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Home My WebLink AboutCSD-05-127 - Leisure Facilities Master Plan Progress Report ) R Community Services Report To: Date of Meeting: Submitted By: Prepared By: Community Services Committee October 31 , 2005 Ward(s) Involved: Date of Report: Report No.: Subject: Ann Pappert, General Manager Kathleen Woodcock, Special Projects Officer (x2597) and Greg Hummel, Manager, D&D, Operations (x2598) All October 24, 2005 CSD-05-127 LEISURE FACILITIES MASTER PLAN PROGRESS REPORT RECOMMENDATION: For information only. BACKGROUND: The Draft Leisure Facilities Master Plan (LFMP) was received by Council in January 2005. There are 34 recommendations in this Plan. In March 2005 (CSD-05-037), Council approved recommendations 1 through 8 (excluding recommendation 6) and directed staff to review, assess and organize the remaining recommendations into an implementation plan. REPORT: Oraanization of Recommendations The LFMP is essentially a 'needs assessment' describing potential opportunities, the impacting trends and policy, program and service requirements anticipated for the growing community over the next 15 years. The 34 recommendations contained in the LFMP have implications across the Community Services Department as well as impacting the Corporation in some instances. In the process of assessing the contents of the LFMP, it became clear that the 34 recommendations needed to be divided into 85 actions and aligned into practical categories in order to be transparent and clear for the public. Staff developed 3 categories or strategic result areas for organizing these actions, namely: 1) Policies 2) Delivery Strategies 3) Facility Initiatives ReDort No. CSD - 05 - 127 Paae 2 Staff have provided Council with a summary of these recommendations with the numbering system for reference as per Appendix #1 ~ Numberina. Further, Appendix #2~ LFMP "Flow Chart" for Implementation Plannina is attached for reference to the revised numbering system and to provide an overview of the 85 actions as allocated to the 3 strategic result areas. Strategic Result Area #1: Policies There are 12 actions contained in the Policies category. As suggested in the LFMP, these actions address some of the gaps in our current policy framework. Staff recognizes that many of these policies need to be resolved before other recommendations in the plan can be implemented. It is understood that policy development must be undertaken before change in operating practice can occur. Strategic Result Area #2: Delivery Strategies There are 36 actions contained in the Delivery Strategy category. Delivery Strategies include the operating practices and pre-planning that is required for the implementation of policy. For example, there are a number of Delivery Strategies such as the seniors strategy or business case strategy that need to be designed, developed and approved before facility initiatives can be completed. Due to the diversity of recommendations, 5 sub-categories were developed in this strategic result area. The following summarizes the sub-categories and the number of actions required to be completed in each: ories # of Actions 3 8 16 7 2 36 Strategic Result Area #3: Facility Initiatives There are 37 actions contained in this category. The third strategic result area, Facility Initiatives, refers to the 'bricks and sticks' actions. These actions will be realized once a combination of policies and delivery strategies are completed. Eight (8) sub-categories were developed in this strategic result area. The following summarizes the sub-categories and the number of actions required to be completed in each: Facility Initiatives Sub-categories # of Actions Resource Centres 6 Arenas 5 Pools 7 Seniors Centres 1 Outdoor Linear Resources 2 Part-based Development 10 Park Master Plan Implementation 4 Facilities Renewal 2 TOTAL 37 During the organizing process staff noted that the up-front planning and policy development that is required prior to the implementation of many of the actions is critical. This pre-planning will ReDort No. CSD - 05 - 127 Paae 3 involve careful linking of resource allocations and the coordination of several departments, external partners and other initiatives to be successful. Next Steps If this organizing structure meets with the expectations of Council, staff will proceed in their assessment of the remaining recommendations including the identification of gaps and recommending priorities, timelines and resource requirements to achieve the outcomes. As the LFMP is a large and broad reaching assessment of needs, staff is suggesting that a phased approach towards its implementation is warranted as assigning resources to trends stretching beyond a 5 - 10 year period may be prohibitive. Therefore, staff intends to present a short term or "get the ball rolling" (2006-2007) implementation phase to Community Services Committee in December 2005 for consideration and will continue to produce the long term, phased implementation plan for consideration in sections, throughout the year 2006. FINANCIAL IMPLICATIONS: There are no financial implications as a result of this report. COMMUNICATIONS: Media releases will occur with the assistance of the Communications Division. Notification to staff and the community regarding opportunities for input will be provided as required. 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E >-0 ;Q "a5 ~ a ~ ~ 8 :g 5 ~ y; ~ ~ ~ ..c- a ~ ~ ~ f ~ 1"~ m ~ ~ ~ 'OE~~~~~~B ~ ~ ~ ~ -g- ~ ~ :g, ~ co Q)";:: E ~ ~ Q)"m E -g:5a5~-9~~~8 ~~~~~~~~~ 2 ~ ~ ~ ~ ~ ~ ~"~ ~ g>-s co ~t,*t~ >---:-9Q)::J0'-00 "Q2 0) ~ "= 0 Cl.. Q) Cl.. Cl.. ..cc:c:Cl..UCl..C:Cl..Cl.. U ";:: 0 CJ) c: ::J Q) ::J ::J <(coOEwU)c..9U)U) ~Ncv)~t.D<.D~cx:5m en - wE ::a=a;_ 01-0 U en=: I-C:::S :JO~ o ::::!.. 0::: Appendix #1, Numbering Report No. CSD-05-127 Page 1 of 6 Recommendation Number IDescription Revised Numbering System Rec. 6, #1 Data Collection, Analysis, Evaluation and Mapping A comprehensive review and further development of the Rec. 6 department's data collection, analytical and evaluation activities to ensure increasingly relevant, accurate and timely data to support decision-making with emphasis on: i) the city's leisure operations to ensure that revenues are being optimized, expenses are being minimized and participation opportunities are maximized; ii) changes that are occurring in the regional market context that could influence participation patterns and which might impact financial results, related to reduced revenues, increased expectations or other changing market conditions; iii) supporting organizations that the city is significantly connected with in terms of grants or related to the potential impacts if the organization were to cease operations or run into a major financial issue. Rec. 6, #2 Use of Leisure Services Delivery Policy as the primary basis for any current or future leisure services evaluations related to philosophical fit, criteria, goals, etc. Rec. 6, #3 Development of mapping resources to support the Master Plan's implementation. Rec. 9 Role of Developers That the city explore with developers, the possibility of developers taking on a larger role in the preparation Rec. 9 of parks, open spaces, community trails and potentially leisure facility sites. Rec. 10, #1 Community Grants Program That the Community Grants Program be continued and be utilized as a basis to fulfill the Rec.10 city's facilitation role as an alternative to direct delivery and to sustain a broader mix/spectrum of leisure services. Rec.10, #2 That a review be completed in conjunction with the current department review, to determine whether the complexity and the number of components of the program can be reduced to potentially the following: i) Annual Community Service Grants; ii) One-time Community Service Grants; iii) Community Service Grants to targeted populations. Rec. 10, #3 That the following criteria be further developed and be created as a foundation for the allocation of funds and within the program: i) non-profit leisure selVice providing groups - based on the number of Kitchener citizens 'touched', level of volunteerism, economic impact and identifiable benefits within two categories: emerging groups operating less than three years and established groups operating for more than three years; ii) sporl and event tourism - economic impact statements and measures; iii) capital and one- time grants - based on benefits derived and city cost displacement criteria; iv) targeted populations/audiences - based on policy priorities for: disabled/disenfranchised, new immigrant populations, fairness and equity balancing, other principles/values as identified and approved. Rec. 10, #4 A review of organizations receiving continuing grants every three years related to strength, accessibility and connectivity to city priorities and directions. Rec. 11, #1 New Policy Development Fairness and equality of accessibility (Leisure Access Cards/Personal Assistance Cards are in Rec. 11 use currently). Rec. 11, #2 Affordability parameters Rec. 11, #3 Targeted populations in terms of ability, new immigrants and others who have significant barriers to participation. Rec. 11, #4 Economic impact and development expectations from city investments. Rec. 11, #5 An evaluation and monitoring program and associated processes. Rec. 11, #6 Naming rights and corporate sponsorships. Rec. 11, #7 Other distinctive areas. Rec.12 Multi-Municipal Approaches That the City of Kitchener, through Council and staff efforts, undertake an initiative to enter into Rec.12 discussions with local municipalities and the Region of Waterloo, and beyond if reasonable, to explore whether a more integrated services delivery model involving enhanced collaboration, could be developed and implemented to facilitate increased public accessibility to facility resources and improved investment outcomes. Rec.13, #1 Facilities Development That the City of Kitchener's Community Services Department move actively to requiring a Rec.13 Business Plan on all capital leisure facility proposals as follows: that any new facility initiatives or major addition to an existing leisure facility with a potential capital cost of over $250,000 be supported by a Business Plan. Rec. 13, #2 That the city direct the undertaking of the Business Plans, seeking broad-based public consultation, and working in partnership where appropriate with community proponents. Rec.13, #3 