Mike Clay, Port Moody Vice Chair, Mayor Nicole Read, Maple Ridge Councillor Linda Buchanan, North Vancouver City Councillor Kerry Jang, Vancouver Councillor Colleen Jordan, Burnaby Councillor Jeannie Kanakos, Delta (arrived at 1:02 p.m.) Councillor Bob Long, Langley Township Councillor Doug MacKay-Dunn, North Vancouver District (departed at 2:59 p.m.) Councillor Bill McNulty, Richmond Councillor Tim Stevenson, Vancouver (departed at 2:09 p.m.) Mayor Richard Stewart, Coquitlam Councillor Judy Villeneuve, Surrey MEMBERS ABSENT: Mayor Jonathan Coté, New Westminster ALSO PRESENT: Director, Councillor Raymond Louie, MVRD Board Vice Chair STAFF PRESENT: Donna Brown, General Manager, Human Resources and Housing Services Carol Mason, Chief Administrative Officer Genevieve Lanz, Legislative Services Coordinator, Board and Information Services 1. ADOPTION OF THE AGENDA 1.1 March 16, 2018 Regular Meeting Agenda It was MOVED and SECONDED That the adopt the agenda for its regular meeting scheduled for March 16, 2018 as circulated. CARRIED Minutes of the Regular Meeting of the MVRD held on Friday, March 16, 2018 Page 1 of 5

5 2. ADOPTION OF THE MINUTES 2.1 January 19, 2018 Regular Meeting Minutes 3. DELEGATIONS No items presented. It was MOVED and SECONDED That the adopt the minutes of its regular meeting held January 19, 2018 as circulated. CARRIED 4. INVITED PRESENTATIONS 4.1 Wendy Booth, President, Union of BC Municipalities Wendy Booth, President, and Josh van Loon, Senior Policy Analyst, Union of BC Municipalities, provided members with a presentation on the UBCM Housing Committee s final report, highlighting the four proposed policy shifts, the key components of the 30-point housing plan and areas of alignment between provincial and local government. Members commented on the ability to provide feedback on the final report. In response to questions, members were informed of potential policy development surrounding development cost charges and community amenity contributions and challenges associated with preparing for growth. Presentation material titled UBCM Housing Advocacy is retained with the March 16, 2018 agenda. 4.2 Kara-Leigh Bloch, Seniors Services Society Kara-Leigh Block, Executive Director, Seniors Services Society, provided members with a presentation on housing services for seniors, highlighting community education, Seniors Housing navigation services and support services, and growth in seniors homelessness. In response to questions, members were informed of the Seniors Services Society funding organization, the Shelter Aid For Elderly Renters (SAFER) program and the changes to Housing First principles. Presentation material titled Housing Services for Seniors 60+ in Metro Vancouver is retained with the March 16, 2018 agenda. 2:09 p.m. Councillor Stevenson departed the meeting. Minutes of the Regular Meeting of the MVRD held on Friday, March 16, 2018 Page 2 of 5

6 5. REPORTS FROM COMMITTEE OR STAFF 5.1 Tenant Relocation Policy Report dated March 6, 2018 from Donna Brown, General Manager, Human Resources and Housing Operations and Ravi Chhina, Director, Housing Operations, presenting the Tenant Relocation Policy for MVHC Board consideration. Discussion ensued on the standardization and fair relocation of tenants based on MVHC initiated redevelopment. Main Motion It was MOVED and SECONDED That the Metro Vancouver Housing Corporation (MVHC) Board approve the Tenant Relocation Policy as presented in the report dated March 6, 2018, titled Tenant Relocation Due to Redevelopment. Members commented on consideration being given to relocation policies in other municipalities and Residential Tenancy Act requirements. Referral Motion It was MOVED and SECONDED That the refer to staff the March 6, 2018 report titled Tenant Relocation Policy, and direct staff to report back to a future meeting with information on expanded eviction notice and free rental period based on other municipalities relocation policies in the region. CARRIED Councillor McNulty voted in the negative. Mayor Stewart absent at the vote. 5.2 Project Deliveries Update Tenant Programs & Services Ulryke Weissgerber, Housing Area Operations Division Manager and Mary Ricci, Tenant Programs and Services Supervisor, Housing Services, provided members with a presentation on tenant programs and services, highlighting the Community Wellbeing Project at Cedarwood place, the tenant survey results, and the project programs to date. Presentation material titled Tenant Programs & Services Developing and Delivering Programs is retained with the March 16, 2018 agenda. Minutes of the Regular Meeting of the MVRD held on Friday, March 16, 2018 Page 3 of 5

7 5.3 Heather Place Update Greg Smith, General Manager, Corporate Services, provided members with a presentation on the Heather Place redevelopment, highlighting the completion of the deconstruction phase, the diversion rate of materials and the anticipated project timeline. Presentation material titled Heather Place Update is retained with the March 16, 2018 agenda. 5.4 Manager s Report Report dated March 6, 2018 from Donna Brown, General Manager, Human Resources and Housing Services, updating the with an update on the 2018 Work Plan, highlighting the Heather Place ground-breaking event, Welcher Avenue conceptual design and redevelopment of Kingston Gardens 1, and an update on funding programs offered through provincial and federal government programs. 2:59 p.m. Councillor MacKay-Dunn departed the meeting. 6. INFORMATION ITEMS It was MOVED and SECONDED That the receive for information the report dated March 6, 2018, titled Manager s Report. CARRIED It was MOVED and SECONDED That the receive for information the following Information Items: 6.1 Regional Parks Financial Plan Rental House Program 6.2 Transit Oriented Affordable Housing Report CARRIED 7. OTHER BUSINESS No items presented. 8. BUSINESS ARISING FROM DELEGATIONS No items presented. 9. RESOLUTION TO CLOSE MEETING It was MOVED and SECONDED That the close its regular meeting scheduled for March 16, 2018 pursuant to the Community Charter provisions, Section 90 (1)(e) and 90 (2)(b) as follows: 90 (1) A part of the meeting may be closed to the public if the subject matter being considered relates to or is one or more of the following: Minutes of the Regular Meeting of the MVRD held on Friday, March 16, 2018 Page 4 of 5

8 (e) the acquisition, disposition or expropriation of land or improvements, if the board or committee considers that disclosure could reasonably be expected to harm the interests of the regional district; and 90 (2) A part of a meeting must be closed to the public if the subject matter being considered relates to one or more of the following: (b) the consideration of information received and held in confidence relating to negotiations between the regional district and a provincial government or the federal government or both and a third party. CARRIED 10. ADJOURNMENT/CONCLUSION It was MOVED and SECONDED That the adjourn its regular meeting of March 16, 2018 CARRIED (Time: 3:04 p.m.) Genevieve Lanz, Legislative Services Coordinator Mike Clay, Chair DRAFT Minutes of the Regular Meeting of the MVRD held on Friday, March 16, 2018 Page 5 of 5

9 5.1 To: From: Heather McNell, Director of Regional Planning and Electoral Area Services Parks, Planning and Environment Department Date: April 20, 2018 Meeting Date: May 4, 2018 Subject: GVS&DD Affordable Housing DCC Waiver Bylaw RECOMMENDATION That the receive for information the report dated April 20, 2018 titled GVS&DD Affordable Housing DCC Waiver Bylaw. PURPOSE To provide the Committee information about, and an opportunity to provide feedback on, the draft GVS&DD Affordable Housing DCC Waiver Bylaw. BACKGROUND The Greater Vancouver Sewerage and Drainage Act allows for the ability to waive or reduce Development Cost Charges for affordable rental housing. Metro Vancouver has had an Affordable Housing DCC Waiver as part of the GVS&DD DCC Bylaw since Through the development of the updated GVS&DD DCC bylaw, it was decided to remove the affordable housing waiver language from DCC Bylaw, and to develop a separate Affordable Housing DCC Waiver bylaw, with an aim to improving language and clarity regarding applicability. This report provides an update to the Regional Planning, Housing, and Utilities Committees on the development of the Affordable Housing DCC Waiver bylaw in advance of the bylaw being considered by the Finance and Intergovernment Committee and GVS&DD Board in June AFFORDABLE HOUSING DCC WAIVER BYLAW The review of the GVS&DD DCC program began in Through the review process, it was determined that the waiver for affordable housing in the GVS&DD DCC Bylaw needed to be clarified in terms of applicability and ease of use. In addition, it was determined that the affordable housing waiver language in the DCC bylaw should be removed and a stand-alone DCC waiver bylaw developed. A diverse and affordable housing stock is essential to support our region s growing population, a vibrant and prosperous economy and the ongoing development of a complete, resilient and transitoriented network of centres across the region. The affordability of housing is clearly an issue of national, provincial, regional and local significance, and the housing crisis in our region continues to deepen. All levels of government are acting with purpose to address the issue within the context of their mandates. Metro Vancouver 2040: Shaping our Future (Metro 2040), the regional growth strategy and the Regional Affordable Housing Strategy (RAHS) both have strong strategies and policies regarding regional housing affordability. These plans are one reflection of Metro Vancouver s ongoing commitment to support affordable rental housing in the region.

10 Goal 3 of the RAHS includes the following policy action for Metro Vancouver: GVS&DD Affordable Housing DCC Waiver Bylaw Regular Meeting Date: May 4, 2018 Page 2 of 9 review the GVS&DD Development Cost Charge bylaw waiver conditions for affordable rental housing to ensure the waiver can assist in the creation of new affordable rental housing by reflecting current funding arrangements and is consistent with municipal practices, as much as possible. GVS&DD DCC Waivers for Affordable Rental Housing Granted 2010 to 2017 Cumulatively, since the GVS&DD DCC bylaw was adopted in 2010, 2,794 units in 73 projects have benefitted from the waiver. The cumulative amount of waivers granted is just under $2 million. Table 1 shows how the number of units benefiting from the waiver has fluctuated each year between 2010 and 2017, with DCC waivers amounting to a low of $107,705 in 2014 to a high of $577,773 in Lower uptake was primarily due to the lack of senior government housing supply programs during this time frame. In some cases, it appears the waiver was provided for a few units in an otherwise market rental or strata building, likely through the application of inclusionary measures. Table 1: Annual and Cumulative GVS&DD DCC Waivers Year Projects with waived units Regional DCC Waived # Units Amount of Regional DCC waived $451, $319, $230, $107, $577, $109, $174,930 Total 73 2,794 $1,971,309 In recent years, the regional DCC waivers for affordable units were provided in only three municipalities: Vancouver, City of North Vancouver and Richmond. This result may reflect the fact that these municipalities had inclusionary policies in place securing below-market rental units in privately developed condo projects. Previous years, when provincial supportive housing programs were available, saw more widespread use of waivers. Table 2: Number of Affordable Housing Units Receiving a Waiver of GVS&DD Development Cost Charges by Municipality between January 1, 2015 and December 31, 2017 (3 Years Combined) Municipality Total # Projects Total # Units Regional DCC Waived # Units Amount of Regional DCC waived Vancouver 13 1, $760,692 Richmond 11 1, $89,509 City of North Vancouver $12,105 Metro Vancouver 26 3,710 1,040 $862,306 Between 2010 and 2017, waivers were provided for both For-Profit Affordable Rental Housing and Not for Profit Rental Housing. The former was defined as dwelling units in a development that are to be rented at below market rental rates to people with incomes below median household income

11 GVS&DD Affordable Housing DCC Waiver Bylaw Regular Meeting Date: May 4, 2018 Page 3 of 9 for the region. The latter was defined as those units in a development that are to be rented to tenants who meet eligibility criteria related to income, number of occupants etc., and that were owned or leased by a not-for-profit society, BC Housing, Canada Mortgage and Housing Corporation (CHMC), not-for-profit municipal housing corporation, or Province of BC. Table 3 shows the waivers by type of unit receiving the waiver for the period (except for 2014 where the breakdown of data is not available). Not-for-profit rental housing units were the predominant beneficiary of regional DCC waivers, accounting for about 80% of waivers. For profit affordable rental units accounted for 20% of the units receiving the waiver over this period. Table 3: Number of Affordable Housing Units Receiving a Waiver of GVS&DD Development Cost Charges by Developer Type between 2010 adoption and December 31, 2017 Not-for-Profit For-Profit Total Year Number of Projects Number of Units Waived Amount Waived Number of Projects Number of Units Waived Amount waived Number of Projects Number of Units Waived Amount Waived $96, $37, $133, $317, $317, $314, $4, $319, $159, $71, $230, $107, $463, $113, $577, $ $109, $109, $138, $36, $174,930 Total $1,489, $373, $1,971,309 Scoping the updated Affordable Housing DCC Waiver Bylaw Section 561 of the Local Government Act describes the circumstances in which DCCs are not payable or are exempted. Section 563 of the Local Government Act stipulates the conditions under which DCCs can be waived or reduced. The latter permits both not-for-profit and for-profit affordable rental housing to be waived from DCCs under certain conditions. Metro Vancouver retained a consultant to assist with the development of the Waiver Bylaw. The consultant reviewed municipal waiver bylaws, and spoke with a number of interested agencies about the applicability, principles, criteria, and implementation issues associated with affordable housing waiver bylaws. The consultant developed an Options Paper for staff and stakeholder consideration that identified project scope, policy objectives, issues to consider, principles for developing an updated waiver, data on how the waiver has been used to date and options regarding eligibility and implementation. Much of the content in this report stems from that work.

