CITY OF KITCHENER VOLUME II LEISURE FACILITIES MASTER PLAN. In conjunction with GSP Group / Insights / TSH Engineers February 2005 Version 1.

Transcription

1 VOLUME II LEISURE FACILITIES MASTER PLAN In cnjunctin with GSP Grup / Insights / TSH Engineers February 2005 Versin 1.8

2 TABLE OF CONTENTS 1.0 INTRODUCTION Overview Backgrund Research Leisure Facilities Master Plan Develpment and Frmat STRATEGIC THEMES Facilities and Parks Segment / Target Ppulatins and Servicing Appraches Services Delivery Strategies and Assessments Cmmunity and Leisure Services Capacity Develpment PLAN FOUNDATION Intrductin and Crprate Alignment Visin Statement Missin Statement Principles Plan Gals LEISURE SERVICES DELIVERY POLICY AND STRATEGIES Intrductin City Leisure Services Delivery Plicy Overview Recmmendatin Leisure Services Delivery Strategies Data Cllectin, Analysis, Evaluatin and Mapping Resurces Supprts t Organized Grups Partnerships / Jint Ventures Develper Respnsibilities Cmmunity Grant Prgram New Plicy Develpment Multi-Municipal Appraches Facilities Prject Develpment Multi-Use Facility Develpment Cmmunity Use f Schls Natural Areas LEISURE FACILITIES Intrductin Resurce Centres Overview and Delivery Strategies Current Situatin and Inputs Table f Cntents C:\Dcuments and Settings\janneh\Lcal Settings\Temprary Internet Files\OLK13B3\Master Plan.dc

3 .3 Prpsed Cmmunity Centre Delivery Strategies and Criteria Recmmendatins Resurce Centre Recmmendatins Arenas Overview Recmmendatins Arena Facilities Develpment Prfile Outdr Rinks Aquatics Overview Recmmendatins Senirs' Centres Overview Recmmendatins Arts and Culture Overview Recmmendatins Significant Multi-Use Facilities / Sprt Turism Plicy Develpment Overview Recmmendatins Cmmunity Indr Spaces Overview Recmmendatins Cmmunity Trails and the Grand River Crridr Overview Recmmendatins Park-based Facilities Overview Recmmendatins Site-based Park Master Plans and Underserviced Areas Overview Recmmendatins Leisure Netwrk Supprts and Inputs Overview Recmmendatins Yuth Services Overview Recmmendatins Dwntwn Develpment Overview Recmmendatins Leisure Facilities Renewal Overview Recmmendatins IMPLEMENTATION Implementatin Strategy Operating Financial Impact Plan Review CONCLUSIONS AND STRATEGIC THEMES...6 Table f Cntents C:\Dcuments and Settings\janneh\Lcal Settings\Temprary Internet Files\OLK13B3\Master Plan.dc

4 6.4 Observatins and Cnclusins Overview Ppulatin Prfile Cmmunity Develpment Leisure Resurces Inventry and Utilizatin Financials Building Cnditin Study Cmmunity Survey Results Fcus Grups and Public Meeting Summary Dcuments and Related Reviews Trends...6 Table f Cntents C:\Dcuments and Settings\janneh\Lcal Settings\Temprary Internet Files\OLK13B3\Master Plan.dc

5 1.0 INTRODUCTION 1.1 Overview In the late fall f 2003, the City f Kitchener initiated the develpment f a Leisure Facilities Master Plan. A need fr this Plan was prmpted by the fact that the last Plan had been cmpleted in 1991 and had served the City well in guiding its investments in Parks and Leisure Services. Als, the city cntinued t experience significant grwth, new majr leisure facility initiatives cntinued t be suggested by the cmmunity and the Department f Cmmunity Services, and ther trends and leisure services cnsideratins cntinued t emerge actively within the perating envirnment. The City f Kitchener has had a lng histry f develping strategic parks and recreatin plans as a basis fr their lng-term investments in and implementatin f leisure services delivery strategies. A majr initiative was cmpleted 1976 which was ne f the first Parks and Recreatin Master Plans undertaken in the prvince. The next generatin f lng term planning fr leisure facilities and services was cmpleted in After thirteen years f building n this Plan, a need fr a third generatin lng-term plan fr leisure facilities was identified. The fcus f the 2004 planning initiative was n leisure facilities in terms f recreatin, arts and culture, sprtsfields, trails and related cnsideratins as they invlved facilities. Plans fr pen space, neighburhd parks and related cmpnents, alng with cemeteries and glf curses were t be develped via ther prcesses. Parks recmmendatins fcused n venues at the District Park classificatin level and abve. The Plan's recmmendatins are primarily identified fr the 2005 t 2014 perid with sme beynd that pint. 1.2 Backgrund Research The first phase f the Leisure Facilities Master Plan invlved a cmprehensive research-based wrk prgram fr which the inputs, analyses and results are available under a separate cver entitled Research Reprt fr the City f Kitchener Leisure Facilities Master Plan. The cnclusins and strategic themes are cntained in Appendix I f this vlume. The research phase invlved the fllwing key inputs as a basis fr the Leisure Facilities Master Plan's develpment: A ppulatin prfile and prjectins review, a cmmunity develpment prfile and related cmmunity develpment perspectives. PAGE 1-1

