HomeMy WebLinkAbout2019-02-05 Workshop Agenda and Reports.pdfCity of Maple Ridge COUNCIL WORKSHOP AGENDA February 5, 2019 3:00PM or Immediately following the close of the Committee of the Whole Meeting starting at 1:30 PM Blaney Room, 1st Floor, City Hall The purpose of the Council Workshop is to review and discuss policies and other items of interest to Council. Although resolutions may be passed at this meeting, the intent is to make a consensus decision to send an item to Council for debate and vote or refer the item back to staff for more information or clarification. The meeting is live streamed and recorded by the City of Maple Ridge. 1. APPROVAL OF THE AGENDA 2. ADOPTION OF MINUTES 2.1 Minutes of the January 22, 2019 Council Workshop Meeting 3. PRESENTATIONS AT THE REQUEST OF COUNCIL 4. UNFINISHED AND NEW BUS/NESS 4.1 Culture Plan Implementation Framework Staff report dated February 5, 2019 recommending that the Maple Ridge Culture Plan Implementation Framework be endorsed. 4.2 Downtown Maple Ridge Business Improvement Association request to continue the Facade Improvement Program for three years commencing 2019 Staff report dated February 5, 2019 recommending that $25,000 be allocated to the Downtown Maple Ridge Fagade Improvement Program for 2019 and that staff engage in consultation with stakeholders in the town centre and bring a report to Council to identify new partnership initiatives to continue to enhance downtown.
Council Workshop Agenda February 5, 2019 Page 2 of 2 4.3 2019 Community to Community Forum Staff report dated February 5, 2019 recommending that the City of Maple Ridge host a Community to Community Forum with Katzie First Nation and Kwantlen First Nation. 4.4 Leisure Centre Renovation Update (and Tour) • Michael Millward, Facilities Operations Manager 5. CORRESPONDENCE 5.1 Upcoming Events January 31, 2019 11:30 am -2:00 pm February 9, 2019 11:00 am -2:00 pm February 9, 2019 6:00 -8:00 pm February 9, 2019 6:30 -9:30 pm February 10, 2019 5:30 -8:30 pm UDI Fraser Valley Mayors' Panel & Municipal Expo Langley Events Centre Repair Cafe Maple Ridge Public Library Afro Gala St. Luke's Roman Catholic Church For the Love of Youth SKY Hangar, Pitt Meadows Farmers Helping Senior Pub Night The Haney Public House 6. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL 7. MATTERS DEEMED EXPEDIENT 8. ADJOURNMENT Checked"'': ~ Date:~
2.0 Minutes 2.0
City of Maple Ridge COUNCIL WORKSHOP MINUTES January 22, 2019 The Minutes of the City Council Workshop held on January 22, 2019 at 3:28 p.m. in the Blaney Room at City Hall, 11995 Haney Place, Maple Ridge, British Columbia for the purpose of transacting regular City business. PRESENT Elected Officials Appointed Staff P. Gill, Chief Administrative Officer Mayor M. Morden Councillor J. Dueck Councillor Duncan Councillor C. Meadus Councillor G. Robson Councillor R. Svendsen Councillor A. Yousef K. Swift, General Manager of Parks, Recreation & Culture F. Quinn, General Manager Public Works & Development Services L. Benson, Director of Corporate Administration Other Staff as Required L. Siracusa, Director of Economic Development & Civic Properties D. Pollock, Municipal Engineer B. Elliott, Manager of Community Planning Note: These Minutes are posted on the City Web Site at www.mapleridge.ca 1. APPROVAL OF THE AGENDA R/2019-015 It was moved and seconded That the January 22, 2019 Council Workshop meeting be amended with the addition of Item 5.2 Nomination for Membership on Metro Vancouver's Agricultural Advisory Committee; and, That the agenda as amended be adopted. CARRIED 2. ADOPTION OF MINUTES-Nil 3. PRESENTATIONS AT THE REQUEST OF COUNCIL-Nil
Council Workshop Agenda January 22, 2019 Page 2 of 3 4. UNFINISHED AND NEW BUSINESS 4.1 Albion Flats Area Planning Process Background and Next Steps Staff report dated January 22, 2019 providing information on the Albion Flats Area Planning Process Background and Next Steps. The Manager of Community Planning gave a PowerPoint presentation including the following information: • introduction • Albion Flats Background • Albion Flats Characteristics • ALR and City land designations • OCP special study area -2006 • recent Council directions • history of Land Use Concepts and Facilities Plans from 1999 -2002 • 2010 Albion Flats Charrette Concepts and 2011 Concept Plan • previous ALC decisions and discussions • drainage and stream flow review, rainwater considerations, agricultural drainage criteria and environmental considerations • tasks in progress and next steps The Municipal Engineer spoke to the drainage challenges in the area. He spoke to some of the strategies that have and could be done to improve agricultural productivity and fish habitat. Mayor and Council provided feedback, input and direction with regard to the next steps. R/2019-016 It was moved and seconded That the report titled Albion Flats Area Planning Process Background and Next Steps and dated January 22, 2018, be received for information. CARRIED 5. CORRESPONDENCE-Nil 5.1 Upcoming Events January 23, 2019 5:00 p.m. -8:00 p.m. January 24, 2019 4:00 p.m. -7:00 p.m. Doc#2146422 Hometown Heroes Night, MRSS (21911122 Ave) Meadowridge Sports Heroes Society Fraser River All Nations Aboriginal Society Open House #202 -19141 Ford Road, Pitt Meadows
Council Workshop Agenda January 22, 2019 Page 3 of 3 5.2 Nomination for Membership on Metro Vancouver's Agricultural Advisory Committee R/2019-017 It was moved and seconded That the Agricultural Advisory Committee be authorized to select a non-Council committee member to sit on Metro Vancouver Regional District's Agricultural Advisory Committee for a four-year term starting in 2019. CARRIED 6. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL-Nil 7. MATTERS DEEMED EXPEDIENT-Nil 8. ADJOURNMENT -4:42 pm M. Morden, Mayor Certified Correct L. Benson, Corporate Officer Doc#2146422 , ..
TO: FROM: City of Maple Ridge His Worship Mayor Michael Morden and Members of Council Chief Administrative Officer MEETING DATE: February 5, 2019 FILE NO: 2140415 MEETING: Council Workshop SUBJECT: Culture Plan Implementation Framework EXECUTIVE SUMMARY: Further to Council's endorsement of the "Walking Together: Maple Ridge Culture Plan" (Attachment A) on April 24, 2018, the Cultural Plan Task Group (Task Group), City staff, facilitator and community members developed an Implementation Framework (Attachment B) that addresses timelines, potential partners and funders, and specific measures to achieve the actions within the Culture Plan. With Council's endorsement of the Implementation Framework, City staff will work with our network of cultural partners to fulfill the goals and actions in the Culture Plan to enhance the cultural vibrancy of Maple Ridge. RECOMMENDATION: That the Maple Ridge Culture Plan Implementation Framework be endorsed. DISCUSSION: a) Background Context: The Maple Ridge Culture Plan is a ten-year (2017 to 2027) strategy to guide cultural development, cultural leadership and a healthy creative ecosystem in our community. It was developed over a year-long planning process that engaged a variety of cultural partners including Katzie First Nation, Kwantlen First Nation, residents, businesses and visitors. The process was led by Patricia Huntsman, an expert in the cultural planning field, and supported by the Task Group which represents a broad and diverse group including the business community, tourism industry, developers, educators, heritage advocates and the arts community. The Culture Plan Implementation Framework was developed through ongoing collaboration between Ms. Huntsman, the Task Group and City staff to engage the community through meetings held with stakeholders and the public. Separate focus group meetings were held with Kwantlen First Nation and Katzie First Nation to invite their feedback. The Framework outlines a phased approach over ten years, organized into short term (1-3 years), medium term (4-6 years), long term (7-10 years) and ongoing actions. It identifies potential partners and specific measures to achieve the Culture Plan actions, with scheduled progress reports to Council on key initiatives. The Framework is also flexible, recognizing that priorities may shift based on new opportunities. It further recognizes the need for continued dialogue, listening and relationship-building with Kwantlen First Nation, Katzie First Nation and other Doc # 2140415 Page 1 of 3 4.1 r
indigenous groups including Metis to determine appropriate implementation priorities and timelines. While the purpose of the Task Group will be achieved upon the endorsement of the Culture Plan Implementation Framework, its members will continue to be involved as part of a larger network of community and cultural partners working with the City to implement the Culture Plan. As part of this Cultural Roundtable, the City's network of community partners can support actions in the Plan through collaboration, information sharing, and coordination of activities. As action items are considered and incorporated into the City's annual business planning process, the Cultural Roundtable will be a strong resource to assist with implementation. b) Desired Outcome: The desired outcome is to put in place an Implementation Framework to achieve the goals in the Maple Ridge Culture Plan towards a healthy, creative and inclusive arts and cultural community in Maple Ridge. c) Strategic Alignment: The Culture Plan Implementation Framework will help to strengthen, harmonize and raise the profile of cultural endeavours through systematic planning and identification of opportunities that are in alignment with the Council Strategic Plan and Parks, Recreation & Culture Master Plan. The Implementation Framework is also informed by other plans such as the Youth Strategy, Tourism Plan and other key planning documents. d) Citizen/Customer Implications: The Maple Ridge Culture Plan encourages positive recreational and cultural opportunities, education and citizen engagement in arts, culture and heritage, as well as the development of a safe, affordable, vibrant, and livable community for all ages and abilities. Establishing an Implementation Framework for the Culture Plan will ensure we deliver these benefits to Maple Ridge citizens in a timely manner. e) Interdepartmental Implications: Implementation of the Maple Ridge Culture Plan will require interdepartmental collaboration between Recreation & Community Engagement, Parks & Facilities, Economic Development, Planning, Engineering and Communications. f) Business Plan/Financial Implications: The Business Plan and Financial Plan implications resulting from the Culture Plan Implementation Framework will be phased over ten years. The short term actions are achievable with existing resources and align with current work plans. As implementation progresses over the ten-year timeline, any financial implications outside of existing budgets will be brought forward for Council's consideration as part of the business planning process. City staff will also seek out grant opportunities throughout the implementation timeline. CONCLUSIONS: The Implementation Framework organizes the Culture Plan actions into phases to guide the development of arts, culture and heritage in Maple Ridge. The framework is flexible and inclusive, with a focus on building partnerships between the City and many community partners to facilitate collaboration with other sectors to foster a healthy community, civic pride and a strong sense of identity, inclusion and diversity. Doc# 2140415 Page 2 of3
Prepared by: Reviewed by: Lino i u Director of Economic Development & Civic Properties Reviewed by: Danielle Pope Attachments: DA of Recreation & Community Engagement Paul Gill, BBA, CPA, CGA Chief Administrative Officer (A) Maple Ridge Culture Plan (online) http:j /www.mapleridge.ca/Docu mentCenter/View/ 16527 /Ma pie-Ridge-Cu lture-Pla n?bid Id= (B) Culture Plan Implementation Framework -Summary Doc # 2140415 Page3 of 3
MAPLE RIDGE CULTURE PLAN IMPLEMENTATION FRAMEWORK
January 2019
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GOAL: Community connections are strengthened through capacity-building and collaboration.
