S3pm2_aldergrove Community Plan Update

REPORT TO MAYOR AND COUNCIL

PRESENTED: FROM: SUBJECT:

MARCH 9, 2009 - SPECIAL MEETING COMMUNITY DEVELOPMENT DIVISION ALDERGROVE COMMUNITY PLAN UPDATE

REPORT: FILE:

09-30 6540 - 20

RECOMMENDATION(S):

That Council receive this report entitled “Aldergrove Community Plan Update”, for information; That Council authorize staff to proceed with the next steps in the Community Plan Update process, as outlined in this report; and further That Council endorse establishment of an Aldergrove Planning Committee comprising of community residents to provide input, liaison and guidance throughout the community plan update process and authorize staff to prepare and bring forward the necessary bylaws and associated terms of reference for Council’s consideration and approval. EXECUTIVE SUMMARY:

There have been two attempts to update the Aldergrove Community Plan since its adoption in 1979. The first began in 1993 and concluded in 1996 when the Agricultural Land Commission (ALC) rejected the Township-initiated exclusion application. The second attempt in 2003 was put on hold until servicing issues were resolved. Since then, Council has made commitments to upgrade the sewer by 2009 and the water supply by 2012. In 2008, after receiving the report of the Aldergrove Task Force, Council resolved to refer the matter of a design charrette for the Aldergrove downtown core area to staff for review. A design charrette is considered to be a logical first step in the community plan amendment process. However, the challenges of downtown Aldergrove go beyond planning, design and servicing issues, requiring the development of specific social and economic strategies. Furthermore, resolution of issues relating to the ALR are on-going with the ALC and the Ministry of Agriculture and Lands and form part of broader discussions in the content of harmonizing the policies of the three agencies. The draft terms of reference for an Aldergrove Core Planning Program have been prepared and are provided as Attachment A, which outline the process for a Planning Charrette. Subsequent planning activities are also included, which would translate community ideas into comprehensive development plans for the downtown area. The proposed downtown planning program would be integrated into a larger process for the Aldergrove Community Plan Update. The terms of reference for the Aldergrove Community Plan Update are also provided as Attachment B to this report. It is recommended that a Council-appointed Aldergrove Planning Committee (APC) be established to provide input, liaison and guidance throughout the process. The terms of reference for the APC will be forwarded to Council for approval at a later date. PURPOSE:

This report updates Council on the process to update the Aldergrove Community Plan and provides the draft terms of reference.

ALDERGROVE COMMUNITY PLAN UPDATE

Page 2 . . . BACKGROUND/HISTORY:

The Aldergrove area is designated as an urban and industrial growth area in the Official Community Plan (OCP). A community plan for Aldergrove was adopted in 1979. Subsequent amendments to the Community Plan have been made to reflect the changing needs of the area. In 1996, the Township submitted an Agricultural Land Reserve exclusion application for approximately 500 acres of land adjacent to Aldergrove. The Agricultural Land Commission did not endorse the application. In 2003, Council received Terms of Reference for the Aldergrove Community Plan Update. A Community Visioning Program (consisted of a workshop with the Aldergrove Community Enhancement Committee and one with the community as a whole was conducted. A Community Vision Statement and Planning Principles were developed as a result of the program. On August 16, 2004, Council endorsed the Community Vision Statement and Planning Principles. Subsequently, land use options were developed and a Preferred Land Use Concept was presented to Council at a Special Closed meeting on February 7, 2005. The Township retained engineering consultants to evaluate long-term water and sewer capacity to service the projected population for the Preferred Land Use Concept. Commitments have since been made to upgrade the sewer system by 2009 and the water supply by 2012. In 2007, Council established the Aldergrove Task Force (ATF) with a mandate to review community issues and recommendations over the years in a comprehensive manner to include considerations such as beautification, cleanliness, amenities, economic development, land use, servicing and policing. In 2008, the ATF presented a report to Council which assisted in priortization of short-term actions. One of the actions is to undertake a design charrette with a focus on heritage character and mixed commercial / residential use for the Aldergrove downtown core area. On July 28, 2008, Council considered a motion for a design charrette for the downtown Aldergrove area and resolved to refer the matter to staff for review. DISCUSSION/ANALYSIS:

As noted in the previous section, Council received the original Terms of Reference for the Aldergrove Community Plan Update in 2003. The Terms of Reference have now been revised to reflect work that was completed (see Attachment B). The Terms of Reference call for a comprehensive review of existing documents, including considerations such as: • • • • • • •

An urban boundary for Aldergrove that is consistent with the Official Community Plan; A strategy for downtown re-development; Neighbourhood design guidelines including considerations such as mixed use, infill housing, street layout, pedestrian activity and community focal points; Traffic impact analyses, including a review major street network and other servicing issues; Location and type of community recreation facilities; An environmental strategy, including greenways, trails and ALR buffers; and An implementation strategy that incorporates infrastructure servicing plans.

