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Administrative SectionADMINISTRATIVE SECTION Information on Public Forum with Legislators dated September 29, 1995. Letter to Randy Travalia dated October 4, 1995. Resignation from Mark Littfin, Sr. from the Senior Commission dated September 22, 1995. Letter from Roger Machmeier and James Anderson dated September 10, 1995. Letter from Philip Kelly, The Steller Group dated September 16, 1995. Letter to Mike Fahey, County Attorney dated September 18, 1995. Thank you note from Helen Merchant, Chanhassen Elementary School Principal. Notes to File about Potential Turnback of TH 101 dated September 4, 1995. Memo from Jill Sinclair re: Pointe Lake Lucy Development dated September 29, 1995. - State of Minnesota Board of Government Innovation and Cooperation 309 Administration Building • 60 Sherburne Avenue • Saint Paul Minnesota 66166 • 6121282 -2300 • Fax 612/282 -6333 September 29, 1995 Dear local government officials: As state legislators, we recognize your responsibilities have become increasingly difficult in recent years. While strong public sentiment has precluded state and local officials from approving tax increases, the demand for high quality public services continues to grow. In an effort to discuss opportunities for addressing the fiscal challenges we face, we would like to invite you and your colleagues to a public forum on Wednesday, October 18, 1995. The public forum will be held from 6:30 p.m. to 9:30 p.m. in the Hopkins City Hall Council Chambers. The Hopkins City Hall is located at 1010 First Street in Hopkins. The purpose of our regional forum is to unite all elected and senior administrative officials from our counties, cities, and school districts to discuss our common goals. A portion of the public forum will focus on opportunities for intergovernmental cooperation and collaboration as a means of improving the efficiency of our public services. This forum will also give local officials an opportunity to let us know what the state can do to assist you in your effort to improve the quality and efficiency of the services you deliver. The public forum will be facilitated by Jim Gelbmann, Executive Director of the Board of Government Innovation and Cooperation. This state Board was created by the 1993 Legislature to promote intergovernmental cooperation and innovation in the delivery of public services. Jim will be on hand to inform local officials about the various programs of the Board. The programs of the Board of Government Innovation and Cooperation are designed to empower local officials to develop more efficient and effective ways to achieve desired public policy outcomes. For example, the Board has a relatively simple process for waiving state administrative rules and procedural laws that may impair the ability of local officials to administer their programs in the most effective and efficient manner possible. Jim will share with us the results of several of the projects the Board has sponsored in other areas of the state. If you have question about the forum, please feel free to contact Jim at (612) 282 -2390. We have enclosed an agenda for your review. Please feel free to extend an invitation to all senior administrative officials from your jurisdiction. We look forward to seeing you on October 18th. SincereTe A.le Senator Steve Kelley Representative R envilliger Senator Z � Edward C. Oliver Senator �✓lk Eric Paulsen Representative Martha R. Robertson Senator Barbara Sykora Representative State of Minnesota Board of Government innovation and Cooperation 309 Administration Buildina • 60 Sherburne Avenue • Saint Paul Minnesota 66166 • 612/282 -2390 • Fax 612/282 -6333 LOCAL GOVERNMENT OFFICIALS' REGIONAL FORUM Hopkins City Hall Council Chambers Wednesday, October 18, 1995 6:30 p.m. to 9:30 p.m. 6:30 P.M. Introduction By Legislators 6:45 P.M. Introduction Of Forum Attendees 6:55 P.M. Overview Of The Evening's Activities - Jim Gelbmann 7:00 P.M. The Board of Government Innovation and Cooperation: A Resource For Local Officials Identification and Discussion Of Several Pilot Projects and Waivers ' 7:20 P.M. Panel Discussion Of Local Officials - One representative of each of the following levels of government: County, City, and School District "What is the current status of intergovernmental cooperation and innovation ' within the region ?" Are there any intergovernmental forums for discussing expanded opportunities for intergovernmental cooperation and innovation? Identify specific intergovernmental initiatives that are currently in progress. What other activities have been tried? Have there been any notable successes? Have there How do citizens read to intergovernmental been any initiatives that did not meet expectations? cooperation and other innovative initiatives? Is there interest in pursuing consolidations of one or more ' local governments within the region? What are some of the barriers to intergovernmental cooperation Can identify specific and innovation? How can those barriers be eliminated or minimized? you opportunities for future intergovernmental cooperation and innovation relative to the delivery of local government services? Are there examples of duplication of effort that results in inefficient or ' ineffective local government service delivery? 8:00 P.M. What role can the State play in assisting local officials? Participants will be asked to identify and discuss state policies that may impair the ability of local officials to effectively and efficiently deliver essential public ' services. 8:20 P.M. Small Group Discussions "What opportunities may exist for increasing intergovernmental cooperation within the region. Identify specific actions that need to be taken to take advantage of these opportunities. 8:45 P.M. Summary Of Small Group Discussions ' 9:05 P.M. Where do we go from here? How do we assure that there will be follow up to the day's discussions. q sue. 1 CITY OF �HANBASSEN 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 Mr. Randy Travalia Mason Homes 14201 Excelsior Boulevard Minnetonka, MN 55345 -4997 Dear Randy, I received the revised landscaping plan Monday and appreciate its prompt delivery. While the overall design of the landscape has not changed dramatically, one notable feature from the original landscape plan has omitted, namely the seven evergreens on Lot 11. The original landscaping plan, approved by the City Council and thus your obligation to fulfill as presented, shows the seven evergreens on Lot 11. In addition, item 28 in the conditions of approval states that screening is to be provided for that lot. Since the lot will be custom graded, the city does not feel it would be practical at this point in time to plant the required trees. Considering it is unknown where the house will be located within the buildable area, how much room there will be between the existing vegetation and the home, or what impact the final grade will have on the lot, it is the best use of resources to simply wait and see. In spite of the indefinite planting period, the fact remains that the trees will be planted. The placement of the evergreens will be decided at the time of building permit application and according to previous agreements and City Council approval.,. If you need any additional information regarding this matter, please feel free to contact me. Si cerely, Ji Sinclair Forestry Intern October 4, 1995 September 22, 1995 Honorable Mayor and City Council 690 Coulter Drive Chanhassen, MN 55317 Dear Mayor and Council Members: Please accept my resignation from the Chanhassen Senior Commission effective immediately due to my recent health problems. I have enjoyed working with the Senior Commission during the past three years. Over the years I have witnessed many changes involving the senior community— senior housing, senior center, senior parking signs. I plan to continue to be a part of the senior center and to participate in as many programs as possible. Thank you for giving me the opportunity to serve. Sincerely, Mark Littfin, Sr. Senior Commission Vice -Chair RESOURCE ENGINEERING Roger E. Machmeier, P.E. 29665 Neal Avenue Lindstrom, MN 55045 (612) 257 -2019 City of Chanhassen P.O. Box 147 Chanhassen, MN 55317 Attn: Steve Kirchman James L. Anderson. C.P.S.S. 3541 Ensign Avenue, North New Hope, MN 55427 (612) 593 -5338 September 10, 1995 c'r A .a,, �9 e, �9 Re: Consulting agreement and understanding with Chanhassen Resource Engineering began to provide engineering consultation to the City of Chanhassen in onsite sewage treatment systems in 1986 with Roger Machmeier and James Anderson as the principals in the partnership. Over the years our relationship with Chanhassen has been most cordial and we hope that we have provided services that will continue to promote the orderly development of Chanhassen and the continued performance on onsite sewage treatment systems in your City. Your City is fortunate to now have a well- trained and professional staff which is quite able to provide expertise in onsite sewage treatment systems. Retirement plans and the press of other duties are such that we no longer have adequate time provide consultations and engineering advice in onsite sewage treatment systems to the City of Chanhassen. We have been pleased with our association with Chanhassen and wish you the best for the future of your City. Sincerely yours, C�k1 o 4f, �.L� Roger E. Machmeier, P.E. S Q r u, c 2S q ► ti q ��h t f � I a c,Q VV'Q \�I� C 0 --k cc "1 , 5 � a k 5 0 C C f� P a C_ I James L. Anderson, C.P.S.S. 1.1 a� `� �nc{�- �v a l �t u s H CA 11 of Cyr +4u 5 C) l�5`} , 'ti-+A jr `� �-2w Q � - i C S s� Q �tS , `1 r a r� re �h Q:r2 SPECIALISTS IN ONSITE SEWAGE TREATMENT r 16 1995 September , THE STELLAR GROUP ,.,0, Ge 1 2900 Hartley Road, Jacksonville, Florida 32257 • Telephone (904) 260 -2900 • FAX (904) 260 -2088 Mr. Don Ashworth ' City Manager CITY OF CHANHASSEN 690 Coulter Drive ' P r fr—aa Vnr 1:1;1 Chanhassen, MN 55317 ' RE: PILLSBURY FAcILITYEXPANSION Dear Mr. Ashworth: i It was a pleasure meeting with you on 9/15/95 to discuss the proposed Pillsbury expansion, and the Planning Commission and City Council Hearing process. Thank you for meeting with myself, Mike Santarone (The Stellar Group) , and Rex Lowrance (Pillsbury) on such short ' notice. The Stellar Group is excited about working in the City of Chanhassen, and we look forward to ' delivering a completed freezer, shipping dock, and receiving dock expansion on time to Pillsbury, thanks to the City of Chanhassen's help. The following represents the schedule of events / dates that were agreed upon in our meeting: 1. The project Planning Commission Hearing will be on 10/4/95. ' 2. At the Planning Commission Hearing, Pillsbury will provide a stenographer to record the minutes from the Pillsbury portion of the Planning Commission Meeting. 3. The tvpewritten minutes will be provided to Bob Generous by no later than noon, on 10/5/95. ' 4. Bob Generous will prepare a revised recommendation letter / report to the City Council, and attach a copy of the Planning Commission minutes. This report will be forwarded to the City Council representatives on Friday, 10/6/95 by Bob Generous. ' 5. Karen Engelhart will advertise the Pillsbury project for the 10/9/95 Hearing. This advertisement will be placed in the 10/5/95 newspaper. The notice of advertisement will be submitted to the newspaper by 9/29/95. Karen Engelhart will coordinate the advertisement. If a fee is required for this advertisement, please contact me, and I will overnight a check in the required amount. ' Mr. Ashworth, I cannot express enough gratitude to you for allowing the project to be heard at the 10/9/95 City Council Hearing. Without your help, there would be no way to complete the 1 2900 Hartley Road, Jacksonville, Florida 32257 • Telephone (904) 260 -2900 • FAX (904) 260 -2088 i. LETTER TO DON ASHW'ORTH CITY OF CHANHASSEN 9/16/95 PAGE 2 project due to the cold weather. You, Bob Generous, Steve Torell, and Kate Aanenson should be commended for your "can do" attitude. It's through efforts of individuals like yourself that make companies like Pillsbury want to be located, and expand, in cities like Chanhassen. If there is anything whatsoever that The Stellar Group or Pillsbury can do to help facilitate the dates mentioned above, please do not hesitate to call me at 1- 800 - 488 -2900, or Rex Lowrance with Pillsbury at 470 -7575. Sincerely, THE STELLAR GROUP �a KELLY , P.E. DIRECTOR OF CIVIL ENGINEERING xc: Kate Aanenson Bob Generous Karen Engelhart Rex Lowrance bc: Chris Palumbo Tony Lamell Rex Smith Mike Santarone File /jmr f:5160 /docs /Ip jk0I .doc 1� ) PC 4 CITY OF A4s :-F'44� 44q2AN2AS0SN&e~� 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 September 18, 1995 Mr. Mike Fahey, County Attorney Carver County Courthouse 600 East 4th Street Chaska, MN 55 318 ' Dear Mike, Congratulations on coordinating what appears to be a very workable approach to the prosecution ' contract for 1996. I would like to suggest that you and I arrange to meet occasionally regarding prosecution issues as ' they pertain to the City of Chanhassen. While I am sure you meet with the Sheriff on occasion, you and I have never met regarding prosecution in Chanhassen. ' This is a most unique arrangement here -- with a City our size contracting with the Sheriff for a majority of police services, yet having our own Public Safety Director, Community Service Officers, and Officer Bob Zydowsky (who wears both a city and a county hat). Sheriff Wallin and I make things work through frequent communication. I think this would benefit you and me as well. Perhaps we could meet on occasion with Al, just to keep up on what is going on. I would then be in a better position to respond to issues when asked by my City Council and Public Safety Commission, such as prosecution contracts, etc. Also, I would appreciate being involved in mailings that relate to prosecutions or other issues between Chanhassen and your office, so that I might know when to expect questions. ' Give me a call when you have an opportunity. Thanks. ' S' ere , f -� 1 ' Scott Harr Public Safety Director SH:cd Sheriff Al Wallin, CCSO i u icm _Iz4 er t � � _ _ /t dam— _' � _ �•. _ _ _ Y T y r'.,✓�"� r a ass .,t � _ .��.�� _ca.�'�=:�= A I k. -c" i ' Minnesota Department of Transportation (MnDOT) Initiative to Transfer Jurisdiction of TH 101 to ' City of Chanhassen or Carver County Notes to the File about Potential Transfer ( Turnback) September 4, 1995 1. Turnback could go to either the City or the County according to MnDOT. 2. Hennepin County could be responsible for maintenance north of TH 5. ' 3. Scott County could be responsible for maintenance south of TH 212. 4. Either the City of Chanhassen or the County could be responsible for maintenance ' between TH 212 and TH 5. 