Objective 1.1: Enhanced capacity building is fostered in the community through the ro le of the City-its strategic direction, departments, bylaws, policies and programs .
Timeline
(Short: Yeors 1-3
Potential Partners Supporting Actions Medium: Years 4-6 Measurables
Lang: Years 7-10
and Ongoing)
1.1 .A Continue to fund and support grant programs and operating agreements, and provide Ongoing Grant programs and recipients. Total annual arts and culture grants
program funding to local arts, culture and heritage organizations that meet grant City/community budget/expenditures including operating agreements
program criteria. partners/foundations and other including in-kind .
levels of government
1.1.C Continue to foster a cultural development lens across City departments. Make sure Ongoing PRC/EDC & Tourism/Planning # meetings/presentations
'culture, including heritage is at the table' in City planning. # of collaborative projects
1.1.D The City acts as a community connector by bringing people together to listen and identify Ongoing PRC/EDC & Tourism/Bylaws # of workshops
opportunities for collaboration and solution-finding. It works to address areas where 'red Engineering/RCMP /Fire # of attendees at committee meetings
tape' is preventing cultural advancement. Evaluation forms/ satisfaction survey from
participants at info sessions .
1.1.F Align and update OCP policies and Corporate Strategic Plan to integrate and include Ongoing PRC/EDC & Tourism/Planning # policies/plans that include cultural goals and
cultural planning goals identified herein. Ensure cultural planning directions are reflected priorities .
in City policies and plans.
1.1.G Continue to encourage using cross-departmental teams in cultural development. Ongoing Arts Council/PRC/EDC & #meetings
Tourism/Bylaws/Engineering/RC # collaborative projects
MP/Fire
1.1.H Regularly review partnership agreements to ensure compliance and relevancy with Short -PRC/SD 42 # new or expanded indigenous and youth initiativies
Indigenous and youth focused/initiatives. Ongoing # of connections with Kwantlen and Katzie, Metis and
urban indigenous artists.
1.1.1 Explore the potential for a cultural scorecard process as a measurement for cultural Short PRC Measurables for supporting environments, capacity
development. and connecting people to nature:
-# of community partners
- # programs and event attendance
-$ amount of cultural grants available
- # of volunteers/hours
1.1.E Where possible, social innovation (e.g. tool libraries and cultural hubs) and social Short -PRC/EDC & Tourism/Planning/IT # of tool libraries/cultural hubs and use of
procurement (also known as social purchasing) is encouraged to effect solutions for Ongoing /Communications libraries/cultural hubs .
cultural development.
Page 1
MAPLE RIDGE CULTURE PLAN IMPLEMENTATION FRAMEWORK
January 2019
Timeline
(Short: Years 1-3
Supporting Actions Medium: Years 4-6
Potential Partners
Long: Years 7-10
and Ongoing)
1.1.K Develop a Cultural Spaces and Facilities Framework to serve as a guide for phased Short -PRC/EDC/Planning/DM RBIA/ Arts
investment and planning, extending beyond City-owned facilities and spaces, that Medium Council
includes but is not limited to:
• Examine current real estate inventory for arts, culture and heritage uses;
• Identify and collate the mapping and listing of all Cityowned spaces, City-leased spaces,
and emerging spaces with potential for re-purposing such as industrial zones, and/or
renovated spaces as well as purpose-built venues;
• Maintain active dialogue with cultural community to stay current on space needs
(including performing arts and museum discussions);
• Seize opportunities to work with other levels of government towards securing funding
for identified new or renovated cultural spaces and facilities, and related planning (e.g.
feasibility studies/needs assessments; and capital infrastructure).
• Facilitate agreements and address insurance issues with local realtors and developers to
utilize existing venues, unrented or vacated spaces for cultural uses, for a possible tax
deduction or other incentive.
• Look to the City of Vancouver's Cultural Facilities Priorities Plan' Self-Assessment
Checklist for user groups of existing or proposed cultural facilities and spaces.
• Look at regulatory measures which may be preventing the use and development of
artist and creative production spaces (including co-op models) and develop guidelines to
1.1.L Determine City-identified spaces for temporary cultural activity (e.g. lobbies) and provide Short PRC/PASC/ Arts
community spaces for artists (temporary or permanent), to introduce artists in residence Medium Council/DMRBIA/MRHS and CHC
program in higher traffic areas.
1.1 .M Support community-led efforts to share space and services; and explore the opportunity Ongoing Arts Council/Community
to create a centralized arts and culture 'hub'. groups/EDC
Support from PRC
1.1.B Review the City's grant programs every five years; and explore the possibility of offering Medium PRC/EDC & Tourism
micro loans for temporary art and heritage intervention projects that respond to a
community need.
1.1.J Make heritage and historical information available to new residents, addressing the Medium -CHC/MRHS/ISSBC/Family
diversity of cultures that make up Maple Ridge's history. Long Education and Support
Centre/LI PS/Pian n i ng/E DC
Page 2
Measurables
# and distribution of cultural facilities and spaces
across the city including commercial/private.
# of area plans to include cultural development and
infrastructure .
# temporary/permanent spaces
# artists and projects/partners
% increase in pedestrian traffic
% decrease in vandalism
% increased collaboration; efficiencies; improved
capacity
Review process completed and grant program
revised/updated
Total$ of microloans provided to artists and
organizations
# new heritage resources for new residents and
immigrants
Supporting Actions
MAPLE RIDGE CULTURE PLAN I MPLEMENTATION FRAMEWORK
January 2019
Timeline
(Short: Years 1 -3
Potential Partners
Medium: Years 4-6
Long: Years 7-10
and Ongoing)
Measurables
Objective 1.2: Invest in capacity-building and foster collaborations through knowledge-sharing, gatherings, and skills development opportunities for volunteers and administrators. I
1.2.A Convene Cultural Roundtable meetings that encourage a healthy creative ecosystem and Short -PRC/EDC/Planning/Cultural % increased collaboration; efficiencies; improved
provide opportunities for collaboration, information-sharing, event Ongoing Roundtable/Neighbourhood capacity
coordination/scheduling, and connection points (exchange, learning, and sharing). Champions
1.2.B Through Arts and Cultural Service organizations, hold an annual Cultural Forum focused Short -Arts Service Organizations Increased capacity w ithin community groups;
on skills development in the areas of, but not limited to: Ongoing including: Arts BC/ Arts knowledge sharing; strong boards and leaders at
• Board governance and development Council/Alliance for governance and staff levels.
• Succession planning Arts/BCTC/Metro Vancouver
• Arts and cultural administration
• Volunteer management
• Communications and marketing
• City processes and roles
1.2.C Post volunteer needs through the Cultural Portal and share via Cutlural Roundtable and Medium PRC/IT Increased vo lunteerism .
social media.