ALDERGROVE COMMUNITY PLAN UPDATE

Page 3 . . . The following table summarizes the key steps of the Aldergrove Community Plan Update. Week

Phase 1: Project Initiation 4.1.1. Terms of Reference to Council 4.1.2. Assemble Technical Team (TT) 4.1.5. ACE Reviews TORs Phase 2: Background Research 4.2.1. Update background research 4.2.2. Update base mapping 4.2.3. Compile “background report” Phase 3: Verify Vision and Principles 4.3.1. Contact groups 4.3.2. Verify Vision and Principles 4.3.3. Report to Council 4.3.4. Open House 4.3.5 Conduct Downtown Charrette (as part of the Aldergrove Core Planning Program) Week

Phase 4: Develop Alternatives 4.4.1. Develop concepts/alternatives 4.4.2. Identify implications 4.4.3. Discuss concepts with TT 4.4.4. Discuss concepts with Council 4.4.5. Prepare displays for Open House 4.4.6. Open House and questionnaire Week

Phase 5: Develop Draft Plan 4.5.1. Prepare a draft plan 4.5.2. Prepare servicing plan 4.5.3. Review draft plan with TT 4.5.4. Review draft plan with Council 4.5.5. Review draft plan with ACE 4.5.6. Prepare displays and Open House Week

Phase 6: Finalize Community Plan 4.6.1. Review draft plan based on input 4.6.2.Prepare final draft and bylaw 4.6.3. Initiate bylaw process 4.6.4. Public Hearing 4.6.5. Finalize plan and bylaw adoption

1

2

3

4

5

*

*

*

* *

* *

* *

6

7

8

* * *

* * *

*

9

10

11

* *

*

* *

12

* *

*

* *

13

14

15

16

17

18

19

20

*

*

* *

* *

*

* *

*

*

21

22

23

24

*

*

* *

25

26

27

28

29

30

*

*

* *

*

*

*

31

32

33

34

* *

*

* *

35 * *

36

37

38

* *

*

*

39

40

41

*

*

*

Working with the ALC and the Ministry of Agriculture and Lands to achieve broader policy harmonization objectives, the Township is reviewing the Rural Plan with an objective to make the OCP boundary consistent with the ALR boundary, as per the OCP, among other objectives. The review takes a long-term, Township-wide perspective and aims to maintain a balance between the need to accommodate urban growth and the need to protect and facilitate the agrifood community. This review to harmonize the policies of the agencies is expected to dovetail the Aldergrove Community Plan Update process.

ALDERGROVE COMMUNITY PLAN UPDATE

Page 4 . . . The idea of having a planning charrette for downtown Aldergrove dates back to the Community Visioning Workshop in 2003. The Aldergrove Task Force recommendation and Council’s resolution of July 28, 2008 suggest that there is considerable interest in starting work on the downtown area before or in conjunction with the Community Plan Update process. The various stakeholders in Aldergrove, including the residents, the landowners, the Aldergrove Community Enhancement Committee, the School District, the ALC, the Federal Departments of Fisheries and Oceans and National Defence, Metro Vancouver, TransLink, utility companies, Council’s Advisory Committees and other interested organizations, will be invited to participate in the Community Plan update process. A charrette is a methodology that develops design strategies for an area. It is an exercise involving residents, land owners, developers and municipal staff in developing concepts for a neighbourhood or community. A successful charrette promotes joint ownership of design solutions and allows residents to help shape the future of their neighbourhood. The challenges of downtown Aldergrove go beyond planning and design issues. As a charrette by itself will not deal with socio-economic issues, it is important to ensure co-ordinated strategies are developed as part of the Community Plan Update process, intended to address public safety issues identified by the Aldergrove Task Force. One of the first tasks in the process, following a detailed description of all identified issues and prior to the design charrette, would be the preparation of a design brief. Following the initial design charrette, draft plans or strategy documents will be developed by refining the concepts and designs, developed during the charrette; and policies, strategies and design guidelines must be devised to implement the plan. Further consultation with stakeholders is undertaken throughout the process and prior to consideration for adoption. Draft Terms of Reference have been prepared for an Aldergrove Core Planning Program (see Attachment B). The draft terms of reference outline a process for a day-long Aldergrove Core Planning Charrette and subsequent planning activities which would translate community ideas into a comprehensive development strategy. Specific tasks and deliverables of the Aldergrove Core Planning Program include: • • • • • •

Facilitation of design charrette; Technical evaluation of charrette options; Urban design and built-form analysis; Concept feasibility and market analysis; Consultation with stakeholders (property owners and community groups); and Formulation of development concept, which would include elements such as a land use plan, streetscape plans, built-form and massing concept plan(s), and development permit guidelines.

The proposed Aldergrove Core Planning Program and Downtown Charrette have been integrated into a larger planning process for the Aldergrove Community Plan Update (see Figure 1 below and Section 4.3.5 of Attachment B).

ALDERGROVE COMMUNITY PLAN UPDATE

Page 5 . . . Figure 1: Main Components of the Aldergrove Plan Update, including the Aldergrove Core Planning Program and Downtown Charrette

The proposed Aldergrove Core Planning Program and Downtown Charrette are logical extensions to the Community Vision Statement and Planning Principles endorsed by Council in 2004, as follows: Community Vision Statement: To maintain the unique small town character and rural setting of Aldergrove, while continuing to develop a small community that has a vibrant local economy, a vital downtown core, meets the needs of residents, and has an attractive rural character. Planning Principles: 1. Retain Rural Character and Community Identity 2. Create a Compact Community 3. Create a Caring Community 4. Create a Vibrant Downtown as the Centre of the Community 5. Develop a Strong Local Economy and Business Community 6. Create Better Housing and Neighbourhoods 7. Support Agriculture 8. Protect the Natural Environment 9. Develop Effective Transportation 10. Provide Good Community Facilities and Amenities 11. Support Community-Based Decisions