6 Current participatin prfiles, facility utilizatin cnsideratins, etc. Review f relevant planning, plicy and related strategic and plicy dcuments and materials frm bth the City and the Regin. A 300 unit randm selectin survey f Kitchener husehld representatives fcusing n participatin patterns, future perspectives, awareness and value ratings and ther inputs. Sme twenty-five fcus grups, interviews and public meetings invlving ver 200 cmmunity and rganized grup representatives sliciting their input n the strengths and weaknesses f the leisure facilities and service available, the services delivery mdel, future perspectives and needs, etc. A financial review f perating csts and the City's ten-year capital frecast fr leisure facilities. A facilities inventry, alng with a Building Cnditin Study f twenty-five selected leisure facilities. Trends analysis related t leisure services, delivery mdels, etc. Other key inputs and assessments 1.3 Leisure Facilities Master Plan Develpment and Frmat The Research Reprt was used as a basis fr the develpment f a series f leisure facility strategy alternatives and perspectives. The Steering Cmmittee and the Senir Department Management Team, alng with representatives frm the Planning Department participated in a day lng wrkshp t assess the research utcmes, the facility develpment perspectives and investment strategies. Results f this sessin were utilized as a further basis fr the develpment f the first draft f the Leisure Facilities Master Plan fr the City f Kitchener which has been reviewed and updated thrugh tw Steering Cmmittee sessins and ther inputs. PAGE 1-2

7 The recmmendatins within the City f Kitchener's Leisure Facilities Master Plan have been develped n three levels, mving frm strategic fundatin thrugh t specific initiatives: Level 1 Plan Fundatin Sectin 3.0 prvides the philsphical and cnceptual basis f the Plan via a Visin, Missin, Principles and Values and Gals. Level 2 Leisure Services Plicies and Delivery Strategies Sectin 4.0, fcus n establishing a plicy fundatin fr the City f Kitchener's develpment, delivery and evaluatin f leisure services, as well as the variable delivery appraches that culd be utilized by and participated in by the City f Kitchener. Level 3 Specific Leisure Facility Initiatives Sectin 5.0 identifies actins, investments and appraches that are prpsed t be undertaken by the City f Kitchener ver the next fifteen years. This dcument is the Leisure Facilities Master Plan. It was presented t Cmmittee f Cuncil n January 25, It results frm the Backgrund Research Reprt inputs and analysis, staff review meetings, tw cmmunity cnsultatins sessins held in Nvember 2004 at the Kitchener Memrial Auditrium, further meetings and input frm cmmunity grups in December 2004 and January 2005 and a final public meeting held January 13, 2005 at the Victria Park Pavilin. PAGE 1-3

8 2.0 STRATEGIC THEMES Frm the Research Reprt, a series f cnclusins and strategic themes were develped that established a fundatin upn which the Leisure Facilities Master Plan was based. The cnclusins are available in the Research Reprt. The fllwing material represents the key strategic themes that emerged frm the cnclusins and research phase fr the prject..1 Facilities and Parks Cntinuing investment in cmmunity centres as the primary cmmunity-fcused leisure services delivery strategy, augmented by schl, church and ther cmmunity-based facilities. Preparing lng-term strategies fr the develpment f majr facilities in regards t arenas and indr pls that may need renewal, repsitining, enhanced capacity, etc. Develpment and distributin f sprtsfields, their maintenance and ancillary park develpment initiatives fr the mre predminant sprtsfields in light f changing user expectatins, registratin trends, etc. in regards t sccer, baseball, ftball, etc. Achieving a balance between facility rehabilitatin / renewal and new facility develpment, t prtect and better utilize past investments. On-ging develpment and intensificatin f the cmmunity trail system in supprt f a changing leisure activities patterns, as well as a transprtatin resurce. Develping strnger multi-user / multi-purpse facility develpment initiatives that address bth enhanced user benefits and ecnmies f scale..2 Segment / Target Ppulatins and Servicing Appraches Ptentially develping utdr facilities fr specialized / targeted leisure activities, such as cricket, field hckey, Nrdic activities, rwing and caneing, n a reginal r multi-municipality basis. Develping facilities, peratinal plans and plicies that supprt inclusiveness fr all age grups, abilities, etc. PAGE 2-1

9 Determining the extent f a transitin strategy in regards t teen and senir services that may be resulting frm demgraphic, expectatin and ther changes. Cntinuing t expand the integratin f health, educatin, scial and cmmunity / leisure services. Develping strategies that respnd t key demgraphic shifts in terms f aging; multi-culturalism; family definitins and needs; targeted senir gvernment plicies, such as preschl and early years develpment; and ther initiatives / changes. Ensuring adequate ice resurces fr changing user prfiles relative t wmen's ice use, adaptatins fr disabled ice users and changing adult user patterns, such as masters skating prgrams, etc. Determining the right fcus and service delivery appraches / mix in supprt f dwntwn and central neighburhd redevelpment and new types f inner-city residential frmats and prfiles..3 Services Delivery Strategies and Assessments Ascertaining the need, ability and will t examine mre reginal riented appraches, especially in terms f facility prvisining strategies and servicing grups that have brader than a ne municipality mandate and/r require a larger market base t be sustainable. Determining the rle, ptential and the enhanced utilizatin strategies in regards t schl facilities in the leisure services delivery mdel. Defining and identifying the ecnmic ptential f majr city-wide and reginal facilities in terms f rle, expectatins, ptential and realignments. Integratin f key site-based Master Plans that have evlved ver the last number f years, as well as putting increased emphasis n the Grand River Crridr and stream crridrs as pen space and leisure resurces. PAGE 2-2

