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Home My WebLink AboutParks Recreation Culture BP 2017-2021.pdfCouncil Review - December 2016 Page 143 City of Maple Ridge Parks, Recreation & Culture - Administration Business Plan 2017 - 2021 Departmental Overview The Parks, Recreation & Culture (PRC) Division's role is to ensure planning and coordination of resources in the management and development of parks, facility operations and delivery of recreation and cultural services. In addition, PRC provides opportunities that build individual, neighbourhood and community capacity by connecting citizens and groups through education sessions, workshops and planning groups to support community -driven efforts to build community capacity and assets. Identified community needs are addressed by a variety of approaches from the direct provision of services to establishing partnerships that leverage expertise and funding from other sources. In addition, we are responsible for carrying out corporate initiatives as directed by Council and attend to inquiries and requests for assistance the public. The division consists of two departments: Parks & Facilities and Recreation & Community Services. The total expenditure budget for this department is $3,284,248. Organization Chart Director of Parks & Facilities General Manager: Parks, Recreation & Cultural Services Executive Assistant Manager Parks Facilities Manager of Planning& Operations Business Operations Manager Operations Director of Recreation & Community Services Recreation Manager of Recreation Senior Recreation Manager Community Manager Health Manager Arts & Community Services and Wellness Connections Full -Time Equivalent Staff = 2 (Other staff shown on org chart are budgeted to other areas) Strategic Alignment • Parks, Recreation & Culture supports healthy lifestyles through the planning and development of parks, recreation, arts and cultural services and infrastructure with a goal of engaging citizens, increasing participation, and connecting people; the cornerstone of a healthy and vibrant community. • Individual and community outcomes are enriched through support for a diverse range of grassroots and community initiatives that contribute to a healthy, connected, and engaged community. Examples include neighbourhood events, community festivals and forums. • Extra effort is made to ensure that vulnerable and at -risk populations have easy access to these services for their benefit and for the benefit to the larger population that accrues when all segments of the community are participating in positive activities that contribute to their health and to the health of the community. Council Review - December 2016 Page 144 Business Perspective/Environmental Scan • Demand for sport, recreation and cultural infrastructure such as sport fields, community centres, aquatic and cultural amenities is projected to grow. In the next 25 years the population in the City of Maple Ridge will increase by more than thirty percent'. This growth includes a larger than average contingent of families with young children than most other lower mainland municipalities, evidenced by growth in 2016 elementary school registrations. The City has initiated a process to address this demand by identifying potential community infrastructure priorities to move forward with in future years that will be the subject of significant public engagement. The Maple Ridge Leisure Centre has been well cared for and well used since it was constructed 35 years ago. It now requires some significant upgrades to continue to serve the community for the next 35 years. Investment in these repairs is a cost-effective approach to maintain a high value asset that will continue to serve the community well into the future. Communities across Canada are experiencing an increase in issues associated with poverty, addiction, mental health and homelessness that is taxing staff and community resources. Maple Ridge dealt with a significant homeless camp on a residential street in 2015 which has been temporarily resolved by partnering with BC Housing on an emergency shelter. The City continues to work with the Province and service providers to secure longer-term housing and service solutions. The City also undertook a Research Project on Social Services in 2016 that delivered nineteen recommendations that will guide the City's work in this area. Youth wellness has become a major focal point in our community. In 2016, the City worked with youth and stakeholders to develop a Youth Strategy informed by comprehensive research of youth and families in the community. The research identified significant needs around substance use and mental health as well as other issues. The resulting Strategy informs how to best work with and support youth (12-18) and emerging adults (19-24) to promote the most positive physical, cognitive, emotional and social development outcomes. The Strategy provides a timely guide for work being undertaken in the community and within municipal services such as the City's Youth Services programs, the Strong Kids Team established by Council, and Council's support for a Youth Wellness Centre. Planning for a growing number and increased aging of our senior residents also requires our attention. The 65 -plus age group will comprise 23 percent of the region's population by 2041, up from 14 percent in 2013".2 The Age Friendly Community Project conducted in 2015 established a number of recommendations with input from local citizens and service providers to maintain or enhance the quality of life for this population now and in the future. There are however limited municipal and community resources available with which to do this work. • Maple Ridge has a strong foundation for arts and culture that is an important contributor to social diversity, economic vitality, and quality of life for residents. The City will engage the arts and culture sector in our community in the development of an Arts and Cultural Plan in the latter part of 2016 that will better prepare the City and stakeholders to support the development of this important sector in a focused and intentional way that will deliver increased community benefits. • Extreme weather events such as drought and wind storms are occurring more regularly. Staff remains alert to planning for the impacts on planted inventory and staff resources. 1 Project growth is from 81,247 to 118,000. Provided by Metro Vancouver. Revised in 2015 to incorporate projection figures contained in accepted Regional Contest Statements. 2 Trends in Housing Occupancy Demand 1971-2041, Census Metropolitan Area of Vancouver, prepared by Urban Futures. Council Review - December 2016 Page 145 Continuous Improvement • PRC undertook an organizational development process to transition to the Maple Ridge Parks, Recreation & Culture service delivery model in a seamless and positive way that enhances staff engagement and excitement for this change while maintaining service levels and downsizing the size of the organization. • Liaison support to the Mayor's Open Government Task Force and the Citizens Representative Working Group concluded in recommendations on an approach to enhance open governance and drive efficiency within City operations. A phased implementation plan has been developed in collaboration with key departments. Council will see Phase I (of a 3 phase approach) reflected in department business plans such as Information Technology, Finance, Planning and Engineering. • Coordination of initiatives that drive the continuous improvement of Service Quality for City services. In 2016 this work included staff training, process improvement reviews, and an inventory and assessment of department level customer service tools which will identify additional ways to improve service quality. Accomplishments and Work in Progress (highlights only) Action Item Status or Outcome Complete (and ETA if not 100%) Update agreements with School District Staff reviewed and submitted to School District 75% No. 42 including Maintenance No. 42 and have been awaiting confirmation of Agreements for: changes prior to bringing these back to • Alexander Robinson Park and School Commission and Council. Due to the upcoming Site conclusion of the Joint Leisure Services • Alouette Park and School Site Agreement, SD42 is working with staff to • Edith McDermott Park and School Site update the Master Agreement before finalizing • Eric Langton School Field the sub -agreements that fall under it. In the • Tennis Courts, Maple Ridge Senior meantime, the existing agreements remain in Secondary, Thomas Haney and effect. Garibaldi Sports Field Agreements for: • Rotary Artificial Turf Field • Westview Artificial Turf Field Support development and The work of the MOGTF concluded with the 100% implementation of recommendations delivery of key recommendations which Council from the Mayor's Open Government endorsed. Staff will bring back an Task Force. implementation schedule and costs associated with this work to build into 2017 and future years work plans. Maple Ridge Resilience Initiative: The work of the MRRI as overseen by all of 100% Adopt long-term strategies and best Council included: practices recommended by the Mayor's 1. Social Service Research Project report and Homelessness Solutions Task Force. recommendations. 2. Strong Kids Team community forums and research. 3. Community Standards Enforcement Team projects and management of public safety in relation to homelessness. 4. Liaison with Outreach Service providers. 5. Implementation of the Housing Action Plan. Council Review - December 2016 Page 146 Action Item Status or Outcome Complete (and ETA if not 100%) Accomplishments related to this work were reported in the MRRI Final Update Report to Council dated September 19, 2016. • In addition to supporting people into housing and services, the City successfully lobbied for and received additional outreach, detox and other services. • Policy and planning work to expand the range of housing options took place with a particular focus on affordable rental housing. • The City applied for PIAH funding in partnership with the Co-op Housing Federation and a feasibility study for affordable rental housing as part of a civic facility. • The Strong Kids Team will continue under a new Terms of Reference. Work will be guided by the Youth Strategy and research findings. • The Outreach Team will continue under an Interagency Terms of Reference. • The Community Standards Enforcement Team will continue as part of regular City operations. • Social Service Research Project recommendations will be prioritized and built into 2017 - 2021 work plans. Development and implementation of the Three priorities in 2015: 90% Maple Ridge Customer Service Quality Customer service training for all senior Program staff, exempt staff and supervisors was held. • Implementation of a customer service assessment tool to identify strengths and areas for improvement within each department. • Implementation of a formal service improvement review process in all departments is underway. Develop and implement a plan to exit A work plan to exit the JLSA was presented to 90% the Joint Leisure Services Agreement Council early in 2016. A significant amount of with the City of Pitt Meadows by October the work has been completed including the 31, 2016. transition of agreements and contracts, new arrangements for any continued service provision to Pitt Meadows, transition of branding and web materials, a revised organization structure and budget, etc. A few tasks will continue into 2017. Council Review - December 2016 Page 147 Action Item Status or Outcome Complete (and ETA if not 100%) Explore a formal relationship with the The YMCA has indicated potential interest in a 50% YMCA regarding future partnership YMCA operation in Maple Ridge assuming a opportunities. period of due diligence that would confirm this as a workable model in this community. They also confirmed no interest in operating a community facility using a traditional model. Staff will bring this information to Council to define next steps. Explore partnership opportunities for a Worked with SD42 to develop concept plans for 90% community centre in the Albion area. an elementary school adjacent to a community centre in Albion, and conducted public consul- tation. SD42 has not yet announced whether the school has received funding. The Commu- nity Centre will form part of the public consulta- tion for Parks & Recreation Infrastructure. Review and update the Master The agreement has been updated and is 95% Agreement between School District No. currently being brought to both Councils for 42 and City of Maple Ridge. endorsement. SD42 has already endorsed the updated agreement. Work with Council to identify priorities Council identified five major infrastructure 60% attached to funding assigned to the priorities to bring to the community for Parks, Recreation and Culture Master consultation. Concept plans are complete and Plan. community consultation will take place between November 2016 and March 2017. Develop a parks, recreation and cultural Parks, Recreation and Cultural infrastructure 0% infrastructure development plan that will priorities endorsed by Council will be built into meet priority community needs. future Capital and operating plans once a final determination has been made on which facilities to proceed with. Follow-up on acquisition of strategic The following acquisitions completed: 100% properties identified for park purposes. Silver Valley - 1.11 acres Albion Neighbourhood - 8.99 acres Whonnock - 33.2 acres Merkley - 1.11 acres Implement Council decisions from the Committees of Council that were part of the 100% review of Committees of Council for: review undertaken in 2016 are operating under • Social Planning Advisory Committee the amended bylaws. • Municipal Advisory Committee on Accessibility • Maple Ridge Public Art Steering Committee Oversee the review process to evolve, Draft recommendations were developed 90% grow and improve support to the following significant consultation and research development and hosting of community and then presented to Council in September festivals. 2016. Final recommendations will be brought forward shortly. Council Review - December 2016 Page 148 Action Item Status or Outcome Complete (and ETA if not 100%) Oversee the review process to evolve Neighbourhood Development was eliminated in 0% and grow neighbourhood development the restructure that took place in 2016 as a opportunities. result of the JLSA concluding. However, community gardens and seed grants will continue through other staff. Oversee opening ceremonies for Park opening was held on June 11. The public 100% Whonnock Lake Park Grand Opening art installation is delayed. and unveiling of public art piece. Develop a Corporate protocol on Clerks Department is overseeing. 0% telephone and voice mail management to ensure a positive and consistent service quality experience. Report out on findings and The assessment review is complete. Findings 100% recommendations from 2015 were shared with the Corporate Management assessment review of customer service Team and Directors to identify future priority programs, activities and tools. focus areas to continue to improve service quality. Implement priorities from the Customer Each Department will build their priorities into 100% Service review findings. 2017-2021 work plans. The Open Government initiative will be a focal point in 2017 that will deliver significant customer benefits. Work with BC Housing to explore options Staff worked with BC Housing who presented a 30% and resources to address the low barrier proposal to convert the Quality Inn to a housing gaps in the housing continuum. facility. This proposal was subsequently cancelled by the Province, and the City was asked to provide land that could be used for an interim modular and permanent housing project. Land has been secured that could be used for this purpose. The next step will be a development application provided by BC Housing that will go through the regular development approval process that the City follows. Related to this work, the Social Policy Committee formed a task group to host four public forums as part of a Community Dialogue on Homelessness, and a communications program has been developed to increase the timeliness and exposure of information that the public is seeking on this project. Work with Planning on implementation Social Planning staff support community 100% of the Housing Action Plan. engagement activities as needed related to housing policy development. This work follows the implementation schedule for the Housing Action Plan. Provide support to the MOGTF to bring On May 2, 2016 staff brought key 100% recommendations forward to Council to recommendations forward to Council regarding enhance open government practices. open governance. Council Review - December 2016 Page 149 Ongoing Deliverables • Monitor and guide progress of department work plans for Parks and Facilities, Recreation and Community Services, and Social Planning. • Plan and prepare reports to Council. • Meet regularly with Master Agreement Steering Committee with School District No. 42 to ensure the efficient planning and function of park/school sites and to seek long range opportunities to integrate park and school planning and to increase access to school gyms or after school recreation programs. • Ensure the effective function of fee for service agreements, business operating agreements and Committees of Council within the PRC portfolio including Ridge Meadows Seniors Society, Maple Ridge, Pitt Meadows Arts Council, Maple Ridge Museum and Heritage Society, Maple Ridge Planet Ice, Golden Ears Curling Club, and others. • Monitor implementation of 2010 Parks and Leisure Services Master Plan and service area strategies such as the Youth Strategy, the Cultural Plan, the Sport Strategy and the Social Service Research Project recommendations. • Coordinate grand opening ceremonies and celebrations for new and significant upgrades to parks and recreation facilities. • Liaise with Metro Vancouver Parks related to Experience the Fraser, Pitt River Greenway, Kanaka Creek Greenway, joint acquisitions and other opportunities to enhance community sustainability through the protection of open space resources. • Support the Open Government Steering Committee to implement the vision and recommendations that resulted from the work of the Mayor's Open Government Task Force. • Manage and maintain the integrity of PRC corporate records in addition to