1.2.D Link strategic planning and community initiatives to the Cultural Plan directions. Ongoing Cultural Roundtable References/links in strategic plans;
# initiatiives that arise from the plan.
1.2.E Through community partners, identify ways to engage ne wco mers. Ongoing Family % increase in newcomers participation in community
Education/lSSBC/LIPS/ AC T life
# new collaborative initiative with newcomer groups
Reports of less social isolation
Community we lln ess
1.2.F Foster heritage conservation of City-owned properties. Ongoing PRC/Planning/CHC/MRHS/EDC Increased conservation of heritage properties,
placemaking and pride of place.
Objective 1.3: Work with neighbourhoods to encourage a distributed model of arts, culture and heritage activity and connection points.
1.3 .A Through collaboration and consultation, use neighbourhoods as creative nodes or Medium Neighbourhood Champions/Arts # of creative or cultural projects developed in
cultural junctions. Council neighbourhoods
Increased social inclusion
Community we llness
1.3.B Support community arts and culture based initiatives that promote inclusivity and build Ongoing Arts Council/Neighbourhood # of initiatives created
neighbourhood or community connections, including events. Champions
1.3 .C Expand 'neighbourhood champions circles' or teams and existing networks as contact Medium Neighbourhood Champions # of contacts increased
points to foster social leadership.
Page 3
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MAPLE RIDGE CULTURE PLAN IMPLEMENTATION FRAMEWORK
January 2019
STRATEGIC ~RIORITY 2: AWARENESS AND VISIBILITY
GOAL: Arts and culture are valued, celebrated and inegrated into community life.
Timeline
(Short: Years 1-3
Supporting Actions Medium: Years 4-6 Potential Partners
Long: Years 7-10
and Ongoing)
Objective 2.1: Develop and implement a comprehensive arts and culture communications strategy to build audiences and awareness.
2.1.A Create a centralized portal to feature and promote arts, culture and events; programs; Short PRC/IT/Arts Council/Cultural
shared resources; etc. Roundtable/regional child
programming orgs/CHC/Post
Secondary Institutions including
urban desk @SFU/DMRBIA
2.1.B As part of the communications strategy, continue to build a 'culture for culture' within Ongoing Communications/PRC/Barber
City Hall, by identifying internal communication and engagement actions.; Center UBC/municipal advisory
committees including CHC
2.1.C As part of the communications strategy to support the implementation of the plan, Short -Communications/PRC/Cultural
create an awareness campaign surrounding the value, benefits and impact of arts and Medium Roundtable/Arts Council/all
culture; advisory committees
2.1.D Explore the possibility of centralized communication support/ resource for Maple Ridge's Medium PRC/IT/Arts Council
arts, culture and heritage scene.
2.1.E Use local transportation networks as channels to communicate awareness of events and Medium -E ngi neering/Pla n n i ng/
programs (e.g. buses, bus shelter ads, West Coast Express etc.); Long Translink/MACAI/ATAC/
Operations
Objective 2.2: Celebrate a sense of place and share Maple Ridge's story.
2.2 .C Where possible, identify opportunities for interpreting heritage and animating Short EDC/PRC/Planning/Neighbourho
neighbourhoods in Maple Ridge through artist and community-led place -making ad Champions and
activities . organ izers/DM RBIA/Post
2.2.D Explore expanding the Public Art Program to include ways to animate the interpretation Short -PASC/PRC/Planning/ Arts
and awareness of public art, places and intangible cultural assets through tours, Medium Council/local
workshops, story-telling and other engagement pieces. businesses/DMRBIA/library/MRH
S/CHC/SD 42/Kwantlen & Katzie
and indigenous arts groups/Eco-
tourism; Post Secondary
Page 4
I
Measurables
I
Audience development
Broadened awareness
Support and increased participation
Web user hits/ stats
Increased integration of arts and culture into other
City initiatives and advisory committees
Arts bingo
Communications metrics such as reach (dashboard
details), impressions,# of posts created.
Increased efficiencies and reach.
Audience development
Broadened awareness
Support and increased participation
I
I
# of initiatives created
Increased visibility of neighbourhood .activities
Increased pride of place, placemaking, sense of place
Increased social inclusion, community wellness
Decreased vandalism
Job creation
Engaged youth {18-24 yrs)
MAPLE RIDGE CULTURE PLAN IMPLEMENTATION FRAMEWORK
January 2019
Timeline
(Short: Yeors 1-3
Supporting Actions Medium: Years 4-6 Potential Partners
Long: Years 7-10
and Ongoing)
2.2.G Implement recommendations of the Developer Public Art Program to encourage Short Planning/Engineering/PASC
beautification and an enhanced sense of place in urbanization. /EDC
2.2.A Encourage arts and heritage-based creative solutions for empty storefronts and Medium -Byla ws/Licensing/DMRBIA and
animating spaces./ Long business groups/ Arts
Council/heritage
groups/EDC/HUB Cycling
'-~-
2.2.B Use local transportation networks and public spaces as channels to communicate Medium CMR/Translink/Ministry of
heritage facts and interesting local histories. Transportation/CH C/Destination
BC/HUB Cycling/Cycling groups
2.2.H Improve wayfinding in Maple Ridge and enhance 'sense of place' at neighbourhood levels Medium -PRC/Engineering/Planning/
through place naming and public works. Integrate with Indigenous cultural heritage Long CHC/EAC/PASC/Kwantlen &
initiatives . Katzie and indigenous arts
groups/EDC/Tourism/Post
Secondary Institutions
2.2.1 Ensure signage bylaws relate to form and character guidelines for the enhancement of Ongoing Events Festival
place; explore signage needs for events and festivals. Network/EDC/DMRBIA/Planning
/Engineering/Bylaws/ Arts
2.2.J Design a sustainable mapping process to capture emerging cultural and historical stories Medium -IT /PRC/Library /LI PS/M RHS/CH C/
and places.; Long Kwantlen & Katzie and
indigenous arts groups
Page 5
Measurables
# of contributions to public art fund
# of developer public art projects
# of oartners for olacemakin" oroiects
Increased animated spaces
Reduction in vandalism
More pedestrian traffic
Property owner buy in
Audience development
Broadened awareness, support and increased
participation
Property owner buy-in
lr::r:::i"'+,.
Ease of navigation
Defined place
Enhanced perception of Maple Ridge
Increased impressions
Consistency
Beautification
Sense of place, pride of place, social cohesion
Enhanced perception of Maple Ridge
----------
MAPLE RIDGE CULT U RE PLAN IMPLEMENTATIO N FRAMEWORK
January 2019
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GOAL: Maple Ridge is recognized as an all-season cu ltura l tourism desti nation and home to thriving creative entrepreneurs .
Timeline
(Short: Years 1-3
Potential Partners Supporting Actions Medium: Years 4-6
Long: Years 7-10
and Ongoing)
Measurables
Objective 3.1: Continue to enhance understanding amongst stakeho lders and decis ion makers the value of arts, culture, heritage and crea t ive community as part of Mapl e Ridge's tourism attractio n mix (e.g.
festivals, events, agr i-tours, cultura l tours, open studios etc .) and destin atio n branding.
3.1.A Enhance the strategic positioning of Festivals and Events to align with any tourism Ongoing Community Festiva Is Increa sed presence and marketing of festivals and
strategy development planning. Netw ork/DMRBIA/Chamber of events
Commerce/ Arts Increased tourism
~ . , __ ,, ......
3 .1.B Consider conducting an economic impact study ofthe local cultural sector. Medium EDC/PRC/ Arts Council/Post Increa sed understanding of labour market impacts of
Secondary Institutions/Creative cultural w orkers and the direct, indirect and induced
City Netw ork of Canada/Creative economic contribution s to the local economy.
BC
3.1.C Ensure tourism and economic development representation on the Cultural Roundtable, Ongoing Cultural Roundtable Reflection of local creative ecosystem (broader
and cultural representation in the Economic Development and Culture Advisory Group representation than arts and culture community)
and other economic development bodies, as appropriate.
3.1.D Work towards enhancing cultural tourism marketing of a broader range of cultural Short -EDC/Cultural Roundtable Increased representation of cultural asset mix
attractions . Ongoing
Objective 3.2 : Leverage local cultural resources and assets to distinguish Maple Ridge as a cultura l destination . "Collaborations"
3.2.A Link to Strategic Priority 2 awareness and visibility initiatives, including a cultural portal Short PRC/IT// Arts Council/SD 42/Post Audience de velopment; increased attendance and
where residents and visitors can learn comprehensive information about arts and cultural Secondary Institutions participation ; increas ed resources and ass et s; youth
resources, events, festivals, venues, concerts, etc.
