PRC implementation plan overview

Public Art

Aquatics

Cultural Festivals & Events

Arena Sports

Community Heritage

Racquet Sports

Indoor Sports & Physical Activity

Library & Lifelong Learning

Performing Arts

Community Centres

Sport Hosting

Visual Arts

y r o t S r Ou

Developed Parks

Cemetery

Community Beautification Outdoor Recreation

Natural Green Spaces

Sports Fields

PARKS, RECREATION AND PARKS CULTURE Master Plan DRAFT Implementation Strategy Population: 155,000

1

Executive Summary The Final Draft Master Plan indicated that the Implementation Strategy would be based on four general approaches or objectives that may be applied to guide the changes anticipated in the each Service Area.

These objectives are as follows:

Aquatics

SIC BA

2020

2016

2017

2018

2019

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Aquaticsservice Users (ongoing) To maintain the existing levels, and plan build for the future needs based on outcome Newand Allocation

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Aquatics

ED NC HA EN

2015

YMCA Program Delivery

SIC BA

ED NC HA EN

SIC BA

ED NC HA EN

Seniors Strategy

needs based on outcome of strategies

Programming Youth Strategy Update NE Recreation Services Strategy Governance

2018

Recreation Program Departmental Policy

2019

Aquatic Infrastructure & Services Strategy

Allocation Policy Review

NE Recreation Services TC Enhanced Spray Park Strategy Assess the impact of YMCA Opening and adjust programming as required

Aquatic Study Review & Update

Supporting Documents > Aquatic Services and

s

Aquatic Infrastructure & Services Strategy

2020 - 2024

YMCA Program Delivery

Allocation Policy Review

2018

SIC BA

Recreation Program Departmental Policy

New Allocation Procedures

2017

2017 2015

2016

ED NC HA EN

YMCA Agreement in Principle

2015

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Aquatics Users (ongoing)

2016

Aquatics

SIC BA

Aquatics

SIC BA

2015

Governance

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How To Read The Charts

Programming

202

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2020

of strategies The Final Draft Master Plan outlined the requirement through continuedYMCA offering of sustainable andProcedures responsive aquatic amenities Agreement in Service Delivery 2015-2020 Principlein the Aquatic Services and Infrastructure Strategy, Youth Strategy Update and programs identified the for an accompanying Implementation StrategyFocus to Strategy Model Recreation Program Policy, and the Allocation Seniors Policy Governance documents.

To maintain the existing service levels, and plan and build for the future Recreation Program NE Recreation Services highlight, summarize and prioritize key activities and There are planned Departmental improvements through continued offering of sustainable and responsive aquatic amenities Policyto existing Assets such as Spani Pool, CCAC, Strategy capital projects required over the next 15 to 20and years.

Programming and the addition of new Spray Parkscomponents into operation Rochester, Glen programs identified in the Aquatic the plans, The service areasServices are and Infrastructure Studies,Strategy, supporting These support andatdocuments werePark and Order of magnitude costs have Allocation Policy Review This prioritization is presented on estimate of the in the Northeast, as well as the addition of the YMCA in Burquitlam.

Recreation Program Policy, and the Allocation Policy Governance documents. measured on their level of policies and other key usedInfrastructure to measure service levels and identify been estimated to implement these Aquatic & current There are planned improvements to existing Assets such as Spani Pool, CCAC, Aquatics the financial impacts to support the recommended Governance Services Strategy delivery of theinto following documents thatand govern the priorities to match community need. priorities and initiatives. and the addition of new Spray Parks operation at Rochester, Glen Park changes in the 18 individual service areas and framed in the Northeast, as well as the addition of the YMCA in Burquitlam. support components. service area are noted. in the context of the overarching strategic directions outlined in the Master Plan. This companion document Costs Spray Park Support Component Eagle Ridge Pool Documents Spani Pool Upgrades Rochester Spray Park Glen Park Spray Park Blue Mountain Cottonwood Supporting Capital PlanEnhanced Estimated is intended to serve as a functional and tactical plan for Dollars (millions) Upgrades Spray/Water Facility Implement programming Tri-City Recreation Study Spani Leisure Pool > Aquatic Services and Recreation Program the department to ensure the coordination of all services to meet community Phase 2 WorkInfrastructure Closely With YMCA Opening Assets Strategy Policy Implementation NE Spray Park Support Component needs based on Spray outcome Aquatics Users (ongoing) Eagleinfrastructure Ridge Pool Spani Pool Upgrades Rochester Spray Park Glen Park Spray Park Blue Mountain Enhanced Cottonwood Park NE Recreation Complex and phasing of new facility and delivery, AssetsProgram - CapitalDelivery New Allocation YMCA (2012) $16.7 of strategies Spray/Water Facility TC Enhanced Spray Park 2015 - 2019 and to develop its capital planUpgrades and business plan YMCA Agreement inPolicy Recreation Program Implement programming Tri-City Recreation Study (2016)Procedures Spani Leisure Pool NE Enhanced Spray Park Service Delivery > Allocation Principle Youth Strategy Update Policy Implementation to meet community Phase 2 Work Closely Withyear.

YMCA Opening Assets Assess the impact of priorities for Council consideration each Seniors Strategy NE Spray Park CCAC Recreation Centre2015-2020 Model Focus

Service Delivery Model

Aquat

YY Address Service Inefficiencies and Adjust Surplus Services – In some areas, the current level of service may no longer be warranted, or services are provided but significant inefficiencies may be Focus 2015-2020 While this Implementation Strategy may stand alone present that must be addressed and corrected. The To maintain the existing service levels, and plan and build for the future Implementation Strategy includes items that would as a comprehensive planning document for the Parks, through continued offering of sustainable and responsive aquatic amenities Recreation and Culture Department, the final layout of effectively modify, reorganize, reduce identified or minimize and programs in the Aquatic Services and Infrastructure Strategy, the PRC Master Plan will incorporate Program Allocation Policy Governance documents. the Implementation a service area to increaseRecreation its efficiency andPolicy, cost and thethe Aquatics There are planned improvements to existing Assets as Spani Pool, Strategies into such the associated 18CCAC, service areas of the effectiveness. and the addition of new Spray Parks into operation at Rochester, Glen Park and plan. This final comprehensive document will become the in the Northeast, as well as the addition of the YMCA in Burquitlam.