10 .4 Cmmunity and Leisure Services Capacity Develpment Identifying what partnerships wrk, have the best utcmes and applicatins in Kitchener and hw partnerships can be further utilized t expand and deepen the leisure services delivery pprtunities. Develping creative capital and peratin funding mdels that bth respnd t the enhanced sustainability f leisure rganizatins and facilities, as well as supprting ppulatin grwth and changing user requirements and trends. Develpment f supprts and plicy perspectives in regards t vlunteer develpment, recgnitin, training, risk management, etc. as a primary resurce and rle within the leisure services delivery mdel in Kitchener. Develpment f marketing, cmmunicatins, technlgy and ther capacities t supprt awareness, educatin / value and ther key dimensins f leisure participatin encuragement, benefits-based appraches, utcmes measurement, etc. Reinfrce the linkages between leisure participatin and stewardship f the green lands netwrk f pen spaces, parks and cmmunity trails. PAGE 2-3

11 3.0 PLAN FOUNDATION 3.1 Intrductin and Crprate Alignment A Visin, Missin and Principles have been identified fr the City f Kitchener Leisure Facilities Master Plan. They have been develped based n key themes and cntent that emerged frm the City's Crprate Plan, the department's rles and respnsibilities, the cmmunity input received in the research phase, trends in the develpment f leisure services and ther surces. One f the primary fundatin's fr the Leisure Facilities Master Plan's Visin, Missin and Principles was alignment with the City f Kitchener's Crprate Plan. The Visin f this Plan is as fllws: Tgether we will build an innvating, caring and vibrant Kitchener with safe and thriving neighburhds. This Visin fcuses extensively n the safe and thriving neighburhds and the vibrancy f Kitchener have been captured in the Plan's Visin Statement. Als cnnected t the Visin within the Crprate Plan are five cmmunity directins. We will develp decisin-making and management prcesses that respnd t the issues, directins, values and visin f ur cmmunity. We will actively wrk twards meeting the affrdable husing needs f the cmmunity. We will cntinue t create a vital dwntwn in ur cmmunity. We will wrk in partnership with cmmunity members, agencies and prviders t prmte well-being and a healthy cmmunity. We will imprve the quality f ur air, water and land resurces and increase green spaces. There are many key cmpnents f these directins that cnnect directly with the Leisure Facilities Master Plan, such as wrking with cmmunity members and agencies, increasing green space, PAGE 3-1

12 envirnmental imprvements and ther actins. The Plan's Visin, Missin, Principles and Values and Gals have been cnnected t these directins. 3.2 Visin Statement A Visin Statement sets a hrizn twards which all stakehlders can gravitate. It shuld be bth inspiratinal and a statement that creates a cmmn bnd and sense f directin. The Visin Statement establishes a directin fr the Leisure Facilities Master Plan and is a basis upn which the Plan evlves, bth in terms f its develpment and its nging applicatin. Recmmendatin A diverse array f accessible leisure participatin pprtunities that encurage cmmunity capacity building, resident health and well-being and strengthen the city's neighburhds. The Visin fr this Plan is t create a diverse array f accessible leisure participatin pprtunities fr Kitchener residents. The key cmpnent f the Visin is that there will be a diverse and a balanced array f leisure pprtunities t meet the varied interests f Kitchener residents and that these pprtunities will be accessible. Leisure participatin pprtunities represent the cre f the leisure services delivery system and are the fundamental ratinale fr the city's investment in the prvisin f these services, either directly r in partnership with thers. The secnd part f the Visin identifies the three key fcuses that cllectively identify the ratinale fr these investments and why residents benefit frm participatin in leisure activities. Cmmunity capacitybuilding is ne benefit, invlving the pprtunity fr peple t invest in their cmmunity thrugh participatin, vlunteerism, leadership and ther activities, whether as a cach fr sprting activities, an instructr in an arts class r cntributing t an assciatin's effrts t better their lcal neighburhd. Anther benefit speaks t the health and well-being f the residents themselves. Active participatin invlves fitness, the develpment f the mind, the achievement f new skills and enhanced persnal develpment, the pursuit f nes interest and the nging develpment f the whle persn, as bth an individual and as a cntributing member f their cmmunity. A third benefit identified in the Visin is strengthening neighburhds. Neighburhds are identified in the City's Crprate Plan as ne f the centre pints as t hw the cmmunity needs t evlve and service the need f its residents. The city sees itself as a cllectin f neighburhds that cme tgether PAGE 3-2

13 t frm the city, each being unique, each having different needs and each cntributing in differentiated and valued ways. The Leisure Facilities Master Plan needs t align itself within this Visin, with the neighburhds and their imprtance, hw they perate and t supprt their need t be vibrant, cntributing and sustainable. 3.3 Missin Statement A Missin Statement speaks t the fundamentals and fcus f what is ging t be achieved via the Plan. It articulates intent and the brad strategic appraches t be utilized. Recmmendatin The Kitchener Leisure Facilities Master Plan directs the city's achievement f a balanced array f accessible and participatin-based leisure pprtunities. It brings tgether all the cmmunity's leisure capabilities and resurces that cntribute t the enrichment f the quality f life fr Kitchener residents thrugh bth partnerships and direct delivery strategies that: Inspire a true value fr the benefits f leisure participatin pprtunities and encurage bradbased, active resident participatin that supprts imprved resident health, well-being and persnal develpment. Generate a strengthened sense f cmmunity identity, spirit and service with residents. Supprt imprved neighburhd unity and capacity, as well as psitive cmmunity and ecnmic develpment. The Missin fr this Plan is targeted at guiding and directing the city's nging achievement f a balanced array f leisure activities that cnnects directly with the Visin. This is a city-based Plan. The city takes wnership fr it but wrks with the cmmunity n the achievement f all the utcmes. It is designed t bring tgether all the cmmunity's capacities and resurces and nt just thse f the city. Therefre, the implementatin f the Plan invlves bth direct city actin, as well as the city wrking with thers thrugh partnerships, jint ventures and ther initiatives in rder t achieve the utcmes desired. PAGE 3-3

