Parks, Recreation and Culture Master Plan Implementation Strategy 2015

Public Art Aquatics Cultural Arena Festivals Sports & Events

Community Racquet Heritage Sports

Library & Indoor Lifelong Sports & Learning Physical Activity

Performing Community Arts Centres

Visual Sport Arts Hosting

Cemetery Developed Parks

Community Sports Beautification Fields Outdoor Natural Recreation Green Spaces

PARKS PARKS, RECREATION AND CULTURE Our StoryPopulation: 155,000

Master Plan ARTSImplementation & CULTURE PARKS StrategyRECREATION

1 Executive Summary

The overall objective of the Parks, Recreation & The Master Plan indicated that the Implementation Culture Master Plan is to establish the community’s Strategy would be based on four general approaches aspirations in the delivery of parks, recreation and or objectives that mayAquatics be applied to guide the Aquatics Aquatics culture services now and for the future. In more changes anticipated in the each Service Area. These 2015 2020 specific terms, theMaster Plan provides a framework objectives are as follows: to maximize the use of current parks, recreation and culture assets, identify gaps in programming and YYMaintain Service Levels – In some service areas, service delivery, review and update the governance public feedback, industry best practice and documents for each area, consider the role of the research data may indicate that the appropriate City in providing core services as well as identify level of service has currently beenELITE attained by ELITE rationale for enhanced services in various areas. Focus 2015-2020 the City and in these cases the ImplementationENHANCED ENHANCED It is intended to assist Council in annual priority To maintain the existing service levels, and plan and build for the future Strategy will include initiatives to maintain setting by providing foundational values, policies through continued offering of sustainable and responsive aquatic amenities the current service level. Not all service and programs identified in the Aquatic Services and Infrastructure Strategy, the and principles that will guide future decision-making enhancements will result in increased service Recreation Program Policy, and the Allocation Policy Governance documents. Aquatics Aquatics BASIC Aquatics BASIC when responding to changing needs, trends and There are planned improvements to existing Assets such as Spani Pool, CCAC, levels; in some cases, service enhancements or demographics in the community. 2015 and the addition of new Spray Parks into operation at Rochester, Glen2020 Park and resources are required to retain desired existing in the Northeast, as well as the addition of the YMCA in Burquitlam. Development of the Master Plan was based on a service levels for a growing population, and to comprehensive process of research and analysis keep pace with growing demands. Capital Plan Estimated Costs about the current state of the 18 service areas offered 2015 2016 2017 2018 2019 2020 - 2024 2025 - 2029 Dollars (millions) by the department and from this analysis, gaps in Support Component Eagle Ridge Pool Spani Pool Upgrades Rochester Spray Park Glen Park Spray Park Blue Mountain Enhanced Cottonwood Spray Park NE Recreation Complex services and facilities were identified and 10 Strategic Assets - Capital $16.7 Upgrades Spray/Water Facility 2015 - 2019 Directions were developed to guide decision-making ELITE Recreation Program Implement programmingELITE Tri-City Recreation Study Spani Leisure Pool NE Enhanced Spray Park Focus 2015-2020 Work Closely With Policy Implementation to meet community Phase 2 YMCA Opening ENHANCED Assets ENHANCED NE Spray Park CCAC Recreation Centre about new facilities, amenities, programs and services To maintain the existingAquatics serviceUsers (ongoing) levels, and plan and build for the future needs based on outcome New Allocation of strategies YMCA Program Delivery Expansion Planning Assets - Capital in the future. This document was endorsed by Council Aquatics through continued YMCA offering Agreement of sustainable in andProcedures responsive aquatic amenities TC Enhanced Spray Park $19.8 Service Delivery 2020 - 2024 and programs identifiedPrinciple in the Aquatic Services and Infrastructure Strategy, Youth the Strategy Update Poirier West Master Plan in February 2015. Model Seniors Strategy Assess the impact of Review Recreation Program Recreation Policy, Programand the Allocation Policy Governance documents. NE Recreation Services YMCA Opening and How To BASICRead The Charts BASIC adjust programming as The Master Plan outlined the requirement for There are planned Departmentalimprovements Policy to existing Assets such as Spani Pool, CCAC,Strategy Assets - Capital Programmingand the addition of new Spray Parks into operation at Rochester, Glen Park and required $32.8 an accompanying Implementation Strategy to The service areas are Studies, supporting plans, Allocation Policy Review 2025 - 2029 in the Northeast, as well as the addition of the YMCA in Burquitlam. Aquatic Study Review & highlight, summarize and prioritize key activities measured on their level of policies and other key Governance Aquatic Infrastructure & Update and capital projects required over the next delivery of the following documents that govern the Services Strategy Assets - Capital NE Recreation Complex Estimated Costs $15 Planning Capital Plan 2030+ 15 to 20 years. This prioritization is presented support components. 2015service area are noted.2016 2017 2018 2019 2020 - 2024 2025 - 2029 Dollars (millions) with an estimate of the the financial impacts to support the recommended changes in the Support Component EagleSupporting Ridge Pool Documents Spani Pool Upgrades Rochester Spray Park Glen Park Spray Park Blue Mountain Enhanced Cottonwood Spray Park NE Recreation Complex Assets - Capital Total $84.3 Upgrades Spray/Water Facility $16.7 18 individual service areas and framed in the > Aquatic Services and Recreation Program Implement programming Tri-City Recreation Study Spani Leisure Pool NE Enhanced Spray Park 2015 - 2019 context of the overarching strategic directions Assets Work InfrastructureClosely With Strategy Policy Implementation to meet community Phase 2 YMCA Opening Aquatics Users (ongoing) needs based on outcome NE Spray Park CCAC Recreation Centre outlined in the Master Plan. This companion (2012) New Allocation of strategies YMCA Program Delivery Expansion Planning Assets - Capital Aquatics YMCA Agreement in Procedures TC Enhanced Spray Park $19.8 Service Delivery > Allocation Policy (2016) 2020 - 2024 document is intended to serve as a functional Principle Youth Strategy Update Poirier West Master Plan Model Seniors Strategy Assess the impact of Review and tactical plan for the department to support Recreation Program NE Recreation Services YMCA Opening and adjust programming as the coordination of all services, phasing of Departmental Policy Strategy Assets - Capital Programming required $32.8 Allocation Policy Review 2025 - 2029 new facility and infrastructure delivery, and Aquatic Study Review & to develop its capital plan and business plan Aquatic Infrastructure & Update Governance Services Strategy priorities for Council consideration each year. NE Recreation Complex Assets - Capital $15 Planning 2030+

Supporting Documents 2 Total $84.3 > Aquatic Services and Infrastructure Strategy (2012) > Allocation Policy (2016) 5

5 YYFill Identified Gaps – In some service areas, gaps This Parks Recreation & Culture Master Plan in basic service delivery have been identified Implementation Strategy provides a detailed listing which the City should address in order to more of initiatives and priorities for each service area over effectively deliver this service to the community the next five years (2016-2020) as well as high level and meet the core services model described in view of major initiatives for 2021 to 2029. These the Master Plan. The Implementation Strategy priorities respond to the service area assessment identifies key initiatives that are intended to fill and recommendations outlined in the corresponding these gaps. sections of the PRC Master Plan and any supporting plans or strategies that have been completed in the YYAddress Service Inefficiencies and Adjust Surplus last five years. Services – In some areas, the current level of service may no longer be warranted, or services are provided but inefficiencies may be present While this Implementation Strategy may stand alone that must be addressed and corrected. The as a comprehensive work planning document for Implementation Strategy includes items that the Parks, Recreation & Culture Department, it is would effectively modify, reorganize, reduce or intended to be read in conjunction with the Master Aquatics Aquatics Aquaticsminimize a service area to increase its efficiency Plan. These comprehensive documents will become and cost effectiveness. the foundational framework for planning and decision- 2015 2020 making over the next 15 to 20 years, but will be YYPlan and Build for the Future – In some service reviewed and incrementally adopted every five years. areas the City has reached a desired level of services but to maintain this level, it is necessary to plan and build in order to accommodate the substantial growth and community change given