12 GVS&DD Affordable Housing DCC Waiver Bylaw Regular Meeting Date: May 4, 2018 Page 4 of 9 Principles in Developing a DCC Waiver for Affordable Housing The BC Ministry of Municipal Affairs and Housing has a DCC Best Practice Guide that contains principles for application of DCCs. These principles have been adapted to the context of the GVS&DD DCC waiver for affordable housing. The principles guiding the development of the waiver bylaw are: a) Consistency with Metro Vancouver policy - Board Strategic Direction, Metro 2040, and the Regional Affordable Housing Strategy; b) Provides a meaningful contribution to expanding the stock of affordable rental housing; c) Waiver benefit should match the benefit provided by the affordable rental housing; d) Waiver terms should be broad enough to accommodate changing conditions, funding programs and housing types; e) Simplicity with clear and consistent application enabled; f) Consistent with municipal DCC waiver approaches, as possible; g) Cost and resource implications for GVS&DD will be considered and the waiver will not compromise GVS&DD s ability to pay for needed sewer development / improvements; and h) Administrative ease and efficiency. Engagement The consultant produced an options paper for Metro Vancouver and stakeholder consideration. The following engagement activities were undertaken: Table 4: Engagement during the Development of the Affordable Housing DCC Waiver Bylaw January Consultant discussions with municipal staff, consultants, BC Housing, the British Columbia Non-Profit Housing Association, and VanCity February RPAC Housing Subcommittee and the Regional Planning Advisory Committee review the Options paper and provide feedback on policy and implementation considerations March Metro Vancouver s Housing Steering Committee review the recommended policy approach for the bylaw Draft bylaw under development Legal and financial assessment RPAC review the proposed approach April Metro Vancouver s Housing Steering Committee review the draft bylaw RPAC Housing SubCommittee and RPAC review the draft bylaw Considering Eligibility In assessing the scope of eligibility (i.e. whether both for-profit and not-for-profit developments should be eligible) for the updated GVS&DD DCC waiver, the following was evaluated: Past use of the waiver; Consistency with municipal practices; Impact to the provision of affordable rental units; and Cost and resource implications for GVS&DD.

13 GVS&DD Affordable Housing DCC Waiver Bylaw Regular Meeting Date: May 4, 2018 Page 5 of 9 Past Use and Cost There are two factors that reflect the current environment in which the Affordable Housing DCC Waiver bylaw is being updated. First, for the first time in over 20 years, the GVS&DD has raised its DCC rates. These increases will lead to a greater cost impact for the provision of affordable rental housing. Second, there is new and significant federal and provincial funding for affordable rental housing and, therefore, it can be expected that more affordable rental housing units will be built over the near to mid-term. As a result of this new policy and funding environment, past use of the GVS&DD waiver will have little bearing on the future, and there will be a greater potential number of units eligible for a GVS&DD DCC waiver and, therefore, higher foregone revenues to GVS&DD. Consistency with Municipal Practices Only a few municipalities have DCC waivers or reduction bylaws in place, and where they do, practices vary. The City of Vancouver has a waiver for for-profit affordable rental housing and not-for-profit rental housing within its Development Cost Levy bylaw. The City of North Vancouver has a DCC Waiver bylaw that waives non-profit rental housing DCCs, and they recently removed the reduction in DCCs for for-profit affordable rental housing. The City of Richmond offers grants to cover DCCs for eligible non-profit affordable housing projects. The grants are funded from the City s Affordable Housing reserve (at a cost to the City), as not to leave the DCC reserves short of funding. The District of West Vancouver also has a DCC Waiver bylaw, enacted to provide a waiver for a particular non-profit rental housing development. Applicability to not-for-profit and for-profit affordable rental housing A consideration for eligibility is the impact on the provision of affordable rental units. For-profit developers that provide affordable rental units as part of a condo / strata or market rental development in many cases receive incentives from the municipality for their provision, either through density bonusing, relaxed parking requirements or other inclusionary measures. Municipal and regional DCCs are a small part of overall housing development costs; taken alone, a regional DCC waiver will not affect project viability. However, every reduction in capital costs affects the bottom line. Through the bylaw development process, staff and the consultant assessed the outcomes of the waivers granted to date. In most cases, the for-profit units were slated to remain as affordable rental for a term of 20 years, whereas the not-for-profit units were to remain as affordable rental for the life of the building or 60 years. It is often a challenge to find a non-profit to operate a small number of units in a condo development and, likewise, it is more difficult to monitor outcomes for multiple developments with a small number of affordable units. Staff undertook some informal auditing with an aim to assess outcomes and found that many of the for-profit units are no longer at below market rents, some covenants have been removed, and some are even now in private ownership. As a result, it was determined that it would be a challenge and a significant additional cost to GVS&DD to audit the outcomes of for-profit waivers and to address any non-compliance. After assessment, it was recommended by the consultant, RPAC Housing Subcommittee members, RPAC members and staff to limit the applicability of the updated waiver to not-for-profit rental housing. The rationale for this recommendation includes the following:

14 GVS&DD Affordable Housing DCC Waiver Bylaw Regular Meeting Date: May 4, 2018 Page 6 of 9 Not for-profit units continue to make up the largest component of new affordable rental stock; Not-for-profit units tend to serve lower income residents more than for-profit development; It is aligned with municipal practice; and Through housing agreements, the monitoring of affordability for these units is typically done through senior government oversight. Therefore, there is no need for additional auditing by GVS&DD. Additional Considerations Through the development and engagement process, there was an expressed interest in ensuring that transitional and supportive housing were included in the definition of not-for-profit rental housing. This language was added. There was also significant discussion regarding whether the waiver should be applied only to affordable rental units, or to all units in a not-for-profit rental housing development. After analysis, staff are proposing that all units in the development receive the waiver if at least 30% of the units are to be occupied by households with incomes below housing income levels, as set out in the current Housing Income Limits (HILs) table published by the British Columbia Housing Management Commission, or equivalent publication, and only to those units if they comprise less than 30% of the development. Finally, neither emergency shelters nor co-ops are eligible for waivers under the current legislation, nor are they exempt from DCCs. Staff will continue to explore options to address this gap, including consideration of a request for legislative change, and will report back to the Board with recommendations. Focus on Affordable Housing by Federal and Provincial Governments Both the provincial and federal governments have promised significant new funding for affordable housing over a 10 or 11-year period through recently announced strategies/plans. To a large degree the estimate of foregone GVS&DD DCC collections depends on the extent and speed with which provincial and federal government funding for new affordable rental housing is implemented. Government change, and or different economic/financial circumstances could influence funding available in later years of both the federal and provincial plans. The new Homes for BC Plan announced with the February 2018 Budget proposes 114,000 new affordable homes over 10 years BC wide, at a cost of $6.6 billion (and this likely includes federal cost share monies). Although details are scant at this time, most units will be rental and delivered through not-for profit housing organizations, although not all. Some of this funding will be applied as subsidies or operating funding for existing units in the private rental sector or non-profit housing sector, for example, with no DCC implications. Traditionally, and based on population, roughly 50% of BC s affordable housing expenditures occur in Metro Vancouver, suggesting up to 57,000 units over 10 years or 5,700 units per year. However, estimates of the number of units to be developed annually by not-for-profit housing organizations are more likely in the range of 1,500 to 2,000, therefore resulting in an estimated annual impact of $2.5 - $3.5 million of foregone collections (applying an average DCC rate of $1,850).

15 GVS&DD Affordable Housing DCC Waiver Bylaw Regular Meeting Date: May 4, 2018 Page 7 of 9 The new GVS&DD DCC rates come into effect on May 1, DCC collections were approximately $22.6 million in 2016 at the existing rates. At the new rates, assuming the same development activity, DCC collections would be approximately $64.9 million. With new affordable housing programs announced by both the Provincial and the Federal governments and waiver bylaw language that promotes affordable rental housing development, it is expected that waiver experience in the coming years will be more substantial than experienced in the past. Cost implications were a factor in the decision to limit eligibility of the waiver to not-for-profit developments / dwelling units. Implementation Metro Vancouver will develop, in collaboration with member jurisdictions, an implementation guideline for the Affordable Housing DCC Waiver Bylaw and will update information on the Metro Vancouver website including the application form and FAQs. In terms of implementation, Metro Vancouver will be responsible for administering the waiver bylaw and determining eligibility for a GVS&DD DCC waiver for affordable rental housing. Member municipalities and/or the not-for-profit rental housing developer will be asked to provide to Metro Vancouver, for each waiver application for affordable rental housing: a) a completed GVS&DD DCC Waiver application form; b) a copy of operating/operator agreement governing the development, and/or c) a copy of Housing Agreement bylaw; and d) municipal staff recommendation as to the development s eligibility for the waiver. Metro Vancouver will provide written notice to the member municipality and applicant regarding its decision about eligibility for a GVS&DD DCC waiver for not-for-profit affordable rental housing. In the case of GVS&DD DCCs, Metro Vancouver does not levy the DCC, and relies on member municipalities to collect the charges. This means that municipal staff not only have to understand and calculate the charges, they must also do so in addition to their own municipal DCC regime. A similar approach is proposed for the waiver bylaw, with municipal staff gathering information and making a recommendation; however, GVS&DD staff would make the final decision as to eligibility. Bylaw Review A review of the updated waiver bylaw will be undertaken in 2020, in concert with a review of the DCC bylaw to assess use, cost, effectiveness, and to gauge whether any amendments regarding eligibility and language should be considered. Next Steps This report is being provided for information to the following Metro Vancouver Standing Committees in May 2018: Regional Planning; Housing; and Utilities. The bylaw will then be considered by the Finance and Intergovernment Committee and GVS&DD Board in June.

16 ALTERNATIVES As this in an information report; no alternatives are provided. GVS&DD Affordable Housing DCC Waiver Bylaw Regular Meeting Date: May 4, 2018 Page 8 of 9 FINANCIAL IMPLICATIONS Should the GVS&DD Board adopt the GVS&DD Affordable Housing DCC Waiver Bylaw as prepared, and with an expected increase in eligible projects in the coming years, the DCC s collected will likely be less than anticipated. The amount of foregone future DCC collections for GVS&DD due to the updated Regional DCC Waiver for Affordable Housing will be dependent upon future affordable housing development activity in the region. Past GVS&DD waiver trends will have little bearing on the future, given that the funding environment is quite different. The approach that GVS&DD takes in utilizing DCCs to service the principle portion of growth related debt lends itself to a measured response in assessing the financial impact. Waiver experience under the new bylaw will be a key factor to be reviewed when the DCC rate bylaw is next evaluated (set to commence in 2020). As DCC rates are not to be impacted by waivers, if the volume/amounts are material, staff would evaluate and recommend a funding strategy at that time. SUMMARY / CONCLUSION The Local Government Act (Section 563) allows for the ability to waive or reduce Development Cost Charges for affordable rental housing. Metro Vancouver has had an Affordable Housing DCC Waiver as part of the GVS&DD DCC Bylaw since Through the development of the updated GVS&DD DCC bylaw, it was decided to remove the affordable housing waiver language from DCC Bylaw, and to develop a separate Affordable Housing DCC Waiver bylaw, with an aim to improving language and clarity regarding applicability. Metro Vancouver retained a consultant to assist with the development of the Waiver Bylaw. The consultant developed an Options Paper for staff and stakeholder consideration that identified project scope, policy objectives, issues to consider, principles for developing an updated waiver, data on how the waiver has been used to date and options regarding eligibility and implementation. In assessing the scope of eligibility (i.e. whether both for-profit and not-for-profit developments should be eligible) for the updated GVS&DD DCC waiver, the following was evaluated: past use of the waiver; consistency with municipal practices; impact to the provision of affordable rental units; and cost and resource implications for GVS&DD. After assessment, it was recommended to limit the applicability of the updated waiver to not-forprofit rental housing, defined to include housing that is owned, leased or otherwise held by BC Housing, CMHC, not-for-profit societies, non-profit municipal housing corporations, and registered charities (defined in the bylaw). There was also significant discussion regarding whether the waiver should be applied only to affordable rental units, or to all units in a not-for-profit rental housing development. After analysis, staff are proposing that all units in the development receive the waiver if at least 30% of the units are to be occupied by households with incomes below housing income levels, as set out in the current Housing Income Limits (HILs) table published by the British Colombia Housing Management Commission, or equivalent publication, and only to those units if they comprise less than 30% of the development. The amount of foregone future DCC collections for GVS&DD from the updated Regional DCC Waiver for Affordable Housing is largely dependent upon future affordable housing development activity in

17 GVS&DD Affordable Housing DCC Waiver Bylaw Regular Meeting Date: May 4, 2018 Page 9 of 9 the region. Past GVS&DD waiver trends will have little bearing on the future, given that the funding environment is quite different. The approach that GVS&DD takes in utilizing DCCs to service the principle portion of growth related debt lends itself to a measured response in assessing the financial impact. Waiver experience under the new bylaw will be a key factor to be reviewed when the DCC rate bylaw is next evaluated (set to commence in 2020). As DCC rates are not to be impacted by waivers, if the volume/amounts are material, staff would evaluate and recommend a funding strategy at that time. Staff are seeking feedback from the Regional Planning, Housing and Utilities Committees in May, in advance of the bylaw going to the Finance and Intergovernment Committee and GVS&DD Board in June for consideration. Attachment: Greater Vancouver Sewerage and Drainage District Bylaw No. XXXX, 2018, A Bylaw to Establish a Waiver of Development Cost Charges for Affordable Housing

18 ATTACHMENT GREATER VANCOUVER SEWERAGE AND DRAINAGE DISTRICT BYLAW NO. XXXX, 2018 A Bylaw to Establish a Waiver of Development Cost Charges for Affordable Housing WHEREAS: A. Pursuant to subsections 58.2(3.3) and (3.4) of the Greater Vancouver Sewerage and Drainage District Act, SBC 1956, c. 50, the Greater Vancouver Sewerage and Drainage District may, by bylaw, waive or reduce a development cost charge imposed by bylaw pursuant to section 58.2 of the Greater Vancouver Sewerage and Drainage District for an eligible development ; and B. It is deemed desirable to establish requirements and conditions for a waiver or reduction of development cost charges for not-for-profit rental housing. NOW THEREFORE the Board of the Greater Vancouver Sewerage and Drainage District, in open meeting assembled, enacts as follows: 1.0 CITATION 1.1 The official citation for this Bylaw is the Greater Vancouver Sewerage and Drainage District Development Cost Charge Waiver for Affordable Housing Bylaw, No. XXXX, INTERPRETATION 2.1 Definitions. In this Bylaw: (a) (b) (c) (d) Apartment Dwelling Unit means a Dwelling Unit in a building or structure that consists or may consist of two or more storeys and contains or may contain four or more Dwelling Units, whereby the building or structure has a principal exterior entrance used in common for access to the Dwelling Units. Apartment Dwelling Unit does not include Dwelling Units that are Townhouse Dwelling Units; BC Housing means the British Columbia Housing Management Commission; Building Permit means any permit required by a Member Municipality that authorizes the construction, alteration or extension of a building or structure; CMHC means Canada Mortgage and Housing Corporation; Greater Vancouver Sewerage and Drainage District Development Cost Charge Waiver for Affordable Housing Bylaw No. XX, 2018 Page 1 of 7