14 The key utcme fr the Plan is t enrich the quality f life fr Kitchener residents, that is, that all residents will be better ff in terms f the quality f their day t day life by ptentially being able t access leisure facilities and services acrss a spectrum f activities that tuch their interests. The first bjective f this particular gal invlves three cnsideratins. First, t have a Plan and strategies that fcus n residents understanding the benefits f leisure participatin as an imprtant part f life within the cmmunity fr bth them and their families. A strng belief in the need fr leisure services creates a psitive values basis that allws the cmmunity t wrk cllectively t ensure that it has an excellent array f pprtunities in terms f its leisure facilities and services. This bjective als fcuses n leisure pprtunities within the cmmunity, that enhance resident health, well-being and persnal develpment. This culd invlve fitness in terms f physical activity. It culd be well-being in terms f reducing stress r being able t scialize and be with thers. It als culd invlve persnal develpment in terms f expressing their artistic interests r being invlved as a vlunteer and cntributing back t the cmmunity t satisfy their need t be a member f their cmmunity and t serve. The secnd bjective speaks t the cmmunity as a cllective f its residents. Leisure services, thrugh team sprts, individual activities, external travel, etc. have the pprtunity t strengthen the residents' sense f cmmunity thrugh creating a strng identity f the city as being a psitive and gd place that realizes success. It als can supprt a grwing sense f cmmunity spirit and wnership. Als critically imprtant, is that leisure services create unique pprtunities fr peple t serve their cmmunity thrugh vluntary rles and supprts that cntribute t enhancing the quality f life f individuals in the cmmunity and the verall well-being f the cmmunity itself. The third bjective fcuses n the grwth and sustainability f the city's neighburhds via prviding a cmmn identificatin and cause, that is a centre pint in terms f building the leadership, interest and cnnecting pints necessary fr a neighburhd t be strng, vibrant and sustainable. The Plan, within a city-wide perspective, als needs t be able t deliver key cntributins t the city's cmmunity and ecnmic develpment rles and initiatives. These can be achieved thrugh parks prviding significant urban frm resurces in the nging physical develpment f the cmmunity r trail systems that cnnect varius ndes within the cmmunity t prvide alternate transprtatin systems. Ecnmically, sprt turism and ther ecnmic activities within the leisure services mandate can be vital t the cmmunity in terms f jb creatin, ecnmic sustainability and enhancing the revenue generatin capacities f key facilities, thus reducing their financial impacts n the cmmunity and users. PAGE 3-4

15 The Plan's Missin is designed t be supprtive t bth Kitchener's Crprate Plan and the Visin fr the Leisure Facilities Master Plan in its effrts t ensure that it is brad-based in serving all the cmmunity's members, supprts neighburhds and creates a real value amngst the residences related t leisure services being a key part f a healthy, active and successful cmmunity. 3.4 Principles The fllwing Principles have been develped as a basis fr the directins, strategies and recmmendatins within the Kitchener Leisure Facilities Master Plan. Principles have three applicatins at this level f planning. First, they prvide an pprtunity t further utline key cmpnents f the Missin. Secnd, they identify hw the Plan and the service prviders need t interact with peple and the types f relatinships that need t be develped in rder t be successful. Third, they prvide an pprtunity t identify key accuntability and utcme areas. Recmmendatin The Leisure Facilities Master Plan will fcus n The prvisin f a balanced mix f leisure pprtunities, invlving recreatin, arts, culture, minr sprts, educatin and linked access t scial, health and related services. Fair and equitable leisure pprtunities that encurage participatin by all dimensins f the cmmunity in terms f ability, culture, ecnmic, gegraphic and related interests and backgrunds. Develping and implementing peratins, prgrams and resurces that perate with integrity, are cntinually evaluated relative t utcmes and respnd t evlving resident needs. The maximum utilizatin f existing resurces, thrugh their n-ging rehabilitatin and renewal. The prvisin f gegraphically dispersed facilities t meet changing market demands and ppulatin grwth patterns, while ensuring key linkages with neighburhd, district and citywide servicing requirements. The cntinuatin f specialized services fr senirs, yuth, the disabled, new immigrants, early years and ther targeted ppulatins whse citizenship and quality f life culd be enhanced thrugh better access t and increased participatin in leisure services. PAGE 3-5

