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2018-02-13 Council Meeting Agenda and Reports (2).pdf
Page 1 City of Maple Ridge COUNCIL MEETING AGENDA February 13, 2018 7:00 p.m. Council Chamber Note: This Agenda is also posted on the City’s Web Site at www.mapleridge.ca The purpose of a Council meeting is to enact powers given to Council by using bylaws or resolutions. This is the final venue for debate of issues before voting on a bylaw or resolution. 100 CALL TO ORDER 200 AMENDMENTS TO THE AGENDA 300 APPROVAL OF THE AGENDA 400 ADOPTION OF MINUTES 401 Minutes of the Special Council Meeting of January 30, 2018 and the Regular Council Meeting of January 30, 2018 500 PRESENTATIONS AT THE REQUEST OF COUNCIL 501 Maple Ridge Tourism Presentation • Lino Siracusa, Manager of Economic Development MEETING DECORUM Council would like to remind all people present tonight that serious issues are decided at Council meetings which affect many people’s lives. Therefore, we ask that you act with the appropriate decorum that a Council Meeting deserves. Commentary and conversations by the public are distracting. Should anyone disrupt the Council Meeting in any way, the meeting will be stopped and that person’s behavior will be reprimanded. The meeting is live streamed and recorded by the City of Maple Ridge. Council Meeting Agenda February 13, 2018 Page 2 of 5 600 DELEGATIONS 601 Government Finance Officers Association (“GFOA”) Presentation • Patrice Impey, Chief Financial Officer and General Manager of Finance, Risk, and Supply Chain Management 602 Festivals and Special Events Highlights • Yvonne Chui, Arts and Community Connections Manager 650 QUESTIONS FROM THE PUBLIC Note: Questions from the Public are limited to 15 minutes unless extended by a motion approved by the majority of Council 700 ITEMS ON CONSENT 701 Minutes 701.1 Development Agreements Committee Meetings • February 6, 2018 701.2 Meetings of Committees and Commissions of Council • Maple Ridge Social Policy Advisory Committee – May 3, 2017 702 Reports 703 Correspondence 704 Release of Items from Closed Council Status 800 UNFINISHED BUSINESS 900 CORRESPONDENCE 1000 BYLAWS Council Meeting Agenda February 13, 2018 Page 3 of 5 1100 REPORTS AND RECOMMENDATIONS Public Works and Development Services 1101 2017-574-AL, 12791 232 Street, Application to Exclude Land from the Agricultural Land Reserve Staff report dated February 13, 2018 providing the option to authorize or not authorize that Application 2017-574-AL, to exclude a remnant parcel of 0.40 hectares (1 acre) from the Agricultural Land Reserve, go forward to the Agricultural Land Commission. 1102 2017-527-RZ, 21322 121 Avenue, RS-1 to R-1 Staff report dated February 13, 2018 recommending that Maple Ridge Zone Amending Bylaw No. 7429-2018 to rezone from RS-1 (One Family Urban Residential) to R-1 (Residential District) to permit a future subdivision of approximately two single family lots be given first reading and second reading and be forwarded to Public Hearing. 1103 2016-244-RZ, 11184, 11154 and 11080 240 Street Staff report dated February 13, 2018 recommending that 11184, 11154 and 11080 240 Street Housing Agreement Bylaw No. 7434-2018 be given first, second and third readings. Financial and Corporate Services (including Fire and Police) 1131 Parks, Recreation & Culture 1151 Festival Support Grant Recommendations 2018 Staff report dated February 13, 2018 recommending that festival support allocations for May 1 to October 31, 2018 be approved. 1152 Additional Electrical Access and Lighting in Memorial Peace Park Staff report dated February 13, 2018 recommending that funds be used for new electrical and lighting enhancements to the west side of Memorial Peace Park to improve the efficiency and usage of the overall site. Council Meeting Agenda February 13, 2018 Page 4 of 5 1153 Invitation to Host the 2020, 2021 or 2022 55+ BC Games Staff report dated February 13, 2018 recommending that the invitation received from the BC Seniors Games Society to bid on hosting the 2020, 2021 or 2022 55+ BC Games be respectfully declined. Administration 1171 Draft Tourism Strategy Staff report dated February 13, 2018 recommending that the Draft Tourism Strategy be received into the record and that the final Tourism Strategy be brought forward for consideration and approval at a future Council meeting. Other Committee Issues 1191 1200 STAFF REPORTS 1300 OTHER MATTERS DEEMED EXPEDIENT 1400 NOTICES OF MOTION AND MATTERS FOR FUTURE MEETING Council Meeting Agenda February 13, 2018 Page 5 of 5 1500 ADJOURNMENT Checked by:________________ Date: ________________ QUESTIONS FROM THE PUBLIC The purpose of the Question Period is to provide the public with an opportunity to ask questions of Council on items that are of concern to them, with the exception of Public Hearing bylaws which have not yet reached conclusion. Council will not tolerate any derogatory remarks directed at Council or staff members. Each person will be permitted 2 minutes to ask their question (a second opportunity is permitted if no one else is sitting in the chairs in front of the podium). Questions must be directed to the Chair of the meeting and not to individual members of Council. The total Question Period is limited to 15 minutes. Council reserves the right to defer responding to a question in order to obtain the information required to provide a complete and accurate response. Other opportunities are available to address Council including public hearings, delegations and community forum. The public may also make their views known to Council by writing or via email and by attending open houses, workshops and information meetings. Serving on an Advisory Committee is an excellent way to have a voice in the future of this community. For more information on these opportunities contact: Clerk’s Department at 604-463-5221 or clerks@mapleridge.ca. Mayor and Council at mayorandcouncil@mapleridge.ca. 400 Adoption and Receipt of Minutes 400 401 Minutes of Regular and Special Council Meetings 401 City of Maple Ridge SPECIAL COUNCIL MEETING MINUTES January 30, 2018 The Minutes of the Special City Council Meeting held on January 30, 2018 at 6:05 p.m. in the Blaney Room of the City Hall, 11995 Haney Place, Maple Ridge, British Columbia for the purpose of transacting regular City business. 0BPRESENT Elected Officials Appointed Staff Mayor N. Read F. Quinn, Acting Chief Administration Office and General Councillor C. Bell Manager of Public Works and Development Services Councillor Duncan K. Swift, General Manager of Parks, Recreation & Culture Councillor B. Masse L. Benson, Corporate Officer Councillor G. Robson D. Boag, Director of Parks & Facilities Councillor T. Shymkiw D. Pollock, Municipal Engineer Councillor C. Speirs Note: These Minutes are also posted on the City’s Web Site at www.mapleridge.ca 1.0 CALL TO ORDER 2.0 APPROVAL OF THE AGENDA R/2017-043 It was moved and seconded That the agenda for the January 30, 2018 Special Council Meeting be approved. CARRIED 3.0 NOTICE OF CLOSED COUNCIL MEETING R/2017-044 It was moved and seconded That the meeting following this meeting at 6:00 p.m. be closed to the public pursuant to Sections 90 (1) and 90 (2) of the Community Charter as the subject matter being considered relates to the following: Special Council Meeting Minutes January 30, 2018 Page 2 of 2 Section 90(1)(a) Personal information about an identifiable individual who holds or is being considered for a position on a Committee of Council as appointed by the municipality. Section 90(1)(e) The acquisition of land if the council considers that disclosure might reasonably be expected to harm the interests of the municipality. Section 90(1)(m) A matter that, under another enactment, is such that the public may be excluded from the meeting. Section 90(2)(b) The consideration of information received and held in confidence relating to negotiations between a provincial government and a third party. Any other matter that may be brought before the Council that meets the requirements for a meeting closed to the public pursuant to Sections 90 (1) and 90 (2) of the Community Charter or Freedom of Information and Protection of Privacy Act. CARRIED 4.0 ADJOURNMENT – 6:07 p.m. _______________________________ N. Read, Mayor Certified Correct ___________________________________ L. Benson, Corporate Officer City of Maple Ridge COUNCIL MEETING MINUTES January 30, 2018 The Minutes of the City Council Meeting held on January 30, 2018 at 7:12 p.m. in the Council Chamber of the City Hall, 11995 Haney Place, Maple Ridge, British Columbia for the purpose of transacting regular City business. 0BPRESENT Elected Officials Appointed Staff Mayor N. Read F. Quinn, Acting Chief Administrative Office and General Councillor C. Bell Manager Public Works and Development Services Councillor K. Duncan K. Swift, General Manager of Parks, Recreation & Culture Councillor B. Masse T. Thompson, Interim Director of Finance Councillor G. Robson C. Carter, Director of Planning Councillor C. Speirs L. Benson, Corporate Officer A. Gaunt, Confidential Secretary ABSENT Other staff as required Councillor T. Shymkiw C. Goddard, Manager of Development and Environmental Services B. Elliott, Manager of Community Planning A. Grochowich, Planner 1 D. Hall, Planner 2 A. Kopystynski, Planner 2 R. MacNair, Manager of Bylaw and Licensing Services Note: These Minutes are also posted on the City’s Web Site at www.mapleridge.ca The meeting was live streamed and recorded by the City of Maple Ridge Note: Councillor Duncan was not in attendance at the start of the meeting. 100 CALL TO ORDER 200 AMENDMENTS TO THE AGENDA Item 602 is withdrawn at the request of the delegation and the following item will be numbered accordingly; Item 1151 will be dealt with following Item 700 Council Meeting Minutes January 30, 2018 Page 2 of 18 300 APPROVAL OF THE AGENDA R/2018-045 It was moved and seconded That the January 30, 2018 Council Meeting agenda be amended with the withdrawal of Item 602 and the renumbering of Item 603 accordingly, that Item 1151 be dealt with following Item 700 and that the agenda as amended be approved. CARRIED Note: Councillor Duncan joined the meeting at 7:14 p.m. 400 ADOPTION AND RECEIPT OF MINUTES 401 Minutes of the Special Council Meeting of January 16, 2018 and the Regular Council Meeting of January 16, 2018 R/2018-046 It was moved and seconded That the minutes of the Special Council Meeting of January 16, 2018 and the Regular Council Meeting of January 16, 2018 be adopted as circulated. CARRIED 402 Minutes of the Public Hearing of January 23, 2018 R/2018-047 It was moved and seconded That the minutes of the Public Hearing of January 23, 2018 be adopted as circulated. CARRIED 500 PRESENTATIONS AT THE REQUEST OF COUNCIL – Nil 600 DELEGATIONS 601 Housing Opportunities in the City of Maple Ridge in Partnership with YWCA Metro Vancouver • Janet Austin, CEO Ms. Austin gave a PowerPoint presentation providing the background and history of the YWCA, the type of work done by the organization, the primary clients receiving services and the services provided to those clients. Council Meeting Minutes January 30, 2018 Page 3 of 18 Note: Item 602 Establishment of a Wellness Centre for Patients with Medical Marihauna Licences was withdrawn at the request of the delegation. Item 603 was renumbered accordingly. 602 Innovation in Emerging Cities Forum • Josef Hans Lara, Chair, Economic Development Committee Mr. Hans Lara provided a background on the Economic Development Committee and information on projects worked on by the committee in the last year. Mr. Hans Lara also provided information on an upcoming forum on Innovation in Emerging Cities scheduled for April 4, 2018. 650 QUESTIONS FROM THE PUBLIC Note: Questions from the Public are limited to 15 minutes unless extended by a motion approved by the majority of Council Wesley (no last name provided) Wesley asked if questions pertaining to the proposed Burnett Street shelter were allowed. The Mayor confirmed that as the City did not currently have an application for the property questions can be asked by the public. Wesley asked whether the City now knows why it was not involved in the selection of the property. Mayor Read advised on why the City was not involved with the Province on this location. Wesley asked if members of Council felt the public should have been consulted prior to the choice of the Burnett Street location. Mayor Read advised that Council’s position on public consultation has been well documented. Wesley asked whether it is acceptable that a shelter of this type be built in close proximity to schools. Mayor Read advised that she cannot comment on this as no application has come before Council. Wesley asked if the City has information and data about the impact of existing shelters on neighbourhoods. Mayor Read provided information on issues and acknowledged the concerns of citizens. She advised that data from the Salvation Army has been reviewed. Wesley reiterated his question on whether an official study has been done on the immediate impact of shelters on a neighbourhood. Mayor Read advised that this is a question for BC Housing. Council Meeting Minutes January 30, 2018 Page 4 of 18 Riekie Armstrong Ms. Armstrong stated that she understood that the Salvation Army is moving to Burnett Street. She asked for confirmation that the old Salvation Army will remain in the original location to provide services to seniors such as lunches and backpacks and that the new location will have more of a shelter aspect. Mayor Read advised that the City is following up with the Province to obtain more information on these plans. Ms. Armstrong expressed concern that the proposed shelter on Burnett will only be a shelter. Mayor Read advised that the proposed Burnett Street shelter is expected to contain 40 units for shelter and 40 units for supported housing. Ted Ingram Mr. Ingram referred to information shared at a public meeting organized by the Provincial Government pertaining to the proposed Burnett Street Shelter and asked whether Council will be relying on information provided by the Province. He did not feel that statistics provided by the Province on whether persons at Anita Place are residents of Maple Ridge are accurate. He expressed concern with the City relying wholly on information provided by the Province. Mayor Read encouraged Mr. Ingram to look to the homeless count of 2017 for confirmation of the statistics provided by the Province. Mr. Ingram expressed concern with misinformation and asked what an assessment is based on. He stated that the City is dealing with a population that does not want stable housing and asked why the BC Ministry of Health was not represented at the information meeting as the majority of persons requiring shelter also require health care. Mayor Read advised that representatives from Fraser Health attended the information meeting. She addressed concerns with data collection standards and information regarding persons who are homeless. She explained how the City gathered data prior to BC Housing taking over that task. Mr. Ingram felt that information residents are getting about available services are not comparable to what is being heard in the media. He compared programs which meet needs of citizens operated out of St. Paul’s and UBC Hospitals and stated that Maple Ridge does not have such programs. He reiterated his concern with the information being relied on. Council Meeting Minutes January 30, 2018 Page 5 of 18 R/2018-048 It was moved and seconded That the “Questions from the Public” session be extended 15 minutes DEFEATED Councillor Masse, Councillor Speirs, Councillor Robson - OPPOSED 700 ITEMS ON CONSENT 701 Minutes 701.1 Minutes of the Development Agreements Committee Meetings of January 15 and 23, 2018 702 Reports 702.1 Disbursements for the month ended December 31, 2017 Staff report dated January 30, 2018 recommending that the disbursements for the month ended December 31, 2017 be received for information. 702.2 2017 Council Expenses Staff report dated January 30, 2018 providing an update on Council expenses recorded to date for 2017. 702.3 Innovation in Emerging Cities Forum Staff report dated January 30, 2018 providing information on an “Innovation in Emerging Cities” event to be hosted by the Maple Ridge Economic Development Committee. 702.4 Computer Refresh Staff report dated January 30, 2018 providing information on the upcoming replacement of desktop computing equipment. 703 Correspondence Council Meeting Minutes January 30, 2018 Page 6 of 18 704 Release of Items from Closed Council Status From the January 16, 2018 Closed Council Meeting 04.01 Section 57 Notice of Title at 10481 276 Street 04.02 Agricultural Advisory Committee Membership – 2018/2019 Member Appointments 04.03 Community Heritage Commission – 2018 Term Appointments 04.04 Maple Ridge Pitt Meadows Municipal Advisory Committee on Accessibility and Inclusiveness Membership - 2018 Term Appointments 04.05 Public Art Steering Committee Membership – 2018 Term Appointments R/2018-049 It was moved and seconded That Items 701.1, 702.1, 702.2, 702.3, 702.4 and 704 on the “Items on Consent” agenda be received into the record. CARRIED Note: As per amendments to the agenda, Item 1151 was dealt with following Item 700 Items on Consent 1151 Thornhill Park Observation Well – License of Occupation Staff report dated January 30, 2018 recommending that the Corporate Officer be authorized to execute the Thornhill Park Observation Well License of Occupation for the purpose of establishing an observation well for the Grant Hill Aquifer. R/2018-050 It was moved and seconded That the Corporate Officer be authorized to execute the Thornhill Park Observation Well License of Occupation with the Ministry of Forests, Lands, Natural Resource Operations and Rural Development for the purpose of establishing an observation well for the Grant Hill Aquifer. CARRIED 800 UNFINISHED BUSINESS – Nil 900 CORRESPONDENCE – Nil Council Meeting Minutes January 30, 2018 Page 7 of 18 1000 BYLAWS Note: Items 1001 to 1004 are from the January 23, 2018 Public Hearing Bylaws for Third Reading 1001 2017-242-RZ, Home Occupation Maple Ridge Zone Amending Bylaw No. 7394-2017 To amend Part 2 Interpretation and Part 4 General Regulations of the Maple Ridge Zoning Bylaw No. 3510 – 1985 to expand and regulate home occupation opportunities to better support home occupations throughout the City Third reading R/2018-051 It was moved and seconded That Bylaw No. 7394-2017 be given third reading. CARRIED 1002 2017-281-CP, 2017-281-RZ 1002.1 2017-281-CP, 21428, 21460 and 21472 Dewdney Trunk Road Maple Ridge Official Community Plan Amending Bylaw No. 7357-2017 To amend Schedule “B” of the Official Community Plan from Urban Residential to Institutional Third reading R/2018-052 It was moved and seconded That Bylaw No. 7357-2017 be given third reading. CARRIED Councillor Robson - OPPOSED 1002.2 2017-281-RZ, 21428 Dewdney Trunk Road Maple Ridge Zone Amending Bylaw No. 7360-2017 To rezone from RS-1 (One Family Urban Residential) to P-6 (Civic Institutional) to permit expansion of the Maple Ridge Cemetery Third reading Council Meeting Minutes January 30, 2018 Page 8 of 18 R/2018-053 It was moved and seconded That Bylaw No. 7360-2017 be given third reading. CARRIED Councillor Robson - OPPOSED 1003 2015-069-RZ, 10366 240 Street Maple Ridge Zone Amending Bylaw No. 7207-2016 To rezone from RS-2 (One Family Suburban Residential) to R-3 (Special Amenity Residential District) to permit a subdivision of approximately 13 lots Third reading R/2018-054 It was moved and seconded That Bylaw No. 7207-2016 be given third reading. CARRIED 1004 2015-021-RZ, 24070 132 Avenue 1004.1 Maple Ridge Official Community Plan Amending Bylaw No. 7406-2017 To amend Silver Valley Area Plan Figure 2 from Low Density Residential and Conservation to Conservation and Low Density Residential Third reading R/2018-055 It was moved and seconded That Bylaw No. 7406-2017 be given third reading. CARRIED 1004.2 Maple Ridge Zone Amending Bylaw No. 7142-2015 To rezone from RS-3 (One Family Rural Residential) to R-1 (Residential District) to permit subdivision into approximately three single family residential lots Third reading Council Meeting Minutes January 30, 2018 Page 9 of 18 R/2018-056 It was moved and seconded That Bylaw No. 7142-2015 be given third reading. CARRIED Bylaws for Adoption 1005 2015-345-RZ, 12106 230 Street Staff report dated January 30, 2018 recommending adoption Maple Ridge Zone Amending Bylaw No. 7205-2016 To rezone from RS-1 (One Family Urban Residential) and RS-3 (One Family Rural Residential) to R-1 (Residential District) to permit subdivision into two R-1 lots not less than 538 m2 Adoption R/2018-057 It was moved and seconded That Bylaw No. 7205-2016 be adopted. CARRIED 1006 2016-223-RZ, 20434 Chigwell Street Staff report dated January 30, 2018 recommending adoption Maple Ridge Zone Amending Bylaw No. 7273-2016 To rezone from RS-1 (One Family Urban Residential) to R-1 (Residential District) to permit a future 2 lot subdivision Adoption R/2018-058 It was moved and seconded That Bylaw No. 7273-2016 be adopted. CARRIED Council Meeting Minutes January 30, 2018 Page 10 of 18 1007 2017-396-RZ, 23782 and 23810 River Road Staff report dated January 30, 2018 recommending adoption Maple Ridge Zone Amending Bylaw No. 7403-2017 A site specific text amendment to the M-2 (General Industrial) Zone, permitting off-street parking use as a principal use Adoption R/2018-059 It was moved and seconded That Bylaw No. 7403-2017 be adopted. CARRIED 1008 McVeety Local Area Service Bylaw No. 7367-2017 A Local Area Service Bylaw be authorized for enhanced landscape maintenance costs to be levied on benefitting properties Adoption R/2018-060 It was moved and seconded That Bylaw No. 7367-2017 be adopted. CARRIED 1009 Miscellaneous Finance Fees and Charges Amending Bylaw No.7413-2017 To impose a fee for the service of providing incident or investigation reports related to the Fire Department Adoption R/2018-061 It was moved and seconded That Bylaw No. 7413-2017 be adopted. CARRIED Council Meeting Minutes January 30, 2018 Page 11 of 18 1100 REPORTS AND RECOMMENDATIONS Public Works and Development Services 1101 2017-568-AL, 25237 112 Avenue, Application to Exclude Land from the Agricultural Land Reserve Staff report dated January 30, 2018 providing the option to authorize or not authorize that Application 2017-568-AL, to exclude a remnant parcel of 0.65 hectares (1.6 acre) from the Agricultural Land Reserve, go forward to the Agricultural Land Commission. D. Hall, Planner gave a power point presentation providing the following information: • Application Information • Subject Map • Official Community Plan Context • Neighbourhood Plan Context • Site Characteristics • Development Proposal 1101.1 R/2018-062 It was moved and seconded That the application not be authorized to go forward to the Agricultural Land Commission. DEFEATED Mayor Read, Councillor Bell, Councillor Masse, Councillor Robson - OPPOSED R/2018-063 It was moved and seconded That the application be authorized to go forward to the Agricultural Land Commission with a summary of Council’s comments and the staff report. CARRIED Councillor Duncan, Councillor Speirs - OPPOSED Council Meeting Minutes January 30, 2018 Page 12 of 18 1102 2017-471-RZ, 11384 207 Street, RS-1 to RT-2 Staff report dated January 30, 2018 recommending that Maple Ridge Zone Amending Bylaw No. 7404-2017 to rezone from RS-1 (One Family Urban Residential) to RT-2 (Ground-Oriented Residential Infill) to permit construction of a fourplex residential building be given first reading and that the applicant provide further information as described on Schedules C, D and E of the Development Procedures Bylaw No. 5879-1999. R/2018-064 It was moved and seconded That Bylaw No. 7404-2017 be given first reading; and That the applicant provide further information as described on Schedules C, D and E of the Development Procedures Bylaw No. 5879–1999. CARRIED 1103 2017-510-RZ, 10386 240 Street and 24028, 24022 and 24060 104 Avenue, RS-2 to RM-1 Staff report dated January 30, 2018 recommending that Maple Ridge Zone Amending Bylaw No. 7423-2018 to rezone from RS-2 (One Family Suburban Residential) to RM-1 (Townhouse Residential) to permit approximately 32 townhouses be given first reading and that the applicant provide further information as described on Schedules C, D and E of the Development Procedures Bylaw No. 5879-1999. R/2018-065 It was moved and seconded That Bylaw No. 7423-2018 be given first reading; and That the applicant provide further information as described on Schedules C, D and E of the Development Procedures Bylaw No. 5879–1999. CARRIED 1104 2017-572-RZ, 11701, 11709, 11715, 11723 and 11731 Fraser Street, RM-1 to RM-2 Staff report dated January 30, 2018 recommending that Maple Ridge Zone Amending Bylaw No. 7422-2018 to rezone from RM-1 (Townhouse Residential) to RM-2 (Medium Density Apartment Residential) to allow development of an apartment project be given first reading and that the applicant provide further information as described on Schedules A, C, D and E of the Development Procedures Bylaw No. 5879-1999. Council Meeting Minutes January 30, 2018 Page 13 of 18 A. Kopystynski, Planner gave a power point presentation providing the following information: • Application Information • Subject Map • Official Community Plan Context • Neighbourhood Plan Context • Site Characteristics • Development Proposal • Proposed Site Plan R/2018-066 It was moved and seconded In respect of Section 475 of the Local Government Act, requirement for consultation during the development or amendment of an Official Community Plan, Council must consider whether consultation is required with specifically: i. The Board of the Regional District in which the area covered by the plan is located, in the case of a Municipal Official Community Plan; ii. The Board of any Regional District that is adjacent to the area covered by the plan; iii. The Council of any municipality that is adjacent to the area covered by the plan; iv. First Nations; v. Boards of Education, Greater Boards and Improvements District Boards; and vi. The Provincial and Federal Governments and their agencies. and in that regard it is recommended that no additional consultation be required in respect of this matter beyond the early posting of the proposed Official Community Plan amendments on the City’s website, together with an invitation to the public to comment, and; That Bylaw No. 7422-2018 be given first reading; and That the applicant provide further information as described on Schedules A C, D and E of the Development Procedures Bylaw No. 5879–1999, and the additional information described in the report dated January 30, 2018. CARRIED Council Meeting Minutes January 30, 2018 Page 14 of 18 1105 2017-580-RZ, 22866 128 Avenue, RS-2 to R-1 Staff report dated January 30, 2018 recommending that Maple Ridge Zone Amending Bylaw No. 7421-2018 to rezone RS-2 (One Family Suburban Residential) to R-1 (Residential District) to permit subdivision into approximately six single-family residential lots be given first reading and that applicant provide further information as described on Schedule B of the Development Procedures Bylaw No. 5879-1999, along with information required for a Subdivision application. R/2018-067 It was moved and seconded That Bylaw No. 7421-2018 be given first reading; and That the applicant provide further information as described on Schedules B of the Development Procedures Bylaw No. 5879–1999, along with the information required for a Subdivision application. CARRIED 1106 2018-022-RZ, Zone Amending Bylaw Staff report dated January 30, 2018 recommending that Maple Ridge Zone Amending Bylaw No. 7428-2018 to prohibit the retail sale of cannabis in all zones be given first and second reading and be forwarded to Public Hearing, R/2018-068 It was moved and seconded That Bylaw No. 7428-2018 be given First and Second Reading and be forwarded to Public Hearing. CARRIED Councillor Speirs - OPPOSED 1107 2016-223-DVP, 20434 Chigwell Street Staff report dated January 30, 2018 recommending that the Corporate Officer be authorized to sign and seal 2016-223-DVP to vary the Subdivision and Development Servicing Bylaw to waive the street tree requirements, to reduce the required diameter of pipe for water service provision and to waive the requirement for underground wiring and to vary the Zoning Bylaw to reduce the interior side yard setback in the R-1 (Residential District) zone. Council Meeting Minutes January 30, 2018 Page 15 of 18 R/2018-069 It was moved and seconded That the Corporate Officer be authorized to sign and seal 2016-223-DVP respecting property located at 20434 Chigwell Street. CARRIED 1108 2017-526-DVP, 20803 Lougheed Highway Staff report dated January 30, 2018 recommending that the Corporate Officer be authorized to sign and seal 2017-526-DVP to vary the setback of a restaurant drive-through height-restricting arch element for the A&W Restaurant. R/2018-070 It was moved and seconded That the Corporate Officer be authorized to sign and seal 2017-526-DVP respecting property located at 20803 Lougheed Highway. CARRIED 1109 2017-004-DP, 23711 132 Avenue, Wildfire Development Permit Staff report dated January 30, 2018 recommending that the Corporate Officer be authorized to sign and seal 2017-004-DP to fulfill requirements of the Wildfire Development Permit Area guidelines to permit 3 single residential family lots under the RS-1b (One Family Urban [Medium Density] Residential) zone located within the Silver Valley Area Plan. R/2018-071 It was moved and seconded That the Corporate Officer be authorized to sign and seal 2017-004-DP respecting property located at 23711 132 Avenue. CARRIED Note: Councillor Masse excused himself from discussion of Item 1110 at 8:46 p.m.as his property is located next to the property in the application. 1110 2014-074-CU, 22245 Lougheed Highway, Temporary Commercial Use Permit Renewal Staff report dated January 30, 2018 recommending that Temporary Commercial Use Permit 2014-074-CU respecting property at 22245 Lougheed Highway be renewed and re-issued for a period of three years and that the Corporate Officer be authorized to sign and seal the renewed permit. Council Meeting Minutes January 30, 2018 Page 16 of 18 R/2018-072 It was moved and seconded That Temporary Commercial Use Permit 2014-074-CU, respecting property located at 22245 Lougheed Highway, be renewed and re-issued for an additional three years and that the Corporate Officer be authorized to sign and seal the renewed permit. CARRIED Note: Councillor Masse returned at 8:46 p.m. 1111 Contract Renewal Award: Traffic Flagging Services Staff report dated January 30, 2018 recommending that the Traffic Flagging Services under RFP-OP14-45 contracts be renewed with Go Traffic Management Inc., Ansan Industries Ltd., and BCRS Road Safe Inc., for an additional one year period and that the Corporate Officer be authorized to execute the contracts. R/2018-073 It was moved and seconded That the “Traffic Flagging Services under RFP-OP14-45’ contracts be renewed with Go Traffic Management Inc., Ansan Industries Ltd., and BCRS Road Safe Inc., for an additional one year period and furthermore, that the Corporate Officer be authorized to execute the contracts. CARRIED Financial and Corporate Services (including Fire and Police) – Nil Parks, Recreation & Culture Note: Item 1151 was dealt with following Item 700 1151 Thornhill Park Observation Well – License of Occupation 1152 Maple Ridge Pitt Meadows Arts Council Society’s Operating and Lease Agreements – Renewal Staff report dated January 30, 2018 recommending that the Maple Ridge Pitt Meadows Arts Council Society’s Operating and Lease Agreement dated January 1, 2018 be approved for a three year term and that the Corporate Officer be authorized to execute the agreement. Council Meeting Minutes January 30, 2018 Page 17 of 18 R/2018-074 It was moved and seconded That the Maple Ridge Pitt Meadows Arts Council Society’s Operating and Lease Agreements dated January 1, 2018 be approved for a three year term; and That the Corporate Officer be authorized to execute the agreement. CARRIED 1153 Haney Farmers Market Society Operating Agreement – Renewal Staff report dated January 30, 2018 recommending that the Haney Farmers Market Society Operating Agreement dated January 1, 2018 be approved for a three year term and that the Corporate Officer be authorized to execute the agreement. R/2018-075 It was moved and seconded That the Haney Farmers Market Society’s Operating Agreement dated January 1, 2018 be approved for a three year term; and, That the Corporate Officer be authorized to execute the agreement. CARRIED Administration – Nil Other Committee Issues – Nil 1200 STAFF REPORTS – Nil Council Meeting Minutes January 30, 2018 Page 18 of 18 1300 OTHER MATTERS DEEMED EXPEDIENT– Nil Councillor Robson expressed concern with zoning and the Ministry of Transportation’s property along the Haney Bypass. R/2018-076 It was moved and seconded That staff be directed to obtain a legal opinion on the zoning of the Ministry of Transportation’s property along the Haney Bypass. CARRIED Councillor Duncan - OPPOSED 1400 NOTICES OF MOTION AND MATTERS FOR FUTURE MEETINGS – Nil 1500 ADJOURNMENT – 8:50 p.m. _______________________________ N. Read, Mayor Certified Correct ___________________________________ L. Benson, Corporate Officer 700 ITEMS ON CONSENT 700 701 Minutes 701 701.1 Development Agreements Committee 701.1 701.2 Minutes of Meetings of Committees and Commissions of Council 701.2 1100 Reports and Recommendations 1100 City of Maple Ridge TO: Her Worship Mayor Nicole Read MEETING DATE: February 13, 2018 and Members of Council FILE NO: 2017-574-AL FROM: Chief Administrative Officer MEETING: Council SUBJECT: Application to Exclude Land fro m the Agricultural Land Reserve 12791 232 Street EXECUTIVE SUMMARY: An application has been received under Section 30 (1) of the Agricultural Land Commission Act to exclude approximately 0.40 hectares (1 acre) of land from the Agricultural Land Reserve. The Applicant’s submission conforms with the notice of application requirements of the Agricultural Land Commission. In 2011, the Agricultural Land Commission (ALC) identified the subject property as a remnant parcel suitable for exclusion from the Agricultural Land Reserve (ALR). Consistent with Commission direction, the property owner has made this application to remove the property from the ALR. For a combination of reasons, including parcel size (less than 0.8 ha, or 2 acres), date of legal plan (prior to 1972), and having a separate title, the subject property is also exempt from the regulations of the Agricultural Land Commission1. The application has been received under Section 30 (1) of the Agricultural Land Commission Act. The applicant’s submission conforms with the notice of application requirements of the ALC. As this application is consistent with the ALC’s direction, it could be considered supportable. If excluded, the property will retain its agricultural designation in both the Official Community Plan (OCP) and Regional Growth Strategy (RGS). For this reason, the property could not be further developed without amending these municipal and regional plans. Properties in this vicinity of the southwest corner of 232nd Street and 128th Avenue have been identified by Council as having employment generating potential. Any subsequent development proposal for this property will need to be reviewed in this context. 