HomeMy WebLinkAboutPRCC 2023-02-08 agenda.pdf City of Maple Ridge
Parks, Recreation and Culture Advisory Committee
AGENDA – REGULAR MEETING
Wednesday, February 8, 2023 at 4:00 pm
Blaney Room, Maple Ridge City Hall
Meeting Access Information
Parks, Recreation and Culture Advisory Committee (PRCC) meetings are held in a hybrid format.
Members of the PRCC and the public are asked to join the meeting in-person in the Blaney Room at
Maple Ridge City Hall or remotely using the following access information:
Join the meeting from your computer, tablet or smartphone
https://mapleridge-ca.zoom.us/j/89951614922?pwd=Z05ERFpjZ2lSdWJ2MkVyL3NSaHFIdz09
Or join the meeting using your phone
Dial: 1-778-907-2071 Meeting ID: 899 5161 4922 Passcode: 438933
1.CALL TO ORDER
2.APPROVAL OF THE AGENDA
3.ADOPTION OF MINUTES – October 26, 2022
4.NEW AND UNFINISHED BUSINESS
4.1 Welcome/Member Introductions
4.2 Advisory Committee Overview
4.3 Chair and Vice Chair Selections
4.4 2023 Meeting Schedule
4.5 2023 Draft Work Plan
5.DELEGATIONS
5.1 PRC Master Plan Review – Stephen Slawuta, RC Strategies
5.2 BC Summer Games – Christa Balatti
6.LIAISON UPDATES
6.1 Staff Liaison
6.2 Council Liaison
7.QUESTIONS FROM THE PUBLIC
8.ROUNDTABLE
9.ADJOURNMENT
Next Meeting: May 31, 2023
Agenda Items Submission Deadline: May 17, 2023
QUESTION PERIOD
Question Period provides the public with the opportunity to ask questions or make comments on subjects
that are of concern to them. Each person will be given 2 minutes to speak.
Up to ten minutes in total is allotted for Question Period.
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mapleradge.ca
Doc#2982706
City of Maple Ridge
Parks, Recreation and Culture Advisory Committee
MEETING MINUTES
October 26, 2022 Regular Meeting
Blaney Room Maple Ridge City Hall
The Minutes of the Regular Meeting of the Parks, Recreation and Culture Advisory Committee (PRCC)
held via Zoom teleconference and hosted at Maple Ridge City Hall on October 26, 2022 at 4:00 pm.
COMMITTEE MEMBERS PRESENT
Councillor Ryan Svendsen, Chair Council Liaison
Carolyn Gosling, Vice Chair Member at Large
Sasha Passaglia Member at Large
Stephen Von Sychowski* Member at Large
Mike Murray School District No. 42 Board Trustee
Cass MacLeod Member at Large
STAFF PRESENT
Danielle Pope Director of Recreation & Community Engagement/Staff Liaison
Arsh Dhillon Committee Clerk
Darlene Slevin Recreation Coordinator – Volunteer & Special Events
Tony Cotroneo Manager of Community Engagement
COMMITTEE MEMBERS ABSENT
Karlo Tamondong Member at Large
*Participated Remotely
1.CALL TO ORDER – 4:01 p.m.
2.APPROVAL OF THE AGENDA
R/2022-PRCC-011
It was moved and seconded
That the agenda for the October 26, 2022 Parks, Recreation and Culture Advisory Committee
Regular Meeting be approved as amended including moving Neighbourhood Engagement to Item
5.1 and 2023 Business Planning to Item 5.2.
CARRIED UNANIMOUSLY
3.ADOPTION OF THE MINUTES
R/2022-PRCC-012
It was moved and seconded
That the minutes of the Maple Ridge Parks, Recreation and Culture Advisory Committee Regular
Meeting dated June 29, 2022 be adopted.
CARRIED UNANIMOUSLY
4.DELEGATIONS – NIL
Note: C. MacLeod joined the meeting at 4:04 PM.
3.0
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maple ridge.ca
Parks, Recreation and Culture Advisory Committee Minutes
October 26, 2022
Page 2 of 3
Doc#2982708
5. NEW AND UNFINISHED BUSINESS
5.1 Neighbourhood Engagement – Darlene Slevin and Tony Cotroneo
D. Slevin, Recreation Coordinator, and T. Cotroneo, Manager of Community Engagement
presented on Placemaking Celebrating Great Neighbourhoods. Topics included: guiding
principles, placemaking strategies and the 2023 engagement plan. The Parks, Recreation and
Culture Advisory Committee engaged in discussion, asked questions and provided feedback.
Note: S. Passaglia left the meeting at 4:18 PM.
Note: T. Cotroneo left the meeting at 4:33 PM.
Note: D. Slevin left the meeting at 4:35 PM.
5.2 2023 Business Planning
D. Pope highlighted the achievements and deliverables from the Parks, Recreation and Culture
Advisory Committee 2022 Work, including discussion on the draft 2023 Work Plan. Committee
members provided their recommendations and feedback. A revised copy of the 2023 Work Plan
will be provided at the next Parks, Recreation, and Culture Advisory Committee regular meeting.
R/2022-PRCC-013
It was moved and seconded
That the 2023 Parks, Recreation and Culture Advisory Committee Work Plan be endorsed.
CARRIED UNANIMOUSLY
6. LIAISON UPDATES
6.1 Staff Liaison
D. Pope provided an update on the following items:
• Committee membership terms
• Turnout and activities during Celebrate the Night event on October 21, 2022
• PRC Master Plan draft and recommendations
6.2 Council Liaison
Councillor Ryan Svendsen provided an update on the following items:
• Council land acquisition for parkland
• Grant applications to federal government for park maintenance
• Callaghan Park and heritage protection
7. QUESTION PERIOD FROM THE PUBLIC - NIL
8. ROUNDTABLE
Committee members shared information on relevant events and activities.
9. ADJOURNMENT – 5:02 p.m.
Parks, Recreation and Culture Advisory Committee Minutes
October 26, 2022
Page 3 of 3
Doc#2982708
The next regular meeting of the Parks, Recreation and Culture Advisory Committee will be held
on Wednesday, January 25, 2023 at 4:00 pm.
________________________
Councillor R. Svendsen, Chair
/ad
Parks, Recreation, and Culture
Advisory Committee (PRCC)
TO: Committee Members MEETING: February 8, 2023
FROM: Committee Clerk
SUBJECT: Chair and Vice Chair Selection
BACKGROUND:
The goal of the Chairperson is to ensure that the Committee functions properly, that there is full
participation during meetings, that all relevant matters are discussed, and that effective decisions are
made and carried out.
There are three main spheres that the Chairperson has to manage:
•Assisting with the planning of meetings
•Running the meetings
•Ensuring that the Committee is achieving its goals
The Committee Clerk will chair the meeting as the Acting Chair until a new Chair is appointed or for the
duration of the meeting. During the meeting, the floor will be opened for Committee members to
nominate fellow members for the position of Chair and Vice Chair. In order for their name to stand, an
individual must accept the nomination.
If there are multiple nominations and nominees willing to serve, voting will be done through ballots. If
a Committee member is participating virtually, voting will be done virtually via Zoom. The Committee
member will send a private Zoom chat message to the Committee Clerk with their vote. The Committee
Clerk will compile all the votes and provide the results to the Committee.
The Committee Clerk will then ask if any member would like to put forward a motion that the selected
individual be appointed as Chair or Vice Chair for 2023. Once the Chair and Vice Chair have been
appointed, the meeting can be turned over to the appointed Chair or the Committee Clerk can continue
as the Acting Chair for the remainder of the meeting with approval from the newly elected Chair.
RECOMMENDATION(S):
That _____________be appointed as Chair of the Parks, Recreation, and Culture Advisory
Committee for 2023.
That be appointed as Vice Chair of the Parks, Recreation, and Culture Advisory
Committee for 2023.
4.3
mapleridge.ca
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Committee:Meeting Time/ Location:
Parks, Recreation, and Culture Advisory Committee (PRCC)4:00 pm - Zoom OR Blaney Room, Maple Ridge City Hall
Meeting Dates:
Wednesday, February 8, 2023 at 4:00 PM
Wednesday, May 31, 2023 at 4:00 PM
Wednesday, September 27, 2023 at 4:00 PM
Wednesday, November 29, 2023 at 4:00 PM
June
R
September
K
2023 PRCC Calendar
NOTE: Calendar subject to change.
January February March
E A KBR
16
October November December
K
A KR
K
B
B R
R E A
K
30
April
29
May
B
MEMBERSHIP RECRUITMENT
CALL FOR VOLUNTEERS
B
29
B R E A K
4
20
14 15
21
5
E A K
30
B R E A
ER
16
30
A
AB
August
E
23
E
July
4.4
□
Committee Mandate
The Parks, Recreation and Culture Committee (PRCC) will advise Council on the enhancement of parks,
recreation and culture to deliver services and programs that best meet the needs of present and future citizens
of Maple Ridge. The Committee provides community perspective on emerging needs and policies, makes
recommendations on strategic planning initiatives, and advise on matters referred to the Committee by Council.
4.5
Final Draft – November 2022
5.1
Maple Ridge is located on the traditional territory of the
Katzie First Nation and Kwantlen First Nation, and whose land
we live, work and play. Through our shared commitment to
land and place, the City of Maple Ridge seeks to honour the
legacy of the region’s Indigenous Peoples and find new ways
of walking together to create opportunities for shared truths
and to continue on the path towards reconciliation.
I
Executive
Summary
Master Plan Purpose, Process and Inputs
The new City of Maple Ridge Parks, Recreation and
Culture Master Plan will guide how services (facilities
and programs) are delivered over the next 10 years. The
Master Plan will be used by staff and Council to inform
decision making and priority setting with the goal of
providing all residents with optimal, sustainable and
accessible parks, recreation and culture services.
The Master Plan was developed throughout 2022
and informed by extensive community engagement,
research and analysis.
Phase 1:
Project Launch
Spring 2022
Phase 2:
Research and
Engagement
Learning about
the state of Parks,
Recreation and
Culture in
Maple Ridge
Spring-Early Summer 2022
Phase 3:
Visioning and
Strategic Direction
Setting
Summer 2022
Phase 4:
Developing and
Finalizing the New
Parks, Recreation
and Culture
Master Plan
Fall 2022
The Master Plan Process
C
■------------
II
Master Plan Inputs (Engagement, Research and Analysis)
Community Engagement
Research and Analysis
External Stakeholder
Discussions
15 sessions, representing
approximately 50 stakeholder
interests
Sounding Boards &
Pop-Up Events
numerous touchpoints with
residents throughout
May and June
Children & Youth
Engagement
Children's Activity Colouring
Book (22 participants)
Yo uth Survey (118 responses)
Coded Resident
Survey
731 responses
Non-Coded
(Open Access)
Resident Survey
553 responses
User Group
Questionnaire
34 responding
groups
Online
Crowdsourcing
383 “pins”
Review of
current service
delivery
practices
Review of
trends and
best practices
Recreation
infrastructure
condition assessments
Benchmarking
(comparison of infrastructure
provision with other
communities that have
a population under
155,000 residents)
Population and
demographics
analysis
Inventory of parks,
recreation and culture
infrastructure assets
Spatial analysis
(e.g. the geographic
distribution of amenities
and relationship to key
population characteristics)
I 0
¥
• . i• . •
E
;:
--------------■
III
Strategic Objectives for Parks, Recreation and
Culture in Maple Ridge
Section 3 of the Master Plan identifies five Strategic Objectives that are intended to anchor the City’s investment in
parks, recreation and culture around some overarching shared values. In other words, these Strategic Objectives
should be fundamental to why and how the City invests in providing residents with parks, recreation and culture
opportunities.
Diversity of Opportunities
What does this mean?
The City provides a mix of appealing parks, recreation and culture
opportunities that appeal to all demographics and interests.
Why is this important?
• Public sector parks, recreation and culture services are most
beneficial when they meet a broad spectrum of community
needs.
• Having a balance of active and passive, structured and
spontaneous, and indoor and outdoor opportunities ensures all
residents have opportunities to participate.
Aligning with Trends
What does this mean?
The City recognizes that parks, recreation and culture trends and
preferences are continually evolving with service delivery being
able to adjust and evolve accordingly.
Why is this important?
• Programming and facilities need to be aligned and adjusted as
needs and preferences change.
• The City has the expertise and data to identify and analyze
trends (which can also support community group delivery and
trends alignment).
Strategic
Objectives
■--------------
IV
Inclusive and Accessible
What does this mean?
All residents have opportunities to benefit from the City’s
investment in parks, recreation and culture.
Why is this important?
• Publicly provided parks, recreation and culture services need to
benefit all residents (directly or indirectly).
• Ensuring inclusion and access aligns with key City values across
the entire organization.
Value for Tax Dollar
What does this mean?
The City makes optimal use of available resources by ensuring that
public funds are aligned with community need and opportunities to
leverage resources through partnerships are taken advantage of.
Why is this important?
• Resources are always finite (limited) and it is the responsibility
of the City to ensure capital and operating decisions lever the
highest possible amount of public benefit.
• Showing prudent and transparent use of available resources
helps build support for service delivery and ensures clarity as
to how decisions are made.
Quality Services
What does this mean?
Residents believe that the City provides and/or support programs,
events and other activities that are delivered to a best in class standard.
Why is this important?
• Aligning with best practices ensures that programming and
facilities provide meaningful parks, recreation and culture
opportunities that foster the desired personal wellness and
community-wide outcomes.
• Residents do, and should, have a high expectation of publicly
delivered “quality of life” services.
Strategic
Objectives
--------------■
V
Strategies
The Master Plan recommends 94 Strategies, organized into four sections (Section 4 – 7). These Strategies were
developed to establish key focus areas and priorities over the next ten years.
Parks and Open Spaces Strategies
*See Section 4 for additional details on each Strategy
Amenity / Space
Type Recommended Strategies
Overall Park
Space Supply
A. Develop a Parkland Acquisition Strategy.
B. Strive to sustain Neighbourhood Park provide at 0.69 Ha. per 1,000 residents.
C. Identify opportunities to strategically and responsibly develop City owned lands to
increase park supply.
D. Adopt and use the refreshed classification system to guide experiential quality and
operational inputs.
E. Improve the collection of park utilization data in order to better understand utilization
data, park provision benefits, trends and other data points that can inform operational and
capital resource allocation.
F. Allocate resources to undertake strategic planning for the following specific sites: Maple
Ridge Park, Whonnock Lake Park, Jackson Farms, Albion Sports Complex/Fairgrounds,
Thornhill and waterfront park spaces.
G. Develop an Urban Forest Management Strategy.
Playgrounds A. Continue the Playground Renewal Strategy to identify targeted renewal / lifecycle
schedules for all City managed playgrounds.
B. Undertake a detailed inventory of play structures and spaces that includes a play
opportunity rating.
C. Continue to diversify the play inventory to ensure a balance of play opportunities (natural
play, adventure play, etc.) and ensure accessibility across the children and youth age
spectrum.
Trails A. Develop a Recreation Trails Strategy to further explore trail system specific needs and
provide the necessary strategic and tactical guidance.
B. Establish a Trails Committee (as a sub-committee to the Parks, Recreation & Culture
Advisory Committee) to advise administration on an ongoing basis.
Campgrounds A. Support Economic Development in a feasibility study to further explore the viability of a
campground by the City of via partnership.
■---------------
VI
Amenity / Space
Type Recommended Strategies
Park Amenities
and Features
A. Continue to monitor picnic shelter bookings and consider further addition of picnic shelter
supply if demand continues to trend upwards.
B. Continue to identify new and creative ways to encourage and facilitate social gathering
across the city’s park spaces.
C. Identify opportunities for increased placemaking across all classes of parks, including the
integration of public art and features that create neighbourhood, community and city-
wide connections.
D. Continue to invest and sustain spray parks across the city and analyze the spatial
distribution of spray parks across the City to guide development of new spray parks and
features.
E. Undertake an assessment of existing parks and identify opportunities to include trending
amenities and features where appropriate in new and enhanced park spaces.
Dog Off-leash
Areas (DOLA’s)
A. Continue to utilize the engagement findings from the 2020 Dog Park Survey to inform
operational and planning decisions. Consider replicating this survey every 3 years (2023)
to track trends and shifting perspectives.
B. Use the recommended criteria to assess the suitability of new or retrofitted parks to
accommodate dog off-leash use.
Community
Gardens
A. Expand community garden supply with a priority on providing this amenity in parks with
appropriate amenity and use characteristics.
B. Expand community garden supply with a priority on providing this amenity in parks and
vacant City-owned lands with appropriate amenity and use characteristics.
VII
Recreation Facilities Strategies
*See Section 5 for additional details on each Strategy
Indoor Recreation Amenities
Facility /
Amenity Type
Strategies to Sustain and Optimize Existing
Infrastructure
Strategies to Meet Future Needs (increase
supply of the facility / amenity type)
Aquatics
Facilities
A. Continue to conduct regular assessments
of the MRLC and undertake the
necessary repairs and enhancements
needed to keep this facility at a safe,
functional and appealing level.
B. Undertake feasibility analysis for a new
aquatics facility to serve the community.
*Additional suggestions on specific areas
requiring further exploration are identified
later in this section.
Ice Arenas
A. Work with the Planet Ice arenas operator
and arena stakeholder groups to confirm
acceptable service standards that ensure
facility sustainability and optimize user
experience.
B. Expand the supply of arenas in the city
by 2 sheets, with 1 sheet developed in the
near term in order to meet ice and dry-
floor needs.
C. Use the recommended Ice Provision
Approach Framework to guide future
decision making on the best approaches
to provide ice arenas in the city.
Indoor Walking /
Running Tracks N/A
A. Include this amenity in a new facility
(arena, indoor multi-use facility or
community centre).
Indoor Children’s
Play Space N/A
A. Include this amenity in a new facility
(arena, indoor multisport facility, pool or
community centre) and/or as part of a
future space retrofit.
Neighbourhood
Hubs and
Gymnasium
Spaces
A. Review the infrastructure upgrade planned
for the Hammond Community Centre site.
B. Ensure the Whonnock Lake and
Albion Community Centre sites are
sustained through the appropriate asset
management practices.
C. Work with School District 42 to maximize
community access to school gymnasiums
as a primary means of increasing
gymnasium supply in the community.
D. Use the recommended Neighbourhood
Hub Service Level Targets to inform
future capital investment and planning
decisions.
Youth Focused
Spaces
A. Develop a lifecycle plan to sustain the Greg
Moore Youth Centre and undertake regular
condition assessments to update the plan.
B. As an ongoing practice, develop a
business plan every 5 years that revisits
trends, program practices and space
optimization opportunities.
C. As new facilities are planned and brought
online, ensure unstructured space needs
for youth are considered.
■---------------
VIII
Facility /
Amenity Type
Strategies to Sustain and Optimize Existing
Infrastructure
Strategies to Meet Future Needs (increase
supply of the facility / amenity type)
Older Adult
Focused Spaces
A. Continue to invest and sustain the Maple
Ridge Seniors Activity Centre.
B. Ensure that evolving older adult activity
needs are considered as all other types of
new indoor recreation infrastructure are
planned.
Racquet Court
Sports
A. For the short to medium term, sustain the
current courts at the Maple Ridge Leisure
Centre.
B. Monitor trends and utilization and
consider re-purposing opportunities if
higher value uses of these spaces are
clearly justified.
N/A
Curling Facilities
A. Develop a lifecycle plan to ensure that
the Golden Ears Winter Club facility
is sustained at a safe, functional and
appealing level.
N/A
Indoor Multi-Use
Facilities N/A
A. Establish a working group consisting of
local indoor sport, recreation, and culture
stakeholders to develop program and
space needs for an indoor multi-use facility.
Climbing Walls
A. Sustain the climbing structure and
bouldering wall in the Greg Moore Youth
Centre.
B. Monitor private sector provision and trends.
C. Consider including an aquatics climbing
feature and/or dryland climbing
feature as part of future recreation
facility development based on trends,
community engagement and assessed
need as projects are implemented.
Fitness Facilities
A. Continue to sustain the existing fitness
spaces at the Maple Ridge Leisure Centre
at a functional and appealing level.
B. Include fitness spaces and amenities
in future arena and aquatics facility
development.
Recreation
Support Spaces N/A
A. Ensure that community-wide needs for
meeting spaces, program rooms, social
gathering space, and office space are
considered as part of future arena and
aquatics facility planning.
---------------■
IX
Outdoor Recreation Amenities
Facility /
Amenity Type
Strategies to Sustain and Optimize Existing
Infrastructure
Strategies to Meet Future Needs (increase
supply of the facility / amenity type)
Pickleball Courts
A. Continue to monitor pickleball trends and
determine the best and highest value use
of existing court spaces.
B. Initiate planning for a hub pickleball
facility (12+ courts) that can accommodate
the growth of this activity and provide
tournament hosting capability.
Outdoor Sports
Courts
A. Continue to invest and sustain existing
courts at a safe and functional level.
B. Include as a standard amenity offered in
most new and renewed Community and
Neighbourhood parks.
Skate Parks /
Youth Amenities
A. Work with the wheeled sports community
(skateboarders, scooter participants, etc.)
to optimize existing amenities, monitor
trends, and encourage participation in the
various wheeled sports disciplines.
B. If future trends and community
engagement suggest that more supply
is needed, establish a working group to
identify potential site options.
Sports Fields
A. Develop a capital reserve fund specific to
synthetic turf renewal.
B. Continue to work with sport groups
to identify opportunities to optimize
the supply of, and access to, support
amenities like washrooms, seating areas,
and storage.
C. Consider retrofitting or adding a synthetic
turf ball diamond in order to increase
capacity, multi-use functionality, and
enable expanded shoulder season use.
D. Work with the City of Pitt Meadows to
develop a Ridge-Meadows Sport Field
Supply Study.
Outdoor
Aquatics
A. Continue to undertake basic repairs to the
Hammond Outdoor Pool to sustain use
for the short term.
B. Determine the future of the Hammond
Outdoor Pool based on the outcomes of
the Aquatics Feasibility Study.