5. Turnback of TH 101 to City makes city turnback account funds available for project. This ' state -wide account is allocated about $1.3 million per year. Present balance of this account is a negative two years. Project commitments to date will consume the next two years of allocations. The number of projects already in development phase for future ' funding is unknown. 6. Turnback of TH 101 to County makes county turnback account funds available for project. This state -wide account has a present balance of about $20 million. The annual allocation to this account is about $7 million. 7. Hennepin County could be lead agency for the development of a turnback project north ' of TH 5. 8. Consider linking MnDOT to the ongoing maintenance of corridor until entire corridor is reconstructed. A funding consideration could be the amount of maintenance dollars made available to either the city or the county as part of the turnback of the highway to either the city or the county. ' 9. Another consideration is the condition, repair, replacement, and maintenance of the bridge on TH 101 within Carver County and south of TH 212. ' 10. Another consideration would be to reconfigure the Y- intersection of TH212/TH1 69/TH1 01 into a cross - intersection. This would be a significant reconfiguration of the intersection ' but may be possible because of the abandonment of the railroad. This could be a significant safety improvement opportunity. It would also be an opportunity to enhance the entry into both Chanhassen and Chaska. Also, this configuration could potential ' complement the efforts being made by Chanhassen to preserve and highlight the Bluff Creek ravine system. 11. It may be desirable to consider the incorporation of natural preservation route characteristics into the reconstruction of the TH 101 corridor between existing TH 212 to new TH 212. 12. About $640,000 is programmed for 1997 improvements to the TH 101 corridor in Carver County. These improvements include the installation of a traffic signal at the west intersection of TH 101 with TH 212 and the milling and overlay of a significant portion of the corridor through the county. Consider redirecting these dollars toward the improvement of TH 5 or TH 41 since turnback account funds could be used for the reconstruction of TH 101 including the traffic signal at TH 212. These funds could also be used as part of a TH 101 turnback project for the design, right -of -way acquisition and construction of the highway. 13. Consider three immediate turnback projects along the TH 101 corridor. These three projects are the: * Reconstruction of TH 101 north of TH 5 (including a trail system), the * Reconstruction of TH 101 south of TH 5 to CR 18 (Lyman Boulevard /New TH 212), and the * Reconstruction of the TH 212/TH169/TH101 Y- intersection. The priority among these projects would have to be determined. They all may be equal. It may be appropriate to immediately initiate all three projects on similar time lines. 14. Consideration be given to the investment Chanhassen has made in the TH 101 corridor over the past five to ten years. The possibility for after - the -fact reimbursement through the turnback accounts is unknown at this time. These perspectives have been shared with Don Ashworth, Chanhassen City Manager, and Bob Brown, MnDOT Metro Division State Aid Engineer, at previous meetings. Mr. Ashworth has discussed the possible turnback of TH 101 with the Chanhassen City Council. The City Council apparently is very interested in the potential improvement of the corridor through either the city or the county turnback accounts. Mr. Brown has shared these same perspectives with Chuck Siggerud, MnDOT Metro Division Engineer. CITY OF la-, �BANHASSEN 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 D MEMORANDUM TO: Mayor and City Council FROM: Don Ashworth, City Manager DATE: August 8, 1995 SUBJ: "Years of Cooperative Work Pays Off for 101 Citizens "; or "Eden Prairie, Chanhassen, Hennepin /Carver Counties, and MnDOT reach Pact Re: 101 "; or "101 Citizen Voices Finally Heard" Any one of the above titles would be well dese --ved. Any one of the titles would acknowledge that city staff, or the Mayor /Council, or our citizens themselves, played some major role in solving a dilemma that has plagued Chanhassen for years; i.e. the reconstruction of Highway 101. Ironically, none of the above titles would be correct. "Being in the Right Place at the Right Time Pays Off Again" would be a more accurate title. If none of the titles shown above are correct, then how is it that all of a sudden ' 101 is going to be rebuilt after years of frustrating debate /cooperative meetings /50 studies? The answer appears to be a combination of a number of events. The following should be seen as building blocks, and in the absence of one of them the solution disintegrates: ' - Commissioner Powers: The state legislature recently gave the State Transportation Commissioner the power to change the status of highways from "temporary" to "permanent." As you will probably solutions recall, M b O use of reason for not being able to participate in previous 101's "temporary" status, even though it had been there for 100 years. As a permanent highway, "turn back" dollars may be available to improve the ' highway before it is turned back; and Highway 169 River Crossing and Shakopee Bypass MnD tmpl tion: Although verbal agreements had been reached between Hennepin County in regards to Hennepin County's taking over State Highway 101 north of us and the state building new State Highway 169, the J Mayor and City Council August 8, 1995 Page 2 ' final contracts have not been signed. Similarly, the Shakopee bypass is nearing completion and, similar to the Hennepin County situation, MnDOT ' has reached agreement with Scott County regarding Scott County's taking back existing 169 with the state taking responsibility for the new bypass. Part of the agreement with Hennepin County would have Hennepin County ' responsible for maintaining old 101 throughout Hennepin County, including the southerly tip at Highway 5 which is technically in Carver County. Hennepin County appears amenable to amending their agreement with ' MnDOT and to enter into a joint powers agreement with Carver County and Chanhassen so as to have them responsible for reconstructing State Highway 101 north of Highway 5 to new Crosstown. MnDOT believes a ' construction contract could be let as early as 1996; and Allowable Uses of "Turn Bach' Dollars: Previously "turn back funds" could only be used where a state highway was moved from one place to another. For example, that was the source of funds which moved State Highway 5 out of the center of Chanhassen to its present location approximately 600- ' 700 ft. south. The "new rules allow turn back funds to be used for a highway turn back without a new replacement highway route being designated; and Availability of Turn Back Funds: Monies available in the turn back fund are at an all time high as it would apply to reimbursing counties for monies ' spent on turn back projects completed by a county. A separate pool of money exists for cities who carry out turn back projects. However, that ' fund currently has a deficit balance and due to the current demands and commitments may not regain a positive position for at least 3 -4 years; and Federal Soenic Highway Legislation: A portion of the ISTEA legislation ' included a provision to designate certain roadways as "scenic roadways." In doing so, many of the typical federal/state standards regarding horizontal ' and vertical alignments, minimum design speeds, widths, etc. could be relaxed. The Carver County Engineer would be very interested in seeing this designation given to the lower portion of 101 (south of Lyman ' Boulevard). That designation would allow for some verticalfhorizontal changes, rebuilding to a 30 -40 year standard, and rebuilding some of the curves. However, for the most part, the roadway could maintain its scenic , character. By contrast, the section of 101 from the old railroad trestle to 212 should be rebuilt. Specifically, that section of roadway should be realigned to the east from its current western curvature and the entire "Y" ' should be redesigned to a single cross - section intersection. The relocation would "take" the existing trailers /cabins, and since this would no longer be a City Council Mayor and y August 8, 1995 Page 3 state highway, the city could develop this as a very attractive entrance into ' our community, including parking areas for entrance to the Bluff Creek Corridor or to the pathways leading to Hopkins /Chaska. As noted above, if one of the above events had not occurred, the Highway 101 dilemma would continue to exist. However, with MnDOT reaching agreement with both Hennepin and Scott Counties on major pieces of the puzzle, MnDOT now realizes that it is time to take a look at the final piece of the puzzle —us. By comparison, we are small potatoes. But without us, the whole plan could fall apart. [Note: Don't be surprised if the final agreement has extra goodies!] Hennepin County appears ready to take over the responsibility for the northern part of the turn back, i.e. Highway 101 from Crosstown to State Highway 5. Since it is only the "county pool" that has dollars available for turn backs, it would seem ' logical that Carver County should be the lead agency in reconstructing Highway 101 from Highway 5 to the Minnesota Valley. That section will probably be phased over several years, but all of the above events appear to have produced a ' means by which all of our Highway 101 problems can be solved. I can honestly state that most of the news brought to this office during this past year has not been good. I wouldn't mind having it disappear entirely. Hopefully, with news such as I received yesterday, we're on a new course of "good news days." Yesterday was definitely a good news day. 1 MEETING CONFIRMATION August 3, 1995 TO FROM Bob Brown, Metro Division State Aid Engineer Roger Gustafson, Carver County Don Ashworth, City of Chanhassen DATE TIME LOCATION Mary Alyce Chouinard State Aid Secretary 582 -1353 August 7, 1995 1:30 - 2:30 PM Chanhassen City Hall 690 Coulter Drive Chanhassen MN 55317 Conference Rm A 937 -1900 Ext 114 MEETING PURPOSE: Discussion Jurisdictional change TH 101 RECEIVED Oj CITY OF "jqHASHASSEN 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 MEMORANDUM TO: Don Ashworth, City Manager FROM: Jill Sinclair, Forestry Intern DATE: September 29, 1995 SUBJECT: Pointe Lake Lucy Development This is an informational memo to inform the City Council of recent events concerning the Pointe Lake Lucy development, and the position of city staff in regards to this matter. In the second week of May, city engineering staff walked the proposed sewer line installation path with Mason Homes and staked the appropriate course through the Tree Preservation area. It was agreed that the clearing for the path would be 20 feet wide in order to minimize tree loss as much as possible. On July 11, city staff inspected the completed sewer line installation and found the path to be, on average, 50 feet wide. Mason Homes was contacted immediately and informed that the clearing was in excess of the agreed to 20 feet and that replacement plantings would be required. Over the past few months, staff has been working with Mason Homes to resolve the violation. Based on city ordinance and the development contract, a total of 17 trees are required to be replaced by Mason Homes. The extensive grading which took place will make it difficult to restore the area to its original appearance in spite of the replacement plantings. Although the site will still appear altered after the planting, the absence of established lawns and any further activity in the area will allow natural vegetation to reappear. Since the preliminary grading was completed, residents in the Willowridge development have expressed concern that a more substantial buffer is needed along the southern end of the eastern property line. When the sewer line was installed, approximately 40 feet of the existing vegetation directly along the eastern property line was removed thus eliminating any screening and the wooded appearance the residents had become accustomed to. Residents believe the city is not requiring enough from Mason Homes and would like to see the developer replace the lost vegetation as well as increase the width of the buffer. Staff is of the opinion that any additional landscaping beyond ordinance requirements would have to be settled by the residents and the developer. Staff has worked to enforce the city ordinance and the development contract requirements to the fullest extent possible. A planting agreement has been submitted by Mason Homes and financial security is available to ensure the work is completed. CITY OF �HANHASSEN 690 COULTER DRIVE • P.O. BOX 147 0 CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 September 28, 1995 Claire Thometz 6690 Mulberry Circle Chanhassen, MN 55317 Dear Claire, As requested by you on the phone and at our meeting on site today at Pointe Lake Lucy, I have gathered all pertinent information concerning landscaping and trees for the subdivision. The enclosed materials contain letters, replacment calculations, and a map. I encourage you to share this information with your neighbors. If I can be of any further help to you, please let me know. in erely, .I A'k(kK I Sinclair Forestry Intern cc: City Council CALCULATION OF REPLACMENT PLANTINGS - SEWER LINE INSTALLATION REMOVALS Wooded areas exist on west and east ends of installation path: West end square feet: length = 370' width = 30' (50'- 20'approved width) 11,100 sq.ft. East end square feet: length = 130' width = 30' 3,900 sqft ' Total square feet: 15,000' multiplied by 1.2 (required rate of replacement) = 18,000 sqft Replacment trees: 18,000 sqft divided by 1089 sqft (required canopy coverage provided by one tree as designated in city ordinance) Total replacement trees: 16.52 trees or 17 trees 11 1 11 R OBERT H. ON 1 HOMES Building new ideas is our old tradition. ' September 28, 1995 Ms. Jill Sinclair ' City of Chanhassen P. 0. Box 147 , Chanhassen, MN 55317 Dear Jill, ' Robert H. Mason Homes will be planting five basswoods and twelve ash, 22 "+ in diameter in the south sewer alignment at Pointe Lake Lucy. Providing the weather is cooperative, this work will be started and I completed October 2nd - 4th. - As required by the City, these trees have been field staked for City Staff review. I will submit an "as installed" plan when work is completed. Sincerely, ROB R- H. MASON, INC. Dou ldV. McNamara 9 , Vice President DEM:kg G 14201 EXCELSIOR BLVD. • MINNETONKA, MN 55345 -4997 • 612 - 935- 3486(..