ELITE ELITE the projected demographics, diversity, recreation Focus 2015-2020 ENHANCED ENHANCED trends, demands and level of funding. To maintain the existing service levels, and plan and build for the future through continued offering of sustainable and responsive aquatic amenities and programs identified in the Aquatic Services and Infrastructure Strategy, the These support components and documents were Order of magnitude capital costs have Recreation Program Policy, and the Allocation Policy Governance documents. BASIC usedBASIC to measure current service levels and identify been estimated to implement these There are planned improvements to existing Assets such as Spani Pool, CCAC, Aquatics Aquatics Aquatics and the addition of new Spray Parks into operation at Rochester, Glen Park and priorities to match community need. priorities and initiatives. in the Northeast, as well as the addition of the YMCA in Burquitlam. 2015 2020

Capital Plan Estimated Costs 2015 2016 2017 2018 2019 2020 - 2024 2025 - 2029 Dollars (millions)

Support Component Eagle Ridge Pool Spani Pool Upgrades Rochester Spray Park Glen Park Spray Park Blue Mountain Enhanced Cottonwood Spray Park NE Recreation Complex Assets - Capital Upgrades Spray/Water Facility $16.7 Recreation Program Implement programming Tri-City Recreation Study Spani Leisure Pool NE Enhanced Spray Park 2015 - 2019 Assets Work Closely With Policy Implementation to meet community Phase 2 YMCA Opening ELITE ELITE NE Spray Park CCAC RecreationFocus Centre 2015-2020 Aquatics Users (ongoing) needs based on outcome ENHANCED ENHANCED New Allocation of strategies YMCA Program Delivery Expansion Planning Assets - Capital Aquatics YMCA Agreement in Procedures TC Enhanced Spray Park To maintain the existing service levels, and$19.8 plan and build for the future Service Delivery Poirier West Master Plan 2020 - 2024 Principle Youth Strategy Update Assess the impact of through continued offering of sustainable and responsive aquatic amenities Model Seniors Strategy Review and programs identified in the Aquatic Services and Infrastructure Strategy, the Recreation Program NE Recreation Services YMCA Opening and adjust programming as Recreation Program Policy, and the Allocation Policy Governance documents. Departmental Policy Strategy BASIC Assets - Capital BASIC Programming required There are planned improvements to existing$32.8 Assets such as Spani Pool, CCAC, Allocation Policy Review 2025 - 2029 Aquatic Study Review & and the addition of new Spray Parks into operation at Rochester, Glen Park and Aquatic Infrastructure & Update in the Northeast, as well as the addition of the YMCA in Burquitlam. Governance Services Strategy NE Recreation Complex Assets - Capital $15 Planning 2030+ 3 Capital Plan Estimated Costs 2015 2016 2017 2018 2019 2020 - 2024 2025 - 2029 Dollars (millions) Supporting Documents Total $84.3 Support Component Eagle Ridge Pool Spani Pool Upgrades Rochester Spray Park Glen Park Spray Park Blue Mountain Enhanced Cottonwood Spray Park NE Recreation Complex Assets - Capital > Aquatic Services and Upgrades Spray/Water Facility $16.7 Infrastructure Strategy Recreation Program Implement programming Tri-City Recreation Study Spani Leisure Pool NE Enhanced Spray Park 2015 - 2019 Assets Work Closely With Policy Implementation to meet community Phase 2 YMCA Opening (2012) Aquatics Users (ongoing) needs based on outcome NE Spray Park CCAC Recreation Centre > Allocation Policy (2016) New Allocation of strategies YMCA Program Delivery Expansion Planning Assets - Capital Aquatics YMCA Agreement in Procedures TC Enhanced Spray Park $19.8 Service Delivery 2020 - 2024 Principle Youth Strategy Update Poirier West Master Plan Model Seniors Strategy Assess the impact of Review Recreation Program NE Recreation Services YMCA Opening and adjust programming as Departmental Policy Strategy Assets - Capital Programming required $32.8 Allocation Policy Review 2025 - 2029 Aquatic Study Review & Aquatic Infrastructure & Update Governance Services Strategy NE Recreation Complex Assets - Capital $15 Planning 2030+

Supporting Documents Total $84.3 > Aquatic Services and Infrastructure Strategy (2012) > Allocation Policy (2016) 5

5 Parks, Recreation and Culture Master Plan Implementation Strategy 2015

RE RE TU CR UL EA C Public Art Aquatics T & IO Cultural Arena N TS Festivals R Sports A & Events

Community Racquet Heritage Sports

Library & Indoor Lifelong Sports & Learning Physical Activity

Service Performing Community Arts Centres Area Changes

Visual Sport Arts Hosting

Cemetery Developed Parks

Community Sports Beautification Fields Outdoor Natural Recreation Green Spaces

PARKS

Population:Population: 135,000139,284

ARTS & CULTURE PARKS RECREATION

4 2020

RE RE TU CR UL EA C Public Art Aquatics TI & $0.2 M $16.7 M O Cultural Arena N TS Festivals R Sports & Events $2.0 M A $1.0 M

Community Racquet Heritage Sports $0.2 M $3.8 M

Library & Indoor Lifelong Sports & Learning Physical Activity $11.0 M

Service Performing Community Area Arts Centres Changes $1.4 M $13.0 M

Visual Sport Arts Hosting $1.4 M $3.4 M

Cemetery Developed $2.5 M Parks $35.4 M

Community Sports Beautification Fields $0.3 M Outdoor Natural $7.0 M Recreation Green $1.5 M Spaces

PARKS $ = Capital investment in facility constructon and Population:176,000Population: 155,000 Renovation

ARTS & CULTURE PARKS RECREATION

5 PRC Master Plan Implementation Strategy

Parks Sections Recreation Sections Developed Parks Outdoor Recreation Aquatics Focus 2015-2020  $35.4 million Focus 2015-2020  $1.5 million Focus 2015-2020  $16.7 million

To maintain the current basic service To improve the current basic service To maintain the existing enhanced level and fill identified gaps by adding level and by filling identified gaps by service level, and plan and build for and renewing 13 park Assets to keep adding or upgrading eight park Assets, the future through continued offering pace with community growth. Staff strengthening Governance through of sustainable and responsive aquatic will focus on strengthening the a variety of plans and strategies, and amenities and programs identified in City’s Governance through technical implementing the Volunteer Park the Aquatic Services and Infrastructure assessment of park infrastructure Host Programming. Staff will focus Strategy, the Recreation Program Policy, which will support the development on leveraging Coquitlam’s outdoor and the Allocation Policy Governance of an Asset Management Plan. The resources and exceptional potential for documents. There are planned implementation of the Volunteer Park outdoor recreation experiences such as improvements to existing Assets such Host Programming will enhance the off-road cycling and hiking. as Spani Pool, CCAC, and the addition of community’s connection to developed new enhanced Spray Parks at Rochester parks. Community Beautification Park, Glen Park and in new Northeast Focus 2015-2020  $0.3 million parks, as well as the addition of the Sports Fields YMCA in Burquitlam. Focus 2015-2020  $7.0 million To maintain the current basic service level and fill identified gaps by Arena Sports To increase the basic service level to enhancing Governance through the Focus 2015-2020  $2.0 million enhance and plan and build for the completion of a variety of plans and future by enhancing, redeveloping strategies and improving Assets through To improve the current basic service or adding eight sports fieldAssets in the expansion of the Christmas light level, and fill identified gaps in order to keep pace with community display at Lafarge Lake (as well as adding Programming and Governance through growth and sport participation. Staff community beautification projects with the implementation of the Arena will focus on improving the City’s new development). These actions will Services and Infrastructure Strategy, Governance through policies, such as make use of civic horticultural design, the Recreation Program Policy and the the Allocation Policy, Artificial Turf Policy trees and destination gardens to support Allocation Policy. Staff will focus on and User Fee, while increasing field community pride, social inclusion and optimizing and maximizing the use of sports Programming opportunities for support the Coquitlam brand. The current facilities, while planning for the youth and adults in cooperation with City will maintain Programming and future addition of Arena facilities. community sport organizations. community capacity through annual participation in Communities in Bloom, Racquet Sports Natural Green Spaces and delivery of the Park Spark program. Focus 2015-2020  $3.8 million Focus 2015-2020  $0 Cemetery To improve the basic service level and fill To maintain the current basic service Focus 2015-2020  $2.5 million identified gaps inGovernance and Assets, level and fill identified gaps with the efforts will be focused on the updated implementation of the Volunteer Park To improve the current basic service level Tennis Strategy implementation, as well Host Programming. Staff will focus by filling identified gaps through the as negotiation of potential partnership on preserving Coquitlam’s ecological completion of Governance documents agreements. The City will continue resources and enhancing community such as the Cemetery Plan, expansion to upgrade existing outdoor courts as access to a range of natural activities, of Cemetery Assets to keep pace with required, and plan and build for the experiences and nature education. community growth, and develop a plan future through the completion and Natural Park Assets such as trails will for the future Service Delivery Model implementation of the Town Centre Park be added, primarily in partnership with including the Riverview Cemetery. Master Plan. development.