continued representation on the Records Management Committee. The representative will develop `power user' level skills and provide training and hands-on assistance to department staff, as well as keep staff up to date on policies and procedures as they relate to records management. Found Milestones • Work with the PRC Leadership Group to build an organization development plan that will enhance the development of individual staff and the overall Division. The plan will contribute significantly to succession planning, and the ability of the Division to grow and evolve during a time of significant change. • Support to the Province and service providers to secure immediate and longer-term housing and service solutions for a crisis of people experiencing addiction, mental health and homelessness, in addition to supporting community members who are impacted by the effects of these issues has been extensive. Business Plan 2017-2021 7 1 Page Parks, Recreation & Culture - Administration Action Item Status or Outcome Complete (and ETA if not 100%) Develop an implementation schedule for A work schedule and cost estimates related to 100% MOGTF recommendations and oversee the Open Government recommendations have the completion of tasks scheduled for been prepared and presented to Council. An completion in 2016. inter -departmental steering committee has been formed to oversee this work and a number of items (Phase 1 of a 3 Phase plan) are represented within appropriate Departments 2017 work plan. Ongoing Deliverables • Monitor and guide progress of department work plans for Parks and Facilities, Recreation and Community Services, and Social Planning. • Plan and prepare reports to Council. • Meet regularly with Master Agreement Steering Committee with School District No. 42 to ensure the efficient planning and function of park/school sites and to seek long range opportunities to integrate park and school planning and to increase access to school gyms or after school recreation programs. • Ensure the effective function of fee for service agreements, business operating agreements and Committees of Council within the PRC portfolio including Ridge Meadows Seniors Society, Maple Ridge, Pitt Meadows Arts Council, Maple Ridge Museum and Heritage Society, Maple Ridge Planet Ice, Golden Ears Curling Club, and others. • Monitor implementation of 2010 Parks and Leisure Services Master Plan and service area strategies such as the Youth Strategy, the Cultural Plan, the Sport Strategy and the Social Service Research Project recommendations. • Coordinate grand opening ceremonies and celebrations for new and significant upgrades to parks and recreation facilities. • Liaise with Metro Vancouver Parks related to Experience the Fraser, Pitt River Greenway, Kanaka Creek Greenway, joint acquisitions and other opportunities to enhance community sustainability through the protection of open space resources. • Support the Open Government Steering Committee to implement the vision and recommendations that resulted from the work of the Mayor's Open Government Task Force. • Manage and maintain the integrity of PRC corporate records in addition to continued representation on the Records Management Committee. The representative will develop `power user' level skills and provide training and hands-on assistance to department staff, as well as keep staff up to date on policies and procedures as they relate to records management. Found Milestones • Work with the PRC Leadership Group to build an organization development plan that will enhance the development of individual staff and the overall Division. The plan will contribute significantly to succession planning, and the ability of the Division to grow and evolve during a time of significant change. • Support to the Province and service providers to secure immediate and longer-term housing and service solutions for a crisis of people experiencing addiction, mental health and homelessness, in addition to supporting community members who are impacted by the effects of these issues has been extensive. Business Plan 2017-2021 7 1 Page Parks, Recreation & Culture - Administration Council Review - December 2016 Page 150 Found Milestones - cont'd • Support for the Child Youth Wellness Centre through the development of briefing packages that were provided to local MLA'S, identification of a location for the pilot project, staff report on funding for the pilot phase, and the development of a pro -forma to identify revenues and operating costs for each phase of the project. • Child Care Major Capital Funding for submission to the Ministry of Children and Family Development, to fund a multi-age childcare centre to be included in the design of the Albion Community Centre. • Provided Council with reports on social service agency operations and outcomes such as an analysis of length of stay and housing outcome data for the Salvation Army and a report on the structure of the agreements and operating model for Alouette Heights. • Information meetings with non-profit and development community and BC Housing to ensure awareness and encourage applications for funding from local housing providers to the Provincial Investment in Affordable Housing Program (PIAN). • Feasibility study with the BC Co-op Housing Federation for affordable rental housing in a civic facility, and application for PIAH funding for such a project. • Hosted two forums to engage the Downtown Maple Ridge Business Improvement Association and the business and property owners adjacent to the temporary shelter in dialogue regarding the extension to the shelter lease. • Worked with BC Housing regarding two extensions to the temporary shelter and assignment of the lease to BC Housing. • Report to Council on the terms of reference and formation of a Citizen Advisory Committee for the temporary shelter operated by Raincity at 22339 Lougheed Highway and ongoing participation on the Committee. • Improved coordination of inappropriate discards in the downtown through the development of a City protocol, a mapping system and information for the public. • Development of a needle retrieval committee. • Participation in the development of terms of reference between Outreach Service providers and ongoing participation in weekly Outreach meetings. • Participation on the Opioid Working Group facilitated by Fraser Health including the development of an interagency Terms of Reference. • Development of the Forward 2020 Communications Campaign to ensure that the public receives accurate information in real-time regarding the proposed purpose built facility and related work including infographics, display materials and weekly newsletters. • Supported the Strong Kids Team to host a successful information forum for the community on fentanyl, attended by approximately 500 residents. • Work with the Social Policy Advisory Committee to develop a Terms of Reference for the Sub - Committee on Community Dialogues on Homelessness, and supported the sub -committee to plan and host four public Forums including live -streaming and Q&A opportunities. • Preparation of a report to Council on harm reduction services available in the community and the City's ability to influence service delivery changes. • Report to Council to develop a Citizen Advisory Committee to guide the development of the purpose built facility proposed by BC Housing. • Prepared a proposal to the Homelessness Partnering Strategy to obtain funding to host a Mayor's Regional Summit on Homelessness. This application was not successful and one additional grant funding proposal has subsequently been prepared and submitted. Business Plan 2017-2021 8 1 P a g e Parks, Recreation & Culture - Administration Council Review - December 2016 Page 151 Found Milestones - cont'd Presentation on homelessness and the successful decampment of Cliff Avenue at the Union of BC Municipalities. • Coordinated meetings on multi -agency topics such as the meeting with RCMP, BC Housing and temporary shelter operator to discuss implementation of a curfew and provided Council with an update on the outcome of that discussion. • Handled numerous queries from the public and other municipalities as well as media interviews related to homelessness. Invitations from other municipalities include Richmond, Delta and Coquitlam. New Deliverables for 2017 Service Area Goal: Strategic Partnerships • Work in partnership with community agencies and not for profit groups to maximize the use of public and community resources and enhance community benefits. Objectives.• • Liaise with senior levels of government that fund and/or deliver social services in the community to ensure awareness of current service levels and to advocate for funding to address emerging needs and service gaps. • Support the development of stronger relations between Katzie First Nations and the City of Maple Ridge and between Kwantlen First Nations and the City of Maple Ridge. • Maintain alignment with the principles outlined in the Master Agreement between School District No. 42, the City of Pitt Meadows and the City of Maple Ridge. • Finalize the conclusion of the Maple Ridge Pitt Meadows Joint Leisure Services Agreement in a manner that aligns with guiding principles established by Councils. • Develop new relationships and partnerships with organizations that align with our goal to enhance service to the community. Action Item Lead ETA Explore grant funding and partnerships that will address gaps Kelly Swift Q1 in the housing continuum. Build relations with local First Nations, identify ways for the Kelly Swift Q1 -Q4 City to support the principles of reconciliation, and seek greater opportunities to work together. Explore partnership opportunities with Meadowridge School. Kelly Swift Q1 Continue to explore partnerships with School District No. 42 Kelly Swift Q1 and others for a community centre in the Albion area. Work with BC Housing on their proposed application for a Kelly Swift Q2 purpose built shelter and supportive transitional housing facility, including public engagement. Update the Master Agreement between School District No. Kelly Swift Q2 42, the City of Pitt Meadows, and City of Maple Ridge to provide a guide for ongoing relations and future agreements. Review and update joint operating agreements between Kelly Swift Q3 School District No. 42 and City of Maple Ridge. Identify remaining tasks to complete to conclude the Joint Kelly Swift Q3 Leisure Services relationship with the City of Pitt Meadows post -agreement, such as document transfer, arena allocations and subsidies, and concluding dates for ongoing commitments such as field maintenance. Council Review - December 2016 Page 152 Service Area Goal: Infrastructure Projects • To identify parks, recreation and cultural infrastructure project priorities including costs, and timelines, and to initiate the planning and development of approved projects for the benefit of the community. Objectives.- To bjectives: To ensure a high level of citizen participation in feedback opportunities for proposed improvements to park, recreation and cultural infrastructure projects. • To ensure proposed projects align with community needs and priorities identified in the Parks, Recreation and Cultural Master Plan and emerging research such as youth physical activity, mental health and other needs. Measures • Number of citizens engaged in providing feedback on park, recreation and cultural infrastructure concept plans. Action Item Lead ETA Report on community consultation for proposed community Kelly Swift Q1 and neighbourhood facility projects: Support: Civic Centre, including education space, museum and Dept. Staff archives, youth wellness centre and upgrades to the Maple Ridge Leisure Centre. Multi-purpose wellness facility including an aquatic component and a curling rink. Two Arena ice pads Community stadium Neighbourhood Amenities: • Albion community centre • Renovations and upgrades to the Ridge Canoe and Kayak Club building and dock. • Renovations and upgrades to the Hammond Community Centre. • Neighbourhood Amenity in Silver Valley Assist with the Public Approval process to fund identified Clerks Q1 & Q2 community and neighbourhood projects. Department Support: PRC Staff Initiate the detailed design and development process for Kelly Swift Q1 -Q4 funded community and neighbourhood facility projects. Support: Dept. Staff Operating Budget Council Review - December 2016 Page 153 Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture- Administration Proposed Changes or Remarks: PRC Admin Other Outside Services • Historically, citizen satisfaction surveys have been budgeted every three years. One is budgeted for 2017, but its continuation is being reviewed. PM - Cost Recovery • The cost recovery from Pitt Meadows was budgeted here; it ends in 2016 with the termination of the Joint Leisure Services Agreement. PRC Support Joint Leisure Services Agreement Dissolution • This department was reorganized with the termination of the JLSA, which eliminated positions and reduced salaries cost. Supplies and vehicle costs were also reduced. Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 PCR Admin PM - Cost Recovery (74) 74 0% - - - Conferences & Meetings 13 13 - 0% 13 13 13 13 Other Outside Services 5 34 29 644% 4 4 4 4 Salaries 316 320 4 1% 327 335 344 353 Special Projects 120 120 - 0% 120 70 70 70 Supplies 1 1 - 0% 1 1 1 1 381 488 107 28% 465 423 432 441 PRC Support Bank Charges 50 50 - 0% 50 50 50 50 Memberships 8 8 - 0% 8 8 8 8 Miscellaneous 10 12 2 22% 12 12 12 12 Salaries 2,784 2,546 (238) (9%) 2,607 2,566 2,571 2,639 Service Severance 64 64 - 0% 64 64 64 64 Supplies 29 21 (8) (26%) 21 21 21 21 Supplies - Software 63 63 - 0% 63 63 63 63 Vehicle Costs 39 33 (6) (16%) 34 35 36 37 3,047 2,797 (250) (8%) 2,859 2,819 2,825 2,894 PRC Packages Divisional Growth Costs 65 70 5 8% 100 165 230 295 P&R Master Plan Implementation 516 701 185 36% 895 1,100 1,315 1,542 581 771 190 33% 995 1,265 1,545 1,837 Internal Transfers Salary Transfers (69) (70) (1) 1% (72) (74) (75) (77) (69) (70) (1) 1% (72) (74) (75) (77) Totals 3,940 3,986 46 1% 4,247 4,433 4,727 5,095 Proposed Changes or Remarks: PRC Admin Other Outside Services • Historically, citizen satisfaction surveys have been budgeted every three years. One is budgeted for 2017, but its continuation is being reviewed. PM - Cost Recovery • The cost recovery from Pitt Meadows was budgeted here; it ends in 2016 with the termination of the Joint Leisure Services Agreement. PRC Support Joint Leisure Services Agreement Dissolution • This department was reorganized with the termination of the JLSA, which eliminated positions and reduced salaries cost. Supplies and vehicle costs were also reduced. Council Review - December 2016 Page 154 Salary Transfers • This area formerly contained divisional costs shared between departments; this allocation is under review. Currently, Cemetery is the only area receiving an allocation. PRC Packages Divisional Growth Costs • The budget in this area includes $65,000 a year to address the division's cost associated with growth, some of which have already been allocated. Parks and Recreation Master Plan Implementation • A dedicated property tax increase of 0.25% a year is included in the Financial Plan to fund the implementation of the Parks and Recreation Master Plan. The scheduling and sequencing of this plan is now underway. Incremental Packages - None Capital Budget - None Information Technology - None Performance Measures/Indicators The City tracks our performance in a number of ways. Some of the measures are tracked using Performance Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below. Full scorecards can be found in the Scorecards tab. To access the "live" scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool. Code Scorecard (on following pages) Why this Scorecard is important to this department: Citizens Who are Satisfied with Parks To ensure appropriate services are available for SL03 & Leisure Services present and future customers and citizens to live healthy lifestyles. SL04 Citizens Who Use Parks & Leisure Services Council Review - December 2016 Page 155 Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture- Maple Ridge Total Cost - Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 PRC Admin PRCAdmin 379 487 108 28% 464 422 431 440 PRC Pkgs 581 771 190 33% 995 1,265 1,545 1,837 PRC Support 2,977 2,727 (250) (8%)l 2,788 4,247 2,745 4,432 2,749 4,725 2,817 5,094 3,937 3,985 48 1% Parks & Facilities Facilities Facilities 2,108 2,137 29 1% 2,143 2,198 2,278 2,285 2,108 2,137 29 11/6 2,143 2,198 2,278 2,285 Parks & Open Space Cemetery - - - (100%) - - - - Fairgrounds 42 62 20 46% 63 64 65 67 Golf Course (175) (175) - 0% (175) (175) (175) (175) Greenbelts 18 31 13 701/. 