ALDERGROVE COMMUNITY PLAN UPDATE

Page 6 . . . On January 12, 2009, Council directed staff to work with Joseph Zaccaria of South Fraser On Trax to develop a practice process in areas such as Aldergrove to demonstrate the benefits of a charrette and its impact on neighbourhood design. This initiative is contingent on a grant from VanCity Credit Union. Staff will incorporate this initiative into the proposed Aldergrove Core Planning Program, if the grant application is approved. It is recommended that a Council-appointed Aldergrove Planning Committee (APC) be established to provide input, liaison and guidance throughout the process. The APC would be comprised of Aldergrove business owners, property owners, residents and stakeholders. The terms of reference for the APC will be forwarded to Council for approval at a later date. Financial Implications In the 5-year financial plan completed last year, $75,000 was identified as a service enhancement for 2009 to fund a priority identified by the Aldergrove Task Force. This has been included in the preliminary budget deliberations and if approved could be used to fund the Core Planning Program for a downtown core strategy. A further $100,000 has been set aside and carried forward from prior years for the Aldergrove Community Plan Update. This is intended to fund the engineering servicing plan and watercourse assessment and habitat balance analysis. If the service enhancement request of $75,000 included in the 2009 budget is not approved by Council, there will be an equivalent shortfall to fund the overall Aldergrove Community Plan Update. Respectfully submitted,

Jason Chu STRATEGIC PLANNER for COMMUNITY DEVELOPMENT DIVISION

ATTACHMENT A

Terms of Reference for the Aldergrove Downtown Planning Program

ATTACHMENT B

Revised Terms of Reference for Aldergrove Community Plan Update

Attachment A TERMS OF REFERENCE Consulting Services for the Aldergrove Core Planning Program The Township of Langley requests proposals from professional, qualified companies to provide urban design and land use expertise in support of the Aldergrove Core Planning Program, which will lead to formulation of a comprehensive development plan for downtown Aldergrove. 1.0 Introduction The Township of Langley is seeking a dynamic and creative design team with expertise in urban design, architecture, landscape architecture and urban planning to assist the Township in conducting an Aldergrove Core Planning Program, which will lead to formulation of a comprehensive development plan for downtown Aldergrove. More specifically, the Township is looking for a team with substantial experience and expertise in the following areas: • facilitation of a charrette-based visioning process (land use and design); • facilitation of a multi-stakeholder community planning process; • visioning and implementing land use changes, urban design improvements and amenities in established neighbourhoods; • commercial main street vitality and urban design; • public realm design, integration and implementation strategies; • residential and commercial interface challenges and solutions; • sustainable community design and multi-modal transportation integration; • the effective use of regulatory land use planning tools in British Columbia; • visual communication of ideas, concepts, policies and guidelines. The Aldergrove Core Planning Program will be managed by Township Staff. However, key components of the visioning process, land use options development, and design guideline drafting will be supported by the successful proponent (Consultant). 1.1 Background The Aldergrove area is designated as a Municipal Town Centre in the Livable Region Strategic Plan. It is designated as an urban growth area in the Township of Langley Official Community Plan. The Aldergrove Community Plan was adopted in 1979, with amendments to reflect the changing needs of the area. The Township has undertaken several key community development and engineering initiatives in Aldergrove since 1979. Some of the initiatives include: • In 1993, the Aldergrove Enhancement Committee (ACE) prepared the Aldergrove Community Enhancement Strategy, which was endorsed by the Township Council. The goal of the Strategy is “to maintain the country image and rural setting of Aldergrove, while continuing to develop a small community that has a viable local economy, meets the needs of residents, and has an attractive country character.” • The Aldergrove Building Design Guidelines were developed in 1995 to encourage and guide façade improvement and quality development in the downtown area. The Guidelines assist landowners and developers with decisions in selecting architectural standards and principles consistent with the form and character of the downtown area.

• •

•

•

•

In 1996, the Township submitted an ALR exclusion application for approximately 500 acres of land adjacent to Aldergrove. The Agricultural Land Commission did not endorse the application. The Aldergrove Fraser Highway Revitalization Program was initiated in 1997 to create an attractive and economically viable downtown. Implementation of the program resulted in a $4.56 million upgrade along the downtown section of Fraser Highway, including undergrounding of overhead utility wires, new sidewalk pavers, new lamp standards, improved crosswalks and new street furniture. A transportation study was conducted as part of the revitalization program. In 2003, Council received Terms of Reference for a review of the Aldergrove Community Plan. A Community Visioning Program (consisted of a workshop with ACE and one with the community as a whole) was conducted and a Community Vision Statement and Planning Principles were developed as a result. On August 16, 2004, Council endorsed the Community Vision Statement and Planning Principles. Subsequently, land use options were developed and a Preferred Land Use Concept was presented to Council at a Special Closed Meeting on February 7, 2005. In 2005, the Township retained engineering consultants to evaluate long-term water and sewer capacity to service the projected population for the Preferred Land Use Concept, as follows: o Kerr Wood Leidal was retained to evaluate long-term sewer servicing options for East Langley. The evaluation resulted in a recommendation to connect East Langley (including Aldergrove and Gloucester Industrial Estates) to the Greater Vancouver Sewer and Drainage District (GVS&DD) sewage collection system, as opposed to the current practice to connect to the Joint Abbotsford Mission Environmental System (JAMES) treatment plant. o Associated Engineering was retained to review water supply capacity. The consultant concluded that system upgrades were required to meet servicing requirements for the existing OCP and further upgrades were necessary to meet the long term growth scenario. o Subsequent to the engineering reviews, Council has made commitments to upgrade the sewer by 2009 and the water supply by 2012. In 2007, the Aldergrove Task Force reviewed community issues and staff recommendations over the years in a comprehensive manner to include considerations such as community cleanliness, economic development, industrial park interface, and policing. In 2008, the ATF presented a report which assisted in prioritization of short-term actions. One of the actions is to undertake a downtown charrette with a focus on heritage character and mixed commercial/residential use.

