May 19, 2009 - District of Mission

1 

Mips' sTsRiCOT 

hF "00., 

ON THE FRASER "0•0'..." 

Regular Council Agenda 

May 19, 2009 — 6:30 p.m. 

Council Chambers 

8645 Stave Lake Street, Mission, BC 

1. RESOLUTION TO RESOLVE INTO COMMITTEE OF THE WHOLE 

2. PROCLAMATIONS 

(a) May 2009 as "Missing Children's Month" 

May 25, 2009 as "Missing Children's Day" 

Child Find British Columbia 

Page 4 

3. DELEGATIONS AND PRESENTATIONS 

(a) Rani Bellwood Page 7 

Re: Entrepreneurialship Fair 

(b) Margaret Hardy Page 9 

Re: Go Mission Project — Central Resource Bureau 

4. PLANNING 

(a) Repeal of Zoning Amending Bylaw 3927-2006-3143(254) and Page 17 

Revocation of Development Variance DV06-002 and Development 

Permit DP06-002 (Kanaka Creek Developments) - 32600 Tunbridge 

Avenue 

(b) Request for Extension — Rezoning Application R06-0023 (Holman) — Page 27 

8980 East Edwards Street, 8977 West Edwards Street 

(c) Development Permit Application DP08-007 — Krahn Engineering Page 33 

Limited 7266 River Place 

(d) Minutes of the Mission Community Heritage Commission (MCHC) Page 43 

held on March 4, 2009 

(e) Minutes of the Mission Community Heritage Commission (MCHC) Page 45 

held on April 1, 2009 

(f) Minutes of the Downtown Coalition Meeting held on Page 47 

April 14, 2009 

5. ADMINISTRATION AND FINANCE 

(a) Approval in Principle — RCMP 2010/11 Budget Estimates Page 51 

(b) 13th Annual Bear Mountain Race Page 53

Regular Council Agenda 2 

May 19, 2009 

(c) Community Health Plan Report Page 55 

(d) 2008 Statements of Financial Information (SOFT) Page 156 

(e) Discuss Item — Councillor Horn Page 181 

Re: Electronic meetings and participation by members 

(f) Inspection Services Department Report — January to April, 2009 Page 182 

6. ENGINEERING AND PUBLIC WORKS 

(a) Air Quality Monitoring Station in the District of Mission Page 199 

(b) Restricting Bottled Drinking Water Use in Municipal Facilities — Page 201 

Follow-up and Correspondence 

(c) Reimbursement of Curbside Collection Fees for 10256 Dewdney Page 207 

Trunk Road 

(d) Whistle Cessation at Hatzic Crossing Mile 84.46 Cascade Page 210 

Subdivision 

7. PARKS, RECREATION AND CULTURE 

(a) Renewal of Mission Granite Club Licence for Use Agreement of Page 231 

Curling Rink 

8. RESOLUTION TO RISE AND REPORT 

9. ADOPTION OF COMMITTEE OF THE WHOLE REPORT 

10. MINUTES 

(a) Regular Council Meeting — May 4, 2009 Page 232 

(b) Special Council Meeting — May 11, 2009 Page 247 

11. BUSINESS ARISING FROM THE MINUTES 

12. CHIEF ADMINISTRATIVE OFFICER'S REPORT 

13. MAYOR'S REPORT 

14. COUNCILLOR'S REPORTS ON COMMITTEES, BOARDS, AND ACTIVITIES 

15. BYLAWS 

(a) 

(b) 

District of Mission Municipal Ticket Information Amending Adoption 

Bylaw 4092-2008-2646-(13) — a bylaw to add designated 

bylaw enforcement officers for Water Bylaw 2196-1990 

District of Mission Officer Amending Bylaw 5031-2009- Adoption 

3986(6) — a bylaw to add "manager of engineering design 

services"

Regular Council Agenda 3 


(c) District of Mission Repeal Bylaw 5032-2009 First, Second and 

A bylaw to repeal zoning amending bylaw Third Reading 

3927-2006-3143(254) and street naming bylaw 3928-2008 

16. CORRESPONDENCE 

(a) GamesTown 2010 Page 250 

(b) Julie Gogal Page 254 

Re: Pet Overpopulation 

17. QUESTION PERIOD 

18. ADJOURNMENT

4 

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BRITISk COLUMBIA 

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Serving British Columbia Since 1984 

Provincial Toll Free: 1.888.689.3463 wv\rw.childfindbc.corn 

May 1, 2009 

• Victoria Office 

2722 Fifth Street, 208 

Victoria, BC V8T 4B2 

(250) 382-7311 

Fax (250) 382-0227 

Email: 

childvicbcOeshaw.ca 

Mission (District) 

Box 20 

Mission, British Columbia, V2V 4L9 

Dear Mayor and Council, 

Re: Proclamation for National Missing Children's Month and 

Missing Children's Day 

I write today on behalf of Child Find British Columbia. Child Find BC 

requests that your local government proclaim May as Missing Children's 

Month and May 25 th as missing Children's Day. 

"A charitable non-profit 

organization worki: , with 

searching t'aniiiies and law 

enforcement to reduce the 

incidence of missing and 

exploited children. 

ivIzacidt,3 2-1,7ai 

1/ eruo 

Child Find BC supplies "ALL ABOUT ME" ID Kits with child finger 

printing and photos, to families and Child Find BC hosts these children 

ID Clinics throughout BC. Child Find BC provides education, including 

public speakers, literature and tips for families to assist them in keeping 

all of our children safe. 

Enclosed are the 2009 posters of missing children from across Canada. It 

is our hope that you will arrange for these posters to be placed at 

municipal facilities where children and families frequent. If you would 

like additional posters they will be provided upon request. 

We hope that you will raise this proclamation for consideration, to your 

Council and your community at your next meeting. 

I attach a report of missing children in Canada by province and 

circumstance for your information. You will note that 13.575 children 

were reported missing in British Columbia in 2007. Through the support 

of municipal governments like yours we are able to educate and bring 

awareness to thousands of BC families. 

Thank you so much for your consideration of this request and your 

continuing commitment to Community Services in BC and the children 

and families of BC. If you have any questions regarding this request 

please contact the Child Find BC office at I-888-689-3463. 

Yours truly, 

Crystal Dunahee 

President, Child Find BC

5 

Your Letterhead here 

National Missing Children's Month and Missing Children's Day 

WHEREAS Child Find British Columbia, a provincial member of Child Find Canada is a 

non-profit, registered charitable organization, incorporated in 1984; AND 

WHEREAS The Mandate of Child Find British Columbia is to educate children and adults 

about abduction prevention; to promote awareness of the problem of missing 

children, and to assist in the location of missing children, AND 

WHEREAS Child Find has recognized Green as the colour of Hope, which symbolizes a 

light in the darkness for all missing children; AN!) 

WHEREAS Child Find's annual Green Ribbon of Hope Campaign will be held in the month 

of May and May 25 th is National Missing Children's Day; AND 

THEREFORE BE IT RESOLVED THAT 

I, (Mayors Name) of the (city, town, municipality), do hereby proclaim May as 

Child Find's Green Ribbon of Hope month and May 25 th as National Missing 

Children's day. I urge our citizens to wear a green ribbon as a symbol of Hope for 

the recovery of all missing children; and to remain vigilant in our common desire to 

protect and nurture the youth of our Province. 

Mayor Your Seai Here 

Sinned at this day of May, 2009

6 

Appendix 2 

All of Canada Reports of Missing Children for Year 2007 

Cases on CPIC, Year-end Reports by Category, Province and Gender 

. .. . 

Females 

. .. .. . , ... . , ... ,... . ....., % ,. ...,., ., 

i.i4 4i-: :41t..40, -: ..' 

..-:';"4itiEt : ::...,.'::::. .:4013i! 'tid..'5::: 440 . 

Stranger 0 1 0 1 10 2 2 12 5 0 0 0 1 34 

Accident 0 0 0 6 0 0 0 2 3 0 0 0 0 11 

Wandered 0 1 0 78 48 7 4 132 12 0 0 1 0 253 

Parental 0 0 0 12 16 5 3 53 35 2 1 2 2 131 

Runaway 4 48 0 5,140 5,611 1,327 2,029 9,425 2,515 232 34 236 101 26,705 

Unknown 1 19 0 2,624 374 318 231 1,906 697 30 4 38 19 6,261 

Other 0 1 0 328 44 17 12 492 299 3 2 11 4 1,213 

Wt. 6 70;: : Ir. ':4,1110:' ',! '0,40 -.:.:, !'.. lArti, 143.1. Iii.,trO' Uitii,:.:, t ,,, f • A. -34 

Males 

•iProfile" VT 'NT NU BO .A18 " SK " MB ON . I OC Na PE. NS Al; 'totals 

Stranger 1 0 0 4 7 3 0 5 0 2 0 0 0 22 

Accident 00 0 3 1 0 2 12 2 000 2 22 

Wandered 0 1 0 66 33 17 5 146 22 0 . 2 0 293 

Parenta 0 1 0 15 14 4 2 67 49 2 154 

Runaway 8 45 0 3,241 4,382 839 960 6,999 2,645 225 9 89 50 19,464 

Unknown 0 16 0 1,791 277 238 120 1,651 782 ; 36 0 30 14 4.955 

Other 0 1 0 266 36 5 6 391 291 5 1 12 1 1,014 

Tota's 1 63 0 6,386 4,750 ' IMO: , '14196'. .9,271 ".2;791'- .271 10. , 133 '$7.,''' '2.6;844. 

Totals 

Profile YT NT Nil BC AB SK MB ON QC B PE NS NL To is- 

Stranger 1 10 5 17 5 2 17 oH 0 0 i 5.6 

Accident 00 0 9 1 0 2 14 50 00 2 33 

•Wandered 0 2 0 144 81 24 9 278 34 3 0 576 

Parental 0 1 0 27 30 9 5 120 64 1 4 1 2 2 285 

Runaway 4 93 0 8,381 9.993 2,166 2,989 16,424 5,163 457 43 325 151 46,189 

Unknown 3 0 4,415 651 556 351 3,557 1,479 I 6 4 66 33 11.21e 

Other 1 0 594 80 22 18 853 590 , ''' 3 23 5 2,227 , 

Totals 6 133 0 13,575 10,883 2.782 3.376 21.293 7,360 638 51 421 1194 60,582 

2E;

8 

"Focus on Hope" 

Through my experience at numerous community development tables, it has become apparent to me that youth 

will need additional support and opportunities to succeed with our current economic challenges. It is necessary to 

give youth, and families the possibility and opportunity of "hope", to generate additional income through those 

positive things that are exciting to them. 

I also realize that the best possible scenario involves the simplest approach to entrepreneurialship, while self 

identifying best personal fit to create products or services. And to motivate individuals to complete everything they 

need to do with the assistance of a team of experts, in one day under one roof. A mentor support team is assigned 

to ensure increased success. 

This demonstration model can be used in both urban and rural communities. It will be a benefit to communities by 

reducing risks associated with unemployment, low income and negative outcomes such as crime, alcohol, 

addictions, violence and mental health issues. 

Key Area for Prevention • 

Through-Intervention 

Preventing risk for depression through economic factOrs 

Framing the intervention — provide free communitysession for .youth and. families 

• Purpose of intervention — to reduce risk of negative outcomes in community 

• Timeframe — one day (Saturday) 10AM to 4P/v1. 

• Focus of session all aspects necessary to accomplish successful engagement in entreprenuerialship. 

Urban/Rural 

• Isolation through lack of transportation .or other circumstances 

• Emphasis on people understanding themselves, understanding others, engaging with experts, and 

completing ail tasks necessary to begin their entrepreneurial business, in one day, 

Depression is a common mental disorder that presents with depressed mood, loss of interest or pleasure, feelings 

of guilt or low self-Worth, disturbed sleep or appetite, low energy, and poor concentration. These problems can 

become chronic or recurrent and lead to substantial impairments in an individuals ability to take care of hi or her 

everyday responsibilities. Depression is the leading cause of disability as measured by YLDs (years lived with 

disability) and the 4th leading contributor to the global burden of disease DALYs (Disability adjusted life years = the 

premature mortality and the-yearsof productive life lost due to disability.), by the World Health Organization in 

2000. 

This economic model of intervention improves: 

quality of life 

• satisfaction 

• health.outcomes 

• functioning 

• economic productivity 

• household wealth 

and reduces greenhouse emissions 

Rani Bellwood ranib@post.com

05/11/2009 19:58 FAX 6048269511 DEMAL SERVICES INC X002 

0s/11/2039 16:41 6046267951 DISTRICT OF MISSION PAGE 01 / 01 

9 

.1.0111141111.011111 

III■mmummommommoulmou 

DISTRICT OF MISSION 

pm . J)1.,)\-ta(„S&.-t\itc,:l . 

REQUEST TO APPEAR AS A DELEGATION q)g , 6 -2- (''P S t ( 

Date: rA41,1 I 1, 

To .: Dennis Clark, Director of Corporate ACIminletration 

I hereby request 'permission to appear as a delegation before District of Mission 

Mayor and Counoll with reference to the following topic: 

11-Grqta-Ni 

,j-L.01/4A WI. LW/47 4 A 

4coAJA/G(1- 

Itom.) 

Pitk ,_•e-41'.11C1r1N1 V 1. F Pc,A,40.PrA r41' 

6114J (flip, 

St- 11941-41 SuksThi J.-1 6qt 0-411)4At7i Ti) (01WIEN 

tiAZakoi1/41Gi 474:1.41 OhNitiE4INesN . inD .(0„; m AN cyz 

understand that the deadline for submission of the request is 4:30 p.m, on the Monday preceding the 

data of the meeting and that once my apPearance has been confirmed, I will be gonad a makimurn of 10 

minutes to make my presentation. 

Name: P.414-RAF-1t(71 - a)671AAL SEW"iiuE_S 

Address: tt 15S 'Lbri1.4 

City: 

Postal Code: Li.J; 

I 

Telephone; 

cry4S■A_riviNiT 

) 82G r Pit 

G:drOlLgtgrnOrgq ,AW lb •PS.L1r an Ci0i0PFLOCM.Cif3C

Everyone Benefits 

Building an accessible and inclusive 

community where 'belonging is the norm' 

benefits all Mission residents. 

Our vision is to provide easy access to 

community information ranging from health 

care, schools, employment, volunteer 

opportunities to housing, transportation and 

local events to enhance the quality of life of 

all residents. 

Communication is a crucial factor that allows 

everyone to be included For people isolated 

by language difficulties, ethnic diversity and 

literacy as well as often overlooked 

minorities, including youth, aboriginals, 

seniors and those with hidden or visible 

disabilities it makes all the difference. 

Mission 

ON THE FRASER 

8645 Stave Lake St 

Mission BC 

V2V 4L9 

Kirsten Hargreaves, Social Development Manager 

Tel: 604-82U-3752 

Email: khargreaves@mission.ca 

Website: www.mission.ca 

ON THE FRASER 

" Disability is a complex phenomenon 

reflecting an interaction between 

features of a person's body and 

features of the society in which 

she/he lives." 

World Health Organization 

real asuring up 

Vernal 

Services inc. 

Margaret Hardy, Consultant 

Box 157 

Matsqui BC 

V2X3R2 

Tel: 604-826-9821 

Email: margaret@dema Isewices.ca 

ssion-Meastnes

Public Accessibility Forum 

More than 70 people attended a public 

forum on accessibility and inclusion for 

people with disabilities held in July 

2008. 

Community members with disabilities or 

health issues shared their success stories 

and described their passions for 

making Mission a greater place to live, 

work and recreate. 

Roundtable discussions touched on every 

aspect of community living from 

employment, housing and transportation. 

Each table reported their finding to the 

larger group with the improvement of 

communication services emerging as a 

common theme. 

Moving Forward 

Mission is continuing to move forward 

with the 'Go Mission' Project. We are 

creating a virtual Central Resource 

Bureau, in an accessible format, to 

disseminate information and services 

to all citizens and successfully bridge 

the disconnect between the community 

and the resources available. 

This initiative is built on fundamental 

belief that communication is a vital 

component that impacts the degree to 

which people are engaged and able to 

contribute to community life. 

We are intentionally embracing the 

talents, experience and knowledge of a 

wide variety of Mission citizens to 

encourage more efficient use of 

community resources. 

Working together with key community 

stakeholders we are developing 

sustainability partnerships with local 

business and services to address the 

underlying community communication 

problems and to improve community 

interactions. 

Benefits: 

o 

o 

o 

o 

Enhanced community capacity for 

inclusion 

New business and non profit 

community collaborations 

Information access for the general 

public 

Opportunity for everyone to 

participate in all Mission events 

and activities 

A Legacy Of inclusion 

Mission has made it a priority to create 

a livable community that revolves 

around people not just 'sewers and 

roads'. 

Our Values: 

o 

o 

o 

Connect 

Communicate 

Celebrate 

Inclusion Principles: 

o 

o 

o 

o 

Communicate in plain language 

Involve the community at large 

Include those who are impacted 

Value, utilize and build on current 

assets and resources

12 

Why a Central Resource Bureau? 

The Central Resource Bureau is based on the fundamental belief that communication is 

essential to maintain and enhance the quality of life of all residents. 

Throughout the Measuring Up community engagement process last year it was 

determined that access to information was a vital component that impacts the degree to 

which people are engaged and able to contribute to community life. 

Go Mission project - January 2009 

The District of Mission received 2010 Legacies Now funding to develop an on line 

Central Resource Bureau to promote inclusion and bridge the disconnect between the 

community and the resources available. Demal Services was hired to work alongside 

the Central Resource Sub Committee of the Social Development Commission. 

Activities to date: 

• Researched best practices for inventory database/grouping information 

• Collected community resources (ongoing) 

• Collated into one source (in process) 

• Secured host agency - Mission Community Services Society 

• Located web designer - Circle Graphics 

• Determined I.T. requirements 

• Developed volunteer àssistive technology test group' 

• Inventory database design (in process) 

• Selected domain name www.infomission.ca 

• Created sustainability strategies 

• Budget Development 

• Access to UFV students 

• Proposal preparation 

• Initiate 'Interagency Alliance' 

Implementation planned for July/August 2009. Testing and improvements to be 

completed by December 2009. 

Challenges: 

Sustainability has become is a key success factor upon which all aspects of 

implementation rest (hosting, community buy in, web design, technical and information 

updates). Without a clear understanding of how this project will continue beyond the 

development stage our access to additional funds is also impeded. 

Sustainability budget: 

The projected costs needed for annual sustainability is $9,856. This will support 

Mission Community Services Society to take responsibility for the monthly information 

updates and bi annual revisions; pay for UFV students to help facilitate this process 

and; cover the domain, hosting and technical support costs. 

Request: 

District of Mission's consideration to underwrite these costs to ensure that this 

important community communication resource will be a lasting legacy that 

complements Mission's inherent desire to create an inclusive, accessible and 

welcoming community. 

For submission to District of Mission Council - May 19, 2009 

Prepared by Margaret Hardy, Demal Services Inc Mardaretdemalservices.ca (604) 826 9821

13 

SUSTAINABILITY PROJECTED BUDGET 

`Go Mission Project' — Central Resource Bureau - www.infomission.ca 

A Community Resource Website 

General Information Maintenance & Updates $3,500 

Ongoing changes e.g. adding new resources, review of keywords 

Supervision — Bi-Annual revision 

Bi-Annual revisions/updates 

UFV students $2,500 

Maximum 250 hours @ $10 

Technical Hosting, Domain & Support $1,030 

Office supplies (3 months) $ 400 

Monthly office space (3 months) $1,530 

Administration 10% $ 896 

TOTAL ANNUAL COMMUNITY WEBSITE PROJECTED COSTS $9,856

14 

Mission's 

Central Resource Bureau 

Community Collaboration 

2006 — Community engagement 

2007 — Design of Social Development Plan 

2008 — Draft Social Development plan approved 

2008 — Central Resource Bureau Sub Committee 

2008 — Mission Measures Up 

2009 — Go Mission Project 

Why is this important? 

• Encourages community involvement 

• Builds the capacity for inclusion 

• Creates healthy growth 

Who Has Been Involved 

With the Project So Far: 

• District of Mission 

• Mission Early Childhood Development 

Committee 

• Ministry of Children and Family Development 

• Mission Fire and Rescue Service 

• Mission Emergency Social Services 

• Mission Community Services Society 

Actions to Date 

• Survey - what, how, where people find 

information 

• Determine A.T. requirements 

• Determined scope & boundary 

• Research to determine best practices 

• Collect information 

• Collate into one source 

Key components 

• Web designer 

• Web hosting 

• Web design (W3 compliant) 

• Inventory Database format 

• Domain name 

1

15 

Critical Issues 

Sustainability Challenges 

• Ownership 

• Funding 

• Sustainability 

• Information Maintenance & Update 

• Technical Hosting, support & domain fees 

• Access to additional funds 

• Pooled resources 

Sustainability Strategies 

• Created Sustainability budget 

• Prepared Funding proposals 

• Developed Access to UFV students 

• Initiated 'Interagency Alliance' 

SUSTAINABILITY PROJECTED 

BUDGET 

Mission's Central Resource Bureau 

www.infomission.ca 

Annual Community Website Projected Costs 

$9,856 

Communication + Information = 

Inclusion 

Enhanced capacity for 

inclusion & 

greater sense of community 

wsirwinfomission.ca 

New business & non profit 

collaborations . 

. , 

Stronger social structure 

as people are accessing needed 

Sustainability Solutions 

• District of Mission financial support 

• Leverage other sponsorship 

• Promote involvement 

• Create a lasting legacy of inclusion 

2

16 

Contact Information 

3

Memo 

17 

FILE: PRO.DEV.ZON AND ADM.BYL.PRO 

R06-006; DV06-002; DP06-002 and Street Naming 

To: Director of Corporate Administration 

From: Planner 

Date: May 19, 2009 

Subject: Zone Amending Bylaw 3927-2006-3143(254) be repealed and Development 

Variance DV06-002 and Development Permit DP06-002 (Kanaka Creek 

Developments) be revoked for the property located at 32600 Tunbridge 

Avenue 

Recommendations 

1. Zone Amending Bylaw 3927-2006-3143(254) be repealed. 

2. Street Naming Bylaw 3928-2006 be repealed. 

3. Development Variance Permit DV06-002 be revoked. 

4. Development Permit DP06-002 be revoked. 

5. Community Amenity Contribution in the amount of $20,000.00 be refunded provided Zone 

Amending Bylaw 3927-2006-3143(254) is rescinded. 

6. Letter of Credit for installing and maintaining trees be released. 

Background 

The proposal for the subject property was to: 

■amend the designation in the Official Community Plan from Institutional-School to Compact 

Single Family Residential; 

■rezone the property from a RS-2 One Unit Suburban Residential to RS-1 F One Unit 

Compact Urban Residential Two Zone (Map 1 and Map 2); 

■vary: Lot depth for proposed Lots 2, 3, 6 and 7 from 24.8 metres (81 feet) to 19.5 

metres (63.9 feet), and 

Lot width at 6 metres back from the front property line for Lots 10, 11, 12, 13, 14 

and 15 from 15 metres (49 feet) to 13 metres (42 feet); and 

■issue a Development Permit for form and character (Appendix 1); 

to enable the development of 21 compabt single family lots (Plan 1). 

The OCP and zone amending bylaws were adopted on February 18, 2008, and the 

development and variance permits approved on the same date. 

As it is unusual to close a subdivision file, rescind the zone amending bylaw, and revoke the 

development permits and variances previously approved, it is important to understand the 

history of this application and the rationale for the recommendations. Below is a chronology of 

the work undertaken over the past two years to ensure that the developer has been given every 

opportunity possible to keep the file active and to ensure that the expense and works 

undertaken by the applicant to date would not be "lost". 

PAGE 1 OF 10

18 

Chronology of application: 

• February 1, 2006 - Application received. 

• February 14, 2006 - Development Review Committee meeting. 

• July 12, 2006 - Acknowledgement letter was sent to the applicant. 

• September 5, 2006 - 1 st Reading granted. The time delay in taking the application 

forward to 1 st Reading was due to: 

receipt of the design details for the development permit, and 

- receipt of the draft plan showing the variances, 

prior to the Public Hearing (information received on September 15, 2006.) 

• September 25, 2006 - Public Hearing 

• October 16, 2006 - 2 nd Reading for OCP and Zone Amending Bylaws 

• December 18, 2006 - 3 rd Reading report. 

• January 8, 2007 - 3 rd Reading granted. The granting of 3 rd reading was based on an 

agreement between the applicant and 2 other developers that pedestrian safety along 

Tunbridge be address with the construction of an 80 metre long paved walking strip 

along Tunbridge Avenue. This walkway was completed however, funds owed to the 

developer that constructed the path have not been paid. 

• March 13, 2007 - Preliminary Subdivision Consideration letter was issued. 

• After 3 rd Reading is granted the developer typically submits the requirements detailed in 

the 1 st Reading report prior to adoption of the zone amending bylaw. The requirements 

for this application included: 

- Receipt of Community Amenity Contribution in the amount of $20,000.00 

(received February 7, 2008); 

Receipt of the Development Permit drawings; 

- Receipt of the Development Variance Permit details; and considered as part of 

rezoning bylaw; and 

Receipt of a Letter of credit for installing trees (received February 7, 2008). 

• February 18, 2008 - OCP, Zone Amending Bylaws adopted and Development, Variance 

Permits approved 

• March 6, 2008 - Preliminary Subdivision Consideration extension granted (extension fee 

paid). 

• July 8, 2008 - Engineering drawings were approved by the District of Mission. Since the 

drawings were approved the developer was able to undertake the approved works at 

anytime. However, no engineering works have commenced on the property. 

• October 14, 2008 - Verbal six month extension granted (no extension fee paid). 

• December 2008 - The applicant was provided the option of entering into a development 

agreement to finalize the subdivision and secure Engineering requirements. The 

applicant was sent correspondence detailing the requirements of the development 

agreement on December 2, 2008, December 3, 2008 and December 8, 2008. However, 

FILE: PRO.DEV.ZON AND ADM.BYL.PRO PAGE 2 OF 10 

R06-006; DV06-002: DP06-002 and Street Naming

19 

the applicant did not submit the information required to enter into a development 

agreement, nor was any information provided as to how the applicant wished to proceed. 

• March 18, 2009 - Staff had not heard from the applicant since December 2008; a letter 

was sent on March 18, 2009 regarding file closure and rescinding the bylaws. The 

applicant contacted the Planner when the letter was received and requested a meeting 

with the Approving Officer. 

• March 23, 2009 - At a meeting with the Approving Officer and staff, the applicant 

indicated he did not wish to close the file and have the bylaws rescinded. Therefore, it 

was determined that Planning would send a letter detailing the options available to the 

developer that were discussed at the meeting. 

• March 26, 2009 - An email was sent to the applicant detailing the 2 options for the 

application. Generally the options described in the email were to 1) Close the 

subdivision file, but register a "no build" covenant on the title of the property to ensure 

the development proceeds as approved and to leave the zoning bylaw in place. 2) 

proceed with the application and pay the required fees. The email explaining the options 

in detail is attached as Appendix 2. 

• April 2, 2009 - The applicant's lawyer contacted the Planner and said he would proceed 

with option 1 by providing a letter of undertaking by April 6, 2009. Additionally, an email 

was received from the lawyer's office stating they were working on the 'no build 

covenant' that the Approving Officer was requiring as part of Option 1. 

• April 7, 2009 - An email to the applicant's lawyer requesting and update on the status of 

the letter of undertaking was sent; no response was received from the lawyer's office. 

• Week of April 14, 2009 - Phone calls were made to the lawyer's office requesting the 

lawyer call the Planner and provide and update as to the status of the letter of 

undertaking, no calls were returned, nor was any information provided on the status of 

the letter of undertaking. 

• April 16, 2009 - A letter was sent to the applicant advising an extension would be 

granted until April 21, 2008 for receipt of the letter of undertaking. The letter of 

undertaking was not received and no response from the applicant was received. 

As the above chronology details, the applicant has been provided considerable opportunities to 

complete the subdivision requirements however, due to the inactivity and lack of response to 

the District of Mission, the Planning Department sees no alternative but to close the file and 

rescind the applicable Bylaw and Permits. 

Discussion 

The rationale for file closure and rescinding of the bylaws is twofold. 

Firstly, it has been the District of Mission's practice to run zoning applications concurrently with 

subdivision applications. This is to ensure that a proposal for rezoning can meet all the 

requirements of the Zoning Bylaw or the OCP. In certain cases, other applications are required 

to facilitate the subdivision, and indeed, this application required Development Variances and 

Development Permits for form and character. It is Council's prerogative to grant rezoning based 

on as much information as it deems necessary to make an informed decision. 

Secondly, pre-zoning properties without running all other applications concurrently leads to two 

conclusions: 


R06-006; DV06-002; DP06-002 and Street Naming

20 

a. Land speculation that drives raw land costs up, and 

b. Drawn out processes that frustrate development. 

While it is never the intent of a municipality to stop land speculation, the practice of flipping 

properties without understanding true development potential leads to unreal expectations and 

unnecessary frustrations within the development community. In short, the intent of the District 

of Mission's practice is to streamline development applications as much as possible and to meet 

the development expectations of the community. 

Where re-zoning is granted and no development activity is realized, often the result is having 

land that is pre-zoned, that isn't built upon and is at risk of being held without being built upon 

because the increased value through re-zoning has already been given by Council. 

Furthermore, when land that is pre-zoned does develop, and a significant amount of time has 

lapsed, the cost of development is not truly met; Development Cost Charges, Community 

Amenity Contributions, and changes to regulations all become outdated. 

Although it seemed the intention of the developer was to proceed with subdivision, no physical 

work has taken place on the property. All of the Engineering design drawings have been 

submitted to the Engineering Department and approved, however, there exists a situation where 

the property is zoned RS-1 F with development permit approvals in place with no subdivision 

activity. 

The recommendations in this staff report are provided to address the approvals that have been 

given by Council for the property. The Official Community Plan and Zone Amending bylaws 

were adopted by Council; because the Official Community Plan is a long range planning 

function, and the vision for the property is to remain Urban Residential — Compact, only the 

Zone Amending Bylaw needs to be rescinded. 

The development permits and variance permits were approved by Council but not registered on 

title because the lots had not yet been created through the subdivision process, thus the 

recommendation is to revoke approval of the permits. 

The Community Amenity Contribution and the letter of credit for the trees were required prior to 

the adoption of the zone amending bylaw. Thus, if the zone amending bylaw is rescinded, the 

Community Amenity Contribution can be refunded and the letter of credit released and will be 

recouped at such a time when a new application is received and further, will reflect current 

expectations of the District. 

Summary 

Although it is unusual to rescind zone amending bylaws, the purpose is to ensure, that 

development is based on current zoning regulations, development permit regulations and 

Engineering requirements applicable at the date of development. As these types of 

requirements can change over time, it is important for the property to develop to the current 

regulations and standards. 

Therefore, staff recommends that the recommendations be approved so that future 

development on this property can commence with current regulations, fees, and charges. 

cti\-CAt 

Marcy Bond 

a \COMDEV\MARCY\APPLICATIONS\REZONING12006 APPLICATIONS \SUB06-004 KANAKA CRE".4.KVC.',LOSE FILE.DOC 


R06-006; DVO6-002; DP06-002 and Street Naming

• • 

21 

R06-006 

S06-004 

DV06-002 

DP06-001 

8898 

8955 

8885 

MAP 1 

pa 

rn 

1 

CN 

In 

N in 

\ 

8886 8895 

8867 

32705 

8804 

32559 

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air 

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Map 2 

22 

R06-006 

S06-004 

DV06-002 

DP06-001 

OCP 

N 

N 

N 

TUNBRIDGE (30th) AVE. 

FIRE 

HALL 

SUBJECT LE MENTARY 

PROPERTY S,CHOOL 

EGGLESTONE AVE. 



23 

Plan 1 

anw3w 

FILE: PRO.DEV.ZON AND ADM.BYL.PRO PAGE. 7 OF 0 


24 

Plan 2 


R06-006: DV06-002: DP06-002 and Street Naming

25 

Appendix 1 

, e ,11 IN 

11 1 1111 

II 1 III 11 III 1 . 

11 III I III III 

1 • 

III 

1111 IV 

Holm 

hi II Itl I Id 1 1.1 II 1,1 

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■ III ■ III ■ 111 ■ III ■ III C. 

.1 III I 111 11 1111 III II III I 

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1111 III II 1.1 

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■ in 1111Po • 111 1 .1. 11, 

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■ 111 III III II 11 11 II II IF ',11111 

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1.11'.' 11.1111111 ■1111 

111 " % 


R06-006; DV06-002: DP06-002 and Street Naming

26 

Appendix 2 

Marc Bon 

From: 

Sent: 

To: 

Subject: 

Attachments: 

Ma rev Bond 

Thursday, Match 2. 20:19 EltS2. PM 

licenakaoreekQhotmaitoornl 

Subdivision SIB-DU Kanaka. Creek 

Revised fee sonedule_p.di; Kanaka Creek draft plan.pdf; oovenant pdf 

Dear finzii ; 

Titana you for takrg the time tt, meet with representatives from the Planning and Engineering DEipartments.. tetie feel 

Plat the two options as tietaileC oeloW Will provide you with tie ability to MOVE1 forward with your application 

Phase confirm, by email which osion you Wish to pursue by March 31, 2009 

Option I Close subdivision file and reiabolv for subdivision later 

• Close the existing subdie.:::ilor. 

▪ 

Letter of Undertaking from your lawyer by April 2, 2009 with the following information: 

ii Direction to close the subdivision file 

hii REigister a restridive covenant under 21.9 of the Land Title Act: The No build restrictive covenant is required 

to be registered over the prop ,e7y to ensure that any future subdivision plan conforms with the attached layout 

and that all future building designs for form and character conforms to the attached deveiooment permit 

drawings previously approved ni si; Council. Upon application of a new subdivision application that conforms to 

the above conditions the restrictive covenant shall be removed from the property. The covenant as attached 

may need a bit of work but we can do that over the next few days_ 

ii) Money owed as part of your agreement for paving of the walkway along Tunbridge Ave. be completed by 

April 2, 2009; documentati on verifying:this payment must be submitted to vie Planning Department. 

ill) if you wish to pursue this aerion will provide tri drawings for the house designs under separate ernal as 

they are too large for this one. 

Option ' will require a new suindivision epoliration fee :when yti.; are ready to make application), payment of revised 

fee schedule ratzeched anc as oe.s,'Protied above, payment for parklantt which will be toted or lair market value as of the 

date the new PLA letter is issued, 

Optiort 2 Extend subdivision file 

a Pay a subdivision extension fee of 5.326C,75 

'Payment otil'tt.1.49,44.5.•32 identified on the fee schedule rhiiithliElited in yellow) yiiill be required at the time the. 

ctinerision made, 

rtwed s part of your agrei;irlient for paying of the walkway along Tunbridge Avs.. D.c completed by April 

2, 2009; documentation verifying titis payment must cc subrnitted to the Planning Deice tmertt. 

Option 2 requires payment of :..1=24.i'll3.32 to the Eng:neering Department and payment of a subdiyislomextension fee 

to the Planning Departmern he April 2, 2009, F:arli..artri c.al.(,:uiation will he r,aseri on the Pate the original 11 1..A. lette- was 

issued which is $,BCCCD.OL: per acre 

Toe revises fee scriedule, pre:Fe:re: by the Eng/veering Department, details the fees -mat whL be :required .1x:tether you 

wish to pursue option I or 2. 

Neese call or send me art email if you have any further questions. 

Marty Bond; 


R06-006: DV06-002: DP06-002 and Street Naming

FILE: PRO.DEV.ZON 

R06-023 

Memo 

27 

To: Chief Administrative Officer 

From: Deputy Director of Planning 


Subject: Request for Extension — Rezoning Application R06-023 (Holman) — 8980 East 

Edwards Street, 8977 West Edwards Street 

Recommendation 

That Council grant a 12-month extension to Rezoning Application R06-023 (Holman) for the properties 

located at 8980 East Edwards Street and 8977 West Edwards Street to enable the applicant to 

complete the outstanding rezoning requirements. 

Background 

The properties at 8980 East Edward Street and 8977 West Edwards Street are located at the east end 

of Ferndale Avenue (Map 1). The Rezoning application was considered by Council to enable a 109 lot 

Bare Land Strata Subdivision (Map 2). 

The proposal was considered at Public Hearing on January 29, 2007 and was given second and third 

reading on May 7, 2007. Pursuant to LAN. 13, applicants are given 12 months from third reading to 

complete outstanding rezoning requirements. Files are closed after this period unless approval is 

forthcoming from an outside agency or the applicant has applied for and paid for an extension request. 

On May 20, 2008, the applicant was granted a 12-month extension to complete the outstanding 

requirements. 

On April 29, 2009, the applicant applied and paid for another 12-month extension. Although the 

applicant's engineer, Omega Engineering, has been actively working to complete both the on-site and 

off-site works, due to the complexity of the work involved, additional time is required to complete the 

outstanding requirements and therefore another extension is required. 

Barclay D. Pitkethly 

GACOMDEV\ DONNA-LEE \ COW Reports\2009 Reports \R06-023 

grant one-year extension 2009-05-19.doc 

PAGE 1 OF 3

FILE: PRO.DEV.ZON PAGE 2 OF 3 

R06-023 

28

29 

MAP 2 

HATZIC RIDGE 

SEPTEM135n ZO. 2006 .scALEINGOO 

FILE: PRO.DEV.ZON PAGE 3 OF 3 

R06-023

30 

OMEGA 

INGINIHN 

• STRUCTURAL. CIVIL 

District of Mission 

8645 Stave Lake Street 

Box 20 


V2V 4L9 

Attention: Doug Riecken P. Eng 

OMEGA & ASSOCIATES ENGINEERING (1978) LTD. 

#202 — 9094 Young Road, Chilliwack, B.C. V2P 4R5 

Phone: (604) 795-6652 Fax: (604) 795-6642 

Email: omegachilliwack @omega.com 


COpy 

Dear Sir, 

Re: Hatzic Ridge, Mission 

On behalf of our client Mr. Holman, we would like to apply for an extension of the third 

reading for the above project. 

As you are no doubt aware, the work associated with third reading for the above project 

has not been completed, although we have submitted the off site water main and sewage 

drawings to your office in December 2008 and January 2009 respectively. We are in 

receipt of the mark up drawings and will likely resubmit our design to you in the near 

future. We have also completed about 85% -90% of the "on site" design and will likely 

submit that for your review in the near future also. 

In consideration of the foregoing we would therefore request your favourable 

consideration of this matter. 

'ours tru'y, 

David M.B. Drummond, P. Eng.; 

\ 

Copy: Lyle Holman 

Robert Margolis 

i 

IRECEW 

APR 2 9 2009

31 

Lyle Holman 

8394 McTaggart Street 

Mission, B.C. V2V 6S6 

April 2009 

I strici of Mission 

Planning Department 

1'O Box 20 

8)45 Stave Lake Street 

\ fission. B.C. V2V 4L9 

tteroion: Ms Sharon Fletcher 

Director of Planning 

I 'ear Sirs/Mesdames 

Re: Rezoning Application R06-023 for 8980 East Edwards St. and 8977 West Edwards St. 

l• wilier to my discussions with Mr. Barclay Pitkethly yesterday, we kindly request an extension 

01' one year to our rezoning application for the properties at 8980 East Edwards Street and 8977 

Vest Edwards Street in Hatzic. 

V e are currently working to fulfill the requirements set out in the Notification of Second & 

I hird Readings contained in your letter dated 1 June 2007. Among other things, we have: 

Completed engineering drawings for the off-site water system and on 11 December 2008 

,ibinitted them to the Engineering and Public Works Department for review. Our engineer is in 

rocelpt of the mark up drawings and will resubmit our design in the near future (see the enclosed 

otter from Omega Engineering to Mr. Doug Riecken dated 28 April 2009); 

Completed engineering drawings for the off-site sewer system and on 20 February 2009 

slibmitted them to the Engineering and Public Works Department for review. Our engineer is in 

roceipt of the mark up drawings and will resubmit our design in the near future (see the enclosed 

jotter from Omega Engineering to Mr. Doug Riecken dated 28 April 2009)); 

Completed about 85% - 90% of the engineering drawings for on-site services (see the 

o iclosed letter from Omega Engineering to Mr. Doug Riecken dated 28 April 2009); and 

Completed the Archaeological Impact Assessment (ALA) for the project (a copy of the 

I:\ Report is enclosed herewith). 

) 1

32 

Lyle Holman 

8394 McTaggart Street 

Mission, B.C. V2V 6S6 

; required, we enclose as well a cheque in the amount of $2,185 in payment of the extension 

ri e stipulated in your letter of 18 March 2009. 

I vuu have any questions regarding the foregoing, or require further information, please contact 

ie IhIman 

I-1-615-4002)

Memo 

33 

FILE: PRO.DEV.DEV 

DPO8-007 


From: Planner 


Subject: Development Permit Application DP08-007 - Krahn Engineering Limited 

7266 River Place 


That Development Permit Application DP08-007 in the name of Krahn Engineering Ltd. to 

provide conformity to the Official Community Plan guidelines for form and character for an 

industrial development on the property located at 7266 River Place and legally described as: 

Parcel Identifier: 026 211 700 Lot 2 Section 19 Township 17 Group 1 New Westminster District 

Plan BCP 15619 

be forwarded for public input and consideration of approval on June 1, 2009. 

Proposal 

A development permit application has been received from Krahn Engineering Ltd. for a 

proposed industrial development to be located at 7266 River Place within Silver Creek Industrial 

Park (Map 1). The development proposes to provide for industrial uses with associated offices 

configured into two (2) buildings separated by a fenced courtyard (Plan 1). The proposed 

building fronting River Place will accommodate the Department of Fisheries and Oceans while 

the proposed building to the rear of property will provide for three (3) adjoining units for 

industrial businesses. Both buildings utilize tilt-up concrete construction, grey colour with 

highlights and cultured stone on the façade (Appendix I & II). 

Background 

The applicant originally had proposed an industrial development on the same property in early 

2008. A complete application was provided to the planning department; however the anticipated 

tenant withdrew their interest due to the recent economic downturn. The applicant found a new 

prospective tenant for a portion of the property and revised all drawings, elevations, and artist 

renderings as part of an amended application. 

Official Community Plan (OCP) 

The Silver Creek Industrial Park has the potential to become a premier industrial park that 

provides for significant employment and financial benefit for property owners, tenants and the 

District of Mission. The objective is to develop a high quality, progressive and intensive use 

industrial park in the community that encourages a wide variety of goods and services to serve 

both the local community and the Lower Mainland. To achieve this objective, the area is 

designated for the establishment of guidelines for the general form and character (design 

elements) of industrial development. The guidelines encourage that all development is 'modern' 

and provides for proper access and landscaping. The Development Permit Area Guidelines for 

the Fraser River Industrial Park can be seen in Table 1. 

PAGE 1 OF 10

34 

Development Analysis 

The elevations of proposed Building A and B are seen on Appendix I & II (south elevations not 

included). An artist rendering (Appendix Ill) provides for a representation of the following 

proposed general exterior design elements: 

• Total Site Coverage is 1,177.5 square metres or (12, 674.5 square feet) or 37% of entire site 

• Building A Site Coverage is 718.93 square metres or (7,738.5 square feet) or 23% of entire site 

■ 

■ 

■ 

Building B Site Coverage is 458.57 square metres or (4,936 square feet) or 14% of entire site 

Approximately 287.883 square metres (3, 098.75 square feet) of accessory office space 

Approximately 889.616 square metres (9,575.75 square feet) of industrial space 

• Concrete tilt-up panel building construction 

■ 

■ 

■ 

■ 

■ 

3/4 " Concrete reveals (groove between concrete wall panelling) 

Architectural metal canopies above entrances and ground level windows 

Cultured stone on lower portion of Building A (office area) 

Anodized Aluminum window frames with clear glass on all windows 

Flagpole in prominent forefront of property 

• Primary Colour — Gull Wing Grey with Van Deusen Blue and Soapstone highlights 

■ 

Generous parking provided with associated landscaping 

The analysis and overview of the development will be covered the following sections of the 

report. 

Zoning 

The property is zoned (M-10) Industrial Business Park Zone. The main intent of the M-10 zone 

is to provide for an intensive business park setting with significant building site coverage to 

generate substantial local employment. The zone requires that each lot must have a minimum 

of twenty-five percent (25%) lot coverage to encourage intensive land use; the proposed 

development intends to achieve lot coverage of thirty-seven percent (37%). Compared to the 

density on the adjacent property to the south, industrial developments can achieve up to fortyfive 

to fifty percent (45-50%) in order to maximize the available floor space. It is the applicant's 

intent to maintain the decreased lot coverage to allow for unenclosed (fenced) storage between 

the two buildings. Although higher density is encouraged, the applicant has exceeded the 

minimum lot coverage requirements of the zone and is in compliance with other zone 

requirements such as height, setbacks and storage. 

Floodplain Consideration 

The subject property is within the floodplain, as are all properties within the Silver Creek 

Industrial Park. Recently, the District of Mission adopted Bylaw No. 4027-2007 "Floodplain 

Management Bylaw" which designated Silver Creek Industrial Park as a local exemption area. 

This exemption allows buildings within the exemption area to be constructed at a minimum of 

8.2 metres above the flood construction level. After discussions with the Inspections Services 

Department regarding floodproofing issues, the applicant provided a site specific geotechnical 

engineering report identifying construction requirements to mitigate floodplain concerns and a 

declaration that the land is safe for the use intended. This geotechnical report will be registered 

on title to ensure the safe construction of the site and indemnify the District of Mission from any 

liability claims from a potential flood event. 

FILE:PRO.DEV.DEV. PAGE 2 OF 10 

DP08-007

35 

Access and Parking 

Access is from the east side of River Place via one driveway for ingress and egress. There are 

21 parking stalls required for the proposed building whereas the site plan indicates 23 

conventional, 3 parallel, 2 person with disabilities parking spaces and 3 loading stalls (Plan 2). 

Landscaping 

Landscaping is as shown on Plan II prepared by C. Kavolinas & Associates Inc. Landscaping 

includes a number of trees at the property entrance and along the northern property line. This is 

in addition to small trees along the building with numerous ground cover plants along River 

Place and the perimeter of the parking area. The landscape estimate will be required and a 

letter of credit will be compulsory at the building permit stage. This letter of credit assures the 

planting is completed in accordance with the landscape plan and that all vegetation reaches 

maturity. 

Signage 

The details of the signage will be resolved a later date when tenants are chosen for Building B. 

There is space reserved within the entrance area landscaping to provide for a free standing 

sign. The Department of Fisheries and Oceans will have a Federal Government issued sign 

located on the northwest corner of proposed Building A above the metal canopy. 

Ministry of Transportation and Infrastructure Approval 

Approval from the Ministry of Transportation and Infrastructure (TRAN) for this development 

permit is not required. Only Commercial and Industrial buildings exceeding 4,500 square meters 

(48,438 square feet) require IRAN approval. 

Summary 

In summary, as planning staff consider that the form and character of the development 

conforms to the intent of the OCP and the applicable development permit area guidelines, it is 

recommended that Development Permit DP08-007 (Krahn Engineering Ltd.) be forwarded to 

Council for public input and consideration of approval on June 1, 2009. 

Erik Wilhelm 

GACOMDEV\ERIK\Staff Reports \Krahn_Eng_7266 River Place.doc 

FILE;PRO.DEVDEV. PAGE 3 OF 10 

DP08-007

36 

DP08-007 

MAP 1 

■ 

PARK 

0-CliGILL A 

7277 

7255 

rn 

12 r- 

7282 

7268 

7258 

31510 

7261 

7266 

7252 

7233 

7238 

SU E 

PRO 

IECT 

ERTY 


DPO8-007

37 

PLAN 1 

(Site Plan) 

FILE: PRO. DE V. DE V. PAGE 5 OF 10 

DP08-007

Appendix I 

Building A North Elevation 

38 

Building A West Elevation 

P .11:1 ...:.Attrr 

1.1=.'d.:202::=133Y. ' 

Building A East Elevation 


DP08-007

Appendix II 

39 

Building B North Elevation 

Building B East Elevation 

LG 

5.-A6 

Building A West Elevation 

1'7 


DPO8-007

40 

PLAN II 

(Landscape and Parking) 

O.G O0_Qi.2f 0.0,010.014414rAlf 0.0.0:0.04C44:1114400.00.414C4■11.00•0•00:1 434.14.11.N 

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MEMNON 

FISHFR IFS 

3.001475 Fi l. FI77.163 red) 

Exam aw AMATO! ea. I 

PROPOSED 

12. 1.18N G B 

auk= UM ELEVATION 1120, 


DPO8-007

41 

Appendix III 

FILE:PRO.DEV.DEV. 

DPO8-007 

PAGE 9 OF 1C'

42 

Table 1 

Development Permit Area Guidelines for Fraser River Industrial Park 

BUILDING SITING BUILDING FORM AND CHARACTER - SITE LANDSCAPING 

OBJECTIVES OBJECTIVES OBJECTIVES 

Overall area site Front facades of buildings should Overall area tree planting is 

planning and building be articulated to establish a encouraged. 

design will be 

business park identity through 

encouraged to pursue office window and entry location 

the following: 

detailing. 

Gateway landscape design to 

visitors is encouraged. 

a clean, modern 

progressive image; 

coordinated siting of 

buildings, landscaped 

areas including 

parking lots and open 

spaces; 

use of varying 

architectural designs; 

The design of building roofscapes 

should present a complimentary 

visual image to building design. 

Wherever feasible, 

massing of building sides 

should be limited through 

articulation and varied 

building materials 

Use of shrubbery, decorative 

planting and landscaped 

berms is encouraged on each 

property. 

Front image of 

buildings to 

streetscape is 

important; 

Visual 

presentation of rear of 

buildings to West 

Coast Express 

corridor should be 

addressed. (Not 

applicable) 


DPO8-007

43 

iL-Òf Minutes 

The Minutes for the Mission Community Heritage Commission (MCHC) meeting held in the Mission 

Municipal Hall, Conference Room on March 4, 2009 commencing at 6:35 p.m. 

Present: 

Val Billesberger, Chair 

Guy Zecchini, Alternate 

Kim Kokoszka 

Shirley Mitchell 

Janis Schultz 

Sieglinde Stieda 

Mildred Vollick 

Mike Scudder, Council Liaison 

Sharon Fletcher, Director of Planning 

Marcy Bond, Planner 

Jenn Murray, Clerical Support 

Sharon Syrette, Project Manager, Community Heritage Register 

Absent: 

Linda Fornal 

1. MINUTES 

The meeting was called to order at 6:35 p.m. 

(a) The minutes of the Mission Community Heritage Commission held on February 4, 2009. 

Moved by Kim Kokoszka and seconded by Guy Zecchini that the minutes be approved. 

CARRIED 


(a) Terms of Reference — To be discussed by Sharon Fletcher as part of 4(a) presentation. 

(b) Heritage Awards — Shirley Mitchell was acknowledged and thanked for her excellent work in 

arranging the reception following the presentation of the awards. 

(c) Expenses — Expense claims from Sieglinde Stieda and Mildred Vollick for attending the 

February seminar at SFU can be submitted for payment. Sharon Fletcher informed the 

Commission that the deadline for adoption of the budget by District Council is the end of March. 

Members discussed the expenditure of funds and approved the following. 

Moved by Sieglinde Stieda and seconded by Mildred Vollick to reimburse Shirley Mitchell 

$25.04 for Heritage Awards reception supplies. 

CARRIED 

Members discussed streamlining procedures for payment of monthly invoice from Jenn Murray 

to reduce the lengthy time period she currently waits to be paid. 

Moved by Guy Zecchini and seconded by Shirley Mitchell that monthly invoices submitted by 

Jenn Murray for clerical services not exceeding $160 are to be automatically processed, where 

applicable, by the District of Mission without the prior approval of the Commission. 

CARRIED 

FILE: Minutes Page 1 of 2 

Mission Community Heritage Commission

44 

n Co unity Heritage Commission Meetin 

4, 2009 

3. TASK GROUPS 

(A) HERITAGE REGISTER — Council approved the establishment of a Community Heritage 

Register on March 2 nd and the inclusion of four sites: Mission Memorial Centre, Mission 

Museum, Silverhill Hall, and Stave Falls Powerhouse. Work remaining on the other two 

proposed sites for the register was discussed. Sharon Fletcher indicated that the Sharon 

Syrette facilitate this task, as well as any significant changes or communications related to the 

Register content to complete the project. 

Sharon Syrette presented her report and her recommendations on the Heritage Register project 

were discussed by members. 

ACTION: Sharon Fletcher will look into acquiring binders for materials compiled on each 

heritage registry property for the Mission Library (up to 6 binders) and a binder for each of the 

sites. The Mission Community Archives will make arrangements to acquire all of the original 

documentation on each of the sites. 

ACTION: The District of Mission will post information on the District web-site including 

information about the Heritage Register process, and feature the first registered sites. The 

Commission website will provide a link to the District's webpage on the project. 

ACTION: Sharon Fletcher and/or Marcy Bond will arrange a meeting with Sharon Syrette and 

others to assess the efficiencies of the Community Heritage Register project for future planning 

purposes. 

Sharon Syrette submitted invoice and expense receipts for work on Heritage Register project. 

Moved by Sieglinde Stieda and seconded by Janis Schultz to pay Sharon Syrette $800.00 of 

contract wages and $156.71 for copy and courier expenses, as detailed in invoice. 

CARRIED 

Val Billesberger reported that she had been in contact with Don Luxton, a professional heritage 

consultant, about coming to assist the Commission with the next phase of the Community 

Heritage Register project: to develop and apply criteria to the selection of additional sites to be 

added to the Register. 

ACTION: Val Billesberger will finalize arrangements for Don Luxton to conduct a seminar or 

workshop and report back at the next meeting. 

4. OTHER BUSINESS 

(a) Heritage Commission Orientation — Sharon Fletcher presented information related to the role of 

the Commission, Council and Planning Department. She emphasized the role of the 

Commission as a conduit to the Council for awareness of heritage issues and described the 

responsibilities and support role of District Staff. 

Mike Scudder presented information related to the role of Council Liaison. He discussed the 

liaison's responsibility to provide direction and ensure functionality where necessary. He 

informed the group that issues relating to Commission business must go through the Chair, as 

the representative voice of the Commission. 

Sharon Syrette presented information related to the history and development of the Heritage 

Commission and Heritage Register, as well as the resources available in member's binders. 

5. ADJOURNMENT 

The meeting adjourned at 9:05 p.m. 



45 

Dzsinci gf 11‘i .ion Minutes 

The Minutes for the Mission Community Heritage Commission (MCHC) meeting held in the Mission 

Municipal Hall, Conference Room on April 1, 2009 commencing at 6:35 p.m. 

Present: 

Val Billesberger, Chair 

Guy Zecchini, Alternate 

Sieglinde Stieda 

Mildred Vollick 

Mike Scudder, Council Liaison 

Marcy Bond, Planner 

Jenn Murray, Clerical Support 

Absent: 

Linda Fornal 

Kim Kokoszka 

Shirley Mitchell 

Janis Schultz 

1. MINUTES 

The meeting was called to order at 6:35 p.m. 

(a) The minutes of the Mission Community Heritage Commission held on March 4, 2009. 

Moved by Sieglinde Stieda and seconded by Mildred Vollick that the minutes as corrected be 

approved. 

CARRIED 


(a) Heritage Commission Orientation — Orientation meeting deemed successful and further 

sessions will be useful. Members discussed additional speakers for future meetings and also 

how other commissions are operating. Bob Parliament will attend the June meeting to present 

information on the programs and services of the Heritage Branch. 

3. TASK GROUPS 

(a) Heritage Register — Marcy Bond reported that the Grant requirements of the Heritage Register 

project have been met and that a report was submitted by the Planning Department to Bob 

Parliament and awaits reply. 

Don Luxton will be presenting a special workshop at the next Commission meeting (May 6) to 

help develop community values criteria. 


(a) Clerical Support Job Description 

Moved by Guy Zecchini and seconded by Mildred Vollick that the job description as corrected 

be approved. 

ACTION: Jenn Murray will distribute job description with corrections to Commission members. 



46 

Mission Community Herif ge Commission 


(b)Commission Website — Current status of website discussed. Special meeting suggested in 

order to review page content. The date for special meeting to be set at next Commission 

meeting. 

(c) 2009 Work Plan & Budget — Budget has not yet been approved by Council. 

Members encouraged by Marcy Bond to review Work Plan and determine task sequence. 

(d) Membership — The Commission welcomed new member Sheryl McKamey who joins the 

Commission as a non-voting member representing the Mission District Historical Society. 


The meeting adjourned at 7:45 p.m. 



xi V itt I v. .1 

ission 

r rE nosiR 

DRAFT 47 

Minutes 

Minutes of the DOWNTOWN COALITION Meeting held at the Municipal Hall, 8645 Stave 

Lake Street, Mission, British Columbia on Tuesday, April 14 2009 commencing at 8:30 a.m. 

Present: 

Others. Present: None 

Heather Stewart, Councillor, District of Mission (Chair) 

Calvin Adams, Tim Hortons 

Peter Bandi, Member at. Large 

Joy Cox, Mission Community Services Society 

Constable Todd Russell, RCMP 

Barry McLeod, Youth Unlimited 

Absent: 

Greg Elford, Mission Ministerial Association 

Sally Buchanan, Old Age Pensioners #28 

Karen Bogle, Union Gospel Mission 

John Fitzsimmons, Ministry of Children and Family Development 

Bob Mackovic, Downtown Business Association 

Amanda, Mission Friendship Centre 

Jacquie Thesen, Mission Mental Health 

Jeanette Dillabough, Triangle Community Resources 

Mary Flavelle, Mission Association for Community Living 

Representative, Mission Chamber of Commerce 

Kirsten Hargreaves, Manager of Social Development 

Vacant, Downtown Business Association 

1. MINUTES 

Moved by Joy Cox, seconded by Calvin Adams, and 

RECOMMENDED: That the Minutes of the Downtown Coalition meeting held on 

February 10, 2008 be approved with the amendment that Constable Russell is a 

representative of the RCMP and not the Crime Prevention Office (CPO). 

CARRIED 


(a) 

Updated Downtown Coalition Membership List 

Coalition members reviewed the membership in terms of representative's job 

changes and attendance. Heather will contact the following to confirm a new 

representative: Mission Mental Health (Jason Wong) the Mission Chamber of 

Commerce, and the Mission Friendship Centre. 

(b) 

Review of Terms of Reference 

Coalition members reviewed the Terms of Reference. Councillor Stewart will 

circulate the suggested changes to the all members for their input. Subsequently, 

they will be forwarded to Council for review and approval.

Downtown Coalition Minutes — April 14, 2009 Page 2 of 2 

48 

3. NEW BUSINESS 

Moved by Cal Adams and seconded by Peter Bandi that (a) Pam Willis, 

Executive Director of the Women's Resource Society of the Fraser Valley 

(WRSFV) be invited to attend the Downtown Coalition meetings and (b) that, 

should she agree, we recommend to Council that she be appointed as a 

member. CARRIED. 

4. OLD BUSINESS . 

(a) Roundtable 

Constable Russell reported that situations in the Downtown appear to be quieter 

although displacement could be responsible for some of this. He then spoke at 

length about the work of the Crisis Intervention Team (CIT) and the training available 

for first response workers who deal with individuals in crises related to addiction 

and/or psychiatric issues. The program also facilitates collaboration among agencies. 

He emphasized the need for more detox beds so that individuals can avail 

themselves of these services as soon as they have decided to do so. 

Barry McLeod of Youth Unlimited reported on the upcoming Creative Works 

presentation on May 4th to be held at Station X during Youth Week-May 1 to May 7, 

2009. Youth Unlimited also received some limited funding that has allowed three 

young people to re-establish themselves to live in Mission. 

Peter Bandi identified a serious need for an integrated but progressive array of 

services for people with mental health issues. 

Calvin Adams stated that there appears to have been fewer loiterers in the 

Downtown. Renovations at Tim Horton's will begin next week and only coffee will be 

served from an outside trailer. 