That the results of the Business Plan, when finalized and accepted, become the basis for a new or expanded leisure facility being incorporated into the capital budget forecast for the city related to timing, capital cost projections, etc. Rec. 13, #4 That the capital cost projections be well developed within the Business Plan and be incorporated into the capital cost forecast considering future adjustments upwards in the capital costs based on: i) the potential impact of inflation that may not be predictable or certain; ii) any alteration in the proposed facility's design clearly articulate the appropriate rationale and need for significant changes that may have occurred between the time of the Business Plan's development and the time of final approval. Rec. 14 Multi-Use Facilities That the City of Kitchener, for all major facility renewal and new leisure facility development initiatives, Rec.14 investigate in depth the potential for a wide range of multiple use opportunities within a single facility venue. Rec.15 Community Use of Schools That the City of Kitchener initiate discussions with its municipal partners in the Region of Rec.15 Waterloo and the Waterloo Region District School Board and the Waterloo Catholic District School Board to develop policies, strategies and processes that effectively enhance community accessibility to publicly funded schools for leisure services. Appendix #1, Numbering Report No. CSD-05-127 Page 2 of 6 Rec. 16, #1 Natural Areas Policy That the City of Kitchener consider policies and strategies for their extensive natural areas and their Rec.16 use and enjoyment by the public involving: conservation and management to ensure the continued existence of this resource at a level of quality which supports the leisure pursuits of the public into the future. Rec. 16, #2 Operational and capital funding at a level consistent with current and future public use and the resources required to facilitate this without eroding the quality of the leisure experience of future users, a loss that in most cases could be permanent. Rec. 16, #3 Development of the infrastructure which supports the use of natural areas by the public, including trails, boardwalks, parking, signage, interpretive facilities, washrooms, litter and garbage control, security and safety. Rec. 16, #4 Engage in a more multi-disciplinary approach to the conservation and human use of the natural areas through the planning and engineering phases of subdivision development with a greater emphasis on the future use of all natural areas by the public. Rec. 17, #1 Resource Centres Principles To create a stable and sustainable resource for the delivery of leisure and potentially social Rec.17 health and other linked services within a defined community. Rec. 17, #2 To provide an identity and centre point to a neighbourhood or community. Rec. 17, #3 To facilitate volunteerism in the delivery of leisure services and community development and other significant neighbourhood/community capacity-building initiatives. Rec.17, #4 To develop and sustain a sense of community pride, ownership and participation at the neighbourhood level where people live, interact and recreate on a regular basis. Rec. 17, #5 To provide leisure resource opportunities that are accessible related to where people live, interact and wish to participate with their family, friends and neighbours on a local level. Rec. 17, #6 To ensure a primary focus on the provision of leisure and social service programs that have demonstrated need within the community, with only a secondary or tertiary focus on rentals or other uses that are not necessarily tied to the community. Rec. 17, #7 To develop governance and management plans for each centre that reflect the needs, capacities and traditions of each area within an operating template that supports flexibility, reduces risks and focuses on outcomes. Rec.18, #1 Resource Centres Development Criteria and Strategies The group proposing a centre must have a minimum of five to Rec.18 seven years of successful and sustainable local program delivery operations using schools, churches, arenas and other facilities. Rec.18, #2 An identifiable core of ten to fifteen committed volunteers needs to be demonstrated, who have been active for a minimum of one to two years. Rec. 18, #3 A definable neighbourhood or service area is evident that does not infringe on other defined service areas, creates undue overlaps, etc. Rec. 18, #4 Additions to existing resource centres should not occur until reasonable utilization of service area schools, churches, club houses and other facilities have been explored and utilized where possible. Rec.18, #5 Any new resource centre, involving a permanent structure, and any addition over $250,000 should have a Business Plan completed involving the community/neighbourhood association and the city in a partnership to determine: i) the program and service needs for the area without creating a dependency on rentals by third parties, such as churches and others who service a broader dimension of the community and/or who may have other venue alternatives. That is, feasibility should not be dependent on secondary or tertiary uses; ii) statement of objectives as to the purpose, focus and direction of the facility; iii) demand profiles, needs and trends relative to both anticipated hour and participant levels; iv) an Operating Plan identifying the proposed hours of operation, the intended users and related profiles; v) a review of the other available public community spaces that could be utilized relative to their accessibility, affordability, location, capacities, safety and related criteria; vi) completion of a conceptual floor plan to determine space allocations and sizes; vii) development of a tested capital cost projection, with appropriate alternatives in terms of specialized equipment, expansions, space alternatives, etc. that gives a clear capital investment option or options; viii) a three-year projected operating pro forma; ix) a governance and management plan; x) statements as to how this investment will advance the Strategic Plan of the city and the Community Services Department; xi) an assessment of the sustainability of the initiative over a ten year timeline; xii) identification of variable sources of capital investments in terms of fundraising, grants, reserves, development changes and direct city investment. Rec. 18, #6 The use of portable building or shared facilities for a period of up to five years is an acceptable pre-development strategy to a permanent facility, as well as an opportunity to test demand levels prior to a more significant investment. Rec. 19, #1 Resource Centre Facilities That the Victoria Hills expansion be undertaken in 2005, involving a Business Plan approach Rec. 19, A based on existing inputs and research, related to: i) the development of a new multi-purpose room; ii) the interior reconfigurations and the addition of the needed support space requirements; iii) an assessment of the kitchen requirements to ensure the level of investment reflects the types of uses that will actually occur, i.e., event support and a community kitchen. Rec.19, #2 That a new Chandler Mowat Community Centre be undertaken in 2006 as per the current planning model. Rec. 19, B Rec. 19, #3 That a potential permanent expansion to the Mill-Courtland Community Centre be assessed based on the following inputs: Rec. 19, C i) completion of a Business Plan in 2006 that clarifies the levels of local use, needs and alternatives; ii) depending on the outcome of the Business Plan, the possible development of the expansion in 2008. Rec.19, #4 That a community centre for the Kingsdale area be pursued, based on the following development program: i) availability of Rec. 19, D additional portable facilities as an interim measure until permanent facilities are in place; ii) connected to the future potential availability of the Doherty Arena; iii) a Business Plan completed in 2007; iv) potential development of a resource centre between 2008 and 2010 based on the alternatives that emerge and the Business Plan outcomes. Appendix #1, Numbering Report No. CSD-05-127 Page 3 of 6 Rec.19, #5 The development of a district recreation complex in South Kitchener, which would include a resource centre component, Rec.19,E within the following framework: i) site selection study completed consistent with the Huron Park South Community Plan; ii) Business Plan completed in the 2009 to 2011 period; iii) development of the facility, depending on the Business Plan outcomes, in the 2011 to 2013 period; iv) ensuring potential connectivity to the other proposed leisure facility initiatives for the area as part of a possible multi-use centre/complex. Rec. 19, #6 That other emerging resource centre requests, such as for the Bridgeport Resource Centre expansion be tested against the Rec.19,F various criteria outlined in this Plan, and determinations made as to whether these Business Plans identify appropriate need, fit and value. Rec. 20, #1 Arenas In 2004, the opening of the SportsWorld facility in October of that year, followed by the decommissioning of Rec. 20, A Queensmount Arena as an ice facility. Consideration needs to be given to resolve the other non-ice uses like Oktoberiest before demolishing or sale is considered. Rec. 20, #2 In 2006, develop a new twin pad facility in the west Kitchener area ready for the 2006-2007 season. Rec. 20, B Rec. 20, #3 By 2007, decommission either Doherty Arena or possibly McLaren Arena or both, depending on market demand, with the Rec. 20, C preference involving Doherty if an alternate use as a community centre is feasible and due to its higher renewal costs. Rec. 20, #4 Between 2011 to 2015, develop a new twin pad arena facility in the southern reaches of the city, possibly in conjunction Rec. 20, D with a proposed community centre, prospective indoor aquatics facility for the area and a potential partner funded curling facility. Rec. 20, #5 Potential decommissioning of either Doherty or McLaren after 2007, if SportsWorld continues as a public facility, and/or Rec.20,E timed with the opening of the south Kitchener initiative. Rec.21 Outdoor Rinks The outdoor rinks program continue based on its current format. Rec. 21 Rec. 22, #1 Indoor and Outdoor Pools That a new indoor pool be developed in south Kitchener by 2013, preferably as part of a larger Rec. 22, A recreation