3 .2.B Identify 'pairings' of cultural tourism and niche culinary and agri-tourism initiatives (e .g. Short -Chamber of
Haney Farmers' Market; cheesemakers; wineries). Ongoing Commerce/DMRBIA/HFM/EDC/B
C Ale Trail/Post Secondary
Increased cultural/agri tourism Institutions
3.2.C Encourage participation in the BC Economusee Pro gram (http://bc.economusee.com). Medium EDC/BC Economusee
3.2.D Ensure consistent annual baseline data collection amongst local cultural resources and Short -EDC/DMRBIA/Cultural Increased data inputs that are more complete
assets and encourage tourism leads to share relevant visitor profile data to encourage Ongoing Roundtable/Post Secondary
audience development. Institutions
3.2.E Ensure destination branding reflects local community cultural identity inputs, diversity, Short EDC/DMRBIA/Cultural Increased pride of pl ace, sen se of place ; audience
and local cultural resources and assets . Roundtable/Post Secondary development and tourist attraction
Institutions
Page 6
I
MAPLE RIDGE CULTURE PLAN IMPLEMENTATION FRAMEWORK
January 2019
11me11ne
Supporting Actions (Short: Years 1-3 Potential Partners
Medium: Years 4-6
,,..,,,.,. VPnrc: 7-1n
Objective 3.3: Further integrate creative economy strategies into economic development planning.
3.3.A With identified partners (e.g. Downtown Maple Ridge Business Improvement Short EDC/DMRBIA/Chamber of
Association) promote Arts and Business partnerships and generate spin-off cultural Commerce/ Arts Council
ornnn...,;, ~,+;vit\/ tn rai<P thP nrnfilP nf r, ,I+, oro a< an ornnn...,ir Mnnr~+nr
3.3 .B Encourage involvement of cultural and creative businesses and arts groups in downtown Medium Cultural Roundtable/ Arts Council
business networking activities to stimulate collaboration and partnerships .
3.3 .C Continue to encourage film industry activity in the City to attract spending, create Short-EDC/Arts Council/Post Secondary
employment and raise the profile of Maple Ridge . Ongoing Institutions
Objective 3.4: Work with creative entrepreneurs on skills development.
3.4.A Offer small business training and link to Etsy Markets and other creative entrepreneurs' Medium Chamber of Commerce/Etsy
initiatives, such as the creation of cooperatives. network/Small Business
BC/Community Futures
3.4.B Through the Business Hub, develop a toolkit for managing creative entrepreneur Short -DMRBIA/Chamber of
businesses, and encourage buy local campaigns, and the use of local creations in City Medium Commerce/IT
ceremonies and gifts.
3.4.C Share new models in social enterprise and earned revenue streams with arts and culture Medium Arts Service Organizations
organizations. including Arts BC/ Arts
Council/Alliance for
Arts/BCTC/Metro
3 .4.D Through the Business Hub, help to reduce red tape and provide further support in Medium-IT /EDC/Bylaws/DM RBIA
collaboration with the creative entrepreneur community. Ongoing
Page 7
Measurables
Number of activities and initiatives; increased level of
aw areness
Increased participation by artists and creatives
Increased contribution of film to local economy
Number of activities and initiatives; increased level of
marketing and production
Increased representation of the work of creative
entrepreneurs and number of creative entrepreneurs
Diversified base of re v enue streams amongst arts and
culture ergs ; increased learning and capacity building;
sustainable organizations and programs
Increase in creative entrepreneurship activity;#
creative start ups
•-.---------
MAPLE RIDGE CULTURE PLAN IMPLEMENTATION FRAMEWORK
January 2019
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GOAL: Youth are active and involved in the arts in Maple Ridge, as participants and producers and family arts opportunities abound .
Timeline
{Short: Years 1-3
Supporting Actions Medium: Years 4-6 Potential Partners
Long: Years 7-10
and Ongoing)
Objective 4.1: To address barriers and develop mechanisms which will allow access for youth and children, and encourage family participation.
4.1.A Establish a local young people's arts and culture advisory group to advise on the Short -Youth Planning Table/PRC/SD
implementation and development of this Strategic Priority. Ongoing 42/SDAC "Student Voice"/Rotary
Club "Youth Summit"/Faith
Youth Groups/lSSBC/youth
advisory groups/ Scouts and
Guides/Library youth group
4.1.B Explore the possibilities of establishing a sustained and funded local program for arts Medium SD 42, Arts Council/ Provincial
engagement for young people across all art forms. BCAC / Library
4.1.C Work collaboratively with organizations in the area who provide services and programs to Ongoing Arts Council, Arts Umbrella,
children and young people. Library, SD 42, PRC, Youth
Planning Table, for profits,
internships, PLAY Society, music
+ dance schools, Katzie
Literacy,Family Services, yoga+
fitness businesses, MRPM Katzie
Literacy Committee
4.1.D Align with and take direction from the Provincial Government's Youth Engagement Medium Cultural Roundtable/Youth
Toolkit, and explore models of engagement for young people in challenging and complex Planning Table/MLAs
situations.
4 .1.E Work with local School District partners to deliver arts and creative opportunities. Ongoing SD 42; Arts Council ; student
voice
Page 8
I
I
Measurab/es
Barrier reduction; increased participation; audience
development;# of projects or initiatives/# of posts/
communications
Audience development, increased participation of
youth and families; number of projects or intiative
created; greater awareness and valuing of arts,
building capacity in arts administration, creative
workers, cultural producers in local economy; track
programs after seed grant.
# of new initiatives; increased engagement; audience
development; increased awareness, youth
appreciation, social inclusion, community wellness
MAPLE RIDGE CULTURE PLAN IMPLEMENTATION FRAMEWORK
January 2019
Timeline
{Short: Years 1 -3
Supporting Actions Medium: Years 4-6 Potential Partners
long: Years 7-10
and Ongoing)
4.1.F Expand arts, culture and heritage organizations to include, youth and family arts policies, Ongoing PRC, Cultural Roundtable
programs and directions as part of their operating agreements with the City and through
other mechanisms such as strategic plans./ still not clear what city meants by "culture"
4.1.G Encourage local partners such as the Downtown Maple Ridge Business Improvement Ongoing DMRBIA, businesses, Arts
Association and others to create a youth-friendly atmosphere through services, events Council, Community Festivals
and businesses. Network, event and
neighbourhood organizers;
----..--. r ~ ,n
4.1.H Support Youth in navigating policies and liability issues associated with youth-led arts and Ongoing PRC, Community Festivals
culture initiatives. Network, Youth Planning Table,
Artists in Residence
Objective 4.2: To create and develop ways to nurture and celebrate the ambition, enthusiasm and talent of local children and youth in the arts.
4.2.A Establish a cohort of "arts champions": established artists, industry experts and Short-Cultural Roundtable, Youth
'household names/influencers' to promote the value of youth arts in the community. Ongoign Planning table, SD 42
4.2.B With identified partners, explore the possibility of developing a youth employment Short-Cultural Roundtable, DMRBIA,
and/or volunteering initiative to increase opportunities for young people to gain Ongoing SD 42, EDC, Arts Council, PRC,
employment experience in the arts and creative industries. MRHS
4.2.C Establish and promote a calendar of young people's and family arts events to celebrate Short-Cultural Roundtable, IT, PRC,
and showcase talent and encourage family and community support and engagement. Ongoing Youth Planning table, SD 42
4.2 .D Explore the possibilities for establishing a City's arts awards program for young people Medium-Arts Council, SD 42, Artists in
across all art forms . Ongoing Residence, Youth Planning table,
SD 42
Page 9
Measurables
# of new initiatives; increased engagement; audience
development; increased awareness, youth
appreciation, social inclusion, community wellness
Increase in# of queries; initiatives
Increase number of self-identified champions;
enhanced perception of the city as a youth and family
arts community.
Audience development, increased participation of
youth and families; number of projects or intiative
created; greater awareness and valuing of arts,#
increased future arts administrators, creative
w orkers, cultural producers in local economy
MAPLE RIDGE CULTURE PLAN IMPLEMENTATION FRAMEWORK
January 2019
Timeline
{Short: Years 1-3
Supporting Actions Medium: Years 4-6 Potential Partners
Long: Years 7-10
and Ongoing)
4.2.E Establish a Local Children and Young People's arts conference every two years to share Medium -PRC, Arts Council, SD 42, Youth
good practice with the arts and other related sectors. Long Planning Table/ Post Secondary
Institutions orgs
4.2.F Explore the feasibility of creating a mechanism for financial support to ensure that Long KidSport/Arts
talented young artists can achieve regardless of financial status. Umbrella/provincial
partners/local
businesses/provincial
government/BC Arts Council /SD
42/local craft groups
4 .2.G Work with potential partners such as key arts and culture organizations; youth and Medium Library, Arts Council, Youth
children's organizations, and the local School District; to develop and implement a Young Planning Table, PRC
Arts Ambassador's scheme to challenge perceptions of the arts and encourage peer
engagement.
Timeline
{Short: Years 1-3
Supporting Actions Medium: Years 4-6 Potential Partners
Long: Years 7-10
and Ongoing)
Objective 4.3: Increase Family Arts opportunities City-wide.