Joy Cox indicated she has submitted an update of the Heart of Mission Red Card 

Program statistics but they were not in the Minute package. She was able to report, 

however, that the revenue spent on meals through the card have almost tripled 

($8,999 to $23,000). She also noted that mentors are still needed for the Gold Card 

(Program Statistics now attached). 

Through the MCSS Outreach, eighteen people have acquired housing. Renovations 

for the First Stage Housing are nearing completion. Finally, Ms. Cox reported that 

youth in the Youth Transitional Safehouse will be planting vegetable boxes with the 

assistance from Fraser Valley Building Supplies. 

6. NEXT MEETING 

Next meeting - June 10, 2009 at 8:30 a.m. in the Council chambers. 


Moved by Calvin Adams, seconded by Peter Bandi, and 

RECOMMENDED: That the meeting be adjourned 

CARRIED 

The meeting was adjourned at 9:45 a.m.

Heart of Mission Red Card Program 

Statistics Sheet 

Item Apr-08 May-08 Jun-08 Jul-08 Auq-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09 

Total to date 

Current Year) 

Bus Tickets purchased by MCSS 

Bus Tickets donated (Dist of Mission) 

Bus Tickets donated (ETAP) 

Total Bus Tickets 

0 0 0 0 0 0 0 0 0 0 0 0 

90 120 50 50 80 70 110 70 210 230 250 380 

150 150 150 200 150 150 150 150 174 150 165 172 

240 270 200 250 230 220 260 220 384 380 415 552 

0 

1710 

1911 

3621 

Meal Vouchers submitted 291 469 382 

546 511 375 455 505 463 545 480 895 

Clothing Vouchers Redeemed 

Laundry Usage 

New Donation box locations 

62 54 missing 56 60 36 64 55 57 67 66 90 

17 21 16 10 23 25 13 19 23 12 14 15 

0 0 0 0 0 0 1 0 0 0 0 0 

5917 

667 

208 

1 

Donations collected from boxes $199.36 $147.86 $213.96 $239.10 $185.20 $200.85 $290.00 $180.60 $316.02 $171.79 $459.56 $271.61 $ 2,875.91 

Donations received (other) $66.62 $90.00 $60.00 $120.00 $60.00 $190.00 $340.00 $0.00 $440.00 $125.00 $100.00 $80.00 $ 1,671.62 

Emergency Shelter Program $1,110.00 $2,144.00 $2,605.00 $2,529.00 $1,973.00 $2,100.00 $2,050.00 $2,148.00 $1,932.00 $1,898.00 $2,855.00 $3,600.00 $ 26,944.00 

Manna - St. Stephen's $0.00 $480.00 $0.00 $0.00 $240.00 $600.00 $120.00 $ 1,440.00 

Deferred revenue allocation $75.00 $100.00 $100.00 $100.00 $100.00 $100.00 $100.00 $ 675.00 

United Way $250.00 $250.00 $250.00 $0.00 $0.00 $0.00 $250.00 $250.00 $0.00 $0.00 $1,499.67 $0.00 $ 2,749.67 

Emergency Shelter Program $392.01 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $337.72 $148.22 $0.00 $ 877.95 

Recoveries Admin. $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $930.00 $840.00 $525.00 $685.00 $ 3,980.00 

Total Donations To date $2,142.99 $3,236.86 $3,253.96 $3,013.10 $2,658.20 $2,715.85 $3,155.00 $3,141.32 $3,866.24 $3,734.79 $5,659.23 $4,636.61 $ 41,214.15 

Expenses 

Payments for meal vouchers $1,886.50 $2,168.43 $1,761.97 $1,872.66 $2,356.98 $1,732.56 $2,098.70 $2,320.09 $2,135.58 $2,492.68 $2,642.96 $4,128.18 $ 27,597.29 

Payments for bus tickets $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $ - 

Total Expenses $1,886.50 $2,168.43 $1,761.97 $1,872.66 $2,356.98 $1,732.56 $2,098.70 $2,320.09 $2,135.58 $2,492.68 $2,642.96 $4,128.18 $ 27,597.29 

Admin. Allocations (MCSS IN KIND) $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $ 1,500.00 

Toiletry Items/ProgSupp/Copying $564.40 $21.21 $56.13 $22.38 $47.38 $101.72 $72.65 $494.14 $305.83 $55.18 $149.37 $3,512.24 $ 5,402.63 

Office/Postage/Copying/Fax $28.98 $41.06 $54.17 $36.56 $112.49 $149.45 $14.23 $58.60 $20.00 $23.25 $110.06 $15.63 $ 664.48 

Travel $0.00 $0.00 $0.00 $0.00 $0.00 $2.40 $1.20 -$11.38 $0.00 $0.00 ' $1.23 $0.00 -$ 6.55 

Total In Kind MCSS Contributions $718.38 $187.27 $235.30 $183.94 $284.87 $378.57 $213.08 $666.36 $450.83 $203.43 $385.66 $3,652.87 7,560.56 

Surplus / Deficit -$461.89 $881.16 $1,256.69 $956.50 $16.35 $604.72 $843.22 $154.87 $1,279.83 $1,038.68 $2,630.61 -$3,144.44 $ 6,056.30 

> Etap Bus Tickets Donation: January 2009 - continuing, reflects total number of tickets donated 

Last Updated 14/04/2009

Heart of Mission Red Card Program 

Statistics Sheet 

Item A•r-08 Ma -08 Jun-08 Jul-08 Au • -08 Se • -08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09 

Total to date 

Current Year) 

Bus Tickets purchased by MCSS 

Bus Tickets donated (Dist of Mission) 

Bus Tickets donated (ETAP) 

Total Bus Tickets 

0 0 • 0 0 0 0 0 0 0 0 0 

90 120 50 50 80 70 110 70 210 230 250 380 

150 150 150 200 150 150 174 150 165 172 

240 270 200 250 230 220 260 220 384 380 415 552 

0 

1710 


3621 

Meal Vouchers submitted 

Clothing Vouchers Redeemed 

Laundry Usage 

New Donation box locations 

291 469 382 546 511 375 455 505 463 545 480 895 

62 54 missing 56 60 36 64 55 57 67 66 90 

17 21 16 10 23 25 13 19 23 12 14 15 

0 0 0 0 0 0 1 0 0 0 0 0 

5917 

667 

208 

1 

Donations collected from boxes $199.36 $147.86 $213.96 $239.10 $185.20 $200.85 $290.00 $180.60 $316.02 $171.79 $459.56 $271.61 $ 2,875.91 

Donations received (other) $66.62 $90.00 $60.00 $120.00 $60.00 $190.00 $340.00 $0.00 $440.00 $125.00 $100.00 $80.00 $ 1,671.62 

Emergency Shelter Program $1,110.00 $2,144.00 $2,605.00 $2,529.00 $1,973.00 $2,100.00 $2,050.00 $2,148.00 $1,932.00 $1,898.00 $2,855.00 $3,600.00 $ 26,944.00 

Manna - St. Stephen's $0.00 $480.00 $0.00 $0.00 $240.00 $600.00 $120.00 $ 1,440.00 

Deferred revenue allocation $75.00 $100.00 $100.00 $100.00 $100.00 $100.00 $100.00 $ 675.00 

United Way $250.00 $250.00 $250.00 $0.00 $0.00 $0.00 $250.00 $250.00 $0.00 $0.00 $1,499.67 $0.00 $ 2,749.67 

Emergency Shelter Program $392.01 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $337.72 $148.22 $0.00 $ 877.95 

Recoveries Admin. $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $930.00 $840.00 $525.00 $685.00 $ 3,980.00 

Total Donations To date $2,142.99 $3,236.86 $3,253.96 $3,013.10 $2,658.20 $2,715.85 $3,155.00 $3,141.32 $3,866.24 $3,734.79 $5,659.23 $4,636.61 $ 41,214.15 

Expenses 

Payments for meal vouchers $1,886.50 $2,168.43 $1,761.97 $1,872.66 $2,356.98 $1,732.56 $2,098.70 $2,320.09 $2,135.58 $2,492.68 $2,642.96 $4,128.18 $ 27,597.29 

Payments for bus tickets $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $ - 

Total Expenses $1,886.50 $2,168.43 $1,761.97 $1,872.66 $2,356.98 $1,732.56 $2,098.70 $2,320.09 $2,135.58 $2,492.68 $2,642.96 $4,128.18 $ 27,597.29 

Admin. Allocations (MCSS IN KIND) $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $125.00 $ 1,500.00 

Toiletry Items/ProgSupp/Copying $564.40 $21.21 $56.13 $22.38 $47.38 $101.72 $72.65 $494.14 $305.83 $55.18 $149.37 $3,512.24 $ 5,402.63 

Office/Postage/Copying/Fax $28.98 $41.06 $54.17 $36.56 $112.49 $149.45 $14.23 $58.60 $20.00 $23.25 $110.06 $15.63 $ 664.48 

Travel $0.00 $0.00 $0.00 $0.00 $0.00 $2.40 $1.20 -$11.38 $0.00 $0.00 $1.23 $0.00 -$ 6.55 

Total In Kind MCSS Contributions $718.38 $187.27 $235.30 $183.94 $284.87 $378.57 $213.08 $666.36 $450.83 $203.43 $385.66 $3,652.87 7,560.56 

Surplus / Deficit -$461.89 $881.16 $1,256.691 $956.501 $16.351 $604.72 $843.221- $154.87] $1,279.83 $1,038.68 $2,630.61 -$3,144.44 6,056.30 

> Etap Bus Tickets Donation: January 2009 - continuing, reflects total number of tickets donated 

Last Updated 14/04/2009

51 

MiDsISTsioT nOF 

ON THE ERASER 

Memo 

FILE: FIN.BUD.DEP 

RCMP 2009/2010 


From: Director of Corporate Administration 

Date: May 11, 2009 

Subject: Approval in Principle - RCMP 2010/11 Budget Estimates 

Recommendation: 

That the attached "Approval in Principle" letter for the RCMP 2010/11 budget 

estimates be approved. 

Background: 

The District is required to annually provide a "letter of approval in principle" for the 

RCMP budget estimates for the following fiscal year. This allows the RCMP enough 

time to make requests through the federal Treasury Board, particularly in regard to 

additional police officers. 

As always, the approval in principle does not commit the District to the budget 

estimates. However, the budget estimates should realistically reflect the plans of 

the District. The District's three year financial planning approach is very helpful in 

this regard. 

The letter includes the approved in principle amounts for the increase by one 

member January 1, 2011. The third of four as outlined in the RCMP Strategic Plan. 

The "letter of approval in principle" and support documentation are attached. 

Dennis Clark 

G: \FINANCE \RCMP\2010-2011 Contract\Approval in Principle 10-11 budget estimates.doc

MiDsISTsRiCo T 

on 

ON THE FRASER 

Finance Department 

52 

FILE: FIN.BUD.DEP 

RCMP 2010/2011 


Mr. Kevin Begg 

Assistant Deputy Minister and Director of Police Services 

Ministry of Public Safety and Solicitor General 

Victoria, B.C. V8W 9J7 

Dear Mr. Begg: 

Re: Letter of Approval in Principle — 2010/2011 Budget Estimates for Mission 

This letter of Approval in Principle is issued to conform to the Federal Treasury Board 

requirements to enable the Federal Government to set aside sufficient financial resources to 

cover their share of the Municipal RCMP contract costs. 

The District of Mission anticipates that it will fund a total of 48.25 members at the Mission 

detachment for the 2010/2011 fiscal year. This represents the addition of one new member, 

commencing on January 1, 2011. 

The capital expenditures that are included in the budget estimates are: 

$41,200 for replacement radios (CEG 770) 

$68,469 for replacement computers (CEG 841) 

$180,000 for replacement vehicles (CEG 890) 

$289,669 total capital costs 

The total budget estimates' that is approved in principle is $7,334,146 at 100%, excluding 

integrated teams costs. The estimated cost for the integrated teams (net cost at 90% of full 

cost) is $982,623. 

As outlined above, this letter provides "approval in principle" only, and is issued for planning 

purposes only. Council will make its final budget decisions in late 2009 or early 2010, and you 

will be advised of the spending cap allocation at the appropriate time. 

Council also wishes to clarify that no substantive reallocation of funding should occur within the 

contract budget, without the consent of the District. 

Please call me at 604-820-3706 if you have any questions. 

Yours truly, 

RATE ADMINISTRATION 

GAFINANCERCMP12010-2011 Co ract \Approval in Principle 10-11 budget est:mates.doc 

Page 2 of 2

Ai/ a Memo 

53 

TO: Chief Administrative Officer 

FROM: Deputy Director of Corporate Administration 

DATE: May 13, 2009 

SUBJECT: 13 th ANNUAL BEAR MOUNTAIN RACE 

RECOMMENDATION: 

That permission be granted to Mr. Tom Mackesy to hold the annual Bear Mountain Challenge 

Mountain Bike Race in the District of Mission on July 25 th and July 26 th , 2008 subject to Mr. 

Mackesy providing: 

• comprehensive general liability insurance in the amount of at least $5,000,000. per 

occurrence and including the District of Mission as a named insured; 

• advising the neighbourhood of the event dates and times; 

• all site preparation including installation and removal of portable toilets as well as site clean 

up after the event is finished; 

• off street vehicle parking, define off-street areas for participant parking and number of 

vehicles that can be accommodated at the site; 

• on-site first aid services; and 

• all necessary traffic control. 

BACKGROUND: 

Attached is a letter from Mr. Tom Maskesy received on May 1, 2009 requesting permission to 

hold the 13 th Annual Bear Mountain Bike Race on July 25 th and 26 th , 2009. 

The annual race has been conducted since 1997 and attracts many riders and spectators. 

Mr. Maskesy has addressed most of the District's concerns already in his letter and staff will 

ensure that all conditions noted in the recommendation section are met prior to permission 

being granted. 

Kelly Ridley 

Attachment 

GACOM20091May 191Bear Mountain Challenge Permission.doc 

FILE: ADM.PER.VAG PAGE 1 OF 1 

Bear Mountain Race

RECEIVED 

54 

MAY 01 7f111P 

qiiSSION 

Kelly Ridley 

Deputy Director of Corporate Administration 

Box 20 


V2V 4L9 

Hi Kelly, 

I am writing you on behalf of Fraser Valley Mountain Bikers Association (FVMBA) 

(http://www.fvmba.com) to seek permission to hold the 13th annual Bear Mountain 

Challenge mountain bike races. This year the event will take place July 25-26, 2009. 

I have attached our certificate of comprehensive general liability insurance in the 

amount of at least $5,000,000 per occurrence and including the District of Mission as a 

named insured. 

times. 

We will draft a letter advising the neighbourhood residents of the event dates and 

We will take care of all site preparation including installation and removal of 

portable toilets as well as site clean up after the event is finished. Toilets will be 

delivered Friday July 24 and removed Monday July 27. We will clean up all garbage and 

remove it from the site on Sunday July 26. 

As in years past, participant parking will be limited to the east side of Dewdney 

trunk road. We will have volunteers in place to direct traffic and parking. 

On-site first aid services will be provided by FASP (First Aid Ski Patrol) 

(http://www.fasp.bc.ca ) 

We will pick up all necessary traffic signage and cones from the works yard on 

Friday July 24 and return it Monday July 27. 

If there is any additional information you require, please do not hesitate to 

contact me. 

Tom Mackesy 

FVMBA/Bear Mountain Challenge

55 

fission 

MDISTRICT OF 

ON THE FRASER fit 

Corporate Administration 

Memorandum 

To: Mayor and Council 

From: Chief Administrative Officer 


Subject: Community Health Plan Report 

Background 

As council is aware over the past 18 months the District of Mission and Fraser Health have been cooperatively 

developing a community health plan for Mission. The work undertaken by 

PriceWaterhouseCoopers is now complete and was presented to the Fraser Valley Regional Hospital 

District in late April. The report has taken a holistic approach to health planning for the District of Mission 

over the next 5 to 10 years and forms a base to move forward with an overall health plan for Mission. 

The report contains a number of specific recommendations which will require further work as the 

implementation phase proceeds. 

The next steps in the process is for the steering committee meetings to reconvene to address 

implementation of the report's recommendations. As a note, the Fraser Valley Regional District has 

authorized a further $85,000 from the regional hospital funding to complete the capital needs assessment 

plan for the projects identified in the community health plan which require further detailed capital 

assessments. 

Glen Robertson 


56 

6 4- 

f raserhealth 

Beller health. 

Best in health care. 

Fraser Health & District of Mission 

Community Health Plan for 

Mission, B.C. 

March 2009 

P R I C E WA TE R H 0 U S E CO P E R S

57 

COMMUNITY HEALTH PLAN FOR MISSION B.C. 

Acknowledgements 

This community health plan is the output of a collaborative planning process led by independent consultants 

from PricewaterhouseCoopers LLP (PwC). PwC was contracted through Fraser Health Authority and reported 

to a project steering committee. The process and steering committee were supported by a Project Team and a 

part-time local project manager. 

The project participants are identified below: 

District of Mission: 

Fraser Health Authority: 

District of Mission: 

Fraser Health Authority: 

Local Project manager: 

PwC Consultants: 

Steering Committee Members 

Mayor James Atebe 

Councillor Scott Etches (until Nov '08) 

Councillor Paul Horn 

Councillor Jenny Stevens 

Councillor Mike Scudder (after Nov, 08) 

Irene Sheppard 

Celso Teixeira 

Rhonda Veldhoen 

Project Team Members 

Dennis Clark 

Diane Layton 

Glen Robertson 

Linda Bachman 

Betty Ann Busse, V.P., Executive Sponsor 

Frank Fung 

Amin Jivanni 

Patty Lomas 

Keith McBain 

Celso Teixeira 

Rhonda Veldhoen 

Susan Anstett 

Maggie Adams 

Barbara Pitts 

Keith Stark 

Vicki Prince-Wright

58 


Contents 

1 Overview 1 

1.1 Background 1 

1.2 Approach 1 

1.3 Analysis of the Findings 

1.4 Synthesis of Key Findings 2 

1.5 Recommended Options for Implementation 2 

2 Background 3 

2.1 Context for Change 3 

2.2 Purpose 3 

2.3 Assumptions 4 

3 Approach 5 

3.1 Leading Practices Research 5 

3.2 Quantitative Environmental Scan 5 

3.3 Public Survey 7 

3.4 Health Service Provider Survey 7 

3.5 Community Engagement 

3.6 Community Validation Events 

3.7 Developing the Options for the District of Mission 9 

4 Analysis of the Findings 11 

4.1 Key Findings: Leading Practices 11 

4.2 Key Findings: Quantitative 22 

4.3 Key Findings: Public Survey 52 

4.4 Key Findings: Community-based Health Service Providers 54 

4.5 Key Findings: Community Engagement 61 

5 Synthesis of the Key Findings 64 

5.1 Leading Practices 64 

5.2 Population, Demographic, Health Status 64 

5.3 Service Utilization 65 

5.4 Community Engagement 66 

6 Recommendations: Options for Implementation 67 

6.1 Alignment of Options 68 

6.2 Aspiration for the Health System within Mission 6g 

6.3 Sequencing of Options - Implementation Roadmap 93


59 

Appendices 

(published separately in a Technical Appendix to this project) 

Appendix A: Environmental Scan 

Appendix B: Public Survey 

Appendix C: Health Service Provider Survey 

Appendix D: Health Enabling Survey 

Appendix E: Key Informant Interviews 

Appendix F: Public Consultation Events 

Appendix G: Health Service Provider Consultation Events 

Appendix H: Public Validation Events 

Appendix I: Health Service Provider Validation Events

60 


1 Overview 

Historically, health has been defined as "a state of complete physical, mental and social well-being and not 

merely the absence of disease or infirmity', however planning for health services and subsequent treatment 

has traditionally been focused around serious episodic illnesses. Despite the tremendous changes in the 

health needs of patients over the past 40 years 2, healthcare services remain largely organized around 

hospitals and physicians, This report focuses on pushing the boundaries and thinking beyond acute care 

services and embracing the development of a robust and innovative primary care community based service 

delivery model that increases timely and equitable access to services. This report encourages integration 

across not only health disciplines but also non-traditional multi-sectoral partners thus ensuring the most 

appropriate services are delivered by the most appropriate providers and at the most appropriate location. 

The following provides an overview of the information contained in each of the major sections of this report; for 

detailed information the reader is encouraged to examine this document in its entirety. 

1.1 Background 

Context for Change — This section outlines the context for change which has underpinned the Community 

Health Plan for Mission, B.C. project. 

Purpose — This part of the report describes the purpose of the study as well as the specific objectives of the 

project. 

Assumptions — This section outlines the assumptions relating to development of the Community Health Plan 

for Mission B.C. project. 

1.2 Approach 

Leading Practices Research — This section describes the approach to conducting the leading practices 

research relating to trends in health care reform locally, nationally and internationally in a number of key areas 

that were deemed to be important for the District of Mission. 

Quantitative Environmental Scan — This section describes the approach used to complete the quantitative 

analysis which consists of the: geographic profile, demographic profile, socio-economic status, and health 

status. 

Public Survey — This section describes the approach used to survey the public in terms of health services in 

the District of Mission. 

Health Service Provider Survey — This section describes the approach used to survey the community-based 

health service providers within the District of Mission to inform the current state analysis. 

Community Engagement — This section describes the approaches used to engage the public, health service 

providers, and key informants in order to provide input towards the Community Health Plan for Mission B.C. 

Community Validation — This section describes the approach used to validate the preliminary findings and 

options with the public and health service providers. 

Recommended Options for Implementation — This section outlines the approach used to develop the final 

options for the Community Health Plan for Mission, B.C. Project. 

Constitution of the World Health Organization - Basic Documents, Forty-fifth edition, Supplement, October 2006. Retrieved November 2008 from 

http://www.who.int/governance/eb/who_constitution_en.pdf 

2 Hadley, J. 1982. More Medical Care, Better Health?: An Economic Analysis of Mortality Rates. Washington, DC, Urban Institute Press and Romanow, R.J., 

Commission on the Future of Health Care in Canada Building on Values: The Future of Health Care in Canada — Final Report. Ottawa, 2002. 

PricewaterhouseCoopers LLP 1

61 


1.3 Analysis of the Findings 

Key Findings: Leading Practices — A literature review on leading practices was necessary to provide the 

context for a health system that is innovative while leveraging the best practices of others. This section 

presents key findings including sub-sections on integration; health system planning and design; cultural, 

ethnicity and inclusivity; case management, maternal/ newborn, mental health and addictions; palliative and 

end-of-life care; seniors, chronic disease management and community services. 

Key Findings: Quantitative — An analysis of available quantitative information was conducted to understand 

the current health status of the community as well as of available health services within the District of Mission. 

The geographic profile describes the Mission area landscape. The demographic profile presents data on 

population growth, population projections, population density, population aging, projected population growth 

by age, knowledge of official languages, ethno cultural diversity, aboriginal population, francophone population 

and lobe parent families. It also contains information pertaining to other attributes such as socio-economic 

indicators including education, employment, income, food insecurity, housing affordability, home ownership, 

and composite socio-economic risk. The health status sub-section presents indicators of health for Mission 

area residents, such as infant health, self reported health status, obesity, health practices, chronic conditions, 

infectious diseases, life expectancy and mortality. The utilization of health services sub-section presents data 

on acute care services, maternal care, mental health and addictions, rehabilitation, home support, assisted 

living and residential care, adult day program, end-of-life care, ambulatory care, primary care, and health 

human resources. 

Key Findings: Public Survey — This section summarizes the findings from the 243 completed Public surveys. 

Key Findings: Health Service Provider Survey — This section summarizes the findings from the Health 

Service Provider Survey. 

Key Findings: Community Engagement —This section summarizes the input received from the public, health 

service providers including physicians and key informants in terms of the strengths, weaknesses and 

opportunities for health services within the District of Mission. 

1.4 Synthesis of Key Findings 

This section summarizes the synthesis of the key findings from the leading practices, quantitative data 

analysis, and qualitative data analysis to identify the key drivers for the health system transformation. 

1.5 Recommended Options for Implementation 

The recommended options of the Community Health Plan for Mission B.C. are imbedded within two 

fundamental components including the community based services and the acute care services. These are 

grounded not only in the vision of the BC Ministry of Health Services, the District of Mission and Fraser Health 

but also in the concept of integration. 


62 


2 Background 

2.1 Context for Change 

Mission will experience above average growth in the coming years. Currently, Mission is considered a younger 

community within Fraser Health with the median age of its residents at 37.5 years and with a higher proportion 

of children and lower percentage of seniors (11%) 65 years and over. 

Overall, the residents of Mission enjoy relatively good health. However, when compared to the other local 

health areas (LHAs) within Fraser Health and British Columbia (BC), Mission ranks poorly in indicators such 

as life expectancy, death rates from leading causes, breast cancer screenings, as well as reproductive and 

infant health including low birth weight babies and teen pregnancy. Further, in terms of factors that enable 

healthy living, such as levels of education and income, are below BC averages. In addition, given that the 

Mission LHA has a large and diverse population, not everyone shares equally in the overall good health of the 

area. There are considerable variations in the level of health by age, gender, ethnicity, and especially by the 

specific neighbourhood of the people residing in Mission. 

In 2008 James Atebe, Mayor of Mission, in consultation with Clint Hames, then Mayor of Chilliwack and 

George Ferguson, then Mayor of Abbottsford, proposed that Fraser Health, work with a local Mission Steering 

Committee, to undertake a community consultation and planning process for the purpose of preparing a 

community health plan. With the recent completion of the first phase of the Fraser Health acute care planning 

study (Acute Care Capacity Initiative — ACCI), and the opening of the new Abbotsford Regional Hospital and 

Cancer Centre in 2008, the time is right to develop a comprehensive long term plan to address the health 

needs of the community within the context of the neighbouring communities, particularly Abbotsford (LHA 

#34). This comprehensive review is to document the current and emerging services available to Mission area 

residents, both in the Mission community and neighbouring communities, and compare this to the emerging 

health needs of the population as derived from demographic, utilization and other data attributable to Mission 

residents. 

2.2 Purpose 

The purpose of the study is to recommend options for future investment in order to ultimately improve the 

health outcomes of Mission area residents. This plan will serve as the basis for future operating and capital 

investments in Mission by Fraser Health and the Fraser Valley Regional Hospital District (FVRHD). 

The objectives of the Community Health Plan for Mission BC study include the following: 

• Assess the health related needs of Mission area residents, 

• Document the current services available to Mission area residents, 

• Identify potential future investments required to close the gap between needs and services, and 

• Produce a high-level plan for action. 

Adopting a population health approach, the plan will include the following continuum of services: 

• Supportive environment: health promotion and prevention, public health, community services/capacity, 

etc. 

• Primary care: physician services, allied health professionals and management of chronic diseases, 

etc. 

• Acute (hospital) care: inpatient and ambulatory care including urgent/emergent care, etc. 

• Community care: mental health and addiction services, home and community care including home 

care/support and hospice care, assisted living and supported housing, residential care, etc. 


63 


2.3 Assumptions 

In order to guide the development of the Community Health Plan for Mission BC, a number of assumptions 

were made related to the scope, and data collection prior to launching the project. The assumptions were as 

follows: 

• Obtain input from the public and health service providers prior to developing the draft options in order 

to provide the public and providers an opportunity to shape the recommendations that will ultimately 

impact the community, 

• Options will align with and support the advancement of the vision and, or strategic goals of the 

Ministry of Health Services, Fraser Health and the District of Mission. 

• The quantitative data reflects the information available from existing reports and other documentation 

provided by Fraser Health and the District of Mission; 



64 

3 Approach 

3.1 Leading Practices Research 

In order to inform the Community Health Plan for Mission BC project, leading practices research was 

conducted to identify trends, including evidence-based trends, in health care reform locally, nationally and 

internationally, in the following key areas: 

• Integration 

• Health System Planning and Design 

• Case Management 

• Cultural Impacts on the Health System 

• Palliative/End-of-Life Care 

• Mental Health and Addictions 

• Maternal/Newborn 

• Seniors 

• Chronic Disease Management 

• Community Health Services 

The research included a review of international health systems that have experienced transformational 

change, focusing on the learning and perspectives with regard to health care structure and design, integration 

of health services, health services distribution models, and the effects of cultural issues on health system 

integration and design. The research looked at the purpose of the study, methods utilized and key findings of 

the study, with a focus on recommendations and lessons learned. 

3.2 Quantitative Environmental Scan 

The focus of the quantitative analysis was to conduct the detailed review of the data that are required to 

understand the current state and the potential future population health needs and demands. Existing data from 

Fraser Health Decision Support was reviewed and additional data collected to fill any gaps. The Complete 

Environmental Scan results are published separately in the Technical Appendix to this project. 

Population Health Analysis 

This analysis (i.e. demand side or needs based analysis) includes the review of data that describes the current 

and forecasted future population in order to determine current and future requirements for the District of 

Mission. This analysis included data on population demographics, socio economic indicators, and health 

status. Population attributes that were analyzed include: 

• Geographic Profile 

• Demographic Profile 

• Population Growth 

• Population Projections 

• Population Density Including Urban vs. Rural Population 

• Population Aging 

• Projected Population Growth by Age 

• Knowledge of Official Languages 

• Ethno Cultural Diversity 

• Aboriginal Population 



65 

• Francophone Population 

• Lone Parent Families 

• Socio-Economic Status 

• Education — Population without high school graduation 

• Employment 

• Income 

• Food Insecurity 

• Housing Affordability 

• Home Ownership 

• Composite Socio-Economic Risk 

• Health Status 

• Infant Health 

• Self Reported Health Status 

• Obesity 

• Health Practices 

• Chronic Conditions 

• Infectious Diseases 

• Life Expectancy and Mortality 

Service Utilization Analysis 

Health service utilization and capacity analysis (supply side analysis) will involve the review of a range of data 

that describes existing services in the District of Mission, the capacity of these services and utilization of these 

services. This will include the service and program data that Fraser Health has provided for the purposes of 

this review. It is our experience that the readily available utilization data focuses primarily on hospitals, and 

residential care homes, and therefore considerable more effort is required to compile consistent and 

comprehensive data on community support services. To the extent possible, the analysis will also assess the 

District of Mission relative to benchmarks such as provincial averages and targets. 

The topics covered in the service utilization analysis include: 

• Acute Care Services 

• Mission Memorial Hospital 

• Emergency Department 

• Total Patient Days 

• Age-Standardized Hospital Day Rates 

• Market Share 

• Localization Index 

• Alternate Level of Care 

• Readmission Rates 

• Maternal Care 

• Mental Health and Addictions 

• Rehabilitation 

• Home Support 

• Assisted Living and Residential Care 

• Adult Day Program 


66 


• End of Life Care 

• Ambulatory Care 

• Primary Care 

• Health Human Resources 

3.3 Public Survey 

The objectives of the Public Survey was to gather the perception of Mission area residents about health 

related services, either existing or expected, that are required to optimize their health and the health of their 

families. 

PricewaterhouseCoopers s developed and conducted an on-line survey intended to solicit opinions of all 

Mission area residents about the services needed in their community. The survey was also made available in 

paper copy, and distributed throughout the Mission community. Assistance was provided to residents that 

required help completing the survey. All paper surveys were uploaded to the web-based format. 

The survey asked respondents to identify the three most important health related issues for Mission area 

residents today. Other questions focused on the services provided to individual population groups (i.e., 

mothers, babies, children, youth, adults and seniors), and the perceived quality of these services, where 

applicable. Respondents were also asked for their opinions on ways health care services could be improved, 

as well as their opinion on the health services that should be provided within the District of Mission, within 20 

minutes of Mission, and for which residents would be willing to travel to a larger centre. Finally, respondents 

were asked to provide a collection of demographic information. 

PricewaterhouseCoopers worked with Fraser Health and the District of Mission senior staff to develop the 

questions and the format for the survey, as well as the technical staff to upload and test access to the survey 

link on the Mission website. 

An external communications strategy was developed with tactics for identifying effective methods of 

communicating with the public to try to reach a broad range of individuals and gain a high level of feedback. A 

link to the survey was placed on the front page of the District of Mission website. In addition, the survey was 

advertised at public events, at the library, through local agencies and advertisements in the local newspaper. 

The complete responses from the Public Survey are published separately in the Technical Appendix to this 

project. 

3.4 Health Service Provider Survey 

The objective of the Health Service Provider Survey was to gather and confirm information not readily 

available through other sources. The purpose of the survey of health and health-related service providers in 

the District of Mission was to provide an understanding of services currently being provided within Mission, to 

whom the services are being provided, the capacity of the services being provided, and the amount and 

sources of funding for these services. The survey responses are published separately in the Technical 

Appendix to this project. 


The focus of the community engagement events was to obtain input from the various stakeholders on a variety 

of topics in order to inform the development of the Community Health Plan. The community engagement 

consisted of six key informant interviews, as well as, seven public, one physician group and two health service 

provider consultation events. 


67 


3.5.1 Key informant Interviews 

Seven key informant interviews were held to supplement the community engagement sessions and surveys. 

The key informants were identified by members of the Steering Committee consisting of Fraser Health and the 

District of Mission personnel. Each interview included an hour long discussion pertaining to predefined 

questions that were made available to the key informant prior to the interview. The key informants included the 

following individuals: 

• Judith Ray - Residential Care 

• Dr. R. Guasparini & Dr. G. Arsenault - Medical Officers of Health 

• Carlo Billinger - Business 

• Pat Walsh - RCMP 

• Randy Huth - Education 

• Joy Cox - Community Services 

• Dr. Gurmeet Singh - Children & Youth Mental Health 

A full description of the questions and responses is published separately in the Technical Appendix to this 

project. 

3.5.2 Consultation Events 

In order to inform the Community Health Plan for Mission B.C. project, seven community engagement events 

were held from September 25th to October 2nd, 2008 with health service providers (including physicians), as 

well as members of the public including Aboriginal and Sikh groups. The events were held within the District of 

Mission. Participants were invited to the various events through direct invitation for the Physician and Health 

Service Provider events, as well as newspaper announcements, web-site postings, and leaflet distribution 

throughout the community. There were different facilitation approaches used in each of the consultation 

events (i.e. public, physician group, and health service provider) designed to maximize the quality of input for 

each event. Each approach is described below. 

3.5.2.1 Public, Aboriginai and Sikh Groups 

The Public, Aboriginal and Sikh group consultation events began with a presentation by 

PricewaterhouseCoopers describing Mission's geographic profile, demographic profile, socio-economic status 

and health status of Mission residents by life-cycle. 

After the presentation, members of the public were asked to participate in a discussion based on the following 

key questions. Questions one and two were asked in the context of all four life cycle stages which were 

defined as: Mothers and Babies; Children and Youth; Adults; and Seniors. 

• What is working well in Mission in terms of available services and supports that promote and maintain 

the wellbeing of individuals in each life stage? 

• What is NOT working well in Mission in terms of promoting and maintaining the wellbeing of 

individuals in each life stage? 

• What are the top five health enabling services and supports that must be provided within the District of 

Mission from the perspective of all four life cycle stages? 

A full transcription of the questions and responses is published separately in the Technical Appendix to this 

project. 



68 

3.5.2.2 Physician Group 

The Physician consultation consisted of a dialogue between physicians and PricewaterhouseCoopers 

facilitators based on the presentation describing Mission's geographic profile, demographic profile, socioeconomic 

status and health status of Mission residents by life-cycle, as well as key findings pertaining to 

Emergency Department visits, mental health services, localization index, and leading practices from other 

jurisdictions. A full notation of the questions and responses are published separately in the Technical 

Appendix to this project. 

3.5.2.3 Health Service Provider 

The Health Service Providers consultation events began with a presentation by PricewaterhouseCoopers 

describing Mission's population projections, the distribution of residents, the health status by life-cycle, as well 

as key findings pertaining to ED visits, mental health services, localization index, and leading practices from 

other jurisdictions. 

After the presentation, providers were asked to participate in a Wall Map exercise followed by a discussion 

based on four key questions. 

Health Service Providers were also asked to give input as to where health enabling services should be 

delivered. A large wall map depicting the Local Health Authority #75, Health service Delivery Area, Health 

Authority and the Province were posted on the wall. Providers were asked to indicate, by writing directly on the 

map, which health services should be located within each geographic service boundary. The facilitator 

encouraged the Providers to be as specific as possible in terms of their descriptions of the health enabling 

services and the respective proposed location. 

The providers were then asked to participate in a discussion based on the following four questions: 

• What are the challenges of accessing health services in Mission? 

• What opportunities exist to improve the health and well being of Mission area residents? 

• What health services are required for the rural areas of the District of Mission? 

• Identify the three highest priority health services that are currently accessed outside Mission that you 

feel should be provided at the local area? 

A full notation of the questions and responses are published separately in the Technical Appendix to this 

project. 

3.6 Community Validation Events 

Once the quantitative analyses and the consultation events were completed, the findings were presented back 

to the public and health service providers. The purpose of these events was to obtain feedback and to validate 

the findings. The public validation events were held over two days—one in the evening and one in the 

afternoon. The health service provider session was scheduled in the evening to accommodate the providers 

and physicians. The notes from the validation sessions are published separately in the Technical Appendix to 

this project. 

3.7 Developing the Options for the District of Mission 

Based on the findings from the leading practices research, quantitative data analysis, public survey, health 

service provider survey, and consultation events, a comprehensive synthesis and analysis of the data was 

completed to understand the current state of health services within the District of Mission, as well as to identify 

the population-based needs and opportunities for investment. This information was then used to inform the 

development of the options available to the District of Mission in meeting its population-based needs. 



69 

The draft options were presented to the Steering Committee for comment and feedback. After this input was 

incorporated, the options were validated with the public and health service providers. The feedback obtained 

from the public and provider validation sessions was in turn incorporated into the final report. 



70 

4 Analysis of the Findings 

4.1 Key Findings: Leading Practices 

Reviewing the literature on leading practices is of the utmost importance as it provides a context for 

innovation, insight on what is working, as well as lessons learned from the experience of others who have 

gone before on the journey of health system transformation. It must be recognized that leading practices 

cannot be merely transplanted from one setting to another, but need to be analyzed and modified as 

appropriate for the environment in which it is to function. The review of the leading practices research has 

been divided into two main areas — research associated with the overall design of the health system, and that 

which is applicable to specific programs and populations. 

This research has provided a wealth of knowledge and insight given the public and provider perspectives on 

the various topics. 

4.1.1 Health System Level 

The four areas of integration, health system planning and design, cultural competence, and case management 

collectively provide insight on the overall design of the health system. These four areas are further defined in 

the following sections. 

4.1.1.1 Integration 

The literature on integration within healthcare was reviewed specifically because of the consistent comments 

heard at the provider community engagement that identified a need to clearly articulate the meaning of 

integration. 

Integrated Health System (IHS) is a term used in the literature to describe "a network of organizations that 

provide, or coordinates, a continuum of services to a defined population and is held clinically and fiscally 

accountable for the outcomes and health status of the population served." Such systems are broadly based 

and vertically integrated, embracing a full range of services that include ambulatory, acute and non-acute 

institutional and residential care.' 

Integration of this nature envisions a seamless health system without fragmentation, duplication, or gaps in 

services, characterized by close working relationships between hospitals, long-term care facilities, primary 

health care, home care, public health, social welfare agencies, schools, police, and others whose services 

have implications for the determinants of health.' 

Generally, IHS's provide a comprehensive array of services from health promotion, primary care, diagnostic, 

treatment, rehabilitation and long-term care services. In terms of integrated service delivery, IHS's require a 

paradigm shift from one focusing on "providers" to one focused on the "customer" (consumer) service. The 

consumer advantages of the IHS model are thought to be more timely access to services, comprehensive 

"one-stop shop" services, less duplication of services, elimination of gaps and fragmentation in care 

processes, and better coordination and transfer between primary and secondary services. 5 

There are few empirical evaluations, although there have been a number of IHS case studies. Among the 

most influential, "Remaking Health Care in America" (1996, repeated in 2000) focuses on ten integrated 

systems in the United States. The main conclusions by authors Shortell, Gillies, Anderson, Erikson, and 

3 Shortell, S.M., Gillies, R.R., & Anderson, D. (1994). The new world of managed care: Creating organized delivery systems. Health Affairs. 13:5 p. 46. 

Shortell, S.M., Gillies, R.R., Anderson, D.A., Erikson, KM., & Mitchell. J.B. (1996 and 2000). Remaking health care in America: First and second editions. 

San Francisco: Jossey-Bass. 

4 Leatt, Peggy, (2002) Sharing the Learning: Health Transition Fund Synthesis Series: Integrated Service Delivery, Health Canada, Ottawa. 

5 lbid, p. 53. 


71 


Mitchell state that most systems had made progress in bringing together hospital service organizations 

through horizontal integration. Some systems -ad been successful in integrating physicians into their 

organizations and providing economic incentives for physicians to collaborate. The area with the least 

successful outcomes was clinical integration which is ars° tne key component of integrated service delivery '' 

Research evidence on IHS's by Leatt et al_ suggested six strategies for moving forward with integrated service 

delivery. They recommended that: 

1. Policy should focus on the individual consumer and his/her needs: 

2. Primary health care is a core service at the centre; 

3. Needs-based population funding models should be developed; 

4. Information should be shared amongst providers and use of technology promoted; 

5. Virtual coordination networks should be developed at the local level; and 

6. Mechanisms to monitor and evaluate service delivery should be implemented.' 

Despite positive outcomes. the IHS model is controversial in Canada. Discussions of IHS's in Ontario have 

pressed on with emphaStS on 'virtual" integration given that a single umbrella governance structure is difficult 

to achieve, and that virtual integration may be the answer. It is felt that integration may not require common 

governance or ownership but may be achieved by a variety of strategic alliances, such as joint ventures, 

contracts, networks and other multi-institutional arrangernents. 8 

A presentation by Michael Guerriere in 2001, captured the essence of what patients want from a health care 

system and what many believe integrated service delivery has the potential to provide: 

• No repetition of questions or tests; 

• Providers wno know what other providers have done; 

• No waiting at one level of care for resources to be available at another; 

• 24-hour access to comprehensive primary health care; 

• Access to comparative information about quality and outcomes of providers; 

• One point of access for scheduling multiple encounters; and 

• Proactive care in which patients are contacted about necessary interventions, educated about disease 

processes, and supported by adequate in-home assistance to maxTnize their autonomy. 1' 

Given the above, wait times become an important determinant of success. However, it has been strongly 

suggested that only a broad-based approach will ultimately succeed in reducing wait times and building a 

sustainable system. The research indicates that a shift in values needs to take place away from the current 

emphasis on acute care and toward an inclusive vision of home- and community-based care that pits more 

emphasis on disease management, chronic care and indepencent living." Yet today, the response appears to 

be increasing funding in the acute care system. 

It must be noted that although integration is the goal, according to the C.D. Howe Institute, the "separate 

financing of different elements of Canada's publicly funded health care system inhibits the integrated or 

'seamless' prov:sior. of health services '"' In many industrialized countries. governments encourage 

competition which helps to drive down costs but encourages individual providers to maintain their own 

economic viability and achieve individual organizational goals rather than to take collective action that 

improves population health. 

o Lean. Peggy. (2CO2) Shireg Learmna: HeNth Tram:eon Fund Synr=t: Sarin: InsegraSed Servr.e Detrvery. 

7 Lee!. P., Pr*. GM.. & GJemere. M. (2000). TcwardS a Canadian motel of rceseatec healtn=e. Hestrzare Paws. 1:2 13-35, 

8 Go'donort, .L C. (1994). The ihuswe .ogic of rtevehon. The tieann,:are J:e.imat. (?.4ra: Apri) 3Z:2 36-42 

9 Guerrero. M. (2001. June). Tchvard: a Canaan modei c? into rased healthcare. Presents:on at Heal=are Paden:: New Mxies for the New Meath; ere 

Conferende. Torcnzo.. 

10 Shamian, Shainbkrn. E 8 Stevens. J.. Accourtabfity A;enca 18 8t inck,ce Home end Conworrtẏ Based Care HeattrearePaprs, 7(1; 2035. 58-84 

tntegralrg Canada s DU-tree:yet.* Keel' Cafe Sysorn - .essorts froth Atroad, Cam. Ckana430h. cur Craig /Amon. C.D. He lnstlute, 

Corry. erawy. No. 151. AbriL 2001. wonv.crincrw.crit 

PndewaterhovseCoobers LLP 12

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4.1.1.2 Health System Planning and Design 

Understanding the ultimate goals of an integrated health system provided the context for reviewing and 

analyzing the approaches various provincial, national and international jurisdictions have taken to health 

system transformation. The key findings of the approaches to health system planning and design are 

summarized below and have been instrumental in the formulation of the recommended options for 

implementation, recognizing the unique circumstances of the environment within the District of Mission and 

Fraser Health. 

A study of healthcare reforms in other provinces Alberta, and other countries such as Australia, Sweden, 

Finland and the UK provides a number of insights on the planning and design of a health system. Some of the 

key trends as summarized by the C.D. Howe Institute include: locating more decisions 'closer to the patient', 

inducing better quality at lower cost, creating a framework for provider and consumer decision-making that 

would align incentives better, and utilizing a 'whole systems approach with the objective of integrating health 

and related care services through partnerships that are supported by integrated policies at the national and 

local levels.' 

Sweden - Local Health Care 

There are a number of 'system features' internationally that are worthy of noting. Sweden has implemented a 

system of "Local Health Care" in collaboration with municipalities, upgraded family- and community-oriented 

primary care, supported by flexible hospital services that will assure high quality, cost effectiveness and a 

strong patient focus. In Finland, Municipal Health Care Centres, often attached to a hospital, provide primary 

healthcare and arrange school and occupational health services. In Australia, divisions of general practice 

each have their own regional group of GPs, health services and programs depending on the needs in its 

region. As well base hospitals are there to support nursing homes, out-patient clinics, and community health 

centres. 

United Kingdom - Health Care for London 

Other interesting findings from the literature review include those proposed by the London Trusts of the 

National Health System in the UK. In Healthcare for London: A Framework for Action (2007), Professor Lord 

Darzi identified that hospitals are not always the answer "most people are best cared for by community 

services."" Routine heath services should be provided within the community and as close to the recipient as 

possible, where as 'more specialized care should be centralised to ensure it is provided by the most skilled 

professionals with the most cutting-edge equipment.' 14 To ensure better health outcomes the focus should be 

on preventive and promotive health care services by multidisciplinary professionals within community settings. 

The recommendations for healthcare transformation in London are based on the following five principles: 

• Services focused on individual needs and choices; 

• Localize where possible, centralize where necessary; 

• Truly integrated care and partnership working to maximize the contribution of the entire workforce; 

• Prevention is better than cure; and 

• A focus on health inequalities and diversity. 

According to the "Healthcare for London: A Framework for Action (2007), a number of recommendations for 

reshaping health care services include the following: 

• Maternal and newborn - offering choice of at home, midwifery or obstetrics, 

12 Integrating Canada's Dis-Integrated Health Care System — Lessons from Abroad, Cam Donaldson, Gillian Currie, Craig Mitton, C.D. Howe Institute, 

Commentary, No. 151, April, 2001, www.cdhow.org . 

13 Healthcare for London: A Framework for Action, Professor Ara Darzi, Professor of Surgery, Imperial College, 

http://www.healthcareforlondon.nhs.uk/background.asp 

14 Ibid. 


73 


• Staying healthy - promotion with a focus on activity and nutrition, 

• Mental health - local community-based treatment through to acute inpatient, 

• Acute care — use of 24/7 urgent care centers and centralizations of specialized care 

(i.e. trauma, heart attacks and strokes) 

• Planned care - increasing access to family doctors through extended hours, more d 

procedures and more in home rehabilitation, 

• Long term conditions - provide an array of sources of support from specialist nurses 

technology, and 

• End of life care - provide choice to die with dignity in the most appropriate location. 

for the critically ill 

: y surgery based 

to new 

These service offerings will be provided through five models of provision of care including: 

• Home 

• Polyclinics - comprehensive "one stop shop" multidisciplinary facilities that exceed t 

provided at many family practices. Polyclinics offer most outpatient services such a 

chronic disease management, mental health services, antenatal and postnatal care, 

diagnostics (pathology tests and x-ray), healthy living classes, proactive manageme 

conditions, pharmacies and house other professionals such as opticians and dentist 

e services 

primary care, 

social care, 

t of long term 

all in one place. 

This model of care also offers extended hours of operation and a coordinated scheduling system. The 

polyclinic model provides consumer centric care closer to home with an emphasis o health promotion 

and disease/ injury prevention, that saves lives and money. Detailed analysis has d monstrated that 

the polyclinic model will save the NHS £1.4billion each year. 

• Local hospitals for non-complex cases 

• Elective centres for non-urgent surgeries that are planned in advance 

• Major acute hospitals for specialized care 

From the service offerings and the provision of care models, it is clear that London is contin ing its reform by 

incorporating best practices from numerous other countries that include increased service d livery that is 

local, community based and inter-professional with more separation of highly complex and u gent care from 

the planned and non-complex care. 

Alberta - Edmonton Regional Model 

Capital Health in Edmonton, Alberta delivers care based on a regional model that includes t e following 

features: 

• Acute bed supply: aim to have a minimum of 1.9 acute care beds per 1,000 resident 

• Integration of services via coordination from primary care teams. For example, Capit I Health uses 

primary care networks to serve the majority of the population, 

• Locate non-essential services (clinics and offices) in convenient and central, but off- ite locations, 

• Provide essential services close to home and site specialized services in central locations, and 

• Seek to provide equitable access as close to home as possible. 

British Columbia — Integrated Health Networks 

Fraser Health is currently implementing integrated health networks (IHN) within the region; t e networks 

facilitate the seamless coordination of care by linking patients with "family physicians, prima care providers 

and communities with existing health authority and community services"." The IHN eliminate disjointed 

health service delivery by integrating multidisciplinary providers for the provision of services t at meets the 

patient's range of health care needs over the long term. 

15 What is an integrated health network? Retrieved on January 2009 at http://www.fraserhealth.ca/Services/PrimaryCare/iConnect/P ges/IHN.aspx. 



74 

The IHN model includes: 

• Facilitating chronic disease management. 

• Promoting patients as partners in their care, with an emphasis self-management. 

• Treating patients as a whole with a joint care plan with individual goals and follow u u needs that is 

used among providers 

• One on one or group education for self management 

• Sharing responsibility for health service delivery among all levels of care within the integrated health 

network including speciality chronic disease services 

Scotland - Shifting the Balance of Care 

According to Johnston, Lardner, and Jepson (2008), Scotland is shifting the way health se ices are delivered 

by shifting the focus from acute care services towards preventative community services; shi ing the location of 

health services from acute care settings to integrated community centres; shifting the emph sis on self-care 

and supporting patients to manage their own illnesses; and finally shifting from siloed care delivery towards 

partnerships and a community care team approach. 

Focus 

Shifting the emphasis towards preventative medicine and more care i the community, 

based on a fundamental change in the way we tackle the causes of ill health and by 

providing care which is quicker, more personal and closer to home. It also means 

shifting the focus away from services geared toward acute conditions to providing 

systematic support for people with long term conditions with a strong emphasis on 

continuous, integrated care rather than disconnected episodic care. 

Location Shifting the location of services and care in order to improve access t treatment and 

support. This involves the wider provision of diagnostic procedures a d access to 

specialist services embedded into communities through Community ealth 

Partnerships. This means less acute hospital-centred activity and mo e services and 

support provided in community hospitals, other local facilities and at hbme. Services 

and care should increasingly be provided in locations that are easily aOcessible for 

users with greater consideration given to transport requirements. This will enable care 

providers to get a better balance between planned and unplanned ca 

Responsibility Shifting the current view of patients/clients as passive recipients of car towards full 

partnership in the management of their conditions. This involves providing more support 

for people to look after themselves and remain as independent as po Isible using new 

technologies for telemedicine and telecare to help people to manage heir conditions 

and stay longer in their own homes. 

Professional Roles Shifting the emphasis away from the independence of individual pract ces and 

professionals towards a more extended primary and community care earn approach. 

This means developing professional and staff roles, skills, expertise a l d responsibilities, 

with a greater focus on teams delivering integrated care pathways involving a wider 

range of partners, including patients and carers'. 

' 6 Johnston, L., Lardner, C., and Jepson, R. (2008) Overview of Evidence Relating to Shifting the Balance of Care" A Contribution to the Knowledge Base. 

Retrieved September 2008 from www.scotland.gov.uk/socialresearch 


75 


Scotland - Developing Community Hospitals 

According to research by the Scottish Government (2007), community hospitals should be located locally and 

provide integrated services with close proximity to community residents. The role of community hospitals is to 

provide a bridge between community services and specialized acute care hospital services by providing 

ambulatory and non-critical inpatient services closer to home. With only the most skilled professionals with 

state of the art equipment to care for complex patients centrally 

Community hospitals could provide the following services: 

• Day surgery 

• Pre-admission and post-discharge care (intermediate care) 

• Planned admissions where specialist care is not required or could be accessed remotely 

• A wide range of diagnostic and treatment interventions 

• Outreach outpatient services run by consultants and/or health professionals with special interests. 17 

4.1.1.3 Culture, Ethnicity and inclusivity 

Cultural competence is a set of congruent behaviours, attitudes, and policies that come together in a system, 

to enable the system and professionals to work effectively in cross—cultural situations.' Cultural competence 

reduces disparities in service, addresses inequities in access to care and services, and requires an 

understanding of the communities being served as well as the cultural influences on an individual's beliefs and 

behaviours. 

Cultural competence must be considered at the health system level as well as at the individual program and 

population levels. Thus, the design must acknowledge and overtly address cultural competence. 

Research clearly indicates that culture and ethnicity influence health in very real ways including: how people 

link with the health system, their access to health information, their lifestyle choices, their participation in 

health promotion and prevention, and their understanding of health and illness. Some persons/groups may 

face additional health risks due to socio-economic environment, which is determined by dominant cultural 

values that contribute to the perpetuation of marginalization, loss or devaluation of language and culture and 

lack of access to culturally appropriate health care and services. " 

Immigrants in general were more likely to report a shift to fair or poor health, caused by factors such as 

household income, adopting unhealthy behaviours (e.g., poor eating habits leading to weight gain), increased 

stress, inadequate employment, housing conditions and discrimination. These findings and others must guide 

the design and distribution of health services across the system, as well as the development of the service 

delivery model. 

4.1.1.4 Case Management 

Case management was also included within the leading practices review as this function has demonstrated 

impact at the system level. This is especially relevant in relation to the management of transition across 

providers, and could be instrumental in impacting health system utilization while supporting the shift from 

acute to community care. 

17 The Scottish Government (2007) Developing Community Hospitals: A Strategy for Scotland. Retrieved September 2008 from 

http://www.scotiand.gov.uk/Publications/2006/12/18142322/3 

18 Cross, T.L., et al (1989). Towards a Culturally Competent System of Care: A Monograph on Effective Services for Minority Children Who are Severely 

Emotionally Disturbed. Washington, D.C., CASSP Technical Assistance Centre, Georgetown University Child Development Centre. 

19 Public Health Agency of Canada: Appendix C: Key Determinants of Health, http://www.phac-aspc.gc.ca/ph-sp/phdd/docs/common/appendix_c.html 



76 

Case management is defined as "a collaborative client-driven strategy for the provision of quality health and 

support services through the effective and efficient use of resources in order to support the client's 

achievement of goals"" 

The results of a questionnaire sent to all Organization for Economic Cooperation and Development (OECD) 

countries identified that coordination of care increases the quality of care, may reduce the costs to the health 

care system, and to a lesser extent, increase access to care. However, the questionnaire identified 4 key 

areas to address to improve care coordination and system performance: 

1. Better and more readily 

available information, 

transfer of information Level 3 

and wider use of Highly Complex Members (-5%) 

communication and 

information technology 

2. Strengthen ambulatory 

care capacity/manage 

care needs of patients, 

particularly those with 

chronic diseases. 

3. Consider "nem/' 

ambulatory care 

models and broaden Level 1: 

the scope of practice 

70-80% of Chronic Care 

for non-medical 

Model (CCM) population 

practitioners (perceived 

barrier to care 

coordination), staff with 

multi-disciplinary 

teams. 

4. Reduce the barriers between sectors, particularly in the transition to long term care, as well as from the 

health sector to the social services sector; (care coordination problems are most intense at the interfaces 

between health care sectors and between providers). 

Case management activities change along the health continuum. At one end, where patients are able, they 

self-manage with little support from the formal health care team. It is important that health care professionals 

understand and respect this capacity and work with patients to enable their efforts and support their priorities 

as opposed to the traditional approach of prescribing protocols and expecting compliance. Case Managers 

provide system navigation and support for patients whose needs are more complex and/or who are 

experiencing increased health and/or social needs. The complexity of need informs the nature and level of 

health professional intervention. 

20 Canadian Home Care Association, 2005. 


77 


4.1.2 Program and Population Level 

A number of specific topics at the program and population levels were also reviewed including 

maternal/newborn, mental health and addictions, palliative and end-of-life care, seniors and chronic disease 

management. These topics were reviewed at a high level to understand the implications for community health 

planning. 

4.1.2.1 Maternal/Newborn 

A diverse body of research emphasizes early childhood experiences beginning in utero. We know that the 

impact of pregnancy, birth and early development lasts a lifetime, and that the presence of some factors and 

the absence of others impact the individual decades later. 

In Melbourne, Australia a new Strategic Framework has been developed which is focused on strengthening 

the capacity of the systems that support families, parents, professionals and communities to promote the 

health of children, identify ways to increase capacity and link health promotion efforts through a national 

approach to coordination of information, services and skill development, and stronger links within the health 

sector." National and innovative approaches under the directions and initial set of priority areas in the 

Strategic Framework will include targeted and collaborative action on: 

• Improving breastfeeding support during pregnancy, birth and beyond, 

• Addressing tobacco and alcohol use during pregnancy, 

• Preventing, identifying and managing postnatal depression, 

• Developing a nationally consistent approach to home visiting, and 

• Enhancing promotion of child safety during pregnancy, after birth and during the early years of life." 

Birthing centres are emerging as an alternative to hospital-based birthing services. In the UK, birth centres 

provide midwifery-led prenatal and postpartum care, births with a limited postpartum stay, and prenatal and 

parenting education. Most have a core group of midwives on staff and provide for 250 to 500 births per year. 

Birth centres only accept women who are likely to have straightforward labours — "low-risk" women. A 

comprehensive evaluation of the Edgware Birth Centre in London, the first evaluation of its kind in the UK, 

demonstrated that the centre provided safe, cost-effective care and was associated with high levels of 

maternal satisfaction.' The Edgware Birth Centre has emerged as a model for the establishment of other 

free-standing centres throughout the UK. 

4.1.2.2 Mental Health and Addictions 

Many individuals suffer from co-occurring substance abuse and mental health problems, known as concurrent 

disorders (CD). According to the World Health Organization, addictions and mental illness account for the 

greatest degree of disability, worldwide. The Canadian Health Network states, that 10% of adult Canadians 

report problems with their drinking and 50% report problems with someone else's drinking. Mental health and 

addictions are inextricably linked to physical illness. It is reported that each dollar spent on the treatment of 

alcohol use disorders saves between $4 and $12 in long-term societal, economic and medical costs.' 

Mental illness left untreated results in decreased functional abilities, increased morbidity and mortality and 

increased health care costs.' Support for the family physician and indeed the entire health care team so that 

21 Healthy Children — Strengthening Promotion and Prevention Across Australia, National Public Health Partnership, Healthy Children — Strengthening 

Promotion and Prevention Across Australia. National Public Health Strategic Framework for Children 2005-2008. NPHP, Melbourne (VIC), 2005 

22 Introduction to "Guidelines to Best Practice in Child and Adolescent Mental Health Services 

23 Saunders D, Boulton M, Chapple J. Evaluation of the Edgware Birth Centre. London: North Thames Perinatal Public Health, 2000. 

24 Outcomes and Effectiveness: The Success of Community Mental Health and Addiction Programs, www.cmhahamilton.on.ca . 

25 Utilization and costs for children who have special healthcare needs, Child Care Health Development, Current Opinion in Paediatrics, Vol. 18(4), August, 

2006, 32:225-237, http://www.co-pediatrics.corniptIre/copeds/fulltext/ 



78 

earlier interventions are provided improves patient outcomes and satisfaction and increases provider 

satisfaction. 