31 32 32 33 Parks, Community 509 561 52 10% 571 582 593 605 Parks, Municipal 1,254 1,440 186 15% 11519 1,599 1,680 1,762 Parks, Neighbourhood 251 225 (26) (11%) 229 234 239 244 Trails 219 215 (4) (2%) 249 224 258 233 2,118 2,359 241 11% 2,487 2,560 2,692 2,769 4,226 4,496 270 6% 4,630 4,758 4,970 5,054 Recreation & Community Services Community Development Historic Sites 204 165 (39) (19%) 168 171 174 177 Special Events 254 342 88 35% 348 354 362 371 Special Services 90 46 (44) (49%) 48 50 53 55 548 553 5 1% 564 575 589 603 Community Services Neighbourhood Dev 152 171 19 13% 174 176 179 181 Social Planning 118 111 (7) (6%) 114 116 119 122 Youth Services 565 542 (23) (4%) 555 569 583 599 835 824 (11) (1%) 843 861 881 902 Leisure Centre/ Pools Leisure Centre 1,134 1,405 271 24% 1,457 1,508 1,563 1,621 Outdoor Pools 43 33 (10) (25%) 33 34 35 36 1,177 1,438 261 22% 1,490 1,542 1,598 1,657 Program Development Arts 513 679 166 32% 692 705 719 733 Library 2,682 2,773 91 3% 2,856 2,941 3,029 3,119 PMFRC 180 - (180) (100%) - - - - 3,375 3,452 77 2% 3,548 3,646 3,748 3,852 Recreation - Other Arenas 629 711 82 13% 711 801 801 801 Children 143 118 (25) (17%) 128 139 151 163 Curling Rink 36 45 9 25% 45 45 45 45 Hammond Centre PM Heritage Hall 67 - (67) (100%) - - - - Seniors 224 236 12 5% 242 249 255 255 South Bonson Amenity 81 - (81) (100%) - - - - Whonnock Comm Centre 5 7 2 25% 7 7 7 7 1,185 1,117 (68) (6%) 1,133 1,241 1,259 1,271 Totals 15,283 15,865 582 4%1 16,455 17,055 17,770 18,433 Council Review - December 2016 Page 156 Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture- Maple Ridge Cost Share - Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 PRC Admin PRCAdmin (74) - 74 (100%) PRC Pkg_s - - - - - - - PRC Support SS Allocation - - (74) 74 (100%) Parks & Facilities Facilities Facilities - - - - - - - Parks & Open Space Cemetery - - 18 (100%) Fairgrounds (18) Golf Course - - Greenbelts (12) 12 (100%) Parks, Community (176) 176 (100%) Parks, Municipal (409) 409 (100%) Parks, Neighbourhood (84) 84 _(100%) Trails (55) 55 (100%) (754) 754 (100%) (754) 754 (100%) Recreation Community Dev Historic Sites (59) 59 (100%) Special Events (82) 82 (100%) Special Services (51) 51 (100%) (192) 192 (100%) Community Services Neighbourhood Dev (19) 19 (100%) Social Planning - - 167 (100%) Youth Services (167) (186) 186 (100%) Leisure Centre/ Pools Leisure Centre (423) 423 (100%) Outdoor Pools (24) - 24 (100%) - - - (447) 447 (100%) Community Dev Arts (154) 154 (100%) Library - - PMFRC (142) 142 (100%) (296) 296 (100%) Recreation - Other Arenas (183) 183 (100%) Children (59) 59 (100%) Curling Rink (9) 9 (100%) 32 (100%) PM Heritage Hall (32) 73 (100%) Seniors (73) South Bonson Amenity (28) 28 (100%) - - - - Whonnock Comm Centre (1) 1 (100%) (385) 385 (100%) Totals (2,334) 2,334 (100%) Council Review - December 2016 Page 157 City of Maple Ridge Parks, Recreation & Culture - Parks, Facilities & Open Space Business Plan 2017 - 2021 Departmental Overview Parks, Facilities & Open Space provides and maintains a wide variety of recreational sites that contribute to healthy lifestyles in this rapidly growing community. The Parks Planning and Operations section is responsible for the acquisition, planning and development of parks in accordance with the Parks, Recreation and Cultural Master Plan and the maintenance of the City's parks system, which includes sport fields, playgrounds, sports courts, dog parks as well as ornamental displays, street trees, an extensive trails inventory and a large number of greenbelt areas. This section also operates and maintains two City owned cemeteries and provides administration for interment services, recordkeeping and public inquiries. The Facilities section, in cooperation with the Recreation & Community Services Department, provides maintenance services to a number of public meeting and sport/athletic activity facilities, including the Leisure Centre, Greg Moore Youth Centre, Hammond Hall, Whonnock Lake Community Centre as well as spray parks and an outdoor pool. Other municipal facilities, including the public library, the ACT, museums, arena, a golf course and historic sites, are operated in partnerships with other contractors or organizations. The section also maintains City facilities including the City hall, fire halls and public safety buildings, as well as rental and leased properties throughout the community. The total expenditure budget for this department is $12,414,289. Organization Chart Parks Operations Facilities Park Planning Supervisor Operations Field Supervisor 2 Manager Arborist Horticulture FacilitiesOperation jP&LS71e,�Supervisor2 2 Cemetery Supervisor 2 FT Labourer Labourer Maintenance Trails Maintenance 0.5 FTE Technician Worker Tradesperson 2 Carpenter Labourer 2 FT Tradesperson 2 Plumber Tradesperson 2 Electrician Building Services Supervisor Building Service Worker 5 FT Full -Time Equivalent Staff = 41 Parks Operations Park Planning Supervisor Technician Field Supervisor 2 Arborist Horticulture Tradesperson 1 Gardener 2 FT Labourer Manager of Parks Piz nning& Operations Parks Operations Landscape Supervisor Technician Parks Supervisor2 Worker Turf 2 FT Labourer Groundskeeper - Fields Equipment Operator 2 Labourer Council Review - December 2016 Page 158 Strategic Alignment Environment • Maintain all municipally owned and leased facilities, using innovative practices and products to minimize the environmental impacts especially in regards to greenhouse gas emission reduction and consumption of non-renewable energy sources. • Promote our trail, dyke and bicycle networks to highlight recreation opportunities and encourage alternate modes of travel. • Promote community responsibility for the stewardship of natural resources through Special Events and liaison work with community groups such as Alouette River Management Society (ARMS), Kanaka Education Environmental Protection Society (KEEPS), Community Education on Environments and Development (CEED), WildSafe BC, and Metro Vancouver Invasive Species Council. • In partnership with other levels of government, adjacent municipalities, and community groups, develop programs and projects to preserve and enhance the natural assets of Maple Ridge, including Blaney Bog. Smart Managed Growth • Provide new park areas to meet community needs and maximize facility use. • Ensure that park and facility growth is well managed and provides a balance of opportunities which support a healthy active community as set out in the Parks, Recreation and Culture Master plan. • Protect and manage existing Municipal assets and infrastructure through the ongoing maintenance and timely renewal of parks, trails, street trees and facilities. • Maintain a strong, positive working relationship with School District No. 42 for the provision and joint use of outdoor recreation facilities. Business Perspective/Environmental Scan • There continues to be significant pressure from sports clubs wishing to expand their access to sport fields outside of their traditional season as well as pressure for additional field allocation. In order to accurately determine the needs of each club, changes to the reporting method have been initiated to verify registrant information including participant numbers and level of play. Needs assessment and participation trends will be evaluated to inform field allocation practices and the development of a sports field strategy. • Time is still needed to transition to a Maple Ridge only model once the Joint Leisure Services Agreement (JLSA) has ended and to provide transition support to Pitt Meadows. Interim sports field maintenance for a one year period is approved, with the possibility to extend for a second year. • With the planned redevelopment of Albion Sports Complex all-weather fields to synthetic, the increased parking needs this field redevelopment triggers, as well as the resulting loss of the all- weather fields for Fairground event parking, alternative parking solutions will need to be determined. As well, disruption of the site due to field construction will need to be carefully considered from both a field use and parking perspective. Continuous Improvement • Continue to assess opportunities to reduce water and energy consumption. • Support organization -wide development of an Asset Management Strategy. Review evolving best management practices in the development and maintenance of parks from both a cost efficiency and customer service basis. Review repeat action requests and public inquiries; adjust annual workplan timing, implement changes in products and park development. • Continue to leverage capital funds targeting appropriate grant funding to maximize development opportunities. Council Review - December 2016 Page 159 Continuous Improvement - cont'd • Assess technology enhancements to streamline or improve business practices and customer service. Review park use tracking systems to inform visitor needs. Use GPS capture of asset dataset to inform workplan review and park maintenance practices. • Conduct a customer feedback survey for the Work Request system. Accomplishments and Work in Progress (highlights only) Action Item Status or Outcome Complete (and ETA if not 100%) Whonnock Lake Park Development Ph. 4 Completion of new gazebo, adventure playground, parking expansion, beachfront and 100% drainage improvements, lighted pathways and site servicing. Identify park open space appropriate for In progress with trial sites at upper Maple designation as leash -optional areas. Ridge Park and Westview and additional site in 75% the Hammond area identified. Conduct a Request for Proposal for A heating ventilation and air conditioning facilities heating, ventilation and air tender was developed and awarded, for a 100% conditioning services. period of three years. Implementation and orientation to a new This new technology enables staff to update facilities maintenance work request work requests in the field via their cell phones, 100% computerized software program. which provides faster response time to users and clients. Work with the Sustainability and Facilities continue to work and identify Corporate Planning department to initiatives to reduce the City's carbon footprint, reduce green house gasses and carbon some Hydro approved projects included new 100% footprint. pool deck lighting and exterior lighting for City Hall, Operations and Fire Hall #3. Conduct a Building Life Cycle assess- Carry over to 2017 0% ment report on the RCMP and City Hall. Negotiate an agreement with TransLink Negotiations were suspended and have now for the proposed Hammond dog off- been re-initiated. ° 50% leash park. Install dog off -leash park at Hammond This project was replaced by the Golden Ears location. Bridge (GEB) dog park site. Conceptual design for the GEB site has been completed and 50% detailed design is awaiting successful negotiations with TransLink. Install playfield lighting at Albion Sports Completed the development and installation of Complex. new LED sports field lighting. This new LED 100% technology will reduce Hydro consumption up to 50%. Acquire remaining lot for Raymond Park Property sale did not complete as seller's assembly. condition was not met; will need to be 0% reassessed as market conditions allow. Construction of a full size artificial turf CAN 150 grant application was submitted; field at Merkley Park. parcel acquisition complete and site cleanup is underway. Staff have begun to develop a 25% concept plan for the sports field and staging area. The public process will be initiated shortly. Council Review - December 2016 Page 160 Action Item Status or Outcome Complete (and ETA if not 100%) Design and install enhanced signage at Wayfinding program including trail inventory trail head locations. with distances, address and trail names, signage design, and signage location 25% identification is underway. Next steps to include wayfinding signage installation. Investigate options for delivery of trail To be investigated in conjunction with trail 0% information through on-site technology. wayfinding program. Implement trail signage program such as trail markers, trail names, distances, As part of trail wayfinding program. 25% contact information and address. Develop and publish the 2016 Maple Refinements to the existing trail base have Ridge Trails and Recreation Guide. been completed. Next steps include review of hierarchy of trail information, graphic design 25% and layout with a Maple Ridge only focus. Anticipated print run of 5,000 copies. Improve drainage and resurface trails in Upper George's Way trail washout repair & Thornhill. resurfacing done, Hayes trail water diversion 50% work complete, Pauline Clark trail resurfacing ongoing. Work with contractor on control of Contracted with Metro Vancouver Invasive invasive species on municipal Species Council for treatment of identified 100% properties. invasives. Continue with WildSafe BC program and Attended/hosted quarterly meetings and partner with BC Conservation WildSafe BC recommendations implemented. 100% Foundation for WildSafe coordination. Purchase and install Bear Proof litter Bear proof bins installed at SRT (4 double bins containers. and 1 single), Cottonwood North (1 single), 100% Albion Sports Complex (1 double) Install Bear Proof Recycle containers in A total of 18 bear proof recycle cans have 100% parks. been installed in parks. Work with WildSafe Coordinator on audit Assessment and plan documentation nearing and implementation measures to work completion with revisions required for growth towards becoming a certified Bear Smart areas along development interface. We are on 75% Community. track for obtaining Bear Smart status by year end. Review and update Horticulture A revised Horticulture maintenance plan for maintenance plans to reflect current Maple Ridge including inventory additions has 100% inventory and required service levels for been completed. Maple Ridge sites. Implementation of recommendations Recommendations across the six evaluated arisingfrom thejudges' evaluation sections including Tidiness, Environmental report from participation in the 2015 Action, Heritage Conservation, Urban Forestry, 0% National Communities in Bloom Landscape and Floral Displays will be Program. implemented as opportunities arise. Work with Business Improvement BIA has shared information that the flower Association on installation of flower tower product has been discontinued due to towers in downtown area. function issues; BIA remains interested in 0% enhancing displays within the business core. Council Review - December 2016 Page 161 Action Item Status or Outcome Complete (and ETA if not 100%) Review the business model for the management and operation of the City's Update provided to Maple Ridge Council in 100% two cemeteries and make October 2016. recommendations for improvements. Remove and replace Whonnock Replacement plan underway; land tenure Cemetery entrance and public access issues to be addressed with installation to 75% points. follow. Install water service to the Maple Ridge This new water line provides clients/patrons cemetery to provide visitors' access to with access to a water supply located at the 100% water for watering plants left at Columbaria site. gravesites. Consult and work with sports user groups for prioritization on new sports Meeting held in November to review 100% field infrastructure and improvements to suggestions. existing facilities. Work with SD42 identifying school fields The Merkley park/school site was identified as 100% that could be upgraded to artificial turf. a high potential site. Review Policy with Maple Ridge Council regarding Registration Information Update provided to Council in October 2016. 100% provided to PLS Monitor sports field use to identify fields that may not be utilized to their full Review of use underway. 25% potential and explore options for alternate sport user use. Provide Maple Ridge Council with an Recommendation to Council was completed in update and feedback on trial dog off October 2016. ° 100% leash locations. Renovate and resurface tennis courts at Crack sealing has been completed. Site Thomas Haney School. investigation for geotechnical improvements is 25% underway. Implement recommendations from Seek input from Pickleball groups to identify Commission on additional Pickleball appropriate sites for future accommodation. courts. Pickleball courts have been included in park 25% amenity list for consideration when new parks are developed. Manage the construction of the Leisure Centre pool mechanical and Project has been put on hold 0% architectural system upgrades. Replace the Pitt Meadows Harris Park Replaced mechanical float valves and sealed 100% Pool surge tank. the concrete surge tank. Install low flow water devices at All low flow devices in washrooms have been Hammond Pool, Hammond Park block installed which will reduce water consumption 100% house, Whonnock Park and Harris Park within these parks. washrooms. Construct a staff shade area within Installed a new awning at Harris pool so staff 100% Harris Park Pool. have a shaded covered area. Install a shade cover at Pitt Meadows This project was put on hold. The project now I 0% Skate Park. resides with Pitt Meadows. Council Review - December 2016 Page 162 Ongoing Deliverables • Continued representation on the Records Management Committee. The representative will develop `power user' level skills and provide training and hands-on assistance to department staff, as well as keep staff up to date on policies and procedures as they relate to records management. • Maintain a high level of communication with Sports Field User Association representatives to receive feedback and determine priorities, emerging trends and new sport community needs and facilitate annual field allocation meetings to ensure fair, equitable and inclusive allocation. Found Milestones • Restructuring of the department as an outcome of the exit from the Joint Leisure Services Agreement which resulted in changes to staff roles and recruitment activities for vacant positions created by retirements and planned vacancies to provide greater flexibility through the transition period. • Working with the City's architect to coordinate stakeholder input, planning and process support for the Council Infrastructure Concepts. • Liaised with the fire department on planning, design and installation of the new emergency generator for Fire Hall #3. • Space planning process and development of construction drawing for RCMP and Bylaws space allocation, transition and creation of a new municipal records room. New Deliverables for 2017 Service Area Goal: Facility Maintenance and Operations; Government, Recreation, Heritage, Arts and Social Facilities, • To extend the useful life of municipally owned infrastructure by managing the Facility Infrastructure Reserve Fund associated capital asset replacement projects and Preventative Maintenance Management Programs. • Provide citizens, visitors and user groups with safe and healthy recreation and cultural buildings. Action Item Status or Outcome Complete (and ETA if not 100%) Upgrades to environmental user controls Replaced original gas fired unit heaters with to the heating, ventilation and air new energy efficient units. This will allow users 100% conditioning at the Operations Centre. to have better environmental controls. Assess facilities seismic standards of Assessment was completed for the RCMP, construction to city core buildings. Randy Herman, Fire Halls 1 and 3 and 100% Operations. Complete Hydro initiative lighting Completed lighting retrofits at various facilities upgrades to the exterior of the for which the City of Maple Ridge receives 100% Operations Centre and install occupancy Hydro grant incentives. sensors in Fire Halls #2 & #3. Neighbourhood consultation for Consultation is complete. A new site under the proposed dog off leash park in Golden Ears Bridge was identified. ° 100% Hammond. Plan four Trails work parties. The planned work parties for 2016 were completed with participation from local Scouts 100% and Haney Horsemen. Coordinate prison work crews for Prison crew project work included brushing and municipal and special interest group trimming in various park and trail sites (Reg 100% projects. Franklin, Whonnock Lake, Albion, Hoffman, Pitt Meadows Community Garden, and Horseman). Ongoing Deliverables • Continued representation on the Records Management Committee. The representative will develop `power user' level skills and provide training and hands-on assistance to department staff, as well as keep staff up to date on policies and procedures as they relate to records management. • Maintain a high level of communication with Sports Field User Association representatives to receive feedback and determine priorities, emerging trends and new sport community needs and facilitate annual field allocation meetings to ensure fair, equitable and inclusive allocation. Found Milestones • Restructuring of the department as an outcome of the exit from the Joint Leisure Services Agreement which resulted in changes to staff roles and recruitment activities for vacant positions created by retirements and planned vacancies to provide greater flexibility through the transition period. • Working with the City's architect to coordinate stakeholder input, planning and process support for the Council Infrastructure Concepts. • Liaised with the fire department on planning, design and installation of the new emergency generator for Fire Hall #3. • Space planning process and development of construction drawing for RCMP and Bylaws space allocation, transition and creation of a new municipal records room. New Deliverables for 2017 Service Area Goal: Facility Maintenance and Operations; Government, Recreation, Heritage, Arts and Social Facilities, • To extend the useful life of municipally owned infrastructure by managing the Facility Infrastructure Reserve Fund associated capital asset replacement projects and Preventative Maintenance Management Programs. • Provide citizens, visitors and user groups with safe and healthy recreation and cultural buildings. Council Review - December 2016 Page 163 Objectives.