4.3.A Increase family arts and cultural programming at existing cultural venues and under-Short -Ongoing Arts Council, MRHS , Library, PRC
utilized venues -The ACT Arts Centre, Maple Ridge Museum, Library and Youth Centre. / SD 42 for space
4 .3.B Support the development of existing and new family events and programs in arts and Ongoing and increase Cultural Roundtable, Arts
culture, and sites and spaces such as: Council, MRHS, Library, Youth
The Haney Farmers' Market Planning Table, PRC
Museum of Now and a Children 's Museum
4.3.C Facilitate youth and families in capturing and expressing local storytelling and historical Medium MRHS, CHC
events.
Page 10
Measurables
Audience development, increased participation of
youth and families; number of projects or intiative
created; greater awareness and valuing of arts,#
increased future arts administrators, creative
workers, cultural producers in local economy
Measurables
Audience development, increased participation of
youth and families ; number of projects or intiative
created; greater aw areness and valuing of arts
T
MAPLE RIDGE CULTURE PLAN IMPLEMENTATION FRAMEWORK
January 2019
Timeline
{Short: Years 1-3
Supporting Actions Medium: Years 4-6 Potential Partners
Long: Years 7-10
and Ongoing)
Objective 4.4: Sustain a youth and family arts sector and initiatives by developing capacity in the community.
4.4.A Identify ways of financially supporting youth and family arts programming and Short Cultural Roundtable, PASC, HFM,
development, and involve local cultural leaders and businesses in funding opportunities . Arts Council, Prov. Govt BC Arts
Council, endowments
4.4.B Follow best practice and success models for youth and family arts initiatives and link with Short PRC/DMRBIA/ Arts Council
Youth Strategy implementation.
4.4.C Increase digital literacy among arts and culture groups to explore how technology is being Medium --IT, Library, Youth Planning Table,
used and could be used to increase young people's engagement with the arts. Long PRC
4.4.D Share self evaluation frameworks for those delivering arts programs to youth and offering Medium -Cultural Roundtable
family arts programs. Long
4.4 .E Develop an evaluation framework to assess progress and inform future development of Medium -PRC
this Strategic Direction and ensure that all art forms and heritage are included and Long
represented in the implementation and development of this Strategic Direction.
Page 11
Measurables
Increase in support for youth and family initiatives,#
of new initiatives; increased engagement; audience
development; increased awareness, youth
appreciation, social inclusion, community wellness
Improved metrics and evaluation, and outcomes
# of digitally-based iniatives
Improved metrics and evaluation, and outcomes
Improved metrics and evaluation, and outcomes
MAPLE RIDGE CULTURE PLAN IMPLEMENTATION FRAMEWORK
January 2019
aLif.i.Ji~l'il~ill-l~itullw.imm1-m!lD-nHY:mtmt.D•~r.,;,,m
GOAL: There is an increased understanding of the rich cultural heritage of the Katzie and Kwantlen peoples, and opportunities for indigenous contemporary arts practice.
Timeline
(Short: Years 1-3
Supporting Actions Medium: Years 4 -6 Potential Partners Measurables
Long: Years 7-10
and Ongoing)
Objective 5 .1: Ensure that Indigenous voices and stories are reflected in ongoing cultural planning.
5.1.A Support the participation of Kwantlen and Katzie representatives in cultural and heritage Ongoing Kwantlen and Katzie First
development on an annual basis. Nations, FRANAS
Ongoing collaboration and relationship building with
5.1.B Working in partnership, establish protocols between local First Nations and the City of Ongoing CMR/Kwantlen and Katzie First Kwantlen and Katzie and other indigenous groups
Maple Ridge . Nations/FRANAS/SD 42 including Metis to determine priority and
Aboriginal Ed. Committee implementation through a commitment to listening
and learning.
5.1.C Ensure Indigenous representation in the Cultural Roundtable forum . Ongoing Kwantlen and Katzie First
Nations, FRANAS
5.1.D Consider appointing an Indigenous Engagement liaison role within the City. Ongoing CMR
Page 12
I
Supporting Actions
MAPLE RIDGE CULTURE PLAN IMPLEMENTATION FRAMEWORK
January 2019
Timeline
{Short: Years 1-3
Medium: Years 4 -6 Potential Partners
Long: Years 7-10
and Ongoing)
5 .1.E Identify ways to welcome urban Indigenous and Metis Peoples to community dialogues. Ongoing CMR , Kwantlen and Katzie First
Nations, FRANAS
Measurables
Objective 5.2: 'Share and teach, and learn to walk together as one'. Build connections between the loca l Indigenous communities and the broader Maple Ridge community through art and heritage/ stories of
places.
5.2.A Support efforts to feature Indigenous artists to practice and sell their artwork; and Ongoing EDC, Arts Council, PRC, Kwantlen
provide arts and craft workshops (link to Creative Entrepreneurship), in partnership with and Katzie First Nations
organizations such as the Coast Salish Arts and Cultural Society .
5.2 .B Working with the Public Art Steering Committee, identify public art opportunities to Ongoing PASC, Kwantlen and Katzie First
illustrate traditional and contemporary connections, where appropriate. Nations, FRANAS
5.2.C Provide opportunities for the public to learn about reconciliation and the shared history Ongoing PASC , Kwantlen and Katzie First
of Indigenous Peoples through inclusive dialogue, celebration and performance, as well Nations, FRANAS, EDC, Planning,
as creative placemaking installations and permanent displays in City Hall. Arts Council
Ensure grant-receiving organizations have identified ways to integrate Indigenous arts
practice or cultural heritage into programming or project-based initiatives.
5.2.D Link traditional ecological knowledge/Natural Heritage Keepers with community groups Ongoing Environmental Adviosry Ongoing collaboration and relationship building with
to foster a deeper understanding of place, the natural environment, flora and fauna. Committee, PRC, EDC, PASC, Kwantlen and Katzie and other indigenous groups
Environmental School, provincial including Metis to determine priority and
and federal governments, implementation through a commitment to listening
Translink and learning.
5.2.E Encourage connections to share knowledge of land and food (possibly tie to multicultural Ongoing ISSBC, LIPS, multicultural groups,
food/fusion festival). Community Festivals Network,
Cultural Roundtable, Kwantlen
and Katzie First Nations
5.2.F Build ways to interact less formally and on a regular bases where possible and Ongoing CMR, Kwantlen and Katzie First
appropriate. Nations
Page 13
I
I
MAPLE RIDGE CULTURE PLAN IMPLEMENTATION FRAMEWORK
January 2019
Timeline
(Short: Years 1-3
Supporting Actions Medium: Years 4-6 Potential Partners
Long: Years 7-10
and Ongoing)
Objective 5.3: Support efforts to reconnect and preserve language and place names .
5.3.A Identify opportunities to integrate traditional and contemporary Indigenous culture, Ongoing SD 42, Environmental school,
identity and language in community programming and planning. PRC, EDC/tourism
5.3.B Incorporate Indigenous Cultural, Intangible and Natural Heritage into cultural tourism Ongoing EDC, Planning, MRHS
planning and the animation of spaces and places.
5.3.C Acknowledge heritage and significant sites . Reflect traditional place names, symbols and Ongoing Kwantlen and Katzie First
references to the Halkomelem language (and where appropriate, the North and South Nations, FRANAS
River Dialects) in signage in parks, trails and waterways .
5.3.D Consider exploring a community mapping exercise or app development to record stories Ongoing EDC, IT, Planning, MRHS, Arts
and share them with the broader community. Council
5.3.E Collaborate with Indigenous artists on wayfinding (Link to Strategic Priority 2). Ongoing PRC, Planning, EDC,
Environmental Advisory
Committee
Page 14
Measurables
I
Ongoing collaboration and relationship building with
Kwantlen and Katzie and other indigenous groups
including Metis to determine priority and
implementation through a commitment to listening
and learning.
MAPLE RIDGE CULTURE PLAN IMPLEMENTATION FRAMEWORK
January 2019
&;~wlrl~i!cmli~lmi~i!lm\Ji;jitima-I•l.ir:.t!l~IS!1~i~~I
GOAL: Everyone feels they can participate in the cultu ral life of our City where diversity is welcomed.
Timeline
{Short: Years 1-3
Supporting Actions Medium: Yeors 4-6 Potential Partners
Long: Years 7-10
and Ongoing)
Objective 6.1: Foster an understanding that community identity and wellness are enhanced and strengthened by diversity and inclusive participation.
