Business Plan Summary

Transcription

1 Owner: Business Plan Summary Program Parks, Recreation & Neighbourhood Services Service grouping Neighbourhood & Recreation Services Service Type Public Service Bill Coxhead, Director,, Community Services Strategic Priority Community Vitality Purpose Providing sporting participation opportunities and strengthening the liveability and vibrancy of our city while making London a place where people are engaged in healthy lifestyles. Sporting organizations, groups and individuals are provided access to community recreational facilities, coaching development, learn-to-skate programs and organized adult volleyball and basketball leagues. Sportsfield maintenance services are included in this service. Excluded in this service are the neighbourhood park fields. Key processes Sportsfield Allocation Financial & Staffing In $000s Operating budget 2010 Actual 2011 Revised Expenditure: 1,449 1,481 Non-tax revenue: Net (tax supported): Capital budget Expenditure: Non-tax revenue: Net (tax supported): 2010 Revised Revised 0 0 Staffing FTEs: Percentage of expenditures budget (all rate sources): Annual per household cost of net budget ($): Provide and allocate sportsfields for sports organizations like baseball, football and soccer. Partner with various agencies to increase access to existing facilities like TD Waterhouse Stadium, Western Fair Agriplex and school board properties Administer Adult Volleyball and Basketball Leagues Provide leagues for adults to continue to participate in recreation programs after their high school and college years have passed. Sport Tourism Support Support tourism initiatives by working closely with Sport Tourism to attract provincial and national sporting events to provide appropriate, quality facilities and tournament support. Sportsfield Program Support Maintain and develop sportsfields through annual and weekly maintenance programs to provide safe, high quality playing fields that Londoners can enjoy Page 1 of 5

2 and be proud of while also attracting tournaments to benefit from our high quality sportsfields. Learn to Skate Programs Leadership and skill development for our young staff while providing the opportunity for Londoners to learn to enjoy our winter pastime of ice skating. Regulatory/Policy landscape Service Delivery method Discretionary Non-legislative New council direction, new regulations, legislative changes 0 Current state of this service The City currently provides outstanding sportsfields that Londoners and visitors alike can be proud of at a cost comparable to that of other Ontario municipalities. High end artificial turf fields include Citiwide Sportsplex (City owned) and the TD Waterhouse stadium. The current allocation system is fair and equitable and gender neutral. Our municipally run adult volleyball and basketball leagues are enjoyed by many participants each year. We partner with the school boards and the newly developed Agriplex to provide quality facilities. Organization, officiating and awards to the competitors are provided by City of London staff. The Learn-to-Skate program is a great opportunity for citizens to learn to experience Canada's traditional winter skating. The City provides opportunities from beginner to advanced ability to learn and improve their skating skills. Our young instructors also grow in their ability to become future leaders in our community. The program is run by City of London staff with assistance from a qualified skating coordinator. Recent enhancements to economy, efficiency and effectiveness Regularly assess that the proper equipment, materials and staffing levels are used to provide the optimum customer service experience while maximizing revenues and mitigating expenses. The season of field rentals has been extended by the addition of 2 new artificial turf fields at Citiwide. Increased use of soccer and baseball fields will result in more revenue and a reduction of 7 of the annual cost per household. Future direction of this service The group will continue to provide a fair and equitable allocation process through regular reviews of the current system. Work with the sporting organizations to better utilize existing facilities. Continue with existing partnerships while looking to develop new partnerships for use of facilities. Research and develop a model for the municipal role in sport delivery and development. Follow and implement recommendations from the 2009 Parks and Recreation Strategic Master Plan update. Page 2 of 5

3 Objectives next 4 years Athletic Field Maintenance Best Practices Continually search for best practices in maintenance procedures to provide quality service while using equipment and products that are energy efficient, cost effective and environmentally friendly. Attend Ontario Recreation Facilities Training and participate in Parks and Recreation Ontario. Dianna Clarke is a member of the OPA board. Municipal benchmarking such as OMBI and MPMP Improved customer service Survey and engage stakeholders to provide better customer service more effectively Develop surveys for customer service input TBD Staff Development Ensure we have quality well trained staff that understand customer needs while providing a value-added service. Yearly training in equipment and customer service expectations training records -- benchmarks-- Revenue Meet revenue targets for sports fields. Follow the plan to achieve revenue targets and maximize participation Develop meaningful measures to reflect usage, capacity and revenue targets in. Page 3 of 5

4 Emerging issues and challenges Increased expectations for more irrigated high quality sportsfields. An aging active adult population wanting more adult sport leagues run by the City of London. Future expiration of lease agreements with the London Psychiatric Hospital (LPH) and Dreamers Sport complexes. This will create the loss of the equivalent of 6-8 full size soccer fields and 15 baseball fields that are currently used by youth and adults in London Service changes with financial impact (+/-) Sports Park Development Objective Improved playability, durability and safety Implementation year 2014 Implications in $000s Target year 2014 Year Gross Expenditure Funding type Ongoing Non -Tax Supported Revenue Net (Tax Supported) Operating budget Year 1: Year 2: 0 Year 3: Ongoing annual: Beginning year Capital budget Year 1: 2,000 2,000 Year 2: ,000 3,000 Year 3: 0 Future years: Beginning year The budget implications reflect the cost of replacement of the LPH fields. The capital costs are currently unfunded. Operating cost estimates are based on the revenue and maintenance of 10 new premier irrigated fields by Page 4 of 5

5 Statistics and performance measures A Activity measures Description of measurements The number of premier irrigated athletic fields 2005 Actuals 2006 Actuals 2007 Actuals 2008 Actuals 2009 Actuals Community volunteer organizations have donated money to upgrade existing non irrigated sports fields and we expect approximately two per year. B Efficiency measures Description of measurements Cost per premier irrigated athletic field ($000) Actuals 2006 Actuals 2007 Actuals 2008 Actuals 2009 Actuals Efficiencies in grouping of fields into complexes have kept costs at a minimum, however anticipated increases in utility costs for fuel, water and electricity will gradually raise the cost to maintain. C Effectiveness/Quality/Satisfaction measures Description of measurements 2005 Actuals 2006 Actuals 2007 Actuals 2008 Actuals 2009 Actuals Page 5 of 5