- Ensure bjectives:Ensure adherence to BC Building Code regulations in all municipal buildings. • Manage the collection of water samples and the safe distribution of public drinking water to users from municipal water wells. • Ensure adherence of all federal and provincial regulations including WCB, Work Safe BC, Fire, Provincial Safety Branch and the Health Department. Measures • Completion of capital projects and preventative maintenance programs. • Reduce or eliminate unscheduled facility closures that may impact customers and services. • Quality of water wells in parks meets all public health regulations. Action Item Lead ETA Work with Fire Hall #1 for staff space planning and develop proposed facility modifications to meet the Fire Department's Michael Millward Q1 needs. Renovations to the Randy Herman Public Safety Building to relocate Bylaws, RCMP and the creation of a new records Michael Millward Q1 storage area. Development and implementation of facility improvements Michael Millward Q2 outlined in the Heritage Conservation report for Haney House. Work with Engineering Operations to develop proposed Michael Millward Q2 facility modifications to meet Operations department needs. Develop data cabling specifications and conduct a tender process for the infrastructure re -cabling of the Operations Michael Millward Q3 Centre facility. Support the Parks, Recreation & Culture infrastructure Michael Millward Q3 facilities projects. Renovate and upgrade the customer service area at the Maple Ridge Library for better flow of book returns and public Michael Millward Q3 service support. Construction of a new washroom building and caretaker Michael Millward Q3 residence at Whonnock Lake Park. Service Area Goal: Parks Planning and Operations • Acquire, plan and develop active parkland and open space in accordance with the Parks, Recreation and Culture Master Plan and the Official Community Plan (OCP) to meet the needs of our community and to maximize the City's natural resources. • Extend the useful life of park infrastructure by managing the Lifecycle program for Capital Asset replacement and effective maintenance programs. • Maintain the parks system including sports fields, playgrounds, sports courts, dog parks, ornamental displays, street trees, trail systems and greenbelt areas. Conduct park, field, trail and playground inspections and repair deficiencies. Adjust maintenance plans to extend lifecycle. Objectives.• • Provide park amenities and facilities for all ages and abilities including seniors, youth and young families. • Consider all land use applications for the potential to assist in providing a variety of outdoor recreation opportunities for residents. • Provide trail information and wayfinding signage across the trail system. Council Review - December 2016 Page 164 Measures • Timely park acquisition for neighbourhood and community parks within the funding envelope; measure parkland acquisition (Hectares/1000 population) to ensure adequate provision. Acquire three park sites this year as accommodated within the capital plan. • Park planning with community involvement in park design and park development that aligns with neighbourhood build -out. Deliver three park design and consultation processes. Action Item Lead ETA Community engagement process, conceptual design Valoree development and construction of a full size synthetic turf field Richmond Q3 and staging area off 124 Street at Merkley Park. Stakeholder engagement and redevelopment of all-weather fields to synthetic turf at Albion Sports Complex (ASC). Valoree Include exploration for parking expansion to support Richmond Q3 increased field use and broader discussion for event parking issue. Construct a fieldhouse building at ASC to include washrooms Valoree Q3 and change rooms. Richmond Conceptual design, community engagement process and Valoree development of a new park in SW Haney area (St. Anne's Richmond Q3 site). Determine suitable park location for a scooter play park and Valoree Q3 develop conceptual design with neighbourhood consultation; Richmond detailed design and construction of scooter play area. Develop park concept for Firefighters Park (23800 blk of 112 Valoree Q4 Street) including neighbourhood consultation. Richmond Park acquisition including neighbourhood and community Valoree Q4 parks through the DCC program to meet growth; and priority Richmond acquisition at Whonnock Lake park. Expand the Invasive Management program to a 5 year time Valoree Q4 horizon; create a GIS dataset to track success and partner Richmond with environmental groups to identify additional sites. Service Area Goal: Cemetery • To manage and maintain two Municipal Cemeteries in a cost-effective manner utilizing established procedures and in accordance with British Columbia Consumer Protection Authority regulations and guidelines. Objectives., • Maintain the quality and condition of the cemetery to provide aesthetically pleasing areas for quiet contemplation for visitors and families. • Providing detailed cemetery information and assistance to clients making burial arrangements Work collaboratively with funeral service providers. Measures • Number of interments conducted • Number of compliance orders per BCCPA regulations Council Review - December 2016 Page 165 Action Item Lead ETA Remove and replace existing Whonnock Cemetery entrance Valoree Proposed Q2 and public access points. Richmond $ % Valoree 2019 Completion of columbaria installation. 2021 Q3 Richmond Valoree Completion of Cemetery expansion. Q4 (30) Richmond Operating Budget Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Facilities Proposed Changes or Remarks: Maintenance • The budget increase here is due to Fire Hall No. 4. Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 General Gov Properties Lease/Rental (30) (30) 0% (30) (30) (30) (30) Insurance 24 24 0% 24 24 24 24 Maintenance 749 778 29 4% 782 785 789 793 Miscellaneous Capital 6 6 - 0% 6 6 6 6 Other Outside Services 111 111 0% 111 111 111 111 Salaries 70 70 1% 72 74 76 78 Taxes 28 28 0% 28 28 28 28 958 987 29 3% 993 998 1,004 1,010 Infrastructure (GGP) Lifecycle 1,150 1,150 - 0% 1,150 1,200 1,275 1,275 1,150 1,150 - 0% 1,150 1,200 1,275 1,275 Totals 2,108 2,137 29 1% 2,143 2,198 2,279 2,285 Proposed Changes or Remarks: Maintenance • The budget increase here is due to Fire Hall No. 4. Council Review - December 2016 Page 166 Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Parks, Facilities & Open Space - Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Fairgrounds User Fees (7) (7) - 0% (7) (7) (7) (7) PM - Cost Recovery (18) - 18 (100%) - - - - Maintenance - General 67 68 1 1% 69 70 72 73 42 61 19 45% 62 63 65 66 Golf Course Lease (175) (175) - 0% (175) (175) (175) (175) (175) (175) - 0% (175) (175) (175) (175) Greenbelts PM - Cost Recovery (12) - 12 (100%) - - - - Maintenance - General 30 31 1 1% 31 32 32 33 18 31 13 72% 31 32 32 33 Parks, Community User Fees (43) (31) 12 (28%) (31) (31) (31) (31) PM - Cost Recovery (176) - 176 (100%) - - - - Contract 8 8 - 0% 8 8 8 8 Maintenance -Buildings 9 - (9) (100%) - - - Maintenance -General 712 584 (128) (18%) 594 605 617 629 510 561 51 10% 571 582 594 606 Parks, Municipal Lease Revenue (46) (46) - 0% (46) (46) (46) (46) PM - Cost Recovery (409) - 409 (100%) - - - - UserFees (2) (2) - 0% (2) (2) (2) (2) Insurance Expense 142 108 (34) (24%) 108 108 108 108 Maintenance -Buildings 55 56 1 1% 57 58 59 60 Maintenance -General 1,391 1,229 (162) (12%) 1,305 1,382 1,460 1,539 Maintenance -Grounds 123 96 (27) (22%) 97 99 101 103 1,254 1,441 187 15% 1,519 1,599 1,680 1,762 Parks, Neighbourhood PM - Cost Recovery (84) - 84 (100%) - - - - Maintenance - General 336 225 (111) (33%) 229 234 239 244 252 225 (27) (11%) 229 234 239 244 Trails PM - Cost Recovery (55) - 55 (100%) - - - - Maintenance -General 244 215 (29) (12%) 219 224 228 233 Special Projects 30 - (30) (100%) 30 - 30 219 215 (4) (2%) 249 224 258 233 Totals 2,120 2,359 239 11% 2,486 2,559 2,693 2,769 Proposed Changes or Remarks: Joint Leisure Services Agreement Dissolution • Terminating the JLSA has had a general impact on general maintenance costs. It also reduced some user fees collected. Council Review - December 2016 Page 167 Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Cemetery Proposed Changes or Remarks: Salary Transfers • Cemetery is receiving an allocation of divisional costs. Incremental Packages - None Capital Budget - None Information Technology - None Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues Fees 192 192 0% 192 192 192 192 Plots 279 279 0% 279 279 279 279 Fund Interest 28 29 1 4% 30 31 31 31 499 500 1 0% 501 502 502 502 Debt Debt - Interest 98 95 (3) (2%) 93 90 88 85 Debt - Principal 115 118 3 2% 120 122 125 128 213 213 - 0% 213 212 213 213 Expenditures Maintenance - General 214 218 4 2% 223 228 234 239 Purchases 10 10 - 0% 10 10 10 10 Salary Transfers 69 70 1 1% 72 74 75 77 293 298 5 2% 305 312 319 326 Totals 7 11 4 57% 17 22 30 37 Internal Transfers Contribution to/(from) Reserves (7) (11) (4) 47% (17) (22) (30) (37) Total after Transfer: - - - - - - Proposed Changes or Remarks: Salary Transfers • Cemetery is receiving an allocation of divisional costs. Incremental Packages - None Capital Budget - None Information Technology - None Council Review - December 2016 Page 168 Performance Measures/Indicators The City tracks our performance in a number of ways. Some of the measures are tracked using Performance Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below. Full scorecards can be found in the Scorecards tab. To access the "live" scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool. Code Scorecard (on following pages) Why this Scorecard is important to this department: SG02 Provide New Park Areas and confirm To ensure parkland provision meets community our targets are achieved needs and maximizes facility use. It is important that we track the energy consumption in all of our buildings to ensure they are operating Leisure Centre Energy consumption & efficiently and that greenhouse gas emissions are EN05 GHG Emissions minimized. As the facility that uses the most energy in the City, it is important that we monitor consumption closely and take corrective action immediately. FM03 Capital Works Program Ensure accurate project budgets and efficient provision of parks infrastructure. Council Review - December 2016 Page 169 City of Maple Ridge Parks, Recreation & Culture - Recreation & Community Services Business Plan 2017 - 2021 Departmental Overview The Recreation & Community Services Department recognizes that community engagement, and active living is essential to personal health and quality of life. Staff liaisons encourage and support citizens and groups to contribute to positive change by mobilizing their assets, passions, knowledge, skills and relationships to inspire and support a caring and vibrant community. In cooperation with the Parks & Facilities Department, Recreation & Community Services operate facilities including the Maple Ridge Leisure Centre, Planet Ice, the Maple Ridge Library and a number of community halls. This is done in collaboration with various not-for-profit community organizations, agencies and businesses such as; the Golden Ears Winter Club, Planet Ice, Fraser Valley Regional Library and School District No. 42. In addition, this department acts as a liaison and provides support to the Arts Council, the Ridge Meadows Seniors Society, the Maple Ridge Historical Society and Museum Society through Operating Agreement models. These organizations manage the operation of facilities, programs and services. Public art programs are supported through the Maple Ridge Public Art Advisory Committee. Services include the delivery of recreation and education programs in arts and culture, aquatics, fitness, sport, day camps, ice-skating and more through drop-in and pre -registered delivery models. Other services include; recreation access programs and supports, participating and facilitating community planning tables for healthy community initiatives. Customer service functions include facility, field and arena bookings, program registration, membership and admission processing. The Recreation and Community Services section is comprised of the following function areas: Youth Services, Neighbourhood Services, Social Planning, Seniors Services, Arts, Culture and Heritage, Festivals & Special Events and Volunteer Services, Children's Recreation, Aquatics, Health and Wellness, Business Operations, Marketing and Promotions, Facility Booking and Facility Infrastructure project planning and implementation. Recreation and Community Services work with community networks and partners to ensure that there are an abundance of opportunities for citizens to connect, engage, participate and contribute to community and opportunities to strengthen the capacity of both individuals and community organizations. The department provides programming for all ages by meeting community needs for opportunities to experience health and wellness, general interest, childcare and lifelong learning programming. Services are delivered directly through the operation of facilities such as the Maple Ridge Leisure Centre and Hammond Pool or through community partners. The total expenditure budget for this department is $2,634,472. Organization Chart Recreation Administrative Assistant Manager II Senior Recreation Manager Arts &C mmunity Community Connections Recreation Community Recreation Coordinator Social Planning Vol unteer&Special Analyst Events Coordinator Coordinator Recreation Coordinator Programmer Communications Volunteer & Special Events Recreation Host Coordinator Attendants Youth Auxiliary Clerk2 Program Assistant Marketing& Special Events Programmer 0.5 FTE 0.8 FTE Council Review - December 2016 Page 170 Director of Recreation & Community Services ManagerTy Commune Services Administrative Assistant Recgreation Mana er Health and Wellness II Senior Recreation Manager Manager of Business Operations Community Recreation Recreation Coordinator Business Operations Research Technician Marketing & Coordinator Coordinator Coordinator Health Aquatics Coordinator 0.5 FTE Communications and Wellness Coordinator Recreation Youth Recreation Aquatics Clerk2 Marketing& Therapist Programmer Programmer Programmer 0.8 FTE Communications 0.46 FTE 2 FTE Assistant Program Assistant 1 Program Assistant 1 Senior Aquatic Cashier Clerk Youth Health &Wellness Leader Reception L/C 0.5 FTE 0.75 FTE 3.1 FTE (3 PT) 5.25 FTE (10 PT) Youth Workers Children's Aquatic Leader 1 38 PT Programmer 15.25 FTE (41 PT) Field AlloCator Program Assistant 1 Children's Booking Clerk 0.75 FTE Recreation Leaders Children's 59 Auxiliary Recreation Programmer Children's Full -Time Equivalent Staff = 61.3 Strategic Alignment • Parks, Recreation & Culture supports healthy lifestyles through the planning and development of parks, recreation, arts and cultural services and infrastructure with a goal of engaging citizens, increasing participation, and connecting people; the cornerstone of a healthy and vibrant community. Business Perspective/Environmental Scan • Parks and Recreation Management System software is used by staff across Parks, Recreation & Culture (PRC) to complete point of sale transactions, program registrations, membership sales, facility bookings, subsidies and manage cash/credit transactions both in person and securely on- line. Over the past year, staff has participated on an intra -municipal team of 22 municipalities involved in a joint RFP for a new product. The RFP process is slated to wrap up in late 2016 with a new product being selected and implementation to begin in 2017. • A significant amount of time has been dedicated to the development and implementation of a strategy to exit the Joint Leisure Services Agreement. Much of the focus in 2017 will be to monitor and evaluate the departmental changes and service levels and to ensure the appropriate allocation of available resources to identify further efficiencies. • Local service provides have identified resource gaps in providing one-to-one support for individuals facing barriers to participation in programs and services within the recreation facilities. • Limited external funding opportunities are available to families and individuals requiring financial assistance to participate in recreation activities, specifically young adults, adults, and aging populations. • The trending decline in children's physical activity, outdoor and nature connections and participation in unstructured play. Council Review - December 2016 Page 171 Business Perspective/Environmental Scan - cont'd • Increased demand for afterschool programming in schools and neighborhoods. • Organizations providing services on behalf of Parks, Recreation & Culture are experiencing