1Link to Commission policy for exemption for small parcels: https://www.alc.gov.bc.ca/assets/alc/assets/legislation-and-regulation/policies/alc_-_policy_p-02_- _parcels_less_than_2_acres.pdf 1101 - 2 - RECOMMENDATION: The following resolutions are provided for Council’s consideration: a) That the application not be authorized to go forward to the Agricultural Land Commission; b) That the application be authorized to go forward to the Agricultural Land Commission with a summary of Council’s comments and the staff report. DISCUSSION: a) Background Context: Applicant: Paul Hayes Legal Description: Lot 44 Section 20 Township 12 NWD Plan 30199 OCP : Existing: Agricultural Zoning: Existing: RS-2 (One Family Suburban Residential) Surrounding Uses North: Use: Suburban Residential Zone: RS-2 Suburban Residential Designation Estate Suburban Residential South: Use: Rural Residential Zone: Split zoned RS-2 and RS-3 Designation: Agricultural East: Use: Rural Residential Zone: RS-2 Suburban Residential Designation: Agricultural West: Use: Farm and residential Zone: Split zoned RS-2 and RS-3 Designation: Agricultural Existing Use of Property: Vacant Proposed Use of Property: Not explicitly stated Site Area: 0.4 hectares (1 acre) Access: 232nd Street b) Project Description: The subject property is zoned RS-2 (One Family Suburban Residential). The subject property is a corner lot with road frontage on both 232nd Street and 128th Avenue. The adjacent block of properties to the south and west of the subject properties have either been excluded or have been recommended for exclusion from the Agricultural Land Reserve by the Agricultural Land Commission. This exclusion application does not provide an explicit development proposal. - 3 - c) Planning Analysis: On July 19, 2004, a report for processing exclusion applications was received by Council outlining legal implications and the local government’s role in processing applications for excl usion from the Agricultural Land Reserve. Council resolved to consider the following options for referring applications to the Agricultural Land Commission: The application be authorized to go forward to the Agricultural Land Commission with no comment. The application be authorized to go forward to the Agricultural Land Commission with comments. The application be authorized to go forward to the Agricultural Land Commission with a recommendation to exclude the property with or without comments. The application be authorized to go forward to the Agricultural Land Commission with a recommendation to not exclude the property with or without comments. The application not be authorized to go forward to the Agricultural Land Commission. The process for decision making on applications for exclusion from the Agricultural Land Reserve was further refined by Council at their February 14, 2005 Workshop. At that time, Council resolved that the process for referring applications for exclusion to the Agricultural Land Commission include the following options: a) That the application not be authorized to go forward to the Agricultural Land Commission; b) That the application be authorized to go forward to the Agricultural Land Commission with a summary of Council’s comments and the staff report. The above resolution forms the recommendations presented in this staff report. Remnant Properties – Commission Resolution In 2011, the Agricultural Land Commission identified certain properties within the City as appropriate for exclusion under ALC Resolution 2635/2011, made on October 27, 2011. This resolution invited the City to submit a local government application for exclusion for remnant areas “identified by the Commission as being unsuitable for agriculture”. The identification of these properties for exclusion stems from the Commission’s interest in maintaining an Agricultural Land Reserve that accurately reflects agricultural capability and suitability of properties contained within it. The subject property was included in the list of the remnant properties as suitable for exclusion from the ALR. Affected property owners were notified by the City of their potenti al for exclusion in correspondence dated September 9, 2013. At the time, the Commission anticipated but did not - 4 - require that the exclusion of these properties would proceed through a local government exclusion application. As an alternative, individual property owners have the right to pursue exclusion applications on their own. The City of Maple Ridge recognizes the jurisdiction of the ALC for the ALR properties within City boundaries. Towards this end, Policy 6-5 of the OCP states the following: Maple Ridge will collaborate with other agencies, such as the Agricultural Land Commission, the Ministry of Agriculture, and the Greater Vancouver Regional District to promote and foster agriculture. In this instance, as the Agricultural Land Commission indicated support for its removal from the ALR under Commission Resolution, this application could be considered supportable. Development Implications The subject property is at the southwest corner of 128th and 232nd. The adjacent properties within this quadrant have either been removed from the Agricultural Land Reserve, or recommended for exclusion by the Agricultural Land Commission. The parcels that have been excluded are designated Urban in the Regional Growth Strategy yet retain their Agricultural designation in the Official Community Plan. For this reason, Council has the option to amend this land use designation for urban uses without first seeking Regional approvals. The Maple Ridge Commercial and Industrial Strategy, endorsed by Council in August 2014, noted that this block of properties, comprising 20 to 24 hectares (50 to 60 acres), could have potential for light industrial and office park uses. These would be low impact use s that would be compatible in close proximity to residential uses. Recognizing this potential, on May 10, 2016, Council passed the following resolution: That staff be directed to prepare an Official Community Plan Amending Bylaw to designate the lands identified in Strategy #4: 232 Street / 128th Avenue in the Commercial & Industrial Strategy: 2012-2042 (August 2014) “Industrial” for “Mixed Employment” use, allowing for a small amount of land along the western edge of the area to be designated “Urban Residential”, to complete the 126B Avenue, 127 Place and 127th Avenue road network and provide a transition between existing residential and future employment land uses. Any future development proposal, should this property be excluded, should be reviewed in this context. The subject property is strategically located at a busy intersection and could be considered for a range of uses. However, no rezoning of the subject property could take place without first amending its land use designation in an OCP amendment. A Regional Growth Strategy Amendment would also be required. By forwarding this application to the ALC, Council is under no obligation to approve any future applications for further development of the subject property. - 5 - d) Citizen Implications: No comments have been received at the time of writing this report. If this application is forwarded to and approved by the ALC, the subject property would retain its agricultural designation and would be limited to the provisions of the existing RS-2 (One Family Suburban Residential) zone for subdivision requirements and land uses. Any rezoning application would be required to provide opportunities for public input. Alternatives: This application to exclude the subject property is consistent with ALC direction and is there fore supportable. However, Council has the option of denying this application from proceeding to the ALC. CONCLUSION: This application is for a property that is both exempt from the regulations of the Agricultural Land Commission and has been recommended for exclusion by the ALC. Based on Council direction, the surrounding properties may in future be developed for urban employment generating purposes. There may be similar future options for this strategically located property. The recommendation of this exclusion application is consistent with Council’s direction. “Original signed by Diana Hall” _______________________________________________ Prepared by: Diana Hall, MA, MCIP, RPP Planner 2 “Original signed by Christine Carter” _______________________________________________ Approved by: Christine Carter, M.PL, MCIP, RPP Director of Planning “Original signed by David Pollock” for _______________________________________________ Approved by: Frank Quinn, MBA, P. Eng GM: Public Works & Development Services “Original signed by Paul Gill” _______________________________________________ Concurrence: Paul Gill, CPA, CGA Chief Administrative Officer The following appendices are attached hereto: Appendix A – subject map Appendix B – ortho map DATE: Feb 6, 2018 FILE: 2017-574-AL 12791 232 STREET PLANNING DEPARTMENT SUBJECT PROPERTY 232 ST128 AVE ´ Scale: 1:2,000 BY: PC Legend Stream Ditch Centreline Lake or Reservoir APPENDIX A DATE: Feb 6, 2018 FILE: 2017-574-AL 12791 232 STREET City of PittMeadows District of Langley District of MissionFRASER R. ^ PLANNING DEPARTMENT SUBJECT PROPERTY 232 ST128 AVE Aerial Imagery from the Spring of 2016´ Scale: 1:2,000 BY: PC APPENDIX B -1 - City of Maple Ridge TO: Her Worship Mayor Nicole Read MEETING DATE: February 13, 2018 and Members of Council FILE NO: 2017-527-RZ FROM: Chief Administrative Officer MEETING: Council SUBJECT: First and Second Reading Zone Amending Bylaw No. 7429-2018; 21322 121 Avenue EXECUTIVE SUMMARY: An application has been received to rezone the subject property located at 21322 121 Avenue from RS-1 (One Family Urban Residential) to R-1 (Residential District), to permit a future subdivision of approximately two single family lots. This application is in compliance with the Official Community Plan. Pursuant to Council policy, this application is subject to the Community Amenity Contribution Program, and a CAC contribution is required for the second lot at a value of $5100.00. The applicant is requesting that Council grant first and second reading together. RECOMMENDATIONS: 1)That Zone Amending Bylaw No. 7429-2018 be given first and second reading, and be forwarded to Public Hearing; 2)That the following terms and conditions be met prior to final reading: i)Road dedication on 121 Avenue as required; ii)Registration of a Restrictive Covenant for Stormwater Management; iii)Registration of a Tree Preservation Protection Covenant; iv)Removal of existing buildings; v)In addition to the site profile, a disclosure statement must be submitted by a Professional Engineer advising whether there is any evidence of underground fuel storage tanks on the subject property. If so, a Stage 1 Site Investigation Report is required to ensure that the subject property is not a contaminated site. vi)In accordance with Council’s Community Amenity Contribution (CAC) Program Policy 6.31 this application is subject to a CAC contribution. 1102 - 2 - DISCUSSION: 1) Background Context: Applicant: True Light Building & Development Ltd Legal Description: West 100 feet, Lot 3, District Lot 248, New Westminster District Plan 7499 OCP: Existing: RES (Urban Residential) Zoning: Existing: RS-1 (One Family Urban Residential) Proposed: R-1 (Residential District) Surrounding Uses: North: Use: Residential Zone: RS-1 (One Family Urban Residential) Designation: Urban Residential South: Use: Park Zone: RS-1 (One Family Urban Residential) Designation: Park East: Use: Residential Zone RS-1 (One Family Urban Residential) Designation: Urban Residential West: Use: Residential Zone: RS-1 (One Family Urban Residential) Designation: Urban Residential Existing Use of Property: Single Family Residential Site Area: 1020 m2 (0.25 acre) Access: 121 Avenue Servicing: Urban or Rural Standard Urban Standard Companion Applications: 2017-527-SD 2) Project Description: The subject property located at 21322 121 Avenue is approximately 1020m2 in area. The property is generally flat and currently bounded by single family residential properties to the north, east and west, and Lion’s Park to the south. The subject property has access off of 121 Avenue to the north. (See Appendices A and B) The application is proposing to rezone the subject property from RS-1 (One Family Urban Residential) to R-1 (Residential District), to permit future subdivision into two single family lots, not less than 462m2. (See Appendix C) The lots are proposed to be accessed from 121 Avenue, which road is considered a Major Corridor. (See Appendix D) - 3 - 3) Planning Analysis: i) Official Community Plan (OCP): The subject property is designated Urban Residential in the OCP. This land use designation permits a range of housing types within the Urban Area Boundary. Infill and densification may be possible based on compatibility and locational criteria on properties which can be fully serviced to municipal standards. The subject property has road frontage on an existing Major Corridor as identified in Figure 4 in the OCP and is therefore characterized as Major Corridor Residential. The Urban Residential Major Corridor designation allows for ground -oriented housing forms, such as single detached dwellings, garden suites, duplexes, triplexes, fourplexes, townhouses, apartments, or small lot intensive residential, subject to compliance with Major Corridor Residential Infill policies. The proposed rezoning to R-1 (Residential District) and two lot subdivision is in compliance with the land use designation. ii) Zoning Bylaw: The current application proposes to rezone the subject property from RS-1 (One Family Urban Residential) to R-1 (Residential District), to permit future subdivision into two single family lots. The proposed development meets the minimum zoning requirements for the R-1 (Residential District) zone, which include a minimum area of 371 m2, a minimum width of 12 meters and a minimum depth of 24 meters. iii) Advisory Design Panel: Advisory Design Panel (ADP) review is not required for R-1 (Residential District) single family developments. iv) Development Information Meeting: Pursuant to Policy 6.20, a Development Information Meeting is not required, as the applicant is not proposing for 5 or more dwelling units, and an OCP amendment is not required. v) Parkland Requirement: As there will not be more than one additional lot, park dedication requirements of Section 510 of the Local Government Act do not apply. 4) Environmental Implications: A survey has been provided, showing all trees on site. A Tree Inventory report is further required, to determine if a Tree Cutting Permit should be submitted, and which trees require a protection covenant. 5) Interdepartmental Implications: i) Engineering Department: The Engineering Department has reviewed the development plans and has provided a review dated January 02, 2018 together with a Preliminary Cost Estimate dated December 29, 2017. Road dedication is required, and in-trust contributions will be required at the Subdivision stage. A Rezoning Servicing Agreement is not required. - 4 - ii) License, Permits and Bylaws Department: The property is located within the Fraser River Escarpment (FRE), therefore on-lot infiltration will not be permitted. A stormwater management plan has been provided, and a Registered Covenant for Stormwater Management is required as a condition of rezoning. CONCLUSION: It is recommended that first and second reading be given to Zone Amending Bylaw No. 7429-2018, and that application 2017-527-RZ be forwarded to Public Hearing. “Original signed by Therese Melser” _______________________________________________ Prepared by: Therese Melser Planning Technician “Original signed by Christine Carter” _______________________________________________ Approved by: Christine Carter, M.PL, MCIP, RPP Director of Planning “Original signed by David Pollock” for _______________________________________________ Approved by: Frank Quinn, MBA, P.Eng GM: Public Works & Development Services “Original signed by Paul Gill” _______________________________________________ Concurrence: Paul Gill, CPA, CGA Chief Administrative Officer The following appendices are attached hereto: Appendix A – Subject Map Appendix B – Ortho Map Appendix C – Zone Amending Bylaw No. 7429-2018 Appendix D – Proposed Subdivision Plan DATE: Nov 9, 2017 2017-527-RZ 21322 122 Avenue City of PittMeadows District of Langley District of MissionFRASER R. ^PLANNING DEPARTMENT SUBJECT PROPERTY 121 AVE. ´ Scale: 1:1,500 BY: JV APPENDIX A DATE: Nov 9, 2017 2017-527-RZ 21322 122 Avenue City of PittMeadows District of Langley District of MissionFRASER R. ^PLANNING DEPARTMENT SUBJECT PROPERTY 121 AVE. Aerial Imagery from the Spring of 2016´ Scale: 1:1,500 BY: JV APPENDIX B CITY OF MAPLE RIDGE BYLAW NO. 7429-2018 A Bylaw to amend Map "A" forming part of Zoning Bylaw No. 3510 - 1985 as amended ______________________________________________________________________________ WHEREAS, it is deemed expedient to amend Maple Ridge Zoning Bylaw No. 3510 - 1985 as amended; NOW THEREFORE, the Municipal Council of the City of Maple Ridge enacts as follows: 1.This Bylaw may be cited as "Maple Ridge Zone Amending Bylaw No. 7429-2018." 2.That parcel or tract of land and premises known and described as: West 100 feet Lot 3 District Lot 248 Group 1 New Westminster District Plan 7499 and outlined in heavy black line on Map No. 1748 a copy of which is attached hereto and forms part of this Bylaw, is hereby rezoned to R-1 (Residential District). 3.Maple Ridge Zoning Bylaw No. 3510 - 1985 as amended and Map "A" attached thereto are hereby amended accordingly. READ a first time the day of , 20 READ a second time the day of , 20 PUBLIC HEARING held the day of , 20 READ a third time the day of , 20 APPROVED by the Ministry of Transportation and Infrastructure this day of , 20 ADOPTED, the day of , 20 _____________________________ ____________________________ PRESIDING MEMBER CORPORATE OFFICER APPENDIX C GLENWOOD214 ST.McINTYRE CT. AVE. CAMPBELL AVE. 121 AVE.McINTYRE CT.ROADLAITY ST.212202132512047 12106212992132821334 12028 12115 213092132312116 12209 120361203912156 12018 12056 12090 2129512023 2134912095 12189 12013 2138521210213222140512085 12112 213201207121301214161218021207 12203 21314120422138712079 12098 12111 12089 2136612061 21240213111205512022 1 2 0 8 9 12050 213271207512086 212972131912200 12073 12026 12167 12192 12191 2140521292120672124712105 12070 12157 12031 12168 213802129012204 1 2 0 3 2 2134012128 1209421361 2138612070 2140612077 12116 2130012062 12083 12186 12050 2141012037 21410 12038 21411213282136912015 12106 213512133312152 12145 2128212138 2135221378214202138212116 1201121241 2132112014 1208312063212301215312047121962123112093 12044 213121 2 0 8 112059120511208121340 120442122112101 2131812161 1 2 0 8 7 12171 21395255 240 2365 41 Rem N 180' E 182 Rem N 1/2 4 109 303 186 6 4 Rem 3E 66'4 3 234153 300 246 71 224 237 3 Rem 2 152 "A" 252 110 253 Pcl.7 221 242 17 of S 1/2 222 256 E 1/2 1 3 1 56 Rem 1 Rem 1 1 57 Rem 619 360 254 220 4 125 2 W 100'245 2 116 358 of 418 244 8 223 3 5 302 304 Rem 4299 225 2 3 2352 67 28B Rem 2 238 226 124 3 3 229 3 5 1 E 60' 67 241 243 A of 2 of 32 4 230 1 4 181 1 122 68 42 54 D 233 66 1 28 231 1 2 1 A 20 W 1/22 2 301 3 A C 2 258 359 2 257 130 232 6 40 228 6PARK114P 70721P 9327P 9922 LMP 41338P 37889P 9922P 62355 P 60100P 47383 P 17823 P 53420 P 32505 LMP 5768 P 70721 P 7499 P 48995 P 4701 P 56896P 56896 (EPS 1953) EP16285 P 7499 P 21731 P 7499 P 47383 P 59003 P 14973BCP 16192P 14112 P 56896 P 36519 P 7499 P 17823 P 21731P 57980P 8790 BCP 24100P 39673 P 9922EPP 63666P 25193P 39970 P 56896 BCP 303 P 7499 P 31354P 47517 P 25193P 46672P 74504 P 78718P 57980 P 14973P 9922 LMP18262 LMP 16052P 19202P 21731 P 53420 P 3460 P 57980P 14686LMP 39238P 62150E P 5 7 9 8 1EPP 58502EP 53421 LMP 29660 LMP 38783 LMP 39636EP 82966 LMP 5769LMP 38963LMP 20581 RW 18394 EP 22712LMP 39238BCP 48657EP 53421 RW 18394 121 AVE. ´ SCALE 1:2,000 MAPLE RIDGE ZONE AMENDINGBylaw No. Map No. From: To: RS-1 (One Family Urban Residential) R-1 (Residential District) 7429-20181748 D.K. B O W I N S & A S S O C I A T E S INC.8 9 5 5 E M I R Y S T R E E T, M I S S I O N , B.C.V 4 S 1 A 6 FAX: 6 0 4 - 8 2 6 -4 3 9 9 , FAX: 6 0 4 - 8 2 6 - 3 3 1 6EMAIL: d b o w i n s @ s h a w . c aAPPENDIX D City of Maple Ridge TO: Her Worship Mayor Nicole Read MEETING DATE: February 13, 2018 and Members of Council FILE NO: 2016-244-RZ FROM: Chief Administrative Officer MEETING: Council SUBJECT: Housing Agreement Bylaw No. 7434-2018 11184, 11154, and 11080 240 Street First, Second, and Third Reading EXECUTIVE SUMMARY: The subject properties, located at 11184, 11154 240, and 11080 240 Street (see Appendix A), are subject to being rezoned to RM-1 (Townhouse Residential) and C-5 (Village Commercial). The Commercial portion of this development proposal will have 8 rental housing units on the second storey. A condition of the zoning application is that these rental dwelling units are secured as rental housing in perpetuity through a legal agreement. To authorize the City to enter into a Housing Agreement, the attached authorizing bylaw (see Apendix B) is being brought forward to Council for first, second and third reading. A Public Hearing is not required. Once the other terms and conditions of application 2016-244-RZ are fulfillled by the applicant, this Housing Agreement bylaw will be brought forward for final reading at the same meeting as the final reading for Maple Ridge Zone Amending Bylaw No. 7434-2018. RECOMMENDATIONS: That 11184, 11154, and 11080 240 Street Housing Agreement Bylaw No. 7434-2018 be given first, second and third reading. DISCUSSION: a)Background Context: Applicant: Streetside Developments Legal Description: Lot: 9, Section: 10, Township: 12, Plan: NWP809, Lot: 1, Block: 9, Section: 10, Township: 12, Plan: NWP17613, Lot: 1, Section: 10, Township: 12, Plan: NWP17613 OCP: Existing: MRES (Medium Density Residential), Commercial, Conservation Proposed: Medium Density Residential, Neighbourhood Commercial, Conservation Zoning: Existing: RS-3 (One Family Rural Residential) Proposed: RM-1 (Townhouse Residential), C-5 (Village Centre Commercial) 1103 - 2 - Surrounding Uses: North: Use: Vacant Zone: RS-3 (One Family Rural Residential) Designation: Low Density Residential, Medium Density Residential, and Conservation South: Use: 2 properties, duplex and single family Zone: RS-3 (One Family Rural Residential) Designation: Low Medium Density Residential and Conservation East: Use: 18 properties, neighbourhood commercial and street townhouse residential Zone: C-1 Neighbourhood Commercial and RST Street Townhouse Residential Designation: Commercial and Urban Residential West: Use: Vacant Zone: RS-3 (One Family Rural Residential) Designation: Institutional and Conservation. Existing Use of Property: 1 single family house on one of the 3 parcels Proposed Use of Property: Commercial and Townhouse residential Site Area: 4.5 HA. (11 acres) Access: 112th Avenue or 240th Street Servicing requirement: Urban Standard Companion Applications: 2016-244-DP (WPDP), 2016-244-DVP (setbacks), 2017-027-DP (Commercial DP), 2017-012-DP (MFDP) b) Project Description: Under Section 483 of the Local Government Act, the City may enter into Housing Agreements. These agreements may include terms and conditions agreed to by the City and a land owner regarding the occupancy of the housing units identified in such agreements, including the form of tenure of the housing units. Authorization to enter such agreements requires an authorizing bylaw. The subject properties are being developed to accommodate a townhouse development and commercial building with second storey rental housing (8 units). A condition of the rezoning application is that the second storey rental housing units would be protected in perpetuity. This is consistent with Policy 3-32 of the Official Community Plan which states that “Maple Ridge supports the provision of affordable, rental and special needs housing throughout the District.” The agreement to be authorized by this bylaw is appended with the authorizing bylaw to this report as Appendix B. It has been reviewed and accepted by the land owner. In addition to the bylaw, the agreement will be registered as a restrictive covenant, and a notice of the Housing Agreement will be filed on Title by the City in the Land Title Office, in accordance with subsection 483 (5) of the Local Government Act. To allow this rezoning application to proceed, the applicant has agreed to enter into a Housing Agreement to allow for the 8 rental housing dwelling units in this proposed development to be secured as rental accommodation. Provision of this rental housing will meet a recognized community need. - 3 - The Local Government Act requires an authorizing bylaw for a municipality to enter into such Housing Agreements. Therefore, Council is required to consider granting first, second and third reading for the 11184, 11154, and 11080 240 Street Housing Agreement Bylaw No. 7434-2018. Final adoption would be considered by Council at a later date, concurrently with final reading for Zone Amending bylaw 7276-2016 and OCP Amending Bylaw 7381-2016. “Original signed by Chuck Goddard” for _______________________________________________ Prepared by: Diana Hall, M.A., MCIP, RPP Planner 2 “Original signed by Christine Carter” _______________________________________________ Approved by: Christine Carter, M.PL, MCIP, RPP Director of Planning “Original signed by David Pollock” for _______________________________________________ Approved by: Frank Quinn, MBA, P. Eng GM: Public Works & Development Services “Original signed by Paul Gill” _______________________________________________ Concurrence: Paul Gill, CPA, CGA Chief Administrative Officer The following appendices are attached hereto: Appendix A – Subject Map Appendix B – Ortho Map Appendix C – 11184, 11154, and 11080 240 Street Housing Agreement Bylaw No. 7434-2018 DATE: Jun 30, 2016 FILE: 2016-244-RZ BY: PC PLANNING DEPARTMENT SUBJECT PROPERTIES ´ Scale: 1:3,000 11080, 11154 & 11184 240 STREET 110 AVE Legend Stream Ditch Centreline Edge of Marsh Indefinite Creek River Centreline Lake or Reservoir Marsh APPENDIX A City of PittMeadows District of Langley District of MissionFRASER R. ^ DATE: Jun 30, 2016 FILE: 2016-244-RZ BY: PC PLANNING DEPARTMENT SUBJECT PROPERTIES ´ Scale: 1:3,000 11080, 11154 & 11184 240 STREET Aerial Imagery from the Spring of 2015 110 AVE APPENDIX B CITY OF MAPLE RIDGE BYLAW NO. 7434-2018 A Bylaw to authorize the City of Maple Ridge to enter into a Housing Agreement for 11184, 11154, and 11080 240 Street. ______________________________________________________________________________ WHEREAS pursuant to Section 483 of the Local Government Act, as amended, Council may, by bylaw, enter into a housing agreement under that Section; AND WHEREAS Council and Streetside Developments wishes to enter into a housing agreement for the subject properties at for 11184, 11154, and 11080 240 Street; NOW THEREFORE, the Municipal Council of the City of Maple Ridge enacts as follows: This Bylaw may be cited as “11184, 11154, and 11080 240 Street Housing Agreement Bylaw No. 7434-2018”. 1.By this Bylaw Council authorizes the City to enter into a housing agreement with Streetside Developments (BC) Limited, in respect to the following land: Lot: 9, Section: 10, Township: 12, Plan: NWP809, Lot: 1, Block: 9, Section: 10, Township: 12, Plan: NWP17613 Lot: 1, Section: 10, Township: 12, Plan: NWP17613 2.The Mayor and Corporate Officer are authorized to execute the housing agreement and all incidental instruments on behalf of the City of Maple Ridge. 3.Schedule A, attached to this Bylaw, is incorporated into and forms part of this Bylaw. 4.This bylaw shall take effect as of the date of adoption hereof. READ a first time the day of , 20 READ a second time the day of , 20 READ a third time the day of , 20 ADOPTED, the day of , 20 . _____________________________ ____________________________ PRESIDING MEMBER CORPORATE OFFICER APPENDIX C 1 City of Maple Ridge TO: Her Worship Mayor Nicole Read MEETING DATE: February 13, 2018 and Members of Council FROM: Chief Administrative Officer MEETING: Council SUBJECT: Festival Grant Program Recommendations – Intake One EXECUTIVE SUMMARY: With the support provided by the City’s Festival Grant Program, 2017 was a stellar event year. The Program represents municipal support (financial and/or in-kind) to community groups that allows them to leverage additional support from sponsors, businesses, foundations and other levels of government through fundraising and other event revenue generating efforts. Applications for festival support were reviewed by an internal Festival Grant Committee on January 16, 2018, and evaluated with reference to the benefit criteria outlined in the Festival Support Policy (“the Policy”). The financial documentation supplied by the applicants was also examined to ensure that event organizers had clearly demonstrated the need and justification for financial support. The Committee’s detailed recommendations for support allocations are outlined in the summary chart (Attachment 1). Council recently expressed interest in having a conversation about how to continue to grow and improve festival offerings, and staff will be bringing this discussion forward in the next while. RECOMMENDATION: That festival support allocations totaling $76,620 for May 1 to October 31, 2018, as outlined in Attachment 1 to the Festival Grant Program Recommendations – Intake One report dated February 13, 2018, be approved. DISCUSSION: a)Background Context: The Festival Grant Committee reviewed the applications submitted to the annual Festival Support Grant Program using criteria outlined in the Festival Support Policy to ensure alignment of festivals with tourism, economic development and parks. The committee was comprised of parks, economic development and cultural services staff including Yvonne Chui, Manager of Arts & Community Connections; Kathryn Baird, Recreation Coordinator, Volunteers & Special Events; Valoree Richmond, Manager of Parks Planning & Operations; and Lino Siracusa, Manager of Economic Development. Applicants are mainly non-profit and/or charitable organizations in our community, or have a regional mandate that includes the delivery of services and programs in Maple Ridge. Ten eligible community festival funding applications for events taking place May 1 to October 31 were reviewed, and a total amount of $16,500 is recommended by the Committee for allocation to large, medium and small festivals. Of note, the Maple Ridge Caribbean Festival Society is recommended to maintain a $7,000 grant that will still enable inclusion of some pre-event 1151 2 performances downtown to replace the Canada 150 programming from last year, and small increases of $200 each to GETI Society and Family Education & Support Centre’s Multiculturalism Day to recognize their growing appeal, attendance numbers and need for logistical support. A new small grant request from the Ridge Meadows Multicultural Society for a Canada Day parade on July 1 will be integrated into the Canada Day civic event budget. The grant amount for The Emerald Pig Theatrical Society was maintained at the 2017 level as the Society will receive additional civic support through the Cultural Facilities Rental Grant Program for their production costs for the Bard on the Bandstand event. 2017 marked Canada’s 150th anniversary of Confederation and was an opportunity to recognize the deep connection and long history of First Nations on their traditional territories. This included many free special events and activities held throughout the year that drew thousands of additional people to explore our community thanks to partial support from the Government of Canada, Province of BC, sponsorships and partnerships. It resulted in a banner year for special events and festivals with record attendance (close to 200,000 people attended, up 25%). In particular, the additional Canada 150 grant funding helped to enhance cultural programs and partnerships for civic signature events that were very well received by the community based on public feedback. To maintain a similar level of program quality for 2018, Council approved an additional $25,000 towards civic events for this calendar year. In consideration of this information, the Committee reviewed the three civic signature events and one partnership funding request, and a total amount of $52,620 is recommended to be allocated towards Canada Day, Celebrate the Night & Fireworks, Remembrance Day and National Aboriginal Day. The growth of these special events will contribute towards further building Maple Ridge as a destination that is rich with cultural experiences and diverse activities for families and people of all ages, while building a positive reputation to attract new residents and businesses. The Agricultural Association and Haney Farmers Market Society are under operating grant agreements in which their allocations through the festival grant program have been set through their respective agreements. The Agricultural Association was funded $6000 for the annual Country Fest Fair that will include additional new activities to replace Canada 150 programming, and the Haney Farmers Market Society was funded $1500. In the grassroots and new events category, the Committee recognizes the increased production costs of events and recommends an increase from the $300 maximum amount in this category to $500 which reflects best practices in other municipalities with similar grant support programs. Staff review applications for grassroots and new events throughout the year and allocate funding on an on-going basis as per the Policy. Based on previous year’s grant requests, the Committee is recommending that $14,143 be held back for the second intake of festival support grant applications for annual festivals, grassroots events and new events taking place between November 1, 2018 and April 30, 2019. The Committee noted that community events are continuing to grow and develop in popularity and complexity while costs for insurance, traffic management, safety needs, public health and marketing continue to increase. Community groups are creative and innovative in their efforts to attract support from the community that includes volunteers, businesses and partners. The Festival Support Grant Program is a civic tool to build stronger community capacity, engagement and connections. Staff will be bringing a report forward to Council in the next while with suggestions and to dialogue on how to improve festival offerings. 3 b) Desired Outcome: Community festivals provided by volunteer festival organizers are successful and effective, supporting opportunities for citizens to connect with, engage in, and contribute to a positive community. It is recognized that engaged citizens who are involved in planning spec ial events and activities in their community tend to have an increased sense of belonging, pride and inclusion , and stronger interest to live, work and play in the community. c) Strategic Alignment: As per the Parks, Recreation and Culture Master Plan (2010), increasing the quality, scope and diversity of festivals and special events contributes towards recognizing Maple Ridge as a destination and community with rich arts and culture opportunities. d) Business Plan/Financial Implications: The recommended level of funding falls within the approved budget guidelines in the 2018-2022 Financial Plans and allows for the funding of new events as requests com e forward throughout the year. e) Policy Implications: The recommendation aligns with the Festival Support Policy P100. 4 CONCLUSIONS: An evaluation of all festival applications was conducted by the Festival Grant Committee, and the recommendation is that festivals receive the level of financial support as outlined in the Festival Grant Summary Chart – Intake One 2018, for a total of $76,620 in the first intake. Maple Ridge continues to have a strong tradition of citizen support for festivals and special events that enhance quality of life, encourage community identity and spirit, enhance economic benefits, attract tourists and participants, develop volunteerism and demonstrate a sense of responsibility to the community. The Festival Grant Program recognizes and supports these volunteer contributions and the positive outcomes they achieve. “Original signed by Yvonne Chui” Prepared by: Yvonne Chui, Manager, Arts & Community Connections “Original signed by Lino Siracusa” Reviewed by: Lino Siracusa, Manager of Economic Development “Original signed by Danielle Pope” Reviewed by: Danielle Pope, Director of Recreation & Community Services “Original signed by Kelly Swift” Approved by: Kelly Swift, MBA, BGS General Manager: Parks, Recreation & Culture “Original signed by Paul Gill” Concurrence: Paul Gill, CPA, CGA Chief Administrative Officer :yc Attachments: (1) Festival Grant Summary Chart - Intake One 2018 Festivals Grant Summary Chart - Intake One 2018 Festival Name/Organization 2018 Req. 2018 Recom. Variance between 2017 App. & 2018 Recom. 2017 Approved 2016 Approved 2015 Approved 1st INTAKE FUNDING Large Festivals Caribbean Festival $8,000 $7,000 $0 $7,000 $5,788 $5,000 Mid-Sized Festivals Bard on the Bandstand / Emerald Pig Theatrical Society $3,500 $2,500 $0 $2,500 $3,000 $3,000 Children's Festival / Family Fest $2,500 $2,000 $0 $2,000 $2,000 $2,000 GETI Fest $1,500 $1,500 $300 $1,200 $1,000 $500 Rivers Day / Alouette River Management Society $1,500 $1,500 $0 $1,500 $1,500 $1,500 Small Festivals Adstock $1,000 $1,000 $0 $1,000 $1,000 $700 Multiculturalism Day / Family Education & Support Ctr $1,000 $500 $500 N/A N/A N/A Music on the Wharf / Historical Society $500 $500 $0 $500 $500 N/A Subtotal (Festival Applications)$19,500 $16,500 $15,700 $14,788 $12,700 Festivals Under Agreement Term Contract Country Fest - MRPM Agricultural Association $6,000 $6,000 $0 $6,000 $5,000 $5,000 Haney Farmers Market $1,500 $1,500 $0 $1,500 $1,500 $1,500 Subtotal (Agreements Term Contracts)$7,500 $7,500 $7,500 $6,500 $6,500 Civic Events and Partnerships Canada Day $35,000 $24,120 $12,500 $11,620 $6,800 $4,300 Remembrance Day $3,000 $3,000 $0 $3,000 $2,500 $1,500 Celebrate the Night $25,000 $22,500 $12,500 $10,000 $7,000 N/A Aboriginal Day / National Indigenous Peoples Day $4,000 $3,000 $0 $3,000 $3,000 N/A Subtotal (Civic Events and Partnerships)$67,000 $52,620 $27,620 $19,300 $5,800 GRAND TOTAL 1st Intake $94,000 $76,620 $50,820 $40,588 $25,000 PROJECTED ALLOCATIONS 2nd INTAKE Hold Back for Festival, Civic Events and Partnehips $9,500 $9,500 $9,500 $8,500 $7,500 Hold Back for Grassroots and New Events $4,000 $4,643 $3,500 $6,800 $6,100 PROJECTED Grand Total 2nd Intake June 2018 $13,500 $14,143 $13,000 $15,300 $13,600 PROPOSED GRANT ALLOCATIONS Total Approved by Council for 1st intake $94,000 $76,620 $50,820 $40,588 $25,000 Total Recommended for 2nd intake $13,500 $14,143 $13,000 $15,300 $13,600 BUDGET ($90,763 - APPROVED)$107,500 $90,763 $63,820 $55,888 $38,600 * means applicant was considered under Grassroots stream of this program. 