��..,.,...' REALTOR o CITY OF �BANHASSEI� 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 C f 0 September 25, 1995 Mr. Doug McNamara Robert Mason Homes 14201 Excelsior Boulevard Minnetonka, MN 55345 -4997 Dear Mr. McNamara: The definition of a tree according to city ordinance is "a woody plant which at maturity is 13 to 20 feet or more in height, with a single trunk, unbranched for at least several feet above the ground, and having a more or less definite crown." A site inspection clearly shows that, according to definition, a great number of trees were obviously and unjustly removed. Replacement calculations previously done by the city, however, were overestimated. Considering that only the east and west ends of the installation line are wooded and the clearing was overextended by 30 feet, the correct replacement total is 17 trees. Until the city has received written agreement of the replacement plantings, including location, species and planting dates, the city will not issue building permits. Please submit the written agreement no later than October 4, 1995. If you have any questions, please feel free to contact me. Sincerely, Sharmin Al -Jaff Planner II Joseph J. Morin 1441 Lake Lucy Rd. Chanhassen, MN 5531.7 -8405 612 -474- 1186 September 8, 1995 Doug Macriamar~a Mason Homes j • • l 14201 Excelsior Blvd. • • C Minnetonka, MN 55345 110 f 00C Dear Doug: 10•• O • C Thank you for bringing me up to speed in our phone conversation yesterday 0 about the progress you are making with the replacement plantings in the tree preservation area along our east property line ... and your plans for replacing the trees and other vegetation removed from our property. Since fall is rapidly approaching with winter close behind, I want to reiterate the points I made in our phone conversation. 1. Lake access. Because of the destruction of the trees and other vegetation (both on the Mason Homes property and on ours) Gavle and I have not been able to maintain our trail to the lake. As you know, we have a walking easement around the pond that we intend to continue using and maintaining. Within the next few weeks, we want the silt fence to be changed so we can have access to the lake once again. We need to get our trail in shape once again before winter. 2. Debris removal. Within this same time frame, we want the debris removed from our property and from the area where we will reconnect our trail. Naturally, the trail will be continued inside of our property for as long as practicaf before moving into the easement area of your property to get around the pond. The debris to be removed includes small trees that have been pushed over, portions of large dead trees pushed into our property (or onto the trail), numerous roots and tree limbs protruding from the ground, and a large pile of' sediment dumped onto our property. _ We also want the ground to be smoothed and grass planted where our trail will go so that it can be cut and maintained as before. [I don't think it's • • ! reasonable for us to ask that all the tree limbs and roots be removed from the • • C rest of the area since they will rot away over the years, but we must have them set removed and smoothed over where the trail will go]. ••t- • • 4 3. Tree replacement plan. We trust that the City's requirement to put in 35 trees 004" and plantings of other native vegetation is reasonable. In our conversation you questioned whether all of these trees would be planted in the area along our cast property line \\ - here the destruction occurred. We think the}' should - all be planted there since that's \\ the destroyed trees and vegetation were originally. Our preference would be mostly a variety of high canopy trees (i.e., oak, basswood, maple, etc.), some understory trees (i.e., river birch, ironwood, etc.), and a few ash and aspen. However, we will depend on the City to specify exactly what should be used. Obviously, we will all need to work together to determine the location of the trees and other plantings. We need to be sure that the location of the plantings will allow for our trail to be reconnected without disturbance to them. As you pointed out, the City's requirement does not include replacement of ' trees and vegetation taken from our property. We agree with your suggestion to put a reforestation plan in place for the area in the preservation zone first, and then use that as a basis for determining what should be done on our land. 1 However, we expect the work on our land to be done at the same time as the ® work in the preservation zone. 0 , Again, time is of the essence since some species can only be planted in the fall © while others should be planted in the spring. We also discussed what might be done to contain and repair the damage caused by the leaking silt fence in the area by the slew (immediately west of the two retaining walls that you built). As we discussed, I think you can get a Bobcat in there to clean up the open areas without damaging the vegetation. The rest will have to be cleaned up by hand. Perhaps the City might fund wetland restoration if you dig out the slew to retain more water while you are in there? I believe that the retaining walls should be extended northward since much of the erosion is flowing around the walls. Also, a third retaining wall should be built below the other two to prevent continued erosion of the disturbed soil between the lower retaining wall and the silt fence. I am looking forward to discussing this on site with you and Randy as you suggested. Please let me know when it will be convenient for you to meet with me. Best regards, r ?seop J. Morin ps. Please feel free to send a copy of this letter to your subcontractors if you think 1 11 it will be helpful. cc: Randy W. Travalia Sharmin Al -Jiff (City of Chanhassen) Jill Sinclair (City of Chanhassen) ® Kate Aancnson (City of Chanhassen) Dave Hemple (City of Chanhassen) 1 11 g Northdale &we M4 Construction Co. Inc. 14450 Northdale Boulevard, Rogers, MN 55374 (612) 428 -4868 FAX (612) 428 -4997 August 31. 1995 Ms. Jill Sinclair Forestry Intern CITY OF CHANHASSEN 690 Coulter Drive P.O. Box 147 Chanhassen, MN 55317 Re: Pointe Lake Lucy Chanhassen, MN. Our Job No. 9510 Dear Ms. Sinclair: - I have received a copy of the letter you recently wrote to Mr. Travalia of Robert Mason Homes regarding the Sanitary Easement on the Pointe Lake Lucy.Project in Chanhassen. Prior to the preparation of the planting plan that you requested by September 8, 1995, I would like to have the opportunity to discuss this matter with yourself, Ms. Al —Jaff and Mr. Hempel. I would appreciate if you would set up a time with the City staff and yourself and let me know the date we can meet. I appreciate your cooperation in this matter. If you have any questions, please contact me at 428 -4868. Yours truly, NORTHDALE CONSTRUCTION COMPANY, INC. Thomas A. Wilebski TAW: sg cc: Randy Travalia — Mason Homes Jerry Backman — Schoell & 9fadson Equal Opportunity Employer MINNESOTA ! O . i.. e .RECEIVED fi i � ': 1 1895:. 1 CITY Or CHANHASSEN .. . ' Nole Bastardo Carbo=dum .. • CITY OF CHANHASSEN 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 L' August 24, 1995 Mr. Randy Travalia Robert Mason Homes 14201 Excelsior Boulevard Minnetonka, MN 55345 -4997 ' Re: Replacement plantings in the Pointe Lake Lucy tree preservation easement Dear Randy, This letter is in regards to excess removal of vegetation along the southern portion of the Pointe Lake Lucy development. This area falls within a tree preservation easement and has ' been heavily impacted by the installation of a sewer line. Earlier this summer, you met with Dave Hempel to determine the appropriate clearing width and alignment of the utility line. It was agreed that the width was not to exceed 20 feet in order to minimize impact on the ' existing vegetation. An inspection of the area done by city staff after installation revealed excessive destruction of vegetation. It was also noted that the average width of the clearing for the installation was 50 feet instead the previously agreed to 20 feet. ' Our city ordinance and the development contact require that any removals within a tree preservation area must be replaced at a rate of 1.2 times the removed area. We calculated the tree canopy loss area to be 31,750 square feet. At the required rate of 1.2, the total replacement area7 is: 38, 100 square feet, or 35 trees. Trees shall be selected from the City's Approved Tree List's y Primary and Secondary Deciduous Species. The central section of the installation path immediately adjacent to the southerly wetland shall be randomly replanted with appropriate native wetland vegetation. Selected species must ' reflect the diversity of the existing vegetation. No organized landscape, sod, or lawn seed will be allowed. Natural vegetation will be allowed to return to the area. According the grading, drainage, and erosion control plan dated March 1995 and revised March 27, 1995, this area is outside of the development grading limits and should be returned to its natural state. 9f 3 CITY OF �8AN8ASSEN 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 Mr. Randy Travalia Robert H. Mason, Inc. 14201 Excelsior Boulevard Minnetonka, MN 55345 Dear Mr. Travalia: I would like to apprise you of a situation in the Pointe Lake Lucy development. On July 11, 1995, engineering and planning staff visited the Pointe Lake Lucy site. It was apparent that the grading limits have encroached into tree preservation and canopy areas that were supposed to be saved. The path for the utility line leading to the Morin's property was not to exceed 20 feet in width. Staff measured the existing path and it was found to range between 40 and 50 feet wide. Staff is still evaluating the extent of the damage to the area. It appears that tree replacement will be required. I would like to set up a meeting to discuss remedies to this situation. Please contact me at your earliest convenience. If you have any questions, please feel free to contact me. Sincerely, Y _ Sharmin Al -Jaff. . Planner II PC: Dave Hempel, Asst. City Engineer July 14, 1995 ' ROBERT H. 00 V-HOMES Building new ideas is our old tradition. • June 5, 1995 ' Claire & Alan Thometz 6690 Mulberry Circle ' Chanhassen, MN 55317 Dear Claire & Alan, 'i995 Thank you for meeting with me on June 1st to discuss potential tree transplant locations. As we discussed, our first order of business was to contact Jill Sinclaire, the City of Chanhassen Forester, for ' her input in tree viability, which trees could be removed, etc. I met with Jill on June 2nd and here is a summary of our meeting. The City will not permit further removal of any existing deciduous ' trees (except for clearing the vines and so on from the area in question). Her feeling is that the canopy of the existing trees, along with the soil conditions would not create a positive ' environment for the survival of any evergreen trees in this area. Jill did approve the transportation of evergreens into the westerly ' side of this existing tree cover, where they would enjoy greater sun exposure, and where prospect for survival are much higher. As an aesthetic opinion, Jill noted that more typical pond side ' plantings would include part species as willow, Basswood, and Cottonwood. ' Our action plan then is as follows: we will transplant several evergreens into the easterly, side yard of Lot 11, on the westerly side of the existing tree cover. We will not be able to access the easterly side of the existing trees, and, as such will not be able to ' transplant any evergreens into this area. Given the soil conditions on the pond side, perhaps your neighborhood group would want to plant some of the types of trees that Jill recommended (Willows, Basswood, or Cottonwoods). We will stake the proposed locations of the transplanted trees on Lot 11 in the near future. If you have any comments, please feel free to contact me. ' Best regards, ROBERT H. MASON HOMES � Vv < Rand 6 Travalia, President 14201 EXCELSIOR BLVD. • MINNETONKA, MN 55345 -4997 • 612 - 935 -3486 ' CC: Jill Sinclaire, City of Chanhassen REALTOR CITY OF �HANHASSEN 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 June 14, 1995 Joe Cooke 1340 Heather Court Chanhassen, Mn 55317 Dear Joe, In regards to our telephone conversation on Friday, June 9, the following trees would be appropriate to plant around the holding pond in Willowridge east of the Pointe Lake Lucy development. They have been chosen based on the existing site conditions including, space, light, soil, and vegetation. The list is as follows: Sumac, Cutleaf Smooth Peashrub, Siberian Aspen, Quaking or Bigtooth Cottonwood, Siouxland Linden (Basswood), American Willow, Niobe Weeping Pine, Austrian or possibly Red Arborvitae (White Cedar) This list is not absolute, other trees will grow on the site. Spruce, for example, would grow there, but may be more susceptible to diseases because of site conditions not ideally suited for such a tree. New trees need care and maintenance for the first couple of years before they become fully established. Watering, pruning, mulching, animal and disease control will be important to insure the health of the trees. If you have any other questions, please feel free to contact me. Sincerely, Jill Sinclair Forestry Intern r ' Mr. Mark Shunk 1350 Heather Court ' Chanhassen, MN 55317 Dear Hark, ' Following up on our conversations regarding the proposed transplantation of trees from locations within our proposed new neighborhood, Pointe Lake Lucy, here is a summation of our agreement. ' Robert H. Mason Homes will transplant nine evergreen trees to locations as approximately noted on the attached drawing. The exact locations of these trees will be determined by an evaluation of the soils, as our desire is to ' transplant these trees into suitable soils where the trees will thrive. Inasmuch as these trees are to be transplanted from other parts of the site, there will be no warranty on their survival. ' Robert H. Hason Homes would expect that a covenant not to remove these trees will be executed with the appropriate landowners, or the homeowners association, ' as the case may be. Hark, we will be able to quantify the soil conditions once Spring comes, and the soil thaws out. At that time we can meet on the site, and mutually determine ' appropriate locations for the transplanted trees. Yours truly, ROBE7 H. HASON HOMES Randy L Travalia ' President R! : kg ' Enc. CC: Sharmain Al -Jaff, City Planner 14201 EXCELSIOR BLVD. • MINNETONKA, MN 55345 -4997 • 612.935- 3486�-.°�'� REALTOR 'v CD rr) lit (mss` 1 IA - �• R 1 �t � �t ih?. ✓yJ.r�� Y I} �' � ` ..y `'as ,;, r � Ff T ` A.�,� M 74 '?� dt� �.� k • � r' .nom ,y . � �� .r. , �YI V F - " , W , V h 1p •O1 t a• v tea. ab.7'i�' �r,."'st-L. . �6�ev 1 `. •• ..0 A z i -xd ��.: � � .�+ r Y t �' "}� ♦ ��{{jjyyyy bNr ice x r ^t �� t 41 F ` 'I I Y� �� `��l�tl;r �, ,v w ; /•_- s^ 4la yI I Ww� • -ti/^ �t t �=L i v'dn� x c'.v.'1• -s.4 �i � s� _ s � .