16 Sustaining an imprtant emphasis n neighburhd-based leisure services prvisining thrugh the develpment f lcal resurce centres; supprts t cmmunity grups and neighburhd assciatins; enhanced access t lcal schls and related cmmunity-based facilities; and ther cnnected endeavurs. The Cmmunity Services Department cntinuing its leadership rle in the planning, develpment, facilitatin and supprts fr leisure services availability, using an array f innvative delivery strategies invlving partnerships, jint ventures, direct delivery and cmmunity-based service prvider appraches. Ensuring that the city's parks, pen space, the Grand River and stream crridrs and natural areas cntinue being valued by the cmmunity, cnserve key envirnmental resurces, are accessible t the public fr bth prgrammed and nn-prgrammed activities and cntribute significantly t the urban frm f the cmmunity. Develping leisure facilities that are flexible and can be linked t brader cmmunity strategies and initiatives related t health, ecnmic develpment, transprtatin, educatin and grwth management. Facilities and services that are sustainable ver the lnger term thrugh innvative designs and effective peratins, and that are adaptable and flexible, envirnmentally sund, affrdable t cnstruct and perate, facilitate an ease f maintenance and actively supprt inclusin. The first Principle identifies the imprtance f a balanced mix f facilities that tuch recreatin, arts, culture, educatin and ther service dimensins. It is thrugh this balanced mix that a spectrum f services is available that can meet the multitude f needs and variable interests f residents. Leisure services are nt fr ne particular dimensin f the cmmunity. They need t be reasnably available fr the multitude f resident interest that cnstitute a cmmunity. Als vitally imprtant, is that tday leisure services d nt stand alne. In mst cases, they have significant intercnnectivity t scial, health, educatinal and ther related services. This fcuses n the hlistic develpment f each persn and treating them as a whle persn and nt their individual needs. It is thrugh this interchange and cllective apprach that individuals are better served, have mre pprtunities and achieve enhanced utcmes. An example that Kitchener has practiced and cntinues t develp, is its cmmunity centres being resurce centres where they have the pprtunity t tailr their prgrams t the lcalized needs f a neighburhd acrss a spectrum f servicing requirements. PAGE 3-6

17 Anther Principle supprts the need fr the fair and equitable prvisin f leisure services s that all residents can have a reasnable pprtunity t access and participate in leisure activities. These services als need t nt simply exist but effrts need t be made t encurage participatin. This encuragement needs t be bth generic in terms f the whle ppulatin but als needs t be targeted at specific grups wh have barriers that need t be vercme, require different types f infrmatinal resurces r have ther cnsideratins that need t be addressed in rder t ensure fair and equitable access. In an increasing multicultural cmmunity, with sme financial barriers and ther challenges, the cmmunicatin and encuragement prcess becmes increasingly imprtant and diverse in rder t serve the whle cmmunity. Anther Principle fcuses n the Plan nt nly investing in new leisure facilities but that cnsiderable effrt needs t be made t renew existing facilities and t ensure that maximum use is being made f what is already available. T ften, the planning fcus can gravitate twards the new and exciting and lse sight f what currently exists. This is particularly imprtant, as many municipalities, Kitchener included, have many aging facilities that have been in existence fr twenty t fifty years. Therefre, nt lsing sight f the need fr rehabilitatin and renewal is vitally imprtant. Als, there has t be a reasnable gegraphic distributin f leisure facilities s that there is balanced access acrss the cmmunity, and that there are key linkages t service areas and scale s that neighburhd facilities service neighburhds, districts facilities supprt districts and city-wide facilities supprt city-wide access patterns. Facilities shuld nt be cncentrated in ne area but need t have a dispersin s that everybdy feels that they have reasnable access, travel times are shared and all areas f the cmmunity feel well served. Many segments f the ppulatin have specialized needs r culd achieve a particularly enhanced benefit frm participating in leisure activities. T date, senirs, yuth, the disabled, new immigrants and early years have generally been identified as imprtant target ppulatins fr varius ecnmic, health, scial develpment and ther cnsideratins. Thugh these target audiences can change ver time, they d represent areas f sme imprtance and can get 'lst' in the general service deliver parameters that can ften evlve. Much f the participatin f these individuals is tied t specific utcmes, such as better scializatin which can effect the lnger term successful develpment f a child, r keeping senirs active s that they are healthier and mre cnnected t the cmmunity and less islated, alng with achieving greater inclusin fr thse with disabilities r new immigrants wh cannt speak the language and experience significant barriers and can be left ut r behind. PAGE 3-7

18 Anther key Principle is t sustain an imprtant fcus n the neighburhds f Kitchener. This is a strategic pririty as expressed within the City's Crprate Plan. Therefre, this Plan needs t address key pprtunities t prvide leisure prgrams and activities lcally, whether thrugh a resurce centre r enhanced access t lcal schls r ther cmmunity-based facilities. It als reflects the fact that there needs t be investment in cmmunity grups in terms f them being able t sustain themselves, develp leadership capacities, cmmunicate and ther imprtant activities that will fster their success and sustainability. One f the key Principles f the Plan is that the City's Cmmunity Services Department has a definable and an imprtant leadership rle in the planning, develpment, facilitatin, delivery and evaluatin f leisure services in the city. The department represents a huge resurce in terms f the assets they have t wrk with, that is their technical skills and capabilities and ther inputs that are vital t bth the services they deliver directly and the supprts they can prvide t ther parties wh are central t the verall leisure services delivery strategy. The city des nt need t be all things t all peple r undertake every thing directly. In fact, the ability t wrk with neighburhd assciatins, rganized leisure services grups and ther third parties is an integral strategy in expanding the array f services, their gegraphic distributin, the pprtunities fr peple t cntribute t their cmmunity thrugh vlunteerism and t ensure greater levels f participatin. The city's parks, pen space and natural areas represent a very significant cmmunity resurce. They impact the urban frm and develpment pattern f the cmmunity, as well as cnserving key natural resurces that are valued by the residents and are necessary t sustain a healthy eclgical and envirnmental balance. Als, these resurces need t supprt bth prgram and nn-prgrammed activities. Nt all leisure services need t be prgrammed. In fact, there is significant imprtance in ensuring that there are pprtunities fr spntaneus and unrganized activities which fster mre creativity, scial interchange and adaptability. Key areas f cnsideratin within this Principle invlve the Cmmunity Trail system which is highly valued, the Grand River crridr which is a very significant resurce and the cmmunity's parks and sprtsfields. Leisure facilities n lnger stand alne as they can becme imprtant investment instruments in terms f brader cmmunity strategies. Therefre, the Plan needs t ensure that the leisure facilities being prpsed are supprtive t varius senir gvernment health initiatives, Smart Grwth, the city's ecnmic develpment strategy, transprtatin pririties and investments and ther initiatives. PAGE 3-8