1 City of Maple Ridge TO: Her Worship Mayor Nicole Read MEETING DATE: February 13, 2018 and Members of Council FROM: Chief Administrative Officer MEETING: Council SUBJECT: Additional Electrical Access and Lighting in Memorial Peace Park EXECUTIVE SUMMARY: As a destination park and jewel in the downtown core, Memorial Peace Park attracts many people through community gatherings for special events, festivals, picnics, cultural and recreational programming, weddings and filming. Usage in the Park continues to increase as demonstrated by the attendance numbers every year. Programs and events have changed over the years and often times require access to electrical power and lighting. The current electrical and lighting availability is centred on the bandstand and west of the park towards 224th Street, which limits year-round use and access to the entire space. The addition of new electrical and lighting enhancements to the west side of the Park would benefit the community and improve the efficiency and usage of the overall site, while making the Park and downtown more attractive and vibrant by supporting the growth of special events and programs in 2018 and in the future. RECOMMENDATION: That $70,000 be provided from the 2017 General Revenue annual surplus to fund new electrical and lighting enhancements in Memorial Peace Park. DISCUSSION: a)Background Context: Maple Ridge hosts a diverse range of special events year-round which contributes to building civic pride and enhancing community engagement. In 2017, over sixty special events took place here with an estimated total of close to 200,000 people in attendance, which is an increase of 25% from 2016. The most popular locations for festivals and special events are Memorial Peace Park and Albion Fairgrounds. With its centralized location in the town centre, Memorial Peace Park was developed to be a destination park and gathering space for the community. Over the past ten years, this vision has been realized with the growing use of this Park for all types of special events and programs, from cultural and recreational to private bookings and filming. As usage increases and more diverse requests are received throughout the year, there is a need to address some electrical improvements at this site. Currently, Memorial Peace Park has power available from the bandstand west towards 224th Street, which allows electrical access for 1152 2 approximately half of the site. The other half on the east side towards the ACT Arts Centre was not wired with any electrical access. To make use of the east side of the Park, staff currently set up a number of electrical panels, and long lengths of cord are pulled from the bandstand. Although precautions such as cord covers and mats are in place, there is still risk of potential hazards. To improve usability, this location requires enhancements to the existing electrical and lighting amenities. These enhancements will improve user experience for festivals, special events, rentals and programming. The work would involve cutting, pulling and covering new wiring from existing civic buildings, and the addition of a new electrical panel in the bandstand to service electrical kiosks and lighting. Each kiosk will contain a few plugs for 120v (20 amps) and one 240v (50 amps) in order to be flexible and accommodate both regular voltage needs and extra voltage for sound systems, lighting and food trucks. We anticipate the work can be completed by May for the busy event and program season, which would benefit the community and achieve our strategic goal to further enliven downtown. b) Desired Outcome: The electrical and lighting expansion will increase ease of access to electricity for event organizers, enhance the experience of the park for various users and visitors, and reduce the risk of trip and falls during community events. The improvements will also contribute to making the downtown more vibrant and attractive. c) Strategic Alignment: The work aligns with the Parks, Recreation and Culture Master Plan (2010) to provide indoor and outdoor recreation, cultural facilities and parks that serve a broad range of active living, customer and community needs. Increased use of Memorial Peace Park will contribute towards building Maple Ridge as a destination with diverse opportunities. d) Citizen/Customer Implications: The proposed electrical and lighting enhancements in Memorial Peace Park are the result of feedback from community partners and patrons to make the site more accessible and efficient. e) Business Plan/Financial Implications: Staff recommends that Council fund the new electrical and lighting enhancements using the 2017 General Revenue annual surplus in the amount of $70,000. 3 CONCLUSIONS: Memorial Peace Park is a busy, central park and gathering space for activities downtown. The proposed addition of new electrical and lighting enhancements for the Park would be a significant improvement for event organizers, programmers and renters as it would provide more flexibility and efficiency to use the site year-round. It would allow the City to meet any future requirements to fully utilize the space and further build the vibrancy in the town centre. “Original signed by Yvonne Chui” Prepared by: Yvonne Chui, Recreation Manager, Arts & Community Connections “Original signed by Danielle Pope” Reviewed by: Danielle Pope, Director of Recreation & Community Services “Original signed by Trevor Thompson” Reviewed by: Trevor Thompson, Interim Director of Finance “Original signed by Kelly Swift” Approved by: Kelly Swift, MBA, BGS General Manager: Parks, Recreation & Culture “Original signed by Paul Gill” Concurrence: Paul Gill, CPA, CGA Chief Administrative Officer :yc 1 City of Maple Ridge TO: Her Worship Mayor Nicole Read MEETING DATE: February 13, 2018 and Members of Council FROM: Chief Administrative Officer MEETING: Council SUBJECT: Invitation to Host the 2020, 2021 or 2022 55+ BC Games EXECUTIVE SUMMARY: Parks, Recreation & Culture (PRC) staff have reviewed the attached bid package for the 2020, 2021 or 2022 55+ BC Games. With the support of Ridge Meadows Seniors Society (RMSS), PRC is recommending that Council respectfully decline the invitation to bid on hosting the 2020, 2021 or 2022 55+ BC Games. The City’s bid is unlikely to be successful due to the hotel accommodation requirements set out in the bid package. RECOMMENDATION: That the invitation received from the BC Seniors Games Society to bid on hosting the 2020, 2021 or 2022 55+ BC Games be respectfully declined. DISCUSSION: a)Background Context: In January 2018, the City of Maple Ridge received correspondence from the BC Seniors Games Society inviting the City to bid on hosting the 2020, 2021 or 2022 55+ BC Games. Although the event is considerably smaller than the BC Summer Games which Maple Ridge will host in 2020, the hotel accommodation requirements are higher because athletes stay in hotels rather than schools. Hosting criteria within the 55+ BC Games bid package requires a minimum of 1500 hotel beds be available, whereas the Maple Ridge and Pitt Meadows 2015 Tourism review estimates that there are only 220 hotel beds available in these communities. Although the bid package further states that accommodation for the projected influx of 4,000 visitors can be within a 40 kilometer radius of the Games Village, bids that do not require participants to travel long distances for accommodation stand a much better chance of being successful. Furthermore, with participants and spectators staying outside the host community, economic benefits would be reduced. With this in mind, and with the support of the RMSS Board, staff recommends declining the invitation to bid on hosting the 55+ BC Games at this time. The RMSS Board does, however, see significant benefits to hosting the Games in future should the opportunity arise and if hotel accommodation challenges are addressed. 1153 2 b) Desired Outcome: The desired outcome is to pursue viable event opportunities that align with Maple Ridge strategic directions and provide demonstrable benefits to citizens. c) Strategic Alignment: Hosting the 55+ BC Games in future would align with the City of Maple Ridge’s Age Friendly Strategy and Sport and Physical Activity Strategy. d) Alternatives: If Council wishes to pursue this bid opportunity, and in the event of a successful bid, staff resources would be required to support event planning, anticipated to cost $60,000. CONCLUSIONS: Maple Ridge has enjoyed the benefits of hosting provincial-level sporting events in the past, and looks forward to further benefits through hosting the 2020 BC Summer Games. Although the opportunity to host a 55+ BC Games event would enjoy tremendous support from seniors’ sport organizations in the community, staff does not recommend proceeding with a bid as it is not likely to be successful due to the lack of hotel accommodation. It is therefore recommended that Council respectfully decline the opportunity to bid on hosting the 2020, 2021 or 2022 55+ BC Games. “Original signed by Tony Cotroneo” Prepared by: Tony Cotroneo, Recreation Manager, Community Services “Original signed by Danielle Pope” Reviewed by: Danielle Pope, Director Recreation & Community Services “Original signed by Kelly Swift” Approved by: Kelly Swift, MBA, BGS General Manager: Parks, Recreation & Culture “Original signed by Paul Gill” Concurrence: Paul Gill, CPA, CGA, Chief Administrative Officer Attachments: (1) BC Seniors Games Society 2020, 2021, and 2022 55+ BC Games Bid Package Page 1 of 5 City of Maple Ridge TO: Her Worship Mayor Nicole Read MEETING DATE: February 13, 2018 and Members of Council FILE NO: FROM: Chief Administrative Officer MEETING: Council SUBJECT: Draft Tourism Strategy EXECUTIVE SUMMARY: This report will provide Council with an update of the work relating to the Draft Tourism Strategy, tourism development and marketing initiatives undertaken this past year and proposed actions for 2018. In February of 2017, Council resolved, “That the Draft Tourism Strategy be accepted for stakeholder and public consultations, and that staff be directed to bring the final Tourism Strategy to Council for consideration during Business Planning”. The Draft Tourism Strategy has been refined in view of the public consultation that was undertaken which included input from Katzie and Kwantlen First Nations. Consultation with Maple Ridge hotels is ongoing. Support from the local hotels is required to implement the Municipal and Regional District Tax (MRDT, or hotel room tax). Over the last couple of years, since tourism services were brought in-house, significant progress has been made to build a modest tourism program. The Tourism Task Force of the Economic Development Committee has been highly engaged in supporting the development of the strategy. The Tourism Strategy was developed in collaboration with the Maple Ridge Cultural Plan, which will be coming forward to Council shortly. The Tourism Strategy supports recommendations within the Cultural Plan in order to leverage local cultural opportunities to achieve Tourism Strategic goals. The allocation of $60,000 to Tourism Coordination, contained in the 2018-2022 Financial Plan, combined with on-going tourism funding of $35,000 permits the delivery of a modest City directed tourism program. These funds can be leveraged to access Destination BC, and other participant funding for a total budget in the order of $100,000 to $120,000. Should the hotels support the Tourism Strategy, the implementation of the MRDT could increase the budget to $180,000 in the future. A modest tourism program can be delivered either with or without the introduction of the MRDT. RECOMMENDATION(S): That the Draft Tourism Strategy be received into the record and that the final Tourism Strategy reflecting Council feedback be brought forward for consideration and approval at a future Council meeting. 1171 Page 2 of 5 DISCUSSION: 1. Background Tourism is one of the fastest growing economic sectors in British Columbia. According to Destinations BC, tourism is outpacing forestry, agriculture and fishing as a leading industry for the province. It is estimated that tourism currently contributes over $41 million to the Maple Ridge economy. In determining which sectors to focus on in the pursuit of economic development, it is important for communities to build on their competitive advantages. Tourism could be one of our focus areas as it can provide meaningful jobs within existing zoning and is not dependant on employment lands that we lack. Even though we have many natural, heritage, cultural, and agro-food based assets which would support tourism, our tourism initiatives have lacked focus and coordination. Further, there has been little if any engagement with the Katzie and Kwantlen First Nations, who have lived on these lands since time immemorial and have much to offer. Up until 2015, Maple Ridge and Pitt Meadows pursued a partnership and a joint tourism services delivery model. In 2016 the partnership was dissolved and Maple Ridge started to provide a basic level of tourism services on its own. A budget of $35,000 was provided with a modest amount of staff support and the following results were achieved: Provision of self-help tourism information racks in the Economic Development office and the library, A comprehensive tourism section on the City’s web site, Participation in regional tourism programs (Circle Farm Tour and Scenic 7 programs), Social-media content development, Ad hoc marketing initiatives. In 2017, one-time funding in the amount of $60,000 was provided by Council for the preparation of a Tourism Strategy, and to enhance some existing tourism initiatives: better alignment of social media, visitor survey work and a preparation of a tourism video. The draft strategy, prepared under the guidance of the Tourism Task Force, is attached as Appendix 1. It identifies the deliverables of a comprehensive tourism program as well as a more modest one. The level of funding to implement the strategy is also identified. A hotel tax, also known as MRDT (Municipal and Regional District Tax) is an important source of funding, particularly for communities that have a large base of hotel rooms. To date, there has been some resistance from local hoteliers to implement such a tax. If we are not successful in gaining support from the hoteliers, a more modest tourism program can be implemented with the City funding that is budgeted. The strategies may have to be modified or reprioritized to meet the level of funding provided and the time line to implement them may need to be extended. 2 Draft Tourism Strategy The main beneficiaries of the Draft Tourism Strategy are the citizens of Maple Ridge as the strategy supports the creation of a complete community. The strategy recommends enhancing experiences in Maple Ridge and offers action plans to develop new products and promote amenities available to the community and visitors. Our citizens will benefit from this, as the will have the greatest access to the amenities that are available and developed. The strategy also aligns with the broader economic development mandate by enhancing opportunities for local employment, encouraging residents to participate in creating tourism oriented businesses and providing strategies for visitor spending. Page 3 of 5 The vision statement adopted in the strategy is: Maple Ridge’s remarkable outdoor, rural and cultural experiences offer residents and visitors the opportunity to experience and share stories of our vibrant city centre and agricultural surroundings, set amongst historic rivers and spectacular mountains. Tourism in Maple Ridge contributes to a vibrant, sustainable economy providing opportunities for local employment and entrepreneurship while contributing to the livability and attractiveness of the City for residents. Its key objectives are: Objective #1 – Destination Marketing We will conduct effective destination marketing in target markets with a focus on generating incremental overnight stays in paid accommodation Objective #2 – Destination Development - Tourism Experience Attraction/Retention/Expansion and the Delivery of Remarkable Experiences We will encourage investment in tourism businesses and visitor/resident experiences to support longer lengths of stay and increased spending. We will support all visitor experiences in Maple Ridge in the quest to be ‘remarkable’. The Draft Tourism Strategy also supports: Creating a brand based on nature and an active outdoor lifestyle supporting active living and attraction of new residents, Parks Master Plan, Downtown Maple Ridge Business Improvement Association and Community Events Strategy and the Cultural Plan, Developing authentic collaborations and partnerships with First Nations, Leveraging history, culture and agri-businesses, food and beverage activities, Fostering community pride. The Draft Tourism Strategy has been refined to include findings from ongoing public consultations including Katzie and Kwantlen First Nations, and aligns with Destinations BC and the Ministry of Finance requirements for implementation of the MRDT. It covers a five year period, consistent with the length of time that the MRDT bylaw would require, and contains an Implementation Strategy and detailed Action Plans for the first 12 to 24 months commencing in 2018. The Draft Tourism Strategy assumes that the MRDT will be introduced in 2019 with a total budget of $180,000 with a 2% MRDT. It also recognizes that, in the event that the MRDT is not supported by the hoteliers, the strategy can still be implemented with the budget allocated by the City of $95,000 and co-operative funding estimated to be up to $35,000 for a total annual budget of about $120,000. The Draft Tourism Strategy recommends a Governance Structure for a Tourism Advisory Committee (TAC,) appointed by Council, composed of eleven members: 3 from hotels, 2 First Nations (Katzie and Kwantlen), and 6 based on skills relating to arts, culture, outdoor activities, retail, food and beverage and sports tourism. In addition the TAC would include liaisons from Council, Economic Development, the Chamber of Commerce and the BIA. Despite the fact that the hoteliers have not supported the MRDT to date, we are of the opinion that they should be invited to be part of the TAC, in an effort to gain their input and support. Page 4 of 5 3 Tourism Priorities for 2018 The focus for 2018 will be to build foundational pieces that will support development of attractions and events for the benefit of residents and visitors alike. The Economic Development office will engage a part-time professional Tourism Coordinator who will encourage forging relations among the tourism community so that they can engage in cooperative marketing programs and leverage activities of Destination BC. The Tourism Coordinator will also be responsible for delivering specific initiatives, described below which can be fine-tuned through consultation with the TAC. The following are some specifics initiatives which can be pursued: Developing the By-law to establish a Tourism Advisory Committee (TAC) and engaging qualified persons to participate on the TAC, , Continuing to augment the on-line tourism information profiles, building social media partnerships and programs using #DiscoverMapleRidge, Refining the tourism video and using this for tourism and other appropriate City communications initiatives, Develop on-line Cycling Guide that will include a variety of tours on roads through the community and off-road options, Enhancing marketing and seeking additional content for new and existing events, Develop a co-op Visitors Guide in print and on-line format, Support Parks Recreation and Culture in the development of a Trails map, Support the roll-out of the Cultural Plan, Support early marketing efforts relating to the 2020 BC Summer Games, Engage with Katzie and Kwantlen First Nations on authentic aboriginal initiatives that support tourism (e.g. enhancing Whonnock Lakes tours), Undertake a needs assessment on way-finding for future enhancements. 4 Public Consultations The Tourism Strategy for Maple Ridge is founded on an engagement process with local and regional tourism operators, arts and culture organizations, attractions and agro-tourism businesses, visitors to Golden Ears Park and residents. The following engagement strategies were pursued in order to ensure a diversity of viewpoints and a variety of times/formats for participation: One on one interviews in person and via telephone throughout the entire planning process, Monthly Tourism Task Force meetings held from Spring 2016 to December 2017, Community Tourism Forums held on June 12P th P and June 19P th P in which over 80 persons participated, Display at the Farmers Market in September 2017, Telephone surveys of the community’s perception of the Tourism Strategy and the Cultural Plan. o The City engaged Nordicity as the consultancy to administer this survey as a neutral, independent third party. Over the period of 44 days (from May 1st to June 13th) the survey captured information from 559 respondents. The survey encouraged a broad canvasing of opinions on key issues related directly to the City of Maple Ridge’s planning mandate, designed to guide the City and community’s role and investment in cultural services and tourism marketing and development over the next ten years. In summary, the highest priorities respondents articulated for tourism are support and promotion of festivals, special events and cultural activities, and, developing natural and outdoor amenities. Survey of visitors at Golden Ears Park in August. o Though not a scientific survey, the results were useful in helping to shape the strategy. Over the course of the two-day interview schedule, the number of surveys were categorized as follows; Aug 23, 242 surveys; 52 parties surveyed were local residents Page 5 of 5 and 190 parties were out-of-town visitors; Aug 26, 1220 individuals; 272 individuals were local and 948 individuals were out-of-town visitors. o Visitors from communities south of the Fraser River make up the highest concentration of visitors to the park, both in the day-use area and camping area. o 22% of the visitors to the park are local residents, 32% of the visitors to the park are from the south of the Fraser River and 17% of visitors were from Vancouver/Richmond. o 59% of visitors to the park stopped for services in the City of Maple Ridge, 52% of visitors to the park stopped for groceries/picnic items on route to the park and 44% of visitors will include a stop in Maple Ridge on their way back to their place of origin. o Many of the respondents asked questions about the park, the community and region, enabling the opportunity to provide visitors with guides, maps and other information tools. CONCLUSION: Tourism is one of the leading economic sectors in British Columbia. Maple Ridge can continue to build a modest but effective tourism program that aligns with the City’s broader economic and community development objectives. The Draft Tourism Strategy offers a guide for tourism development and can be implemented with or without the introduction of the MRDT. The Tourism Task Force has been instrumental in helping to shape the strategy, and moving forward a new Tourism Advisory Committee can support the implementation of the Tourism Strategy. Council’s input is required at this time to complete the strategy and set direction for the provision of tourism services. U“Original signed by Lino Siracusa” Prepared by: Lino Siracusa Manager of Economic Development U“Original signed by Kelly Swift”U___________________________ Concurrence by: Kelly Swift General Manager, Parks Recreation and Culture U“Original signed by Paul Gill” Approved by: Paul Gill Chief Administrative Officer Att: Appendix 1 – Draft Tourism Strategy Maple Ridge Five-Year Tourism Strategy December 2017 Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 2 Acknowledgements We would like to acknowledge that the City of Maple Ridge lies within the traditional and unceded territories of the Katzie and Kwantlen First Nations. We recognize and respect that the authentic cultural experiences that these Nations may wish to share with visitors and residents of Maple Ridge must first be determined by these community members, elders and families themselves and that there are areas of these territories, stories and rituals that are sacred and spiritual places/traditions that are not appropriately shared outside of First Nations communities. We will take our guidance related to this from the Katzie and Kwantlen people. We will continue to build relationships with the Katzie and Kwantlen leadership and community members and hope to provide support as appropriate as their tourism aspirations evolve and grow into market-ready and export-ready experiences. The desire to work together, respectfully for mutual community benefit will guide our interactions. We would also like to acknowledge that the following five-year tourism strategy and one-year tactical plan was developed with extensive input from the tourism stakeholders and residents of the Maple Ridge. The community’s willingness to come together to share ideas and forge a direction for tourism is acknowledged and appreciated. This strategy was created with Maple Ridge’s residents as the primary beneficiary. Tourism attractions, enhanced amenities, and events that attract visitors are also available to residents to enjoy. Marketing and promoting Maple Ridge as a destination also ensures that community attributes are brought to the attention of locals, creating further pride in the community. Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 3 Acknowledgements – cont’d The Tourism Task Force has invested many volunteer hours deliberating a tourism vision, objectives and priority strategies. Members of the Tourism Task Force are: Name Organization Alex Wells Economic Development Committee (EDC) – Independent April Nickerson Ridge Wilderness Brenda Fernie Seyem’ Qwantlen Business Group Charles Cantos ATL Health & Wellness Enterprises Chris Laing Stand-up Paddle Boarding Maple Ridge Chrislana Gregory EDC – Independent Cindy Stevenson Once Upon a Tea Leaf Deddy Geese Uniglobe Travel Dianne Stoesz Haney Horseman Eileen Dwilles Haney Farmers’ Market Emma Davison Golden Ears Cheesecrafters Erica Williams Heritage Commission Graham Vanstone Ridge Meadows Home Show Heather Gill Stand-up Paddle Boarding Maple Ridge Jackie Chow HUB Cycling – Maple Ridge Pitt Meadows Chapter Jayme Gabriel-Chan Seyem ‘Qwantlen Business Group Josef Lara EDC, Chair – Big Bang Services Kaila Klassen Chances Kailla Bentley WildPlay Karen Hansen Strategic Economic Initiatives - City of Maple Ridge Karen Pighin The ACT Keon Wu Lino Siracusa Manager, Strategic Economic Initiatives - City of Maple Ridge Liz Smith Malcolm Knapp Research Forest Nicole Archer EDC – Task Force Chair, Manager, Valley Fair Mall Nicole Driedger ARMS Russell Irvine Community Heritage Committee Shawna Broekhuizen Vicki McLeod Main Street Communications Yvonne Chui Manager, Arts and Community Connections - City of Maple Ridge Lino Siracusa and Karen Hansen of Maple Ridge’s Economic Initiatives team provided valuable guidance throughout the planning process. It has been a privilege to work together with everyone in Maple Ridge. Thank you. Suzanne Denbak Laura Plant Suzanne Denbak Laura Plant Cadence Strategies Laura Plant Consulting Inc. Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 4 TABLE OF CONTENTS Planning Process ................................................................................................................................... 5 A Vision for Tourism in Maple Ridge .............................................................................................. 6 Tourism Objectives ............................................................................................................................... 6 Objective #1 – Destination Marketing ................................................................................................................... 7 Objective #2 – Destination Development - Tourism Experience ............................................................... 7 Guiding Principles for Tourism Services Delivery .................................................................... 8 Community Support for Tourism .................................................................................................... 8 Cultural Plan Survey ........................................................................................................................................ 8 Tourism Forums ................................................................................................................................................ 9 Recommended Funding Model ....................................................................................................... 10 Recommended Governance Model ............................................................................................... 12 Mission of the Proposed Tourism Advisory Committee ........................................................ 14 Maple Ridge’s Unique Selling Proposition and Target Markets ......................................... 15 Objective #1 – Destination Marketing ................................................................................................................. 19 Objective #2 – Destination Development - Tourism Experience ............................................................. 19 Detailed Destination Marketing Strategies – Immediate (next 12-18 months) ...................... 23 Detailed Destination Development Strategies – 2018 ...................................................................... 33 Detailed Destination Marketing Strategies – Year Two (commencement of MRDT) ............ 36 Detailed Destination Development Strategies – Year Two (commencement of MRDT) ...... 39 Appendix A – Understanding the Visitor Economy ................................................................. 45 Appendix B – Net Promoter Score ................................................................................................. 50 Appendix C – Market Research – The Tourism Opportunity ............................................... 52 Appendix D – Maple Ridge - Current Situation Analysis ........................................................ 63 Appendix E - Strengths/Weaknesses/Opportunities/Threats for Tourism in Maple Ridge ........................................................................................................................................................ 78 Appendix F – Tourism Forum Notes ............................................................................................. 80 Appendix G – Visitor Survey – Golden Ears Provincial Park August 2017 ...................... 84 Throughout the plan, the following acronyms have been employed: DMO – Destination Marketing/Management Organization RDMO – Regional Destination Marketing/Management Organization MRDT – Municipal & Regional District Tax EDC – Economic Development Committee TAC – Tourism Advisory Committee Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 5 Planning Process The following five-year tourism strategy for Maple Ridge is founded on an engagement process with local and regional tourism operators, arts and culture organizations and local government in order to both secure the benefit of their knowledge and experience and to build support and ownership for plan implementation. In order to ensure a diversity of viewpoints and a variety of times/formats for participation, the following engagement strategies were employed: • One on one interviews in person and via telephone throughout the entire planning process • Tourism Task Force meetings held on April 6, May 18 and June 8, 2017 • Community Tourism Forums held on June 12th and June 19th As well, several tourism related questions were included in the community survey conducted as part of cultural planning for the City of Maple Ridge. In addition to the wealth of ideas and knowledge offered by participants in these sessions, the consulting team spent many days ‘on the ground’ experiencing Maple Ridge from a visitor’s perspective. The recommendations related to the governance and funding model for tourism services delivery that will best serve Maple Ridge are informed by a review of better practices throughout the Province. The definition of Maple Ridge’s highest return target markets benefited from the market research made available by Destination BC. The resulting five-year tourism strategy for Maple Ridge is intended to benefit both residents and local businesses that service visitors. The recommended strategies that enhance experiences and amenities increase the livability of the community for residents, making the destination more enjoyable for visitors. New residents are typically visitors first and this strategy supports the broader economic development mandate of Maple Ridge by creating enhanced opportunity for local employment and by encouraging residents to ‘bring their imagination home’ and see Maple Ridge as a place for business start-ups and entrepreneurship as well as a home base for a daily commute. The strategy is structured as follows: • A Vision for Tourism in Maple Ridge • Tourism Objectives • Guiding Principles for Tourism Services Delivery • Recommended Governance Model and Structure • Mission of the Proposed Tourism Advisory Committee • Recommended Funding Model • Maple Ridge’s Unique Selling Proposition and Target Markets Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 6 • Recommended Strategies o Immediate o Year 1 o Years 2 – 5 Appendices: • A – Understanding the Visitor Economy • B – Net Promoter Score • C – Market Research – The Tourism Opportunity • D – Maple Ridge – Current Situation Analysis • E - Strengths/Weaknesses/Opportunities/Threats for Tourism in Maple Ridge • F - Tourism Forum Notes • G – Visitor Survey – Golden Ears Provincial Park August 2017 A Vision for Tourism in Maple Ridge During the Tourism Task Force meeting held on June 8th, participants reviewed and agreed on many elements of a vision for tourism in Maple Ridge. These key vision elements include: • Year round visitor economy contributing to the community’s economic health and quality of life for residents • Tourism that is vibrant and sustainable – a vital element of the local economy that is respectful of environmental and social values • Tourism is community-driven resulting in strong resident support for the industry and recognition of the value of tourism • Tourism opportunities that provide value to both residents and visitors recognizing that a great place to visit, is also often a great place to live Based on the recent discussions, the vision statement that was proposed in the 2016 tourism strategy has been revised to the following two-part statement: Maple Ridge’s remarkable outdoor, rural and cultural experiences offers residents and visitors the opportunity to experience and share stories of our vibrant city centre and agricultural surroundings, set amongst historic rivers and spectacular mountains. Tourism in Maple Ridge contributes to a vibrant, sustainable economy providing opportunities for local employment and entrepreneurship while contributing to the livability and attractiveness of the City for residents. Tourism Objectives Discipline and focus will be required to build momentum and achieve progress towards this vision for tourism in Maple Ridge. To provide this clarity for both planning and implementation, the following tourism objectives are recommended: Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 7 Objective #1 – Destination Marketing We will conduct effective destination marketing in target markets with a focus on generating incremental overnight stays in paid accommodation Marketing Maple Ridge as an overnight destination in the highest return target markets is a priority as this will lead to: • Growing awareness of Maple Ridge as a destination of choice • Increasing visitation • Longer lengths of stay • Increasing occupancy levels and higher average daily rates in paid accommodation • Greater visitor spending in all local businesses. The recommended tourism objectives (the outcomes to be achieved) associated with this goal statement are as follows: • Increase in average length of stay and average daily spend in Maple Ridge • Improved shoulder season occupancy rates • Growth in the overall value of the visitor economy in Maple Ridge • If enacted, annual growth in baseline Municipal & Regional District Tax (MRDT) revenues. Objective #2 – Destination Development - Tourism Experience Attraction/Retention/Expansion and the Delivery of Remarkable Experiences We will encourage investment in tourism businesses and visitor/resident experiences to support longer lengths of stay and increased spending. We will support all visitor experiences in Maple Ridge in the quest to be ‘remarkable’. The City of Maple Ridge through its Economic Development team has been investing in tourism and will continue to be involved in plan implementation, with more focus on experience attraction and destination development. The City of Maple Ridge and the Economic Development team will: • Provide appropriate support for and work to attract an increasing breadth and depth of compelling visitor experiences offered by the private and not-for-profit sectors • Invest in the necessary infrastructure and amenities for residents that also serve to encourage longer lengths of stay, repeat visitation and favourable referrals by visitors • Be a conduit for information sharing and communication between tourism stakeholders, residents and the City • Share information with residents to educate and encourage everyone in Maple Ridge to become a visitor ‘ambassador’. The recommended tourism objectives associated with this goal statement are as follows: • Increase in tourism business attraction/growth of existing businesses and local tourism employment • Investment in infrastructure and amenities (e.g. multi-use trails etc.) that enhance resident/visitor experience • Increase in resident support for tourism in Maple Ridge • Increase in Net Promoter Score (as a tool for measuring satisfaction with the overall experience – see Appendix B for more details). Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 8 Guiding Principles for Tourism Services Delivery Maple Ridge has had a challenging history of tourism services delivery. Until recently, tourism services delivery in Maple Ridge was executed together with the City of Pitt Meadows. Several attempts have been made in the past in Maple Ridge and Pitt Meadows to secure support from the accommodation sector for the Municipal and Regional District Tax (MRDT). It is recognized this strategy if focused on a destination that is on the unceded territory of the Katzie and Kwantlen First Nations. Much of the area’s tourism development has occurred with little engagement with the Katzie and Kwantlen First Nations who have lived on these lands since time immemorial. Genuine effort must be made to engage respectfully with First Nations, support their efforts for cultural sharing and renewal and their pursuit of economic development opportunities where and when they decide it is appropriate. With the leadership of the Tourism Task Force and of the City through the Economic Development team, Maple Ridge has now decided to undertake tourism marketing on its own. Once established, opportunities to partner with Pitt Meadows and others for mutual benefit will be revisited. Moving forward, all stakeholders agree that it is critically important for those involved with achieving Maple Ridge’s tourism vision to embrace the following guiding principles: Tourism in Maple Ridge will be governed in a manner that is: • Open and Transparent • Accountable • Strategic and Results-Driven • Flexible and Responsive • Inclusive and Approachable • Collaborative • Innovative • Efficient and Effective It is recommended that these guiding principles serve as a ‘touchstone’ for all those contributing to the success of Maple Ridge’s visitor economy. Regular and consistent communication to residents and tourism business stakeholders will be crucial for success and engagement. Community Support for Tourism Cultural Plan Survey In 2017, the City of Maple Ridge began developing a ten-year Cultural Plan, in addition to a five-year Tourism Strategy. These documents are designed to guide the City and community’s role and investment in cultural services and tourism marketing and development. In order to obtain the community’s feedback on the direction and priorities for the future to build a vibrant community for everyone who lives, works and plays in Maple Ridge, a survey was made available to all residents. The City engaged the consultancy Nordicity to administer this survey as a neutral, independent third party. Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 9 Over the period of 44 days (from May 1st to June 13th) the survey captured information from 559 respondents who provided at least basic profile information0F 1. The survey encouraged a broad canvasing of opinions on key issues related directly to the City of Maple Ridge’s planning mandate, designed to guide the City and community’s role and investment in cultural services and tourism marketing and development over the next ten years. In summary, the highest priorities respondents articulated for tourism are support and promotion of festivals, special events and cultural activities, and, developing natural and outdoor amenities. Although still marked as a high priority, partnering with business and investors with goal of creating new amenities and attractions ranked lowest for respondents. In terms of the food culture, several respondents suggested that the City focus on leveraging agritourism to further develop the food culture in Maple Ridge. Some of the ideas put forward by respondents included: more food and drink festivals, fresh and local tasting experiences (food or drink tours) and promoting locally owned/sourced food and beverage establishments. Numerous respondents indicated that Maple Ridge’s diverse history and (related) museum are currently undervalued and should be featured more prominently. The Maple Ridge Cultural Plan highlights several opportunities that can work in tandem with tourism priorities: a walkable town centre, acknowleging the deep culture of settlement history, furthering relationships with Kwantlen and Katzie First Nations, promoting festivals and events, and capitalizing on agricultural opportunities. Tourism Forums Two Tourism Forums were held and were open to the public in order to share information about the tourism strategy and to obtain feedback from Maple Ridge residents. Forums were promoted through municipal communication channels, local media, industry partners and the Tourism Task Force. Both forums featured guest speakers and provided an opportunity for the audience to share their thoughts on the following questions: • What do you consider to be the best tourism experiences for Maple Ridge? • Is there anything that could be enhanced to improve the Maple Ridge experience? • What opportunities should Maple Ridge explore first to grow visitation outside of the summer season? • What longer-term opportunities should be pursued? • What are the constraints to growing the tourism economy in Maple Ridge that should be addressed in the short-term? In the long-term? • How would the community of Maple Ridge benefit from growth in tourism (the visitor economy)? Monday June 12th at The ACT 6pm to 8:30pm This forum was based on Adventure Tourism and Cycling and featured two guest speakers: • Sam Waddington, Chilliwack City Councillor/owner of Mt. Waddington’s Outdoors store • Richard Campbell, BC Cycling Coalition The session welcomed 37 attendees. 1 Note, as respondents were not required to answer every question, the total number of responses (or “n value”) varies between questions. Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 10 Monday June 19th at the Maple Ridge Library 6pm to 8:30pm This forum was based on Arts, Festivals & Events, Heritage, Aboriginal Tourism and Agritourism (Circle Farm Tours) and featured two guest speakers: • Will Harding, Aboriginal Tourism BC Director of Marketing & Sales • Allison Colthorp, Tourism Chilliwack Executive Director The session welcomed 16 attendees. Both sessions resulted in very good input from the residents, Task Force members and business owners in attendance. Summary notes from these two events are included as Appendix D. Recommended Funding Model Sustainable funding is needed to implement Maple Ridge’s tourism strategy. Measurable progress against the two identified objectives and the larger vision can only be made with consistent, impactful messaging into target markets. Historically, tourism funding has been sourced entirely from the municipal budget of the City of Maple Ridge. Given the City’s many responsibilities and its overarching mandate to service the needs of residents, a modest annual budget of $35,000 has been allocated specifically to tourism initiatives. For 2017 an additional $90,000 was allocated to tourism for the purpose of a temporary tourism coordinator and a hotel feasibility study ($60,000 + $30,000 respectively). A request to the City to maintain the $60,000 contribution for a tourism coordinator and $35,000 for marketing,, totaling $475,000 over the five-year period was accepted on November 28, 2017. While the City’s recognition of tourism as an important element of its economic mix and a contributor to general livability for residents is commendable, this budget places Maple Ridge at a competitive disadvantage relative to other communities that offer similar types of experiences to visitors. This contribution would be best matched by a contribution from the local tourism industry. In British Columbia today, more than 50 communities have secured the support of their accommodation sector for application of the 2% or 3% MRDT. The MRDT is added to the guest folio at check out and is returned to the community for investment in destination marketing. Additional information on the MRDT program can be found at www.destinationbc.ca/BC-Tourism-Industry/Municipal-and-Regional-District-Tax-Program.aspx. By way of comparison, other communities in British Columbia are accessing the following resources: Community Estimated MRDT Maple Ridge N/A Chilliwack $275,000 Abbotsford $250,000 Squamish $190,000 Nelson Kootenay Lake $300,000 Discussions with the accommodation sector in Maple Ridge are ongoing and it is the intention of the tourism strategy that follows to clearly demonstrate value to the sector in a manner that secures Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 11 their support for the application of MRDT in Maple Ridge. However, recognizing that these discussions will take further time and that once support is in place, there is still a nine to twelve month processing time to enact the MRDT, the recommended tourism strategies for Maple Ridge have been categorized as: • Immediate (2018) • Year 1 – (12 – 24 months or upon commencement of MRDT collection) • Years 2-5 Other communities that have supported application of the MRDT and strategically invested funds in tourism promotion and development have experienced significant growth. An easily monitored measure of this return on investment is growth in the MRDT itself. A sample of community DMOs collecting the MRDT report the following growth: Community Reporting Period Growth in MRDT Experienced Vernon 2010-2015 114% ($286,000-$616,000) Tofino 2011 – 2015 36.8% ($680,000-$930,000) Squamish 2014-2015 21% ($149,000-$180,000) According to MRDT legislation, the baseline level of City investment must be maintained (i.e. the MRDT cannot replace this core funding). The estimate of the funds that could be generated by application of the MRDT collected on guest folios of all properties in Maple Ridge having four or more rooms available for nightly rental is as follows: 2% MRDT rate: 121 rooms x $95 nightly rate x 60% (average occupancy) x 365 nights x 2% = $50,348 3% MRDT rate*: 121 rooms x $95 nightly rate x 60% (average occupancy) x 365 nights x 2.8% = $70,487 The combination of continued City funding and application of a 2% MRDT would provide core funding for tourism promotion and visitor servicing. Typically, other businesses (restaurants, retail, attractions/activities) are also given the opportunity to contribute financially to cooperative marketing programs. This cooperative marketing, along with leveraged funding available through Destination BC is estimated to be an additional $35,000. Therefore, if 2% MRDT is collected, the annual budget available to implement the recommended strategies could be ~$180,000: $60,000 City Contribution for tourism coordinator $50,000 2% MRDT collection $35,000 City contribution $35,000 in leveraged cooperative marketing – Destination BC / stakeholder contributions Total: $180,000 Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 12 Therefore, if 3% MRDT is collected, the annual budget available to implement the recommended strategies could be ~$200,000: $60,000 City Contribution for tourism coordinator $70,000 2% MRDT collection $35,000 City contribution $35,000 in leveraged cooperative marketing – Destination BC / stakeholder contributions Total: $200,000 *Note: Communities opting to collect the 3% MRDT contribute 0.2 percentage points to a Provincial Tourism Events Program designed to support bids/hosting of events having provincial significance. In-kind support from the City is contemplated with respect to office space, accounting/ bookkeeping services, technology services so that the maximum investment can be made in marketing and visitor servicing activities. The City additionally will continue to make investments in infrastructure, festivals and events that benefit both residents and visitors in keeping with its other planning processes such as the Cultural Plan and the Parks Master Plan. This core funding and in-kind support can be further leveraged with various partners where mutual benefit will be derived. These partners include: • Regional partners who similarly would have the opportunity to ‘buy in’ to select initiatives where promotion of the greater regional experience would have more impact in target markets (e.g. Pitt Meadows, Mission, Fraser Valley, etc.) • Provincial sector partners (Mountain Biking BC, Ale Trail, BC Lodging and Campground Association, Aboriginal Tourism BC, etc.) • BC Parks • Destination BC (open pool cooperative funding opportunities) • Granting authorities (Summer Student Employment grants, etc.) • Government of Canada Should support for the MRDT not yet be forthcoming in Maple Ridge, the recommended strategies that follow below will remain relevant although their implementation will require a longer investment horizon. As part of the journey towards this support from the accommodation sector, it may be necessary to design and offer a number of voluntary cooperative marketing programs first in which the properties are offered the option to ‘buy-in’ to a marketing campaign. Having voluntarily participated in a number of successful promotional campaigns, they may be more receptive and willing to consider application of the 2% MRDT on an ongoing basis. Recommended Governance Model An effective, well-governed structure to lead tourism in Maple Ridge is essential to achieving the vision and tourism objectives noted above. As the City of Maple Ridge is currently the only funding contributor, it is logical that governance in the immediate future resides within the City and Economic Development. In order to support their decision-making process, the continued guidance and direction of the Tourism Task Force is recommended. The role of the Task Force can now Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 13 evolve to one of an ongoing nature – an Advisory Committee (or Commission) rather than a limited life Task Force. Membership on the Tourism Advisory Committee (TAC) should be reviewed to include the wide range of experiential offerings in Maple Ridge including outdoor adventure, arts/culture/heritage, festivals/events, accommodations, restaurants, retail sector as well as the ideas of the BIA and Chamber of Commerce. This private sector knowledge and market intelligence is essential to strategic decision-making and provides an important link between tourism businesses and City staff and elected leaders. Moving forward, the recommended governance model for destination marketing and management in Maple Ridge is as follows: • Governing authority is the City of Maple Ridge who adopts a 5-year rolling tourism strategy and annual marketing plan upon the recommendation of the Tourism Advisory Committee • Eleven member Tourism Advisory Committee (TAC) by appointment of City Council: o Accommodation providers (3 seats) o First Nations representation from Katzie and Kwantlen (2 seats) o 6 additional seats chosen following a skills-based public application process with seats intending to capture broad representation from Arts, culture, heritage, festivals/events Restaurants/retail Activity operators Agri-tourism operators Sport tourism o Non-voting liaison seats would be available to: City staff – Economic Development – 1 seat appointed Chamber of Commerce – 1 seat appointed Business Improvement Area – 1 seat appointed • Implementation of the Tourism Advisory Committee recommended and Council approved, tourism strategy and annual marketing plan by Economic Development staff/contractors • Regular reporting of results against approved plan to occur formally to Council (semi-annually) along with frequent communication to all tourism stakeholders and interested residents • Frequent informal feedback from residents/tourism businesses throughout the year along with annual formal Open House opportunities to present past successes/lessons and receive input on future priorities. This model is felt to best reflect the following principles agreed to be critical to Maple Ridge’s success moving forward: • Utilize open and transparent public process o The recommended tourism strategy and annual marketing plan will be presented by the Tourism Advisory Committee to Council in a public meeting and as documents of public record, available to any and all to review o Regular reporting of progress and results achieved will also formally occur at scheduled Council meetings and be publicly available Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 14 • Leverage private sector knowledge and expertise in destination marketing o The Tourism Advisory Committee members will be selected based upon an open and public application process in response to a desired set of skills and representation – applicants will submit their resume detailing their experience in destination marketing, tourism services delivery, strategic leadership etc. and selection will be made to secure a breadth of representation across all sectors of the tourism industry that contribute to the visitor experience in Maple Ridge • Balance interests of stakeholders and accountability to funders o The composition of the Tourism Advisory Committee recognizes the important commitment that the accommodation sector is being asked to make to the growth of the visitor economy in Maple Ridge via their support for the Municipal & Regional District Tax and ensures that their views related to tourism strategy and annual marketing initiatives can be clearly articulated and embedded in recommended strategies and resource allocations o The liaison seat on the Tourism Advisory Committee for the City’s Economic Development Manager and the vesting of final governance authority in Mayor and Council recognizes the equally significant financial contribution to destination management made by the City and its taxpayers. As discussions with the accommodation sector continue, this recommended governance model will be reviewed and may be adjusted. As a condition of their support, the accommodation sector may require that the destination marketing funds derived from MRDT be managed outside of local government through a not-for-profit Society with an independent Board of Directors. Better practices around the Province indicate that the composition of such a Board would likely being similar to that recommended for the TAC. Should this modification to the governance model be required as a condition of their MRDT support, the City, in recognition of its financial contribution to destination marketing (now being made to and governed by the Society) would also participate on this Board of Directors through Council appointments to hold the number of seats allocated to municipal representatives. Mission of the Proposed Tourism Advisory Committee The key elements of the mission of the Tourism Advisory Committee working together with the City of Maple Ridge were identified through the stakeholder engagement process as follows: • Build awareness and motivate travel to Maple Ridge as a year round preferred multi-night destination in target markets • Support the enhancement of visitor amenities and infrastructure working in partnership with the City and others • Develop mutually beneficial partnerships and collaborations • Build pride, among the residents, about living in and visiting Maple Ridge • Engage in two-way communication with residents, stakeholders and partners that is frequent, open and honest • Provide leadership and strategic thinking to Maple Ridge’s tourism industry. Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 15 The recommended mission statement for the Tourism Advisory Committee is as follows: The role of the Maple Ridge Tourism Advisory Committee is to: Increase awareness of Maple Ridge as an overnight destination of choice in identified target markets Support local businesses that service travellers with training and education related to the delivery of remarkable experiences Establish relationships and partnerships within and beyond Maple Ridge that are both respectful and mutually beneficial Maple Ridge’s Unique Selling Proposition and Target Markets Based upon a review of available market research, Maple Ridge’s current situation analysis and knowledge of the strengths, weaknesses, opportunities and threats for tourism in Maple Ridge, the following elements of the visitor experience should be considered as foundational to Maple Ridge’s unique selling proposition and be embedded in some form in all messaging: ◦ Outdoor adventure is right here – from safe and easy family-friendly hikes to backcountry touring of an expansive wilderness – Maple Ridge is easily accessible for visitors and residents of the Lower Mainland ◦ Agricultural tourism options are abundant in Maple Ridge – options may appeal to those seeking farm to table experiences, family outings, farm-themed weddings, etc. ◦ Urban centre – Maple Ridge has a walkable urban centre/cultural hub that could be even further enhanced with improvements to lighting, pedestrian areas and public entertainment gathering spots, including car-free events ◦ Home of the Katzie and Kwantlen First Nations – living and vibrant communities with unique cultures and stories to share ◦ Value – Maple Ridge accommodation offers excellent value to travellers while being only 45 minutes from downtown Vancouver attractions/amenities Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 16 There are other destinations that offer similar experiences but Maple Ridge’s location, mountains, urban centre, authentic First Nations culture and agricultural experiences offer a unique mix: Markets that should be targeted and offered specific Maple Ridge experiences so as to achieve the objective of increasing overnight visitation, length of stay and visitor spending throughout the year include the following: Target Market Maple Ridge Experience Key Message Elements Weddings – Lower Mainland Incredible scenery; all the services and amenities needed for a successful day; excellent value Picture perfect weddings in Maple Ridge – every service available – every detail taken care of Small Meetings/Conferences – Lower Mainland Accommodation/dining/ meeting space – at great value Maple Ridge meetings – big city service without the big city cost Family Vacations – Lower Mainland market Memorable family experiences –dike hikes, horseback riding, camping, fun at the lake, farm experiences and exceptional value All the ingredients for your family vacation are all here – suggested itineraries including access options, range of places to stay, family friendly activities Hiking Trails for all skill levels from peaceful dike walks, to easy Make Maple Ridge your base for your next hiking Community Proximity to Vancouver Scenic Mountains Agricul- tural product Walkable Urban Centre First Nations Culture Notes: Maple Ridge 1 hour X X X X More work required to improve pedestrian friendly-nature of gathering spots Squamish 1 hour + X X Limited Main Street exists, with proposed future downtown waterfront development Abbotsford 1.5 hours X X X Distinct, spread out neighbourhoods Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 17 hikes around Whonnock Lake to multi-day backcountry hiking/mountaineering In Golden Ears Provincial Park adventure. Great value accommodations, all the comforts, services and amenities you need and a great range of dining and shopping options Road Cycling – Lower Mainland Ride Port Coquitlam – Pitt Meadows – Maple Ridge road; overnight in Maple Ridge – return next day Long rides without intersections through scenic countryside/mountain backdrops Mountain bikers – BC resident market Part of Fraser Valley Mountain Biking experience Make Maple Ridge your base to explore mountain biking trails throughout the Fraser Valley Regional and Provincial Sport Tourism Event Organizers Local clubs combine with sport tourism infrastructure + accommodation, dining, retail experiences Maple Ridge has the facilities and amenities to host successful tournaments, races and other sporting events Festival and Event Goers – Regional Drive Markets Heritage, culture, live entertainment, family fun at signature events such as Caribbean Fest, Country Fest, weekly Haney Farmers’ Market, summer programming a Memorial Peach park, Festival of BC Films, Golden Harvest – Taste of Maple Ridge Maple Ridge getaway – enjoy art, culture, live entertainment Touring Travellers – all geographic markets Year-round touring market can use Maple Ridge as a base for overnight stay to experience entire area – feature accommodation and close proximity to Golden Ears and other outdoor and cultural experiences Provincial Park, scenery and local hospitality Target markets can also be defined by their psychographic traits. The Explorer Quotient (EQ) is a tool developed by Destination Canada to assist communities and businesses in understanding the psychographics of travellers – the reasons why they travel and the types of experiences they seek. This behavioral knowledge assists in identifying the types of travellers best suited to the product/experience being offered. Traveller ‘types’ are defined and the destination or business is able to match the ‘type’ with the experiences they offer as a way of focusing marketing efforts on best potential customers and Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 18 defining the nature of messaging/media tools that will reach and resonate with them. Additional information is available through Destination BC and on-line at www.en.destinationcanada.com. Destination Canada has identified the following Explorer Types as most attractive for the Canadian marketplace. Destination BC has confirmed that these markets are most relevant provincially: • Free Spirits • Cultural Explorers • Authentic Experiencers Free Spirits are highly social and open-minded. Their enthusiasm for life extends to their outlook on travel. Experimental and adventurous, they indulge in high-end experiences that are shared with others. Cultural Explorers are defined by their love of constant travel and continuous opportunities to embrace, discover and immerse themselves in the culture, people and settings of the places they visit. Authentic Experiencers are typically understated travellers looking for authentic, tangible engagement with destinations they seek, with a particular interest in understanding the history of the places they visit. Many of BC’s current visitors are Gentle Explorers. Gentle Explorers like returning to past destinations and enjoy the security of familiar surroundings. They seek the most comfortable places and avoid the unknown. They prefer well-organized travel packages and guided tours that care of all the details. They value comfort, structure and luxury. Maple Ridge’s current visitor experiences would appear to best meet the experiential needs of Cultural Explorers and Authentic Experiencers. As marketing efforts progress and specific campaigns are formulated and launched, they should be informed by the additional psychographic intelligence available from the EQ program and data collection in the Maple Ridge area. In particular, where a database of visitor postal codes can be aggregated, resources invested in a PRIZM5 analysis offered through Environics Analytics can provide invaluable insight into current visitor profiles. Recommended Strategies The following table summarizes the recommended strategies to achieve Maple Ridge’s tourism objectives and vision. Further detail for each strategy is provided below. These strategies provide opportunities for alignment with existing City resources and budgets in Parks Recreation and Culture and other departments (e.g. a trail plan will be led by Parks but will support tourism and should include a tourism component) Strategies related to objective #1 – Destination Marketing are colour-coded green; strategies related to objective #2 – Destination Development are colour-coded gold. Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 19 Objective #1 – Destination Marketing We will conduct effective destination marketing in target markets with a focus on generating incremental overnight stays in paid accommodation Objective #2 – Destination Development - Tourism Experience Attraction/Retention/Expansion and the Delivery of Remarkable Experiences We will encourage investment in tourism businesses and visitor/resident experiences to support longer lengths of stay and increased spending. We will support all visitor experiences in Maple Ridge in the quest to be ‘remarkable’. Funding available to implement these strategies is estimated to be as follows: 2018: City of Maple Ridge funding only – core funding of $35,000 for marketing and $60K for tourism coordination supplemented with cooperative marketing investments by local tourism businesses of $5,000 = $10,000 total Year 2: Upon commencement of a 2% MRDT – combined MRDT funds/City funding/cooperative marketing investments and increased leveraged dollars = $180,000 total 2018 implementation refers to the next year, while the decision regarding MRDT is made. Year 2 budget begins assuming MRDT collection begins. The budget is based on 2% MRDT collection. If 3% is collected, additional budget is available for marketing, content curation, and leveraging marketing dollars. Target Market Strategy Funding 2018 Year 2 Budget Years 3-5 Annual Budget All Markets Conduct visitor survey at Golden Ears Park understand current visitation, motivators, perceptions, opportunities, etc. Conduct additional primary market research in years 2-5 to understand current visitation, motivators, perceptions, level of satisfaction and gaps Core $5,000 $,0 $0 Lower Mainland Weddings Market Weddings - Design and publish an on-line guide to weddings in Maple Ridge with stunning photography and a list of service providers. Maintain guide by refreshing imagery. Consider attending select weddings shows in years 2-5. Core + Cooperative Marketing / Advertising Sales $5,000 $5,000 $5,000 Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 20 Lower Mainland – Small Conferences Market Meetings / Conferences - Design and publish an on-line guide to meetings in Maple Ridge with stunning photography and a list of service providers. Maintain guide by refreshing imagery. Consider attending consumer shows in years 2-5. Core + Cooperative Marketing / Advertising Sales $5,000 $10,000 $10,000 Regional / Provincial Sport Tourism Sport Tourism - Work with local sports clubs to identify and bid for regional and provincial tournaments in fall/winter/spring 2017 including development of special offers/promotions to attendees featuring reasons to come early/stay tournaments in fall/winter/spring 2017 including development of special offers/promotions to later and experience Maple Ridge Core Contractor/ Staff Time $10,000 $10,000 Lower Mainland Cycling Enthusiasts (Road and Mountain Biking) Cycling - Design and promote a Maple Ridge Cycling Guide showcasing trail networks and nearby attractions (restaurants, accommodations); include multi-day itineraries that combine Maple Ridge with neighbouring trail networks in Pitt Meadows and Port Coquitlam; feature on existing website and partner websites (Cyclo Touring BC; Mountain Biking BC etc.) Core + Contributions from Neighbouring Communities – Possible Destination BC Open Pool application in November 2017 $5,000 $5,000 $5,000 All markets Partnership Marketing – Participate in partnership programs and enhance Maple Ridge profile on existing marketing platforms such as www.hellobc.com, www.mountainbikingbc.ca www.scenic7bc.com www.viasport.ca Core $10,000 $10,000 $15,000 All Markets Online Marketing Tools - Content acquisition and curation for all social media channels/ Maintain and enhance web presence Core $10,000 $10,000 $25,000 All Markets Collateral - Produce 2018 Visitor Guide Core + advertising sales revenue Breakeven with advertising Breakeven + advertisingg sale Breakeven with advertising Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 21 sales sales All Markets Undertake brand development and roll/out – implementation and integration into all activities Core + MRDT - $30,000 $10,000 All Markets Secure imagery/videography content and curate for use in social media channels Core + MRDT - $ 10,000 $10,000 All Markets Actively engage with social media influencers in each target market (host bloggers, Instagrammers, etc.) Core + MRDT $5,000 $ 5,000 $5,000 All Markets Continue to enhance website content, incorporate search engine optimization; geo-targeted advertising Core + MRDT $10,000 $10,000 All markets Design and activate visitor servicing program ; rejoin DBC network; mobile visitor servicing options Apply for Innovation Funding Staff Time $20,000 $20,000 All Markets Consider visitor perspective and experiential quality in all ongoing investments in municipal infrastructure (roads, parks, trails, recreation facilities etc.) Core Staff Time Staff Time Staff Time Arts, Culture & Heritage enthusiasts – Cultural Explorers Support Arts/Culture/Heritage events that motivate travel with marketing and promotion including overnight itineraries to encourage longer lengths of stay Core + MRDT Staff time Staff time Festival & Event Goers Invest in existing and/or create new signature events with depth of programming content and quality that motivates travel with a focus on shoulder season e.g. Slow Food Cycle Tour Core +MRDT Staff Time Staff Time Cultural Explorers, Authentic Experiences Continue to build relationships and offer market intelligence to support the development of authentic Aboriginal cultural tourism experiences by the Katzie and Kwantlen First Nations Core Staff Time Staff Time Cultural Explorers Expand depth of agri-tourism offerings in Maple Ridge Core $3,000 $3,000 All Markets Participate in an update to the signage / wayfinding strategy and represent the perspective and needs of the visitor Core Staff Time Staff Time Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 22 Outdoor Enthusiasts Conduct a Whonnock Lake Master Plan Staff Time - Outdoor Enthusiasts Participate in a Trails Master Plan that considers strategic connections, interconnectivity amongst communities and supports trail based/cycling visitation to Maple Ridge Core Staff Time Staff Time Maple Ridge Tourism Businesses Invest in experiential quality – training, education – participate in DBC Remarkable Experiences program / Share Destination BC Tourism Business Essentials guides and host workshop Core +MRDT $ 3,000 $3,000 Residents Leverage the VFR (visiting friends/ relatives segment) $3,000 $2,000 $2,000 Internal audience Analyze the role that Airbnb and short term rentals might play in tourism and community economic development Core Staff Time Staff Time Internal audience Communicate progress/successes/ lessons learned from implementation of immediate strategies with residents and tourism business operators Core Staff Time $2,000 $2,000 Outdoor Enthusiasts Encourage recreation equipment rentals Core Staff Time Staff Time Outdoor Enthusiasts /Cultural Explorers Continue to invest in and promote interesting geo-caching sites in locations of heritage significance Core Staff Time Staff Time Cultural Explorers Support City efforts to develop a “Points of Pride” program that provides markers for key locations of interest in the community (including heritage markers) Core Staff Time Staff Time Meetings/Conference Support City efforts related to attraction of an accommodation partner to Town Centre Core Staff Time Staff Time Outdoor Enthusiasts Participate in discussions related to additional camping capacity (both provincially and municipally) Core Staff Time Staff Time Cultural Explorers Participate in discussions related to development of additional tourist accommodation in rural areas Core Staff Time Staff Time Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 23 Detailed activities for each of the immediate and Year 1 strategies follow. Details for Years 2 and beyond will be determined at that time. Detailed Destination Marketing Strategies – Immediate (next 12-18 months) Description Primary Market Research Specific Initiatives/Actions a. Conduct intercept survey at Golden Ears Park to understand current visitors - who is coming today, what motivates them, what influences them, what do they know about Maple Ridge and how they could be motivated to return, stay longer, come in the shoulder season etc. Rationale/Objectives Primary market research enhances understanding of visitor perceptions and destination performance allowing fine-tuning of strategic investments Responsibility TAC/Tourism Contractor/City of Maple Ridge Partnerships/Leveraging Opportunities Maple Ridge tourism stakeholders Timing 2018 Budget 2018 - $5,000 All Markets Support City investments in downtown vibrancy including: • Daytime family activities (roaming entertainers, temporary installations and public art) • Night time entertainment district (create entertainment district: patio dining; evening programming) • Pedestrian oriented areas (adding crosswalks, sidewalks and separated bike lanes) Enhanced lighting and design Core Staff Time Staff Time All Markets Support implementation of Signage and Wayfinding strategy Core Staff Time Staff Time Outdoor Enthusiasts Support implementation of Trails Master Plan Core Staff Time Staff Time Total Destination Marketing $45,000 $105,000 $105,000 Total Destination Experience $3,000 $30,000 $30,000 Tourism Coordinator $47,000 $45,000 $45,000 Total Budget $95,000 $180,000 $180,000 Office/Overhead In kind from City In kind from City In kind from City Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 24 Measuring Success Primary market research available to inform future planning and marketing efforts Growth in value of visitor economy in Maple Ridge Description Weddings - Design and publish an on-line guide to weddings in Maple Ridge with stunning photography and a list of service providers Specific Initiatives/Actions a. Develop promotional materials and resources for wedding planners and brides (online list of resources for wedding planners – farm and city venues, photographers, caterers, etc.) Using the City of Maple Ridge online business listing, create list of wedding-related businesses on tourism website, for ease of wedding planning. Ensure on-brand imagery accompanies this section of tourism website. b. Develop weddings market strategy (consumer show attendance, publications targeted for media coverage, etc.) Work with wedding market stakeholders (accommodations, venues, photographers, etc.) to determine cooperative Weddings in Maple Ridge marketing tactics. (e.g. www.vancouverweddingshows.com/becoming-an-exhibitor) Rationale/Objectives Maple Ridge’s unique selling proposition revolves around its agricultural/mountain offerings next to urban centre, just one hour away from Vancouver. This provides an ideal setting for cost-effective, farm and/or mountain-themed, short-haul destination weddings from the Vancouver market. Responsibility TAC/Tourism Contractor/City of Maple Ridge Partnerships/Leveraging Opportunities Tourism stakeholders – cooperative marketing/pay to play opportunities Timing 2018: promotional materials designed/produced Year 2: Wedding sub-strategy development and commence implementation Years 3-5: ongoing implementation Budget 2018 - $5,000; Years 2-5 - $5,000 Measuring Success • Social media engagement • Wedding bookings through partners (accommodation providers, venues, etc.) • Consumer show attendance/leads generated Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 25 Description Meetings and Conferences - Design and publish an on- line guide to meetings in Maple Ridge with stunning photography and a list of service providers Specific Initiatives/Actions a. Develop promotional materials and resources for event planners (online list of resources for event planners – forest and city venues including capacities, floorplans, audio-visual suppliers, caterers, etc.) Using the City of Maple Ridge online business listing, create list of meeting/conference-related businesses on tourism website, for ease of meetings/conference planning. Ensure on-brand imagery accompanies this section of tourism website. Examples: www.tourismvancouver.com/meetings www.visitrichmondbc.com/meetings-groups/meetings-and-events b. Develop small meetings/retreats market strategy (publications in which to secure editorial coverage, etc.) Work with meeting market stakeholders (accommodations, venues) to determine cooperative Meetings in Maple Ridge marketing tactics. Work with local government, health care providers, arts, heritage, agritourism, etc. stakeholders to develop a list of potential associations, organizations that host conferences. a. Engage local stakeholders (Loon Lake Lodge, hotel