19 (e) (f) (g) (h) (i) (j) (k) (l) (m) Combination Development means any Development that comprises two or more of the following uses: (i) Apartment Dwelling Unit; (ii) Residential Dwelling Unit; (iii) Townhouse Dwelling Unit; and (iv) Non-Residential Use; Development means: (i) a Subdivision; or (ii) the construction, alteration or extension of a building or structure for which a Building Permit is obtained; Development Cost Charge means a development cost charge payable by a registered owner to a Member Municipality on behalf of GVS&DD, pursuant to the Greater Vancouver Sewerage and Drainage District Development Cost Charge Bylaw No. 254, 2010; Dwelling Unit means one or more rooms comprising a self-contained unit that is used or intended to be used for living and sleeping purposes and for which are provided cooking facilities, or the facilities for installation of cooking facilities, and one or more bathrooms having a sink or wash-basin, a water closet, and a shower or bath; Effective Date means the date this Bylaw comes into force and takes effect; Eligibility Criteria means criteria established by a Not-for-Profit Society, BC Housing, Canada Mortgage and Housing Corporation, a Non-Profit Municipal Housing Corporation or a Registered Charity or any authorized designate of the foregoing entities, used to determine eligibility of a person to occupy a dwelling unit within a Not-for-Profit Rental Housing development; GVS&DD means the Greater Vancouver Sewerage and Drainage District; Group Home means staffed residential housing for those with a level of disability that requires continual assistance to complete daily tasks of living (such as taking medication, dressing or bathing); Member Municipality means a municipality that is a member of the GVSⅅ Greater Vancouver Sewerage and Drainage District Development Cost Charge Waiver for Affordable Housing Bylaw No. XX, 2018 Page 2 of 7

20 (n) (o) Non-Residential Use means any building or structure or any portion of any building or structure that is not Apartment Dwelling Unit, Residential Dwelling Unit or Townhouse Dwelling Unity but for greater certainty, does not include any portion of any Residential Use building or structure that is not part of a Dwelling Unit and is used or is intended to be used solely for the purpose of gaining access to and from Dwelling Units, solely for the maintenance of the building or structure or solely by the occupants of the Dwelling Units in the building or structure; Not-for-Profit Rental Housing means Residential Use Development, Combination Development or Supportive Living Housing comprising housing that is: (i) Owned, leased or otherwise held by a Not-for-Profit Society, BC Housing, CMHC, a Non-Profit Municipal Housing Corporation or a Registered Charity; (ii) Operated as rental housing for people who meet Eligibility Criteria; and (iii) Governed by the terms of an agreement and/or covenant with the Province of British Columbia, BC Housing, CMHC or a municipality regarding the operation of the housing and stipulating how the Dwelling Units will be occupied and managed; but not including: (i) a community care facility under the Community Care and Assisted Living Act, SBC 2002, c. 75; (ii) a continuing care facility under the Continuing Care Act, RSBC 1996, c. 70; (iii) a public or private hospital under the Hospital Act, RSBC 1996, c. 200; (iv) a Provincial mental health facility, an observation unit or a psychiatric unit designated under the Mental Health Act, RSBC 1996, c. 288; or (v) a housing based health facility that provides hospitality support services and personal health care; (p) Not-for-Profit Society means a society registered under the Societies Act, SBC 2015, c. 18, in respect of which: (i) The society s bylaws or constitution s stated purpose is to provide affordable housing for low (or low and moderate) income households, or another similar purpose consistent with the type of services being provided; (ii) The society s bylaws provide that the society s directors may not be remunerated in any capacity, nor may the directors serve as employees; (iii) The society s bylaws provide that upon dissolution or wind up of the society, the society s assets will be disposed to an organization(s) with a similar charitable purpose; (iv) Items addressed in subsections (i), (ii) and (iii) must be unalterable or otherwise restricted in accordance with the applicable legislation or regulation, or require the prior written consent of GVS&DD to alter; and (v) The society s rules of conduct must be in accordance with the provider s purposes and applicable legislation. Greater Vancouver Sewerage and Drainage District Development Cost Charge Waiver for Affordable Housing Bylaw No. XX, 2018 Page 3 of 7

21 (q) (r) Non-Profit Municipal Housing Corporation means a non-profit housing corporation established at the initiative of a municipality or regional district; On-Site Support Services means services to support independent daily living that are physically offered in the building s office or common areas, and include but are not limited to: (i) Health and mental health services; (ii) Health and community support referrals; (iii) Addiction services; (iv) Employment and education services; (v) Job and life skills training; (vi) Assistance with meal preparation or housekeeping; and (vii) Counselling and outreach services; but not including personal continual assistance services such as bathing, dressing or medication assistance, as offered in a Group Home; (s) (t) Registered Charity means a charitable foundation or a charitable organization as defined in the Income Tax Act, R.S.C. 1985, c. 1; (i) The registered charity s bylaws or constitution s stated purpose is to provide affordable housing for low (or low and moderate) income households, or another similar purpose consistent with the type of services being provided; (ii) The registered charity s bylaws provide that the society s directors may not be remunerated in any capacity, nor may the directors serve as employees; (iii) The registered charity s bylaws provide that upon dissolution or wind up of the society, the society s assets will be disposed to an organization(s) with a similar charitable purpose; (iv) Items addressed in subsections (i), (ii) and (iii) must be unalterable or otherwise restricted in accordance with the applicable legislation or regulation, or require the prior written consent of GVS&DD to alter; and (v) The registered charity s rules of conduct must be in accordance with the provider s purposes and applicable legislation. Rent means money paid or agreed to be paid, or value or a right given or agreed to be given, by or on behalf of a tenant to a landlord in return for the right to rent a Dwelling Unit, for the use of common areas and for services or facilities and includes any and all strata fees, regardless of whether such fees are paid directly to the landlord, but does not include any of the following: (i) a security deposit; (ii) (iii) a pet damage deposit; a fee prescribed under section 97 (2) (k) of the Residential Tenancy Act, SBC 2002, c. 78; Greater Vancouver Sewerage and Drainage District Development Cost Charge Waiver for Affordable Housing Bylaw No. XX, 2018 Page 4 of 7

22 (u) (v) (w) (x) (y) Residential Dwelling Unit means a Dwelling Unit in a building or structure that contains or may contain up to three Dwelling Units; Residential Use means Apartment Dwelling Unit, Residential Dwelling Unit, Townhouse Dwelling Unit and Townhouse Dwelling Unit; Sewerage Area means any of the GVS&DD s four sewerage areas, being the Vancouver Sewerage Area, the North Shore Sewerage Area, the Lulu Island West Sewerage Area and the Fraser Sewerage Area; Subdivision includes a division of land into two or more Parcels, whether by plan, apt descriptive words or otherwise under the Land Title Act, RSBC 1996, c. 250 or the Strata Property Act, SBC 1998, c. 43, the consolidation of two or more Parcels of land, and phased strata plans; Supportive Living Housing means housing, not including a Group Home, that integrates Dwelling Units for persons who were previously homeless or who are at risk of homelessness, who may also (i) have a mental illness, (ii) have or be recovering from drug or alcohol addictions, or (iii) experience other barriers to housing, with On-Site Support Services that are available to the residents of the Dwelling Units, where occupancy is not restricted to less than 90 days; (z) Townhouse Dwelling Unit means a Dwelling Unit in a building or structure that contains or may contain four or more Dwelling Units, whereby each Dwelling Unit has a direct exterior entrance; 2.2 Same Meaning. Terms defined in the Greater Vancouver Sewerage and Drainage District Development Cost Charge Bylaw No. 254, 2010, or incorporated by reference into that bylaw have the same meaning in this Bylaw. 2.3 References to an Enactment Include Its Amendments. References in this Bylaw to an enactment include the enactment as it may be amended or replaced from time to time. 3.0 WAIVER OF DEVELOPMENT COST CHARGES 3.1 Waiver of Development Cost Charges for Eligible Development. Notwithstanding section 4.1 of the Greater Vancouver Sewerage and Drainage District Development Cost Charge Bylaw, Bylaw No. 254, 2010, and subject to section 3.2 of this Bylaw, the GVS&DD will, for the following eligible development, waive or refund to the applicable Member Municipality on behalf of the registered owner, Development Cost Charges that are otherwise payable: Greater Vancouver Sewerage and Drainage District Development Cost Charge Waiver for Affordable Housing Bylaw No. XX, 2018 Page 5 of 7

23 (a) (b) All Dwelling Units within a Not-for-Profit Rental Housing Development, if at least thirty percent of the Dwelling Units are to be occupied by households with incomes at or below housing income limits for the corresponding size of housing unit, as set out in the current Housing Income Limits (HILs) table published by the BC Housing, or equivalent publication; or Only those Dwelling Units within a Not-for-Profit Rental Housing Development that are to be occupied by households with incomes at or below housing income limits for the corresponding size of housing unit, as set out in the current HILs table, or equivalent publication, if less than thirty percent of all of the Dwelling Units are to be occupied by such households; 3.2 No waiver or refund pursuant to section 3.1 shall be granted unless a registered owner s application for a waiver of Development Cost Charges in respect of Dwelling Units in a Notfor-Profit Rental Housing Development has been submitted to, and approved by the GVS&DD as fulfilling all of this Bylaw s eligibility requirements and conditions for a waiver or refund of Development Cost Charges. 4.0 RECORD KEEPING AND REPORTING 4.1 Statements. Each Member Municipality must provide statements to Metro Vancouver, in respect of each Sewerage Area within the Member Municipality, for every 12-month period comprising January 1 to December 31, and this will include: (i) the registered owner or lessee; and (ii) number and type of use of all Dwelling Units (calculated in accordance with the Rate Schedules set out in the Greater Vancouver Sewerage and Drainage District Development Cost Charge Bylaw, No. 254, 2010) in respect of which building permits were required where Development Cost Charges were waived under this Bylaw. 4.2 Reports. Metro Vancouver staff will report annually to the GVS&DD Board of Directors, and any time upon the request of the Board, the number and cost of GVS&DD Development Cost Charge waivers or reductions granted under this Bylaw. Read a first time this day of, Read a second time this day of, Read a third time this day of, Greater Vancouver Sewerage and Drainage District Development Cost Charge Waiver for Affordable Housing Bylaw No. XX, 2018 Page 6 of 7

24 Reconsidered, passed and finally adopted by the Board of Directors of the Greater Vancouver Sewerage and Drainage District this day of, Chair Secretary Greater Vancouver Sewerage and Drainage District Development Cost Charge Waiver for Affordable Housing Bylaw No. XX, 2018 Page 7 of 7

25 5.2 To: From: Metro Vancouver Housing Corporation Board Dean Rear, Director, Financial Planning and Operations, Financial Services Date: April 16, 2018 Meeting Date: May 25, 2018 Subject: Mortgage Renewal for Alderwood Place RECOMMENDATION That the Metro Vancouver Housing Corporation Board pass the following resolutions as required by the British Columbia Housing Management Commission: a) that the Metro Vancouver Housing Corporation Board hereby irrevocably authorizes British Columbia Housing Management Commission (BCHMC) to act on its behalf to renew the mortgage presently held by Canada Mortgage Housing Corporation (the Mortgage ) for the Alderwood Place project located at 8700 General Currie Rd, BC (BCHMC File no /340/CMHC# ); and b) that any two officers or directors, or any one director together with any one officer of the Metro Vancouver Housing Corporation (MVHC); for and on behalf of the MVHC be and are hereby authorized to execute and deliver under the seal of the MVHC or otherwise, all such deeds, documents and other writings and to do such acts and things in connection with the Mortgage assignment, renewal and amendment as they, in their discretion, may consider to be necessary or desirable for giving effect to this resolution and for the purpose of fulfilling the requirements of the lender of the monies. PURPOSE To obtain authority to renew the mortgage for the Alderwood Place project. BACKGROUND The Alderwood Place project is funded under the British Columbia Housing Management Commission (BCHMC) Umbrella Agreement, and the mortgage for this project is due for renewal on September 1, The previous renewal was completed through BCHMC on September 1, As part of the Direct Lending Program, BCHMC chooses an approved Canada Mortgage Housing Corporation (CMHC) lender, makes all decisions regarding the terms of the mortgage and handles all necessary requirements to secure the mortgage renewal. An alternative financing option is to finance the mortgage with another lender but would still be subject to BCHMC s approval. Additionally, there would be up-front costs which include surveys, property appraisals, environmental and building assessments, legal, CMHC mortgage insurance and mortgage broker services. The above noted alternative method of financing would not result in an improvement in interest rates for the MVHC or provide value added benefits. CMHC can offer rates that are usually considerably lower than or as favorable as any the MVHC could obtain elsewhere from outside lenders.