The Canadian Collaborative Mental Health Initiative, "Better Practices in Collaborative Mental Health Care: An 

Analysis of the Evidence Base"", provided a systematic review of the experimental literature in order to 

identify better practices in collaborative mental health care in primary care settings. A few of the key 

conclusions and best practices include the following: 

• Collaborative practice is likely to be developed when clinicians are co-located and is most effective 

when the location is familiar and non-stigmatizing for patients. 

• Enhanced collaboration paired with treatment guidelines or protocols offers important benefits over 

intervention alone in major depression. 

• Systematic follow up was a powerful predictor of positive outcome in collaborative care for depression. 

• Collaboration alone has not been shown to produce skill transfer in primary care physician knowledge 

or behaviours in the treatment of depression. Service restructuring designed to support changes in 

practice patterns of primary health care providers is also required. 

• Enhanced patient education was part of many studies with good outcomes. Education was generally 

provided by someone other than the primary care physician. 

4.1.2.3 Palliative and End-of-Life Care 

An interdisciplinary team approach has been found to be most effective in coordinating the care and services 

required for palliative and end-of-life patients and their families. An interdisciplinary team approach enables 

providers to share common information about patient and family needs; recognize networks of practitioners for 

backup, consultation and advice; and a common information system for referral and registration into a end-oflife 

program. Support is provided to families by helping them understand the choices available to them, the 

benefits and costs of these choices, to assist with the preparation and advanced care planning required and to 

identify and link them to the various available supports (i.e. psychosocial, spiritual, bereavement, and 

financial) for home based care. Information about the availability of specialized support and backup, access to 

specialized hospitals, hospices and residential care are also more readily available when care is coordinated 

through an interdisciplinary team. Increased education is required at all levels including basic and continuing 

education for professionals, specialized health providers (i.e. specialist palliative physicians, clinical nurses 

and nurse practitioners) and volunteers." Cancer Care Ontario has identified the following steps in their 

Collaborative Care Plans: 

• Disease and symptom, 

• Psychosocial and spiritual assessment and care, 

• Patient/family education, 

• Expected patient outcomes, 

• Referrals, 

• Pharmacological and non-pharmacological therapy, and 

• Overall planning." 

4.1.2.4 Seniors 

"Providing care to frail elderly patients is one of the biggest health challenges facing health care. Although 

most seniors are healthy, about 15% are frail. The health care system that this frail group requires is different 

26 Canadian Collaborative Mental Health Initiative — Better Practice in Collaborative Mental Health Care: An Analysis of the Evidence Base, 

http://www.ccmhi.ca/en/products/04_BestPractices_EN.pdf. 

27 British Columbia; "Provincial Framework for End of Life Care", 2007 

28 Cancer Care Ontario: "Presentation on Provincial Palliative Care Integration Project (PPT)", October, 2006 

PricewaterhouseCoopers LLP 19


79 

from one that would be adequate for healthy older adults" 29 Hospitalization due to unintentional injury occurs 

most often among the elderly. Fall related injuries represent the most common cause for hospitalizations 

among the senior population. The statistics on falls are staggering and include: 

• Almost 62% of injury-related hospitalizations for seniors are the result of falls, 

• The fall-related injury rate is nine times greater among seniors than among those less than 65 years 

of age, 

• Almost half of seniors who fall experience a minor injury, and 5% to 25% sustain a serious injury such 

as a fracture or a sprain, 

• Falls cause more than 90% of all hip fractures in seniors and 20% die within a year of the fracture, 

• Families are often unable to provide care, and 40% of all nursing home admissions occur as a result 

of falls by older people, 

• Even without an injury, a fall can cause a loss in confidence and a curtailment of activities, which can 

lead to a decline in health and function and contribute to future falls with more serious outcomes, and 

• A 20% reduction in falls would translate to an estimated 7,500 fewer hospitalizations and 1,800 fewer 

permanently disabled seniors. The overall national savings could amount to $138 million annually." 

However, there are programs that can affect these statistics. Specialized Geriatric Services (SGS) can reduce 

operating costs and bed requirements by lowering the frequency of falls among seniors in the community. 31 

SGS can improve the quality of care and outcomes for seniors. Functional decline occurs in 25% to 60% of 

older persons after entering acute care facilities compromising their return to independence. Specialized 

geriatric services offer several benefits including: decreased acute readmissions, reduced rate of emergency 

department admission, decreased length of stay, improved survival and improved functional status." 

Streamlined guidelines and alternative methods of service delivery are needed to meet recommended 

standards for quality healthcare."' A recently released policy paper by British Columbia physicians, Working 

Together: Enhancing Multidisciplinary Primary Care in BC, highlights the benefits of developing communitybased 

care teams, such as better coordinating care, optimizing the use of health care resources, and 

improving patient outcomes.' 

Most researchers agree that an aging population will result in higher demands on healthcare services and 

greater costs to the health system. Many suggest that the impact can be managed by changing the way the 

system is organized. 

4.1.2.5 Chronic Disease Management 

A chronic condition is an illness, functional limitation or cognitive impairment that lasts or is expected to last at 

least one year, limits what a person can do, and requires ongoing care. The goal of chronic disease 

management is to treat patients sooner, closer to home and earlier in the course of the disease. 

Effective disease management dovetails with Canada's primary health care strategy which focuses on: 

• Healthy living - including prevention and self management, 

• A team approach to patient/client care, 

29 Aging Matters: Maximizing the Health of Older Adults in the South Shore Health District. South Shore Health. 2005 

30 "Report on Seniors' falls in Canada", Minister of Public Works and Government Services Canada, 2005. 

31 Lewis D (editor) Organization of Specialised Geriatric Services: An Evidence-based Approach. (under revision for University of Toronto Press). Page 4. 

32 Ibid. 

33 Ostbye, Truls, et al. (2005). Is There Time for Management of Patients With Chronic Diseases in Primary Care? Annals of Family Medicine 3: 209-214, 

http://www. an nfammed.org/cgi/content/ful1/3/3/209. 

34 BCMA Council on Health Economics and Policy, CHEP). (2005). Working Together: Enhancing Multidisciplinary Primary Care in BC. A Policy Paper by 

BC's Physicians. Vancouver: British Columbia Medical Association. 

http://www.bcma.org/public/news_publications/publications/policypapers/MDC/MDC_Report.pdf. 



80 

• '24/7' access to the right services when needed, 

• Improved information sharing between health providers, and 

• Expanded access to information by Canadians through the use of tools and electronic health records 

and systems." 

• Self-management is often considered to be the key success factor in the outcome of chronic disease 

management. Self management involves all levels of the health system — individuals, their families 

and caregivers, service providers, health organizations, the wider health system and the community. 

Managing chronic illness through an acute system will provide only limited results. Chronic disease 

management is a community responsibility managed by family physicians and the network of community 

based health and social services to support patients to maximize their health and independence. 

Ontario has adopted the Chronic Care Model (CCM) developed by the MacColl Institute for Healthcare 

Innovation, which demonstrates that outcomes across a range of chronic diseases can be improved if a 

multifaceted approach is taken and attention given to the community, health system, self-management 

support, delivery system design, decision support and clinical information systems." The Chronic Care Model 

(CCM) provides an organizational approach to caring for people with chronic disease in a primary care setting. 

British Columbia has implemented the Expanded Chronic Care Model that incorporates the same approach as 

identified above, however BC has expanded the model to include health promotion and disease prevention. 

"The model can be employed with a variety of chronic illnesses, health care settings and target populations. 

The purpose of applying the model is to achieve better health outcomes, resulting in healthier patients, more 

satisfied providers and more cost-effective expenditure of health care resources". 

Figure 1: BC's Expanded Chronic Care Model 

COMMUNITY 

Build healthy 

public policy 

HEALTH SYSTEM 

Create 

Supportive Self Management/ 

Environment Develop Personal 

Skills 

Information 

Systems 

Strengthen 

Community 

Action 

Delivery System 

Design/Re-orient 

Health Services 

Decision 

Support 

Activated 

Community 

Informed 

Activated 

patient 

Productive hlteractions 

& Relationships 

Prepared 

Proactive 

Practice 

Team 

Papulelion Health Outcomes/ 

Functional & Clinical Outcomes 

Prpared 

Proactive 

Community 

Partners 

OMNI &MUM& 

Ibileal&Adis Odi & OW= 

Adaphid V= IL, G, Inc E.,=rim, L PD1). Darrthe Menlo Quo Rai ElsoaravoiLigampiirlor 

AiraYfif. p 

Milt Dwain Midi and Win Cam& NW Coda Pubic NM 

Source: BC Ministry of Health Services, 2007 

35 Preventative Medicine: A "Cure" for the Health Crisis, Disease Management, Vol. 9, Supplement 1, 2006, www.liebertonline.com 

36 Calgary Health Authority Regional Strategy for Chronic Disease Management (Overview), 

http://www.uofaweb.ualberta.ca/ahln/pdfs/COMOSH_Framework_Dec_2003.pdf 

37 BC Ministry of Health Services (2007) BC Expanded Care Model. Retrieved on January 2009 at 

http://www.health.gov.bc.ca/cdm/cdminbc/chronic_care_model.html. 


81 


4.1.3 Conclusions from the Leading Practices Research 

Leading practices research from around the world demonstrates that other jurisdictions are moving forward 

with health system re-design, integration, and reforms in service delivery. Key lessons that can be applied to 

the District of Mission include methods for delivering health services and also practices that enhance provider 

integration. 

There is a deliberate shift in many jurisdictions to health systems that are focused on community-based 

provision of care versus the more traditional acute care or hospital-based model. These models emphasize 

community-based care as the first point of contact for consumers and an acute care system that supports the 

community-based system. Similar to British Columbia, other countries are expanding the role of primary 

healthcare and group practices that encourage interdisciplinary care through collocation of health 

professionals and integration. There is also a trend towards encouraging self-management for people that are 

capable, but implementing case management for more complex cases and intensive case management for 

extremely complex cases or people that are frequent users of the health system. This approach to care 

coordination would be beneficial to Mission are residents who often face barriers in terms of accessing care, 

and needing to repeat information to each provider. Another prominent theme is an emphasis on health 

promotion and disease prevention strategies across the health system, helping people stay well, rather than 

waiting for illness to strike. 

Leading practices also clearly points to systems with greater integration across health providers and sectors to 

improve the quality of care and increase access, at reduced financial costs. The health sector can lead 

partnerships or participate with social, education, and other sectors to influence the health of a population 

through a coordinated approach to overall health and well being. 

4.2 Key Findings: Quantitative 

4.2.1 Geographic Profile 

The geographic distribution of the population has significant implications for health service planning. The 

District of Mission, Local Health Area (LHA) #75 occupies 225.8 square kilometres" with a 2008 total 

population of 41,2703 9 . 

The District of Mission Geographic Areas (see Figure 2 for a detailed map of the District of Mission) include: 

• To the West, Mission is bordered by Maple Ridge (roughly West of the Stave Lake I Hayward Lake / 

Stave River corridor). 

• To the East, Mission is bordered by the Fraser Valley Regional District (FVRD), and this border is 

roughly in line with Hatzic Lake (the horseshoe looking lake to the East of Shook Rd. 

• To the South, Mission is bordered by the Fraser River, and across the River is Abbotsford. 

• To the North, Mission is bordered by the FVRD again. 

The community is located 70 km east of Vancouver, and a 15-minute drive from the Canada/U.S. border. 

Major municipalities surrounding the District of Mission geographic area include: Abbotsford; Chilliwack; Hope; 

and Harrison / Kent. 

The District of Mission receives health services through the Fraser Health Authority. Fraser Health is broken 

up into three regions Fraser East, North and South as depicted below in orange, green and purple 

respectively. The District of Mission is within the Fraser East region which also includes Abbotsford, 

Chilliwack, and Hope/Agassiz. Fraser South consists of Surrey, Langley and White Rock/South. Where as 

Fraser North includes Burnaby, Tri - Cities, Maple Ridge / Pitt Meadows, and New Westminster 

'a BC STATS 

39 Fraser Health Community Profile 2008 A Snapshot of Health & Its Determinants — Mission Local Health Area, January 2008 


82 


Figure 2: District of Mission and Surrounding Area Map 

Source: Fraser Health (2005) A Snapshot of Health: Mission Local Health Area 

4.2.2 Demographic Profile 

Demographic data reflect the characteristics of the population and help to understand a population's demand 

for health services. The Demographic profile includes information pertaining to population growth, population 

projections, population density, population aging, projected population growth by age, knowledge of official 

languages, ethno-cultural diversity, aboriginal populations, francophone population, and lone parent families. 

4.2.2.1 Population Growth 

Based on 2006 population estimates, there were 34, 505 residents living in the District of Mission, 

representing 0.8% of the provincial population. The District of Mission is the third largest community in the 

Fraser Valley region. From 2001 to 2006, The District of Mission experienced a population growth greater than 

that of both Fraser Health and British Columbia as a whole. The population of the District of Mission increased 

by 10.3% compared to the population growth of 8.2% for Fraser Health and 5.3% for the province. 


83 


Figure 3: Percentage of Population Growth 2001-2006 

12.0 

M ission District 

Percent Population Growth or Decline (%) between 

2001 and 2006 Census 

0 

N 

• „, 

• O 

o. 

o " 

o_ 

10.0 

8.0 

6.0 

4.0 

2.0 

0.0 


Fraser Health 

British Columbia 

Region 

Source: Census 2006 Statistics Canada 

4.2.2.2 Population Projections 

The District of Mission population is expected to increase between 2008 and 2018 by 9,209 people to an 

increase of 24.2%. The average annual growth rate is estimated to be 2.2%. The greatest increase is 

expected to occur through the construction of single family residential units, with the highest growth in south 

western Mission. Significant commercial and industrial construction is also expected in the neighbourhood of 

Mission Central and the entire Fraser Area during this same period. 

Figure 4: District of Mission Population Projections, 2008 to 2018 

48,000 

46,000 

44,000 

0 

a. 

0 

0 

42,000 

40,000 

38,000 

36,000 

34,000 

32,000 

30,000 

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 

Year 

Source: Growth DCC Revenue Projections, Regional Division of the FVRD Planning Dept, June 2008 update 


84 


4.2.2.3 Population Density 

The District of Mission has a population density of 152.8 residents per square kilometre. Mission has a lower 

density than other nearby communities such as Abbotsford, Chilliwack and Harrison Hot Springs. 

Approximately 80% of Mission area residents live in the urban centre with the remaining 20% living in rural 

areas. Analysis of the number of private dwellings that exist in urban and rural areas in the community reveal 

a similar urban/rural split. This is an important finding as rural areas may present more challenges in terms of 

equitable access to health care services. 

4.2.2.4 Population Aging 

The demographic composition of the District of Mission will continue to change. With almost 63% of the 

population under the age of 45 years, the community of District of Mission is relatively younger than that of 

Fraser East (60%) and the province (57%). The median age of Mission residents is 37.5 years—lower than 

that of the region (38.2) and province (40.8) 

Figure 5: Mission and BC - Age and Sex Population Distribution 

Age and Sex Population Distribution, 

Mission and British Columbia, 2006 

Males . Female 

85+ 

80-84 

75-79 

70-74 

65-69 

60-64 

55-59 

50-54 

45-49 

40-44 

35-39 

30-34 

25-29 

20-24 

15-19 

10-14 

5-9 

0-4 

❑ Mission 2006 

■ BC 2006 

0 

5 4 3 2 1 0 1 2 3 4 5 

Percentage of Total Population 

Source: Census 2006 

4.2.2.5 Projected Population Growth by Age 

One notable trend is the aging of the population. Over the next decade, the greatest increase in the proportion 

of the population of District of Mission is expected in the 50 to 79 age group, and particularly residents 

approaching retirement (i.e., 60 to 64). There will also be a downward shift in the proportion of the population 

in the children to young adult age groups (i.e., ages 5 to 29). Age is the greatest predictor of increased illness 

and use of health care services; and a higher proportion of residents in older age cohorts will have greater 

demands on the local health care system. However, it is important to note that increased health care utilization 


85 


among older age groups may also be a result of increased intensity of services rather than demographic shifts 

alone. 

Figure 6: Projected Population Growth by Age for 2008 and 2018 

9.0% 

8.0% 

7.0% 

6.0% 

5.0% 

—•—• Mission LHA - 2008 

—a—Mission LHA - 2018 

4.0% 

3.0% 

2.0% 

1.0% 

0.0% 

cp 0\cb rio‘ ccp nix .. ,bcb ,pp ,txcb cob 5,.)cD .955 \cb 

O' q?" rt`;) 4) 0 4P ‹,P t>=' 

Age Group 

Source: People 32 

In 2008, the District of Mission had a higher proportion of children and youth (age 0 to 19) and adults aged 35 

to 55 compared to the rest of Fraser Health and the province overall. It has a lower proportion of young adults 

aged 20 to 34 and older adults aged 60+. By 2018, the District of Mission will continue to have a higher 

proportion of children and youth (age 0 to 19) as well as a greater proportion of middle-aged adults (i.e., age 

35 to 64) in comparison to the health region and the province. 

4.2.2.6 Knowledge of Official Languages 

Access to health services may present more challenges for populations without knowledge of official 

languages such in the case of residents requiring translation or cultural interpreter services to access health 

information and services. Despite best efforts to collect relevant up to date data, the available data is limited in 

terms of identifying the percentage of Mission area residents with no knowledge of English or French. 

According to 2001 Census data 87% of Mission area residents reported English as their mother tongue while 

11.6% reported other non-official languages including Punjabi, German and Dutch. IN terms of language 

spoken at home, 96.7% identified English as their home language, 2.4% identified Punjabi and 3.2% identified 

other non-official languages". 

40 Fraser Health (2007) A Snapshot of Health: Mission Local Health Area. 


86 


4.2.2.7 Ethno-Cultural Diversity 

New immigrants may have different health care needs and different levels of health care utilization from those 

who have lived in Canada longer. New immigrants may also experience difficulty accessing health care 

services due to a variety of reasons such as language and cultural barriers. Understanding the proportion and 

origin of immigrants in a geographiO area can help plan for culturally competent service delivery for 

communities with diverse ethnic groups. 

According to the 2006 Census, ethno-cultural diversity is considerably lower in the District of Mission 

compared with the provincial average, likely as a result of the significant degree of immigration to the larger 

urban centres. Approximately 5,065 or 15% of residents in Mission are immigrants; significantly less than for 

the region (20.0%) and BC (27.5%). Relatively few of these are recent immigrants (i.e., arrived between 2001 

and 2006). Approximately 3,515 or 9.4% of residents in Mission are a visible minority; significantly less than 

for the region (13.6%) and BC (19.8%). Of these, the large majority are of South Asian origin (5.9%), higher 

than that for the province (5.2%), but lower than that of the surrounding Fraser East region (9.0%). In addition, 

there is a relatively small Chinese community in Mission (0.4%) than exists in the province overall (8.0%). 

4.2.2.8 Aboriginal Population 

Health status characteristics and non-medical determinants of health for Aboriginal people differ from the non- 

Aboriginal population. Knowledge of the number and proportion of Aboriginal people is useful for planning 

Aboriginal sensitive services and also provides context to better interpret health indicators. 

Approximately 1,995 or 5.9% of the population of Mission has identified themselves as Aboriginal. This is a 

higher proportion than Fraser East (5.7%) and the province overall (4.8%). Approximately 1.9% of the 

population identified themselves as Registered Indian Status. Approximately 90% of Aboriginals indicated that 

they speak English only. The vast majority identified themselves as North American Indian (58%) or Metis 

(38%). It is important to note that Aboriginal data is difficult to collect and interpret. The above findings should 

be validated and used with caution. 

4.2.2.9 Francophone Population 

There is a low level of French spoken throughout the province of BC; Mission is consistent with this 

characteristic. In the District of Mission there are approximately 445 (1.3%) individual who identify French as 

their mother tongue.. This is a slightly higher proportion than the rest of the health region (1.1%) and the same 

as the province overall (1.3%). 

4.2.2.10 Lone-Parent Families 

Lone parent families are among the most economically vulnerable residents. According to the 2006 Census, 

the District of Mission has a relatively smaller proportion of married couple families (70.3%) compared to the 

region (74.6%) and province (72.7%). The large majority of single parent families in the District of Mission 

were female lone-parent families (13.3%) and were at a higher proportion than the region (12.1%) and the 

province (12.0%). 

4.2.3 Socio-Economic Status 

Socio-economic conditions have a significant impact on the health of individuals as well as on the health 

status of a given community. For this reason, our research has included a number of elements that make up 

the socio-economic status of the District of Mission. These elements are discussed in the following sections 

and include education, employment, income, food insecurity, housing affordability, home ownership, and a 

composite ranking on health and determinant indices. 

4.2.3.1 Education 


87 


Education is one of the key components of socioeconomic status and is positively associated with health 

status and healthy behaviours. Education contributes to health and prosperity by equipping people with 

knowledge and skills for problem solving, and helps provide a sense of control and mastery over life 

circumstances. Education may also increase opportunities for employment and income security and equip 

people with the skills necessary to access and understand information and other resources required to 

maintain or improve their health. 

In 2007, the percentage of Grade 4 children that were below their reading and writing level included 18.2% for 

the District of Mission compared with 13.9% for the province. 

In 2006/07 the percentage of Mission area residents without a completed high school education was 19.9% 

compared with 19.6% for the province overall. In the same year, the percentage of Aboriginal students without 

a high school education included 47.7% versus 52.0% for the province. It is important to note that the high 

school completion rate in the District of Mission has improved by 16.9% over the last 9 years. 

The proportion of District of Mission area residents that did not attend post-secondary institutions (55.6%) is 

lower than that of the region (56.0%) but higher than that of the province (47.8%). Of the 44.4% of Mission 

area residents who have attended post-secondary institutions, a slightly higher proportion studied in the fields 

of: architecture, engineering and related technologies; agriculture, natural resources and conservation; 

personal, protective and transportation services than the province as a whole. 

Table 1: Post Secondary Education 

Post-Secondary Education 

Total population 15 years and over 

Mission District 

# 

26,895 

°A, of Total 

100.0% 

# 

202,370 

Fraser East 

% of Total 

100.0% 

3,394,905 

BC 

% of Total 

100.0% 

No postsecondary certificate, diploma or degree 14,960 55.6% 113,390 56.0% 1,621,995 47.8% 

Education 905 3.4% 7,515 3.7% 135,905 4.0% 

Visual and performing arts, and communication technologies 355 1.3% 2,770 1.4% 76,385 2.2% 

Humanities 535 2.0% 5,985 3.0% 101,875 3.0% 

Social and behaviour sciences and law 1,070 4.0% 7,000 3.5% 177,185 5.2% 

Business, management and public administration 1,930 7.2% 16,545 8.2% 366,975 10.8% 

Physical and life sciences and technologies 220 0.8% 1,700 0.8% 63,415 1.9% 

Mathematics, computer and information sciences 275 1.0% 2,575 1.3% 66,200 1.9% 

Architecture, engineering and related technologies 3,150 11.7% 20,635 10.2% 385,325 11.4% 

Agriculture, natural resources and conservation 435 1.6% 2,905 1.4% 45,020 1.3% 

Health, parks, recreation and fitness 2,010 7.5% 14,685 7.3% 252,655 7.4% 

Personal, protective and transportation services 1,035 3.8% 6,650 3.3% 101,725 3.0% 

Other 10 0.0% 15 0.0% 245 0.0% 

Source: 2006 Census of Canada, Statistics Canada 

4.2.3.2 Employment 

An individual's physical, mental and social health is affected by their employment status which not only 

provides income but also a sense of identity, purpose, social contacts and opportunities for personal growth. 

Furthermore, unemployed individuals tend to experience more health problems and long-term unemployment 

could extend one's susceptibility to poor health. 

In 2006, the labour force participation rate of the District of Mission residents (68.2%) aged 15+ is slightly 

higher than that of the region (65.9%) and the province (65.6%). The unemployment rate in the District of 

Mission (5.6%) is lower than that of the province (6.0%). Higher levels of unemployment exist in the south- 


88 


central portions of the District of Mission. Note that unemployment rates do not capture duration of 

unemployment". 

4.2.3.3 income 

Income is another widely used measure of socio-economic status. Low income is associated with low-skilled 

jobs, high unemployment rates, unfavourable lifestyle and living conditions, and a greater prevalence of 

disability and health problems. Income not only provides the means to purchase necessities such as food, 

warmth and shelter, but also influences quality of life, the ability to make choices, and the ability to participate 

in society. 

The highest proportion of low income families reside in the southern portion of the District of Mission 

geographic area. The median income for Mission area residents aged 15+ is comparable to that of the 

province ($24, 679 versus $24, 867) and slightly higher than that for the region ($23, 383). Of this income 80% 

is obtained from earnings, which is significantly higher than that for the region and province (75%). However, 

District of Mission residents do receive a greater proportion of government income assistance (11.7%) 

compared to the province overall (10.7%). The incidence of families living in poverty in the District of Mission 

(14.6%) is lower than the provincial average (17.3%) but higher than that of the rest of the region (13.9%). A 

similar pattern exists for residents less than 18 years of age. 

4.2.3.4 Food Insecurity 

Food insecurity is defined as a lack of money contributing to not having enough food to eat; not having quality 

or variety of food; or worrying that there may not be enough to eat. A total of 15% of Mission area residents 

reported food insecurity compared with 12.4% for the province. Larger proportions of women than men 

reported feelings of food insecurity in all participating Fraser Health communities and in BC overall. 19.9% of 

women and 10.1% of men in Mission reported feeling food insecurity. 

4.2.3.5 Housing Affordability 

Generally, households are considered to have affordability problems if more than 30% of household income is 

spent on housing costs. At that level of spending, it is likely that inadequate funds will be available for other 

necessities such as food, clothing, and transportation. Based on PEOPLE29, the percentage of households 

spending 30% or more of their income on housing in the District of Mission was 32%, which is slightly higher 

than the province as a whole (28.6%). However, not all households spending 30% or more of income on 

shelter costs are necessarily experiencing housing affordability problems (i.e., some households may choose 

to spend higher percentages of their income on housing). 

4.2.3.6 Home Ownership 

Home ownership can be associated with quality of life and health status as it could be an indicator of selfesteem, 

a stable income level, and a sense of security. Also, housing affordability problems may affect renters 

more than owners. 

Overall, the District of Mission population had lower proportions of private dwellings not owned (23.6%) when 

compared to the regional (25.0%) and provincial average (30.1%). However, note that non-ownership rates 

may be affected by age structure, marital status, and the availability of rental accommodation. 

Mission's existing housing stock is comprised largely of single detached dwellings (69.4%). There has been a 

slow move toward providing a range of housing choices that includes multi-family residential units. During the 

early to mid 1980s, less than 100 multi-family residential dwellings were built in Mission. By 2003, the housing 

stock contained 1,403 apartments, representing 10.7% of the total housing stock. 

41 Statistics Canada (2006) Census of Canada 


89 


Between 2003 and 2031, the stock of dwelling units in the community is projected to increase two-fold from 

13,116 units to 26,003 units, an expansion of 98%. In keeping with the current predominance of single 

detached units, the largest portion of future additions is projected to be single detached units. Of the 2031 total 

housing stock, 67.8% is projected to be comprised of single detached units. 

4.2.3.7 Composite Ranking on Key Health and Determinant indices 

Relative to the province as a whole, the District of Mission is the 23rd worst-off LHA in the province (out of 77) 

based on the Overall Regional Socio-Economic Index which measures four basic concepts across LHAs 

including: economic environment; crime; health; and education. Further, Mission LHA ranked 3rd worst-off 

LHA in Fraser Health, behind Hope and Chilliwack. 

According to the Overall Regional Socio Economic index Mission ranked 28 th on a scale from 1 to 77 where 1 

is worst-off and 77 is best-off. The Worst off Fraser Health LHA ranked 4 th within BC and the Best-off Fraser 

Health LHA ranked 75 among the 77 BC LHAs. The remaining indices are depicted below. 

Table 2: Overall Regional Socio-Economic Index 

Index** 

Rank of 

Mission LHA in BC 

1=Worst-Off 

77=Best-Off 

Health 28 

Education 30 

Crime 24 

Human economic hardship 20 

Children at risk 40 

Youth at risk 30 

Cumulative Overall Summary 23 

Index*** of Above 

BC Ranking of Worst- BC Ranking of Best- 

Off Fraser Health Off Fraser Health 

LHAs 1 LHAs 

4 

14 

3 

2 

75 

76 

69 

70 

73 

70 

73 

Source: Community Profile 2008 A Snapshot of Health & Its Determinants: Mission Local Health Area — Fraser Health Decision Support 

4.2.4 Health Status 

Determinants of health such as health behaviours, living and working conditions, personal resources and 

environmental factors are all related to health status measures. The following health status measures highlight 

the need for continued monitoring of population health to understand the pressures on the health care system 

and to plan for the future. 

4.2.4.1 Infant Health 

Mission had the third highest Age Specific Fertility Rates in Fraser Health in 2005, reflecting the relatively 

young population discussed earlier. Mission's average fertility rate has been higher than the provincial rate 

(1,383) in the period studied. 

District of Mission had a significantly higher proportion of low birth weight babies between 2004 and 2006 

(9.0%) compared to the region (6.3%) and province (5.9%). Mission's rate was riot as stable as Fraser Health 

and BC rates, showing two increases in the incidence of low birth weight in 1995 and 1998. The Provincial 

Health Officer's target is 40 low birth weight infants per 1,000 live births (or 4.0%), which has been met by 

Mission twice in the period studied. Infants with a low birth weight (less than 2500 grams) are at an increased 

risk of illness, disability and death. Low birth weight can be the result of preterm birth or restricted uterine 

growth. Some known risk factors that influence birth weight are smoking, alcohol consumption, poor nutrition, 

stress, infection, lack of social support, use of prenatal health services and very young and older mothers. 


90 


Figure 7: Percent of Low Birth Weight Infants 

1993 1994 199.5 1995 1997 1996 1999 2000 2001 2002 2003 2004 MN 

Source: Community Profile 2008 A Snapshot of Health & Its Determinants: Mission Local Health Area 

The proportion of premature births per 1,000 population was higher in Mission (81.8) than for the region (75.4) 

and province (76.2). However, the Infant mortality rate between 2004 and 2006 for Mission was slightly higher 

than for the Fraser Health region (3.9 vs. 3.6) and lower than that of BC overall (4.2). 

Table 3: Infant Health Outcomes 

Births 

Health Outcomes 

Mission Fraser 

Health 

% Low birth weight babies (2004-2006) 9.0 % 6.3 % 5.9% 

Preterm birth rate per 1,000 live births (2004-2006) 81.8 75.4 76.2 

Infant mortality rate per 1,000 live births (2004-2006) 3.93 3.62 4.17 

Source: VISTA 

BC 

According to Statistics Canada (2007), adolescent mothers are at higher risk for giving birth to low birth weight 

babies as well as other associated health problems. Teen pregnancy can not only have a negative impact on 

the baby but also on the mother including anemia, hypertension, renal disease, eclampsia and depressive 

disorders. Teenage moms also put themselves at risk for sexually transmitted diseases. 42 

Fraser Health defines teen pregnancy as the total of live births, stillbirths and abortion to teenage moms aged 15 to 

19 years old. In 2003, there were 49 reported teen pregnancies in the District of Mission, which translates into 32.5 

pregnancies per 1,000 teen females 43. According to Kreuger, this rate rose in 2005 to approximately 55.7 per 1000 

population. In 2005, the teen pregnancy rate for Mission was higher than the rates for Fraser Health and BC. 

42Statistics Canada (2007) Teenage Pregnancy. Retrieved on January 2009 at http://www.statcan.gc.ca/kits-trousses/preg-gross/preg-gross-eng.htm . 

43 Fraser Health (2005) A Snapshot of Health: Mission Local Health Area 


91 


Figure 8: Teen Pregnancy per 1000 population 

BC 

FH 

• Teen Pregnancy 

0 10 20 30 40 50 60 

Source: Kreuger, 2005 

4.2.4.2 Self-Reported Health Status 

One way of gauging the health of a population is to simply ask people to rate their own health - while biased, it 

has proven to be a good indicator of the general health status of the population. Self-reported health is a 

widely used indicator of overall health status. It can reflect aspects of health not captured in other measures, 

such as incipient disease, disease severity, aspects of positive health status, physiological and psychological 

reserves, and social and mental function. Based on the BC Health & Wellness Survey (July 2006), the 

percentage of District area residents that described their health as "Very Good or Excellent" was 51.7% 

compared with 54.2% for the province. However, it is important to note that among participating Fraser Health 

communities, Mission (17.4%), had the second largest proportion of respondents rating their own general 

health as fair/poor. In Mission, there were little differences between the sexes in terms of general health 

ratings. Older respondents were more likely to rate their own health unfavourably than were younger 

respondents 

Figure 9: Self Reported General Health 

Self-Rated General Health 

Hope 


Source: BC Health & Wellness Survey, July 2006 


92 


4.2.4.3 Obesity 

Based also on the BC Health & Wellness study (2006), the prevalence of obesity in the District of Mission was 

24.2% versus 17.8% for the province. A total of 58% of adults between the ages of 18 to 34 year olds and 

63% of individuals between the ages of 35 to 54 had a body mass index (BMI) in the overweight and obese 

categories. A total of 69% of men and 53.7% of women reported BMIs in the overweight or obese ranges. 

Older respondents aged 55+ were less likely to report normal BMIs than the younger respondents. This will 

have a significant impact to the individual's health needs as they age as obesity has been linked to diabetes 

mellitus, hypertension, cardiovascular disease and certain types of cancers. 

4.2.4.4 Health Practices 

Overall, poor health practices are known to be related to increased risk of many chronic diseases, mortality 

and disability. The health practices discussed in further detail include tobacco use, alcohol consumption, 

physical activity, healthy eating and a sense of community/ social belonging. 

Tobacco Use 

Tobacco use and subsequent tobacco-related illness is the leading cause of preventable death in BC. 

Smoking causes up to 6,000 deaths each year in British Columbia alone. Smoking kills more people in BC 

than all other drugs, motor vehicle collisions, murder, suicide and HIV/AIDS combined'. Smoking is 

associated with ischemic heart disease, lung cancer, chronic lung disease and a number of other cancers. 

Exposure to environmental smoke is associated with a number of diseases including heart disease, 

respiratory problems and cancer. Efforts to reduce second-hand smoke include the encouragement of people 

to designate their homes as being smoke free. According to the BC Health & Wellness Survey (2006), 22.3% 

of Mission area residents admitted to daily or occasional smoking, compared with 20.9% for the province. 

23.4% of women and 21.2% of men in Mission reported that they are current smokers. The proportion of 

Mission women reporting that they are current smokers was larger than in BC (19.8%), but the proportion of 

men who are current smokers was smaller than in BC (22%). 42.5% of men and 39.4% of women 

respondents have never smoked. A smaller proportion of men (36.3%) than women (37.2% each) are former 

smokers. The 18-34 years age group exhibited the largest proportion (56.9%) of respondents who have never 

smoked. The 55+ years age group had the largest proportion of former smokers (47.9%) and the smallest 

proportion of current smokers (18.3%). 

Figure 10: Male and Female Smokers 

Male and Female Current Smokers, by Community 

• Males OFemales 

23.4% 23.4 

21.5% 22.8% 

19.8 8 

14 8%14 88 

11.7% 

8.5% 

Hope 

Mission Port Moody South Surrey/ New 

White Rock Westminster 

BC 

Source: BC Health & Wetness Survey, July 2006 

44 Tobacco-Free. Retrieved December 2008, from http://www.health.gov.bc.ca/tobacco/ 


93 


Alcohol Use 

Alcohol use is associated with conditions such as acute intoxication causing death, injuries from drinking and 

driving, chronic conditions such as liver cirrhosis as well as addictions related medical, social and 

psychological problems. 8.1% of Mission area residents compared with 7.8% for the province reported 

consuming seven or more drinks each week and or drank alcohol while pregnant. 

Physical Activity 

Physical activity has been linked to the prevention of numerous diseases including ischemic heart disease, 

weight control and osteoporosis among elderly women. Increasing the physical activity of a population can 

also provide mental health benefits. 27.1% of Mission area residents reported spending 15 hours or more per 

week on sedentary activities such as watching television, which was higher compared to 25.8% for the 

province. Perception of the physical environment was similar for Mission area residents and the province, 

76.2% of Mission area residents reported the availability of free or low cost facilities nearby compared with 

76.8% for the province. 

Healthy Eating 

Canada's Food Guide to Healthy Eating recommends including five to ten servings of fruits and vegetables a 

day as part of a healthy diet. The lack of fruit and vegetable consumption has been linked to serious disease 

such as cancer and cardiovascular disease. 36.6% of Mission area residents compared with 39.3% for the 

province, reported consuming five or more servings of fruits and vegetables per day. 

Table 4: Health Practices 

Tobacco Use 

BC Health & Wellness Survey Indicators 

Alcohol Consumption (7 or more drinks per week) 

Sedentary Activities (15 hours or more per week) 

Healthy Eating (7 or more fruits and vegetables per 

day) 

Community Belonging 

Stress 

Source: BC Health & Wetness Survey, July 2006 


BC 

22.3% 20.9% 

8.1% 7.8% 

27.1% 25.8% 

36.6% 39.3% 

N/A 

N/A 

N/A 

N/A 

Mission Score 

Worse than 

Province? 

Yes 

Yes 

Yes 

Yes 

N/A 

N/A 

4.2.4.5 Chronic Conditions 

Chronic conditions place a high burden on the health care system and reduce the quality of life of those who 

suffer from these condition(s). The prevalence of chronic conditions in the District of Mission will increase with 

aging of the population and have a corresponding increase in the need for health services. These conditions 

are therefore important markers of the current and future health of the population. With the exception of 

Chronic Obstructive Pulmonary Disease (COPD), the prevalence of many self-reported chronic conditions 

such as depression, high blood pressure, and diabetes are increasing. It is important to emphasize that these 

prevalence rates are self-reported and are often underreported due to survey bias. 


94 


Figure 11: Self-Reported Chronic Diseases 

25% 

Depression 22.2% 

20% 

High BP 15.0% 

- COPD 

-0-Stroke 

Chronic Kidney Disease 

Depression 

-K- Diabetes 

- -High Blood Pressure 

- Osteoarthntis 

- Rheumatoid Arthritis 

5% 

• 

Oste °arthritis 6.71% 

Diabetes 6.31% 

0% 

1998199 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 

Fiscal Year 

The graph above depicts the age-standardized prevalence rate of selected chronic diseases in District of 

Mission between fiscal years 1998/99 and 2005/06. The prevalence rate is calculated based on the 

prevalence / population using a 3-year rolling average due to small population sizes (e.g., 2005/06 includes 

fiscal year 2004/05, 2005/06 and 2006/07). 

Similarly, the BC Health & Wellness Survey (2005) compared the District of Mission and the province on 

several health status indicators. The survey collected information about respondents' general health status 

and about behavioural determinants of health. Between March and July of 2006, random samples of 400 

people aged 18 and older were surveyed in each participating community/LHA. Note that BC values do not 

represent the average for the overall BC population, but rather represent the average of all respondents to the 

survey. In terms of chronic diseases, Mission area residents appear to have higher incidence of diabetes 

(7.7%) compared with the province (5.8%) and similar prevalence of high blood pressure (17.9%) compared 

with the province (18.2%). The data regarding other chronic disease was limited. 

4.2.4.6 Infectious Diseases 

As seen in the past years, 2006 Hepatitis C incidence rates in Mission LHA were higher than Fraser Health 

and BC rates. The rates of other communicable diseases in Mission LHA were similar to Fraser Health and 

the BC average rates. Giardiasis, an intestinal infection caused by a single-celled parasite, has a rate at the 

LHA level that tends to be unstable from year to year given the small number of annual giardiasis cases, so 

this finding should be interpreted with caution. 


95 


Figure 12: Rate and Cases of Infectious Diseases 

Disease 

Cases 

Mission LHA 

Rate 

Fraser Health 

Cases Rate 

Cases 

Campylobacteriosis 14 35.3 556 37.1 1,592 36.9 

Salmonellosis 6 15.1 215 14.4 634 14.7 

Giardiasis 6 15.1 297 19.8 675 15.7 

Hepititis B NA NA 521 34.8 1,597 37.0 

Hepatitis C 77 193.9 994 66.4 2,935 68.1 

Pertussis 0 0 48 3.2 302 7.0 

Source: PEOPLE 32 - Decision Support, Fraser Health - Community Profile 2008 A Snapshot of Health & Its Determinants: Mission Local Health Area 

With regards to immunization rates, Mission is comparable to Fraser Health for the school year 2006/07. 

Meningococcal C vaccinations for grade 12 students are slightly below the Fraser Health percentage at 74.8% 

vs. 80.4% respectively. 

Table 5: Immunization Rates 

Immunization 

Kindergarten 


2006/07 

Fraser Health 

2006/07 

DaPTP 85.1% 76.2% 

Measles 83.7% 83.3% 

Mumps/ Rubella 88.7% 89.5% 

HIB N/A N/A 

Hepatitis B 79.4% 81.0% 

Varicella 67.6% 68.1% 

Grade 6 

Hepatits B 87.9% 87.7% 

Meningococcal C 92.1% 91.5% 

Varicella 87.9% 85.6% 

Grade 9 

Tdap 86.4% 86.7% 

Meningococcal C N/A N/A 

Grade 12 

Meningococcal C 74.8% 80.4% 

Source: Fraser Health, Communicable Disease Team 

BC 

Rate 

4.2.4.7 Mortality 

Life expectancy is a widely used indicator of the health of a population and refers to the expectant lifespan of 

an individual. Mission's life expectancy by gender (81.1 for females; 76.6 for males) was lower than BC and 

Fraser Health (83.2 and 78.6). Males in Mission were expected to live about 4 years less than females. 


96 


Mortality rates indicate the overall health of the population and are similar to what is measured by life 

expectancy. The difference between life expectancy and mortality rates is that life expectancy refers to the 

average life span of a population whereas mortality refers to the death rate of a population. The overall 

average mortality rate per 10,000 population between 2004 and 2006 for Mission was lower than the province 

but when adjusted for age, Mission (65.0) is higher than that of the region (53.4) and the province (52.5). The 

highest rates of mortality occurred in cancers (20.4) and diseases of the circulatory system (18.6). The 

proportion of all deaths that occurred for Mission residents before ages 65 (27.0%) and 75 (44.2%) are higher 

than that of the region (22.3% and 38.2%) and the province (21.9% and 38.0%). 

Potential years of life lost provide a measure of premature death; the number of years of life lost when a 

person dies prematurely from any cause before age 75. The potential years of life lost from these deaths per 

1,000 population between 2004 and 2006 for Mission (55.8) was greater than that of the region (41.4) and BC 

(44.7). Cancers and external causes were the highest contributors to this rate. 

Table 6: Mortality Rates 

Health Outcomes Mission 

Fraser 

Health 

Mortality' 

Rates 

Total Crude mortality rate per 10,000 (2004-2006) 68.58 63.28 70.72 

Age-standardized mortality rate (total) per 10,000 (2004-2006) 65.01 53.42 52.53 

Age.Standardize mortality rate by{major clinical category, rate per 10,000 (2004-06) 

Cancers 

20.4 15.4 15.6 

Diseases of the circulatory system 

18.6 17.2 15.9 

Diseases of the respiratory system 

6.6 5.8 5.2 

External causes of death 

4.7 3.4 3.7 

Diseases of the digestive system 

3.5 2.0 2.1 

BC 

Deaths that occur before age 65 as % of all deaths (2004-2006) 27.0 22.3 21.9 

Deaths that occur before age 75 as % of all deaths (2004-2006) 44.2 38.2 38.0 

Total Potential Years of Life Lost (2004-2006), standardized rate per 

1,000 population. 55.8 41.4 44.7 

Potential Years of Life Lost:by major clinical category, standardized rate per 1.000 population (2004- 

2006) 

Cancers 

16.67 11.46 11.65 

External Causes 

14.5 9.9 10.98 

Diseases of the circulatory system 

5.49 5.5 5.6 

Symptoms, signs and abnormal finding NEC 

5.16 2.73 3.45 

Diseases of the digestive system 

3.79 1.55 1.67 

Source: Vista 


97 


Other causes of death include attempted suicide, suicide and illicit drug death. 

Attempted Suicide 

The attempted suicide rate has decreased from 11.1 in 2005 to 8.0 in 2006, but continues to be one of the 

highest rates among the other LHAs within Fraser Health. 

FH Attempted Suicide Rates 

Source: Fraser Health Decision Support 

Suicide 

The Suicide Age Standardized Mortality Rate (ASMR) was 1.08 in 2002 — 2006. The rate ranged from 0.64 in 

Delta to 1.9 in Hope. The ASMR adjust for age and measures the number of suicide deaths if all populations 

used in the comparison had the same age distribution. 

2.0 

Suicide 5-Year ASMRs, 2002-2006 by LHA 

1.5 

0.5 

0.0 

Hope Chwk 

Abb 

Miss 

Ag/ New 

Har West 

Bby 

Mpl 

Rdg 

1.90 1.13 0.93 1,0 1.25 1.24 0.77 1.12 0.73 0 84 0.64 0 87 1.11 

Coq 

Lngly 



98 


Illicit Drug Death 

According to the Coroners office, illicit drug deaths are placed in the region by where the 'injury' happened and 

may not reflect where the person lived. Rates are calculated per 100,000 population 19-64 years of age. The 

District of Mission had a 7.6 illicit drug rate. The rates ranged from 1.8 to 20 among LHAs within Fraser 

Health. 

25 

Illicit Drug Death Rates Among 19-64 Year Olds, 2006 

20 - 

8 15 - 

2 1 0- 

0 

5- 

0 I 

I I 


4.2.5 Utilization of Health Services 

The following sections identify the utilization of health services including acute care, maternal care, mental 

health and addictions, rehabilitation, home support, assisted living and residential care, adult day program, 

palliative/ end-of-life care, ambulatory care, primary care, and health human resources. 

4.2.5.1 Acute 

Mission Memorial Hospital (MMH) is the District's sole community hospital and is located in the downtown 

portion of the community. MMH has 20 acute medical beds with an adjoining 10 bed hospice (Christine 

Morrison Hospice Residence) and a 75 bed extended care unit called the Dr. Stuart Pavilion. Two additional 

medical beds are slated for opening in 2008/09. The hospital has operated its beds at an average occupancy 

rate of 118%, and over 100% throughout 2007/08. 

Additional services provided by MMH include: 

• 24/7 Emergency Services (14 stretchers) 

• Surgical Daycare program 

• Ambulatory Care Services 

• Orthopaedic Clinic 

• Internal Medicine Clinic 

• Cardiology Clinic 

• Deep Vein Thrombosis Program 


99 


• Home IV 

• Respiratory Services 

• Seniors Clinic 

• Internal Medicine 

• Chronic disease management 

• Diagnostic support 

• Laboratory services 

Acute inpatient care represents a major part of health care expenditures. Although hospitalization measures 

capture utilization patterns it may not necessarily reflect population needs (i.e., hospital separations are a 

measure of both service use and availability of hospital beds). 

In 2006/07, there were 10,269 total patient days at Mission Memorial Hospital. Since 2004/05, Mission 

Memorial Hospital acute care volume has experienced a marginal increase in the number of cases (8.3% and 

a significant increase in the number of patient days (24%). Both the overall average length of stay as well as 

the acute portion have increased substantially since 2004/05. The average length of stay (ALOS) was 7.0 

days and the acute average length of stay was 5.7 days. Further analysis is required to identify the specific 

cause for this increase in the number of cases as well as patient days. 

Inpatient utilization (i.e. patient days per 1,000 population) depict the true picture of utilization in a community; 

although it is greatly influenced by the age structure of the population. For example, an older population would 

likely have a higher crude rate for medical inpatient days whereas a younger population may have a higher 

crude rate for obstetric inpatient days. Conversely, age-standardized rates have the advantage of providing 

summary rates that allows different population age structures to be compared. 

When adjusted for age, Mission area residents have a higher hospitalization rate than the province. The rate 

has remained high over three fiscal years from 2004/05 to 2006/07. 

The number of age-standardized hospitalization day rates by Major Clinical Category for fiscal years 2004/05, 

20068/06, and 2006/07 are increasing and higher than the provincial average for the following: 

• Diseases and Disorders of the Circulatory System 

• Diseases and Disorders of the Respiratory System 

• Diseases and Disorders of the Hepatobiliary System and Pancreas 

• Multisystemic or Unspecified Site Infections 

• Lymphoma, Leukemia or Unspecified Site Neoplasms 

• Diseases and Disorders of the Skin, Subcutaneous Tissue and Breast 

• Diseases and Disorders of Blood and Blood Forming Organs and Immunological Disorders 

• undefined/not coded/ungroupable/unknown 

• Diseases and Disorders of the Male Reproductive System 

The rate for admissions due to Mental Diseases and Disorders decreased to 62.6 in 2006/07 from 88.1 in the 

previous year. In spite of this decrease, Mental health days continue to account for the highest proportion of 

patient days for Mission residents (12.3%), which is lower than that for the province (14.9%). 

Market share refers to the proportion of a defined community that receives care at particular hospitals, also 

known as "commitment". Market share analyses can identify hospitals that are providing care to Mission area 

residents; including hospitals outside of the LHA (patient outflow). 

Market share for Mission Memorial has been increasing in the following major clinical categories: nerve, ENT, 

digestive endocrine, obstetrical and newborn, lymphoma, multi-system and burn disorders 


100 


The localization index refers to the percentage of population that receive health services locally. A higher 

localization index indicates more localized health services. However, it must be emphasized that the 

localization index is dependent on the geographic borders, and does not equate to access to service and/or 

access to closest service. 

In 2006/07, Mission area residents received most of their acute care from hospitals outside the District. 30.9%. 

of District of Mission residents requiring hospitalization received their care at Mission Memorial Hospital in 

2006/07. Where patients received care in another facility, it most often was at MSA Hospital (36.2%). 

Figure 13: Sources of Acute Care Services for Mission Area Residents 

Proportion of District of Mission Residents Served 

Acute Care Services by Hospital, 2006/07 

Royal Columbian 

Hospital, 5.4% 

MSA General Hospital, 

36.2% 

Ridge Meadows 


Mission Memorial 


Source: BC Provincial Health Planning Database 

4.2.5.2 Maternal Care 

There has been a 6.3% increase in the number of births between 2004/05 and 2006/07. In comparison to BC 

as a whole, the 2006/07 age-standardized hospitalization day rates for pregnancy and childbirth for Mission 

are slightly lower. 

Of the 439 deliveries by District of Mission mothers that occurred in 2006/07, over 60% were in MSA General 

Hospital in Abbotsford. A growing proportion of newborns are being delivered in Ridge Meadows Hospital (an 

increase of almost 90% since 2004/05).. 


101 


Table 7: Mission Resident Deliveries 

Location of Delivery 

Name 

M.S.A. General Hospital 

It 

2003/04 

294 

% 

71.2% 

;It 

2004/05 

278 

% 

64.8% 

# 

2005/06 

268 

°A) 

64.7% 

It 

2006/07 

267 

% 

60.8% 

Ridge Meadows Hospital 53 12.8% 78 18.2% 73 17.6% 100 22.8% 

Langley Memorial Hospital 12 2.9% 17 4.0% 21 5.1% 21. 4.8% 

Royal Columbian Hospital 18 4.4% 24 . 5.6% 22 5.3% 18 4.1% 

BC Women's Hospital 13 3.1% 9 2.1% 11 2.7% 11 2.5% 

Births at Home 5 1.2% 5 1.2% 5 1.2% 5 1.1% 

Chilliwack General Hospital 5 1.2% 3 0.7% 3 0.7% 4 0.9% 

Surrey Memorial Hospital 4 1.0% 5 1.2% 4 1.0% 3 0.7% 

Burnaby Hospital 6 1.5% 1 0.2% 1 0.2% 3 0.7% 

Royal Inland Hospital 0.0% 3 0.7% 0.0% 2 0.5% 

Richmond Hospital 0.0% 1 0.2% 0.0% 1 0.2% 

Peace Arch District Hospital 1 0.2% 0.0% 3 0.7% 1 0.2% 

Victoria General Hospital 0.0% 1 0.2% 0.0% 1 0.2% 

Mission Memorial Hospital 1 0.2% 0.0% 2 0.5% 1 0.2% 

Femie District Hospital 0.0% 0.0% 0.0% 1 0.2% 

St. Paul's Hospital 1 0.2% 3 0.7% 0.0% 0.0% 

Lions Gate Hospital 0.0% 0.0% 1 0.2% 0.0% 

' 

Prince George Regional Hospital 0.0% 1 0.2% 0.0% 0.0% 

1700 1- '` ,,.,4"; ._ 

. - - 

, r ' 413 - ,. 00:0°/0- 

. 

ebidk';i, :, .--0,*.- 

. •ii,v. 

'N: 10 .99/4 

Sources: BC Perinatal Database Registry; BC Pennatal Healtn Program 

4.2.5.3 Mental Health and Addictions 

According to the Fraser Health's A Snapshot of Health: Mission Local Health Area (2008), Mental Health and 

Addiction Services within Mission provide a range of acute, in-patient and outpatient, community and 

residential services along a continuum of care organized in seven client service streams including: 

• Youth and Young Adult, 

• Adult, 

• Community Residential Short Stay and Treatment (specific populations), 

• Geriatrics, 

• Addictions, 

• Tertiary (most intensive services), and 

• Housing. 

There is a total of 21 Mental Health and Addictions direct service staff dedicated to the District of Mission. 


102 


Services in Mission are provided through: 

• A Community Mental Health Centre that provides client services to the seriously and persistently 

mentally ill through the Adult Community Support Services team (ACSS), to the seriously but acutely 

mentally ill through the Adult Short-Term Assessment & Treatment team (ASTAT), to the older 

mentally ill adult (through the Psychogeriatrics team), and to adults with both mental illness and 

substance addiction through the Concurrent Disorders Program. 

• The Mental Health Centre also supports a Community Residential Program that has six 24/7 care 

facilities (total 79 beds), two transitional or bridging houses (8 beds), one family care home (1 bed), 

and 24 Supported Independent Living subsidy units. 

• Consumer-run club house programs (Mission Club House Society). 

• Contracted service provider to offer Concurrent Disorder programs to clients. 

• Aboriginal Mental Health case manager. 

• Two contracted outpatient alcohol and drug counselling/prevention services including a crisis line, one 

of which provides services to the Aboriginal population. Both agencies see adults and youth, 

substance users and substance affected clients (Fraser House and Mission Indian Friendship Centre). 

• A I/2 time Psychiatric Liaison Nurse in the Emergency Department based out of MSA Hospital. 

• A Psychiatric Day Program located at the Mental Health Centre. 

Based on data provided by Fraser Health Decision Support, a total of 318 District of Mission residents were 

admitted for mental health care between July 2007 and June 2008. Over 80% of the admitted patients were 

adult's agedl8-64; more women than men were admitted regardless of age group. Of the patients admitted for 

mental health care, 54% of patients were self-referred, while 20% were referred by a physician or psychiatrist, 

7% were referred by a community agency, and 5% by a psychiatric unit; the remaining 14% were referred by 

various sources. 

Of the 318 mental health admissions of Mission area residents that occurred between July 2007 and June 

2008, 57% resulted in a readmission for the patient. The proportion of readmissions was significantly higher 

for adults aged 19-64 (60.8%) than for the elderly group (39.7%). Based on the available data, it is unclear 

how long after initial discharge did these readmissions take place. 

Figure 14: Mission Mental Health Admission and Readmission Rates 

Mission District Mental Health Readmissions 

300 - 

250 

200 

150 

100 — 

50 

0 

Adult Elderly 

Age Group 

■ Admission 

• Readmission 


The most frequent mental health services provided to District of Mission residents between July 2007 and 

June 2008 were: faMily therapy (24.0%); medication management (17.2%); individual therapy (12.4%); and 

education (11.0%). There was little difference between adults and the elderly patient population, with the 

exception of case work management, which was provided at a higher rate to the elderly population (11.8°/0) 


103 


Figure 15: Types of Mental Health Services Provided to Mission Area Residents 

Clinical Service 

Adult Elderly Total 

Male Female Total Male Female Total Male Female Total 

Family Therapy 24.1% 23.3% 23.6% 25.9% 25.3% 25.5% 24.4% 23.8% 24.0% 

Medication Management 16.0% 18.1% 17.3% 13.9% 18.3% 17.0% 15.7% 18.2% 17.2% 

Individual Therapy 11.7% 11.9% 11.8% 16.5% 14.2% 14.9% 12.5% 12.4% 12.4% 

Education 11.2% 12.3% 11.8% 8.9% 7.8% 8.1% 10.8% 11.2% 11.0% 

Consultation 8.6% 8.3% 8.4% 2.5% 3.9% 3.5% 7.6% 7.2% 7.4% 

Case Work/Management 5.5% 3.9% 4.5% 15.2% 10.3% 11.8% 7.1% 5.4% 6.0% 

Group Therapy 6.0% 6.5% 6.3% 1.9% 5.8% 4.6% 5.3% 6.3% 5.9% 

Short-Term Assessment & 5.6% 4.2% 4.7% 4.4% 3.6% 3.9% 5.4% 4.0% 4.6% 

Formal Assessment 5.1% 2.0% 3.3% 7.0% 5.3% 5.8% 5.4% 2.8% 3.8% 

Intake/Assessment/Refer 2.5% 5.0% 4.0% 0.6% 0.6% 0.6% 2.2% 4.0% 3.3% 

Formal Case Review 2.4% 2.6% 2.5% 1.9% 3.6% 3.1°/0 2.3% 2.9% 2.6% 

Crisis Intervention 1.4% 1.8% 1.6% 1.3% 1.4% 1.4% 1.3% 1.7% 1.6% 

Info/Advice/Referral 0.1% 0.1%,, 0.1% 0.0% 0.0% 0.0% 0.1% 0.1% 0.1% 

Total 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 


The mental health admission of Mission area residents according to DSM grouping included 31% of admission 

related to mood disorders, 29% related to schizophrenia, 10% related to anxiety disorder, 8% related to 

delirium and dementia, another 8% related to personality disorder, 7% related to substance related disorders 

and the remaining 7% to various other disorders. 

For Mission Memorial Hospital alone there were a total of 61 inpatient Mental Health cases with a total of 383 

hospital days for an average length of stay of 6.28 days between July 2007 and June 2008. 

With regards to addictions services, there is limited information on Mission area residents; additional data 

should be gathered to more clearly understand the services to support the community. What is known is that 

although addictions outpatient clinics are set up to serve specific communities, the residential services are not 

community specific and take clients from across Fraser Health regardless of their address within Fraser 

Health. The same is true for the withdrawal management services 

Figure 16: Addictions Services within Fraser Health 

Modality 

Non residential treatment 

Withdrawal management 

services (detox) 

Residential addictions 

treatment and Stabilization 

& Transition Living 

Residential (STLR) beds 

Agency Location Clients 

.., 

. 

126 adults 

Fraser House outpatient 

Contracted 

59 youth 

15 adults 

Mission Indian Friendship Centre outpatient Contracted 

6 youth 

Creekside Withdrawal Management Surrey Memorial Hospital 23 clients 

Withdrawal Mgmt. Unit inpatient Chilliwack General Hospital 18 clients 

Kinghaven Treatment Centre 

Peardonville House Treatment Centre 

Maple Ridge Treatment Centre 

Contracted - Abbotsford 

co-located in Abbotsford 

Maple Ridge 

STLR programs Small scale private programs Contracted 


28 clients 

10 clients 

12 clients 

1/ adults 

1 youth 


104 


4.2.5.4 Rehabilitation 

Rehabilitation is an important part of the recovery process for many illnesses, injuries and surgical 

interventions that result in physical or neurological impairments. 

There are no inpatient rehabilitation facilities within the District of Mission however residents have access to 

six different facilities for inpatient rehabilitation treatment. Most attend the G.F. Strong Rehabilitation Centre in 

Vancouver. The average length of stay in 2006/07 was approximately 52 days, down from 71 for the prior 

year. 