YY Plan and Build for the Future – In some service Aquatics foundational document for planning and decision making areas the City has reached a desired level of services over the next 15 to 20 years but will be reviewed and but to maintain this level, it is necessary to plan incrementally adopted every five years. and build in order to accommodate the substantial growthEagle andRidge community changeSpani given the projected Rochester Spray Park Support Component Pool Pool Upgrades Glen Park Spray Park Blue Mountain Enhanced Upgrades diversity, recreation trends, Spray/Water Facility demographics, Recreation Program Implement programming Tri-City Recreation Study demands, to meet community Phase 2 Workand Closelylevel With of funding.Policy Implementation YMCA Opening Assets Focus 2015-2020 SIC BA

2015

2015

Aquatics

This Draft Parks Recreation and Culture Master Plan Implementation Strategy provides a detailed listing of initiatives and priorities for each service area over the next five years (2016-2020) as well as high level view of major initiatives for 2021 to 2029. These priorities respond to the service area assessment and recommendations outlined in the corresponding sections of the Final Draft PRC Master Plan and any supporting plans or strategies that have been completed in the last five years.

ED NC HA EN

Aquatics

2015

YY Maintain Service Levels – In some service areas, public feedback, industry best practice and research data may indicate that the appropriate level of service has currently been attained by the City and in these cases the implementation strategy will include initiatives to maintain the current service level. Not all service enhancements will result in increased service levels; in some cases, service enhancements or resources are required to Aquatics retain desired existing service levels for a growing population, and to keep pace with growing demands.

Aquatics

Development of the Final Draft Master Plan was based on a comprehensive process of research and analysis about the currentAquatics state of the eighteen service areas offered by the Department and from this analysis, gaps in services and facilities were identified and ten Strategic Directions were developed to guide decision making about new facilities, amenities, programs and services in the future. This document was endorsed by Council in February 2015.

YY Fill Identified Gaps – In some service areas, gaps in basic service delivery have been identified which the City should address in order to more effectively Aquatics deliver this service to the community and meet the core services model described in the Master Plan.

The Implementation Strategy identifies initiatives that are intended to fill these gaps.

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The overall objective of the Master Plan is to establish the community’s aspirations in the delivery of parks, recreation and culture services now and for the future. In more specific terms, the Master Plan provides a framework to maximize the use of current parks, recreation and culture assets, identify gaps in programming and service delivery, review and update the governance documents for each area, and consider the role of the City in providing core services as well as identify rationale for enhanced services in various areas.

It is intended to assist Council in annual priority setting by providing foundational values, policies and principles that will guide future decision-making when responding to changing needs, trends and demographics in the community.

NE Recreation Complex Planning

2015

2019

2020 - 2024

2025 -

NE Recre

2025 - 2029

NE Enha

CCAC Re Expansi

Poirier W Review

YMCA Opening and

Expansion Planning

Assets - Capital adjust as the future To maintain the existing service levels, and plan programming and build for $19.8 2020offering - 2024 of sustainable and required Poirier West Master Plancontinued through responsive aquatic amenities Review and programs identified in the Aquatic Services Infrastructure Strategy, t Aquaticand Study Review & Update Recreation Program Policy, and the Allocation Policy Governance documents.

Assets - Capital $32.8 There are planned improvements to existing such as Spani Pool, CCAC NE Assets Recreation Complex 2025 - 2029 and the addition of new Spray Parks into operation at Rochester, Glen Park an Planning in the Northeast, as well as the addition of the YMCA in Burquitlam.

2016

Assets - Capital 2030+

2

$15

2017

2018

Parks, Recreation and Culture Master Plan Implementation Strategy

& TS

R TU L CU

2020

E

REC RE AT IO N Arena

Aquatics

Public Art

Cultural Festivals & Events

Sports

Community Heritage

AR

AR

2015

Indoor Sports & Physical Activity

Performing Arts

Community Centres

Sport Hosting

Visual Arts

Developed Parks

Cemetery

Community Beautification

Sports Fields

Natural Green Spaces

Outdoor Recreation

E

REC RE AT IO N Arena

Aquatics

Public Art

Cultural Festivals & Events

Sports

Community Heritage

Racquet Sports

Library & Lifelong Learning

& TS

R TU L CU

Racquet Sports

Indoor Sports & Physical Activity

Library & Lifelong Learning

Capital Expenditure $98 Million

Performing Arts

Community Centres

Sport Hosting

Visual Arts

Developed Parks

Cemetery

Community Beautification

Sports Fields

Natural Green Spaces

Outdoor Recreation

PARKS

PARKS

Population: 135,000 Population: 144,000

Population: 155,000 Population:176,000

ARTS & CULTURE

PARKS

RECREATION

ARTS & CULTURE

PARKS

RECREATION

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PRC Master Plan Implementation Strategy Parks Sections

Recreation Sections

Culture Sections

Developed Parks

Outdoor Recreation

Aquatics

Indoor Sports & Physical Activity

Visual Arts

Community Heritage

Focus 2015-2020

Focus 2015-2020

Focus 2015-2020

Focus 2015-2020

Focus 2015-2020

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 infrastructure which will support the development of an asset management plan. The implementation of the Volunteer Park Host Programming will enhance the community’s connection to developed parks.

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. Staff will focus on leveraging Coquitlam’s outdoor resources and exceptional potential for outdoor recreation experiences such as off-road cycling and hiking.

To maintain the existing enhanced service level, 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 Recreation Program Policy, and the Allocation Policy Governance documents. There are planned improvements to existing Assets such as Spani Pool, CCAC, and the addition of new enhanced Spray Parks at Rochester Park, Glen Park and in new Northeast parks, as well as the addition of the YMCA in Burquitlam.

To fill identified gaps in basic service level and strengthen Governance through the completion of the Seniors Strategy, Place Maillardville Facility and Services Planning, and the SD43 Master Agreement. The addition of the Poirier Forum, YMCA, Place Maillardville, and Smiling Creek Elementary School (shared use gymnasium) will increase Assets which will assist with filling identified gaps in service.

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, the Innovation Centre Feasibility Study, adding visual arts display space to current civic facilities, and the new Annual Cultural Summit. These initiatives will enhance the Governance, Programming and Service Delivery Model in this service area.

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 Facility Assessment & Service Agreements with Coquitlam Heritage Society (Mackin House), the new Annual Cultural Summit, and a long-term feasibility study for a heritage centre.

Sports Fields Focus 2015-2020 To increase the basic service level to enhance 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 the City’s Governance through policies, such as the Allocation Policy, Artificial Turf Policy and User Fee, while increasing field sports Programming opportunities for youth and adults in cooperation with community sport organizations.