1.2 Project Purpose The Services requested through this RFP could be integrated into a larger planning process for the Aldergrove Community Plan Update. More specifically, the tasks set out in this RFP seek to: • develop two or more land use and development concept options through a charrette process and subsequent refinement of options; • evaluate and obtain stakeholder feedback on the concept options; • refine and recommend a preferred development concept option to serve as the land use framework for the Study Area (see below); • coordinate and integrate the preferred development concept with the findings and recommendations of a potentially parallel process dealing with the entire Aldergrove area. • provide specific design, zoning, land use and other policy recommendations to guide implementation of the plan vision and concept; • draft design guideline document(s) necessary to facilitate implementation of the design vision and identity (public and private realm); • recommend implementation measures and actions needed to realize the vision and concept set out in the preferred development concept option (i.e. Zoning Bylaw Amendments, additional studies, actions by other parties). 1.3 Study Area The Study Area for this project is identified in the map below.

2.0 Scope of Services and Project Deliverables The Scope of Services to be provided by the Consultant includes, but is not limited to, the project elements as follows: 2.1 Data Collection and Document Familiarization • The Consultant will become familiar with the Township of Langley Official Community Plan, existing studies, backgrounder documents, and Census data. (See section 4.0) • Arrange data requests and information queries with staff. Deliverables: 1. data request list. 2.2 Aldergrove Core Planning Charrette The Consultant will organize and conduct a one-day design charrette event involving Township staff and community stakeholders, which may include: • the Aldergrove Community Enhancement Committee (ACE), • the Aldergrove Task Force (ATF - whose structure and composition may be revised), and • pre-registered community participants (with the Township managing advertising and registration of the event). Other consultants retained by the Township may participate in the charrette and subsequent steps in the planning process, providing specialized input related to transportation, market analysis and housing choices. The charrette process is expected to produce multiple concepts that will be refined to a minimum of two concept options. Services to be provided by the Consultant include, but are not limited to, the following: • develop a charrette design brief; • assemble a design team and lead the charrette process; • prepare a charrette presentation; • as part of the charrette, produce a series of drawing products such as land use plans, built form perspectives, site plan, conceptual layout, streetscape plan and cross-sections for each concept option; • assemble a catalogue of character/ photographic images of design features that illustrate potential design charrette concepts; and • complete a draft charrette summary report that packages and summarizes each concept option, the key elements of each option and outlines points of consensus that emerge from the process. Deliverables: 1. design brief (significant mapping and demographic information for the brief will be provided by Township staff); 2. conduct a one day charrette; 3. prepare and deliver a charrette presentation; and

4. produce a draft charrette summary report compiling the outputs of the event, including, but not limited to (for all options): o conceptual land use plans; o built form perspectives; o site plans; o conceptual layouts; o streetscape plans, cross sections and transportation network improvements (walking, cycling, transit) – in consultation with Parks Design and Transportation Engineering staff and consultants; o catalogue of character/ photographic images of design features; o illustrating the concepts; and o summary of key elements and consensus points 2.3 Post-Charrette Workshop with Staff The Consultant will participate in a ½ day follow-up workshop with staff to review and refine the charrette concept options. Based on the follow-up workshop, the Consultant will finalize the draft charrette summary report; and provide a summary breakdown of the resulting employment (office/retail) and residential floor space by block for each development concept option to allow Township staff to conduct a capacity analysis. Deliverables: 1. refined charrette summary report; 2. matrix/map outlining the gross floor area for each option by block – employment floor space (office/retail) and residential dwelling units. 2.4 Evaluation Matrix Review The Consultant will: • review and provide comment on an evaluation framework prepared by Township staff; and • participate in a preliminary evaluation of the charrette options with staff to identify key concept elements. Deliverables: 1. provide comments and recommendations for refinement of evaluation framework; and 2. attend a meeting with staff to undertake a preliminary evaluation of the charrette options. 2.5 Preliminary Built Form Analysis The Consultant will undertake preliminary analysis of the key design concepts critical to the success of each option proposed. This exercise will serve as a “fatal flaw” analysis and will be coordinated with the market study findings and recommendations and other relevant information deemed appropriate by the Consultant and staff. Deliverable: 1. A report summarizing the preliminary analysis of the concept options that considers the following: • synopsis of the key elements distinguishing the options from one another and contributing to each concept;

• • • •

concept feasibility in consideration of market study findings, transportation challenges, and servicing capacity for proposed densities; identification of existing zoning that may accommodate the proposed form(s); or identification of key zoning elements needed in a new or amended zone; general observations regarding the technical feasibility of the proposed use, built form and massing; identification of factors that would affect feasibility of the form(s); and suggestions or comments related to the proposed development standards and phasing necessary to realize the built form through development.