Table 8: Mission Residents Rehabilitation Cases and Patient Days by Hospitals 

Hospital Data 04/05r 05/06 06/07 

114 Sunny Hill Hospital For Children Cases 1 

Days 2 

116 Surrey Memorial Hospital Cases 1 

Days 77 

118 Holy Family Hospital Cases 1 6 

Days 14 190 

119 G.F. Strong Rehab Centre Cases 7 10 3 

Days 300 826 269 

136 Eagle Ridge Hospital Cases 2 2 1 

703 Prince George Hospital Cases 1 

Days 97 78 70 

Days 18 

'Total # of Cases 11 14 10 

Total Rehabilitation Days 417 995 529 


In addition, Home Health has a staff of physical therapists and occupational therapists that provide in-home 

assessments, consultations, treatment and education to clients and their families. These services sometimes 

referred to as rehabilitation therapy, have two main goals: to help clients restore, improve or maintain their 

physical capabilities, and, to ensure the home environment is organized to make daily tasks easier and safer. 

In 2006/07, there were a total of 120 physical therapy and 71 occupational therapy clients in Mission. These 

191 clients averaged about seven visits per year for a total of 1,384 visits. 

4.2.5.5 Assisted Living and Residential Care 

Assisted living homes are self-contained apartments where residents receive hospitality and personal care 

services, such as meals, housekeeping and laundry services, recreational opportunities, assistance with 

medications, mobility and other care needs, as well as a 24-hour response system. Fraser Health provides 

funding for the personal care services." There are 40 units of assisted living in the District of Mission for 

people with moderate care needs at "The Cedars". There are a greater number of Assisted Living beds(19.4) 

in Mission compared to Fraser Health (15.7) 

45 Retrieved Dec 2008 from http://www.cmhc.ca/en/corpineroMere/2005/2005-04-08-1330.cfm 

PlicewaterhouseCoopers LLP 45

105 


Table 9: Assisted Living Spaces per 1,000 population 

Pop 75+ 

Assisted Assisted 

Living Sites Living Beds 

Assisted 

Living Beds 

/1,000 

Mission 2,057 1 40 19.4 

Fraser Health 89,334 32 1,406 15.7 

Source: Bed Matrix from Residential Services as of Feb 16, 2007 

Residential care provides continuing, medically complex and specialized services to both young and old— 

sometimes over extended periods of time. There are 151 residential care beds in the District of Mission for 

people with complex care needs. They are located at two different sites including Mission Memorial Hospital 

Dr. Stuart Pavilion (75 beds) and Pleasant View Care Home (76 beds). In 2006/07 the District of Mission had 

a lower proportion of residential care beds per 1,000 population aged 75+ (73.4) in comparison with Fraser 

Health (80.6). 

Table 10: Residential Care Beds per 1,000 

Residential Care 

Beds 

Sites Beds Pop 75+ 

Residential 

Beds 

/1,000 

Mission 3-2 151 2,057 73.4 

Fraser Health 77 7,200 89,334 80.6 

Source: Bed Matrix from Residential Services as of Feb 16, 2007 

Table 11: Bed Days per Residential Care Facilities 

2006/07 

Regular 

Respite 

Facility Name 

GRAND STREET 

MISSION MH-ECU 

PLEASANT VIEW 

Mission Total 

Utilization 

(days) 

# of 

Beds 

Annual Bed 

Days 

- +, 

7,60T . ' 23 839 ' 

27,947 75 27375 

27,171 76 27740 

Source: CCIMS LTC Service Plan Table, Bed. Days from Residential Services 

Capacity Utilization 

Utilization (days) 

91% - 

102% 

98% 

In 2007, a building review of all three residential care facilities including Pleasant View, Dr. Stuart Pavilion and 

Grand Street was conducted to identify their suitability to meet complex care requirements. The review 

identified that all three facilities were not suitable to meet complex care needs and all facilities need to be 

replaced within a reasonable time frame. The owner of Grand Street determined that it was not financially 

feasible to bring the building up to requirements, nor feasible to operate with only 23 funded beds and 

therefore decided to close the facility. 

With the closure of Grand Street, Mission will require additional residential beds in the near future, specifically 

an additional 24 beds will be required by 2015 based on the People 33 projections. The People 33 provincial 

population projections are published by BC STATS based on "demographic and economic trends, modified to 

take into consideration possible future changes"". 

" BC's Highlights Retrieved January 2009 from http://www.bcstats.gov.bc.ca/releases/info1997/in9731.pdf 


106 

COmmuNiTY HEALTH PLAN FOR miSSION 5,C 

Table 12: Projected Mission Residential Care Needs 

Year 

Population >75+ Funded Beds Funded Beds 

Provided Required 

Over/Under Target 

2008 

2010 

2012 

2.041 151 153 :ender 2 

2,115 151 159 under 8 

2,157 r 1 162 under 11 

2015 

2.327 '51 175 under 24 

2020 2,872 151 200 under 49 

1 

Source Fraser Heal~. Ba:k4rce-o::_• ?or Mayor & Co. ii Ret.ilertoal MIMiOn • Aprii 2, 2,„Nis 

The average wait time for placement in a res:dentiai care bed from the community is 35 days; for hospital 

discharges it is 20 days. As of August 5, 2008, there were 23 clients awaiting placement to residential care 

facilities. 

The amount of time that people wait for a Residential Care home cepends on their placement prioriteation 

category as well as a number of other factors such as whether the person is male or female, paying the basic 

or preferred rate, and whether they have specific needs when living in a home (i.e. people with dementia who 

wander and need a secure place to live). In addition, people may be placed in a home of their second or third 

choice while waiting for their firs: choice home. People waiting to transfer to their first choice home from 

another residential care home within the District of Mission appear to be wailing for newer homes or homes 

that offer a continuum of care where more options may be aval[able for spouses to reside in the same vicinity. 

It is worth mentioning that there are several independent living facilities for seniors in the community including: 

• Wellton Towers — 60 affordable bachelor suites for low income men aged 55 — 65_ 

■ Pieasant View Apartments — 40 apartments for seniors aged 55+. 

• Carrington House — private retirement community. 

4.2.5.6 Adult Day Programs 

For seniors who live at home or in the community, adult day programs can provide an opportunity to socialize 

with others their age and to obtain assistance with personal care needs, such as taking medications. They 

also give family members a break from their care giving responsibilities. 

Activities vary with each adult day centre. but may include personal care services, such as bathing programs 

and administering medications: therapeutic recreation and social activities; caregiver respite, education and 

support; and in some centres, meals and transportation may also be provided or arrahaed 47 . 

In the district of Mission there are 1.683 spaces funded for Adult Day programs. Between 2005106 aid 

2006107 the number of clients attending the Mission Adult Day Program has decreased by 2 (-5.3%) however 

the days have increased by 27 (3.1°,4 This may indicate more frequent visits by the same number of 

individuals. 

Beier Care to! SCSIVT., RCIne'di:d Dec 2008 Ircert Itevc4',Vereve. NAM. acn. Ciulteary.ipubiuncesiyEriora.C61.mafetestwomcdf 

PrnewaterfloixeCoopeTr. LLP 47

107 


Table 13: Adult Day Program Funded Spaces and Utilization 

Adult Day Funded 

Program spaces/year Clients 

2005/06 2006/07 % change 

Days DayslcInt Clients Days Days(clnt Clients Days 

Mission 1,683 38 875 23.0 36 902 25.1 -5.3% 3.1% 

Sources: CC Data Warehouse ADP Service Plan 

Based on an interview with a past Executive Director of Pleasant View, the Adult Day Program offers 10 

spaces three days a week. 

4.2.5.7 End-of-Life Care 

End-of-life care preserves an individual's dignity, comfort and quality of life by supporting them during their 

remaining days, weeks or months. Supportive, compassionate care is provided in the home, in hospital, 

hospice, an assisted living residence or a residential care facility—wherever the individual may be 48 . 

Of the 254 admissions received at Mission Memorial Hospital Hospice in fiscal 2007/08, 51% were related to 

cancer. The majority of these admissions were referred from acute care. Because the large majority (95%) of 

patients die while in hospital, the average length of stay ranges from one day to over six months. 

Similarly, for the Mission Palliative Care Community Team, 84% of patients die prior to discharge, with an 

average length of stay of 77 days. Palliative care services relieve, eliminate and/or control symptoms so those 

facing death and their loved ones can devote their energies to embracing the time they have together. 

4.2.5.8 Ambulatory Care 

A total of 45,739 ambulatory care visits were recorded in 2007/08. The volume of ambulatory care visits has 

increased by 2,012 or 4.6% over the past three fiscal years. Over 80% of the visits occur during the day shift 

(7:00 a.m. to 3:00 p.m.) and this has increased over the last three fiscal years. 

Figure 17: MMH Ambulatory Care Visits 

Mission Memorial Hospital 

Ambulatory Care Visits, 

2005/06 to 2007/08 

46,000 

45,500 

45,000 

44,500 

44,000 

43,500 

43,000 

42,500 

2005/06 2006/07 2007/08 

Fis cal Year 


" Ibid. 


108 


4.2.5.9 Emergency Department 

Emergency departments (EDs) are a key access point to the health care system. While ED utilization may 

reflect health status measures, it is also related to the availability, accessibility and integration of primary 

health care resources in a community. All patients presenting at an emergency departments are assessed by 

a health professional upon arrival and assigned a Canadian Triage Acuity Scale (CTAS) level". The CTAS 

guides emergency department staff to prioritize patient care and consists of the following levels: 

• CTAS Level 1 - Patients need to be seen by a physician immediately 98% of the time. 

• CTAS Level 2 - Patients need to be seen by a physician within 15 minutes 95% of the time. 



• CTAS Level 5 - Patients need to be seen by a physician within 120 minutes 80 % of the time. 

There were 19,623 ED visits for the hospital in 2007/08. Of these, 20.6% of the recorded visits did not have a 

triage level code. Of those that were assigned a CTAS code, 52.1% of ED visits were classified as CTAS 4 

and 5 or "less-urgent" or "non-urgent" respectively; there is no formal triage nurse position at Mission Memorial 

Hospital. 

Figure 18: Emergency Department Visits by CTAS Level 

Mission Memorial Hospital 

Emergency Department Visits by CTAS Level 

Fiscal 2005/06 to 2007/08 

18,000 

.r, 

16,000 

5 

E 

14,000 

12,000- 

,, . ,... , 

10,000 ---, 

8,000 

6,000 

r; 

f/L . 

... tr 

eN 

6,053 

7,514 

ti 

0 N/A 

■ 5 - Non-Urgent 

0 4 - Less Urgent 

0 3 - Urgent 

■ 2 - Emergent 

m1 - Resuscitation 

4,000 

4,495 

2,000 2,818 

IIMMIIMI 

2005/06 2006/07 2007/08 

Fisca I Year 

Fraser Health Decision Support 

Only 6.9% of patients were admitted as an inpatient, the large majority (88.1%) of visitors were discharged 

home, 1.9% left the emergency department prior to being fully processed and the remaining 3.1% resulted in 

various other visit outcomes. Further investigation into the nature of the ED visits would inform an assessment 

of appropriate health care delivery options within the ED. 

49 CTAS National Guideline. Retrieved January 2009 from http://www.calgaryhealthregion.ca/policy/docs/1451/Admission_over-capacity AppendixA.pdf 


109 


4.2.5.10 Primary Care 

Another important priority is the planning and provision of primary care services for a growing and diverse 

population. Recent Fraser Health initiatives include the establishment of Integrated Health Networks called the 

iConnect Health Network. This new service delivery model facilitates collaboration among providers and 

community based services such as Home Health, Mental Health and Addictions, Eldercare and community 

agencies such as the Heart and Stroke Foundation and the Canadian Diabetes Association. Primary Care 

delivery within Fraser Health is guided by the BC Ministry of Health Services Primary Health Care Charter in 

order to achieve a strong, effective and accessible system that helps British Columbians stay healthy, get 

better, manage chronic conditions, and improve confidence to be partners in care". Clearly, strengthening 

primary care is a priority and linkages between primary care and other health sectors are needed to create an 

effective, integrated health care system. The supply of primary care health professionals is discussed in the 

next section. 

4.2.5.11 Health Human Resources 

Health human resources issues influence access to, and utilization of, all health care services. High resident 

population growth and the aging of the health human resources population have the potential to lead to 

shortages that can affect access to care. 

Mission has a higher per capita ratio for general practitioners (1:1,073) than for the surrounding region (1: 

1,119) but lower than that for the province (1:906). Most of the surrounding communities have significantly 

more GPs, specialists and supplementary benefit practitioners, suggesting that Mission may be under 

serviced in these types of human health resources. Supplementary benefit practitioners include chiropractors, 

massage therapists, naturopaths, physiotherapists, podiatrists and optometrists. 

Table 14: Number of Health Professionals by Community 

Community 

Mission 37 

General 

Practitioners 

64% 0 

Specialists 

0% 21 

Supplementary 

Benefit Practitioners 

Hope 10 71% 0 0% 4 29% 

36% 

Chilliwack 82 47% 38 22% 54 31% 

Abbotsford 106 36% 79 27% 112 38% 

Langley 103 36% 64 22% 123 42% 

Delta 92 44% 28 14% 87 42% 

New Westminster 67 21% 185 57% 

72 22% 

Burnaby 184 37% 

130 26% 187 37% 

Maple Ridge 70 36% 37 19% 88 45% 

Coquitlam 157 41% 45 12% 184 48% 

Agassiz/ Harrison 5 56% 0 0% 4 44% 

Surrey 200 39% 148 29% 169 33% 

South Surrey/ White Rock 97 37% 70 26% 98 37% 

nmary Health Care Knowledge e, ... . 

5° Primary Care in Fraser Health. Retrieved January 2009 at http://www.fraserhealth.ca/SERVICES/PRIMARYCARE/Pages/default.aspx. 

PricewaterhouseCoopers LLP 

50

110 


Based on the community consultations many Mission area residents do not have a family physician and are 

having difficulty finding one. Establishing an ongoing relationship with a regular medical doctor is believed to 

be important in maintaining health and ensuring appropriate access to health services. Furthermore, in areas 

that are under-serviced by family physicians, chronic conditions that are ideally managed through primary 

prevention and/or within the primary care system may become acute and result in ED visits and hospital 

admissions. 

In addition, Mission has no specialists in its local community however, visiting specialists are not new to the 

community. Currently, an Internist visits Mission twice a week as well as the "Seniors Team" which visits the 

community on a weekly basis, the team is comprised of a Medical Doctor, Nurse Practitioner and nurse. 

Table 15: Health Professionals per Capita 

per Capita Ratios, 2006/07 


Fraser 

East 

BC 

Population 

39,714 

268,467 

4,310,452 

General Practitioners 

Specialists 

# 37 240 4,756 

per 

Capita* 1,073 1,119 906 

# 0 117 3,870 

per 

Capita* 0 2,295 1,114 

Supplementary Benefit Practitioners 

Source: Quantum Analyzer, Primary Health Care Knowledge Base, V1.2 

# 21 195 4,510 

per 

Capita* 1,891 1,377 956 


111 


4.3 Key Findings: Pubiic Survey 

The We want to know what you think! public survey was posted on the Mission District website and made 

available in paper format and distributed throughout the Mission community. The survey was open to residents 

over a 44 day period from Friday, August 15, 2008 to Friday, September 26, 2008, and was supported by a full 

communication strategy to encourage community participation. Assistance was provided to some residents to 

complete the survey, and paper surveys were uploaded to the web-based format. 

The objective of the survey was to gather information and perceptions from Mission residents about health 

related services, either existing or expected, that are required to optimize their health and the health of their 

families. 

The majority of survey respondents were in the 30 to 49 (42%) and 50 to 69 (44%) age categories, and 76% 

of respondents were female. English was identified as the predominant language spoken at home for more 

than 93% of survey respondents; of those who spoke a language other than English at home, the predominant 

languages spoken were German, Dutch, Spanish, French, Cree, Obijway and sign language. Almost half of 

respondents (49%) were from a Caucasian background, while others indicated their ethnic background as 

Canadian, Aboriginal, South Asian, Scandinavian, German, Japanese and Dutch. 

Overall Perception 

The survey asked Mission residents to identify the three most important health related issues facing residents 

today. The themes surrounding this question included: 

• A lack of sufficient health human resources across all areas of health care, particularly family 

physicians, hospital staff, specialists, nursing staff, paramedics and radiologists was identified as the 

most important issue. 

• Access to hospital and community services was also identified as an important priority for residents, 

including access to surgeries and specific health services (e.g., mental health and addiction services, 

services related to seniors, maternity services, pediatric services), access to acute care services 

(heart and stroke, diabetes, asthma and obesity), access to equipment to conduct tests (CT scans, 

medical testing and lab services), and the availability of hospital and acute services within the 

community. Many residents stressed the need for a full service hospital in their community to help 

address some of the access issues and to support their growing community. 

• A third important health-related issue identified by residents was the need for an increased focus on 

prevention education and information supporting personal health and wellness, diet and exercise, 

smoking prevention and cessation, mental health and addictions, counseling, and an expansion of 

community resources that support a healthy lifestyle.. Hospital accountability, 24/7 clinics and water 

quality were also identified as health-related issues of concern to residents of Mission. More than 50% 

of respondents said they were not confident that the supports they and their family require to stay 

healthy are available in or around Mission. 

Services by Population Group 

Questions then focused on the services provided to individual population groups (i.e., mothers, babies, 

children, youth, adults and seniors), and the perceived quality of these services based on the experience of 

respondents who have utilized health care services for these population groups. 

Health services provided in Mission are most frequently accessed by residents in the community, the hospital 

or in doctor's offices. Overall, there is a general lack of awareness of services available for mothers and 

babies, and seniors amongst those who responded, but a good awareness of services available for adults, 

supporting the demographic results that indicate the majority of respondents fall into the 'adult' category (ages 

30 to 69). Survey results indicate that seniors are using more health services than other population groups. 

The quality of physician services and internet/telephone services was consistently rated high across all 

population groups. 


112 


Mothers and Babies 

Services that support healthy mothers and babies are available across Mission, however, were most 

frequently accessed by residents in the community (42%) and at the doctor's office (41%). More than 32% of 

respondents said they were unaware of where services that support healthy mothers and babies are available. 

During the past 12 months, more than 40% of respondents had accessed physician services, emergency 

services and internet/telephone support for health-related issues concerning mothers and babies, and more 

than 71% of respondents rated physician services, immunization programs, community nursing and 

internet/telephone support as 'excellent' or `good' quality. 

Children & Youth 

The majority of services that support children and youth were accessed by residents in the community (49%) 

and in the doctor's office (41%). Just over 22% of respondents indicated they were unaware of where services 

that support healthy children and youth are available. During the past 12 months, more than 72% of 

respondents had accessed physician services, recreational services, youth and training centres and disability 

services within their community, or at the doctor's office, and more than 79% rated physician services, 

internet/telephone support, information/support services and recreational services as èxcellent' or `good' 

quality. 

Adults 

Services that support healthy adults are also available across Mission, and the majority of services related to 

this population group were also accessed in the community (62%) and at the doctor's office (68%). Less than 

10% of survey respondents indicated they were unaware of where services that support healthy adults are 

available. During the past 12 months, more than 73% of respondents accessed information/support services, 

treatment clinics, physician services and internet/telephone services within their community, at the doctor's 

office, or on the internet, and more than 70% rated information/support services, treatment clinics, physician 

services and internet/telephone services as èxcellent' or `good' quality. 

Seniors 

The majority of services that support healthy seniors were accessed most frequently by this population group 

in the community (48%) and at the doctor's office (44%). However, more than 24% of survey respondents 

were unaware of where services that support healthy seniors are available. During the past 12 months, more 

than 71% of respondents from this population group accessed treatment clinics, physician services, home 

care, community nursing, internet/telephone services, senior day care facilities, disability services, and 

assisted/supported living services, within their community, at the doctor's office or at the hospital. More than 

70% of survey respondents from this population group rated information/support services, treatment clinics, 

physician services, community nursing, internet/telephone services, senior day care facilities and 

assisted/supported living as èxcellent' or `good' quality. 

Services that Contribute to Health 

Only 50% of respondents felt there was reasonable access to the services that they need to get or stay 

healthy, however, 99% of survey respondents felt services that contribute to the health of Mission residents 

could be improved. 

Residents identified the lack of health human resources, access issues and the need for education and 

prevention as the three (3) most important health care issues facing Mission residents, as well as important 

services needed to improve the health of Mission residents. Residents also identified access to a full service 

hospital with expanded emergency services and access to diagnostic and screening services as two of three 

important services that need to be offered locally. 


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Survey respondents said that increasing the availability of health human resources such as physicians and 

other health care positions, providing access for residents to a full service hospital within Mission, and 

improving public health and health promotion would help to improve the health of Mission area residents. The 

need for timely access to family physicians, specialists, nursing staff and other health care professionals is 

needed closer to home, while a full-service hospital is needed in Mission to support the growing community, to 

reduce access issues to health services and testing, and to reduce the need for residents to commute to gain 

access to required services. Public health promotion was identified by a number of survey respondents as 

important in helping to improve the health of Mission residents. 

The top three (3) services that respondents identified as services that must be provided in Mission were a fullservice 

hospital with expanded emergency services, mental health and addictions services, and diagnostic 

and screening services, while they thought it would be reasonable to travel 20 minutes for cancer prevention 

and treatment services, diagnostic testing (MRI, CT scan, and x-ray services) and specialist services. Some 

respondents indicated they would not be willing to travel to a major centre for health services due to age 

and/or lack of access to transportation, however, most respondents identified life threatening surgeries 

(emergency, heart, transplants), cancer, and specialist referrals as three health related services for which they 

would be willing to travel to a larger centre such as New Westminster or Vancouver. 

More than one-third (34%) of Mission residents said that the quality of health related services currently 

delivered in Mission is very good or excellent, however, more than one-third (34%) disagreed, and 32% 

responded as 'neutral'. Almost half of respondents (49%) agreed that health-related services in Mission are 

provided in a culturally-sensitive manner (regardless of religion, culture or ethnicity). Only 9% disagreed and 

43% responded 'neutral'. More than 61% said they feel safe and comfortable when using local health-related 

services that contribute to healthy living, while almost 17% disagreed, and 22% responded 'neutral'. Finally, 

over 41% of Mission residents who responded to the survey agreed that information on health-related services 

provided in Mission is easy to find; 35% disagreed, and 24% responded as 'neutral'. 

4.4 Key Findings: Community-based Health Service Providers 

This section provides information community-based health services within the District of Mission. The findings 

are based on the Health Service Provider survey, conducted specifically for the Community Health Plan for 

Mission B.C. project. Complete responses from the health service provider survey are published separately in 

the Technical Appendix to this project. This section is divided into categories of providers including 

• Primary Health Care 

• Health Promotion and Disease/Injury Prevention 

• Community Support Services, 

• Community Mental Health and Addictions, 

• Home Health, and 

• Assisted Living and Residential Care. 

Each category provides an overview of the type of provider, as well as information that was collected and 

analyzed for the health system planning project. 

The final section presents key findings across all categories of community providers of particular relevance to 

Community Health Plan for Mission B.C. project. 

Data Limitations 

It is important to note, that the data obtained from the Health Service Provider Survey is limited in terms 

number of responses and missing or estimated values. 

• A total of 40 health service providers received the survey however only 40% or 16 providers 

responded. 


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• Community health service providers do not use a standard health information system resulting in 

incomplete data. Given the lack of standardized data capture, some organizations have 

comprehensive and accurate information, while others do not. Therefore, in some cases, the 

respondents left a blank value or in other cases provided estimates. 

4.4.1 Primary Care 

Community primary care clinics and family practices deliver primary health and health promotion programs for 

individuals, families and communities. 

Only three out of 12 primary care practices responded to the survey. These three practices indicated that 

there were no partnerships or integration among providers and community services despite similar service 

offerings. All three clinics operated Monday to Friday 8:00am to 6:00pm with on-call back-up. At the Mission 

Oaks Medical Centre there is a 10 person waitlist for addiction services. 

4.4.2 Health Promotion and Disease/ injury Prevention 

According to the Fraser Health Mission LHA Profile (2008), there is one Health Promotion and Prevention 

health unit in Mission. Health Promotion and Prevention partners with people to optimize their health and live 

to their fullest potential. This is achieved through well planned health initiatives and programs that prevent 

disease, injury and disability, and lead to health improvement by providing services to promote a healthy start 

for all children and new moms, and encouraging healthy behaviours among members of all Fraser Health 

communities. Programs offered in Mission include maternal and child health, communicable disease control, 

and early childhood development screening and assessment, as well as dental, nutrition and speech/language 

services.' 

Based on the survey response, the Mission health unit identified that the demand for certain services exceeds 

capacity as indicated by the following wait times: 

• Dental and nutrition program - 30 person wait list 

• Child immunization -1 week wait 

• Speech Therapy — 80 person waitlist 

4.4.3 Health Enabling Support Services 

An inventory of health enabling services available to Mission area residents was compiled to understand the 

extent of available health enabling support services within the District. 

According to the 2006 Mission Directory, the health enabling services included: 

• 36 Parks with trail amenities 

• 3 Assistance programs for kids from low income homes 

• 25 Sports clubs & associations 

• 6 Literacy related programs 

• 9 Vocational Training Services 

• 6 Aboriginal services 

• 18 Support Groups 

• 4 Group Homes for mentally and physically challenged 

• 5 Transportation related services 

A complete list of health enabling services are published separately in the Technical Appendix to this project. 

51 Fraser Health (2008) A Snapshot of Health: Mission Local Health Area 


115 


4.4.4 Community Mental Health and Addictions 

There were four mental health and addictions organizations that responded to the survey. The survey 

responses revealed that there is growing demand for mental health and addictions services with the District of 

Mission. All four respondents provide similar services but to different target populations, they each belong to 

partnerships for the delivery of care. Two of the three responding organizations have limited after hours 

services. 

Table 16: Community Programs Offering Mental Health and Addictions Services 

FH — Mission Mental 

Fraser House 

Mission Community 

Mission Friendship 

Health 

Society 

Services Society 

Centre 

Eligibility 

Youth & Adult 

Seniors and low 

Aboriginal/ Metis 

income 

Utilization 127 

250 

"FY07/08 

I 

Projected Utilization ■ 135 

325 

FY 08/09 

Wait list 20 

12 

19 

Utilization by Care Category amongst all;programs 

Information 120 

1300 

2661 2650 

Referral 120 800 2475 1225 

Health Promotion/ 

Disease Prevention 

3000 7417 450 

Case Management 600 

Mental Health 449 40 16784 150 

Addictions 192 1700 

Crisis 20 11930 

Transportation 465 

Other 48-80 

-Hours of Operations Mon-Fri 8:30am - 

Mon-Fri 8:30am - 

Most programs 

N/A 

5:30pm 

4:30pm 

operate 24/7 

Evenings and 

Weekends covered 

Evenings and 

Weekends varies 

by Abbotsford 

Source: Health Service Provider Survey Results, 2008 

4.4.5 Home Health 

Home Health is the local point of access to government funded home and community-based health care 

services to promote independence and quality of life. Home Health offers a comprehensive range of 

supportive health care services delivered by home care nurses, physical therapists, occupational therapists, 


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case managers, social workers, community health workers, and other health care professionals. Home Health 

also refers people to community resources that provide important supplementary services and programs. 

Services currently provided by Mission Home Health" include: 

• Care Coordination 

• Referral to Home Health and Community services 

• Referral to an assisted living or residential care facility 

• Referral to a hospice palliative care facility 

• In-Home Services 

• Nursing care 

• Home support (help with activities of daily living) 

• Rehabilitation (Physical and occupational therapy) 

• Respite 

• Hospice palliative care 

• Social work 

• Services provided in community settings 

• Home Health Clinics (location) 

• Concussion Clinic (Coquitlam) 

• Seniors Clinic 

• Day Programs for Older Adults 

• Other specialized programs and services 

• Community Respiratory Service (Langley) 

• Acquired brain injury (Coquitlam) 

• Health services for Community Living (?location) 

• Lifeline 

Table 17: Home Health Service Utilization by Hours 

Services Utilization 2006/07 (Hours) 

AverageWisitsper 

JrulividualServed 


364 

Care Coordination 

Fraser Health 

Percent of Fraser Health Volume 


312 

92,901 

298 

Home support 

Fraser Health 

8,723 

1,950,853 

224 

Percent of Fraser Health Volume 


3.5% 

4.7% 

52 Fraser Health - Hone Health: Supportive health care services that promote independence and quality of life. Retrieved October 2008 from 

http://www.fraserhealth.ca/Services/HomeandCommunityCare/Documents/HomeHealth.pdf 


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Table 18: Home Health Service Utilization by Visits 

Services Utilization 2006/07 (Visits) 

Service 

Home Health 

Individuals 

Served 

Visits 

Average Visits per 

Individual Served 


375 

4,605 

12.3 

In-home Nursing 

care 

Fraser Health 11,127 228,845 20.6 

Percent of Fraser Health 

2.9% 2% / 

Volume 

Mission 131 370 2.8 

Physical Therapy 

Fraser Health ? ? ? 


Volume 

? ? / 

Occupational 

Therapy 

Mission 71 1,012 24.6 

Fraser Health ? ? 


Volume 


? ? / 

The average number of visits per client were lower in Mission compared to Fraser Health. 

Information collected from the health service provider survey indicates that Mission Home Health currently 

does not have a wait list for any of its services. However, the perception from the community based on the 

consultation events, is that individuals in the community especially in the rural areas do not receive adequate 

support from Home Health in terms of frequency of visits and duration of visits. 

4.4.6 Assisted Living and Residential Care Facilities 

AsSisted Living is personal care services and hospitality services provided in a private housing unit with a 

lockable door. It is a middle option between home care, where people live in their family homes with home 

support brought in as needed, and residential care. 

The District of Mission has one assisted living facility called the "Cedars", with 40 assisted living units. 

Currently, the Cedars is operating at capacity and has an approximate wait list of 10 individuals. The District of 

Mission has a relatively higher proportion of assisted living spaces per 1,000 population at 19.4 in comparison 

to Fraser Health with 15.5 beds per 1,000. 

Residential care services are for adults who can no longer live safely or independently at home because of 

their complex health care needs. Residential care offers 24-hour personal care assistance and support, skilled 

nursing care, a safe and secure living environment , nutritious meals, basic linen and personal laundry 

services and recreational and activity programs. 

The Mission District currently provides 151 beds for its residents in-three two residential care facilities, since 

the closure of the Grand Street facility. The occupancy rates for these facilities ranges between 88% and 

100%, indicating that the residential care facilities are operating at or near capacity. The District of Mission has 

84.6 residential care beds per 1,000 population aged 75+ in comparison to Fraser Health which has 80.6 beds 

per 1,000 seniors aged 75+. 


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The average wait time for placement in a residential care facility from the community is 35 days; versus 20 

days for hospital discharges. As of August 5, 2008, there were 23 clients awaiting placement to residential 

care facilities. 

The amount of time that people wait for a Residential Care facility depends on their placement prioritization 

category in addition to a number of other factors such as whether the person is male or female, paying the 

basic or preferred rate, and whether they have specific needs when living in a. home (e.g. people with 

dementia who wander need a secure area to live). In addition, people may be placed in a home of their 

second or third choice and are waiting for their home of first choice. People waiting to transfer to their first 

choice home from another residential care facility within the Mission District appear to be waiting for newer 

homes, or homes that offer a continuum of care where more options may be available for spouses to reside in 

the same vicinity as a loved one. 

4-A.7 Overall Commtunity-baed Health Service Provider Findings 

Services and funding were two common areas relevant to multiple community-based service providers, so 

these are discussed in detail below. 

4..4.7.1 Services 

A review of the following findings from the health service provider survey gives insight on the alignment of 

services with the needs of the District of Mission area residents today and in the future. 

• The most frequently reported services provided by each Health Service Provider included: 

• Information" (63% of respondents) 

• Health Promotion/ Disease Prevention (63% of respondents) 

• Referral (56% of respondents) 

• Mental Health (56% of respondents) 

• Survey respondents were asked to indicate the Multi-Organizational Networks or Partnerships that 

they are part of for the provision of service. 75% of the respondents reported belonging to Networks or 

Partnerships for the delivery of care, less four missing values. 

• There is significant provision of service after regular business hours, evidenced by the following: 

• 33% indicated they are open in the evenings 

• 26% indicated they are open on weekends 

• 33% indicated they have some 24/7 services including on-call back-up 

• There was 1 missing value 

• With regards to capacity to serve the needs of consumers, many community service organizations 

(64%) currently maintain a wait list; there were two missing values. This indicates that there may be a 

capacity issue at many of these organizations, however, the methodology that community-based 

providers used to calculate waitlists should be analyzed in more detail to understand the full extent of 

capacity issues. 

4.4..2 Fun6ing, 

For survey respondents that disclosed financial information (excluding FH Assisted Living), total funding 

ranged from $85,000 to $4,500,000. The following table shows a comparison of total funding and number of 

respondent community service provider organizations (43% of the respondents did not include their total 

funding): 

53 Provision of information about health services and/or health issues. Information can be provided by telephone, online or in written form. 


119 


Table 19: Approximate Funding of Respondents 

Approximate Total Funding (all sources) 

Less than $200,000 

$200,000 to $500,000 

$900,000 to $1 million 

$1 million to $2 million 

$3 million to $5 million 


Number of Mission Health Service Providers 

2 

2 

0 

2 

2 

The table above shows half of community provider organizations operating with less than $500,000, indicating 

many of the Mission providers are quite small organizations with funding ranging from $85,000 to $430,000. 

The largest organizations are operated by Fraser Health with funding between $1.2 million and $4.5million. 

In addition to funding from Fraser Health, other funding sources identified most frequently by community 

service providers included: 

• BC Ministry of Health Services (18%) 

• BC Housing (6%) 

• District of Mission (12%) 

• Federal Government (6%) 

• Fundraising (18%) 

• Ministry of Children and Family Development (18%) 

• Ministry of Education (6%) 

• Private dollars (6%) 

• Other (18%) 

This data provides insight on one dimension of risk to which the community-based organizations are 

vulnerable. The number of agencies relying on fundraising, to support service delivery is troublesome as these 

streams of funding are not guaranteed and generally must be renewed annually. Furthermore this data 

demonstrates the importance of the partnership between the Fraser Health and the municipality. Further 

examination of the funding issue will be necessary to ensure that mitigation strategies are in place given the 

tenuous nature of the funding streams for some agencies. Per capita spending is one measure to assess the 

distribution of funding ... 


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4.5 Key Findings: Liommunit Engagement 

4.5.1 Public Community Engagement Findings 

Participants were asked to comment on access challenges for health services in each of the four life cycle age 

groups. The following summarizes the major themes heard from public community engagement participants 

4.5.2 Mothers & Babies 

When asked what is working well in Mission in terms of available services and supports that promote and 

maintain the wellbeing of mothers and babies, attendees at the public sessions stated that the Public Health 

Unit is doing a good job in terms of running prenatal classes, the baby clinic, the immunization program, and 

home evaluation by nurses on baby's health. Respondents also mentioned that the public health unit was a 

good place for mothers to connect with one another. Other comments around the services that promote the 

well being of mothers and babies included the high-school daycare program, recreation centre activities and 

care within First Nations community. The Gospel Mission was found to be a good source as it provides low 

income mothers with formula and diapers. The Babies Best Chance program provides mothers with education 

related to health promotion and disease/ injury prevention. The Friendship Centre offers awareness and 

provides information on health programs and other available resources for mothers and babies. The Head 

Start program, run by Stolo Health, is excellent however the spaces are limited. The Transition House for 

crisis mothers was also noted as being a good program for mothers and babies despite separating families. 

Attendees also noted that there are many health enabling programs for mothers and babies, many of which 

are unknown or are located in Abbotsford. 

When asked what is not working well in Mission in terms of promoting and maintaining the wellbeing of 

mothers and babies, the attendees stated that there is a lack of awareness regarding available services and 

no point of contact to obtain information. Attendees also stated that there is limited access to multidisciplinary 

care including Obstetricians and nurses in the community. Some individuals reported transportation 

challenges in seeking care outside of the community resulting in decreased access by some women. There 

were also a few comments surrounding the high costs of prenatal care, baby food, transportation and shelter 

that pose challenges to low income families. 

4.5.3 Chiidrer. & Youth 


maintain the wellbeing of children and youth, the attendees identified the immunization programs within 

schools, the Strong Start program, the pre school literacy program that also encourages adult literacy, all day 

kindergarten to the Aboriginal community, the public library program, and the recreation centre especially in 

terms of low income children and youth. Other programs include dry grads, church youth groups, cubs and 

scouts, camp Jubilee programs for kids in trouble, skate-board park, school programs. The crisis team dealing 

with suicidal teens was cited, however this service is not well known or well advertised. Overall there are good 

community programs for children and youth with special care needs. A compete list of services identified at 

the consultation event is published separately in the Technical Appendix to this project. 


children and youth the public forums identified access to fitness, facilities and programs for rural individuals, 

transportation for services, cost for programs, limited availability of Mental Health & Addiction services, and 

lack of awareness of available services as issues. Other weaknesses included parenting skills training, limited 

community supports, lack of health services, lack of community based specialists, outreach and beds, as well 

as limited police enforcement. 

It has also been identified that there are long wait list for designating a child with special needs, once the child 

is designated there are many supports available but getting designated is a challenge. 


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4.5.4 Adults 


maintain the wellbeing of adults, the public forum identified the lab services that include instant blood tests and 

facilities that are open 24/7. Other good programs include Lydia House for addicts, community living for those 

with special needs, the recreation centre wellness programs for low income adults, parks, and a neighbourly 

downtown area. One individual commented on the availability of transportation including the West Coast 

Express (Monday to Friday) with the West Coast Bus on the weekends. The Mission Clubhouse provides 

information as well as some good programs and is a good meeting forum for adults. Mission Association for 

Community Living supports adults with mental health issues, the Red Card program, and the 24/7 crisis line. 

One individual also commented that the Mission Memorial Hospital (MMH) emergency department is quite 

good. 

When asked what is not working well in Mission in terms of promoting and maintaining the wellbeing of adults 

the public identified that there is a lack of physicians in the community and therefore it is hard to be linked with 

a Family Physician. There is a lack of services, diagnostics, beds, urgent care, ED backup and specialists at 

Mission Memorial Hospital. Mission area residents cannot access certain health services after hours. 

Awareness in terms of available services also seems to be a challenge. Transportation issues were noted as a 

reason for decreased access to services. The community has decreased mental health & addiction services 

and supports despite the growing mental health and addictions needs. There also was a sense of a lack of 

integration and communication amongst providers. 

4.5.5 Seniors 


maintain the wellbeing of seniors, the attendees identified two excellent residential care facilities, the assisted 

living facility (however, there is a one year wait for public space), and Meals-on-Wheels (however, it is only run 

three days a week and little time is spent with the individuals). Other programs included home support for 

those unable to bathe, seniors clinic with access to a Geriatrician (however, this clinic is only run two days a 

week). Participants also cited a small volunteer force, adult day care at Pleasant View, community based 

activities/celebrations, a Hospital Liaison Officer, and mental health programs through the Friendship Centre 

as helpful services. 


seniors, the participants stated that there are long wait-times for healthcare services, limited residential care/ 

assisted living space, limited home supports especially for residents living in the rural areas (a portion of the 

allotted time per individual is used towards the commute for rural clients). There is also limited specialized 

senior care and services, limited awareness of services and/or an ability to navigate through the system, lack 

of ethnic food in hospitals, and some reported language barriers and cultural sensitivity as being an issue. 

Transportation issues were also noted as a significant barrier to accessing services. 

4.5.6 From the perspective of all life cycles 

When presented with the question, what are the top five health enabling services and supports that must be 

provided within the District of Mission the public identified transportation, housing (specifically for seniors), 

navigation and awareness of available services, mental health services, and a community health centre with a 

multidisciplinary approach. 

The full report of the public community engagement events is published separately in the Technical Appendix 

to this project. 


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4.5.7 Health Service Provider Community Engagement Findings 

According to the health service providers present at the session, challenges of accessing health services in 

Mission included a lack of awareness of available services including a lack of navigation through the system, 

transportation challenges, limited HandyDART capacity, and limited bus service in rural areas. It was also 

perceived that there is a lack of communication and integration among programs and health service providers. 

Other perceptions included limited health services in terms of mental health, providers working in silos, lack of 

primary care physicians (especially with existing doctors not accepting new patients), and no specialists in the 

community. In terms of mental health services, Mission has a by-law against needle exchange which has led 

to an increase in Hepatitis C. Also there is a by-law against methadone clinics which is an important 

component of mental health and addictions treatment. There are no psychiatry clinics or visiting psychiatrists 

in the community. Some community services exist but provision is downtown which presents access issues for 

the effected mental health and addictions community as well as challenges for some local business. 

When asked what opportunities exist to improve the health and well being of Mission area residents, the 

respondents identified neighbourhood hubs of services or collocation of services that would facilitate 

partnerships between providers and enhance communication. This integration of providers could also be 

supported by an electronic health record. Physicians also identified that they must be paid in such a way that 

does not provide a disincentive for them to integrate care amongst other providers. Participants also 

discussed an opportunity to enhance the awareness of available programs within the District of Mission by 

developing a community wide repository of health enabling services. This repository could have some sort of 

search capabilities that would allow health providers as well as the members of the public to obtain information 

about available services within the community. 

Another significant item for discussion was the need for appropriate housing and programs for seniors. An 

opportunity to improve the well-being of seniors could be the development of a Campus of Care for seniors 

that would allow seniors to live in the community despite their changing care needs. The Campus of Care 

includes independent housing, assisted living housing and complex care beds. The Campus of Care could 

house adult day programs as well as a children's day care with the potential for some seniors to volunteer at 

the day care. 

With regards to the large number of CTAS 4 and 5 cases seen in the emergency department it was suggested 

that an alternate care model be development to ensure that the individuals requiring non-urgent care can seek 

care from a provider other then the emergency department. 

It was also suggested that the transportation system be enhanced to ensure access within Mission, especially 

for rural residents and for individuals requiring to travel outside the community to receive care. Another option 

service the rural population included outreach and a health-mobile. 

There were some comments made about opportunities to enhance the Meals of Wheels program more than 

three days a week and to introduce more programs and activities for children and youth. 

The participants were then asked to identify the health services that are required for the rural areas of the 

District of Mission. In addition to the above, suggestions included home care and in-home support, Meals on 

Wheels, Mental Health & Addiction services, better transportation capabilities, help with navigation through the 

system despite constraints, better supports for families, nutritional programs geared to at risk populations such 

as those with diabetes, screening and outreach. 

When the health service providers were asked to identify the three highest priority health services that are 

currently accessed outside Mission that should be provided locally, they answered with a multidisciplinary 

clinic such as a polyclinic that included services that focus on senior care, mental health & addiction services, 

and prenatal and post maternity care. 


123 


5 Synthesis of the Key Findings 

The following is a summary of the key drivers of the recommended options based on the information gathered 

from the leading practices, quantitative data, and qualitative information. 

5.1 Leading Practices 

5.1.1 Practices in services and service delivery: 

The synthesis of the leading practice findings are focused at the health system level, but a number of the 

findings from the program and population level support the following: 

• Expanded role of primary healthcare and group practices through collocation and networks, 

• Link patients to a polyclinic or integrated health network, 

• Shift to community-based services with a focus on reducing the number of acute inpatient beds, 

• Increased focus on promotion, prevention and the management of chronic diseases, 

• Localize where possible, centralize where necessary, 

• Increased use of self management, 

• Enhance care coordination and system performance, 

• Intensive case management for complex clients and case manage high risk patients, 

• Increased focus on service delivery during the evenings and weekends — access to health services 

needs to be provided in the community outside of business hours but not a 24/7 operation, 

• Utilize telemedicine, Tele-homecare including tele-psychiatry and EMR, and 

• Increased emphasis on culturally competent service delivery. 

5.1.2 Practices in providers working for a common goal: 

From the literature, the transformation of the health system requires providers to work differently and the 

following synthesizes the key findings, including: 

• Greater integration across providers and sectors to improve quality and access at reduced costs 

• Increased use of tele-homecare and telemedicine technology, 

• Greater focus on ensuring that the right resource is providing the services by maximizing the use of 

inter-professional care, and 

• Health sector leading partnerships with other sectors to influence social and environmental factors 

that influence health. 

5.2 Population, Demographic, Health Status 

These finding summarize the overall health and demographic profile of the District of Mission: 

• Overall the residents of Mission enjoy relatively good health, 

• Mission's population distribution is younger than that of the province with almost 63% of residents 

under the age of 45 years compared to 57% for the province, 

• In 2008 10.9% of the population is over 65, however in ten years this number will grow to nearly 14% 

implying that the current service delivery models will not meet the shift in demand for associated 

services, 

• Population has increased significantly by10.3% from 2001 to 2006 and is expected to increase by 

24% over the next ten years (i.e. 2008 to 2018), 


124 


• Most of Mission residents live in the urban centre however, 20% of the total population live in rural 

areas of the District, 

• Mission ranks poorly on such indicators as life expectancy, breast cancer screenings, as well as 

reproductive and infant health including low birth weight babies and teen pregnancy, 

• As per the self-reported survey, more people in Mission smoke, consume alcohol, and engage in long 

periods of sedentary activities, such as watching television, than in the rest of the province, These 

practices represent known risk factors for a myriad of conditions that reduce an individual's health 

status and precipitate health service utilization, 

• Mission has a significantly higher prevalence of obesity with over half of all residents reporting 

themselves in the overweight and obese ranges. This will have a significant impact on the future 

health delivery system as obesity has been linked to diabetes mellitus, hypertension, cardiovascular 

disease and certain types of cancers, 

• Mission has a significantly higher proportion of low birth weight babies, premature births per 1000, and 

infant mortality, 

• Age adjusted mortality rates for Mission show that higher rates of death occur before age 65 from that 

of the rest of the province. The major causes of death were as a result of cancers, diseases of the 

circulatory system, diseases of the respiratory system, external causes of death (e.g. accidents), and 

diseases of the digestive system. The implications of these higher mortality rates, for health planning 

are higher demand for health services, 

• The education levels and median income levels are consistent with the province overall and the 

incidence of families living in poverty is lower than provincial figures, and 

• Ethno-cultural diversity is lower in the District of Mission; however there are some 15% of residents 

who are immigrants to Canada. Two thirds of the immigrant population is of South Asian origin. Ethnocultural 

diversity presents access challenges to healthcare delivery in terms of language and cultural 

barriers. 

5.3 Service Utilization 

The following summaries the key findings with respect to how residents access service and the approach to 

delivery of services, including 

• Mission residents received nearly 31% of their acute care services at Mission Memorial while another 

46.4% was received at MSA General Hospital (36.2%) and Ridge Meadows (10.2%). Therefore, 

nearly 80% of acute services are received within Fraser East, however, travel is required to access 

such services, 

• Mission residents have a higher hospitalization rate in comparison to that of the province, yet are 

considered to be relatively healthy by comparison. Thus residents are not deterred from travelling to 

access services. The reasons for the higher rate require further investigation, 

• Acute inpatient care at Mission Memorial has experienced only a margin increase in cases, but a 

significant increase in both patient days and average length of stay. This means that only a few more 

patients are entering hospital but they are staying longer. The reason for the increase in length of stay 

requires further investigation, 

• Mission has fewer general practitioners per capital than the province overall, 

• Mission has no specialists within the community and fewer supplementary benefit practitioners. 

Specialist services are provided by "visiting specialists", 

• There are no inpatient rehabilitation facilities within the District of Mission, 

• Mission has a higher proportion of assisted living beds but a lower proportion of residential care beds, 

• The average wait time for placement in a residential care bed from the community is 35 days; for 

hospital discharges it is 20 days. As of August 2008 there were 23 clients awaiting placement to 

residential care facilities, 


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• Mission will require an additional 24 residential care beds by 2015 to accommodate the predicted 

growth in demand, 

• Key findings on community-based services are extremely limited due to the weak response to the 

survey and very limited centrally collected data. 

• Over 50% of patients presenting at Mission Memorial Hospital Emergency Department are classified' 

as "less-urgent" or "non-urgent". This statistic may be related to the lower than average number of 

General Practitioners per capita in the community. A health plan should look at alternative community 

resources for these types of cases. 


The following is a synthesis of the key !earnings from the seven community engagement events. 

• Members of the public and providers are passionate about healthcare and the services in their 

community, 

• Mental Health and addictions services were identified as having a significant gaps across all 

populations by both the public and the providers, 

• Transportation to health services was identified as an inhibitor to the public assessing necessary 

services across the District of Mission and across all populations, 

• Both members of the public and the providers identified a lack of awareness of available services 

across all populations, service categories, as well as across the District, 

• Housing and care for Seniors through a "campus of care for seniors" was identified as a priority by 

both the public and the providers, 

• Transition housing and care for addicts and offenders was identified as lacking. The public indicated 

that re-siting of these services was important so that they are not clustered in the downtown core with 

a negative impact on business, and 

• Multidisciplinary care (polyclinic) was discussed by both the public and providers as a convenient and 

easily accessible delivery concept for many health services. 


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6 Recommendations: Options for 

Implementation 

The following options were developed based on key findings obtained from the leading practices research, 

data analysis, public and health service provider engagement events, public survey and the health service 

provider survey as described in detail in the sections above. The draft options were validated with the Steering 

Committee which is made up of personnel from both Fraser Health and the District of Mission. The options 

were later validated with the public and the health service providers before they were finalized for the inclusion 

in this report. 

Figure 19: Option Development Process 

Public & Provider 

Consultation Events 

Data Analysis 

Public Survey 

Leading Practice 

Research 

Health Service 

Provider Survey 

Steering Committee 

Validation 

Public Validation 

Health Service 

Provider Validation 


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6.1 Alignment of Options 

The options that follow are aligned with the visions of the Ministry of Health Services, District of Mission as 

well as the vision and goals of Fraser Health. 

Ministry of-Health Services Vision: 

"A health system that supports people to stay healthy, and when they are sick provides high 

quality publicly funded health care services that meet their needs." 

District:of Mission Vision: 

To build a safe, healthy and inclusive community, abundant in economic, recreational and cultural 

opportunities. 

Fraser Health Vision: 

Fraser Health's Goals Include: 

• A healthier population, 

Better Health, Best in-Health Care 

• A sustainable, responsive, high quality, well integrated health system offering 

equitable access to care, 

• A health care system that's focused on the needs of patients, clients and residents, 

and 

• A safe place for our employees and physicians to provide care and services. 

The options for implementation are based on two fundamental components: community based services, and 

acute care services. These are aligned with the values and/ or goals of the Ministry of Health Services, the 

District of Mission and Fraser Health, as well as the concept of integration at the system, geographic area and 

community levels. The working definition for integration states: 

An Integrated Health System is defined as "a network of organizations that provides or arranges to provide a 

coordinated continuum of services to a defined population and is held clinically and fiscally accountable for the 

outcomes and health status of the population served.' 

Shortell et al. further described the critical components of integration as follows: 

• Developing clinical protocols, pathways, and case management systems; 

• Linking cross-institutional clinical services for programs for cardiovascular care, oncology care, 

behavioral medicine, and women's health; 

• Accelerating clinical applications of continuous quality improvement and expansion to the entire 

continuum of care; 

54 Shortell, S.M., Gillies, R.R., & Anderson, D. (1994). The new world of managed care: Creating organized delivery systems. Health Affairs. 13:5 p. 46. 


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• Developing and validating outcome measures and other methods of evaluating performance through 

the use of balanced scorecards; 

• Shifting the focus from acute inpatient care to community based care; 

• Consolidating community programs and services; 

• Expanding the number of primary health care providers; and 

• Accelerating the growth of group practices for primary and specialty group practices.' 

6.2 Aspiration for the Health System within Mission 

The health system within Mission is fundamentally linked to that of Fraser East, Fraser Health and to those 

services that may be available in only one location in the province due to their highly specialized nature. Thus 

the health system within Mission is not an island unto itself and must be integrated with those required 

services that are beyond the regional boundaries of the District of Mission. There is a lack of awareness of 

available services at the local level, however awareness of services outside of Mission appears to be equally 

lacking. Therefore, it is incumbent upon the health service leaders to increase awareness through the service 

directory (an option discussed later) and then to develop strong linkages to services that are required by the 

residents of Mission as well as processes of access through referral, and potentially telemedicine. 

The health system needs to proactively link to the other service providers across the social determinants of 

health, including education, social services and justice to name a few of the key players in Mission. This 

leadership will be critical to support the community health plan for the District of Mission. To address the 

needs of the community it was clearly recognized that the solutions were beyond healthcare, Fraser Health 

and the District of Mission. However, given the focus on the Community Health Plan it is incumbent upon 

Fraser Health and the District of Mission to take on a leadership role in this area. 

Community-based Services: 

Community based health services, and particularly primary health care, are envisioned to be the first point of 

contact for the residents of Mission, as well as ongoing support in staying out of specialized accommodation 

for as long as possible. The goal is to provide more services which support health and well-being closer to 

where people live, including promotion and prevention. The health service providers of Mission need to deliver 

services in a more coordinated and integrated fashion to provide a more positive experience and influence 

better outcomes across the continuum of care. 

Community-based health service providers should become the central point of contact for health services in 

the future and thus will require supporting infrastructure and the willingness to collaborate in making the 

transition. At the community-based provider level a more integrated approach to service delivery is of 

paramount importance, as a more comprehensive approach across the continuum of care is needed to better 

address the needs of citizens. This includes better linkages and possible co-location of primary care providers 

including those involved with child and youth mental health services. In addition, one of the fundamental 

performance targets should be a focus on independent living, as residential care homes should be the 

destination of last resort. Community-based health service providers need to enhance their capacity to 

improve access to services but also to mitigate the demand for acute care. 

Certainly, as the population ages and grows, and as people live longer, many will acquire multiple 

morbidities/chronic conditions that need management. Not only does the capacity of community services 

(e.g. home care, # of psychiatrists, etc.) need to expand to address this demand, but the response needs to 

be configured differently than it has been in the past, more integrated and comprehensive, to tap the full 

potential of community-based services. 

Acute Care Services: 

Based on comments received through the public and provider consultation events and surveys, it is clear that 

Mission Memorial Hospital (MMH) plays a significant role in the community. Not only does MMH provide 

55 Shorten, S.M., Gillies, R.R., & Anderson, D. (1994). The new world of managed care: Creating organized delivery systems. Health Affairs. 13:5 p. 46. 


129 


health care services but it is also a place of employment for many. Community members feel a sense of 

ownership for the hospital and many support it through various volunteer activities. There is no doubt that 

MMH has an integral role within the community. 

Mission Memorial Hospital has a complementary role to community based and specialized hospital care by 

providing ambulatory and inpatient services to prevent, manage or treat chronic disease and acute episodes 

closer to the homes of Mission area residents. Providing these ambulatory services within the community 

eliminates the need for lengthy travel for the patients, and potential need for admission as a consequence of 

travel logistics, as well as it provides quicker treatment or diagnosis for the patient. 

Mission Memorial Hospital is also positioned to provide intermediate inpatient care for clients that are too ill to 

be cared for at home but who do not require the specialized skills and equipment that is available at more 

specialized hospitals such as Abbotsford Regional Hospital. Care within the community has many advantages 

but most importantly maintaining the community link for the patients and their families is key especially for the 

frail elderly at risk for functional deterioration. 

The acute care services at Mission Memorial Hospital will continually evolve in order to meet the care needs of 

Mission area residents, based on ongoing population based planning for Fraser East. It is important to note 

that a more detailed analysis is required to define the role of Mission Memorial Hospital, however potential 

services appropriate for community hospitals could include: 

• Minor surgical procedures provided by local General Physicians or visiting specialist, 

• Pre-admission services including surgical preparation such as blood work and other necessary 

intervention prior to admission to a larger hospitals such as those in Abbotsford or Vancouver, 

• Post-operative inpatient care, rehabilitation or follow up for those individual that are not well enough to 

be discharged home yet do not required the highly specialized care of a tertiary hospital, 

• Diagnostics for example ultrasound and X-ray, as well as microbiology and cytopathology testing, 

• Adult day care and rehabilitation programs that support people who are living in the community, 

• Clinics for travelling specialists such as a psychiatrists, paediatricians or obstetricians, 

• Emergency services for seriously ill patients not requiring the highly specialized care of a larger acute 

centre, 

• Stabilising the patient prior to being transferred to a specialised tertiary hospital, antepartum care for 

higher risk pregnancies; 

• Urgent care for individuals with non-life threatening illnesses or injuries (e.g. allergies, asthma, broken 

bones, sprains and strains, cuts, minor burns, infections, pain) thereby reducing the dependence on 

the emergency department for non-emergent care, and 

• Telemedicine to access specialist care within the community. Given the lack of specialists and other 

health professionals in the community and the resulting access issues for patients who have to travel, 

it is recommended that through partnerships with other facilities, the telemedicine capability that is 

currently available at Mission Memorial Hospital be utilized more frequently. The enhanced use of 

telemedicine may promote access to specialist care within the community. 

It is important that Mission Memorial Hospital ensure that processes are in place for effective and efficient 

transfer from Mission to the other key transfer hospitals in Fraser East, Fraser Health and Vancouver. 


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Options 

The options, along with some supporting references, are described in the tables below. (It should be noted 

that the numbering does not reflect prioritization.) 

Option 1 — Tele-homecare (including Tele-psychiatry) 

The use of new technologies to provide rural in-home healthcare for the provision of disease 

monitoring and management, patient support, and education. Tele-homecare visits may include the 

following service provision via telephone, two-way voice and video conferencing: 

• Patient consultation 

• Clinical instruction and education to the patient and or their caregiver. 

• Physical assessment of the patient's heart, lung and bowel sounds 

• Obtaining vital signs such as blood pressure and pulse. blood oxygen saturation, temperature, 

breath sound auscultation 

• Other clinical data such as blood glucose, lung capacity, patient's weight, EKG 

This Tele-homecare capability provides benefits to the patients and to the health providers including: 

Benefit to the Patient 

The Tele-homecare patient gets to stay at home as opposed to traveling to a health facility. 

• Patient access to health services within their homes reduces travel time and costs for patients and 

families especially in rural locations. 

The Tele-homecare patient is empowered to manage his/her health needs. 

• Tele-homecare monitoring of patients helps them to remember needs that are specific to them. 

For example, a patient who must take medication daily can receive a reminder "visit" from his 

home health provider to reinforce daily routines, such as taking medication. 

• • Clinical trials in Pennsylvania show that patients learned to better manage their health. "They 

bring the log they use to record blood sugars to share during the video visit. Others bring the 

diabetic education packet given to them on admission. 

• Tele-homecare facilitates independent living. 

• The Tele-homecare patient receives increased emotional support. 

• A Telemedicine Today article notes that often, "patients suffering from chronic diseases enter the 

hospital because they crave the emotional support and company that they may lack at home. 

Video visits from nurses, nutritionists, social workers, and physicians can provide that support far 

more cost effectively than hospital admissions can." 

• Virtual visits usually allow face-to-face contact, which enhances the nurse-patient relationship. 

Clinical trials in Pennsylvania reveal patients look forward to the virtual visits. "In anticipation of 

being seen on video, most patients prepare for the video visit with more elaborate grooming. 

Patients style their hair and women apply cosmetics to enhance their video appearance." 

The Tele-homecare patient experiences a decrease in home care costs. 

• Tele-homecare patients have experienced a decrease in cost of home care. This has been shown 

in numerous studies. However, cost also has been an issue that has deterred some providers 

from embarking on Tele-homecare, especially since reimbursement for such services is limited. 


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• Benefits for Providers 

The home health care provider is more productive through Tele-homecare than with traditional home 

visits. 

• Tele-homecare allows providers to see more patients in a shorter amount of time. For example, 

Tele-homecare visits across the United States have averaged 18 minutes; whereas the traditional 

home visit averages 45 minutes. 

• Nurses literally can perform 15 to 20 "virtual visits" a day. Traditional home visits limit nurses to 

five visits a day. 