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 access to a range of natural activities, experiences and nature education. Natural Park Assets such as trails will be added primarily in partnership with development.

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 Light Display at Lafarge Lake (as well as adding community beautification projects with new development). These actions will make use of civic horticultural design, trees and destination gardens to support community pride, social inclusion and support the Coquitlam brand. The City will maintain Programming and community capacity through annual participation in Communities in Bloom, and delivery of the Park Spark program.

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 the future Service Delivery Model including the Riverview Cemetery.

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 the Allocation Policy. Staff will focus on optimizing and maximizing the use of current facilities, while planning for the future addition of Arena facilities.

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. The City will continue to upgrade existing outdoor courts as required, and plan and build for the future through the completion and implementation of the Town Centre Park Master Plan.

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 in addition to the Seniors Strategy, Place Maillardville Facility and Services Planning, and Service Reviews with Cultural Service Providers. The opening of Place Maillardville, YMCA, and Smiling Creek Elementary School (shared use site) will allow the City to maintain Programming service levels in this service area.

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 hosted in 2016 including the BC55+ Games and Coquitlam 125 - continued collaboration with Economic Development and the ongoing implementation of the Sponsorship Policy.

The update to the Town Centre Park Master Plan will define key assets to support growth in this service area.

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 & Service Agreements, and the new Annual Cultural Summit. Completion of the performance plaza at Lafarge Lake will add a much needed outdoor performance Asset which will support this service area as well as Festivals and Events in meeting current community demand in Programming.

Library and Life Long 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 Library, the implementation of the Arts, Culture and Heritage Strategic Plan, the development of a Service Agreement with the Library, and the implementation of an Annual Cultural Summit.

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, Culture and Heritage Strategic Plan, the new Annual Cultural Summit, and the updated Events Policy Governance documents. Completion of the performance plaza at Lafarge Lake will add an Asset which will support this service area, as well as Performing Arts, in meeting current community demand for Programming.

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 which will position the City to continue offering a sustainable Service Delivery Model. These initiatives will be supported by the addition of the Evergreen Line Public Art and Coquitlam 125 Legacy Project Assets. Partnerships for Public Art will continue to be explored.

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Aquatics Aquatics

Aquatics

2015

2020

Focus 2015-2020

Aquatics

Assets Service Delivery Model Programming Governance

Eagle Ridge Pool Upgrades Work Closely With Aquatics Users (ongoing) YMCA Agreement in Principle

2017

2018

Spani Pool Upgrades

Rochester Spray Park

Glen Park Spray Park

Recreation Program Policy Implementation

Implement programming to meet community needs based on outcome of strategies

Tri-City Recreation Study Phase 2

New Allocation Procedures

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Support Component

2016

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2015

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To maintain the existing enhanced service level, 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 Recreation Program Policy, and the Allocation Policy Governance documents. There are planned improvements to existing Assets such as Spani Pool, CCAC, and the addition of new enhanced Spray Parks at Rochester Park, Glen Park and in new Northeast parks, as well as the addition of the YMCA in Burquitlam.

2019

2020 - 2024

2025 - 2029

Cottonwood Spray Park

NE Recreation Complex NE Enhanced Spray Park

YMCA Opening

Spani Leisure Pool Renovation

YMCA Program Delivery

NE Spray Park

Blue Mountain Enhanced Spray/Water Facility

Youth Strategy Update

TC Enhanced Spray Park

NE Recreation Services Strategy

Allocation Policy Review

Assess the impact of YMCA Opening and adjust programming as required

Aquatic Infrastructure & Services Strategy

Aquatic Study Review & Update

Recreation Program Departmental Policy

Seniors Strategy

NE Recreation Complex Planning

Supporting Documents >> Aquatic Services and Infrastructure Strategy (2012) >> Allocation Policy (2016)

CCAC Recreation Centre Expansion Planning Poirier West Master Plan Review

Capital Plan

Estimated Costs Dollars (millions)

Assets - Capital 2015 - 2019

$16.7

Assets - Capital 2020 - 2024

$19.8

Assets - Capital 2025 - 2029

$32.8

Assets - Capital 2030+

$15

Total

$84.3

5

Arena Sports Arena Sports

Arena Sports

2015

2020

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2015 Support Component Assets Service Delivery Model Programming

Work closely with CSCUA (ongoing) Recreation Program Departmental Policy

2016 Implement Arena Services and Infrastructure Strategy Recommendations

Allocation Policy Review

Recreation Program Policy Implementation

Arena Services and Infrastructure Strategy

New Allocation Procedures

2017 NE Recreation Services Strategy

2018 Modified Curling Rink Operations

SIC BA

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 the Allocation Policy. Staff will focus on optimizing and maximizing the use of current facilities, while planning for the future addition of Arena facilities.

SIC BA

Arena Sports

ED NC HA EN

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Focus 2015-2020

2019 Full Curling Optimization

2020 - 2024 2025 - 2029 Planet Ice Agreement

NE Recreaton Complex Future Arenas

Tri-City Recreation Study Phase 2

Arena Services and Infrastructure Strategy Review

Plan for Planet Ice Agreement

NE Recreaton Complex Planning

Capital Plan

Estimated Costs Dollars (millions)

Assets - Capital 2015 - 2019

$0

Assets - Capital 2020 - 2024

$2

Assets - Capital 2025 - 2029

$30

Review Allocation Policy

Future Arenas Planning

Governance Total

$32

Supporting Documents: >> Arena Services and Infrastructure Strategy (2015) >> Allocation Policy (2016) >> Planet Ice Agreement

6

Sports RacquetRacquet Sports

Racquet Sports

2015

2020

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Racquet Sports

2015 Support Component Assets Service Delivery Model

Mackin Court Upgrade Addition of Pickelball at Poirier Forum and Ranch Park outdoor courts Court Additions with new park Development

Programming

Work North East Tennis Society + Coquitlam Tennis Club (ongoing)

Governance

YMCA Agreement in Principle Allocation Policy Review

Supporting Documents: >> Tennis Feasibility Study (2012) >> Allocation Policy (2016) >> People’s Courts Agreement (2015-2017)

Recreation Program Deparmental Policy Extension of People’s Courts Agreement

2016

2017

2018

Panorama Court Upgrades

Court Additions with new park Development

Smiling Creek School Joint Use Opens

Court Additions with new park Development

Work with E&PW to assess the future of Tennis Courts on Water Reservoirs

Court Additions with new park Development

Work with Engineering and Public Works to assess the future of Tennis Courts on Water Resevoirs Recreation Program Policy Implementation Allocation Policy Review Update Tennis Strategy

New People’s Court Agreement NE Recreation Services Strategy Tennis Strategy Implementation

SIC BA

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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. The City will continue to upgrade existing outdoor courts as required, and plan and build for the future through the completion and implementation of the Town Centre Park Master Plan.