6 Culture Sections Indoor Sports & Physical Visual Arts Community Heritage Activity Focus 2015-2020  $1.35 million Focus 2015-2020  $0.2 million Focus 2015-2020  11.0 million To maintain the current basic service To fill identified gaps and improve the To fill identified gaps in basic service level, fill identified gaps, and plan base level of service in Assets, Service level and strengthen Governance and build for the future through the Delivery Model, and Governance, efforts through the completion of the Seniors implementation of the Arts, Culture and will be focused on the implementation Strategy, Place Maillardville Facility and Heritage Strategic Plan, Cultural Facilities of the Arts, Culture and Heritage Strategic Services Planning, and the SD43 Master Assessment & Service Agreements, Plan and Cultural Facility Assessment Agreement. The addition of the Poirier the Innovation Centre Feasibility & Service Agreements with Coquitlam Forum, YMCA, Place Maillardville, and Study, adding visual arts display space Heritage Society (Mackin House), the Smiling Creek Elementary School (shared to current civic facilities, and the new Annual Cultural Summit, and a use gymnasium) will increase Assets new Annual Cultural Summit. These long-term feasibility study for a heritage which will assist with filling identified initiatives will enhance the Governance, centre. gaps in service. Programming and Service Delivery Model in this service area. Cultural Festivals & Events Community Centres Focus 2015-2020  $1.0 million Focus 2015-2020  $13.0 million Performing Arts Focus 2015-2020  $1.35 million To maintain the current enhanced To maintain the current basic service, service levels and plan and build for fill the identified gaps, and plan and To maintain the current basic the future, a priority for this area build for the future, efforts will be service level, fill identified gaps, is to continue offering sustainable focused on Governance through the and plan and build for the future by and responsive Festivals and Events implementation of the Recreation strengthening Governance through the through the implementation of the Program Policy and the Allocation Policy implementation of the Arts, Culture and Arts, Culture and Heritage Strategic Plan, in addition to the Seniors Strategy, Heritage Strategic Plan, Cultural Facility the new Annual Cultural Summit, and Place Maillardville Facility and Services Assessment & Service Agreements, the updated Events Policy Governance Planning, and Service Reviews with and the new Annual Cultural Summit. documents. Completion of the Cultural Service Providers. The opening Completion of the performance plaza performance plaza at Lafarge Lake will of Place Maillardville, YMCA, and Smiling at Lafarge Lake will add a much needed add an Asset which will support this Creek Elementary School (shared-use outdoor performance Asset which will service area, as well as Performing Arts, site) will allow the City to maintain support this service area as well as in meeting current community demand Programming service levels in this Festivals and Events in meeting current for Programming. service area. community demand in Programming. Public Art Sport Hosting Library and Lifelong Learning Focus 2015-2020  $0.2 million Focus 2015-2020  $3.4 million Focus 2015-2020  $0 To maintain the current basic service To maintain the basic service level and To maintain the current basic service level, and plan and build for the fill identified gaps inService Delivery level and fill identified gaps in future through the completion of Model and Governance, efforts will Assets, Service Delivery Model, and a review of the Public Art Policy be focused on the implementation Programming, efforts will be on and the implementation of a Public of the Allocation Policy, learnings continuing to build a strong partnership Art Maintenance Plan Governance from a number of large games and with the Coquitlam Public Library, the documents which will position the events hosted in 2016 - including implementation of the Arts, Culture and City to continue offering a sustainable the BC 55+ Games and Coquitlam Heritage Strategic Plan, the development Service Delivery Model. These initiatives 125 - continued collaboration with of a Service Agreement with the Library, will be supported by the addition of the Economic Development and the ongoing and the implementation of an Annual Evergreen Line Public Art and Coquitlam implementation of the Sponsorship Cultural Summit. 125 Legacy Project Assets. Partnerships Policy. The update to the Town Centre for Public Art will continue to be Park Master Plan will define key assets to explored. support growth in this service area.

7 Aquatics Aquatics Focus 2015-2020 To maintain the existing enhanced service level, and plan and build for the future through continued sustainable and responsive aquatic amenities and

programs identified in the Aquatic Services and Infrastructure Strategy, the ELITE Recreation Program Policy, and the Allocation Policy Governance documents. ENHANCED There are planned improvements to existing Assets such as Spani Pool, City Centre Aquatic Complex, and the addition of new enhanced spray parks at 2015 BASIC Rochester Park, Glen Park and in the new northeast neighbourhood parks, as Aquatics well as the addition of the YMCA in Burquitlam and a future aquatic facility in the northeast recreation complex.

SUPPORTING DOCUMENTS ELITE ENHANCED > Aquatic Services and Infrastructure > Allocation Policy (2016) Strategy (2012) BASIC 2020 2015 – 2019 2020 – 2024 2025 – 2029

Eagle Ridge Pool Upgrades Rochester Spray Park ($) Cottonwood Spray Park ($) ($) Spani Leisure Pool NE Recreation Complex Glen Park Spray Park ($) Blue Mountain Enhanced Renovation ($) ($) Spani Pool Upgrades ($) Spray/Water Facility ($)

Assets Panorama Spray Park NE Spray Park NE Enhanced Spray upgrade ($) Park ($) Town Centre Enhanced Spray Park CCAC Recreation Centre Expansion Planning YMCA Opening Aquatic Study Review Work Closely With Aquatics YMCA Agreement in YMCA Program & Update Users Principle Delivery

Assess the impact of YMCA Opening and adjust programming as required Service Delivery Model NE Recreation Complex Planning

Recreation Program Implement programming Departmental Policy to meet community needs Implementation based on outcome of strategies Programming

Capital Plan Estimated Costs Dollars (millions) 2015 - 2019 $16.7

Aquatic Infrastructure & New Allocation Procedures NE Recreation Services 2020 - 2024 $19.8 Services Strategy Seniors Strategy Strategy 2025 - 2029 $32.8 Recreation Program YMCA Planning NE Recreation Complex 2030+ $15 Departmental Policy Planning Governance Tri-Cities Youth Strategy Total $84.3 Allocation Policy Review Update Poirier West Master Plan Review Capital figures are for new construction or major facility renovation only. Ongoing operating costs are funded separately.

These proposed activities will be phased and included in the annual business plan presented to Council for feedback and approval.