• Essentially, Tele-homecare reduces the number of trips a home health provider makes and makes 

those "virtual" visits more productive. 

• Tele-homecare allows health care providers to better monitor patients. 

• Several studies have shown Tele-homecare tools to assess the health conditions of patients 

before those conditions became dangerous. 

• Dr. Jay Sanders, Telemedicine Director at the Medical College of Georgia, notes, "Telemedicine 

home health care could save hospitals money by avoiding admissions and improving outcomes 

through early intervention." 

• Tele-homecare allows home health care providers to focus more on prevention, not rescue, a 

home health nurse maintains. Dr. Khalid Mahmud, a medical oncologist, says Tele-homecare "will 

enhance the ability to control the rate of disease progression. This should allow health care 

workers to fine-tune patient care so that their problems don't accumulate to serious levels between 

visits to the physician's office. It should reduce emergency visits and hospitalizations, and will 

become a very powerful instrument in health care." 

The Tele-homecare provider also experiences a decrease in cost of home care. 

• Tele-homecare providers have experienced decreases in home care costs. This has been shown 

in numerous studies and in various pilot projects. " 

• A report from the United States Council of Competitiveness suggests that the daily cost of 

supporting a patient through home telemedicine is $US30, compared with $US74 for home visits, 

$US100 for nursing home care, and $US820 for inpatient hospital care." 

Source: htto://iml.iou.ufi.edu/proiects/Fa112000/Landers/benefits.htm 

Tele-homecare - United States 

Examples 

A Tele-homecare visit is defined as a two-way interactive audio-visual communication between a 

health care provider and a patient in his/her place of residence. The most commonly provided 

services include the provision of patient care, consultations, clinical instruction and education to the 

patient and or their caregiver. This "virtual" home visit involves the physical assessment of the 

patient's heart, lung and bowel sounds and obtaining vital signs such as blood pressure and pulse. At 

the present, some other parameters being measured and in various stages of implementation are 

blood oxygen saturation, blood glucose, lung capacity, patient's weight and temperature. 

Tele-homecare also involves a comprehensive patient/family health education program with a strong 

component of self-management of chronic illnesses. Topics like medication management, 

understanding the disease(s) process, home safety, nutrition and health promotion are taught to 

patients and their caregivers. Since many of these patients have advanced chronic illnesses, end of 

life planning and emotional health issues are also part of the program. 


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Other, less complex, non-interactive technology may be used for the purposes of providing patients 

the opportunity to report, via Internet, modem or telephone, disease specific symptoms. 

Types of Patients 

Patients with advanced or end-stage chronic illnesses who live at a distance from the medical center 

are the primary target population for this program. In addition, those patients who historically have 

demonstrated a pattern of excessive healthcare utilization, due to many factors, are also projected to 

benefit from this technology. 

Types of Providers 

The most frequent provider of Tele-homecare is a registered nurse. Physicians, social workers, 

dieticians, therapists and other healthcare disciplines also use this technology depending on patient 

needs. 

Length of Visits 

Studies have proven a usual "virtual" home visit including documentation lasts from 20 to 30 minutes. 

Many of these visits also require additional time spent on behalf of the patient. Discussions with 

patient's primary care provider, contacting pharmacy or other services, and making referrals are some 

of these issues. 

Frequency of Visits 

Typically, one home visit is made to evaluate and instruct the patient in the Tele-homecare program. 

This home visit usually lasts about 2 to 3 hours. Travel time from the hospital to the patients home 

may be as long as 2 and a half hours one way. Following this initial home visits, "virtual" home visits 

are made on a weekly basis for a period of 2-3 months. Once the patient demonstrates the ability to 

manage his/her chronic illness the frequency of visits is reduced to twice or once per month. Patients 

may be discharged from the Tele-homecare program when the team, in conjunction with the patient's 

primary care provider, determine that maximum benefits have been reached 

Capital Investment 

Depending on the specific type of telemedicine equipment chosen, costs vary from $1,800 to $10,000. 

Additionally, Internet capability may have recurring monthly costs per patient ranging from $35 to 

$150. It should be noted that not all telemedicine equipment is interactive or has an electronic 

stethoscope and sphygmomanometer. The normal life expectancy for Tele-homecare equipment is 7 

to 10 years with upgrades every 3 years as the technology improves. Warranties are generally one 

year and extendable up to 3 years. Equipment is highly portable and can be relocated from one place 

of residence to another. 

Source: http://www1.va.qov/HCBC/paqe.cfm?pci=33 

Tele-psychiatry - United States 

Staff psychiatrists at Southwestern Virginia Mental Health Institute use the technology to provide 

follow-up care to mentally ill patients who have been treated in the hospital and then discharged into 

the care of the community service board in their community. 

The Appal-Link Network serves the poorest and most rural section of Virginia. A shortage of 

psychiatrists (only one per 16,000 people) has contributed to a high relapse rate for chronically 

mentally ill patients residing here. Before this project began, the region had the highest hospitalization 

rate in the state 

Patients treated through the Appal-Link Network have chronic and severe mental illnesses, including 

major depressive disorder, schizophrenia, bipolar disorder, and schizoaffective disorder. The network 

•rovides an o• •ortuni for these •atients to remain in their communities while still receivin• lon•-term 


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medication management from the same psychiatrist. The project also uses the network for treatment 

planning conferences, discharge planning, family visits, and commitment hearings. Generally, the 

hospital treatment team and a case manager from the local community service board conduct a 

discharge planning conference with the patient over the network to introduce all the participants to the 

technology. 

By May 1997, consortium members had conducted 1,023 medication management appointments over 

the Appal-Link Network, as well as 357 case conferences addressing treatment plans, 60 family visits, 

42 commitment hearings, and two forensic evaluations. The tele-psychiatry clinic currently follows 83 

patients. 

Source: www.raconline.orq/success/success details.php?success id=238 

Option 2 — Evolving Service Definition of Mission Memorial Hospital 

Optimize acute care services within the District of Mission by continually evolving the service 

definition of Mission Memorial Hospital. 

With consideration to: 

• Relocating services that can be accommodated within community settings (i.e. residential care) 

• Developing low acuity, high volume niches in appropriate ambulatory settings (e.g. low risk 

antenatal care, paediatrics and psychiatry) 

• Expanding services such as: 

■ 

■ 

■ 

■ 

■ 

■ 

■ 

Clinics for specialists 

Minor surgical procedures 

Pre-admission services 

Post-operative inpatient care and follow-up 

Diagnostics, 

Urgent care, 

Telemedicine, etc. 

• Working with community-based service providers in the development of clinical pathways and 

performance metrics to ensure optimal service delivery 

• Faster diagnosis and treatment 

• Increased care within the community 

• Reduced travel and costs by providing non-life threatening services locally such as diagnostics, 

minor surgical procedures, pre-admission services and post-operative care, etc 

• Decreased dependence on the emergency department 

• Enhanced access to specialist care 

Expanding the vision of community hospitals - Scotland 

In urban settings there is still a need for local provision of services away from large acute and 

specialist hospitals. This may not include a need for inpatient beds depending on the identified needs 

of each area. Urban communit hosiitals have the •otential to make a real difference to local areas 


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with significant health needs. 

There is a growing number of such community-based centres in urban settings, for example: 

The Links Unit in Aberdeen City: a 24-bed urban community-based facility offering GPs an altemative 

to admission to the acute sector for medically stable older people. It provides nurse-led, GPsupported 

care with a focus on the promotion of independence through rehabilitation and co-ordinated 

health and social care. 

The Leith Community Treatment Centre in Edinburgh provides healthcare for local people in the 

centre of their community. As well as providing a range of diagnostic services and outpatient clinics, 

including paediatrics, it also offers rehabilitation assessment for older people and services such as 

dietetics, physiotherapy, midwifery and community dentistry. Co-located services include social work, 

psychiatric nursing, voluntary services and school nursing. There are no inpatient beds. 

Planned care 

Community hospitals will strengthen the primary-secondary care interface by providing intermediate 

care. They are well positioned to facilitate timely discharge of people from larger hospitals and to 

provide pre-admission and post-discharge care from these hospitals. Community hospital staff has an 

important role in supporting the proactive management of long-term conditions and the prevention of 

crisis episodes. 

Admission to a large acute hospital can have adverse effects on individuals, especially older people, 

such as undermining personal confidence, and the dislocation of local support structures and family 

networks. Community hospitals offer the ideal environment in which to provide care and treatment for 

patients with health needs who cannot be cared for at home, but who do not require the level of 

specialist care provided in an acute hospital. By providing services more locally, it is anticipated that 

the length of admission might be shortened by the improved co-ordination of discharge planning and 

the positive effects of maintaining community links for the patient. 

In addition, community hospitals could provide more ambulatory services locally avoiding lengthy 

journeys for individuals and potentially preventing admissions to acute hospitals for diagnosis and 

treatment merely because of the logistics of travel. 

More specifically planned care services could include: 

(a) Day case surgery 

The vision of community-based services set out in Delivering for Health and the expansion of day 

case surgery now offer opportunities for a greater number of planned surgical procedures to be 

carried out locally in a community hospital. 

Examples of day case surgery already being delivered are: 

• A day case vasectomy service at Kincardine Community Hospital in Stonehaven through a locally 

based accredited GP 

• Plastic surgery day case services such as melanoma removal at Brechin Community Hospital, 

provided by a visiting specialist plastic surgeon 

• Minor surgery services at many community hospitals provided by local GPs. 

(b) Pre-admission assessment and post-operative aftercare 

The individual's journey for elective surgery in larger hospitals would be improved through the 

provision of pre-admission assessment and post-operative aftercare in community hospitals. 

Investi•ative •rocedures such as x-ra s and blood tests could be •erformed before admission to 


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larger hospitals and patients could be discharged to the local community hospital for inpatient postoperative 

care and rehabilitation or outpatient follow up. Many community hospitals already admit 

orthopaedic and other post-operative surgical patients. 

(c) Planned day care and rehabilitation 

This could include people requiring palliative and terminal care, ante-natal and post-natal care and 

patients requiring rehabilitation for conditions such as stroke. Community hospitals could provide and 

develop rehabilitation services, supporting people at home or providing a homelike environment for 

patients within their own locality. 

(d)Diagnostics and treatment 

The list of possible diagnostic and treatment services which could be delivered by community 

hospitals ranges from complex high technology services, through endoscopy and diagnostic 

ultrasound/x-ray, to simple near-patient testing and anticoagulant monitoring. 

(e) Outreach clinics and GPs/health professionals with special interest 

Many community hospitals in Scotland already have outpatient clinics so that patients do not have to 

travel far for appointments. These clinics can be run by visiting consultants, but consideration should 

be given by NHS Boards to provision of services by GPs, nurses and other health professionals with 

special interests, for example mental health and speech and language therapists. 

Unplanned care 

Many people are admitted as emergencies to hospital to receive diagnostic services or to treat an 

exacerbation of a long-term condition. The nature of someone's problem should always dictate where 

he or she is treated, and some people will always require the expertise and resources of a specialist 

acute centre. Others, however, could safely and effectively be cared for locally at community hospitals 

with appropriate resources of personnel, equipment and telecommunications capability. Nurses and 

allied health professionals have opportunities to develop their role further to meet people's needs in 

these areas. More specifically, new community hospitals might provide the following type of 

unscheduled care services: 

(a)Community casualty units 

Delivering for Health made a commitment that NHS Boards would develop practitioner-led community 

casualty units. The vision is that hospital-based specialist emergency centres will deal with serious 

and life-threatening emergencies, while community casualty units, led by a range of practitioners such 

as GPs, nurses and paramedics, could provide for the approximately 70% of current attendances at 

accident and emergency departments that do not require hospital attendance. 

Some community hospitals already have practitioner-led minor injury units, so adopting community 

casualty unit status could be a logical next step. The 

co-location and integration of a community casualty unit with a local OOHs service in a community 

hospital would make sense in a number of areas. 

(b) Investigations before, or instead of transfer 

Extending primary care professionals' access to community hospital investigative and diagnostic 

facilities would enable patients presenting as emergencies to be diagnosed and possibly treated 

locally, with links and referral to specialist centres as appropriate. This service development would be 

enhanced by the possibilities of telehealth with the capacity for remote consultation and results 

reporting as described later. Those patients requiring transfer to the specialist centre may be 

considered for post-discharge treatment and/or rehabilitation at the community hospital. 


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(c)Stabilization prior to transfer 

Community hospitals in many remote and rural areas of Scotland already provide essential treatment 

to people, stabilising their condition prior to transfer to a specialist centre. Local GPs and teams at 

community hospitals offer, for example, thrombolytic therapy to patients who have suffered a heart 

attack. This function could be considered in other community hospitals as part of the overall planning 

of unscheduled care. 

(d)Local special skills development 

It may be possible to develop this model further, for instance the local extended primary care team at 

the Mid Argyll Hospital in Lochgilphead, provides treatment to seriously ill emergency patients, 

including airway management and assessment and management of head injuries, prior to transfer via 

the Rapid Retrieval Team to the acute unit at the Southern General Hospital in Glasgow. 

Source: http://www scotland gov uk/Publications/2006/12/18142322/3 

Option 3 — Integrated Health Network 

An integrated health network (IHN) links patients, family physicians, primary care providers and 

communities with existing Fraser Health and community services. Together, with the patient or client, 

they create coordinated care that is focused on the holistic needs of the population. 

• With integration, providers work together in interdisciplinary teams and across the spectrum of 

services, to share and coordinate care, as well as proactively plan for an individual's range of 

health needs over the long term. This ultimately leads to better care, and better health. 

• An integrated health network is effective for people living with multiple or complex chronic 

conditions. They receive coordinated care for their range of conditions, along with disease 

prevention strategies and guidance in self-management to help them gain confidence and control 

over their health 

Accountability for results lies collectively with all members of the Integrated Health Network (patient, 

practitioners, and administrators). Health care results will be clearly measured, assessed and 

communicated to all partners. The family physician is the most responsible provider (the quarterback of 

care). 

Benefits to Individuals, Patients & Families 

An integrated health network: 

• Improves a patient / client's experience and satisfaction with better efficiency and continuity of care, 

less run-around and stronger relationships with care providers. 

• Increases a patient / client's confidence and sense of control as they are guided and gain 

knowledge to manage their own health. 

Benefits to Health Care Providers 


• Saves time and duplication by reducing disjointed encounters between the patient and the health 

care system, and identifies and bridges gaps in care. 

• Improves health. Planned, coordinated care for a patient as a whole, rather than separate services 

res•ondin. to isolated health issues, o•timizes health and hel ss reduce the load on individual 


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providers. 

• Improves health professional satisfaction when GPs and their teams know that their patients are 

well taken care of and getting better results. They also have access to an interdisciplinary team for 

support, and experience less duplication and improved feedback with fewer communication gaps. 

Benefits to the Health Care System 


• Results in better use of health care dollars from more effective use of resources. 

• Increases mutual respect of resources including primary care, local and regional resources through 

effective integration and understanding of roles, methods and priorities of care. 

There are 25 different Integrated Health Networks within five Health Authorities in British Columbia. 

Within Fraser Health, there are three Integrated Health Networks currently in operation including White 

Rock/ South Surrey, New Westminster and Surrey Memorial Hospital. Examples of the type of services 

and programs offered include 

• Integrated Health Services - Physician referral needed 

• Chronic disease care coordination 

• Assessments & Care Planning 

• Cardiac rehabilitation 

• Diabetes education 

• Specialty Exercise 

• Healthy Living Classes for Chronic Disease Management - no referral needed (contact iConnect 

Health Centres directly) 

• Nutrition education 

• Healthy weight loss 

• Managing blood pressure 

• Managing cholesterol 

• Medication management 

• Prevention and Self-Care 

The existing IHN model is likely to evolve beyond its' current focus to become more comprehensive, 

engaging all citizens and all providers. 

Option 4 — Electronic Medical/ Health Record 

Description 

Develop a fully integrated Fraser Health-wide electronic health record across the providers of the 

District of Mission to enable the exchange of information to support well managed transitions and 

enhance the patient experience. An electronic medical/health record (EMR/EHR) is a software tool 

used to store a patient's clinical and personal information. 

The EMR/EHR may be used for various purposes including: 

Registering patients 


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• Scheduling appointments 

• Billing 

• Computerized prescriptions 

• Lab tests 

• Diagnostic measures 

• Progress notes 

• Research and quality improvement 

• Electronic medical record systems improve the quality of patient care and decrease medical errors 

compared to traditional paper-based medical records. 

• One study reported a net benefit from using an electronic medical record for a 5-year period of 

86,400 US dollars per provider. 

• Benefits accrue primarily from savings in drug expenditures, improved utilization of radiology tests, 

better capture of charges, and decreased billing errors. 

• A five-way sensitivity analysis with the most pessimistic and optimistic assumptions showed 

results ranging from a 2300 US dollars net cost to a 330,900 US dollars net benefit. 

• Implementation of an electronic medical record system in primary care can result in a positive 

financial return on investment to the health care organization. 

Source: http://www.ncbi.nlm.nih.clov/pubmed/12714130 

United States 

There are, several successful examples of EMR implementations in large hospitals, usually 

hospital systems, that have had years of experience developing custom EMRs, for example 

the Veterans Administration hospital system, Kaiser Permanente's HealthConnect and the 

VistA Electronic Medical Record in the United States. 

Option 5 — Introduction of a Navigator Role (clinical pathways) 

Introduce a Health Navigator role to help clients with complex needs access and navigate the health 

system. The Patient Navigator seeks to alleviate barriers that patients may encounter when trying to 

access healthcare services including financial, language/communication and information. The 

Navigator also acts as the patient's advocate in the interval between screening, diagnosis or 

treatment, and assists with practical issues such as paperwork, as well as childcare or transportation 

problems. 

This role supports the highly complex patient that generally has multiple conditions and requires 

support across a variety of providers. This role is utilized most in chronic disease management 

including mental health and addressing the needs of the frail elderly population. 

Other responsibilities include: 

• Coordinating appointments with providers for diagnostic and treatment services. 

• Fostering communication with patients, families and healthcare providers to ensure patient 

understanding and satisfaction. 


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• Ensuring that appropriate medical records are available at scheduled appointments. 

• Facilitating linkages to follow-up and specialty services in an acute care setting and within the 

community. 

• Providing access to outreach and education programs. 

• Coordinating transportation to and from medical visits. 

The patient navigation system is built around case-management. The system ensures that patients 

are accessing the appropriate services and, as a result, frees up other medical services. The patient 

will know who to call in case of an emergency and will be informed of where to go for care. This 

approach prevents re-admittance and limit unnecessary emergency room visits. 

Alberta, Canada 

The Alberta government is establishing a patient navigation system across Alberta. Patient navigators 

help physicians and other health care providers to manage the care of patients with complex needs. 

This includes patients who require services from multiple health professionals and agencies in a 

variety of service settings, or who may need services provided in different locations across the 

province or by different government departments. 

Patient navigation is centred on the needs of the patient and family. Through the assistance of a 

navigator (case manager), the physician can link to services across the health care system. The 

navigator provides access to care, and identifies and monitors resources required by the patient. 

Responsibilities of a patient navigator include assessment, service coordination, referral of clients to 

services, navigating clients from one service to another, ensuring there are no gaps to services, 

evaluation of outcomes of services and preparing discharge and transition planning. 

British Columbia, Canada 

A new program designed to help Aboriginal patients access and navigate their way through 

Vancouver Coastal Health was launched with the introduction of three new patient navigators. 

The Aboriginal Patient Navigator Program will contribute directly to improved health outcomes for 

Aboriginal people by bridging the gap between healthcare providers and the Aboriginal patients they 

serve. 

Aboriginal Patient Navigators will provide referral, advocacy and support to patients to ensure access 

to appropriate health care and community services. This could range from helping a patient get 

benefits to cover the cost of prescription drugs to connecting a visiting family member to local housing 

resources. 

The navigators will also act as a resource for Vancouver Coastal Health staff to help them understand 

and accommodate Aboriginal health practices and beliefs. This can include arranging for a spiritual 

healer or working with staff on culturally appropriate discharge plans. 

Nova Scotia, Canada 

Cancer Patient Navigators (CPN) work with children, adolescents and adult cancer patients and their 

families to address a wide range of physical, social, emotional and practical needs. They serve as the 

link between the patient and the cancer system. They also work closely with the Patient Navigation 

Community Liaison to improve access to cancer services and better meet the needs of diverse 

communities, including African Nova Scotians, First Nations and Immigrant communities. 

CPNs work with family physicians, community-based specialists, oncologists and other cancer health 

•rofessionals to coordinate services for the •atient. The •rovide an added source of cancer ex•ertise 


140 


for health professionals in the community and promote teamwork and communication among health 

care providers. They help to ensure that patient's have access to supportive and rehabilitative care, 

palliative care, volunteers and other supports in their home communities. 

They work to improve the quality and consistency of cancer care within health districts by informing 

senior leaders of gaps in cancer services. They work with the district cancer committees and others to 

improve their community's capacity to care for cancer patients. 

United States 

A Patient Navigator demonstration program has been funded to improve health care outcomes for 

people with cancer and/or other chronic diseases by helping them make their way through the health 

care system. 

Patient Navigators, help people learn about chronic disease, such as cancer, diabetes, cardiovascular 

disease, obesity and asthma, then steer them into screening and treatment as needed. In addition, 

navigators assist people in finding and using community services that will help them beat chronic 

disease for longer, healthier lives. 

Option 6 — No Wrong Door Protocol (link with cross sectoral partners) 

• Create an environment where residents can access health care and health enabling services 

despite their point of entry. No Wrong Door is premised on the principle that every door in the 

health care system should be the 'right' door. 

• Each provider within it has a responsibility to address the range of client needs wherever and 

whenever a client presents for care. When clients appear at a facility that is not qualified to 

provide some type of needed service, those clients should carefully be guided to appropriate, 

cooperating facilities, with follow-up by staff to ensure that clients receive proper care 56 . 

• Practically this means that providers must be equipped with the necessary training and access to 

information pertaining to available health services. 

• Increased access to Home and Community-based services 

• Decrease in unnecessary institutional placements 

• Financial savings 

• Improved Outcomes 

• Enables patients to access services faster 

• Less frustration 

• Greater Opportunity for Consumer direction 

• Web-based 

United States 

No Wrong Door is the Commonwealth of Virginia's approach to one-stop for adult health and human 

services. The vision of the No Wrong Door initiative is to have Resource Centers in every community 

servin• as Mehl visible and trusted daces where individuals can turn for information on the full ranee 

56Paving the way to a No Wrong Door Service System, 2006. Retrieved on January 2009 at 

http://www.health.vic.gov.au/pcps/downloads/careplanning/paving_the_way nov2006.pdf 



141 

of long-term support options and entry to public long-term support programs and benefits. 

Virginia's No Wrong Door system is a collaborative public/private effort between the Virginia 

Department for the Aging (VDA), Department of Rehabilitative Services, Department of Medical 

Assistance Services, Department of Social Services, Department of Mental Health, Mental 

Retardation and Substance Abuse Services, Office of the Attorney General, Virginia Board for People 

with Disabilities, Community Integration for People with Disabilities, 2-1-1 Virginia, Senior Navigator, 

non-profit organization, select Area Agencies on Aging (AAAs) and their local governments and local 

providers.. 

The development of this initiative is being guided by the No Wrong Door Resource Team. This team 

is chaired by the Deputy Commissioner of the Virginia Department for the Aging. It includes 

representatives from departments within the Health and Human Resources Secretariat, private 

groups such as the State Association for Centers for Independent Living, 2-1-1 Virginia, and Senior 

Navigator, Area Agencies on Aging, private providers and self advocates. 

The No Wrong Door system will benefit providers and the citizens that need these services by: 

• Collecting the Uniform Assessment Instrument (UAI) in an automated system. (The UAI is a 

standard tool used by Virginia Health and Human Resource agencies). 

• Maintaining a comprehensive directory of service providers used to coordinate the best available 

services for clients. 

• Tracking referrals and service delivery. . 

• Coordination of services. 

• Measuring outcomes. 

• Evaluating gaps in service. 

Currently, the system is being implemented throughout 6 communities: 

Source: htto://wvvw.vda.viroinia.clov/nowronodoor.asp 

Helen is 84, widowed for a little less than a year. She suffered a stroke two months ago and, with her 

only daughter living several hundred miles away, she is alone. Though living alone is very difficult for 

Helen, she does not wish to move away from the home she and her husband lived in for almost 50 

years. With continued encouragement from her daughter, Helen decided to contact the local Area 

Agency on Aging (AAA) to see if she could receive any assistance that would allow her to continue 

living at home. The care coordinator from the AAA visited Helen at home and conducted an 

assessment, which is entered into No Wrong Door's HIPAA-compliant shared client database. The 

evaluation revealed that she has mild memory loss, is incontinent, and is lonely. The information 

collected interfaces with Senior Navigator (a service provider database) and returns matches 

according to her needs. Helen and the care coordinator discussed which of the available long-term 

supports would best suit Helen's situation. She explained to the care coordinator that she wants her 

daughter to have access to any of the information collected about her and this information is 

documented in Helen's electronic file. Helen decided that if she could go to an adult daycare center, 

she might be able to make new friends, and the nursing staff there would attend to her health needs. 

The care coordinator used the No Wrong Door technology to make an electronic referral to the adult 

daycare center and also arranged transportation for her intake appointment. Helen asked if they could 

call her daughter to inform her of the decision. Helen's daughter was delighted and supportive of her 

mother's decision. Two days later the transportation service picked Helen up and delivered her to the 

intake meetin• at the adult da care center. When Helen met the social worker at the center, the social 


142 


worker had already received and assessed Helen's information; Helen was relieved that she did not 

have to re-tell her story or review her medical problems with the social worker. The two of them 

discussed what types of activities she would like to be involved in at the center, and Helen decided to 

attend three days a week. Concerned about her ability to cook for herself, the social worker asked if 

Helen would be interested in home delivered meals. Helen was grateful to receive the help and a 

referral was made to Meals on Wheels. The social worker set up transportation arrangements with 

Helen, the referral to the transportation agency again being made through the No Wrong Door 

system. Having attended the adult daycare center for only four weeks, Helen is thriving and excited to 

be in a new environment. She is interacting with new friends, is knitting again, and has recently 

decided to take part in a weekly trip to read to the 2nd graders at a local elementary school. The 

social interaction has boosted Helen's morale and the cognitive interaction provided by the activities 

at the center is helping to keep her mind sharp with no significant memory lapse to note. The nurses 

at the center are making sure that Helen's incontinence is kept under control and her overall status is 

being documented in her electronic file in the No Wrong Door database, allowing the original care 

coordinator to view Helen's current status. Through No Wrong Door, Helen has been able to 

coordinate and receive long-term supports from four different service providers. Not only is Helen able 

to navigate the system, but every provider is also able to access her information prior to their 

interaction with her. Because of the community collaboration and the dedication of the long-term care 

providers, Helen is happy, healthy, and continues to live at home. 

Source: htto://www.vcu.edu/vcoa/ageaction/aciewinter08.pdf 

Option 7 — Multi-Purpose Interdisciplinjary Health Centre 

Develop an inter-professional or interdisciplinary health services facility (or facilities) that will colocate 

health services and provide care using an inter-professional service delivery model. This 

supports the Integrated Health Network option discussed earlier. 

The inter-professional delivery model will ensure the following: 

• • Increase in access to services that are wellness oriented and proactively manage chronic disease 

• Increase and broadened inter-professional team-based service delivery 

• Strengthened capacity to deliver culturally competent services 

• Integration among providers 

• Access to rotating specialists for high volume services 

Benefits 

• Clinics that focus on chronic disease management, geriatrics, mental health and addictions, 

rehabilitation, women's health, children's health, newborns, etc. 

• Continuity of care and information sharing 

• Standardized care aimed at providing better health outcomes 

• Access to diagnostics 

• Access to multidisciplinary professionals in one location 

• Navigators to appropriately support residents with complex needs. 

• Support Tele-homecare capabilities within the District of Mission 

• Full scope of practice for Nurse Practitioners 


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• Increased service delivery at the local level through greater coordination and deployment of health 

resources at the Fraser Health level. The District of Mission lacks any specialist care in the 

community, a coordinated approach of deploying specialists and other health professionals can 

help meet the needs of the residents. 

The Polyclinic - United States 

The Polyclinic is a physician-led (or nurse practitioner led in Ontario) multi-specialty group practice 

located in downtown Seattle. It was established in 1917 and employs 107 physicians, including more 

than 30 primary care physicians and more than 70 specialists in most areas of medicine. The majority 

of its physicians are full-time, resulting in a full-time equivalent of about 98 doctors. The main campus 

includes an array of on-site services such as laboratory and X-ray services and outpatient surgery. 

A remodeled downtown location and the adoption of an "open access" strategy have helped to 

cement the patient-centered qualities of the practice. Open access is also known as advanced access 

or same-day scheduling. The transition to open-access scheduling required that the practice leaders 

work together in new ways and reinforced the team approach to meeting patient needs. The practice 

is not without challenges, however, which include competitive pressures for market share from other 

organizations in the downtown market and an ongoing need to sustain their patient-centered culture 

as the demands of expansion lead the practice to add new physicians and support staff. 

Source: http://vvww.commonwealthfund.orWinnovations/innovations show.htm?doc id=700904 

BelfaSt Wellbeing and Treatment Centre —The One Stop Shop - United Kingdom 

One of the Health and Wellbeing Centres is a unique development undertaken in partnership 

between North and West Belfast Trust, Belfast City Council & Belfast Education & Library Board that 

will allow each agency not only to deliver its own services in a purpose built environment but enable 

the development to be more than the sum of its parts. 

Examples 

One Stop Shop for treatment, care and information providing a range of services including: 

• Podiatry 

• Physiotherapy 

• Occupational Therapy 

• Speech and Language Therapy 

• Community Dental Services 

• Community Paediatrics 

• GP and treatment room services 

• GP out-of-hours services 

• Social work & nursing services for: 

■ 

■ 

■ 

■ 

■ 

■ 

Elderly People 

Families and Children 

People with Sensory Impairment 

People with Physical Disabilities 

People with Mental Health problems 

People with Learning Difficulties 



Care Management 

The Wellbeing and Treatment Centre is also a One Stop Shop for health and wellbeing information, 

houses a citizens advice bureau, and is great opportunity to share and collaborate with other 

Agencies 

Source: htto://www.nhsconfed.orq/issues/issues-3227.cfm 

Option 8 – Campus of Care for Seniors Living 

The campus of care model offers a range of housing and care options in one location, from 

independent housing to assisted living and complex care. 

Description 

Campuses of care minimize the transition for seniors when their care needs change. Aging in place 

allows couples, family members and friends to remain on the same site when their levels of care are 

different. Many Campus of Care are in various stages of development across British Columbia 

including in communities such as Surrey, Vancouver, Parksville Port Coquitlum , White rock, Prince 

George, etc. 

The development of a Campus of Care for seniors will provide: 

• Independent housing, assisted living and residential care. 

• Increased affordable housing capacity allowing seniors to remain within Mission 

• Minimized transition for seniors when their care needs change. 

• Potential close proximity to services 

• Comprehensive and easily accessible programs and activities 

Benefits 

• Potential capacity to host other community services (e.g. a children's day care with potential for 

senior volunteers) 

Some studies demonstrate that moves from the family home or between institutions have negative 

health outcomes for the frail elderly, including increased risk of death. 

As well, studies also show that seniors who are engaged with their community stay healthier longer, 

and every move—away from friends, social networks, family and even possibly a spouse—breaks 

this valuable connection, increasing their risk of isolation and decline. 

The combination of different levels of care on the same site enables a resident to minimize the need 

to move, thereby decreasing both these effects. 

Source: http://www.seniorsincommunities.ca/upload/dcd114 CampusCareArticle.pdf 

Examples 

Campus of Care - Vancouver, British Columbia 

Vancouver's Westside (previously home to St. Vincent's Hospital is being redeveloped into a 

'Campus of Care' for seniors. When the Campus of Care is complete, Providence will be able to offer 

a broad range of residential and non-residential services for seniors, allowing them to age-in-place in 

a community of choice. 

A Campus of Care supports seniors to 'age in place' rather than have to move as their care needs 

increase through a broad range of health and housing options, which could include: 

• Independent living; 

• Supported Living-housing and optional hospitality services (meals, etc.) 


145 


• Assisted Living — personal care, housing and hospitality services (meals and 

cleaning) 

• Complex or Extended Residential Care — round-the-clock care 

• Rehabilitative services; 

• Palliative care; and, 

• Special outpatient clinics 

While most of the individual components of the Campus have not yet been confirmed, it will provide 

seniors in the community with: 

• Easy access to on-site clinics; 

• Support services such as meals or rehabilitation; 

• Health and wellness programs; 

• Independence; 

• Choice/flexibility and opportunities for companionship; 

• Normalcy and engagement; 

• Encouragement for intergenerational relationships; 

• Easy access to health and supportive services; 

• Support of spirituality, reflection and growth; and, 

• Support of physical and intellectual growth. 

Each person's physical, emotional and spiritual needs will be supported through Providence's Eden 

Care philosophy — a holistic-care focus that reduces the loneliness, helplessness and boredom 

facing many seniors, and provides them a more home-like environment. 

Source: http://www.providencehealthcare.orp/ledacy blueprint.html 

Option 9 – Community Service Directory 

Description 

To address the lack of awareness of local health services by the general public as well as health 

service provider a web-based and paper community service directory is recommended. The 

directory is recommended to be supported by a central community information office and/or 

information "hot-line". To promote the availability of the community service directory a public 

awareness campaigns are recommended in conjunction with education on available programs/ 

services for Mission residents with an emphasis on health promotion and disease prevention, 

including screening and healthy living. 

The Community Directory is a vital tool for the successful implementation of the Navigator role and 

the No Wrong Door protocol options. 

• Increased awareness of available services 

• Better referral to the most appropriate programs and services 

• Assists with the navigation through local services 

• Web-based search capabilities 

Examples 

Ontario, Canada 

The Mental Health Service Information Ontario MHSIO is an online Service Directo is a 


146 


searchable database of mental health service programs offered by organizations in Ontario, 

Canada. 

Listing of any organization in this directory does not imply legitimization, authorization or 

endorsement by Mental Health Service Information Ontario. All information included in this 

directory is self-reported by participating mental health service organizations to MHSIO. 

Assistance is also available via telephone 24 hours a day, seven days a week. 

Source: 

http://www.mhsio.on.ca/DART/owalive/mhsio program info v2.show orociram?o orqsitepro 

gram=10134187328&v_dir_type=MHSIO 

Option 10 — Further Study of Health and Community Services Locale and Configuration 

Conduct a strategic capacity and configuration review of services for persons with mental health 

and addiction needs. 

• Configure services such that they enhance access for Mission area residents 

Benefits 

• Decreased clustering of mental health services near local businesses 

• Where appropriate separating mental health services from addiction services 

Option 11 — Transport Strategy 

Based on the community engagement events and the public and provider surveys, transportation 

was seen as a key deterrent in accessing health care services both within Mission and outside of 

the community. Health Service Providers and Municipal personnel have an opportunity to 

coordinate a transportation strategy that meets the needs of Mission area residents in terms of 

accessing health care services as well as other services that contribute to the wellbeing of the 

population. 

Emphasis should be placed on: 

• Enhancing and coordinating bus/shuttle service from Mission to health services such as the 

Abbotsford hospital 

• Improving routing & scheduling to and from key locations 

• Providing awareness campaigns to promote the available transportation services and supports 

• Creating more accessible sidewalks for strollers and wheelchairs so that individuals can access 

bus/ shuttle routes as well as walk to key locations. 

• Improved and timely access to health services and key locations 

• Reduced costs associated with having to rely on costly transportation services to access health 

services outside of the community 

Option 12 — Joint Planning Amongst Non-Traditional Partners Fall Out of Planning 

Create a coordinated approach for health services planning among non-traditional partners such as 

the municipal government, health services, education, social services and justice in order to address 

fundamental •a es within the s stem. Health Service Providers will need to •Ian across or•anizations 


147 


to ensure that duplication of services is minimized and that service gaps are filled 

It is also recommended that a joint planning and implementation action group with non traditional 

partners be formed to address the cycle of addictions and crime by focusing on the following: 

• Housing issues, including regulation around standards 

• Counselling and support services 

• Improving outreach for mental health and addictions population 

• Working with Provincial/Federal governments on community placement 

• Promotion of vocational training 

• Counselling availability 

• Detox/Rehab centres 

• Promoting community involvement 

Determinants of health approach to health planning versus the traditional siloed approach to health 

planning 

United States 

Riverside County, California not only has the worst urban sprawl and fine-particle air pollution in the 

United States but is also one of the fastest growing counties in the nation with over one million new 

residents expected by 2020. The county also has high rates of cardiovascular disease, obesity, and 

physical inactivity. To address these concerns, Riverside County Department of Public Health 

(RCDOPH) incorporated "creating more liveable communities" as one of the department's 2003-2006 

strategic plan goals. A multi-disciplinary public health team was formed and works closely with nontraditional 

partners including County Planning, Transportation, Parks, Economic Development 

Agency, Fire, Associations of Governments, and real estate developers. RCDOPH and partners have 

created design guidelines given to developers at the initial phase of the planning process. RCDOPH 

also led the effort to develop a model pedestrian master plan for incorporation into the City of 

Riverside's General Plan and developed a walking guide that identified 46 walking routes and trails 

throughout the city. They have also sponsored multiple trainings and conducted walkable community 

workshops countywide. Future goals of RCDOPH include incorporating health impact assessments in 

new and redevelopment projects. All Riverside County residents have the right to enjoy the highest 

quality of life. As the region continues to grow, RCDOPH will continue to be an active partner in the 

planning process to help build health into everyday life. 

Source: http://aoha.confex.com/aoha/134am/techprogram/paDer 128196.htm 

Option 13 — Licensing for Existing Recovery/ Transition Housing (Cross-Sectoral Partners including the Municipality) 

Mental Health and Addictions as well as the cycle of addictions and crime were identified as a key 

finding resulting from this study. As there are many contributing factors that determine the health 

status of this population it is recommended that a joint planning and implementation action group be 

developed consisting of non traditional partners (e.g. municipal govemment, health services, 

education, social services, justice and community members) in order to address the cycle of 

addictions and crime by funding appropriate housing, and regulating supportive housing for residents 

with addictions. 

Recove homes are an im•ortant as•ect of rehabilitation. There are over a hundred unlicensed 


148 


recovery homes in Fraser Health. Lack of licensing means a lack of standardized care which poses a 

risk for complex mental health clients with various health issues. 

• Recovery housing for Mission are a residents 

Benefits 

• Standardized care and supports 

• Safe and habitable housing 

Recovery Housing - United States 

The CCAR Recovery Housing Coalition is a group of individuals and companies that provide housing 

for those in the recovery community. The coalition offers educational, advocacy, and organizational 

support for its members. Additionally, information about housing services offered by coalition 

members is made available to recoverees and providers through the CCAR telephone contact 

program, as well as its website. 

Examples 

A significant goal of the coalition is to help assure that recoverees have safe and habitable housing. 

All houses must be managed in an ethical, honest, and reasonable fashion. The coalition has drafted 

minimum standards for recovery housing. Owners of recovery housing who adhere to the minimum 

standards are entitled to be members of the CCAR Recovery Housing Coalition. 

The process of establishing and monitoring minimum standards is an evolving one, intended to 

elevate the quality of recovery housing available to recoverees. There are three major components of 

the standards which broadly include (1) operating structure (policies / procedures); (2) physical plant; 

and (3) evaluations and inspections. 

Source: htto://www.findrecoveryhousino.com/pdfs/ConsumerGuide odf 

Option 14 -- Public Education Campaigns for Health Promotion and Disease Prevention 

Development and distribution of information & education for healthy living across all ages. Emphasis 

on health promotion and disease prevention, including screening and healthy living in order to 

address the poor health outcomes of Mission area residents including: 

• Breast cancer screening 

• Teen pregnancy 

• Low birth weight babies 

Description 

• Obesity 

• Tobacco use 

• Alcohol use 

• Physical activity 

• Healthy eating 

• Suicide 

Benefits 

Examples 

Public education and support to enable residents to become increasingly pro-active in seeking care 

and health enabling programs/servicës as well as participating in better self-management practices. 

Patient education is a critical component of preventive medicine, particularly with regard to health 

issues that can be improved by lifestyle changes, such as obesity, smoking, and drug or alcohol 

abuse. The challenge of an •ublic education cam gaign is not onl to reach as man geode as 



149 

possible, but to sustain a source of information that will continually contribute to common knowledge 

among the general population. 

One of the problems encountered when presenting educational information to the public in the form of 

an ad campaign or a position paper is that interest levels eventually drop over time, and key 

information will be forgotten or overlooked as other priorities are introduced. In order to keep health 

issues current, national health issue "days" or "weeks" are often established by government to 

rekindle interest for a topic in the news media and the public forum (e.g., the fourth week in January is 

designated as National Non-Smoking Week. Timed, no doubt, to coincide with smokers' New Year's 

resolutions to quit the habit, the annual event has been celebrated for the past 20 years). 

These events are frequently accompanied by ad campaigns to promote awareness of the particular 

topic. Such campaigns may include television, radio or newspaper ads, as well as online advertising 

and posters, billboards or direct mail materials. For example, this year, Health Canada launched a 

second-hand smoke television ad campaign to complement National Non-Smoking Week. 

The Ontario Medical Association (OMA) has also published several papers and statements on the 

topic of smoking, second-hand smoke, and medications and therapy for quitting. While health 

research and advertising campaigns can be expensive, the OMA Health Policy Department minimizes 

operating costs by partnering with other stakeholders, and strategically planning avenues for public 

communication. 

For example, the OMA issued a press release in January calling for the protection of children from 

exposure to second-hand smoke in homes and cars. The release, which was timed to complement 

National Non-Smoking Week, helped to generate more than 3,200 visits to the "Smoking/Tobacco" 

issues area of the OMA website during January — a 17 per cent increase over traffic to that same 

area in December 2006. Keeping the public informed of health issues not only promotes healthy 

lifestyle decisions for individuals, it also helps to influence political decision-making based on public 

opinion. Changes in attitude toward smoking, for example, have lead to legislation limiting the sale 

and use of tobacco in public places. 

The Ontario Tobacco Research Unit (www.otru.org ) reported that support for a ban on smoking in 

vehicles carrying children in Ontario (as suggested in the recent OMA press release) increased from 

68 per cent in 2002 to 78 per cent in 2005. Some of the major benefits of hosting health education 

campaigns online include: 

Availability: users have access to information when they need it, or when they happen to be thinking 

about it, any time of day, any time of the year. 

Timeliness: the facts can be continually updated as they change and as new information becomes 

available. 

Appeal: the promotional material can be refreshed in terms of visual imagery or slogans, phrasing, 

etc., to reflect changing tone or perspectives of the intended audience. 

Distribution of materials: users can download and/or print the materials that they want at no cost. 

Queries: users may have questions not covered by the education material. These questions may be 

answered by compiling and posting a "frequently asked questions" document, or by an e-mail contact. 

Online discussion: users may take the opportunity to discuss the topics with others online, either 

though a topic-specific forum, or in a general forum, chat room, or instant messaging application. 

Direct links to further information: the topic materials may include links to online research, extended 

topic material on other sites, or expert opinions. 



150 

Easier to find: users can get to the topic information by using search engines, or from links on other 

related websites. Trusted health education websites can also serve as a reference point for 

physicians to direct their patients to reputable health information. 

Reduced costs: online education campaigns can be less costly than traditional print or media 

advertising, especially for long-running campaigns. 

Source: htto://www.oma.org/ocomm/omr/feb/07ww.htm 

Option 15 — Improve Utilization of Existing Facilities and Create Activities for Seniors and Youth 

Description 

The community consultation events and surveys identified that there are limited activities for youth 

and seniors. The District of Mission has many facilities such as the Leisure Centre and the Heritage 

Park Secondary School that could be further utilized by developing appropriate activities and services 

for youth and seniors to address their unmet needs for socialization and physical activity. 

• Better utilization of available facilities 

• Reduced deterioration among seniors due to a lack of involvement and socialization in their 

community 

• Providing constructive activities for adolescence after school and on weekends to keep them out 

of trouble 

United States 

When organizers opened a child care center in mid-September near California, they realized that it 

really does take a village to raise a child. So, it seemed logical to name their new facility the Village. 

The center, which operates at the Center in the Woods near California, offers a multigenerational day 

care and preschool experience, the Village prides itself on its ability to enable seniors to interact with 

toddlers and preschoolers. 

The amount of time the children spend with the senior citizens depends on the day's activities and the 

age of the child. 

The encounters are actually two-way streets. Jeannie Gillis-King, the Village's preschool director, said 

"the children love the encounters as much as the seniors and enjoy the special attention they get." 

Center volunteer Dolores Kozis, 74, of Newell, has nothing but praise for the new child care/senior 

relationships the Village has sparked. 

"I, for one, love seeing children in the facility," she said. 'The seniors get to talk to the children and get 

them to smile and laugh. The youngsters are like a breath of fresh air." 

Source: htto://vvvvw.Dost-ciazette com/og/08314/926003-58.stm?cmpid=neighborhoods.xml 


151 


The preceding options can also be presented in terms of which principal stakeholders would be engaged and 

whether they require new operating or capital investments. The eligibility of any of these options for access to 

the capital funding available from the Fraser Valley Hospital District will be determined by that body, but it 

would appear that options 7 and 8 are likely to be of the greatest interest. As such, there is some priority in 

getting a relatively firm estimate of the capitals costs associated with those options to inform the FVHD. 

Option 

1.Telehomecare 

Stakeholders 

FHA 

Investment required 

Operating Capital 

4 

2. Mission Memorial Hospital Role 

definition 

FHA & local stakeholders 4 4 

3. Integrated Health network FHA, municipality & local stakeholders 4 

4. Electronic Health Record FHA, local stakeholders and citizens 4 q 

5. Navigator Role Municipality & local stakeholders 4 

6. 'No Wrong Door' Cross-sectoral partners q 

7. Interdisciplinary Health Centre FHA, municipality & local stakeholders 4 4 

8. Campus of Care for Seniors FHA, municipality & local stakeholders 4 4 

9. Community Service Directory FHA, municipality & local stakeholders 4 

10. MH&A Services Strategy FHA, municipality & local stakeholders 4 4 

11. Transportation Strategy Municipality 11 

12. Cross-sectoral Planning Municipality & local stakeholders 4 4 

13. Recovery/Transition Housing Licensing Cross-sectoral stakeholders 4 

14. Promotion & Prevention Public 

education 

FHA, municipality and cross-sectoral partners 

q 

15. Public Facilities Use Municipality & cross-sectoral partners q 



152 

6.3 Sequencing of Options - Implementation Roadmap 

In light of the interdependencies across all options, the following sequencing has been designed so that 

planning can precede construction for capital projects. As well, the operational change projects have been 

sequenced to support the successful implementation of new approaches to service delivery. 

Phase 1 Phase 2 Phase 4 

Highest Level 

of Priority 

Lowest Level 

∎ of Priority 

Regional "No Wrong Door" 

Protocol 

Transportation Strategy 

Community Services) 

Configuration Study 

Integrated Health Network 

Regional Navigator Role 

Electronic Medical Record) 

Tele-homecare 

Interdisciplinary Health 

Centre 

77.7.11,-; 

• 

Community Directory 

Joint Planning Among Non-Traditional 

Partners 

Recovery and Transition 

Housing 

Public Education Campaigns : 

improve utilization of 

Existing Facilities 

6.3.1 Next Steps for implementing the Options: 

The following outlines the high level actions that are needed to address Phase 1 of the implementation 

roadmap above. This provides direction for the leaders of Fraser Health and the District of Mission, as it one 

will require leadership and decision making on establishing the objectives and involving the appropriate mix of 

partners. 

The dedication of resources to operationalize the Phase 1 options must be the first order of business. Based 

upon our current understanding we believe there are human resources available to begin all three of these 

options. Additional support may be required along the way, but this can be identified in the initial project 

planning for each option. 

A brief overview of each Phase 1 option is outlined below. It needs to be acknowledged that the options 

identified in this report will benefit all of the citizens of the district of Mission, regardless of their culture or level 

of need. Once the community capacity is enhanced in the manner recommended, existing program targeted to 

the needs of special populations (e.g. aboriginal, rural, youth, etc.) should be even more effective than they 

have been to date. 


153 


6.3.1.1 Integrated Health Network 

Fraser Health has some experience leading the design and development of IHNs and thus needs to identify a 

leader and a team that will begin to formulate an Integrated Health Network for Mission, in cooperation with 

key physicians and health service providers that are supportive of this approach. This team will also need to 

address any provincial level requirements in order to secure funding for such an undertaking. Concurrent with 

this design initiative, the requirements for an interdisciplinary health centre will be completed and thus be the 

an input to the Infrastructure Analysis below. 

6.3.1.2 Infrastructure Analysis 

Fraser Health in cooperation with the District of Mission needs to lead an Infrastructure review to identify the 

opportunities that exist with respect to addressing the capital requirements of the various options outlined 

above. The focus of the infrastructure analysis must be placed on the buildings, land and equipment that 

currently exist or could be made available to accommodate the requirements of implementing the various 

identified options. As part of the infrastructure analysis a financial feasibility analysis should also be conducted 

for any potential capital projects. Especially for the Campus of Care and the interdisciplinary health centre 

initiatives, a preferred direction should be identified as soon as possible so that the associated capital 

requirements can be documented and referred to the FVHD for funding consideration. 

6.3.1.3 Joint Planning Among Non-Traditional Partners 

Fraser Health and the District of Mission need to co-lead this initiative. The importance of co-leading will be 

important to communicating to your partners that solutions for the community need to be developed and 

implemented collectively rather than in the traditional siloed approach. This will require gaining buy-in from 

other community leaders in the areas of education, social services, and justice to work collaboratively tp 

develop innovative solutions for the community of Mission and demonstrate that such partnerships can result 

in improvements for the community. This cross-sectoral working group will require a Terms of Reference that 

all partners can support and likely Fraser Health and Mission will need to develop a 'draft set' to gain the 

needed support from the other community partners. This Terms of Reference document can be used to garner 

support and the identification of the first members along with the identification of the first project from the 

Phase 1 list above. Selecting one that could be achieved as a 'quick win' will build momentum and 

demonstrate the power of this cross-sectoral approach. 


Memo 

154 

FILE: FIN.AUD.VAG 

2008 Audit 


From: Deputy Treasurer/Collector 


Subject: 2008 Statements of Financial Information (SOH) 


That the attached District of Mission 2008 Statements of Financial Information (SOFI reports) be 

approved. 

Report 

Per the Financial Information Act and related regulations, Council and the Director of Finance 

are required to approve the annual Statements of Financial Information (SOFT). The SOFI 

reports are attached and include the following: 

• Statement of Assets and Liabilities (includes notes to statements) (pages 1 & 5-14) 

• Operational Statements (includes Statement of Revenues & Expenditures and 

Consolidated Statement of Changes in Financial Position, as well as notes to 

statements) (pages 2-4 & 5-14) 

• Schedule of Debts (page 15) 

• Schedule of Guarantee and Indemnity Agreements (note 10 to statements satisfies this 

requirement) (pages 16 & 12&13) 

• Schedule of Remuneration and Expenses and Statement of Severance Agreements 

(paid to or on behalf of employees) (pages 17 & 18) 

• Schedule of Suppliers of Goods and/or Services (pages 19 - 22) 

The first three reports are part of our annual financial statements and have been reproduced for 

SOFT reporting purposes. The fourth report requirement (schedule of guarantee and indemnity 

agreements) is satisfied by referring to note 10 within the financial statement notes, per the 

Ministry. 

It is recommended that the attached District of Mission 2008 Statements of Financial 

Information (SOH) be approved. For your information, the SOFT reports will be available to the 

public for a nominal cost. It should be noted that the District of Mission Development 

Corporation's information is part of the District of Mission SOFT information, as the statements 

and other information produced represent the consolidated results of both organizations. 

Kern Onken CGA 

G:\FINANCE\Yearend\Yend2008\SOFI Report\SOFI memo to council.doc 

PAGE 1 OF 1

155 


STATEMENT OF FINANCIAL INFORMATION APPROVAL 

The undersigned, as authorized by the Financial Information Regulation, Schedule 1, subsection 9(2), 

approves all the statements and schedules included in this Statement of Financial Information, 

produced under the Financial Information Act . 

Ken Bjorgaard, CGA, MBA 

Director of Finance 


James Atebe 

MAYOR on behalf of Council 


Prepared in accordance with Financial Information Regulation, Schedule 1, Section 9

156 


MANAGEMENT REPORT 

The Financial Statements contained in this Statement of Financial Information under the Financial 

Information Act have been prepared by management in accordance with generally accepted 

accounting principles or stated accounting principles, and the integrity and objectivity of these 

statements are management's responsibility. Management is responsible for all of the statements 

and schedules, and for ensuring that this information is consistent, where appropriate, with the 

information contained in the financial statements. Management is also responsible for implementing 

and maintaining a system of internal controls to provide reasonable assurance that reliable financial 

information is produced. 

The District of Mission's external auditors, BDO Dunwoody LLP, conduct an independent 

examination, in accordance with generally accepted auditing standards, and express their opinion 

on the financial statements. Their examination does not relate to the other schedules and 

statements required by the Act. Their examination includes a review and evaluation of the District's 

system of internal control and appropriate tests and procedures to provide reasonable assurance 

that the financial statements are presented fairly. The external auditors have full and free access to 

all of the records and minutes of the District of Mission. 

On behalf of the District of Mission, 




Prepared in accordance with Financial Information Regulation, Schedule 1, Section 9

157 


Statement of Assets and Liabilities 

as at December 31 

Actual 

2008 

Actual 

2007 

FINANCIAL ASSETS 

Cash $ 4,657,425 $ 2,808,409 

Portfolio and Mortgage Investments (Note 2) 36,907,873 30,550,624 

Receivables (Note 3) 5,129,995 5,279,550 

Deposits - Municipal Finance Authority (Note 4) 309,921 394,103 

Other Assets 94,934 90,140 

Log Inventory 380,498 285,572 

47,480,646 39,408,398 

LIABILITIES 

Accounts Payable and Accrued Liabilities (Note 5) 7,054,850 5,548,536 

Deferred Revenues 3,665,266 2,765,652 

Provision for Retirement (Note 6) 779,873 722,547 

Restricted Revenues 7,235,682 5,581,358 

Reserves - Municipal Finance Authority (Note 4) 309,921 394,103 

Deposits 1,774,605 2,091,417 

Long-Term Debt 21,162,610 22,571,410 

41,982,807 39,675,023 

NET FINANCIAL ASSETS (LIABILITIES) 5,497,839 (266,625) 

NON-FINANCIAL ASSETS 

Capital Assets (Note 7) 194,345,321 187,564,653 

NET MUNICIPAL POSITION $ 199,843,160 $ 187,298,028 

FUND POSITION 

Financial Equity 

Operating Surplus & Reserve Accounts $ 10,900,331 $ 9,270,200 

Reserve Funds 15,760,118 13,034,585 

26,660,449 22,304,785 

EQUITY IN NON-FINANCIAL ASSETS 

Equity in Capital Assets 173,182,711 164,993,243 

$ 199,843,160 $ 187,298,028 



James Atebe, Mayor 

Prepared in accordance with Financial Information Regulation, Schedule 1, Section 2 

To be read in conjunction with the Notes to the Consolidated Financial Statements

158 


Statement of Revenues and Expenditures 

for the year ended December 31 

Budget 

2008 

(unaudited) 

Actual 

2008 

Actual 

2007 

REVENUES (Schedule 7) 

Taxation, Grants in Lieu, Utility Taxes (Net) $ 24,262,109 $ 24,243,408 $ 22,705,891 

Sales of Services 5,365,194 5,358,083 5,163,794 

User Rates, Rentals, and Other Fees 7,847,333 7,628,427 6,651,157 

Permits and Licenses 858,935 896,189 990,062 

Return on Investments 346,931 1,147,771 1,169,982 

Contributions from Other Gov'ts & Agencies 4,120,709 3,338,360 3,317,529 

Municipal Forestry 3,442,000 1,979,156 5,248,089 

Other Revenue 1,591,784 6,890,296 3,231,705 

47,834,995 51,481,690 48,478,209 

EXPENDITURES (Schedule 8) 

General Government Services 6,042,837 6,017,858 3,420,753 

Parks, Recreation and Cultural Services 5,527,667 5,886,656 5,835,676 

Planning and Economic Development 1,203,902 1,218,657 1,048,143 

Protective Services 11,538,277 11,529,628 10,497,896 

Public Health and Welfare 230,383 186,176 160,021 

Sanitation and Waste Removal 7,166,799 2,525,557 3,212,259 

Transportation Services & Public Works 10,697,615 8,267,029 8,168,858 

Municipal Forestry 3,345,325 2,265,567 4,567,158 

Water and Sewer 13,079,999 6,579,451 4,939,700 

Long Term Debt Interest 1,198,764 1,210,457 1,443,546 

Development Corporation 30,191 30,191 27,758 

60,061,759 45,717,227 43,321,768 

EXCESS (DEFICIENCY) OF REVENUES OVER 

EXPENDITURES (12,226,764) 5,764,463 5,156,441 

DEBT 

Long-Term Debt Principal Repaid (1,261,040) (1,261,040) (3,380,814) 

Long-Term Debt Actuarial (147,759) (147,759) (383,848) 

INCREASE (DECREASE) IN FINANCIAL EQUITY (13,635,563) 4,355,664 1,391,779 

CONSOLIDATED FINANCIAL EQUITY, Beginning of Year $ 22,304,785 $ 22,304,785 $ 20,913,006 

CONSOLIDATED FINANCIAL EQUITY, End of Year $ 8,669,222 $ 26,660,449 $ 22,304,785 


To be read in conjunction with the Notes to the Consolidated Financial Statements 

2

159 


Consolidated Statement of Changes in Financial Position 

for the year ended December 31 

Actual Actual 

2008 2007 

CASH PROVIDED BY (USED FOR): 

OPERATING ACTIVITIES 

Excess of Revenues Over Expenditures 5,764,463 $ 5,156,441 

Deduct Items not Involving Cash 

Recognition of Restricted' Revenues (2,411,491) (1,049,142) 

Long-Term Debt Actuarial (147,759) (383,848) 

(2,559,250) (1,432,990) 

Changes in Non-Cash Operating Items 

Accounts Payable and Accrued Liabilities 1,506,314 633,626 

Provision for Retirements 57,326 (7,059) 

Deferred Revenue 899,614 116,962 

Deposits (316,812) 540,757 

Other Assets (4,794) 322,450 

Log Inventory (94,926) (145,332) 

Receivables 149,555 (197,089) 

5,401,490 4,987,766 

FINANCING ACTIVITIES 

Collection of and Interest on Restricted Revenues 4,065,815 1,196,130 

Long-Term Debt Principal Repaid (1,261,040) (3,380,814) 

2,804,775 (2,184,684) 

INVESTING ACTIVITIES 

Increase in Portfolio Investments (6,357,249) (4,732,922) 

DECREASE IN CASH 1,849,016 (1,929,840) 

CASH, BEGINNING OF YEAR 2,808,409 4,738,249 

CASH, END OF YEAR 4,657,425 $ 2,808,409 


To, be read in conjunction with the Notes to the Consolidated Financial Statements


160 

Statement of Changes in Financial Position - Capital Fund 

for the year ended December 31, 2008 

No financial equity is kept within Capital Funds. 

See notes and Statement of Assets and Liabilities for information regarding capital assets and related 

equity in capital assets. 


4

vllssion 

ON THE FRASER /0.111 

Notes to the Consolidated Financial Statements 

161 

for the year ended December 31. 2008 

General 

The notes and schedules to the Consolidated Financial Statements are an integral part of the statements. 

They provide detailed information and explain the significant accounting and reporting principles that form 

the basis for these statements. The notes and schedules also provide important supplementary 

information and explanations, which cannot be conveniently integrated into the Consolidated Financial 

Statements. 