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Focus 2015-2020

2019 Place Maillardville YMCA Opening Court Additions with new park Development YMCA Program Delivery

2020 - 2024

2025 - 2029

Burke Mountain Middle School Partnership

NE Recreation Complex

Court Upgrades Court Additions with new park Development NE Recreation Complex Planning

Court Upgrades Court Additions with new park Development CCAC Recreation Centre Expansion Planning Poirier West Master Plan Review

Capital Plan

Estimated Costs Dollars (millions)

Assets - Capital 2015 - 2019

$3.8

Assets - Capital 2020 - 2024

$1.1

Assets - Capital 2025 - 2029

$0.8

Total

$5.7

TC Park Master Plan Review of Amenities

New Allocation Procedures Town Centre Park Master Plan Recreation Program Departmental Policy

7

Indoor &Activity Physical Activity Indoor Sports Sports & Physical

Indoor Sports & Physical Activity

2015

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2015 Support Component Assets Service Delivery Model

Poirier Forum Opens YMCA Site Analysis YMCA MEND Partnership Allocation Policy Review YMCA Agreement in Principle

2016

2017

SD43 Master Joint Use Agreement

Pinetree Agreement Review

Recreation Program Policy Implementation

Seniors Strategy Implementation

New Allocation Procedures

Get Connected, Get Active Review

Seniors Strategy

Youth Strategy Review

Programming

Recreation Program Departmental Policy

Place Maillardville Facility Planning

Place Maillardville Facility Planning

Governance

Update Access & Inclusion Policy

NE Recreation Servces Strategy

NE Recreation Servces Strategy

Maillardville Recreation Services Agreement

2018 Smiling Creek School Joint Use gymnasium access Youth Stategy Impementation

SIC BA

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To fill identified gaps in basic service level and strengthen Governance through the completion of the Seniors Strategy, Place Maillardville Facility and Services Planning, and the SD43 Master Agreement. The addition of the Poirier Forum, YMCA, Place Maillardville, and Smiling Creek Elementary School (shared use gymnasium) will increase Assets which will assist with filling identified gaps in service.

ED NC HA EN

Focus 2015-2020

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Indoor Sports & Physical Activity

2020

2019 YMCA Opening Place Maillardville Renewal YMCA Programming Delivery

2020 - 2024 2025 - 2029 Burke Mtn Middle School Partnership NE Recreation Complex Planning

NE Recreation Complex Seniors Strategy Review

Capital Plan

Estimated Costs Dollars (millions)

Assets - Capital 2015 - 2019

$11

Assets - Capital 2020 - 2024

$0

Assets - Capital 2025 - 2029

$5

Youth Strategy Review Allocation Policy Review

Pinetree Agreement Review

Indoor Sports Facility Planning

Tri-City Recreation Study Phase 2

CCAC Recreation Centre Expansion Planning Poirier West Master Plan Review

Total

$16

Supporting Documents >> Multi-use Facility Study (2014) >> Allocation Policy (2016) >> Gender Equity Policy (1999)

8

Community CommunityCentres Centres

Community Centres

2015

2020

Focus 2015-2020

Community Centres

Assets Service Delivery Model Programming Governance

YMCA Site Analysis

SD43 Master Joint Use Agreement

Pinetree Agreement Review

TriCities Recreation Users Study

Recreation Programming Policy Implementation

Volunteer Policy and Program

Recreation Program Departmental Policy

Service Review with Cultural Service Providers

Seniors Strategy Implementation

YMCA Agreement In Principle

Service Review with Place Maillardville

Get Connected, Get Active Review

Allocation Policy Review

Seniors Strategy

Access and Inclusion Policy Update

Maillardville Recreation Services Agreement

NE Recreation Services Strategy

Place Maillardville Facility Planning

Supporting Documents: >> Youth Strategy (2006) >> Seniors Strategy (2016) >> Allocation Policy (2016) >> Gender Equity Policy (1999) >> Poirier West Master Plan (2006)

2017

Youth Strategy Review Place Maillardville Facility Planning

2018 Smiling Creek School Joint Use gymnasium and multi-use

SIC BA

SIC BA

Support Component

2016

ED NC HA EN

ED NC HA EN

2015

ITE EL

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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 in addition to the Seniors Strategy, Place Maillardville Facility and Services Planning, and Service Reviews with Cultural Service Providers.

The opening of Place Maillardville, YMCA, and Smiling Creek Elementary School (shared use site) will allow the City to maintain Programming service levels in this service area.

2019 Place Maillardville Renewal

Blue Mountain Community Hall

YMCA Opening

NE Recreation Complex Planning

Service Agreements with Cultural Buildings

YMCA Programming

Tri-City Recreation Study - Phase 2

Review & Plan for Blue Mountain Facility (Scout Hall Replacement)

Improve Volunteer Leadership Program Youth Strategy Implementation

2020 - 2024

2025 - 2029 NE Recreation Complex Allocation Policy Review

Capital Plan

Estimated Costs Dollars (millions)

Assets - Capital 2015 - 2019

$13

Assets - Capital 2020 - 2024

0

Assets - Capital 2025 - 2029

$10

Assets - Capital 2030+

$55

Youth Strategy Review Seniors Strategy Review CCAC Recreation Centre Expansion Planning Poirier West Master Plan Review

Total

$78

9

Sport Hosting Sport Hosting

Sport Hosting

2015

2020

Sport Hosting

Service Delivery Model Programming Governance

Mundy Park Fieldhouse Increase partnerhsips and sponsorships for sporting events Support Community Tournaments (ongoing) - Womens’ Provincial Scott (Curling) - U19 Mens’ World Lacrosse Championships - BC 55+ Games Town Centre Park Master Plan

Supporting Documents: >> Allocation Policy (2016) >> Town Centre Park Master Plan (2016) >> Sports Field Strategy (2013-2023) >> Arena Strategy (2016) >> Celebrate Coquitlam Strategy (2011) >> Coquitlam Tourism Strategy (2015)

New Allocation Procedures Mackin Park Planning

2017

2018

SIC BA

SIC BA

Assets

Allocation Policy Review

2016

ED NC HA EN

ED NC HA EN

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 hosted in 2016 - including the BC55+ Games and Coquitlam 125 - continued collaboration with Economic Development and the ongoing implementation of the Sponsorship Policy. The update to the Town Centre Park Master Plan will define key assets to support growth in this service area.