Tennis Courts
A. Sustain the current supply of tennis
courts.
B. Use Tennis Canada’s Municipal Tennis
Facilities Strategy & Partnership
Framework (Let’s Play Year-Round) and
the Capital Project Delivery Process
provided in Section 7 of this Master Plan
document to guide future exploration and
potential City involvement in a covered
tennis facility.
Track and Field
Venues
A. Consider taking on increased maintenance
responsibility for the existing track at Maple
Ridge Secondary in order to improve
standards and user experience.
N/A (current track expected to meet
community needs for the next 10 years)
■---------------
X
Facility /
Amenity Type
Strategies to Sustain and Optimize Existing
Infrastructure
Strategies to Meet Future Needs (increase
supply of the facility / amenity type)
Major Outdoor
Event Venues
A. Work with stakeholders to develop a site
Master Plan that better leverages the
Fairgrounds and Albion Sports Complex.
B. Conduct a feasibility study to determine
needs for a new outdoor stadium venue.
Equestrian
Facilities /
Amenities
A. Continue to support and maintain existing
equestrian facilities.
B. Further investigate equestrian needs as
part of the suggested Recreation Trails
Strategy.
Mountain Bike
Trails
A. Develop a Thornhill Trails Management
Strategy.
B. Further explore future needs as part
of the recommended Recreation Trails
Strategy.
Bike Skills Parks
and Amenities
A. Work with local stakeholders and users
to support growth of the sport and
encourage use of existing amenities and
features.
B. Consider bike skills amenities and
features as part of all new park builds.
Sand Volleyball
Courts
A. Monitor utilization of the new sand
volleyball courts being added in 2023.
N/A (current sand volleyball court supply is
sufficient for the next 10 years)
XI
Arts and Culture Infrastructure Strategies
*See Section 6 for additional details on each Strategy
Arts and Culture Infrastructure
Topic / Focus Area Strategies
Policy Advancement A. Continue to advance the infrastructure related Objectives and Supporting
Actions identified in Walking Together, the City of Maple Ridge Culture
Master Plan.
ACT Arts Centre A. Ensure that a sufficient asset management plan exists for re-investment in
the ACT Arts Centre.
Public Art A. Further integrate public art (including and especially Indigenous art) with
recreation through installations and murals in recreation facilities, parks
and trail features / signage.
B. Establish a public art allocation commitment for new recreation facilities
being considered (e.g. a % of the total project value).
Integrating into Community
Infrastructure
A. Ensure arts and culture stakeholders and space needs are considered as
new community facility development is undertaken.
XII
Service Delivery Strategies
*See Section 7 for additional details
Service Delivery Topic / Focus
Area
Strategies
Data Collection and Management A. Enhance the collection, management and use of data to inform decision
making.
B. Develop KPI’s to measure the City’s success rates in the delivery of parks,
recreation and culture services.
Child Care A. Continue focusing on providing programming and activity opportunities
for children and youth during critical hours.
B. Consider child care space needs as part of all future space planning.
Major Capital Planning A. Use the recommended Capital Project Delivery Process to guide future
major capital facility projects.
B. Work with adjacent municipalities and other regional entities to ensure
that capital planning for parks, recreation and culture infrastructure
occurs collaboratively using a regional lens.
Service Delivery Approaches &
Tools
A. Use the Recreation and Culture Opportunity Delivery Approaches Tool
to guide programming and activity delivery decision making.
B. Use the recommended Programming Triggers to inform decision making
and when programming should be considered for expanded provision or
retirement.
Increasing Participation A. Continue identifying ways to engage equity seeking residents and those
with social, physical and cultural barriers in active living opportunities.
B. Improve communications and marketing in order to connect more
residents with parks, recreation and culture opportunities.
XIII
Service Delivery Topic / Focus
Area
Strategies
Policy Development and
Refreshment
A. Develop a new Fees and Charges Policy in alignment with the
recommended benefits continuum.
B. Review the allocation policy, adopted in 2021, to ensure it meets the
recommended principles.
C. Refresh the Public Art Policy to include a commitment to a capital
allocation for new recreation infrastructure (as previously identified in
Section 6).
D. Develop a new Facilities and Amenities Naming Policy.
A Commitment to Reconciliation A. Develop a statement of commitment that reflects how the City will utilize
parks, recreation and culture to implement pertinent Calls to Action
identified by the Truth and Reconciliation Commission of Canada.
B. Engage with local Indigenous communities and rights holders to identify
how the City’s parks, trails, open spaces, programs and services can
better connect to Indigenous culture and history.
Strategy Alignment and
Implementation
A. Adequately resource the implementation of previously developed
strategies.
B. Utilize parks, recreation and culture as a mechanism to advance the
priorities and goals identified in the Economic Development Strategy and
Maple Ridge Tourism Strategy.
*Section 4 identifies a number of outdoor space plans and strategies that
should be undertaken to guide the development of potential new park
spaces and optimization of existing ones.
■---------------
XIV
Implementation – What
Comes Next?
Section 8 of the Master Plan outlines a preliminary
implementation plan for the Master Plan Strategies
and performance measurement tools to track
implementation success. The City will need to continue
updating and refining these timeframes and resource
requirements over the next decade based on a number
of factors, including available resources and budgeting
considerations (e.g. competing priorities from other
City service areas), partnership opportunities, and new
trends or evolving needs. Included throughout the
Master Plan are a number of tools that they City can use
to support project specific analysis and implementation
and broader service level decision making.
■
XV
Table of Contents
1 Introduction 1
1.1. Master Plan Purpose and Context 2
1 .2. The Master Plan Process 4
1 .3. Master Plan Format 5
2 What we Learned and Heard Summary 7
2.1. Engagement and Research Overview 8
2.2. Key Findings 9
3 Foundations for Parks, Recreation and
Culture Services in Maple Ridge 12
3.1. The Importance of Grounding Parks,
Recreation and Culture Investment in Clear
Foundations 13
3.2. Strategic Objectives for Parks, Recreation,
and Culture in Maple Ridge 1 4
4 Parks and Open Spaces 16
4.1. Overview of the Current Situation 17
4.2. Park Classifications 21
4.3. Parks and Open Spaces Strategies 24
5 Recreation Facilities 37
5.1. The Current Situation 38
5.2. Prioritization Framework 40
5 .3. Recreation Infrastructure Strategies 41
6 Arts and Culture Infrastructure 70
6.1. The Current Situation 71
6.2. Arts and Culture Infrastructure Strategies 73
7 Service Delivery 78
7.1. The Current Situation 79
7.2. Service Delivery Strategies 81
8 Implementation Plan 96
8.1. Strategy Implementation 97
Appendices 113
■------------
1
Introduction
Section One
2
1.1. Master Plan Purpose and Context
The City of Maple Ridge has developed this new Parks,
Recreation & Culture Master Plan to guide the delivery
of services (facilities and programs) over the next 10
years. The Master Plan will provide staff and Council
with a key strategic planning document that helps
inform decision making, priority setting and ensures that
parks, recreation and culture services are optimized,
sustainable, and accessible to all residents. The City’s
last Parks, Recreation, and Culture Master Plan was
developed in 2010.
The City invests approximately $15 million dollars
annually in parks, recreation and culture to achieve a
number of community benefits, including:
• Resident social, mental and physical wellbeing;
• Community connectedness, pride and spirit;
• Generation of non-local spending by attracting
visitors to the community; and
• Increasing the perceived value of the community for
prospective residents, businesses, and developers.
Did you know?
Over the past 10 years Maple Ridge
has grown by approximately 15,000
new residents. With 18% of residents
aged 14 and under, Maple Ridge is
one of the youngest communities in
Metro Vancouver.
3
To achieve the benefits noted on the previous page, the
City’s delivery of parks, recreation and culture services
utilizes three different approaches:
• Direct Delivery: The City provides services,
programming and other related activities at parks
and facilities that they operate and maintain.
• Indirect Delivery: The City forms agreements with
business and non-profits specializing in recreation
and culture programs and services for citizens
through a number of contract models (e.g. partner
operated facilities, contracted third party entities to
provide services, grants, etc.).
• Mix of Direct and Indirect Delivery: The City directly
offers some programming and activities, but also
invests in recreation and culture through indirect
methods. The City providing subsidized time to user
groups that offer programming at City operated
facilities is an example of blending direct and indirect
delivery approaches.
This document will guide the City’s decision-making
and help the City maximize its return on investment by
providing guidance on which service delivery method
will be most effective.
Indirect
Delivery
Direct
Delivery
Mix of Direct
& Indirect
Delivery
Maple Ridge
Example:
Partnership with the Maple
Ridge Pitt Meadows Arts
Council to operate and
program the ACT Arts
Centre
Maple Ridge
Example:
Directly delivering
programs and lessons at
the MRLC pool while also
making pool time available
to swim clubs
Maple Ridge
Example:
Programming at the MRLC
and other City operated
facilities
------------------■
4
1.2. The Master Plan Process
The following graphic illustrates the four-phase process used to develop the Master Plan. Key findings from the
research and engagement (a critical aspect of developing the new Master Plan) are provided in Section 2. The
research and engagement undertaken by the project team helped determine the current state of parks, recreation
and culture in Maple Ridge and identify key strategic directions, priorities, and opportunities.
Phase 1:
Project Launch
Spring 2022
Phase 2:
Research and
Engagement
Learning about
the state of Parks,
Recreation and
Culture in
Maple Ridge
Spring-Early Summer 2022
Phase 3:
Visioning and
Strategic Direction
Setting
Summer 2022
Phase 4:
Developing and
Finalizing the New
Parks, Recreation
and Culture
Master Plan
Fall 2022
5
1.3. Master Plan Format
The Master Plan document has been organized into eight sections. The following table explains the purpose of each
section in the Master Plan.
Section Strategic Purpose Within the Master Plan Document
Section 1: Introduction Provides context on why the City is developing a new Master Plan and the
process used.
Section 2: What We Learned and
Heard Summary
This section provides an overview of the research and engagement inputs
used as well as a summary of key findings.
Section 3: Foundations for Parks,
Recreation and Culture Services in
Maple Ridge
Parks, recreation and culture services should be based in a clear,
philosophical understanding of what the City is looking to achieve through
its ongoing investment. This section provides Strategic Objectives that
should drive overall service delivery and investment (and which can be
used on a move forward basis to measure success).
Section 4: Parks and Open Spaces This section provides a refreshed classification system to support parks
and open space planning and management as well as Strategies for the
various types of park infrastructure and spaces.
Section 5: Recreation Infrastructure This section provides Strategies to guide investment across the various
types of indoor and outdoor recreation infrastructure. The Strategies are
based upon a prioritization framework that helps identify those potential
projects that provide the highest degree of overall community benefit.
Section 6: Arts and Culture
Infrastructure
This section provides Strategies to guide investment and optimization of
arts and culture facilities and spaces in Maple Ridge.
Section 7: Service Delivery Provides Strategies intended to optimize how the City plans, manages,
and delivers recreation and culture services on an ongoing basis.
Section 8: Implementation Identifies high level implementation timing and resource requirements for
the Strategies in Sections 4 – 7.
---------------■
6
At a Glance - Overview of Parks, Recreation and
Culture Infrastructure in Maple Ridge
The ACT Arts Centre
•486 Seat Theatre
•Studio Gallery
•Art Gallery
•Ceramic/Pottery Workshop
•Dance Studio
Maple Ridge Leisure Centre
•Competition, Leisure and Teach Pools
•Sauna, Steam Room(s) and Hot Tub
•Two Gymnasiums
•Fitness Centre
•Three Multi-use Rooms
•One Squash Court, Two Racquetball
Courts
•One Boxing Studio
Greg Moore Youth Centre
•Social/Games Space
•Active Area
•Skate Ramps
•Climbing Wall
Ridge Meadows Seniors Centre
Maple Ridge Library
Community Centres/Halls
•Albion Community Centre
•Hammond Community Centre
•Whonnock Lake Centre
Planet Ice & Golden Ears Winter
Club
•Two ice surfaces
•One ice surface w/ 6 sheets
Heritage Sites
•Haney House
•Maple Ridge Museum
Sports Fields
•Synthetic fields
•Twenty natural grass sports fields
Sport Courts/Lacrosse Boxes
•Seven Pickleball Courts and 1
Convertible Court
•16 Tennis Courts
•Two Lacrosse Boxes
Outdoor Aquatics & Water
Features
•Hammond Outdoor Pool
•Two Large Spray Parks
•Six Small Water Features
Park Amenities (247 ha. of
managed parks space)
•47 Playgrounds
•Five Outdoor Fitness Equipment
Locations
•Seven Picnic Shelters
•Three Outdoor Skate Parks
•Four Community Garden Sites
•Six Dog Off-Leash Areas
Multi-use Trails
•210 km of trails
7
What we Learned
and Heard
Summary
Section Two
8
2.1. Engagement and Research Overview
The Master Plan was informed by a broad and extensive data collection process undertaken by the project team in
order to better understand the current state of parks, recreation and culture in Maple Ridge, potential opportunities
for optimization, gaps, and potential areas of future focus / priority. The community engagement was focused on
ensuring that all residents had an opportunity to offer input and that wide ranging perspectives were garnered from
the public, children and youth, stakeholders, and user groups.
Community Engagement
Research and Analysis
External Stakeholder
Discussions
15 sessions, representing
approximately 50 stakeholder
interests
Sounding Boards &
Pop-Up Events
numerous touchpoints with
residents throughout
May and June
Children & Youth
Engagement
Children's Activity Colouring
Book (22 participants)
Yo uth Survey (118 responses)
Coded Resident
Survey
731 responses
Non-Coded
(Open Access)
Resident Survey
553 responses
User Group
Questionnaire
34 responding
groups
Online
Crowdsourcing
383 “pins”
Review of
current service
delivery
practices
Review of
trends and
best practices
Recreation
infrastructure
condition assessments
Benchmarking
(comparison of infrastructure
provision with other
communities that have
a population under
155,000 residents)
Population and
demographics
analysis
Inventory of parks,
recreation and culture
infrastructure assets
Spatial analysis
(e.g. the geographic
distribution of amenities
and relationship to key
population characteristics)
I .
tit
.. ~ll . •
~
~ ll
'
■,-----------------
9
2.2. Key Findings
Provided is a summary of key findings from the research and engagement. The detailed findings are available in the
Needs Assessment and “What We Heard” Report – the background report to the Master Plan.
Key Findings from the Engagement – Resident
Survey
Parks, recreation and culture opportunities are
highly valued by residents and a number of physical,
wellness, and social reasons motivate activity
participation. Physical health and exercise, enjoying
nature and the outdoors, pleasure / entertainment
(having fun!), being with friends and/or family and
mental health and wellbeing were the top 5 motivators
of activity among Maple Ridge households.
While residents value and engage in a lot of program-
based activity, a large proportion of recreation and
leisure in Maple Ridge is spontaneous / unstructured
(e.g. use of trails and parks, drop-in use of facilities,
etc.). Top 5 indoor activities that Maple Ridge
households regularly participate in: swimming drop-
in, fitness / weight training at a gym, library activities,
fitness classes, and swimming pool programs (e.g.
lessons). Top 5 outdoor activities that Maple Ridge
households regularly participate in: hiking / walking /
running on a trail or pathway, gardening, nature viewing,
BBQ/picnic/social gathering, and cycling / biking.
Satisfaction levels with parks, recreation and
culture are generally strong, but opportunities
exist to improve communications and awareness of
opportunities. The majority of residents are somewhat
or very satisfied with most aspects of service delivery.
Satisfaction levels were highest for the city’s parks
system. However, nearly half of residents indicated that
they feel inadequately informed about parks, recreation
and culture opportunities.
There is a strong demand for new facility
development in Maple Ridge, however many
residents are hesitant to incur increased taxes and
user fees to support investment. Top 5 amenity types
(by percentage selected) that residents would like to
see enhanced and/or more of: natural surface trails,
indoor aquatics facilities, BBQ and picnic areas / park
shelters, campgrounds, and indoor multi-use facilities.
When asked if they would support an increase in taxes
to fund parks, recreation and culture, only 36% were
willing to do so (40% indicated that “no” they were not
willing to support an increase). This finding seems to
speak to the need to find alternative funding models to
deliver the facilities needed such as borrowing, grants
and/or other government funding sources.
---------------■
10
Key Themes from the Engagement – Community
Organizations and Facility User Groups
Overall Perspectives on Outdoor
Amenities and Spaces
• There is a need to ensure clarity around appropriate
and designated trail uses, especially on natural
surface trails that are appealing for biking, hiking,
and equestrian uses.
• It is important that neighbourhoods, both new
and existing, are adequately serviced with parks,
playgrounds and trails.
• Parks in Maple Ridge are used by a diverse array of
individuals and groups. Continuing to ensure that
an adequate supply of comfortable, attractive, and
accessible amenities are available will maximize user
experience for all abilities (e.g. washrooms, change
areas, shaded sitting areas, etc.).
Conservation
• Outdoor amenity development needs to be
balanced with conservation.
• The Maple Ridge area is becoming a regional
destination for cycling, paddling, and other forms
of outdoor recreation. This situation creates
opportunity, but must be appropriately managed
and accommodated with sufficient infrastructure
to ensure safety, conservation and maximization of
community benefits.
• The impacts of climate change need to be
considered in future outdoor facility and amenity
planning.
Indoor Facilities and Spaces
• Similar to what we heard through the Resident
Survey, there is a desire among many groups for new
facility development or enhancement.
• While user groups are appreciative of what currently
exists, the viewpoint that Maple Ridge has fallen
behind other communities in the region was
commonly expressed.
• Arena and pool capacity is limited and challenging
for some user groups / activity interests to access
during peak times and seasons.
• Multi-purpose facilities are preferred by most groups
for a variety of reasons, including the ability to have
support spaces that can support their activities
(e.g. warm-up areas, tournament rooms, etc.) and
the recognition that multi-purpose facilities create
efficiencies, yet understanding that multi-purpose
doesn’t always work depending on function/type of
activity.
• The Greg Moore Youth Centre is highly valued and
regarded as a best practice for youth and teen
focused facilities.
Additional Themes and Perspectives
from the User Group and Stakeholder
Engagement
• Most groups expect to grow over the next decade.
• Many groups are concerned with the rising costs
(expenses) associated with delivering their activities
and the impact that has on participant costs.
• Stakeholders and groups recognize that Maple Ridge
is growing and changing, requiring new methods
to reach residents and ensure programming is
accessible for all.
• Opportunities exist to continue building the cultural
capacity and “vibe” of the community.
• When asked about future facility priorities and
needs, many user groups were challenged to
distinguish between Maple Ridge specific needs and
the broader needs of the “Ridge Meadows” area.
■---------------
11
Key Findings from the Research and Analysis
• Maple Ridge is growing at a faster pace than most
communities in Metro Vancouver and province.
Within the next 30 years it is estimated that Maple
Ridge will grow to 120,000 residents.
• Data analytics of key demographic indicators in
Maple Ridge suggest that the community has a high
proportion of sports involved families and individuals
– potentially a contributing factor to high levels of
facility demand.
• Like every community, some areas of Maple
Ridge have a higher proportion of residents that
face social, health related, financial and systemic
barriers to accessing some parks, recreation and
culture opportunities. Areas of the city with a
higher proportion of residents facing these barriers
are Hammond, West Maple Ridge, Town Centre,
Cottonwood, and Central Maple Ridge.
• Covid-19 pandemic disruptions have impacted the
ability to assess the recent renovation on Maple
Ridge Leisure Centre utilization and user experience.
• Benchmarking (comparison of infrastructure services
levels on a population basis) suggests that Maple
Ridge provides a lower level of recreation facility
infrastructure in indoor aquatics facilities and
ice arenas; however, exceeds in the provision of
synthetic turf fields.
• The benchmarking research also suggests that
Maple Ridge provides most other parks, recreation
and culture facility / amenity types at similar levels
to regional comparators.
• The City’s parks, recreation, and culture infrastructure
requires significant investment to sustain service life.
Maple Ridge at a Glance
Market demand for parks and recreation
services is strongly influenced by
demographic indicators and characteristics.
The emergence of analytics tools and
resources can help providers of many
services (including parks, recreation and
culture) better understand the dynamics
of their community and how they translate
into needs and wants for programming,
facilities and events.
The largest segments of population in
Maple Ridge according to Environics
Analytics PRIZM (a segmentation system
that classifies Canada’s neighbourhoods
into 68 unique lifestyle types) are:
• “Suburban Sports” Households (24%
of all Maple Ridge households). These
households place a high value on
regular exercise and participation in
sports and recreation pursuits. Many of
their family outings are based around
sports and recreation.
• “Family Mode” Households (18% of all
Maple Ridge households). Similar to
“suburban sports”, these households
base many of their outings around
sports and recreation. They are also
frequent visitors to amusement parks,
campgrounds, and other family
oriented attractions.
While the City needs to provide services
for all residents, understanding who
the most prevalent consumers of parks,
recreation and culture are can help inform
programming and other aspects of service
delivery.
---------------■
12
Foundations for
Parks, Recreation
and Culture Services
in Maple Ridge
Section Three
13
3.1. The Importance of Grounding Parks,
Recreation and Culture Investment in
Clear Foundations
Maple Ridge residents clearly value parks, recreation
and culture opportunities and believe the City should
continue investing in these services.
The provision of parks, recreation and culture services is
most effective when there is a clear understanding of what
drives service delivery or, in other words, what return the
City is looking to accrue through its investment. Residents
in turn want the City to continue getting the best value
from its investment in all types of services – including
parks, recreation and culture.
Establishing clear, philosophical foundations for service
delivery articulates clear objectives and measurables
that can be used to assess success (or areas that
require continue improvement) and ensure resources
are focused around some common values.
Key Findings from the
Resident Survey
• 98% of Resident Survey
respondents believe that
parks, recreation and cultural
opportunities are important to
the appeal and attractiveness of
Maple Ridge for prospective and
current residents.
• 98% of Resident Survey
respondents believe that
parks, recreation and cultural
opportunities are important to
the quality of life of all residents.