26 Mortgage Renewal for Alderwood Place Regular Meeting Date: May 4, 2018 Page 2 of 2 CMHC sets the interest rate for renewal at the Government of Canada benchmark bond yield of equal term plus no more than approximately 0.50% per annum compounded semi-annually. Based on the current benchmark rates, the estimated renewal rate is 2.77% compared to similar term products offered by the major banks estimated at 3.29%. ALTERNATIVES 1. That the MVHC Board pass the following resolutions as required by the British Columbia Housing Management Commission: a) that the MVHC Board hereby irrevocably authorizes British Columbia Housing Management Commission (BCHMC) to act on its behalf to renew the mortgage presently held by Canada Mortgage Housing Corporation (the Mortgage ) for the Alderwood Place project located at 8700 General Currie Rd, BC (BCHMC File no /340/CMHC# ); and b) that any two officers or directors, or any one director together with any one officer of the Metro Vancouver Housing Corporation (MVHC); for and on behalf of the MVHC be and are hereby authorized to execute and deliver under the seal of the MVHC or otherwise, all such deeds, documents and other writings and to do such acts and things in connection with the Mortgage assignment, renewal and amendment as they, in their discretion, may consider to be necessary or desirable for giving effect to this resolution and for the purpose of fulfilling the requirements of the lender of the monies. 2. Subject to BCHMC approval, finance the mortgage with another lender. FINANCIAL IMPLICATIONS The mortgage on Alderwood Place project subject for renewal on September 1, 2018 has a total balance of $2,261,549 with expected maturity date of July 1, This mortgage will be renewed to maturity. The current interest rate for the existing loan with CMHC is 3.54%. Should the Board approve alternative one to authorize BCHMC to act on our behalf, the mortgage will be renewed with a competitive interest rate with no constraints on Metro Vancouver resources. The estimated renewal rate of 2.77% is more attractive than rates offered by the major banks. The expected savings from the lower interest rate will reduce MVHC s debt servicing costs and thereby increase its ability for higher contribution to capital replacement projects. Should the Board approve alternative 2 with MVHC securing its own lender, an approval from BCHMC would still be required yet would provide no improvement in interest rates and would require additional expenditures to secure the financing. SUMMARY / CONCLUSION The mortgage for the Alderwood Place project needs to be renewed for September 1, As presented in alternative one, it is recommended that BCHMC act on MVHC s behalf as this allows for a competitive interest rate with no impact on Metro Vancouver resources

27 5.3 To: From: Metro Vancouver Housing Corporation Board Dean Rear, Director, Financial Planning and Operations, Financial Services Date: April 27, 2018 Meeting Date: May 25, 2018 Subject: BCHMC Grant Funding for Heather Place RECOMMENDATION That the Metro Vancouver Housing Corporation Board pass the following resolutions as required by the British Columbia Housing Management Commission: a) that the Metro Vancouver Housing Corporation (MVHC) borrow up to a maximum amount of $6,700,000 from the British Columbia Housing Management Commission (BCHMC) by way of a forgivable loan secured by a mortgage as required to facilitate the construction of the housing project (the Project ) for the property located at 755/785/ th Ave W, Vancouver, BC legally described as PID Lot C Block 438 District Lot 526 Plan (the Property ); and b) grant to BCHMC a covenant restricting the user of the Property in accordance with the Loan Commitment Letter; and c) that the MVHC execute and deliver all documents required by BCHMC or the lender of the monies, in such form and containing such terms, covenants, provisos and conditions as are satisfactory to or required by them, including without limitation a Section 219 covenant, a mortgage and affordable housing agreement (if applicable) and operating agreement; and d) that any two officers or directors, or any one director together with any one officer of the MVHC; for and on behalf of the MVHC be and are hereby authorized to execute and deliver under the seal of the MVHC or otherwise, all such deeds, documents and other writings and to do such acts and things in connection with the Property and Project as they, in their discretion, may consider to be necessary or desirable for giving effect to this resolution and for the purpose of fulfilling the requirements of BCHMC or the lender of the monies. PURPOSE To obtain authority to execute a forgivable mortgage agreement with British Columbia Housing Management Commission (BCHMC) to secure grant funding for the Heather Place redevelopment project. BACKGROUND Phase 1 of the Heather Place redevelopment project entails construction of 67 units of rental housing. BCHMC has offered to provide Metro Vancouver Housing Corporation (MVHC) with grant funding of up to $6,700,000 for the project in the form of a forgivable mortgage whereby MVHC must use the site for the intended purpose of providing affordable housing units for low and moderate income individuals, couples and families. BCHMC GRANT FUNDING CONDITIONS BCHMC has made the funding offer following their normal business processes which are in place to typically accommodate non-profit organizations providing affordable housing. The conditions and security of a forgivable mortgage are not the form that grant funding usually takes with a local

28 BCHMC Grant Funding for Heather Place Regular Meeting Date: May 4, 2018 Page 2 of 3 government recipient. If MVHC wishes to change the terms, the costs (including legal and other related costs), will be charged to the project, thereby eroding the amount of the funding that would go to the project. Some of the more significant conditions of the funding are as follows: The funding to be secured in the form of a first mortgage with a term of 35 years with 1/25 of the mortgage forgiven each year, commencing in the 11 th year. Should a breach in the agreement occur, it would constitute a default and the full balance of the loan would come due immediately; A section 219 covenant regarding the use of the property to be registered on title in BCHMC s favour; Title review and approval of all charges to be placed on title; Design and working drawings to be acceptable to BCHMC; BCHMC to be kept apprised of the status of construction and particularly, any problems with construction; MVHC to provide confirmation of all equity funding in writing; BCHMC to determine and coordinate any public or media events with respect to the project; and, MVHC to pay all legal fees and other expenses, including those to register and discharge the mortgage. ALTERNATIVES 1. That the MVHC Board pass the following resolutions as required by the British Columbia Housing Management Commission: a) that the Metro Vancouver Housing Corporation (MVHC) borrow up to a maximum amount of $6,700,000 from the British Columbia Housing Management Commission (BCHMC) by way of a forgivable loan secured by a mortgage as required to facilitate the construction of the housing project (the Project ) for the property located at 755/785/799 14th Ave W, Vancouver, BC legally described as PID Lot C Block 438 District Lot 526 Plan (the Property ); and b) grant to BCHMC a covenant restricting the user of the Property in accordance with the Loan Commitment Letter; and c) that the MVHC execute and deliver all documents required by BCHMC or the lender of the monies, in such form and containing such terms, covenants, provisos and conditions as are satisfactory to or required by them, including without limitation a Section 219 covenant, a mortgage and affordable housing agreement (if applicable) and operating agreement; and d) that any two officers or directors, or any one director together with any one officer of the MVHC; for and on behalf of the MVHC be and are hereby authorized to execute and deliver under the seal of the MVHC or otherwise, all such deeds, documents and other writings and to do such acts and things in connection with the Property and Project as they, in their discretion, may consider to be necessary or desirable for giving effect to this resolution and for the purpose of fulfilling the requirements of BCHMC or the lender of the monies. 2. That the MVHC Board receive for information the report dated April 25, 2018 titled BCHMC Grant Funding for Heather Place and provide alternate direction.

29 BCHMC Grant Funding for Heather Place Regular Meeting Date: May 4, 2018 Page 3 of 3 FINANCIAL IMPLICATIONS The Heather Place redevelopment project is moving forward with Phase 1 to construct 67 units of rental housing. A key piece of the funding model for the project is a $6.7 million grant from BCHMC which, at their request is to be secured by a forgivable mortgage. Should the Board approve alternative one to enter into a forgivable mortgage agreement with BCHMC, the project will be able to proceed with existing operating assumptions for revenues and expenditures. Should the Board approve alternative two, additional funding for project completion will need to be secured. If that funding has to be sourced internally from MVHC, it will likely limit the funding available for MVHC to pursue other opportunities advancing affordable housing in the region. SUMMARY / CONCLUSION The British Columbia Housing Management Commission (BCHMC) has offered to provide Metro Vancouver Housing Corporation (MVHC) with grant funding of up to $6,700,000 for the redevelopment of Heather Place in the form of a forgivable mortgage. Securing the funding will allow the project to proceed as planned with existing operating assumptions for revenues and expenditures. As presented in alternative one, it is recommended that MVHC secure the grant funding through the forgivable mortgage from BCHMC

30 5.6 To: From: Donna Brown, General Manager Human Resources and Housing Services Date: April 27, 2018 Meeting Date: May 4, 2018 Subject: Manager s Report RECOMMENDATION That the receive for information the report dated April 27, 2018, titled Manager s Report. Tenant Relocation Due to Redevelopment Policy At the March 16, 2018 Meeting staff were directed to conduct a further analysis of municipal requirements for tenant relocation and compensation resulting from redevelopment. Since the March 16th meeting the Provincial Government created a Provincial Task Force on the rental housing sector. Recommendations from the task force are expected later in In addition, Minister Robinson tabled changes to the Residential Tenancy Act to address tenant security issues where properties are renovated or redeveloped. If approved by the legislature the changes will: Provide tenants with more time to find alternate housing if a landlord ends a tenancy to demolish or renovate a unit and requires vacant possession. Provide tenants with more time to dispute a notice to end a tenancy for demolition, conversion or renovation. Increase the amount of compensation a landlord must pay to a former tenant if they end a tenancy for renovation/demolition and then do not follow through with the plan. This compensation would also apply in situations where the landlord used a vacate clause because they had plans to move back in but then re-rented the unit to someone else. Include a first right of refusal for tenants in multi-unit buildings who are evicted because of renovation or repair. The requirement to offer units to the original tenant is intended to help address the improper uses of this provision by allowing a tenant to confirm that renovations did occur. MVHC s current practice of providing compensation to tenants requiring to relocate due to development exceeds the requirements of the Residential Tenancy Act. Staff will bring forward a draft Tenant Relocation Due to Redevelopment Policy for to consider after the Provincial Government finalizes their review of the Residential Tenancy Act BC Property Assessments During the March 16th, 2018 Meeting, staff were asked to review the new 2018 property tax assessments and report back at the next meeting. Additionally, Director Jordan provided a Memorandum from City of Burnaby Finance Department dated March 12, 2018 titled Non-Profit

31 Manager s Report Regular Meeting Date: May 4, 2018 Page 2 of 2 Affordable Housing Property Assessments to be circulated to committee members. This memorandum is included as Info Item 6.4 in the May 4, 2018 agenda package. MVHC received 2018 property assessments totaling $892,557,402. This was a 10% increase on the 2017 property assessments, which resulted in MVHC paying $2,577,167 in property taxes. On March 1st, 2018, BC Assessment and BC Housing reached an agreement to change the valuation methods for non-profit properties with affordable housing rental restrictions, that have either a lease or a covenant on title registered before November 30th of the preceding tax year. This agreement resulted in the 2018 assessed values decreasing. Metro Vancouver s Property division and MVHC had engaged the Altus Group to support the property assessment appeals. Altus Group have reported that through negotiations with BC Assessments the MVHC property assessments had decreased by $139,758,000 (a 16% reduction). MVHC is waiting for writing confirmation of the reduction. Work is continuing with the Altus Group to assess if other properties within MVHC meet the rental restriction criteria and can be registered for appeal at the Property Assessment Appeal Board. CHRA Congress and CMHC Meeting Ottawa April 2018 Staff attended the CHRA Congress and had the opportunity to meet with officials from FCM and CMHC. These meetings were very helpful in increasing awareness of the Metro Vancouver Housing Corporation and also provided opportunities to explore potential funds for MVHC Projects. Vacancy Reports The 2018 first quarter vacancy rate for MVHC s portfolio was 0.38%. A total of six units are being held vacant at Kingston Gardens due to redevelopment. Attachments: 1. 1 st Quarter 2018 Vacancies by Portfolio 2. 1 st Quarter 2018 Vacancies by Municipality 3. Vacancy Rate Trend

32 ATTACHMENT 1 Vacancies by Portfolio Q METRO VANCOUVER HOUSING CORPORATION Ref: Portfolio Sponsor Total Units Total Rentable Units (Q1) Vacancy Rate 1 BC Housing Umbrella Agreement % ( 10 Units ) 2 MVHC % ( 1 Unit ) 3 Section % ( 1 Unit ) 4 CMHC/BCHMC % ( 0 Units ) TOTALS: % *Not Included in table above 1 *Units unavailable due to repair in this quarter 7.7 *Units unavailable due to Kingston Gardens Tenant Relocation *Downtown Eastside Vancouver Units excluded: 1 Hugh Bird - (Contract Managed) 64 3 Regal Place - (Contract Managed) 40 2 Claude Douglas - (Contract Managed) 39 *TOTAL CONTRACT MANAGED UNITS EXCLUDED: 143 *TOTAL UNITS EXCLUDED: 155.7

33 ATTACHMENT 2 Vacancies by Municipality Q METRO VANCOUVER HOUSING CORPORATION Municipality Total Rentable Units Average # Vacant Units Q MVHC Average % Vacancy Q CMHC Benchmark Oct 2017 Maple Ridge % 0.50% North Vancouver % 1.30% Burnaby % 0.60% Port Moody % 0.50% Port Coquitlam % 0.50% Surrey % 0.50% Richmond % 0.60% Coquitlam % 0.50% Vancouver % 0.90% New Westminster % 1.10% Delta / Ladner % 1.20% % * Excluding Contract Managed Units in the Downtown Eastside (Regal Place, Claude Douglas, Hugh Bird Residence)

34 ATTACHMENT 3 Vacancy Rate Trend (March 2016 to March 2017) METRO VANCOUVER HOUSING CORPORATION 2.00% 1.50% 1.00% CMHC Avg = 0.80% MVHC Avg = 0.49% 0.50% 0.41% 0.63% 0.53% 0.38% 0.00% 2nd Qtr rd Qtr th Qtr st Qtr 2018

35 it 6.1 Minister of Infrastructure Ministre de I Infrastructure and Communities 4 et des Collectivités Ottawa, Canada Ki P 0B6 Mr. Greg Moore Chair Metro Vancouver Board 4730 Kingsway MAR Burnaby, British Columbia V5H 0C6 Dear Mr. Moore: Thank you for your letter of December 22, 2017, regarding the Transit-Oriented Affordable Housing Study. Please accept my apologies for the delay in responding. Affordable housing is a cornerstone of inclusive communities helps to strengthen the middle class and grow the economy. Through the Investing in Canada plan, the Government of Canada is contributing to the National Housing Strategy, led by my colleague, the Minister of Families, Children and Social Development and Minister Responsible for the Canada Mortgage and Housing Corporation, the Honourable Jean-Yves Duclos. The National Housing Strategy will build housing that is sustainable, accessible, mixed-income, and mixed-use. It will build housing that is fully integrated into the community close to transit, close to work, and close to public services. In previous budgets, the Government of Canada announced a historic plan to invest more than $180 billion in infrastructure over 12 years. The investments in infrastructure that we make today will benefit Canadians for years to come: delivering clean, sustained economic growth; building stronger, more inclusive communities; and creating more and better, middle-class jobs for Canadians. To support ambitious public transit projects, the Government of Canada will invest $28.7 billion. This funding will make it possible for Canadian communities to transform the way that Canadians live, move and work. Infrastructure is the foundation of sustainable and inclusive communities it removes barriers, brings people together, fosters innovation and allows all Canadians to be active participants in their community. We are working closely with all our partners and stakeholders to deliver this ambitious plan that will make a real difference to Canadians and Canadian communities. anaua - ii -,