2015 Support Component

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Focus 2015-2020

2019

Update Park Infrastructure

Update Park Infrastructure

Update Park Infrastructure

Build City’s Brand for Sport Hosting

Town Centre Fieldhouse

Support Community Tournaments

Implement learnings from 55+ BC Games Explore Partnerships for New Facilities Volunteer Policy and Program Support Community Tournaments

Build City’s Brand for Sport Hosting Volunteer Program Implementation Support Community Tournaments

2020 - 2024 Mackin Fieldhouse Blue Mountain Facility NE Recreation Complex Planning Support Community Tournaments

2025 - 2029 Eagle Ridge/Coquitlam Crunch Fieldhouse

Capital Plan

Estimated Costs Dollars (millions)

Assets - Capital 2015 - 2019

$3.4

Assets - Capital 2020 - 2024

$3

Assets - Capital 2025 - 2029

$3

Assets - Capital 2030+

$2.5

Mundy North Fieldhouse NE Recreation Complex CCAC Recreation Centre Expansion Planning Poirier West Master Plan Review Support Community Tournaments

Total

$11.9

10

Developed Parks Developed Parks

Developed Parks

2015

2020

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Developed Parks

2015 Support Component Assets Service Delivery Model Programming Governance

Supporting Documents >> City Wide OCP (2015) >> Park Management Framework (2015) >> Parks Waste Management Strategy (2015) >> Park Prioritization Framework (2015) >> Mundy Park Management Plan (2014) >> Sports Field Strategy (2013-2023) >> Trails Master Plan (2013) >> Park Washroom Strategy (2005)

2016

2017

Queenston Park

Rochester Park

Rochester Park

Leigh Park

Victoria Park

Riley Park

Park Maintenance Swarming (ongoing)

Leigh Park

Town Centre Park Improvements

Bad Seed (ongoing) Park Gift Program (ongoing) Park Spark Community Engagement (ongoing) Park Infrastructure Assessment Park Management Framework Parks Waste Management Strategy Park Framework Prioritization

Town Centre Plaza Princeton Park Encourage partnerships with developers (density transfer options ongoing) Parks Waste Management Implementations Parks Signage and Wayfinding Volunteer Park Host Program (ongoing)

2018

2019

2020 - 2024

2025 - 2029

Blue Mountain Park

Spani Pool Enhancement

NE Neighbourhood Parks

Cottonwood Park

Booth Farm Park

Galette Park

Keets Park

Town Centre Park Improvements

SW Neighbourhood Parks

Victoria Park

Sheffield Park

Burquitlam Park

Brookmere Park

Develop incentives to increase provision of public green spaces and urban plazas (ongoing)

Urban Forest Management Plan

Parks Signage and Wayfinding Integrate walking circuits, informal hard surface areas in new parks (ongoing) Parks Infrastructure Assessment Plan Implementation Playground Provision Assessment

Infrastructure Assessment & Plan

Outdoor Recreation and Parks Dog Strategy

Infrastructure Team Review

Parks Security Services Review

Irrigation and Drought Management Practices Review

Community Use Policy - Storage, Field Houses and Concessions Use

Town Centre Park Improvements

SIC BA

SIC BA

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 infrastructure which will support the development of an asset management plan. The implementation of the Volunteer Park Host Programming will enhance the community’s connection to developed parks.

ED NC HA EN

ED NC HA EN

Focus 2015-2020

Glen Park

Parks and Community Facility Regulation Bylaw Update

Town Centre Park Improvements

Capital Plan

Estimated Costs Dollars (millions)

Assets - Capital 2015 - 2019

$35.4

Assets - Capital 2020 - 2024

$32.4

Assets - Capital 2025 - 2029

$35.4

Assets - Capital 2030+

$18

Parks Washroom Strategy Update Park Oriented Development Policy

Total

$121.2

11

Sports Fields Sports Fields

Sports Fields

2015

2020

2015 Support Component

2016

Charles Best Artificial Turf Replacement

Mundy Fieldhouse

Assets

Town Centre Fieldhouse Upgrades

Hartley Grass Field Replacement

Service Delivery Model

Work with CFSA (ongoing)

Programming Governance Supporting Documents >> Sports Field Strategy (2013-2023) >> Washroom Strategy (2005)

Allocation Policy Review Park Infrastructure Assessment

2017 Victoria Park Field NE Grass Field

2018 Fridge Artificial Turf Replacement

Mackin Fields Upgrade

Town Centre Fieldhouse Replacement

Increase delivery of introductory and recreational field sports (ongoing)

NE Grass Field (Collins Park)

Smiling Creek School Field

SD43 Master Joint Use Agreement

Parks Washroom Strategy Review

SD43 Master Joint Use Agreement

Parks Infrastructure Assessment Plan Implementation

Park Infrastructure Assessment Town Centre Park Master Plan Artificial Turf User Fee/ Reserve Allocation Policy Review + Update New Allocation Procedures

TC Park Master Plan Implementation Community Use Policy - Storage, Field Houses and Concessions

SIC BA

SIC BA

To increase the basic service level to enhance 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 the City’s Governance through policies, such as the Allocation Policy, Artificial Turf Policy and User Fee, while increasing field sports Programming opportunities for youth and adults in cooperation with community sport organizations.

ED NC HA EN

ED NC HA EN

Sports Fields

ITE EL

ITE EL

Focus 2015-2020

2019 Mobilio Artificial Turf Replacement

2020 - 2024 Grass Field Replacement NE Grass Field Cunnings Artificial Turf Replacement Burke Mtn Secondary School Artificial Turf Percy Perry Artificial Turf Replacement

2025 - 2029 Charles Best Artificial Turf Replacement

Capital Plan

Estimated Costs Dollars (millions)

Assets - Capital 2015 - 2019

$7

Assets - Capital 2020 - 2024

$9.2

Assets - Capital 2025 - 2029

$4.7

Assets - Capital 2030+

$12.8

Gilley’s Field Planning Grass Field Replacement

Sports Field Strategy Review + Update

Total

$33.7

Sport Services Review Irrigation & Drought Management Practices Review Allocation Policy Review + Update