partners, etc.) in discussions on cooperative marketing opportunities and meeting/conference leads, including pre-post opportunities, such as the IOCongress 2018. Vancouver is welcoming ornithologists from around the world on behalf of the International Ornithologists' Union to the 27th International Ornithological Congress (IOCongress2018). The IOCongress2018 Planning Committee is seeking 1-day tour options during the congress as well as longer (multi-day tour options). www.iocongress2018.com/congress-tours Rationale/Objectives Maple Ridge’s unique selling proposition revolves around its agricultural/mountain offerings next to urban centre, just one hour away from Vancouver and from the international airport. This provides an ideal setting for cost-effective, meetings and conferences. Responsibility TAC/Tourism Contractor/City of Maple Ridge Partnerships/Leveraging Opportunities Tourism stakeholders – cooperative marketing/pay to play opportunities Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 26 Timing 2018: design/produce promotional materials Year 2 – meetings/conference sub-strategy development and commence implementation Years 3-5: continued implementation Budget 2018 - $5,000 ; Years 2-5 - $10,000 Measuring Success Social media engagement Meeting bookings through partners (accommodation providers, venues, etc.) Description Sport Tourism - Work with local sports clubs to identify and bid for regional and provincial tournaments in fall/winter/spring 2018 including development of special offers/promotions to attendees featuring reasons to come early/stay later and experience Maple Ridge Specific Initiatives/Actions Ensure Maple Ridge content on www.viasport.ca is accurate and up to date and apply for grant assistance as appropriate and available Provide support to local sports clubs and assistance in bid identification and submission preparation Develop readily customizable flatsheets featuring all local services and amenities for attendees and participants Promote pre-event training opportunities For larger scale events, make available special offers and assist in creating participant welcome package that features dining, shopping, extend your stay offers to maximize attendee length of stay, spending and intention to return Create database of attendees and promote ‘come again’ packages to encourage return visitation Collaborate with other BC communities (Kamloops, Langley, Trail etc.) to re-energize and leverage information and resources on previous provincial sport hosting website Join Canadian Sport Tourism Alliance (CSTA); attend annual conference Work with Sport BC to prepare for the 2020 BC Summer Games Rationale/Objectives Maple Ridge has a deep sport tradition and facilities capable of hosting regional and provincial events. New and improved facilities will help support sports tourism. Every Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 27 additional event hosted will contribute to overnight stays, retail and restaurant spending and offers a significant return to all tourism businesses at all times of year, and particularly in shoulder season. Responsibility TAC/Tourism Contractor/City of Maple Ridge Partnerships/Leveraging Opportunities Province of BC recently launched their event hosting resources and associated financial support www.gov.bc.ca/eventhosting Timing Immediate and Ongoing Budget 2018 - $0 (staff time); Years 2-5 - $10,000 Measuring Success Number of sport tourism events hosted Size of database of attendees/participants for future marketing Growth in value of tourism in Maple Ridge Description Cycling - Design and promote a Maple Ridge Cycling Guide showcasing trail networks and nearby attractions (restaurants, accommodations); include multi-day itineraries that combine Maple Ridge with neighbouring trail networks in Pitt Meadows and Port Coquitlam; feature on existing website and partner websites (Cyclo Touring BC; Mountain Biking BC etc.) Specific Initiatives/Actions Convene cycling clubs/enthusiasts in Maple Ridge and together with City staff (Parks/Recreation), design a cycling guide Collaborate with neighbouring communities to showcase connections/trails/routes Identify transportation/access points, restaurants, cafés, places to stay, First Nation place names etc. Suggest multi-day itineraries and promote via social media channels Create a cycling sub-strategy for implementation in Year 1 Secure and utilize on-brand imagery Rationale/Objectives There are many cycling enthusiasts in the Lower Mainland and Fraser Valley and the cycling season is virtually 12 months long. Current information regarding trails and cycling experiences in Maple Ridge is difficult to find and often inaccurate (horse trail routes rather than cycling routes). A clear cycling guide with compelling imagery and suggested multi-day itineraries through Maple Ridge and neighbouring communities that is promoted through social media channels and other means will grow visitation from this sector. Responsibility Tourism Advisory Committee/Tourism Contractor/City of Maple Ridge Partnerships/Leveraging Opportunities Tourism stakeholders – cooperative marketing/pay to play opportunities Timing 2018 – design and produce cycling guide Year 2 – cycling sub-strategy development and commence Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 28 implementation Years 3-5: continued implementation Budget 2018 - $5,000; Years 2-5 - $5,000 Measuring Success Increase in overnight stays by cyclists Increase in overall value of tourism economy in Maple Ridge Description Partnership Marketing - Enhance Maple Ridge profile on existing marketing platforms such as www.hellobc.com, www.mountainbikingbc.ca www.scenic7bc.com www.viasport.ca Specific Initiatives/Actions Destination BC: Maximize www.hellobc.com – work with the Destination BC Travel Information Management team to ensure Maple Ridge content is up to date and reflective of branding, messaging and unique selling proposition. Explore the opportunity of working with the Consumer Marketing team to develop potential content ideas for a series of Maple Ridge related eDMs to be sent out to those consumers in Destination BC’s database that indicated hiking, biking, agri-tourism, etc. are of primary interest Engage with Destination BC’s social media channels www.destinationbc.ca/Programs/Consumer-and-Industry/Social-Media.aspx Ensure all Maple Ridge events on listed on HelloBC event listings site. www.tourismbc.net/dms/secure/default.aspx Make all stakeholders aware of the reach of the provincial marketing website and the efforts made to ensure Maple Ridge representation on all marketing channels. Currently four events are listed: Canada Day celebrations, Haney Farmer’s Market, Caribbean Festival and Celebrate the Night. www.hellobc.com/maple-ridge/things-to-do/festivals-events/all-events.aspx Existing cooperative marketing partnerships: Maximize partnerships and update imagery/branding with Scenic 7 and Circle Farm Tours. Create regional cooperative marketing programs together with neighouring communities as appropriate where a broader regional message is more impactful with targeted travellers (e.g. cycling). Meet with all key marketing partners (Destination BC, Scenic 7, Circle Farm Tours) to share target markets, key messages Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 29 and brand imagery and to ensure Maple Ridge is appropriately represented in partner destination marketing efforts. Visitor Centres - Partnerships with Visitor Centres are also important. Front-line staff in surrounding Visitor Centres should be knowledgeable about Maple Ridge. Other Partners: ParkBus – in partnership with BC Parks, ParkBus offers scheduled bus service from Vancouver to Golden Ears Park. An opportunity exists to explore marketing opportunities to ensure visitors to park learn more about Maple Ridge. www.parkbus.ca/goldenears BC Ale Trail - representing craft brewing sector – two Maple Ridge businesses currently on the website bcaletrail.ca Mountain Biking BC – explore membership in Mountain Bike BC and receive community profile on website and participate in media trips, social media engagement, etc. www.mountainbikingbc.ca Camping/RV sector - enhance content related to Maple Ridge camping experiences www.campingrvbc.com www.gocampingbc.com www.camping.bc.ca Aboriginal Tourism BC – explore Associate Stakeholder membership ($99/year) to become more engaged with the organization and the tourism business support opportunities www.aboriginalbc.com/corporate Film Commission – continue to work closely with scouts/location to maximize market exposure associated with various film/TV productions www.creativebc.com BC Parks – explore the idea of providing “Where to Shop” or “Things to Do” in Maple Ridge when campers reserve their site at Golden Ears Park www.env.gov.bc.ca/bcparks/explore/parkpgs/golden_ears Rationale/Objectives Leveraging resources with other communities and organizations for mutual benefit is necessary with limited funds for marketing and promotion. Responsibility TAC/Tourism Contractor/City of Maple Ridge Partnerships/Leveraging Other communities, organizations as listed Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 30 Opportunities Timing 2018 – continued participation in Scenic 7 and Circle Farm Tour; update www.hellobc.com content Year 2 – explore new partnership opportunities noted above Years 3-5 – continued partnership investments Budget 2018 - $10,000; Year 2 - $10,000; Year 3 - $15,000 Measuring Success Number of collaborative marketing initiatives executed Growth in value of tourism in Maple Ridge Description Online Marketing Tools - Content acquisition and curation for all social media channels/ Maintain and enhance web presence Specific Initiatives/Actions a. Engage residents and influencers in sharing their images and using #DiscoverMapleRidge b. Maintain existing website - update content/imagery, add itineraries on existing City hosted website c. Develop an interactive website showcasing range of experiences – allowing visitors to ‘click’ on their passion to see range of options and itineraries in the area d. Develop several suggested itineraries along various themes for inclusion on website and in social media posts in order to showcase the many reasons to visit Maple Ridge and stay overnight e. Improve existing City website as an interim measure while undertaking the design of a new standalone tourism website. Transfer website content from www.mapleridge.ca/330/ Tourism to www.discovermapleridge.ca and enhance with content specific to target markets (keeping in mind key words/links etc. that will drive high organic search engine placement). Navigation and imagery should reflect target segments/travel motivators and overall brand and messaging. Ensure website is mobile device friendly. Redesign should consider: • Home page: “What’s your passion?” – click through directly to hiking, festivals, etc. rather than more generic navigation that lists activities available • Additional photography/videography to convey emotional appeal of experiences • Third party endorsements of experiences • Inclusion of history – First Nations history and place names as well as agricultural history • Suggested itineraries • Package opportunities • Circle routes • Build Your Own Itinerary • Trail maps, cycling maps Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 31 • Blog content Utilize Google Analytics to understand website statistics e.g. referral source, unique visits, length of stay; pages visited; page visit duration etc. f. Develop Social media campaigns using key words/geotargeting/unique Maple Ridge hashtag g. Grow audience in social media such as Facebook, YouTube, Twitter and Instagram with frequently updated and relevant information that, in particular, appeals to target markets (including What’s Happening this Week). Follow others with large followings and contribute to their conversations. Commission additional social media content (blog stories, vignettes etc.) regularly to keep followers engaged. Ensure integration of social media tools on website. h. Set up Hootsuite account to monitor Maple Ridge tourism social media channels and #DiscoverMaple Ridge hashtag. Set up groups (arts, sport, heritage, accommodations, etc.) within Hootsuite to more easily track and share local tourism business social media posts. Tag all partners in posts to ensure more reach. i. Maintain connections with Destination BC and other DMO social media feeds (Fraser Valley and lower mainland DMOs). See How to Engage with Destination BC’s Social Media Channels for more information. j. Introduce a website blog with ‘must do’s; highlights of recent trips – integrate with Instagram photo’s/stories similar to highly successful campaign ‘Whistler Unfiltered’ see www.origindesign.ca/instagram-powers-tourism-whistler’s-whistlerunfiltered-campaign k. Develop and promote itineraries, for both passion-based (hiking, family activities for young children, cycling, agritourism etc.), and length of time available (half-day, 1-day, 2-3 days). l. Build an opt-in email database which records activities of interest and begin series of email campaigns with suggested itineraries matching indicated interests m. Secure editorial coverage in key target markets (print and digital) featuring suggested itineraries n. Consider introducing contests and build a database for future direct marketing efforts. (See Camping and RV BC “It’s my camping story blog contest” as an example - www.campingrvbc.com/contest Rationale/Objectives Integrated online marketing campaigns that include contesting, paid advertising, email opt-ins etc. and participation in social media that accesses target markets and can create ‘viral’ excitement about travel experiences in Maple Ridge. High quality experiential photography and videography will Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 32 allow potential visitors to see themselves ‘in the activity’ and motivate participation. Responsibility TAC/Tourism Contractor/City of Maple Ridge Partnerships/Leveraging Opportunities Destination BC has commissioned new ‘on brand’ imagery and videography all tourism regions. This new inventory should be reviewed first to determine ‘gaps’ for Maple Ridge. A potential partnership with neighbouring communities with application to DBC ‘open pool’ can be considered to secure imagery/ videography not yet available. Timing 2018e – Encourage local residents to share their Maple Ridge images; update content on current website with new images, suggested itineraries etc. (continue hosting on City platform) Year 2 – Content acquisition/curation and social media campaigns; design/launch new interactive website Years 3-5 – continued content acquisition/curation, social media campaigns, updates to website Budget 2018: $5,000; Year 2 - $10,000; Year 3- $25,000 Measuring Success Variety of ‘on brand’ images representing Maple Ridge experiences for target markets Number of unique website visits Instagram images Number of referrals to stakeholder websites Size of subscribed email database for future direct marketing Contest participation rates Social media ‘Likes’/’Follows’ and reach Blog engagement Description Collateral - Produce 2018 Visitor Guide Specific Initiatives/Actions Continue to produce a Visitors’ Guide showcasing the many reasons to visit Maple Ridge Incorporate as a downloadable pdf on website Distribute print version in key locations (e.g. Park Bus) Upon completion of branding review – revisit design and imagery to ensure on-brand Rationale/Objectives Many travellers still reference a Visitors’ Guide to inform their decision making both during the planning stage and while en route Responsibility TAC/Tourism Contractor/City Partnerships/Leveraging Opportunities Advertising Sales Timing Immediate and ongoing Budget Breakeven with advertising sales Measuring Success Increase in average length of stay Increase in overall value of tourism economy in Maple Ridge Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 33 Description Actively engage with social media influencers in each target market (host bloggers, Instagrammers, etc.) Specific Initiatives/Actions Identify key influencers (local celebrity personas; leading photographers; bloggers in agri-tourism/culinary/field to table, weddings, etc.) Engage in and contribute to their social media dialogue Invite select influencers to visit and experience Maple Ridge – host and showcase Rationale/Objectives Social media influencers and their opinions are valued by travellers and have more credibility than paid channels Responsibility TAC/Tourism Contractor/City Partnerships/Leveraging Opportunities Possible multi-community fam tour funded together with DBC Timing 2018 and ongoing Budget 2018 - $5,000; Years 2-3 $5,000 Measuring Success Social media impressions Detailed Destination Development Strategies – 2018 Description Visitor Services – Design and activate visitor services program - rejoin DBC network Specific Initiatives/Actions Rejoin official Destination BC Visitor Centre network (must meet minimum hours of operation and training requirements but can co-locate with City staff) Apply for DBC Innovation funding to support provision of mobile visitor services at key locations such as Golden Ears Provincial Park (800,000 visitors per year); Park Bus Ambassadors; have presence at signature events in order to showcase Maple Ridge businesses and reasons to venture into Maple Ridge/stay longer; Build local volunteer ambassador base among residents – ‘Ask a Local’ program (in return for volunteer perks such as event attendance; recreation passes etc.) Research mobile visitor servicing program possibilities and self-service kiosks for high-traffic areas; Mobile visitor servicing could be via a vehicle, trailer, branded tent, etc. Have tourism staff presence at key locations and events where visitors congregate (sport tournaments, festivals, Haney Farmers Market, etc.) Review transferable lessons available from other communities that have participated in Destination BC Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 34 Remarkable Experiences projects to inform direction for future visitor servicing in Maple Ridge Connect with BC Parks Visitor Services and Community Engagement Manager to discuss ideas/options for mobile visitor servicing. Rationale/Objectives Maple Ridge receives many day visitors who may be unaware of the many reasons to venture further in/around Maple Ridge and ideally stay overnight. Rather than requiring them to go to a ‘bricks and mortar’ Visitor Centre, a program to meet the visitor where they are and engage them will provide information and value. Responsibility TAC/Tourism Coordinator/City Partnerships/Leveraging Opportunities DBC Innovation Funding; Summer Student Jobs Programs/Grants Timing 2018 – rejoin DBC official network using an existing City location that is already staffed; provide annual plan to DBC and meet training and hours of operation requirements; Plan mobile visitor servicing and apply for Innovation Funding in November 2017 2018 – Activate mobile visitor servicing program Budget 2018 – staff time only; Year 2-5 - $20,000 for mobile visitor servicing/volunteer ambassador program Measuring Success Number of visitors intercepted/engaged Resident volunteer ambassador program launched Average length of stay in Maple Ridge extended Description Destination Enhancement - consider visitor perspective and experiential quality in all ongoing investments in municipal infrastructure (roads, parks, trails, recreation facilities etc.) Specific Initiatives/Actions Present Tourism Strategy to all Managers/City Managers at City of Maple Ridge to build knowledge and educate that all City departments are part of ‘tourism’ – all have the ability to enhance/detract from a visitor experience Identify specific initiatives underway (Parks/Trails planning; Public Art; downtown revitalization; road widening etc. etc.) that would benefit from a visitor perspective Engage in each of these initiatives at the planning stage to incorporate ‘visitor lens’ Rationale/Objectives The City of Maple Ridge is already making significant capital investments for the benefit of its residents – these investments can be considered from the perspective of the visitor as well to ensure they serve both markets (resident and visitor) optimally Responsibility Economic Development team Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 35 Partnerships/Leveraging Opportunities All City departments Timing 2018 and ongoing Budget Staff time only Measuring Success Visitor perspective considered in project planning Description Leverage VFR (visiting friends/relatives) segment Specific Initiatives/Actions a. Educate locals on places to stay/things to do through city website/ mailouts/municipal communication channels b. Promote us of #DiscoverMapleRidge hashtag. Develop contest or promotion to encourage residents to share images/videos from the destination on social media c. Promote website, itineraries, etc. for residents to be the best hosts for visiting guests. Rationale/Objectives Maple Ridge’s residents need to be ambassadors for the destination and to be encouraging friends/relatives to visit and to explore. Responsibility TAC/Tourism Contractor/City of Maple Ridge Partnerships/Leveraging Opportunities Tourism stakeholders Timing 2018 and ongoing Budget 2018 - $3,000 Measuring Success • Social media engagement • Number of resident communiques Description Communicate progress/successes/ lessons learned from implementation of immediate strategies with residents and tourism business operators Specific Initiatives/Actions a. Create and distribute quarterly e-news to businesses to increase understanding of tourism marketing opportunities and successes amongst tourism businesses b. One-page email highlighting recent/upcoming marketing campaigns, website/social media/hashtag stats, Maple Ridge travel stories in the media, contests, etc. c. Educate all residents on the value of the local tourism economy and develop their appreciation of their contribution to the visitor experience d. Incorporate tourism updates/stories into municipal communication channels e. Celebrate Tourism Week each year in June f. Create ‘tourist in your own town’ programs for locals to experience Maple Ridge restaurants, shops, attractions g. Hold annual Tourism Open House to communicate successes and seek input into strategic plan/tactical plan updates Rationale/Objectives Both resident and business stakeholder support for tourism Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 36 initiatives is essential for long-term success. Lead Responsibility TAC/Tourism Contractor/City of Maple Ridge Partnerships and Leveraging Opportunities Chamber of Commerce, BIA Timing 2018 and ongoing Budget 2018 $0 (staff time) Measuring Success • Increased support for tourism in Maple Ridge Detailed Destination Marketing Strategies – Year Two (commencement of MRDT) The Year Two strategies are considered incremental to the immediate efforts identified above, which should also continue: Description Primary Market Research Specific Initiatives/Actions b. Endeavour to further understand who is coming today, what motivates them, what influences them and how they could be motivated to return, stay longer, come in the shoulder season etc. c. Conduct annual visitor intercept survey – Golden Ears Park and/or during festivals/events d. Utilize tools such as Explorer Quotient e. Develop a database of visitor postal codes and invest in Prizm5 data analysis Rationale/Objectives Primary market research enhances understanding of visitor perceptions and destination performance allowing fine-tuning of strategic investments Responsibility TAC/Tourism Contractor/City of Maple Ridge Partnerships/Leveraging Opportunities Maple Ridge tourism stakeholders Timing Years 3 and every two to three years thereafter to update Budget Year 3 - $15,000 Measuring Success Primary market research available to inform future planning and marketing efforts Growth in value of visitor economy in Maple Ridge Description Engage with the Maple Ridge community and create/launch a market-research informed destination brand/identity Specific Initiatives/Actions a. Engage brand development consultant and work closely with community define the Maple Ridge ‘personality’ as expressed by the community itself b. Work together with consultant and with City of Maple Ridge, key stakeholders and a consultant/designer to develop a compelling brand identity that captures unique selling proposition of the area from a visitors’ Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 37 perspective. This identity should leverage the iconic and inimitable found only in Maple Ridge. Include consideration of various naming conventions as well as brand attributes. c. Develop several preferred options and review with tourism stakeholders and community at large. Share brand identity with tourism operators to ensure an understanding of brand positioning and how they can align their efforts. d. Build knowledge and understanding of the Canada brand and the British Columbia brand. For maximum impact, ensure brand identity is aligned with provincial brand managed by Destination BC. Destination BC brand video: www.youtube.com/watch?v=72IrLltoA7w&feature=youtu.be e. Commission primary market research in existing and potential target markets to understand brand attributes that will resonate with these markets and motivate/create urgency to travel f. Launch and embed brand attributes, key messaging and identity in all destination development and marketing efforts g. Develop brand standards manual for approved identity to provide guidance to all those authorized to use brand Rationale/Objectives Maple Ridge does not have a compelling and memorable brand identity. While an identity alone will not increase visitation, it is an important tool to build awareness and convey the area’s unique selling proposition to those considering travel. Responsibility TAC/Tourism Contractor/City of Maple Ridge Partnerships/Leveraging Opportunities Tourism stakeholders, Residents of Maple Ridge Timing Year 2 Budget Year 2 - $30,000 ; Year 3 - $10,000 Measuring Success Research informed, community supported brand identity for Maple Ridge ready for launch in 2017 Description Secure additional imagery/videography content and curate for use in social media channels Specific Initiatives/Actions Consider a variety of means to secure images/video including contracted photographers/videographers; photo contests; Activate preferred means and secure continual ‘stream’ of content to be shared with target audiences Secure high-quality on-brand experiential photography and videography that captures compelling images for each market segment targeted and is aligned with provincial Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 38 branding. Destination BC brand video: www.youtube.com/watch?v=72IrLltoA7w&feature=youtu.be Rationale/Objectives The pace of content consumption on social media is rapid and to keep potential travellers engaged, images and video content must be updated frequently Responsibility TAC/Tourism Contractor/City of Maple Ridge Partnerships/Leveraging Opportunities Maple Ridge tourism stakeholders; consider participation in multi-community Open Pool application to hire professional photographers/videographers Timing Years 2 and ongoing Budget Year 2 - $10,000; Year 3 - $10,000 Measuring Success Social media following/impressions Description Continue to constantly enhance website content, incorporate search engine optimization; advertising Specific Initiatives/Actions Continue to invest in website improvements and content updates Ensure key word search terms are embedded in content to garner high organic search engine placement Utilize geo-targeted advertising on key words (e.g. Lower Mainland market searching on ‘weddings’) to promote Maple Ridge as an option for consideration Rationale/Objectives Research confirms that travellers increasingly use the web to plan their itineraries – content must be fresh and engaging and must also be easily found. Geo targeted advertising ensures high return on investment. Responsibility TAC/Tourism Coordinator/City Partnerships/Leveraging Opportunities Timing Year 2 and ongoing Budget $10,000 Measuring Success Website analytics Description Consider attending select weddings shows in the Lower Mainland Specific Initiatives/Actions Review various wedding shows focused on the consumer including their attendance demographics and cost structure Discuss and review options with Maple Ridge wedding service providers (venues, caterers, photographers) If stakeholder interest is strong, create a ‘Team Maple Ridge’ approach to wedding show participation to maximize impact – pay to play basis Rationale/Objectives Consumer show attendance as an exhibitor can provide access to a qualified group of motivated travellers Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 39 Responsibility TAC/Tourism Coordinator/City Partnerships/Leveraging Opportunities Maple Ridge Tourism stakeholders Timing Year 2 and ongoing if results warrant continuation Budget Year 2 - $2,000 Measuring Success • Qualified leads • Number of weddings held in Maple Ridge Detailed Destination Development Strategies – Year Two (commencement of MRDT) Description Support Arts/Culture/Heritage events that motivate travel with marketing and promotion including overnight itineraries to encourage longer lengths of stay Specific Initiatives/Actions a. Improve inventory of festivals/events for inclusion on website b. Festival/events inventory can be used for website listing, developing social media calendar and populating “What’s On” weekly flatsheet for stakeholders c. Promote existing festivals and events on website through social media and as part of suggested itineraries d. Ensure all festivals are listed and updated on Hellobc.com e. Incorporate Maple Ridge brand, imagery and hashtag into all festival/event promotions f. Increase the number of festivals and associated opportunities for visitor spending Rationale/Objectives Arts/culture/heritage events in Maple Ridge help define the community and provide reasons to visit and a foundation for the creation of an overnight stay Responsibility TAC/Tourism Contractor/City of Maple Ridge Partnerships/Leveraging Opportunities Festival and event organizers Timing 2018 – inventory creation Years 2-5 – promotions Budget 2018 - TBD Measuring Success • Social media engagement • Festival/event inventory completion Description Invest in existing and/or create new signature events with depth of programming content and quality that motivates travel with a focus on shoulder season Specific Initiatives/Actions Engage with local businesses/residents to define ‘need’ period and brainstorm possible events that are authentic to Maple Ridge Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 40 Review models of delivery – community owned and produced – community owned and professionally produced – third party owned and produced Create a signature festival strategy and business plan to support funding applications Rationale/Objectives A ‘signature’ event can be the first reason to visit Maple Ridge and can lead to return visits both for the event and at other times of year Responsibility TAC/Tourism Contractor/City of Maple Ridge Partnerships/Leveraging Opportunities Third party event producers Timing Year 1 – Engage with local businesses/community to define the ‘signature’ event to be enhanced or created Years 2 - 5 – Deliver and continually improve the event incorporating new elements, expanding and enhancing the scope/scale of programming Budget 2018 - $0 (staff time) Measuring Success • Signature event defined for Year 2 launch Description Continue to build relationships and offer market intelligence to support the development of authentic Aboriginal cultural tourism experiences by the Katzie and Kwantlen First Nations Specific Initiatives/Actions Meet with Katzie and Kwantlen representatives to discuss tourism opportunity Consider establishing a Memorandum of Understanding to support the development of authentic Aboriginal cultural experiences in Maple Ridge Liaise with Aboriginal Tourism BC (AtBC) and make necessary introductions to access support available through AtBC Provide relevant market research/intelligence to support Katzie and Kwantlen community discussions regarding their interest and willingness to engage with visitors Provide support and assist with business plans/feasibility studies for proposed business ventures, if requested Rationale/Objectives Many travellers are seeking authentic Aboriginal cultural experiences. If Maple Ridge works together with the Katzie and Kwantlen First Nations and supports their launch of new experiences, this will give many travelling segments a specific reason to stop and potentially stay in Maple Ridge. Responsibility TAC/Tourism Contractor/City of Maple Ridge Partnerships/Leveraging Opportunities Katzie First Nation; Kwantlen First Nations; AtBC Timing 2018 – relationship building; possible MOU Years 2-5 – ongoing support Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 41 Budget 2018 - $0 (staff time) Measuring Success New Aboriginal cultural experiences launched in Maple Ridge Description Expand depth of agritourism offerings in Maple Ridge and promote all agritourism experiences Specific Initiatives/Actions a. Highlight farm to table experiences in town (campaign development for existing Golden Harvest event) www.theactmapleridge.org/buy-tickets/other-presentations/golden-harvest b. Support Agricultural Land Reserve (ALR) events (promote use of ALR land for farm to table events, such as farm weddings or socials, farm tour cycle events, barn dances, etc.) c. Connect with ALR stakeholders currently hosting, or interested in hosting, events to explore cooperative marketing opportunities. d. Continue to work with regional partners on cooperative marketing programs for agritourism sector (Circle Farm Tour, Scenic 7, BC Ale Trail, etc.) e. Design and implement Maple Ridge specific agritourism promotions with local businesses Rationale/Objectives Maple Ridge’s unique selling proposition revolves around its mountains, its agricultural offerings and its proximity to an urban centre, just one hour away from Vancouver. However, a greater number of agritourism experiences would be beneficial to create motivation for travel and overnight stays. Encouraging new agritourism experiences to open and continuing to support existing businesses will eventually create this density of experiences. Responsibility TAC/Tourism Contractor/City of Maple Ridge Economic Development Partnerships/Leveraging Opportunities Agritourism businesses Fraser Valley Circle Farm Tour Timing Year 2 and ongoing Budget Year 2 - $3,000 Measuring Success Number of agritourism experiences in Maple Ridge Cooperative marketing investment Description Participate in an update to the signage/wayfinding strategy and represent the perspective and needs of the visitor Specific Initiatives/Actions Contribute to City led review of wayfinding and signage throughout Maple Ridge Rationale/Objectives Signage and wayfinding contribute to the overall quality of the visitor experience Responsibility TAC/Tourism Contractor/City of Maple Ridge Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 42 Partnerships/Leveraging Opportunities City of Maple Ridge Timing As dictated by process Budget 2018 - $0 (staff time) Measuring Success Visitor friendly signage and wayfinding throughout Maple Ridge Description Preparation of a Whonnock Lake Master Plan Specific Initiatives/Actions Conduct a Master Plan that provides a comprehensive long-range vision for Whonnock Lake recreation area Rationale/Objectives Providing additional recreational opportunities for both residents and visitorss Responsibility City of Maple Ridge Partnerships/Leveraging Opportunities TAC/Tourism Coordinator Timing As dictated by City-led review process Budget 2018 -$0 (staff time) Measuring Success Implementation of master plan Description Participate in a Trails Master Plan that considers strategic connections, interconnectivity amongst communities and supports trail based/cycling visitation to Maple Ridge Specific Initiatives/Actions Contribute to City led review of trails throughout Maple Ridge Rationale/Objectives Trails are often motivators to travel and the quality and variety of trails will contribute to the overall quality of the visitor experience Responsibility TAC/Tourism Contractor/City of Maple Ridge Partnerships/Leveraging Opportunities City of Maple Ridge Timing As dictated by City-led review process Budget 2018 - $0 (staff time) Measuring Success Trail network within Maple Ridge and connected to neighbouring communities that is highly rated by visitors and is becoming a travel motivator Description Invest in the experiential quality offered to visitors Specific Initiatives/Actions a. Offer industry training to all businesses (i.e. Destination BC – Tourism Business Essentials guide and workshop) b. Work with Destination BC to offer WorldHost® training program to Maple Ridge businesses that focuses on providing exceptional visitor experiences c. Use the Destination BC market-ready checklist as a starting place and further enhance with specific standards and best practices related to Maple Ridge: www.destinationbc.ca/Resources/Tourism-Planning-Resources/Market-Ready-Standards.aspx. This tool will Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 43 help to build understanding of ‘market-ready’ and ‘export-ready’ product standards and experiential requirements. Develop a self-assessment checklist for ‘market- ready’ and ‘export-ready’ standards and best practice to be used by local businesses. d. Promote Tourism Business Essentials educational tools and online resources available through Destination BC at no charge to local businesses. Offer Online Reputation Management workshop to all businesses e. Ensure local tourism operators are on TripAdvisor and encourage them to actively manage their online reputation. www.destinationbc.ca/getattachment/Programs/Guides-Workshops-and-Webinars/Guides/Tourism-Business-Essentials-Guides/TBE-Guide-Online-Reputation-Management-2nd-Edition-Sep-2014-(2).pdf.aspx f. Request to be part of Destination BC’s Remarkable Experiences program www.destinationbc.ca/Programs/Regions-Communities-and-Sectors/Sector-Tourism-Programs.aspx