complex within a district recreation centre strategy. Rec. 22, #2 A Business Plan be completed on a proposed south Kitchener indoor pool either as a separate entity or as part of a larger Rec. 22, B recreation leisure facilities initiative by approximately 2010. Rec. 22, #3 That as part of the Business Plan in 2010, the future of the Cameron Heights Pool be integrated in terms of either a Rec. 22, C decommissioning option as demand does not warrant five indoor pools with the city, or continuation if demand levels increase and warrant an additional facility. Rec. 22, #4 That if for any reason, the Cameron Heights Pool cannot be sustained up until 2013, that the south Kitchener pool proposal Rec. 22, D be advanced on a timely basis to ensure reasonable continuation of a four indoor pool servicing model within the city. Rec. 22, #5 That the three outdoor pool facilities be sustained within their current operating formats, with no additional outdoor pools Rec.22,E developed within the life of this Leisure Facilities Master Plan. Rec. 22, #6 That the city undertake discussions with the Waterloo Region District School Board on future access to Cameron Heights Rec.22,F Pool. Rec. 22, #7 That splash pads be considered in areas with significantly higher levels of younger children and where demand for an Rec.22,G outdoor water resource is evident. Rec. 23, #1 Seniors Centres That starting in 2006, opportunities be sought with the seniors and other groups to utilize the Rockway Rec. 23, A Senior's Centre for a broader base of leisure community uses in non-designated seniors' times in the evenings and on weekends when available. Rec. 23, #2 That seniors programs be increasingly considered a community programming priority for city operated and/or supported Rec. 23, B resource centres where numbers warrant and demand is evident in order to service broader seniors' markets. Rec. 23, #3 That seniors programming ensure a broader mix of activity and program opportunities involving physical/fitness, Rec. 23, C socialization, skills development, lifeskills, health and well-being, social services and related dimensions based on localized need. Rec. 23, #4 That the Woodworking Centre project with the City of Waterloo be implemented in 2005. Rec. 23, D Rec. 24, #1 Culture Plan II That the city finalize Culture Plan II and integrate it where appropriate into the Leisure Facilities Master Rec. 24, A Plan. Rec. 24, #2 That the resource centres continue to offer and expand where feasible their arts and cultural programs where numbers Rec. 24, B warrant and interest prevails. Rec. 24, #3 That the city continue to be a partner in and provide technical supports to special event and multi-cultural events that Rec. 24, C provide a richness and diversity to community life and economic development. Rec. 25, #1 Sport Tourism & Major leisure Facilities That the City of Kitchener undertake a comprehensive market and economic Rec. 25 assessment of its potential role in and benefits from sport tourism for the City of Kitchener and develop a policy that reflects and substantiates the strategic direction the City of Kitchener wishes to pursue over multiple levels of sport tourism: i) Regional; ii) Provincial/Interprovincial; iii) National; iv) International. Rec. 25, #2 That based on the sport tourism policy results, the city then consider the appropriate investment requirements to achieve the policy's strategic directions in concert with city/local level facility servicing needs, related to: i) The Kitchener Memorial Auditorium; ii) Centennial Stadium/track and field facility; iii) Jack Couch Ball Field; iv) Peter Hallman Ball Yard; v) other initiatives. Rec. 25, #3 That the review and investment process clearly articulate the potential for and commitment from other partners in the development of any facility initiatives, being area municipalities, the private sector, non-profit organizations, etc. Rec. 25, #4 That once a development plan emerges, it be incorporated into the City of Kitchener Leisure Facilities Master Plan. Appendix #1, Numbering Report No. CSD-05-127 Page 4 of 6 Rec. 26, #1 Indoor leisure Facilities That the City of Kitchener consider expanding its joint initiatives with specialized clubs and groups, such as the Kitchener Boxing Club, and that they be undertaken as a component to an existing or a proposed city facility in Rec. 26, A order to gain the maximum economies of scale. Rec. 26, #2 That the criteria for these types of initiatives involve: i) over 75% City of Kitchener resident participation in the c1ub's/group's Rec. 26, B programs; ii) compatibility with the existing facility that it would be joined with; iii) consistency with the City of Kitcheners Corporate Plan goals, access policies and other policies and directions of this Plan; iv) mutual economic and participation benefits for all parties involved; v) the level of city capital and operating investment be in balance with the levels of participation by Kitchener residents and the degree of activity that is undertaken and benefits to be realized; vi) these agreements be evaluated every three to five years to ensure the outcomes identified are being realized, with a subsequent report to Council. Rec. 26, #3 The city undertake alone, or with other municipalities in the region, an approach to both the Waterloo Region District School Rec. 26, C Board and the Waterloo Catholic District School Board in regards to determining whether a new model of community access and reciprocal agreements for use of local schools can be achieved that reduces the need for the duplication of facilities and overall capital investment in leisure resources, enhances leisure participation opportunities and quality and minimizes capital and operating cost implication for all parties involved. Rec. 27, #1 Outdoor Linear Resources That an annual marketing and promotional program be developed for the Community Trail Rec. 27, A system that focuses on: i) an updated map that is available via multiple points of distribution; ii) three to five articles per year in the newspaper, on Cable TV and via other media; iii) potential special event or a Community Trails Day celebration; iv) demonstration projects in regards to the value of the trails, etc.; v) ensure that Community Trails connect key activity nodes, such as district recreation centres, community centres, schools, district sports fields, major shopping districts and other nodes, providing an alternative travel option; vi) the trails be generally designed for multi-purpose use in terms of travel modes, with potentially some sections being designated for specialized uses that may be limited to reduce potential conflicts. Rec. 27, #2 That a commitment be made to develop unfinished linkages in the Community Trail system in the downtown and developed Rec. 27, B areas, as well as the continuing extension of the Community Trail system into newly developing areas, focusing on: i) acquisition of lands and use of existing infrastructure where necessary to connect trails; ii) contributions by developers to develop the trails into new areas within an earlier timeframe; iii) a minimum city capital contribution of $300,000 per year for Community Trail development; iv) coordinate trail development within the framework of the Regional Cycling Master Plan v) a strategy to develop specialized trail heads that provide visibility, services and enhanced appreciation and activity on the trails; vi) updating of the city's Community Trails Plan. Rec. 27, #3 That the Community Trails be converted from woodchip surfaces to either compacted stone dust or pavement over time. Rec. 27, C Rec. 27, #4 That motorized vehicles continue to be banned from all Community Trails and that speed limits be established for cyclists in Rec. 27, D selected high use/conflict areas. Rec. 27, #5 That the city participate with the GRCA and other municipalities to prepare a comprehensive development plan for the Rec.27,E Grand River Corridor within its boundaries that pulls together all the plans, regulatory requirements and strategies that have been identified by the Grand River Conservation Authority, the Region of Waterloo and various city plans in order to develop a comprehensive strategy for the conservation and utilization of the corridor, related to: i) community trails; ii) protection of environmental sensitive areas; iii) sports fishing; iv) access points, scenic lookouts, trail heads, etc.; v) rowing and canoeing; vi) green space corridors and buffers. Rec. 28, #1 Park-based Development That if the West Kitchener twin pad arena is located on its current site, and the ball fields are Rec. 28, A displaced, replacement ball fields be developed within an immediate time frame within the west Kitchener area. Rec. 28, #2 That a new district park be secured or acquired and developed in the south Kitchener area that services both the proposed Rec. 28, B fifteen year and subsequent years of growth and be the site for: i) four soccer fields, two lighted, with one potentially having field turf to also support field hockey use; ii) two baseball fields, one lighted; iii) a skateboard park; iv) a four-unit tennis court, with a two unit, three- on-three basketball component; v) connected to the community trail system; vi) a playground and neighbourhood park component; vii) located in conjunction with potential future schools; viii) potential location for the South Kitchener Recreation Centre, involving a community centre, twin pad arena and indoor aquatic centre; ix) a field house/support facility, either as part of the district recreation centre or as a stand-alone facility if that centre is located in another location. Rec. 28, #3 The development of two to four new soccer fields in the east Kitchener area between Ottawa Street and King Street, using Rec. 28, C existing park areas or acquiring a new site or working collaboratively with local school boards to rehabilitate existing fields. Rec. 28, #4 The redevelopment of softball fields in the south Kitchener area involving fields at Southwest Optimist, Budd, Wilson and Rec. 28, D other parks. Rec. 28, #5 The potential development of two additional soccer fields in the west Kitchener area, potentially in the Highland West area Rec.28,E using school or other venues where possible. Rec. 28, #6 Possible location of another softball/slo-pitch field in and venue upgrading at Peter Hallman Ball Yard and a possible Rec.28,F