8 Arena Sports Arena Sports Focus 2015-2020 To improve the current basic service level, and fill identified gaps in Programming and Governance through the implementation of the Arena

Services and Infrastructure Strategy, the Recreation Program Policy and ELITE the Allocation Policy. In the short term, staff will focus on optimizing and ENHANCED maximizing the use of current facilities, while planning for the future 2015 addition of Arena facilities. BASIC Arena Sports

SUPPORTING DOCUMENTS

> Arena Services and Infrastructure Strategy > Allocation Policy (2017) ELITE ENHANCED (2016) > Planet Ice Agreement BASIC 2020 2015 – 2019 2020 – 2024 2025 – 2029

Modified Curling Rink Planet Ice Agreement NE Recreaton Complex Operations Arena Services and Future Arenas Infrastructure Strategy Update Review Allocation Assets Policy Future Arenas Planning & Design

NE Recreation Complex Planning Work closely with CSCUA Facilitate Curling Club transition to Port Moody curling rink and creation of Tri-Cities Curling Club Service Delivery Model

Implement Arena Services Recreation Program Policy and Infrastructure Strategy Implementation Allocation Planning for PSLC Third Sheet Programming

Capital Plan Estimated Costs Dollars (millions) Recreation Program Arena Services and Long-term Facility Planning 2015 - 2019 $2 Departmental Policy Infrastructure Strategy NE Recreaton Complex 2020 - 2024 $0 Allocation Policy Review New Allocation Procedures Planning 2025 - 2029 $30

Governance NE Recreation Services Strategy Total $32

Capital figures are for new construction or major facility renovation only. Ongoing operating costs are funded separately.

These proposed activities will be phased and included in the annual business plan presented to Council for feedback and approval.

9 Racquet Sports Racquet Sports Focus 2015-2020 To improve the basic service level and fill identified gaps in Governance and Assets, efforts will be focused on the updated Tennis Strategy

implementation, as well as negotiation of potential partnership agreements. ELITE The City will continue to upgrade existing outdoor courts as required, and ENHANCED plan and build for the future through the completion and implementation of the Town Centre Park Master Plan. 2015 BASIC Racquet Sports

SUPPORTING DOCUMENTS ELITE

ENHANCED > Tennis Feasibility Study (2012) > Allocation Policy (2017)

> People’s Courts Agreement (2015-2017) BASIC 2020 2015 – 2019 2020 – 2024 2025 – 2029

Mackin Court Upgrade ($) Court Upgrades ($) Smiling Creek School Joint- Burke Mountain ($) Use Gymnasium access ($) NE Recreation Complex Addition of Pickelball at Court Additions with new Secondary/Middle ($) Poirier Forum and Ranch park Development + Re- New Maillardville School Partnership Park outdoor courts ($) Development ($) Community Centre Gymnasium Court Upgrades ($) Gymnasium ($)

Assets Cottonwood Park Tennis Court Upgrades ($) Courts ($) Court Additions with new park Development Burke Mountain ($) Secondary/Middle School Tennis Courts ($) CCAC Recreation Centre Work with North East New Covered Tennis Facility Parks Infrastructure Expansion Planning YMCA Opening ($) Tennis Society + Coquitlam Agreement Assessment Plan Tennis Club Implementation Work with Engineering and YMCA Program Delivery YMCA Agreement in Public Works to assess the Principle future of Tennis Courts on NE Recreation Complex Water Reservoirs Planning Service Delivery Model

Recreation Program Tennis and Pickleball Departmental Policy Strategy Implementation Implementation Programming

Capital Plan Estimated Costs Allocation Policy Review YMCA Planning Plan for Court Additions with Dollars (millions) new park development + park Recreation Program Parks Infrastructure 2015 - 2019 $3.8 Deparmental Policy Assessment redevelopment Covered Tennis Court Tennis & Pickleball Strategy NE Recreation Services 2020 - 2024 $1.1 Strategy Agreement Implementation 2025 - 2029 $0.8

Governance NE Recreation Complex Allocation Policy Review Town Centre Master Plan Total $5.7 Review of Amenities Planning Update Tennis Strategy Capital figures are for new construction or major facility renovation New Allocation Procedures Poirier West Master Plan Town Centre Park Master Plan Review only. Ongoing operating costs are funded separately.

These proposed activities will be phased and included in the annual business plan presented to Council for feedback and approval.

10 Indoor Sports & Physical Activity Indoor Sports & Physical Activity Focus 2015-2020 To fill identified gaps in basic service level and strengthenGovernance through the completion of the Seniors Strategy, Place Maillardville Facility and Services Planning, and the SD43 Master Agreement. The addition of ELITE the Poirier Forum, YMCA, Place Maillardville, and Smiling Creek Elementary ENHANCED School (use of gymnasium) will increase Assets which will assist with filling existing gaps in service. 2015 BASIC Indoor Sports & Physical Activity

SUPPORTING DOCUMENTS ELITE

ENHANCED > Gender Equity Policy (1999) > Multi-use Facility Study (2014) > Allocation Policy (2016) BASIC 2020 2015 – 2019 2020 – 2024 2025 – 2029 Poirier Forum ($) Burke Mtn Middle NE Recreation YMCA Site Analysis ($) School Partnership ($) Complex ($) Smiling Creek School Joint- YMCA Opening ($) Use gymnasium access ($) Seniors Strategy Review Assets New Place Maillardville YMCA Programming Community Centre ($) Delivery Youth Strategy Review

NE Recreation Complex Allocation Policy Planning Review YMCA MEND Partnership Pinetree Agreement Review SD43 Master Joint-Use Agreement Indoor Sports Facility Planning

CCAC Recreation Centre Expansion Planning Service Delivery Model

Recreation Program Get Connected, Get Active Departmental Policy Review Implementation Youth Stategy Seniors Strategy Impementation Implementation Programming

Capital Plan Estimated Costs Allocation Policy Review Seniors Strategy Tri-Cities Youth Strategy Dollars (millions) Development Development YMCA Agreement in 2015 - 2019 $11 Principle Maillardville Facility YMCA Planning 2020 - 2024 $0 Recreation Program Planning NE Recreation Complex Departmental Policy NE Recreation Servces Planning 2025 - 2029 $5 Governance Strategy Update Access & Inclusion Poirier West Master Plan Total $16 Policy Maillardville Recreation Review

Service Provider Agreement Capital figures are for new construction or major facility renovation New Allocation Procedures only. Ongoing operating costs are funded separately.

These proposed activities will be phased and included in the annual business plan presented to Council for feedback and approval.

11 Community Centres Community Centres Focus 2015-2020 To maintain the current basic service, fill the identified gaps, and plan and build for the future, efforts will be focused on Governance through the implementation of the Recreation Program Policy and the Allocation Policy ELITE in addition to the Seniors Strategy, Place Maillardville Facility and Services ENHANCED Planning, and Service Reviews with Cultural Service Providers. The opening of a new Maillardville community centre, YMCA, and Smiling Creek Elementary 2015 BASIC School (shared use site) will allow the City to maintain Programming service Community Centres levels in this service area.

SUPPORTING DOCUMENTS > Gender Equity Policy (1999) > Seniors Strategy (2016) ELITE

ENHANCED > Poirier West Master Plan (2006) > Allocation Policy (2016) > Youth Strategy (2006) BASIC 2020 2015 – 2019 2020 – 2024 2025 – 2029 YMCA Site Analysis ($) Dogwood Pavilion Upgrades New Maillardville Blue Mountain Community Centre ($) NE Recreation Poirier Community Centre Smiling Creek School Joint- Community Hall ($) Complex ($) Upgrades Use multi-use room access and use of gym($) YMCA Opening ($) Allocation Policy Review Assets YMCA Programming Youth Strategy NE Recreation Review Complex Planning Seniors Strategy Review Tri-Cities Recreation Users Pinetree Agreement Review Service Agreements with Study Cultural Buildings CCAC Recreation Centre Expansion Planning Service Delivery Model

SD43 Master Joint-Use Service Review with Place Get Connected, Get Active Agreement Maillardville Review Recreation Programming Volunteer Policy and Improve Volunteer Departmental Policy Program Leadership Program Implementation Seniors Strategy Youth Strategy

Programming Service Review with Cultural Implementation Implementation Service Providers

Capital Plan Estimated Costs Dollars (millions) Recreation Program Maillardville Recreation Review & Plan for Blue 2015 - 2019 $13 Departmental Policy Service Provider Agreement Mountain Facility (Scout 2020 - 2024 0 YMCA Agreement In Maillardville Facility Hall Replacement) Principle Planning NE Recreation Complex 2025 - 2029 $10 Planning Allocation Policy Review YMCA Planning 2030+ $55 Governance Poirier West Master Plan Access and Inclusion Policy Tri-Cities Youth Strategy Total $78 Update Review NE Recreation Services Capital figures are for new construction or major facility renovation Seniors Strategy Strategy only. Ongoing operating costs are funded separately.