12

NaturalNatural Green Spaces Green Spaces

Natural Green Spaces

2015

2020

ITE EL

ITE EL

2015 Support Component Assets Service Delivery Model Programming Governance

2016

2018

2019

2020 - 2024 2025 - 2029

Park Maintenance Swarming (ongoing)

Mundy Park Separated Dog Trails

Parks Signage and Wayfinding

Backcountry Trail Access Implementation

City wide Urban Forest Management Plan

Ridge Park Forest Management Plan

Bad Seed (ongoing)

Increase education and volunteer engagement initiatives (ongoing)

Coquitlam River Park Forest Management Plan

Coquitlam River Park Forest Management Plan

Hoy/Scott Creek Forest Management Plan

Chines Forest Management Plan

Irrigation & Drought Management Practices Review

Park Washroom Strategy

Adopt-a-Trail (ongoing) Mundy Forest Management Plan

Work with developers to achieve natural trails and park connections (ongoing) Volunteer Park Host Program (ongoing) Parks Signage and Wayfinding

Supporting Documents: >> Mundy Park Forest Management Plan (2014) >> Trail Master Plan (2013) >> Invasive Plant Management Strategy (2008) >> Community Wildfire Protection Plan (2011) >> Ridge Park Fuel Management Plan (2012)

2017

SIC BA

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 access to a range of natural activities, experiences and nature education. Natural Park Assets such as trails will be added primarily in partnership with development.

SIC BA

Natural Green Spaces

ED NC HA EN

ED NC HA EN

Focus 2015-2020

Coquitlam River Park Master Plan

Invasive Species Management Strategy Riparian Area Maintenance Guidelines Nature Services Feasibility Study

City-wide canopy cover strategy Urban Forest Management Plan Miller Ravine Forest Management Plan Master Trail Plan Update

Pitt River Access Invasive Species Strategy Update

Capital Plan

Estimated Costs Dollars (millions)

Assets - Capital 2015 - 2019

$0

Assets - Capital 2020 - 2024

$2

Assets - Capital 2025 - 2029

$5

Assets - Capital 2030+

$1

Total

$8

13

Outdoor Recreation Outdoor Recreation

Outdoor Recreation

2015

2020

2015 Support Component Assets Service Delivery Model Programming Governance Supporting Documents: >> Trails Master Plan (2013) >> Park Management Framework (2015) >> Mundy Park Forest Management Plan (2014) >> Parks Waste Management Strategy (2015) >> Park Washroom Strategy (2006)

Mundy Park Trails Adopt-a-Trail (ongoing) Park Management Framework Mundy Forest Management Plan

2016

2017

2018

SIC BA

SIC BA

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. Staff will focus on leveraging Coquitlam’s outdoor resources and exceptional potential for outdoor recreation experiences such as off-road cycling and hiking.

ED NC HA EN

ED NC HA EN

Outdoor Recreation

ITE EL

ITE EL

Focus 2015-2020

2019

2020 - 2024 2025 - 2029

NE Trail Development (ongoing)

Leigh Park Off Road Cycling

Coquitlam Crunch Upgrades

Riverview Forest Off Road Cycling Trails

Pitt River Access Implementation

Volunteer Park Host Program (ongoing)

Riverview Forest Off Road Cycling Trails

Pitt and Fraser River Access Strategy

Parks Infrastructure Assessment Plan

Parks Signage and Wayfinding Implementation

Parks Infrastructure Assessment Plan Implementation (ongoing)

Upper Coquitlam River Park - Outdoor Recreation Hub Plan

Park Signage and Wayfinding Strategy

Parks Dog Strategy

Coquitlam River Park Master Plan Coquitlam Crunch Plan

Pinnacle Ridge Trails

Coquitlam River Forest Management Plan

Pedestrian Crossing of Upper Coquitlam River

Northeast Recreation Services Strategy

NE Backcountry Trail Access Implementation

Nature Services Feasibility Study

Pitt River Access Gilley’s Park and NE Trail Access

Capital Plan

Estimated Costs Dollars (millions)

Assets - Capital 2015 - 2019

$1.5

Assets - Capital 2020 - 2024

$3

Assets - Capital 2025 - 2029

$5.5

Total

$10

Coquitlam River Forest Management Plan Review and Update Off Road Cycling Strategy Parks Washroom Strategy Outdoor Recreation Strategy

14

Community Beautification Community Beautification

Community Beautification

2015

2020

Focus 2015-2020 ITE EL

ITE EL

Community Beautification

Support Component Assets Service Delivery Model Programming Governance

Park Maintenance Swarming (ongoing)

2017

Expand Lafarge Lake Christmas Light Display

Expand Lafarge Lake Christmas Light Display

Eagle Ridge Community Garden

Implement new landscape operations

Participate in Communities in Bloom

Participate in Communities in Bloom

Partner with developers to provide space for gardens (ongoing)

Irrigation & Drought Management Practices Review

Participate in Communities in Bloom

Activity Lawn/Passive Grass Maintenance Management Review

Park Spark Community Engagement (ongoing) Bad Seed Program (ongoing) Park Gift Program (ongoing)

Supporting Documents: >> Invasive Plant Management Strategy (2007)

2016

Landscape Services Review

Horticultural Brand/ Design Local Food Sustainability Policy - Community Gardens and Public Produce

Develop Enhanced Horticultural Plan

2018 Plan for the future of Riverview Arboretum with Province

SIC BA

SIC BA

2015

ED NC HA EN

ED NC HA EN

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 Light Display at Lafarge Lake (as well as adding community beautification projects with new development).

These actions will make use of civic horticultural design, trees and destination gardens to support community pride, social inclusion and support the Coquitlam brand. The City will maintain Programming and community capacity through annual participation in Communities in Bloom, and delivery of the Park Spark program.

2019 Community Garden Policy

2020 - 2024 2025 - 2029 Tree Canopy Cover Assessment and Strategy

NE Recreation Complex and Urban Plaza

Capital Plan

Estimated Costs Dollars (millions)

Assets - Capital 2015 - 2019

$0.3

Assets - Capital 2020 - 2024

$0.3

Inventory and Maintenance Plan for Road Allowance & Street Trees

Assets - Capital 2025 - 2029

$0.3

Invasive Species Management Strategy

Assets - Capital 2030+

$0.3

Landscape Asset Condition Assessment Develop advanced Horticultural Plan

Streetscape Maintenance Management Review

City-wide Urban Forest Management Plan

Invasive Species Strategy Update

Total

$1.2

15

CemeteryCemetery

Cemetery

2015

2020

ITE EL

ITE EL

Cemetery

2015 Support Component Assets Service Delivery Model

New Inventory and Accounting System

2016 Cemetery Strategic Plan Update Park Infrastructure Assessment

2017 Parks Infrastructure Assessment Plan Implementation (ongoing) Cemetery Strategic Plan Update

Programming

Cemetery Services Operational Review

Governance

Irrigation & Drought Management Practices Review

2018 Cemetery Expansion Plan for the Future of Riverview Cemetery with Province

SIC BA

SIC BA

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 the future Service Delivery Model including the Riverview Cemetery.