6.1.A Facilitate continuing engagement and dialogue with the multicultural community; youth, Short-PRC/Seniors
seniors, new residents, immigrants, people with disabilities and the LGBTQ2S and gender Ongoing Network/RMCCT /Fraser
diverse community. Health/Arts
Cou nci 1/ISS BC/LI PS/Library/SD
42/lnterfaith and Church
groups/M RHS/H FM/DM RBIA/R
M Association for Community
Living/high school LGBT
groups/outreach to identify
other partners
6.1.B Link to, and promote other initiatives, plans and programs both within the City and out in Short PRC, SD 42, RMMS, LIPS, Library
the community that share these objectives . Ongoing / look outside city for inspiration
6.1.C Use culture as a tool for community wellness and for opening up dialogue and Ongoing Arts Council, Library, PRC,
opportunities for marginalized communities through inclusivity initiatives (e.g. ticket Advisory Committees, SPAC,
access; free events and programs) with identified partners. service clubs, HFM, Community
Network
6.1.D Work in partnership with relevant community organizations to create an accessibility Medium Social planning, Community
checklist to minimize barriers to audiences and explore the possibility of a community Network, MACAI, seniors
Arts Cultural Accessibility Fund. network
6.1.E Encourage access and participation to arts and culture through transportation planning./ Medium Translink, Engineering, Planning,
cyclist joggers/ pedestrians community service groups, HUB
Cycling, MACAI, ATAC
Page 15
I
Measurable
Increased participation; social inclusion, safety,
community wellness, audience development,
enhanced perception of Maple Ridge as an inclusive
city
Increased participation; social inclusion, safety,
community w ellness, audience development,
enhanced perception of Maple Ridge as an inclusive
city
MAPLE RIDGE CULTURE PLAN IMPLEMENTATION FRAMEWORK
January 2019
Timeline
{Short: Years 1 -3
Supporting Actions M edium: Years 4-6 Potential Partners
Long: Years 7-10
and Ongoing)
Objective 6.2: Promote social change arts practices, and arts-based strategies for addressing matters of civic importance.
6.2.A Promote and/or fund workshops that help with training, advocacy and education in these Medium-SD 42, PRC/ Prov BC -Feds/
areas. Long Kwantlen + Katzie
6.2.B Identify opportunities to address the community needs of equity, diversity, accessibility Medium-PRC, Cultural Roundtable
and social inclusion. Long
Objective 6.3: Celebrate Maple Ridge's rich ethnic and cultural diversity, and heritage legacy through culinary-arts and music based festivals and events.
6.3.A Provide funding and support for multicultural events such as Cultural Days and Fusion-like Medium -ISSBC/Arts
events . Long Cou nci 1/p rovin cia I/nation a I
pa rtners/P RC/D M RB IA/Rotary /H
FM/Service
Clubs/Chamber/South Asian
Society/SD 42/ Chamber of
Commerce
6.3.B Support and host events that use music and food to connect and promote social inclusion Short -ISSBC/Library/LIPS/RM Islamic
and diversity. Ongoing Society/RM South Asia Cultural
Society/Rotary Club/SD
42/Family Education and
Support Centre/Arts
Council/HFM/DMRBIA/Chamber
of Commerce/other
funders/business community
6.3.C Encourage newcomers to learn about the cultural diversity of Maple Ridge and the City's Short-ISSBC, Community Network,
unique heritage. Ongoing DMRBIA, Chamber of
Commerce, realty board, Arts
Council; library
Page 16
Measurable
Increased participation; social inclusion, safety,
community wellness, audience developmen,
enhanced perception of Maple Ridge as an inclusive
city
Increased participation; social inclusion, safety,
community wellness, audience development,
enhanced perception of Maple Ridge as an inclusive
city
Increased participation ; social inclusion, safety,
community wellness, audience development,
enhanced perception of Maple Ridge as an inclusive
city
MAPLE RIDGE CULTURE PLAN IMPLEMENTATION FRAMEWORK
January 2019
ACRONYMS LIST:
ACT -The ACT Arts Centre
ADP -Advisory Design Panel
BCTC-BC Treaty Commission
CHC-Community Heritage Commission
CMR -City of Maple Ridge
DMRBIA/BIA -Downtown Maple Ridge Business Improvement Association
HFM -Haney Farmers Market & Society
IT-Information Technology, CMR
EAC -Environmental Advisory Committee
EDC -Economic Development and Civic Property (includes Tourism)
FRANAS -Fraser River All Nations Aboriginal Society
ISSBC -Immigrant Services Society of BC
LIPS -Local Immigration Partnerships Society
MACAI -Municipal Advisory Comm ittee on Accessibility and lnclusivity
MLA-Member of the Legislative Assembly (provincial government)
MRHS -Maple Ridge Historical Society
PASC-Public Art Steering Comm ittee
PRC -Parks, Recreation & Culture
RMCCT-Ridge Meadows Community Children's Table
SDAC-School District Advisory Committee
SCOPE -Sustainable Childhood Obesity Prevention through Community Engagement
SD 42 -School District 42
SFU -Simon Fraser Uni versity
RCMP-Ridge Meadows RCMP
Page 17
TO: FROM: City of Maple Ridge His Worship Mayor Michael Morden and Members of Council Chief Administrative Officer MEETING DATE: Feb. 5, 2019 FILE NO: Doc #2144100 MEETING: Council Workshop SUBJECT: Downtown Maple Ridge Business Improvement Association request to continue the Fa9ade Improvement Program for three years commencing 2019 EXECUTIVE SUMMARY: The Downtown Maple Ridge Business Improvement Association (DMRBIA) has requested Council extend the City's contribution to the Fa9ade Improvement Program (FIP) for a further three years from 2019 to 2021 (see Appendix 1). The DMRBIA administers this program in partnership with the City. The purpose of FIP is to encourage property and business owners to upgrade the appearance of their buildings thereby creating a more pleasant and inviting building and street-scape. In 2015, the City extended its participation in the FIP for three years, which came to an end in 2018. During the last three year period, the City allocated $25,000 per year to match the DMRBIA funding, offering up to $50,000 annually for fagade improvement projects. The City has contributed financially to the FIP for ten years. Currently, $38,600 allocated to the FIP remain unspent due to lack of suitable project applications or incomplete projects. These funds can be reallocated to the FIP should Council wish to renew the City's participation in the FIP, or can be used in any other manner that Council decides. This report provides Council a summary of the results of the FIP. It also suggests additional public consultation to explore other downtown initiatives that the City and the DMRBIA may wish to explore for future funding. Some project ideas have already been identified and are listed to provide greater context. Given the overall success of the FIP in improving the fa9ades of 92 buildings during the program's inception, staff recommend allocating a $25,000 contribution for one additional year to the 2019 FIP program. During this year, staff can consult with the DMRBIA, the Economic Development Committee and other stakeholders on other potential partnership projects to continue to improve the downtown. RECOMMENDATION: That $25,000 be allocated to the Downtown Maple Ridge Fa~ade Improvement Program for 2019, and further, That staff engage in consultation with stakeholders in the town centre and bring a report to Council to identify new partnership initiatives to continue to enhance the downtown. DISCUSSION: a) Background Context: In their letter dated December 10, 2018, the DMRBIA requested that the City continue to contribute $25,000 annually to partner in funding the FIP for another three years. During its ten year life, the FIP supported improvement of 92 buildings. Appendix 2 provided by the DMRBIA, offers details of the projects funded in 2018, a three year review of the FIP and before and after pictures. For 2018, thirteen properties received funding for the following types of projects: new signs, 7 properties; cleaning and painting, 6 properties; a new patio, 1 Doc #2144100 Page 1 of 3 4.2
property; and exterior renovations, 2 properties. The type of fac;ade improvement is consistent with past years; projects, which generally do not require development permits and can be achieved with modest investment by the owner of the building or business. Staff recommend continuation of the City FIP program for only 2019 for the following reasons: ✓ The FIP program aligns with the town centre enhancement initiatives and the goals to encourage development in the town centre; ✓ It demonstrates Council's continued support of business; ✓ City funds help to leverage investment by property owners to improve their buildings which supports higher property valuations; ✓ A one year extension by the City supports the DMRBIA, while offering an opportunity to explore other partnership projects for the enhancement of the town centre. Council may also wish to consider that the FIP has been supported by the City for 10 years, and has provided financial assistance to many businesses already. Since its inception in 2009, the City has contributed $185,600 to the FIP. Accordingly, Council may wish to consider letting the City's contribution to the FIP end. Council may want to explore the FIP along with other projects which can also support the goal of enhancing the town centre and encouraging development. The following project ideas have been brought to staff's attention by the DMRBIA and others but have no associated funding: ► Town centre entrance signage at Lougheed Hwy and Dewdney Truck Road and 222 and 228 streets; ► Town centre pedestrian oriented directional signage; ► Place making initiatives to enhance specific areas where lighting, street furniture and programming space can be added (e.g. laneway between Leisure Centre and Haney Place Mall); ► Free Wi-Fi extending service from Memorial Peace Park to 224 Street from Lougheed to Dewdney Truck Road.; ► Installing speakers to play music in the park and along 224 street to support events and festivals; ► Creating a new signature event for the town centre which may include multiple street closures; ► Continuation of the fac;ade improvement program for a further 3 year term. The ideas presented above are only a starting point. A robust public consultation process which brings together stakeholders from diverse groups will result in new ideas for enhancing the town centre area. All ideas can then be assessed with regard to Council's objectives for the town centre, anticipated benefits and budgetary implications. Staff can then present a report to Council offering recommendations for project funding and implementation. b) Business Plan/Financial Implications: The Fac;ade Improvement Program is not specifically included in the 2019 Business Plan, though the broader objective of supporting town centre beautification and development is a key objective. Over the ten years that the FIP has been in place, the City has budgeted $224,000 as its share of the matching funding for the program, however, take up has been $185,600 leaving a balance of $38,400 unspent City funds. These funds have not been allocated and can be made available for the FIP program or other initiatives. Doc #2144100 Page 2 of3 I