• 97% of Resident Survey
respondents believe that
parks, recreation and cultural
opportunities are important to
the appeal and attractiveness
of Maple Ridge for prospective
business owners and developers.
---------------■
14
3.2. Strategic Objectives for Parks,
Recreation, and Culture in Maple Ridge
Five Strategic Objectives have been identified to guide the City’s investment in (and delivery of) parks, recreation and
culture services.
Diversity of Opportunities
What does this mean?
The City provides a mix of appealing parks, recreation and culture
opportunities that appeal to all demographics and interests.
Why is this important?
• Public sector parks, recreation and culture services are most
beneficial when they meet a broad spectrum of community
needs.
• Having a balance of active and passive, structured and
spontaneous, and indoor and outdoor opportunities ensures all
residents have opportunities to participate.
Aligning with Trends
What does this mean?
The City recognizes that parks, recreation and culture trends and
preferences are continually evolving with service delivery being
able to adjust and evolve accordingly.
Why is this important?
• Programming and facilities need to be aligned and adjusted as
needs and preferences change.
• The City has the expertise and data to identify and analyze
trends (which can also support community group delivery and
trends alignment).
Strategic
Objectives
■---------------
15
Inclusive and Accessible
What does this mean?
All residents have opportunities to benefit from the City’s
investment in parks, recreation and culture.
Why is this important?
• Publicly provided parks, recreation and culture services need to
benefit all residents (directly or indirectly).
• Ensuring inclusion and access aligns with key City values across
the entire organization.
Value for Tax Dollar
What does this mean?
The City makes optimal use of available resources by ensuring that
public funds are aligned with community need and opportunities to
leverage resources through partnerships are taken advantage of.
Why is this important?
• Resources are always finite (limited) and it is the responsibility
of the City to ensure capital and operating decisions lever the
highest possible amount of public benefit.
• Showing prudent and transparent use of available resources
helps build support for service delivery and ensures clarity as
to how decisions are made.
Quality Services
What does this mean?
Residents believe that the City provides and/or support programs,
events and other activities that are delivered to a best in class standard.
Why is this important?
• Aligning with best practices ensures that programming and
facilities provide meaningful parks, recreation and culture
opportunities that foster the desired personal wellness and
community-wide outcomes.
• Residents do, and should, have a high expectation of publicly
delivered “quality of life” services.
Strategic
Objectives
--------------■
https://www.facebook.com/yourmapleridge/photos
16
Parks and
Open Spaces
Section Four
17
4.1. Overview of the Current Situation
The City manages approximately 247 ha. of park space
that includes a diverse mix of parks, greenbelts and
open space. While the provision of park space (2.7
ha per 1,000 residents) relative to the population has
decreased over the past 10-12 years in Maple Ridge, this
is a typical occurrence for communities that experience
higher than average levels of growth as park acquisition
is challenged to occur in lockstep with growth and
gradual densification.
Equally important as the quantity of park space relative
to the population is the distribution and quality of
park space - in other words, the ability for residents
to access quality and appealing park spaces using
active transportation modes. Including the regional,
provincial and municipal park supply, approximately
95% of Maple Ridge residents are within a 15-minute
walk of a park.
18
Park Space Distribution in Maple Ridge
Hammond
West Maple
Ridge Town
Centre
Cottonwood
East Maple
Ridge
Albion
FlatsAlbion
Industrial
Albion
South
Alouette
Silver
Valley
Alouette
Yennadon
Central
Maple
Ridge
Golden
Ears
Spilsbury
7
Legend
Municipal Boundary
Highway
Road
Neighbourhood
Waterbody
Municipal Park
Provincial | Regional Park
ALR Boundary
Park Space Supply Analysis:
exculdes the following:
- Regional & Provincial Parks
- Future, Undeveloped & Reserve Parks
N0120.5
Kilometers
Map Extent
0 ha within a 15 minute
walking ditance
- 45 ha
- 0.1 ha
- 16 ha
- 12 ha
- 4 ha
Total hectares of Park Space within
a 15 minute walking distance:L.i
' L -_I
■
~ ½1/.
, ___ _j .------
_____ _....r-----.
' ,--.......-L --_-I
I
0
.
I ,•
MAPLE RIIDGE
B,11,sh Cou..>lboi>
■---------------
19
Playground Coverage Map
Playground coverage is also strong, with the majority of the city’s settlement areas having access to a playground
within a 10-minute walk.
Legend
L j Mur"lefpol go,..l"IO:lry
-Hlr:t,,,¢y
R'Ood
ICI tnir,,.,1 bl: fl-S km!
• ICltt,lr,,.,f Glfv [6.0 kml
MAPLE RIDGE
Bri ti sh Columbia
~ KHometer.
0 l '1 A
---------------■
20
Residents are generally satisfied
with the current provision of park
spaces in the community and have
a desire for continued investment
in park infrastructure and other
related outdoor spaces and noted
trails as a priority.
The City’s investment in park
amenities has also resulted in
increased use of park spaces. One
specific example is bookings of
picnic shelters. While increased
supply may be one of the reasons
that has resulted in higher levels
of formal use (bookings), it is
also reasonable to assume that
the COVID-19 pandemic and the
broader regional trend of more
residents engaging in outdoor
recreation and social activities are
also driving these increased levels
of use.
Additional Insights into Park Space Utilization and Activity
Preferences from the Community Engagement
• The top 5 activities Maple Ridge residents participate in occur outdoors: hiking /
walking / running (80%), gardening (57%), nature viewing (52%), and BBQ /
picnicking / outdoor social gathering (50%), and cycling / biking (42%).
• 35% of residents indicated that the COVID-19 pandemic resulted in them doing more
activities outside in City park spaces and using trails more.
• Aspects of park provision (including proximity of parks and the quality and appeal
of parks) generally had the highest levels of satisfaction among all parks, recreation
and culture service functions.
• Trails, BBQ and picnic areas / park shelters, campgrounds, and outdoor destination
parks were identified as priorities for investment by over a quarter of residents.
• The importance of balancing recreation use with conservation and education are
key priorities for many outdoor focused community organizations and groups.
81% of Resident Survey respondents are satisfied
with the quality and appeal of parks in Maple Ridge.
Reflecting the desire for continued investment, many
types of park amenities and features were also identified
by Resident Survey respondents as top priorities.
Picnic Shelters Hours Booked
1,377 Hours
(~197 hours per
shelter)
1,312 Hours
(~187 hours per shelter)
2,423 Hours
(~346 hours per shelter)
2,323 Hours
(~332 hours
per shelter)
4,343 Hours
(~620 hours per
shelter)
2017 20182019 2020 2021
■---------------
21
4.2. Park Classifications
The following table identifies a refreshed Parks Classification System to guide future planning, enhancement and
management of the park system. This refreshed classification system builds upon the one previously included in the
2010 Parks and Recreation Master Plan. Please refer to Appendix A for the updated classification of the current
parks inventory using this refreshed Park Classification System.
Park
Classification Key Characteristics
Level of
Operational
Input
What experience(s) is the City
looking to provide in these
parks spaces?
Signature Parks
Examples:
Memorial Peace
Park, Albion
Sports Complex,
Hammond
Stadium
• Feature parks that draw visitors from the
entire community and beyond.
• Typically have amenities and features that
can facilitate events and social gatherings
(e.g. washrooms, stages or central plaza
features, parking or direct accessibility via
transit, etc.) while also supporting larger
volumes of day to day use.
• Includes parks that can facilitate events
and related critical mass activities (sporting
events and major tournaments, markets,
performances, etc.)
• Includes specialized types of outdoor
facilities / spaces that receive
concentrated levels of use (e.g. golf
course)
• Typically co-located with major indoor
amenities.
High • Social gathering and
connecting (through both
events and regular volumes
of use).
• Placemaking through public
art and other unique spaces
and amenities (these park
spaces represent the identity
and “vibe” of the community).
• For some parks in this class,
the opportunity to participate
in or watch sporting events
and tournaments.
Destination
Parks
Example:
Whonnock Lake
• Created to feature major natural attractions
(e.g. water bodies, older growth forests, etc.).
• Have sufficient infrastructure and amenities
to support and balance regular levels of
visitation while preserving the ecological
value of the natural features. As such,
these parks often require a Visitor
Management Plan.
Moderate -
High
• The opportunity to connect
with and learn about nature
and the outdoors.
• The opportunity to gather
socially in a natural setting
that includes water, native
vegetation and/or other
natural elements.
---------------■
22
Park
Classification Key Characteristics
Level of
Operational
Input
What experience(s) is the City
looking to provide in these
parks spaces?
Community
Parks
Examples:
Thornhill Park,
Merkley Park
• Serve multiple neighbourhoods.
• Typically 2 ha. or larger.
• Range of recreation and active living
amenities (e.g. sports fields, ball diamonds,
playgrounds, walkways, community
gardens or feature plantings, water
features, skate and bike park features, etc.)
that appeal to a wide range of ages and
interests.
• Connected to the trail network.
• Play infrastructure is dynamic and appeals
to a broader age range of children and
youth.
• Amenities that support longer duration
stays (washrooms, parking, water
fountains).
• Designed and animated to “place make”
within a community.
Moderate • A mix of recreational
opportunities for residents of
all ages and diverse interests.
• Park spaces that feel
appropriate to the
communities in which they
are situated.
Neighbourhood
Parks
Examples:
Cottonwood
North Park,
Lion’s Park
• Serve a more localized catchment than
community parks (typically one or two
neighbourhoods) and distributed across
the city to provide basic park space access
for all residents.
• Typically between 0.5 and 2 ha.
• Typical amenities include basic play
structures, sport courts, pathway
connection, seating areas, community
gardens or plantings, and passive open
space.
• Form to match the visual, physical and
social focus of the neighbourhood.
• School ground parks contribute to the
neighbourhood parks inventory.
Moderate • Basic active living
opportunities that every
resident can walk to.
Pocket Parks
Examples: Brown
Avenue Park,
Country Lane
Estates North
and South Parks
• Typically under 0.5 ha.
• Typically service smaller neighbourbood
areas and higher density developments
that may face challenges with accessing
neighbourhood and community level
parks.
Low –
Moderate
• Value-added recreation and
cultural opportunities that
enhance a specific area.
■---------------
23
Park
Classification Key Characteristics
Level of
Operational
Input
What experience(s) is the City
looking to provide in these
parks spaces?
Natural Areas
Examples:
naturalized
areas, water
adjacent
areas, and
urban forests
throughout
Maple Ridge
• Includes land designated forest of
conservation (e.g. water body adjacent
areas, slopes, etc.).
• These spaces support a healthy tree
canopy and greenbelt function.
• Not subject to specific standards.
Low • Residents experience and
engage with these spaces in
a manner that is conservation
focused.
Open Space
Examples:
spaces and
features
throughout
Maple Ridge,
Maple Ridge
Cemetery
• Includes landscaped areas such as
boulevards, urban features, landscaped
areas around other municipal
infrastructure, and street trees.
• Includes places of burial and
remembrance.
• Many of these spaces may not be subject
to design or maintenance standards.
Determined
as per
specific
space / site
needs
• Open space contributes
to city beautification,
appeal, safety, and resident
wellbeing.
• Places of burial and
remembrance provide
residents and visitors with
the ability to remember and
honour loved ones.
24
4.3. Summary of Parks and Open Spaces
Strategies
The following table provides a summary overview of the Parks and Open Spaces Strategies.
Amenity / Space
Type Recommended Strategies
Overall Park
Space Supply
A. Develop a Parkland Acquisition Strategy.
B. Strive to sustain Neighbourhood Park provide at 0.69 Ha. per 1,000 residents.
C. Identify opportunities to strategically and responsibly develop City owned lands to
increase park supply.
D. Adopt and use the refreshed classification system to guide experiential quality and
operational inputs.
E. Improve the collection of park utilization data in order to better understand utilization
data, park provision benefits, trends and other data points that can inform operational and
capital resource allocation.
F. Allocate resources to undertake strategic planning for the following specific sites: Maple
Ridge Park, Whonnock Lake Park, Jackson Farms, Albion Sports Complex/Fairgrounds,
Thornhill and waterfront park spaces.
G. Develop an Urban Forest Management Strategy.
Playgrounds A. Continue the Playground Renewal Strategy to identify targeted renewal / lifecycle
schedules for all City managed playgrounds.
B. Undertake a detailed inventory of play structures and spaces that includes a play
opportunity rating.
C. Continue to diversify the play inventory to ensure a balance of play opportunities (natural
play, adventure play, etc.) and ensure accessibility across the children and youth age
spectrum.
Trails A. Develop a Recreation Trails Strategy to further explore trail system specific needs and
provide the necessary strategic and tactical guidance.
B. Establish a Trails Committee (as a sub-committee to the Parks, Recreation & Culture
Advisory Committee) to advise administration on an ongoing basis.
Campgrounds A. Support Economic Development in a feasibility study to further explore the viability of a
campground by the City of via partnership.
■---------------
25
Amenity / Space
Type Recommended Strategies
Park Amenities
and Features
A. Continue to monitor picnic shelter bookings and consider further addition of picnic shelter
supply if demand continues to trend upwards.
B. Continue to identify new and creative ways to encourage and facilitate social gathering
across the city’s park spaces.
C. Identify opportunities for increased placemaking across all classes of parks, including the
integration of public art and features that create neighbourhood, community and city-
wide connections.
D. Continue to invest and sustain spray parks across the city and analyze the spatial
distribution of spray parks across the City to guide development of new spray parks and
features.
E. Undertake an assessment of existing parks and identify opportunities to include trending
amenities and features where appropriate in new and enhanced park spaces.
Dog Off-leash
Areas (DOLA’s)
A. Continue to utilize the engagement findings from the 2020 Dog Park Survey to inform
operational and planning decisions. Consider replicating this survey every 3 years (2023)
to track trends and shifting perspectives.
B. Use the recommended criteria to assess the suitability of new or retrofitted parks to
accommodate dog off-leash use.
Community
Gardens
A. Expand community garden supply with a priority on providing this amenity in parks with
appropriate amenity and use characteristics.
B. Expand community garden supply with a priority on providing this amenity in parks and
vacant City-owned lands with appropriate amenity and use characteristics.
26
4.3.1. Overall Park Space Supply Strategies
The City currently manages 247 ha. of park space,
which provides an overall provision level of 2.7 ha. per
1,000 residents. Like many municipalities in the region
experiencing growth and some modest densification,
this level of provision has decreased slightly over the
past 10-15 years. Benchmarks vary with 4-5 ha. per
1,000 residents often used for small to mid-sized urban
communities. To sustain the current level of managed
park space provision, the City would need to add 78 ha.
of park space by the time the projected population of
120,000 residents is reached. Given the cost associated
with parkland acquisition, the best strategy for the City
is to strategically and responsibly develop existing
undeveloped or under-used City owned land. These
decisions should be based around the following key
considerations:
• Opportunities to develop land as park space that can
advance the ecological and conservation value of
the site (e.g. brownfields).
• Ensuring a balance of park spaces and opportunities
as per the refreshed Parks Classification System.
• Opportunities to address gaps to provide
neighbourhoods that are underserved in terms of
supply and have coinciding equity need.
• Continue to connect park and recreation spaces to
the recreational trail network.
Recognizing the importance of ensuring that
residents have access to quality park spaces that
are walkable and able to service localized needs, it
is also recommended that the City strive to sustain
Neighbourhood Park provision at 0.69 Ha. per 1,000
residents. As the city grows in population, this will need
to occur primarily through the development process.
Recommended Strategies
A. Develop a Parkland Acquisition
Strategy.
B. Strive to sustain
Neighbourhood Park provide at
0.69 Ha. per 1,000 residents.
C. Identify opportunities to
strategically and responsibly
develop City owned lands to
increase park supply.
D. Adopt and use the refreshed
classification system to guide
experiential quality and
operational inputs.
E. Improve the collection of park
utilization data in order to better
understand utilization data,
park provision benefits, trends
and other data points that can
inform operational and capital
resource allocation.
F. Allocate resources to undertake
strategic planning for the
following specific sites: Maple
Ridge Park, Whonnock Lake
Park, Jackson Farms, Albion
Sports Complex/Fairgrounds,
Thornhill and waterfront park
spaces.
G. Develop an Urban Forest
Management Strategy.
■---------------
27
As noted in the recommended Strategies, further strategic
planning is required to inform future actions for a number
of specific spaces, including existing sites (Maple Ridge
Park and Whonnock Lake Park) and potential additions to
the parks inventory (Jackson Farms and waterfront park
spaces). This strategic planning should be holistic and
ensure consideration is given to both amenity needs for
park users and visitor management strategies that can
ensure ecological health of these high value spaces. It
is also recommended that the City undertake an Urban
Forest Management Strategy to more broadly guide
preservation of the tree canopy in Maple Ridge and
responsible recreation use of forested areas within the city.
While a quantifiable park space supply target has
been identified, the growing value of park spaces to
residents is best measured using qualitative indicators
that capture perspectives of experience. The refreshed
Parks Classification System identifies experiential
targets that the City should measure through ongoing
engagement and improved collection of park utilization
data (e.g. through the use of trail counters, a “spot
counting” protocol, purchasing mobility data and
other analytics tools, etc.). Better understanding park
experiences and levels of use can help inform planning
for new park supply.
28
Connecting Residents and Parks -
Potential Focus Areas
Analysis was conducted that cross-referenced areas with lower levels
of park space supply with areas that trigger on 11 key equity indicators.
• Population Density
• Projected Population Density (2031)
• Lone Parent Families Density
• Senior (Ages 70+) Population Density
• Aboriginal Identity Density (note: official Statistics Canada
terminology)
• Recent Immigration Density
• Visible Minority Density
• Educational Attainment Density
• Median Household Income
• Labour Force Unemployment Density
• Tenure Rented Density
The map on the following map reflects specific areas of the city (in
red) that may warrant increased attention and initiatives that focus on
connecting residents with their local parks, enhancing the appeal of
existing parks, and (where possible) increasing park supply and access.
29
Park Equity and Supply Bivariant Map
___ ,..,,.,.,,.
r---·--.J
I
j
r
,,,,,,,.,,.'
_,,,
,;·
~~ilo e ters
0 0.5 1 2
l!ivcrioteAnotv,.d::
T oh:11 Park Sv~y
'
' '":-,... ' ...
• ~ • . I
~ .... ,
30
4.3.2. Playground Strategies
The City has generally done well at developing and
renewing its playground inventory. Continuing with the
Playground Renewal Strategy will help create a clear
roadmap for playground upgrades and replacements.
This Strategy should be updated regularly and based
around a clear decision making process that integrates
the following considerations:
• Assessed condition
• Levels of use (as previously suggested, required
increased collection of utilization data)
• Park context
• Type(s) of play opportunities offered
Over the next 10 years, the City should also continue
to work towards diversifying play opportunities in
alignment with trends and best practices. This includes
increasing opportunities for natural play and adventure
play (sometimes termed “risky play”). Research
supports that providing these play opportunities is
critical for childhood development, especially in urban
settings where these opportunities may not be as
easily accessible. The playground inventory should
additionally have appeal to a broad range of children
and youth age cohorts, and support opportunities for
multi-generational play (e.g. parents and grandparents
being able to play with children). By conducting an
inventory of play spaces and structures in the city based
on the play opportunity provided (not just condition),
the City will be in a better position to ensure future
investments in playgrounds are focused towards
addressing gaps and diversifying play.
Recommended Strategies
A. Continue the Playground
Renewal Strategy to identify
targeted renewal / lifecycle
schedules for all City managed
playgrounds.
B. Undertake a detailed inventory
of play structures and spaces
that includes a play opportunity
rating.
C. Continue to diversify the play
inventory to ensure a balance
of play opportunities (natural
play, adventure play, etc.) and
ensure accessibility across
the children and youth age
spectrum.
■---------------
31
4.3.3. Trails Strategies
There are approximately 210 km of managed trails in
Maple Ridge that encompass a mix of surface types,
intensities, and characteristics of use. The community
engagement undertaken for the Master Plan clearly
supports that importance of trails and suggests some
areas that require further exploration.
It is recommended that the City build upon the Master
Plan by undertaking a Recreation Trails Strategy that
can further explore and provide guidance on a number
of trail and pathway related topics, including:
• Assessment of the existing trails inventory.
• Opportunities to create better trail linkages and
connections (between existing trails and parks
spaces managed by the City, Metro Vancouver
Regional Parks, and BC Parks).
• Priorities for new trails.
• Trail management (including appropriate uses,
multi-use vs designated trails, managing overuse of
vulnerable trails, etc.).
• Links to active transportation and use of road
infrastructure for cycling.
• Appropriate standards for a variety of recreational
uses trail typologies (e.g. where a hard surface trail is
and isn’t appropriate).
The Recreation Trails Strategy also presents the
opportunity to establish a new trails classification
system that can guide investment, maintenance levels,
and amenity provision (e.g. signage standards).
Establishing a Trails Advisory Committee (as a sub-
committee to the Parks, Recreation & Culture Advisory
Committee) that can advise on an ongoing basis can
help create a more cohesive and strategic voice for the
trails community that brings together multiple trails
interests and supports more effective prioritization of
future projects. The new Trails Advisory Committee
should include representatives from key trails user
groups as well as spontaneous and unaffiliated trails
users (e.g. members at large).
Recommended Strategies
A. Develop a Recreation Trails
Strategy to further explore trail
system specific needs and
provide the necessary strategic
and tactical guidance.
B. Establish a Trails Committee
(as a sub-committee to the
Parks, Recreation & Culture
Advisory Committee) to advise
administration on an ongoing
basis.
Key Trails Related
Findings from the
Community Engagement
• Hiking / walking / running is
the most regularly participated
in recreational pursuit among
Maple Ridge residents (80% of
households undertake these
activities at least twice per month)
• Natural and hard surface trails
were identified as top 5 outdoor
facility / amenity priorities by
residents.
• Some stakeholder groups would
like to see increased clarity and
guidance around trail use and
management.