strategy for the relocation of the Jack Couch Park if this is required. Rec. 28, #7 The lighting of one, and possibly both football fields at the Bridgeport venue within the next five to ten years. Rec.28,G Rec. 28, #8 Development of skateboard facilities in the South Kitchener District Park, in the area of the Forest Heights community Rec.28,H centre, at Breithaupt Park and at McLennan Park. Rec. 28, #9 Potential joint venture development of a rugby venue as part of a larger multi-use initiative giving consideration to a multi- Rec. 28, I municipal approach. Rec. 28, #10 Undertake an effort to negotiate with the Waterloo Catholic District School Board in terms of access to Resurrection High Rec. 28, J School as a field house in support of the field hockey program. Appendix #1, Numbering Report No. CSD-05-127 Page 5 of 6 Rec. 28, #11 If a Nordic facility initiative were to evolve from local groups, consider participation as a partner with other municipalities in Rec.28,K the potential development of the facility if evident demand exists and a partnership arrangement can be achieved. Rec. 28, #12 Enact a policy that the city will acquire lands in areas that are underserviced in terms of neighbourhood parkland on an Rec.28,l active basis as they become available, through school closures, tax-arrears and development agreements on property reuse. Rec. 28, #13 The city continue to use the park classification and provisioning levels identified within the Official Plan and the 1991 Rec. 28, M Parks and Recreation Master Plan, continuing a focus on neighbourhood parks that are one acre or larger as the preferred strategy for this level of servicing. Rec. 28, #14 The city assess its public tennis court facilities as to utilization, and reposition low utilization tennis courts, with a minimum Rec.28,N of four to six of these facilities as three-on-three basketball courts and road hockey facilities. If there are not enough low-use tennis courts, ensure distributed development of three-on-three basketball courts and road hockey pads so that each district of the city has at least two of these facilities. Rec. 28, #15 The city work with the local school boards to determine if three-on-three basketball courts can be developed at secondary Rec.28,O school and senior elementary school venues, utilizing either freestanding or wall attached standards. Rec. 28, #16 City staff undertake a review of existing park service level standards for new and existing parks and develop budget Rec.28,P estimates on a per acre basis as a basis for future capital budget forecasts for park development initiatives. Rec. 29, #1 Park Master Plan Implementation and Under-Serviced Areas Approach That the Victoria Park Master Plan be Rec. 29, A implemented. Rec. 29, #2 That the McLennan Park Alternative "B" be implemented with long-term consideration being given to a BMX range, a Rec. 29, B cycling course, a potential outdoor skating oval and a skateboard park. Rec. 29, #3 That the basic agreements and strategies of the Kiwanis Park Master Plan be implemented. Rec. 29, C Rec. 29, #4 That the city support the general direction of the Huron Natural Area Park Plan, and continue to facilitate and give strong Rec. 29, D direction to resolving some of the key challenges that have emerged within that planning process. Rec. 29, #5 That the department undertake a Parks Service Provisioning Plan that focuses on the following: i) identification of areas Rec.29.E that are underserviced relative to neighbourhood and local park and open spaces; ii) potential opportunities in the short or the long-term that may be available within the individual service areas; iii) potential strategies to overcome the deficiencies focusing on sites, sizes, partners, funding approaches in terms of developing reserves, etc. Rec. 30, #1 leisure Services Development & Supports That the department develop an annual marketing plan for leisure services Rec. 30, A that focuses on the following: i) increased targeted communications and marketing strategies/approaches while continuing the same or reduced broadcast-based approaches; ii) development of a twelve-month, cyclical marketing program for all dimensions of leisure services; iii) a two-tiered marketing strategy that focuses on: a) core messages via key media on the benefits of physical activity, leisure activity participation and the value of these components to the quality of community life and b) core messages in regards to leisure programs, facilities and services availability, timeframes, fees and other logistical/access considerations; iv) increased revenue generation from leisure facilities and services focusing on additional use levels, competitive fees, etc.; v) undertake a review of the best strategy to deliver marketing services in order to increase participation levels, sport tourism success and revenue generation. Rec. 30, #2 That the city develop a volunteer support strategy that focuses on the following: i) develop an integrated and Rec. 30, B comprehensive recognition program at a community-wide and individual activity/program area; ii) develop support models around governance, operations and services delivery strategies for organized groups and service providers; iii) provide on-going technical assistance to organized groups on volunteer recruitment, development, etc.; iv) investigate the potential for more integrated and comprehensive volunteer recruitment and development strategies; v) development of a volunteer plan aimed at ensuring growth in the availability of volunteers and their full appreciation; vi) implement a role in all staff functions to support volunteer recruitment, development, retention and recognition. Rec. 30, #3 That the city develop a monitoring program for voluntary, community-based organizations that: i) identifies on a timely Rec. 30, C basis, trends, decisions or actions that could undermine the sustainability of the organization and/or create an increased impact on the City of Kitchener's roles and responsibilities; ii) undertakes an evaluation of organizations in terms of governance, volunteers, program quality, financial management and resources, etc., as a report card and organizational support tool on minimum three to five year cycles; iii) the collection of strategic-based trend, operations and other data that could influence participation patterns, demand profiles, etc., and to share this annually with the service providers; iv) host an annual event, either collectively or by sector, of community service providers as an opportunity to outline new policy directions, to hear input and perspectives, to present trends and transitions, to undertake governance training, to share information and ideas and to create a more collective entity and service provision where feasible. Rec. 31, #1 Youth Services That the city ensures that there is some priority given to teen services within the community centres. Rec. 31, A Rec. 31, #2 That the city work with other service providers to develop a strategy for teen-oriented services in the downtown area, Rec.31,B including the possible retention of a specialized staff person to support this initiative within a partnership model. Rec. 31, #3 The downtown-oriented services work within existing facility resources and focus on a holistic perspective based on the Rec.31,C needs of the target audience. Rec. 31, #4 An annual program evaluation occur to ensure that the integrity and the outcomes of the program are sustainable. Rec.31,D Rec. 32, #1 Downtown leisure Facilities That the city sustain its primary leisure facilities in the downtown area, except for the future Rec. 32, A considerations associated with the Cameron Heights Indoor Pool. Rec. 32, #2 That the city undertake initiatives to acquire land that could be utilized for parks and open space area in the downtown. Rec. 32, B Rec. 32, #3 That leisure facilities services be an integral part of the inner city development strategy as a component that can assist in Rec. 32, C attracting and retaining residents in the downtown area. Appendix #1, Numbering Report No. CSD-05-127 Page 6 of 6 Rec. 33, #1 Facilities Renewal That the Building Condition Study recommendations for the twenty-five facilities reviewed for this Plan Rec. 33, A be implemented within the ten year capital forecasts of the city. Rec. 33, #2 That a short-term solution to bridge Centennial Stadium through the Sport Tourism Policy development process be Rec. 33, B implemented in order to sustain its safe and effective utilization and support levels. Rec. 33, #3 That the City of Kitchener consider a policy of allocating between 2.0% and 2.5% of the annual replacement costs of its Rec. 33, C leisure facilities, based on annual insurance coverage rates, as a charge against operations, in order to generate continuous and adequate capital facility rehabilitation and renewal reserves. Rec. 33, #4 That staff undertake the development of park and open space renewal plans to support the long-term rehabilitation, Rec. 33, D maintenance and capital budgeting forecasts for these resources. Rec. 34, #1 Plan Review Process Every year, the Plan should be updated in terms of Table 6-1 in order to keep an active list of Rec. 34 recommendations before the staff and Council, as well as the community on an on-going basis. Rec. 34, #2 Every three years, planning sessions/workshops should be held to undertake a comprehensive review of the recommendations related to changes in the operating environment, emerging strategic trends, municipal financial strategies and priorities, etc. Rec. 34, #3 At the ten year anniversary, there should be a major review undertaken to assess whether the long-term dimensions of the Plan remain linked to the key trends and rationales or whether other considerations have emerged that result in a need to recast the Plan to reflect the considerations of that time period and onward thereafter. ) R Community Services Report To: Date of Meeting: Submitted By: Prepared By: Community Services Committee Ward(s) Involved: Date of Report: Report No.: Subject: November 7,2005 Ann Pappert, General Manager Kathleen Woodcock, Special Projects Officer (x2597) and Greg Hummel, Manager, D&D, Operations (x2598) All November 2, 2005 CSD-05-127 LEISURE FACILITIES MASTER PLAN PROGRESS REPORT RECOMMENDATION: That Council approve the organizing structure for staff's review and assessment of the recommendations in the Leisure