pressure to respond to increased service demands and operating costs. • Production costs for special events/festivals have increased significantly over the past decade and continue to rise, especially insurance premiums, traffic management and public washrooms to accommodate the increased attendance and duration of events. • The changing demographic of volunteerism includes episodic volunteering and opportunities to engage the new generation of retirees and skilled volunteers as a community resource. • Preparing as an Age -Friendly Community is important to address growth in the size of the elder senior population. • The complexity and volume of social issues including poverty, mental health, addictions and homelessness is growing and has impacts on current services and staff resources such as Social Planning. • There is a lack of housing for marginalized and hard to house populations in Maple Ridge, and associated support services. • Emergency response to the Opioid Crisis in the Province of British Columbia is requiring significant municipal resources. • Youth and families that support youth need more support in areas such as mental health, substance use, and developing a stronger sense of belonging in the community. Continuous Improvement • Leverage expertise of current and potential service contract partnerships to provide programs and services to support the rehabilitation and maintenance of those with acute and chronic health issues. • Responded to immediate need for increased afterschool programming in Silver Valley and Central Maple Ridge. New pilot program during the afterschool hours includes transportation to the program site at the Greg Moore Youth Centre. • Expanded the Kids Summer Fun Pass to include the Youth demographic. The Summer Fun Pass promotes active living throughout the summer months by providing a low -barrier reduced membership option. In total more than 600 passes were sold. • Streamlined festivals/special events application process and procedures by creating a simplified application, hosting regular drop in hours and information sessions to organizers, tracking progress of all applications and getting real time feedback and data from applicants through pre and post s u rveys. • Worked with Social Planning and Research Council of BC to conduct The Social Services Research Project that will provide a framework to measure the impacts of service delivery in the community. • Completion of the Maple Ridge Resilience Initiative and built out Forward 2020. • Conducted the Community Dialogue on Homelessness Series with a Sub -Committee of SPAC to engage citizens on all sides of this complexed issue in a dialogue that will contribute to the identification of solutions • Engaged community in developing the Maple Ridge Youth Strategy that will guide service provision for youth and young adults into the future. Council Review - December 2016 Page 172 Accomplishments and Work in Progress % Complete Action Item Status or Outcome (and ETA if not 100%) Developed a measure of public Identified draft objectives and measures; this benefits and performance measures project will be rolled into the Corporate for Community Development, Parks & Performance planning deliverable. 50% Recreation Services (CDPR). Developed Sport and Physical Activity Complete ° 100% Strategy with community groups. Manage and implement the new Ridge Complete ° 100% Canoe and Kayak Club lease. Review the outdoor pool operating No longer applicable. Retrofit project on hold. season and align with Leisure Centre Aquatics upgrades. Negotiate and develop a fee based Complete operating agreement with the Golden 100% Ears Winter Club. Manage customer relations before and No longer applicable, retrofit project on hold. REMOVE during MRLC Aquatics upgrade project. Develop a business plan for Whonnock Put on hold during infrastructure planning Lake Community Centre and process. 0% Hammond Community Centre. Develop implementation and funding MRLC facility space audit report in review plan for Maple Ridge Leisure Centre stage. Implementation and funding plan will 50% space review outcomes. be aligned with recreation facility infrastructure project. Update the draft sport strategy for Complete 100% Council endorsement. Conduct a review of small contracts In progress and service delivery models for sports 45% and fitness programming. Develop and facilitate a series of family Completed: education workshops focussing on • Sport Ball children's health and wellness trends . Pacific Sport, 100% such as importance of risky play, . Welcome to Kindergarten. outdoor and nature connections, and physical literacy. Explore new programs & community No longer applicable, retrofit project on hold. partnerships with the accessibility and REMOVE leisure swim improvements of the Leisure Centre Aquatics area. Develop an evaluation tool for Complete. Developed an assessment tool marketing programs that is used to determine success and return 100% on investment for marketing initiatives. Implement the 2015 Culture Service In progress. Recommendations implemented 50% Matters recommendations include Service Matters recovery program, Migrate PLS subsite content to City of Complete. Mapleridge.ca/parksandrec Maple Ridge website; including launched November 1. 100% branding, links, photos etc. Develop a tool for reporting out In progress, a review of the corporate 50% customer feedback. comment cards complete. Council Review - December 2016 Page 173 % Complete Action Item Status or Outcome (and ETA if not 100°/x) Develop and implement the Joint Nearing completion. Outstanding items Services Agreement exit strategy. include document transfer and arena & field 90% allocation process. Develop an implementation plan for Selection of successful proponent and 0% recreation software. implementation will occur in 2017. Review and formalize agency Process designed; currently working on membership agreements for usage at updating guidelines and communicating to 60% the MRLC and PMFRC. community agencies. Research employee scheduling Research complete on software options. software or programs and plan for a Procurement method scheduled for formal process for securing product finalization by Q4 and implementation in Q2 30% that meets the needs of the of 2017. department. Work with SD42 to develop a In progress, developing marketing collateral membership package for international to share with Home Stay Societies and School 25% students. District No. 42 schools. Co -host a stakeholder meeting inviting This action item was based on the proposed agencies such as Arcus, Ridge upgrades to the Leisure Centre and increased Meadows Association for Community programming space and accessible aquatics. Living, Community Services, Family Education and Resource Centre, REMOVE Possibilities and other like organizations that support individuals with disabilities to explore opportunities that increase inclusive programming. Work with the Municipal Advisory 2015 Accessibility Survey completed - Action Committee on Accessibility Issues Plan development underway. (MACAI) to develop an action plan 50% based on the 2015 Accessibility Survey res u Its. Work with MACAI to explore In Progress - initial conversations with Maple opportunities to develop a Community Ridge Engineering regarding sidewalk let Specific Asset Map highlighting downs, cross walk identification. 20% accessible components Research and expand adaptive, New programs include; Birdies, Balls & beginner level fitness programming for Racquet Sports for Women (55+ prevention 100% all ages (including adults) focusing on focus) and Women's Weight Training. physical literacy enhancement. Work with MACAI to host 2joint Once coordinated meeting to date. committee meetings with like agencies/organizations within the 50% community to share work plans and knowledge. Explored and researched options for Community consultations completed and Community Theatre/Rehearsal Space cultural facilities rental grant program for performance artists. implemented in 2016 as interim measure. 100% New Culture Plan and infrastructure discussions and recommendations to be completed in 2017. Council Review - December 2016 Page 174 % Complete Action Item Status or Outcome (and ETA if not 100°/x) Develop a registered Summer Outdoor 1. Lake Lovely Water Mountaineering Trip Pursuits Program. 2. Skagit Park Weekend Outdoor Adventure Program. 100% 3. Weekly Grouse Grind Hikes 4. Get Out Youth Leadership 2 Day Retreat Implement recommendations resulting Youth strategy now complete and from the Youth Strategic Plan. implementation strategy endorsed by Council. Ongoing Implementation of recommendations will take place in 2017 & following years. Pilot Facebook targeted promotions. Three `boosted' ads were used on Facebook and have had increasing responses on social 100% media. (Youth Services Survey, Strong Kids Forum, Talent Show Auditions). Create 3 registered summer Created a design your own skateboard programming opportunities for program with The Act. 30% community partners. Support the newly formed Youth Centre The Youth Centre Society did not re-form and Society in their Strategic planning as such strategic planning did not take place. REMOVE process. Support Resiliency Initiative's Strong The Strong Kids Team has hosted two Kids Committee with delivery of a community forums and a Fentanyl Forum 100% Spring Forum. Develop a "Youth Support Guide" for This work was put on hold while social City Facilities to enhance our Safe planning worked on other priorities. The Safe Harbour Designation. Harbour program has changed direction and 0% the new program will be reviewed and implemented in 2017 Conduct a one year evaluation of Completed a report and recommended recommendations from Core Security delivery model that best supports Core 100% Review. Security. Support City Hall in becoming a Safe This work was put on hold while social Harbour site. planning worked on other priorities. The Safe Harbour program has changed direction and 0% the new program will be reviewed and implemented in 2017. Support the exploration of grant Division of Family Practice fully financed funding for the Maple Ridge Pitt 10,000 copies of the Senior's resource 100% Meadows Katzie Senior's Network. guide. The Network has also received New Horizon's funding. Support the implementation of the Maple Ridge and Pitt Meadows have been recommendations from the Age officially designated "Age Friendly Cities". The Friendly Communities Initiative Report. implementation of the recommendations is ongoing ongoing. Health & Wellness Team to increase Choose to Move, Active Age, Exercise and opportunities for active programs for Control over Arthritis, Tips Tricks and Tool to 100% seniors aged 55-65. Manage Arthritis, Parkinson's and Exercise, Cardiovascular Disease and Physical activity. Implement Neighbourhood Small Program implemented Grants program partnership with the 100% Vancouver Foundation. Council Review - December 2016 Page 175 % Complete Action Item Status or Outcome (and ETA if not 100°/x) Create online tools that focus on Neighbourhood Development position was sharing of neighbourhood profiles and vacated in July and moved to Festivals this 0% stories. Action will be reviewed in 2017. Complete a review of the Neighbourhood Development position was neighbourhood development function eliminated as part of the JLSA dissolution. 100% and implement any recommendations Current programs such as seed grants and that are realized in the process. block parties were transferred to Festivals. Initiate a performing arts space Report to Council in June outlined preliminary feasibility study (pending funding work with stakeholder groups and next steps. 30% approval). Project was put on hold while deliberations are underway for new infrastructure. Research and create cultural space Program implemented. access grant program (pending funding 100% approval). Put out a RFP to update the Cultural RFP call completed. Plan and Policy (1996), (pending 100% funding approval). Develop and support the formation of Culture Roundtables will be created as part of cultural networks to encourage cross the Culture Planning process in fall 2016 and 50% discipline resource sharing and sector winter 2017. leadership. Explore, plan and apply for Canada Application submitted successfully achieved 100% 150 opportunities in the communities. $62,700. Research and develop a framework for Consultant retained and working with a Task a Private Development Public art Group on consultation process with 75% Program Guide. development community. Expect report in Jan/Feb. 2017. Develop promotional tools to raise Promotional tools revised, full documentation awareness and understanding of implemented and new social media public art (e.g. video, comprehensive engagement on projects implemented. 100% documentation, enhanced website and updates). Collaborate with Museums and Potential projects identified and included in Community Heritage Commission to the application. 100% develop plans for Canada 150 project opportunities. Work with Museum Society to move Negotiations underway and will be completed from a Fee for Service to an Operating by Dec. 2016. 70% Agreement as part of the renewal process. Work with the Community Festivals Completed: CFN Ideas Expo, Events Network (CFN) to develop a Festival Templates, New CFN Newsletter in Mail 100% messaging strategy that recognizes the Chimp, CFN Facebook page and photo benefits of festivals & special events. contest promo. Implement recommendations Updates to Special Events application, identified through the Intra -Municipal additions to events manual, IMEC monthly Events Committee (IMEC) and mtgs. planned for team processing, 100% applicant feedback to improve researched and created new road closure efficiencies and effectiveness of the templates. event approval process. Council Review - December 2016 Page 176 % Complete Action Item Status or Outcome (and ETA if not 100°/x) Complete a review of the festivals and Events applicant survey implemented, special events process which includes municipal special events research conducted, the engagement of the community Festival Review Forum & Survey, CFN Ideas festivals network and implement any Expo, Downtown Vibrancy Report (Economic 90% recommendations. Development) and recommendations to be implemented in 2017 pending Council approval. Work with Community Festivals Event safety workshop, event planner's Network, neighbourhood groups and workshops on greening events and new non-profit partners to support recycling/waste bins, volunteer info sessions, educational workshops (3) that fundraising workshop, guidelines on tent 100% encourage the delivery of vibrant, weights, additions to event planning and accessible and sustainable festivals manual and on-line tools. and events which may include fund development, zero waste strategies and extreme weather preparedness. Work on strategies for volunteer New brochure page/social media recruitment recruitment and develop opportunities planned for Q4 and 2017 with a more 50% that engage new retirees, corporate engaging volunteer webpage on Maple Ridge volunteers, youth and immigrants. site. Review the internal Parks and Leisure Education and review scheduled for Q4 with Services volunteer program. Volunteer Team representatives. Will 25% implement recommendations in 2017. Monitor the operation and closure of The lease for the interim shelter has been the Interim Shelter. transferred to BC Housing and has been 50% extended to March 31, 2017. Liaise with SPARC BC to conduct a The final report has been endorsed by 100% Social Planning Research Project. Council. Provide a report to Council on an Once the implementation framework is improved Social Service Delivery complete, staff will provide a report to 50% Model. Council. Work with the community to review The implementation framework will be and implement the recommendations completed with input from the Community of the Social Services Research Network and stakeholders over the coming ongoing Project. years. Liaise and support the Strong Kids Completed two forums. Team to host a community forum on 100% resilience. Support the short term goals outlined Ongoing support of short term actions in the Housing Action Plan identified in the Housing Action Plan 25% Implementation Strategy. Implementation Strategy. Support Youth Services in the Youth Strategy is complete. 100% completion of the Youth Strategy. Work with Economic Development to Research has been completed and staff will engage the business community in the bring forward a recommendation in 2017. 