---------------■
32
4.3.4. Campground Strategies
The community engagement undertaken for the Master
Plan identified that campground infrastructure was
a high priority for residents (37% of Resident Survey
respondents identified campgrounds as a future
infrastructure priority – 4th highest among all indoor and
outdoor amenity types). Further exploration is required
to better understand the types of camping experiences
desired and the future demand outlook for camping in a
post-pandemic context (e.g. is current camping demand
driven by residents staying more local as a result of travel
restrictions or a potential long-term recreational need).
Developing a feasibility study will help the City further
explore camping needs, trends and the viability
of providing this amenity municipally or through
other indirect types of support / partnerships. It is
recommended that the City then use the feasibility
study findings to engage in dialogue with regional
partners on the best approaches to providing camping
infrastructure, recognizing that camping infrastructure
supply and demand dynamics have regional impacts
and opportunities.
Recommended Strategies
A. Support Economic
Development in a feasibility
study to further explore the
viability of a campground by
the City of via partnership.
33
4.3.5. Park Amenities and Features
Maple Ridge residents are keen to engage with their
local and city-wide park spaces. The refreshed Parks
Classification System provides a basis for aligning park
experiences with infrastructure and can guide specific
amenity installations and park enhancements. The
research and engagement undertaken to inform the
Master Plan identified some additional, more specific
priorities for park amenities and features. The first
three recommended Strategies for park amenities and
features (A, B and C) are intended to meet emerging
needs for social gathering in parks and continue to use
parks as a key community building and placemaking
mechanism.
Spray parks and water features are an important and in-
demand amenity that should be analyzed for its fit and
viability in new communities. The impacts of climate
change (hotter summers) are driving demands for
places where people can cool off. Broader demands for
leisure aquatics opportunities can also be partially met
or complemented through spay park and water feature
amenities.
The City should also be continually monitoring trends
and identifying opportunities to integrate value added
amenities into park spaces. The addition of amenities
such as pump tracks, parkour installations, climbing wall
features, skate spots and other amenities that emerge
in popularity over the next decade can help enhance
park appeal and diversity of opportunity. Ongoing
engagement with key resident age cohorts, better park
usage data collection, and regional trends scanning
can help the city identify these potential amenity
opportunities and whether they may be an appropriate
fit for specific park spaces.
Recommended Strategies
A. Continue to monitor picnic
shelter bookings and consider
further addition of picnic shelter
supply if demand continues to
trend upwards.
B. Continue to identify new and
creative ways to encourage and
facilitate social gathering across
the city’s park spaces.
C. Identify opportunities for
increased placemaking across
all classes of parks, including
the integration of public
art and features that create
neighbourhood, community
and city-wide connections.
D. Continue to invest and sustain
spray parks across the city and
analyze the spatial distribution
of spray parks across the City
to guide development of new
spray parks and features.
E. Undertake an assessment
of existing parks and identify
opportunities to include
trending amenities and features
where appropriate in new and
enhanced park spaces.
---------------■
34
4.3.6. Dog Off-Leash Areas
The City currently designates six park sites for dog off-
leash use:
• Beckett Park
• Albion Fairgrounds
• Maple Ridge Upper Park
• Hammond Dog Off-Leash Area
• We stview Park
• Jerry Sulina Park
These spaces comprise 7.8 acres of dog parks,
including approximately 1.0 acres of fenced area
for smaller dogs. In 2020, the City conducted a Dog
Park Survey in order to better understand resident
perspectives on current dog parks, needs and gaps,
and the overall characteristics of the dog community in
Maple Ridge. The City should consider replicating this
survey every 3 years in order to track and benchmark
satisfaction levels and dog ownership trends. Having a
time-series database of this information will help inform
both ongoing operations of these spaces and planning
for future dog parks and associated amenities.
Rather than setting a specific provision target for dog
parks (e.g. number of acres or sites per resident), a
more prudent approach is to make decisions based
on the collection of accurate dog park utilization data
and trends. Additionally, the City should evaluate the
need and appropriateness for dog off-leash use as
new park spaces are brought online and as existing
parks undergo enhancement or retrofit projects. The
table on the following page provides a preliminary site
evaluation checklist that can be used to assess the
suitability of a new or existing park space for dog off-
leash use.
Recommended Strategies
A. Continue to utilize the
engagement findings from the
2020 Dog Park Survey to inform
operational and planning
decisions. Consider replicating
this survey every 3 years (2023)
to track trends and shifting
perspectives.
B. Use the recommended criteria
to assess the suitability of
new or retrofitted parks to
accommodate dog off-leash use.
■-------------------
35
Dog Off-Leash Park Suitability Checklist
Criteria Consideration Yes/No
Park User Safety • Does the site have any potential safety issues as a result of being
too close (or not enough set-back) with playgrounds, social
gathering spaces, schools, older adult amenities, etc.
• Are there any circumstances that would limit the installation of
fencing or barricades needed to ensure safety on the site?
Dog Safety • Are there any potential issues with unsafe water that cannot
be mitigated or rendered non-existent? (e.g. stagnant or
contaminated water that could pose harm to dogs).
• Are there any issues with proximity to major roadways that
cannot be mitigated through barriers and fencing?
Environmental and
Ecological Considerations
• Are there any risks to vulnerable animal or vegetation species
that cannot be sufficiently mitigated?
• Is there a moderate to high risk of creating or exacerbating any
issues with wildlife be reasonably prevented or mitigated?
If the above criteria are adequately assessed and/or addressed, a park site could be a candidate for a dog off-leash
area. Conceptual planning for dog park sites that pass this initial checklist should also consider the following factors:
• Local community impacts and input.
• Potential dog park gaps (e.g. the size(s) and types of dogs that are most in need of dog off-leash space and the
opportunity to design sites that have spaces suitable and appealing across the dog ownership spectrum).
• Geographic gaps.
• Connection to the trails system.
Dog off-leash area development and design (including consideration of the above factors) should be explored
through engagement on a project by project basis in alignment with the City’s new Communications and Public
Engagement Strategy.
---------------■
36
4.3.7. Community Gardens
Expanding community garden supply in the city provides
numerous opportunities and benefits, including:
• Enabling residents without the space or supplies to
grow their own food (creating equity for residents
living in higher density areas).
• Increasing food education experiences.
• Animating park spaces.
While community gardens should be considered across
all classes of parks, Community Parks are optimally
suited as homes for new community garden plots
based on their location characteristics (serve multiple
neighbourhoods but generally still accessible to
most residents via active transportation modes) and
amenities (typically have washrooms and water supply).
The following table outlines site evaluation criteria that
can be used to access potential park sites for their
community garden suitability.
Recommended Strategies
A. Expand community garden
supply with a priority on
providing this amenity in parks
with appropriate amenity and
use characteristics.
B. Expand community garden
supply with a priority on
providing this amenity in parks
and vacant City-owned lands
with appropriate amenity and
use characteristics.
Criteria Consideration
Suitable Amenities • Does the park site have water supply that the community garden can access and
use?
• Are there amenities such as washrooms and seating areas that community garden
users can access?
Safety and Security • Is the potential community garden space within the park visible and reasonably
easy to monitor?
Geographic Balance • Does the potential park site address a geographic community garden gap in the
city?
Amenity Conflicts • Are there any potential conflicts with other amenities or activity spaces that could
occur?
It is also recommended that the City seek a service partner to manage community gardens in alignment with best
practices for food security. This working group should include the appropriate expertise from the City as well as
individuals from existing community garden groups, neighbourhood associations and other interested community
organizations (e.g. service clubs). The working group should focus on:
• Evaluating potential sites (using the identified criteria as a guide).
• Determining how to create the community capacity needed to successfully operate new community garden sites.
• Establishing a uniform process / mechanism for assigning community garden plots, taking membership
payments (if applicable), and setting rules and regulations for use.
■---------------
37
Recreation
Facilities
Section Five
p ~ / 1------1
38
5.1. The Current Situation
Summarized as follows are key research and
engagement indicators and other factors that will
impact indoor and outdoor recreation infrastructure
needs in Maple Ridge over the next 10+ years.
• Like most communities, Maple Ridge has an
inventory of aging recreation facilities that will
require significant re-investment to simply sustain
existing service levels. The investments required to
sustain existing facilities will need to be considered
along with demands for new infrastructure.
• Strong levels of resident demand for increased
aquatics provision and benchmarking indicators that
validate this potential amenity gap in Maple Ridge.
However, the capital and operating costs associated
with providing this amenity are significant.
• Maple Ridge has a unique arena provision context,
with the only city owned facility in Maple Ridge
operated an indirect provider.
• The “Ridge-Meadows” dynamic of facility provision
and use is also unique, with all major organizations
using facilities across two separate municipalities
(Maple Ridge and Pitt Meadows).
• The City has invested significantly in synthetic turf
which has alleviated capacity challenges over the
past five years. Benchmarking suggests that the
City’s provision of this amenity is better than regional
comparators.
• The population areas of Maple Ridge have continued
to expand. While spatial analysis reflects that
accessibility via active and motorized modes remains
strong, engagement and trends suggest that it is
likely that there will be increasing desire for localized
recreation programming.
• Key trends impacting indoor and outdoor recreation:
multi-use facilities, evolving older adult activity
preference, demand for spontaneous / casual use
opportunities (e.g. low commitment recreational
sport and “drop-in” gym time), and creating
integration between indoor and outdoor recreation
amenities.
39
The State of Recreation Infrastructure in Maple Ridge
The City directly operates an inventory
of recreation assets with a replacement
value exceeding $140M dollars. Facilities
owned by the City and operated through
service partnerships are valued at a
further $80M.
Key facilities in Maple Ridge include the
Maple Ridge Leisure Centre (MRLC),
Greg Moore Youth Centre, the ACT Arts
Centre, Planet Ice Arenas, Golden Ears
Winter Club, the Maple Ridge Library,
the recently opened Albion Community
Centre, Whonnock and Hammond
Community Halls, and Hammond
Outdoor Pool. Planning to sustain and
keep these facilities functional, safe and
relevant to user needs is important for
the City and will require significant re-
investment on an ongoing basis. As with
all types of infrastructure, planning for
what happens when facilities come to
the end of their lifecycle and need to be
replaced.
The City’s recreation facilities, including
pools and arenas, are on average 20
years old (excluding the recently opened
Albion Community Centre). In 2005, an
Infrastructure Sustainability Reserve was
established by the City, recognizing that
as the community’s infrastructure ages
it will be necessary to reinvest in repair
and renewal. Asset renewal extends
the usable life of recreation facilities by
upgrading or remediating deficiencies
in building systems including electro-
mechanical, HVAC, security, fire & life
safety, roofing and building envelope,
structural, plumbing, technology and
energy management. The forty-year-old
MRLC underwent a significant renovation
of the leisure pool and hot tub, pool
mechanical/filtration systems, change
rooms and lobby, substantially funded
through this Reserve, and re-opened to
the public in 2020.
Currently, several key facilities have been
identified as having components end of
life over the 10 to 15 year assessment
period. A condition assessment (2022)
for the City’s main facility, the MRLC &
GMYC, has identified $13.4M in repair,
renewal and upgrades with a breakdown
of $5.6M for structural renewal, $6M
for mechanical, $1.2M for electrical and
$0.5M for finishes and fitments. The
condition assessment (2019) for the
Planet Ice Arena-Golden Ears Winter
Club facility identified $750k average
annual in investment over a ten-year time
horizon. For community assets such as
Hammond Hall, strategies are needed
to renovate, enhance and optimize these
facilities to meet changing recreation
needs. Options for repurposing the
space occupied by the aging Hammond
Outdoor Pool and Change Rooms should
be evaluated to provide needed in-
demand community hub facilities.
~I~
■■■-----------------------------------------------11
---------------■
40
5.2. Prioritization Framework
Prioritizing capital investment is challenging and
important as resources are limited and the City must
balance re-investing in existing recreation infrastructure
with demands for new and enhanced facilities. To
support the prioritization of potential projects, a
framework was developed to score 28 different types
of indoor and outdoor recreation amenities types
using the following 10 criteria. These criteria reflect a
diversity of research and engagement inputs, practical
considerations (e.g. cost) and benefits outcomes.
• Resident Demand
• Equity and Access Considerations
• Stakeholder and User Group Priorities
• Youth Perspectives
• Recreation Provision Benefits (locally and regionally)
• Probable Capital Cost Impacts
• Probable Operating Cost Impacts
• Trends Indicators
• Benchmarking Indicators
• Economic Benefits
Each of the criteria was assigned a weighting value to
reflect the level of importance each should have relative
to the scoring. The following tables reflects the top 5
indoor and outdoor amenity types identified through the
prioritization scoring. Please refer to Appendix A for the
detailed scoring metric and amenities rankings.
Top 5 Indoor Top 5 Outdoor
T1. Indoor aquatics facility 1. Pickleball Courts
T1. Indoor multi-use
facility
2. Mountain bike parks /
trails
T3. Neighbourhood hubs
/ gathering places
T3. Bike skills parks and
features
T3. Ice arenas T3. Outdoor sports courts
5. Indoor walking /
running tracks T3. Skate parks / features
The following graphic illustrates how the Prioritization
Framework informs the Recreation Infrastructure
Strategies provided in this section.
Research &
Engagement
Inputs
What we know and
learned about each
facility/amenity type
Prioritization
Fr amework
A clear and transparent
prioritization approach that
uses 10 criteria
Recreation
Infrastructure
Strategies
Strategies to guide the
provision of the
facility/amenity type over
the next 10+ years
■---------------
41
5.3. Summary of the Recreation
Infrastructure Strategies
The following tables summarizes the Recreation Infrastructure Strategies. Included are recommended Strategies
aimed at both sustaining and optimizing existing infrastructure as well as (where needed) potential approaches to
increase supply in Maple Ridge. As illustrated by the graphic on the previous page, these Strategies were informed
by the Prioritization Framework while also taking in account a number of other practical considerations, including:
• The condition of existing infrastructure
• Land supply
• Realistic timing for project planning and execution
• Potential space synergies and relationships with other (including existing) infrastructure
• Value opportunities (e.g. opportunities to include amenities within other facilities)
In addition to summarizing the recommended Strategies, the following tables also identifies a recommended
level of supply in 10 years relative to current supply levels for each facility / amenity type.
Legend
Increase Supply Enhance or Increase
Supply Maintain Supply Decrease Supply Further Investigation
Needed
Quantity of the
facility / amenity
type should be
increased.
Access to existing
facilities / amenities
should be increased.
If this is not possible
more supply should
be considered.
The quantity of the
facility / amenity
type is sufficient and
should be sustained
through sound
asset management
practices.
Oversupply of the
facility / amenity
type exists in
the community.
Reduction of service
levels warrants
consideration.
Further analysis
or ongoing trends
monitoring is
required to assess
future needs.
------------■
42
Indoor Recreation Amenities
Facility /
Amenity Type
Recommended
Supply in 10
Years Relative
to Current
Strategies to Sustain and Optimize
Existing Infrastructure
Strategies to Meet Future Needs
(increase supply of the facility /
amenity type)
Aquatics
Facilities
A. Continue to conduct regular
assessments of the MRLC and
undertake the necessary repairs
and enhancements needed
to keep this facility at a safe,
functional and appealing level.
B. Undertake feasibility analysis
for a new aquatics facility to
serve the community. *Additional
suggestions on specific areas
requiring further exploration are
identified later in this section.
Ice Arenas
A. Work with the Planet Ice arenas
operator and arena stakeholder
groups to confirm acceptable
service standards that ensure
facility sustainability and
optimize user experience.
B. Expand the supply of arenas in
the city by 2 sheets, with 1 sheet
developed in the near term in
order to meet ice and dry-floor
needs.
C. Use the recommended Ice
Provision Approach Framework
to guide future decision making
on the best approaches to
provide ice arenas in the city.
Indoor Walking
/ Running
Tracks
N/A
A. Include this amenity in a new
facility (arena, indoor multi-use
facility or community centre).
Indoor
Children’s Play
Space
N/A
A. Include this amenity in a new
facility (arena, indoor multisport
facility, pool or community
centre) and/or as part of a future
space retrofit.
Neighbourhood
Hubs and
Gymnasium
Spaces
A. Review the infrastructure upgrade
planned for the Hammond
Community Centre site.
B. Ensure the Whonnock Lake
and Albion Community Centre
sites are sustained through the
appropriate asset management
practices.
C. Work with School District 42 to
maximize community access to
school gymnasiums as a primary
means of increasing gymnasium
supply in the community.
D. Use the recommended
Neighbourhood Hub Service
Level Targets to inform future
capital investment and planning
decisions.
t
t
t
t
■-----------
43
Facility /
Amenity Type
Recommended
Supply in 10
Years Relative
to Current
Strategies to Sustain and Optimize
Existing Infrastructure
Strategies to Meet Future Needs
(increase supply of the facility /
amenity type)
Youth Focused
Spaces
A. Develop a lifecycle plan to
sustain the Greg Moore Youth
Centre and undertake regular
condition assessments to update
the plan.
B. As an ongoing practice, develop
a business plan every 5 years
that revisits trends, program
practices and space optimization
opportunities.
C. As new facilities are planned
and brought online, ensure
unstructured space needs for
youth are considered.
Older Adult
Focused Spaces
A. Continue to invest and sustain
the Maple Ridge Seniors Activity
Centre.
B. Ensure that evolving older adult
activity needs are considered
as all other types of new indoor
recreation infrastructure are
planned.
Racquet Court
Sports
A. For the short to medium term,
sustain the current courts at the
Maple Ridge Leisure Centre.
B. Monitor trends and utilization
and consider re-purposing
opportunities if higher value
uses of these spaces are clearly
justified.
N/A
Curling Facilities
A. Develop a lifecycle plan to ensure
that the Golden Ears Winter Club
facility is sustained at a safe,
functional and appealing level.
N/A
Indoor Multi-
Use Facilities N/A
A. Establish a working group
consisting of local indoor
sport, recreation, and culture
stakeholders to develop program
and space needs for an indoor
multi-use facility.
---------------■
44
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45
Outdoor Recreation Amenities
Facility /
Amenity Type
Recommended
Supply in 10
Years Relative
to Current
Strategies to Sustain and Optimize
Existing Infrastructure
Strategies to Meet Future Needs
(increase supply of the facility /
amenity type)
Pickleball
Courts
A. Continue to monitor pickleball
trends and determine the best
and highest value use of existing
court spaces.
B. Initiate planning for a hub
pickleball facility (12+ courts) that
can accommodate the growth
of this activity and provide
tournament hosting capability.
Outdoor Sports
Courts
A. Continue to invest and sustain
existing courts at a safe and
functional level.
B. Include as a standard amenity
offered in most new and
renewed Community and
Neighbourhood parks.
Skate Parks /
Youth Amenities
A. Work with the wheeled sports
community (skateboarders,
scooter participants, etc.) to
optimize existing amenities,
monitor trends, and encourage
participation in the various
wheeled sports disciplines.
B. If future trends and community
engagement suggest that more
supply is needed, establish
a working group to identify
potential site options.
Sports Fields
A. Develop a capital reserve fund
specific to synthetic turf renewal.
B. Continue to work with sport
groups to identify opportunities
to optimize the supply of, and
access to, support amenities like
washrooms, seating areas, and
storage.
C. Consider retrofitting or adding
a synthetic turf ball diamond in
order to increase capacity, multi-
use functionality, and enable
expanded shoulder season use.
D. Work with the City of Pitt
Meadows to develop a Ridge-
Meadows Sport Field Supply
Study.
Outdoor
Aquatics
A. Continue to undertake basic
repairs to the Hammond Outdoor
Pool to sustain use for the short
term.
B. Determine the future of the
Hammond Outdoor Pool based
on the outcomes of the Aquatics
Feasibility Study.
t
---------------■
46
Facility /
Amenity Type
Recommended
Supply in 10
Years Relative
to Current
Strategies to Sustain and Optimize
Existing Infrastructure
Strategies to Meet Future Needs
(increase supply of the facility /
amenity type)
Tennis Courts
A. Sustain the current supply of
tennis courts.
B. Use Tennis Canada’s Municipal
Tennis Facilities Strategy &
Partnership Framework (Let’s
Play Year-Round) and the
Capital Project Delivery Process
provided in Section 7 of this
Master Plan document to guide
future exploration and potential
City involvement in a covered
tennis facility.
Track and Field
Venues
A. Consider taking on increased
maintenance responsibility for
the existing track at Maple Ridge
Secondary in order to improve
standards and user experience.
N/A (current track expected to meet
community needs for the next 10
years)
Major Outdoor
Event Venues
A. Work with stakeholders to
develop a site Master Plan that
better leverages the Fairgrounds
and Albion Sports Complex.
B. Conduct a feasibility study to
determine needs for a new
outdoor stadium venue.
Equestrian
Facilities /
Amenities
A. Continue to support and maintain
existing equestrian facilities.
B. Further investigate equestrian
needs as part of the suggested
Recreation Trails Strategy.
Mountain Bike
Trails
A. Develop a Thornhill Trails
Management Strategy.
B. Further explore future needs
as part of the recommended
Recreation Trails Strategy.
Bike Skills Parks
and Amenities
A. Work with local stakeholders
and users to support growth of
the sport and encourage use of
existing amenities and features.
B. Consider bike skills amenities
and features as part of all new
park builds.
Sand Volleyball
Courts
A. Monitor utilization of the new
sand volleyball courts being
added in 2023.
N/A (current sand volleyball court
supply is sufficient for the next 10
years)
■---------------
47
5.3.1. Aquatics Facilities
The Prioritization Framework presented earlier in this
section (5.1) identified aquatics facilities as a top potential
capital project priority. While community demand and
benchmarking indicators clearly support the need to
expand aquatics provision in Maple Ridge, the costs
associated with this amenity type are significant.
Feasibility analysis is suggested to further explore the
following key factors associated with new aquatics
facility development:
• The scale and type of facility that is needed (e.g.
indoor or hybrid indoor-outdoor, mix of water spaces
and amenities, etc.)
• Site options and potential land acquisition
considerations
• Impacts on the existing Maple Ridge Leisure Centre
pool
• Future impacts on, and need for, the Hammond
Outdoor Pool (this facility is nearing the end of its
lifecycle and decisions on its renewal should be
considered based on a broader aquatics study)
• Costs
• Amenity synergy opportunities (e.g. fitness, arena,
multi-use facility, indoor track, etc.)