36 -2- Thank ou for sharing the key findings of the study on Transit-Oriented Affordable Housing with me, which I have provided to officials within Infrastructure Canada. I look forward to future discussions with you on ways to promote equitable transit-oriented communities. Yours sincerely, p c21 Amarjeet Sohi, P.C., M.P. c.c. The Honourable Jean-Yves Duclos, P.C., M.P. Minister of Families, Children and Social Development and Minister Responsible for the Canada Mortgage and Housing Corporation

37 6.2 B1iTIsH COLUMBIA 4 4A[ fl fl 1i Ret: His Worship Mayor Greg Moore, Chair Metro Vancouver 4730 Kingsway BurnabyBC V5HOC6 Dear Chair rs)1 ore: e!j Thank you for your letters and the attached copy of the Transit-Oriented Affordable Housing Study, addressed to the Honourable George Heyman, Minister of Environment and Climate Change Strategy, Bowinn Ma, Parliamentary Secretary for TransLink, and me. As Minister responsible for both housing and TransLink, I am pleased to respond. I appreciate you taking the time to share the findings from the study undertaken by Metro Vancouver, BC Housing, BC Non-Profit Association, TransLink and Vancity. I have reviewed the key findings and I was particularly interested in the policy tools and innovative approaches to construction costs. As you know, ensuring British Columbians have access to affordable housing is a top priority for this government and I am aware of the benefits that rental housing situated near transit-oriented locations provides to improving overall affordability. Our government has already taken a number of steps to address the province s housing challenges, including early investments in modular and affordable rental units, and our recently released 30-point housing affordability plan aimed at tackling speculation, curbing demand, increasing housing supply, and improving security for renters. I understand that the Metro Vancouver Board has directed staff to conduct a jurisdictional review regarding scaled up initiatives to generate new affordable housing, and I am eager to hear the outcome of that review. Partnerships are important in advancing affordable housing objectives and I look forward to continuing to work with Metro Vancouver to explore opportunities that improve housing outcomes, particularly for low income households in the Lower Mainland../2 Ministry of Municipal Affairs Office of the Minister Mailing Address: Location: and Housing PD Box 9056 Stn Prov Govt Room 310 Victoria BC V8W 9E2 Parliament Buildings Phone: Victoria BC V8V 1X4 Fax:

38 His Worship Mayor Greg Moore, Chair Page 2 Thank you again for writing and for providing this very informative report. Sincerely, Selina Robinson Minister pc: Honourable George Heyman Minister of Environment and Climate Change Strategy Bowinn Ma, MLA North Vancouver Lonsdale Parliamentary Secretary for TransLink

39 6.3 To: Date: March 27, 2018 Meeting Date: May 4, 2018 Subject: Public Engagement Policy The attached Public Engagement Policy report is presented here to the for its information. At its meeting of March 23, 2018, the MVRD, GVS&DD, GVWD and MVHC Boards approved the Public Engagement Policy. The policy aims to improve public engagement processes and create consistency across all Metro Vancouver functions by outlining Metro Vancouver s approach for the planning, implementation and reporting of engagement processes. The Public Engagement Flow Chart outlines the process for public engagement at Metro Vancouver. The Public Engagement Policy describes the organization s guiding principles, the levels in which engagement is undertaken, and the roles and responsibilities of the Board and staff. The Public Engagement Guide is a resource for staff to assist in scoping engagement initiatives and preparing engagement strategies for the public. Standing Committees that oversee public engagement processes can expect to see more consistent reporting from staff in both seeking authorization for engagement processes and reporting back on engagement results. Attachment Report dated March 7, 2018, titled Public Engagement Policy (Doc # )

40 ATTACHMENT To: From: Finance and Intergovernment Committee Vanessa Anthony, Program Manager, Public Involvement, Water Services; Megan Gerryts, Corporate Projects Coordinator, Legal and Legislative Services; and Andrea Winkler, Program Manager, Public Involvement, Liquid Waste Services Date: March 7, 2018 Meeting Date: March 16, 2018 Subject: Public Engagement Policy RECOMMENDATION That the MVRD/GVS&DD/GVWD/MVHC Board approve the Public Engagement Policy as presented in the report dated March 7, 2018, titled Public Engagement Policy. PURPOSE To present the Public Engagement Policy for consideration and approval. BACKGROUND Public engagement across Metro Vancouver can take on a wide variety of forms depending on the potential impact and complexity of a project or initiative. In order to improve engagement processes and create consistency across all Metro Vancouver functions, staff have developed a Public Engagement Policy that outlines Metro Vancouver s approach for the planning and implementation of engagement processes. The proposed policy is aligned with the Metro Vancouver Board Strategic Plan which emphasizes the importance of being accountable, transparent and responsive in order to maintain an effective federation. Metro Vancouver regularly engages with the public and key stakeholders to gather information to influence decision-making. This report presents for Committee and Board consideration a proposed Public Engagement Policy to ensure that Metro Vancouver is consistent and effective in its public engagement activities (Attachment 1). An accompanying Public Engagement Flow Chart and Public Engagement Guide are also included with this report which are intended to assist staff in the administration and application of the proposed Policy (Attachments 2 & 3). PROPOSED PUBLIC ENGAGEMENT POLICY The Public Engagement Policy as drafted outlines Metro Vancouver s approach to public engagement by describing the organization s guiding principles, the levels in which engagement is undertaken, and the roles and responsibilities of the Board and staff. The Public Engagement Flow Chart and Guide describe the process for undertaking responsible public engagement in accordance with the guiding principles. Increasingly, municipalities are defining their engagement practices in policy and including an accompanying Guide for staff. There are many benefits to having engagement practices defined in

41 Public Engagement Policy Finance and Intergovernment Committee Regular Meeting Date: March 16, 2018 Page 2 of 4 policy, including ensuring that engagement initiatives are reflective of organizational values and that the principles that guide engagement are properly articulated and are agreed upon at the Board level. Guiding Principles The proposed Policy articulates five guiding principles that direct Metro Vancouver s engagement processes. These guiding principles are based on industry best practices and seek to set a standard of excellence in carrying out engagement processes. 1. Accountability Metro Vancouver upholds the commitments it makes to the public and demonstrates that the results and outcomes of the engagement processes are consistent with the approved plans for engagement. 2. Inclusiveness Metro Vancouver makes its best efforts to reach, involve and hear from those who are impacted. Plain language will be used in all engagement materials. 3. Transparency Metro Vancouver provides clear and timely information, and endeavours to ensure decision processes, procedures, and constraints are understood. 4. Commitment Metro Vancouver, within its ability and work plans, allocates sufficient resources for effective engagement. 5. Responsiveness Metro Vancouver seeks to understand and be receptive to the public s input. Spectrum of Engagement The International Association of Public Participation (IAP2) spectrum of engagement is a widely used tool amongst municipalities. Metro Vancouver has been using the spectrum for many years to help identify the public s role in the decision-making process. The adapted spectrum described in the policy outlines three engagement levels: Consult, Involve and Collaborate. Each of these levels corresponds to the level of influence the public has in the decision-making process. The Policy directs staff to use the Engage Assessment in the Public Engagement Guide (Attachment 3, p. 12) to determine if their project or initiative requires engagement. If engagement is required, the assessment will help staff determine which level of engagement is the most appropriate based on the potential impact and complexity of the project or initiative. Roles and Responsibilities The Policy outlines the roles and responsibilities of the Board of Directors in making decisions informed by public input. Three criteria are articulated in the Policy and Guide to determine if reporting to Standing Committees and the Board is required. In general, engagement reports will be sent to Committee when a project or initiative fulfills all of the following three criteria: The Board will be making the ultimate decision/providing the final approval regarding the project or initiative; The project or initiative has the potential to impact the public and/or stakeholders; and, There are decisions within the project or initiative that will be open to input from the public. These criteria have been developed in order to ensure that the Board has the opportunity to review the scope of the engagement process before engagement is initiated on projects where they provide

42 Public Engagement Policy Finance and Intergovernment Committee Regular Meeting Date: March 16, 2018 Page 3 of 4 final approval. Additionally, these criteria ensure that engagement is meaningful, since engagement is only initiated if decisions within the project or initiative are open to input from the public. Staff are responsible for following the process described in the Public Engagement Guide. The Public Engagement Flow Chart (Attachment 2) articulates when Board reporting should take place, if required. PUBLIC ENGAGEMENT GUIDE The Public Engagement Guide is intended to support the proposed Public Engagement Policy by directing staff in scoping engagement processes and preparing engagement strategies for the public. The engagement process established in the Public Engagement Flow Chart and detailed in the Guide is supported by tools and worksheets. The Guide is intended for use by Metro Vancouver staff and can be used by any member of staff regardless of their engagement expertise. OTHER PUBLIC ENGAGEMENT PROCESSES As noted in the Public Engagement Guide, the Policy and Guide are not intended to apply to First Nation engagement which is prescribed in separate processes and primarily relevant to construction projects. In addition, Metro Vancouver s Environmental Regulation and Enforcement Division has separate notification processes that are connected to the issuance of permits and licenses. To assist in ensuring that the public is fully informed on various Metro Vancouver initiatives, a variety of online tools and information is available to support public engagement. Specific initiatives are frequently featured on the website and the Performance Monitoring Dashboard has been developed and is maintained to provide up-to-date information across all functions within Metro Vancouver. ALTERNATIVES 1. That the MVRD/GVS&DD/GVWD/MVHC Board approve the Public Engagement Policy as presented in the report dated March 7, 2018, titled Public Engagement Policy. 2. That the Finance and Intergovernment Committee receive for information the report dated March 7, 2018, titled Public Engagement Policy and provide alternate direction to staff. FINANCIAL IMPLICATIONS If the Board approves alternative one, the Public Engagement Policy will provide direction to staff in undertaking public engagement processes. The Policy is expected to improve processes and is not anticipated to result in increased costs for engagement. Any budgetary impacts resulting from this Policy will be included in the budget approval process under the corresponding function and division. SUMMARY / CONCLUSION The Board Strategic Plan emphasizes the importance of being accountable, transparent and responsive in order to maintain an effective federation. The proposed Public Engagement Policy aims to improve public engagement processes and create consistency across all Metro Vancouver functions by outlining Metro Vancouver s approach for the planning and implementation of engagement processes. The Policy and accompanying Flow Chart and Guide provide direction on carrying out engagement processes consistently and responsibly. Staff recommend approving alternative one.

43 Public Engagement Policy Finance and Intergovernment Committee Regular Meeting Date: March 16, 2018 Page 4 of 4 Attachments 1. Public Engagement Policy (Doc # ) 2. Public Engagement Flow Chart (Doc # ) 3. Public Engagement Guide (Doc # )

44 ATTACHMENT 1 BOARD POLICY PUBLIC ENGAGEMENT Effective Date: March 23, 2018 Approved By: MVRD/GVS&DD/GVWD/MVHC Boards PURPOSE To outline Metro Vancouver s approach for the development and implementation of engagement processes to achieve the following: Effective engagement processes that are clear, consistent, and carried out responsibly; Opportunities for public input to influence decision-making; Strong relationships with the communities that Metro Vancouver serves; and, Board decisions that are informed by input from the public. This Policy applies to all public engagement initiatives with the exception of First Nation engagement, which is prescribed in separate processes. This Policy does not apply to the Statutory Notification Process. DEFINITIONS Engagement means purposeful dialogue between Metro Vancouver, member jurisdictions, residents, businesses and special interest groups to gather information to influence decision-making. Engagement Spectrum means a spectrum that helps to provide -clarity on terminology, process, level of promise and expectation for engagement. Engagement Support means the group responsible for assisting the project manager in scoping the engagement process, and preparing and executing the engagement strategy. The group may consist of staff from External Relations, Public Involvement or external consultants depending on the department structure. International Association of Public Participation (IAP2) means an international association that promotes the practice of public participation. IAP2 has set out core values and a spectrum of participation to create a common understanding of the engagement practice. Plain Language means clear, concise communication designed so the audience can easily understand the message. Public means a broad grouping of residents and/or businesses and/or special interest groups. Stakeholder means any member of the public interested in or potentially impacted by a project or initiative Public Engagement Policy Page 1 of 3

45 BOARD POLICY POLICY As articulated in the Board Strategic Plan, Metro Vancouver is committed to informing, educating, and engaging the public in decision-making and providing the public with opportunities to influence decisions that impact their lives. This Policy sets out the guiding principles and procedures for ensuring that all engagement initiatives are carried out consistently and responsibly. GUIDING PRINCIPLES Accountability Metro Vancouver upholds the commitments it makes to the public and demonstrates that the results and outcomes of the engagement processes are consistent with the approved plans for engagement. Inclusiveness Metro Vancouver makes its best efforts to reach, involve and hear from those who are impacted. Plain language will be used in all engagement materials. Transparency Metro Vancouver provides clear and timely information, and endeavours to ensure decision processes, procedures, and constraints are understood. Commitment Metro Vancouver, within its ability and work plans, allocates sufficient resources for effective engagement. Responsiveness Metro Vancouver seeks to understand and be receptive to the public s input. SPECTRUM OF ENGAGEMENT Metro Vancouver applies an adapted International Association of Public Participation (IAP2) Engagement Spectrum to help identify the public s role in the decision-making process, and to clearly lay out the corresponding level of engagement with examples of appropriate techniques. Metro Vancouver will use the Engage Assessment as found in the Public Engagement Guide to determine the appropriate level of engagement required for each initiative. The different levels of engagement correspond to the level of influence the public has in the decision making process and the level of ownership Metro Vancouver has over the decision-making process and end decision. Consult The consult level of engagement consists of raising awareness, sharing information about projects, and providing opportunities for feedback. The commitment to the public is to keep them informed, listen to and acknowledge concerns and aspirations, and provide feedback on how public input influenced the decision. Decisions are made by the authorized decision-maker with input from the public or relevant stakeholders Public Engagement Policy Page 2 of 3