The principal activities of the District of Mission (the District) include the provision of local govemment 

services to residents and businesses. The Community Charter of British Columbia requires revenue and 

expenditure to be in accordance with the five-year financial plan adopted annually by Council. The budget 

for each year of the plan must be balanced so that annual expenditures will not exceed the total of 

revenue, transfers from reserves and surplus, and proceeds from debt. Budget information presented in 

the consolidated financial statements reflects the budget for the year 2008 of the District of Mission's 2008- 

2012 Five-Year Financial Plan adopted by Council Bylaw #4047-2008, and this budget information has not 

been audited. 

1. Significant Accounting Policies 

a) Basis of Presentation 

The Consolidated Financial Statements of the District are prepared in accordance with 

generally accepted accounting principles for local governments established by the Public 

Sector Accounting Board (PSAB) of the Canadian Institute of Chartered Accountants. The 

Consolidated Financial Statements reflect the combined results and activities of the District 

and its wholly owned subsidiary, the District of Mission Development Corporation. All interfund 

and inter-company balances and transactions have been eliminated. The District's 

general classification of funds and the purpose of those funds are shown below: 

i) Operating Funds 

Operating Funds are established for general, water, and sewer operations of the 

District. Operating Funds are used to record the costs associated with providing 

District services. 

ii) 

Capital Funds 

Capital Funds are established for g eneral, water, and sewer c apital. Capital 

Funds track the acquisition costs of various .capital assets and the financing of 

those assets, including related debt. 

iii) Reserve Funds 

Under the Community Charter of British Columbia, Council may, by bylaw, 

establish Reserve Funds for specific purposes. Monies in a Reserve Fund and 

interest earned thereon must be used only for the purpose for which the Fund was 

established. If the amount in a Reserve Fund is greater than required, Council 

may, by bylaw, transfer all or part of the balance to another Reserve Fund. 

Prepared in accordance with FIR, Schedule 1 

5


DISTRICT C, 

ON THE FRASER T700°' 


162 


iv) Cemetery Perpetual Care Trust Fund 

This Fund is intended to provide earnings that can be used for the upkeep of the 

cemetery, and has been established pursuant to the Cemetery Care Act. Interest 

earnings on the Fund balance are transferred to general operations and are used 

for cemetery maintenance per the Act. The Cemetery Perpetual Care Fund is 

excluded from the District's Consolidated Financial Statements, per PSAB 

guidelines. 

b) Basis of Accounting 

i) Revenues 

Revenues are recognized when they are earned using the accrual method of 

accounting. 

ii) 

iii) 

iv) 

Expenditures 

Expenditures are recognized as they are incurred and when the goods 

and/or services are received and/or a legal obligation to pay is established. 

Deferred Revenues 

The District defers a portion of the revenue collected from permits, licenses and 

other fees, and recognizes such revenue in the year in which the related 

inspections or other related expenditures are incurred. 

Restricted Revenues 

Revenues or receipts, which are restricted by legislation or by agreement with 

external parties, are deferred and reported as restricted revenues. When 

qualifying expenditures are incurred, restricted revenues are recognized as 

revenues in order to fund the said expenditures. 

v) Government Transfers 

Government transfers are recognized as revenue in the period in which events 

giving rise to the transfer occurs, providing the transfers are authorized, and 

eligibility criteria have been met and reasonable estimates of the amounts can be 

made. 

c) Equity in Non-Financial Assets 

Equity in Non-Financial Assets reflects the excess of the accumulated historical cost of 

assets acquired, constructed or developed by the District, over the District's outstanding 

debt. The value of capital infrastructure constructed by developers and transferred to the 

District at no cost is reflected in Equity in Non-Financial Assets at fair market value. The 

costs of repairs and upgrading, which do not materially add to the value or the life of an 

asset, are recorded in the financial statements as operating expenditures. Disposals of 

capital assets are recorded and relieved from Equity in Non-Financial Assets at cost. 


6

ission 

MDISTRICT OF 

ON THE FRASER /,,,,00 01101'°V 


163 


d) Portfolio and Mortgage Investments 

Portfolio and Mortgage Investments are recorded at cost, including bonds, which are 

recorded net of premiums or discounts. Interest is accrued at the invested rate. 

Investments are written down to net realizable value when there has been, in the opinion 

of management, a decline in market value other than temporary. 

e) Use of Estimates 

The preparation of financial statements in conformity with generally accepted accounting 

principles for local governments established by PSAB requires management to make 

estimates and assumptions that affect the reported amounts of certain receivables and 

accrued liabilities at the date of the financial statements, and the reported amount of 

related revenues and expenses during the reporting period. As such, actual results could 

differ from the estimates. Areas requiring the greatest degree of estimation include 

provision for retirements, assessment of contingencies, landfill closure and post-closure 

liabilities, and allowance for doubtful accounts receivable. 

f) Amortization 

Amortization of capital assets has not been provided for in these financial statements. See 

note 7 for additional information on capital assets. 

g) Inventory 

Forestry log inventory and land held for resale are valued at the lower of cost and net 

realizable value. 

h) Long-Term Debt 

Long-Term Debt is reduced annually by principal payments and actuarial earnings. 

Principal debt repayment is recorded in operating funds in the year that it is repaid. 

i) Employee Benefits 

The District and its employees make contributions to the Municipal Pension Plan, and the 

employees accrue benefits under this plan based on service. The District's contributions 

to the Plan are expensed when incurred. 

In addition to the Municipal Pension Plan, other retirement benefits also accrue to the 

District's employees. The employee benefits and the District's liability related to these 

benefits are determined based on service, estimated retirement age, and expected future 

salary and wage rates. 


7

Mi§r§frOfi, 

ON THE FRASER 


164 

for the year ended Decgmber 31. 2008 

2. Portfolio and Mortgage Investments 

Portfolio and Mortgage Investments as at December 31 were comprised of the following: 

Rate 

Maturity 

Date 

2008 2007 

M.F.A. Money Market Fund (a) Various N/A $27,222,253 $23,819,466 

M.F.A. Intermediate Fund Various N/A 9,540,044 6,580,765 

Mortgage receivable from Mission Regional 

Chamber of Commerce, amortized over 25 

years, payable in monthly installments of 

$1,068 including interest at 5.5% per annum, 

secured by general security agreement against 

debtor's property and by promissory note; due 

July 1, 2026. (a) 5.5% Jul. 1, 2026 144,919 149,715 

(a) Held or partially held by Development Corporation 

Subtotal $36,907,216 $30,549,946 

Accrued Interest 657 678 

Totals $36,907,873 $30,550,624 

The carrying value of securities is based on the cost method whereby the cost of the security is 

adjusted to reflect investment income, which is accruing, and any decline in market value other 

than temporary. The market value of the investment portfolio as at December 31, 2008, is 

$36,907,873 (December 31, 2007, market value was $30,550,624). 

Included in the cash balance ($4,657,425) and portfolio investments ($36,907,873) is $15,760,118 

set aside for statutory reserve funds and $7,235,682 for restricted revenues. 

3. Receivables 

Receivables consist of the following: 

2008 2007 

Accounts Receivable (includes commercial utilities) $2,310,018 $2,797,576 

Development Cost Charge Receivables (note 12) 351,210 432,184 

Development Corporation Receivables 15,046 20,415 

Taxes Receivable (includes residential utilities) 2,453, 721 2,029,375 

Total $5,129,995 $5,279,550 


8


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165 


4. Municipal Finance Authority Debt Reserve Fund 

The District issues its debt instruments through the Municipal Finance Authority. As a condition of 

these borrowings, a portion of the debt proceeds are withheld by the Municipal Finance Authority, 

in the Debt Reserve Fund. The District also executes demand notes in connection with each debt 

issue whereby the District may be required to loan certain amounts to the Municipal Finance 

Authority. These demand notes are contingent in nature. The balances of the cash deposits and 

demand notes as at December 31, 2008, are as follows (includes Mission's share of regional 

utilities' cash deposits and demand notes): 

Cash Demand Total 

Deposits Notes Debt Reserve 

General Operating Fund $223,701 $543,964 $ 767,665 

Sewer Utility Operating Fund 42,905 99,878 142,783 

Water Utility Operating Fund 43,315 102,492 145 807 

Total $309,921 $746,334 $1,056,255 

5. Accounts Payable and Accrued Liabilities 

Accounts Payable and Accrued Liabilities consist of the following: 

2008 2007 

Accounts Payable $5,725,698 $4,331,616 

Wages and Benefits Payable 879,394. 777,366 

Landfill Closure and Post-Closure Care Costs 449,758 439,554 

Total $7,054,850 $5,548,536 

The District's landfill site is regulated by the BC Ministry of Environment, and as such the District is 

subject to certain operating, closure and post-closure obligations at the site. 

The costs associated with landfill closure and post-closure care, are to be recognized over the 

operating life of the landfill site as per PSAB standards. The District has estimated and recognized 

a liability of $449,758 as at December 31, 2008, for future estimated closure and post-closure 

costs at the landfill site. The estimated total expenditures for closure and post-closure care are 

approximately $16.5 million, with approximately $16 million remaining to be recognized. There are 

currently no assets designated for settling the landfill closure and post-closure care liability. 

The landfill closure and post-closure care cost liability is based on the discounted costs associated 

with the phased closure of various landfill cells and environmental monitoring for 25 years after the 

landfill is closed. Approximately 70% of the landfill capacity remains, and the landfill is predicted to 

reach capacity around 2048. See note 11 (Landfill Leachate Breakout) for further information in 

relation to the landfill site. 

Prepared in accordance with FIR, Schedule 1


ON THE FRASER 

166 



6. PrOvision for Retirements 

District employees are eligible for retirement benefits, provided they retire in accordance with the 

provisions of the Pension (Municipal) Act. The amount of retirement benefit is determined by the 

number of full-time years of service the employee has accumulated upon retirement from the 

District. The significant actuarial assumptions adopted in measuring the District's accrued 

Provision for Retirements are as follows: 

2008 2007 

Discount Rates 4.5% 4.5% 

Expected Wage and Salary Increases 2.5% 2.5% 

7. Tangible Capital Assets 

Tangible Capital Assets, at cost: 

2008 2007 

Buildings $ 36,870,418 $ 36,181,359 

Engineering Structures 68,072,965 65,525,006 

Land 7,025,824 6,950,824 

Machinery and Equipment 19,006,375 18,411,478 

Sewer Utility Capital (Non-regional) 17,054,311 16,983,595 

Water Utility Capital (Non-regional) 16,297,353 16,216,920 

Sewer Utility Capital (Regional) 11,722,435 10,082,437 

Water Utility Capital (Regional) 18,295,640 17,213,034 

Total $194,345,321 $187,564,653 

PSAB has issued a major new accounting standard, which comes into effect on January 1, 2009. 

This standard requires that the District create and maintain a detailed listing of all of its Tangible 

Capital Assets (on a historical cost basis) and amortize the cost of these assets over their 

respective useful lives. A considerable amount of work will be required to comply with this 

standard and to meet the deadline. To date, the District has: 

• completed the necessary background research; 

• drafted a capital asset management policy; 

• formed an inter-departmental committee to oversee the implementation; 

• drafted a list of asset categories, expected useful lives and capitalization thresholds; and, 

• completed draft inventory collection procedures for all categories of capital assets. 


10

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ON THE FRASER /0/01 111.'''''''. 

00 



8. Fair Market Value of Financial Assets and Financial Liabilities 

For certain of the District's financial instruments, including cash, receivables, and accounts 

payable, the carrying amounts approximate fair market value due to the immediate or short-term 

maturity of these financial instruments. 

The fair market value of the Portfolio Investments approximates the carrying value (including 

accrued interest of the various instruments, based on quoted year-end market bid prices). The fair 

market value of the Mortgage Investments and the Long and Short-Term Debt approximates their 

carrying value, as the interest rates approximate borrowing rates available for loans under similar 

terms and maturities. 

9. Regional Water and Sewage Systems 

Prior to January 1, 2005, water supply and distribution and sewage treatment were provided to 

Mission and Abbotsford by the Fraser Valley Regional District (FVRD), who held the assets of the 

systems in trust for the District of Mission and the City of Abbotsford. The assets, liabilities and 

equities of the existing systems were transferred from the FVRD to Mission and Abbotsford, 

effective January 1, 2005. Mission and Abbotsford now jointly govern and administer the systems, 

pursuant to the Water Supply and Distribution and Sewage Treatment Systems Ownership and 

Governance Agreement. 

For any given year, ownership of any portion of the assets of the systems constructed, partially 

constructed, or purchased during a year, is based on a percentage for each of Mission and 

Abbotsford, calculated by measuring the sewage flow for the sewage system, and the water flow 

for the water system for Mission and Abbotsford for the preceding year. 

Any disposition of assets of the joint water and sewer systems is permitted only with the joint 

consent of the parties, and the proceeds of such disposition is divided between Mission and 

Abbotsford ., based on Mission's and Abbotsford's actual ownership of each asset of the system, as 

reflected in the financial statements of both Mission and Abbotsford. 

Operating revenues and expenditures for any year of the joint water services agreement is also 

based on a percentage calculated by measuring the water flow for each of Mission and Abbotsford 

for the preceding year. Operating revenues and expenditures for any year of the joint sewer 

services agreement is also based on a percentage calculated by measuring the sewage flow for 

each of Mission and Abbotsford for the preceding year. 

The District's share of revenues and expenditures was as follows: 

2008 2007 

Water System 23.99% 22.12% 

Sewage System 20.76% 21.76% 

The District's ownership share of the water and sewage capital assets was as follows: 

2008 2007 

Water System 21.68% 21.55% 

Sewage System 18 40% 18.07% 


1 1

168 


ON THE FRASER 



10. Commitments and Contingencies 

(a) 

Pension 

The District and its employees contribute to the Municipal Pension Plan (the Plan), a jointly 

trusted pension plan. The Board of Trustees, representing the Plan members and 

employers, is responsible for overseeing the management of the Plan, including 

investment of the assets and administration of benefits. The Plan is a multi-employer 

contributory pension plan. Basic pension benefits provided are defined. The Plan has 

about 150,000 active members and approximately 54,000 retired members. Active 

members include approximately 32,000 contributors from local governments. 

Every three years an actuarial valuation is performed to assess the financial position of the 

Plan and the adequacy of Plan funding. The most recent valuation as at December 31, 

2006, indicated a surplus of $438 million for basic pension benefits. The next valuation will 

be as at December 31, 2009, with results available in 2010. The actuary does not attribute 

portions of the surplus to individual employers. The District paid $821,119 for employer 

contributions to the Plan in fiscal 2008 ($766,037 in fiscal 2007). Employees contributed 

$747,885 to the Plan in fiscal 2008 ($686,898 in fiscal 2007). 

Due to severe market declines, the 2008 investment return on Plan assets to September 

30, 2008 was -6.86%, which is below the actuarial target and slightly below the 

benchmark. The Plan could be at an underfunded position in comparison to the 2006 

actuary reported surplus position. If there is an underfunded liability, the employer's 

contribution rate may increase. However, this increase may not be sufficient to keep the 

Plan fully funded. 

The Plan's Board of Trustees has reviewed its asset allocation and will be making changes 

to its Statement of Investment Policies and Procedures at its March 2009 Board meeting. 

(b) 

Legal Actions 

The District has been named as a defendant in various legal actions. No reserve or 

liability has been recorded regarding any of these legal actions or possible claims because 

the amount of loss, if any, is indeterminable. Settlement, if any, made with respect to 

these actions would be accounted for as a charge to expenditures in the period in which 

outcomes are known. 

(c) Silverdale Creek Estuary Wetlands Property Purchase 

In 2005, the District acquired a 25% interest in the Silverdale Creek Estuary Wetlands 

property. The District also entered into a co-purchase agreement with Ducks Unlimited 

Canada to acquire a further 25% interest in the property, for the amount of $300,000, 

divided equally over four years. To date, the District has purchased a $75,000 fractional 

interest in the property in each of 2006, 2007, and 2008, and is committed to purchase 

additional fractional interest in the amount of $75,000 in 2009, as outlined in the Silverdale 

Creek Estuary Wetlands Purchase Agreement dated September 30, 2004. 


12

ission 

MDISTRICT OF 

ON THE FRASER 


169 


(d) Agreements and Contracts 

The District has entered into various agreements and contracts for services and 

construction. The District has approximately $3.3 million in commitments as at December 

31, 2008, ($3.6 million as at December, 31, 2007), for capital projects which have not been 

recorded. The funding for the majority of these obligations has been set aside in reserves 

and deposits and will be used in the period the goods and/or services are constructed or 

acquired. 

11. Landfill Leachate Breakout 

In February of 2006, a leachate (contaminated water) breakout occurred at the District's landfill site 

as a result of heavy rains and a rise in the ground water table. Since the breakout occurred, the 

District has completed various short-term remediation works at the site and has conducted 

numerous studies to determine a final resolution to this problem. As the final resolution, including 

costs, are yet to be determined, no provision has been made in these financial statements for this 

item. These amounts will be recorded in the year the goods and/or services are constructed or 

acquired. 

12. Letters of Credit 

In addition to the performance deposits reflected in cash balances, the District is holding 

irrevocable Letters of Credit in the amount of approximately $6.87 million as at December 31, 2008 

($6.75 million in 2007), which were received from various parties to ensure the parties complete 

various works within the District. These amounts are not reflected in the financial statements but 

are available to satisfy any liability arising from non-performance by the parties. The District is also 

holding irrevocable Letters of Credit as security against development cost charges receivable in 

the amount of $150,855 as at December 31, 2008 ($432,184 in 2007). 

13. Federal Gas Tax Agreement 

The following is a schedule of receipts and disbursements for the Federal Gas Tax Agreement 

funds: 

2008 2007 

Opening balance of unspent funds $979,490 $ 575,402 

Add: Amount received during the year 489,854 380,345 

Interest earned 54,200 39,742 

Less: Amount spent (55,603) (15,609) 

Amount spent on administration (1,390) (390) 

Closing balance of unspent funds $1,466,551 $979,490 

Gas Tax funding is provided by the Government of Canada. The use of the funding is established 

by a funding agreement between the District and the Union of British Columbia Municipalities. Gas 

Tax funding may be used towards designated public transit, community energy, water, wastewater, 

solid waste and capacity building projects, as specified in the funding agreement. For further 

information on the Gas Tax see schedule 5 (Reserve Funds). 


13

170 

ON THE FRASER 



14. Segment Reporting 

Municipal services have been segmented by function, by combining activities that have similar 

service objectives (see schedule 9). Revenues and expenditures reported are directly attributable 

to the various segments, and may include internal transfers between segments that are recorded 

at fair value. The major services provided by each segment include: 

• General Government: property taxation, investments, general fund debt, municipal hall 

shared office services, insurance, municipal building operations and maintenance, library 

operations, transfers to reserves, and general cost recoveries. 

• Corporate Administration and Finance: general administration, financial administration, 

purchasing, human resources, information technology, grants provided to local 

organizations, restorative resolutions and social development. 

• Equipment Fleet: operations and maintenance of municipal vehicles and equipment, 

which are charged back to the user departments. 

• Parks, Recreation, and Cultural Services: leisure centre operations, arts and cultural 

services, parks, trails, and provision of a variety of lessons, public sessions, and programs. 

• Planning: land use planning for growth and development, and administration of the 

Official Community Plan (OCP) and zoning bylaws. 

• Economic Development: coordination of economic development, tourism, and film 

activities. 

• Police Services: general duty policing, community policing, community response, forensic 

identification, general investigations, police dog service, traffic and administrative support. 

• Fire & Emergency Services: emergency response, emergency planning, fire 

investigations, fire prevention, and public fire education. 

• Bylaw & Inspection Services: bylaw administration and enforcement, building permits 

and inspections, animal control services, business licenses, and public safety inspections. 

• Cemetery: cemetery operations and administration. 

• Refuse Collection and Landfill: curbside collection of refuse, compost, and recyclables; 

and landfill operations. 

• Engineering and Public Works: engineering administration, infrastructure planning, road 

maintenance, drainage, diking, and snow removal. 

• Transit Services: joint transit system with the City of Abbotsford providing bus service to 

Mission and Abbotsford, and participation in the West Coast Express train and train-bus 

service from Mission to Vancouver. 

• Forestry: administration of the Mission Tree Farm License, harvesting, tree planting, cone 

and seed collection, plantation brushing, tree spacing, pruning, forestry road construction, 

forest fire prevention, and trail building. 

• Water Utility: regional water supply and treatment systems with the City of Abbotsford, 

local water distribution, and system maintenance. 

• Sewer Utility: regional sewage treatment system with the City of Abbotsford, local sewage 

conveyance to the treatment plant, and system maintenance. 


14

171 


Schedule of Debts 

as at December 31 

L/A MFA Year of 

Bylaw # Issue # Issue 

General Debt 

Purpose 

Stated Principal Principal 

Year of Interest Outstanding Outstanding 

Maturity Rate 31-Dec-08 31-Dec-07 

2983 68 1998 

Firehall/EOC building 

2018 

5.550 

$ 1,053,340 

$ 1,133,098 

3523 81 2004 

Leisure Center/Sports Park/Water Park 

2024 

4.860 

4,783,079 

4,975,631 

3523 85 2004 

3761 95 2005 

3523 99 2006 

Leisure Center/Sports ParkNVater Park 

Leisure Center/Sports ParkNVater Park 

Leisure Center/Sports Park/Water Park 

2024 

2025 

2027 

5.200 

4.170 

4.430 

1,739,301 

2,685,514 

5,868,407 

1,809,320 

2,794,480 

6,088,435 

Subtotal General Debt 

$ 16,129,641 $ 16,800,964 

Sewer Utility Debt 

Non-Regional Sewer Utility Debt 

Cedar Valley sewer extension local 

3355 75 2001 improvement 2021 5.690 $ 485,483 $ 511,586 

Regional Sewer Utility Debt 

- 533 63 1996 Regional sewer infrastructure 2016 4.000 146,460 161,067 

125/164/533 71 1999 Regional sewer infrastructure 2019 5.990 875,964 934,686 

125 75 # 2001 Regional sewer infrastructure 2021 5.690 143,017 150,707 

325 85 # 2004 Regional sewer infrastructure 2024 4.983 373,603 388,643 

Subtotal Regional Sewer Utility Debt 1,539,044 1,635,103 

Subtotal Sewer Utility Debt 2,024,527 $ 2,146,689 

Water Utility Debt 

Regional Water Utility Debt 

257 33 1983 Regional water infrastructure 2008 3.293 147,949 

166 68 1998 Regional water infrastructure 2018 5.550 - 296,458 

393 75 2001 Regional water infrastructure 2021 5.690 558,766 588,809 

393 80 2003 Regional water infrastructure 2023 4.775 1,733,191 1,809,687 



Subtotal Regional Water Utility Debt $ 3,008,442 $ 3,623,757 

Total Long-Term Debt 21,162,610 $ 22,571,410 


15


172 

Schedule of Guarantee and Indemnity Agreements 


Information on all guarantees and indemnities are included in Note 10 to the Consolidated Financial Statements. 


16


173 

Schedule of Remuneration and Expenses 

for the year ended December 31, 2008 (1) REMUNERATION (2) EXPENSES TOTAL 

ELECTED OFFICIALS 

Mayor James Atebe $ 63,906.89 $ 7,211.09 $ 71,117.98 

Councillor Scott Etches 20,268.06 2,599.80 22,867.86 

Councillor Terry Gidda 23,073.52 1,077.00 24,150.52 

Councillor Paul Horn 21,849.52 82.00 21,931.52 

Councillor John Pearson 22,001.99 94.11 22,096.10 

Councillor Daniel Plecas 1,887.46 1,887.46 

Councillor Mike Scudder 1,887.46 1,887.46 

Councillor Jenny Stevens 21,849.52 901.33 22,750.85 

Councillor Heather Stewart 21,849.52 1,771.35 23,620.87 

SUBTOTAL - ELECTED OFFICIALS $ 198,573.94 $ 13,736.68 $ 212,310.62 

EMPLOYEES 

Employees with remuneration and expenses exceeding $75,000 

Allan, Kim $ 108,460.04 $ 4,623.55 113,083.59 

Bjorgaard, Ken 129,729.27 5,277.03 135,006.30 

Blumenauer, Robert 74,573.37 3,499.12 78,072.49 

Bomhof, Rick 135,560.48 1,922.21 137,482.69 

Boychuk, Ivan 99,647.96 1,994.74 101,642.70 

Clark, Dennis 136,679.07 1,708.99 138,388.06 

Dunham, Matt 78,829.92 480.86 79,310.78 

Endersby, Beverly 93,294.24 4,573.24 97,867.48 

Fitzpatrick, Ian 99,192.48 8,316.94 107,509.42 

Fletcher, Sharon 113,499.46 1,682.51 115,181.97 

Fortier, Andy 75,621.38 186.99 75,808.37 

Giesbrecht, Michael 84,645.06 4,189.75 88,834.81 

Giles, Greg 88,441.68 542.98 88,984.66 

Herman, Ray 121,410.89 1,027.75 122,438.64 

Knowles, Chris 90,254.51 8,111.69 98,366.20 

McCormick, Wendy 94,878.47 1,234.61 96,113.08 

Melon, Elliott 77,788.81 693.60 78,482.41 

Nicholson, Roy 79,756.36 4,291.59 84,047.95 

O'Neal, Robert 92,038.21 1,401.93 93,440.14 

Onken, Kern 96,525.43 2,959.17 99,484.60 

Pitkethly, Barclay 89,595.18 2,270.23 91,865.41 

Poole, Kevin 89,579.13 8,352.37 97,931.50 

Ridley, Kelly 92,928.58 2,080.25 95,008.83 

Riecken, Douglas 110,142.12 913.42 111,055.54 

Robertson, Glen 164,070.57 2,479.64 166,550.21 

Ryan, Frank 123,743.68 1,055.60 124,799.28 

Vinnish, Dale 77,534.08 133.20 77,667.28 

Wallace, Twyla 74,909.44 686.16 75,595.60 

Younie, Mike 94,210.08 2,714.54 96,924.62 

Subtotal - employees exceeding $75,000 $ 2,887,539.95 $ 79,404.66 $ 2,966,944.61 

Consolidated total - employees whose remuneration is $75,000 or less $ 9,541,334.67 $ 142,497.89 $ 9,683,832.56 

SUBTOTAL-EMPLOYEES $ 12,428,874.62 $ 221,902.55 $ 12,650,777.17 

GRAND TOTAL $ 12,627,448.56 $ 235,639.23 $ 12,863,087.79 

(1) Includes any form of salary, wage, gratuities and taxable benefits, including applicable vehicle allowances paid to the employee 

or on behalf of the employee. 

(2) Includes travel expenses, memberships, tuition, relocation, vehicle reimbursements, and registration fees paid directly to an 

employee or to a third party on behalf of an employee. 


17

174 


Statement of Severance Agreements 


There was 1 severance agreements under which payment commenced between the District of Mission 

and its non-unionized employees during 2008. This agreement represents 4 months of compensation. 

Prepared in accordance with Financial Information Regulation, Schedule 1, Subsection 6(8) 

18


175 

Schedule of Suppliers of Goods or Services 

Excludes transfers to other taxing authorities and organizations 


AGGREGATE 

AMOUNT PAID TO 

SUPPLIER 

AGGREGATE PAYMENTS EXCEEDING $25,000 

0714002 BC LTD 

A2Z ARENA PRODUCTS LTD 

ABBOTSFORD CHRYSLER LTD 

ABBOTSFORD COMMUNITY SERVICES 

AL DAVIES RADIO & T.V. 

ANDREW SHERET LTD 

ASSOCIATED ENGINEERING (B.C.) LTD. 

B A BLACKWELL & ASSOCIATES LTD 

B SHARP DEVELOPMENTS LTD. 

BC HYDRO - MASTER BILLING 

BC LIFE & CASUALTY COMPANY 

BC TRANSIT 

BELZONA MOLECULAR (B.C.) LTD. 

BLACK PRESS GROUP LTD 

BOARDWALK COMMUNICATIONS LTD. 

BOILEAU ELECTRIC & POLE LINE LTD. 

BRIDGEWATER PROPERTIES INC. 

BRISSON SECURITY INC. 

CANSEL SURVEY EQUIPMENT 

CENTRAL VALLEY TREE & ARBORIST SERVICES 

CHEVRON CANADA LTD 

CITY OF ABBOTSFORD 

CONESTOGA-ROVERS & ASSOCIATES 

CONSOLIDATED ENVIROWASTE IND. INC. 

CORIX WATER PRODUCTS INC. 

DAMS FORD LINCOLN SALES LTD. 

DAVIES SAND & GRAVEL LTD. 

DELL CANADA INC. 

DENBOW 

DEOL, TINGY 

DIRECT ENERGY MARKETING LIMITED 

DIVERSE FOREST CONTRACTING LTD. 

DOUGNESS HOLDING LTD. C/O BILL CAMERON 

DUCKS UNLIMITED 

E LEES & ASSOCIATES CONSULTING LTD. 

EAGLE WEST TRUCK & CRANE INC. 

ECHOLOGICS ENGINEERING INC. 

ENVISION INSURANCE 

27,014.44 

36,355.38 

54,350.47 

135,404.91 

37,170.00 

46,200.89 

52,843.10 

27,380.24 

152,315.25 

655,285.30 

160,018.92 

874,580.00 

28,454.72 

138,267.60 

27,643.30 

30,520.18 

350,000.00 

61,194.00 

35,315.26 

37,921.94 

566,806.09 

3,377,271.39 

197,924.17 

51,886.30 

35,406.38 

51,592.46 

149,353.33 

29,018.91 

207,108.12 

28,751.75 

208,838.16 

33,768.00 

230,335.37 

75,000.00 

80,866.31 

37,614.65 

30,141.84 

84,575.00 

Page Subtotal $ 8,444,494.13 


19


176 

Schedule of Suppliers of Goods or Services (continued) 



AGGREGATE 


SUPPLIER 


ESC AUTOMATION INC 

ESRI CANADA LIMITED 

FRASER VALLEY REGIONAL DISTRICT 

FRASER VALLEY REGIONAL LIBRARY 

FRIESEN EQUIPMENT LTD 

GEHLEN, DARRYL 

GENSTAR DEVELOPMENT COMPANY 

GOLDER ASSOCIATES INNOVATIVE APP.INC. 

GOLDER ASSOCIATES LTD 

GRANDVIEW BLACKTOP LTD 

H & C LOGGING LTD. ' 

HAWKEYE REFORESTATION LTD. 

HB LANARC 

HONEYWELL LIMITED 

IMPERIAL PAVING LIMITED 

INGVALLSEN, LISA 

KEEP & SON LOGGING 

KONICA MINOLTA BUS.SOLUTIONS(CANADA)LTD 

L D CONSULTING INC 

L I T AQUATICS LTD. 

LANDO & COMPANY "IN TRUST- ) 

LARIBE ESTATES LTD. 

LOBLAW PROPERTIES LIMITED 

LORDCO PARTS LTD. 

MAINROAD MAINTENANCE PRODUCTS 

MDT TECHNICAL SERVICES INC. 

MILLS PRINTING & STATIONERY CO. LTD. 

MINISTER OF FINANCE 

MINISTER OF FINANCE-MIN.OFTRANSPORTATION 

MISSION ANIMAL CONTROL SERVICE 

MISSION CONTRACTORS LTD. 

MISSION FIGURE SKATING CLUB 

MISSION HERITAGE ASSOCIATION 

MISSION REGIONAL CHAMBER OF COMMERCE 

MISSION SEARCH AND RESCUE 

MITECH SERVICES LTD. 

MUNICIPAL INSURANCE ASSOCIATION OF B.C. 

MUNICIPAL PENSION PLAN 

50,510.86 

69,050.92 

2,439,750.95 

1,023,458.00 

26,318.33 

31,559.63 

27,973.00 

43,356.59 

85,144.63 

114,451.08 

673,971.02 

36,035.07 

332,167.97 

30,380.08 

616,132.03 

56,578.20 

79,436.55 

26,659.12 

29,400.00 

28,251.10 

50,000.00 

62,144.45 

49,745.87 

81,034.53 

43,312.34 

26,976.52 

45,541.89 

189,739.76 

52,950.63 

262,795.27 

50,742.83 

28,483.26 

126,094.50 

36,801.98 

46,965.07 

59,426.60 

379,242.02 

1,571,222.39 



20


177 




AGGREGATE 


SUPPLIER 


NETWORK PAPER AND PACKAGING LTD 31,223.14 

NEW WEST GYPSUM RECYCLING (B.C.) INC. 58,995.50 

NILEX INC 48,528.73 

NORTHVIEW ENTERPRISES LTD. 288,549.33 

PACIFIC BLUE CROSS 398,192.53 

PACIFIC REGENERATION TECHNOLOGIES INC. 39,451.44 

PAYMENTECH 26,194.51 

PHIL'S JANITOR SERVICE 83,075.16 

PITNEYWORKS PREPAID 25,200.00 

PROFESSIONAL ENV REC CONSULTANTS LTD. 31,321.50 

PROFIRE EMERGENCY EQUIPMENT 25,545.03 

RAINCOAST VENTURES LTD. 25,593.78 

RECEIVER GENERAL FOR CANADA 660,223.36 

RECEIVER GENERAL FOR CANADA - RCMP COMM. 6,125,338.08 

REVENUE SERVICES OF BRITISH COLUMBIA 153,594.00 

RITEWAY TREE SERVICE LTD. 33,453.20 

ROCKY MOUNTAIN PHOENIX 34,637.03 

S S G HOLDINGS LTD. 581,653.73 

S&S TITAN DEVELOPMENT GROUP INC. 59,570.75 

SCADA CONTROLS CENTRAL LTD 31,041.51 

SCOTT RESOURCE SERVICES 172,193.21 

SECURITY RESOURCE GROUP INC 49,628.76 

SFE LTD. 61,844.73 

SHADES TANKERS LTD. 99,854.45 

SINGLETON URQUHART LLP IN TRUST 1,300,000.00 

SMART SAFE 29,165.22 

SMITHRITE DISPOSAL LTD. 1,013,755.03 

SMS EQUIPMENT 146,699.62 

SOETISNA, JEFF 42,085.00 

SOFTCHOICE CORPORATION 82,957.28 

STAVE LAKE QUARRIES INC 29,452.82 

SUTTON ROAD MARKING LTD. 138,291.73 

TELUS COMMUNICATIONS (B.C.) INC. 105,493.10 

TELUS MOBILITY (BC) 48,161.83 

TEMPLE CONSULTING GROUP LTD. - TCG 25,497.18 

TERASEN GAS 118,323.89 

TIEGEN, JASON 161,089.09 

TRANSLINK 156,212.10 



21


178 




AGGREGATE 


SUPPLIER 


TRANSWOOD TIMBER LTD 25,200.43 

TRU WAY RESCUE SERVICES INC. 42,020.69 

UNITED DEFENSE SECURITY LTD. 118,518.05 

VALLEY GEOTECHNICAL ENGINEERING SERVICES 30,373.56 

VALLEY RITE MIX LTD. 37,453.14 

VALLEY WEST BUILDERS 32,000.00 

VANTAGE CONTRACTING LTD. 79,063.50 

W J WINDEBANK LTD. 45,995.56 

WADE & ASSOCIATES LAND SURVEYING LTD. 29,035.33 

WESTERN AERIAL APPLICATIONS LTD. 84,359.70 

WILLIS CANADA VANCOUVER 134,553.00 

WOLSELEY WATERWORKS GROUP-BC REGION_ 25,469.26 

WOOD WYANT INC. 28,681.48 

WOODWARD WALKER BARRISTERS & SOLICITORS 124,171.79 

WORKERS' COMPENSATION BOARD OF B.C. 140,067.60 

Subtotal $ 976,963.09 

Grand Total - Aggregate Payments exceeding $25,000 $ 30,947,349.61 

CONSOLIDATED TOTAL PAID TO SUPPLIERS WHO RECEIVED AGGREGATE 

PAYMENTS OF $25,000 OR LESS 

-Paid by District of Mission $ 4,157,753.88 

-Paid by District of Mission Development Corporation 3,762.35 

Subtotal $ 4,161,516.23 

CONSOLIDATED TOTAL PAID TO SUPPLIERS FOR GRANTS & CONTRIBUTIONS $ 416,621.34 

TOTAL PAYMENTS MADE FOR THE PROVISION OF GOODS AND SERVICES $ 35,525,487.18 


22

2003 COMMUNITY CHARTER SBC CHAP. 26 

179 

(b) give notice of the availability of the schedule in accordance with section 94 [public notice] at 

least once a year. 

(2) Subject to subsection (4), notice of a special council meeting must be given at least 24 hours 

before the time of meeting by 

(a) posting a copy of the notice at the regular council meeting place, 

(b) posting a copy of the notice at the public notice posting places, and 

(c) leaving one copy for each council member at the place to which the member has directed 

notices be sent. 

(3) The notice under subsection (2) must include the date, time and place of the meeting, describe in 

general terms the purpose of meeting and be signed by the mayor or the corporate officer. 

(4) Notice of a special council meeting may be waived by unanimous vote of all council members. 

.2003-26127. 

Electronic meetings and participation 

by members 

128. (1) If this is authorized by procedure bylaw and the requirements of subsection (2) are met, 

(a) a special council meeting may be conducted by means of electronic or other communication 

facilities, or 

(b) a member of council or a council committee who is unable to attend at a council meeting or a 

council committee meeting, as applicable, may participate in the meeting by means of 

electronic or other communication facilities. 

(2) The following rules apply in relation to a meeting referred to in subsection (1): 

(a) the meeting must be conducted in accordance with the applicable procedure bylaw; 

(b) the facilities must enable the meeting's participants to hear, or watch and hear, each other; 

(c) for a special council meeting referred to in subsection (1) (a), 

(i) the notice under section 127 (2) [notice of special meetings] must include notice of the 

way in which the meeting is to be conducted and the place where the public may attend 

to hear the proceedings that are open to the public, and 

(ii) except for any part of the meeting that is closed to the public, the facilities must enable 

the public to hear, or watch and hear, the meeting at the specified place, and a 

designated municipal officer must be in attendance at the specified place; 

(d) for a meeting referred to in subsection (1) (b), except for any part of the meeting that is 

closed to the public, the facilities must enable the public to hear, or watch and hear, the 

participation of the member. 

(3) Members of council or a council committee who are participating under this section in a meeting 

conducted in accordance with this section are deemed to be present at the meeting. 

2003;26-128. 

Quorum for conducting busin ess 

129. (1) Subject to an order under subsection (3) or (4), the quorum is a majority of the number of 

members of the council provided for under section 118 [size of council]. 

(2) The acts done by a quorum of council are not invalid by reason only that the council is not at the 

time composed of the number of council members required under this Act. 

(3) If the number of members of a council is reduced to less than a quorum, the minister may either 

(a) order that the remaining members of the council constitute a quorum until persons are elected 

and take office to fill the vacancies, or 

(b) appoint qualified persons to fill the vacancies until persons are elected and take office to fill 

them. 

(4) The municipality may apply to the Supreme Court for an order under subsection (5) if, as a result 

of section 100 [disclosure of conflict], the number of council members who may discuss and vote on a matter falls below 

(a) the quorum for the council, or 

(b) the number of council members required to adopt the applicable bylaw or resolution. 

Ian. 1/04 

48 Quickscribe Services Ltd.

disRon Memo 

180 


From: Manager of Inspection Services 


Subject: Inspection Services Department Report — January to April 2009 

. BUILDING PERMITS 

Please refer to the attached statistical reports. 

2. BUSINESS LICENCES 

To-date a total of 1621 business licenses have been issued in 2009. 

3. BYLAW ENFORCEMENT 

87 written complaints were received which included 27 untidy premises, 34 traffic, 6 building, 

5 noise, 3 zoning, 1 secondary suites, 2 business licence, 1 second dwelling, and 8 

miscellaneous. 

4. MTI TICKETS 

138 tickets were issued. 

Beverly Endersby 

G:\inspect\chris\chadmin.doc 

FILE: ADM.REP.INS PAGE 1 OF 1 

Month End Building

DISTRICT OF MISSION BUILDING REPORT 

COMPARISON OF TOTAL PERMITS FOR MONTH OF JANUARY 2005 - 2009 

MONTH OF JANUARY 2005 2006 2007 2008 2008NALUE 2009 2009NALUE 

Residential Units 11 10 16 7 $1,569,915.00 3 $559,803.00 

Duplex Units 0 0 0 1 $211,200.00 0 $0.00 

Multi-Family Units 0 1 138 0 $0.00 0 $0.00 

Mobile 0 0 0 0 $0.00 0 $0.00 

TOTAL RESIDENTIAL UNITS 11 11 154 8 $1,781,115.00 3 $559,803.00 

. 

Res. Additions & Alterations 3 1 3 1 $26,000.00 0 $0.00 

Institutional 0 0 0 1 $195,000.00 0 $0.00 

Commercial 1 2 2 0 $0.00 0 $0.00 

Industrial 0 0 0 0 $0.00 3 $125,000.00 

Miscellaneous 0 4 1 18 $386,835.00 2 $53,340.00 

Demolitions 0 0 3 2 0 

TOTAL PERMITS FOR MONTH 15 18 163 30 $2,388,950.00 8 $738,143.00 

COMPARISON OF TOTAL'PERMITS FOF1 YEAR TO DATE 2005 - 2009 

YEAR TO DATE 2005 2006 2007 2008 2008NALUE 2009 2009NALUE 

Residential Dwellings 11 10 16 7 $1,569,915.00 3 $559,803.00 

Duplex Units 0 0 0 1 $211,200.00 0 $0.00 


Mobile 0 0 0 0 $0.00 0 $0.00 

TOTAL RESIDENTIAL TO DATE 11 11 154 8 $1,781,115.00 3 $559,803.00 



Commercial 1 2 2 0 $0.00 0 $0.00 

Industrial 0 0 0 0 $0.00 3 $125,000.00 



TOTAL YEAR TO DATE PERMITS 15 18 163 30 $2,388,950.00 8 $738,143.00 

Completions to Date 17 9 13 7 9 

oo

DISTRICT OF MISSION BUILDING REPORT 

COMPARISON OF TOTAL PERMITS FOR MONTH OF FEBRUARY 2005 - 2009 

MONTH OF FEBRUARY 2005 2006 2007 2008 2008NALUE 2009 2009NALUE 


Duplex Units 0 0 0 0 $0.00 0 $0.00 


Mobile 0 0 0 0 $0.00 0 $0.00 


Res. Additions & Alterations 3 3 0 4 $96,484.00 1 $25,141.00 

Institutional 0 0 0 0 $0.00 0 $0.00 

Commercial 0 0 1 0 $0.00 0 $0.00 

Industrial 0 0 0 0 $0.00 3 $23,000.00 



TOTAL PERMITS FOR MONTH 14 13 41 21 $2,265,641.00 8 $206,140.00 

compARISo . OPTOfAL PERMITS FOR. YEAR TO DATE 2005 . - 2009 

YEAR TO DATE 2005 2006 2007 2008 2008NALUE 2009 2009/VALUE 

Residential Dwellings 18 17 44 17 $3,580,662.00 4 $690,164.00 

Duplex Units 0 0 0 1 $211,200.00 0 $0.00 


Mobile 0 0 0 0 $0.00 0 $0.00 

TOTAL RESIDENTIAL TO DATE 18 18 182 18 $3,791,862.00 4 $690,164.00 



Commercial 1 2 3 0 $0.00 0 $0.00 

Industrial 0 0 0 0 $0.00 6 $148,000.00 



TOTAL YEAR TO DATE PERMITS 29 31 204 51 $4,654,591.00 16 $944,283.00 

Completions to Date 31 19 26 23 23

DISTRICT OF MISSION BUILCIING REPORT 

COMPARISON OF TOTAL PERMITS FOR MONTH OF MARCH 2005 - 2009 

MONTH OF MARCH 2005 2006 2007 2008 2008NALUE 2009 2009NALUE 


Duplex Units 0 0 0 0 $0.00 0 $0.00 


Mobile 0 0 0 0 $0.00 0 $0.00 



Institutional 1 0 0 1 $6,572,807.00 0 $0.00 

Commercial 2 2 1 1 $140,000.00 2 $20,000.00 

Industrial 1 0 0 3 $27,500.00 1 $12,000.00 



TOTAL PERMITS FOR MONTH 46 38 23 39 $10,901,138.00 16 $1,030,852.00 

COMPA , 0Ni bF TOTAL PERMITS FOR YEAR TO DATE-, 2005 - 2009 

YEAR TO DATE 2005 2006 2007 2008 2008NALUE 2009 2009NALUE 

Residential Dwellings 47 40 57 33 $6,847,157.00 6 $1,289,910.00 

Duplex Units 0 0 0 1 $211,200.00 0 $0.00 


Mobile 0 0 0 0 $0.00 0 $0.00 

TOTAL RESIDENTIAL TO DATE 47 41 195 34 $7,058,357.00 6 $1,289,910.00 



Commercial 3 4 4 1 $140,000.00 2 $20,000.00 

Industrial 1 0 0 3 $27,500.00 7 $160,000.00 

Miscellaneous 6 16 12 39 $1,225,622.00 14 $480,084.00 


TOTAL YEAR TO DATE PERMITS 75 69 227 90 $15,555,729.00 32 $1,975,135.00 

Completions to Date 48 35 31 40 36

HIS I RIC I Of MISSION BUILDING REPORT 

COMPARISON OF 101 1 I.PIRMECS FOR MONTH OF 1PR1L 2005 -2009 

MONTH OF APRIL 2005 2006 2007 2008 2008NALUE 2009 2009NALUE 

Residential Units 20 17 19 12 $2,608,682.00 4 $690,041.00 

Duplex Units 0 0 0 0 $0.00 0 $0.00 


Mobile 0 0 0 0 $0.00 0 $0.00 

TOTAL RESIDENTIAL UNITS 20 17 19 12 $2,608,682.00 4 $690,041.00 


Institutional 1 0 0 0 $0.00 0 $0.00 

Commercial 1 1 2 2 $5,807,500.00 1 $5,000.00 

Industrial 1 0 0 0 $0.00 0 $0.00 



I OTAL PERMITS FOR MONTH 36 22 26 29 $8,851,333.00 23 $1,082,275.00 

CO PAR1SON OF TOTAL FtfM1TS FOR YEAR TO DATE 2005 - 2009 

YEAR TO DATE 2005 2006 2007 2008 2008NALUE 2009 2009/VALUE 

Residential Dwellings 67 57 76 45 $9,455,839.00 10 $1,979,951.00 

Duplex Units 0 0 0 1 $211,200.00 0 $0.00 


Mobile 0 0 0 0 $0.00 0 $0.00 

TOTAL RESIDENTIAL TO DATE 67 58 214 46 $9,667,039.00 10 $1,979,951.00 



Commercial 4 5 6 3 $5,947,500.00 3 $25,000.00 

Industrial 2 0 0 3 $27,500.00 7 $160,000.00 

Miscellaneous 15 18 14 49 $1,542,798.00 27 $829,398.00 


TOTAL YEAR TO DATE PERMITS 111 91 253 119 $24,407,062.00 55 $3,057,410.00 

Completions to Date 80 44 37 56 42

Report: M:\live\bl\bltrissx.p District of Mission 1 85 

Page: 1 of 1L 

Version: 010000-L58.65.00 BL Trade Licence Issued Report Date: 05/05/09 

User ID: cdelaet Business Licences (01/01/2009 - 30/04/2009) Time: 09:24:43 

Open Date Business Name / Address / Location 

Type of Business 

05/01/2009 MISSION MONTESSORI PRESCHOOL (FERNDALE) RESIDENT 

33447 DEWDNEY TRUNK ROAD 

MISSION BC 

PRESCHOOL 

V2V6Y3 Phone : (604) 820-4986 

Location: 33940 DLUGOSH AVENUE 

Owner(s): MISSION MONTESSORI PRESCHOOL INC 

06/01/2009 PERRY KLASSEN MANAGEMENT INC. NON RESIDENT 

2933 MCBRIDE STREET 

ABBOTSFORD BC 

CONTRACTOR-DRYWALL 

V3G1H4 Phone : (604) 855-2351 

Location: NON-RESIDENT 

Owner(s): PERRY KLASSEN MANAGEMENT INC 

07/01/2009 SPUZZUM-MAN AUCTIONS 

33731 GREWEL CRESCENT 

MISSION BC 

V2V7B7 Phone : (604) 820-2564 

Location: 33731 GREWAL CRESCENT 

Owner(s): NIEDZIELSKI, JOHN 

HOME OCCUPATION 

E-BAY 

AUCTIONS-INTERNET 

08/01/2009 NORDIC RV REPAIR NON RESIDENT 

11750 SYLVESTER ROAD 

MISSION BC 

MOBILE RV REPAIR 

V2V4J1 Phone : (604) 615-6271 


Owner(s): 0723719 BC LTD 

08/01/2009 HAVA JAVA COFFEE 2008 INC 

216-32530 LOUGHEED HIGHWAY 

MISSION BC 

V2V1A5 Phone : (604) 820-9621 

Location: 216-32530 LOUGHEED HIGHWAY 

Owner(s): HAVA JAVA COFFEE 2008 INC 

RESIDENT 

RESTAURANT/COFFEE 

SHOP 

08/01/2009 CAMEO BUILDING SERVICES HOME OCCUPATION 

33896 CHERRY AVENUE 

MISSION BC 

CONTRACTOR-REPAIR AND 

V2V6B2 Phone : (778) 834-7006 

MAINTENANCE 

Location: 33896 CHERRY AVENUE 

Owner(s): D'ARCY, DEL 

09/01/2009 WIGGLES AND WAGS DOG GROOMING 

33669 CHERRY AVENUE 

MISSION BC 

V2V2V7 Phone : (604) 287-1122 

Location: 33669 CHERRY AVENUE 

Owner(s): KARMASON, ARLENE 


DOG GROOMING 

12/01/2009 R DOWKER CONSULTING HOME OCCUPATION 

110-33599 2ND AVENUE 

MISSION BC 

BUSINESS CONSULTING 

V2V6J3 Phone : (604) 309-1595 

Location: 110-33599 2ND AVENUE 

Owner(s): DOWKER, ROGER 

12/01/2009 STORMX CONSTRUCTION LTD. 

8380 JUDITH STREET 

MISSION BC 

V2V7N2 Phone : (604) 616-9482 

Location: 8380 JUDITH STREET 

Owner(s): STORMX CONSTRUCTION LTD 

12/01/2009 HERBAL MAGIC 


MISSION BC 

V2V7B8 Phone : (604) 826-5305 


Owner(s): HERBAL MAGIC INC. 


CONTRACTOR 

RESIDENT 

WEIGHT LOSS & 

NUTRITION CENTRE 

12/01/2009 INTERWRAP PAPERS LTD. RESIDENT 

7163 BEATTY DRIVE 

MISSION BC 

PAPER MANUFACTURER 

V2V6C4 Phone : (604) 826-1811 

Location: 7163 BEATTY DRIVE 

Owner(s): INTERWRAP PAPERS LTD

Report: MAlive\bItItrissx.p 

Version: 010000-L58.65.00 

User ID: cdelaet 


BL Trade Licence Issued Report 

Business Licences (01/01/2009 - 30/04/2009) 

Page: 2 of 1.4 

1 86 

Date: 05/05/09 

Time: 09:24:43 



13/01/2009 PACIFIC ENVIRONMENTAL NON RESIDENT 

1336 MAIN STREET 

NORTH VANCOUVER BC 

ENVIRONMENTAL 

V7J1C3 Phone : (604) 980-3577 

CONSULTANTS 


Owner(s): HANSEN & ASSOC. ENVIRO CONSULT SERV. LTD 

13/01/2009 ZHA ZHA SPA 

8093 WAXBERRY CRESCENT 

MISSION BC 

V2V5C3 Phone : (604) 820-1080 

Location: 32757 LOGAN AVENUE 

Owner(s): JAMES, KACIA 

13/01/2009 ANY LANE RECORDS/COLLECTABLES 

1-33223 1ST AVENUE 

MISSION BC 

Phone : (604) 751-0165 

Location: 1-33223 1ST AVENUE 

Owner(s): CULLEN, LES 

13/01/2009 J. BOND & SONS LTD 

C&D-7116 BEATTY DRIVE 

MISSION BC 

V5B1R3 Phone : (604) 856-1619 

Location: C&D-7116 BEATTY DRIVE 

Owner(s): J. BOND & SONS. LTD 

14/01/2009 HORNE STREET PETRO CANADA 

7285 HORNE STREET 

MISSION BC 

V2V3Y4 Phone : (604) 814-0311 

Location: 7285 HORNE STREET 

Owner(s): OCEANS RETAIL INVESTMENTS INC. 

15/01/2009 ACROSS TOWN PLUMBING & HEATING 

17915 94TH AVENUE 

SURREY BC 

V4N4A1 Phone : (604) 720-0423 


Owner(s): ACROSS TOWN-PLUMBING & HEATING LTD 

15/01/2009 FRASER CITY PAINTING & DECORATING LTD. 

3642 HURST CRESCENT 

ABBOTSFORD BC 

V2S6G8 Phone : (604) 302-3841 


Owner(s): FRASER CITY PAINTING & DECORATING LTD 

16/01/2009 MOBIL 1 MECHANICAL 

35073 EWERT AVENUE 

MISSION BC 

V2V6S7 Phone : (778) 228-4190 

Location: 35073 EWERT AVENUE 

Owner(s): HENNING, JEFFREY 

19/01/2009 CLEAR CHOICE GLASS CONSTRUCTION 

33389 RAINBOW AVENUE 

ABBOTSFORD BC 

V2S1E6 Phone : (604) 854-4388 


Owner(s): BROUWER, MIKE 

RESIDENT 

SPA SERVICES 

RESIDENT 

COLLECTABLES 

RESIDENT 

EQUIPMENT 

MANUFACTURING 

RESIDENT 

GAS STATION AND 

CONVENIENCE STORE 

15/01/2009 WEIGHT TO GO IV PRODUCTIONS INC NON RESIDENT 

350-889 HARBOURSIDE DRIVE 


FILM PRODUCTION 

V7P 3S1 Phone : (604) 982-9285 


Owner(s): ANAID PRODUCTIONS INC 

NON RESIDENT 

CONTRACTOR 

15/01/2009 AIR 1 QUALITY INSPECTION LTD. NON RESIDENT 

2431-349 WEST GEORGIA STREET 

VANCOUVER BC 

AIR QUALITY 

V6B3W7 Phone : (604) 910-9976 

INSPECTION 


Owner(s): AIR 1 QUALITY INSPECTION LTD 

NON RESIDENT 

CONTRACTOR 


MECHANICAL 

SERVICES-MOBILE ONLY 

NON RESIDENT 

CONTRACTOR

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Page: 3 of 1L 1 87 

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21/01/2009 SETHI CONSTRUCTION LTD 

32496 ABERCROMBIE PLACE 

MISSION BC 

V4S0B1 Phone : (604) 854-2803 

Location: 32496 ABERCROMBIE PLACE 

Owner(s): SETHI CONSTRUCTION LTD. 

21/01/2009 VALLEY AUDIO AND RECREATION 

32618 LOGAN AVENUE 

MISSION BC 

V2V6C7 Phone : (604) 820-8694 

Location: 32618 LOGAN AVENUE / 102-32859 MISSION WAY 

Owner(s): VALLEY AUDIO AND RECREATION LTD 

21/01/2009 WOODENNICKEL SOLUTIONS 

33444 BALSAM AVENUE 

MISSION BC 

V2V5W6 Phone : (604) 557-8987 

Location: 33444 BALSAM AVENUE 

Owner(s): BURNS, PAUL 

21/01/2009 KODIAK FENCE INSTALLATIONS LTD. 

33440 HAWTHORNE AVENUE 

ABBOTSFORD BC 

V2S1B8 Phone : (604) 853-2094 


Owner(s): KODIAK FENCE INSTALLATIONS LTD 

22/01/2009 FLETCHER JANITORIAL 

31986 ROBIN CRESCENT 

MISSION BC 

V2V5L4 Phone : (604) 820-1318 

Location: 31986 ROBIN CRESCENT 

Owner(s): KRISHNA, VISHA 

23/01/2009 PEACE COUNTRY FIRE PROTECTION LTD. 

19749 CONNECTING ROAD 

PITT MEADOWS BC 

V3Y1Z1 Phone : (604) 460-0996 

Location: NON RESIDENT 

Owner(s): PEACE COUNTRY FIRE PROTECTION LTD 

23/01/2009 MEDLEY COSMETICS & AESTHETICS 

155-33751 7TH AVENUE 

MISSION BC 

V2V7C2 Phone : (604) 826-4403 

Location: 155-33751 7TH AVENUE 

Owner(s): MEDLEY, VAL 

26/01/2009 DYNAMIC REHAB 

4-34252 MARSHALL ROAD 

ABBOTSFORD BC 

V2S1L9 Phone : (604) 854-2084 


Owner(s): CBI HEALTH 

27/01/2009 TAP TO DRAIN PLUMBING SERVICES LTD 

24106 102ND AVENUE 

MAPLE RIDGE BC 

V2W1J1 Phone : (604) 317-4454 


Owner(s): TAP TO DRAIN PLUMBING SERVICES LTD. 



CONTRACTOR 

RESIDENT 

ELECTRONIC SALES 


BOOKKEEPING SERVICES 

NON RESIDENT 

CONTRACTOR 

21/01/2009 CALIENTE CONSTRUCTION LTD. HOME OCCUPATION 

7558 SIMON STREET 

MISSION BC 

CONTRACTOR-HOME 

V2V3E8 

RENOVATIONS 

Location: 7558 SIMON STREET 

Owner(s): CALIENTE CONSTRUCTION LTD 

22/01/2009 REACTIVE REHABILITATION LTD. NON RESIDENT 

111-16033 108TH AVENUE, P.O. BOX 74007 

SURREY BC 

PHYSICAL 

V4N5H9 Phone : (604) 589-5994 

REHABILITATION 


Owner(s): REACTIVE REHABILITATION LTD. 


JANITORIAL SERVICES 

NON RESIDENT 

FIRE PROTECTION 

INSTALLATION & 


COSMETIC SALES - 

OFFICE ONLY FROM HOME 

NON RESIDENT 

OCCUPATIONAL THERAPY 

& REHAB 

NON RESIDENT 

CONTRACTOR-PLUMBING

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Page: 4 of 1) 88 

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Time: 09:24:43 


27/01/2009 WHITE SPOT RESTAURANT 

152-32555 LONDON AVENUE 

MISSION BC 

V2V6M7 Phone : (604) 820-6642 

Location: 152-32555 LONDON AVENUE 

Owner(s): VISCOUNTS MISSION RESTAURANT LTD 

29/01/2009 MEDALLION HEALTHY HOMES 



V2X3J2 Phone : (604) 619-6655 


Owner(s): FRESH AIR SPECIALISTS INC 

02/02/2009 GENESIS CREATIONS & RENOVATIONS 

16761 61ST AVENUE 

SURREY BC 

V3S1W2 Phone : (778) 881-7245 


02/02/2009 BLUE MATRIX CUSTOM METAL 

3227 STN MAIN 

MISSION BC 

V2V4J4 

Location: 8498 DOERKSEN DRIVE 

Owner(s): WASYLUK, JUSTIN 

04/02/2009 ELITE DETAILING 

8.33167 LONDON AVENUE 

MISSION BC 

V2V4P9 Phone : (604) 820-2999 


Owner(s): POWERS, RANDY 

05/0212009 MISSION SECURITY SERVICES 

7528 JAMES STREET 

MISSION BC 

V2V3W1 Phone : (778) 997-4519 

Location: 7528 JAMES STREET 

Owner(s): D'ONOFRIO, LUIGI 

05/02/2009 WALLBANK, KEN 

34312 KIRKPATRICK AVENUE 

MISSION BC 

V2V6B2 Phone : (604) 820-0102 

Location: 34312 KIRKPATRICK AVENUE 

Owner(s): WALLBANK, KEN 

10/02/2009 O'NEILL MECHANICAL SOLUTIONS 

13156 240TH STREET 


V4R0A9 Phone : (604) 765-4579 


Owner(s): O'NEILL, MIKE 

10/02/2009 SEMPLE CONTRACTING CORPORATION 

BOX 2024 STATION MAIN 

CHILLIWACK BC 

V2R1A7 Phone : (604) 798-7654 


Owner(s): SEMPLE CONTRACTING CORPORATION 

10/02/2009 JUST YOU ESTHETICS 

32906 BOOTHBY AVENUE 

MISSION BC 

V2V7R3 Phone : (604) 768-5944 

Location: 32906 BOOTHBY AVENUE 

Owner(s): WILLS, TANYA 

10/02/2009 MAPLE RIDGE MECHANICAL LTD. 