• Potential operating models and partnership
opportunities
Given that aquatics facilities can serve a regional
catchment, it is also suggested that the City consider
involving adjacent municipalities on future regional
aquatic facilities in order to ensure sufficient dialogue
around regional aquatics needs and potential impacts
of new facilities coming online in both communities.
Recommended Strategies
Indoor
A. Continue to conduct regular
assessments of the MRLC
and undertake the necessary
repairs and enhancements
needed to keep this facility at a
safe, functional and appealing
level.
B. Undertake feasibility analysis
for a new aquatics facility
to serve the community.
*Additional suggestions on
specific areas requiring further
exploration are identified later in
this section.
Outdoor
A. Continue to undertake basic
repairs to the Hammond
Outdoor Pool to sustain use for
the short term.
B. Determine the future of the
Hammond Outdoor Pool
based on the outcomes of the
Aquatics Feasibility Study.
---------------■
48
While the development of a new aquatics facility is
highly desired and presents and exciting opportunity
to provide enhanced aquatics service levels in Maple
Ridge, it will also be important for the City to ensure
that the existing indoor pool at the Maple Ridge
Leisure Centre is sustained through appropriate asset
management practices. The City has made significant
re-investments in the pool over the past three years
and, as with all aging facilities, additional re-investment
will be required to ensure that the facility remains safe,
functional and appealing for users.
The Hammond Outdoor Pool is nearing the end of
its lifespan. The City, guided by recent condition
assessments, has identified needed repairs that will
be required to keep the pool operational for the short
term. The longer term future of the pool should be
determined through the recommended feasibility
analysis which will comprehensively explore a variety
of potential options for a new aquatics facility in Maple
Ridge, which could include outdoor components or a
hybrid indoor-aquatics facility that may impact the need
for renewal/replacement of the Hammond Outdoor
Pool.
49
5.3.2. Ice Arenas
The ice sports facility provision context in Maple Ridge
is unique with key user groups using arenas across
“Ridge-Meadows”. Available utilization indicators,
stakeholder feedback, and benchmarking analysis
supports that indoor ice capacity is limited and
increased supply is needed. As such, it is recommended
that the City add one additional ice sheet in the near
term and target an additional ice sheet (for a total of +2
ice sheets) over the next ten years.
Planning for new ice arenas in Maple Ridge will need
to consider a number of important factors aimed at
ensuring maximum benefit from the City’s potential
investment in this amenity. The Ice Provision Approach
Framework provided on the next page has been
developed to provide the City with a tool that can
help inform decision making on whether the new ice
arenas should be operated directly by the City or via
a partnership. For a partnership to be considered, at
least three of the following four Criteria should be
adequately met by a prospective partner operator.
Recommended Strategies
A. Work with the Planet Ice arenas
operator and arena stakeholder
groups to confirm acceptable
service standards that ensure
facility sustainability and
optimize user experience.
B. Expand the supply of arenas
in the city by 2 sheets, with 1
sheet developed in the near
term in order to meet ice and
dry-floor needs.
C. Use the recommended Ice
Provision Approach Framework
to guide future decision making
on the best approaches to
provide ice arenas in the city.
50
Ice Provision Approach Framework
Criteria Consideration Yes/No
Public Access • Can 75% of prime time ice for not for profit children and youth
user groups and spontaneous use be guaranteed via a partner
operated model?
Operational Cost Benefits • Can a partnership significantly offset operational costs? (e.g. at
least 50% of the estimated annual cost of directly operating the
facility)
Asset Care and
Sustainability
• Can the partner operator sufficiently demonstrate a robust asset
management plan that will ensure needed repairs and lifecycle
re-investment is not underrated?
Amenity Synergies • Can a partner operated facility capitalize on other potential
amenity synergies? (e.g. meet community needs identified in the
Master Plan by providing at least one of a fitness centre, walking
track, indoor children’s play area, or multi-use facility)
Further exploration is needed to assess options for the recommended development of the new ice arena sheets.
This further exploration should follow Steps 3 and 4 of the Capital Project Delivery Process identified in Section 7
and specifically focus on providing guidance on the the following key considerations and questions.
• How to deliver multi-sheet facilities over stand-alone venues (e.g. adding on to the existing Planet Ice arenas or
developing a new twin pad)
• The scale of arenas needed (e.g. spectator capacity and support amenities)
• Exploration of opportunities to pair up the new ice arenas with other potential new facility development (e.g.
aquatics, multi-use facility, etc.).
51
The existing arenas operated by Planet Ice will continue to be important to meeting ice needs in the community in
both the short and long term. To ensure optimal use of this City owned infrastructure, it is recommended that the
City work with arena operator and key user groups to establish a refreshed set of service standards. Provided in the
following chart are preliminary considerations that should form the basis of these service standards.
Preliminary Service
Standards Consideration Description / Rationale
Asset Management Clear guidelines and expectations should be established for repairs and capital
maintenance to maximize the lifespan of this City owned infrastructure.
Access Refreshed levels of community access should be established based on current
and anticipated needs and used as a basis for future contract discussions.
Operational Cost Efficiencies Operational cost savings is a key rationale for contracting operations of
a municipally owned recreation asset. Sufficient cost savings need to be
demonstrated to justify this approach moving forward and should be established
through the development of refreshed service standards.
Trends Alignment Identification of how the facility will react to trends in participation through
allocation and bookings practices.
The research and engagement also reflect a potential need for increased dry-floor space. Opportunities to
increase the availability of this space at existing amenities and through the development of new facilities should be
considered as future planning is undertaken.
52
5.3.3. Indoor Walking / Running Tracks
While not a traditional amenity in Metro Vancouver due
to the milder climate and abundant outdoor walking
areas, regionally trends reflect an increased demand
for indoor tracks that can provide safe and comfortable
space for walking and running during winter and
shoulder season months.
An indoor walking / running track should be included
in at least one of the new potential facilities identified
for development in Maple Ridge over the next decade.
Arenas, multi-use facilities and community centres are
optimal candidates for the inclusion of this amenity
given the activity and space synergies.
Recommended Strategies
A. Include this amenity in a new
facility (arena, indoor multi-use
facility or community centre).
53
5.3.4. Indoor Children’s Play Space
Similar to indoor walking / running tracks, this amenity
type is increasingly being included in new and
retrofitted facilities to provide safe and comfortable
physical activity during the winter and shoulder season
months. Additionally, indoor children’s play spaces can
help animate and increase use of common spaces in
recreation facilities.
It is recommended that an indoor children’s play space
be included as part of the new facility development
identified for Maple Ridge.
Recommended Strategies
A. Include this amenity in a new
facility (arena, indoor multisport
facility, pool or community
centre) and/or as part of a
future space retrofit.
54
5.3.5. Neighbourhood Hubs and Gymnasium Spaces
While major recreation facilities like the Maple Ridge
Leisure Centre are important and provide destination
locations for recreation and sport activity, it is also
important to ensure residents have access to indoor
recreation places within a 15 minute drive of their
household.
Given the age and condition of the site infrastructure, a
renewal plan is needed for the Hammond Community
Centre and surrounding site. Renewal options and
opportunities will be informed by future aquatics
investment. The Whonnock Lake Community Centre
is assessed to be in good condition and have many
years of remaining service life however, like all facilities,
will require ongoing re-investment. The new Albion
Community Centre is new and is unlikely to require
much if any capital re-investment over the next decade,
however the City should also ensure that appropriate
asset management practices are undertaken to keep
this asset in the best possible condition to maximize its
long-term functionality and service life.
Opportunities exist to further leverage school sites
as community hubs or recreation activity. Doing so
presents the opportunity to better leverage public
resources and achieve broader community benefit from
the significant infrastructure that exists on school sites.
It is recommended that the City continue to work with
School District 42 and identify opportunities to increase
public access to gymnasiums (and mitigate barriers to
access that exist).
As Maple Ridge continues to grow, it is likely that
planning will need to be initiated for new community
centre facilities. The Neighbourhood Hub Service Level
Targets presented in the table on the next page are
intended to provide a high level framework that can
help the City both determine potential priority sites
/ locations and the types of experiences that these
potential new facilities should look to provide.
Recommended Strategies
A. Review the infrastructure
upgrade planned for the
Hammond Community Centre
site.
B. Ensure the Whonnock Lake
and Albion Community Centre
sites are sustained through the
appropriate asset management
practices.
C. Work with School District 42 to
maximize community access to
school gymnasiums as a primary
means of increasing gymnasium
supply in the community.
D. Use the recommended
Neighbourhood Hub Service
Level Targets to inform
future capital investment and
planning decisions.
■---------------
55
Neighourhood Hub Service Level Targets
Service Level
Consideration Targeted Level of Community Centre Service
Geographic Balance • All residents of Maple Ridge should have access to an indoor recreation facility
within a 15-minute commute of their home (community centre or destination
recreation centre).
• If prioritization or multiple projects need to occur, neighbourhoods facing the most
prevalent number of equity barriers should be ranked higher.
Baseline Amenities • As a basic level of service, community centres should provide the following
amenities:
ºA gymnasium or similar large span space
ºMulti-purpose program rooms
ºCommunity kitchen or food preparation areas
ºAccessible public washrooms
Additional Needs Based
and Value Added
Amenities
• Other amenities that are prudent to explore for new and renewed community
centres on a case by case basis should include:
ºChild care
ºDedicated community arts and cultural spaces
ºIndoor walking / running track
ºChildren’s play space
ºFitness spaces
Space Animation • The space in the facility will be used by a combination of City offered programming
and community bookings.
• A diverse mix of recreation, culture and social programming will take place at the
facility.
---------------■
56
5.3.6. Youth Focused Spaces
According to community stakeholders and facility users,
the Greg Moore Youth Centre is a best in class facility
that provides numerous amenities and opportunities
for youth in Maple Ridge. Developing a robust lifecycle
plan for the facility will help ensure that it remains safe
and functional well into the future. As youth recreation
activities and interests are highly dynamic, it will also be
important for the facility to remain current and aligned
with trends and provide an array of opportunities
that appeal to a diverse cross-section of youth.
Implementing the development of business plan every
5 years as a standard practice will enable the City to
thoroughly revisit trends, program practices and identify
potential space optimization and retrofit opportunities.
It is also important to recognize that youth recreation
should not be limited to one single location. As existing
facilities are renovated / retrofitted and new facilities
planned and brought online, youth activity and space
needs should be considered and integrated.
Recommended Strategies
A. Develop a lifecycle plan to
sustain the Greg Moore Youth
Centre and undertake regular
condition assessments to
update the plan.
B. As an ongoing practice,
develop a business plan every
5 years that revisits trends,
program practices and space
optimization opportunities.
C. As new facilities are planned
and brought online, ensure
unstructured space needs for
youth are considered.
57
5.3.7. Older Adult Focused Spaces
The City currently supports the Maple Ridge Seniors
Activity Centre which provides invaluable recreation and
social activities to older adults in the community. Re-
investment into the facility will be critical to sustaining
the facility and ensuring continued service benefits.
As with youth spaces, older adult recreation needs
should not be thought of as limited to one site. Future
planning for new major recreation infrastructure
and localized facilities (e.g. community centres and
hubs) needs to consider older adult recreation needs
and trends. The City should also continue to follow
best practices for accessible facility design and the
programming that occurs in these spaces (e.g. multi-
generational programming opportunities).
Recommended Strategies
A. Continue to invest and sustain
the Maple Ridge Seniors
Activity Centre.
B. Ensure that evolving older adult
activity needs are considered
as all other types of new indoor
recreation infrastructure are
planned.
58
5.3.8. Racquet Court Sports
The existing squash and racquetball courts at the Maple
Ridge Leisure Centre experiences demand during peak,
prime time hours and inconsistent levels of use outside
of these hours. Trends for these activities and space
remain somewhat unclear with municipalities and other
public sector providers of recreation in Metro Vancouver
taking differing approaches to squash and racquetball
court provision. While some continue to offer this
type of amenity, others have reduced court supply by
re-purposing courts and/or not including courts as
recreation facilities are renewed or replaced.
Over the next five years, the City should monitor the
use of these spaces as well as broader regional trends.
Re-purposing of these spaces should considered if
utilization and trends indicators suggest that these
spaces can fulfill a higher value use. Utilization of
less than 50% of prime time capacity for squash and
racquetball could be used as a potential trigger for re-
purposing.
Recommended Strategies
A. For the short to medium term,
sustain the current courts at the
Maple Ridge Leisure Centre.
B. Monitor trends and utilization
and consider re-purposing
opportunities if higher value
uses of these spaces are clearly
justified.
59
5.3.9. Curling Facilities
As one of the last remaining facilities in Metro
Vancouver, the Golden Ears Winter Club is highly valued
by the curling community and serves a fairly wide
ranging catchment area. Developing a lifecycle plan will
help identify required capital upgrades and clarify the
overall costs required to sustain the facility long-term.
The curling season operates between 6-8 months
of the year. In the off-season, the building is heavily
used by Ball Hockey during spring/early summer.
Opportunities to increase the use of the facility should
be explored. Potential activity needs that could be
supported during off-season use include:
• Low impact sports
• Indoor events and gatherings
• Summer camps
• Performance sport training
The City and Golden Ears Winter Club should engage
on how the facility could be enhanced and made
available to meet these and other potential needs.
Recommended Strategies
A. Develop a lifecycle plan to
ensure that the Golden Ears
Winter Club facility is sustained
at a safe, functional and
appealing level.
60
5.3.10. Indoor Multi-Use Facilities
An indoor multi-use facility was identified by the
Prioritization Framework as one of the top capital project
priorities. Conceptually, this facility could encompass
a large space, divisible space for a multitude of sports
and a host of other bookable and spontaneous uses.
Establishing a working group of local indoor sport and
recreation stakeholders to further explore and analyze
facility program and space needs will help ensure that
this potential facility is best positioned for success.
Provided as follows are additional key topics that should
also be further explored.
• Capital and operating costs
• Partnership and operational models
• Flooring / turf typology options
• Evaluate a seasonal dome vs a year-round
(permanent indoor) structure
• Site options and potential synergies with other
recreation infrastructure
• Space allocations and use (e.g. establish an agreed
to philosophy for how the space will be prioritized)
Recommended Strategies
A. Establish a working group
consisting of local indoor
sport, recreation, and culture
stakeholders to develop
program and space needs for
an indoor multi-use facility.
61
5.3.11. Climbing Walls
The research and engagement findings suggest that
same demand for increased climbing opportunities
exist in the community. Climbing is also a trending
activity that aligns well with children and youth physical
literacy skill development.
Climbing features should be considered and assessed
for their inclusion across a number of indoor and
outdoor spaces, including the potential new aquatics
facility, other future indoor recreation facility projects
and outdoor destination playgrounds.
Recommended Strategies
A. Sustain the climbing structure
and bouldering wall in the Greg
Moore Youth Centre.
B. Monitor private sector provision
and trends.
C. Consider including an aquatics
climbing feature and/or
dryland climbing feature as
part of future recreation facility
development based on trends,
community engagement and
assessed need as projects are
implemented.
62
5.3.12. Fitness Facilities
The fitness centre at the Maple Ridge Leisure Centre is
highly used and, like other amenities at the facility, will
need to be sustained through good asset management
practices. To ensure that the facility remains appealing
and aligned with user needs, the City should continue
the practice of regular refreshment of the equipment
and re-evaluation of how the space is configured.
Future facility development (aquatics, arena, indoor
multi-use, and community centre facilities) should
also explore fitness space and amenity needs and
opportunities on a case by case basis. The inclusion of
fitness could provide the opportunity to increase cost
recovery and meet provide complementary user needs
(e.g. dry floor training).
Fitness provision by the City should continue to focus
on providing broad based and accessible opportunities.
This approach will avoid competition with the private
sector and aligns with the City’s service delivery
objectives.
Recommended Strategies
A. Continue to sustain the existing
fitness spaces at the Maple
Ridge Leisure Centre at a
functional and appealing level.
B. Include fitness spaces and
amenities in future arena and
aquatics facility development.
63
5.3.13. Recreation Support Spaces
Community and user group needs for meeting rooms,
multi-purpose program rooms and studios, common
space and primary support amenities (washrooms,
change areas, quiet space, etc.) should not be
overlooked as existing spaces are renovated and
new spaces planned and designed. Project specific
engagement should evaluate needs for these spaces
and ensure adequate supply based on assessed need
and targeted facility use.
Recommended Strategies
A. Ensure that community-wide
needs for meeting spaces,
program rooms, social
gathering space, and office
space are considered as part
of future arena and aquatics
facility planning.
64
5.3.14. Pickleball Courts and Tennis Courts
The Prioritization Framework identified pickleball as
the top outdoor capital priority. Growth of the sport,
accessibility for multiple age cohorts, and relative low
cost to provide this amenity all support the rationale
for increasing the supply of pickleball infrastructure.
Developing a larger multi-court facility (12 or more
courts) can provide a home for the pickleball
community that does not conflict with other activity
uses and will enable the community to host pickleball
tournaments and regional clinics. The City will need to
engage with the Golden Ears Pickleball Club and other
pickleball stakeholders in the area to plan this facility
and discuss potential operational partnerships.
Existing tennis and pickleball sites should be sustained
through sound asset management practices (e.g.
surface replacements where necessary). The Garibaldi
Secondary School courts are the current home for
pickleball and should be sustained. While pickleball
and tennis can and should co-exist, it is recommended
that the City’s long-term philosophy for these two court
sports favor purpose built sites. Doing so will avoid use
conflicts and ensure activities are sited at the most
appropriate locations (e.g. for pickleball, locations that
have suitable noise mitigations).
Tennis Canada’s Municipal Tennis Facilities Strategy &
Partnership Framework (Let’s Play Year-Round) provides
an excellent resource on the benefits and potential
approaches to providing indoor covered indoor tennis
venues. This resource, along with the Capital Project
Delivery Process provided in Section 7 of this Master
Plan document, should be used to guide future tennis
investment considered by the City.
Recommended Strategies
Pickleball
A. Continue to monitor pickleball
trends and determine the
best and highest value use of
existing court spaces.
B. Initiate planning for a hub
pickleball facility (12+ courts) that
can accommodate the growth
of this activity and provide
tournament hosting capability.
Tennis
A. Sustain the current supply of
tennis courts.
B. Use Tennis Canada’s Municipal
Tennis Facilities Strategy &
Partnership Framework (Let’s
Play Year-Round) and the
Capital Project Delivery Process
provided in Section 7 of this
Master Plan document to guide
future exploration and potential
City involvement in a covered
tennis facility.
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65
5.3.15. Sports Fields and Track & Field Amenities
Over the past five years the City has made a significant
investment in synthetic turf, doubling the number of
fields. Increasing the supply of synthetic turf has also
reduced the wear and tear on natural surface and
expanded winter season use opportunities. The table
on the following page reflects the five year trend for
synthetic turf bookings in the city and shows increased
supply has alleviated capacity challenges.
Recommended Strategies
Sports Fields
A. Develop a capital reserve fund
specific to synthetic turf renewal.
B. Continue to work with sport
groups to identify opportunities
to optimize the supply of, and
access to, support amenities
like washrooms, seating areas,
and storage.
C. Consider retrofitting or adding
a synthetic turf ball diamond
in order to increase capacity,
multi-use functionality, and
enable expanded shoulder
season use.
D. Work with the City of Pitt
Meadows to develop a Ridge-
Meadows Sport Field Supply
Study.
Track & Field Amenities
A. Consider taking on increased
maintenance responsibility
for the existing track at Maple
Ridge Secondary in order to
improve standards and user
experience.
--------------------------;■
66
Synthetic Turf Bookings (2017 – 2021)
2017 2018 2019 2020 2021
# of Fields Available 2 3 4 6*6*
Total Hours Booked 5,877 5,901 7,873 7,456 8,635
Total Bookable Time Using Total Annual Capacity
Assumption 6,000 9,000 12,000 15,000 15,000
% Booked 98%66%66%50%58%
Total Bookable Time Using Peak Demand
Capacity Assumption 4,000 6,000 8,000 10,000 10,000
% Booked 147%98%98%75%86%
*The two fields at Telosky Stadium are overlapping ball diamonds and rectangular fields, to illustrate the capacity it was
assumed that each activity type only uses one field at a time. The fields came into the inventory in October 2019 and
were accounted for as part of the capacity in the 2020 season and beyond.
While the addition of synthetic turf supply has been
beneficial, it also creates an additional facility renewal
cost for the City. Typically, a synthetic turf field surface
has a lifespan of 10-12 years before replacement is
required to ensure continued safety. Based on current
(2022) cost figures, this replacement cost can typically
be between $1.0 and $1.5 million. As such, adequately
funding replacement would require an average of
$100,000 - $150,000 annually per field to be set aside
into a capital reserve (not including cost escalation). It is
recommended that the City establish a capital reserve
fund specific to synthetic turf fields that includes user
fee contributions (as further outlined in Section 7).
The overall supply of rectangular sports fields (e.g.
fields for soccer, football, and rugby) is most likely
sufficient for the next 10 years. However, the City should
improve data collection practices in order to better track
actual utilization that can inform future planning and the
subsequent Master Plan update. Additionally, the City
should also work with group to ensure support amenity
supply and access is optimized. Doing so will help
support the growth of these organizations and enable
them to provide their participants with the best possible
experience.
Community needs for ball diamonds requires further
collaborative exploration across the Ridge-Meadows
area. The recommended Ball Field Supply Study should
endeavor to:
• Gain a better understanding of actual utilization in
both Maple Ridge and Pitt Meadows
• Explore the types / sizes of ball diamonds that may
be needed
• Explore opportunities to undertake cost effective
upgrades to existing diamonds in both Maple Ridge
and Pitt Meadows that can increase capacity and
meet user identified needs
The Ball Field Supply Study should also evaluate the
viability and benefits of converting Larry Walker Field
to synthetic turf. The adjacent Hammond Stadium is not
deemed a strong candidate for synthetic turf given the
preference for high level ball to play on natural grass,
however retrofitting Larry Walker Field could provide
increased spring and fall ball playing and training
opportunities.
