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Home My WebLink AboutCSD-05-161 - Leisure Facilities Master Plan Priorities, 2006 Report To: Date of Meeting: Submitted By: Prepared By: Ward(s) Involved: Date of Report: Report No.: Subject: ~ Community Services Committee December 5, 2005 Ann Pappert, General Manager, CSD Kathleen Woodcock, Special Projects Officer (x2597) and Greg Hummel, Manager, D&D, Operations (x2598) All November 30, 2005 CSD-05-161 LEISURE FACILITIES MASTER PLAN PRIORITIES, 2006 RECOMMENDATION: · That, subject to 2006 capital budget deliberations, Council approve proceeding with the following LFMP actions in 2006: Rec. 19, A (Victoria Hills); Rec. 19, B (Chandler Mowat); Rec. 23, D (woodworking centre); Rec. 25 (sport tourism strategy); Rec. 29, A (Victoria Park master plan); Rec. 29, B (McLennan Park, All. B); and Rec. 29, C (Kiwanis Park master plan); and, · That, subject to 2006 capital budget deliberations, Council approve the reallocation of funding currently in the 10 year capital forecast to an LFMP 2006 envelope of $213,000 as identified in CSD-05-161 in order to begin work on a selection of the following LFMP actions: Rec. 6 (data analysis/collection); Rec. 10 (community investment strategy/community grants program review); Rec. 13 (use of business case rationale strategy); Rec. 19, C (Mill Courtland business plan); Rec. 23 (seniors strategy development); Rec. 30, B (volunteer strategy development) and Rec. 31 (youth services strategy); and further, · That Council approve pausing the following unfunded LFMP actions in 2006: Rec. 27, E (Grand River corridor development); Rec. 28, L (land acquisition/under- serviced areas); Rec. 28, N (tennis court assess/review); Rec. 27, B (develop unfinished trail linkages); Rec. 28, H (skateboard facilities); Rec. 33, A (implement Building Condition study); and Rec. 33, B (Centennial Stadium short term bridging response). BACKGROUND: At a special meeting on 7 November 2005 (CSD-05-17) Council deferred a decision for moving forward with implementation of the Leisure Facilities Master Plan (LFMP) pending additional Report No. CSD-05-161 information regarding implications on an individual project basis within the context of the Capital Budget process. REPORT: Staff developed criteria to establish priorities for 2006. Those criteria were: a) addresses identified gaps in current internal systems b) project pre-approved by Council, underway, and/or in budget system c) pre-planning component to facilitate immediate and future positioning d) if a proposed project is also aligned with recommendations in another corporate strategy. Staff reviewed and assessed the actions that were included in the Leisure Facilities Master Plan to be implemented in 2006 based on the criteria developed. Three (3) categories of actions resulted: 1. Proceed in 2006 & fundinG in the 10 vear caoital forecast · Rec. 19, A Victoria Hills expansion · Rec. 19, B Chandler Mowat · Rec. 23, D Implement woodworking centre · Rec. 25 Sport tourism strategy · Rec. 29, A Victoria Park master plan · Rec. 29, B McLennan Park, Alternative B · Rec. 29, C Kiwanis Park master plan 2. Pause in 2006 & no fundinG in the 10 vear caoital forecast · Rec. 27, E Grand River corridor development plan · Rec. 28, L Land acquisition/under-serviced areas · Rec. 28, N Tennis court assess/review · Rec. 27, B Develop unfinished trail linkages · Rec. 28, H Skateboard facilities · Rec. 33, A Implement Building Condition study · Rec. 33, B Centennial Stadium short term bridging response 3. Pause in 2006 & fundinG in the 10 vear caoital forecast · Rec. 27, A Trails system marketing program · Rec. 20, A Queensmount decommissioning Staff have added some actions that, in their opinion, must move forward in 2006 to set the stage for implementation of other initiatives in the future. These reprioritized actions are: · Rec. 6 Data analysis/evaluation/mapping · Rec. 10 Community investment strategy/community grants program review · Rec. 13 Use of business case rationale strategy · Rec. 19, C Mill Courtland business plan · Rec. 23 Seniors strategy development · Rec. 30, B Volunteer strategy development · Rec. 31 Youth services strategy Report No. CSD-05-161 Staffing Requirements Rec. 13, Business case rationale and Rec. 6 Data analysis/evaluation combined will require a total of 1 FTE resource for completion. Staff will request a secondment from the Departmental Seconded Program for Special Projects (FIN-05-040) to accommodate this operating cost. Funding for the reprioritized actions is to be enveloped as per Financial Implications section. Matters related to the Kingsdale Community Centre and Twin Pad projects have proceeded to Council under separate reports. FINANCIAL IMPLICATIONS: The funding that is currently in the 10 year capital forecast is adequate for the majority of the actions staff are recommending to proceed with in 2006. However, the addition of the reprioritized projects has necessitated some repositioning of capital funds and staff resources. Subject to 2006 capital budget deliberations, staff suggests the reallocation of a total of $213,000 from the "paused & funding in the system" actions, namely: · Rec. 27, A Trails system marketing program $5,000 · Rec. 20, A Queensmount decommissioning $73,000 In addition, staff examined previously unspent capital projects and has identified $135,000 from 2002 previously allocated to McLennan Park. This reallocation of $213,000 will fund an envelope to begin work on a selection of the following LFMP actions: · Rec. 6 Data analysis/evaluation/mapping · Rec. 10 Community investment strategy/community grants program review · Rec. 13 Use of business case rationale · Rec. 19, C Mill Courtland business plan · Rec. 23 Seniors strategy development · Rec. 30, B Volunteer strategy development · Rec. 31 Youth services strategy If the staff request for a secondment from the Departmental Seconded Program for Special Projects (FIN-05-040) is unsuccessful, staff will accommodate these resource costs within the reallocated funding envelope. Financial Services staff has reviewed this reallocation proposal. 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. CONCLUSION: The Leisure Facilities Master Plan has provided a foundation for the development of leisure facilities and services that will assist the Community Services Department in providing, "A mixed Report No. CSD-05-161 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." One of the challenges to implementing such a complex and far-reaching report is establishing priorities in a manner that balances outcomes with resources. The actions recommended in this report to proceed will move the Department forward in implementation of the LFMP. The actions paused in this report will benefit from further considerations and assessment. Ann Pappert, General Manager Community Services Department