Facilities Master Plan and; That Council approve one of the two options proposed for moving forward, namely: a) Option A, Phased Approach or b) Option B, Paused Approach. BACKGROUND: The Draft Leisure Facilities Master Plan (LFMP) was received by Council in January 2005. There are 34 recommendations in this Plan. In March 2005 (CSD-05-037), Council approved recommendations 1 through 8 (excluding recommendation 6) and directed staff to review, assess and organize the remaining recommendations into an implementation plan. REPORT: Oraanization of Recommendations The LFMP is essentially a 'needs assessment' describing potential opportunities, the impacting trends and policy, program and service requirements anticipated for the growing community over the next 20 years. The 34 recommendations contained in the LFMP have implications across the Community Services Department as well as impacting the Corporation in some instances. In the process of assessing the contents of the LFMP, it became clear that the 34 recommendations needed to be divided into 85 actions and aligned into practical categories in order to be transparent and clear for the public. Staff developed three (3) categories or strategic result areas for organizing these actions, namely: Report No. CSD-05-127 2 1) Policies 2) Delivery Strategies 3) Facility Initiatives Staff have provided Council with a summary of these recommendations with the numbering system for reference as per Appendix #1 ~ Numberina. Further, Appendix #2~ LFMP "Flow Chart" for Implementation Plannina is attached for reference to the revised number system and to provide an overview of the 85 actions as allocated to the three (3) strategic result areas. Strategic Result Area #1: Policies There are 12 actions contained in the Policies category. As suggested in the LFMP, these actions address some of the gaps in our current policy framework. Staff recognizes that many of these policies need to be resolved before other recommendations in the plan can be implemented. It is understood that policy development must be undertaken before change in operating practice can occur. Strategic Result Area #2: Delivery Strategies There are 36 actions contained in the Delivery Strategies category. Delivery Strategies include the operating practices and pre-planning that is required for the implementation of policy. For example, there are a number of Delivery Strategies such as the seniors strategy or business case strategy that need to be designed, developed and approved before any facility initiatives can be completed. Due to the diversity of recommendations, five (5) sub-categories were developed in this strategic result area. The following summarizes the sub-categories and the number of actions required to be completed in each: Delivery Strategies Sub-categories # of Actions Evaluation Systems 3 Partnership Development 8 Pre-pi an n i ng/Deve lopm ent 16 Programs 7 Marketi ng/Com m u nication 2 TOTAL 36 Strategic Result Area #3: Facility Initiatives There are 37 actions contained in this category. The third strategic result area, Facility Initiatives, refers to the 'bricks and sticks' actions. These actions will be realized once a combination of policies and delivery strategies are completed. Eight (8) sub-categories were developed in this strategic result area. The following summarizes the sub-categories and the number of actions required to be completed in each: Facility Initiatives Sub-categories # of Actions Resource Centres 6 Arenas 5 Pools 7 Seniors Centres 1 Outdoor Linear Resources 2 Park-based Development 10 Park Master Plan Implementation 4 Facilities Renewal 2 TOTAL 37 Report No. CSD-05-127 3 During the organizing process staff noted that the up-front planning and policy development that is required prior to the implementation of many of the actions is critical. This pre-planning will involve careful linking of resource allocations and the coordination of several departments, external partners and other initiatives to be successful. Next Steps If this organizing structure meets with the expectations of Council, staff will proceed in their assessment of the recommendations including the identification of gaps and recommending priorities, timelines and resource requirements to achieve the outcomes. Staff suggest two options for consideration for next steps by Council. Both options will move the implementation of the Leisure Facilities Master Plan forward. Option A~ Phased Approach: Staff will continue their review and assessment of the overall LFMP recommendations but will provide to Community Services Committee a short term or 'get the ball rolling' phased plan for actions that must occur in 2006-2007. This short term approach would be presented in December 2005 for consideration in budget. Subsequently, staff will continue to produce the long term, phased implementation plan (2008-2016) for consideration throughout the year 2006. As the LFMP is a large and broad reaching assessment of needs, staff suggest that this phased approach towards implementation is warranted as assigning resources to trends stretching beyond a 10 year period may be prohibitive. However, 2006-2007 are fundamental years for pre-planning and policy development to enable projects currently in budget to proceed. Option B~ Paused Approach: Acknowledging the complexity of the report, staff will complete their entire review and assessment of all recommendations for approval by Community Services Committee and subsequently complete a detailed implementation plan for consideration by the end of 2006. Staff suggest that this paused approach gives Council the complete overview of all recommendations but may curtail or require the 'pausing' of 2006-2007 projects in order to ensure the complete picture is considered. FINANCIAL IMPLICATIONS: There are no financial implications as a result of this report. 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E >-0 ;Q "a5 ~ a ~ ~ 8 :g 5 ~ y; ~ ~ ~ ..c- a ~ ~ ~ f ~ 1"~ m ~ ~ ~ 'OE~~~~~~B ~ ~ ~ ~ -g- ~ ~ :g, ~ co Q)";:: E ~ ~ Q)"m E -g:5a5~-9~~~8 ~~~~~~~~~ 2 ~ ~ ~ ~ ~ ~ ~"~ ~ g>-s co ~t,*t~ >---:-9Q)::J0'-00 "Q2 0) ~ "= 0 Cl.. Q) Cl.. Cl.. ..cc:c:Cl..UCl..C:Cl..Cl.. U ";:: 0 CJ) c: ::J Q) ::J ::J <(coOEwU)c..9U)U) ~Ncv)~t.D<.D~cx:5m en - wE ::a=a;_ 01-0 U en=: I-C:::S :JO~ o ::::!.. 0::: Appendix #1, Numbering Report No. CSD-05-127 Page 1 of 6 Recommendation Number IDescription Revised Numbering System Rec. 6, #1 Data Collection, Analysis, Evaluation and Mapping A comprehensive review and further development of the Rec. 6 department's data collection, analytical and evaluation activities to ensure increasingly relevant, accurate and timely data to support decision-making with emphasis on: i) the city's leisure operations to ensure that revenues are being optimized, expenses are being minimized and participation opportunities are maximized; ii) changes that are occurring in the regional market context that could influence participation patterns and which might impact financial results, related to reduced revenues, increased expectations or other changing market conditions; iii) supporting organizations that the city is significantly connected with in terms of grants or related to the potential impacts if the organization were to cease operations or run into a major financial issue. Rec. 6, #2 Use of Leisure Services Delivery Policy as the primary basis for any current or future leisure services evaluations related to philosophical fit, criteria, goals, etc. Rec. 6, #3 Development of mapping resources to support the Master Plan's implementation. Rec. 9 Role of Developers That the city explore with developers, the possibility of developers taking on a larger role in the preparation Rec. 9 of parks, open spaces, community trails and potentially leisure facility sites. Rec. 10, #1 Community Grants Program That the Community Grants Program be continued and be utilized as a basis to fulfill the Rec.10 city's facilitation role as an alternative to direct delivery and to sustain a broader mix/spectrum of leisure services. Rec.10, #2 That a review be completed in conjunction with the current department review, to determine whether the complexity and the number of components of the program can be reduced to potentially the following: i) Annual Community Service Grants; ii) One-time Community Service Grants; iii) Community Service Grants to targeted populations. Rec. 10, #3 That the following criteria be further developed and be created as a foundation for the allocation of funds and within the program: i) non-profit leisure selVice providing groups - based on the number of Kitchener citizens 'touched', level of volunteerism, economic impact and identifiable benefits within two categories: emerging groups operating less than three years and established groups operating for more than three years; ii) sporl and event tourism - economic impact statements and measures; iii) capital and one- time grants - based on benefits derived and city cost displacement criteria; iv) targeted populations/audiences - based on policy priorities for: disabled/disenfranchised, new immigrant populations, fairness and equity balancing, other principles/values as identified and approved. Rec. 10, #4 A review of organizations receiving continuing grants every three years related to strength, accessibility and connectivity to city priorities and directions. Rec. 11, #1 New Policy Development Fairness and equality of accessibility (Leisure Access Cards/Personal Assistance Cards are in Rec. 11 use currently). Rec. 11, #2 Affordability parameters Rec. 11, #3 Targeted populations in terms of ability, new immigrants and others who have significant barriers to participation. Rec. 11, #4 Economic impact and development expectations from city investments. Rec. 11, #5 An evaluation and monitoring program and associated processes. Rec. 11, #6 Naming rights and corporate sponsorships. Rec. 11, #7 Other distinctive areas. Rec.12 Multi-Municipal Approaches That the City of Kitchener, through Council and staff efforts, undertake an initiative to enter into Rec.12 discussions with local municipalities and the Region of Waterloo, and beyond if reasonable, to explore whether a more integrated services delivery model involving enhanced collaboration, could be developed and implemented to facilitate increased public accessibility to facility resources and improved investment outcomes. Rec.13, #1 Facilities