These proposed activities will be phased and included in the annual business plan presented to Council for feedback and approval.

12 Sport Hosting Sport Hosting Focus 2015-2020 To maintain the basic service level and fill identified gaps in Service Delivery Model and Governance, efforts will be focused on the implementation of

the Allocation Policy, learnings from a number of large games and events ELITE hosted in 2016 - including the BC 55+ Games and Coquitlam 125 - continued ENHANCED collaboration with Economic Development and Tourism and the ongoing implementation of the Corporate Partners Program. The update to the Town 2015 BASIC Centre Park Master Plan will define key assets to support growth in this Sport Hosting service area.

SUPPORTING DOCUMENTS > Celebrate Coquitlam Strategy (2011) > Sports Field Strategy (2013-2023) ELITE

ENHANCED > Coquitlam Tourism Strategy (2015) > Allocation Policy (2016) > Arena Strategy (2016) > Town Centre Park Master Plan (2017) BASIC 2020 2015 – 2019 2020 – 2024 2025 – 2029 Mundy Park Fieldhouse ($) Update Park Infrastructure Mackin Fieldhouse ($) Eagle Ridge/Coquitlam Town Centre Fieldhouse ($) ($) Crunch Fieldhouse ($) Blue Mountain Facility ($) Mundy North Fieldhouse ($) Assets Support Community Tournaments NE Recreation Complex ($) NE Recreation Complex Planning Support Community Tournaments Increase partnerhsips and sponsorships for sporting CCAC Recreation Centre events Expansion Planning Service Delivery Model

Support Community Build City’s Brand for Sport Volunteer Program Tournaments (i.e. U19 Hosting Implementation Mens’ World Lacrosse Implement learnings from Championships, BC 55+ BC 55+ Games Games) Explore Partnerships for

Programming New Facilities

Capital Plan Estimated Costs Dollars (millions)

Allocation Policy Review New Allocation Procedures NE Recreation Complex 2015 - 2019 $3.4 Volunteer Policy and Mackin Park Planning Planning 2020 - 2024 $3 Program Poirier West Master Plan 2025 - 2029 $3 Town Centre Park Master Review Plan 2030+ $2.5 Governance Total $11.9

Capital figures are for new construction or major facility renovation only. Ongoing operating costs are funded separately.

These proposed activities will be phased and included in the annual business plan presented to Council for feedback and approval.

13 Developed Parks Developed Parks Focus 2015-2020 To maintain the current basic service level and fill identified gaps by adding and renewing 13 park Assets to keep pace with community growth. Staff will focus

on strengthening the City’s Governance through technical assessment of park ELITE infrastructure which will support the development of an asset management ENHANCED plan. The implementation of the Volunteer Park Host Programming will enhance the community’s connection to developed parks. 2015 BASIC Developed Parks

SUPPORTING DOCUMENTS > Park Washroom Strategy (2005) > Trails Master Plan (2013) > Sports Field Strategy (2013-2023) > Mundy Park Management Plan (2014) ELITE

ENHANCED > Parks Waste Management Strategy (2015) > Park Prioritization Framework (2015) > Citywide OCP (2015) > Park Management Framework (2015) BASIC 2020 2015 – 2019 2020 – 2024 2025 – 2029 Queenston Park ($) Cottonwood Park ($) Galette Park ($) Spani Pool NE Neighbourhood Leigh Park ($) Town Centre Park Riley Park ($) Enhancement ($) Parks ($) Improvements ($) Rochester Park ($) Blue Mountain Park ($) Booth Farm SW Neighbourhood Victoria Park ($) D9 Ranch Property ($) Glen Park ($) Park ($) Parks ($) Assets Town Centre Plaza ($) Brookmere Park ($) Keets Park ($) Town Centre Park ($) Town Centre Park ($) Park Blitz ($) Princeton Park ($) Sheffield Park ($) Improvements Improvements Mountainview Park ($) Smiling Creek ($) Burquitlam Park ($) Park Maintenance Encourage partnerships “Swarming” with developers (density Kemsley & transfer options) Clarke ($)

Lower Lougheed Park Expansion ($)

Urban Forest Service Delivery Model Management Plan

Bad Seed Volunteer Park Host Integrate walking circuits, Park Gift Program Program informal hard surface areas in new parks Park Spark Community Develop incentives to Engagement increase provision of public Parks Infrastructure green spaces and urban Assessment Plan Parks Waste Management plazas Implementation Programming Implementations Parks Signage & Wayfinding

Capital Plan Estimated Costs Dollars (millions) Park Management Town Centre Park Master Parks Washroom Strategy 2015 - 2019 $35.4 Framework Plan Update Parks Waste Management Outdoor Recreation and Park Oriented Development 2020 - 2024 $32.4 Strategy Parks Dog Strategy Policy 2025 - 2029 $35.4 Park Prioritization Parks Security Services Community Use Policy 2030+ $18 Governance Framework Review Park Infrastructure Irrigation and Drought Parks and Community Facility Assessment Total $121.2

Management Practices Regulation Bylaw Update Updated Parks Construction Capital figures are for new construction or major facility renovation Review Standards & Specifications only. Ongoing operating costs are funded separately.

These proposed activities will be phased and included in the annual business plan presented to Council for feedback and approval.

14 Sports Fields Sports Fields Focus 2015-2020 To increase the basic service level to enhanced and plan and build for the future by enhancing, redeveloping or adding eight sports field Assets in order to keep pace with community growth and sport participation. Staff will focus on improving ELITE the City’s Governance through policies, such as the Allocation Policy, Artificial Turf ENHANCED Policy and User Fee, while increasing field sports Programming opportunities for 2015 youth and adults in cooperation with community sport organizations. BASIC Sports Fields

ELITE

ENHANCED SUPPORTING DOCUMENTS

> Park Washroom Strategy (2005) > Sports Field Strategy (2013-2023) BASIC 2020 2015 – 2019 2020 – 2024 2025 – 2029 Charles Best Artificial Turf Mackin Fields Upgrade ($) Smiling Creek School Field ($) Grass Field Charles Best Artificial Replacement ($) D9 NE Grass Field ($) Mobilio Artificial Turf Replacement ($) Turf Replacement ($) Town Centre Fieldhouse Fridge Artificial Turf Replacement ($) Upgrades ($) NE Grass Field ($) Gilley’s Field Planning Replacement ($) Town Centre Washroom ($) ($)

Assets Mundy Fieldhouse ($) Town Centre Fieldhouse Cunnings Artificial Turf Hartley Grass Field Replacement ($) Replacement ($) Grass Field Replacement ($) Replacement ($) Burke Mtn Secondary Victoria Park Field ($) School Artificial Turf ($)

SD43 Master Joint Use Increase delivery of Percy Perry Artificial Agreement introductory and Turf Replacement ($) recreational field sports Work with CFSA Town Centre Fieldhouse Replacement ($)

Sports Field Strategy Review + Update Service Delivery Model

Parks Infrastructure Town Centre Master Plan Assessment Plan Implementation Implementation Programming

Capital Plan Estimated Costs Dollars (millions) Allocation Policy Review New Allocation Procedures Parks Washroom Strategy 2015 - 2019 $7 Park Infrastructure Mackin Park Planning Review 2020 - 2024 $9.2 Assessment Sport Services Review Community Use Policy - Storage, Field Houses and 2025 - 2029 $4.7 Town Centre Park Master Irrigation & Drought Plan Concessions 2030+ $12.8 Governance Management Practices Artificial Turf User Fee/ Review Total $33.7

Reserve Capital figures are for new construction or major facility renovation only. Ongoing operating costs are funded separately.