The current track at Maple Ridge Secondary School
fulfills community needs for an outdoor track. The
track should be sustained and renewed (when needed)
through the City and School District 42 partnership.
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67
5.3.16. Major Outdoor Event Venues
The Fairgrounds and Albion Sports Complex have
a significant footprint that includes spaces that are
only used on a limited basis a few times each year for
parking and event support. Given the adjacency to
the Golden Ears Winter Club, Planet Ice Arenas, and
Albion Sports Complex sports fields and ball diamonds,
opportunities may exist to make higher value use of this
space (specifically the gravel all-weather fields). The
recommended site Master Plan should consider:
• If this site could support one or multiple of the
potential new arenas, aquatics facility or multi-use
facility.
• Opportunities for better and more functional park
space.
• Opportunities to renew or decommission aging and
underused structured on the site.
• The potential for a better / enhanced loop trail to
connect amenities on the site.
• Opportunities to enhance outdoor event hosting
functionality and amenities.
Future needs for a major (5,000 – 10,000) seat outdoor
stadium venue should be further explored in the future
through a feasibility study that looks deeper into regional
demand factors, local user group need, potential sites,
operating partnerships, and costs.
Recommended Strategies
A. Work with stakeholders to
develop a site Master Plan
that better leverages the
Fairgrounds and Albion Sports
Complex.
B. Conduct a feasibility study to
determine needs for a new
outdoor stadium venue.
68
5.3.17. Other Park and Outdoor Amenities
Recommended Strategies
Outdoor Court Spaces
A. Continue to invest and sustain existing courts at a safe and functional level.
B. Include as a standard amenity offered in most new and renewed Community and
Neighbourhood parks.
Skate Parks / Youth Amenities
A. Work with the wheeled sports community (skateboarders, scooter participants,
etc.) to optimize existing amenities, monitor trends, and encourage participation in
the various wheeled sports disciplines.
B. If future trends and community engagement suggest that more supply is needed,
establish a working group to identify potential site options.
Mountain Bike Trails
A. Develop a Thornhill Trails Management Strategy.
B. Further explore future needs as part of the recommended Recreation Trails
Strategy.
Bike Skills Parks and Amenities
A. Work with local stakeholders and users to support growth of the sport and
encourage use of existing amenities and features.
B. Consider bike skills amenities and features as part of all new park builds.
Sand Volleyball Courts
A. Monitor utilization of the new sand volleyball courts being added in 2023.
Equestrian Facilities and Amenities
A. Continue to support and maintain existing equestrian facilities.
B. Further investigate equestrian needs as part of the suggested Recreation Trails
Strategy.
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69
Outdoor court spaces, skate parks, mountain bike parks
and trails, bike skills parks and amenities, and sand
volleyball courts can be stand-alone amenities but are
often included as part of multi-use park sites in Maple
Ridge. Given the primarily spontaneous use nature
of these amenities, future supply needs should be
continually re-evaluated based on improved collection
of utilization data and stakeholder engagement.
Outdoor courts and bike skills parks and amenities
(e.g. pump tracks) should be considered for inclusion
as all new park sites given their popularity, multi-
use capability, and relative cost-effectiveness. Skate
parks are a popular amenity and have a unique
provision context in Maple Ridge (outdoor skate park
supplemented by an indoor facility as part of the Greg
Moore Youth Centre). The City should work with groups
to monitor trends and help grow skate and scooter
activities, and use this information and dialogue to
inform future needs for outdoor skate and scooter
infrastructure in the city.
The City is looking to increase the supply of beach
volleyball courts at the Albion Sports Complex. Adding
or decreasing beach volleyball court supply should
be based on assessing the levels of utilization at these
potential new sites.
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70
Arts and Culture
Infrastructure
Section Six
71
6.1. The Current Situation
The ACT Arts Centre provides a critical hub for both
visual and performing arts and culture in Maple Ridge
and surrounding areas. The facility encompasses a main
theatre space (486 person capacity) along with a 2D
studio, craft studio, black box style theatre room, and a
host of other program and gathering spaces. The facility is
operated by the Maple Ridge & Pitt Meadows Arts Council
through a lease and operating agreement with the City.
The recently opened Albion Community Centre ,
located adjacent to c̓əsqənelə Elementary School, will
additionally add some arts and cultural space capacity
to Maple Ridge by providing program rooms and a
multi-purpose large span space (the “Great Hall”).
Walking Together, the City of Maple Ridge Culture Master
Plan included significant community engagement to
help assess the current state of arts and culture in
Maple Ridge and identify key priorities.
Key Findings from the
Community Engagement
• Opportunities exist to continue
develop culture capacity and
“vibe” in Maple Ridge.
• 58% of Resident Survey
respondents indicated that they
use the ACT Arts Centre at least
a “few times per year” (second
among all indoor spaces behind
only the MRLC pool).
Walking Together, the City of Maple Ridge Culture Master Plan (pg. 23)
WHERE DO WE NEED TO GO?
Survey respondents key priorities for culture in Maple Ridge:
491o/o
Celebrating
lhe nalural
environment
29%
Providing creative
education ancl
y0L1lh -foc:us.ed
programming
21 %
Supporting the
cultural nerttage
of Indigenous
Peoples
20%
Celebrating the
cull ur;;i I heril,-t ge
of Mapre Riage
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72
Infrastructure specific Objectives and Actions in Walking
Together included:
• Develop a Cultural Spaces and Facilities Framework
to serve as a guide for phased investment and
planning, extending beyond City-owned facilities
and spaces, that includes but is not limited to:
ºExamine current real estate inventory for arts,
culture and heritage uses;
ºIdentify 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;
ºMaintain active dialogue with cultural community
to stay current on space needs (including
performing arts and museum discussions);
ºSeize 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).
ºFacilitate 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.
ºLook to the City of Vancouver’s Cultural Facilities
Priorities Plan’ Self-Assessment Checklist for user
groups of existing or proposed cultural facilities
and spaces.
ºLook 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 allow more
flexibility, as appropriate.
• Determine City-identified spaces for temporary
cultural activity (e.g. lobbies) and provide community
spaces for artists (temporary or permanent), to
introduce artists in residence program in higher
traffic areas.
• Support community-led efforts to share space and
services and explore the opportunity to create a
centralized arts and culture ‘hub’.
• Use local transportation networks as channels to
communicate awareness of events and programs
(e.g. buses, bus shelter ads, West Coast Express etc.).
• Encourage arts and heritage-based creative
solutions for empty storefronts and animating
spaces.
• Where possible, identify opportunities for
interpreting heritage and animating neighbourhoods
in Maple Ridge through artist and community-led
place-making activities.
• Implement recommendations of the Developer
Public Art Program to encourage beautification and
an enhanced sense of place in urbanization.
• Improve wayfinding in Maple Ridge and enhance
‘sense of place’ at neighbourhood levels through
place naming and public works. Integrate with
Indigenous cultural heritage initiatives.
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73
6.2. Summary of Arts and Culture
Infrastructure Strategies
The following table summarizes the arts and culture infrastructure strategies.
Arts and Culture Infrastructure
Topic / Focus Area Strategies
Policy Advancement A. Continue to advance the infrastructure related Objectives and Supporting
Actions identified in Walking Together, the City of Maple Ridge Culture
Master Plan.
ACT Arts Centre A. Ensure that a sufficient asset management plan exists for re-investment in
the ACT Arts Centre.
Public Art A. Further integrate public art (including and especially Indigenous art) with
recreation through installations and murals in recreation facilities, parks
and trail features / signage.
B. Establish a public art allocation commitment for new recreation facilities
being considered (e.g. a % of the total project value).
Integrating Arts and Culture into
Community Infrastructure
A. Ensure arts and culture stakeholders and space needs are considered as
new community facility development is undertaken.
74
6.2.1 Policy Advancement
Significant public and stakeholder engagement went
into the development of the Culture Master Plan.
Continuing to advance the strategic direction in this
document reflects a commitment to the process
used to develop it. Appropriate resourcing should
be allocated over the next decade to ensure that
infrastructure related elements of the Master Plan are
implemented.
Recommended Strategies
A. Continue to advance the
infrastructure related
Objectives and Supporting
Actions identified in Walking
Together, the City of Maple
Ridge Culture Master Plan.
75
6.2.2. ACT Arts Centre
The ACT Arts Centre, operated through a partnership
between the City and Maple Ridge & Pitt Meadows
Arts Council, is a regional hub for performing arts and
programming. Like other major facilities that fall under
the City’s portfolio, re-investment will be required to
sustain facility life and ensure that the venue remains
current with best practices. Prioritization for capital re-
investment should be informed by ongoing dialogue
with the Maple Ridge & Pitt Meadows Arts Council and
regular condition assessments.
Recommended Strategies
A. Ensure that a sufficient asset
management plan exists for
re-investment in the ACT Arts
Centre.
76
6.2.3. Public Art
Public art is an important place-making tool and can
enhance user experiences and connection to the city
/ land. Establishing a public art allocation reflects a
significant commitment to integrating public art into
future recreation and related community infrastructure.
Recommended Strategies
A. Further integrate public art
(including and especially
Indigenous art) with recreation
through installations and murals
in recreation facilities, parks and
trail features / signage.
B. Establish a public art allocation
commitment for new recreation
facilities being considered (e.g.
a % of the total project value).
77
6.2.4. Integrating Arts and Culture into Community
Infrastructure
The service level standards identified in Section 5 for
Neighbourhood Hubs identifies baseline and value-
added amenities for community centres in Maple
Ridge. Multi-purpose program spaces should be
included as “baseline amenities” and fitted to service a
variety of uses, including introductory arts and culture
programming. Dedicated arts and culture amenities
are also identified as being important to consider
based on community need and value added inclusion
opportunities.
Recommended Strategies
A. Ensure arts and culture
stakeholders and space
needs are considered as
new community facility
development is undertaken.
78
Service Delivery
Section Seven
79
7.1. The Current Situation
Engagement with residents and user groups suggests that satisfaction levels with most aspects of parks, recreation
and culture service delivery are relatively strong.
Key Findings from the Resident Survey
Resident satisfaction with…
Very
Satisfied
Somewhat
Satisfied Dissatisfied Not Sure /
No Opinion
The proximity of parks 41%43%12%4%
The quality and appeal of parks 30%51%16%4%
The proximity of recreation facilities 29%48%13%10%
The overall ability for all residents to live a
healthy and active lifestyle 24%53%14%9%
Community organized events and festivals 16%48%13%23%
City organized events and festivals 15%46% 16%23%
The quality and appeal of recreation
facilities 15%51%19%16%
The proximity recreation programming 15%43%10%32%
The proximity, quality and appeal of arts
and cultural facilities 15%43%8%35%
The quality and appeal of recreation
programming 11%42%14%33%
Life skill programming (e.g. Swim lessons) 11%24%15%49%
The proximity, quality and appeal of arts
and cultural programming 11%41%9%39%
Adaptable programming 7%32%8%54%
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80
While satisfaction levels are good, the community
engagement also identified that some residents face
barriers to participation and that opportunities exist
to better communicate and connect residents with
opportunities.
Resident demands and needs for recreation, parks,
and culture services are also continually shifting and
perhaps even more rapidly in recent years as a result of
the COVID-19 pandemic. Key findings from the research
and engagement suggest that:
• There continues to be an increasing demand for
spontaneous and unstructured recreation (the
majority of activity in Maple Ridge is spontaneous
and unstructured).
• Residents and visitors to the community are
engaging more with trails and natural areas.
• Many resident cohorts, especially youth and older
adults, are eager to try new activities.
• The demographics of Maple Ridge (as supported by
available data analytics) suggests that Maple Ridge
has an active population that places a focus on
sports, leisure and recreation as central elements of
their lifestyle.
These factors among others suggest that the City’s
delivery of services over the next 10 will need to be
diverse and adaptable.
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81
7.2. Summary of Service Delivery
Strategies
Summarized in the following table are the recommended Service Delivery Strategies. It is important to note
that while in some instances these Strategies are intended to address identified gaps / issues, others are simply
intended to reinforce and advance practices that are already being used.
Service Delivery Topic / Focus
Area
Strategies
Data Collection and Management A. Enhance the collection, management and use of data to inform decision
making.
B. Develop KPI’s to measure the City’s success rates in the delivery of parks,
recreation and culture services.
Child Care A. Continue focusing on providing programming and activity opportunities
for children and youth during critical hours.
B. Consider child care space needs as part of all future space planning.
Major Capital Planning A. Use the recommended Capital Project Delivery Process to guide future
major capital facility projects.
B. Work with adjacent municipalities and other regional entities to ensure
that capital planning for parks, recreation and culture infrastructure
occurs collaboratively using a regional lens.
Service Delivery Approaches &
Tools
A. Use the Recreation and Culture Opportunity Delivery Approaches Tool
to guide programming and activity delivery decision making.
B. Use the recommended Programming Triggers to inform decision making
and when programming should be considered for expanded provision or
retirement.
Increasing Participation A. Continue identifying ways to engage equity seeking residents and those
with social, physical and cultural barriers in active living opportunities.
B. Improve communications and marketing in order to connect more
residents with parks, recreation and culture opportunities.
Policy Development and
Refreshment
A. Develop a new Fees and Charges Policy in alignment with the
recommended benefits continuum.
B. Review the allocation policy, adopted in 2021, to ensure it meets the
recommended principles.
C. Refresh the Public Art Policy to include a commitment to a capital
allocation for new recreation infrastructure (as previously identified in
Section 6).
D. Develop a new Facilities and Amenities Naming Policy.
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82
Service Delivery Topic / Focus
Area
Strategies
A Commitment to Reconciliation A. Develop a statement of commitment that reflects how the City will utilize
parks, recreation and culture to implement pertinent Calls to Action
identified by the Truth and Reconciliation Commission of Canada.
B. Engage with local Indigenous communities and rights holders to identify
how the City’s parks, trails, open spaces, programs and services can
better connect to Indigenous culture and history.
Strategy Alignment and
Implementation
A. Adequately resource the implementation of previously developed
strategies.
B. Utilize parks, recreation and culture as a mechanism to advance the
priorities and goals identified in the Economic Development Strategy and
Maple Ridge Tourism Strategy.
*Section 4 identifies a number of outdoor space plans and strategies that
should be undertaken to guide the development of potential new park
spaces and optimization of existing ones.
83
7.2.1. Data Collection and Management
Significant advancements have been made within the
parks, recreation and culture sector in recent years with
regards to data analytics and tools. The City should
strive to be a leader in using these resources to ensure
programming is aligned with community needs and
trends.
More specifically, opportunities exist for the City
to better collect utilization data for spontaneous /
unstructured spaces such as parks, trails, and spaces
that are typically drop-in in nature (e.g. sport courts).
Enhanced tracking of when and how these spaces are
used will help the City better understand trends and
characteristics of use. Having this data will help the City
better manage these spaces and inform future capital
planning and prioritization.
Recommended Strategies
A. Enhance the collection,
management and use of data
to inform decision making.
B. Develop KPI’s to measure
the City’s success rates in the
delivery of parks, recreation
and culture services.
84
7.2.2. Child Care
A significant amount of research exists which support
the wide ranging benefits of providing safe, accessible
and multi-dimensional programming for children and
youth during “critical hours”. The City should continue
to work with School District 42 and other community
partner organizations to provide recreation and culture
programming. This programming should be balanced
and ensure children and youth have opportunities to
participate in a diverse array of activities that develop
skills and peak interests in longer term participation.
The Service Level Targets identified in Section 5
for Neighbourhood Hubs and Gymnasium Spaces
recommends that child care spaces be considered for
inclusion in new community centre facilities. Recent
provincial and federal government commitments
towards child care may additionally present high value
opportunities to include child care in new and retrofitted
facilities. As such, the City should also consider child
care space inclusion for major recreation projects (new
builds and retrofits) where appropriate and viable.
Recommended Strategies
A. Continue focusing on providing
programming and activity
opportunities for children and
youth during critical hours.
B. Consider child care space
needs as part of all future
space planning.
The term “critical hours” refers to
those times immediately after school
as well as non-school weekdays.
These times are of particular
attention focus as there is a higher
probability of children and youth
being unsupervised.
■---------------
85
7.2.3. Major Capital Planning
This Master Plan identifies a number of potential major
capital projects that could be undertaken over the
next ten years. As the community grows and evolves,
it is also likely that the additional project requests will
emerge from the community and other local or regional
partners. To best position potential major projects for
success, the city should follow a clear, transparent and
sequential process that ensures final decision making is
based on a comprehensive understanding of the costs,
benefits and project impacts.
The following graphic identifies a recommended
Capital Project Delivery Process that the City should
follow when evaluating both City-led and partner
proposed major capital projects (e.g. those with an
estimated capital impact exceeding $0.5 M dollars).
Recommended Strategies
A. Use the recommended Capital
Project Delivery Process to
guide future major capital
facility projects.
B. Work with adjacent
municipalities and other
regional entities to ensure
that capital planning for
parks, recreation and
culture infrastructure occurs
collaboratively using a regional
lens.
86
Why might a project
come forward for
consideration?
• Identified in the Parks,
Recreation and Culture
Master Plan.
• Brought forward by a
partner organization or
other entity with
sucient supporting
rationale.
• An existing facility is at
or nearing the end of its
lifespan and a decision
on re-investment /
replacement.
Need assessment
inputs
• Research analysis and
strategic direction in the
Parks, Recreation and
Culture Master Plan.
• Supply in the market
area.
• Demographics and
growth.
• Utilization and
participation.
• Activity specific trends.
• Potential user demands
and needs.
Key feasibility
considerations
• Facility program options
(potential main
components and
support amenities).
• Capital and operating
costs.
• Impacts on existing
facilities.
• Potential sites and
geographic placement.
• Partnership and funding
opportunities and
approaches.
Suggested process
1. Decision on project
viability.
2. Finalize funding model
(and partnership model
if applicable).
3. Business planning.
4. Design.
5. Construction and
commissioning.
STEP 1
Preliminary
Need
Identification
STEP 2
Needs
Assessment
(3-6 months)
STEP 3
Feasibility
Analysis
(3-6 months)
STEP 4
Decision
Making and
Development
(12+ months)
Recognizing that Maple Ridge is part of a broader parks, recreation and culture ecosystem in Metro Vancouver,
the City should initiate and participate in regional recreation planning with adjacent municipalities, Metro
Vancouver Regional Parks, BC Parks, School District 42 and other entities that provide parks, recreation and culture
infrastructure. Maple Ridge is well positioned to be a leader in facilitating regional planning and doing so will provide
mutually beneficial opportunities to avoid duplication and best leverage public resources.
-------------------,■
_f~
87
7.2.4. Service Delivery Approaches & Tools
The City is continually required to determine the
most effective and efficient approaches to delivering
recreation programming and other activities. The
decision on whether to offer a program or activity at
all and, if yes, the best way to offer it should be based
on a number of factors. The following Recreation and
Culture Opportunity Delivery Approaches Tool outlines
a decision making process that can be followed to help
determine when and how the City should support the
provision of a recreation and culture opportunity.
Recommended Strategies
A. Use the Recreation and
Culture Opportunity Delivery
Approaches Tool to guide
programming and activity
delivery decision making.
B. Use the recommended
Programming Triggers to
inform decision making and
when programming should
be considered for expanded
provision or retirement.
88
If “Yes”, proceed to Step 2.
If “no” do not consider o ering
the program
Potential Recreation and
Culture Program / Activity
Step 1: Initial Program / Activity Evaluation
Is there sucient rationale to support demand for the program / activity?
Does the program / activity align with City values and the Service Delivery Objectives?
Step 2: Who is best to provide the program?
The City may be best suited to
delivering the activity if...
• There is not a local or regional
organization with the capacity or skill
sets required.
• The City can best ensure accessibility
and inclusivity.
• There are synergies with other City
oered program activities.
• The City can provide the program in a
more cost eective manner.
Community Organizations or a
Third Party Provider May Be
Best Suited to Delivering the
Program / Activity If…
• They have the required skill sets and
expertise.
• They can oer the activity in a more cost
eective manner.
• They have a track record of success
delivering similar activities.
■---------------
89
Situations also arise that require the City to assess whether a program should be provided in greater quantity or
potentially retired (no longer offered). The following Programming Triggers provide another tool that can be used to
inform these decisions.
A program should be considered for increased
provision when at least 3 of the following 5
Triggers are met:
• Program participation is at or approaching capacity.
• Space exists to increase provision of the program
without negatively impacting another high value
program or activity.
• Human resources exist to increase provision of the
program without negatively impacting another high
value program or activity.
• The program can achieve cost recovery or, if
requiring a subsidy, sufficient benefits rationale
can be demonstrated to justify the level of subsidy
required.
• The program fills an identified gap for an
underserved population.
A program should be considered for retirement
if 2 of the following 3 Triggers are met:
• The program is taking away resources that can be
redirected for a higher value use.
• The program or program types has seen
participation levels decrease by over 50% in the last
3 programming seasons / sessions.
• The infrastructure being used to facilitate the
program is no longer available or deemed suitable
(e.g. safe, appropriate, etc.).
t
---■
90
7.2.5. Increasing Participation
The City’s investment in parks, recreation and culture
achieves maximum benefit when most residents are
using the services. As in every community, some
residents in Maple Ridge face systematic and practical
barriers to participation. Increasing participation in parks,
recreation and culture will need to be an ongoing effort
that should employ the following tactics:
• Use the direction provided by the City’s new
Communications and Public Engagement Strategy.
• Utilize data analytics to identify areas of the
community higher proportions of residents facing
potential barriers. *The Needs Assessment and What
We Heard Summary Report includes analysis that
can be used to identify potential geographic and
demographic focus areas.
• Increase promotion of the Access Pass and identify
methods to get more uptake (e.g. working directly
with local service agencies, translation into non-
official languages, etc.)
Recommended Strategies
A. Continue identifying ways
to engage equity seeking
residents and those with social,
physical and cultural barriers in
active living opportunities.