19 Investments in leisure facilities and services als need t be sustainable ver the lng term. This can cme in the frm f innvative designs and efficient peratins r it may invlve facilities that are adaptable and flexible. There is a hst f cnsideratins in facility design that are imprtant t this Principle in terms f ensuring the city's investments maximize the return t be realized, the lng term sustainability f services and user benefits and satisfactin. 3.5 Plan Gals The fllwing gals have been identified frm the research fr the Kitchener Leisure Facilities Master Plan. Recmmendatin 1. T establish a resurce centres develpment mdel that supprts bth the delivery f neighburhd-based leisure prgrams and the City's Crprate Plan bjectives. 2. T realign arenas / ice surfaces t reflect cntemprary peratinal, lcatinal and market trends and requirements. 3. T prvide a fundatin and pririty fr future leisure activities and park and pen space utilizatin within the Grand River Crridr and fr the Cmmunity Trails system. 4. T develp a lnger-term strategy fr the develpment f indr pls / aquatic peratins that reflect demand levels and future residential distributin patterns. 5. T develp a balanced strategy fr the renewal and upgrading f existing leisure facilities, including park sites, as well as the intrductin f new leisure resurces t reflect ppulatin grwth, emerging residential develpment patterns and market trends. 6. T supprt ecnmic develpment and turism pprtunities and alternate strategies related t sme f the City's key leisure facilities. PAGE 3-9

20 7. T give cnsideratin t variable leisure services delivery mdels, building n the current mdel's successes and intrducing new appraches that may be mre reflective f the reginal-based participatin patterns, capital and perating cst implicatins and market trends and activity prfiles. 8. T develp selected plicy, rle and psitining strategies fr the Cmmunity Services Department in terms f the brader leisure services netwrk and delivery mdel within the cmmunity. 9. T assess and develp strategic directins in key plicy areas, such as the Cmmunity Grants Prgram / Affiliatin Agreement, gender and disabled participatin perspectives, targeted ppulatins and ther dimensins. PAGE 3-10

21 4.0 LEISURE SERVICES DELIVERY POLICY AND STRATEGIES 4.1 Intrductin The Leisure Facilities Master Plan fundatin prvides recmmendatins n a Visin, Missin, Principles and Gals as a basis fr the Plan's ther recmmendatins. The next dimensins t be develped within the Plan, prir t the individual leisure facility and service initiatives, are the city's service delivery plicy and delivery strategy recmmendatins. These recmmendatins set ut the framewrk n which city decisins n leisure facilities and services need t be assessed and g frward. This cmpnent f the Plan has tw dimensins. First, is the Leisure Services Delivery Plicy recmmendatin that guides the city's actins and investments. Secnd, are the ptential array f delivery strategy recmmendatins designed t achieve the varius desired utcmes. 4.2 City Leisure Services Delivery Plicy.1 Overview Municipalities are cming under increasing expectatins t being able t deliver a wider range f leisure pprtunities, many f them invlving increasingly sphisticated facilities, integrated services delivery appraches and grwing lng term capital, perating and financial / sustainability requirements. Sciety has mved t a pint where there is a grwing array f leisure activities that peple want t be invlved with, many f them invlving smaller clusters / segments f individuals within the cmmunity and beynd. Als, many activities / services are subdividing int grups that want high perfrmance experiences r individuals wh just wish t try smething ut r have a mre limited experience. In the middle, may exist expectatins, frm hbbyist t a regular participant at a recreatin level f interest. The increasing mix f leisure activities, and the differentiated cnnecting pints that participants have with each f these activities, is generating a mre cmplex service delivery envirnment. Further cmplicating this envirnment is that new grups are frming that need supprt while established grups g thrugh cycles f strength and weakness variability. As a result, the city can be apprached t supprt the launch f a new service initiative r by rganizatins that are experiencing sustainability challenges r when significant leadership challenges ccur. As a basis fr the city t express its rle in the planning, develpment, delivery and evaluatin f leisure services, it requires a plicy framewrk upn which t ensure that it is nt seen as the sle party respnsible and that everything des nt lead back t the city. Hwever, the plicy needs t recgnize PAGE 4-1

22 that the city is in a unique psitin within the leisure services delivery mdel in terms f skills and capacity, assets and financial resurces, service stability and ther key delivery factrs. Finding a balance that is a basis t undertake this rle is a vital part f the lng term planning prcess fr leisure services and facilities in Kitchener..2 Recmmendatin The fllwing Leisure Services Delivery Plicy recmmendatin has been develped fr the City f Kitchener's Cmmunity Services Department. The City f Kitchener is a leader in the planning, develpment, delivery and evaluatin f leisure services needs and pprtunities within the municipality. The city firmly believes in the value f and need fr cmmunity rganizatins t successfully perate leisure services as a primary means t expand the accessibility, availability, affrdability and mix f leisure services that are available t its citizens. The priritizatin prcess fr City f Kitchener's participatin and investments in the leisure services facilities will fcus n servicing City f Kitchener residents as the primary users within the fllwing pririty framewrk: First leisure services that facilitate and encurage brad-based participatin amngst city residents at a recreatinal level f activity, including in-city, reginal and prvincial cmpetitive riented activities fr children and yuth. Secnd leisure services and accessibility supprts that link t the specialized needs f targeted ppulatins, such as thse with disabilities, senirs, yung children, teens, new immigrants, etc. Third leisure services that are primarily intended t supprt key strategic initiative f the City f Kitchener, such as dwntwn redevelpment, cnversin f brwnfield sites, cnservatin f majr pen space resurces and specialized services that ensure a brad mix / array f leisure pprtunities fr Kitchener residents. PAGE 4-2