46 BOARD POLICY Involve The involve level of engagement consists of involving the public to make sure that concerns and aspirations are considered and understood. The commitment to the public is to work with them to ensure concerns and aspirations are directly reflected in the alternatives developed and provide feedback on how public input influenced the decision. Decisions are made by the authorized decisionmaker after involving the public to explore possible alternatives to an issue or opportunity at hand. Collaborate The collaborate level of engagement consists of collaborating with the public in each aspect of decision-making. The commitment to the public is to look to them for advice and innovation in formulating solutions and incorporate their advice and decisions to the maximum extent possible. Decisions are made by authorized decision-makers after Metro Vancouver and the public have worked together to explore possible alternatives to an issue or decision and prioritize the preferred solution(s). ROLES AND RESPONSIBILITIES The Metro Vancouver Board of Directors is responsible for authorizing engagement processes and hearing public input reported to them through Standing Committee and Board reports, and making decisions informed by public input. Not all engagement processes will require reports to Standing Committees and the Board. In general, engagement reports will be sent to Committee when a project or initiative fulfills all of the following three criteria: The Board will be making the ultimate decision/providing the final approval regarding the project or initiative; The project or initiative has the potential to impact the public and/or stakeholders; and, There are decisions within the project or initiative that will be open to input from the public. Metro Vancouver staff are responsible for adhering to the Public Engagement Guide and for carrying out engagement initiatives in accordance with the guiding principles. Staff will prepare reports to Standing Committees and the Boards that are informed by research, data, and analytical tools in addition to input from the public that is representative of the breadth of input received. The Public Engagement Flow Chart shows the engagement process including the role of the Board Public Engagement Policy Page 3 of 3

47 ATTACHMENT 2 Public Engagement Flow Chart Engagement support will carry out the following steps in coordination with the project team: Engage Assessment Determine whether or not engagement is needed Project Planning Develop engagement plan with scope, participants, budget, timelines, roles and responsibilities Engagement authorization report to the Board, as required Engagement Implement engagement plan Engagement results report to the Board, as required Communicate Results Report back to participants and decision makers on what was asked, what was heard, and how feedback was used Evaluate Engagement Process Evaluate the engagement process based on the engagement objectives

48 ATTACHMENT 3 PUBLIC ENGAGEMENT GUIDE A Guide for Metro Vancouver Staff March

49 Public Engagement Guide: A Guide for Metro Vancouver Staff TABLE OF CONTENTS 1. INTRODUCTION WHAT IS ENGAGEMENT? ENGAGEMENT GUIDING PRINCIPLES WORKING WITH STANDING COMMITEES AND THE BOARD IS ENGAGEMENT NEEDED? INTRODUCTION TO THE ASSESSMENT TOOL OVERVIEW OF THE ENGAGEMENT PROCESS ENGAGEMENT TOOLS AND WORKSHEETS A. ASSESS ENGAGE ASSESSMENT TOOL B. PLAN SCOPING PROJECTS & STAKEHOLDERS C. CONNECT ENGAGEMENT METHODS D. REPORT BACK E. EVALUATE PROCESS EVALUATION APPENDIX A REPORTS SEEKING AUTHORIZATION APPENDIX B REPORTS DESCRIBING RESULTS

50 Public Engagement Guide: A Guide for Metro Vancouver Staff The Metro Vancouver Public Engagement Guide supports Metro Vancouver s Public Engagement Policy and provides more detail on the process described in the Public Engagement Flow Chart. The Guide is intended to direct staff in scoping engagement processes and preparing engagement strategies for the public. This Guide does not apply to First Nation engagement, which is prescribed in separate processes. The process described in the Public Engagement Policy and Guide does not apply to Metro Vancouver s Statutory Notification Process. 1. INTRODUCTION Metro Vancouver is committed to informing, educating, and engaging the public about decisions that impact their lives and livelihoods. Meaningful engagement allows us to make better quality decisions and improve our relationships with residents, businesses, special interest groups, and municipalities. The purpose of this Public Engagement Guide is to help Metro Vancouver employees across all departments deepen their understanding of engagement and ensure the consistent delivery of and reporting out on engagement processes at Metro Vancouver. It is designed to help you determine when to seek public input, what methods to use, and how to know if the process was a success. This Guide will help clarify key terms and best practices in engagement, as well as introduce you to the guiding principles that direct Metro Vancouver s engagement efforts. It will take you through the steps of designing, implementing, and evaluating your engagement efforts and offers practical tools and resources to incorporate into your projects. The Guide also includes an interactive assessment tool. This tool will help you decide whether engagement is needed for your project and what level of engagement is required. It is designed to support you in scoping projects, selecting engagement methods, and navigating approval steps. The Guide is not meant to be a substitute for working with an engagement support team. Your engagement support will work with you to develop and implement the engagement process. 1.1 WHAT IS ENGAGEMENT? Engagement is based on the premise that people have the right to participate in decision-making processes that affect them on the individual or community level. The Metro Vancouver Public Engagement Policy defines engagement as: Purposeful dialogue between Metro Vancouver, member jurisdictions, residents, businesses, and special interest groups to gather information to influence decision-making. For efficiency, throughout this Guide and in the Policy these groups are collectively referred to as the public. 3

51 Public Engagement Guide: A Guide for Metro Vancouver Staff Engagement presents participants with opportunities to learn about Metro Vancouver projects, contribute feedback, inform decision-making, and be informed of the outcomes. The purpose of engagement is not to make everyone happy with the outcome. Instead, a successful process means that participants can live with an outcome, because they understand that the engagement process was defensible, with an appropriate level of engagement delivered in a timely and logical way. When engagement is done well, benefits can include: Reducing risk by understanding impacts and issues ahead of time by engaging early, potentially negative impacts on the community can be addressed early, which can save money, time and relationships in the long run. Create better projects and plans with local knowledge: Communities and interest groups have local knowledge and possibly different ways of viewing issues. Metro Vancouver benefits from the diverse viewpoints and new ideas raised through engagement to make better quality and responsive decisions. Develop champions in the community who can end up becoming ambassadors for the project if they feel community issues have been listened and responded to. These champions help establish credibility and trust within the community. Help elected officials make good decisions by engaging with the right people and groups, asking clear questions and reporting back on what we heard, elected officials are able to make informed decisions with a better understanding of the community s perspectives on an issue. Metro Vancouver offers an array of engagement activities, ranging from information sessions to collaborating on solutions. Metro Vancouver has adapted the International Association of Public Participation s (IAP2) Spectrum of Public Participation 1 to provide a clear framework on the public s role in the decision-making process and the most suitable engagement techniques and tools to match the level. This spectrum is internationally recognized and used by municipalities across North American and internationally. It provides a common framework and language for assessing and determining the appropriate level of engagement. 1 IAP2 is an international member association which seeks to promote and improve the practice of public participation or community engagement, incorporating individuals, governments, institutions and other entities that affect the public interest throughout the world. 4

52 Public Engagement Guide: A Guide for Metro Vancouver Staff IAP2 Spectrum Public Participation Goal Promise to the Public Example techniques To obtain public feedback on analysis, issues, alternatives and decision. We will keep you informed, listen to and acknowledge concerns and aspirations, and provide feedback on how public input influenced the decision. Public Comments Focus Groups Surveys Public Meetings To work with the public to make sure that concerns and aspirations are considered and understood. We will work with you to ensure that your concerns and aspirations are directly reflected in the alternatives developed and provide feedback on how public input influenced the decision. Workshops Deliberative Polling To partner with the public in each aspect of the decision-making. We will look to you for advice and innovation in formulating solutions and incorporate your advice and recommendations into the decisions to the maximum extent possible. Citizen Advocacy Committees Consensus-Building Participatory Decision Making A more detailed description of the Consult through Collaborate levels, and appropriate tools to use at each level is included in C. CONNECT - Engagement Methods (p 22). 5

53 1.2 ENGAGEMENT GUIDING PRINCIPLES Public Engagement Guide: A Guide for Metro Vancouver Staff Metro Vancouver s engagement processes are guided by the following five principles: Accountability Metro Vancouver upholds the commitments it makes to the public and demonstrates that the results and outcomes of the engagement processes are consistent with the approved plans for engagement. Inclusiveness Metro Vancouver makes its best efforts to reach, involve, and hear from those who are impacted. Plain language will be used in all engagement materials. Transparency Metro Vancouver provides clear and timely information, and endeavours to ensure decision processes, procedures, and constraints are understood. Commitment Metro Vancouver, within its ability and work plans, allocates sufficient resources for effective engagement. Responsiveness Metro Vancouver seeks to understand and be receptive to the public s input. Keeping the public and the Board of Directors informed about Metro Vancouver s engagement processes is essential for ensuring that engagement processes are carried out responsibly and in accordance with these guiding principles. 1.3 WORKING WITH STANDING COMMITEES AND THE BOARD For the Board of Directors to make effective decisions, they need to be supplied with well written reports that are informed by research, data, and analytical tools in addition to input from the public. For further information on the practices for Board and Standing Committee processes and agenda management refer to the Standing Committee Agenda Management Policy. For specific direction on writing engagement reports, please refer to Appendices A and B. 6

54 2. IS ENGAGEMENT NEEDED? 2.1 INTRODUCTION TO THE ASSESSMENT TOOL Public Engagement Guide: A Guide for Metro Vancouver Staff Not every Metro Vancouver project or decision is going to require engagement. Generally, the more complex and/or impactful the issue or project, the greater the need for public engagement. The required level of engagement will vary for each project, depending on the scale of impact and complexity. The Metro Vancouver Engage Assessment (see p 12) was created to help Metro Vancouver staff determine: If the initiative requires engagement; What an appropriate level of engagement is based on how input from the public will be used; What an appropriate scope of engagement is based on the impact and complexity of the initiative; Whether Board authorization and reporting is required prior to proceeding with the engagement process; and, The appropriate internal and external resources to use throughout the engagement process. Some examples of Metro Vancouver projects that typically have an impact on the public: Plans, Policies, Programs, and Regulations, such as the Regional Growth Strategy, air quality and climate change plans, the Grease Interceptor Bylaw, Emissions Regulations, or Pollution Prevention Plans Regulation. Service Provision, such as drinking water, wastewater treatment, and solid waste management; regional parks and affordable housing services. This guide refers to your engagement process as your project, understanding that it could be a program, project, regulation, plan, service, or something else. 7

55 2.2 OVERVIEW OF THE ENGAGEMENT PROCESS Public Engagement Guide: A Guide for Metro Vancouver Staff The following process establishes a clear and consistent approach for Metro Vancouver staff to follow. The engagement process helps us to define a process, avoid role confusion, set out achievable and logical steps, and deliver on our commitment to the Guiding Principles. This overview describes the five steps of an engagement process, cross-referencing to worksheets to support you at each step. The next section of this guide contains the worksheets. Please note that the process will be iterative you will design a process, identify participants, and brainstorm engagement activities before engagement begins, but ongoing reporting and evaluation may require you to update these materials throughout the process. The Engage Assessment (p 12) is intended to help you determine whether your project will benefit from engagement. This tool will clarify: If engagement is required and why, the level of engagement required, roles and responsibilities and engagement steps. Once the Engage Assessment is completed, the engagement support can develop an engagement plan. The engagement plan is a critical tool to create a shared understanding with your team and consultant(s) on engagement scope, stakeholders, budget, timelines, roles and responsibilities. This is also the step where you prepare the materials that are needed to share information with your audience. Tool: PLAN - Scoping Projects and Stakeholders Worksheet (p 18). You are now ready to implement your engagement plan. Successful engagement events depend on providing sufficient notice about when and where engagement is taking place to ensure good turn-out at the event. The events are an opportunity to connect with our audience(s) in an honest, open, and meaningful manner. Tool: CONNECT - Engagement Methods (p 22). Metro Vancouver s commitment to accountability and transparency is demonstrated when you communicate the results of our engagement efforts back to participants and decision makers in a timely and accessible manner and explain how feedback was used. Tool: REPORT BACK - Engagement Summary Worksheet (p 24). After connecting with participants and reporting back on their input, the next step is to evaluate whether the engagement process is still working. Building an evaluation into the engagement process helps ensure that Metro Vancouver resources are being used efficiently and effectively. Tool: EVALUATE Process Evaluation Worksheet (p 26). 8

56 Public Engagement Guide: A Guide for Metro Vancouver Staff This diagram shows an example Metro Vancouver engagement process against these five steps. This example project is to develop a new bylaw. Project Engagement Lead: Jane Chan Overall Engagement Level: Consult Engagement Objectives: To explain the issues that Metro Vancouver is trying to address through a new bylaw To learn about how the proposed bylaw would impact stakeholders To ensure the bylaw can be implemented effectively Stakeholders: Special interest groups, industry associations, enforcement officers, municipal representatives, general public Timeline: accounts for scoping, Board authorization, engagement on proposed requirements (Phase 1), bylaw development, engagement on finalizing requirements (Phase 2), Board approval Materials: Webpage, Key Messages, FAQs, Notification Letters, Interview, site visit and workshop guides Engagement Activities: Key Informant Interviews Site Visits Stakeholder workshops Newsletter update Engagement report summarizing the engagement activities and findings delivered to the technical leads of the project for first review, and if deemed appropriate, added as an attachment to Committee and Board report. Engagement evaluation takes place through debrief with the project teams on an ongoing basis. 9

57 Public Engagement Guide: A Guide for Metro Vancouver Staff 2.3 ROLES AND RESPONSIBILTIES The following diagram shows typical roles and responsibilities for projects. General Manager / Director Responsible for strategic decisions Project Manager Responsible for on-time, on-budget delivery of the project that integrates an engagement process. Engagement Support * Responsible for assisting the Project Manager in scoping the engagement process and preparing and executing the engagement strategy. * Engagement Support may consist of staff from External Relations, Public Involvement, or external consultants, depending on the department structure. 10