32806 3RD AVENUE 

MISSION BC 

V2V1 M7 Phone : (604) 768-3027 

Location: 32806 3RD AVENUE 

Owner(s): MAPLE RIDGE MECHANICAL LTD 


RESIDENT 

RESTAURANT 

NON RESIDENT 

CONTRACTOR-INDOOR AIR 

QUALITY SPECIALIST 

NON RESIDENT 

CONTRACTOR 


CONTRACTOR-METAL 

WORKING 

RESIDENT 

AUTO DETAILING 


SECURITY PATROL - 

OFFICE ONLY 


HOBBY KENNEL 

05/02/2009 HOMA RENOVATIONS INC NON RESIDENT 

11971 232ND STREET 


CONTRACTOR 

V2X6T2 Phone : (604) 466-8867 


Owner(s): HOMA RENOVATIONS INC 

NON RESIDENT 

CONTRACTOR-PLUMBING 

NON RESIDENT 

CONTRACTOR-ELECTRICAL 


ESTHETIC SERVICES 


CONTRACTOR-MECHANICAL

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Page: 5 of 14 1 89 

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Time: 09:24:43 


10/02/2009 PURE FITNESS 


MISSION BC 

V2V1G3 Phone : (604) 307-1275 

Location: 33236 1ST AVENUE 

Owner(s): GIBSON, NATASHA 

10/02/2009 WHITE MAPLE PHOTOGRAPHY 

35-33925 ARAKI COURT 

MISSION BC 

V2V7R5 Phone : (604) 302-5675 

Location: 35-33925 ARAKI COURT 

Owner(s): GIMSON, MARK 

10/02/2009 MISSION METAL SALES LTD 

33431 THOMPSON AVENUE 

MISSION BC 

V2V2W9 Phone : (604) 968-1436 

Location: 33431 THOMPSON AVENUE 

Owner(s): MISSION METAL SALES LTD 

12/02/2009 RWBOS CONTRACTING 

202-2469 PAULINE STREET 

ABBOTSFORD BC 

V2S3S1 Phone : (604) 852-2389 


Owner(s): RWB INDUSTRIES LTD 

12/02/2009 LSL MANAGEMENT LTD. 



V2W1 E7 Phone : (778) 688-9937 


Owner(s): LSL MANAGEMENT LTD. 

16/02/2009 BROOKSHAW ELECTRICAL INSTALLATIONS LTD. 

8965 QUEEN MARY BLVD 

SURREY BC 

V3V6R2 Phone : (604) 599-4113 


Owner(s): BROOKSHAW ELECTRICAL INSTALLATIONS LTD. 

16/02/2009 C.D. DRYWALL 

13327 233RD STREET 


V4R2W6 Phone : (604) 467-1909 


Owner(s): MACLEAN, DARREN 

17/02/2009 ALLEYCAT HEMLINES 

33239 BEST AVENUE 

MISSION BC 

V2V5V5 Phone : (604) 820-0528 


Owner(s): MAKKONEN, KATJA 

17/02/2009 G.M. MECHANCIAL INC 

1273 COUTTS PLACE 

PORT COQUITLAM BC 

V3C5Y9 Phone : (604) - 


Owner(s): G.M. MECHANICAL INC 

17/02/2009 MATSQUI ELECTRIC INC. 

3164 SWALLOW PLACE 

ABBOTSFORD BC 

V2T5K9 Phone : (604) 832-1768 


Owner(s): MATSQUI ELECTRIC INC 

17/02/2009 CIMPLY CHARMING NOVELTIES 

32350 GREBE CRESCENT 

MISSION BC 

V2V4J4 Phone : (604) 820-9318 

Location: 32350 GREBE CRESCENT 

Owner(s): LAPSANSKY, NORMAN 


RESIDENT 

FITNESS STUDIO 


WEDDING PHOTOGRAPHY 

RESIDENT 

RETAIL STEEL 

NON RESIDENT 

CONTRACTOR 

NON RESIDENT 


NON RESIDENT 


NON RESIDENT 

CONTRACTOR-DRYWALL 

RESIDENT 

TAILOR/ALTERATIONS 

NON RESIDENT 

CONTRACTOR 

NON RESIDENT 



INTERNET / MAIL ORDER

Report: MAlivetItItrissx.p 

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Page: 6 of 12 1 90 

Date: 05/05/09 

Time: 09:24:44 

Open Date Business Name / Address / Location Type of Business 

18/02/2009 TUSCAN HOMES INC 



V2W1C2 Phone : (604) 462-7292 


Owner(s): TUSCAN HOMES INC. 

18/02/2009 0-YAHOO HAIR STUDIO 2009 LTD. 

33124 DALKE AVENUE 

MISSION BC 

V2VOA3 Phone : (604) 807-9221 


Owner(s): 0-YAHOO HAIR STUDIO 2009 LTD 

19/02/2009 APLIN & MARTIN CONSULTANTS LTD. 

101-33230 OLD YALE ROAD 

ABBOTSFORD BC 

V2S 2J5 Phone : (778) 880-0577 


Owner(s): APLIN & MARTIN CONSULTANTS LTD 

19/02/2009 LGI CONTRACTING 

4890 DUMFRIES STREET 

VANCOUVER BC 

V5N3T9 Phone : (604) 992-6991 


Owner(s): LIONS GATE INNOVATIONS INC 

19/02/2009 FIDDLY BITS CONSTRUCTION 

32305 BOBCAT DRIVE WEST 

MISSION BC 

V2V6M9 Phone : (604) 755-2157 

Location: 32305 BOBCAT DRIVE WEST 

Owner(s): HOWARD, BRIAN 

20/02/2009 SMARTSET MOBILE HAIR 

P.O. BOX 80039 

BURNABY BC 

V5H3X1 Phone : (604) 420-9339 


Owner(s): BROMLEY, ROBERT 

20/02/2009 CANAM ELECTRIC 

BOX 2545 

ABBOTSFORD BC 

V2T6R3 Phone : (604) 866-7468 


Owner(s): CANAM ELECTRIC LTD 

20/02/2009 LEGACY (ON THE RUN) PROD. INC. 

1600 E. BROADWAY STREET 


V7J1B5 Phone : (604) 980-5225 


Owner(s): LEGACY FILMWORKS LTD. 

23/02/2009 GOLDER ASSOCIATES LTD 

202-2790 GLADWIN ROAD 

ABBOTSFORD BC 

V2T4S8 Phone : (604) 850-8786 


Owner(s): GOLDER ASSOCIATES LTD. 

24/02/2009 TOP TO BOTTOM CONTRACTING 



V2W1 C6 Phone : (604) 462-0280 


Owner(s): KELLEWAY, KATRINA 

24/02/2009 KEVSCO RENOVATIONS 

33731 APPS COURT 

MISSION BC 

V2V6Z8 

Location: 33731 APPS COURT 

Owner(s): TAYLOR, KEVIN 

NON RESIDENT 

CONTRACTOR 

RESIDENT 

HAIR SALON 

NON RESIDENT 

CIVIL ENGINEER / 

SURVEYOR 

NON RESIDENT 

CONTRACTOR 


CONTRACTOR 

NON RESIDENT 

MOBILE HAIRDRESSING 

NON RESIDENT 


NON RESIDENT 


NON RESIDENT 

ENGINEERING & 

ENVIRONMENTAL 

NON RESIDENT 

CONTRACTOR 


CONTRACTOR

Report: MAliyetlthltrissx.p 

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Page: 7 of 1 191 

Date: 05/05/09 

Time: 09:24:44 


24/02/2009 MAPLE RIDGE CONCRETE LTD. 

PO BOX 385 


V2X8K9 Phone : (604) - 


Owner(s): MAPLE RIDGE CONCRETE LTD. 

24/02/2009 ADDITIONAL VIRTUAL ASSISTANT 


MISSION BC 

V2V2S6 Phone : (604) 814-3107 

Location: 32522 BEST AVENUE 

Owner(s): BELL, CHERYL 

25/02/2009 GOLDEN EARS SIDING 



V2W0A1 Phone : (604) 467-1814 


Owner(s): BOL, JACK 

26/02/2009 RJ ROOFING 

11690 209TH STREET, 


V2X7S4 Phone : (604) 831-2522 


Owner(s): JUDGE, HARJIT 

26/02/2009 KEYWEST ASPHALT LTD 

7231 120TH STREET, P.O. BOX 443 

DELTA BC 

V4C6P5 Phone : (604) 572-0732 


Owner(s): KEYWEST ASPHALT LTD 

26/02/2009 CORAL CREATIONS 


MISSION BC 

V2V2P1 Phone : (604) 751-4454 

Location: 32887 14TH AVENUE 

Owner(s): EUNSON, KRISTY 

27/02/2009 SILVERDALE SHELL 

29677 LOUGHEED HIGHWAY 

MISSION BC 

V4S1H3 Phone : (604) 820-1982 

Location: 29677 LOUGHEED HIGHWAY 

Owner(s): SILVERDALE ENTERPRISES LTD. 

02/03/2009 M.A.C. HUMAN RESOURCES CONSULTANTS 

32690 TUNBRIDGE AVENUE 

MISSION BC 

V4S0A4 Phone : (604) 217-5089 

Location: 32690 TUNBRIDGE AVENUE 

Owner(s): ARTHUR, MARK 

03/03/2009 ROCKIN ON THE RIVER 


MISSION BC 

V2V1G3 Phone : (604) 814-1083 

Location: 32670 DYKE ROAD 

Owner(s): ROCKIN RIVER PRODUCTIONS INC. 

03/03/2009 TONI'S MINI MARKET 

7007 BRIDGE STREET 

MISSION BC 

V2V2X5 


Owner(s): OCH, MIGUEL 

03/03/2009 TOTAL BLAST PRESSURE WASHING CO. 

33186 MYRTLE AVENUE 

MISSION BC 

V2V5W1 Phone : (604) 302-9174 

Location: 33186 MYRTLE AVENUE 

Owner(s): SIEMENS, JOEL 

NON RESIDENT 

CONTRACTOR 


CLERICAL - OFFICE 

ONLY 

NON RESIDENT 

CONTRACTOR 

NON RESIDENT 

CONTRACTOR 

NON RESIDENT 

CONTRACTOR-PAVING 


ARRANGING & 

DISTRIBUTING WEDDING 

RESIDENT 

GAS 

STATION/CONVENIENCE 


H.R. CONSULTING 

RESIDENT 

MUSICAL CONCERT 

RESIDENT 

CONVENIENCE STORE 


CONTRACTOR

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Page: 8 of 1) 92 

Date: 05/05/09 

Time: 09:24:44 


04/03/2009 VALLEY GEOTECHNICAL ENGINEERING SERVICES LTD. 

15-62 FAWCETT ROAD 

COQUITLAM BC 

V3C6J2 Phone : (604) 527-8475 


Owner(s): VALLEY GEOTECHNICAL ENGINEERING SERVICES 

11/03/2009 SPICK 'N' SPAN CLEANING 

31962 HILLCREST AVENUE 

MISSION BC 

V2V1K9 Phone : (604) 615-6185 

Location: 31962 HILLCREST AVENUE 

Owner(s): FULLER, AMANDA 

11/03/2009 CHRISTOFF-EXQUISITE FASHION ACCESSORIES 

32685 GREENE PLACE 

MISSION BC 

V4S0A6 Phone : (604) 417-7129 

Location: 32685 GREENE PLACE 

Owner(s): CHRISTOFF, HILDA & CATHY 

12/03/2009 DRAGON AIRE COOKING TECHNOLOGIES INC. 

5-32912 MISSION WAY 

MISSION BC 

V2V5X9 Phone : (604) 826-6550 

Location: 5-32912 MISSION WAY 

Owner(s): DRAGON AIRE COOKING TECHNOLOGIES INC 

13/03/2009 GENESIS PAINTING 

33080 MYRTLE AVENUE 

MISSION BC 

V2V5W1 Phone : (604) 556-4745 

Location: 33080 MYRTLE AVENUE 

Owner(s): NEMETH, DEREK 

17/03/2009 PERSONA CONSTRUCTION LTD 

185 67A STREET 

DELTA BC 

V4L1 L2 Phone : (604) 943-0855 


Owner(s): PERSONA CONSTRUCTION LTD 

17/03/2009 ENVOY ELECTRICAL SYSTEMS LTD. 


SURREY BC 

V3R4K8 Phone : (604) 812-9978 


Owner(s): ENVOY ELECTRICAL SYSTEMS LTD 

17/03/2009 BAMBOO TRADITIONAL CHINESE MEDICINE 

202-33395 1ST AVENUE 

MISSION BC 

V2V1G9 Phone : (604) 217-4323 


Owner(s): JASWAL, SALLY 

18/03/2009 OFFICEWORKS ADMINISTRATIVE MANAGEMENT 

35028 FISHER PLACE 

MISSION BC 

V2V6S8 Phone : (604) 790-9591 

Location: 35028 FISHER PLACE 

Owner(s): CAMPBELL, CINDY 

NON RESIDENT 

CONTRACTOR 


HOUSE CLEANING 


INTERNET SALES OF 

FASHION ACCESSORIES 

12/03/2009 UNITECH CONSTRUCTION MANAGEMENT LTD NON RESIDENT 

400-1530 56TH STREET 

DELTA BC 

CONSTRUCTION 

V4L2A8 Phone : (604) 943-8845 

MANAGEMENT 


Owner(s): UNITECH CONSTRUCTION] MANAGEMENT LTD 

RESIDENT 

MANUFACTURER OF 

COMMERCIAL OVENS 


CONTRACTOR-PAINTING 

16/03/2009 ADVANCED DECKING LTD. NON RESIDENT 

1793 JENSEN AVENUE 


CONTRACTOR 

V3B2E2 Phone : (604) 230-3029 


Owner(s): ADVANCED DECKING LTD 

NON RESIDENT 

CONTRACTOR 

NON RESIDENT 


RESIDENT 

CHINESE MEDICINE - 

ACUPUNCTURE 


ADMINISTRATIVE 

PROJECT MANAGEMENT

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District of Mission ' 



Page: 9 of 11 93 

Date: 05/05/09 

Time: 09:24:44 


18/03/2009 YARD GNOMES HOME MAINTENANCE 

7468 COTTONWOOD STREET 

MISSION BC 

V2V3E9 Phone : (604) 613-1035 

Location: 7468 COTTONWOOD STREET 

Owner(s): MADSEN, KEVIN 

19/03/2009 PROFILE SUPPLY 

13854 SPRATT ROAD 

MISSION BC 

V2V4J1 Phone : (888) 310-2579 


Owner(s): HEMSWORTH, MELANIE 

19/03/2009 ALL IN ONE RESIDENTIAL CONTRACTING 

32751 RICHARDS AVENUE 

MISSION BC 

V2V7E6 Phone : (604) 824-0711 

Location: 32751 RICHARDS AVENUE 

Owner(s): BOYDELL, JUSTIN 

23/03/2009 RIDGELINE ELECTRIC 

2175 PI7 RIVER ROAD 


V3C1 R5 Phone : (778) 386-5829 


Owner(s): CAMPBELL, SAM 

23/03/2009 ROC-ON MASONRY 


MISSION BC 

V2V2M5 Phone : (604) 782-4443 

Location: 32897 12TH AVENUE 

Owner(s): NADESSAN, CHARLENE 

23/03/2009 APX ALARM SECURITY SOLUTIONS INC. 

5132 N. 300 W. 

OREM UT 

84604 Phone : (801) 377-9111 


Owner(s): APX ALARM SECURITY SOLUTIONS INC 

26/03/2009 QP PRODUCTIONS & ASSOCIATES INC. 

900-555 BURRARD STREET 

VANCOUVER BC 

V7X1M8 Phone : (604) 615-8573 

Location: 32732 LIGHTBODY COURT 

Owner(s): OP PRODUCTIONS & ASSOCIATES INC 

26/03/2009 RAY'S MAINTENANCE 

7561 CEDAR STREET 

MISSION BC 

V2V4W1 Phone : (604) 832-3397 

Location: 7561 CEDAR STREET 

Owner(s): RAY, HARVEY 

27/03/2009 MOUNTAIN RIDGE INSTALLATIONS LTD 


MISSION BC 

V2V2S6 Phone : (604) 302-1710 

Location: 32728 BEST AVENUE 

Owner(s): MOUNTAIN RIDGE INSTALLATIONS LTD. 



YARD MAINTENANCE 

NON RESIDENT 

BUILDING PRODUCTS-ON 

LINE SALES ONLY 


CONTRACTOR 

NON RESIDENT 

CONTRACTOR 


CONTRACTOR 

23/03/2009 SWEET REPEATS KIDS CONSIGNMENT RESIDENT 

8158 WAXBERRY CRESCENT 

MISSION BC 

CHILDREN'S 

V2V5S5 Phone : (604) 690-0681 

CONSIGNMENT 

Location: 33046A 1ST AVENUE 

Owner(s): RUTLEDGE, ASHLEY 

NON RESIDENT 

CONTRACTOR 

23/03/2009 LUMIDYNE SCIENCES RESIDENT 

4-33111 LONDON AVENUE 

MISSION BC 

RESEARCH & 

V2V4P9 Phone : (604) 820-8808 

DEVELOPMENT 


26/03/2009 TIMMERMANS LANDSCAPING LTD NON RESIDENT 

1900 INTER-PROVINCIAL HWY 

ABBOTSFORD BC 

CONTRACTOR 

V3G2H7 Phone : (604) 504-5381 


Owner(s): TIMMERMANS LANDSCAPING LTD 


CONSULTING PRINTING 

SERVICES 


CONTRACTOR 


CONTRACTOR

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Page: 10 of 1 194 

Date: 05/05/09 

Time: 0924:44 


27/03/2009 ICARUS 

112 WEST 6TH AVENUE 

VANCOUVER BC 

V5Y1K6 Phone : (604) 623-3369 


Owner(s): ICARUS BC PRODUCTIONS INC 

30/03/2009 RICH-MAR ELECTRIC LTD. 


BURNABY BC 

V3N2R6 Phone : (604) 526-4774 


Owner(s): RICH-MAR ELECTRIC LTD 

31/03/2009 MEREDITH EGAN 

32469 MITCHELL AVENUE 

MISSION BC 

V4S0B2 Phone : (604) 832-0954 

Location: 32469 MITCHELL AVENUE 

Owner(s): EGAN, MEREDITH 

01/04/2009 MIKES DISPOSAL 


MISSION BC 

V4S1C2 Phone : (604) 614-7312 

Location: 33039 DEWDNEY TRUNK ROAD 

Owner(s): M N 0 ENTERPRISES LTD. 

06/04/2009 SAN CONTRACTING & EXCAVATING LTD 

6574 HOLLY PARK DRIVE 

DELTA BC 

V4K4Y7 Phone (604) 537-3664 


Owner(s): SAN CONTRACTING & EXCAVATING LTD 

06/04/2009 SYMMETRY INJURY REHABILITATION 

35723 CANTERBURY AVENUE 

ABBOTSFORD BC 

V3G1G2 Phone : (604) 751-0280 


Owner(s): SYMMETRY INJURY REHABILITATION LTD 

06/04/2009 TOWN N' COUNTRY CURBING 

3-34332 MACLURE ROAD 

ABBOTSFORD BC 

V2S7S8 Phone : (604) 852-1995 


Owner(s): WIEBE, TIM 

06/04/2009 GH MAINTENANCE & REPAIRS 

34642 BALDWIN STREET 

ABBOTSFORD BC 

V2S5H9 Phone : (778) 868-1267 


Owner(s): HAQQ, GLENN 

08/04/2009 KARAM CONSTRUCTION LTD. 

15057 76A AVENUE 

SURREY BC 

V3M5P1 Phone : (604) 614-4804 


Owner(s): KARAM CONSTRUCTION LTD. 


NON RESIDENT 


NON RESIDENT 

CONTRACTOR 


CONSULTING 


CONTRACTOR 

03/04/2009 M.E.M REINFORCEMENT NON RESIDENT 

3659 197A STREET 

LANGLEY BC 

CONTRACTOR 

V2V3A1B8 Phone : (604) 615-4955 


Owner(s): MCINTYRE, MATTHEW 

06/04/2009 PHANTOM STEEL & WELDING LTD NON RESIDENT 

8970 CORONA PLACE 

BURNABY BC 

CONTRACTOR 

V3J7A5 Phone : (604) 970-5498 


Owner(s): PHANTOM STEEL & WELDING LTD 

NON RESIDENT 

CONTRACTOR 

NON RESIDENT 

KINESIOLOGY 

NON RESIDENT 

CONTRACTOR 

NON RESIDENT 

CONTRACTOR 

NON RESIDENT 

CONTRACTOR

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Version: 010000-L58.65.00 






Page: 11 of 12 

Date: 05/05/09 

Time: 09:24:44 


09/04/2009 L.D.P. DRYWALL SERVICES LTD 

2-9718 MENZIES STREET 

CHILLIWACK BC 

V2P5Z7 Phone : (604) 792-0141 


Owner(s): L.D.P. DRYWALL SERVICES LTD 

14/04/2009 DIAMOND PARKING SERVICES 

817 DENMAN STREET 

VANCOUVER BC 

V6G2L7 Phone : (604) 681-8797 


Owner(s): DIAMOND PARKING LTD 

16/04/2009 ADL FORMS LTD. 

20932 83 AVENUE 

LANGLEY BC 

V2Y2C4 Phone : (604) 881-2321 


Owner(s): ADL FORMS LTD 

20/04/2009 TRANSWEST ROOFING LTD. 

13415 COMBER WAY 

SURREY BC 

V3W5V8 Phone : (604) 596-7448 


Owner(s): TRANSWEST ROOFING LTD. 

20/04/2009 SILVERMERE LANDSCAPING 

34540 FERGUSON AVENUE 

MISSION BC 

V2V6P7 Phone : (604) 820-0581 

Location: 34540 FERGUSON AVENUE 

Owner(s): HUFFMAN, CORY 

20/04/2009 A GROWING CONCERN LANDSCAPE CO. 

12295 AINSWORTH STREET 

MISSION BC 

V4S1 L4 Phone : (604) 768-8452 

Location: 12295 AINSWORTH STREET 

Owner(s): WEBSTER, JANICE 

20/04/2009 C.C. CONTRACTING 

11759 WILSON STREET 

MISSION BC 

V4S1 B6 Phone : (604) 209-1525 

Location: 11759 WILSON STREET 

Owner(s): CRUICKSHANK, CRAIG 

21/04/2009 RIDER WATERSPORTS INC 

12010 232ND STREET 


V2X6T3 Phone : (604) 476-7433 


Owner(s): RIDER WATERSPORTS INC 


NON RESIDENT 

CONTRACTOR 

NON RESIDENT 

PARKING SERVICES 

NON RESIDENT 

CONTRACTOR 

17/04/2009 0742434 BC LTD. HOME OCCUPATION 

8114 MANSON STREET 

MISSION BC 

CONTRACTOR 

V2V6P7 Phone : (604) 351-3631 

Location: 8114 MANSON STREET 

Owner(s): 0742434 BC LTD 

20/04/2009 POLAR ELECTRIC INC. NON RESIDENT 

34670 WALKER CRESCENT 

ABBOTSFORD BC 

CONTRACTOR 

V2S1J3 Phone : (604) 850-7522 


Owner(s): POLAR ELECTRIC INC. 

NON RESIDENT 

CONTRACTOR 


CONTRACTOR 


CONTRACTOR 


PROJECT MANAGEMENT 

NON RESIDENT 

WAKEBOARD & WATER SKI 

SCHOOL 

21/04/2009 INTUITIVE INDEPENDENCE OT SERVICES NON RESIDENT 

3-9457 BROADWAY STREET 

CHILLIWACK BC 

REHABILITATION 

V2P5T8 Phone : (604) 799-1834 

SERVICES 


Owner(s): HODSON, MICHELLE

Report: M:\liyaNDItrissx.p District of Mission 1 96 

Page: 12 of 1c 

Version: 010000-L58.65.00 BL Trade Licence Issued Report Date: 05/05/09 

User ID: cdelaet Business Licences (01/01/2009 - 30/04/2009) Time: 09:24:44 


23/04/2009 ROCKY MOUNTAIN ESTATES LTD. 


MISSION BC 

V3X0L5 Phone : (604) 603-7707 


Owner(s): ROCKY MOUNTAIN ESTATES LTD 

23/04/2009 WOODTEK INDUSTRIES INC. 

120-2700 SIMPSON ROAD 

RICHMOND BC 

V6X2P9 Phone : (604) 231-5811 


Owner(s): WOODTEK INDUSTRIES INC 

27/04/2009 MANUEL MECHANICAL 

8041 CARIBOU STREET 

MISSION BC 

V2V5R1 Phone : (604) 820-1418 

Location: 8041 CARIBOU STREET 

Owner(s): MANUEL, RICHARD 

27/04/2009 LS SECURITY SYSTEMS INC 

4-10004 29A AVENUE 

EDMONTON AB 

T6N1A8 Phone : (780) 988-7233 


Owner(s): LIBERTY SECURITY SYSTEMS INC 

27/04/2009 FAIRFAX MECHANICAL 

32642 WILLIAMS AVENUE 

MISSION BC 

V2V2H1 Phone : (604) 329-4666 

Location: 32642 WILLIAMS AVENUE 

Owner(s): FAIRFAX, BRIAN 

28/04/2009 SUMMIT STEEL CLADDING INC. 

5-20678 DUNCAN WAY 

LANGLEY BC 

V3A7A3 Phone : (604) 533-4001 


Owner(s): SUMMIT STEEL CLADDING INC. 

28/04/2009 MAINLINE ELECTRIC 

8368 TINDALL TERRACE 

MISSION BC 

V2V6S2 Phone : (604) 649-1479 

Location: 8368 TINDALL TERRACE 

Owner(s): SCHOUTEN, JOHN 


NON RESIDENT 

CONTRACTOR 

NON RESIDENT 

CONTRACTOR 


CONTRACTOR 

NON RESIDENT 

SALE OF SECURITY 

SYSTEMS-DOOR TO DOOR 


CONTRACTOR 

NON RESIDENT 

CONTRACTOR 


CONTRACTOR 

28/04/2009 JAMES HUMBOLDT & DRYWALL INC NON RESIDENT 



CONTRACTOR 

Phone : (604) 462-7056 


Owner(s): JAMES HAWBOLDT & DRAYWALL INC 

28/04/2009 LYLE SELVEY EXALT HOME SERVICES 



V2W1 L9 Phone : (604) 720-2696 


Owner(s): SELVEY, LYLE 

NON RESIDENT 

CONTRACTOR 

29/04/2009 CEDAR VALLEY PHYSIOTHERAPY & PAIN CLINIC RESIDENT 


MISSION BC 

PHYSIOTHERAPY CLINIC 

V2V7B8 Phone : (604) 814-3336 


Owner(s): MARK MANDELSTAM PHYSIOTHERAPIST CORP 

**Total Records Printed = 133 

*** End of Report***


MDISTRICT OF ii 

ON THE FRASER 

Engineering and Public Works 

Memorandum 

File Category: GOV.REG.FVR 

File Folder: Air Quality Management 


From: Manager of Environmental Services 

Date: April 27, 2009 

Subject: Air Quality Monitoring Station in the District of Mission 


That this report be accepted as information. 

Background 

A recommendation was made at the April 7, 2009 joint meeting of the City of Abbotsford Council and the 

District of Mission Council for staff to write a letter to the Minister of Environment requesting that the 

province cover the costs of installing an air quality monitoring station within the District of Mission. The 

attached letter was mailed on May 4, 2009. 

As background information, the GVRD completed a special monitoring study of air quality within the 

District of Mission based on a monitoring station located on top of Mission Senior Secondary school in 

1999. That study determined that a station was not warranted in Mission as the air quality was similar to 

that already monitored in Maple Ridge. 

Currently, Metro Vancouver (MV) operates the air quality network within MV and the FVRD. The FVRD 

pays MV for operating the 3 stations within the FVRD. A review of the lower mainland's monitoring 

network, completed in 2007 and funded by FVRD and MV, recommended adding 3 more stations in the 

FVRD to monitor particulate matter and ozone. It is very likely that one of these stations will be placed 

within Mission and the FVRD will work with the District to identify the best location. Typically, stations are 

located on publically owned infrastructure to ensure longer monitoring times at one location. In this case, 

the Leisure Centre may make sense due to the existence of previous data from the nearby high school 

and the fact that the elevation represents the mid point of Mission's urban area. The final 

recommendations for locations will be made by the experts at the FVRD in conjunction with District staff 

and those recommendations will come back to Council in a subsequent memo. 

Mike Younie 

Manager of Environmental Services 

F:\ENGINEER\MYOUNIE\Memos\Air Quality Monitoring Study.docx 


ission 

MDISTRICT OF 

ON THE FRASER 



Ministry of Environment 

PO BOX 9047 STN PROV GOVT 

Victoria, BC V8W 9E2 

Attention: Honourable Barry Penner 

Dear Sir: 

Re: Air Monitoring Station 

At the April 7, 2009 joint meeting between the District of Mission Council and the City of Abbotsford 

Council, a resolution was passed to request that the Ministry of Environment fund the purchase of an air 

quality monitoring station to be located within the District of Mission. We understand that a recent review 

of the air quality monitoring network within the Fraser Valley Regional District ("FVRD") and Metro 

Vancouver recommended that 3 additional stations be located within the FVRD. Mission is an ideal 

location for one of these stations. 

We also understand that the province has funded air quality monitoring stations within other areas of the 

province outside of Metro Vancouver and the FVRD. While we understand the reason for not funding 

stations within Metro Vancouver, it is not clear why stations within the FVRD are not funded by the 

province. We respectfully request that the province consider providing funds for a new station within the 

District of Mission. 

Air quality within Abbotsford, Mission and the entire FVRD remains of utmost concern to the local 

governments and residents. There is a need for a well distributed network of air quality monitoring 

stations across the region to quantify air quality and to measure positive or negative trends that occur in 

response to different management strategies. The District of Mission is taking steps to improve air 

quality and would gladly work with staff from the province, Metro Vancouver and the FVRD to find a 

suitable location for a new station within Mission. 

Thank you for considering this request and we look forward to your forthcoming reply. 

Yours truly, 

James Atebe 

MAYOR 

Pape 2 of 2


MDISTRICT OF 

ission/00 

ON THE FRASER 


Memorandum 

File Category: INF.ENV.ENV 

File Folder: Environmental Charter 


From: Manager of Environmental Services 


Subject: Restricting Bottled Drinking Water Use in Municipal Facilities — Follow-up 

and Correspondence 


That this report be received as information. 

Background 

Council passed the following resolution at the April 20, 2009 regular meeting: 

That bottled drinking water, not including water sold in vending machines, is no longer provided 

at functions within municipal facilities where potable tap water is available. 

Council also asked that staff follow-up with the province to see what measures were being 

considered regarding bottled drinking water at a provincial level. 

Staff contacted provincial staff who responded that, at this time, the province is not actively 

working on anything to do with bottled drinking water at least at a policy level in Victoria. The 

Interior Health Authority has recently taken the same approach as the District in terms of 

supplying drinking water from the tap at functions in its facilities. The IHA has also issued a 

newsletter encouraging the use of reusable containers for carrying tap water and warning 

people of the Health Canada guidelines around plastic containers and exposure to Bisphenol A. 

The attached correspondence was received by staff and the Mayor very quickly after the 

resolution was passed. While the letter to the mayor, written by the president of Nestle Waters 

Canada was congratulatory in nature, the letter to staff from the Director of Corporate Affairs 

raised concerns about where this initial resolution may lead to. 

Mike Younie 


P\ENGINEER\MYOUNIE\Memos\Bottled Water Ban correspondence.docx 

Page 1 of E

201 

NESTLE WATERS CANADA 

101 Brock Road South, Guelph, Ontario NM 6H9 TEL 519-763-9462 FAX 519-763-8156 


Mr. Mike Younie 



8645 Stave Lake Street 

Post Office Box 20 

Mission, British Columbia 

V2V 4L9 

Dear Mr. Younie; 

The purpose of my writing is to follow-up on District of Mission Council's recent decision to 

reduce its use of bottled water in its facilities. 

While we are fully supportive of Council's decision to use municipal tap water in pitchers during 

Council meetings and at all other internal staff meetings within your civic facilities and 

undertake other environmentally sustainable measures, and appreciate the fact that you are 

continuing to sell bottled water in your facilities, we are concerned about where it may evolve 

from there — and wish to be involved in any further discussions related to this matter. 

In our view, banning the sale of bottled water will remove the public's rightful access to the most 

healthful choice. Quite frankly, given the facts, removing it is nothing more than political 

greenwashing, environmental symbolism and bad public policy. 

In our position as one of British Columbia's larger employers and Canada's largest manufacturer 

and distributor of bottled water, the possibility of a ban is troubling to our employees, customers 

and business partners who live and conduct commerce in your community. 

Given the current uncertain economic environment that exists across this province and this 

country, we are of the view that a ban would impact the current employment outlook for our 

industry as well as future job creation, environmental stewardship and industry investment 

prospects.- 

It is important to note that plastic beverage containers, including bottled water, account for less 

than one-fifth of 1 percent of the waste stream. If the bottled water industry' was to disappear 

tomorrow, there would be no appreciable reduction in the amount of refuse going to landfill.

202 

-2- 

Bottled water is proving to be particularly helpful at a time when the incidence of obesity and 

diabetes are on a significant increase amongst young Canadians born after 2000. More than 60 

percent of Canadians consume bottled water each and every day because it is a portable, 

accessible and healthy choice. They are not choosing bottled water over tap water. They are 

choosing bottled water over other bottled beverages that do not have the same health benefits as 

bottled water does. Today, less than 1 percent of municipal tap water is consumed for hydration 

purposes. If the bottled water ceased operations tomorrow, there would be no noticeable increase 

in the volume of tap water consumed by local residents. 

I have attached the following information for your perusal: 

• Copy of correspondence of March 9, 2009, with Brock Carlton, Chief Executive Officer, 

Federation of Canadian Municipalities, setting the record straight with respect to the 

FCM resolution about bottled water; and 

• Copy of Nestle Waters Canada's The Facts About Bottled Water document. 

With respect to Metro Vancouver's Tap Water Declaration, I would like to correct information 

contained in a number of the paragraphs: 

"Whereas Metro Vancouver's tap water is strictly regulated by British Columbia's 

Drinking Water Protection Act and is tested over 25,000 times per year and bottled water 

is regulated by the Food and Drug Act." 

This is incorrect. Nestle Waters Canada performs more than 850 tests daily on its water supply at 

its Hope, British Columbia, plant -- or more in one month than Metro Vancouver does in one 

year. A copy of our testing activities is available upon request. Testing is also conducted via 

surprise inspections by the Canadian Food Inspection Agency, Health Canada, the Canadian 

Bottled Water Association and NSF. Nestle Waters Canada takes a multi-barrier approach to 

water safety. The Company subjects its finished products and source water to microbiological 

analysis every day that exceeds the microbiological requirements outlined in the Safe Water 

Drinking Act, which governs both municipal tap water and bottled water. Nestle Waters Canada 

is required to test for 160 compounds in both source and finished product for coliform, E-coli 

(daily), coliform, E-coli (weekly), chemicals (quarterly) and metals, chemicals and minerals 

(annually). Water samples are also sent to a third party independent lab for analysis every week. 

Basic chemical and physical analysis of bottled water is completed daily. Annually, we conduct a 

full spectrum analysis on each water source for primary inorganics, secondary inorganics, 

radiologicals, volatile organic compounds, organics, disinfection byproducts, pesticides, 

herbicides, physical contaminants as well as several other potential chemical contaminants. In 

addition to the tests identified above, there are many on-line quality checks performed by our 

operators on an hourly basis to ensure the chemical, microbiological and physical safety of the 

finished goods produced at our plants. Our testing levels meet or exceed all requirements of 

Health Canada and other governing bodies. The annual monitoring reports are conditions of our 

peiuiits and are submitted to the province and other public agencies. As such, they become 

public documents upon receipt.

203 

-3- 

"Whereas bottled water often costs more than an equivalent volume of gasoline, equivalent 

to 2,000 times more than tap water." 

This is incorrect. A 500 ml. bottle of Nestle Pure Life costs, on average, about 250 times more 

than a glass of tap water. Sold by convenience store retailers one bottle at a time, it costs between 

90 cents and a dollar. Sold in bulk by grocers, it costs between 30 and 40 cents a bottle. More 

than 95 percent of Nestle Pure Life products are sold in bulk to Canadian consumers. One litre of 

of Nestle Pure Life typically costs 60 to 80 cents. A gallon of regular unleaded gasoline costs 90 

cents a litre. 

"Whereas up to 40 percent of bottled water on the market comes from municipal water 

systems." 

This is incorrect. According to independent market research firm A.C. Nielsen as of March 2009, 

less than 9 percent of bottled water in Canada originates from the municipal water system. Coke 

and Pepsi source their water products from municipal water systems and, together, have about a 

9 percent share of the Canadian bottled water market. More than 90 percent of bottled water in 

Canada emanates from springs on private property. Such is the case with Nestle Waters Canada, 

which has a 39 percent share of the Canadian market. 

"Whereas bottled water often travels many miles from the source, resulting in the burning 

of large amounts of fossil fuels, releasing CO2 and other pollution into the atmosphere." 

The bottled water industry has the lightest environmental footprint of any bottled beverage, 

whether measured by water volume, plastics/oil usage or overall greenhouse gas emissions. The 

bottled water available to Metro Vancouver comes from Hope, British Columbia, so shipment by 

air doesn't occur. There probably isn't another mass-produced food product available to Metro 

Vancouver that is in as close proximity as the bottled water produced by Nestle Waters Canada. 

"Whereas millions of single-use plastic water bottles end up in Metro Vancouver's 

municipal waste." 

This is incorrect. Encorp Pacific recently reported that it recovered 73 percent of all plastic 

beverage containers in British Columbia in 2007, including plastic water bottles. Plastic water 

bottles account for about one-fifth of one percent of the municipal solid waste stream in Canada. 

Plastic water bottles make up just 40 percent of the total volume of plastic beverage containers 

used by the beverage industry. Most plastic beverage containers contain soft drinks and. 

sweetened juices. PET plastic water bottles are the third most recycled product in Canada, behind 

newspapers and aluminum. They are also the third most valuable item in a recycling program 

and, when recycled, become playground equipment, automobile parts, carpeting, fleece clothing, 

sleeping bags, shoes, luggage, other plastic containers, etc.

204 

"Whereas decreasing and eventually eliminating bottled water from government use 

demonstrates the emphasis municipalities place on the quality of their tap water and 

decreases the impact of bottled water on municipal waste." 

-4- 

In our view, banning, decreasing or eventually eliminating bottled water in your facilities will 

have the effect of trading public health and a reduction in plastic beverage containers headed to 

landfill for what is nothing more than political green washing, environmental symbolism and bad 

public policy. Such a decision will not result in increased consumption of tap water, nor will it 

reduce the amount of plastic beverage container litter in those Vancouver facilities where it is 

being enacted. Simply taking bottled water out of a vending machine will not change human 

behaviour when it comes to drinking tap water instead of bottled water. According to a May 

2008 survey of 2,260 Canadians by independent research firm Probe Research Inc., more than 70 

percent of Canadians don't view bottled water as competing with tap water. They drink both .. 

They drink tap water at home and they drink bottled water out-of-home, to support their busy, 

on-the-go lifestyles. That same survey indicated that 60 percent of Canadians drink bottled water 

every day — and 75 percent of them consume it because it is a portable, accessible and healthy 

choice. Survey respondents also said they are not choosing bottled water over municipal tap 

water. They are choosing bottled water over bottled beverages with higher calories. What should 

be of particular concern to Metro Vancouver is that the Probe study also indicated that about 60 

percent of bottled water drinkers said they will revert to less healthy alternatives found in plastic 

beverage containers if bottled water isn't available. 

Mr. Yonnie, should you have any further comments, questions or concerns, please feel free to 

contact me by telephone at 1 888 565-1445, Ext. 6441 or via email at 

iohn.challinor@waters.nestle.com . 

Sincerely, 

•••■■•••., 

Jo allinor II APR 

Director of Corporate Affairs

District of Mission Memo 

205 

File Category: INF.WAS.WAS 

File Folder: Changes to Collection List 2009 


From: Environmental Coordinator 

Date: May 7th , 2009 

Subject: Reimbursement of Curbside Collection Fees for 10256 Dewdney Trunk Rd 


THAT Council deny the request to reimburse collection service fees charged on the tax notice of 

the subject property retroactively to 1999. 

Background 

At its April 20th meeting, Council carried staffs recommendation to exclude the property located 

a 10256 Dewdney Trunk Road from the specific list of properties receiving curbside collection 

service, as per the owner's request. The staff report also recommended that the property owner 

be reimbursed for collection service fees retroactively to 1999. 

Council requested confirmation that the subject property had indeed not been receiving 

collection services in previous years, and whether the reimbursement of taxes was in fact legal. 

Discussion 

Staffs initial recommendation to reimburse the property owner retroactively to 1999 was based 

on a call from the property owner on March 23 rd, 2009, during which he stated that the Chief 

Administrative Officer had committed a retroactive reimbursement to him during a prior 

telephone conversation. Staff requested an e-mail to confirm this, and received the e-mail 

attached to this memo on March 25 th, 2009. The Chief Administrative Officer has no specific 

recollection of the conversation. However, the normal practice for such inquiries would have 

been to advise an individual to write to Council with the concern at hand and the requested 

outcome. A reimbursement for adjusted fees for 1999 to 2008 would amount to $1425.84. 

In the past, Council has granted reimbursement of taxes collected on curbside collection 

services not rendered, but restricted the retroactivity to the current calendar year. In his 

September 18th, 2006 report to Council, the Manager of Environmental Services recommended 

against a reimbursement to property owners on First Avenue past the current calendar year, 

who had erroneously been charged for complete curbside collection services. The reasoning 

was that the "reimbursement of over-assessed fees is not common District practice and could 

set an unwanted precedent." Legal advice obtained at the time also included that "a court would 

likely determine that the owners should have paid something during previous years, although 

the appropriate amount would have to be determined." 

The 2006 situation was different in so far that the taxes for the current year's services had 

already been paid, resulting in a reimbursement, and that the lack of services could be proven. 

The 2009 tax notice for the property at 10256 Dewdney Trunk Road will already reflect the rural 

recycling rate, as per Council's April 20 th resolution, so no refund will be necessary for the 

current tax year. 

PAGE 1 OF 2

206 

Ascertaining whether the property at 10256 Dewdney Trunk Road had indeed not been serviced 

in the past would be virtually impossible, especially given the recent change in service 

providers. 

Finally, there is an onus on property owners to ensure they are in fact receiving the services 

they are paying for, and to request a refund within a reasonable time, if appropriate. 

9 ()4/t,e.(1;t 

Jennifer Meier 

Environmental Coordinator 

F:\ENGINEER\J MeienMemos \Specific Curbside Collection Addresses on Dewdney Trunk Road, Additional Change.doc 

FILE: [CLICK HERE TO TYPE EFS FILE CATEGORY] PAGE 2 OF 2 

[Click here to type EFS File Folder Name]

207 

Jennifer Meier 

From: rodstheone@shaw.ca 

Sent: Wednesday, March 25, 2009 9:22 AM 

To: Jennifer Meier 

Subject: Curbside Collection of Waste 

In regards to our conversation of March 23, 2009, I wish to opt out of the curbside collection of waste, as per your letter 

dated November 18, 2008. Also, as per the conversation with Glen Robertson, I wish to be reimbursed for the recycle fees 

I have paid since 1999 for a service I did not recieve nor ask for. 

Thank-you for your time 

Rod Sims 

10256 Dewdney Trunk Rd 

Mission, V4S-1L1 

(604) 814-2299 

1

208 

ission 

MDISTRICT OF 

ON THE FRASER ffp 


Memorandum 

File Category: GOV.FED.TRA 

File Folder: CPR Railway Crossing 84.46 Cascade Subdivision-Hatzic Crossing 


From: Director of Engineering and Public Works 


Subject: Whistle Cessation at Hatzic Crossing Mile 84.46 Cascade Subdivision 


That Council declare its intention to adopt a resolution forbidding the use of train whistles at the Hatzic 

railway crossing at mile 84.46 Cascade Subdivision subject to the results of a detailed safety assessment 

and approval by CP Rail and Transport Canada; and 

That a notice of intention to adopt such a resolution be placed in the Mission City Record; and 

That staff give notice of the intention to carry out a detailed safety assessment for the purpose of whistle 

cessation to the relevant organizations listed in Transport Canada's "Procedure & Conditions For 

Eliminating Whistling at Public Crossings"; and 

That, notwithstanding the District's Procurement Policy FlN.24, Delcan Corporation be hired to carry out 

the detailed safety assessment of the crossing in accordance with Transport Canada's Draft Grade 

Crossing Regulation at their quoted fee of $6,935.00 plus taxes and in accordance with the work program 

set out in their proposal dated April 27, 2009; and 

That the detailed safety assessment be funded from Contingency; and 

That the District's Financial Plan be amended accordingly. 

Background 

A number of reports dealing with whistle cessation dating back to March of 2007 have been presented to 

Council and are attached as background information. The previous reports related to safety 

assessments at all 5 public crossings in Mission. A 2008 spending package to provide funds to study all 

5 crossings was not approved by Council and requests from residents to deal with the Hatzic crossing 

only have been in limbo pending completion of safety improvements at that crossing, 

Now that the safety improvements have been completed, nearby residents are renewing their requests 

that train whistling be stopped at the Hatzic crossing. A written request dated March 16, 2009 is 

attached. 

This report deals with whistle cessation at the Hatzic crossing only; however, it is likely that requests for 

the other crossings will be received if the District is successful in stopping whistling at this crossing. 

As a note, CP Rail (CPR) staff have indicated that the District does not require CPR's concurrence in 

order to proceed with a whistle cessation process. 

The process for cessation of train whistling at a public crossing includes the following key steps: 

• Council passes a resolution of intent to initiate a whistle cessation process. 

• Staff notifies all relevant organizations of the intent to proceed. A list of the Relevant 


209 

Organizations per Schedule C of Transport Canada's Procedure and Conditions For 

Eliminating Whistling At Public Crossings is attached. 

• The Municipality publishes a notice of intent to pass a whistle cessation resolution in the local 

newspaper to give the public an opportunity to comment. 

• A detailed safety assessment study is carried out at the District's cost, reviewed by the 

municipality and CPR and cost estimates are prepared for any recommended improvements. 

The final decision as to whether to stop whistling will be made jointly by CPR and Transport 

Canada 

• If whistle cessation is supported by CPR and Transport Canada, the recommendations of the 

study are then implemented at the District's cost. 

• Upon final acceptance of the improvements by CPR inspectors, Council adopts a resolution 

prohibiting whistling at the crossing. 

• CPR and the municipality enter into a joint liability agreement and ensure insurance coverage 

is in place. 

Staff have obtained a proposal from Delcan to carry out the necessary safety assessment at a fee of 

$6,935.00 plus GST. Staff are unaware of other firms having specific expertise in carrying out rail 

crossing safety assessments. It is recommended that Delcan be hired to undertake the study and that 

the cost be funded from Contingency. A copy of the fee proposal is attached. 

Council should be aware that the safety study may identify further improvements that are needed at the 

crossing and that these improvements would have to be funded by the District. Until the safety 

assessment is completed, it is not possible to accurately estimate the costs of any improvements that 

may be recommended. Typically such requirements for fully signalized crossings can result in the need 

to install a fence along the tracks 400 metres in both directions from the crossing if there is significant 

pedestrian activity in the vicinity of the crossing. Such a fence, if required, would cost the District in the 

order of $35,000. 

Annual insurance costs have previously been estimated at $1,200 + which would be split equally 

between the District and CPR. 

F:\ENGINEERIDRIECKEN\Report Re Whistle Cessation Hatzic Crossing.doc 

End. 

I have reviewed the financial aspects of this report 

Ken Bjorgaard 


210 

Relevant Organizations 

Mr. B. McDonagh 

National Representative 

CAW 

326-12th Street, 12th Floor 

New Westminster, B.C. 

V3M 4H6 

Mr. T. Secord 

Canadian Legislative Director 

United Transportation Union 

7th Floor - 71 Bank Street 

Ottawa, Ontario 

K1P 5N2 

Mr. M. Wheten 

National Legislative Director 

Teamsters Rail Conference Canada 

150 Metcalfe Street, Suite 1401 


K2P 1P1 

Mr. Brehl 

President 

Teamsters Rail Conference Canada (MWED) 

2775 Lancaster Road, Suite 1 


K1B 4V8 

Mr. K. Depuck 

National Advisor 

Teamsters Rail Conference Canada (MWED) 

2775 Lancaster Road, Suite 1 


K1B 4V8 


211 

Mayor and Council, 

District of Mission, 

8645 Stave St. 

V2V 4L9. 

Dear Mayor and. Council: 

Given that additional lights, signs and turn lanes have been installed at the Flatzic 

Crossing, we are requesting that council now take the necessary steps to eliminate train 

horns in Hatzic. The issue is not whether safety is a risk but whether noise pollution will 

he tolerated. There are many scholarly studies that have concluded that noise pollution is 

a health risk and should be dealt with as a. serious matter. It is not a frivolous issue. 

We quote an abstract of a study titled: NOISE POLLUTION: A MODERN PLAGUE. 

Abstract: *(Southern Medical Journal-Abstract Vol. 100(3) March 2007 p 287-294) 

Noise is defined as unwanted sound. Environmental noise consists of all the unwanted sounds in our 

communities except that which originates in the workplace. Environmental noise pollution, a form of 

air pollution, is a threat to health and well-being. It is more severe and widespread than ever before 

and will continue to increase in magnitude and severity because of population growth, urbanization, 

and the associated growth in the use of increasingly powerful, varied, and highly mobile sources of 

noise. It will also continue to grow because of sustained growth in highway, rail, and air traffic, 

which remain major sources of environmental noise. The potential health effects of noise pollution 

are numerous, pervasive, persistent and medically and socially significant. Noise produces direct 

and cumulative adverse effects that impair health and degrade residential, social, working, and 

learning environments with corresponding real (economic) and intangible (well-being) losses. It 

interferes with sleep, concentration, communication and recreation. The aim of enlightened 

governmental controls should he to protect citizens from airborne pollution, including those 

produced by noise. 

Key Points: 

* Noise pollution is a growing problem that remains unaddressed. 

* Society now ignores noise the way it ignored the use of tobacco products in the 1950s 

*Until people at all levels recognize the inherent dangers of noise pollution, nothing will change. 

The above study is but one of dozens available to you via the Internet. Please take time to 

examine some of them. No studies defend the increasing noise such as that which is 

caused by the 24/7 train horns that blast through our community. This point has been 

accepted and acted upon by many communities in B.C. and across Canada. We would 

expect no less of Mission. 

Sincerely, 

Dave and. Bev Dixon, 35136 Henry Ave., V2V 6S6 

Peter and Linda Robson, 34610 Dann Ave., V2V 6P6 

Ed and Jennifer Swaren 34871 Brient Dr. V2V 6R8 

Rod and Tris Tucker 34656 Dann Ave., V2V 6P8

212 

Delcan 

1RothiSPO Mil I* thiFORMAVON 71THWOLOGY 

Suite 2300, Metrotower I, 4710 Kingsway 

Burnaby, British Columbia V5H 4M2 

Tel: 604.438.5300 • Fax: 604.438.5350 

www.delcan.com 


OUR REF:SWADMIN 

Mr. Rick Bomhof, P.Eng 

Director of Engineering & Public Works 

District of Mission — Engineering and Public Works Department 

P.O. Box 20, 8645 Stave Lake Street 

Mission, BC 

V2V 4L9 

Dear Sir 

Re: Request for Quotation for Safety Assessment at Road/Railway 

Crossing in Mission 

In response to our discussions on April 24, 2009, we are pleased to submit this letter 

proposal for your consideration. 

1. Introduction 

The District of Mission (the "District") is interested in exploring if the Hatzic CP Rail crossing 

(East of Dewdney Trunk Road at Mile 84.46 Cascade Subdivision) could be a candidate for 

the cessation of train whistling in accordance with the requirements of the Rail Safety Act 

and the Canadian Rail Operating Rules. 

In order to pursue anti-whistling, Transport Canada requires a detailed safety assessment to 

be undertaken at the crossing in accordance with their "Canadian Road/Railway Grade 

Crossing Detailed Safety Assessment Guide". In response to this, the District has requested 

Delcan to submit a proposal to perform the rail crossing safety assessment. 

2. Scope of Work 

In accordance with the above, we understand the scope of work to include the following: 

• Conduct a Railway Grade Crossing Detailed Safety Assessment of the selected grade 

crossing that satisfies the guidelines, regulations, and standards established by 

Transport Canada and CP Rail for consideration of cessation of train whistles at grade 

crossings; 

• Review the rail pre-emption timing in accordance with the Texas Department of 

Transportation standards recently adopted for use in BC. 

• If the crossing does not meet the safety standard required for approval of whistle 

cessation, provide recommendations and cost estimates for upgrades in order to 

satisfy that standard; and 

Integrated Systems 

and Infrast

213 

Page 2 

• Provide a written preliminary and final report. 

3. Resources 

Our team will be led by Ross McLaren, P.Eng., who will undertake most of the technical 

work associated with the assignment. He has recently undertaken detailed safety reviews in 

accordance with Transport Canada guidelines at a number of Lower Mainland crossings. He 

will be supported by Krista Falkner who will be responsible for liaising with the rail operators 

and collating the necessary train related information as well as assisting with the site 

reviews and document preparation as required. 

4. Work Plan 

In order to undertake this assignment we have broken it down into a number of clearly 

defined tasks as outlined below: 

Task 1 — Project Initiation 

We will meet with representatives from the District of Mission to review the assignment 

requirements and obtain background information. During this meeting, we request that the 

following data be provided by the District: 

• Aerial photograph in digital format; 

• Cadastral information in digital format; 

• As-built plans (civil and electrical); 

• Traffic volume information (existing and future); 

• Traffic signal timing information; and 

• Any plans/reports relating to development in the vicinity of the crossing. 

Task 2 — Rail Data Collection 

Noting that this task can be time consuming and reliant on the rail authorities, we have 

identified this as a separate task. We will contact CP Rail and request all information that is 

required in terms of the Transport Canada guidelines. This will include the following data: 

• Daily train movements on each track; 

• Maximum operating speed; 

• Collision/Incident/Trespassing records; 

• Flashing light, bell and gate (FLBG) operation specifications; 

• Current whistling practices; and 

• Maintenance records. 

Task 3 — Detailed Safety Review 

A detailed on-site safety review will be undertaken during which time the sections of the 

guideline document relevant to anti-whistling will be completed. For more information 

please refer to Appendix C2 from the "Canadian Road/Railway Grade Crossing Detailed 

Safety Assessment Guide" available on Transport Canada's website. It is assumed that CP 

grate

214 

Page 3 

Rail will provide the necessary entry permits to access the tracks at no cost. In the event 

that a charge is levied, this will be passed on to the District. 

Task 4 — 

Pre-emption Timing Review 

Due to the close proximity of the new traffic signal on Lougheed Highway, the rail preemption 

sequencing and timing will require review. Recently, the Texas Department of 

Transportation's pre-emption standards have been adopted for use in BC. The existing 

timings will therefore be assessed using the Texas calculation sheets to confirm acceptable 

operations. As part of this task, we will liaise with the Ministry of Transportation and 

Infrastructure who own this traffic signal. 

Task 5 - Issue Identification and Mitigation 

Based on information collected during the previous tasks, a list of issues will be identified 

and mitigation measures will be proposed for the crossing as appropriate. This task will 

identify issues/measures that relate primarily to anti-whistling, although other issues such 

as foliage overgrowth, surface maintenance, etc. will be reported if noted. If road 

improvements are required, conceptual drawings will be prepared on the aerial photograph 

base plan. Order of magnitude costs of improvements will also be prepared. 

Task 6 — Reporting 

A brief draft report will be prepared to document the assignment and provide 

recommendations. Copies of the completed Transport Canada guideline and Texas forms will 

be appended to the report. This draft report will be submitted to the District for review and 

confirmation of improvements, whereupon a final report will be issued. 

5. Schedule and Fees 

Assuming timely receipt of all data, we estimate that this assignment will take 

approximateiy two months to complete from time of authorization to proceed. 

Our level of effort and fee estimate to undertake the work in accordance with the above 

work plan is summarized below. All costs exclude applicable taxes. 

TASK 

Desert .tion $100 IIEMIIIIIIIMIIIIIIIIIMII 1=IIIIIII 

Pro'ect Initiation •1311111E111111111111111111111111111 $510 $50 $560 

Rail Data Collection MINI BMN9 s960 NE= 5960 

Detailed Satet Review 4 16 11.111 $2.240 S50 $2,290 

Si . nal Pre-em•tion Review Mall 11011118 $1,040 61,040 

Issue Identificatl niMilioation NM MIN 6 $720 $720 

6 Re•ortin. 1111111 8 111M11111131111MICEM 520 S1 .365 

TOTAL 14 42 5 61 56,815 5120 $ 6,935 

nfrastructure

215 

Page 4 

Should you be in agreement with our proposal we would appreciate written confirmation to 

proceed. A formal agreement will then be arranged. 

We appreciate your request of Delcan to submit a proposal for this assignment, and should 

you have any questions/comments, please contact the undersigned. 

Yours truly, 

Ross McLaren, P.Eng. 

Principal 

Q:\SW\Mission Rail Safety\Hatzic Crossing proposal.doc 

egrated Systems and Infras

216 

Memo 

File Category: 

File Folder: 

GOV.FED.TRA 

Hatzic Crossing Mile 84.46 Cascade Subdivision 



Date: April 23, 2008 

Subject: Hatzic Railway Crossing Mile 84.46 Cascade Subdivision 

In response to Council's request of April 7, 2008 the following summarizes the safety issues and 

preliminary cost estimates to improve the safety at the Hatzic Crossing and comments on the 

potential whistle cessation costs for this crossing. 

Safety Issue 

On June 8, 2006 in response to a safety inspection of the Hatzic Crossing by a Transport 

Canada Railway Safety Inspector, a Notice under the Railway Safety Act was issued to CPR 

and the District of Mission asking both parties to develop a solution to the safety issue at the 

crossing. 

The safety issue relates to trucks in excess of 10 metres in length sitting over the tracks while 

waiting to turn onto the Lougheed Highway at the crossing. • 

On September 15, 2006 an Order under the Railway Safety Act was issued to CPR and the 

District requiring that signs be installed prohibiting left turns onto the highway for vehicles in 

excess of 10 metres in length and requiring trains to slow to 30 miles per hour at this crossing 

as an interim safety measure. Staff immediately posted the signs as specified in the Order. 

On October 15, 2006 a.Letter of Concern was issued to CPR, the District, and the Ministry of 

Transportation (MoT) indicating that even vehicles turning right onto the highway were sitting 

over the tracks when there were insufficient gaps in the traffic on the highway to allow them 

immediate entry to the highway. The letter suggested that an acceleration lane be added to the 

highway to accommodate these vehicles. 

A series of discussions were subsequently held between staff, CPR, MoT and Transport 

Canada officials to identify a long term solution to this problem. It was determined that the best 

solution would be to install a traffic signal on the highway at the crossing which would be 

interconnected with the railway crossing signal. Preliminary costs were estimated by MoT at 

$300,000 to $320,000 and CPR estimated the interconnect costs at $36,750. 

In June of 2007 an application was submitted to Transport Canada for funding under the Grade 

Crossing Improvement Program. Under this program Transport Canada will fund up to 80% of 

the costs with the balance to be funded 7.5% by CPR and 12.5% by the road authority. 