g. Encourage cross-promotion amongst tourism businesses h. Develop and distribute ‘What’s On’ weekly flatsheet/central calendar to educate business owners and residents. This is intended to influence hours of operation to accommodate visitor needs, while encouraging cross-promotion amongst tourism businesses i. Advocate for government investments in infrastructure improvements Rationale/Objectives Enhanced market knowledge and service/training levels will continue to improve the visitor experience creating ‘remarkable experiences’ that are favorably reviewed on third party platforms and shared across social networks thereby encouraging new and repeat visitation Lead Responsibility TAC/Tourism Contractor/City of Maple Ridge Partnerships and Leveraging Opportunities Destination BC; Chamber of Commerce; City of Maple Ridge / Economic Development Timing Years 2 and ongoing Budget Year 2 - $3,000 Measuring Success • Number of participants in training programs • Number of members utilizing on-line training resources Description Analyze the role that Airbnb and short term rentals might play in tourism and community economic development Specific Initiatives/Actions Review policy direction/better practices of other destinations in BC, Canada and North America Review Maple Ridge presence on sharing platforms like AirBnB, VRBO etc. Draft municipal policy for consideration by Mayor and Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 44 Council Rationale/Objectives The sharing economy creates both opportunities and risks that should be understood and proactively managed by a destination Responsibility Economic Devleopment/City Planning Department Partnerships/Leveraging Opportunities City staff Timing Year 2 – policy review Year 2 – draft Maple Ridge policy Budget Year 1 - $0 (staff time) Measuring Success Policy review complete Maple Ridge specific policy in place Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 45 Appendix A – Understanding the Visitor Economy Phil Reddy Tourism Strategy Manager Northwest Regional Development Agency 2006 © Culture Northwest 2006 Summary In this report, Phil Reddy, the Tourism Strategy Manager for the Northwest Development Agency reflects on the meaning of the term ‘Visitor Economy’, a term that is increasingly being used as a replacement for ‘Tourism’. This report builds on the experience gained in the Northwest and draws on the debate amongst academic researchers, regional tourism and visitor economy leaders and officers and cultural sector research specialists which took place at: ‘Convergence: culture, knowledge and the visitor economy in the North West’ – a joint think tank event between the Culture Observatory Intelligence Network, North West Universities Association and Northwest Regional Development Agency on 26 January 2006, Lancaster University. This report suggests that these two terms mean different but complementary things, and puts forward a working definition of the visitor economy. It emphasizes the importance of those managing destinations having a really good understanding of their visitors if they are to meet expectations. Knowing your customers enables you to design products, services and experiences that they will value, and therefore pay for. The idea that we have the ability to design destinations in a conscious way to meet visitors’ expectations is not a novel one, but it is not an idea, or a capacity, that is widely acknowledged or used at the level of a destination. The implications of this bear particularly on tourist boards, but also on local authorities; from being more concerned with promotion (their traditional territory), tourist boards become much more focused on strategic issues of product development. In turn, this new paradigm requires a very different set of skills to those they traditionally possess. The report concludes by emphasising that the many different actors involved in the visitor economy need to work together to achieve the goal that the Regional Development Agency is pursuing; of raising the gross value added that this sector of the economy generates. Introduction The tourism strategy for the northwest of England is based on a vision of the region becoming the best destination for visitors in the country. Quite what being best means is not spelt out, but it is clear that the quality of the experience that the region’s destinations offer to their visitors is a critical factor in making them and the region, the best. Visitors’ experiences of any trip start well before the journey and cover many different elements, with many different contributors. Many of those who contribute to the quality of the experience will not regard themselves as being in the tourism sector, and much of what visitors experience is also open to a wider public. Having a clear understanding of what we mean by the visitor economy and the roles of the different organisations Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 46 in supporting this, will help everyone to deliver the quality of experience we aim to provide. Just like a good private sector, customer focused business, destinations need to design and plan their visitor focused offer with a strong sense of purpose, and with a clear idea of the visitors they seek. Understanding the Visitor Economy The term Visitor Economy is increasingly being used by those involved in developing tourism, and in the marketing of Britain and England as tourism destinations. There is an immediate appeal to the term; the word 'visitor' is a simpler and more inclusive one than either tourism or tourist, while the reference to economy focuses attention on the importance and perhaps seriousness of what is referred to. But to what extent is the term Visitor Economy synonymous with that of Tourism? Do we need both terms if they are the same? If they mean different things, then how do they differ? Tourism is defined by the UN World Tourism Organisation, but who is responsible for defining Visitor Economy? The UN World Tourism Organisation definition reads: Tourism comprises the activities of persons travelling to and staying in places outside their usual environment for not more than one consecutive year for leisure, business and other purposes not related to the exercise of an activity remunerated from within the place visited. The decision on whether an individual is, or is not a tourist can be a complex and difficult one to make, though this is by no means always the case. In general, we all recognise that overnight visitors are tourists, and we know that many overnight visitors, particularly in our cities, are business visitors, without knowing enough about them, as distinct from leisure visitors. The real difficulty is in deciding if day visitors are tourists or not. Many day visitors can be properly classified as tourist, but the survey data we have is weak; there is an urgent need for improvement here. The definition of tourism, and therefore of tourists, matters because without it, there is no possibility of being able to count the money they spend. Tourist expenditure is money spent by, or on behalf of, the tourist before, during and after a tourist trip. Yet tourism is of interest to the Northwest Development Agency, to Local Authorities and to the Government principally because of its economic value; it generates GVA, it provides employment and supports businesses that are important to resident communities, it produces tax revenues, and it has a significant impact on the balance of payments. Given the role of airplanes in global warming and the large numbers of UK residents that fly out of the UK, tourism is increasingly significant in this context too. All tourists are visitors, but not all visitors are tourists. Current usage is to regard Visitor Economy as synonymous with Tourism, but do we need two terms that mean the same thing? Does using a different term with the same meaning as the one it replaces, help in terms of our policies and actions? Despite its increasingly wide use, the term visitor economy does not have an accepted definition. But if it were to be given a distinct meaning, could we use the term Visitor Economy to broaden our thinking, and to help clarify understanding? Tourism is well enough defined, and given its international definition, it is not within the power of regional or national organisations alone to change that definition, though there is a degree of choice available when it comes to the interpretation, particularly with respect to day visitors. Tourism is Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 47 an economic activity that the Northwest recognises as important. It is the Northwest Development Agencies job to create the conditions that support the growth of that economic activity; that can mean more people, it certainly means more expenditure. Tourism is an economic activity; it describes tangible, quantifiable, transactional events, but a successful tourism sector depends upon much that is intangible and qualitative in nature. Tourism depends on the qualities of place in particular. Clearly, no matter how good an individual tourism business, it will not thrive as well in a place that is of lower quality, as it would in the best. The opportunities to both attract more customers, and to add value, and therefore generate higher spending, are both dependent on the quality of the broader environment. The Concept of the Visitor Economy The Concept of the Visitor Economy, as defined in this report, recognises the importance of the more qualitative factors and of the wider set of individuals and organisations, to the success of the destination. At the core of the concept of the visitor economy is the economic activity of visitors, but its meaning is broader than this, embracing all of the elements that make for a successful visitor destination, it covers: . All of the things that attract visitors; this means the diverse range of destinations of the region, the natural environment, the heritage and culture, iconic buildings, the retail, sport, leisure and cultural facilities, food, gardens, the events, the scenery; all the things that make the place special, distinctive and capable of engendering pride and interest and a place worth experiencing. . The infrastructure that helps to reinforce and shape the sense of place and make it an easy place to visit; the signs, the transport, parking and orientation, interpretation, public space, amenities, etc. . The services that cater for the needs of visitors (and of residents), that create economic and social activity and increase spending; including the hotels and bars, pubs and restaurants, galleries, the everyday events and the day-to-day services that make the place clean, safe and welcoming. To create a successful visitor economy, it is necessary to manage all of the components in an integrated and long-term way, with a clear focus on the needs of the visitors the destination is seeking to attract. That focus should be summarised in a destination brand, which should capture and summarise all of the experiences within the destination and presents these to the market in a way that influences perceptions and expectations, and persuades people that they are worth trying. A successful brand gives shape and voice to ambition, improves perceptions and, importantly, promises what can be delivered. Tourism versus Visitor Economy The important distinction here is between the person-centred concept of a ‘tourist’, which is defined so as to allow the measurement of the economic activity of that person, and the place- centred concept of the ‘visitor economy’, which is concerned with the whole environment within which tourists, and other visitors, act. To use a simple analogy, the visitor economy refers to the coral reef, while tourism refers to a specific group of fish that visit the reef. The value of thinking about the visitor economy is that it legitimises, and gives coherence to, a policy interest in all of the areas identified above: the things that attract visitors; the infrastructure that supports their visit, and; the services provided to them. In thinking about the Visitor Economy, the starting point should be the quality of experience that we provide, but the scope of our interest is not limited by the need to define who is or is not a tourist at any point in time; it therefore Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 48 embraces both tourists and non-tourists. The quality of the visitor economy matters to tourism and to tourists, as well as to visitors more generally. It also matters to the wider economic and social success of the destination and the region. High quality places help to attract and retain higher level, more economically productive businesses and workers, as well as being attractive to visitors. Understanding our Visitors From the point of view of the Northwest Development Agency, it is the economic value of visitors and the visitor economy that is of interest. The goal is to be the best visitor destination, but the reason for this is to generate wealth. Simply providing attractive environments or experiences is not enough if there is no economic value generated. We want visitors who will spend money. We need a good understanding of our visitors and potential visitors; the better we understand this, the better will be our ability to design experiences that succeed in attracting the visitors we want. In particular, we need to understand how we can increase the likelihood of visitors spending money willingly, which means providing them with experiences they enjoy and value. None of this is new or surprising; good, customer-focused companies in the private sector understand this well and act accordingly and the competitive pressures between companies drive innovation and growth. To an extent, the same pressures also apply in the visitor economy; particularly when it comes to the major hotel chains that clearly compete with each other. It happens to a lesser extent in other parts of the visitor economy, and, I would suggest, almost not at all when it comes to the level of destinations. One way of increasing our understanding of visitors is by grouping similar people together; 2clearly not all visitors are the same, so it makes sense to look for common characteristics between different groups. Segmenting the UK visitor population into distinct groups that share important characteristics helps us to increase our understanding of them. There are many ways of doing this; age, sex, social class, and post code are all obvious. We also segment people on the basis of what they have done in the past. The purpose of doing this is less about promotion, than about taking control of our visitor economy by actively shaping this to suit the visitors we want. VisitBritain has decided to use the Ark Leisure segmentation model, a values based model, which recognises that many different criteria determine customer behaviour, and which seeks to identify the issues that matter most. These multi-dimensional criteria encompass attitudes, beliefs and values; they are used by the model to group consumers into eight main segments. By getting a better understanding of these criteria and the way different consumer segments operate, VisitBritain is starting to build up deeper insights into what really underpins customer decisions and actions. The NWDA has recently commissioned research into the day visitor behaviour of people in the region, using the same segmentation model. The insights gained from this, the work of VisitBritain, and other work can help us to shape our places, so that they are more likely to succeed in generating and sustaining growth. The goal is growth in value rather than volume; a better understanding of consumer behaviour helps us to focus on growing value. Using these and other insights should enable us to take control of our future with more confidence, helping us to design and create destinations that will offer the experiences that visitors of the future will want. VisitScotland’s recently published strategy for tourism estimates that gross tourism revenues could increase by 50% by 2015. They believe that this is likely to be driven by an increase in visitor numbers of perhaps 20% by 2015, with the rest of the growth coming from increased spend per head as they get better at offering a wider variety of experiences and products to meet visitors’ expectations. They point out that visitors to Austria now, spend half as much again per head as they Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 49 do in Scotland. The Implications for Local Authorities, Tourist Boards and Others The Lyons Inquiry into Local Government emphasises the strategic role of local government in “place-shaping”. This encompasses, among other things: building and shaping local identity and; working to make the local economy more successful, to support the creation of new businesses and jobs in the area, including through making the area attractive to new investment and skilled workers, and helping to manage economic change. Lyons suggests that there are a range of actions which councils need to undertake to engage successfully in place-shaping, including: good leadership; building coalitions and consensus about the direction of travel with other agencies and the private sector; effective public and community engagement, and; effective use of legislative powers. Local Authorities have vital place-shaping roles, and need to carry out these roles using the best advice and information and with a clear strategic focus. The role of Local Authorities is less about attracting visitors, and more about shaping places that will meet or exceed their expectations, working with Tourist Boards and with other stakeholders in the visitor economy. The management of the visitor economy should become a core, mainstream interest for local authorities within the broader context of place-shaping; this is in contrast to the far more common approach that sees tourism as peripheral activity, with a focus on promotion and on the provision of information. In this context, tourist boards provide expertise in destination development and act as agents of the NWDA in delivering the objectives of the Regional Economic Strategy and the Regional Tourism Strategy. The role of tourist boards is to work with local authorities, to provide advice and expertise, to shape and deliver the brand, and to deliver the right groups of visitors through appropriate promotional activity. In addition, tourist boards continue to have a role as a key interface with tourism sector businesses, especially those within the accommodation sub-sector, and as a provider of channels to market for businesses. These are roles they are familiar with and carry out well. For both local authorities and tourist boards, the strategic visitor economy roles described involve a new approach, and new skills, with a focus on leading the process of change, and working with others to develop, and help deliver shared visions of the future. The Destination Management Planning process now being used in the Northwest is intended to support the achievement of this. Conclusion Tourism is a necessary and valuable concept, but it is not sufficient to encompass the broader space about which we need to think and in which we need to act if we are to succeed in our ambition to be the best destination in the country. The visitor economy can be used to describe the space in which we need to operate. Mapping and understanding the visitor economy will help to identify who owns the different elements within that space; show how the different elements interact, and; define directions of travel and responsibilities for action. Such mapping, and the partnerships that arise from this, are essential to the success we seek. Tourist Boards and Local Authorities need to work together, and with other stakeholders in the visitor economy, to develop achievable visions for the future that are consistent with both the Regional Economic Strategy and with the Regional Tourism Strategy. Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 50 The NWDA has a strategic role, expressed through the strategies it helps to create, through its role in shaping regional and sub-regional structures, and through the investments it makes. Local authorities are vital place-shapers. Tourist boards are experts in destination management. The cultural communities are owners of, and key contributors to the visitor economy. And of course, the private sector is essential. The new tourism and economic structures in the region support and strengthen our ability to think strategically, to set clear goals, and to act within a shared framework. Doing this with a clear sense of what we mean by the visitor economy, and of its wider importance, will mean we have the best chance of creating the economic success we all seek. --- End --- © Culture Northwest 2006 Appendix B – Net Promoter Score The Net Promoter Score (NPS), developed by Frederick Reichheld and Bain & Company in 2002, is a simple metric that helps organizations monitor the engagement of their customers. It reflects the likelihood that customers will recommend a product/ company/place to friends, family or colleagues. In the context of the tourism industry, NPS is based on responses to the question, “How likely are you to recommend [British Columbia] as a travel destination to a friend, family member or colleague?” Responses are scored from 0 = “not at all likely” to 10 = “extremely likely”. Respondents are divided into three categories: . Detractors (scores of 0 to 6): Unhappy visitors, unlikely to tell others to visit and might even damage the reputation of a destination through negative word of mouth. . Passives (scores of 7 or 8): Marginally satisfied visitors not excited enough to tell others about their travel experience. . Promoters (scores of 9 or 10): Loyal enthusiasts likely to return and rave about their travel experience. NPS is calculated by subtracting the percentage of detractors from the percentage of promoters. The intention to recommend a travel destination, reported by the NPS, is a proxy measure of overall satisfaction with the travel experience. Satisfaction with the travel experience and the intention to recommend greatly increase the likelihood of a return visit to Maple Ridge. And word of mouth advocacy, either face-to-face or through social media, is critical for attracting first time visitors to Maple Ridge. NPS is regarded by researchers as the question that best predicts the future growth of customer Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 51 centric businesses like the tourism industry. Many tourism businesses and destination management organizations, including Destination Canada and Destination BC, are also measuring NPS to help monitor and measure efforts to improve customer loyalty. The original research that developed NPS is described in an article by Frederick F. Reichheld in the Harvard Business Review: https://hbr.org/2003/12/the-one-number-you-need-to-grow. Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 52 Appendix C – Market Research – The Tourism Opportunity A wide range of market intelligence available through Destination BC was reviewed to inform the development of a five-year tourism strategy for Maple Ridge including: • Tourism Indicators – February 2016 • Value of Tourism in British Columbia 2014 - February 2016 • Vancouver, Coast and Mountains Regional Profile – January 2015 • Market Profiles (2012/2013) – October 2014 • Activity Sector Profiles Copies of these research reports are available on www.destinationbc.ca/Research.aspx. Highlights from this market research and implications for Maple Ridge follow: Sector/Market Implications The review of market research confirms that Maple Ridge has a range of experiences to offer visitors from a variety of geographic markets who participate in a variety of activities. The destination offers year-round outdoor activities for all ages and skill levels which, when combined with easy access from the lower mainland and Fraser Valley, quality amenities and authentic culture create compelling reasons to travel and stay here as a vacation destination or spend an overnight as part of a longer touring itinerary. Further, the sports facilities and infrastructure found in Maple Ridge are capable of attracting and hosting a variety of regional and provincial tournaments and events, including the upcoming 2020 BC Summer Games. However, this wealth of experiences also creates a challenge for Maple Ridge. As a destination, Maple Ridge must precisely define and target its markets with clear and compelling messaging (narrative and imagery). Messaging that Maple Ridge ‘has it all’ or ‘has something to do year round’ will not sufficiently amplify above the noise of the competition. By the same token, focusing exclusively on one core travel motivating activity such as hiking limits a vast market opportunity for a wide range of travellers having different travel motivations. Therefore, the execution of all recommended marketing strategies must consider each market being targeted with specific information for each of them. This tactical execution can still occur under an ‘umbrella’ brand for Maple Ridge that captures the unique ‘essence’ of the place and experience. As noted by Phil Reddy (Appendix A): “……a destination brand…should capture and summarise all of the experiences within the destination and present these to the market in a way that influences perceptions and expectations, and persuades people that they are worth trying. A successful brand gives shape and voice to ambition, improves perceptions and, importantly, promises what can be delivered.”1F 2 A further implication of this research and the need to speak to various markets in very specific and distinct ways, is that marketing efforts should be weighted towards lower cost web/social media/technology based approaches rather than more traditional print collateral and advertising to permit cost-effective customization. 2 Culture Northwest 2006, Phil Reddy, Tourism Development Manager, Northwest Development Agency Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 53 This is supported by research conducted by Destination Marketing Association International (DMAI) in their study Destination Next, 2014 where significant trends in destination marketing were identified.2F 3 Extracts from the top 20 trends in destination marketing that are relevant to Maple Ridge are: • Social media prominence in reaching the travel market • Mobile platforms and apps becoming the primary engagement platform for travellers • Customers increasingly seeking a personalized travel experience • Smart technology creating new opportunities for innovative new services and processes • Travellers demanding more information, control, interaction and personalization • Geo-targeting and localization becoming more prevalent • Customers increasingly looking for a travel experience that allows them to experience a locals way of life • Technology enabling faster decision-making by customers, thereby increasing business to a destination • Consumers becoming increasingly comfortable with ordering products online • The brand of a destination becoming a more important factor in travel decisions to consumers • Short-stay trips and mini vacations becoming increasingly popular • More third-party information providers aggregating content about destinations • Peer-to-peer buyer influence driving customer purchases • Customers increasingly going direct to suppliers for goods and services There are also some clear challenges for Maple Ridge. Its proximity to the Lower Mainland means that much visitation will be day-trippers who return home at night. If the goals related to growing accommodation occupancy and yield on a year-round basis are to be achieved, there must be a focus on travellers who are motivated to stay overnight – for weddings, small conferences, sport tournaments or because the nature of the outdoor or cultural experiences on offer in Maple Ridge are sufficiently compelling to warrant a multi-night stay. From the perspective of target markets for Maple Ridge, the implications of this market research for the tourism strategy are as follows: • The majority of visitors to Maple Ridge are from British Columbia itself (Vancouver Island/Lower Mainland/Vancouver Coast & Mountains) followed by Alberta/Ontario • Maple Ridge experiences seem to fit best with the Authentic Experiencers and Cultural Explorer traveller types defined by the Explorer Quotient tool utilized by Destination BC • BC Residents are an attractive target market for Maple Ridge – their younger demographic will appreciate the wealth of outdoor activities accessible from Maple Ridge • BC Residents are also most likely to travel throughout the year and venture into all regions of the Province • Touring travellers interest in visiting parks, natural wonders and heritage sites would indicate an opportunity for Maple Ridge • Canadian hiking travellers represent a good segment for the Maple Ridge – especially those based in BC and Alberta. Their interests are consistent with the product offered in and around the area and they have above average income and education 3 Destination Next, A Strategic Road Map for the Next Generation of Global Destination Marketing – Phase I, Destination Marketing International Association, 2014 Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 54 • Travellers motivated by mountain biking and road cycling represent a potential target market for Maple Ridge particularly when experiences are combined along a circle route that encompasses the Fraser Valley; Slow Food Cycle tours such as www.fraservalleycycletours.com or www.tourismpembertonbc.com/news-and-events/events/slow-food-cycle-sunday • Regional and provincial sport events will find the facilities, services and amenities they need in Maple Ridge to host a successful event • Meetings and events capacity in Maple Ridge is limited but sufficient to target regional scale meetings • Maple Ridge offers a scenic locale for weddings priced far more affordably than elsewhere in the Lower Mainland Macro Environment • Tourism is an international industry • British Columbia’s product offerings are in demand but the Province is a relatively small player in the growing, highly competitive international environment • In the short term, tourism performance can be volatile as it is highly tied to uncontrollable events, such as weather conditions or rapid changes in security and economic events • In the long term, healthy growth is forecasted – UNWTO forecasts global growth in international tourist arrivals annually until 20303F 4 Consumer & Travel Trends • Fluctuating world economy continues to create uncertainty resulting in continued lower levels of consumer confidence/outlook and impact on discretionary spending; some signs of increasing consumer confidence arising from positive outlook for US economy • Declining fuel prices increase the affordability of drive vacations and support the potential for increasing travel from the drive markets such as BC, AB and the United States • Recent declines in the value of the Canadian dollar increase the attractiveness of Canada to US travellers and support Canadian travellers vacationing at home • All things considered, travel interest is on the rise BC Tourism Trends Tourism Indicators report the following4F 5: British Columbia’s tourism industry had an exceptional year in 2016, with a total of 5,532,065 overnight international visitor arrivals to the province, including 3,620,975 visitors from the US, 1,200,481 from Asia Pacific, and 535,238 visitors from Europe. International visitor arrivals were up 12.3% over 2015. This means an additional 605,918 visitors from international markets arrived in BC in 2016 over the previous year. BC saw increases from key markets, such as Mexico (up 33.4%); Australia (21.1%); China (18.2%); United Kingdom (17.3%) & India (9.9%). The strong growth in the tourism sector can be linked to a number of factors, including the marketing efforts of Destination BC and our industry partners, increased number of direct flights, and the easing of visa restrictions. 4 Tourism Towards 2030, World Tourism Organization UNWTO, 2011 5 Destination BC Tourism Indicators and Value of Tourism – www.destinationbc.ca/resarch.aspx Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 55 The beginning of 2017 showed an increase of 9.9% in overnight entries to Canada and 9.2% to BC for January 2017. BC had an impressive increase of 33.4% in entries from Asia/Pacific countries. • 2015 Value of Tourism Snapshot reports that the tourism industry generated $15.7 billion in revenue, a 5.3% increase over 2014 and a 37.3% increase over 2005 • While BC residents spend less per visit, they still represent an attractive target market because they: o Experience less volatile travel patterns o Travel year-round o Accept varying qualities of facilities o Are willing to explore the Province Vancouver, Coast and Mountains – Regional Profile (2014)5F 6 In 2012, overnight tourism in British Columbia generated 17.9 million person-visits and $8.6 billion in related spending. The Vancouver, Coast and Mountains tourism region represents 43% of provincial overnight visitation and 57% of related spending. The Vancouver Island tourism region received approximately 8.2 million overnight person-visits in 2012 and generated over $4.7 billion in related spending. British Columbia residents make up the largest share of overnight visitation (45%), but has a much lower spending (22%) compared to other tourism regions. In addition, the region has the largest market share of Washington and Californian travellers compared to other regions. The top five markets by area of origin for the region are: Area of Origin Share of Visitation Share of Spending 1 British Columbia 45% 22% 2 Washington 10% 6% 3 Alberta 6% 6% 4 Ontario 5% 9% 5 California 4% 5% On average, domestic travel parties to the Vancouver, Coast and Mountains tourism region stayed 3.4 nights and spent $155 per night during their trip. US travel parties stayed 3.6 nights and spent $236 per night during their trip. Other international travel parties (excluding the US) stayed 13.6 nights and spent $126 per night during their trip in the region. Same day travellers accounted for 49% of visitor volume and 16% of visitor expenditures – overnight visitors accounted for 51% of visitor volume and 84% of visitor expenditures. Most people travelled in the Vancouver, Coast and Mountains tourism region during the peak summer months of July to September, but the proportions were more evenly distributed in all quarters for all markets of origin compared to other tourism regions. More travellers visited the 6 Destination BC – Vancouver Coast and Mountains Regional Profile, 2015 Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 56 Vancouver, Coast and Mountains tourism region during the ski season months of October to December and January to March compared to other tourism regions in the province. Top five trip activities of visitors to the Vancouver, Coast and Mountains tourism region often include a range of outdoor activities (hiking/backpacking, camping, skiing) as well as museums, art galleries and historic sites. Note: these activities could have taken place anywhere on their trip, not just in this region. Top 5 trip activities: BC residents Other Canadians US residents Other international 1 National, provincial or nature park National, provincial or nature park National, provincial or nature park National, provincial or nature park 2 Camping Beach Historic Site Zoo or aquarium 3 Boating / canoeing / kayaking Hiking or backpacking Zoo or aquarium Museum or art gallery 4 Beach Museum or art gallery Museum or art gallery Historic site 5 Fishing Historic site Downhill skiing or snowboarding Festival or fair Visitor Characteristics – By Market Destination BC provides market research related to visitor characteristics by their area of origin as well as by the activities in which travellers participate. Detailed reports are available on www.destinationbc.ca/Research.aspx and summary highlights are provided below: British Columbia Residents • British Columbians took 10.6 million overnight trips within BC in 2014 • All age groups are represented – 37% are aged 18-34 years; 36% are aged 35-54 years • 42% were travelling for leisure; 44% were travelling to visit friends/family • Average travel party size of 2.7 people • Average trip length 2.8 nights; 64% staying 1-2 nights; 28% staying 3-5 nights • 84% travel by auto/camper/RV • 41% visit Vancouver Coast & Mountains; 24% visit Vancouver Island; 20% visit Thompson Okanagan regions • Travel throughout the year with peaks in July/August/September • Beaches, hiking, visiting friends/family and camping are most popular activities • 26% do not need accommodation; 38% book their accommodation directly • Explorer Quotient Traveller Type: 36% are Gentle Explorers; 17% are Free Spirits; 16% are Authentic Experiencers; 10% are Cultural Explorers Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 57 Albertan Travellers • Alberta travellers took 2.5 million overnight trips to BC in 2014 • All age groups represented; 39% are aged 18-34 years; 40% are aged 35-54 years • 55% were travelling for leisure; 35% were travelling to visit friends/family • Average travel party size of 3.1 people • Average trip length 4.4 nights; 36% staying 1-2 nights; 40% staying 3-5 nights • 75% travel by auto/camper/RV; 22% travel by air • 36% visit Kootenay Rockies; 27% visit Thompson Okanagan; 21% visit Vancouver Coast & Mountains; 7% visit Vancouver Island • Travel throughout the year with peak travel in July/August (42%) • 26% do not need accommodation; 38% book their accommodation directly • Hiking, beaches, visiting parks and boating are most popular activities • Explorer Quotient Traveller Type: 38% are Gentle Explorers; 21% are Free Spirits; 13% are Authentic Experiencers; 12% are Cultural Explorers Ontario Travellers • Ontario travellers took 587,000 overnight trips to BC in 2014 • All age groups are represented; 33% are aged 18-34 years; 33% are aged 35-54 years; 34% are 55 and older • 43% were travelling for leisure; 26% were visiting friends/family; 29% were travelling for business • Average travel party size of 2.9 people • Average trip length of 7.0 nights; 38% staying 3-5 nights; 26% staying 6-9 nights; 15% staying 10-16 nights • 82% travel by air • 69% visit Vancouver, Coast & Mountains; 15% visit Vancouver Island • Travel throughout the year (39% in Nov/Dec/Jan/Feb/March; 44% in June/July/Aug/Sept) • 26% do not need accommodation; 38% book accommodation directly • Visiting parks, hiking, going to the beach and visiting friends/family are the most popular activities • Explorer Quotient Traveller Type: 31% are Gentle Explorers; 27% are Free Spirits; 17% are Authentic Experiencers; 11% are Cultural Explorers Washington State Travellers • Washington State travellers took 1.2 million overnight trips to BC in 2014 • 62% of travellers are aged 45 years or older; 45% are aged 55+ years; 23% are 65+years • 63% were travelling for leisure; 24% were visiting friends/relatives • Average travel party size of 3.0 people • Average trip length of 3.0 nights – 76% stay 1-3 nights • 83% travel by auto • 75% visit Vancouver, Coast & Mountains; 20% visit Vancouver Island • Travel throughout the year with small peaks in July/August • 16% do not need accommodation; 38% book accommodation directly; 21% use an Online Travel Agency; 19% still use a travel agent • Shopping, sightseeing, visiting friends/family, outdoor activities are the most popular activities • Explorer Quotient Traveller Type: 34% are Gentle Explorers; 18% are Authentic Experiencers; 15% are Free Spirits; 10% are Cultural Explorers Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 58 California • California travellers made 419,000 overnight trips to BC in 2014 • 62% of travellers are 45 years or older; 42% are 55 years or older; 20% are 65+years • 57% are travelling for leisure; 23% are visiting friends/relatives; 13% are travelling for business • Average travel party size is 2.5 people • Average trip length is 5.7 nights; 47% stay 1-3 nights; 34% stay 4-6 nights • 81% visit Vancouver, Coast & Mountains; 30% visit Vancouver Island; • Travel peaks in June and July; followed by August/September/October • 56% arrive by plane; 24% arrive by auto; 10% arrive by boat • 23% of travellers book their air directly; 19% book air through a travel agent; 16% use an online travel agency (OTA) • 16% of travellers from California do not need accommodation; 38% book their accommodation directly; 21% book accommodations through an OTA and 19% book accommodation through a travel agent • Sightseeing, shopping, visiting friends/family and visiting parks are the most popular activities • Explorer Quotient Traveller Type: 29% are Free Spirits; 28% are Gentle Explorers; 19% are Authentic Experiencers; 12% are Cultural Explorers United Kingdom • United Kingdom travellers took 192,000 overnight trips to BC in 2014 • 64% of travellers are aged 45 years or older; 46% are aged 55+ years; 25% are 65+years • 56% are travelling for leisure; 32% are visiting friends/relatives • Average travel party size of 2.3 people • Average trip length of 12.5 nights; 37% stay 7-13 nights; 21% stay 4-6 nights; 17% stay 1-3 nights; 13% stay 14-20 nights • 77% visit Vancouver, Coast & Mountains; 39% visit Vancouver Island; 29% visit Thompson Okanagan • Travel peaks in July/August with a smaller peak in February (likely ski related); some travel still occurs in April/May/June • 46% book their flight directly; 26% use a travel agent for flights; 22% use an online travel agency (OTA) • 23% do not need accommodation; 30% book their accommodation directly; 26% use a travel agent; 17% use an OTA • Sightseeing, shopping, visiting parks, visiting friends/family are most popular activities • Explorer Quotient Traveller Type: 24% are Gentle Explorers; 16% are Authentic Experiencers; 13% are Free Spirits; 10% are Cultural Explorers; 10% are Cultural History Buffs Germany • German travellers took 82,000 overnight trips to BC in 2014 • 38% of travellers were 20-34 years old; 63% were 44 years or younger • 66% are travelling for leisure; 17% are visiting friends/relatives • Average travel party size of 2.1 people • Average trip length is 14.9 nights; 32% stay 7-13 nights; 21% stay 4-6 nights; 19% stay 14-20 nights Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 59 • 83% visit Vancouver, Coast & Mountains; 43% visit Vancouver Island; 43% visit Thompson Okanagan; 25% visit Kootenay Rockies and 16% visit Northern BC • Strong travel peaks in July and August • 39% book their flights through a travel agent; 28% book flights directly and 27% use an online travel agency (OTA) • 13% do not need accommodation; 39% book accommodation through a travel agent; 18% book accommodation directly; 23% use an OTA • Sightseeing, shopping, visiting parks, outdoor activities and visiting historic sites are most popular activities • Explorer Quotient Traveller Type: 17% are Cultural Explorers; 15% are Virtual Travellers; 14% are Rejuvenators; 13% are Authentic Experiencers; 13% are Group Tourists Visitor Characteristics – By Activity Destination BC also provides market research on visitor characteristics defined by the activities they participate in while travelling. Detailed reports are available on www.destinationbc.ca/Research.aspx and summary highlights of the most relevant activities for Maple Ridge are provided below: • Hiking, April 2009 • Cycling and Mountain Biking, April 2009 • Touring, May 2014 • Heritage, April 2009 • Golf, October 2009 • Outdoor Adventure, May 2014 • Aboriginal Cultural Tourism (various dates) Highlights of this research by activity are as follows: Hiking (2009) • Canadian day hikers skew female; Canadian overnight backpackers skew male • American hikers – both day and overnight skew male • Majority are aged 18-34; American hikers have larger number of older participants aged 45 years+ • Well educated; moderate to affluent income • Hiking travellers also enjoy visiting natural wonders, swimming in lakes (Canadians) and visiting heritage sites/museums (Americans) Cycling and Mountain Biking (2009) • Male skew to those participating in cycling activities, particularly from US (63% male); Canadian 55% male • 40% of Canadian cyclists are aged 18-34; US participants older with the largest group aged 45-54 (30%) • Canadian travellers motivated by mountain biking skew younger and male with 42.8% aged 18-34 years and 74.5% male. They are affluent and educated with 46.6% having household incomes of $100,000 or more and 64.2% having completed post secondary education • US travellers motivated by mountain biking are 73.8% male; • Majority (48.3%) of motivated US mountain bikers are aged 18-34 years; like their Canadian counterparts, they are affluent and well educated with 32.7% having household incomes of $100,000 or more and 59% having completed post secondary education Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 60 • US overnight touring cyclists are skewed male as well – 82% of those travellers motivated by overnight touring are male • Canadian and US cycling travellers can be considered frequent travellers when compared to the overall travelling population • Cycling travellers also enjoy swimming in lakes, strolling the city/seeing buildings, visiting parks, natural wonders, sitting on a beach/sunbathing, visiting historic sites. Many travellers who participate in cycling also enjoy hiking. Touring (2014) • Approximately one-third of Canadian touring travellers are aged 18-34 years; US touring travellers tend to be older with approximately one-quarter over the age of 65 years; • Approximately one quarter of both Canadian and US touring travellers are in adult-only households • American travellers more likely to take guided tours than Canadian travellers • Touring travellers are also interested in city strolls, visiting national/provincial parks, historic sites, natural wonders Heritage (2009) • Canadian heritage travellers tend to be younger than their US counterparts – 31% of participating Canadians are aged 18-34 years; largest group of participating Americans is over 65 years of age (25%) • 32% of US travellers motivated by heritage are over age 65; only 15% of motivated Canadian heritage travellers are in this same age group • Motivated American heritage travellers are relatively affluent when compared to the overall population of travellers to BC and are on average more affluent than motivated Canadian heritage travellers • Heritage travellers also enjoy city strolls, visiting national/provincial parks, sunbathing/sitting on a beach, visiting well-known natural wonders Golf (2009) • Two thirds of golf pleasure travellers from both Canada and the US who had been to BC in 2004/05 and participated in a golf activity were male – this male skew is even more pronounced amongst those motivated to travel for a golf activity • Canadian travellers who had participated in a golf activity while on a trip were younger than their American counterparts. Nearly 49% of Canadian participating golf travellers were aged between 18 and 44 years compared to 38% of Americans • Participating golf travellers tend to be high-income earners with over 43% of Canadians and over 50% of US travellers earning $100,000 or more per annum. The proportion is even high for those motivated to travel by golf activities • The majority of golf travellers are well educated • Canadian travellers motivated by golf tend to be older than the general population of Canadian travellers to BC with 37% aged 55 years or older • Other popular activities in addition to golf include sunbathing/sitting on a beach; swimming in lakes; strolling to see city buildings; visiting a nature park; visiting historic sites/buildings; and swimming in oceans • Hiking skiing and fishing were the most common complementary sports-related outdoor activities of interest to golfers • Impact factors for US golfers when choosing a destination include: quality of golf course; value for money; availability of multiple courses and weather conditions. Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 61 Outdoor Adventure (2014) • In 2005, over 1.2 million people participated in British Columbia commercial outdoor adventure tourism, an increase of 24% from 2001 • US visitors (35%) and BC residents (29%) are the heaviest participants in outdoor adventure tourism in BC • The most popular outdoor adventure activities for Canadians are day hiking (18%), road biking (16%) and car camping (12%) • Approximately two-thirds of Canadians enjoy being in the wilderness, however a large portion has fears about remoteness • British Columbia’s outdoor adventure travellers are younger than other travellers, with an average in the mid-30s. The majority are male and single / never married. More than a third are university educated • Generally, BC males are significantly more likely to participate in road biking, camping, freshwater fishing and mountain biking whereas women are more likely to participate in soft outdoor adventure activities including beach activities, nature viewing/ scenic photography, bird watching and whale watching • US residents who are outdoor enthusiasts are slightly more likely (55%) to be male, almost half (49%) are married, and 38% have a post-graduate degree/college diploma Aboriginal Cultural Tourism • In 2010, 3.7 million overnight visits to BC included an Aboriginal cultural experience – almost double the number from 2006 • Approximately half of these visits are by Canadians • Average Aboriginal cultural tourism visitor to BC tends to be female, middle to late aged, well-educated and earns an upper-middle income • Aboriginal cultural tourism visitors under the age of 50 prefer active experiences such as canoeing, kayaking, dog-sledding and horseback riding while visitors aged 50+ prefer less vigorous experiences such as hiking, walks, nature observation and indoor activities • Area of Origin: • British Columbia residents • Canada – Alberta, Ontario • US - Washington, Oregon, California • Europe – United Kingdom, Germany, Switzerland, Netherlands • Demographic: • Aged 35 – 64 primarily traveling without children although a sub-segment are traveling with children • Educated with university degree • Middle to upper income • Travel Behaviour: • Visiting friends/family • Touring vacations (self-drive private vehicles/RV’s) • Relatively long stay in BC with many having flexibility to change trip plans and stay 1-2 more days in the region • Many Aboriginal tourism experiences are not planned in advance of arrival in BC • Travel Interests: Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 62 • Aboriginal museums and art galleries, performing arts/events/ ceremonies, authentic facilities, interacting with local people, learning about the traditional use of the land, and hearing Aboriginal legends, experiencing Aboriginal cuisine • Other historic sites and buildings, museums • Natural wonders, parks, outdoor experiences including hiking, fresh water fishing, canoeing, kayaking, water based or wilderness lodges • The ‘dual track’ visitor identified in the Blueprint Strategy is interested in outdoor and soft adventure experiences that incorporate cultural interpretation as an enhancement to the experience. While some travelers are primarily interested in Aboriginal culture, a much larger market can be captured by enhancing mainstream tourism experiences (hiking, kayaking, horseback riding etc.) with an Aboriginal cultural element6F 7 7 Aboriginal Cultural Tourism Blueprint Strategy for British Columbia, November 2005 prepared by Aboriginal Tourism Association of British Columbia Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 63 Appendix D – Maple Ridge - Current Situation Analysis In order to develop strategies to achieve the objective of growing overnight visitation, length of stay and visitor spending on a year round basis, an assessment of the current situation of Maple Ridge from a tourism perspective is also required to understand how to best to match the needs of possible target markets with the strengths of Maple Ridge’s visitor experiences. The following analysis considers access and infrastructure for visitors, existing visitor experiences, current marketing and promotional efforts and the manner in which Maple Ridge is currently organized and funded to pursue tourism opportunities. Access and Infrastructure Road Access to Maple RidgeMaple Ridge is located approx. 45 minutes east of Vancouver. While access infrastructure is in place, a deterrent to travel may be volume of traffic during peak commute times. Highway #1 offers more direct route while Highway #7 provides a route with more intersections and stoplights. Volume of traffic can be avoided by choosing the appropriate time of day for travel. Map: googlemaps.ca Highways #1 and #7 are well maintained and offer direct travel to Maple Ridge from the lower mainland and the Fraser Valley. Travel times to/from Maple Ridge are as follows (as per Drive BC – Plan Your Route www.drivebc.ca): To From Distance Drive Time Maple Ridge Vancouver 44 km 50 minutes Maple Ridge Chilliwack 67 km 1 hour Maple Ridge Whistler 163 km 2 hours, 10 minutes Maple Ridge Kelowna 355 km 3 hours 50 minutes Maple Ridge Victoria 138 km 4 hours There are also public transit options. The West Coast Express train connects Vancouver to Maple Ridge but only runs from Monday to Friday with eastbound service commencing after 4:00 p.m. daily. Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 64 Sky Train service is available on the Millennium Line to Port Coquitlam from which point bus connections are required to Maple Ridge. Riders may bring their bicycles on Sky Train during off peak times (7:00 to 9:00 a.m. westbound and 4:00 – 6:00 p.m. eastbound are considered peak times) and then utilize the trail system from Port Coquitlam to Pitt Meadows. Visitor Infrastructure Maple Ridge offers a range of infrastructure to support visitor experiences including a variety of accommodation options, restaurants and retail shops. Outdoor experiences and activities range from land-based activities within Maple Ridge and nearby Golden Ears Provincial Park, (hiking, biking, camping, wildlife viewing/bird watching, mountaineering) to lake/river based activities Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 65 (rafting, kayaking, canoeing, stand-up paddle boarding). Infrastructure to support sport tourism hosting, weddings and small meetings/conferences is also available. Accommodation Accommodation in Maple Ridge includes the following hotels and motels: • Best Western • Econo Lodge • Super Suites There are also two Summer Camp / Retreat Providers • Loon Lake Lodge & Retreat Centre– primarily summer youth camps, with some adult retreats offered to groups over 10 people, in shared accommodation • Timberline Ranch Camp & Retreat Centre - primarily summer youth camps, with adult retreats available to small and large groups, in shared accommodation Campgrounds/RV Parks Maple Ridge offers an good selection of campsites primarily in nearby Golden Ears Provincial Park: • Golden Ears Provincial Park: Alouette campground (206 vehicle-accessible sites) Gold Creek campground (148 vehicle-accessible sites) North Beach campground (55 vehicle-accessible sites) Backcountry camping is also available within the park Restaurant/Retail and Visitor Services Much like accommodation, visitors require a range of restaurant and retail options to support their experience and encourage longer lengths of stay. Maple Ridge offers a variety of restaurants that include ethnic fare, pubs, family fare and fast food chains. There is a wide selection of food and beverage options in Maple Ridge to meet every visitor taste and budget. The 12 best places to eat in Maple Ridge according to Trip Advisor (June 13, 2017) are: 1. Big Feast 2. Black Sheep Public House 3. GM Restaurant 4. Billy Miner Alehouse & Café 5. Bruce’s Country Market 6. Shinobi Sushi 7. Smile Thai Cuisine 8. Frogstone Grill 9. Ban Chok Dee Thai Restaurant 10. Townhall Public House 11. Home Restaurant 12. Golden Ears Cheesecrafters Maple Ridge is also home to Maple Meadows Brewing Co. and Ridge Brewing Company, both of which are featured on BCAleTrail.ca Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 66 Retail Shops Maple Ridge offers a range of retail experiences that support visitor needs for both basics (fuel, groceries, pharmacy), and for interesting local items. Some of the more unique retail offerings are featured on the HelloBC.com website (www.hellobc.com/maple-ridge.aspx) including furniture and home accessories at Good Company, specialty toys and clothes at Monkey Business and photos/paintings at Dreamscapes Gift Gallery. Maple Ridge is also home to several ‘big box’ stores such as Walmart, Canadian Tire and Home Depot. Sport Tourism Infrastructure Maple Ridge has an active sports community that includes: • Golden Ears Athletics • Golden Ears Curling Club • Haney Neptunes Aquatic Club • Haney Seahorses Swim Club • Maple Ridge Boxing Club • Maple Ridge Figure Skating Club • Maple Ridge Tennis Club • Maple Ridge Ultimate Frisbees • Meadow Ridge Barracudas Female Hockey Association • Meadow Ridge Knights Community Football Association • Pitt Meadows Paddling Club • Port Coquitlam Ridge Meadows Ringette Association • Ridge Canoe and Kayak Club • Ridge Meadows BMX Racing • Ridge Meadows Bruins Rugby Club • Ridge Meadows Burrards Minor Lacrosse Association • Ridge Meadows Minor Baseball Association • Ridge Meadows Minor Softball Association • Ridge Meadows Racers Speed Skating • Ridge Meadows Renegades Minor Ball Hockey Association • Ridge Meadows Rustlers Minor Hockey Association • Ruskin Slo-Pitch • West Coast Auto Group Football Club The Albion Sports Complex - a multi-use facility that includes the following: • Spring and summer: 4 softball (3 lit) and 2 baseball (1 lit) and 2 gravel fields • Fall and winter: 4 soccer fields and 2 gravel fields (both lit) • Football field • Open green space • Spray park Maple Ridge Leisure Centre Pool offers: • Pool (Competition 25 metre, 6 lane) • Pool (Leisure Free Form 10m x 20m) • Pool (Teach 25 metre, 4 lane) • Pool (Wading) Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 67 • Concessions • Family Change Rooms • Fitness Equipment (Adult) • Hot Tub/Sauna/Steam Room Hammond Stadium offers: • Baseball / Softball Diamond • Basketball Court • Bleacher Seating • Concessions • Open Green Space/Playground • Soccer Field • Tennis Court Planet Ice is a multi-use facility that offers the following: • 2 National Hockey League (NHL) size rinks • Public skating times, private rentals, and hockey leagues • Seating capacity for 1,250 for sporting events or 2,000 for concert events • Sports bar and grill • Pro shop Hammond Outdoor Pool is open in July and August. Conclusions/Implications – Access and Infrastructure Maple Ridge is easily accessed by road and has infrastructure to serve as an overnight visitor destination or an overnight stop on a longer itinerary. Maple Ridge’s accommodation, retail and restaurant services offer a range and mix of options to achieve the tourism objective of growing overnight visitation, length of stay and visitor spending on a year round basis. Given the adequacy of visitor access and the visitor infrastructure already in place, the focus of the tourism strategy is more appropriately on the identification of opportunities for Maple Ridge to showcase its competitive advantage and work together under the leadership of the Tourism Advisory Committee to achieve the tourism vision and tourism objectives noted above. Existing Visitor Experiences Visitor experiences available today have been considered by nature of the experience. Except where noted, the majority of this information has been extracted from the Maple Ridge visitor guide and from www.mapleridge.ca/330/Tourism. Other experiences may be offered but are not listed below unless readily found on the Internet. Summary of Visitor Experiences Activity Visitor Experience Arts, Culture and Heritage The Act www.theactmapleridge.org - professional theatre, popular music, gallery shows, arts programming Maple Ridge Museum Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 68 Port Haney Wharf Art Studio Tour Haney House Cemetery and Downtown Heritage walks Festivals & Events Country Fest Caribbean Fest Festival of BC Film Music on the Wharf – Monday night performances at the Port Haney Wharf – July 10, 24, August 14, 28th Haney Farmers Market BIA Summer Market – July 1, 29th and August 26th Movie in the Park – July 8, 15, 29, August 5, 12, 19th Twilight Tuesdays – Pops in the Park – July 4, 11, 18, 25th Golden Harvest Festival - October There are a significant number of community-focused events in addition to those noted above. Parks Golden Ears Provincial Park Kanaka Creek Regional Park Cliff Park – waterfalls Malcolm Knapp UBC Research Forest Memorial Peace Park (downtown) Cycling/Hiking Trails Hiking – Dike trails; Golden Ears Provincial Park; Kanaka Regional Park; Whonnock Lake, Trans Canada Trail Mountain biking trails – Golden Ears Provincial Park; The Woodlot on Blue Mountain (east of Maple Ridge); Trans-Canada Trail Water Activities – Alouette Lake Alouette River - tubing Whonnock Lake Paddleboarding Golf Maple Ridge Golf Course – 9 hole executive Hackers – Par 3 9 hole course Golden Eagle Golf Club (Pitt Meadows) – 36 holes Swaneset Bay Resort & Country Club (Pitt Meadows) – 36 holes designed by Lee Trevino Agritourism Haney Farmers Market – May 13 – October 7 Golden Ears Cheesecrafters Red Barn Plants & Produce Circle Farm Tour Horseback Riding Maple Ridge Equi-Sport Centre (hunter jumper, dressage, jumper school) Mustang Ranch – trail rides Equutrails Horseback Ridge – scenic trail riding in Golden Ears Provincial Park Geo-caching Six locations launched in June 2017 Attractions Wildplay Chances Casino Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 69 Meeting/Conference Facilities include: The ACT Main Stage Theatre: 486-seat theatre Studio Theatre: up to 150 people depending on seating configuration (banquets, weddings, meetings, etc.) Conference Room: 14-30 people depending on seating configuration 2D studio: 40 people seated lecture style Craft Studio: informal location for groups of 30 Whonnock Lake 160 people - the centre features a large hall with kitchen, multipurpose room and two meeting rooms in a beautiful park setting. Econo Lodge 61 hotel rooms; Function room holds up to 80 people Best Western 56 hotel rooms; no meeting space CEED Centre 1 meeting room in heritage building for 20 people Loon Lake Lodge & Retreat Centre The lodge has 3 separate meeting spaces available to groups in addition to accommodation. Shared accommodation cabins: Walter C. Koerner Foresty Centre sleeps 40 in shared accommodation, conference room; Johnson Cabins (4 bedrooms with 2 beds each); Friends & Alumni Cabin (4 beds in loft; 2 bedrooms, 2 beds each); Thunder Inn (sleeps 8 shared); Pan Abode (sleeps 20 shared); Bentley Family Dining Hall seats 160 in winter with 40 on the deck in summer. Loon Lake Lodge does not host weddings. Timberline Ranch Camp & Retreat Centre The Lodge – a western-style lodge with 18 rooms for guest accommodations (2-4 people per room); capacity of 52 people Western Town – 6 units containing 4 sets of bunk beds and 2 queen beds, to provide sleeping facilities for 10-12 people. Approximately 60-72 people can sleep in the Western Town Poolside Cabins – each of the 9 heated cabins contains 4 sets of bunk beds and one single bed, to provide sleeping facilities for up to 9 people. Eagle’s Nest has an additional single bed, so it has room for 10 people. Approximately 82 people can sleep in the poolside cabins. Each cabin also has its own bathroom facilities. Town Hall – contains a 60’x40′ meeting room, which can be subdivided into 2 units Conclusions/Implications of Existing Visitor Experiences There is a wealth of visitor experiences in Maple Ridge that encompasses both outdoor activities and arts/culture/heritage. Travellers wishing to engage in a variety of different activities can be targeted as well as visitors who are passionate about a single activity and wish to pursue their love. Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 70 It is helpful to categorize the Maple Ridge experiences based upon whether they are potential trip ‘motivators’ or serve to ‘enhance’ the visitor experience while not necessarily being the original purpose of the trip: Maple Ridge Trip motivators: • Camping / Provincial Park visit - (regional, domestic markets) • Hiking – BC, domestic markets • Sporting events and tournaments (Regional and Provincial events primarily) • Weddings, small meetings/conferences • Select festivals/events such as Caribbean Fest • Select cultural offerings at The Act • Touring through region (including motorcycle touring) – (international, domestic and regional markets) • Visiting friends/relatives – (domestic markets) Maple Ridge Trip enhancers: • History and heritage – museums, walking tours • Arts, culture including unique retail, festivals/events • Agri-tourism experiences include craft cheese, craft beer / Food & Beverage Current Visitation to Maple Ridge The Visitor Centre that jointly serviced Maple Ridge and Pitt Meadows closed in 2015. Tourism information materials are now provided at the Maple Ridge City Economic Development office. A summary of Visitor Centre statistics for the period from 2011 to 2015 is as follows: 2016 2015 2014 2013 2012 2011 2010 Total Parties Closed 5709 5160 5045 4325 3003 2883 Total Visitors Closed 8936 7676 7363 6474 3840 3897 Source: Destination BC Area of origin statistics for Maple Ridge indicate the following: Area of Origin 2015 Local Resident 55.6% BC 31.5% Alberta 2.8% Other Canada 4.9% Washington 1.1% California 0.4% Other US/Mexico 1.6% Europe 1.6% Asia/Australia 0.3% Other 0% Source: Destination BC It is likely that many close-in regional visitors to Maple Ridge did not utilize the services of the Visitor Centre as they were already familiar with the area, so these statistics are of limited value in terms of understanding total visitation, area of origin and motivating activity. Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 71 The largest source of visitation to the Visitor Centre were locals and BC residents. These visitors were likely either locals looking for information for themselves and/or visiting friends/relatives and those who are touring the region. Parks (provincial and regional) Kanaka Creek Regional Park is a valuable tourism product with a wealth of trail infrastructure and outdoor experience offerings. As well, Metro Vancouver delivers many unique activities and events in the park during peak visitor season. Kanaka Creek Regional Park Visitors Numbers: 2013 - 413,753 2014 – 365,442 (note: construction in park (Canyon Trail); closures required) 2015 – 360,000 2016 – 403,000 (note: increases over 2015 due to installation of new, more effective counters in park) Maple Ridge is home to one of the largest provincial parks in BC – Golden Ears Provincial Park. With 62,540 hectares, over 400 vehicle-accessible campsites, backcountry access, and numerous trails, visitors can enjoy a range of outdoor activities including canoeing, climbing, cycling, hiking and horseback riding. During the summer, Golden Ears Provincial Park is extremely popular, especially on weekends. The park is subject to periodic closure to day-users and/or boaters when the day-use and/or boat launch parking lots fill to capacity. Closures generally occur on sunny weekends and holidays during July and August, and usually occur between 11am and 4pm. Although BC’s south coast offers a range of camping options, weather and availability affect visitation. Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 72 The chart below compares Maple Ridge’s Golden Ears Provincial Park to neighbouring provincial parks within a 1 to 2 hour drive from Vancouver. Maple Ridge has an opportunity to connect with almost 800,000 annual visitors to Golden Ears Park. Source: 2014/15 Statistics Report www.env.gov.bc.ca/bcparks/research/research.html Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 73 Golden Ears Provincial Park – Summer 2017 Visitor Survey In the summer of 2017, a visitor survey was conducted within the campground at Golden Ears Park. The delivery dates of the survey were strategically set to coincide with one of the busiest weeks of the year: Wednesday August 23 from 10am to 3pm and Saturday August 26 from 10am to 3pm. On the initial date, two interviewers conducted one-on-one interviews in two locations, the Alouette Lake day-use picnic area and the boat launch. On the second date, three teams were formed and surveys were conducted at the Alouette Lake day-use picnic area, boat launch, North Beach and Lower Falls. Over the course of the two-day interview schedule, the number of surveys were categorized as follows: • 242 surveys: 52 surveys were local residents and 190 parties were out-of-town visitors • 1220 individuals: 272 were local and 948 were out-of-town visitors Key Findings and Recommendations • Golden Ears Provincial Park attracts visitors from a variety of places of origin during one of the busiest visitor months in the calendar year – August • Visitors from communities south of the Fraser River make up the highest concentration of visitors to the park, both in the day-use area and camping area • 22% of the visitors to the park are local residents, 32% are from south of the Fraser and 17% are from Vancouver/Richmond • 59% of visitors to the park stopped for services in the City of Maple Ridge, 52% stopped for groceries/picnic items on route to the park and 44% will include a stop in Maple Ridge on their way back to their place of origin • 22% of visitors to the park will not include a stop in the City of Maple Ridge • The main motivator for visitation is to enjoy the outdoors and natural beauty of the park • Relaxing and spending time with friends and family is the main purpose of the visit to the park • “Word of mouth” is now most visitors have heard about Golden Ears Provincial Park • Many of the respondents asked questions about the park, the community and region, enabling the opportunity to provide visitors with guides, maps and other information tools • Most of the visitors to the park from outside BC are from the visiting friends and relatives (VFR) market segment There is overwhelming evidence that visitors to Golden Ears Provincial Park include a stop in the City of Maple Ridge either prior to or after their time spent at the park. The survey results, extended conversations with visitors and review of the park infrastructure provided additional opportunities for future consideration that could result in additional economic benefits for local businesses in the City of Maple Ridge. The full survey summary can be found in Appendix F. The summary outlines potential activities such as • Mobile visitor services – “pop-up” visitor centre during peak season to provide information and encourage visits to the City of Maple Ridge businesses • Partnerships – “pay-to-play” promotions to increase visitation to local business by park visitors • Wayfinding – orientation may be encourage additional local business expenditures by park visitors Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 74 • Communication – community information made available on digital channels to encourage visitor engagement Existing Marketing and Promotion The Provincial Context – Destination BC Destination BC is an industry-led Crown corporation that works collaboratively with tourism stakeholders across the province in coordinating marketing at the international, provincial, regional and local levels. Destination BC has been mandated to fulfill several key marketing and leadership responsibilities critical to the long-term, sustainable growth of the provincial tourism industry. Over the next three years, Destination BC will be focused on three important goals for growth, as identified within their Corporate Strategy7F 8: • Visitors: secure the highest Net Promoter Score in North America • Visitor Expenditures: lead Canada in growth of overnight visitor expenditures • People: build a collaborative, insight-driven, results-focused team. The five marketing objectives are: 1. Achieve annual increases in visitor expenditures and volumes from the top ten markets 2. Amplify and strengthen British Columbia’s world reputation 3. Strengthen BC’s brand health and resonance 4. Increase brand engagement and traveller advocacy 5. Achieve market leader status for travel trade relationships. In addition, the corporate strategy identifies five iconic experiences that showcase BC in a compelling way: Canadian Rockies, Rainforests, Cities in Wilderness, Ocean Coast and Skiing. Cities in Wilderness is most relevant for Maple Ridge. A few key Destination BC initiatives that may impact Maple Ridge include: • BC’s tourism brand creative and guidelines. There is significant effort being placed on industry leveraging and amplifying the BC destination brand with the tagline Super, Natural British Columbia8F 9 • Application-based provincial Co-operative Marketing Partnerships Program9F 10 which replaced the Tourism Partners, Community Tourism Opportunities and Experiences BC programs • Explorer Quotient program for tourism operators. Register with Destination BC: tourismresearch@DestinationBC.ca • Remarkable Experiences pilot program. The goals of the program are to support businesses over a period of time to: improve their digital and social media marketing skills; increase their Net Promoter Score10F 11, and enhance the visitor experience of each individual business, but also the collective experience between businesses. 8 Our Corporate Strategy, Destination BC: strategy.destinationbc.ca/strategy-at-a-glance 9 New brand guidelines are available: hwww.destinationbc.ca/getattachment/Resources/british-columbia-tourism- brand/Our-Brand.pdf.aspx 10 New program guidelines are available: www.destinationbc.ca/Programs/Regions-Communities-and- Sectors/Destination-BC-Co-op-Marketing-Program.aspx 11 Background on the Net Promoter Score is available: www.destinationbc.ca/Resources/Monitoring-and- Evaluation/Net-Promoter-Score.aspx Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 75 • Provincial Marketing Strategy with a focus on Captivate, Advocate and Generate11F 12 o Captivate: Create an emotional connection with BC in the minds of global consumers. This strategy will drive visitation by fostering an emotional connection between the target audience and British Columbia through alignment around the BC destination brand, inspirational storytelling to passionate audiences and data-driven marketing o Advocate: Amplify traveller advocacy about BC. This strategy will drive visitation by amplifying the power of peer to peer recommendations to influence potential travellers to visit BC thereby increasing reach and impact o Generate: Lead generation for BC tourism businesses and travel trade. This strategy will increase referrals for tourism business in BC by leveraging the strength of global relationships and technological capabilities • A strong focus on Destination Development and planning Destination BC is working with the Visitor Services Network and the entire tourism industry to expand the delivery of visitor services for the future, by creating more contemporary and innovative approaches to serving our guests’ information needs as they travel throughout the province. Usage of the Province’s network of Visitor Centres has seen a decline with 740,000 few visitors in 2014 than in 2005. The traditional approach of welcoming travellers into bricks and mortar locations alone no longer has the broad economic impact that can be achieved by a strategy that also capitalizes on the many other information channels available to visitors today. Destination BC is encouraging communities to evolve their visitor information services to incorporate forward-thinking online, mobile and crowd-sourcing channels. Destination BC’s funding for Visitor Centres will continue for three years however, this is seen as a transition period to allow local Visitor Centres to plan ahead. An Innovation Fund has been established to allow communities to expand the delivery of visitor services and to create more contemporary and innovative approaches to serve visitors’ information needs as they travel throughout BC. In 2016, the application-based Visitor Services Innovation Fund provided $300,000 in support to full-service member of the Visitor Services Network Program. 