50% Compassionate Cities Project. Council Review - December 2016 Page 177 Ongoing Deliverables • Continued representation on the Records Management Committee. The representative will develop `power user' level skills and provide training and hands-on assistance to department staff, as well as keep staff up to date on policies and procedures as they relate to records management. Diversity and Community Services • Work with community agencies and staff to reduce barriers and ensure accessibility and inclusivity of Recreation facilities, programs and services. • Research and apply for new and existing grant opportunities to ensure participation for all. • Network with partner organizations and support customers living with mental health concerns with a continued focus on integration. • Work alongside settlement agencies to support Newcomers awareness and ability to utilize services. Arena and Community Hall Management • Manage, maintain and negotiate operating agreements, contracts and leases for the provision of services and use of Parks and Leisure assets, including arenas, curling facility, canoe and kayak facility and caretakers who supervise community halls. • Manage arena and other contracts to ensure compliance with terms and seamless customer experiences. Programming • Evaluate program attendance and monitor ongoing and emerging community needs to effectively allocate program resources for maximum participation. • Provide registered and single admission programs and services for preschool, children, youth, adults, seniors and families in the areas of licensed childcare, social recreation, sport, fitness, skating and aquatics that are accessible, inclusive, promote active participation, and increase awareness of both indoor and outdoor opportunities. • Increase programming bench strength by partnering with community agencies that share similar mandates for the advancement of community wellness and health for all ages. Recreation Engagement and Promotions • Maintain web page content and associated links including interactive Arts & Recreation Guide, programs and facility schedules, facilities, local trails and wetlands. • Work with service partners to assist in creating a consistent look and feel for marketing collateral. • Promote the benefits of participating in recreation programs and activities through community publications and partnerships. • Promote the full range of services and programs offered through Parks, Recreation & Culture. Business Operations, Customer Service & Facility Rentals • Develop policies/procedures as needed to meet business requirements. • Support the CDPR Division in the development of business and other strategic plans and applications. • Manage CDPR Division statistics and performance measures. • Provide customer service and registration support to citizens and participants. • Manage financial assistance programs including Jump Start and Participation. • Manage and maintain rental contracts for non-profit organizations including sports associations, community groups, School District 42 and casual users for all Parks, Recreation & Culture assets. • Support sport and physical activity groups in areas such as facility allocation, leadership development, promotions and registration. Council Review - December 2016 Page 178 Youth Services • Support Maple Ridge youth leadership opportunities. • Promote youth participation in community planning and youth participation in special events. • Strengthen community partnerships and promote collaborative services for youth. • Provide Recreation programming for youth and emerging adults • Develop special events focused on Youth • Work with the Core Security team in supporting a safe environment for core area participants. Core Security • Facilitate Core Security collaborative and consistent approach to promoting appropriate behaviour in the Town Centre. • Manage security company contract and performance expectations for services in outdoor core area. Seniors • Provide support to Ridge Meadows Seniors Society (RMSS) annual planning and strategic plan implementation. • Support Maple Ridge Pitt Meadows and Katzie Seniors Network to respond to key challenges faced by older adults and support their promotion and efforts to create Age -Friendly Communities. • Conduct annual audit and reconciliation of Panorama Strata Council operating costs. Culture -Arts and Heritage • Support the cultural partners to facilitate programming, arts community networking, collaboration and resource sharing. • Liaise with the Public Art Advisory Committee and Task Groups on public art initiatives including project calls, maintenance, identifying opportunities with civic departments and community partners, overseeing the joint Committee for the Artist in Residence Program and support cultural networks. • Support the integration of heritage assets and resources into park planning. Events and Festivals • Support the ongoing development of Community Festival Network (CFN) by promoting linkages, networking, collaboration, coordination and resource sharing and to promote individual and community benefits of volunteering for events and festivals. • Research grant and sponsorship opportunities for additional funding. • Coordinate the Intra -departmental Event Committee (IMEC) team and support an efficient event approval process and effective resources. • Support initiatives that strengthen and connect neighbourhoods including: Matching Fund (including Neighbourhood small grants), and Neighbourhood School Gardens. • Support Haney Farmers Market to strengthen partnerships, volunteer capacity and sustainability. Volunteer Services • Work with Parks, Recreation & Culture and community partners to ensure a broad range of volunteer opportunities and facilitate volunteer program management including Volunteer registration and support. • Offer leadership training opportunities for developing individual and community and capacity. • Support continued development of the Volunteer Appreciation Program and host annual events. • Promote the services of the Maple Ridge Pitt Meadows Community Volunteer Centre and support the Centre's sustainability. Council Review - December 2016 Page 179 Social Planning • Liaison to social service agencies and committees. • Support Community Network (CN) Leadership Committee in ongoing development and sustainability planning. • Participate on the Regional Steering Committee on Homelessness Municipal Constituency Table. • Participate on the Metro Vancouver Social Issues Subcommittee. • Support Social Policy Advisory Committee (SPAC) and related sub -committees. • Support Municipal Advisory Committee on Accessible Issues (MACAI) Found Milestones • Staff vacancies due to impacts of the Joint Leisure Services Agreement (JLSA) resulted in increased recruitment for key positions in Business Operations and Health and Wellness. • Completion and submission of BC Summer Games 2020 and 2022 Bid Application. • Program development process and implementation of the tenth Afterschool Program • Success of the Active Kids Noon Hour pilot in Spring 2016 resulted in commitment from School District No. 42 for continued funding to facilitate the program in ten elementary schools for 2016/17 school year. • Successful in obtaining a grant from Viasport to conduct pre and post evaluation of physical literacy competencies in summer day camps. • Creation of Blue Mountain Elementary Play Adventures Program in partnership with School District No. 42. • Created Children's programs related to values of Children's Department. New program created for children on home alone safety. Also created characters to help identify these programs and values. • Partnership with Infant Development Centre to provide programs that include fundamental movement skills for their clients. • Recreation Therapy pilot program offered at Ridge Meadows Hospital - Kanaka Unit. • Created social stories for children at summer day camps and Active Kids Club who struggle with anxiety. • Live 5210 designated community and the "Playbox"; a partnership with SCOPE and BC Children's Hospital. • Development of new health partnership with UBC and the Parkinson's Research Project, Arthritis Society, Choose to Move, and Active Age. • In cooperation with the BC Recreation & Parks Association (BCRPA) created Sole Girls program which builds self-esteem and leadership skills for pre -teens. • Upgrade CLASS to 8.0 due to unanticipated Payment Card Industry (PCI) compliancy concerns. • Supported additional projects - Pride crosswalk and Community Foundation recognition integrated artwork proposal. • Developed new Festivals Green Team, green events guide and purchased recycling equipment. In connection with this work, developed the new Volunteer Fest Crew - recruitment and training of new volunteer team working with Festivals/Special Events on greening and supporting community events. • Festivals and Events integrated and supervised two student interns into projects and planning. Council Review - December 2016 Page 180 Found Milestones - cont'd • Supported Economic Development on Town Centre animation initiatives (e.g. Night Market planning and research for 2017 launch and busking program guidelines, project plan & research; food truck pilot). • Supported development of "Celebrate the Night" Halloween program and fireworks event move to the Town Centre. • Expansion of Core Security to include the entire downtown core. New Deliverables for 2017 Service Area Goal: Business Operations, Customer Service & Facility Bookings To meet and exceed Parks, Recreation & Culture's customers' needs and expectations by being responsive, efficient and effective and providing support to the Parks, Recreation & Culture Division in the area of financial management, information technology and procedure development and implementation. Objectives.• • To provide the department with data that supports business decisions. • To utilize technology ensuring customer experience expectations are met. • To ensure all processes run efficiently and procedures and up to date and followed. • To monitor and record admissions and attendance in Recreation Facilities. • To increase the retention rate for ONE memberships. • To provide consistent and seamless service for customers of direct and contract services. • To ensure facility user groups receive seamless service when booking sites between CMR and CPM. Indicators.- Online ndicators. Online Registration 2015 2016 (est.) 2017 (target) • of overall registration through Recreg4u 46% 46% 49% • of monthly membership retention 40% 36% 40% Action Item Lead ETA Evaluate service models and delivery in response to the Danielle Pope Q4 departmental realignment. Process Review: MR Leisure Centre admission and Russ Brummer Q3 registration service Support: Sustainability and Corporate Planning Award and implement Parks & Recreation Management Danielle Pope Q4 Software solution Support: IT, Purchasing Service Area Goal: Recreation Engagement & Promotions • To increase citizen engagement and participation in Parks, Recreation & Culture services. Objectives.• • To ensure promotional resources are allocated efficiently and effectively. • To increase community attendance and activity levels. • To provide results -oriented marketing to internal customers and service provider partners. • To increase traffic to online channels and tools. Council Review - December 2016 Page 181 Indicators.- Marketing ndicators. Marketing Initiatives 2015 2016 (est.) 2017 (target) # of Summer Fun pass sales 387 609 700 # of website visits 175,457 167,500 125,000 Action Item Lead ETA Update and implement the PRC Citizen Satisfaction Survey Danielle Pope Q2 266,338 Support: # of low cost attendance 40,127 Sustainability and 40,000 # of Grade 5 Active Pass memberships Corporate 435 475 Planning 2,864 Align PRC with the City of Maple Ridge Brand review and Mikaela Meyers Q3 resulting recommendations. Support: Evaluate PRC Health and Wellness programming to ensure Communications Q3 senior specific programming, particularly for those 55+ are Economic adequate and affordable. Development Service Area Goal: Health and Wellness - Recreation Programming and Service Delivery • Develop and implement programs and services at recreation facilities and throughout the community that meet a variety of needs for recreational participation and inclusion. Objectives.- Provide bjectives.Provide physically active and play based programming that meets customer service outcomes. through direct provision and service delivery contracts • Offer a range of drop-in and registered programs based on a customer service model and community needs. • Use customer experience approach in planning, decision-making and equipment orders, space allocations and program planning. • Incorporate best practices, market comparisons and industry trends in -programming, staff training and facility maintenance. • Provide a welcoming, accessible, safe and clean environment in all of our recreation facilities. Indicators., Recreation Facility Attendance/Opportunities 2015 2016 (est.) 2017 (target) # of Leisure Centre attendance 273,925 266,338 270,000 # of low cost attendance 40,127 39,795 40,000 # of Grade 5 Active Pass memberships 520 435 475 # of Summer Fun pass attendance 2,864 5,196 4,500 Action Item Lead ETA Implement Healthy Heart program in partnership with the Dave Speers Q1 Greater Vancouver YMCA. Develop an action plan for the Sport and Physical Activity Dave Speers Q2 Strategy goal statements. Conduct a comprehensive in-house survey of aquatic users Janice Forsyth Q3 and align results to improve programming methodology and increase swim opportunities. Evaluate PRC Health and Wellness programming to ensure Richard Bosma Q3 senior specific programming, particularly for those 55+ are adequate and affordable. Evaluate after school programming needs and develop 5 year Jen Baillie Q3 sustainable project plan based on community needs and best practices. Council Review - December 2016 Page 182 Action Item Lead ETA Evaluate health and wellness program models and delivery in response to the departmental realignment. Christa Balatti Q4 Service Area Goal: Culture - Arts & Heritage • To support the development of an enhanced, arts, culture and heritage sector that contributes to creating a healthy, vibrant community, improves citizen retention and sparks economic vitality. Objectives.- To bjectives.To strengthen the capacity of the Maple Ridge Pitt Meadows Arts Council (MRPMAC) to fulfill its role in operating the Arts Centre and offering a diverse range of arts programs and services as per agreements. • To increase a "sense of place" through public art initiatives and partnering with the artistic community and other sectors to expand opportunities for artistic expressions throughout Maple Ridge that encourages local engagement and artistic excellence and promotes cultural place -making activities that enlivens the community and a strong sense of belonging. • To encourage the integration of public art in civic projects across all departments, the built environment and community initiatives. • To establish an arts friendly environment that encourages and attracts the development of cultural industries and artists to thrive. • To work with Maple Ridge Historical Society and the community to encourage and support heritage initiatives. • To support the efforts in the preservation of historic images, heritage facilities (Haney House), documents and artifacts for continued community appreciation and education. • To strengthen local engagement, leadership, partnership, connections, collaborations and high volunteerism to achieve cultural objectives. Indicators., ACT Arts Centre/ MRPM Arts Council Statistics 2014-2015 2015-2016 2016-2017 (Projected) # of Facility User Events 233 251 245 Facility User Presentation Attendance 39,597 42,312 43,800 # The ACT Presentations 36 36 34 The ACT Presentation Attendance 9,812 9,700 9,000 # Community Initiatives: Outreach / Partnerships/ Workshops/ Free & Txt Events 115 397 350 Community Initiatives: Outreach / Partnerships/ Workshops/ Free & Txt Events Attendance 5,213 4,573 4,500 # of Arts Programs Offered 564 584 595 Arts Program Total Registration 2,503 2,734 2,900 # of Art Gallery Exhibitions and events 34 71 62 Gallery and Shop Total Visits 8,389 9,012 9,500 Total # Events 982 1,339 1 1,286 Total Participation 65,514.00 68,331.00 69,700.00 Council Review - December 2016 Page 183 Maple Ridge Museum & Haney House 2015 (actual) 2016 (est.) 2017 (target) Adult Admissions 1,000 1,600 1,700 Child Admissions 250 1,100 1,000 Group Presentations 7 25 20 Public Displays (external) 21 35 30 Off-site Events Attendance 1,950 2,000 2,200 Volunteer Hours 1,500 1,400 1,500 Note: Statistics provided by Maple Ridge Historical Society. *The increase in admissions is due to the return of school tours. Action Item 2015 (actual) 2016 (est.) 2017: (target) # Of Public Art installations 1 mid-size in 2 mid-size completed 1 large commissioned by Maple Ridge Public progress 1 large initiated for 4 community Arts Steering Committee. 4 community Canada 150 public art Support: public art projects 4 community public art projects projects Action Item Lead ETA Renew agreements for Agricultural Association, Arts Council, and Yvonne Chui Q1 and Q4 Historical Society. Support: Bus Ops, Parks & Facilities. Develop action plan for Developer Public Art Program framework Yvonne Chui Q2 recommendations pending Council approval. Support: Planning, Economic Dev, Engineering Present Culture Plan recommendations and priorities and Yvonne Chui Q3 develop action plan pending Council approval. Support: Planning, Parks, Social Planning (Youth), Engineering, Economic Dev, Heritage, Environmental and Agricultural Advisory Committees Implement identified Canada 150 projects with community Yvonne Chui Q4 partners: gateway monument, donor recognition integrated Support: Parks, artwork and community public art projects (banners, trails walk) Recreation, and support partners ACT Arts Centre, Community Heritage Engineering, Commission and Recreation. (pending funding) Economic Dev, Communications, Heritage Commission Council Review - December 2016 Page 184 Service Area Goal: Culture - Festivals, Special Events & Volunteers • Support the growth and development of festivals and special events and develop a civic service model to grow City lead events that reflect community interest, build individual and community capacity and vibrancy, in partnership with the Community Festival Network (CFN), civic departments and the community. To foster, inspire and celebrate individual, group and business participation in volunteerism that strengthens and builds a healthy, caring and vibrant community and contributes to the health and well-being of citizens using the asset based community development approach. Objectives., • To build capacity by providing event organizers with leadership and event planning skills. • To facilitate networking, collaboration and resource sharing between event organizers. • To attract visitors and residents to places, spaces, festivals and celebrations in public squares, neighbourhoods and parks. • To work with Community Festival Network partners to share research, information and resources related to encouraging healthy lifestyles and honouring diversity. • To develop volunteer opportunities, including skill development, emphasizing individual and community benefits in volunteer experiences which are meaningful, abundant and accessible. • To promote a culture of appreciation for volunteerism that recognizes the potential to connect local strengths and assets, skills, talents and perspectives and thereby contributes to a healthy, vibrant and sustainable community. Indicators: **The % of volunteerism is captured through the Parks and Leisure Survey that is conducted once every three years with the next one scheduled for 2017. Action Item 2014 2015 2016 (est) # of citizens in attendance at community special Q1-4 & Special Events review process including the development Support: events 203,453 199,206 203,719 # of events held in both communities 85 84 87 # of special event applications submitted and Develop an action plan based on recommendations from the Darlene Slevin processed 100 105 92 # of new events introduced 15 6 7 # of events that received municipal Festival Support grant funding 34 32 32 # of plans developed with community groups. 