58 3. ENGAGEMENT TOOLS AND WORKSHEETS Public Engagement Guide: A Guide for Metro Vancouver Staff This section of the guide contains the Engage Assessment Tool and a series of worksheets and tip sheets designed to help you make strategic decisions throughout the five-step engagement process. Please print out and use these worksheets. Going through the strategic thinking steps in the worksheets will prepare you for writing an engagement plan for your project. Please seek the advice of your engagement support if you cannot answer a question. The tools and worksheets include: A. ASSESS Engage Assessment Tool: An interactive worksheet to determine whether engagement is needed and what level of engagement is appropriate for your project. It has three parts: Do you need engagement? Do you need Board approval? What level of engagement is appropriate? B. PLAN Scoping Projects and Stakeholders Worksheet: This worksheet has two parts. The first will help you clarify what decision is being made, how engagement will influence the decision, and what contextual issues may affect the decision and people s perceptions of it. The second will help you understand the participants who need to be involved in your process. C. CONNECT Engagement Methods: This resource offers examples of tools and techniques that you may want to use in your engagement processes. D. REPORT BACK Engagement Summary Worksheet: This resource outlines how to approach the Engagement Summary. E. EVALUATE Process Evaluation Worksheet: This resource provides strategic questions to consider when designing an engagement process, so that you have the tools to evaluate the process at key points. 11

59 Public Engagement Guide: A Guide for Metro Vancouver Staff A. ASSESS ENGAGE ASSESSMENT TOOL Part 1 IS ENGAGEMENT NEEDED? Please use this tool to test whether your project needs engagement, and if engagement is required, what level of engagement is appropriate. Section 1. Project Definition What is the project? Please describe: What is the desired outcome of the project? (e.g. a new policy or regulation, new infrastructure, changes to an existing service; etc.) Please describe: What decisions have already been made? Please describe: Section 2. Engagement Requirement Are there decisions within the project or initiative that will be open to input from the public? Is there a legislative, regulatory, Ministry, and/or Statutory requirement for engagement for this project? Does the project or initiative have the potential to impact the public? Yes if yes, what do you want public input on? Yes Yes No If decisions are not open to input, engagement is not appropriate for your project. To be genuine and meaningful, engagement projects must ask questions where input can influence the outcome. No No If you answered yes to one or more of the above questions (in green), engagement is required for your project. Please fill out Section 3 then continue to Part 2. If engagement is not required, you may still be required to inform the public about your project. Please coordinate with your engagement support to develop a communications and outreach strategy. 12

60 Public Engagement Guide: A Guide for Metro Vancouver Staff Section 3. Board authorization and reporting Are there decisions within the project or initiative that will be open to input from the public? Does the project or initiative have the potential to impact the public and/or key stakeholders? Is the Board the ultimate decision maker/providing the final approval regarding the specific project or initiative? Yes Yes Yes No No No If you answered yes to ALL of the questions above (in green), Board reporting is required for your project and you must seek Board authorization for initiation of an engagement process. Please refer to Appendices A and B for more specific guidance on report writing. Sign off on this Engage Assessment Tool varies department by department. Please confirm your specific requirements with your manager. 13

61 Public Engagement Guide: A Guide for Metro Vancouver Staff A. ASSESS ENGAGE ASSESSMENT TOOL Part 2 WHAT LEVEL OF ENGAGEMENT IS NEEDED? Each project has factors that affect what level of engagement is required. The appropriate level depends on a careful analysis of your project s impact and complexity. Level of Impact Assessing the level of impact means looking at who will be affected by the decisions made and how deeply the impact will be felt. For example, is the impact limited to a select few stakeholders or is it region wide? Will the resulting decision impact people s quality of life or their business operations? Answer the following questions to help determine likely level of impact of your project. You may have to take your best guess at this time. IMPACT (real or perceived) Is the project controversial or unpopular? ASSIGN 0 POINTS For each checked box Not Applicable ASSIGN 1 POINT For each checked box The public are not likely to be concerned. ASSIGN 2 POINTS For each checked box Some issues are anticipated. ASSIGN 3 POINTS For each checked box Many issues. At least one significant group that is opposed. Will the decision have financial impacts? Not Applicable Somewhat likely, with a negligible or indirect impact. More likely, with a potentially moderate direct impact. Very likely, with potentially high direct impact. Will the project or decision significantly affect health and safety? Not Applicable Somewhat likely, with a negligible or indirect impact. More likely, with a potentially moderate direct impact. Very likely, with potentially high direct impact. Will the project or decision affect the environment? Not Applicable Low, temporary, and/or local effect. High, temporary local or regional effect. High, long-term local or regional effect. Will the project or decision affect quality of life? (e.g. noise, odour, views, congestion, access, change in land use) SUM CHECKED BOXES Multiply the results Not Applicable Low, temporary, and/or local effect. High, temporary local or regional effect. X 0 points X 1 points X 2 points X 3 points High, long-term, local or regional effect. 14

62 Public Engagement Guide: A Guide for Metro Vancouver Staff If your total points are between: 0 to 5 points: Your Impact Number is 1 6 to 9 points: Your Impact Number is 2 10 to 15 points: Your Impact Number is 3 Total points: Impact Number: 15

63 Public Engagement Guide: A Guide for Metro Vancouver Staff Level of Complexity Assessing the level of complexity looks at how unique or challenging the initiative is. For example, does the project have a variety of phases or components? Are there likely to be opposing public opinions about the issue or project? Answer the following questions to help determine likely level of complexity of your project. You may have to take your best guess at this time. COMPLEXITY How divergent is public opinion on your project? ASSIGN 0 POINTS For each checked box Not Applicable ASSIGN 1 POINT For each checked box Little disagreement or positions can be easily managed. ASSIGN 2 POINTS For each checked box There will be a few competing positions, but they can be managed with some effort. ASSIGN 3 POINTS For each checked box Competing positions by multiple groups or more than a few different strongly held positions. What is the likely level of public understanding of the issue or project? Not Applicable Relatively simple issue and / or strong level of public understanding. Moderately complex issue and / or limited level of public understanding. Highly complex issue and / or low public understanding. Have we done something like this before? Not Applicable Standard / routine. Unique or pilot project. Precedentsetting or brand new. How long will this project take? Not Applicable Less than a year. One to three years. Three years or more, or ongoing. SUM CHECKED BOXES Multiply the results X 0 points X 1 points X 2 points X 3 points If your total points are between: 0 to 4 points: Your Complexity Letter is A 5 to 8 points: Your Complexity Letter is B 8 to 12 points: Your Complexity Letter is C Total points: Complexity Letter: Combine your Impact Number with your Complexity Letter and find the corresponding box on the next page. 16

64 Public Engagement Guide: A Guide for Metro Vancouver Staff Use your Impact Number and Complexity Letter in the table below to locate where on the Engagement Spectrum your project falls. 1C: Low impact, high complexity Spectrum: Consult to Involve 2C: Medium impact, high complexity Spectrum: Consult to Involve 3C: High impact, high complexity Spectrum: Collaborate LEVEL OF COMPLEXITY 1B: Low impact, medium complexity 2B: Medium impact, medium complexity 3B: High impact, medium complexity Spectrum: Consult Spectrum: Consult Spectrum: Involve to Collaborate 1A: Low impact, low 2A: Medium impact, low 3A: High impact, low complexity complexity complexity Spectrum: Consult Spectrum: Consult Spectrum: Involve LEVEL OF IMPACT 17

65 Public Engagement Guide: A Guide for Metro Vancouver Staff B. PLAN SCOPING PROJECTS & STAKEHOLDERS Part 1 SCOPING PROJECTS WORKSHEET Please use this worksheet to clarify what you will be engaging on. In most Board authorized engagement processes, issues will be explored and researched, people will be asked input on options and ideas, and then a staff recommendation to the Board for a decision (Appendix B) will be made. B1. What decision is being made? Please be as specific as possible. Examples include: Choosing the location of a new park or facility, introducing a new bylaw or regulation, or construction of new pipes and a pump station. B2. What is the context for this decision? Describe the history of this project or issue. What are the main opportunities? What areas will be most contentious? What past or planned future activities/policies are relevant and could affect this project? What legislative direction is there for this project? What technical constraints exist? Why is this engagement process happening now? B3. What is the role of engagement? Please describe how engagement will impact the final decision being made. Over the course of your engagement project, your ask will vary depending on the project needs. Do you want to: Raise awareness? Identify potential issues, conflicts, or project benefits? Change attitudes or beliefs? Build support for a project? Build trust? Gain local insight and ideas? Evaluate options? Evaluate a program, policy, or service? Build support for implementation? Something else? How do those asks change by stakeholder or change over time? 18

66 B4. What is off the table for engagement? Public Engagement Guide: A Guide for Metro Vancouver Staff Please describe topics, issues, or decisions that are not open to engagement. This is important in order to manage the expectations of participants and explain where their feedback will have the most effect. Are there any other nonnegotiables or constraints? B5. What factors are driving your engagement timeline? Please describe any requirements, commitments, or realities that are driving the timeline for your engagement project. How have you considered engagement needs around school holidays, elections, or other times of year that are not appropriate for engagement? B6. What does success look like? If the engagement process is successful, what will result from your process? For example, success may be: homeowners affected by the construction of a new reservoir will understand why the project is needed and will accept the construction impacts, even though they are directly affected. Or, a new policy or regulation is adopted that has strong support for implementation. 19

67 Public Engagement Guide: A Guide for Metro Vancouver Staff B. PLAN SCOPING PROJECTS & STAKEHOLDERS Part 2 UNDERSTANDING STAKEHOLDERS WORKSHEET This worksheet will help you understand who to involve in your process. The various participants will have different information, logistical, and other engagement needs. B7. Who is most affected by and interested in your project? Identify individuals and groups who are most interested in and most affected by the process. Who is not likely to participate, but would add value if they did? Please describe specific geographic, age, gender, economic, businesses, or other groups who need to be represented. 20

68 Public Engagement Guide: A Guide for Metro Vancouver Staff The Public Engagement Policy defines Public as a broad grouping of residents and/or businesses and/or special interest groups. Any member of the public interested in or potentially impacted by the project is considered a stakeholder. Possible stakeholders could include: individuals; public interest groups (ethnic community associations, stewardship societies); specific demographic groups (youth, seniors); marginalized and hard-to-reach populations and/or their representative groups; industry associations and individual industries; scientific, professional, educational, and voluntary associations; school boards; and other jurisdictions, levels of governments and their agencies, such as public health agencies. The following table shows an example plan for stakeholder engagement. Name Sector How to reach Potential Barrier(s)? Local Individuals Homeowners Assisted Living Facility Trucking Representative Immigrant Services Organization Seniors Industry Associations Public Interest Group One-on-one meetings, phone calls, maildrop flyers, neighbourhood signs, Community Liaison Officer contacts Make a presentation during lunch at the facility Breakfast stakeholder meeting; present at existing Board meeting; phone calls; webinar Set up introductory meeting to explain project and organization s role; keep organization updated and request they share materials with member groups. Working around their availability, explaining what s in it for them to participate. Account for people with vision or hearing impairment in presentation. May require plenty of advance time to schedule a meeting. May require translated materials and translation facilitators at events. 21

69 Public Engagement Guide: A Guide for Metro Vancouver Staff C. CONNECT ENGAGEMENT METHODS Part 1 ENGAGEMENT PLANNING TIPS & CONSIDERATIONS This resource offers examples of tools and techniques that you may want to use in your engagement process. They are sorted into the IAP2 Public Participation Spectrum levels to show which tools support informing stakeholders versus which tools better support a dialogue with stakeholders. Consult At this level, communication becomes a two-way exchange. When you consult, you raise awareness, share information about your project, and provide opportunities for feedback. Your goal is to gather feedback to inform your decisions, and you are not necessarily committing to using all the feedback. Your commitment to the public is to keep them informed, listen to and acknowledge their ideas, and close the loop on how input influenced the decision being made. This level of engagement is appropriate when technical solutions are clear and routine. Example consult tools include: Open Houses: display boards, exhibits, unstructured discussions or conversations. Town Hall / Public Meetings: Information sessions, Question and Answer sessions. Survey: telephone/online/intercept survey or research poll that is demographically representative. Questionnaire: Hard copy paper or online questionnaire that participants opt-in to take (not necessarily demographically representative). or Mail: Input link on website to receive letters. Small Sessions: Interviews, One-on-One meetings, moderated small discussions or focus groups. Experts: Panel presentations, Moderated discussion after a presentation. Involve The involve level adds iteration to the engagement process; at this level you are committing to demonstrating that you understand public concerns and have considered them. Over multiple stages, you need to show what you heard in the process, how that input was used and was not used (and why), and what the next step is. At each step, there is an opportunity to go deeper with participants to explore past their positions on issues and better understand the personal values that drive their decision-making. At this level you do commit to developing and gathering input on options/alternatives that reflect public input from a previous engagement step. This level of engagement is appropriate when there is no clear solution to an issue. 22

70 Public Engagement Guide: A Guide for Metro Vancouver Staff Example involve tools include: Workshops: Interactive working sessions, small group brainstorming, World Café, and other small group, dialog-based engagement methods. Charrettes: An intensive structured design-first workshops that bring in designers, engineers, planners, and other cross-disciplinary experts to design options and alternatives with stakeholders over the course of one to five days. Collaborate When you collaborate, you commit to partnering with the public on each aspect of decision-making. This can include designing the engagement process with the public to ensure that it will be effective. At the collaboration level, you commit to incorporating advice and recommendations to the maximum extent possible. This level of engagement is appropriate when the scope and definition of the issue is unclear, meaning that there is also no clear solution. Consensus Building and Participatory Decision Making: inclusion of consensus-building facilitation techniques into groups, meetings, panels, and workshops. Advisory Committee or Task Force: Ongoing engagement of stakeholders through an advisory committee that has some authority over the design of the engagement process, definition of deliverables, and oversight of deliverables and the process. 23