ED NC HA EN

ED NC HA EN

Focus 2015-2020

2019

2020 - 2024 New Cemetery

2025 - 2029

Capital Plan

Estimated Costs Dollars (millions)

Assets - Capital 2015 - 2019

$2.5

Assets - Capital 2020 - 2024

$5

Assets - Capital 2025 - 2029

$0

Total

$7.5

Supporting Documents: >> Cemetery Strategy (2002) >> Provincial Cremation, Interment and Funeral Services Act

16

Visual Arts Visual Arts

Visual Arts

2015

2020

2016

Service Delivery SupportModel Component Assets Programming Governance Service Delivery Model Programming Supporting Documents >> Arts, Culture and Heritage Strategic Plan Governance (2015) >> Facilities Lifecycle Report (2012+2013)

2018

2019

2020 - 2024

2025 - 2029

Arts, Culture & Heritage Strategic Plan Implementation (Ongoing)

Support Component Assets

2017

SIC BA

SIC BA

2015

ED NC HA EN

ED NC HA EN

Visual Arts

ITE EL

ITE EL

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, the Innovation Centre Feasibility Study, adding visual arts display space to current civic facilities, and the new Annual Cultural Summit. These initiatives will enhance the Governance, Programming and Service Delivery Model in this service area.

Coquitlam 125 Planning Arts, Culture and Heritage Strategic Plan Allocation Policy Review Recreation Program Departmental Policy

Develop Cultural Service Provider Agreements

Place des Arts Facility Assessment

Develop Cultural Service Provider Agreements

Place Maillardville Replacement

SD43 Master Joint Use Agreement

Innovation Centre Facility Assessment

Annual Cultural Summit

Cultural Facilities Assessement

Annual Cultural Summit

Cultural Service Provider Agreement Implementation

Coquitlam 125 Kaleidescope Recreation Program Policy Implementation

Cultural Facility Visual Arts Display Assessment

Cultural Facilities Assessment Annual Cultural Summit

Annual Cultural Summit

NE Recreation Complex

NE Recreation Complex Planning

Evergreen Cultural Centre Facility Assessment Annual Cultural Summit Arts, Culture and Heritage Strategic Plan Review Poirier West Master Plan Review

Capital Plan

Estimated Costs Dollars (millions)

Assets - Capital 2015 - 2019

$1.35

Assets - Capital 2020 - 2024

$12.5

Assets - Capital 2025 - 2029

$1

Total

$14.85*

Place Maillardville Planning Place Maillardville Service Agreement

* Visual & Performing Arts Capital amounts are combined.

Value shown is 1/2 of total.

17

Performing Arts Performing Arts

Performing Arts

2015

2020

Performing Arts

Programming

Coquitlam 125 Planning

Allocation Policy Review Arts, Culture and

Heritage Strategic Plan

Recreation Program

Departmental Policy

Governance

2018

2019

2020 - 2024

2025 - 2029

Arts, Culture & Heritage Strategic Plan Implementation (Ongoing)

Support Component

Service Delivery Model

2017

SIC BA

SIC BA

2016

ED NC HA EN

ED NC HA EN

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 & Service Agreements, and the new Annual Cultural Summit. Completion of the performance plaza at Lafarge Lake will add a much needed outdoor performance Asset which will support this service area as well as Festivals and Events in meeting current community demand in Programming.

2015 Assets

ITE EL

ITE EL

Focus 2015-2020

Town Centre Performance Plaza

Place des Arts Facility Assessment

Cultural Service Provider Agreement Development

SD43 Master Joint Use Agreement

Innovation Centre Facility Assessment

Cultural Facilities Assessment

Cultural Service Provider Agreement Development

Cultural Service Provider Agreement Implementation

Coquitlam 125

Annual Cultural Summit

Kaleidescope Event Recreation Program Policy Implementation

Cultural Facilities Assessment Implementation

Place Maillardville Annual Cultural Summit

Evergreen Cultural Centre Facility Assessment

NE Recreation Complex

Annual Cultural Summit

Arts, Culture and Heritage Strategic Plan Review

NE Recreation Complex Planning

Annual Cultural Summit

Poirier West Master Plan Review

Capital Plan

Estimated Costs Dollars (millions)

Assets - Capital 2015 - 2019

$1.35

Assets - Capital 2020 - 2024

$12.5

Assets - Capital 2025 - 2029

$1

Annual Cultural Summit

Total

$14.85 *

New Allocation Procedures

Supporting Documents >> Arts, Culture and Heritage Strategic Plan (2015) >> Cultural Services Plan (2010)

Place Maillardville Planning

* Visual & Performing Arts Capital amounts are combined.

Value shown is 1/2 of total.

18

Library && Lifelong Life Learning Long Learning Library

Library & Lifelong Learning

2015

2020

2015

2016

Service Delivery Model Programming

2018

2019

2020 - 2024

2025 - 2029

Arts, Culture & Heritage Strategic Plan Implementation (Ongoing)

Support Component Assets

2017

SIC BA

SIC BA

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 Library, the implementation of the Arts, Culture and Heritage Strategic Plan, the development of a Service Agreement with the Library, and the implementation of an Annual Cultural Summit.