B. Improve communications
and marketing in order to
connect more residents with
parks, recreation and culture
opportunities.
91
7.2.6. Policy Development and Refreshment
Policy development and refreshment is needed to align
with the strategic guidance provided by the Master
Plan and broader best practices in parks, recreation and
culture service delivery. Three specific policy related
initiatives are recommended.
Recommended Strategies
A. Develop a new Fees and
Charges Policy in alignment
with the recommended
benefits continuum.
B. Review the allocation policy,
adopted in 2021, to ensure
it meets the recommended
principles.
C. Refresh the Public Art Policy
to include a commitment to
a capital allocation for new
recreation infrastructure (as
previously identified in Section 6).
D. Develop a new Facilities and
Amenities Naming Policy.
92
Fees and Charges Policy
The new Fees and Charges Policy should be developed around a set of agreed to benefits outcomes that are then
aligned with a subsidy continuum. This approach, as summarized in the following graphic, will create a logical link
between the benefits achieved by providing space for the program or activity and the fee or charge levied by the
City for use of the space or direct provision of the program.
Full Cost
Recovery
(no Subsidy)
Achieves all
or most of the
agreed to
benefits
outcomes.
Partially achieves
the agreed to
benefits
outcomes.
Achieves only
a few of the
agreed to
benefits
outcomes.
Low Leve l
of Cost
Recovery
( Leve l
of Subsidy)
As part of revisiting fees and charges the City should also transition away from the “per participant” fee model used
for some facilities to a model that aligns time booked with time paid for. Doing so may help reduce instances of
overbooking and creates consistency with facilities that are booked hourly (e.g. ice arenas and pool time).
( I I I )
93
Allocations Policy
As the City brings expanded and new facilities online
it will be important to ensure priority access to these
spaces is equitable and transparent. It is recommended
that the City develop a new Allocation Policy based
upon the following four overarching principles.
• While historical priority is recognized and maintained
where rationalized, allocation priority is first and
foremost based on demonstrated need.
• The new allocations approach recognizes that some
groups have faced systematic inequities and barriers
to accessing space.
• New and emerging groups need access to sufficient
space and at times that are appropriate for their
participants in order to flourish.
• Making efficient and effective use of space is the
shared responsibility of the City, its contracted
partners in facility provision, and community
organizations.
Recommended Public Art Policy
Addition
The City’s current Public Art Policy does not
recommend a major overhaul but should be
supplemented with guidance and parameters to
ensure public art is sufficiently included as part of
future capital investment. As identified in Section 6.2.
it is recommended that the City “establish a public art
allocation commitment for new recreation facilities
being considered (e.g. a % of the total project value)”.
This commitment should be embedded in the Public
Art Policy with additional guidance provided on how this
commitment will be implemented upon as projects are
planned and delivered.
Facilities and Amenities Naming
Policy
A refreshed look at how parks, recreation and culture
facilities are named is suggested. This policy work
should consider a multitude of factors, including
opportunities to advance decolonization of public
assets, place making, and consistency.
94
7.2.7. A Commitment to Reconciliation
The Truth and Reconciliation Commission of Canada’s
Final Report includes 94 Calls to Action that all levels
of government need to undertake in order to show
a meaningful commitment to reconciliation with
Indigenous Canadians and decolonize society. A
number of the Calls to Action directly relate or touch
upon aspects of culture, recreation, parks and sport.
By formalizing a statement as to how parks, recreation
and culture services in Maple Ridge will contribute
to implementing the relevant Calls to Action, the
City will demonstrate a meaningful commitment
to reconciliation and decolonization and create
measurable goal posts that can be used to measure
success at doing so.
The City should also engage with local Indigenous
communities and rights holders to identify increased
opportunities to reflect Indigenous culture and history
within Maple Ridge. Parks and trails naming, interpretive
signage, Indigenous art installations, the inclusion of
traditional Indigenous healing and wellness spaces are
just a few opportunities that could be pursed. However,
the planning and potential implementation should only
be undertaken as per approval of the local Indigenous
community through ongoing dialogue and a recognition
of the harm resulted from colonization in Maple Ridge
and the region.
Recommended Strategies
A. Adequately resource the
implementation of previously
developed strategies.
B. Utilize parks, recreation and
culture as a mechanism to
advance the priorities and goals
identified in the Economic
Development Strategy and
Maple Ridge Tourism Strategy.
*Section 4 identifies a number of
outdoor space plans and strategies
that should be undertaken to guide
the development of potential new
park spaces and optimization of
existing ones.
■---------------
95
7.2.7. Strategy Alignment and Implementation
*Section 4 identifies a number of outdoor space plans
and strategies that should be undertaken to guide
the development of potential new park spaces and
optimization of existing ones.
In recent years the City has undertaken the
development of a number of plans and strategies aimed
at specific aspects of parks, recreation and culture.
• 2020 – 2030 Maple Ridge Child Care Action Plan
(2020)
• Maple Ridge Youth Strategy (2019)
• Maple Ridge Sport and Physical Activity Strategy
2016 - 2021 (Updated in 2020)
• City of Maple Ridge Age-Friendly Community
Implementation Strategy (2018)
• Walking Together, the City of Maple Ridge Culture
Master Plan (2018) *As previously identified for specific
areas of advancement in Section 6.
Each of these documents includes recommended
strategic direction aimed at advancing the associated
topic area. Adequately resourcing the implementation
of these documents reflects the value that the City
places on the community and stakeholder engagement
that informed many of the above documents and the
importance of the strategic guidance provided in each.
Parks, recreation and culture is also an important and
recognized driver of visitation and associated non-
local spending. This visitation occurs through non-local
resident use of the abundant outdoor assets in and
surrounding Maple Ridge, tournaments and competitions
held in the city, and numerous community events,
cultural performances and festivals. Wherever possible
and appropriate, the provision of parks, recreation
and culture should seek to advance the Economic
Development Strategy and Maple Ridge Tourism
Strategy. These efforts should include identifying
ways to leverage existing infrastructure assets and the
consideration of sport, recreation and culture tourism as
major capital facility projects are planned.
Recommended Strategies
A. Adequately resource the
implementation of previously
developed strategies.
B. Utilize parks, recreation and
culture as a mechanism to
advance the priorities and goals
identified in the City’s Economic
Development Strategy and
Maple Ridge Tourism Strategy.
*Section 4 identifies a number of
outdoor space plans and strategies
that should be undertaken to guide
the development of potential new
park spaces and optimization of
existing ones.
Did you know?
Maple Ridge is the host of the 2024
BC Summer Games (originally
scheduled for 2020 and postponed
due to the COVID-19 pandemic). The
games are anticipated to generate
an estimated $1.6 to $2.0 million
dollars in economic benefits (BC
Games Society).
---------------■
96
Implementation
Plan
Section Eight
■ -
97
8.1. Strategy Implementation
8.1.1. Parks and Open Spaces Strategies
Capital Funding Requirements
Low ($) = <$200,000
Moderate ($$) = $200,000 - $5,000,000
High ($$$) = >$5,000,000
*High level estimates for order of magnitude purposes only.
STRATEGY
TIMING
CAPITAL
FUNDING
REQUIREMENTS
$ = Low
$$ = Moderate
$$$ = High
OTHER RESOURCE
REQUIREMENTS
On
g
o
i
n
g
(
e
m
b
e
d
d
e
d
pr
a
c
t
i
c
e
)
Sh
o
r
t
T
e
r
m
(0
-
3
Y
e
a
r
s
)
Me
d
i
u
m
T
e
r
m
(3
-
5
Y
e
a
r
s
)
Lo
n
g
T
e
r
m
(5
+
Y
e
a
r
s
)
Overall Park Supply
A. Develop a Parkland Acquisition
Strategy.
$ Capital funding
identified does not
include the significant
capital funding required
to implement park
projects.
B. Strive to sustain Neighbourhood
Park provide at 0.69 Ha. per 1,000
residents.
N/A To be primarily
achieved through the
development process.
City costs to be
determined on a site by
site bases.
C. Identify opportunities to strategically
and responsibly develop City owned
lands to increase park supply.
N/A Capital costs to be
assessed on a site by
site basis.
D. Adopt and use the refreshed
classification system to guide
experiential quality and operational
inputs.
N/A
---------------■
98
STRATEGY
TIMING
CAPITAL
FUNDING
REQUIREMENTS
$ = Low
$$ = Moderate
$$$ = High
OTHER RESOURCE
REQUIREMENTS
On
g
o
i
n
g
(
e
m
b
e
d
d
e
d
pr
a
c
t
i
c
e
)
Sh
o
r
t
T
e
r
m
(0
-
3
Y
e
a
r
s
)
Me
d
i
u
m
T
e
r
m
(3
-
5
Y
e
a
r
s
)
Lo
n
g
T
e
r
m
(5
+
Y
e
a
r
s
)
E. Improve the collection of park
utilization data in order to better
understand utilization or parks, park
provision benefits, trends and other
data points that can inform operational
and capital resource allocation.
N/A Appropriate staff
resources to support
enhanced data
collection.
F. Allocate resources to undertake
strategic planning for the following
specific sites: Maple Ridge Park,
Whonnock Lake Park, Jackson Farms,
Albion Sports Complex/Fairgrounds,
Thornhill and waterfront park spaces.
$
G. Develop an Urban Forest
Management Strategy.
$
Playgrounds
A. Continue the Playground Renewal
Strategy to identify targeted renewal /
lifecycle schedules for all City
managed playgrounds.
$$
B. Undertake a detailed inventory of
play structures and spaces that
includes a play opportunity rating.
$May require outside
expertise.
C. Continue to diversify the play
inventory to ensure a balance of play
opportunities (natural play, adventure
play, etc.) and ensure accessibility
across the children and youth age
spectrum.
$$
Trails
A. Develop a Recreation Trails Strategy
to further explore trail system specific
needs and provide the necessary
strategic and tactical guidance.
$May require outside
expertise.
■---------------
99
STRATEGY
TIMING
CAPITAL
FUNDING
REQUIREMENTS
$ = Low
$$ = Moderate
$$$ = High
OTHER RESOURCE
REQUIREMENTS
On
g
o
i
n
g
(
e
m
b
e
d
d
e
d
pr
a
c
t
i
c
e
)
Sh
o
r
t
T
e
r
m
(0
-
3
Y
e
a
r
s
)
Me
d
i
u
m
T
e
r
m
(3
-
5
Y
e
a
r
s
)
Lo
n
g
T
e
r
m
(5
+
Y
e
a
r
s
)
B. Establish a Trails Committee (as
a sub-committee to the Parks,
Recreation & Culture Advisory
Committee) to advise administration
on an ongoing basis.
N/A
Campgrounds
A. Support Economic Development
in a feasibility study to explore the
viability of a campground by the City
of via partnership.
N/A Danielle to look at
Tourism Strategy
Park Amenities and Features
A. Continue to monitor picnic shelter
bookings and consider further
addition of picnic shelter supply if
demand continues to trend upwards.
N/A Capital funding
identified does not
include the significant
capital funding required
to implement park
projects.
B. Continue to identify new and creative
ways to encourage and facilitate
social gathering across the city’s park
spaces.
$ "Needs to be linked
to othe ongoing
neighbourhood
development work and
resourcing.
Requires ongoing
engagement
resourcing. "
C. Identify opportunities for increased
placemaking across all classes of
parks, including the integration of
public art and features that create
neighbourhood, community and
citywide connections.
$Leveraging funding
already in place.
---------------■
100
STRATEGY
TIMING
CAPITAL
FUNDING
REQUIREMENTS
$ = Low
$$ = Moderate
$$$ = High
OTHER RESOURCE
REQUIREMENTS
On
g
o
i
n
g
(
e
m
b
e
d
d
e
d
pr
a
c
t
i
c
e
)
Sh
o
r
t
T
e
r
m
(0
-
3
Y
e
a
r
s
)
Me
d
i
u
m
T
e
r
m
(3
-
5
Y
e
a
r
s
)
Lo
n
g
T
e
r
m
(5
+
Y
e
a
r
s
)
D. Continue to invest and sustain spray
parks across the city and analyze
the spatial distribution of spray parks
across the City to guide development
of new spray parks and features.
$$
E. Unertake an assessment of existing
parks and identify opportunities
to include trending amenities and
features where appropriate in new
and enhanced park spaces.
$$
Dog Off-leash Areas (DOLA's)
A. Continue to utilize the engagement
findings from the 2020 Dog Park
Survey to inform operational and
planning decisions. Consider
replicating this survey every 3 years
(2023) to track trends and shifting
perspectives.
$
B. Use the recommended criteria
to assess the suitability of new or
retrofitted parks to accommodate
dog off-leash use.
N/A Does not include capital
funding for sites.
Community Gardens
A. Expand community garden supply
with a priority on providing this
amenity in parks with appropriate
amenity and use characteristics.
$$Some of this work is
already ongoing.
Community
engagement resourcing
required.
B. Expand community garden supply
with a priority on providing this
amenity in parks and vacant City-
owned lands with appropriate
amenity and use characteristics.
N/A
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101
8.1.2 Recreation Infrastructure Strategies (Indoor)
STRATEGY
TIMING
CAPITAL
FUNDING
REQUIREMENTS
$ = Low
$$ = Moderate
$$$ = High
OTHER RESOURCE
REQUIREMENTS
On
g
o
i
n
g
(
e
m
b
e
d
d
e
d
pr
a
c
t
i
c
e
)
Sh
o
r
t
T
e
r
m
(0
-
3
Y
e
a
r
s
)
Me
d
i
u
m
T
e
r
m
(3
-
5
Y
e
a
r
s
)
Lo
n
g
T
e
r
m
(5
+
Y
e
a
r
s
)
Aquatics Facilities
A. Continue to conduct regular
assessments of the MRLC and
undertake the necessary repairs
and enhancements needed to keep
this facility at a safe, functional and
appealing level."
$$$As per condition
assessment report.
B. Undertake feasibility analysis for a
new aquatics facility to serve the
community.
$ Does not include facility
project costs.
Ice Arenas
A. Work with the Planet Ice arenas
operator and arena stakeholder
groups to establish service
standards that ensure facility
sustainability and optimize user
experience.
N/A Costs may be requires
to implement service
standards once
developed.
B. Expand the supply of arenas in
the city by 2 sheets, with 1 sheet
developed in the near term in order
to meet ice and dry-floor needs.
$$$
C. Use the recommended Ice Provision
Approach Framework to guide
future decision making on the best
approaches to provide ice arenas in
the city.
N/A
Indoor Walking / Running Tracks
A. Include this amenity in a new facility
(arena, indoor multi-use facility or
community centre).
$$Capital cost figure
reflects inclusion as part
of a larger project.
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102
STRATEGY
TIMING
CAPITAL
FUNDING
REQUIREMENTS
$ = Low
$$ = Moderate
$$$ = High
OTHER RESOURCE
REQUIREMENTS
On
g
o
i
n
g
(
e
m
b
e
d
d
e
d
pr
a
c
t
i
c
e
)
Sh
o
r
t
T
e
r
m
(0
-
3
Y
e
a
r
s
)
Me
d
i
u
m
T
e
r
m
(3
-
5
Y
e
a
r
s
)
Lo
n
g
T
e
r
m
(5
+
Y
e
a
r
s
)
Indoor Children’s Play Space
A. Include this amenity in a new facility
(arena, indoor multisport facility, pool
or community centre) and/or as part
of a future space retrofit.
$$Capital cost figure
reflects inclusion as part
of a larger project.
Neighbourhood Hubs and Gymnasium Spaces
A. Review the infrastructure upgrade
planned for the Hammond
Community Centre Site.
N/A
B. Ensure the Whonnock Lake and
Albion Community Centre sites are
sustained through the appropriate
asset management practices.
$$
C. Work with School District 42 to
maximize community access to
school gymnasiums as a primary
means of increasing gymnasium
supply in the community.
N/A
D. Use the recommended
Neighbourhood Hub Service
Level Targets to inform future capital
investment and planning decisions.
N/A Does not include capital
project costs related to
addressing identified
gaps.
Youth Focused Spaces
A. Develop a lifecycle plan to sustain
the Greg Moore Youth Centre
and undertake regular condition
assessments to update the plan.
$Funding required for the
lifecyle plan.
B. As an ongoing practice, develop
a business plan every 5 years that
revisits trends, program practices and
space optimization opportunities.
$May require outside
expertise.
C. As new facilities are planned and
brought online, ensure unstructured
space needs for youth are considered.
N/A
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103
STRATEGY
TIMING
CAPITAL
FUNDING
REQUIREMENTS
$ = Low
$$ = Moderate
$$$ = High
OTHER RESOURCE
REQUIREMENTS
On
g
o
i
n
g
(
e
m
b
e
d
d
e
d
pr
a
c
t
i
c
e
)
Sh
o
r
t
T
e
r
m
(0
-
3
Y
e
a
r
s
)
Me
d
i
u
m
T
e
r
m
(3
-
5
Y
e
a
r
s
)
Lo
n
g
T
e
r
m
(5
+
Y
e
a
r
s
)
Older Adult Focused Spaces
A. Continue to invest and sustain the
Maple Ridge Seniors Activity Centre.
$/$$
B. Ensure that evolving older adult
activity needs are considered as all
other types of new indoor recreation
infrastructure are planned.
N/A Dependent upon
specific projects and
assessed older adult
needs.
Racquetball / Squash
A. For the short to medium term, sustain
the current courts at the Maple Ridge
Leisure Centre.
N/A
B. Monitor trends and utilization and
consider re-purposing opportunities
if higher value uses of these spaces
are clearly justified.
TBD
Curling Facilities
A. Develop a lifecycle plan to ensure
that the Golden Ears Winter Club
facility is sustained at a safe,
functional and appealing level.
$
Indoor Multi-Use Facilities
A. Establish a working group consisting
of local indoor sport, recreation,
and culture stakeholders to develop
program and space needs for an
indoor multi-use facility.
$ Does not include capital
project costs.
Climbing Walls
A. Sustain the climbing structure and
bouldering wall in the Greg Moore
Youth Centre.
N/A
B. Monitor private sector provision and
trends.
N/A
---------------■
104
STRATEGY
TIMING
CAPITAL
FUNDING
REQUIREMENTS
$ = Low
$$ = Moderate
$$$ = High
OTHER RESOURCE
REQUIREMENTS
On
g
o
i
n
g
(
e
m
b
e
d
d
e
d
pr
a
c
t
i
c
e
)
Sh
o
r
t
T
e
r
m
(0
-
3
Y
e
a
r
s
)
Me
d
i
u
m
T
e
r
m
(3
-
5
Y
e
a
r
s
)
Lo
n
g
T
e
r
m
(5
+
Y
e
a
r
s
)
C. Consider including an aquatics
climbing feature and/or dryland
climbing feature as part of future
recreation facility development
based on trends, community
engagement and assessed need as
projects are implemented.
$
Fitness Facilities
A. Continue to sustain the existing
fitness spaces at the Maple Ridge
Leisure Centre at a functional and
appealing level.
$/$$
B. Include fitness spaces and amenities
in future arena and aquatics facility
development.
$/$$
Recreation Support Spaces
A. Ensure that community-wide
needs for meeting spaces, program
rooms, social gathering space, and
office space are considered as part
of future arena and aquatics facility
planning.
$Only accounts for the
specific support space
as part of the larger
project.
■---------------
105
8.1.3 Recreation Infrastructure Strategies (Outdoor)
STRATEGY
TIMING
CAPITAL
FUNDING
REQUIREMENTS
$ = Low
$$ = Moderate
$$$ = High
OTHER RESOURCE
REQUIREMENTS
On
g
o
i
n
g
(
e
m
b
e
d
d
e
d
pr
a
c
t
i
c
e
)
Sh
o
r
t
T
e
r
m
(0
-
3
Y
e
a
r
s
)
Me
d
i
u
m
T
e
r
m
(3
-
5
Y
e
a
r
s
)
Lo
n
g
T
e
r
m
(5
+
Y
e
a
r
s
)
Pickleball Courts
A. Continue to monitor pickleball trends
and determine the best and highest
value use of existing court spaces.
N/A
B. Initiate planning for a hub pickleball
facility (12+ courts) that can
accommodate the growth of this
activity and provide tournament
hosting capability.
$$
Outdoor Sports Courts
A. Continue to invest and sustain
existing courts at a safe and
functional level.
$
B. Include as a standard amenity offered
in most new and renewed Community
and Neighbourhood parks.
$/$$
Skate Parks / Youth Amenities
A. Work with the wheeled sports
community (skateboarders, scooter
participants, etc.) to optimize
existing amenities, monitor trends,
and encourage participation in the
various wheeled sports disciplines.
N/A
B. If future trends and community
engagement suggest that more
supply is needed, establish a working
group to identify potential site options.
TBD
---------------■
106
STRATEGY
TIMING
CAPITAL
FUNDING
REQUIREMENTS
$ = Low
$$ = Moderate
$$$ = High
OTHER RESOURCE
REQUIREMENTS
On
g
o
i
n
g
(
e
m
b
e
d
d
e
d
pr
a
c
t
i
c
e
)
Sh
o
r
t
T
e
r
m
(0
-
3
Y
e
a
r
s
)
Me
d
i
u
m
T
e
r
m
(3
-
5
Y
e
a
r
s
)
Lo
n
g
T
e
r
m
(5
+
Y
e
a
r
s
)
Sports Fields
A. Develop a capital reserve fund
specific to synthetic turf renewal.
$$
B. Continue to work with sport groups
to identify opportunities to optimize
the supply of, and access to, support
amenities like washrooms, seating
areas, and storage.
N/A Could have impacts on
future capital project
needs.
C. Consider retrofitting or adding a
synthetic turf ball diamond in order
to increase capacity, multi-use
functionality, and enable expanded
shoulder season use.
$$
D. Work with the City of Pitt Meadows
to develop a Ridge-Meadows Sport
Field Supply Study.
$
Outdoor Aquatics
A. Continue to undertake basic repairs
to the Hammond Outdoor Pool to
sustain use for the short term.
$$
B. Determine the future of the
Hammond Outdoor Pool based
on the outcomes of the Aquatics
Feasibility Study.