23 Furth leisure facilities develpment that are targeted primarily at natinal and internatinal level athletes, participants, etc., and which will nly be cnsidered within a sprt turism framewrk where need / use levels and impact ptential demnstrates an evident benefit t the cmmunity, and where ther partners (municipalities, senir gvernment levels, sustainable nn-prfit rganizatins and the private sectr) are active, substantial and cmmitted cntributrs. The city will fulfill its rle in the planning, develpment, delivery and evaluatin f leisure services based n the fllwing hierarchy f respnses and rles. First will actively wrk t facilitate and supprt cmmunity grups and individuals in the develpment and delivery f leisure services by prviding technical supprts, access t grants, and ther supprts invlving data infrmatin, vlunteer training and recgnitin, access t facilities and related strategies. Secnd will enter int partnerships, jint ventures and related cllabrative initiatives, at variable levels f invlvement, that result in a shared respnsibility fr a leisure facility r service's delivery where: The interest f the residents f Kitchener are fully realized Need is apparent Sustainability within acceptable risk parameters exists. Third t undertake the direct delivery f leisure services and facilities where ther delivery strategies are nt viable r available, utilizing direct capital investment and annual budget supprt, as well as city staff perating alne r in partnership with vlunteers. PAGE 4-3

24 Any city invlvement in leisure services delivery shuld be based n the fllwing cnditins: Identificatin f demnstrated need at reasnable participatin levels Evidence f lng term sustainability Assured public accessibility, participatin and affrdability Invlvement by the city reflective f the scale f the benefits t be achieved t bth the participants and the cmmunity at large. The use f business case analysis and preparatin as a basis t supprt city investments in a leisure facility r services initiative. The city will establish a data cllectin and utcmes / perfrmance mnitring capacity that will effectively assess the value f the city's rle in the varius delivery strategies, the degree f participatin that is being realized and the benefits being realized by the city's investments. The plicy fcuses n the fact that the city is best served if rganized grups and individuals within their wn perspectives can be integrated int the delivery f leisure facilities and services. This strategy generally fcuses n prgram dimensins, as mst facilities becme t cstly and ften require sme frm f direct r partial city invlvement. The city can nt be all things t all peple. Therefre, grups f individuals with a particular interest need t galvanize themselves t a pint where they can take n many f the administrative, prgram develpment and delivery perspectives. The city has a strng rle in facilitating these grups in rder t help them frm, t prvide technical supprts and t assist them in terms f the challenges that may ccur frm time t time. This rle allws the city t engage with these grups at pints where the grups can remain independent but d nt have the capacity t access sme key resurces which culd range frm marketing and advertising, t registratin, t vlunteer training and develpment, t prgram evaluatin, t accessing grants, t assessing new pprtunities, etc. The city has many f the skills and capacities in-huse r has access t such resurces that can be very beneficial t these grups, especially if they are experiencing difficulties and their sustainability becmes threatened. PAGE 4-4

25 The secnd level f the plicy, indicates that the city, befre it will take direct invlvement in the delivery f a leisure facility r service, will lk fr alternative appraches. This culd be thrugh partnerships, jint ventures r ther cllabrative initiatives. A recent example has been the SprtsWrld Arena initiative. Partnerships are als being cnsidered with the Bxing Club and ther grups. This is nt a new perspective fr the city. But asking the questin early in the review and develpment prcess, as t whether ther strategies are available, needs t be frmalized. It may be that these pprtunities are nt apparent t the grups, and that partnerships and jint ventures may need t be initiated by the city and even rganized by them in terms f frming grups r peratins that culd eventually be a partner with the city. The third dimensin f the hierarchy, is that the city, based n evident need and strategy cmpliance, decides t make a direct investment in the develpment f a leisure facility r the delivery f a leisure service. This will ccur when n ther available alternatives exist and need is apparent. It leaves the city with a very imprtant rle, particularly with respect t leisure facilities. The plicy further articulates key criteria and related cnsideratins that need t be addressed whenever the city becmes invlved in a leisure facility r service initiatives. The affrdability and accessibility f the public becmes a majr criteria, as des sustainability and ther cnsideratins. Anther imprtant cnsideratin is that the scale f the city's invlvement needs t be in balance with the benefits that are ging t be realized. It is pssible that the ideas that cme frward are ut f scale with the benefits that will be realized. This needs t be assessed, all within a business case mdel. Frm a plicy implementatin perspective, the city will need t further develp the applicatin dimensins f the plicy, giving particular cnsideratin t the last pint which is ensuring the data recrding systems are in place t assess participatin and benefits, as well as perfrmance mnitring f the utcmes and benefits t be realized. PAGE 4-5