� ..ms � t z a v \� .t� -,�-� �s CITY OF �8AN8ASSEN 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 C' r n MEMORANDUM TO: Don Ashworth, City Administrator FROM: Diane Desotelle, Water Resources Coordinator��\ DATE: October 4, 1995 SUBJ: Christmas Lake Concerns - File No. SWMP -14H This memo is to update the City Council on staff's involvement with the Christmas Lake Association. I spoke at the annual Christmas Lake Association meeting in early spring and discussed the direction Chanhassen is taking with the Lake Management program and the Surface Water Management Plan. Since then I have met representatives several times on the Curry Farms pond and creek issue and the association is now requesting action via a petition. Attached is a letter from Daryl Fortier who is representing Frank Beddor on the Curry Farms issues and the City's response to their questions. Following is the history behind their request. I have encouraged the association to write a lake management plan in order to spell out all of the issues with the lake and prioritize projects that would be of value. I also explained that we have written plans for Minnewashta, Lotus, and Riley and would eventually write a Christmas Lake plan, but it was lower on the priority list. I said if they were able to receive funding from Shorewood and the Association, we would make it a high priority and be more than happy to write a plan for them. They went ahead and received funding from Shorewood and the Association so that the costs will be divided pretty equally. They appear to be excited about this concept; however, I am still not clear as to who is going to write the plan. I said we would prefer to since we have a template set up. I would be working with Steve McComas. They may decide to pick another consultant and I said it would be okay, however, the City of Chanhassen should have say in the writing of the plan. I agree there is an outlet malfunction on the Curry Farms site and I plan to have a consultant evaluate the situation. During our budget proposal a few weeks ago we proposed to have the outlet repaired by spring and in conjunction we are going to evaluate if we can create more storage area for treatment. The sink hole off of Pleasant View Cove will also be repaired. At this time, however, I did not intend for the City to do extensive work on the creek. First of all Don Ashworth October 4, 1995 Page 2 there is not a drainage utility easement on the creek and not everyone agrees on the solution to the problem. Second, I want a chance to evaluate the bioengineering we are doing on the Lotus Lake Creek before we will know how well a more natural design will work on erosion. I want to encourage using the least amount of rip rap as possible since it requires heavy equipment and the process can do a lot of damage to the existing vegetation, it removes habitat, and it is not clear how this will reduce the nutrient load to the lake. I did tell the association to petition the City Council so that you were aware of their concerns, however, I will admit I am disappointed that the memo comes across as if we have not been that involved. We agree to their issues numbered 2 and 4. Number 1 does not appear to be correct. The flows from Willow Ridge do not commonly occur, but rather is designed for the 100 -year storms and this area falls within the Christmas Lake drainage area. Number 3 needs further evaluation. Please let me know how the Council feels about the direction we have taken to date and inform me if you think I should proceed differently. Attachments: 1. Petition from Christmas Lake Association. 2. Letter from Daryl Fortier dated August 31, 1995. 3. Letter from Diane Desotelle to Daryl Fortier dated September 14, 1995. g:\eng\diane\lakemgmt\xmascc.mem August 31, 1995 Ms. Diane Desotelle, P.E. ' City of Chanhassen 690 Coulter Drive Chanhassen, Minn. 55317 Sc� MP r; ESIGN ' RE: CHRISTMAS LAKE COMM: 94 -15 Dear Ms. Desotelle: On behalf of the Christmas Lake Homeowners Association, I have been asked to conduct a tour of the Curry Farms creek and it's associated watershed with you and Dave Hempel. The Homeowners are, of course, ' concerned with the water quality of Christmas Lake. I have personally been involved with this subwatershed since 1980 ' and I am very aware of significant erosion along the - creek. Recently I have been engaged to prepare preliminary designs to rip - rap this creek in an effort to control this erosion. -The Homeowners may not be to achieve this on their own and would like to work ' with the city to improve these conditions and possible other issues. Following is a list of concerns and any information or opinions you have on these items would be greatly appreciated. 1. The Curry Farms creek seems to be severely eroded and does not seem to have any checks to preclude further erosion. It appears the eroded soils have formed a large delta of t silts and clayey soils extending out about 80 ft. from the shoreline of Christmas Lake. Can you confirm this and also how much water is being discharged under the Co. Rd. 17 36" cmp culvert? ' 2. Rip -rap seems an appropriate solution although extending a storm sewer directly to the lake may be more effective. Does the city have any programs or funds to undertake this work? The homeowners may not be able to secure adjacent landowners consent to private improvements. Does the city have easements over this creek to permit improvements? ' 3. There is a noticable wash -out on the west side of 17. Will the city fix this? Is the culvet properly seated? r 408 Turnpike Valley, Road Golden Valle , Minnesota 55416 (612) 593 -1255 August 31, 1995 Ms. Diane Desotelle page 2 4. There is concern that the pond in Curry Farms was built in 1982 and is not removing nutrients nor silt as suggested by several phosphorus tests. Perhaps the pond is silted in and should be cleaned or enlarged to reflect current standards. Does the city have any information of the performance and design of this pond? Do you have any plans to improve it? Can it be improved? 5. According to the Watershed, the Lake Lucy pond should flow to Lake Lucy. Yet it overflows into the Christmas Lake Curry Farms creek. Can this be improved such that excess water is not channeled to the Creek? 6. Has the city taken any tests or measurement of phosphorous, silt or water clarity entering Christmas Lake from this creek? Will the city remove the delta at the -base of the creek or is this up to the homeowners? We appreciate your review of the creek and existing conditions. Any assistance you can offer would be greatly appreciated. encl: Creek plan & section dwg. CITY OF �HAN8A55EN 690 COULTER DRIVE • P.O. BOX 147 • CHANHASSEN, MINNESOTA 55317 (612) 937 -1900 • FAX (612) 937 -5739 C September 14, 1995 Daryl Fortier 408 Turnpike Road Golden Valley, MN 55416 Re: Curry Farms Wetland and Creek and Christmas Lake - File No. SWMP -14H Dear Mr. Fortier: This letter is in response to your letter dated August 31, 1995 concerning the wetland and creek entering Christmas Lake from the Curry Farms Development in Chanhassen. Curry Farms Creek is eroding in several areas and my best guess is that it is do to both increased flows from development upstream of Curry Farms Creek and the drainage area which discharges directly into the creek. The information in the Curry Farms development file indicates that the stormwater system was designed to handle the pre - development discharge rates. The rates found in the file for a 1, 10, and 100 -year storm is 28, 62, and 78 cubic feet per second, respectively. Staff did confirm that the baffled weir on the pond just upstream of Curry Farms Creek (west side of County Road 17) is not functioning. This may be a large source of the problem. The City will be contracting a consultant to review the hydrologic data, design a new outlet structure, and if possible reduce maximum flows coming from the development. The city does not have a drainage easement over the creek east of Powers Boulevard to permit improvements. There is a sanitary sewer line that runs nearby, but the easement over the sanitary sewer would not cover the entire area of the creek. The City has established a Surface Water Management fund for water duality and quantity improvement projects. Staff has placed upstream corrections on the priority list, but erosion control improvements will not be pursued unless the City receives a petition from the property owners along the creek. At that time, funding will have to be evaluated. The City will repair the wash -out area on the east side of County Road 17 where the tree has fallen. This area is severely eroded and also lies near the sanitary sewer line. Mr. Daryl Fortier September 14, 1995 Page 2 4. See Number 1. 5. The pond just south of Lake Lucy and associated with the Willow Ridge development lies in the Christmas Lake Watershed. Most stormwater, however discharges to Lake Lucy. The 100 -year storms and emergency system drains north to Christmas Lake. 6. The City has sampled the creek once, but this is not enough to statistically show phosphorus loading to the creek. The City is in the process of obtaining monitoring equipment and this may be a good data collection point because it would give us a before and after picture of the repairs to the upstream pond. Dredging the lake is under DNR's jurisdiction. It is the City's goal to make sure the watershed is stabilized before in -lake improvements are reviewed. Please understand that priorities have to be made between the 8 other lakes in the City. I hope this answers your questions. I would be happy to keep you posted on the analysis and design on the upstream pond improvements and the wash -out area. Thank you for directing our attention to -this matter. Sincerely, CITY OF CHANHASSEN Diane Desotelle, P.E. Water Resources Coordinator DD�firn c: Dave Hempel, Assistant City Engineer Charles Folch, City Engineer/Director of Public Works John Joseph, Christmas Lake Association g:%eng` d i i ne'responselort i er. I et f t Welcome to the City of Vancouver ' This page is a directory to information about the City of Vancouver municipal government. Our services to residents include: olive, fire and rescue. archives, libraries narks and community centre& olanninir and land use, theatres health, garbage collection and recycling water and sewer service, and transportation . 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Friends of the Archives M� � f a.4 What's for Sale What's Happening . New holdin2p • Current Exhibits Other Web Sites of Interest ' Back to City of Vancouver Home Page last revised August 21, 1995 C copyright 1995 City of VamouverArchives ■ Serve Your City and Your Community ' The City of Vancouver has vacant positions for volunteers on the following Civic Agencies: • Vancouver Public Library Board (5 vacancies) • Vancouver Heritage Commission (5 vacancies) • Vancouver City Planning Commission (5 vacancies) • Vancouver Civic Theatres Board (3 vacancies) • Public Art Committee (4 vacancies) • Gastown Historic Area Planning Committee (5 vacancies) • Vancouver Fire Department Advisory Committee (5 vacancies) • Vancouver Family Court/Youth Justice Committee (All positions vacant - current membership is 16) • Chinatown Historic Area Planning Committee (6 vacancies). All appointments arc made by City Council and, with the exception of the Vancouver Family Court/Youth Justice Committee, arc for two years. The Fire Department Advisory Committee appointments arc effective February 1, 1996. All other appointments arc effective January 1, 1996. ' Applications and descriptions of these Civic Agencies are available at the Office of the City Clerk, Third Floor, City Hall, 453 West 12th Avenue, V5Y 1V4. You are invited to submit an application to the City Clerk by 5:30 p.m. on Friday, October 20, 1995. FOR MORE INFORMATION, or to get an information package: Call our automated voice mail box at 873- 7471.If you would like to have an application package faxed directly to you, call our FaxBack line at 871 -6266 and use ' your touch tone phone to order document number 801. do ' of di 7 City of Vancouver ' Now you can have City documents sent to your fax machine from our new Faxback system ' Dial 871 -6266 What is Faxback? ' Faxback allows anyone with a touch -tone phone and a fax machine to select items from a catalogue of Citv information. The documents you select will be sent to your fax machine. ' What information can I get? Our system is growing, and already it includes a wide variety of information, from applications forms for liquor licenses and baseball diamonds in parks, to business license and cultural grant information. ' How do I use Faxback? Simply make a telephone call to our Faxback system at this phone number: 871 -6266 ' The automated attendant will take it from here, guiding you carefully through the simple steps needed to complete the transaction. The automated attendant is just like the voice you hear on many telephone answering systems. You'll be asked if you want a catalogue of the current Faxback offerings sent to your fax machine, and you'll be asked to provide the phone number of your fax ' machine. You'll do this by pressing the number of your fax machine on your touch -tone telephone's keypad. The system then sends the catalogue to your fax machine. When you've decided what documents you want, you call back to 871 -6266. Again, you71 use your touch -tone telephone keypad to press the catalogue item numbers to specify what document (s) you want and what fax machine number you want the system ' to send them to. You can sec that this is a two -step process the first time that you use Faxback : You make one call to the Faxback system to ask for a catalogue; you make a second call for the specific document (s) you want the system to send you. (You can specify up to three documents at a time; if you need more than three, simply make more calls to the system.) ' Why Faxback? Faxback, like the City of Vancouver's use of the Internet, is in line with Council's Better Citv Government initiatives to improve customer service. ' Comments, suggestions about Faxback? Email to Faxback I Back to the Citv of Vancouver home page Other Important Meetings in and about Your Community In addition to Council and Standing Committee Meetings, the City of Vancouver holds other meetings where citizens are invited to participate. ■ • Special Council Meeting_ Seot.26 (Blenheim Street Traffic Measures) • Public Hearing Seot.26 ' • Public Meeting Sept. 20 • Community Art Program Criteria Explained at Julv Meetings • Also, scc CITYwcck for meetings not listcd hcrc ' Back to City of Vancouver home page I Ale .IS i /'o -f — 1 City of Vancouver Transportation Issues The Transportation Division (in the Engineering Services department) deals with many transportation issues affecting Vancouver. These issues include: . • Transportation Planning • Bicycling • Bridges within the City (Granville, Cambic, Burrard) ' • Development review with respect to transportation impacts • Filming (on street) • Neighbourhood Traffic Plans • Parking (bylaws, enforcement, meters) ' • Pedestrian issues • Street signs and painting • Special events or activities (on street) • Traffic Management • Traffic signals Some transportation matters that the City is NOT responsible for • Bus/Skytrain routes and schedules - BC Transit - Phone 521.0400 (Here are some Univcrsity of B.C. - related bus schedules) • University of British Columbia - 822 -2211 • Air Care - Provincial - 775 -0103 • Aurthur Laing Bridge - Federal Government ' • Bridges outside Vancouver (Lions Gate, Second Narrows, Oak Street, Knight Street) - Provincial - 660 -2421 • Granville Island - Federal - 666 -6655 • Car and Dasscnecr ferries to Vancouver Island and the Gulf Islands, ' COMMENTS QUESTIONS? Send mail to trmrsvoriCr)citv.vancouver. be. ca. We will reply to as marry items as possible. Return to Citv of Vancouver Home Page 7 7 J I Clean -u p Y Sep t.30 s Se t.30 - Oct-9 ' The City of Vancouver is offering residents free disposal of household refuse September 30 to October 9. Clean-up Days are for Vancouver residents transporting refuse in passenger cars, trailers, small pick -ups and vans. Take your garbage to: Vancouver Landfill Sept. 30 to Oct. 9 7:30 am. - 9 p.m. weekdays 9 a m. - 9 p.m. weekends Weekdays are less crowded. Have your vehicle registration available, to confirm your Vancouver residency. How to get there: Vancouver Landfill is on 72nd Street in Delta. Take Hwy 99 south through Massey Tunnel to Exit 28 (Hwy 17 interchange). Turn left onto River Road and follow the Landfill signs. Recycling ' information Vancouver residents can recycle newspaper, metals, container glass, corrugated cardboard, mixed paper and rigid plastic containers free at the City's Recycling depot at 377 West Kent Avenue North (between Manitoba and Yukon). The Vancouver Landfill in Delta also has a Recycling Depot for metals, mattresses and cardboard. For more information: call 323 -7710 or Recycling Hotline 327 -7573 Vancouver City Council, 1993 -1996 Council Member Elected Since Phone Number Mayor Philip Caren 1993 873 -7621 As Councillor 1986 -1993 Councillor Don Bellamy 1976 673 -7240 Nancy A. Chiavaric 1993 673 -7248 ' Councillor Councillor Jennifer Clarke 1993 873 -7244 Councillor Craig Hemer 1993 873 -7241 Councillor Maggie Ip 1993 873 -7247 Lynne Kennedy 1992 873 -7245 ' Councillor Councillor Jenny Kwan 1993 873 -7246 Councillor Gordon Price 1986 673 -7243 Councillor George Puil 1976 673 -7249 Councillor Sam Sullivan 1993 873 -7245 Remuneration Information on remuneration for elected officials and members of public boards in Vancouver ' Council Vancouver City Council comprises 10 Councillors and the Mayor, who are elected by the public. Council meets Tuesdays and Thursdays, on average three times a month, as well as three evening meetings per month. ' Council arc paid as follows: • Mayor $89,154 per year • Councillors $39,278 per year ' • Deputy Mayor $1,634 per month • Every Councillor serves as Deputy Mayor on a monthly, rotating basis. These remunerations were approved by Council on July 25, 1995. Receipted expenses, up to a maximum of 10 per cent of the annual salary, will be reimbursed. ' Boards and Commissions Council members and individuals can be appointed to numerous Boards and Commissions including the following: ' Greater Vancouver Regional District 28 Directors represent 18 member municipalities. Directors arc appointed by the member municipal councils, based on one director for every 100,000 people in the municipality. Vancouver has five directors, including the Mayor and four councillors appointed by Council. Directors also serve on Boards of the Greater Vancouver Water District, Greater Vancouver Regional Hospital District and the Greater Vancouver Sewerage & Drainage District. ' Board members are paid $105 by the GVRD for each meeting of these boards. Vancouver Regional Transit Conunission ' The Transit Commission consists of six locally - elected mayors and one City of Vancouver councillor appointed by the Lieutenant Governor to represent the 17 municipalities, three villages, and three electoral areas within the Vancouver Regional Transit System service area. The commission is responsible for establishing routes, service levels and fares, in addition to sharing in a portion of the cost of operating transit. ' Meets monthly. Its members receive $100 per day, and a $17.50 per diem for expenses, paid by B.C. Transit. Vancouver Police Board ' The Police Board governs the actions of Vancouver's police force. It consists of seven members: • the Mayor of Vancouver (who is chair of the Board); • one member appointed by Council (not a Councillor); and • five appointed by the Lieutenant - Governor. The Police Board meets monthly. The Chair receives no remuneration. Members of the Board receive $100 per month, which is paid by the City of Vancouver. ' Park Board Park Board comprises seven members, who arc elected by the public and meet weekly. ' Salaries are paid by the City of Vancouver: • Chair receives $1,250 per month ($833 salary I $417 expense allowance); • Commissioners receive $1,000 per month ($667 salary 1 $333 expense allowance). ' Back to Citv home vase.. City Council meets regularly to consider staff reports. In addition, there are Standing Committee and Commission meetings to deal with specific issues, and to receive public submissions. Copies of staff reports may be reviewed by selecting the appropriate week and forum below. Minutes of these meetings are added as they become available, generally within one week of ' the meeting. Hard copies of staff reports, which may include graphics and maps not available here, may be requested from the City Clerk's ' Office by calling 873 -7276. Council and Standing Committee packages for the coming week: ' Agendas for October 17 and 19, 1995 will be available on this page during the week of October 9, 1995. Council and Standing Committee packages for previous weeks: • Standing Committees - September 28. 1995 ' • Snccial Council (Smoking Bvlaw)- September 28.1995 • Special Council (Public Hearing) - September 26. 1995 • Saecial Council (Blenheim Street) - September 26. 1995 • Council - Sentember 26, 1995 • Standing Committees /Commissions - Seutember 14, 1995 • Council - September 12. 1995 • Standing Committees - July 27. 1995 ' • Council - July 25, 1995 • Standing Committees - July 20. 1995 • Council - July 18. 1995 • Standing Committees - July 13. 1995 • Council - July 11, 1995 ' • Standing Committees - June 29, 1995 • Council - June 27. 1995 • Standing Committees - June 22. 1995 • Council - June 20. 1995 • Council - June 6, 1995 • Standing Committees - June 1, 1995 • Council - Mav 30. 1995 ' Back to Citv home Page.. COMMENTS, QUESTIONS? Send mail to infona,citv.vancouver.bc.ca D Next Steps to Better City Government ' The City of Vancouver is changing the way it does business. Council approved a sweeping series of initiatives last December that began with a new interim organization to reduce the size of the City's Corporate Management Team. Council also approved a set of new directions to review business processes and improve customer service. A second series of reports, for Council consideration on May 18, provides greater detail on what business processes will be reviewed by staff and customers. ' Here is the May 3 issue of a newsletter that gives an overview. Here is the main report detailing the next steps that City departments and boards will follow: ' • Better Citv Government - Next Steps Here are the four strategies designed to support this work: • Finance ' • Human Resources • Communications • Technologv I J I j I ' City of Vancouver ' MISSION STATEMENT To create a great City of . .. ...... ...:. which cares about its people, its environment, and the opportunities to live, work and prosper. OBJECTIVES • To enhance community and individual well- being: - social ' Economic . - Physical • To protect and improve the .o.. M.. .,... c..t • To provide quality service equitably ' • To create a challenging safe, healthy, and rewarding workplace • To be fiscally responsible • To create good government through: - Public Yon ti...ra.:...,, - Internal ImprOYeme A - Canstruetive external relations VALUES Integrity • To be open and honest • To honour our .,.. ...... .6....t3 Excellence ' • To strive for the best result Responsiveness • To listen to all the people we work with and service • To act in a timely and sensitive way Learning • To increase and understanding in die workplace and in the community • To grow through our successes and our mistakes ' Fairness • To apply unbiased judgement and sensitivity Leadership ' • To set examples that others will choose to follow. 11 Welcome to the City of Vancouver This page is a directory to information about the City of Vancouver municipal government. Our services to residents include lc , fir anti rescue, archives. libraries narks and community centres . vlannum and land use theatres health garbam collection and rec ci , water and sewer service, and Let us know what you'd like to we on these pages by sending email to inf�itvmancouvenbc.ea What's new... • . - City of Vancouver Archives has its own Web paces t ' Serve Your City and Your Community Civic Agencies Need Volunteers • FAXBACK: City :.:....sue.. sent to your fax machine • CITYweek:What's happening in local e;- ....,o..E this week, and how you can participate a Other imoortant meetines in and about Your Community, • Reports and Minutes for Council. Stan>dinc Committees and C., ...... .�s�.. �. • Latest News Releases from the City of Vancouver ' Current Issues • *i Transoortation Issues • ►I* Important Notice for Alarm System Users • '* Clean -uo Days Seot.30 - Oct-9 1 I" Council wants input on vr000sed smokina by -taw ' • Special Council Meetin Sept. 26 (Blenheim Street Traffic Measures) • Worm Comnosters For Sale s Advism Panel to Develomnent Permit Board, Call For Appointees • Cdvnw Directions for Vancouver ' • Save Water -1995 Lawn Sorinklin¢ Restrictions Citv Makes Rain Barrels Available to Save Water • State of the Renort • Next Steps to Better City G-, .....�:: How the-City of Vancouver is changing the way it does business • Status & lmoact of Freedom of Information Lowslatttnn m the CAV • Civic Youth Stratcav Dealing with City government: ' Access to City of Vancouver 6 ......t services: • Elected Officials - Council Fact Sheet • The City's organization - Guide to departments and boards • ` The City's Mission • Who to call • Answers to your most freouentiv -asked aaeshonns. • +W` Feedback and auestions for City Manaaer Ken Dobell • Jobs available at the City of Vancouver • Economic Development - What role should it play in Civi : ......E7 • °++ Services man of the Citv of Vancouver: where to find libraries, community centres, police offices, firehalls, health units and other civic facilities About the City of Vancouver O `. r, --- — - --- ;cr A to Z: Evervthine Ewell, almost? you ever wanted to know about Vancouve • Tourism Information • Weather Forecast • About the city - photograph, a brief history s Vancouver statistics and demoamohies • Economic indicators • ±': Internet Public Access Locations in Vancouver, • `m# Sister Cities: Vancouver has special relationships with five great cities of the world - Los Angeles. Guangzhou, Yokohama Edinburgh and Odessa. Public Protection • Emenacnnev - What you and Your family can do • Fire and Rescue Services • Community -Based Polieim in Your N=hbo rhoo d THE CITY OF VANCOUVER Information on Departments and Boards The City of Vancouver is undergoing a process of re- organization to better serve the people who live and work here. In January, 1995, some of the traditional departments joined together as service groups to make it easier to improve customer service. Capitalized titles indicate membership in the City's Corporate Management Team, which carries out City Council's policies. Note: Information in this document was current as of November, 1993. An updated version is being prepared. In the interim, please call the appropriate contact number to verify currency of information you deem critical. CITY MANAGER'S OFFICE Citv Clerk's Department Law Department Civic Theatres Department CORPORATE SERVICES GROUP Finance ' Housing and Prooerties COMMUNITY SERVICES GROUP Planning Permits and Licenses ' Health Social Planning ENGINEERING SERVICES GROUP ' FIRE AND RESCUE SERVICES HUMAN RESOURCES SERVICES The following three departments of the City of Vancouver government report to their own boards (the Park Board is a publicly elected body, chosen at the same ' election as City Council): VANCOUVER POLICE DEPARTMENT VANCOUVER PUBLIC LIBRARY ' PARKS AND RECREATION. This page also links to the following information: ' Statistics Freauentiv Asked Questions ' 1993 Guide To Departments and Boards CITY MANAGER'S OFFICE oversees the overall conduct of the City administration in pursuing the City s Purpose, and serving the will of City Council. ' The Manager s Office: • reviews departmental programs, budgets, and policy initiatives; • makes recommendations on all matters to City Council; • ensures that Council s directives are carried out, • (in consultation with Council and departments) establishes standards and priorities for the civic administration; ' • motivates and monitors performance to ensure that standards are met, that prio ritics arc pursued, and that high - quality City services arc consistently delivered; • manages a continuing organizational development program to ensure good communication between departments and coordinated efforts to address City priorities. ' STRUCTURE AND FUNCTION The City Manager is appointed by City Council, and is responsible to Council for the execution of Council s decisions and the work of City departments. The City Manager (or Deputy) attends all meetings of Council and its Committees, and may speak to matters under discussion. The Manager originates some ' written reports to Council and committees, and reviews all other staff reports, and adds a recommendation on every item. The City Manager is available to the Mayor and individual Councillors for informal discussions. The City Manager directly supervises the work of 12 departments and one program (Equal Employment Opportunity), and has close liaison with three other boards over which Council has budget control (Library, Parks and Recreation, and Police). Periodically, the City Manager reviews the performance of each department with the department head, assisting department heads with problems in their departments or in inter - departmental disputes. ' The Manager coordinates the preparation of an annual budget for submission to Council, and exercises some discretion over