2.6 Consultation with Stakeholders to Review Options The Consultant will: • develop an option comparison chart providing a framework for reviewing and comparing the key elements of each concept – this will be used to facilitate feedback from stakeholders; • facilitate review of the concept options with Township staff, Aldergrove Community Enhancement Committee (ACE), Aldergrove Task Force (ATF), and Council. This step will serve to inform refinement and identification of key elements for a preferred plan option (or possibly a hybrid of options) and provide feedback on the factors that will be used to evaluate the options. Staff and the Consultant will present the options at a public open house to be arranged by the Township. Deliverables: 1. option comparison chart; 2. facilitate up to four meetings with staff, ACE, ATF, Council; and 3. participate in the public open house 2.7 Develop/ Refine a Preferred Concept The Consultant will: • meet with staff to finalize the concept elements to be included in a preferred option; • prepare or refine a “Preferred Concept” based on the evaluation process and consultation feedback; • participate in a meeting with the staff to review the draft preferred option and review the preliminary evaluation of all options; • detail the feasibility of key development and built form elements of the preferred option through architectural testing, which will identify the key regulatory changes necessary to implement the land use plan; • provide staff with refined employment (retail/office) and residential gross floor area figures resulting from the preferred concept option, which will facilitate the capacity analysis to be conducted by staff.

Deliverables: 1. final land use plan; 2. streetscape plan(s), cross sections and transportation network improvement concepts; 3. built form and massing concept plan(s); 4. digital 3D model of preferred plan option (SketchUp preferred) – please cost this as an optional item; 5. provide a breakdown of the following data by development block: ƒ total employment gross floor area - differentiating retail from office; ƒ total residential dwelling unit by type – townhouse and apartment; 6. produce architectural testing of preferred concept elements for a minimum of two sites, as determined by the Consultant and staff. Specific deliverables will include: ƒ scaled site plans with dimensions to illustrate how the proposed density can be achieved, using a generic floor plan to identify the location and number of parking stalls, location of amenity space, location and dimension of setback areas, and location and dimensions of total landscaped areas; ƒ building massing diagrams showing height; ƒ gross floor area, floor space ratio and units per hectare; ƒ building cross-sections; and ƒ brief explanation of how any potential impacts can be mitigated through design, building placement, etc; also explaining which impacts can not be mitigated. 7. identify existing zoning categories that could accommodate the land uses and forms proposed in the Preferred Concept, or identify key components of new zone(s) necessary to accommodate the proposed forms; 8. provide general observations regarding technical feasibility of the proposed uses, form and massing, and potential barriers that may hinder feasibility of the form; 9. provide phasing considerations for the Preferred Concept, transportation network and streetscape improvements; 10. attend a meeting with staff to review and obtain feedback on a draft preferred concept option; and 11. participate in a Public Open House to present the Preferred Concept. 2.8 Policy and Implementation Recommendations The Consultant will: • make specific policy recommendations necessary to implement the vision and land use concept set out in the Preferred Concept. • summarize specific follow-up actions and further study necessary to implement the vision set out in the Preferred Concept (i.e. Zoning Bylaw changes, development servicing, parking, etc). Deliverable: 1. Policy and Implementation Recommendations Report

2.9 Design Guideline Development The Consultant will: • coordinate and align direction with staff for Design Guideline content; • consider incorporating some of the existing elements in the current Design Guidelines into the new ones, consistent with the overall spirit of the Community Vision Statement and Planning Principles; • prepare a draft design guideline document intended to facilitate implementation of the vision set out in the Preferred Concept. This will include provisions addressing both the public and private realm where appropriate; • recommend Development Permit Area Objectives and Guidelines for inclusion in the Aldergrove Community Plan; and • prepare a final Design Guideline Document. Deliverables: 1. attend Design Guidelines meeting with staff; 2. Development Permit Area Objectives and Guidelines; 3. Draft Design Guidelines Document; 4. Final Design Guidelines Document; and 5. Digital copies of all deliverables provided in PDF format and the native working document format (such as Microsoft Word and Google SketchUp). 3.0 Project Organization and Management The staff contact and project manager will be Jason Chu, Strategic Planner, who will coordinate input from staff from other departments. In addition, there will be input from community stakeholders, such as the Aldergrove Community Enhancement Committee (ACE), the Aldergrove Task Force (ATF), the public at-large and Township Council. 4.0 Reports/Materials to be Provided Upon award of the project contract, the Township will provide the Consultant with the following information: • Metro Vancouver Livable Region Strategic Plan • Township of Langley Official Community Plan • Aldergrove Community Plan • Aldergrove Commercial Design Guidelines • Bertrand Creek Enhancement Strategy • Township of Langley Transportation Master Plan (draft) • Township of Langley Zoning Bylaw and Consolidated Zoning Map • 2006 Census Data for Aldergrove and the Township as a whole • other information and data as identified and agreed upon by staff and Consultant.