N/A
■---------------
107
STRATEGY
TIMING
CAPITAL
FUNDING
REQUIREMENTS
$ = Low
$$ = Moderate
$$$ = High
OTHER RESOURCE
REQUIREMENTS
On
g
o
i
n
g
(
e
m
b
e
d
d
e
d
pr
a
c
t
i
c
e
)
Sh
o
r
t
T
e
r
m
(0
-
3
Y
e
a
r
s
)
Me
d
i
u
m
T
e
r
m
(3
-
5
Y
e
a
r
s
)
Lo
n
g
T
e
r
m
(5
+
Y
e
a
r
s
)
Tennis Courts
A. Sustain the current supply of tennis
courts.
$
B. Use Tennis Canada's Municipal Tennis
Facilities Strategy & Partnership
Framework (Let's Play Year-Round)
and the Capital Project Delivery
Process provided in Section 7 of
this Master Plan document to guide
future exploration and potential City
involvement in a covered tennis facility.
TBD
Tracks and Field Venues
A. Consider taking on increased
maintenance responsibility for
the existing track at Maple Ridge
Secondary in order to improve
standards and user experience.
N/A Likely to require
increased operational
costs.
Major Outdoor Event Venues
A. Work with stakeholders to develop a
site Master Plan that better leverages
the Fairgrounds and Albion Sports
Complex.
$
B. Conduct a feasibility study to
determine needs for a new outdoor
stadium venue.
$
Equestrian Facilities / Amenities
A. Continue to support and maintain
existing equestrian facilities.
N/A
B. Further investigate equestrian needs
as part of the suggested Recreation
Trails Strategy.
$
---------------■
108
STRATEGY
TIMING
CAPITAL
FUNDING
REQUIREMENTS
$ = Low
$$ = Moderate
$$$ = High
OTHER RESOURCE
REQUIREMENTS
On
g
o
i
n
g
(
e
m
b
e
d
d
e
d
pr
a
c
t
i
c
e
)
Sh
o
r
t
T
e
r
m
(0
-
3
Y
e
a
r
s
)
Me
d
i
u
m
T
e
r
m
(3
-
5
Y
e
a
r
s
)
Lo
n
g
T
e
r
m
(5
+
Y
e
a
r
s
)
Mountain Bike Trails
A. Develop a Thornhill Trails
Management Strategy.
$
B. Further explore future needs as part
of the recommended Recreation
Trails Strategy.
$
Bike Skills Parks and Amenities
A. Work with local stakeholders and
users to support growth of the
sport and encourage use of existing
amenities and features.
N/A
B. Consider bike skills amenities and
features as part of all new park builds.
$
Sand Volleyball Courts
A. Monitor utilization of the new sand
volleyball courts being added in 2023.
N/A
■---------------
109
8.1.4. Arts and Culture Infrastructure Strategies
STRATEGY
TIMING
CAPITAL
FUNDING
REQUIREMENTS
$ = Low
$$ = Moderate
$$$ = High
OTHER RESOURCE
REQUIREMENTS
On
g
o
i
n
g
(
e
m
b
e
d
d
e
d
pr
a
c
t
i
c
e
)
Sh
o
r
t
T
e
r
m
(0
-
3
Y
e
a
r
s
)
Me
d
i
u
m
T
e
r
m
(3
-
5
Y
e
a
r
s
)
Lo
n
g
T
e
r
m
(5
+
Y
e
a
r
s
)
Policy Advancement
A. Continue to advance the
infrastructure related Objectives
and Supporting Actions identified in
Walking Together, the City of Maple
Ridge Culture Master Plan.
$$/$$$
ACT Arts Centre
A. Ensure that a sufficient asset
management plan exists for re-
investment in the ACT Arts Centre.
$$
Public Art
A. Further integrate public art (including
and especially Indigenous art) with
recreation through installations and
murals in recreation facilities, parks
and trail features / signage.
$/$$
B. Establish a public art allocation
commitment for new recreation
facilities being considered (e.g. a % of
the total project value).
N/A Actual project value
as per the policy
commitment.
Integrating Arts and Culture into Community Infrastructure
A. Ensure arts and culture stakeholders
and space needs are considered as
new community facility development
is undertaken.
N/A Capital costs may be
required to ensure arts
and cultural amenities
are included in spaces.
---------------■
110
8.1.5. Service Delivery Strategies
STRATEGY
TIMING
CAPITAL
FUNDING
REQUIREMENTS
$ = Low
$$ = Moderate
$$$ = High
OTHER RESOURCE
REQUIREMENTS
On
g
o
i
n
g
(
e
m
b
e
d
d
e
d
pr
a
c
t
i
c
e
)
Sh
o
r
t
T
e
r
m
(0
-
3
Y
e
a
r
s
)
Me
d
i
u
m
T
e
r
m
(3
-
5
Y
e
a
r
s
)
Lo
n
g
T
e
r
m
(5
+
Y
e
a
r
s
)
Data Collection and Management
A. Enhance the collection, management
and use of data to inform decision
making.
$
B. Develop KPI's to measure the City's
success rates in the delivery of parks,
recreation and culture services.
$
Child Care
A. Continue focusing on providing
programming and activity
opportunities for children and youth
during critical hours.
$
B. Consider child care space needs as
part of all future space planning.
$/$$/$$$Deliverying additional
child care spaces
has a wide range of
potential cost impacts
(capital and operating
costs impacts require
assessment on a project
by project basis).
Major Capital Planning
A. Use the recommended Capital
Project Delivery Process to guide
future major capital facility projects.
N/A
B. Work with adjacent municipalities
and other regional entities to ensure
that capital planning for parks,
recreation and culture infrastructure
occurs collaboratively using a
regional lens.
N/A
■---------------
111
STRATEGY
TIMING
CAPITAL
FUNDING
REQUIREMENTS
$ = Low
$$ = Moderate
$$$ = High
OTHER RESOURCE
REQUIREMENTS
On
g
o
i
n
g
(
e
m
b
e
d
d
e
d
pr
a
c
t
i
c
e
)
Sh
o
r
t
T
e
r
m
(0
-
3
Y
e
a
r
s
)
Me
d
i
u
m
T
e
r
m
(3
-
5
Y
e
a
r
s
)
Lo
n
g
T
e
r
m
(5
+
Y
e
a
r
s
)
Service Delivery Approaches & Tools
A. Use the Recreation and Culture
Opportunity Delivery Approaches
Tool to guide programming and
activity delivery decision making.
N/A
B. Use the recommended Programming
Triggers to inform decision making
and when programming should be
considered for expanded provision or
retirement.
N/A
Increasing Participation
A. Continue identifying ways to engage
equity seeking residents and those
with social, physical and cultural
barriers in active living opportunities.
N/A
B. Improve communications and
marketing in order to connect more
residents with parks, recreation and
culture opportunities.
N/A May require incremental
operating funds.
Policy Development and Refreshment
A. Develop a new Fees and Charges
Policy in alignment with the
recommended benefits continuum.
N/A
B. Review the allocation policy, adopted
in 2021, to ensure it meets the
recommended principles.
N/A
C. Refresh the Public Art Policy to
include a commitment to a capital
allocation for new recreation
infrastructure (as previously identified
in Section 6).
N/A
D. Develop a new Facilities and
Amenities Naming Policy.
N/A
---------------■
112
STRATEGY
TIMING
CAPITAL
FUNDING
REQUIREMENTS
$ = Low
$$ = Moderate
$$$ = High
OTHER RESOURCE
REQUIREMENTS
On
g
o
i
n
g
(
e
m
b
e
d
d
e
d
pr
a
c
t
i
c
e
)
Sh
o
r
t
T
e
r
m
(0
-
3
Y
e
a
r
s
)
Me
d
i
u
m
T
e
r
m
(3
-
5
Y
e
a
r
s
)
Lo
n
g
T
e
r
m
(5
+
Y
e
a
r
s
)
A Commitment to Reconciliation
A. Develop a statement of commitment
that reflects how the City will
utilize parks, recreation and culture
to implement pertinent Calls to
Action identified by the Truth and
Reconciliation Commission of Canada.
N/A
B. Engage with local Indigenous
communities and rights holders to
identify how the City’s parks, trails,
open spaces, programs and services
can better connect to Indigenous
culture and history.
N/A
Strategy Alignment and Implementation
A. Adequately resource the
implementation of previously
developed strategies.
$Will require staff time
and resourcing.
B. Utilize parks, recreation and culture
as a mechanism to advance the
priorities and goals identified in the
Economic Development Strategy and
Maple Ridge Tourism Strategy.
N/A Will require staff time
and resourcing.
■---------------
113
Appendices
114
Appendix A: Refreshed Classification of
Parks
Park Name Address Street
Park Classification: Signature
Albion Fairgrounds 23588 Jim Robson Way
Memorial Peace 11930 224 St
Port Haney Wharf 22300 River Rd
Park Classification: Destination
Jerry Sulina 13180 210 St
Maple Ridge 13180 232 St
Maple Ridge 13165 236 St
North Alouette Greenway 13360 Park Lane
Whonnock Lake 27871 113 Ave
Park Classification: Community
Samuel Robertson Technical Secondary 10445 245 St
Garibaldi Secondary 24789 Dewdney Trunk Rd
Albion 24460 104 Ave
Albion Sports Complex 23778 104 Ave
Allco 13255 Alouette Rd
Cliff Park 25086 116 Ave
Cross's Cabins 23644 Fern Cres
Davidson's Pool 23701 128 Cres
Golden Ears Field 23125 116 Ave
Hammond Community Park 20601 Westfield Ave
Hammond Dog Off Leash Area 20015 Wharf St
Haney House Museum 11612 224 St
Horseman's 12790 224 St
Jim Hadgkiss 22520 116 Ave
Maple Ridge Lawn Bowling 11445 232 St
Maple Ridge Secondary School Track & Lacrosse Box 21970 124 Ave
Merkley 22008 124 Ave
Rieboldt 23278 Tamrack Ln
■---------------
115
Park Name Address Street
SRT Rotary Sport Field 10445 245 St
Ruskin 9880 280 St
Selvey 27101 106 Ave
Telosky Stadium & Thomas Haney Youth Action Park 23000 116 Ave
Thornhill 26007 98 Ave
Westview Secondary Rotary Sport Field 20905 Wicklund Ave
Park Classification: Neighbourhood
Alouette Elementary 22155 Isaac Cres
Whonnock Elementary 27471 112 Ave
Albion Elementary 10031 240 St
Glenwood Elementary 21410 Glenwood Ave
Maple Ridge Elementary 20820 River Rd
Laity View Elementary 21023 123 Ave
Fairview Elementary 12209 206 St
Mount Crescent Elementary 21821 122 Ave
Harry Hooge Elementary 12280 230 St
Webster's Corners Elementary 25554 Dewdney Trunk Rd
Hammond Elementary 11520 203 St
Ridge Meadows College / Riverside Centre 20575 Thorne Ave
Kanaka Creek Elementary 11120 234a St
Eric Langton Elementary 12138 Edge St
Yennadon Elementary 12153 248 St
Blue Mountain Elementary 12153 248 St
241A Park 11170 241A St
Alexander Robinson 23761 118 Ave
Alouette 12500 220A St
Beckett 11683 223 St
Belle Morse 23600 Jim Robson Way
Blaney Hamlet 13712 230A St
Boundary 12261 201 St
Brickwood 11579 225 St
Camwood 20846 McFarlane Ave
Cedar 23735 132 Ave
---------------■
116
Park Name Address Street
Cottonwood North 12111 238B St
Deer Fern 13393 236 St
Fairview 20468 122 Ave
Firefighters 11280 238 St
Fletcher 12260 Fletcher St
Hammond 20577 Lorne Ave
Hampton 21653 Spring Cres
Haney Nokai 12061 222 St
Harry Hooge 12290 230 St
Jordan 21018 117 Ave
Kin 21790 121 Ave
Lion's 12100 Laity St
Pioneer 11824 230 St
Red Alder 13040 239B St
Reg Franklin 22522 123 Ave
Tolmie 20272 Lorne Ave
Volker 21131 123 Ave
Webster's Corners 25496 Dewdney Trk Rd
Westview 20950 Wicklund Ave
Park Classification: Pocket Park
Nelson 22800 Nelson Crt.
Bridle Ridge 14070 Buckles Dr.
Birch 13798 230A St
Brown Avenue 12038 224 St
Callaghan 22375 Callaghan Ave
Chilcotin 20873 Alpine Cres
Cook 21150 Cook Ave
Country Lane Estates - North 24295 102A Ave
Country Lane Estates - South 24395 101 Ave
Creeks Crossing 10021 240A St
Dewdney Parkette 23649 Dewdney Trk Rd
Emmeline Mohun 20208 Wharf St
Holly 21450 117 Ave
■---------------
117
Park Name Address Street
Homestead 24101 102A Ave
Horseshoe Creek 11700 Gilland Loop
Raymond 22109 119 Ave
Robertson 24685 104 Ave
Roslyn Ridge 23126 112B St
Park Classification: Open Space
Fraser River Walk & Park 11612 224 St
Maple Ridge Cemetery 21404 Dewdney Trk Rd
Maple Ridge Golf Course 20818 Golf Lane
Storey Green 22400 River Rd
Whonnock Cemetery 27300 96 Ave
---------------■
118
Appendix B: Recreation Amenities
Prioritization Scoring and Ranking
Scoring Metric
CRITERIA 3 PTS 2 PTS 1 PT WEIGHTING
VALUE
Resident
Demand
Identified as a priority by
>40% of Resident Survey
respondents
Identified as a priority
by 25 - 39% of Resident
Survey respondents
Identified as a priority by
20 - 24% of Resident Survey
respondents
"0" pts are given if <20% of
Resident Survey respondents
identified the amenity type
as a priority
4
Equity and
Access
Considerations
The amenity type (and
the majority of activities
that take place at it)
would most likely have no
cost to use / participate
without the need for
a formal registration
or admission and be
physically accessible to
all residents
The amenity type (and
the majority of activities
that take place at it)
would most likely havea
very low cost to use
/ participate and be
physically accessible to
all residents
The amenity type (and the
majority of activities that
take place at it) would most
likely have some moderate
costs to use / participate
and be physically
accessible to all residents
"0" pts are given if the
amenity (and the majority
of activities that take place
at it) would have a high cost
to access and potential
physical accessibility
barriers
3
Stakeholder
and User
Group Priorities
Commonly / frequently
identified as an
infrastructure priority by
multiple groups in the
stakeholder and user
group engagement
(discussion sessions and
survey)
N/A Identified by multiple
groups as an infrastructure
priority by multiple groups
in the stakeholder and
user group engagement
(discussion sessions and
survey)
"0" pts are given if the
amenity type was not
identified by multiple groups
during the stakeholder and
user group engagement
3
■---------------
119
CRITERIA 3 PTS 2 PTS 1 PT WEIGHTING
VALUE
Youth
Perspectives
Identified as a priority
by >40% of Youth Survey
respondents
Identified as a priority
by 25 - 39% of Youth
Survey respondents
Identified as a priority by 20
- 24% of Youth respondents
"0" pts are given if <20% of
Youth Survey respondents
identified the amenity type
as a priority
3
Recreation
Provision
Benefits
Increasing supply of
the amenity type would
provide a recreation
opportunity for residents
that is not currently
available in Maple Ridge
or adjacent communities
in the region.
*Existing amenities that
have been identified as
needing replacement
within the next 10 years are
given a "3" score (based on
the rationale that losing
the amenity would create
a gap)
Increasing supply of
the amenity type would
significantly enhance
the existing provision
of the recreation
opportunity in Maple
Ridge (improve resident
access, types of
programming available,
etc.)
"Increasing supply of
the amenity type would
result in some moderate
improvements to the
existing provision of the
recreation opportunity
(complement what already
exists, address capacity
challenges, etc.)
"0" pts are given if the
amenity would not
significantly increase the
diversity of recreation
opportunities in Maple Ridge
(duplicate what is already
sufficiently provided)
2
Probable
Capital Cost
Impacts
Low Medium High 2
Probable
Operating Cost
Impacts
Low Medium High 2
Trends
Indicators
Regional, provincial and
national trends strongly
suggest that the activity is
growing in demand
N/A Regional, provincial and
national trends strongly
suggest that the activity is
maintaining current levels
of demand or experiencing
some modest growth in
demand
"0" pts are given for activities
that regional, provincial and
national trends suggest are
declining in demand
2
---------------■
120
CRITERIA 3 PTS 2 PTS 1 PT WEIGHTING
VALUE
Benchmarking
Indicators
Benchmarking indicators
suggest that Maple Ridge
provides the amenity
type at a deficient level to
regional comparators
N/A Benchmarking indicators
suggest that Maple Ridge
provides the amenity type
at a similar level to regional
comparators or available
data is unclear / not
applicable
"0" pts are given if
benchmarking indicators
suggest that the City
provides the amenity at a
significantly better level than
regional comparators
1
Economic
Benefits
The amenity type is likely
to drive higher levels of
non-local spending to
Maple Ridge (e.g. through
facilitating event and
tournament hosting)
The amenity type is
likely to drive higher
moderate levels of non-
local spending to Maple
Ridge (e.g. through
facilitating event and
tournament hosting)
The amenity type would
drive some minimal levels
of non-local spending
to Maple Ridge and/or
support amenities that drive
non-local visitation
"0" pts are given if the
amenity would have no
impact on non-local
spending
1
■---------------
121
Assigned Scores
Amenity Type
Re
s
i
d
e
n
t
D
e
m
a
n
d
Eq
u
i
t
y
a
n
d
Ac
c
e
s
s
Co
n
s
i
d
e
r
a
t
i
o
n
s
St
a
k
e
h
o
l
d
e
r
an
d
U
s
e
r
G
r
o
u
p
Pr
i
o
r
i
t
i
e
s
Yo
u
t
h
Pe
r
s
p
e
c
t
i
v
e
s
Re
c
r
e
a
t
i
o
n
Pr
o
v
i
s
i
o
n
B
e
n
e
f
i
t
s
Pr
o
b
a
b
l
e
C
a
p
i
t
a
l
Co
s
t
I
m
p
a
c
t
s
Pr
o
b
a
b
l
e
Op
e
r
a
t
i
n
g
C
o
s
t
Im
p
a
c
t
s
Tr
e
n
d
s
I
n
d
i
c
a
t
o
r
s
Be
n
c
h
m
a
r
k
i
n
g
In
d
i
c
a
t
o
r
s
Ec
o
n
o
m
i
c
Be
n
e
f
i
t
s
We
i
g
h
t
e
d
S
c
o
r
i
n
g
Indoor aquatics facility 3 2 1 2 2 1 1 3 3 2 46
Indoor multi-use
facility 2 1 2 3 2 1 2 3 1 3 46
Pickleball Courts 0 3 3 0 2 3 3 3 1 1 42
Mountain bike parks /
trails 0 3 0 2 2 3 3 3 1 1 39
Neighbourhood hubs /
gathering places 2 2 1 0 2 2 2 3 1 1 37
Ice arenas 1 2 3 0 2 1 1 2 3 3 37
Indoor walking /
running tracks 2 2 0 0 3 2 3 2 1 1 36
Bike skills parks and
features 0 3 1 0 2 3 3 3 1 1 36
Outdoor sports courts 0 3 1 1 1 3 3 3 1 0 36
Skate parks / features 0 3 0 3 1 2 3 2 1 1 36
Indoor children's play
spaces / amenities 1 2 1 0 2 3 2 3 1 1 35
Youth focused spaces 1 3 1 2 1 2 1 2 1 0 35
Synthetic turf sports
fields / ball diamonds 0 2 1 2 1 2 3 3 0 2 35
Natural grass sports
fields / ball diamonds 0 3 3 1 1 2 2 1 1 1 35
Gymnasiums 0 2 1 2 1 2 2 3 1 1 33
Outdoor pools 1 2 0 2 3 1 1 2 1 1 32
Seniors focused
spaces 1 3 1 0 1 2 2 1 1 0 29
Tennis Courts 0 3 1 0 1 3 2 1 1 1 28
Climbing walls 0 2 0 2 1 2 2 2 1 1 28
Sand volleyball courts 0 3 0 0 1 3 3 1 1 1 27
Outdoor stadium 1 1 1 0 2 1 1 2 1 3 26
Social gathering
facilities 0 2 1 0 1 2 2 2 1 1 25
---------------■
122
Amenity Type
Re
s
i
d
e
n
t
D
e
m
a
n
d
Eq
u
i
t
y
a
n
d
Ac
c
e
s
s
Co
n
s
i
d
e
r
a
t
i
o
n
s
St
a
k
e
h
o
l
d
e
r
an
d
U
s
e
r
G
r
o
u
p
Pr
i
o
r
i
t
i
e
s
Yo
u
t
h
Pe
r
s
p
e
c
t
i
v
e
s
Re
c
r
e
a
t
i
o
n
Pr
o
v
i
s
i
o
n
B
e
n
e
f
i
t
s
Pr
o
b
a
b
l
e
C
a
p
i
t
a
l
Co
s
t
I
m
p
a
c
t
s
Pr
o
b
a
b
l
e
Op
e
r
a
t
i
n
g
C
o
s
t
Im
p
a
c
t
s
Tr
e
n
d
s
I
n
d
i
c
a
t
o
r
s
Be
n
c
h
m
a
r
k
i
n
g
In
d
i
c
a
t
o
r
s
Ec
o
n
o
m
i
c
Be
n
e
f
i
t
s
We
i
g
h
t
e
d
S
c
o
r
i
n
g
Fitness facilities /
indoor training facilities 0 1 0 2 1 2 2 2 1 0 24
Track and field
venues / amenities 0 3 0 0 1 2 2 1 1 2 24
Multi-purpose rooms /
dry floor spaces 0 2 1 0 1 2 2 1 1 0 22
Equestrain facilities /
amenities 0 1 1 0 1 2 2 1 1 1 20
Racquet court sports 0 2 0 0 1 2 2 0 1 0 17
Curling facilities 0 1 0 0 0 1 2 1 1 2 14
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