Should Council endorse the recommendation, then FIP will be included in the 2019 Business Plan and funding of $25,000 will be included in the operating budget. c) Alternatives: 1. Council may wish to let the City's contribution to the DMRBIA FIP end and no longer contribute to this. This would free the funds that have been unspent to be used for other priority areas. It is likely the DMRBIA would continue with the FIP, albeit, the program would be much smaller. 2. Council may wish to support the continuation of the FIP for three more years as requested by the DMRBIA. In this case, matching funding in the amount of $25,000 for each of the next three years will need to be added to the operating budgets for 2019 -2021. CONCLUSION: The DMRBIA has requested a three year continuation of the City's contribution of $25,000 to the FIP. The City has spent $185,600 over ten years to the FIP supporting 92 properties. As there are many other potential worthy projects for enhancement of the town centre, Council may wish to consult with the community to identify other projects that would enhance the town centre and would require City funding. As the FIP has been beneficial, staff recommend continuing with the City providing matching funding for one year only and proceeding with consultation to explore the need for other projects for the town ce Lino iracusa BA, MBA Director Economic Development and Civic Property ~ -----------~/}~ Reviewed by: Tre or Thompson, BBA, CPA, CGA 2JI~-Approved by:/ Frank Quinn, MBA, P.Eng I General Manager, Public Works & Development Services Attachments: Paul Gill, BBA, CPA, CGA Chief Administrative Officer (1) Letter from BIA requesting extension of FIP (2) Fagade improvement projects and report Doc #2144100 Page3 of 3
DOWNTOWN l MAPLE RIDGE to ~~o-re-. Business Improvement Association Qv!"> #34 -22374 Lougheed Highway, Maple Ridge B.C. V2X 2T5 Phone 604-467-2420 / Fax 604-467-2421 To: City of Maple Ridge Mayor & Council Re: Facade Improvement Program Grant Maple Ridge, December 10, 2018 Congratulations Mayor and Council members on your recent election victories! The Downtown Maple Ridge Business Improvement Association(DMRBIA) member businesses and commercial property owners are looking forward to work with all of you! At the November DMRBIA Board Meeting, Board members expressed their concern about the possible ending of City of Maple Ridge(CMR) support towards the very successful DMRBIA Fac;:ade Improvement Program(FIP). The Board feels this has been and continues to be an excellent partnership program with CMR, resulting in a huge impact at a nominal cost. We are convinced Fl P's ultimate purpose of enhancing/improving our downtown streetscape is steadily being accomplished by encouraging property/business owners annually to clean up and improve their facades. This was always one of the major goals of the Economic Development Office, the City together with the BIA. DMRBIA is hereby kindly requesting Mayor & Council to reconsider halting CMR financial support towards FIP. There have been many excellent projects completed over the last 10 years. Following are some of the stats covering the 10 year period: • 100 applications received • 92 completed projects • Individual Grants between $1,250.00 and $10,000.00-up to 50% of actual cost, $10,000.00 max. • Approx. $6,000,000.00 in streetscape improvements in the BIA area finalized through this program. • FIP grants awarded over last 10 years totaled approx $375,000. The 50/50 agreement with CMR made it possible to offer a maximum of $50,000 in Fac;:ade Improvement grants annually (50% DMRBIA + 50% CMR). DMRBIA did not use all funding available; in some cases projects didn't complete, sometimes number of applications didn't add up to $50,000, or final cost of improvements was lower than anticipated. We are very careful with the grant funding available to us, therefore not always accessing the maximum amount of $50,000.00. Over the last 3 years approx $23,000.00 accumulated in "unused funding" for this reason, which means CMR was never requested to pay it out and this funding should still be available to us? DMRBIA would hereby like to request Mayor and Council to reconsider and extend the FIP Grant for another 3 years, starting January 1, 2019 and ending December 31, 2021(expiry date of the present DMRBIA Bylaw) We would be happy to answer any questions or address any concerns at your earliest convenience. Thank You so much for your attention to this matter, Kind regards, lneke Boekhorst, Executive Director Downtown Maple Ridge Business Improvement Association Mailing address: PO Box 530, Maple Ridge, BC, V2X 3P2 Email: ExecutiveDirector@DowntownMapleRidge.ca Website: www.DowntownMapleRidge.ca
DMRBIA Facade Improvement Program 2018, Final Report Prepared by: Ineke Boekhorst, Dec. 19, 2018 In no particular order: 1. Rainland Investments Ltd -Stuart Insole -604-562-4806 Purpose: pressure wash exterior, paint, labour and materials and minor repairs Location: 22932 Lougheed Hwy (Frogstone Mall) Cost of project:$ $18,586.00 -Amount requested: $9,293.00; approved $9,293.00 Project Completed. Paid July 2018, cheque# 3163, $9293.00 2. Big Feet -Haiming Zhu (Alex) Purpose: Fabrication and Installation of Composite hanging sign Location: Unit 103 22347 Lougheed Hwy Cost of project: $1,018.00 -Amount requested: $509.00; approved $509.00 pending receiving City of MR permit This project did not complete 3. Hagens Travel-Deddy Geese Purpose: Clean and Painting trim and wood panel of Upper area where business is located Location: 11958 224th Street Cost of project: $1,288.34 -Amount requested: $644.17; approved $645.00 Project completed. Paid May 2018, cheque# 3107, $644.17 4. Big Feast Bistro-Mike Mulcahy Purpose: create new ~atio with railing, awning, audio system, paint for brickwork, lights, Location: 11920 22i Street Cost of project: $17,090 -Amount requested: $8,545.00; approved $8,545.00 Project completed. Paid November 2018, cheque #3272; $8545.00 5. Harris & Leib Insurance-Clay Germain Purpose: Signage for west facing wall including light boxes Location: 22303 Lougheed Hwy Cost of project:$ 2,626.53 -Amount requested:$ 1,000.00; approved $1,000.00 Project completed. Paid September 2018, cheque # 3201; $1,000.00 6. Wicked Tattoo & Piercing -Vanessa McNaughton Purpose: design, produce and install signage Location: #1 22335 Lougheed Hwy Cost of project:$ 3251.00 -Amount requested:$ 1,625.50; approved $1,626.00 This project did not complete 7. Steelhead Investments -Chrislana Gregory Purpose: entire property to be "touched up" and repainted Location: 22624 Lougheed Hwy (Smile Thai Restaurant) Cost of project: $3,560.00 -Amount requested: $ 1,780.00; approved $1,780.00 Project completed., paid July 2018, cheque# 3162; $1,780.00 8. Holly Classic Hair Nails & Spa-Holly Tran Purpose : Backlit signage Location: #5 22214 Dewdney Trunk Road Cost of project: $5,000.00 -Amount requested: $2,500.00; approved $2,500.00 Project completed. Paid December 2018, cheque# 3273; $2,500.00
9. Jessica Cail -for After School Warriors -Licensed Daycare Purpose: remove and replace old entry door and facade graphics, powerwash, paint Location: #201 22712 Dewdney Trunk Road Cost of Project: $3,800.00 -Amount Requested: $1,900.00; approved $1,900.00 Project completed. Paid August 2018, cheque# 3180; $1,744.85 10. Louis Bayard -for Louis Leather Purpose: Repair, powerwash and paint the property/ remove old signage and replace Location: 22246 Selkirk Ave Cost of Project: $ 3,975.00-Amount Requested: $1,987.50; approved $1,988.00 This project did not complete 11. Ridge Meadows Child Development Centre -Trish Salisbury Purpose: powerwashing, repair and painting, including door metal work, new signage Location: 22610 Dewdney Trunk Road -back of property where the main entrance is. Cost of Project; $4,896.00 -Amount Requested: $2,446.00; approved $2,446.00 Project completed. Paid November 2018, cheque# 3241; $1,329.00 12. Fraser Medical Clinic -Satwinder Mann .......... PROJECT IS COMPLETED Purpose: development and improvement of the property; major exterior renovations to ultimately hold 2 businesses namely Fraser Medical Clinic+ The Medicine Shoppe Pharmacy Location: 11915 -11919 224th Street Cost of Project; $217,526.27 -Amount Requested: $30,000.00; NOT APPROVED At application deadline 12 applications received. One applicant already completed project in 2017 and is therefore eliminated. Total of $32,230.17 is requested by the remaining 11 applicants Committee meeting April 27, 8:30 am, at DMRBIA office. At April 21•\ 2018 Committee meeting all 11 eligible projects were approved for a total of $31,939.00 in grants. April 30•\ 2018 all applicants were informed and agreements emailed to them. We received one late application, which was also approved by the Committee: 13. Woking Dragon-Raymond Wong Purpose: full re-siding of exterior building + new signage Location: 22242 Dewdney Trunk Road Cost of Project: $34,000 -Amount Requested: $ 10,000.00 This request was received June 8, 2018 and was forwarded to the Committee for approval. As approx. $12,000.00 is still available, the Committee is able to review project and approve if the project is acceptable. Project approved and $10,000 FIP Grant approved by majority of PIP Committee. Project completed. Paid December 2018, cheque# 3308; $10,000.00 Total of 13 applications received, one application was rejected, as project had already completed at the time of application deadline. Total approved grants: $42, 230.17 Total grants claimed: $36,836.02 Requested from the City of MR: 50% of$ 36,836,02 = $18,418.00 Thank You for sharing 50% cost of the Downtown Maple Ridge Fa~ade Improvement Grant Program and we're looking forward to work with you again in 2019. Sincerely, Ineke Boekhorst, Executive Director, Downtown MR Business Improvement Association.