52 projects across BC included mobile kiosks, roaming visitor counselors, branded tents and banners for outreach activities, state-of-the-art electronic touch screen kiosks and social media channels. The 2017 fund is once again making $300,000 available for full-status Visitor Services Network members. New Projects are expected to begin as early as April 1, 2017 and must be completed by December 31, 2017. The Maple Ridge Visitor Centre is no longer a part of the official Destination BC Visitor Centre network and consequently is not currently eligible for Innovation Funding. As noted in the strategies section, it may be worthwhile exploring re-joining the network. The Regional Context – Vancouver, Coast and Mountains Tourism Region British Columbia is divided into six tourism regions. Five regions in BC have a destination management organization whose mandate is to enhance the regional visitor economy for the benefit of business and communities through destination marketing and management activities. 12 Destination BC’s provincial marketing strategy http://strategy.destinationbc.ca/our-marketing-strategy/ Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 76 The Vancouver, Coast and Mountains tourism region is one of the six regional destinations in BC but it is managed by Destination BC directly, rather than through a separate organization. Through the co-op programs, Destination BC offers tourism stakeholders within the region the opportunity to participate in marketing initiatives at reduced costs. A few key initiatives from Destination BC that may impact Maple Ridge include: • Destination BC is taking on a greater role in Destination Development planning and activation for the region moving forward • Translation of the new provincial tourism brand to the region as a destination. This work will include new ‘on-brand’ asset development such as videos, images and written content • Alignment to Destination BC marketing strategies of Captivate (10% of effort), Advocate (20% of effort) and Generate (70% of effort) • Focus on Touring and Exploring markets, including: FIT (Free and Independent Travel) & RV Touring, Motorcycle Touring, Outdoor Adventure, and Visiting Friends and Relatives (VFR) Sector Marketing Organizations In BC, there are several sector based marketing organizations that can help to promote experiences in the Maple Ridge area. Partnerships with these organizations are considered in the strategy section below: 1. Aboriginal Tourism Association of BC (AtBC) – AtBC promotes Aboriginal tourism operators throughout the Province. See www.aboriginalbc.com for more information 2. Mountain Biking Tourism Association: The trails in Golden Ears Provincial Park are currently represented on the Mountain Bike Tourism Association (MBTA) website: www.mountainbikingbc.ca 3. BC Lodging and Campground Association www.travel-british-columbia.com Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 77 Local Marketing and Promotion Until 2016, Maple Ridge and Pitt Meadows combined resources to fund Tourism Maple Ridge & Pitt Meadows. That relationship ended and marketing investments since then have been managed by the City of Maple Ridge and have included the Maple Ridge visitor guide, maintenance of website presence on the city’s website: www.mapleridge.ca/330/Tourism. Local tourism businesses market themselves with signage, websites, brochures and word of mouth. Several accommodation properties are part of larger chains and benefit from corporate promotional efforts. The City of Maple Ridge undertakes marketing efforts associated with Economic Development. Maple Ridge is promoted by Destination BC on their primary consumer website www.hellobc.com. Maple Ridge has its own community pages at www.hellobc.com/maple-ridge.aspx. Overall visitation to Hellobc.com is almost 9 million visitors annually. 12F 13 Of this, there were 43,103 page views of the Vancouver, Coast and Mountains section of the website in 2016, and 4,750 page views of Maple Ridge’s section.13F 14 A review of this provincial website indicates that Maple Ridge is positioned as 45-minutes east of downtown Vancouver, offering a blend of authentic rural activities and urban amenities, much like neighouring Pitt Meadows. The content on these pages notes the greenery-laden, mountain-ringed community next to the Fraser River. The rich past, local historic and heritage sites and festivals and events are all highlighted. The Outdoor Activities content features bird watching, cycling, fishing, golfing or horseback riding as well as enjoying the Circle Farm Tour. Conclusions/Implications of Existing Marketing and Promotion Investments to date have been modest but have set a foundation for additional target market penetration either with the current budget or with a budget supplemented by an approved MRDT. These resources can be leveraged in future with additional cooperative marketing programs accessing Destination BC’s open pool funds. As well, the investments made by several Provincial sector organizations (AtBC, Mountain Biking BC, BC Lodging and Campground Association) can be considered for further leveraging of brand and messaging to target travellers. 13 As reported by Destination BC 14 As reported by Destination BC Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 78 Appendix E - Strengths/Weaknesses/Opportunities/Threats for Tourism in Maple Ridge The tourism strategies that follow are intended to leverage Maple Ridge’s tourism strengths and seize high return opportunities while being cognizant of the weaknesses and threats being faced. Strengths (Strengths are characteristics of Maple Ridge that give it advantage over others) • Proximity to large urban population in the Lower Mainland with relatively easy highway access • Proximity to US Border • Scenic beauty – mountains, lakes and rivers including Golden Ears Park, Fraser River, Alouette Lake, UBC Research Forest • High awareness levels of nearby Golden Ears Provincial Park for camping, hiking, lake and river based activities • Family friendly activities/infrastructure – dike trails, Whonnock Lake, Memorial Peace Park/programming – Farmers’ Market, entertainment • Walkable downtown • Agricultural land base and growing number of unique agri-tourism businesses • The ACT – performance venue and range of cultural offerings • History and heritage of First Nations and post-contact settlement as stories to be shared with visitors • Several excellent festivals/events that offer potential as travel motivators if investments are made in scope/scale of programming – Caribbean Fest, Country Fest, Haney Farmers Market, BC Film Festival • Sport tourism infrastructure in place for hosting regional/provincial/national events • Thoughtful and passionate residents • Local MLA – Minister of Tourism, Arts and Culture • Leadership of Economic Initiatives team, Mayor/Council and Tourism Task Force • Financial commitment by City for tourism coordination and marketing - $95,000/year 2018-2022 Weaknesses (Con are characteristics of Maple Ridge that place it at a disadvantage relative to others) • Commuter traffic volume from Lower Mainland is a deterrent at peak travel times • Limited viable public transit options • Incomplete network of paved multi-use trails connecting Maple Ridge to its neighbours (Pitt Meadows, Port Coquitlam) • Limited number of experiences available to monetize visitation to Provincial Parks • Low awareness levels and unclear brand messaging related to ‘why visit Maple Ridge’ • Lack of market-ready Aboriginal cultural tourism experiences • Road cycling infrastructure/wayfinding is unsafe in high-traffic areas Opportunities (Opportunities are elements in the tourism environment that Maple Ridge can exploit to its advantage) • Strength of US Dollar is encouraging more American visitation and keeping more Canadians at home • Growing use of social media/mobile technology for information gathering by travellers both in the planning stage of their trip and while in destination Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 79 • Growing interest by many travellers in authentic Aboriginal cultural experiences • Focus on collaborative opportunities and leverage of partnership dollars with Destination BC, Provincial sector-based marketing organizations • Opportunity to enhance municipal financial contributions with contribution by industry in the form of MRDT (consumer accommodation tax) • 54 communities/areas in BC have enabled the MRDT making this addition to the room charge of little concern to travellers • Increasing opportunities and resources to support sport tourism/event hosting www.gov.bc.ca/eventhosting • Segments of travelling marketplace are finding Vancouver too expensive and are looking for more value oriented options, particularly in high season • Continued inclusion/participation in Scenic 7 and Circle Farm Tour marketing initiatives (Scenic 7 website recently updated; ensure the leveraging of this investment) • Leveraging the impact of the 2020 BC Summer Games – ensuring investment spent to secure the sporting event reaches its full potential Threats (Threats are elements in the tourism or business environment that could cause trouble for Maple Ridge) • Variable weather affecting key tourism attractions (mountain biking, snowpack etc.) • Threats/declines in wildlife populations • Regulations on access to backcountry • Impact of global warming and its impact on climate, water level and health of wildlife, in general • Economic uncertainties affect disposable income and travel plans Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 80 Appendix F – Tourism Forum Notes Maple Ridge Tourism Forum – June 12th NOTES Best Tourism Experiences • Dyke access: walking, cycling (safe, family rides/multi-use) • Dam: trails, tours • Whonnock Lake: canoeing, kayaking, paddleboarding, paddleboats (clubs and equipment rentals) • Golden Ears Park: camping, hiking • UBC research forest • Horse-riding / trail-riding • Biking woodlot • Lots of continuous kms for cycling without intersections and stops – some alignment with agritourism • Waterways: tubing • Hot Rocks / Davidson’s Pools • Wildplay • Agritourism • Cheesecrafters • Arts • Festivals: 35+ (Caribbean Festival, Music on Wharf, Classical Music, Film Fest (2nd annual in 2017) • Opportunities: 256th /272nd / Thornhill / Mill Lake / UBC forest for mountain biking Opportunities • Message to residents: “Bring your imagination home” – live and work in MR, not just commute • Wider road shoulders for cycling or preferably separate bike lanes / multi-use paths • Wayfinding • Apps – Maps – Signage: for cycling and hiking (consistent, accurate and frequent updates) • Address vehicle congestion when events in downtown core e.g. dance competitions at ACT • Very little water access on a 30km stretch of water – address rail line restrictions, bridges, etc. • Lack of knowledge by visitors of trail access; out of date trail map • East Maple Ridge roads could be enhanced for cycling • Viewpoints exist: improve access and awareness • Trail promotions • Collaboration with neighbouring destinations on cycle routes – ensure amenities every 50 to 60 kms • Maple Ridge “Grind” hike • Collaboration with neighbours (Pitt Meadows) • Collaboration with First Nations • Municipal campground • Indoor adventure opportunities • Welcoming existing adventure providers to Maple Ridge • Enhancing riverfront/historic areas • Enhancing industrial areas for adventure • Agritourism: public experiences (i.e. U-Pick) Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 81 • Enhancing evening marketing (drawing the after 7pm crowd) • Strengthening 224th /downtown core • Utilizing fairgrounds Short-term Opportunities • Trail network exists (200km) – build awareness, maintenance, mapping • Trail map – print/digital on city website (including options to get here – West Coast Express, Skytrain); include regional connections • Create routes and itineraries for different types of cyclists (families, mountain bikers, etc.) • Work with Pitt Meadows, Port Coquitlam, Langley to create routes • Promote “Stay in Maple Ridge” • Incentivize businesses to offer trail services – rentals, guiding, etc. • Seasonal offerings in restaurants – eating seasonally • Maintain town centre/core – avoid sprawl • BIA + Chamber engagement: get them onside for promotions • Film Festival – more activities around • Fishing • Mountain biking • Hiking • Indoor activities – pub crawl, art tour • Wedding / conference facilities Long-term Opportunities • Connecting bike routes • Partnering between city / local business to encourage • Water transportation on river • Utilize Scenic 7 • ETF – Explore the Fraser • Cell tower in Golden Ears Park • Infrastructure improvements – extend multi-use trail from Pitt Meadows past 256th • Investigate mountain biking opportunities in Maple Ridge • UBC research forest (outside of research areas) Constraints to Growth • Funding for change/improvements • Internal mind-shift of citizens – Maple Ridge is good! • Local youth should be engaged • Rectify bad press for Maple Ridge • Political will • Lack of vision – what is the commitment? • Residents don’t see our potential • Older generation holding on to the past – need to promote history of Maple Ridge • Transit challenges • Collaboration with Chamber Benefit to Residents • Economic Development Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 82 • New business opportunities • Potential for better transit Maple Ridge Tourism Forum – June 19th NOTES Best Tourism Experiences • Festivals: Caribbean, Country Fest, Music on the Wharf, GETI (September – sustainability theme) • Fish hatchery (2) • ACT / Remembrance Day • Arts Studio Tour • Easter Egg Hunt • Christmas Festival • Historical Society – museum, Haney House, cemetery walk, downtown walk • Library – Local Voices program • “Play box” – get key at Rec Centre – use and return • Wedding venue – church and Haney House • Cheesecrafters – retail • Hopcotts – venue and retail (Pitt Meadows) • Skye heli glacier dinners (Pitt Meadows) • Circle Farm Tours • Winery (Blue Heron) • Haney Farmers market – opportunity to intercept visitors Enhancements Required • weather-protected / rainy day options • “signature” event in shoulder season – e.g. extreme sport such as Tough Mudder • National Historic Site needed on this side of the river • Geo-caching – increase the number (7 sites launched June 2017) • Need inventory of farm experiences for Circle Farm Tour additions • Multi-use paths on both sides of the road for cycle tourism to farms (and bridges on horse paths) • Signage / way-finding • On-site signage at farm experiences • Parking at events / businesses (visitor ready) • Social media promotion – invest in content curation Short-term Opportunities • Market what we have - content creation/curation • Build community pride • Heritage – stories – markers – tour – app • Conceptualize signature event • Engage with First Nations – support launch of authentic cultural experiences – integrate into all programs, marketing’ • Seasonal “Kick-off” celebration to agricultural season • Farm to table / long table dinners • Cranberry harvesting (photo opportunities for social media; learning opportunities) Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 83 • Pumpkin patch, Halloween experiences • Seasonal offerings e.g. Easter • Incorporate Maple Ridge history of agriculture into experiences – social media stories (e.g. Throwback Thursday (#tbt) posts of historical agricultural images • Promotion of existing opportunities – social media – seasonal messages based on farm cycles • Venue promotion – off season – e.g. farm weddings/meetings • Golden Harvest event (October) – promote and enhance • Buy local programs – support Chamber and BIA events Benefit to Residents and Community • Vibrancy • New businesses / new experiences • Local employment opportunities • Community pride • Enhanced events / amenities used by residents and visitors • Additional opportunities added each year – increase visitation to local businesses • Education on food sources • More support for local farm businesses • Experiences can be promoted to local school groups as field trips • Local engagement in Circle Farm Tour - options for visiting friends and relatives Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 84 Appendix G – Visitor Survey – Golden Ears Provincial Park August 2017 THE CITY OF MAPLE RIDGE GOLDEN EARS PROVINCIAL PARK VISITOR SURVEY August 23 and August 26, 2017 Prepared for: The City of Maple Ridge Economic Development Department Lino Siracusa, Mgr. Economic Development Prepared by: Deborah Kulchiski Consulting TABLE OF CONTENTS Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 85 1. Executive Summary 3 2. Introduction 4 3. Key Findings and Recommendations 4 - 5 4. Survey Results Review 6 - 11 5. Acknowledgements 11 Appendix i Copy of Survey 12 Appendix ii BC Parks 2014/2015 park use statistics 13 Appendix iii Maple Ridge WildPlay visitation 2016 & 2017 14 EXECUTIVE SUMMARY As identified in the Maple Ridge Tourism Strategy, 2018 – 2020 prepared by the Centre for Sustainability Whistler, and the Maple Ridge Five-Year Tourism Strategy (2017) prepared by consultants Suzanne Denbak and Laura Plant, tourism is a recognized contributor to the local economy, with estimated tourism revenues of approximately $41 million as of 2015. Insights to tourism-related opportunities conclude that tourism can help support the City of Maple Ridge growth targets and therefore, gaining a better understanding of the perception visitors have of the area as well as further understanding the visitor needs and preferences will provide direction to marketing decisions, project funding decisions, product development decisions and revenue planning decisions. Research will enable the City of Maple Ridge to make informed decisions and utilize the limited resources to achieve the best results as well as aid in determining opportunities to increase the economic impact of visitors to the community. One of the goals of the short-term tourism deliverables was to deliver a visitor survey, targeting locations that achieve high visitor volume traffic. Data from BC Parks identified that Golden Ears Provincial Park, ideally located just 14 km from the downtown core of the City of Maple Ridge, is one of the busiest parks in the province. Annual attendance in Golden Ears Provincial Park reached 678,517 day use visitors and 120,427 campers in 2015, an increase of approximately 13% compared to the previous year. * Reaching existing park visitors can provide resources that can be leveraged to attract and increase visitation in the City of Maple Ridge. The delivery dates of the survey were strategically set to coincide with one of the busiest weeks of the year. The dates and times were as follows: o Wednesday, August 23rd from 10:00 am to 3:00 pm; 2 interviewers o Saturday, August 26th from 10:00 am to 3:00 pm; 7 interviewers On the initial date, the one-on-one interviews were conducted in two locations within Golden Ears Provincial Park; the Alouette Lake day-use picnic area and the boat launch. On the second date, 3 teams were formed and surveys were conducted at the Alouette Lake day-use picnic area, boat launch, North Beach and Lower Falls. Over the course of the two-day interview schedule, the number of surveys were categorized as follows; o 242 surveys; 52 surveys were made up of local residents and 190 parties were out-of-town visitors o 1220 individuals; 272 individuals were local and 948 individuals were out-of-town visitors Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 86 Note: This was not a scientific survey, however, still provides considerable information for tourism planning purposes. * BC Parks 2014/2015 Statistics Report www.env.gov.bc.ca INTRODUCTION The project lead Deborah Kulchiski was hired on contract as a Tourism Coordinator from the period of May 23 to October 20, 2017 to develop and deliver short-term tourism initiatives. The purpose of the survey was to develop a profile of existing visitors to Golden Ears Provincial Park and region. This included determining the demographic of the visitor, the duration of their visit, the length and frequency of their visit, the reason for their visit, what activities they participated in while in the park, how they sourced information about Golden Ears Provincial park and surrounding area prior to their visit, and most importantly, do they include a stop or visit in the City of Maple Ridge during their time in the region and do they contribute to the local economy through purchases of local products and/or services. A copy of the person-to- person survey is attached (Appendix I). Due to budget constraints, the survey undertaken was not a scientific survey. The representative face-to-face interviews were conducted by a team of the City of Maple Ridge Parks, Recreation and Culture employees. (Refer to acknowledgements, page 10). This survey acts as an accompaniment to the Maple Ridge Five-Year Tourism Strategy (July 2017) developed by consultants Suzanne Denbak and Laura Plant and City of Maple Ridge Ten Year Cultural Plan. The results of this survey will help to identify and provide some insight to the characteristics, travel patterns and influencers of visitors to Golden Ears Provincial Park and the City of Maple Ridge. In addition, the results will ensure the ability to effectively target desired audiences in future destination marketing and program initiatives. KEY FINDINGS and RECOMMENDATIONS 1. Golden Ears Provincial Park attracts visitors from a variety of places of origin during one of the busiest visitor months in the calendar year; August. o Visitors from communities south of the Fraser River make up the highest concentration of visitors to the park, both in the day-use area and camping area. o 22% of the visitors to the park are local residents 32% of the visitors to the park are from the south of the Fraser River and 17% of visitors were from Vancouver/Richmond. o 59% of visitors to the park stopped for services in the City of Maple Ridge, 52% of visitors to the park stopped for groceries/picnic items on route to the park and 44% of visitors will include a stop in Maple Ridge on their way back to their place of origin. o 22% of visitors to the park will not include a stop in the City of Maple Ridge. o The main motivator for visitation is to enjoy the outdoors and natural beauty of the park. o Relaxing, and spending time with friends and family is the main purpose of the visit to the park. o “Word of mouth” is how most visitors have heard about Golden Ears Provincial Park. o Many of the respondents asked questions about the park, the community and region, enabling the opportunity to provide visitors with guides, maps and other information tools. o Most of the visitors to the park from outside of BC are from the “visiting friends and relatives” (VFR) market segment. There is overwhelming evidence that visitors to Golden Ears Provincial Park include a stop in the City of Maple Ridge either prior to or after their time spent at the park. The survey results, extended conversations with visitors and review of the park infrastructure provided additional opportunities for future consideration that could result in additional economic benefits for local businesses in the City of Maple Ridge. 1. Mobile Visitor Services - The City of Maple Ridge currently operates a community-level, municipally funded visitor services program within the Economic Development office. The location is difficult to locate and hours of Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 87 operation are limited. A “pop-up” visitor service program or “mobile” visitor service program during the peak visitor season could provide valuable information services to visitors to the park. This would include wayfinding (maps), visitor guides and pertinent information regarding businesses and services in the City of Maple Ridge. 2. Partnerships - Develop and implement opportunities for local businesses to participate in promotions aimed at targeting visitors to Golden Ears Provincial Park. This may be through “packaging” or “pay-to-play” programs that would increase visitation to local businesses and encourage additional spend. Example: Overnight visitors to Golden Ears Provincial Park campsite are eligible for a 10% discount at a local business if they show their campsite receipt. 3. Wayfinding - Enhanced signage and improved wayfinding system to provide ease of travel and better connections between gateways, the downtown core and the road leading to Golden Ears Provincial Park. Orientation of visitors to the park will assist them in navigating their way through the city on route to their destination and may encourage additional local business expenditures. 4. Communication - The internet and digital promotion has revolutionised the distribution of visitor information as it provides direct access to the end consumer. It is recommended to “push” community information on digital channels (Website, Facebook and Instagram) on a regular basis to reach target audience and encourage engagement/conversations with visitors and potential visitors. Example: 5. Marketing & Promotion - Focus on a marketing and promotion campaign, tailoring content and ad strategies to the demographics offering the most potential for growth and increased local expenditures while Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 88 at the same time, raising more awareness to the City of Maple Ridge and its local businesses and services. PART ONE The following section details the demographic profile of the respondents to the conducted survey. The first five questions related to; o Visitors place of origin o How they arrived at the park o How many people were in their party o How long they planned to stay in the park, and o How often they visit Golden Ears Provincial Park on an annual basis. Figure 1: Place of Origin of Visitors to Golden Ears Provincial Park Note: To ensure more detail, this question was evaluated on the total number of visitors (1220). This is because in most cases, the survey parties were made up of visitors from more than one place of origin. Demographic Description: Local Residents - Maple Ridge North Fraser - Port Moody to Hope South Fraser - Delta, Surrey, Langley, Abbotsford and Chilliwack Vancouver/Richmond - including Burnaby Other BC - remainder of BC Outside BC - rest of Canada US - US states Other - other international places of origin In total, 272 visitors were from Maple Ridge (22%), and approximately 17% of visitors were from Vancouver/Richmond. The strongest demographic travelled from communities within the South Fraser region and made up almost 32% of the visitors to the park. Travellers from other parts of BC made up approximately 6% of the demographic profile. 272 172 389 207 79 53 19 29 0 50 100 150 200 250 300 350 400 450Local ResidentsNorth FraserSouth FraserVancouver/RichmondOther BCOutside BCUSOther Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 89 While the question was asked how visitors arrived at the park based on the available modes of transportation that include “ParkBus” service from Metro Vancouver, 100% of the surveyed respondents arrived by vehicle. Figure 2: Length of Stay Note: This question relates to the 242 parties surveyed. Approximately 38% of the respondents planned to stay for the full day while approximately 36% of respondents planned to stay for a shorter period. Approximately 19% of the respondents were camping in one of the park campsites and staying for less than a week, while 5% of those camping were staying for 1 week or more. The maximum allotted overnight stays in BC provincial parks is two weeks and approximately 3% of those camping was staying the maximum allowable time. Memorable note: One party that was made up of 6 family members were evacuees from the Williams Lake, BC area. They chose to camp at Golden Ears Provincial Park rather than settle in one of the evacuation sites. They enjoyed their two-week experience so much, that they had recently returned for another two-week stay as part of their vacation time. Figure 3: Frequency of Annual Visitation to Golden Ears Provincial Park Note: This question relates to the 242 parties surveyed. Of the 242 parties surveyed, approximately 34% of respondents visit and experience the park at least twice a year. This was closely followed by approximately 31% of respondents who include a 87 91 45 12 7 0 20 40 60 80 1002-5 HOURS ALL DAY 1 - 5 NIGHTS 1 WEEK or MORE 2 WEEKS 6 74 82 52 28 0 20 40 60 80 100FIRST TIME ONCE A YEAR TWICE A YEAR MONTHLY FREQUENTLY Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 90 visit to Golden Ears Provincial Park annually and 21% of those visit the park monthly during the peak visitor months of May through to September. 12% of visitors visit the park more frequently than monthly, while there were a few parties (2%) that were experiencing the park offerings for the first time. Figure 4: How Visitors Sourced Information about Golden Ears Provincial Park prior to their visit. Note: This question relates to the total number of visitors and there were multiple responses from the 242 parties surveyed. Of the 1220 visitors surveyed, 948 visitors were identified to be from out-of-town. The results of this question reflect those out-of-town visitors, as it can be concluded that residents are naturally familiar with Golden Ears Provincial Park. Approximately 49% of respondents stated they chose to visit Golden Ears Park because they were influenced by other visitors (word-of-mouth) while 40% of those visitors sourced the internet for any information about the park. Only 3% of visitors to the park utilized the services of community Visitor Centres. Memorable Note: Upon conversations with the out-of-town visitors, 6% of those surveyed noted they continue to visit the park for sentimental reasons, having fond childhood memories and experiences at the park. They return on a regular basis with their own family and friends. “Nostalgia tourism” is a growing trend in destination development. Figure 5: Primary activities of visitors to Golden Ears Provincial Park Note: There were multiple responses from the 242 parties surveyed. Of the 242 parties surveyed, there were a variety of activities visitors engaged in during their time spent in the park. The results proved to be indicative of the various survey sites. For example: The majority of respondents visiting the Alouette day-use area and North Beach area were including a picnic in their activities. They were most likely to enjoy water activities such as swimming, floating and kayaking. 29 384 17 460 58 0 100 200 300 400 500VISITOR INFO CENTREINTERNETBROCHURE/PUBLICATIONWORD OF MOUTHNOSTALGIA 136 178 212 12 42 5 2 6 0 50 100 150 200 250WALKING/HIKINGWATERSPORTSPICNICCYCLING/MOUNTAIN BIKINGFISHINGHORSEBACK RIDINGEVENTSWILDLIFE VIEWING Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 91 The majority of respondents interviewed at the boat launch were engaging in watersports. Some were including fishing. Respondents interviewed at the Lower Falls area were engaged in walking/hiking and wildlife viewing activities. Approximately 88% of visitors to the park included a picnic in their time spent, with approximately 74% of those visitors including a walk or hike in their activities. Figure 6: Why Visitors Choose Golden Ears Park to visit Note: There were multiple responses from the 242 parties surveyed. It has been determined that there are a variety of reasons why visitors choose Golden Ears Provincial Park as a leisure destination. Over 95% of those surveyed agreed that the park is a great place for family and friends. This includes the “visiting family and friends” (VFR) market segment, which accounted for the visitors from the International, US and other parts of Canada places of origin. 89% of the visitors surveyed visit the park because it is close to home. Note: the survey was conducted prior to the bridge toll removal. Visitors did not believe the tolls to be a determining factor when choosing to travel to Golden Ears Provincial Park. Over 80% of those visitors to the park are seeking nature and the outdoor experience; either soft or hard adventure that includes hiking and watersports. Figure 7: Visitors who spent time in the City of Maple Ridge and the purpose of time spent. Note: There were multiple responses from the 242 parties surveyed. 216 24 196 92 232 0 50 100 150 200 250CLOSE TO HOME EVENTS/THINGS TO DO OUTDOOR ADVENTUREEXPERIENCES EXERCISE GREAT PLACE FORFAMILY/FRIENDS 98 112 8 84 42 0 20 40 60 80 100 120SUPPLIES/GROCERIES SERVICES RETAIL SHOPPING FOOD and BEVERAGE DID NOT/WILL NOT STOP Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 92 The results of this question relate only to those respondents who are represented in the 190 out-of-town parties as it can be concluded that the 52 parties (residents) from Maple Ridge locally source their supplies and services. The survey determined approximately 59% of out-of-town visitors to the park either stopped in Maple Ridge on the way, or intend to stop on the way home for services such as fuel. Approximately 52% of visitors to the park either stopped or intend to stop for groceries in Maple Ridge and 44% of those visitors will include a stop for either a meal or light snack (i.e. ice-cream, gelato, coffee, etc.). 22% of the visitors surveyed did not stop in the City on route to the park, and at the time of the interview, did not have plans to stop on their way home. ACKNOWLEDGEMENTS The author would like to acknowledge several individuals, for without their assistance and support, the success of this survey would not have been possible; Joanna Ward, Human Resources Associate, City of Maple Ridge. Joanna was instrumental in coordinating a team of interviewers to assist in the survey project. The survey team was made up of six (6) City of Maple Ridge Parks, Recreation and Culture employees; Youth Workers Ashley Millen, Megan Millen, Elijah Wooten, Robert Harrison and Alysia Bassani, Parks, Recreation and Culture employee Steve Quinlan and City of Maple Ridge Bylaw Officer Rob Letts. Their professional approach to the interviews and commitment to the project was instrumental to the ability to source quantitative, visitor-centric information. APPENDIX i 1. What is your place of residence? 2. How did you arrive here today? Vehicle/walk/bike/transit/other 3. How many people are in your party? 4. How long do you anticipate staying in the park today? ___________# of hours ___________# of nights 5. How often do you frequent this park? _____1x per year ______2x per year _____ monthly ________ more frequent 6. Why did you choose this park today? a. Close to home b. Events/Things to see and do c. Outdoor adventure experiences d. Exercise e. Great place to bring family 7. What are the primary activities you engage in at this park Walking/hiking wildlife viewing Watersports fishing Picnic horseback riding Cycling/mtn. biking events 8. Did you (or will you) spend time in the City of Maple Ridge? If so, what type of services will you be seeking? Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 93 o Supplies o Services o Retail shopping o Food and Beverage 9. How did you source any pre-visit information about the park before your visit? a. Visitor Information Centre (location) b. Internet c. Brochure/Guide d. Word of Mouth 10. _______M ______F Please tell us your age? _____________ LOCAL RESIDENTS: 11. Do you think the City of Maple Ridge should be increasing their efforts in marketing and promoting the city? Why? Why not? 12. Aside from Golden Ears Provincial Park, what would you recommend visitors see or experience in Maple Ridge? APPENDIX II BC PARKS STATISTICS REPORT 2014/15 Attendance and Revenue by Park Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 94 Source: BC Parks 2014/2015 Statistics Report www.env.gov.bc.ca Appendix iii An interview with Kailla Bentley, Park Manager at Maple Ridge WildPlay Elements Park in July, 2017 identified that a). there is a high visitation rate from guests at WildPlay who are overnight campers and/or day-trippers to Golden Ears Provincial Park. The Park Manager also explained the strong visitation from out-of-town guest’s attributes significantly to the strong retail sales, providing climbing supplies and souvenirs. The following statistics identify the demographics of visitors to WildPlay during the peak visitor months of May through to the end of August for 2016 and 2017. Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 95 Local Residents 1,975 Other BC 408 North Fraser 2,736 Outside BC 656 South Fraser 4,290 US 305 Vancouver/Richmond 2,608 Other 152 TOTAL: 13,130 visitors from May 1, 2016 through to August 31, 2016 Local Residents 2,469 Other BC 340 North Fraser 3,057 Outside BC 720 South Fraser 5,283 US 393 Vancouver/Richmond 3,345 Other 241 TOTAL: 15,848 visitors from May 1, 2017 through to August 31, 2017 Key Findings: Visitors travelling from the south of the Fraser River (Delta, Surrey, Langley, Abbotsford & Chillwack) accounted for the largest demographic; 33% of the number of visitors to WildPlay in both 2016 and 2017. The second strongest demographic was from the Vancouver/Richmond area (including North Vancouver, West Vancouver 0 1000 2000 3000 4000 5000Local ResidentsNorth FraserSouth FraserVancouver/RichmondOther BCOutside BCUSOther Maple Ridge Wildplay Visitation May 2016 - August 2016 0 1000 2000 3000 4000 5000 6000Local ResidentsNorth FraserSouth FraserVancouver/RichmondOther BCOutside BCUSOther Maple Ridge Wildplay 2017 Visitation (May 2017 - August 2017) Prepared by: Cadence Strategies www.cadencestrategies.com and Laura Plant Consulting www.lauraplant.com 96 and Burnaby) accounting for 21% of the visitors. This group also experienced the most significant growth of 28% in 2017. Guests to the park travelling from the north of the Fraser accounted for 19% while local residents represented 16% of the park’s visitation. Also to note: 2017 compared to the same period in 2016; the local resident market grew by 25%, residents from the South Fraser increased by 23%, and visitors residing in communities on the North Fraser (Coquitlam to Hope) increased by 11%. Maple Ridge WildPlay experienced an overall increase of 21% in visitation in 2017 for the same period in 2016.