These proposed activities will be phased and included in the annual business plan presented to Council for feedback and approval.

15 Natural Green Spaces Natural Green Spaces Focus 2015-2020 To maintain the current basic service level and fill identified gaps with the implementation of the Volunteer Park Host Programming. Staff will focus on preserving Coquitlam’s ecological resources and enhancing community ELITE access to a range of natural activities, experiences and nature education. ENHANCED Natural Park Assets such as trails will be added primarily in partnership with 2015 development. BASIC Natural Green Spaces

SUPPORTING DOCUMENTS > Invasive Plant Management Strategy > Community Wildfire Protection Plan (2008) (2011)

ELITE

> Ridge Park Fuel Management Plan (2012) > Trail Master Plan (2013) ENHANCED > Mundy Park Forest Management Plan

(2014) BASIC 2020 2015 – 2019 2020 – 2024 2025 – 2029 Mundy Park Separated Dog Smiling Creek - Highland Pitt River Access ($) Trails ($) Natural Area ($) Freemont Park Natural Harper Park Natural Area ($) Area ($)

Assets Pinecone-Burke Ridge Park Forest Trailhead & Park ($) Management Plan Invasive Species Chines Forest Strategy Update Management Plan Park Maintenance Swarming Increase education and Work with developers to volunteer engagement achieve natural trails and Citywide canopy cover initiatives park connections strategy

Urban Forest Management Plan

Miller Ravine Forest Service Delivery Model Management Plan

Master Trail Plan Update Bad Seed Volunteer Park Host Parks Signage and Adopt-a-Trail Program Update Wayfinding Backcountry Trail Access Implementation Programming

Capital Plan Estimated Costs Dollars (millions)

Mundy Forest Management Coquitlam River Park Forest Nature Services Feasibility 2015 - 2019 $0 Plan Management Plan Study 2020 - 2024 $2 Coquitlam River Park Master Park Washroom Strategy Citywide Urban Forest 2025 - 2029 $5 Plan Invasive Species Management Plan Irrigation & Drought Management Strategy Hoy/Scott Creek Forest 2030+ $1 Governance Management Practices Riparian Area Maintenance Management Plan Total $8 Review Guidelines Updated Parks Construction Capital figures are for new construction or major facility renovation Standards & Specifications only. Ongoing operating costs are funded separately.

These proposed activities will be phased and included in the annual business plan presented to Council for feedback and approval.

16 Outdoor Recreation Outdoor Recreation Focus 2015-2020 To improve the current basic service level and by filling identified gaps by adding or upgrading eight park Assets, strengthening Governance through a variety of plans and strategies, and implementing the Volunteer Park Host Programming. ELITE Staff will focus on leveraging Coquitlam’s outdoor resources and exceptional ENHANCED potential for outdoor recreation experiences such as off-road cycling and hiking. 2015 BASIC Outdoor Recreation

SUPPORTING DOCUMENTS > Park Washroom Strategy (2006) > Trails Master Plan (2013)

ELITE

> Mundy Park Forest Management Plan > Park Management Framework (2015) ENHANCED (2014)

> Parks Waste Management Strategy (2015) BASIC 2020 2015 – 2019 2020 – 2024 2025 – 2029 Mundy Park Trails ($) Leigh Park Off-Road Cycling Coquitlam Crunch Upgrades Pitt River Access ($) ($) Pitt River Access ($) NE Trail Development ($) Implementation Riverview Forest Off-Road Pinnacle Ridge Trails ($) Gilley’s Park and NE Cycling Trails ($) Pedestrian Crossing of Upper Upper Coquitlam Trail Access ($) River Park - Outdoor

Assets Coquitlam River ($) Recreation Hub Plan Service Delivery Model

Adopt-a-Trail Parks Signage and Way- NE Backcountry Trail Access Volunteer Park Host finding Implementation Implementation Program Parks Infrastructure Parks Infrastructure Assessment Plan Assessment Plan Implementation Programming

Capital Plan Estimated Costs Park Management Coquitlam Crunch Parks Infrastructure Outdoor Recreation Dollars (millions) Framework Master Plan Assessment Plan Strategy 2015 - 2019 $1.5 Mundy Forest Parks Dog Strategy Implementation Pitt and Fraser River 2020 - 2024 $3 Management Plan Coquitlam River Review and Update Access Strategy Park Signage and Forest Management Off Road Cycling Nature Services 2025 - 2029 $5.5 Governance Wayfinding Strategy Plan Strategy Feasibility Study Parks Washroom Total $10

Coquitlam River Park Northeast Recreation Master Plan Services Strategy Strategy Capital figures are for new construction or major facility renovation only. Ongoing operating costs are funded separately.

These proposed activities will be phased and included in the annual business plan presented to Council for feedback and approval.

17 Community Beautification Community Beautification Focus 2015-2020 To maintain the current basic service level and fill identified gaps by enhancing Governance through the completion of a variety of plans and strategies and improving Assets through the expansion of the Christmas ELITE light display at Lafarge Lake (as well as adding community beautification ENHANCED projects with new park development). These actions will make use of civic 2015 horticultural design, trees and destination gardens to support community BASIC pride, social inclusion and support the Coquitlam brand. The City will Community Beautification maintain Programming and community capacity through annual participation in Communities in Bloom, and delivery of the Park Spark program.

ELITE

ENHANCED SUPPORTING DOCUMENTS

BASIC > Invasive Plant Management Strategy (2007) 2020 2015 – 2019 2020 – 2024 2025 – 2029 Expand Lafarge Lake Tree Canopy Cover NE Recreation Complex Christmas light display ($) Assessment and and Urban Plaza ($) New Park Development Strategy Invasive Species Citywide Urban Forest Strategy Update

Assets Management Plan

Park Maintenance Swarming Plan for the future of Implement new landscape Riverview Arboretum with operations Province Partner with developers to provide space for gardens Service Delivery Model

Eagle Ridge Community Bad Seed Program (ongoing) Burquitlam Community Garden Park Gift Program Garden Expansion Participate in Communities Landscape Asset Condition in Bloom Assessment Park Spark Community Programming Burke Mountain Community Engagement Garden Capital Plan Estimated Costs Dollars (millions) 2015 - 2019 $0.3 Landscape Services Review Develop Enhanced Invasive Species Horticultural Brand/Design Horticultural Plan Management Strategy 2020 - 2024 $0.3 Irrigation & Drought Inventory and Maintenance Streetscape Maintenance 2025 - 2029 $0.3 Management Practices Plan for Road Allowance & Management Review Review Street Trees Local Food Sustainability 2030+ $0.3 Governance Activity Lawn/Passive Grass Policy - Community Gardens Total $1.2 and Public Produce Maintenance Management Capital figures are for new construction or major facility renovation Review only. Ongoing operating costs are funded separately.

These proposed activities will be phased and included in the annual business plan presented to Council for feedback and approval.