Development That the City of Kitchener's Community Services Department move actively to requiring a Rec.13 Business Plan on all capital leisure facility proposals as follows: that any new facility initiatives or major addition to an existing leisure facility with a potential capital cost of over $250,000 be supported by a Business Plan. Rec. 13, #2 That the city direct the undertaking of the Business Plans, seeking broad-based public consultation, and working in partnership where appropriate with community proponents. Rec.13, #3 That the results of the Business Plan, when finalized and accepted, become the basis for a new or expanded leisure facility being incorporated into the capital budget forecast for the city related to timing, capital cost projections, etc. Rec. 13, #4 That the capital cost projections be well developed within the Business Plan and be incorporated into the capital cost forecast considering future adjustments upwards in the capital costs based on: i) the potential impact of inflation that may not be predictable or certain; ii) any alteration in the proposed facility's design clearly articulate the appropriate rationale and need for significant changes that may have occurred between the time of the Business Plan's development and the time of final approval. Rec. 14 Multi-Use Facilities That the City of Kitchener, for all major facility renewal and new leisure facility development initiatives, Rec.14 investigate in depth the potential for a wide range of multiple use opportunities within a single facility venue. Rec.15 Community Use of Schools That the City of Kitchener initiate discussions with its municipal partners in the Region of Rec.15 Waterloo and the Waterloo Region District School Board and the Waterloo Catholic District School Board to develop policies, strategies and processes that effectively enhance community accessibility to publicly funded schools for leisure services. Appendix #1, Numbering Report No. CSD-05-127 Page 2 of 6 Rec. 16, #1 Natural Areas Policy That the City of Kitchener consider policies and strategies for their extensive natural areas and their Rec.16 use and enjoyment by the public involving: conservation and management to ensure the continued existence of this resource at a level of quality which supports the leisure pursuits of the public into the future. Rec. 16, #2 Operational and capital funding at a level consistent with current and future public use and the resources required to facilitate this without eroding the quality of the leisure experience of future users, a loss that in most cases could be permanent. Rec. 16, #3 Development of the infrastructure which supports the use of natural areas by the public, including trails, boardwalks, parking, signage, interpretive facilities, washrooms, litter and garbage control, security and safety. Rec. 16, #4 Engage in a more multi-disciplinary approach to the conservation and human use of the natural areas through the planning and engineering phases of subdivision development with a greater emphasis on the future use of all natural areas by the public. Rec. 17, #1 Resource Centres Principles To create a stable and sustainable resource for the delivery of leisure and potentially social Rec.17 health and other linked services within a defined community. Rec. 17, #2 To provide an identity and centre point to a neighbourhood or community. Rec. 17, #3 To facilitate volunteerism in the delivery of leisure services and community development and other significant neighbourhood/community capacity-building initiatives. Rec.17, #4 To develop and sustain a sense of community pride, ownership and participation at the neighbourhood level where people live, interact and recreate on a regular basis. Rec. 17, #5 To provide leisure resource opportunities that are accessible related to where people live, interact and wish to participate with their family, friends and neighbours on a local level. Rec. 17, #6 To ensure a primary focus on the provision of leisure and social service programs that have demonstrated need within the community, with only a secondary or tertiary focus on rentals or other uses that are not necessarily tied to the community. Rec. 17, #7 To develop governance and management plans for each centre that reflect the needs, capacities and traditions of each area within an operating template that supports flexibility, reduces risks and focuses on outcomes. Rec.18, #1 Resource Centres Development Criteria and Strategies The group proposing a centre must have a minimum of five to Rec.18 seven years of successful and sustainable local program delivery operations using schools, churches, arenas and other facilities. Rec.18, #2 An identifiable core of ten to fifteen committed volunteers needs to be demonstrated, who have been active for a minimum of one to two years. Rec. 18, #3 A definable neighbourhood or service area is evident that does not infringe on other defined service areas, creates undue overlaps, etc. Rec. 18, #4 Additions to existing resource centres should not occur until reasonable utilization of service area schools, churches, club houses and other facilities have been explored and utilized where possible. Rec.18, #5 Any new resource centre, involving a permanent structure, and any addition over $250,000 should have a Business Plan completed involving the community/neighbourhood association and the city in a partnership to determine: i) the program and service needs for the area without creating a dependency on rentals by third parties, such as churches and others who service a broader dimension of the community and/or who may have other venue alternatives. That is, feasibility should not be dependent on secondary or tertiary uses; ii) statement of objectives as to the purpose, focus and direction of the facility; iii) demand profiles, needs and trends relative to both anticipated hour and participant levels; iv) an Operating Plan identifying the proposed hours of operation, the intended users and related profiles; v) a review of the other available public community spaces that could be utilized relative to their accessibility, affordability, location, capacities, safety and related criteria; vi) completion of a conceptual floor plan to determine space allocations and sizes; vii) development of a tested capital cost projection, with appropriate alternatives in terms of specialized equipment, expansions, space alternatives, etc. that gives a clear capital investment option or options; viii) a three-year projected operating pro forma; ix) a governance and management plan; x) statements as to how this investment will advance the Strategic Plan of the city and the Community Services Department; xi) an assessment of the sustainability of the initiative over a ten year timeline; xii) identification of variable sources of capital investments in terms of fundraising, grants, reserves, development changes and direct city investment. Rec. 18, #6 The use of portable building or shared facilities for a period of up to five years is an acceptable pre-development strategy to a permanent facility, as well as an opportunity to test demand levels prior to a more significant investment. Rec. 19, #1 Resource Centre Facilities That the Victoria Hills expansion be undertaken in 2005, involving a Business Plan approach Rec. 19, A based on existing inputs and research, related to: i) the development of a new multi-purpose room; ii) the interior reconfigurations and the addition of the needed support space requirements; iii) an assessment of the kitchen requirements to ensure the level of investment reflects the types of uses that will actually occur, i.e., event support and a community kitchen. Rec.19, #2 That a new Chandler Mowat Community Centre be undertaken in 2006 as per the current planning model. Rec. 19, B Rec. 19, #3 That a potential permanent expansion to the Mill-Courtland Community Centre be assessed based on the following inputs: Rec. 19, C i) completion of a Business Plan in 2006 that clarifies the levels of local use, needs and alternatives; ii) depending on the outcome of the Business Plan, the possible development of the expansion in 2008. Rec.19, #4 That a community centre for the Kingsdale area be pursued, based on the following development program: i) availability of Rec. 19, D additional portable facilities as an interim measure until permanent facilities are in place; ii) connected to the future potential availability of the Doherty Arena; iii) a Business Plan completed in 2007; iv) potential development of a resource centre between 2008 and 2010 based on the alternatives that emerge and the Business Plan outcomes. Appendix #1, Numbering Report No. CSD-05-127 Page 3 of 6 Rec.19, #5 The development of a district recreation complex in South Kitchener, which would include a resource centre component, Rec.19,E within the following framework: i) site selection study completed consistent with the Huron Park South Community Plan; ii) Business Plan completed in the 2009 to 2011 period; iii) development of the facility, depending on the Business Plan outcomes, in the 2011 to 2013 period; iv) ensuring potential connectivity to the other proposed leisure facility initiatives for the area as part of a possible multi-use centre/complex. Rec. 19, #6 That other emerging resource centre requests, such as for the Bridgeport Resource Centre expansion be tested against the Rec.19,F various criteria outlined in this Plan, and determinations made as to whether these Business Plans identify appropriate need, fit and value. Rec. 20, #1 Arenas In 2004, the opening of the SportsWorld facility in October of that year, followed by the decommissioning of Rec. 20, A Queensmount Arena as an ice facility. Consideration needs to be given to resolve the other non-ice uses like Oktoberiest before demolishing or sale is considered. Rec. 20, #2 In 2006, develop a new twin pad facility in the west Kitchener area ready for the 2006-2007 season. Rec. 20, B Rec. 20, #3 By 2007, decommission either Doherty Arena or possibly McLaren Arena or both, depending on market demand, with the Rec. 20, C preference involving Doherty if an alternate use as a community centre is feasible and due to its higher renewal costs. Rec. 20, #4 Between 2011 to 2015, develop a new twin pad arena facility in the southern reaches of the city, possibly in conjunction Rec. 20, D with a proposed community centre, prospective indoor