5.0 Schedule The preliminary schedule and milestones of the project, and associated deliverables, are as follows: Preliminary Date

Milestone

March 10, 2009 March 27 April 3 April 17 April 24 May 1 May 8 May 23

Issue RFP Proposal Closing Date Consultant Selection 2.1: Start-up Meeting 2.1: Data Requests Due 2.2: Design Brief and Charrette Presentation – draft due 2.2: Design Brief and Charrette Presentation – final due 2.2: Aldergrove Core Planning Charrette (It is critical that the Charrette be completed by early June.) 2.2: Charrette Summary Report – draft due 2.3: Post-Charrette Workshop with staff - review and refine options 2.3: Charrette Summary Report - final due 2.3: Gross Floor Area Matrix – draft due 2.4: Comments on Evaluation Matrix due 2.4: Preliminary Evaluation of Charrette Options with staff 2.5: Preliminary Built Form Analysis – final due 2.6: Option Comparison Chart – final due 2.6: Meetings with stakeholders – review options 2.6: Public Open House – review options 2.7: Commence Detailed Evaluation & Preferred Option Development 2.7: Draft Preferred Concept submitted to staff for review 2.7: Review of Draft Preferred Concept & Evaluation with staff 2.7: Draft Deliverables due 2.7: Review Deliverables with staff 2.7: Final Deliverables due 2.7: Public Open House – Preferred Concept presented for public input 2.8: Policy & Implementation Summary Report – draft due 2.9: Design Guideline meeting with staff 2.9: Design Guidelines – draft due 2.9: Design Guidelines - final due

May 29 June 3 June 12

June 26 July 3 July 10 July - August September 16 September 21 October 9 October 23 November 6 November 13 November 27 December 9 December 18 January 6, 2010 January 20 January 29

6.0 Budget The Township expects the Scope of Services will require an estimated total of 50 - 60 professional days. Proponents should describe in their proposed schedule of fees and expenses, how the efforts of the project team shall be employed, and describe the time allocation of various professionals to the work tasks proposed. Please note that the Township will accommodate hardcopy printing of project deliverables whenever possible and this should be reflected in the proposal budget.

Attachment B

Community Development Division Aldergrove Community Plan Update Terms of Reference

1.

INTRODUCTION The Township of Langley will be undertaking a comprehensive update of the Aldergrove Community Plan in 2009-2010. The update will include, but is not limited to, development of an ALR exclusion/inclusion policy, update of land use designations, examination of downtown re-development, and in cooperation with the Engineering Division, consideration of volume limitations on Fraser Highway. The Township will appoint a project coordinator and staff team, consisting of representatives of the Community Development, Engineering, Parks, and Finance Divisions, with the Community Development Division leading the overall process. An Engineering consultant will be required to conduct detailed technical work such as servicing analysis and transportation planning. The Terms of Reference, including the Work Program, assume resolution and approval of revised Agricultural Land Reserve (ALR) boundaries by the Agricultural Land Commission.

2.

BACKGROUND The Aldergrove area was designated as an urban growth area in the overall Township Official Community Plan in 1979. A community plan for Aldergrove was adopted in the same year. (The Aldergrove Community Plan is actually older than the OCP!) Subsequent amendments to the Community Plan have been made to reflect the changing needs of the area. The Township has undertaken several key community development and engineering initiatives in Aldergrove since 1979. Some of the initiatives include: • In 1993, the Aldergrove Enhancement Committee (ACE) prepared the Aldergrove Community Enhancement Strategy, which was endorsed by the Township Council. The goal of the Strategy is “to maintain the country image and rural setting of Aldergrove, while continuing to develop a small community that has a viable local economy, meets the needs of residents, and has an attractive country character.” • The Aldergrove Building Design Guidelines were developed in 1995 to encourage and guide façade improvement and quality development in the downtown area. The

•

•

•

•

•

Guidelines assist landowners and developers with decisions in selecting architectural standards and principles consistent with the form and character of the downtown area. In 1996, the Township submitted an ALR exclusion application for approximately 500 acres of land adjacent to Aldergrove. The Agricultural Land Commission did not endorse the application. The Aldergrove Fraser Highway Revitalization Program was initiated in 1997 to create an attractive and economically viable downtown. Implementation of the program resulted in a $4.56 million upgrade along the downtown section of Fraser Highway, including undergrounding of overhead utility wires, new sidewalk pavers, new lamp standards, improved crosswalks and new street furniture. A transportation study was conducted as part of the revitalization program. In 2003, Council received Terms of Reference for a review of the Aldergrove Community Plan. In early 2004, a Community Visioning Program (consisted of a workshop with ACE and one with the community as a whole) was conducted and a Community Vision Statement and Planning Principles were developed as a result. On August 16, 2004, Council endorsed the Community Vision Statement and Planning Principles (see Attachment 1). Based on the Community Vision Statement and Planning Principles, land use options were developed and a Preferred Land Use Concept was presented to Council at a Special Closed Meeting on February 7, 2005. In 2005, the Township retained engineering consultants to evaluate long-term water and sewer capacity to service the projected population for the Preferred Land Use Concept, as follows: o Kerr Wood Leidal was retained to evaluate long-term sewer servicing options for East Langley. The evaluation resulted in a recommendation to connect East Langley (including Aldergrove and Gloucester Industrial Estates) to the Greater Vancouver Sewer and Drainage District (GVS&DD) sewage collection system, as opposed to the current practice to connect to the Joint Abbotsford Mission Environmental System (JAMES) treatment plant. o Associated Engineering was retained to review water supply capacity. The consultant concluded that system upgrades were required to meet servicing requirements for the existing OCP and further upgrades were necessary to meet the long term growth scenario. Subsequent to the engineering reviews, Council has made commitments to upgrade the sewer by 2009 and the water supply by 2012.