budget administration. The City Manager s office itself has an annual expenditure budget of approximately $550,000 for routine administrative operating costs (such as salaries, meeting expenses, training, etc.) and does not have any departmental revenue. ' The Manager hears grievances from employees or public complaints concerning the work of City employees. STAFFING ' The staff of the Manager s Office is deliberately kept small. The City Manager delegates tasks to other departments, and can use the resources of these departments for management activities. Ken Dobcll, City Manager (873 -7627) t Areas of Responsibility: City Clerk's Equal Employment Opportunity Program ' Finance Housing and Properties Human Resources Law Permits and Licenses ' Planning Social Planning Corporate Planning ' Capital Planning VMREUlCUPE negotiations Judy Rogers, Deputy City Manager (873 -7628) Areas of Responsibility: Engineering Fire Health ' Library Parka Police Theatres Corporate Information Systems Fire Negotiations Hastings Park Operating Budget The Deputy Manager is an alternate for the City Manager in all activities and acts in the incumbent's absence. REPORTING DIRECTLY TO THE CITY MANAGER ' Equal Employment Opportunity Program City Hall, Ground Floor The EEO Program (Lorna McCrcath, Director) was set up by Council in 1977, and expanded in 1986 to a total staff of four. It socks to ensure equitable recruitment and opportunities for advancement of under- represented group employees, including women, persons with disabilities, visible minorities and First ' Nations people. This is achieved through outreach programs, training sessions, counselling and departmental action plans, in consultation with internal and external committees. In 1989, Council established the Hastings Institute - a not - for -profit corporation run under the leadership of the EEO. The Board of Directors consists of the Mayor (Chair) and four members of Council. There is an Advisory Committee made up of diverse community members. The Hastings Institute has a mission to deliver equity and multicultural training for governments, corporations and private business on a fce- for - service basis. Back to index CITY CLERK'S DEPARTMENT provides administrative and information services to City Council, its Committees, Boards, and all City departments and the ' citizens of Vancouver to facilitate good rule and efficient government of the City. The department contributes to good government by: • conveying and interpreting decisions of Council for action or information; ' • ensuring accurate recording of proceedings of City Council, Committees and Public Hearings; • providing effective chamicls of communication between Council, City staff, citizens of Vancouver and other levels of government; • publishing and disseminating information to ensure citizens have knowledge of civic government politics and procedures; • conducting orderly and democratic elections and plebiscites; ' • overseeing corporate communications; • providing records management services, including storage and retrieval of records; • maintaining and preserving public and private historical records of the City; • educating the public on City history; • coordinating the actions of City departments that are working with communities in crises. STRUCTURE AND FUNCTION The department comprises four divisions: Office of the City Clerk This division is supervised directly by the City Clerk, Maria Kinsella, and the Deputy City Clerk, Dennis Back. The prime functions of this division arc: • to act as a Secretariat to Council, its Committees and Boards. This involves the preparation of agenda packages for meetings of Council, standing and special committees and boards; recording meeting proceedings; and the safekeeping and preservation of meeting minutes, by -laws, civic agreements and other related official documents. The division also facilitates communication between Council, civic staff and the public, including providing information on interpretation of Council and committee decisions, as well as information on all aspects of civic operations and activities. • to provide confidential secretarial services to Councillors. The Councillors' Secretariat is located on the third floor, adjacent to the private elevator. The staff ' consists of three secretaries: Jacqui Lchto (on secondment), Marie Kangalcc and Shobha Parmcshwar. These secretaries assist the Councillors with correspondence, telephone, reception, filing, etc. • to provide research services on Council and committee minutes, actions and by -laws to Council, staff and the public. • to operate the information desk on the main floor of City Hall. ' • to perform a major role in planning and coordinating official civic functions and visits to and from Vancouver s five sister cities: Edinburgh, Guangzhou, Los Angeles, Odessa, and Yokohama. • to provide leadership to an interdepartmental team that coordinates City services to neighbourhoods in crises. ' Number of staff 17 Total 1993 budget $1.4 million Elections and Voters List Division ' City Hall, Third Floor This division is supervised directly by the Deputy City Clerk, Gil Mervyn. The prime functions of this division are: • to supervise the conduct of elections, plebiscites, ' • to oversee the registration of voters and the preparation and printing of the List of Electors; • to provide confidential secretarial services to Councillors; • to operate the information desk on the main floor of City Hall and the reception desk in the City Clerk s office; • to provide administrative services for the City Clerk s office. ' Number of staff 9 (Note: this division uses considerable temporary staff during an election year.) Total 1993 Budget $960,000 ' (Note: in non - election years, this budget is reduced to approximately $225,000.) Archives and Record Services Division ' 1150 Chestnut Street (adjacent to Civic Museum Complex) Archives 736 -8561; Records 7344438 Fax: 736 -9626 ' The Archives and Record Services Division is supervised by the City Archivist, Sue Baptie, and is subdivided into two sections: Archives Section and Records Services Section. The City Archives is the repository of the history of Vancouver and has, as its primary function, the acquisition, accession and preservation of historical public ' records and private papers relating to the City of Vancouver. The City Archivist is responsible for appraisals, acquisitions, accessions and cataloguing of historical records. These records, after being properly indexed and catalogued, are made available to the public and the City for research and administrative purposes. Deteriorated documents, maps, paintings, etc., are restored by the conservator. As part of an ongoing public program, the Archives Section also puts out occasional papers, historical pamphlets, preliminary inventories and annual reports. ' The Records Services Section is headed by the Records Manager, John Chang, who provides records consulting services to City departments and boards in the areas of records scheduling, classification and filing systems, microfilming, and vital records protection. The Records Centre, supervised by a records clerk, houses dormant/inactivc records for departments. The Records Management Program bridges the flow of information and records between the departments and the ' Archives, and between and within civic departments and boards. Number of staff 11 Total 1993 Budget $630,000 Corporate Communications Division ' City Hall, Third Floor Phone: 873-7270, 871-6173 Fax: 873 -7419 On July 26, 1990, Council approved the following communication objectives as City policy and as a guiding framework for the development of a City Communication Program: • Vancouveritcs should know about and understand pending City decisions through participation and comment. • Public involvement should occur in an atmosphere of opermcss and trust; where the purposes of consultation arc clear, and where the rights and obligations of the public, of City staff, and of Council are fully understood by all participants. • Vancouventes should receive clear and accurate information about any City program, service, or regulation which affects their lives or livelihoods. I I ' • City information should be delivered through media which effectively attract the attention of those who need to know, in language which they can readily understand. • The City should be a helpful, accessible, consistent, un- intimidating and human source of information; and those served should always feel welcome. ' This new division, operational since July, 1993, currently is made up of a Communications Advisor (Scott Macrae) and a temporary, part-time Coordinator (Paul Heraty). The division is responsible for communications planning and execution around such issues as advertising, public consultation, multicultural communications, ' employee communication, corporate identity and media relations. Development of standards and guidelines in these areas is a priority for the division. Back to index CIVIC THEATRES DEPARTMENT operates three facilities for live entertainment, the performing arts and public assembly the Queen Elizabeth Theatre, Orpheum, and Vancouver Playhouse. Mission Statement of Vancouver Civic Theatres(VCT) • to operate within the Civic trust to provide professionally managed and maintained, live entertainment facilities in a fiscally sound and accountable manner • a priority to build partnerships to support and be responsive to the development of regional cultural organizations and future audiences • to welcome the full range of diverse audiences and performers; to accommodate all types of public assembly activities. STRUCTURE AND FUNCTION The Queen Elizabeth Theatre (QET) has a maximum seating capacity of 2,937. It was opened by Her Majesty Queen Elizabeth 11 in 1959 and immediately became the home of the Vancouver Symphony, the Vancouver Opera Association, and major touring attractions. In 1962, the Vancouver Playhouse (seating capacity 673) was added and the Playhouse Theatre Company immediately became the major licensee. In 1977, the City acquired, renovated, and reopened the Orpheum (seating capacity 2,788) as a concert hall and the new home of the Vancouver Symphony. Included within the QET complex arc: six office spaces available for lease (five arc currently occupied by lease- holders); a stand -alone bar/lounge, currently leased by The Media Club; a 250 -car public parkade, and the QET Restaurant, which was reopened in November, 1992 by VCT to serve pre -show diners. The Vancouver Symphony leases office space at the Orpheum. While booking priority is given to some traditional licensees, and subject to Council guidelines, all three theatres are available for rent year -round, on a first -come basis. VCT does not currently invest in the production of any shows. Over the past year, VCT has re-examined its current operations, developed a future vision, and established a Long Range Plan (20 years) to address its future so as to be successful within that vision. In tandem with this, VCT has developed a shorter -term Capital Plan for the theatres, addressing needed upgrades in the physical plant. Resulting initiatives from both these plans will be presented for Council review prior to implemcntation. VCT s mission is supported by the following values: Accessibility To maximize the use and enjoyment of Vancouver Civic Theatres encouraging the broadest possible participation. Animation and Vitality To enhance anticipation with a dynamic atmosphere. Flexibility To be receptive and open to adaptation, negotiation and the possibility of change. Partnership To jointly pursue opportunities to achieve goals. Responsibility ' To operate completely accountable facilities. Service To anticipate and exceed all needs and expectations. STAFFING Excluded 5 full -time ' IATSE* 8 full -time 41 auxiliary VMREU ** 12 full -time 167 auxiliary TOTAL 25 full -time 208 auxiliary Back to index I ENGINEERING DEPARTMENT contributes to the overall City purpose by providing many services and public works facilities. These range from such ' fundamental services as water supply, sewerage, drainage, refuse removal, street access, and lighting, to regulatory functions such as traffic control, parking enforcement, transportation planning, and preservation of utility and communication corridors. It is an objective of the Engineering Department to provide these services at minimum cost to the taxpayer and in a manner responsive to the needs of citizens. As demands always exceed funds, it is necessary to set priorities. Engineering Department priorities are as follows: ' • Ensure the safety of the citizens and provide indispensable services; • Protect the City s vast public investment in its plant; • Protect the environment; • Provide amenity features such as attractive streets, street trees and street furniture, and certain control functions. ' Performance of the above functions in an efficient and cost- effective manner contributes to the safety of the City s residents, the City s economic viability, and the quality of life of its citizens. The Engineering Department provides basic public works services which are essential in any urban community. Vancouver has grown and changed greatly since it was founded. The Engineering Department has kept pace by providing essential services, in the quantity and size required to support the City s population and employment. The Engineering Department s role is to plan, build, improve, manage, and maintain the following services in accordance with policies set by City Council • water supply and distribution • sewerage and drainage • utility corridor control • street lighting ' • City communications and fire alarm system • streets, lanes, boulevards, sidewalks, and bridges • refuse collection, disposal, and street cleaning • transportation. STRUCTURE AND FUNCTION The department is organized on a product basis into six divisions: • Electrical and Information Services ' • Equipment and Solid Waste • Projects and Parking • streets • Transportation ' • Water, Sewers and Budgets Each division, in turn, is divided into a number of branches. There are also three independent branches (Survey, Administrative Services, and CityPlan) which have functions related to all six divisions and are centralized at ' the departmental level. The specific function of each branch is outlined below. Under this organization, all aspects involved in providing a given service arc in one division rather than being scattered among several. This framework allows for much closer coordination of departmental programs and has significantly improved service to the public by reducing red tape and run around when a problem occurs. The organization is intended to be dynamic; branches may be shifted to meet special needs and personnel rotated for staff development