71 D. REPORT BACK TO STAKEHOLDERS Part 1 WORKSHEET Public Engagement Guide: A Guide for Metro Vancouver Staff This resource outlines how to approach the engagement summary and report back. Information about reporting to Boards and Committees is included in Appendices A and B. Closing the loop with participants is a fundamental part of any engagement process. This lets people know you are listening, that their time was well-spent, and their input is being used to influence decisions. While specific reporting requirements will vary depending on the type of project, an engagement summary report should: Describe the activities before, during, and after the engagement process; Identify how the process contributed to the project; Provide a summary of key ideas and priorities that emerged including, themes, and trends in the data; and Explain how feedback was incorporated. If you are reporting out to a Metro Vancouver Board through a Committee, once the Committee agenda package is posted online, advise stakeholders of the meeting date, location, time, provide a link to the agenda package, and information on how to sign-up as a speaker. For issues that have a high degree of stakeholder interest, you may also consider advising stakeholders when the Board agenda package is published including the same information plus the time by which speakers must submit delegation requests. D1. How has the feedback from participants been incorporated into the project? D2. Who needs to know the outcome and decisions of this engagement process? 24

72 Public Engagement Guide: A Guide for Metro Vancouver Staff D3. How will the findings from the engagement process be shared and in what format? (e.g. online, electronic or printed report, detailed or summary document). D4. What findings will be presented? Are there any findings that are potentially controversial or newsworthy? How well is the decision being made aligning with public input? What hasn t been addressed and why? Are there any ways to simplify the report-back so that key findings stand out? 25

73 E. EVALUATE PROCESS EVALUATION WORKSHEET Public Engagement Guide: A Guide for Metro Vancouver Staff This resource provides strategic questions to consider when designing an engagement process, so that you have the tools to evaluate the process at key points. Evaluation helps ensure that our projects are efficient and effective. It also provides us the opportunity to try new things, learn from mistakes, and improve our engagement practices as individuals and as an organization. At the beginning of your process, you should discuss with your team what success looks like. Then, develop some evaluation metrics so that you can check in during and after the process to see if you are on track. Evaluation typically happens at four key points: At process design: ensure that the results you wish to achieve can be observed and measured. At each event and input opportunity: include a feedback form for attendees and make time for a quick debrief with staff at the end of the event. At the end of each engagement phase: Conduct a formal evaluation across the team (including Project Managers, event and support staff, communications and decision makers). Take note of challenges and update your plan accordingly for the next phase of engagement. At the end of the project: Conduct a formal evaluation across the team (including Project Managers, event and support staff, communications and decision makers). Save helpful resources and processes in a central location, so that you have templates, checklists, and other materials ready for your next engagement project. The list of questions below can be used to evaluate your process: E1. How did public input affect the decision being made? What feedback was incorporated and why? What feedback was not incorporated and why? How did you communicate this to participants? 26

74 E2. What were the original goals for the engagement? Public Engagement Guide: A Guide for Metro Vancouver Staff Did the team achieve what it set out to do? This is easy to answer when you take a moment early on to ensure that the results you wish to achieve can be observed and measured. E3. Were all affected staff, stakeholders, and members of the public reached? If not, why? Did participants receive a report back on how their input was used? E4. Were the engagement tools and approaches effective? How does your data demonstrate this? E5. Were participants satisfied with the process? How does your data demonstrate this? E6. Were the key issues addressed? What issues or challenges emerged and how could they have been prevented? E7. Were the Metro Vancouver Engagement Principles demonstrated in each step of the process? 27

75 Public Engagement Guide: A Guide for Metro Vancouver Staff Appendix A Reports Seeking Authorization This section is intended to give direction on producing reports for Committee and Board consideration that seek authorization to proceed with an engagement process. A.1 PURPOSE OF REPORT The aim of these types of reports is to inform elected officials of relevant information related to the project or initiative and receive approval to proceed with the engagement process in the way described in the report. Generally, reports seeking authorization to proceed with an engagement process will outline the key issues surrounding the project or initiative, explain why engagement is necessary, describe how input from the public will be used, and define the proposed scope (e.g., timeframe) and methods of the engagement process. The tools and worksheets contained in this guide will assist you in developing this information. This type of report does not necessarily need to be a standalone report, but could be part of a larger overall report. For example, a report seeking authorization to proceed with engagement on amendments to an existing bylaw would also describe the history of the bylaw, why amendments are necessary, and describe possible amendment options. This report can also be used in communications to those being engaged. 28

76 A.2 REPORT SEEKING AUTHORIZATION GUIDE Public Engagement Guide: A Guide for Metro Vancouver Staff For more direction on putting together a committee report, refer to the Guidelines on Report Writing Format. Include the following information in your committee report seeking authorization to proceed with an engagement process. Insert these sections into the Report Template. RECOMMENDATION That the MVRD/MVHC/GVWD/GVS&DD Board approve the scope of the proposed <Name of Project or Initiative> and authorize staff to proceed with the engagement process as presented in the report dated Month Day, Year, titled <Name of Project or Initiative> Public Engagement Process. PURPOSE To seek approval of the scope of the <Name of Project or Initiative> and to receive authorization to begin engagement on the project/initiative. BACKGROUND Outline why this project or initiative is being brought forward now (e.g. board motion, committee work plan, Board Strategic Plan), some examples are included below Briefly summarize relevant background information on the project or initiative, such as how the project or initiative arose, when a plan/bylaw or strategy first came into effect, the changes being proposed and why they are needed etc. End this section: This report presents the scope of the <Name of Project or Initiative> for approval, along with a proposed engagement process that allows stakeholders to provide input on the <project or initiative>. At the November 25, 2016 meeting of the GVS&DD Board, the following motion was passed: That the GVS&DD Board direct staff to proceed with public and stakeholder consultation on the proposed changes to the Development Cost Charge Program following the adoption of the 5-year financial plan in March 2017, and direct staff to report back, prior to the consultation, on phasing of and potential strategies to mitigate the impact of the rate increases. Initiating consultation on potential regulatory mechanisms to reduce emissions from indoor residential wood burning was identified as a priority action in the Climate Action Committee s 2017 work plan. The Metro Vancouver Board Strategic Plan directs staff to identify the key threats to the region s air quality and their sources, and pursue appropriate means for reducing or eliminating identified threats. 29

77 Public Engagement Guide: A Guide for Metro Vancouver Staff <NAME OF PROJECT OR INITIATIVE> Describe the project or initiative in as much detail as is necessary Give relevant background information e.g. describe current practices, the changes that are being proposed and why they are needed Subheadings may be required if certain issue areas need to be explained further ENGAGEMENT PROCESS Metro Vancouver is committed to engaging with stakeholders that have the potential to be impacted by <project or initiative> and approaches engagement in a manner that incorporates feedback from stakeholders into project plans where possible. Metro Vancouver will provide a variety of forums, listed below, to learn about stakeholders interests and concerns related to the <project or initiative>. This information will inform the <project or initiative> and be reported back at the end of the process along with staff recommendations. Scope of the Engagement Metro Vancouver will be seeking input on the following aspects of the <project or initiative> Bullet the areas you are seeking input on or describe in paragraph format (e.g. bylaw requirements, parkland uses, building design and impacts on a neighbourhood etc.). Be as specific as possible. Stakeholders Staff have identified the following stakeholders who may be impacted by, or have an interest in, the project or initiative. Use a bulleted list for when stakeholders consist of specific groups or use a paragraph format to describe more broadly the groups that will be engaged Methods and Timing In order to engage with the identified stakeholders, the following methods are being proposed as part of the engagement strategy: Method Purpose Timing Insert detail Insert detail Insert detail Insert detail Insert detail Insert detail The methods included below are provided as an example: Metro Vancouver website Letter/ notification and updates Provide up to date information about the engagement process Provide notification that engagement is beginning, provide information on Ongoing beginning Spring 2018 Spring 2018 Summer 2018 Fall

78 Public Engagement Guide: A Guide for Metro Vancouver Staff Method Purpose Timing Working group Multi-lingual focus groups Online survey Site visits/interviews opportunities to engage, deliver updates on what we heard Provide an opportunity for in-depth regular discussions with key stakeholders Provide an opportunity for education and engagement for those stakeholders that are not comfortable conversing in English Provide a quick and easy option for stakeholder who wish to participate remotely Provide an opportunity for in-person education and engagement during visits Winter 2018 Spring 2018 Winter 2018 (quarterly meetings) Summer 2018 Fall / Winter 2018 Fall / Winter 2018 FINANCIAL IMPLICATIONS Begin: If the Board/Committee approves alternative one Identify whether the alternative is included in the budget, and under which function, division or program budget Where applicable, reference the function that will be financially impacted by the alternative Where applicable, reference the household impact Separate the cost of the project/initiative from the cost of carrying out the engagement process If alternative two is to provide alternate direction to staff, indicate that further analysis may be required to determine the resulting financial impacts SUMMARY / CONCLUSION Repeat the purpose of the report, including why the report is coming forward now Summarize the main points of the report in the context of the alternatives End by recommending alternative one Attachments Appropriate attachments include discussion papers or other relevant background information. 31

79 Public Engagement Guide: A Guide for Metro Vancouver Staff Appendix B Reports Describing Results This section is intended to give direction on producing reports for Committee and Board consideration that report back on the results of an engagement process. B.1 REPORT PURPOSE Primarily, reports that describe the results of an engagement process should give elected officials an accurate summation of what was heard from the public. Generally, reports of this nature need to do three things: Describe the engagement process that was undertaken, including what was asked; Outline what was heard, using sufficient detail; and, Describe how this input will affect the project or initiative going forward. Depending on what was heard from the public, the report may confirm the existing direction of the initiative proposed by staff; recommend minor or major changes to the initiative; or recommend further engagement with a redefined scope. In each of these instances it is important to communicate the rationale for the recommendation being made to committee. Issues/Response Tables or Issues/Communication Trackers can be a useful attachment for giving Board and Committee members a sense of the breadth of feedback that was received and how Metro Vancouver staff are responding to the issues, comments or questions that are raised by the public. An example issues response table is included below. Figure 1: Issues response table for Preliminary Consultation on a Residential Wood Smoke Regulation for Metro Vancouver 32

80 B.2 REPORT DESCRIBING RESULTS GUIDE Public Engagement Guide: A Guide for Metro Vancouver Staff Include the following information in your committee report describing the results of an engagement process. Insert these sections into the Report Template. RECOMMENDATION That the MVRD/MVHC/GVWD/GVS&DD Board receive for information the report dated Month Day, Year, titled <Project Name/Initiative> Public Engagement Results. Or another recommendation if authorization from Board/Committee is required for next steps for the project or initiative. PURPOSE To communicate the results of the public engagement on <Name of Project or Initiative>. BACKGROUND At the <date> meeting of the MVRD/MVHC/GVWD/GVS&DD Board, the following motion was passed: That the MVRD/MVHC/GVWD/GVS&DD Board approve the scope of the proposed <Name of Project or Initiative> and authorize staff to proceed with the engagement process as presented in the report dated Month Day, Year, titled Report Title. The engagement process has now concluded and this report communicates the engagement results. Include any other additional relevant background information on the project or initiative ENGAGEMENT FEEDBACK List the engagement methods, the engagement period, stakeholders, and the approximate number of participants Summarize the feedback received (could be in bullet point) Describe how the input received will influence the project or initiative <ADDITIONAL SIGNIFICANT TOPICS AS NEEDED> If a particular topic needs to be elaborated on, use additional sections of the report to go deeper into the issues that were identified and possible responses to concerns raised FINANCIAL IMPLICATIONS If the report is not just to be received for information, begin: "If the Board/Committee approves alternative one..." Identify whether the alternative is included in the budget, and under which function, division or program budget If a direction is proposed for the project or initiative as a result of the engagement process, identify any changes to fees or operating costs that may arise, and the impact that may have on the public or other stakeholders 33

81 SUMMARY / CONCLUSION Repeat the purpose and summarize the main points of the report. Public Engagement Guide: A Guide for Metro Vancouver Staff Attachments Appropriate attachments include issues response tables, a summary of engagement activities, or consultant s reports. 34

82 6.4 Finance Department INTER-OFFICE MEMORANDUM TO: MAYOR AND MEMBERS OF COUNCIL DATE: 2018 March 12 FROM: DIRECTOR FINANCE FILE: SUBJECT: NON-PROFIT AFFORDABLE HOUSING PROPERTY ASSESSMENTS The attached notification was received from BC Assessment on 2018 March 07 advising that BC Assessment will be advancing recommendations to the 2018 Property Assessment Review Panel based on a revised valuation methodology for qualifying properties with affordable housing rental restrictions. As background, BC Housing Groups discovered in early January, when assessment notices were sent out by BC Assessment, that their properties were valued at two to four times what they had been valued the previous year. Many non-profit agencies in BC were facing property tax increases in the tens of thousands of dollars and the prospect of having to increase rents for some of the province s poorest tenants. To address the concerns raised by non-profit agencies, a revised valuation model was developed and an agreement reached between BC Assessment and BC Housing. The revised valuation model for non-profit properties with affordable housing rental restrictions will result in a significant reduction in 2018 assessed values for most properties with restrictions. Property assessments will now be discounted for non-profits that have operating agreements or covenants with BC Housing that restrict their rents to below market values. The new standard valuation method will result in a 70% reduction from the unencumbered value, based on an income approach. For unique properties where the income approach is not appropriate, there will be a 25% reduction in value from the unencumbered value, based on a direct comparison approach. BC Assessment has advised that they will make the changes to all qualifying properties, regardless of whether or not an appeal was filed. The City will not know the impact for another couple of weeks until the 2018 Revised Roll is released. The 2018 Revised Roll will be issued on March 29th. Once the revised roll is loaded into our Property Tax System, the Finance Department will compare the 2018 Completed Roll to the 2018 Revised Roll in order to determine the decrease in property assessments for the respective properties. Noreen Kassam CPA, CGA DIRECTOR FINANCE NK:DS Attachment 1 Non-Profit Affordable Housing Property Assessment Appeals dated 2018 March 07 Copied to: City Manager 4949 Canada Way, Burnaby, BC V5G 1M2 Telephone Fax