HomeMy WebLinkAboutCSD-11-146 - Leisure Facilities Master Plan Update1
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REPORT T0: Community and Infrastructure Services Committee
DATE OF MEETING: October 17, 2011
SUBMITTED BY: Jeff Willmer, Deputy CAO, Community Services
PREPARED BY: Kathleen Woodcock, Manager, Service Coordination &
Improvement (ext. 2597}
WARD(S) INVOLVED: All
DATE OF REPORT: October 11, 2011
REPORT NO.: CSD-11-146
SUBJECT: LEISURE FACILITIES MASTER PLAN (LFMP) UPDATE
RECOMMENDATION:
For information.
BACKGROUND:
Council received the Leisure Facilities Master Plan (LFMP} in January 2005 (CSD-05-021).
Since then, Community Services staff have brought forward a number of status reports, the
most recent in April 2010 (CSD-10-029). To date, staff continue to move ahead with a number
of initiatives recommended in the Leisure Facilities Master Plan, subject to Council approval,
budget availability and staff resources.
REPORT:
The following chart provides the status of implementation of the Community Services projects
that have resulted from the Leisure Facilities Master Plan.
Com lete In Pro ress Pendin
Kingsdale Community Centre Bridgeport Community Community Resources Model
Centre (Neighbourhood Development
& Community Sustainability
Strate )
Sport Tourism Strategy Centennial Stadium Review/update Leisure
Facilities Master Plan
Volunteer Strategy *Fee Policy Project
Youth Services Strategy Mill Courtland Community
Centre business case
Queensmount Arena
decommissionin
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Complete In Progress Pending
Relationship with schools
Sport Tourism Strategy
implementation
Volunteer Strategy
implementation
Youth Services Strategy
implementation
*Note: Recommendation #11 in the Leisure Facilities Master Plan suggested existing gaps in
Community Services Department policy development. This project will address the absence of
a departmental fee philosophy/policy.
The following chart provides the status of implementation of the Infrastructure Services projects
that have resulted from the Leisure Facilities Master Plan.
Complete In Pro ress Pendin
McLennan Park development Huron Natural Area Building Condition Study
implementation (Phase 2)
Park Master Plan Park Master Plan Facility development (soccer
implementation fields, softball, rugby, Nordic)
Rosenberg ball diamond Skateboard facilities South Kitchener complex
li htin installation
Victoria Park Master Plan Trails s stem development
Woodside synthetic field Victoria Park Master Plan
development implementation
The initiatives contained within the Leisure Facilities Master Plan (LFMP) have been integrated
into the divisional priorities of the applicable divisions within Community Services and
Infrastructure Services departments. These divisions are responsible for project completion and
further follow up.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The Leisure Facilities Master Plan (LFMP) has provided a foundation for the development of
leisure facilities and services that will assist the Community Services Department in providing,
"A mixed array of accessible leisure participation opportunities that support our diverse
community and encourage community capacity building, resident health and well-being and
strengthen the city's neighbourhoods."
This vision statement provided the framework for the projects and strategies that have evolved
from the Leisure Facilities Master Plan. These projects and strategies align in varying degrees
with the community priorities stated in the Corporate Strategic Plan, namely quality of life,
leadership and engagement, diversity, downtown, development and environment.
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Staff Report
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FINANCIAL IMPLICATIONS:
All of the projects listed in this report are subject to detailed financial analysis prior to being
brought forward on a case-by-case basis. Integration with the 10 year capital forecast and the
operating budget will be included in each case.
COMMUNITY ENGAGEMENT:
Community input is invited on a project by project basis. This input generally takes the form of
information sharing, feedback and consultation.
When aproject/initiative is developed, stakeholders are notified of engagement opportunities
usually via general notification on the web site or invitation to a specific neighbourhood or
stakeholder group. For example, these opportunities may be in the form of a request to
participate on a working/steering committee, take part in a focus group, or attend a public
information session.
CONCLUSION:
One of the challenges to implementing such a complex and far-reaching report as the Leisure
Facilities Master Plan is establishing priorities in a manner that balances outcomes with
resources. The Leisure Facilities Master Plan has been the foundation for the development of
leisure facilities and services for the City of Kitchener since 2005. The integration of the Leisure
Facilities Master Plan initiatives with those contained in the Community Services Department
and Infrastructure Services Department respective business plans will ensure that the City of
Kitchener continues to achieve its goals and objectives as stated in the Corporate Strategic
Plan.
ACKNOWLEDGED BY: Jeff Willmer, Deputy CAO, Community Services
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