19 20 21 % of citizens who have volunteered in the past 12 29% 29% 29% months. ** # of PLS volunteer hours 39,921 44,512 43,632 **The % of volunteerism is captured through the Parks and Leisure Survey that is conducted once every three years with the next one scheduled for 2017. Action Item Lead ETA Develop action plan for recommendations from the Festivals Kathryn Baird Q1-4 & Special Events review process including the development Support: of a Civic Service model of special event delivery for Council's Parks, Recreation, consideration. Economic Dev., Communications. Develop an action plan based on recommendations from the Darlene Slevin Q1 and Q4 review of the internal Parks, Recreation and Culture volunteer Support: program. Recreation, Clerks Council Review - December 2016 Page 185 Service Area Goal: Youth Programming, Engagement & Partnerships • To work with community partners to ensure opportunities for all youth to have access to recreational opportunities that inspire healthy lifestyles. • To ensure quality, consistent Youth Services (12-18 years) leadership programming opportunities that focuses on building an awareness of individual benefits. • To promote collaboration, strengthen connections and partnerships to enhance town centre programs and services. Objectives., • To promote active participation in a broad range of active and adventure opportunities to encourage youth to be active. • To develop programming and partnerships that contributes to community and individual health. • To encourage ownership and promote capacity building of youth through a leadership development model (Mentorship and Peer to Peer Programs). • To increase awareness of the opportunities offered by PRC programs, community partners and neighbourhoods for all youth in Maple Ridge and Katzie. • To promote and ensure the positive contributions of youth to community are recognized and celebrated. • To ensure that customer service is a consistent focus and work with other departments to ensure "youth friendly" approaches. • To connect youth to opportunities that contributes to the social wellness of community. • To work with Community Network partners to share research, information and resources related to encouraging healthy lifestyles and honouring diversity. • To work with the Community Youth Service providers as partners, through participation on the Resource Team, to ensure an integrated and consistent approach to the delivery of services for youth connected to the Greg Moore Youth Centre. • To work with community partners to encourage the delivery of integrated, prevention focused Youth Services that will meet the needs of youth in this community. Indicators. Action Item 2015 2016 (est.) 2017 (target) # of user visits - Greg Moore Youth Centre 8,976 9,000 9,000 (GMYC) # of user visits - Thomas Haney Youth Action 1,233 1,300 1,300 Parks during mentorship hours # of user visits to Youth drop-in programming 2,516 2,600 2,600 # of participants attending special events 1,709 1,800 1,400 # of registered youth programs 6 7 7 # of active Youth Council Members 60 70 56 # number of meetings with Westridge and 8 4 4 RCMP Leadership # of partner services working directly with 26 27 30 Youth Services # of case management sessions participated in connection to recreation services for youth 25 15 15 at risk Action Item Lead ETA Pilot a 3-5 pm Drop in Program for youth ages 12-15 Clint Gamache Q4 Work with Strong Kids Team to develop Terms of Reference. Tony Cotroneo Q4 Council Review - December 2016 Page 186 Service Area Goal: Seniors • To support and encourage the work of the Ridge Meadows Seniors Society (RMSS) to enhance the quality of life of seniors in the community through the delivery of leisure services at the Maple Ridge Seniors Activity Centre. Objectives.- To bjectives.To support the implementation of RMSS strategic plan goals, including financial responsibility, increased membership, communication, increased volunteerism and customer service. • To assist RMSS to ensure that continued effective safety standards are in place to protect participants, volunteers and staff. • To work with RMSS Board of Directors to achieve the terms outlined in the operating and facility lease agreements. • To strengthen capacity of RMSS Board of Directors to achieve the terms outlined in the Operating Agreement and facility lease agreements. • To assist RMSS in providing education to seniors on the importance of being active, engaged and contributing. • To support Health & Wellness team with seniors' programming to ensure a wider range activities and participation. Indicators. - Statistics provided by the RMSS 2015 2016 (est.) 2017 (target) # RMSS memberships 2,031 2,500 2,700 # Maple Ridge resident members 1,684 2,082 2,200 # RMSS members volunteering 260 170 185 # Customer satisfaction surveys 4 4 4 # of RMSS presentations to Commission and Councils 3 2 2 # of volunteer hours recorded 15,300 12,899 14,000 Action Item Lead ETA Work with The Seniors Network to identify an implementation Petra Frederick Q4 schedule for the Age Friendly Plan including short, medium and long-term actions. Implement 1-3 short term goals. Service Area Goal: Social Planning • Support the Implementation of the Housing Action Plan. Objectives.• • To increase access to housing, services and supports for citizens who are homeless or at risk of homelessness. • To increase community awareness through enhanced communications and engagement. • To increase the number of applications through provincial and federal funding for affordable housing developments in the community. • To increase the number of rental supplements available in the community. • To increase funding received through collaboration. • To engage the community and other service areas in planning for youth and families. • To provide research and support related to the purpose built Housing/Shelter Facility. • To increase the availability of market and non -market housing through policy, leadership and advocacy. • To provide leadership that encourages partnerships and strong networks to ensure broad based and community wide planning and collaboration. Council Review - December 2016 Page 187 Indicators: Action Item 2015 2016 (est.) 2017 (target) # of individuals attending Community Dialogues on Homelessness. 0 1,500 500 # of communication materials created and distributed. 0 5 5 # of individuals attending the Strong Kids Forums n/a 600 400 # of HPS Housing First projects funded n/a 3 0 # of rental supplements 90 105 110 Funding accessed through community collaboration $2.3 M $2.5M $17M Action Item Lead ETA Develop a Terms of Reference for an Inter -agency Outreach Shawn Q1 Team. Matthewson # of Participation members (Subsidized Access 1,947 Support: 1,800 Program). Youth Services Develop the Terms of Reference for a Citizens Advisory Shawn Q1 Committee for a permanent purpose built shelter. Matthewson Participation program. Plan and execute Mayors Regional Summit on Homelessness Shawn Q1 Amount of funding received and distributed Matthewson 28,000 Monitor the operation and closure of the Interim Shelter. Shawn Q2 Matthewson Completion of two Social Policy Engagement Workshops. SPAC, Q3 Support: Social Planning Develop and implement the Social Service Delivery Shawn Q4 Implementation Strategy. Matthewson Lead the Forward 2020 Communication Campaign. Tony Cotroneo Q4 Treatment Centres - report on the operation of treatment Shawn Q4 centres Matthewson Support: Community Planning Service Area Goal: Diversity • To work collaboratively with staff, citizens and community partners to increase participation for all members of the community. Objectives.- To bjectives.To work with community partners to reduce or eliminate barriers for participation. Indicators.- Participation ndicators. Participation and Funding Levels 2015 2016 2017 I Petra Frederick (actual) (est.) (target) # of Participation members (Subsidized Access 1,947 2,000 1,800 Program). # of subsidized program registrants through the 477 548 550 Participation program. Amount of funding received and distributed 42,500 28,000 25,000 through Jumpstart Program. Action Item I Lead I ETA Update MACAI terms for reference for Council's approval I Petra Frederick I Q1 Operating Budget Council Review - December 2016 Page 188 Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Leisure Centre Proposed Changes or Remarks: Joint Leisure Services Agreement Dissolution • The supervision of the BSW group changed, which created savings in salaries. Program Costs • West Coast Kinesiology are no longer tenants in the Leisure Centre, and the program was eliminated. Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Social Planning - All $ values in 000's (thousands) Adopted Proposed Proposed Changes 2018 Proposed 2020 2021 All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues 109 2 1 1% (8) (80%) 112 2 114 2 117 2 120 2 118 Admin Fee 2 2 116 0% 2 2 2 2 Admissions 866 866 119 0% 866 866 866 866 Lease Revenue 65 65 0% 65 65 65 65 Lessons -Program Fees 360 360 0% 360 360 360 360 Miscellaneous Income 14 14 0% 14 14 14 14 PM - Cost Recovery 423 - (423) (100%) - - - Program Fees 241 241 - 0% 241 241 241 241 Rentals 107 107 - 0% 107 107 107 107 2,078 1,655 (423) (20%) 1,655 1,655 1,655 1,655 Expenditures Cost of Goods Sold 5 5 - 0% 5 5 5 5 Equipment 5 5 - 0% 5 5 5 5 Maintenance -General 415 419 4 1% 423 427 431 435 Program Costs 461 413 (48) (10%) 417 417 418 418 Publicity 63 63 - 0% 63 63 63 63 Salaries 2,097 2,048 (49) (2%) 2,092 2,138 2,189 2,242 Supplies 87 87 - 0% 87 87 87 87 Taxes 14 14 0% 14 14 14 14 Utilities - Gas&Hydro 5 5 0% 5 5 5 5 3,152 3,059 (93) (3%) 3,111 3,161 3,217 3,274 Totals 1,074 1,404 330 31% 1,456 1,506 1,562 1,619 Proposed Changes or Remarks: Joint Leisure Services Agreement Dissolution • The supervision of the BSW group changed, which created savings in salaries. Program Costs • West Coast Kinesiology are no longer tenants in the Leisure Centre, and the program was eliminated. Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Social Planning - All $ values in 000's (thousands) Adopted 2016 Proposed 2017 Proposed Changes $ % 2018 Proposed 2019 2020 2021 Expenditures Salaries Studies & Projects 108 10 109 2 1 1% (8) (80%) 112 2 114 2 117 2 120 2 118 111 (7) (6%) 114 116 119 122 Totals 118 111 (7) (6%) 114 116 119 122 Proposed Changes or Remarks: • As directed by Council, the Social Policy Advisory Committee budget has been revised from 2017 and on. Council Review - December 2016 Page 189 Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Community Services All $ values in 000's (thousands) Adopted 2016 Proposed 2017 Proposed Changes $ % 2018 Proposed 2019 2020 2021 Revenues 2016 2017 $ % 2018 2019 2020 PM - Cost Recovery 19 - (19) (100%) - - - - Expenditures 19 Lease (19) (100%) - - - - Grants & Donations Salaries 75 96 75 96 - 0% 0% 75 99 75 101 75 104 75 106 20 171 171 0% 174 176 179 181 Totals 152 171 19 13% 174 176 179 181 Proposed Changes or Remarks: - None Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Youth Proposed Changes or Remarks: Joint Leisure Services Agreement Dissolution • Youth programs in Pitt Meadows were removed from the budget, which reduced Salaries and Program Costs. There was also a small loss in revenue. Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues Lease 4 4 - 0% 4 4 4 4 Lessons/ Program Fees 22 20 (2) (7%) 20 20 20 20 Other Grant (Conditional) 46 46 - 0% 46 46 46 46 PM - Cost Recovery 167 - (167) (100%) - - - - Prov. Grant (Unconditional) 5 5 - 0% 5 5 5 5 Rentals 1 1 - 0% 1 1 1 1 245 76 (169) (69%) 76 76 76 76 Expenditures Maintenance -Buildings 25 25 - 0% 25 25 25 25 Program Costs 259 251 (8) (3%) 257 262 267 274 Salaries 503 319 (184) (37%) 327 334 342 351 Supplies 4 4 - 0% 4 4 4 4 Travel 16 16 3% 17 17 18 18 Vehicle Charges 3 3 0% 3 3 3 3 810 618 (192) (24%) 633 645 659 675 Totals 565 542 (23) (4%) 557 569 583 599 Proposed Changes or Remarks: Joint Leisure Services Agreement Dissolution • Youth programs in Pitt Meadows were removed from the budget, which reduced Salaries and Program Costs. There was also a small loss in revenue. Council Review - December 2016 Page 190 Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Library All $ values in 000's (thousands) Adopted 2016 Proposed 2017 Proposed Changes $ % 2018 Proposed 2019 2020 2021 Expenditures Contract Lease 2,668 14 2,759 14 91 3% - 0% 2,842 14 2,927 14 3,015 14 3,105 14 - 2,682 2,773 91 3% 2,856 2,941 3,029 3,119 Totals 2,682 2,773 91 3% 2,856 2,941 3,029 3,119 Proposed Changes or Remarks: Contract • Library services are provided through the Fraser Valley Regional Library. The estimated increase for the contract is budgeted at 3% annually Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Historic Sites - All $ values in 000's (thousands) Adopted 2016 Proposed 2017 Proposed Changes $ % 2018 Proposed 2019 2020 2021 Revenues PM - Cost Recovery 59 - (59) (100%) - - - - Expenditures 59 - (59) (100%) - - - - Contract Maintenance - General Maintenance -Grounds 228 8 27 148 9 8 (80) 1 (19) (35%) 13% (72%) 151 9 8 154 9 8 157 9 8 160 9 8 263 165 (98) (37%) 168 171 174 177 Totals 204 165 (39) (19%) 168 171 174 177 Proposed Changes or Remarks: Joint Leisure Services Agreement Dissolution • Removing the Pitt Meadows Museum reduced contracts and maintenance costs. Council Review - December 2016 Page 191 Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Special Events Proposed Changes or Remarks: - None Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Hammond Centre - All $ values in 000's (thousands) Adopted Proposed Proposed Changes 2018 Proposed 2020 2021 All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues 54 0% 54 54 54 54 Expenditures 54 Miscellaneous Income 1 1 - 0% 1 1 1 1 PM - Cost Recovery 82 15 17 (82) (100%) - - - - Program Fees 1 1 - 0% 1 1 1 1 Prov Grant (Conditional) 2 2 - 0% 2 2 2 2 86 4 (82) (95%) 4 4 4 4 Expenditures Grants & Donations 18 18 - 0% 18 18 18 18 Salaries 232 234 2 1% 239 243 249 256 Special Events Exp 89 93 4 5% 95 97 98 100 339 345 6 2% 352 358 365 374 Totals 253 341 88 35% 348 354 361 370 Proposed Changes or Remarks: - None Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Hammond Centre - All $ values in 000's (thousands) Adopted 2016 Proposed 2017 Proposed Changes $ % 2018 Proposed 2019 2020 2021 Revenues Rentals 54 54 0% 54 54 54 54 Expenditures 54 54 0% 54 54 54 54 Contract Maintenance -General 15 17 15 17 0% 0% 15 17 15 17 15 17 15 17 32 32 0% 32 32 32 32 Totals (22) (22) 0% 1 (22) (22) (22) (22) Proposed Changes or Remarks: - None Council Review - December 2016 Page 192 Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Special Services Proposed Changes or Remarks: Joint Leisure Services Agreement Dissolution • Staffing reductions created savings in salaries. Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Outdoor Pools - Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues Lessons - Program Fees 1 1 - 0% 1 1 1 1 PM - Cost Recovery 51 - (51) (100%) - - - - Prov Grant (Conditional) 84 84 - 0% 84 84 84 84 Expenditures 136 85 (51) (38%) 85 85 85 85 Expenditures 42 18 (24) (56%) 18 19 19 19 Program Costs 53 54 1 1% 55 56 57 58 Programs -Subsidized Admissions 11 11 - 0% 11 11 11 11 Salaries 147 52 (95) (65%) 53 54 55 56 Supplies 15 15 - 0% 15 15 15 15 Totals 226 132 (94) (42%) 134 136 138 140 Totals 90 47 (43) (48%) 49 51 53 55 Proposed Changes or Remarks: Joint Leisure Services Agreement Dissolution • Staffing reductions created savings in salaries. Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Outdoor Pools - Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues Admissions 33 17 (16) (49%) 17 17 17 17 PM - Cost Recovery 24 - (24) (100%) - - - - 57 17 (40) (70%) 17 17 17 17 Expenditures Maintenance -General 42 18 (24) (56%) 18 19 19 19 Program Costs 27 - (27) (100°/x) - - - - Salaries 30 31 1 1% 31 32 33 34 Utilities 1 - (1) (100%) - - - - 100 49 (51) (51%) 49 51 52 53 Totals 43 32 (11) (26%) 32 34 35 36 Proposed Changes or Remarks: Joint Leisure Services Agreement Dissolution • Removing the Harris Road Pool reduced admissions revenue and corresponding maintenance and program costs. Council Review - December 2016 Page 193 Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Arts Proposed Changes or Remarks: Contract • The Arts Centre contract has a 2% increase annually. Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Arena - Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues PM - Cost Recovery 154 - (154) (100%) - - - - Lessons - Program Fees 154 - (154) (100%) - - - - Expenditures 183 - (183) (100%) - - - - Contract 639 652 13 2% 665 678 692 706 Grants & Donations 15 15 - 0% 15 15 15 15 Maintenance -Buildings 10 10 0% 10 10 10 10 Programs -Subsidized Admissions 2 2 (100) 0% 2 2 2 2 Program Costs 666 679 13 2% 692 705 719 733 Totals 512 679 167 33% 692 705 719 733 Proposed Changes or Remarks: Contract • The Arts Centre contract has a 2% increase annually. Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Arena - Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues Admissions 30 30 - 0% 30 30 30 30 Lessons - Program Fees 57 60 3 4% 60 60 60 60 PM - Cost Recovery 183 - (183) (100%) - - - - Rentals 190 171 (19) (10%) 171 171 171 171 460 261 (199) (43%) 261 261 261 261 Expenditures Contract 100 - (100) (100%) - - - - Program Costs 982 965 (17) (2%) 965 1,055 1,055 1,055 Supplies 7 7 - 0% 7 7 7 7 1,089 972 (117) (11%) 972 1,062 1,062 1,062 Totals 629 711 82 13% 711 801 801 801 Proposed Changes or Remarks: Joint Leisure Services Agreement Dissolution • Removing the Pitt Meadows Arena reduced corresponding ice rental revenues as well as contract and program costs. Council Review - December 2016 Page 194 Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Seniors All $ values in 000's (thousands) Adopted 2016 Proposed 2017 Proposed Changes $ % 2018 Proposed 2019 2020 2021 Revenues 2016 2017 $ % 2018 2019 2020 2021 Lease Revenue PM - Cost Recovery 20 73 20 - - (73) 0% (100%) 20 - 20 - 20 - 20 - Expenditures 93 20 (73) (78%) 20 20 20 20 Contract 317 256 (61) (19%) 262 269 275 275 Program Fees 317 256 (61) (19%) 262 269 275 275 Totals 224 236 12 5% 242 249 255 255 Proposed Changes or Remarks: Joint Leisure Services Agreement Dissolution • Removing the Pitt Meadow Senior Centre reduced Contract Costs. Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Children's Services - Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues Lessons/ Program Fees 105 105 - 0% 105 105 105 105 PM - Cost Recovery 59 - (59) (100%) - - - - Program Fees 307 274 (33) (11%) 274 274 274 274 471 379 (92) (20%) 379 379 379 379 Expenditures Program Costs 84 79 (5) (7%) 80 81 82 84 Salaries 530 419 (111) (21%) 428 438 448 459 614 498 (116) (19%) 508 519 530 543 Totals 143 119 (24) (1-7%)l 129 140 151 164 Proposed Changes or Remarks: Joint Leisure Services Agreement Dissolution • Removing the Pitt Meadows children programs decreased program fees, costs and salaries. Council Review - December 2016 Page 195 Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Curling Rink Proposed Changes or Remarks: - None Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Whonnock Community Centre - Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues Revenues PM - Cost Recovery 9 - (9) (100%) - - - - Rentals 40 40 - 0% 40 40 40 40 49 40 (9) (18%) 40 40 40 40 Expenditures 2 2 2 2 Rentals 100 100 Contract 45 45 - 0% 45 45 45 45 Maintenance - General 5 5 0% 5 5 5 5 Utilities-Gas&Hydro 35 35 0% 35 35 35 35 Maintenance - General 85 85 0% 85 85 85 85 Totals 36 45 9 25% 45 45 45 45 Proposed Changes or Remarks: - None Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Whonnock Community Centre - Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues Lease Revenue 6 6 - 0% 6 6 6 6 PM - Cost Recovery 1 (1) (100%) - Program Fees 2 2 - 0% 2 2 2 2 Rentals 100 100 - 0% 100 100 100 100 109 108 (1) (1%) 108 108 108 108 Expenditures Maintenance - General 99 99 - 0% 99 99 99 99 Utilities-Gas&Hydro 16 16 0% 16 16 16 16 115 115 0% 115 115 115 115 Totals 6 7 1 17% 7 7 7 7 Proposed Changes or Remarks: - None Council Review - December 2016 Page 196 Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Pitt Meadows Family Recreation Centre Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues 2017 $ % Fees 2 - (2) (100%) - - - Lease Revenue 26 (26) (100%) PM - Cost Recovery 142 (142) (100%) - Program Fees 176 (176) (100%) PM - Cost Recovery Rentals 1 (1) (100°/x) (32) (100%) Rentals- Meeting Rooms 30 (30) (100%) 63 377 (377) (100%) Expenditures Maintenance - General 221 (221) (100%) Maintenance -Buildings Program Costs 108 (108) (100%) (130) (100%) Salaries 217 (217) (100%) 1 Supplies 11 (11) (100%) 557 (557) (100%) Totals 180 (180) (100%) Proposed Changes or Remarks: Joint Leisure Services Agreement Dissolution • The budget for the Pitt Meadows Family Recreation Centre was completely removed. Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - Pitt Meadows Heritage Hall Proposed Changes or Remarks: Joint Leisure Services Agreement Dissolution • The Pitt Meadows Heritage Hall was eliminated. Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues Admissions 31 - (31) (100%) - - - PM - Cost Recovery 32 (32) (100%) 63 (63) (100%) Expenditures Maintenance -Buildings 130 (130) (100%) SS Allocation 1 (1) (100%) Utilities - other 131 (131) (100%) 262 (262) (100%) Totals 199 (199) (100°/x) Proposed Changes or Remarks: Joint Leisure Services Agreement Dissolution • The Pitt Meadows Heritage Hall was eliminated. Council Review - December 2016 Page 197 Proposed Financial Plan 2017 - 2021 Parks, Recreation & Culture - South Bonson Community Centre - Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues PM - Cost Recovery 28 - (28) (100%) - - - Program Fees 10 (10) (100%) Rentals 94 (94) (100%) 132 (132) (100%) Expenditures Maintenance -General 115 (115) (100%) Program Costs 62 (62) (100%) Salaries 36 (36) (100%) 213 (213) (100%) Totals 81 (81) (100°/x) Proposed Changes or Remarks: Joint Leisure Services Agreement Dissolution • The South Bonson Amenity was completely eliminated. Incremental Packages - Attached Capital Budget - None Information Technology - None Council Review - December 2016 Page 198 Performance Measures/Indicators The City tracks our performance in a number of ways. Some of the measures are tracked using Performance Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below. Full scorecards can be found in the Scorecards tab. To access the "live" scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool. Code Scorecard (on following pages) Why this Scorecard is important to this department: Citizens Who Are Satisfied With Parks To ensure appropriate services are available for SL03 & Leisure Services present and future customers and citizens to live healthy lifestyles. Citizens Who Use Parks & Leisure To ensure appropriate services are available for SL04 Services present and future customers and citizens to live healthy lifestyles CR02 Community Volunteers Comparative data at national level on volunteerism. CR03 Parks & Leisure Services Volunteers Takes the pulse of volunteerism at local level in comparison with national and provincial data. Promote Community Group Provides evaluative feedback on level of support and CR04 Independence services for community groups in civic parks and facilities and neighbourhoods. Building a healthy community one neighbourhood at SL08 Healthy Neighbourhood Development a time, through the promotion and implementation of the Neighbourhood `Seed Grant' program. Support the Community Social Support the community social service network in a IR01 Service Network collaborative process to access additional resources to address community needs, issues and priorities. Council Review - December 2016 Page 199 Incremental Package Report 2017 Proposed Budget Division: Parks, Recreation & Culture (PRC) Date: October 21, 2016 Department: Parks, Recreation and Culture Submitted By: Wendy McCormick Decision Unit: Cultural Plan Proposal Package: 1 of 4 Activities/ Purpose: In 2016 Council approved a one-time incremental for the development of a new Cultural Plan for 2017 to 2027 as the existing plan is over 20 years old. The new Cultural Plan is intended to strengthen, harmonize and raise the profile of cultural endeavours through systematic planning and identification of opportunities. The development of this cultural strategic plan will build upon the City's commitment to arts, culture and heritage initiatives within the community and is consistent with the Official Community Plan, Corporate Strategic Plan and Parks and Recreation Master Plan. A Request for Proposal (RFP) was created for the call. Functions Performed/ Degree of Service: The deliverable outlined in the RFP is a ten-year plan (2017-2027) that identifies key initiatives, priorities, timelines, evaluation and metrics to guide the City's delivery of arts and cultural services and programs. This work links to a number of other sectors the City is engaged in such as economic sustainability, tourism, and education and the resulting plan will provide valuable input to these sectors as well. An RFP was released to arts and cultural consultants across Canada in August and initially had a low response rate. Feedback received indicated that the allotted funding of $20,000 was not adequate for the scope of services outlined in the call to do the full scope of work which includes research, writing, facilitation, meetings and a full engagement process. Consequently, an addendum to the RFP was issued to request that respondents provide their expertise on solutions and/or methodology regarding an approach that would achieve the full scope of work such as a phased approach. Five proponents have responded to the 2016 RFP and the funding shortfall identified is $15,000420,000. Consequently, staff are recommending funding of an additional $15,000 to complete the full scope of work required to achieve a Cultural Plan for the City of Maple Ridge. Alternatives Considered/ Reasons for Not Recommending: Alternatives to the proposed one time package may include completing only phase -one of the process and deferring the other part of the plan for another year. This is not recommended as completion of the plan will provide timely strategic direction for cultural development in Maple Ridge that can be used to align with current and future opportunities. This work will also contribute to the Tourism Strategy which is currently in progress. Lastly, a timely approach will enable the City to get the best results from the community engagement process and make best use of the momentum developed in the cultural community. Staff Position: There is no City staff position within the funding envelope. Council Review - December 2016 Page 200 Performance Measure: The Public Art Steering Committee has approved $5000 from its budget towards the completion of the new Cultural Plan as the Committee sees value in having a new comprehensive road map. In addition, a Culture Plan Task Group made up of stakeholders in the community (12) has been formed and is taking preliminary steps in this work with staff. It would be advantageous to complete both phases of the Cultural Plan in 2016 and the spring 2017 to take advantage of the benefits the new strategy will offer at the earliest opportunity. Package: 2017 Budget Council Review - December 2016 Page 201 Incremental Package Report 2017 Proposed Budget Division: Parks, Recreation & Culture (PRC) Date: October 21, 2016 Department: Community Services Submitted By: Wendy McCormick Decision Unit: Maple Ridge Historical Society Operating Agreement Package: 2 of 4 Activities/ Purpose: The Department recognizes the importance of heritage as part of building an engaged and vibrant community that adds to quality of life and celebrates a sense of pride and belonging for residents, newcomers and tourists. The Maple Ridge Historical Society operates the Museum, Haney House and St. Andrew's Church has provided the community with museum exhibition, interpretation, and programming services along with archival collection and information for over fourteen years. Their vision is to celebrate, honour, protect and promote the history of Maple Ridge through their mission to use the highest conservation and recording standards in their work to collect, display, and interpret the complex heritage of Maple Ridge. In addition to museum and archival services to the public, the Society and its staff and volunteers have worked with many community partners and the Community Heritage Commission on projects and research that define and give us a better sense of our past, present and future. Functions Performed/ Degree of Service: The current operations provide for a base level of museum and archive services with 2 FTE and seasonal students during seasonal times which limits the amount of community outreach, interactive and educational activities that can be offered. The Society has made big strides over the past five years in making its collections (artefacts, photographs, newspaper items) accessible online through their website and Flickr which has over 6000 images. Using online portals they have successfully developed digital storytelling which needs to evolve and keep pace with the community's interests. However, there is a need for heritage to have a higher profile and new programs that are more interactive for our growing community and tourists in order to fully utilize the rich material culture and archival history that has been carefully nurtured and collected. Local history and family history are growing areas of interest for new residents, tourists and businesses. The heritage component does not have sufficient resources currently to fulfill this gap in services. There is a backlog in collections management and care combined with increasing community requests for research and access to archives and information. In addition the current operating grant needs to better reflect market trends for professional salaries in the heritage sector to retain talent and build capacity for the future. The recommended incremental request of $45K toward the Society's operating grant will assist in fulfilling the service gap by providing additional operating hours, enhanced community outreach including school curriculum related programs and volunteer recruitment efforts and involvement to develop future plans for a new museum and archives space within a potential civic/cultural centre while continuing to operate the existing heritage sites. The additional resources will allow for the development of business plans, strategic planning and other expertise for the Society to move forward in the future. Artifacts and archival materials and local stories can be more accessible in a contemporary way that encourages even greater interaction and engagement. Council Review - December 2016 Page 202 Alternatives Considered/ Reasons for Not Recommending Without the increase in the operating grant, it may affect the stability and capacity of the Society to fulfill the operational requirements in the agreement. It would allow for heritage to be better integrated into the school curriculum programs, provide interactive programs with new media and become drivers of learning and increased capacity for the organization. A phased approach for a two year term as an interim measure and a review of the appropriate fit and suitability of this partnership and operating model may be a consideration in future planning. Staff Position: There is no City staff position within the funding envelope. Performance Measure: Heritage enhances citizens' quality of life and helps to tell the stories of this place. An increase to the operating grant funding will assist in enhancing heritage services to the community and will position heritage to support community initiatives related to tourism, educational and cultural strategies and goals in addition to the community plan and Master Plan for Parks and Recreation. Package: 2017 Budget Council Review - December 2016 Page 203 Incremental Package Report 2017 Proposed Budget Division: Parks, Recreation & Culture (PRC) Date: October 2016 Department: Community Services Submitted By: Wendy McCormick Request For: Ridge Meadows Seniors Society Operating Agreement Package: 3 of 4 Activities/ Purpose: As the population ages and the seniors demographics continue to increase it will be important to ensure that programs and services appropriately address the unique needs of seniors. Supporting active aging is a key factor in assisting those 55 and over not only to live longer but to age with a better quality of life and with the option to age in place. The significant and growing number of Maple Ridge citizens 55 plus, the diversity of this population, the positive impact of many health promotion initiatives, and the Age Friendly designation all add to the demand for additional programs and services for seniors. Functions Performed/ Degree of Service: The Ridge Meadows Seniors Society (RMSS) is a non-profit board providing services to Maple Ridge seniors 55 and over through an operating agreement with the City. RMSS manages the Seniors Activity Centre; which has a full-service cafeteria, games room, computer work stations, multi-purpose rooms and casual seating space for reading, playing cards or socializing. The Centre staff offer wellness programs, and provide a variety of daytime out trips, to special attractions, events and restaurants, under the direction of the RMSS. RMSS is challenged with reaching out to the needs of frail and vulnerable seniors living independently in our community, as well as effectively supporting newcomer and visible minority seniors; while continuing to manage the range of programs and services in the Centre. Alternatives Considered/ Reasons for Not Recommending_ Costs associated with building operation, specifically utility increases outside the control of RMSS, staff costs and program supplies continue to increase, without an increase to the operating grant, it may affect the capacity of the RMSS to fulfill the expectations of the operating agreement. Staff Position: No additional City staff required. Performance Measure: Seniors are supported to be active and engaged in their community and engagement practices are in place to prevent isolation. Meaningful volunteer opportunities exist. By working together we can ensure seniors can remain actively engaged and safe in our community. Package: 2017 Budget Council Review - December 2016 Page 204 Incremental Package Report 2017 Proposed Budget Division: Parks, Recreation & Culture (PRC) Date: October 2016 Department: Community Services: Social Planning Submitted By: Wendy McCormick Request For: Social Planning Resources Package: 4 of 4 Activities/ Purpose: The City provides policy direction that guides growth and change in Maple Ridge through Social Planning which continues to build a strong and healthy community through a focus on people. In 2015, Council introduced the Maple Ridge Resilience Initiative (MRRI) that required the secondment of the existing social planning analyst to undertake the work associated with this initiative. Although, the MRRI has concluded, there is an increased focus on social issues that has highlighted the need for additional resources to address community need. The Social Services Research Project conducted in 2016 indicated a need for the City to play a greater role in advocacy and partnerships to ensure that service provision is responsive and appropriate to the current community context. Examples of the type of work the Social Planning area has spear -headed include the Housing Action Plan, Youth Strategy and Social Services Research project that will guide the direction for the next few years. Functions Performed/ Degree of Service: Social Planning staff work with community members, advisory committees, stakeholders, organizations and government partners and research best practices to further the wellbeing of Maple Ridge citizens. In carrying out this function, staff: • provide support, advice and information to a wide range of community organizations and committees eg: Social Policy Advisory Committee (SPAC) and Municipal Advisory Committee on Accessibility Issues (MACAI). • contribute leadership and facilitate community engagement and dialogue in bringing together key people around a specific problem or issue eg: Strong Kids, Community Dialogue on Homelessness. • make recommendations to Council regarding a wide range of social issues and areas of concern, including homelessness and housing, seniors, youth, child care, mental health, multicultural relations, including advocacy to senior governments, e.g. proposed purpose built housing facility and service agreements. Alternatives Considered/ Reasons for Not Recommending: The Housing Action Plan, Youth Strategy and Social Services Research project are designed to guide the direction of Social Services for the next few years. Implementation strategies for these projects will need reassessing should additional staffing not be achieved. Staff Position: One Full time senior staff position Part time staff support Performance Measure: Timely completion of actions outlined in the Housing Action Plan, Youth Strategy and Social Services Research projects. Package: 2017 Budget 195 000