18 Cemetery Cemetery Focus 2015-2020 To improve the current basic service level and by filling identified gaps through the completion of Governance documents such as the Cemetery Plan, expansion of Cemetery Assets to keep pace with community growth, and develop a plan for ELITE the future Service Delivery Model including the Riverview Cemetery. ENHANCED 2015 BASIC Cemetery

SUPPORTING DOCUMENTS ELITE ENHANCED > Cemetery Strategy (2002) > Provincial Cremation, Interment and Funeral Services Act BASIC 2020 2015 – 2019 2020 – 2024 2025 – 2029 Robinson Park Cemetery Expansion/Optimization ($) New Cemetery ($) Assets

Plan for the Future of Riverview Cemetery with Province Service Delivery Model

Parks Infrastructure Assessment Plan Implementation Programming

Capital Plan Estimated Costs New Inventory and Park Infrastructure Irrigation & Drought Dollars (millions) Accounting System Assessment Management Practices 2015 - 2019 $2.5 Cemetery Strategic Plan Cemetery Services Review Update Operational Review 2020 - 2024 $5 2025 - 2029 $0 Governance Total $7.5

Capital figures are for new construction or major facility renovation only. Ongoing operating costs are funded separately.

These proposed activities will be phased and included in the annual business plan presented to Council for feedback and approval.

19 Visual Arts Visual Arts Focus 2015-2020 To maintain the current basic service level, fill identified gaps, and plan and build for the future through the implementation of the Arts, Culture and

Heritage Strategic Plan, Cultural Facilities Assessment & Service Agreements, ELITE the Innovation Centre Feasibility Study, adding visual arts display space to ENHANCED current civic facilities, and the new Annual Cultural Summit. These initiatives will enhance the Governance, Programming and Service Delivery Model in this 2015 BASIC service area. Visual Arts

ELITE

SUPPORTING DOCUMENTS ENHANCED > Arts, Culture and Heritage Strategic Plan > Facilities Lifecycle Report (2012+2013)

(2015) BASIC 2020 2015 – 2019 2020 – 2024 2025 – 2029 New Maillardville Potential Cultural NE Recreation Complex Community Centre ($) Facility Renovation/ ($) Development ($) Annual Cultural Summit Annual Cultural Summit

Assets Evergreen Cultural NE Recreation Complex Centre Facility Planning Assessment

Arts, Culture And Heritage Strategic Plan Develop Cultural Service Cultural Facilities Citywide Cultural Facilities Review Provider Agreements Assessement Plan SD43 Master Joint Use Maillardville Recreation Cultural Service Provider Agreement Service Provider Agreement Agreement Implementation Estimated Costs Capital Plan Dollars (millions)

Service Delivery Model 2015 - 2019 $1.35 2020 - 2024 $12.5 2025 - 2029 $1 Coquitlam 125 Recreation Program Cultural Facility Visual Arts Total $14.85* Kaleidescope Arts Festival Departmental Policy Display Assessment Implementation * Visual & Performing Arts Capital and operating amounts are 1 Annual Cultural Summit combined. Value shown is /2 of total.

Programming Evergreen Cultural Centre + Place des Arts Operating Grant

2015 $813,683 2016 $857,835 Arts, Culture And Heritage Innovation Centre Facility Explore Communal Working Strategic Plan Assessment Spaces 2017 $824,492 Allocation Policy Review Explore Opportunities For NE Recreation Complex 2018 $836,859 Recreation Program Visual Arts Display Spaces Planning Departmental Policy Maillardville Recreation Poirier West Master Plan 2019 $849,412

Governance Facility Planning Review Maillardville Recreation Capital figures are for new construction or major facility renovation Service Provider Agreement Tri-Cities Youth Strategy

only. Ongoing operating costs are funded separately. Place Des Arts Facility Explore Live/Work Artists Assessment Studio Spaces * 2017-2019 Operating figures are projections

These proposed activities will be phased and included in the annual business plan presented to Council for feedback and approval.

20 Performing Arts Performing Arts Focus 2015-2020 To maintain the current basic service level, fill identified gaps, and plan and build for the future by strengthening Governance through the implementation of the Arts, Culture and Heritage Strategic Plan, Cultural Facility Assessment ELITE & Service Agreements, and the new Annual Cultural Summit. Completion ENHANCED of the performance plaza at Lafarge Lake will add a much needed outdoor 2015 performance Asset which will support this service area as well as Festivals and BASIC Events in meeting current community demand in Programming. Performing Arts

ELITE

SUPPORTING DOCUMENTS ENHANCED > Cultural Services Plan (2010) > Arts, Culture and Heritage Strategic

Plan (2015) BASIC 2020 2015 – 2019 2020 – 2024 2025 – 2029 Town Centre Park Plaza New Maillardville Potential Cultural NE Recreation Complex Community Centre ($) Facility Renovation/ ($) Development ($) Annual Cultural Annual Cultural Summit

Assets Summit Arts, Culture and NE Recreation Complex Heritage Strategic Plan Planning Review

Evergreen Cultural SD43 Master Joint-Use Cultural Service Provider Cultural Service Provider Centre Facility Agreement Agreement Development Agreement Implementation Assessment Cultural Facilities Citywide Cultural Facilities Assessment Plan Estimated Costs Capital Plan Dollars (millions)

Service Delivery Model 2015 - 2019 $1.35 2020 - 2024 $12.5 Coquitlam 125 Recreation Program Policy Annual Cultural Summit 2025 - 2029 $1 Implementation Kaleidescope Arts Festival Total $14.85* * Visual & Performing Arts Capital and operating amounts are 1 combined. Value shown is /2 of total. Programming Evergreen Cultural Centre + Place des Arts Operating Grant

2015 $813,683 2016 $857,835 Allocation Policy Review Innovation Centre Facility Poirier West Master Plan Arts, Culture and Heritage Assessment Review 2017 $824,492 Strategic Plan Maillardville Recreation 492 $836,859 Recreation Program Facility Planning Departmental Policy Tri-Cities Youth Strategy 2019 $849,412 Governance New Allocation Procedures NE Recreation Complex Capital figures are for new construction or major facility renovation

only. Ongoing operating costs are funded separately. Place des Arts Facility Planning Assessment * 2017-2019 Operating figures are projections

These proposed activities will be phased and included in the annual business plan presented to Council for feedback and approval.

21 Library & Lifelong Learing Library & Lifelong Learning Focus 2015-2020 To maintain the current basic service level and fill identified gaps in Assets, Service Delivery Model, and Programming, efforts will be on continuing to build a strong partnership with the Coquitlam Public ELITE Library, the implementation of the Arts, Culture and Heritage Strategic ENHANCED Plan, the development of a Service Agreement with the Library, and the 2015 implementation of an Annual Cultural Summit. BASIC Library & Lifelong Learning

ELITE

ENHANCED SUPPORTING DOCUMENTS

> Facilities Lifecycle Report (2012+2013) BASIC 2020 2015 – 2019 2020 – 2024 2025 – 2029 New Maillardville YMCA Opening ($) NE Recreation Complex Community Centre ($) with Library ($) Annual Cultural Summit Annual Cultural Summit NE Recreation Complex Assets Planning Arts, Culture and Heritage Strategic Plan Review

Collaboration with Library Develop Cultural Service Cultural Service Provider SD43 Master Joint-Use Provider Agreements Agreement Implementation Agreement Citywide Cultural Facilities Plan Service Delivery Model Estimated Costs Capital Plan Dollars (millions) Coquitlam 125 2015 - 2019 $0 Annual Cultural Summit 2020 - 2024 $0 2025 - 2029 $5 Total $5 Programming * Visual & Performing Arts Capital and operating amounts are 1 combined. Value shown is /2 of total. Operating Grant Arts, Culture and Heritage Recreation Program NE Recreation Complex Strategic Plan Departmental Policy Planning 2015 $4,884,113 Allocation Policy YMCA Planning Poirier West Master Plan 2016 $4,792,460 Review Tri-Cities Youth Strategy 2017 $4,873,932

Governance Maillardville Recreation 2018 $4,947,041 Facility Planning

2019 $5,021,247 * 2017-2019 Operating figures are projections

These proposed activities will be phased and included in the annual business plan presented to Council for feedback and approval.