aquatics facility for the area and a potential partner funded curling facility. Rec. 20, #5 Potential decommissioning of either Doherty or McLaren after 2007, if SportsWorld continues as a public facility, and/or Rec.20,E timed with the opening of the south Kitchener initiative. Rec.21 Outdoor Rinks The outdoor rinks program continue based on its current format. Rec. 21 Rec. 22, #1 Indoor and Outdoor Pools That a new indoor pool be developed in south Kitchener by 2013, preferably as part of a larger Rec. 22, A recreation complex within a district recreation centre strategy. Rec. 22, #2 A Business Plan be completed on a proposed south Kitchener indoor pool either as a separate entity or as part of a larger Rec. 22, B recreation leisure facilities initiative by approximately 2010. Rec. 22, #3 That as part of the Business Plan in 2010, the future of the Cameron Heights Pool be integrated in terms of either a Rec. 22, C decommissioning option as demand does not warrant five indoor pools with the city, or continuation if demand levels increase and warrant an additional facility. Rec. 22, #4 That if for any reason, the Cameron Heights Pool cannot be sustained up until 2013, that the south Kitchener pool proposal Rec. 22, D be advanced on a timely basis to ensure reasonable continuation of a four indoor pool servicing model within the city. Rec. 22, #5 That the three outdoor pool facilities be sustained within their current operating formats, with no additional outdoor pools Rec.22,E developed within the life of this Leisure Facilities Master Plan. Rec. 22, #6 That the city undertake discussions with the Waterloo Region District School Board on future access to Cameron Heights Rec.22,F Pool. Rec. 22, #7 That splash pads be considered in areas with significantly higher levels of younger children and where demand for an Rec.22,G outdoor water resource is evident. Rec. 23, #1 Seniors Centres That starting in 2006, opportunities be sought with the seniors and other groups to utilize the Rockway Rec. 23, A Senior's Centre for a broader base of leisure community uses in non-designated seniors' times in the evenings and on weekends when available. Rec. 23, #2 That seniors programs be increasingly considered a community programming priority for city operated and/or supported Rec. 23, B resource centres where numbers warrant and demand is evident in order to service broader seniors' markets. Rec. 23, #3 That seniors programming ensure a broader mix of activity and program opportunities involving physical/fitness, Rec. 23, C socialization, skills development, lifeskills, health and well-being, social services and related dimensions based on localized need. Rec. 23, #4 That the Woodworking Centre project with the City of Waterloo be implemented in 2005. Rec. 23, D Rec. 24, #1 Culture Plan II That the city finalize Culture Plan II and integrate it where appropriate into the Leisure Facilities Master Rec. 24, A Plan. Rec. 24, #2 That the resource centres continue to offer and expand where feasible their arts and cultural programs where numbers Rec. 24, B warrant and interest prevails. Rec. 24, #3 That the city continue to be a partner in and provide technical supports to special event and multi-cultural events that Rec. 24, C provide a richness and diversity to community life and economic development. Rec. 25, #1 Sport Tourism & Major leisure Facilities That the City of Kitchener undertake a comprehensive market and economic Rec. 25 assessment of its potential role in and benefits from sport tourism for the City of Kitchener and develop a policy that reflects and substantiates the strategic direction the City of Kitchener wishes to pursue over multiple levels of sport tourism: i) Regional; ii) Provincial/Interprovincial; iii) National; iv) International. Rec. 25, #2 That based on the sport tourism policy results, the city then consider the appropriate investment requirements to achieve the policy's strategic directions in concert with city/local level facility servicing needs, related to: i) The Kitchener Memorial Auditorium; ii) Centennial Stadium/track and field facility; iii) Jack Couch Ball Field; iv) Peter Hallman Ball Yard; v) other initiatives. Rec. 25, #3 That the review and investment process clearly articulate the potential for and commitment from other partners in the development of any facility initiatives, being area municipalities, the private sector, non-profit organizations, etc. Rec. 25, #4 That once a development plan emerges, it be incorporated into the City of Kitchener Leisure Facilities Master Plan. Appendix #1, Numbering Report No. CSD-05-127 Page 4 of 6 Rec. 26, #1 Indoor leisure Facilities That the City of Kitchener consider expanding its joint initiatives with specialized clubs and groups, such as the Kitchener Boxing Club, and that they be undertaken as a component to an existing or a proposed city facility in Rec. 26, A order to gain the maximum economies of scale. Rec. 26, #2 That the criteria for these types of initiatives involve: i) over 75% City of Kitchener resident participation in the c1ub's/group's Rec. 26, B programs; ii) compatibility with the existing facility that it would be joined with; iii) consistency with the City of Kitcheners Corporate Plan goals, access policies and other policies and directions of this Plan; iv) mutual economic and participation benefits for all parties involved; v) the level of city capital and operating investment be in balance with the levels of participation by Kitchener residents and the degree of activity that is undertaken and benefits to be realized; vi) these agreements be evaluated every three to five years to ensure the outcomes identified are being realized, with a subsequent report to Council. Rec. 26, #3 The city undertake alone, or with other municipalities in the region, an approach to both the Waterloo Region District School Rec. 26, C Board and the Waterloo Catholic District School Board in regards to determining whether a new model of community access and reciprocal agreements for use of local schools can be achieved that reduces the need for the duplication of facilities and overall capital investment in leisure resources, enhances leisure participation opportunities and quality and minimizes capital and operating cost implication for all parties involved. Rec. 27, #1 Outdoor Linear Resources That an annual marketing and promotional program be developed for the Community Trail Rec. 27, A system that focuses on: i) an updated map that is available via multiple points of distribution; ii) three to five articles per year in the newspaper, on Cable TV and via other media; iii) potential special event or a Community Trails Day celebration; iv) demonstration projects in regards to the value of the trails, etc.; v) ensure that Community Trails connect key activity nodes, such as district recreation centres, community centres, schools, district sports fields, major shopping districts and other nodes, providing an alternative travel option; vi) the trails be generally designed for multi-purpose use in terms of travel modes, with potentially some sections being designated for specialized uses that may be limited to reduce potential conflicts. Rec. 27, #2 That a commitment be made to develop unfinished linkages in the Community Trail system in the downtown and developed Rec. 27, B areas, as well as the continuing extension of the Community Trail system into newly developing areas, focusing on: i) acquisition of lands and use of existing infrastructure where necessary to connect trails; ii) contributions by developers to develop the trails into new areas within an earlier timeframe; iii) a minimum city capital contribution of $300,000 per year for Community Trail development; iv) coordinate trail development within the framework of the Regional Cycling Master Plan v) a strategy to develop specialized trail heads that provide visibility, services and enhanced appreciation and activity on the trails; vi) updating of the city's Community Trails Plan. Rec. 27, #3 That the Community Trails be converted from woodchip surfaces to either compacted stone dust or pavement over time. Rec. 27, C Rec. 27, #4 That motorized vehicles continue to be banned from all Community Trails and that speed limits be established for cyclists in Rec. 27, D selected high use/conflict areas. Rec. 27, #5 That the city participate with the GRCA and other municipalities to prepare a comprehensive development plan for the Rec.27,E Grand River Corridor within its boundaries that pulls together all the plans, regulatory requirements and strategies that have been identified by the Grand River Conservation Authority, the Region of Waterloo and various city plans in order to develop a comprehensive strategy for the conservation and utilization of the corridor, related to: i) community trails; ii) protection of environmental sensitive areas; iii) sports fishing; iv) access points, scenic lookouts, trail heads, etc.; v) rowing and canoeing; vi) green space corridors and buffers. Rec. 28, #1 Park-based Development That if the West Kitchener twin pad arena is located on its current site, and the ball fields are Rec. 28, A displaced, replacement ball fields be developed within an immediate time frame within the west Kitchener area. Rec. 28, #2 That a new district park be secured or acquired and developed in the south Kitchener area that services both the proposed Rec. 28, B fifteen year and subsequent years of growth and be the site for: i) four soccer fields, two lighted, with one potentially having field turf to also support field hockey use; ii) two baseball fields, one lighted; iii) a skateboard park; iv) a four-unit tennis court, with a two unit, three- on-three basketball component; v) connected to the community trail system; vi) a playground and neighbourhood park component; vii) located in conjunction with potential future schools; viii) potential location for the South Kitchener Recreation Centre, involving a community centre, twin pad arena and indoor aquatic centre; ix) a field house/support facility, either as part of the district recreation centre or as a stand-alone facility if that centre is located in another location. Rec. 28, #3 The development of two to four new soccer fields in the east Kitchener area between Ottawa Street and King Street, using Rec. 28, C existing park areas or acquiring a new site or working collaboratively with local school boards