In addition to the above key initiatives, in 2007 the Aldergrove Task Force (composed of Councillors Kositsky, Long and Ritchter) reviewed community issues and staff recommendations over the years in a comprehensive manner to include considerations such as community cleanliness, economic development, industrial park interface, and policing. In 2008, the Task Force presented a report which assisted in prioritization of achievable short-term actions for 2008 and beyond. Staff will present implementation plans for the priority items. The Aldergrove Community Plan Update is one of the priority items and the Terms of Reference define the scope of work, work program and timeline for the update.

Page 1

3.

SCOPE OF WORK 3.1.

The project boundaries are shown in Map 1. This planning project will undertake a comprehensive review and update of the existing Aldergrove Community Plan. Consultation will take place with stakeholders as follows:: • On-going consultation through meetings or open houses: • landowners and residents within the planning area; • broader community; • Aldergrove Community Enhancement Committee; • Agricultural Advisory Committee; • Heritage Advisory Committee; • Recreation, Culture and Parks Advisory Committee; • Economic Development Advisory Committee; • Langley School District • The City of Abbotsford; • Agricultural Land Commission; • Federal Department of Fisheries and Oceans; and • Federal Department of National Defence. • Provision of draft(s) for review • Metro Vancouver • Translink; • Greater Vancouver Sewer and Drainage District (GVS&DD); • Ministry of Transportation; • Terasen • BC Hydro • Telus

3.2.

The updated plan will be developed in accordance with the provisions of the Local Government Act and will provide for development of a complete community in the Aldergrove area. Demographic, economic, environmental, transportation, servicing and technological projections will be incorporated to ensure that the needs of the community will be provided and sustained in the foreseeable future. Innovative methods, improved techniques and imaginative land use patterns will be examined. The plan should respect existing development by minimizing the impacts of change where possible, incorporate elements of the area’s character into the plan and respect sensitive features of the environment.

3.3.

The updated plan shall contain the following: • • •

An urban boundary for the Aldergrove community that will be consistent with ALR boundary; projected population in the area; neighbourhood boundaries (based on elementary school catchment areas and arterial roads); Page 2

• •

• • • • • • • •

•

• • •

overall population, density and housing mix range for each neighbourhood; guidelines for design of neighbourhoods (including such considerations as mixed use, compact building design, infill housing, street layout, location of parks and schools, location of commercial areas and community centres, greenways, pedestrian links, and environmental stewardship); location of community focal points; location and form of commercial uses, including local, service and highway oriented commercial development, as well as industrial uses, if appropriate; location and type of community recreation facilities (community centres and community parks); identification and preservation of heritage resources; major road, cycle, pedestrian and transit network; water, sanitary sewer and storm drainage systems; an ALR exclusion/inclusion policy; an outline of a transportation strategy to examine the long-term regional transportation needs, specifically the need for an east-west bypass and the upgrading of Highway 13 (264 Street); an environmental strategy, including greenways, trails, ALR buffers, and environmental protection guidelines and integration of the environmental assessment into the plan; an implementation strategy that incorporates a servicing and road infrastructure plan; energy efficiency planning considerations; and policies regarding provision of institutional uses.

3.4.

The plan shall be developed to integrate with planned development of the adjacent area in the City of Abbotsford.

3.5.

A broad outline of the expected scope of work includes the following: • • • • • • • • •

obtain public input on the issues, concerns, and opportunities for plan update; collect data as necessary; develop alternative concept plans; obtain public input on the alternatives; recommend a preferred alternative and refine the concept incorporating public and municipal input; prepare a draft community plan; assess social, economic and infrastructure impact of the draft plan; obtain public input on the draft plan; and prepare a final community plan.

Page 3

4.

WORK PROGRAM The work program will be delivered in phases as described below. The steps outlined are for discussion purposes, but are not intended to be all inclusive. Phase 1: Project Initiation 4.1.1. Submit Terms of Reference (TORs) to Council for information. 4.1.2. Assemble Township staff (“Technical Team”). 4.1.3. Review TORs with the Aldergrove Community Enhancement Committee (and the Aldergrove Task Force if applicable) Phase 2: Background Research (completed in 2003, minor updates required) 4.2.1. Conduct a thorough review of the area and update all background documentation. 4.2.2. Update base mapping using a storyboard template. • Legal • Topography • Natural environment (including ESA, watercourses and inclusive watersheds) • Agricultural Land Reserve (and exclusion application history) • Views and Vistas • Heritage Resources (per Heritage Listing) • Water, storm and sanitary mains • Natural gas, hydro, cable and fibre optic lines • Current plan designations and zoning maps • Existing and planned parks, trails and community focal points • School catchment areas • Demographic, historic and projected by neighbourhood • Development trends: ƒ residential housing stock (single family vs. multi-family, rental vs. owned) ƒ commercial and industrial floorspace, including historic vacancy rates and sale price • Existing and planned roads, bike lanes and emergency routes with traffic counts 4.2.3. Using the updated base mapping, compile a “background report” by incorporating the Community Vision Statement and Planning Principles developed in 2004. The background report will facilitate activities in Phase 3.