purposes. ' Office of the City Engineer Administrative Services Provides typing, word processing and central records correspondence services. CityPlan ' Coordinates Engineering Department input to the CityPlan. Survey Performs all City legal survey work; maintains City benchmark and control monuments; and ensures City maps arc based on the most up-to -date records from Land Titles Office. Electrical and Information Services Division Streets Lighting and Utilities Management ' Provides illumination for the safety, protection, and comfort of residents; controls the location of utilities on streets; and provides graffiti control. Power and Telecommunications Prepares designs for all electrical items other than street lighting (e.g. traffic signals, radio systems, fire alarm systems, etc.). Electrical Operations ' Maintains and constructs City electrical and communications systems. Mapping and Graphics Provides drafting, mapping, graphing and microfilming services to the department. Research Performs organizational, statistical, feasibility, economic and computer analyses at the request of Engineering Branches to aid decision - making and efficiencies; and ' provides library services. Equipment and Solid Waste Division ' Equipment Manages and operates the Manitoba and Cambic Yard gas stations and provides on -site fueling (two fuel trucks deliver to City equipment on location); manages and operates vehicle and equipment repair and maintenance garages at Manitoba and Cambie Yards; provides on -site repairs and servicing of vehicles and ' equipment whenever practicable; and, at Manitoba shops, provides manufacturing and repair services (blacksmithing, machining, woodworking, steel fabrication and welding) to City outside boards, commissions and municipalities on a tender basis as requested. Equipment Management ' Purchases and controls mobile equipment for the City, including Parks and Recreation, Fire and Police; and provides driver and equipment training. Solid Waste Management ' Plans, designs, and manages implementation of City solid waste collection, disposal, reduction and recycling programs. Sanitation Operations Collects, transports, and disposes of solid wastes and recycled products; and cleans streets and lanes. ' Projects and Parking Division Projects and Community Liaison ' Coordinates the planning and construction of major projects that cross divisional and departmental boundaries; and provides community liaison services related to Engineering Services. Parking and Street Activities Ensures adequate parking spaces to meet policy guidelines; administers off- and on -street parking resources; and assists and regulates street usage (parades, sidewalk cafes, etc.). Parking Enforcement ' Manages parking enforcement program. Yards ' Manages departmental property and buildings; provides Yard security; and coordinates the Engineering Department s safety programs. Streets Division Streets Construction and Administration Coordinates construction of the City street system; manages contracts; administers boulevard encroachment and ' strectscape issues; coordinates Engineering Department input to all development permits and rezoning applications; and controls street occupancies by developers working on adjacent private property. Streets Design and Local Improvements ' Carries out detailed design for the construction or reconstruction of the City street system; estimates costs for Streets Capital Projects; plans new construction and infrastructure renewal; and administers the Local Improvement process. Streets Operations ' Maintains and constructs City streets, lanes, and walks; and clears snow and ice. Structures Administers design, reconstruction and major repairs of all City structures on the street system such as bridges, retaining walls, bus shelters and railway crossings. Materials hispects contracts, utilities, building sites, and pavement condition; and reviews tenders and specifications. Transportation Division Transportation Design ' Plans all City transportation services from the conceptual to the feasibility stage. Traffic Management ' Ensures the street system is kept in a safe and operable condition. Transit and Special Events In a coordinating role, monitors and assesses B.C. Transit operations to ensure City objectives arc met and coordinates film location shooting and special events. Traffic Operations Installs and maintains all non - electrical traffic control devices within the City. 1 Water, Sewers and Budgets Division Waterworks Design Plans and designs City waterworks. Waterworks Operations ' Maintains and constructs waterworks system. Sewers Design Plans and designs the City s sewer system. Sewers Operations Maintains and constructs the sewer system. ' Budgets Assembles department s budgets and capital plan; provides general financial guidance to all branches; liaises with the Finance Department; and administers Engineering portion of the Environmental Secretariat. LOCATIONS In addition to its administrative centre at City Hall, the department operates from the Manitoba, Cambie and four district Yards, the Delta landfill site, and the Parking Enforcement headquarters (currently on Broadway, but soon to move downtown). Other departmental facilities, such as sewage pumping stations, bridges, streets and lanes, are located throughout the City. The Cambic and Manitoba Works Yards arc especially noteworthy. The Cambic Yard (301 W. 1st Avenue) is distinguished because of its asphalt plant, central location, and water access. 300,000 tonnes of gravel and sand are handled there annually at a much lower cost than would be possible at another location. The Manitoba Yard (250 W. 70th Avenue), on the other hand, is larger and is home for central stores, most of the department s operating branches, and the new Waste Transfer Station. STAFFING Staff in the Engineering Department have a broad range of skills and experience in many facets of engineering. In spite of added responsibilities, the total number of full -time employees in the department has remained virtually unchanged for over 20 years. The latest breakdown is as follows: Administrative Excluded staff (professional) 79 Technical /Clerical 224 Operations Staff outside (labourers, etc.) 1,129 Foremen 68 IBEW 65 Clerical /office 55 ' Superintendents 26 TOTAL STAFF 1,646 (1n addition, there is an average of 70 full -time temporary or auxiliary employees. The number of these non - permanent positions varies considerably, depending on the workload from year to year and during each year itself. Typically, there may be up to 125 during the construction season.) Back to index ' FINANCE DEPARTMENT advises City Council, the City Manager, City departments and outside boards on all matters of a financial nature in order to facilitate the effective and efficient operation of the City in a fiscally prudent manner. ' In this respect, the department acts in a support role by providing the following services to City operations: • A full range of accounting services, from recording transactions in the various books of account to preparing the City s Financial Statements and Annual Report; • Management and investment of public fimds to ensure a market rate of return, including the issuance and management of long -term capital debt • Financial planning and analysis, budgeting and monitoring activities directed to the City s expenditure and revenue programs in order to achieve realistic and measurable results; • Information management and system development activities, including the provision of word processing, micro - computer and mainframe facilities in support of an effective and efficient administration; • A central purchasing fimction to ensure that the City receives best value in terms of cost and quality for its purchases of • Timely billing and collection of revenues and the payment of expenditures, including a comprehensive payroll system; • Development of effective strategics, policies and programs to encourage and support economic opportunities and investment within the City; ' • Management and control of City resources, through the Internal Audit, Risk Management and Emergency Management functions, to safeguard assets. STRUCTURE AND FUNCTION 1 Finance, Property and Stores Section; Staff Development; Systems; Community Services; Communications; and Information Services. These divisions and sections are further divided according to function or areas of responsibility. ' The protection of life and property, the preservation of the peace, the enforcement of laws and the apprehension of offenders have been the major functions of policing traditionally. Although these functions apply today, the role of a police officer has expanded to include a more community-based service to the public. histead of waiting for crime to happen so it can be investigated, community policing encourages proactive programs to prevent crime. Community -based policing, crime prevention programs, the School Liaison program, ethnic liaison units, specialized task forces and an emphasis on beat teams are techniques used by our department to involve the community in policing. LOCATIONS ' Headquarters for the Police Department is 312 Main Street. The south side of the city is primarily policed from the Oakridge sub - station at 650 West 45th Avenue. Officers from the Police Department arc also attached to the British Columbia Police Commission, the Justice Institute of B.C., the Coordinated Law Enforcement Unit and the Vancouver Integrated Intelligence Unit. The Oakridgc sub- station will be closed in March, 1994. At that time, Patrol Divisions North and South, along with other sections, will move to a new leased facility ' at 2120 Cambie Street. This new location will alleviate the chronic overcrowding of police facilities. STAFFING ' The authorized strength for the department is 1,104 sworn police officers. The authorized civilian strength is 260. The latest breakdown of sworn staffis as follows: Chief Constable 1 Deputy Chief Constable 2 Superintendents 5 ' Inspectors 21 Staff Sergeants 30 Sergeants 71 Detectives 110 Corporals 50 Constables 760 Police Nurses 6 Custodial Guards 16 ' TOTEL 1,104 Back to index SOCIAL PLANNING DEPARTMENT advises Council on civic policies for the social and cultural development of the city; gives advice and support to organizations which promote the equitable participation of all residents in the social, economic and cultural opportunities of Vancouver, and makes funding recommendations to Council. The department contributes to the City' objectives through the following activities. We: • monitor social trends, anticipate potential problems and advise Council on appropriate civic strategics; • foster citizen involvement, self -help, community betterment, cultural development and pride through work with neighbourhood groups and communities of interest; • promote harmony and understanding amongst the diverse cultures in the city through dialogue, dissemination of information, funding of services and cultural activities, and by the creation of forums for agencies, citizen groups and individuals to discuss problems and possible solutions; • identify the needs of disadvantaged citizens and work with others to develop programs, services or resources to meet these needs; • support community-based social programs through administration of community services grants; • foster a broad range of artistic and cultural activities that are accessible to all Vancouver residents and visitors by developing appropriate policies, incentives and facilities; • work to ensure the efficient operation of community service and arts organizations by consulting on problems and assisting with organizational development ' initiatives; • create opportunities for artists and audiences through direct grants to cultural groups and through civic by -laws and regulations that encourage cultural development • work with other civic departments and community and cultural organizations regarding access to services provided, licensed, regulated or fiinded by the City. STRUCTURE AND FUNCTION The Social Planning Department consists of four major operations: Carnegie Centre, Downtown South Gathering Place, Office of Cultural Affairs and Community ' Services Division. Carnegie Centre Located at the busy comer of Main and Hastings Streets and serving approximately 2,000 patrons per day, the Carnegie Centre is not easy to describe or label some call it a community centre, others a school, a kitchen, a meeting place, or the living room of the Downtown Eastsidc. The Carnegie Centre offers a wide range of programs and services under the leadership of Donald MacPherson, Acting Director. Donald can be reached at 665 -3301. Downtown South Gathering Place ' Cone mcd about the impact of Granville area redevelopment on hotel and social housing residents and street youth, City Council in 1991 set in place a community process to assist Downtown South residents to design their own gathering place, based on the very successful Carnegie Centre. ' we consider the implications of a wide range of social, economic, physical and environmental issues on the livability of the City. Taking into account various Council- approved planning documents we advise Council on ways to meet City objectives. ' The Planning Department is responsible for administering the Zoning and Development By -law, Official Development Plans, Subdivision and Parking By -laws as well as responsibilities under the Provincial Heritage Conservation, Land Title and Condominium Acts. The work of the Planning Department is guided by five objectives: t • To manage and direct growth and development in a manner that achieves the City s overall objectives; • To involve the public in planning the City; • To recommend ways to improve the quality of life in the City; • To implement Council s planning policies in a sensitive and equitable way; ' • To contribute to the social and economic well -being of the City. The department is currently reviewing and will be revising its objectives in response to the recently developed corporate mission statement, objectives and values. The Planning Department provides and contributes to the following City services: • Developing regional and City -wide policies on housing, commerce, industry, transportation, the environment, and heritage; • Developing and implementing area plans and politics; • Forecasting economic, population, land use, and social changes and trends; • Administering the Heritage Conservation Program; • Review and/or approval of various planning applications, such as rezoning, subdivision, and development permits; • Providing staff support to a variety of local area planning committees and civic boards, including the Vancouver City Planning Commission, Board of Variance, Urban Design Panel, Development Permit Board, Heritage Advisory