to rehabilitate existing fields. Rec. 28, #4 The redevelopment of softball fields in the south Kitchener area involving fields at Southwest Optimist, Budd, Wilson and Rec. 28, D other parks. Rec. 28, #5 The potential development of two additional soccer fields in the west Kitchener area, potentially in the Highland West area Rec.28,E using school or other venues where possible. Rec. 28, #6 Possible location of another softball/slo-pitch field in and venue upgrading at Peter Hallman Ball Yard and a possible Rec.28,F strategy for the relocation of the Jack Couch Park if this is required. Rec. 28, #7 The lighting of one, and possibly both football fields at the Bridgeport venue within the next five to ten years. Rec.28,G Rec. 28, #8 Development of skateboard facilities in the South Kitchener District Park, in the area of the Forest Heights community Rec.28,H centre, at Breithaupt Park and at McLennan Park. Rec. 28, #9 Potential joint venture development of a rugby venue as part of a larger multi-use initiative giving consideration to a multi- Rec. 28, I municipal approach. Rec. 28, #10 Undertake an effort to negotiate with the Waterloo Catholic District School Board in terms of access to Resurrection High Rec. 28, J School as a field house in support of the field hockey program. Appendix #1, Numbering Report No. CSD-05-127 Page 5 of 6 Rec. 28, #11 If a Nordic facility initiative were to evolve from local groups, consider participation as a partner with other municipalities in Rec.28,K the potential development of the facility if evident demand exists and a partnership arrangement can be achieved. Rec. 28, #12 Enact a policy that the city will acquire lands in areas that are underserviced in terms of neighbourhood parkland on an Rec.28,l active basis as they become available, through school closures, tax-arrears and development agreements on property reuse. Rec. 28, #13 The city continue to use the park classification and provisioning levels identified within the Official Plan and the 1991 Rec. 28, M Parks and Recreation Master Plan, continuing a focus on neighbourhood parks that are one acre or larger as the preferred strategy for this level of servicing. Rec. 28, #14 The city assess its public tennis court facilities as to utilization, and reposition low utilization tennis courts, with a minimum Rec.28,N of four to six of these facilities as three-on-three basketball courts and road hockey facilities. If there are not enough low-use tennis courts, ensure distributed development of three-on-three basketball courts and road hockey pads so that each district of the city has at least two of these facilities. Rec. 28, #15 The city work with the local school boards to determine if three-on-three basketball courts can be developed at secondary Rec.28,O school and senior elementary school venues, utilizing either freestanding or wall attached standards. Rec. 28, #16 City staff undertake a review of existing park service level standards for new and existing parks and develop budget Rec.28,P estimates on a per acre basis as a basis for future capital budget forecasts for park development initiatives. Rec. 29, #1 Park Master Plan Implementation and Under-Serviced Areas Approach That the Victoria Park Master Plan be Rec. 29, A implemented. Rec. 29, #2 That the McLennan Park Alternative "B" be implemented with long-term consideration being given to a BMX range, a Rec. 29, B cycling course, a potential outdoor skating oval and a skateboard park. Rec. 29, #3 That the basic agreements and strategies of the Kiwanis Park Master Plan be implemented. Rec. 29, C Rec. 29, #4 That the city support the general direction of the Huron Natural Area Park Plan, and continue to facilitate and give strong Rec. 29, D direction to resolving some of the key challenges that have emerged within that planning process. Rec. 29, #5 That the department undertake a Parks Service Provisioning Plan that focuses on the following: i) identification of areas Rec.29.E that are underserviced relative to neighbourhood and local park and open spaces; ii) potential opportunities in the short or the long-term that may be available within the individual service areas; iii) potential strategies to overcome the deficiencies focusing on sites, sizes, partners, funding approaches in terms of developing reserves, etc. Rec. 30, #1 leisure Services Development & Supports That the department develop an annual marketing plan for leisure services Rec. 30, A that focuses on the following: i) increased targeted communications and marketing strategies/approaches while continuing the same or reduced broadcast-based approaches; ii) development of a twelve-month, cyclical marketing program for all dimensions of leisure services; iii) a two-tiered marketing strategy that focuses on: a) core messages via key media on the benefits of physical activity, leisure activity participation and the value of these components to the quality of community life and b) core messages in regards to leisure programs, facilities and services availability, timeframes, fees and other logistical/access considerations; iv) increased revenue generation from leisure facilities and services focusing on additional use levels, competitive fees, etc.; v) undertake a review of the best strategy to deliver marketing services in order to increase participation levels, sport tourism success and revenue generation. Rec. 30, #2 That the city develop a volunteer support strategy that focuses on the following: i) develop an integrated and Rec. 30, B comprehensive recognition program at a community-wide and individual activity/program area; ii) develop support models around governance, operations and services delivery strategies for organized groups and service providers; iii) provide on-going technical assistance to organized groups on volunteer recruitment, development, etc.; iv) investigate the potential for more integrated and comprehensive volunteer recruitment and development strategies; v) development of a volunteer plan aimed at ensuring growth in the availability of volunteers and their full appreciation; vi) implement a role in all staff functions to support volunteer recruitment, development, retention and recognition. Rec. 30, #3 That the city develop a monitoring program for voluntary, community-based organizations that: i) identifies on a timely Rec. 30, C basis, trends, decisions or actions that could undermine the sustainability of the organization and/or create an increased impact on the City of Kitchener's roles and responsibilities; ii) undertakes an evaluation of organizations in terms of governance, volunteers, program quality, financial management and resources, etc., as a report card and organizational support tool on minimum three to five year cycles; iii) the collection of strategic-based trend, operations and other data that could influence participation patterns, demand profiles, etc., and to share this annually with the service providers; iv) host an annual event, either collectively or by sector, of community service providers as an opportunity to outline new policy directions, to hear input and perspectives, to present trends and transitions, to undertake governance training, to share information and ideas and to create a more collective entity and service provision where feasible. Rec. 31, #1 Youth Services That the city ensures that there is some priority given to teen services within the community centres. Rec. 31, A Rec. 31, #2 That the city work with other service providers to develop a strategy for teen-oriented services in the downtown area, Rec.31,B including the possible retention of a specialized staff person to support this initiative within a partnership model. Rec. 31, #3 The downtown-oriented services work within existing facility resources and focus on a holistic perspective based on the Rec.31,C needs of the target audience. Rec. 31, #4 An annual program evaluation occur to ensure that the integrity and the outcomes of the program are sustainable. Rec.31,D Rec. 32, #1 Downtown leisure Facilities That the city sustain its primary leisure facilities in the downtown area, except for the future Rec. 32, A considerations associated with the Cameron Heights Indoor Pool. Rec. 32, #2 That the city undertake initiatives to acquire land that could be utilized for parks and open space area in the downtown. Rec. 32, B Rec. 32, #3 That leisure facilities services be an integral part of the inner city development strategy as a component that can assist in Rec. 32, C attracting and retaining residents in the downtown area. Appendix #1, Numbering Report No. CSD-05-127 Page 6 of 6 Rec. 33, #1 Facilities Renewal That the Building Condition Study recommendations for the twenty-five facilities reviewed for this Plan Rec. 33, A be implemented within the ten year capital forecasts of the city. Rec. 33, #2 That a short-term solution to bridge Centennial Stadium through the Sport Tourism Policy development process be Rec. 33, B implemented in order to sustain its safe and effective utilization and support levels. Rec. 33, #3 That the City of Kitchener consider a policy of allocating between 2.0% and 2.5% of the annual replacement costs of its Rec. 33, C leisure facilities, based on annual insurance coverage rates, as a charge against operations, in order to generate continuous and adequate capital facility rehabilitation and renewal reserves. Rec. 33, #4 That staff undertake the development of park and open space renewal plans to support the long-term rehabilitation, Rec. 33, D maintenance and capital budgeting forecasts for these resources. Rec. 34, #1 Plan Review Process Every year, the Plan should be updated in terms of Table 6-1 in order to keep an active list of Rec. 34 recommendations before the staff and Council, as well as the community on an on-going basis. Rec. 34, #2 Every three years, planning sessions/workshops should be held to undertake a comprehensive review of the recommendations related to changes in the operating environment, emerging strategic trends, municipal financial strategies and priorities, etc. Rec. 34, #3 At the ten year anniversary, there should be a major review undertaken to assess whether the long-term dimensions of the Plan remain linked to the key trends and rationales or whether other considerations have emerged that result in a need to recast the Plan to reflect the considerations of that time period and onward thereafter.