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DOWNTOWN
MAPLE RIDGE
Business Im provement Associa t ion
Downtown Maple Ridge Business Improvement Association
3 Year Fa~ade Improvement Program Agreement Report
The Fac;:ade Improvement Program(FIP) has been a partnership agreement with the City of Maple Ridge from the beginning and offered to DMRBIA
members since 2009; 2018 being the 10th year.
The purpose of this program is to encourage the revitalization of the downtown core by improving the physical appearance of the buildings and
therefore making downtown a more inviting and interesting place to shop, walk, live and play.
During 2016, 2017 and 2018 an agreement between the DMRBIA and the City of Maple Ridge provided a cost recovery program ; 50% of the total
grants paid out by the DMRBIA, up to a maximum of $25,000, was reimbursed at completion of each program year.
For the individual applicant it means: a business or property owner downtown Maple Ridge is encouraged to apply for a Fac;:ade Improvement
Grant to a maximum of $10,000, to improve, renovate, restore or redesign commercial building facades/ storefronts located in the DMRBIA area.
• In 2016, 9 applications for Facade Improvement Grants were received, 7 were approved; all 7 completed their project and received funding.
Total of $22,264 was applied for, after completion, $21,976.65 was paid out to the applicants. 50% ($10,988.33)was recovered from the City
of Maple Ridge. Total improvement value to our downtown through these 7 projects was $45,371.61.
• In 2017, 13 business applied for a Facade Improvement Grant (submitted requests: $76,202.25), 12 were approved ($50,027.25). Of the 12
grants approved, 2 did not proceed ($3,330 approved but not paid) and 2 projects were completed below quoted cost, therefore received
50% of actual cost. At 2017 program completion $46,379.85 was paid out, 50% ($23,189.93) was recovered from the City of Maple Ridge.
Total improvement value to our downtown through these 10 projects was $240,122.48.
• In 2018, 13 business applied for Facade Improvement Grants (submitted requests: $72,230.17), 12 were approved {$42,232.00); one was
rejected, project already completed at appliction deadline. Of 12 grants approved, 2 did not proceed ($4,123 approved but not paid). At
2018 project completion, DMRBIA paid out $36,836.02 in grants. 50% {$18,418.01) was recovered from the City of Maple Ridge.
Total improvement value to our downtown through these 9 projects was $90,846.87.
• At the end of the 3 year agreement: 26 completed projects, adding over $376,000.00 total value of streetscape improvements to
downtown MR at a total cost of $105,192.58 {$52,596.29 DMRBIA + $52,596.29 CMR)
See chart on next page ...
Page 1
0 DOWNTOWN ~y MAPLE RIDGE
Downtown Maple Ridge Business Improvement Association
3 Year Fac;ade Improvement Program Agreement Report
Grant Program 2016 2017 2018
# of applications 9 13 13
# of approved applications 7 12 12
# of complete d projects 7 10 9
Total allocated grants approved projects $22,264.00 $50,027.25 $42,232 .00
Total grants actually Paid out $21,976 .65 $46,379.85 $36,836.02
Collective value of all improvements to downtown MR $45,371.61 $240,122.48 $90,846.87
• CMR allocated $25,000 to the FIP Program annually for 2016, 2017, 2018, total of $75,000 . CMR contributed $52 ,596.29 over the past three
years, leaving $22,403.71 in un-accessed funding, possibly available for DMRBIA FIP Program to continue at least for 2019 .
Program Partnership Agreement 2016 2017 2018 To t als
Allocated Funds from City MR $25,000.00 $25,000.00 $25,000 .00 $75,000 .00
Actua l 50% portion paid by CMR $10,988.35 $23,189.93 $18,418.01 $52,596 .29
CMR Unused Fundin g remaining $14,011.65 $1,810.07 $6,581.99 $22,403.71
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---------••-••--c~~...,.-----~~ DMRBIA Fa~ade Improvements in Downtown Maple Ridge 10 Years in Pictures fa~ade Improvement Program in partnership with DMRBIA Fac;:ade Improvement Program(FIP) was launched in 2009; 2018 was our 10th anniversary! A very successful partnership with the City of Maple Ridge. Throughout those 10 years we provided approx. $375,000.00 in Fac;:ade Improvement Grants to 90 successfully completed downtown Maple Ridge projects. These 90 projects added streetscape improvements of well over $5,000,000.00 total to our downtown! A mixture of small to very large projects was accomplished, with a maximum FIP contribution of $10,000 per project (or 50% of actual cost) hereby encouraging property and/or business owners to clean up their fac;:ades and improve the overall streetscape of Downtown Maple Ridge. Some of the before and after pictures show how much difference a Fac;:ade Improvement Grant can make! 2009 Location Gingerly 11869 227 St. RM Association for Community Living 2010 11910 227 St. 2011 Haney Place Mall Vernon & Thompson Law Group 2012 22311119 Ave. Before After
2013 2014 2015 2016 2017 2018 Location Capital West Insurance 22674 Dewdney Trunk Rd. Bosley's Pet Mart 22745 Dewdney Trunk Rd. Maple Ridge Florist 22530 Dewdney Trunk Rd. Haney Automotive 22711 Selkirk Ave. Silver Valley Brewing 11952 224 St. Woking Dragon 22242 Dewdney Trunk Rd. Before After Downtown Maple Ridge Business Improvement Association Call our office for more information: 604-467-2420 Website: DowntownMapleRidge.ca Facebook: shopmapleridge
TO: FROM: City of Maple Ridge His Worship Mayor Michael Morden and Members of Council Chief Administrative Officer MEETING DATE: February 5, 2019 FILE NO: 2144102 MEETING: Council Workshop SUBJECT: 2019 Community to Community Forum EXECUTIVE SUMMARY: Recently Council adopted a Strategic Plan that highlights key priority areas to guide City business over the next four years. Included in the Plan are actions in the areas of Inter-government Relations and Natural Environment to formalize and strengthen connections with First Nations. The City has been awarded a grant of $5,000 from the Union of BC Municipalities (UBCM) to host a Community to Community Forum with Katzie First Nation and Kwantlen First Nation. This funding provides an opportunity for each community's representatives to get to know one another and generate ideas and plans that will strengthen relationships and further projects of mutual interest. RECOMMENDATION: That the City of Maple Ridge host a Community to Community Forum with Katzie First Nation and Kwantlen First Nation. DISCUSSION: a) Background Context: On October 16, 2018, Council approved the submission of an application to the UBCM for funding to host a Community to Community Forum with Katzie First Nation and Kwantlen First Nation. On December 3, 2018, the City received confirmation that our application was complete and approved for full funding in the amount of $5,000. Conditions of the grant require that the event be held prior to March 31, 2019. Should Council endorse the above recommendation, staff will work with the First Nations to identify a mutually convenient date to host the Forum. If the date falls after the deadline, staff would request an extension from UBCM, or reapply for a subsequent intake of this program. The most recent Community to Community Forum was held on two dates in February 2017. These events were valuable opportunities for City representatives to learn about the history of the two First Nations communities while also building stronger links between elected officials and staff from each community. Several initiatives have advanced in collaboration with Katzie First Nation and Kwantlen First Nation since that time. An important example is Doc # 2144102 Page 1of2 4.3
the recent signing of the Alouette River Ecosystem Partnership Memorandum of Understanding by the City, Katzie, Kwantlen and the Alouette River Management Society to promote the restoration of the Alouette Watershed. b) Desired Outcome: The Forum is intended to provide the Councils of the City of Maple Ridge, Katzie First Nation and Kwantlen First Nation with a formal opportunity to meet, build understanding, and discuss opportunities for collaboration and engagement, as well as to identify and further projects of mutual interest. CONCLUSION: Over the past two years, the City has made significant strides in building positive, productive and respectful relationships with the Katzie and Kwantlen First Nations. Funding from the UBCM's 2018/2019 Regional Community to Community Forum program will support the City in continuing to build strong relationships with our First Nations neighbours so that we can continue to embark on new initiatives that benefit all of our communities. Prepared by: ~CPA,CMA Director of Corporate Support Reviewed by: Kelly Swift, MBA /4 Gen~ral Manager Parks, Recreation & Culture Conculrence: Paul Gill, BBA, CPA, CGA / Chief Administrative Officer :jh Doc# 2144102 Page 2 of 2 -I