26 4.3 Leisure Services Delivery Strategies There are multiple appraches relative t leisure service delivery strategies fr the city. The fllwing material is a basis upn which t develp an verall services delivery strategy..1 Data Cllectin, Analysis, Evaluatin and Mapping Resurces Overview Currently, sme f the city's statistical gathering frmats are nt as cmprehensive r ffer the needed depth f analysis necessary t frmulate and supprt investment r plicy-based decisins. At the level f cmplexity that is being experienced, a mre attuned data cllectin and analysis system needs t be in place. Cmplimenting the data cllectin prcess, is the need fr an nging mnitring prcess t ensure that the benefits cited are being realized, risk is nt being unduly experienced and preventative actins can be taken prir t majr prblems evlving. This latter cnsideratin becmes increasingly imprtant as nn-prfit rganizatins becme mre invested in majr facilities, lngitudinal vlunteer availability challenges exist within key nn-prfit rganizatins and ther cnsideratins becme mre active in the perating envirnment that culd threaten sustainability r create substantive issues that need t be addressed t supprt sustainability. Als, mapping resurces need t be develped t supprt the array f recmmendatins in the Master Plan as a key analytical and develpment tl. Funding will be needed t supprt the develpment f the mapping tls, as well as planning inputs in supprt f all the leisure facility park and pen space develpment recmmendatins. PAGE 4-6

27 Recmmendatin An enhanced data and analytical based mnitring prcess is required, invlving the fllwing cnsideratins. A cmprehensive review and further develpment f the department's data cllectin, analytical and evaluatin activities t ensure increasingly relevant, accurate and timely data t supprt decisin-making with emphasis n: The city's leisure peratins t ensure that revenues are being ptimized, expenses are being minimized and participatin pprtunities are maximized. Changes that are ccurring in the reginal market cntext that culd influence participatin patterns and which might impact financial results, related t reduced revenues, increased expectatins r ther changing market cnditins. Supprting rganizatins that the city is significantly cnnected with in terms f grants r related t the ptential impacts if the rganizatin were t cease peratins r run int a majr financial issue. Use f Leisure Services Delivery Plicy as the primary basis fr any current r future leisure services evaluatins related t philsphical fit, criteria, gals, etc. Develpment f mapping resurces t supprt the Master Plan s implementatin..2 Supprts t Organized Grups Overview The City f Kitchener has an effective histry f prviding targeted supprts t rganized arts and culture, minr sprts, targeted ppulatins and ther grups. These supprts can be wide ranging, invlving training n bard gvernance; supprts related t registratin and budget management; vlunteer develpment, training and recgnitin; advertising and marketing; trends assessments and ppulatin analysis; etc. Direct supprts t varius leisure services grups are currently rganized within the Cmmunity Services Department n a functinal basis. The cst t the city is relatively lw cmpared t what wuld ccur if any majr rganized grup were t falter r disappear and the service needed t be delivered within the city's direct delivery mdel. Therefre, investing in the health, well-being and sustainability f rganized PAGE 4-7

28 delivery grups is a valuable, lng term investment, bth in terms f cmmunity develpment and capacity building, as well as fr the city's lng term budget management requirements in leisure services. Recmmendatin That the city's current mdel f rganizatinal supprt t leisure services delivery grups be sustained and enhanced where reasnably pssible, as ne basis fr achieving the facilitatin rle identified within the Leisure Services Delivery Plicy. PAGE 4-8

29 .3 Partnerships / Jint Ventures Overview The city has a well established histry in terms f partnerships, jint ventures and ther initiatives. Whether it s the new St. Marys Cmmunity Centre, the SprtsWrld Twin Pad facility, the Budd Park Indr Sccer facility r ther initiatives, the city has utilized this technique n numerus ccasins. Over the last ten years, there has been cnsiderable discussin and experimentatin with private-public partnerships, jint ventures and ther initiatives. Sme have wrked, and many have failed t materialize due t the rigrs and risk management requirements that are ften in place. This is an area that the city may wish t increasing use where pprtunities exist. Hwever, t increase the use f these techniques will likely require sme frm f increased flexibility and risk taking. The city will need t assess the levels f risk and their reasnableness n a case-by-case basis. Hwever, it is becming increasingly demnstrated that partnerships and jint ventures have the ability t expand the array f pprtunities, reduce financial pressures n the municipality and prvide ther benefits. Hwever, they als require the develpment f new skills in terms f cntract management, partnership evaluatin and ther inputs, alng with enhanced risk taking and ther change perspectives. Recmmendatin T cntinue partnership, jint venture and related initiatives where: Need is identified; Public access and affrdability are assured; The partnership is financially reasnable and sustainable; The scpe f investment is reflective f the benefits t be realized by residents f the city. PAGE 4-9

30 .4 Develper Respnsibilities Overview Municipalities use a mix f park dedicatin and ther land cnveyances, develpment charges in new residential develpments in rder t secure land and leisure facility resurces. There has been a mvement twards the develpers preparing parkland, in additin t rugh grading and als undertaking cmpletin f park develpment. Sme develpers believe that their residential develpments will have a significant advantage if parks are develped earlier within the verall develpment prcess. Typically, municipalities d nt advance the develpment f parks until certain ppulatin threshlds are identified and develpment charges have reached certain levels. Recmmendatin The city explre with develpers, the pssibility f develpers taking n a larger rle in the preparatin f parks, pen spaces, cmmunity trails and ptentially leisure facility sites. This will be a challenging task as nt all develpers will have an interest, hwever the pprtunity culd be an incentive fr develpers t take n the early preparatin f parks and facility sites t city standards thrugh develpment charges credits. If indeed there is benefit t be realized frm a marketing perspective by the develper, then there culd be a strategy whereby their invlvement culd result in facilities being derived earlier, but always t city standards. Such a strategy culd result in several benefits: Reduced city tendering requirements and ptentially sme cst savings. Prtectin f city's standards. Reduced pressure frm residents fr earlier develpment f facilities in evlving areas. A mre integrated apprach t the develpment f new cmmunities / neighburhds in terms f rads, services, utilities, parks, etc. PAGE 4-10