Because MoT is involved the road authority's share would be split evenly between DOM and 

MoT. 

In January 2008 CPR revised the interconnect cost estimate to $49,888 and a revision of the 

application was forwarded to Transport Canada. Based on the revised preliminary cost 

estimates of $349,888 to $369,688, the following cost sharing would apply in the event the 

requested funding is approved: 

PAGE 1 OF 2

217 

Transport Canada 80% $296,000 

CPR 7 .5°/0 $ 27,750 

MOT 6.25% $ 23,125 

DOM 6.25% $ 23.125 

$370,000 

It is anticipated that MoT would take the lead role in design and construction of the signal once 

funding approvals have been obtained. 

An email from Doug Younger, Manager of Public Works for CPR received on April 15 th of this 

year, copy attached, indicates that he believes our grant application has not made Transport 

Canada's grant list for 2008. A request for a status update on our funding application was sent 

to Dennis Maskell of Transport Canada on April 18 th; to date a reply has not been received. 

Whistle Cessation 

Mr. Younger has indicated that CPR will not entertain an application for whistle cessation until 

the safety issues noted above have been addressed. 

Last year staff received a quotation of $17,640 from Delcan to carry out safety studies in relation 

to whistle cessation at five crossings in Mission. To do a study at this crossing only, allowing for 

diseconomies of scale and inflation, the engineering cost would likely be in the order of $5,000 

to $6,000. This study may identify additional required works such as fencing and the cost of 

such additional works would not be known until the study were completed. As well, there would 

be an annual insurance cost to the District in the order of $600. 

in view of CPR's stand, it would be pointless for the District to move forward with a whistle 

cessation study until such time as funding is in place for the fundamental safety improvements 

at the crossing. 

Rick Bornhdf2 

• F:\ENGINEER1DRIECKENlTraffic\ Report re Hatzic Crossing Mile 84.46 Cascade sd.doc 

End 

-112- 

PAGE 2 OF 2

218 

Regular Council Meeting Page 11 of 16 

May 5, 2008 

Discussion ensued regarding this year's harsher weather, and the additional 

kilometres of new roads that have been built through recent residential development. 

Staff were directed to provide further details regarding where the budget may be 

reduced in order to make up the shortfall. 

08/402 Hatzic Railway Crossing Mile 84.46 Cascade Subdivision 

A report from Rick Bomhof, director of engineering and public works, dated April 23, 

2008 regarding safety concerns and whistle cessation at the Hatzic railway crossing 

was provided for the committee's information. 

Staff were directed to provide a copy of this report to Mr. Lauchlan Glen. 

08/403 

LATE ITEM — Parking for West Coast Express Patrons 

A report from Rick Bomhof, director of engineering and public works, dated April 25, 

2008 regarding concerns about the parking of West Coast Express patrons along 

and south of Railway Avenue was provided for the committee's information. 

Council expressed concern regarding the possible perception of allowing private use 

of public land for parking, and the frequency of able-bodied motorists parking in the 

designated disabled spaces. 

Staff were directed to increase the amount of public parking in that area, if possible, 

and to increase monitoring and enforcement of disabled parking violations. 

08/404 

LATE ITEM — Manson Avenue (Councillor Stevens) 

Councillor Stevens expressed concern regarding the size of the machinery being 

used to install the storm sewer, in that the large holes being dug may be damaging 

the established trees in the immediate area, and are a public safety risk. 

The director of engineering and public works stated that the safety issues have been 

addressed, and that staff have been working with the property owner and have found 

a solution to preserve the trees. 


Mayor Atebe resumed the Chair. 

08/405 

Moved by Councillor Stevens, seconded by Councillor Horn, and 

RESOLVED: That the committee of the whole now rise and report. 

CARRIED 


08/406 

Moved by Councillor Etches, seconded by Councillor Gidda, and

Special Council Meeting (Administration & Finance) Page 2 of 7 219 

February 13, 2008 

Discussion took place on the following items: 

a. Security for library and museum. The director of corporate administration stated that 

he had been in contact with the security firm, and that they were decreasing the number 

of security staff, and looking at the hours. He continued explaining that staff wanted to 

slowly reduce security services and to see at what point services needed to be 

maintained to avoid previous security concerns. He estimated that approximately 

$20,000 could be saved by reducing security staff hours. 

b. Elimination of Transfer from Insurance Reserve for Insurance premiums (to 

eliminate subsidy from insurance reserve). The director of finance advised that this 

increase was instituted to eliminate the practice of the insurance reserve subsidizing 

insurance premiums. If this increase was eliminated, the insurance reserve would 

continue to subsidize insurance costs. It was agreed to leave this line item in the 

budget. 

c. Inflationary increases provided for rising departmental expenditures. Staff 

confirmed that salaries, projects not subject to inflation, and retirement accrual were not 

part of this inflationary increase. Discussion ensued around how long it took to include 

an inflationary increase for departments and council was not prepared to have it 

removed. It was agreed to leave this line item in the budget. 

d. Tax Presentation for the Public. Discussion ensued around the current projected tax 

increase percentages for 2009 and 2010, and how to present these numbers to the 

public, realizing that these numbers will mostly like change (possibly increase) between 

now and next year's budget discussions. It was suggested that the 2009 and 2010 tax 

increase percentages be referred to as the "base" estimates. 

e. Composite Fire Department tax increases. The director of finance reminded council 

that the composite fire department was coming on stream July 1, 2009, and that the tax 

increase for this would be in addition to the tax increases required for other services. 

f. RCMP officer funding. Discussion ensued around the RCMP Strategic Plan and if the 

timing and subsequent funding of additional officers could be delayed. Staff stated that 

the Strategic Plan outlined by Inspector Walsh had been approved, but that if this wasn't 

council's wish, then staff requested that council provide a clear resolution on the RCMP 

Strategic Plan. Council suggested that this item be brought up at a Regular Meeting of 

Council. 

The director of finance referred to Appendix "C" — Operating Spending Packages. The 

director noted that staff had discussed the operating spending packages at a department 

head meeting, and spending packages that were considered a corporate priority were 

identified with an asterisk. The following discussion took place: 

a. Ipsos Reid Survey - $5,000 one-time cost. Discussion ensued around whether the 

survey should be conducted every two or three years, and whether it should be 

considered as part of the budget. It was agreed to not go ahead with this spending 

package. 

b. Railway Crossing Whistle Cessation - $17,640 one-time and $3,000 ongoing costs. 

It was agreed to not go ahead with this spending package. 

File: ADM.COU.REG 

Minutes 2008


Spending Package Form 

2008 - 2012 Capital Budget Requests 

220 

Project Title: Whistle Cessation at Railway Crossings 

Division: 

Department: 

Existing Project #: 

(If Available) 

Year Requesting: 2008 2009 2010 2011 2012 

(Circle Year of Request) 

Descriptive Summary of Proposed Project 

To stop train whistling at five controlled railway crossings in the District of Mission. 

Net Annual Financial Impact: $ 17,640 One-Time Costs 

$ 3,000 On-Going Costs 

Provide detailed calculations as to how the net annual financial impact was arrived at, including any offsetting operating savings or 

revenue that would be generated as a result of proceeding with the project. Also state whether any operating expenditures would be 

required as a result of this project and the amount(s). 

Five public crossings — each crossing must have a safety assessment (est $5,000 per crossing) - 5 x $5,000 --- $25,000 

Added insurance policy - each crossing to have extra insurance (est $1200/year 50/50 Dom & CPR) — 5 x $600 = $ 3,000 

One-time costs would be $25,000 On-going costs would be $3,000 

April 2 COW - Council requested this request be submitted as a spending package 

August 20 COW — Council advised that Engineering had received a safety assessment quotation in the amount of $17,640 

Council requested Spending Package to be brought forward to Special Council Meeting — Administration & Finance 

Non-Monetary Benefits & Consequences of Not Proceeding with Project 

State the non-monetary or intangible benefits that would result from proceeding with this project and consequences of not proceeding 

with project. 

Organizational Priority Rating (M, N, D, or S) and Justification for Assigned Rating 

Departmental Priority (with #1 being the highest) and Explanation of Assigned Priority

221 

07/747 Whistle Cessation at 5 Railway Crossings in Mission 

A report from Rick Bomhof, director of engineering and public works 

dated August 10, 2007 regarding the costs related to whistle cessation at 

Mission's five railway crossings was provided for the committee's 

information. 

Moved by Councillor Horn, and 

RECOMMENDED: 

CARRIED 

August 20, 2007 

1. That staff take no further action on the cessation of train whistles at 

this time; and 

2. That the costs involved with cessation of train whistles within 

municipal boundaries be referred to an administration and finance 

meeting as a spending package.

222 

Memo 


File Folder: 

GOV.CAN.VAG 

Whistle Noiose 



Date: August 10, 2007 

Subject: Whistle Cessation at 5 railway Crossings in Mission 

At the April 2, 2007 Council meeting, staff were requested to 'prepare a report on the costs of 

doing safety assessments at the five railway crossings from the Nelson Street crossing to the 

Hatzic crossing near Dewdney Trunk Road and to determine costs of upgrading the crossings 

and providing liability insurance coverage. Staff was also requested to obtain information on the 

type and number of accidents at railway crossings in Mission over the last 10 years. 

Staff has obtained the attached quotation in the amount of $ 17,640 from Ross McLaren P. Eng. 

of Deicer) to do safety assessments at the five crossings. As whistle cessation is relatively new 

in this area there are not many consultants familiar with the Transport Canada guidelines. 

Delcan has recent experience completing safety reviews in local municipalities. Until the safety 

studies are completed it is not possible to estimate the crossing upgrading costs. The cost of 

improvements will depend on the recommendations of the studies. 

There are no funds currently budgeted for the safety studies. If Council wishes to proceed with 

the studies a budget must be approved for the work. Insurance costs have previously been 

estimated at $600 per year for each crossing. CPR would have similar costs for each crossing. 

Staff has made requests to both Transport Canada and CPR for accident statistics at crossings 

in Mission but to date no response to the request has been forthcoming from either source. 

It is requested that Council give direction to staff on whether to proceed with the whistle 

station pfocess as detailed in the attached report dated March 19, 2007 

'\\ 

Rick'Bont f 

Note from Director of Finance 

As noted above there are currently no budgeted funds for this initiative. Council's 2007 

contingency budget is also entirely spent. If Council wishes to proceed with this initiative, I 

would recommend that we revisit the project after budget review time in the fall to see if there 

are available operating funds or submit the project as a 2008 spending package for 

consideration in 2008. There are sufficient funds in our Stabilization Reserve to fund this project, 

however, as there are a number of emergent issues which we are currently dealing with, the 

impact of which has not yet been determined, I am reluctant to recommend drawing funds for 

the project from Reserves or Surplus. 

Ken Bjorgaard 

F:\ ENGINEER \DRIECKEN \Whistle Cessation.doc 

PAGE 1 OF 1 

62

223 

ican 

Ctitidg.q-er • 

Suite 2300, Metrotower I, 4710 Kingsway 

Burnaby, British Columbia V5H 4M2 

Tel: 604.438.5300 ? Fax: 604.438.5350 

www.delcan.com 

August 14, 2007 

OUR REF;SWADMIN 

Mr Doug Riecken 

Deputy Director of Engineering 

District of Mission - Engineering and Public Works Department 

P.O. Box 20, 8645 Stave Lake Street 

° Mission, BC 

V2V 4L9 

Dear Sir 

Re: Request for Quotation for Safety Assessments. at Five Railway 

Crossings in Mission 

I. Introduction 

In response to your letter dated August 1, 2007, we are pleased to submit this letter 

proposal for your consideration. 

The District of Mission (the "District") is interested in exploring if five rail crossings within 

the District could be candidates for the cessation of train whistling in accordance with the 

requirements of the Rail Safety Act and the Canadian Rail Operating Rules. The crossings 

under consideration are the CP Rail crossings located at the following locations: 

• Nelson Street (Mile 89.85 Cascade Subdivision); 

• Private Crossing - Duncan Avenue (Mile 88.80 Cascade Subdivision); 

• London Avenue (Mile 0.42 Mission Subdivision); 

• Private Crossing - CPR Yard (220m North of London Avenue, Mission Subdivision); 

• Hatzic Crossing - East of Dewdney Trunk Road (Mile 84.46 Cascade SubdiVision). 

In order to pursue anti-whistling, Transport Canada requires a detailed safety assessment to 

be undertaken at each crossing in accordance with their "Canadian Road/Railway Grade 

Crossing Detailed Safety Assessment Guide". In response to this, the District has requested 

Delon to submit a proposal to perform the rail crossing safety assessments. 

n . ar a S 

63

224 

Page 2 

2. Scope of Work 

In accordance with the above, we understand the scope of work to include the following: 

• Conduct a Railway Grade Crossing Detailed Safety Assessment of the selected grade 

crossings that satisfies the guidelines, regulations, and standards established by 

Transport Canada and CP Rail for consideration of cessation of train whistles at grade 

crossings; 

• For crossings that do not meet the safety standard required for approval of whistle 

cessation, provide recommendations and cost estimates for upgrades to those 

crossings in order to satisfy that standard; and 

• Provide a written preliminary and final report. 

3. Resources 

Our team will be led by Ross McLaren, P.Eng., who will undertake most of the technical 

work associated with the assignment. He has recently undertaken , detailed safety reviews in 

accordance with Transport Canada guidelines at a number of Lower Mainland crossings. He 

will be supported by Sheldon Cromwell who will be responsible for liaising with the rail 

operators and collating the necessary train related information. Junior technical staff will 

also assist with the site reviews and document preparation as required.. 

4. Work Plan 

In order to undertake this assignment we have broken it down into a number of clearly 

defined tasks as outlined below: 

Task 1 — Project Initiation 

We will meet with representatives from the District of Mission, CP Rail, and Transport 

Canada to review the assignment requirements and obtain background information. We 

have assumed that this meeting will be held at the District offices and that the District will 

arrange invitations to stakeholders. At this meeting it is anticipated that the exact number 

and location of crossings to be assessed will be agreed upon. During this meeting, we 

request that the following data be provided by the District of Mission: 

• Aerial photographs in digital format; 

• Cadastral information in digital format; 

• As-built plans if available; and 

• Any plans/reports relating to development in the vicinity of the crossings. 

Task 2 — Rail Data Collection 

Noting that this task can be time consuming and reliant on the rail authorities, we have 

identified this as a separate task. We will contact CP Rail and request all information that is 

required in terms of the . Transport Canada guidelines. This will include the following data: . 

AAS 015.13 . 

tons 

64

225 

Page 3 

• Daily train movements on each track; 

• Maximum operating speed; 

• Collision/Incident/Trespassing records; 

• Flashing light, bell and gate (FLBG) operation specifications; 

• Current whistling practices; and 

• Maintenance records. 

As requested by the District, we have provided an optional estimate to obtain additional 

traffic data that may be required. If required, we will undertake seven-hour traffic counts at 

all five crossings. Data pertaining to the following will be collected: 

• Vehicles by class (auto, truck, bus); 

• Pedestrians; 

• Cyclists; and 

• Trains. 

The data will be factored up to provide AADT estimates as required by the assessment 

guide. 

Task 3 — Detailed Safety Review 

Detailed on-site safety reviews will be undertaken during which time the sections of the 

guideline document relevant to anti-whistling will be completed. For more information 

please refer to Appendix C2 from the "Canadian Road/Railway Grade Crossing Detailed 

Safety Assessment Guide" attached to this letter. Representatives from CP Rail and the 

District will be invited to attend the site reviews. 

It is assumed that CP Rail will provide the necessary entry permits to access the tracks at 

no cost. In the event that a charge is levied, this will be passed on to the District. 

Task 4 — Issue Identification and Mitigation 

Based on information collected during the previous tasks, a list of issues will be identified 

and mitigation measures will be proposed for the crossings as appropriate. This task will 

identify issues/measures that relate primarily to anti-whistling, although other issues such 

as foliage overgrowth, surface maintenance, etc. will be reported if noted. If road 

improvements are required, conceptual drawings will be prepared on the aerial photograph 

base plan. Order of magnitude costs of improvements will also be prepared. 

Task 5 — Reporting 

A brief draft report will be prepared to document the assignment and provide 

recommendations. A copy of the completed Transport Canada guideline document will be 

appended to the report. This draft report will be submitted to the District for review and 

confirmation of improvements whereupon a final report will be issued. 

Inte 

e S 

65

226 

Page 4 

5, Schedule and Fees 

Assuming timely receipt of all data, we estimate that this assignment will take 

approximately two months to complete from time of authorization to proceed. 

Our level of effort and fee estimate to undertake the work in accordance with the above 

work plan is summarized below. All costs exclude applicable taxes. As requested, we have 

provided an estimate for the option to conduct the necessary traffic counts. 

131 

NZ Pro . - t l•il. ion 4 1111111111111111111111111111:11111 4t MIIMIIIII . '0 

IF/ - .rMrfa'rfMIIIIIIIIIIIIIIIIIIII 111111111111111111111111111111F13111IPIM 

inuii-MilMEIV!! -- MIIIIIIIIIIIIIIIIIIIIItalliFillIllitill 

11,111111111111111111111111 40 Wirrall 

WI -01121MIIIIIIIMIIIIMIIIII IllErall 4 441 IllrnllIllrflEall 

Subtotal 44 36 50 130 S14.340 $250 S14.590 

111116,51M111171; iitat ICT1111R141.IIIII.lrilliaillIllanIINIIMiirralIlNqrglIllrgrll 

TOTAL 46 36 52 130 $14,790 $2,850 $17640 

Descri • tion rerimirritimarammlimml 

Should you be in agreement with our proposal we would appreciate written confirmation to 

proceed. A formal agreement will then be arranged. 

We appreciate your request of Delcan to submit a proposal for this assignment, and should 

you have any questions/comments, please contact the undersigned. 

Yours truly, 

Ross McLa .ren 

Project Manager 

N: \Sw \Mission Rail Safety \MisSion Crossings.doc 

t..e g ra 

y s t iPstl*.s 

66

Memo 

227 


File Folder: 

GOV.CAN.VAG 

Whistle Noise 



Date: March 19, 2007 

Subject: Whistle Cessation at Railway Crossings 

Background 

There have been a number of requests submitted. by Mr Don Gillis of 207 — 7440 Columbia St to 

stop train whistling at controlled railway crossings in the.District of Mission. 

There are 9 Canadian Pacific Railway (CPR) crossings within the District of Mission four of 

which are private (three with stop signs only and one fully controlled with lights, bells & control 

arm). The remaining 5 are public crossings and are fully controlled as described above. 

Rick Posnikoff of CPR advised that the use of train whistles provides added safety at the 

crossings however there is a new guideline that has been approved where municipalities or 

private entities can request train whistling be stopped by doing the following: 

• A resolution must be made by Council approving of the request. 

• The public must be notified and given opportunity to provide input. 

• Each crossing must have a safety assessment completed by a professional engineer 

(CPR advise that the estimated cost is $ 5000 per crossing) . 

• Each crossing must have an added insurance policy estimated at $ 1200/yr which is split 

50/50 between CPR & the municipality. 

• The municipality must agree to provide any necessary upgrades to the crossing 

identified by the safety assessment. One of the more expensive items noted by Mr 

Posnikoff was the possibility of required fencing along the railway for a distance of 400 m 

in both directions if it was determined that pedestrians cross the tracks on a regular 

basis within that zone. 

The final decision if whistling at crossing will be stopped is made by the CPR Public Works 

Engineer and the Transport Canada Engineer. 

A map showing the location of the crossings is attached. 

One of the private uncontrolled crossings is located on Beatty Dr which is fairly close to the 

downtown area Unless it is included in the whistle elimination application it will be less effective. 

It is also noted that some train whistle noise is also audible from the Abbotsford side of the river 

so train whistle noise will still be heard from that side of the river. 

Should Council wish to have staff pursue train whistle elimination at all public crossings it could 

be included as a spending package for 2008 or we could meet with Finance to review funding 

options to complete in 2007. 

Rick Bomhof

0) 

cr)

229 

1SS1OI 

MDISTRICT OF 

ON THE FRASER 

Parks, Recreation & Culture 

Memorandum 


File Folder: 

TYPE FILE CATEGORY HERE 

type File Folder Name here 


From: Director of Parks, Recreation & Culture 


Subject: Renewal of Mission Granite Club Licence for Use of Curling Rink 


That Council approve renewal of the Licence for Use of the Curling Rink and associated facilities by the 

Mission Granite Club for a four year term, with fees to be paid as follows: 

2009/2010 $10,500 plus GST 

2010/2011 $11,000 plus GST 

2011/2012 $11,500 plus GST 

2012/2013 $12,000 plus GST 

Background 

The current Licence for Use of the curling rink by the Mission Granite Club expires as of August 31, 2009. 

Staff met with representatives of the Granite Club prior to the end of the past curling season in order to 

negotiate terms for a Licence renewal. The recommendation above includes the terms that were agreed 

upon in a very positive meeting. 

This past season the Granite Club's Licence fee was $10,000 plus GST. Listed below are the 

percentage increases per year of the proposed Licence: 

2009/2010 $10,500 (+ 500) 5.0% 

2010/2011 $11,000 (+500) 4.8% 

2011/2012 $11,500 (+500) 4.5% 

2012/2013 $12,000 (+500) 4.3% 

The Granite Club agreed that these increases were manageable, and are in keeping with our 

department's practice of ensuring fees are addressed annually to keep up with operating costs. 

All other terms within the current agreement are proposed to remain the same. 

Staff have an excellent working relationship with the Granite Club, and are supporting their efforts to build 

mbership. 

Ray Her an 

Director of Parks, Recreation & Culture 


230 

MINUTES of the REGULAR MEETING of the COUNCIL of the DISTRICT OF 

MISSION held in the Council Chambers of the Municipal Hall, 8645 Stave Lake 

Street, Mission, British Columbia, on May 4, 2009 commencing at 6:30 p.m. 

Council Members Present: Mayor James Atebe 

Councillor Terry Gidda 

Councillor Paul Horn 

Councillor Plecas 

Councillor Scudder 


Councillor Heather Stewart 

Staff Members Present: Glen Robertson, chief administrative officer 

Kelly Ridley, deputy director of corporate administration 

Christine Brough, administrative clerk 

Jennifer Russell, administrative clerk 


RCO9/234 Moved by Councillor Pieces, seconded by Councillor Gidda, and 

MAY 4/09 

RESOLVED: That council now resolve itself into committee of the whole. 

CARRIED 

2. PROCLAMATIONS 

RC09/235 

MAY 4/09 

May 2009 as "Falun Dafa Month" 

Falun Data Association of BC 

Moved by Councillor Stewart, and 

RECOMMENDED: That May, 2009 be proclaimed as "Falun Dafa Month" within the 

District of Mission; the District to assume no costs related thereto. 

CARRIED 

RC09/236 June 20, 2009 as "Mission Soapbox Derby Day" 

MAY 4/09 

Mission & District Soapbox Derby Association 

Moved by Councillor Pieces, and 

RECOMMENDED: That June 20, 2009 be proclaimed as "Mission Soapbox Derby 

Day" within the District of Mission; the District to assume no costs related thereto. 

CARRIED 

RC09/237 May 1 through 7, 2009 as "Arson Awareness Week" 

MAY 4/09 

Larry MacDonald 

Moved by Councillor Horn, and

231 



RECOMMENDED: That the email correspondence from Larry MacDonald dated 

April 29, 2009 regarding Arson Awareness Week be received as information. 

CARRIED 

3. DELEGATIONS AND PRESENTATIONS 

RC09/238 

MAY 4/09 

Larry MacDonald 

Re: Juvenile Firesetting 

Mr. MacDonald did not appear. 

RC09/239 LATE ITEM — Ian Fitzpatrick, fire chief 

MAY 4/09 

Re: Swine Flu Virus Update/Emergency Preparedness Week 

Ian Fitzpatrick, fire chief, appeared before council to provide an update on the swine 

flu virus. He stated that the latest reports indicate that so far all confirmed swine flu 

cases in Canada are considered as mild. 

The fire chief noted that it is important not to panic, and that washing your hands is 

very important to help prevent further spread of any kind of flu. For further 

information, there is now a direct link to Fraser Health on the District's webpage. 

The fire chief further updated council on the emergency preparedness display held at 

the fire hall on May 3, 2009 from12:00 to 5:00 p.m. He thanked the organizations 

who participated. 

The mayor thanked Chief Fitzpatrick for the information. 

4. PLANNING 

Councillor Stewart assumed the Chair. 

RC09/240 Rezoning Application R08-024 (Veres) — 31663 Townshipline Avenue 

MAY 4/09 

Moved by Mayor Atebe, and 

RECOMMENDED: 

1 That, in accordance with rezoning application R08-024 (Gavril Veres), the 

director of corporate administration prepare a bylaw to amend District of 

Mission zoning bylaw 3143-1998 by rezoning the property located at 31663 

Townshipline Avenue and legally described as: 

Parcel Identifier: 001-038-508 Lot 13, Section 6, Township 18, New 

Westminster District, Plan 39727 

from RU-1 Rural One zone to RS-2A One Unit Rural Residential zone; 

2. That the bylaw be considered for first and second readings at the regular 

council meeting of May 4, 2009; and

232 



3. That following such readings, the bylaw be forwarded to a public hearing on 

May 25, 2009. 

CARRIED 

RC09/241 Landscape Requirement on Fairbanks Street and Egglestone Avenue 

MAY 4/09 


RECOMMENDED: That the parks, recreation and culture department commence 

landscaping installation on the south side of Egglestone Avenue and the east side of 

Fairbanks street, with all costs to be borne by the developer. 

CARRIED 

RC09/242 Deletion of District of Mission Policy LAN.51 — Informational Requirements 

MAY 4/09 

for Certain Land Use Applications 

Moved by Councillor Scudder, and 

RECOMMENDED: That discussion regarding policy LAN.51 — Informational 

Requirements for Certain Land Use Applications be deferred until after the 

discussion regarding LAN.41 — Guide to Land Development, which is the next 

agenda item. 

CARRIED 

RG09/243 Site Assessment Policy Item 

MAY 4/09 


RECOMMENDED: That an amendment to LAN. 41 - Guide to Land Development to 

permit the addition of the 'Site Assessment' to be required as part of rezoning, 

development permit and subdivision development applications be approved. 

OPPOSED: Councillor Scudder 

CARRI ED 

RC09/244 

MAY 4/09 

Moved by Councillor Stevens, and 

RECOMMENDED: That District of Mission policy LAN.51 — Informational 

Requirements for Certain Land Use Applications be deleted. 


CARRIED 

RC09/245 Excerpts from the Minutes of the Public Hearing held on April 28, 2008 and 

MAY 4/09 

Staff Reports dated March 7 and June 25, 2008 — Background for 

consideration of adoption of bylaw 4036-2008-3143(292) (R07-032) 

An excerpt from the minutes of the public hearing held on April 28, 2008 and staff 

reports dated March 7 and June 25, 2008 were provided for the committee's 

information to assist in the consideration of adoption of zone amending bylaw 4035- 

2008-3143(292).

233 




Councillor Stevens assumed the Chair. 

RC09/246 

MAY 4/09 

Downhill Mountain Bike Race on Red Mountain — Arduun Challenge 


RECOMMENDED: 

1. That permission be granted to Mr. Greg Rector to hold the mountain bike race 

on Red Mountain in the District of Mission on June 20 and 21, 2009 subject to 

Mr. Rector providing: 

(a) 

(b) 

(c) 

(d) 

(e) 

(f) 

comprehensive general liability insurance in the amount of at least 

$2,000,000. per occurrence and including the District of Mission as a 

named insured; 

advising the neighbourhood of the event dates and times; 

all site preparation including installation and removal of portable toilets as 

well as site clean up after the event is finished; 

off street vehicle parking, define off-street areas for participant parking and 

number of vehicles that can be accommodated at the site; 

on-site first aid services; 

all necessary traffic control; and 

2. That council grant permission for the event organizers to borrow traffic cones 

and barriers from the public works yard. Pick up and drop off of these item to 

be arranged by the event organizers with district staff. 

CARRIED 

RC09/247 

MAY 4/09 

Manager of Engineering Design Services 

Moved by Councillor Plecas, and 

RECOMMENDED: That District of Mission officers bylaw 3986-2007 be amended as 

follows to include the position of manager of engineering design services: 

1. by adding the position of Manager of Engineering Design Services as number 

(33) to section 1; and 

2. by adding the job description of Manager of Engineering Design Services to 

Schedule "A" as follows: 

"MANAGER OF ENGINEERING DESIGN SERVICES 

There shall be appointed a manager of engineering design services who shall, 

under the direction of the deputy director of engineering:

234 



(a) 

(b) 

(c) 

(d) 

(e) 

(f) 

(g) 

(h) 

(i) 

(j) 

manage, plan, coordinate, administer and evaluate the operations and 

programs related to municipal engineering design activities; 

in consultation with the manager of human resources, recruit, hire, 

discipline, lay off and terminate staff as required, within known guidelines 

and following appropriate consultative practices; 

act for the municipality on matters relating to his/her department including 

union negotiations, and employee grievances, and submit confidential 

reports in connection therewith as required and give evidence on behalf 

of the municipality at hearings relating to labour relations; 

design municipal engineering projects, analyze infrastructure capacities 

and identify deficiencies, utilizing a variety of modelling software, data 

collection equipment and techniques; 

perform research tasks, analyze technical data and prepare a variety of 

comprehensive technical reports, cost estimates and recommendations 

which may impact department policies and standards; 

review and update engineering standards and specifications related to 

engineering design; 

prepare terms of reference for hiring consultants, review consultants' 

proposals, assist in selection, and monitor and follow up work completed. 

prepare draft policies and procedures related to engineering design for 

review and implementation; 

review and accept engineering drawings, reports and calculations for 

works and services in developments; 

be responsible for long range planning regarding engineering design, 

modelling of water, sewer and drainage system capacities, periodic 

review of development cost charges and special projects; 

(k) prepare the annual budget related to engineering design for the 

department and on approval, ensure that expenditures are in accordance 

with budgetary policy; 

(1) provide technical information, advice and assistance to other 

departments, government agencies and the public in a manner that is 

tactful, clear, concise and appropriate; 

(m) 

(n) 

prepare reports to council on engineering design matters and attend 

council meetings, public information meetings, and public hearings, if 

required; 

liaise with external consultants, regional, provincial, and federal agencies 

and utility companies. Obtain input from public, neighbourhood and 

community groups and respond to inquiries and complaints;

235 



(0) negotiate acquisition of right-of-ways, purchase of property, and 

approvals for works on private property in conjunction with construction 

projects; 

(p) 

(q) 

(r) 

(s) 

monitor and assess work performed to ensure that it meets a high 

standard of quality, efficiency and customer service, and is performed in 

compliance with WorkSafeBC regulations and appropriate risk 

management practices; 

provide verbal and/or written performance feedback and performance 

assessments of supervised staff, and provide advice and guidance to 

supervised staff on matters related to performance concerns; 

perform such other duties as may be required by statute, municipal bylaw, 

resolution or as may be delegated by the deputy director of engineering; 

and 

assume the duties and responsibilities of the deputy director of 

engineering in his/her absence." 

CARRIED 

RC09/248 Walk/Run for Shelter — Women's Resource Society of 

MAY 4/09 

the Fraser Valley 


RECOMMENDED: 

1. That permission be granted to the Women's Resource Society of the Fraser 

Valley to hold a fundraiser Walk/Run for Shelter at Heritage Park on Sunday, 

June 7th, 2009 between the hours of 9:30 to 11:00 am subject to them 

providing: 

(a) 

(b) 

(c) 

(d) 

comprehensive general liability insurance in the amount of at least 

$2,000,000. per occurrence and including the District of Mission, as a 

named insured; 

off street vehicle parking, define off-street areas for participant parking and 

number of vehicles that can be accommodated at the site; 

on-site first aid services; 

necessary traffic control; and 

2. That District staff be authorized to open the gate at the top of 7 th Avenue on St. 

Mary's Street between the hours of 8:00 am to 12:00 noon. 

CARRI ED 

RC09/249 Amendment to Policy STR.34 — Road Closure and Sale 

MAY 4/09 

Moved by Councillor Horn, and

236 



RECOMMENDED: That policy STR.34 — Road Closure and Sale be amended by 

deleting section 3 (c) and replacing it with the following: 

CARRIED 

"c) pay a non-refundable deposit of $2000 or 10% of the purchase price 

(whichever is greater) payable within 14 days of Council's adoption of a 

resolution to proceed with the road closure and subsequent sale of the 

property. The deposit is deducted off of the purchase price if the 

transaction is completed within 4 months of a Council resolution. If the 

transaction is not completed within this 4 month period, the deposit is 

forfeit;" 

RC09/250 Sale of District Road Right of Way — Larkspur Avenue 

MAY 4/09 

Moved by Councillor Gidda, and 

RECOMMENDED: That council resolution number 08/1030 be amended by 

changing the purchase price of the Larkspur Avenue road right of way to $70,825.00. 

CARRIED 

RC09/251 Repairs to 7547 Columbia Street 

MAY 4/09 


RECOMMENDED: 

1. That repairs to 7547 Columbia Street up to $20,000.00 are authorized; 

2. That once the repairs are complete, the property continue to be rented until the 

housing market improves; and 

3. That the funds come from the stabilization reserve and that this fund be repaid 

from the collection of rent or sale of the property. 

CARRIED 

RC09/252 Rockin' on the River Concert 

MAY 4/09 


RECOMMENDED: 

1. That council resolution number RC09/007 be amended by changing the date of 

the Rockin' on the River concert from August 14 and 15, 2009 to August 15 

and 16, 2009; and 

2. That the playing of live music is authorized during the following hours: 

CARRIED 

Saturday, August 15, from 5:00 pm to 11:30 pm; and 

Sunday, August 16, 2009 

from 12:00 noon to 9:00 pm.

237 



RC09/253 

MAY 4/09 

Council Appointment to Fraser Valley Health Care Foundation 

Board of Trustees 


RECOMMENDED: That Mayor Atebe be appointed to the Fraser Valley Health Care 

Foundation board of trustees. 

CARRIED 

RC09/254 

MAY 4/09 

Ticket Information Bylaw 2646-1993 

Moved by Councillor Scudder, and 

RECOMMENDED: That the director of corporate administration prepare a bylaw to 

amend Schedule 1, District of Mission Ticket Information Bylaw 2646-1993 by adding 

pipelayer, utilities technician, truck driver and backhoe operator to the list of 

designated bylaw enforcement officers under Water Bylaw 2196-1990. 

CARRIED 

Staff were directed to provide a report containing options for an increasing fine scale 

similar to the false alarm bylaw, and providing fewer warnings prior to issuing fines 

during water restriction times. 

6. ENGINEERING AND PUBLIC WORKS 

Councillor Gidda assumed the Chair. 

RC09/255 Sports Park Drainage Outfall 

MAY 4/09 


RECOMMENDED: 

1. That McElhanney Consulting Services Ltd. be hired to carry out the first phase 

of a drainage infiltration study at the Mission Sports Park at their quoted price 

of $17,130 plus GST; 

2. That the study be funded from developers' contributions for the Sports Park 

detention pond which have been deposited in GL account 13750-000; 

3. That the District's capital plan be amended to include a budget of $17,987, 

which includes a 5% common service fee; and 

4. That the decision to proceed with the second phase of the study be deferred 

pending councils review of the outcome of the first phase. 

CARRIED

238 



RC09/256 

MAY 4/09 

Residential Metered Water Invoicing — Follow-up Report 


RECOMMENDED: That notwithstanding council resolution 09/208, which accepted 

the staff report on postponing residential metered water invoicing; staff are directed 

to proceed immediately with the following step to implement a meter reading and 

invoicing of all new residential service: 

(a) 

(b) 

(c) 

(d) 

CARRIED 

Residential water meters to be read manually by District staff on an interim 

basis until District has sufficient water meters to make it cost effective to 

proceed with reading by a more advance technology. 

Residential meters are read and invoiced annually in October. 

A water user charge of $0.84 per cubic meter is established for one and two 

family residential metered water. 

Staff prepares for council consideration all the necessary bylaw changes. 

Staff were directed to provide a report detailing the difference in metered water rates 

between Abbotsford and Mission. 

RC09/257 Organics Management at the Landfill 

MAY 4/09 

Moved by Councillor Plecas, and 

RECOMMENDED: That the landfill composting project be continued until 

September 1, 2009 in partnership with Denbow Transport Ltd. after which a new 

agreement will be entered into based on an upcoming request for proposals. 

CARRIED 

RC09/258 Harmonization of Mission and Abbotsford Sewer Bylaws 

MAY 4/09 

A report from the manager of environmental services dated March 23, 2009 

regarding the harmonization of Mission and Abbotsford sewer bylaws was provided 

for the committee's information. 

RC09/259 

MAY 4/09 

2009 Fraser River Freshet Update 

A report from the manager of environmental services dated April 14, 2009 regarding 

the 2009 Fraser River freshet update was provided for the committee's information. 

RC09/260 

MAY 4/09 

Silverdale Creek Wetlands Enhancement Project Update 


the Silverdale Creek wetlands enhancement project update was provided for the 

committee's information.

239 



RC09/261 Low Flow Toilet Subsidy Program 

MAY 4/09 


a low-flow toilet subsidy program was provided for the committee's information. 

RC09/262 Mill Pond Compensation Plan Follow-up 

MAY 4/09 


the Mill Pond compensation plan was provided for the committee's information. 

RC09/263 

MAY 4/09 

Removal of Barrier on Nottman Street at Eggiestone/Dalke 

The committee reviewed a report from Rick Bomhof, director of engineering and 

public works, dated April 22, 2009 regarding the removal of the barrier on Nottman 

Street at Egglestone Avenue. 

Staff were directed to inform the residents in the area of the rationale behind the 

decision to remove the barrier, that it will be removed on a trial basis, and that their 

feedback is appreciated and encouraged. 

FiC09/264 

MAY 4/09 

Minutes of the Downtown Revitalization Task Force Meeting held on 

March 17, 2009 

The minutes of the downtown revitalization task force meeting held on March 17, 

2009 were provided for the committee's information. 

RC09/265 

Minutes of the Mission Abbotsford Transit Committee Meeting held 

MAY 4/09 

on March 26, 2009 

The minutes of the Mission Abbotsford transit committee meeting held on March 26, 

2009 were provided for the committee's information. 


RECOMMENDED: 

1. That there be a non-voting advisory seat on the Mission Abbotsford transit 

committee for the University of the Fraser Valley student union society; and 

2. That the draft Mission Abbotsford transit committee terms of reference be 

forwarded to the City of Abbotsford and District of Mission councils for approval. 

CARRIED 


Mayor Atebe resumed the Chair.

240 



RC09/266 

MAY 4/09 

Moved by Councillor Stewart, seconded by Councillor Plecas, and 


CARRIED 


RC09/267 

MAY 4/09 

Moved by Councillor Stevens, seconded by Councillor Scudder, and 

RESOLVED: That the recommendations of the committee of the whole, as 

contained in items RC09/234 to RC09/266, except items RC09/243 (LAN.41 — Guide 

to Land Development) and RC09/244 (LAN.51 - Informational Requirements for 

Certain Land Use Applications), be adopted. 

CARRIED 

RC09/268 

MAY 4/09 

Moved by Councillor Stevens, seconded by Councillor Horn, and 

RESOLVED: That the recommendation of the committee of the whole, as contained 

in item RC09/243 (LAN.41 — Guide to Land Development), be adopted. 


CARRI ED 

C09/269 Moved by Councillor Stewart, seconded by Councillor Piecas, and 

RMAY 4/09 

RESOLVED: That the recommendation of the committee of the whole, as contained 

in item RC09/244 (LAN.51 - Informational Requirements for Certain Land Use 

Applications), be adopted. 


CARRIED 

9. MINUTES 

RC09/270 

MAY 4/09 

Moved by Councillor Stevens, seconded by Councillor Gidda, and 

RESOLVED: 

1. That the minutes of the regular meetings of council held on March 16, and 

April 6, 2009, and the minutes of the special meeting of council held on 

April 14, 2009, be adopted; 

2. That the minutes of the regular meeting of council held on April 20, 2009 be 

amended at page 17 to read "Mineral Tenure Act" instead of "Mineral Rights 

Acf'; and 

3. That the minutes of the regular meeting of council held on April 20, 2009 be 

adopted, as amended. 

CARRIED

241 



10.BUSINESS ARISING FROM THE MINUTES 

There was no business arising from the minutes. 

11.CHIEF ADMINISTRATIVE OFFICER'S REPORT 

The chief administrative officer recognized the efforts of the Mission Fire/Rescue 

service and staff during emergency planning week and the open house on Sunday, 

May 3rd. 

12.MAYOR'S REPORT 

The mayor reported on various activities, meetings and events attended since the 

last regular council meeting. 

13.COUNCILLOR'S REPORTS ON COMMITTEES, BOARDS AND ACTIVITIES 

Councillors Stevens, Scudder, Stewart, Horn and Gidda reported on various 

activities, meetings and events attended since the last regular council meeting. 

14. BYLAWS 

RC09/271 District of Mission Zoning Amending Bylaw 4036-2008-3143(292) 

MAY 4/09 

(R07-032 — Gill) — 8556 Alexandra Street and 32578 Egglestone Avenue 

Moved by Councilior Horn, seconded by Councillor Stewart, and 

RESOLVED: That District of Mission zoning amending bylaw 4036-2008-3143(292) 

be adopted. 

CARRIED 

RC09/272 

District of Mission Municipal Ticket Information Amending Bylaw 

MAY 4/09 

4092-2008-2646-(13) 

Moved by Councillor Scudder, seconded by Councillor Stevens, and 

RESOLVED: That District of Mission municipal ticket information amending bylaw 

4092-2008-2646-(13) be read a first, second and third time. 

CARRIED 

RC09/273 

MAY 4/09 

District of Mission Zoning Amending Bylaw 4097-2008-3143(316) 

(R08-024 - Veres) — 31663 Townshipiine Avenue 

Moved by Councillor Gidda, seconded by Councillor Plecas, and 

RESOLVED: That District of Mission zoning amending bylaw 4097-2008-3143(316) 

be read a first and second time. 

CARRIED

242 



RC09/274 

MAY 4/09 

District of Mission Water Rates Amending Bylaw 5021-2009-2197(15) 

Moved by Councillor Stewart, seconded by Councillor Scudder, and 

RESOLVED: That District of Mission water rates amending bylaw 5021-2009- 

2197(15) be adopted. 

CARRIED 

RC09/275 

MAY 4/09 

District of Mission Sewer Rates Amending Bylaw 5022-2009-1922(15) 

Moved by Councillor Plecas, seconded by Councillor Gidda, and 

RESOLVED: That District of Mission sewer rates amending bylaw 5022-2009- 

1922(15) be adopted. 

CARRIED 

RC09/276 

MAY 4/09 

District of Mission Floodplain Management Amending Bylaw 

5024-2009-4027(1) 

Moved by Councillor Plecas, seconded by Councillor Scudder, and 

RESOLVED: That District of Mission floodplain management amending bylaw 5024- 

2009-4027(1) be adopted. 

CARRIED 

RC09/277 

MAY 4/09 

District of Mission Collection, Removal and Marketing of Recyclables 

Amending Bylaw 5025-2009-2639(13) 

Moved by Councillor Stewart, seconded by Councillor Gidda, and 

RESOLVED: That District of Mission collection, removal and marketing of 

recyclables amending bylaw 5025-2009-2639(13) be adopted. 

CARRIED 

RC09/278 

MAY 4/09 

District of Mission Subdivision Control Amending Bylaw 5026-2009-1500(33) 

Moved by Councillor Horn, seconded by Councillor Scudder, and 

RESOLVED: That District of Mission subdivision control amending bylaw 5026- 

2009-1500(33) be adopted. 

CARRIED 

RC09/279 

MAY 4/09 

District of Mission Water Amending Bylaw 5027-2009-2196(16) 

Moved by Councillor Stevens, seconded by Councillor Stewart, and 

RESOLVED: That District of Mission water amending bylaw 5027-2009-2196(16) be 

adopted. 

CARRIED

243 



RC09/280 

MAY 4/09 

District of Mission Refuse Collection and Disposal Amending Bylaw 

5028-2009-1387(44) 

Moved by Councillor Plecas, seconded by Councillor Gidda, and 

RESOLVED: That District of Mission refuse collection and disposal amending bylaw 

5028-2009-1387(44) be adopted. 

CARRIED 

RC09/281 District of Mission Officers Amending Bylaw 5031-2009-3986(6) 

MAY 4/09 

Moved by Councillor Stewart, seconded by Councillor Horn, and 

RESOLVED: That District of Mission officers amending bylaw 5031-2009-3986(6) be 

read a first, second and third time. 

CARRIED 

15. CORRESPONDENCE 

RC09/282 

MAY 4/09 

Karen Nichol 

Re: Fireworks 

Moved by Councillor Horn, seconded by Councillor Gidda, and 

RESOLVED: That the letter dated March 30, 2009 from Karen Nichol regarding the 

use of fireworks in the District be received as information. 

CARRIED 

Staff were directed to provide a report with the following information: 

(a) 

(b) 

what the fireworks bylaws are in neighbouring communities; 

whether the fines set out in our bylaw are comparable to neighbouring 

communities; and 

(c) whether the RCMP is able to and likely to enforce our fireworks bylaw. 

Staff were also directed to send a response letter to Ms. Nichol. 

RC09/283 

MAY 4/09 

Windebank Elementary School 

Re: Request for Funding — Destination Imagination Team 

Moved by Councillor Horn, seconded by Councillor Scudder, and 

RESOLVED: That the letter from Windebank Elementary School dated April 21, 

2009 regarding the Destination Imagination global competition be received as 

information. 

CARRIED 

Staff were directed to respond to Windebank principal Craig Smith and provide a 

copy of the resolution stating that council will not support funding teams or 

individuals.

244 




RC09/284 

MAY 4/09 

Development Variance Permit DV07-016 (R07-032 — Gill) — 8556 Alexandra 

Street and 32578 Egglestone Avenue 

Moved by Councillor Gidda, seconded by Councillor Horn, and 

RESOLVED: That development variance permit application DV07-016, in the name 

of S & S Titan Development Group Inc., for property located at 8556 Alexandra 

Street and 32578 Egglestone Avenue and legally described as Parcel Identifier: 

005-527-619; Lot 49 Section 29 Township 17 New Westminster District Plan 56895 

and Parcel Identifier: 002-384-167; Lot 50 Section 29 Township 17 New Westminster 

District Plan 56895, to vary: 

1. Section 304.3 Lot Area, Width at Front Lot Line and Depth by reducing the 

minimum required: 

(a) Lot depth for proposed •Lot 8 from 25 metres (82 feet) to 21 metres (68.9 

feet); 

(b) Lot width at 6 metres back from the front property line for proposed Lot 8 

from 12 metres (39.37 feet) to 11 metres (36 feet); 

(c) Lot width at the mid-point from the front property line for proposed Lot 9 

from 16.2 metres (53.15 feet) to 15 metres (49.2 feet); and 

2.. Section 304.4 Setbacks by reducing the minimum required: 

(a) rear lot line setback from 7.5 metres (24.6 feet) to 3 metres (9.8 feet) on 

proposed Lot 8, 

be approved. 

CARRI ED 


There were no questions from the public. 


Moved by Councillor Scudder, seconded by Councillor Gidda, and 

RESOLVED: That the meeting be adjourned. 

CARRIED 

The meeting was adjourned at 8:19 p.m. 

JAMES ATEBE, MAYOR DENNIS CLARK, DIRECTOR OF 

CORPORATE ADMINISTRATION 

G:\clerk\minutes\rc090504.doc

245 

MINUTES of the SPECIAL MEETING of the COUNCIL of the DISTRICT OF 

MISSION held in the Conference Room of the Municipal Hall, 8645 Stave Lake 

Street, Mission, British Columbia, on May 11, 2009 commencing at 3:30 p.m. 

Council Members Present: Mayor James Atebe 

Councillor Terry Gidda 

Councillor Danny Plecas 

Councillor Mike Scudder 


Councillor Heather Stewart 

Council Members Absent: Councillor Paul Horn 

Staff Members Present: 

Glen Robertson, chief administrative officer 

Dennis Clark, director of corporate administration 

Ken Bjorgaard, director of finance 

Christine Brough, administrative clerk 


SC09/081 

MAY 11/09 

Moved by Councillor Plecas, seconded by Councillor Scudder, and 

RESOLVED: That council now resolve itself into committee of the whole. 

CARRIED 


Councillor Plecas assumed the Chair as the alternate for Councillor Stevens. 

SC09/082 

MAY 11/09 

2009-2013 Financial Plan and Tax Rate Bylaws 


RECOMMENDED: 

1. That the District's 2009 - 2013 financial plan and 2009 tax rates bylaws [bylaws 

5029-2009 and 5030-2009, respectively] receive first three readings; and 

2. That council has hereby considered its proposed tax rates for each property 

class in conjunction with its objectives and policies regarding the distribution of 

property taxes among the tax classes, as set out within its 2009-2013 financial 

plan bylaw [bylaw 5029-2009]. 

CARRIED 


Mayor Atebe resumed the Chair.

246 

Special Council Meeting Page 2 of 3 


SC09/083 

MAY 11/09 

Moved by Councillor Gidda, seconded by Councillor Stevens, and 


CARRIED 


SC09/084 

MAY 11/09 

Moved by Councillor Scudder, seconded by Councillor Stewart, and 

RESOLVED: That the recommendations of the committee of the whole, as 

contained in items SC09/081 to SC09/083, be adopted. 

CARRIED 

5. BYLAWS 

SC09/085 

MAY 11/09 

District of Mission Financial Plan Bylaw 5029-2009 — a bylaw to establish the 

Financial Plan for the years 2009 to 2013 

Moved by Councillor Stevens, seconded by Councillor Gidda, and 

RESOLVED: That District of Mission Financial Plan Bylaw 5029-2009 be read a first, 

second and third time. 

CARRIED 

SC09/086 

MAY 11/09 

District of Mission Tax Rates Bylaw 5030-2009 — a bylaw to establish the tax 

rates for 2009 

Moved by Councillor Scudder, seconded by Councillor Plecas, and 

RESOLVED: That District of Mission Tax Rates Bylaw 5030-2009 be read a first, 

second and third time. 

CARRIED 


. There were no questions from the public. 


Moved by Councillor Stewart, seconded by Councillor Gidda, and 

RESOLVED: That the meeting be adjourned. 

CARRIED 

The meeting was adjourned at 3:45 p.m.

247 

Special Council Meeting Page 3 of 3 


JAMES ATEBE, MAYOR DENNIS CLARK, DIRECTOR OF 

CORPORATE ADMINISTRATION 

G:\clerk\minutes\sc090511.doc

BRITISH 

COLUMBIA 

rho Best MILL. on Earth 

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March 11, 2009 

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What Counts in GamesTown 2010 

Here are some ideas to get you started. Check online to see what other 

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Healthy Living 

•Community or school nutrition, 

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and initiatives 

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pop. up to. 5,000 

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10,001 - 25,000 

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vancouver zoio 

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,mikt 

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;LT:L7j= 

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261WO 

BRITISH 

COLUMBIA 

HOST 

PROVINCE 

www.gamestown2010.ca I actnow@gov.bc.ca

252 


Dear Mayors and Council Members, 

I find it very disturbing that the source of Pet Overpopulation has not been addressed; 

the "Uncontrolled Breeders". The breeding rate of puppies and kittens greatly exceed 

the number of homes available. (Maximum: 2 dog bylaw in some Municipalities) 

Municipalities must be part of the solution to Pet Overpopulation, by implementing and 

enforcing the following 2 bylaws that are currently in place in Whitehorse, Yukon and 

Richmond B.C. 

These 2 existing bylaws will reduce Pet Overpopulation as well as increase revenue 

for the Shelters. It's time the "Breeders" are held responsible for the cost of caring for 

and housing thousands of unwanted pets. 

4 We have approximately 61 overwhelmed Animal Welfare Organizations in the 

Lower Mainland 

4- The "Canadian Federation of Humane Societies" www.cfhs.ca Every year, 

-- dogs and cats are euthanized in humane societies, SPCAs 

and municipal pounds in Canada. 

4- As per BCSPCA Website: BC SPCA rescues hnr1s of animals each year 

from puppy mills across the province of BC. 

4- Currently on "Kgiji Vancouver" one of many free local online classified; they have 

1,514 ads selling dogs and puppies. (http://vancouverkijuica ) 

BYLAW ONE: Whitehorse, Yukon has an excellent bylaw that promotes spay/neuter. 

> Lifetime dog or cat licence is $25.00 and can only be purchased for spayed or 

neutered animals (proof of spaying or neutering will be required). 

• A yearly licence is required for dogs and cats that are not spayed or neutered. 

➢ Breeding Permits $500.00 (must be included) 

Benefits of a "Lifetime" license: 

4- Acknowledge responsible Pet Owners. 

4- Determine the number of dogs & cats in each community 

4- Community involvement-reporting abuse and unlicensed breeders

253 

BYLAW TWO: Richmond has an excellent Bylaw which definitely must include Dogs. 

City of Richmond Animal Control Bylaw NO.2.2.2 Cat Breeding Permits 

2.2.2.1 Every owner of an un-spayed cat, who offers to sell, give away, or otherwise 

transfer ownership or dispose of the offspring of such cat must: 

(a)Obtain a cat breeding permit in accordance with the provisions of subsection 

2.2.2.2; and 

(b)Include the number of such cat breeding permit in any advertisement regarding 

the offspring. 

2.2.2.2 The Contractor may: 

(a) Prescribe the form of application required by any person who wishes to obtain a cat 

breeding permit; and 

2.2.2.3 The penalty for violating clause (c) of subsection 2.2.1.1 may be waived by the 

Contractor, upon having been provided proof, within 30 days after the citation was 

issued, that the cat has been spayed or neutered. 

o Muni - 

Examples of the price of Puppies currently for sale on Kifyi Free local online classifieds; 

➢ Labradoodle pups $ 1,200.00 each 

➢ Bernese Mountain dog pups $1,375.00 each 

➢ English Bulldog pups $2,500.00 each 

each 

= $7,51;:;.,; 

ot 

Note: of the 1,514 current ads for dogs and puppies for sale on Vancouver free online 

classifieds ... just the last 3 ads above have produced 34 pups. Unfortunately dogs can 

be bred twice a year.

254 

currently do; dog walking, fostering, grooming, and Adoption 

counselling and adoption follow up. It's time to give the Volunteers the opportunity to 

eliminate pet overpopulation by networking with all Municipalities throughout B.C., 

search the newspaper and Internet ads, mail or drop off "Breeding Permit" application 

forms. Review applications for Breeding Permits. This will eliminate the door to door 

canvassing for licenses and focus on the cause of Pet overpopulation the excessive 

breeding of both cats and dogs. 

Breeding Permit Applications to include: 

✓ 

✓ 

Health certificates from a Veterinarian. 

Breeders Contract which includes: mandatory spay / neuter 

By applying in writing, we have the ability to oversee with care that Pit Bulls, Pit Bull X 

and Wolf Hybrid are being bred by knowledgeable Breeders and Puppy Mills are 

eliminated. This also keeps our neighbourhoods safe and keeps these innocent dogs off 

death row. 

Attached: 

0.■ Wolf Hybrids for sale — one of many ads 

v Canadian Federation of Humane Societies — regarding Wolf-dog hybrids 

v Kennels 

Pet Overpopulation must be dealt with. Let's make B.C. the model for a Pet Friendly 

and Pet responsible Province. 

I would appreciate an appointment to meet with you regarding this serious problem. 

Please email me at jcgogal@hotmail.com or call 604 939 5757 

Sincerely, 

Julie Gogal

255 

kuvi 

Free local classifieds 

4 Timber and 4 Arctic Wolf hybrid pups, extreme high content! 

Ad ID: 100404063 

Price: $700.00 

Date Listed: 17-Jan-09 

We have chosen to sell the puppies for the family and friends price of $700.00 due to the current 

economic conditions. The puppies are 5 weeks old and have been hand raised. They are perfectly tame 

and ready to bond with you. Please do not consider one of these puppies if you are not prepared for a 

long term commitment. These puppies can live up tp 25 years and have approximately 10 times the 

intelligence of a domestic dog. They bond for a lifetime and will long for you their entire life if you give 

them away. It can take 2-3 years for them to bond with a second family. They are fun playful and loving. 

They can not be put outside on a chain other than for short periods. They must not be left by themselves 

in a dog run. In other words they must be part of the family or they can become very resentful. If you are 

ready for the commitment then call 778-239-9559.

256 

Canadian Federation of Humane Societies Home / CFHS / Position statements / 

Wolf-doq hybrids www.cfhs.ca 

Wolf-dog hybrids 

Position Statement 

CFHS is opposed to the keeping and breeding of wolf-dog hybrids. 

Definition of a Wolf-dog Hybrid 

A wolf-dog hybrid is an animal produced by breeding a domestic dog to a wolf or the subsequent 

breeding of these wolf-dog hybrids either to domestic dogs or to other wolf-dog hybrids. This includes any 

animal that is advertised, registered or otherwise described or presented as a wolf-dog hybrid by the 

owner. 

Definition of a Domesticated Dog 

A domesticated dog is one which tends to possess reliability of temperament, tractability, docility, 

predictability and trainability and which has adapted to life in intimate with humans. Animals achieve 

domesticated status through many generations of selective breeding for preferred attributes. 

Background/Rationale 

CFHS believes that wolf-dog hybrids: 

• cannot be successfully and safely integrated into a human 

environment because they must be confined at all times. 

This confinement does not meet the physical, social and 

psychological needs of the animal. 

• pose a threat to native wolf populations by diluting the 

gene pool, and the potential for introducing diseases and 

defects not currently found in the wild. 

• are not domesticated animals and as a result, can be 

dangerously unpredictable. They cannot be trusted with 

people, especially children, or other animals whose 

actions may trigger the predatory instincts of the wolf 

hybrid often with tragic consequences for all involved. 

Such behaviour in the wolf hybrid is genetically encoded 

and cannot be eliminated by socialization and training. 

CFHS acknowledges that some wolf hybrids are kept as pets. In those cases CFHS recommends that 

they be permitted to live out their lives provided that: 

• they are kept in suitable conditions that, to the extent 

possible, meet the animals' physical, social and 

psychological needs. 

• they are spayed or neutered and permanently identified 

with a microchip implant. 

• they receive proper veterinary care at all times, including 

preventive. 

• if they are presented to a humane society or animal 

control agency it is recommended that they not be placed 

elsewhere.

257 

We must work together to eliminate Pet Overpopulation. Please take a 

moment to view these local Kennels; 

Pit Bulls 

Presa Canario 

Wolfdogs 

Breeder of Goldendoodles (Standard, Mini* & Petite), Labradoodles, Golden Retrievers, 

Rottweilers, Soft Coated Wheaten Terriers, Whoodles, Portugese Water Dogs & 

Portugese Water Doodles

258 

1102 GROVER AVENUE • COQTJITLAM BC • CANADA V3J 301 • PHONE 604 939-5757 

JULIANNE GOGAL 

we see fear in their eyes 

they see betrayal in ours 

To: 

Mayor George W Peary & Council, Abbotsford 

Mayor Derek Corrigan & Council, Burnaby 

Mayor Sharon Gaetz & Council, Chilliwack 

Mayor Richard Stewart & Council, Coquitlam 

Mayor Lois E. Jackson & Council, Delta BC 

Mayor Fassbender & Council, Langley 

Mayor Ernie Daykin & Council, Maple Ridge 

Mayor James Atebe & Council, Mission 

Mayor Wayne Wright & Council, New Westminster 

Mayor Darrell Mussatto & Council, North Vancouver 

Mayor Don MacLean & Council, Pitt meadows 

Mayor Greg Moore & Council, Port Coquitlam 

Mayor Joe Trasolini & Council, Port Moody 

Mayor Malcolm Brodie & Council, Richmond 

Mayor Dianne Watts & Council, Surrey 

Mayor Gregor Robertson & Council, Vancouver 

Mayor Dean Fortin & Council, Victoria 

Mayor Pamela Goldsmith-Jones & Council, West Vancouver

May 19, 2009 - District of Mission

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