22 Community Heritage Community Heritage Focus 2015-2020 To fill identified gaps and improve the base level of service in Assets, Service Delivery Model, and Governance, efforts will be focused on the implementation of the Arts, Culture and Heritage Strategic Plan and Cultural ELITE Facility Assessment & Service Agreements with Coquitlam Heritage Society ENHANCED (Mackin House), the new Annual Cultural Summit, and a long-term feasibility 2015 study for a heritage centre. BASIC Community Heritage

SUPPORTING DOCUMENTS ELITE ENHANCED > Facilities Lifecycle Report (2012+2013) > Arts, Culture and Heritage Strategic Plan (2015) BASIC 2020 2015 – 2019 2020 – 2024 2025 – 2029 New Place Maillardville ($) City Archives Expansion ($) Heritage Facility ($) Heritage Facility ($)

Annual Cultural Annual Cultural Summit Summit Assets NE Recreation Complex Arts, Culture and Planning Heritage Strategic Plan Review

Cultural Facilities Develop Cultural Service Cultural Service Provider Assessment Provider Agreement with Agreement Implementation Coquitlam Heritage Society Coquitlam Sports Hall of Fame Agreement Service Delivery Model Capital Plan Estimated Costs Dollars (millions) Coquitlam 125 Explore Opportunities for 2015 - 2019 $0 Kaleidescope Arts Festival Heritage Display Spaces 2020 - 2024 $2 Annual Cultural Summit Riverview Artifacts Inventory & Management Plan Canada’s 150th Birthday 2025 - 2029 $10

Programming Total $12 * Visual & Performing Arts Capital and operating amounts are

1 combined. Value shown is /2 of total. Coquitlam Heritage Society Operating Grant Arts, Culture and Heritage Citywide Cultural Facilities Citywide Cultural Facilities Strategic Plan Plan Plan 2015 $228,318 City Archives & Artifact Booth Farm Strategy NE Recreation Complex 2016 $244,507 Storage Plan Planning Riverview Arboretum & 2017 $234,521 Cemetery Strategy Poirier West Master Plan Governance Review 2018 $238,039

2019 $241,610 * 2017-2019 Operating figures are projections

These proposed activities will be phased and included in the annual business plan presented to Council for feedback and approval.

23 Cultural Festivals & Events Cultural Festivals & Events Focus 2015-2020 To maintain the current enhanced service levels and plan and build for the future, a priority for this area is to continue offering sustainable and responsive Festivals and Events through the implementation of the Arts, ELITE Culture and Heritage Strategic Plan, the new Annual Cultural Summit, and the ENHANCED updated Events Policy Governance documents. Completion of the performance 2015 plaza at Lafarge Lake will add an Asset which will support this service area, BASIC as well as Performing Arts, in meeting current community demand for Cultural Festivals & Events Programming.

SUPPORTING DOCUMENTS ELITE ENHANCED > Celebrate Coquitlam (2011) > Arts, Culture and Heritage Strategic Plan (2015) BASIC 2020 2015 – 2019 2020 – 2024 2025 – 2029

Town Centre Park Plaza ($) New Maillardville Review & Plan Blue Annual Cultural Summit NE Recreation Complex Town Centre Park Event Site Community Centre ($) Mountain Park Amenity ($) ($) Infrastructure Enhancement NE Recreation Complex ($) Planning Annual Cultural Summit Assets Arts, Culture and Heritage Strategic Plan Review Update

Work with Community Develop Cultural Service Cultural Service Provider Organizations Provider Agreements Agreement Implementation Citywide Cultural Facilities Plan Service Delivery Model

Coquitlam 125 Kaleidescope Arts Festival Annual Cultural Summit Expand Programming & Recreation Programming Canada’s 150th Birthday Measurement Process Departmental Policy Implementation Programming

Capital Plan Estimated Costs Recreation Programming Town Centre Park Master NE Recreation Services Dollars (millions) Departmental Policy Plan Study 2015 - 2019 $1 Allocation Policy Review Tri-Cities Youth Strategy NE Recreation Complex 2020 - 2024 $0 Seniors Strategy Volunteer Policy & Program Planning Update Poirier West Master Plan 2025 - 2029 $0 Governance Maillardville Recreation Service Provider Agreement Maillardville Facility Total $1

Planning Events Policy Development Capital figures are for new construction or major facility renovation only. Ongoing operating costs are funded separately.

These proposed activities will be phased and included in the annual business plan presented to Council for feedback and approval.

24 Public Art Public Art Focus 2015-2020 To maintain the current basic service level, and plan and build for the future through the completion of a review of the Public Art Policy and the

implementation of a Public Art Maintenance Plan Governance documents ELITE which will position the City to continue offering a sustainable Service Delivery ENHANCED Model. These initiatives will be supported by the addition of the Evergreen Line Public Art and Coquitlam 125 Legacy Project Assets. Partnerships for 2015 BASIC Public Art will continue to be explored. Public Art

ELITE

ENHANCED SUPPORTING DOCUMENTS

> Public Art Policy (2011) BASIC 2020 2015 – 2019 2020 – 2024 2025 – 2029 Coquitlam 125 Legacy New Public Art in Maillardville Community Projects ($) Partnership with Centre Public Art ($) YMCA Public Art ($) NE Recreation Development ($) Complex Public Art ($) Evergreen Line Public Art NE Recreation Complex Opening ($) Planning Assets Service Delivery Model

Coquitlam 125 Public Art Policy Update Public Art Maintenance Implementation Recommendation Implementation Programming

Capital Plan Estimated Costs Town Centre Master Plan Evergreen Line Public Art Public Art Policy Review Dollars (millions) Public Art Inventory Planning/Development NE Recreation Complex 2015 - 2019 $0.2 Maintenance Review Plaza Planning 2020 - 2024 $0.2 2025 - 2029 $0.2 Governance Total $0.6

Capital figures are for new construction or major facility renovation only. Ongoing operating costs are funded separately.

These proposed activities will be phased and included in the annual business plan presented to Council for feedback and approval.

25 Parks, Recreation & Culture Master Plan Implementation Strategy - Capital Program Cost Projections

($ in millions) Phasing 2015-2019 2020-2024 2025-2029 2030+ Total Recreation $47.9 $25.9 $81.6 $72.5 $227.9 Aquatics 16.7 19.8 32.8 15.0 84.3 Arena Sports 0 2 30 0 32 Racquet Sports*** 3.8 1.1 .8 0 5.7 Indoor Sport & Gymnasiums 11 0 5 0 16 Community Centres*** 13 0 10 55 78 Sport Hosting (Fieldhouses) 3.4 3 3 2.5 11.9 Parks $46.7 $51.9 $50.9 $32.1 $181.6 Developed Parks 35.4 32.4 35.4 18 121.2 Sports Fields 7 9.2 4.7 12.8 33.7 Natural Green Spaces 0 2 5 1 8 Outdoor Recreation 1.5 3 5.5 0 10 Community Beautification .3 .3 .3 .3 1.2 Cemetery*** 2.5 5 0 0 7.5 Arts & Culture $3.9 $27.2 $17.2 0 $48.3 Visual & Performing Arts*** 2.7 25 2 0 29.7 Library 0 0 5 0 5 Community Heritage*** 0 2 10 0 12 Festivals & Events 1 0 0 0 1 Public Art .2 .2 .2 0 .6 TOTAL ESTIMATED CAPITAL COSTS $98.5 $105 $149.7 $104.6 $457.8

Park Land Acquisition Costs $62.4 $62.4 $62.4 $62.4 $249.6 Place Maillardville Expansion Land Costs $2 $2 Cemetery Land Costs $5 $5 Northeast Recreation Centre Land Costs $10 $10 ** Estimated in 2016 Dollars

*** Subject to Strategy Completion

26 Parks, Recreation & Culture Master Plan Implementation Strategy - Capital Program Cost Projections

*** Subject to Strategy Completion