ED NC HA EN

ED NC HA EN

Library & Life Long Learing

ITE EL

ITE EL

Focus 2015-2020

Coquitlam 125 Planning Arts, Culture and Heritage Strategic Plan Allocation Policy Recreation Program Policy (Lifelong Learning)

Collaboration with Library (ongoing)

Develop Cultural Service Provider Agreements

SD43 Master Joint Use Agreement

Annual Cultural Summit

Coquitlam 125 Recreation Program Policy (Lifelong Learning)

Cultural Service Provider Agreement Implementation Annual Cultural Summit

Annual Cultural Summit

Annual Cultural Summit NE Recreation Complex Planning

NE Recreation Complex with Library Annual Cultural Summit Arts, Culture and Heritage Strategic Plan Review Poirier West Master Plan Review

Capital Plan

Estimated Costs Dollars (millions)

Assets - Capital 2015 - 2019

$0

Assets - Capital 2020 - 2024

$0

Assets - Capital 2025 - 2029

$5

Governance Total

$5

Supporting Documents >> Facilities Lifecycle Report (2012+2013)

19

Community Heritage Community Heritage

Community Heritage

2015

2020

2015

2016

Service Delivery Model

Coquitlam 125 Planning Arts, Culture and Heritage Strategic Plan

Cultural Facilities Assessment Coquitlam 125 Riverview Artifacts Kaleidescope Event

Programming Governance

Supporting Documents >> Arts, Culture and Heritage Strategic Plan (2015) >> Facilities Lifecycle Report (2012+2013)

2018

2019

2020 - 2024 2025 - 2029

Arts, Culture & Heritage Strategic Plan Implementation (Ongoing)

Support Component Assets

2017

SIC BA

SIC BA

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 Facility Assessment & Service Agreements with Coquitlam Heritage Society (Mackin House), the new Annual Cultural Summit, and a long-term feasibility study for a heritage centre.

ED NC HA EN

ED NC HA EN

Community Heritage

ITE EL

ITE EL

Focus 2015-2020

Cultural Facilities Assessment (Mackin House)

Cultural Service Provider Agreement Implementation

Place Maillardville

Annual Cultural Summit

City Archives Expansion

Develop Cultural Service Provider Agreement with Coquitlam Heritage Society

Coquitlam Sports Hall of Fame Agreement

Annual Cultural Summit

NE Recreation Complex Planning

Annual Cultural Summit

Annual Cultural Summit

Riverview and Heritage Artifacts Curation

Booth Farm Strategy

City Archives & Artifact Storage Plan

Riverview and Heritage Artifacts Curation

Riverview Arboretum & Cemetery Strategy

Poirier West Master Plan Review

NE Recreation Complex with Heritage Display Annual Cultural Summit Arts, Culture and Heritage Strategic Plan Review Poirier West Master Plan Review

Capital Plan

Estimated Costs Dollars (millions)

Assets - Capital 2015 - 2019

$0

Assets - Capital 2020 - 2024

$2

Assets - Capital 2025 - 2029

$10

Total

$12

20

Cultural Festivals Cultural Festivals & Events & Events

Cultural Festivals & Events

2015

2020

Cultural Festivals & Events

Programming Governance

Coquitlam 125 Planning

Town Centre Plaza

Work with Community Organizations (ongoing)

Cultural Facilities Assessment

Recreation Programming Departmental Policy

Coquitlam 125

Allocation Policy Review

Expand Programming & Measurement Process

2019

2020 - 2024 2025 - 2029

Develop Cultural Service Provider Agreements with Evergreen Cultural Centre

Develop Cultural Service Provider Agreements with Evergreen Cultural Centre

Place Maillardville

Annual Cultural Summit

NE Recreation Complex

Review & Plan Blue Mountain Park Amenity

NE Recreation Complex Planning

Annual Cultural Summit

Cultural Facilities Assessment

Cultural Service Provider Agreement Implementation

Annual Cultural Summit

Annual Cultural Summit

Kaleidescope Event

Canada’s 150th Birthday

Recreation Programming Policy Implementation

Youth Strategy

Seniors Strategy

Supporting Documents >> Arts, Culture and Heritage Strategic Plan (2015) >> Celebrate Coquitlam (2011)

2018

Arts, Culture & Heritage Strategic Plan Implementation (Ongoing)

Support Component

Service Delivery Model

2017

SIC BA

SIC BA

2016

ED NC HA EN

ED NC HA EN

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, Culture and Heritage Strategic Plan, the new Annual Cultural Summit, and the updated Events Policy Governance documents. Completion of the performance plaza at Lafarge Lake will add an Asset which will support this service area, as well as Performing Arts, in meeting current community demand for Programming.

2015 Assets

ITE EL

ITE EL

Focus 2015-2020

Maillardville Recreation Services Strategy

Cultural Facilities Assessment Implementation Annual Cultural Summit

Arts, Culture and Heritage Strategic Plan Review Update Poirier West Master Plan

Capital Plan

Estimated Costs Dollars (millions)

Assets - Capital 2015 - 2019

$1

Assets - Capital 2020 - 2024

$0

Assets - Capital 2025 - 2029

$0

Total

$1

Youth Strategy

Events Policy Development

21

Public ArtPublic Art

Public Art

2015

2020

Public Art

Coquitlam 125 Planning Evergreen Line Public Art

Service Delivery Model Programming

2017

Coquitlam 125 Legacy Projects

Evergreen Line Public Art Opening

Public Art Inventory Maintenance Review

New Public Art in Partnership with Development (ongoing) Public Art Maintenance Recommendation Implementation

2018 Public Art Policy Review

SIC BA

SIC BA

Assets

Town Centre Master Plan

2016

ED NC HA EN

ED NC HA EN

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 which will position the City to continue offering a sustainable Service Delivery Model. These initiatives will be supported by the addition of the Evergreen Line Public Art and Coquitlam 125 Legacy Project Assets. Partnerships for Public Art will continue to be explored.

2015 Support Component

ITE EL

ITE EL

Focus 2015-2020

2019 Public Art Policy Update Implementation

2020 - 2024 NE Recreation Complex Plaza Planning

2025 - 2029 NE Recreation Complex

Capital Plan

Estimated Costs Dollars (millions)

Assets - Capital 2015 - 2019

$0.2

Assets - Capital 2020 - 2024

$0.2

Assets - Capital 2025 - 2029

$0.2

Governance Total

$0.6

Supporting Documents >> Public Art Policy (2011)

22

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

($ in millions)

2015-2019 Recreation

2020-2024

2025-2029

2030+

Total

$47.9

$25.9

$81.6

$72.5

$227.9

16.7

19.8

32.8

15.0

84.3

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

$46.7

$51.9

$50.9

$32.1

$181.6

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

1.5

3

5.5

0

10

.3

.3

.3

.3

1.2

2.5

5

0

0

7.5

$3.9

$27.2

$17.2

0

$48.3

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

Aquatics Arena Sports

Parks Developed Parks

Outdoor Recreation Community Beautification Cemetery*** Arts & Culture Visual & Performing Arts***

Place Maillardville Expansion Land Costs Cemetery Land Costs Northeast Recreation Centre Land Costs

$2

$2 $5

$5 $10

$10

** Estimated in 2016 Dollars *** Subject to Strategy Completion

23