Page 4

Phase 3: Verify Community Vision Statement and Planning Principles (Except for section 4.3.5, all items were completed.) 4.3.1. Contact affected groups and agencies including the Aldergrove Community Enhancement Committee, the City of Abbotsford, Agricultural Land Commission, the Fraser Valley Regional District, the Greater Vancouver Regional District/Translink, Greater Vancouver Sewer and Drainage District (GVS&DD), the Ministry of Transportation, Department of Fisheries and Oceans, Ministry of Environment, Ministry of Water, Land and Air Protection, Federal Department of Fisheries and Oceans and Department of National Defense. 4.3.2. Using the background report prepared in Phase 2, review the Community Vision Statement and Planning Principles developed in 2004 with groups and agencies. 4.3.3. Report to Council on process and findings to date. 4.3.4. Organize and attend a public open house to review the Community Vision Statement and Planning Principles. Prepare and administer a questionnaire to obtain public input. Identify and prioritize any issues. 4.3.5. Organize a charrette or workshop to gather ideas and perspectives from the community for the development of a vibrant downtown core, a key component of the Community Vision Statement and one of the Planning Principles endorsed by Council in 2004. The results of the Community Workshop would be considered in the development of Alternative Concept Plans in the following phase.

Phase 4: Develop Alternative Concept Plans 4.4.1. Develop alternative land use concepts, based on public input, showing proposed community structure, a hierarchy of centres, residential, commercial and industrial areas and open space components. 4.4.2.

Identify financial, social and servicing implications of the different concepts, including a review of the impact of development on the existing road network.

4.4.3.

Discuss the alternative concepts with Technical Team.

4.4.4.

Discuss the alternative concepts with Council.

4.4.5.

Prepare displays for and attend a public open house for the purpose of presenting the draft concepts and associated consequences.

Page 5

Phase 5: Develop Draft Community Plan 4.5.1.

Prepare a draft community plan including all the elements listed in Section 3.3

4.5.2.

Prepare a servicing plan for the planning area. This will include a review of the implications of the development of a short, medium and long term future road network. Public transit, bicycle and pedestrian plans must also form part of the servicing plan.

4.5.3.

Review the draft plan with the Technical Team.

4.5.4.

Present the draft plan to Council.

4.5.5.

Present the draft plan to ACE.

4.5.6.

Prepare displays and attend a public open house for the purpose of presenting a draft community plan. Obtain and review agency and public feedback.

4.5.7. Prepare and administer a questionnaire to obtain public input. Compile and analyze results. Phase 6: Finalize Community Plan and OCP Amendment Process 4.6.1.

Review draft plan, considering input from the public open house and comments from outside referral agencies.

4.6.2.

Prepare a final draft of the community plan and necessary bylaw documents to amend the Township of Langley Official Community Plan.

4.6.3.

Initiate bylaw process pursuant to the Local Government Act.

4.6.4.

Review submissions from the public hearing, recommend changes to the draft plan, if necessary, and incorporate the recommended changes into the final draft plan.

Page 6

Map 1: Project Boundary

Page 7

Week

Phase 1: Project Initiation 4.1.1. Terms of Reference to Council 4.1.2. Assemble Technical Team (TT) 4.1.5. ACE Reviews TORs Phase 2: Background Research 4.2.1. Update background research 4.2.2. Update base mapping 4.2.3. Compile “background report” Phase 3: Verify Vision and Principles 4.3.1. Contact groups 4.3.2. Verify Vision and Principles 4.3.3. Report to Council 4.3.4. Open House 4.3.5 Downtown Charrette (or Workshop) Week

Phase 4: Develop Alternatives 4.4.1. Develop concepts/alternatives 4.4.2. Identify implications 4.4.3. Discuss concepts with TT 4.4.4. Discuss concepts with Council 4.4.5. Prepare displays for Open House 4.4.6. Open House and questionnaire Week

Phase 5: Develop Draft Plan 4.5.1. Prepare a draft plan 4.5.2. Prepare servicing plan 4.5.3. Review draft plan with TT 4.5.4. Review draft plan with Council 4.5.5. Review draft plan with ACE 4.5.6. Prepare displays and Open House Phase 6: Finalize Community Plan 4.6.1. Review draft plan based on input 4.6.2.Prepare final draft and bylaw 4.6.3. Initiate bylaw process 4.6.4. Public Hearing 4.6.5. Finalize plan and bylaw adoption

1

2

3

4

5

*

*

*

* *

* *

* *

6

7

8

* * *

* * *

*

9

10

11

* *

*

* *

12

* *

*

* * 13

14

15

16

17

18

19

20

*

*

* *

* *

*

* *

*

*

21

22

23

24

*

*

35

36

37

38

* *

*

*

* *

25

26

27

28

29

30

*

*

* *

*

*

*

31

32

33

34

* *

*

39

40

41

*

*

* *

* *

*

Page 8

Attachment 1: Community Vision Statement and Planning Principles endorsed by Council on August 16, 2004. Community Vision Statement: To maintain the unique small town character and rural setting of Aldergrove, while continuing to develop a small community that has a vibrant local economy, a vital downtown core, meets the needs of residents, and has an attractive rural character. Planning Principles: 1) Retain Rural Character and Community Identity 2) Create a Compact Community 3) Create a Caring Community 4) Create a Vibrant Downtown as the Centre of the Community 5) Develop a Strong Local Economy and Business Community 6) Create Better Housing and Neighbourhoods 7) Support Agriculture 8) Protect the Natural Environment 9) Develop Effective Transportation 10) Provide Good Community Facilities and Amenities 11) Support Community-Based Decisions

Page 9