Committee, and the First Shaughnessy Design Panel. STRUCTURE AND FUNCTION ' The Planning Department consists of five divisions managed by the Director of Planning. The Director s office is located in the East Wing of City Hall on the fourth floor. City Plans Division ' East Whig, fourth floor Responsible for CityPlan, as well as input into regional planning initiatives and other city policy plans. ' Central Area Projects Division VanCity Building, fourth floor ' Responsible for large project planning in False Creek and on the Burrard Shore. Also responsible for Central Area neighbourhood planning programs and studies. Community Planning Division East Wing, fourth floor Responsible for community planning projects and neighbourhood planning programs. Land Use and Development Division East Wing, second floor Responsible for processing development applications, and for land use control (rezoning). This division also processes subdivision and strata applications, as well as Board of Variance appeals. Other responsibilities include the Development Information and Application Centre. ' Planning Resources Division East Wing, third floor ' Responsible for design and graphics, research and policy studies, information systems, human resources, and administrative services. Heritage Planning is managed through the Director s Office. STAFFING (October, 1993) Excluded staff 12 Professional staff 50 Technical staff 53 Administrative staff 34.5 TOTAL 149.5 Back to index VANCOUVER POLICE DEPARTMENT builds bridges and partnerships with each community, that together we may improve the quality of Up qognse of safety kw us ' all, ensuring peace and security through a sensitive, caring and creative police service. STRUCTURE AND FUNCTION ' Responsible for CityPlan, as well as input into regional planning initiatives and other city policy plans. Central Area Projects Division ' VanCity Building, fourth floor Responsible for large project planning in False Creek and on the Burrard Shore. Also responsible for Central Area neighbourhood planning programs and studies. t Community Planning Division East Wing, fourth floor ' Responsible for community planning projects and neighbourhood planning programs. Land Use and Development Division East Wing, second floor Responsible for processing development applications, and for land use control (rezoning). This division also processes subdivision and strata applications, as well as Board of Variance appeals. Other responsibilities include the Development Information and Application Centre. Planning Resources Division East Wing, third floor Responsible for design and graphics, research and policy studies, information systems, human resources, and administrative services. ' Heritage Planning is managed through the Director s Office. STAFFING (October, 1993) ' Excluded staff 12 Professional staff 50 Technical staff 53 Administrative staff 34.5 TOTAL 149.5 Back to index VANCOUVER POLICE DEPARTMENT builds bridges and partnerships with each community, that together we may improve the quality of life and sense of safety for us ' all, ensuring peace and security through a sensitive, caring and creative police service. STRUCTURE AND FUNCTION The Vancouver Police Department is governed by the Vancouver Police Board under the authority of the British Columbia Police Act. The Police Board, which ' meets monthly, consists of the Mayor and six other representative citizens of the city. Sworn police officers are empowered to enforce the criminal law, other Federal statutes, Provincial laws, municipal by -laws and to generally maintain law and order within Vancouver. The head of the department, the Chief Constable, is directly responsible to the Police Board and thereby the citizens of Vancouver. ' Chief Constable's Office An Executive Assistant; Internal Investigation Squad; and the Planning and Research Section The department is, in tam, divided into a Bureau of Operations and a Bureau of Support Services, with a Deputy Chief Constable commanding each Bureau and reporting to the Chief Constable. Bureau of Operations ' Patrol Divisions North and South; Traffic Section; Investigation Division; and the Coordinated Law Enforcement Unit. Bureau of Support Services Finance, Property and Stores Section; Staff Development; Systems; Community Services; Communications; and Information Services. ' These divisions and sections arc further divided according to function or areas of responsibility. The protection of life and property, the preservation of the peace, the enforcement of laws and the apprehension of offenders have been the major functions of policing traditionally. Although these functions apply today, the role of a police officer has expanded to include a more community-based service to the public. Instead of wasting for crime to happen so it can be investigated, community policing encourages proactive programs to prevent crime. Community-based policing, crime prevention programs, the School Liaison program, ethnic liaison units, specialized task forces and an emphasis on beat teams are techniques used by our department to involve the community in policing. LOCATIONS Headquarters for the Police Department is 312 Main Street. The south side of the city is primarily policed from the Oakridge sub - station at 650 West 45th Avenue. Officers from the Police Department are also attached to the British Columbia Police Commission, the Justice Institute of B.C., the Coordinated Law Enforcement Revenues $ 8 ' Rescue and Safety 21,000 1.16 Marine Fire Fighting 313,900 17.43 Recovery of cost Suppression 1,437,700 79.84 Recoveries Dispatch 11,500 0.64 Fire Prevention 16,700 0.93 Sale of permits TOTEL SSVZ= 1,800,800 100.00 ' Tomn SUDWT $ 55,699,800 Back to index HEALTH DEPARTMENT assists the people and the communities of Vancouver in achieving a level of health that enhances their quality of life. ' The Vancouver Health Department values and recognizes the importance of a broad definition of health: Health is the extent to which an individual or group is able to realize aspirations and satisfy needs, and to change or cope with the environment. Health is seen as a resource for everyday life, not the object of living: it is a positive concept emphasizing social and personal resources, as well as physical capabilities. ' Based on this definition of health, the Department believes in the following principles: • the right and responsibility of individuals, families, and communities, to attain and maintain health; • community -based planning, program development, and service delivery, reflecting local and City -wide needs and recognizing the multicultural composition of ' Vancouver; • cooperation, formation of networks, and advocacy as important means of improving healthy living; • sound management of all departmental resources; • recognition of interdisciplinary expertise and teamwork, and the importance of the human resources of the department; • quality assurance achieved through planning, delivery, administration, and evaluation of services; • reduction of disease and disability achieved by monitoring the health of the population, working with the community to protect health, and by delivering effective and efficient programs. STRUCTURE AND FUNCTION ' The Vancouver Health Department employs nearly 600 people. Services provided by the department range from community health nurse visits to newborns, to monitoring the water quality of Vancouver's beaches. ' The Vancouver Health Department provides service through five sites: B urrard Health Unit 1770 West 7th Avenue, 736 -9844 ' Unit Director: Linda Rose North Health Unit 1651 Commercial Drive, 253 -3575 Unit Director: Pat Harrop South Health Unit 6405 Knight Street, 321 -6151 Unit Director: Joseph Sasvari East Health Unit ' 2610 Victoria Drive, 872 -2511 Unit Director: Joseph Sasvari West -Main Health Unit ' 2110 West 43rd Avenue, 261 -6366 Unit Director: Jack Altman The Vancouver Health Department s programs fall into three divisions: Prevention, Continuing Care, and Environmental Health. Prevention Division ' The Prevention Division promotes the prevention of illness and advocates lifestyle behaviour that improves the general population s health. Service delivery takes place at the health unit level through four program areas: Prenatal Program, Infant and Child Development Program, Health Program for the School -Aged Child, and the Adult Program. The Prenatal Program includes prenatal classes, visits to mothers at risk, and the Healthiest Babies Possible Program. Primary immunizations arc carried out under this program. ' Constables 760 Police Nurses 8 Custodial Guards 16 ' TOTAL 1,104 Back to index ' SOCIAL PLANNING DEPARTMENT advises Council on civic policies for the social and cultural development of the city; gives advice and support to organizations which promote the equitable participation of all residents in the social, economic and cultural opportunities of Vancouver, and ' makes funding recommendations to Council. The department contributes to the Ciy objectives through the following activities. We: ' • monitor social trends, anticipate potential problems and advise Council on appropriate civic strategics; • foster citizen involvement, self -help, community betterment, cultural development and pride through work with neighbourhood groups and communities of interest; • promote harmony and understanding amongst the diverse cultures in the city through dialogue, dissemination of information, funding of services and cultural activities, and by the creation of forums for agencies, citizen groups and individuals to discuss problems and possible solutions; • identify the needs of disadvantaged citizens and work with others to develop programs, services or resources to meet these needs; • support community-based social programs through administration of community services grants; • foster a broad range of artistic and cultural activities that are accessible to all Vancouver residents and visitors by developing appropriate policies, incentives and facilities; ' • work to ensure the efficient operation of community service and arts organizations by consulting on problems and assisting with organizational development initiatives; • create opportunities for artists and audiences through direct grants to cultural groups and through civic by -laws and regulations that encourage cultural development; ' • work with other civic departments and community and cultural organizations regarding access to services provided, licensed, regulated or funded by the City. STRUCTURE AND FUNCTION 1 The Social Planning Department consists of four major operations: Carnegie Centre, Downtown South Gathering Place, Office of Cultural Affairs and Community Services Division. Carnegie Centre ' Located at the busy comer of Main and Hastings Streets and serving approximately 2,000 patrons per day, the Carnegie Centre is not easy to describe or label some call it a community centre, others a school, a kitchen, a meeting place, or the living room of the Downtown Eastsidc. The Carnegie Centre offers a wide range of programs and services under the leadership of Donald MacPherson, Acting Director. Donald can be reached at 665 -3301. ' Downtown South Gathering Place Concerned about the impact of Granville area redevelopment on hotel and social housing residents and street youth, City Council in 1991 set in place a community process to assist Downtown South residents to design their own gathering place, based on the very successful Camcgic Centre. ' The Director of Carnegie was seconded to Downtown South, and in April of 1993 Council voted $3.4 million to purchase and renovate 21,000 square feet on the first two floors of the New Continental housing project at the corner of Seymour and Helmeken. Council established the position of Centre Director. Opening is planned for 1994 and staff and operational costs will impact on the City s 1994 budget. ' Office of Cultural Affairs The Office of Cultural Affairs (OCA) provides support, advice and information to a wide range of local artists and arts organizations; makes recommendations to Council regarding the $2,882,500 to be allocated in cultural grants; recommends to Council regarding civic policy as it relates to the arts (i.e. needed arts facilities, public art, ctc.) and works with other levels of government regarding funding the arts in Vancouver. ' The OCA is staffed by the Director, Burke Taylor, four Cultural Planners, one Analyst and one Secretary. Burke can be reached at 871 -6004. Community Services Division The Community Services Division works with other civic departments and community groups to address critical social issues facing the city. In carrying out this ' function, staff provide support, advice and information to a wide range of community organizations, provide leadership and facilitation in bringing together key actors around a specific problem or issue; make recommendations to Council regarding civic policy as it relates to a range of social issues; make recommendations to Council rggarding $p $2,850,000 allocated as Community Services Grants, and make recommendations to Council regarding expenditure on capital items within ' the Capital Budget. ' The Community Services Division is staffed with nine Social Planners, two Analysts and five office staff. All report to the Director, Joyce Preston. Joyce and the Social Planners can be reached at 873 -7487. ffAFFfNq 1 1 Excluded 3 Social Planning m peranent 20 ' ' temp /casual a Carnegie Centre permanent 22 terms /cas ual � Q17 polishes Community Profiles Tim City i—.a., ,, D. k —L .a.,,. has pubhbl-Z a avaavD of easy-40nVadprofileB auu , iuualCS— These Community Profiles give the following types of information on 23 City neighbourhoods (39k Map): • population • history and heritage • schools • housing (number and types) • transportation (buses, ALRT, major roads and bike paths) • area stability and household income • parks, recreation and leisure opportunities • community facilities and services • planning and development activity. Community Profiles are available individually, or as a complete set of 23. The 23 areas covered are: 1. Arbutus -Ridge 2. Downtown 3. Downtown- Fastside 4. Dunbar Southlands 5. Fairview 6. Grandview - Woodland 7. Hastings- Sunrise 8. Kensington -Cedar Cottage 9. Kcrrisdalc 10. Killarney 11. Kitsilano 12. Marpole 13. Mount Pleasant 14.Oakridge 15. Renfrew - Collingwood 16. Riley Park- Littic Mountain 17. Shaughnessy 18. South Cambie 19. Strathcona 20. Sunset 21.'Victoria- Frascrview 22. West End 23. West Point Grey. Community Profiles are available from the Planning Department. Single profiles are $2.50 and the complete set of 23 is $50 (plus GST and postage). Further information: Randy Pecarski Planning Department 871 -6093 To order Community Profiles: ' Annie Goodwyne Planning Resources 871 -6088 1 1