Master Plan Presentation
Presentation Agenda • Introductions – RC Strategies+PERC • Purpose of a Master Plan • How the Master Plan was developed • Review some research from “State of Recreation, Culture & Facilities” • Review recommendations from “Recreation and Culture Master Plan” • Feedback mechanism
What is a Master Plan? The Recreation, Culture & Facilities Master Plan will identify priorities and recommendations regarding the provision of recreation, culture, active and creative lifestyle opportunities, and services to meet the needs of residents and visitors over the next 10 years .
Project Process
Project Inputs
State of Recreation, Culture & Facilities • Projections: • 1.6% annual growth = 17,317 in 2029 • 2.5% annual growth = 17,750 in 2029
State of Recreation, Culture & Facilities
State of Recreation, Culture & Facilities Background Review • Local Planning • Strathmore Council Strategic Priorities • 2018 Long Term Financial Plan • Strathmore Municipal Development Plan • Wheatland County Municipal Development Plan • Provincial Planning • Active Alberta Policy • Municipal Government Act • Spirit of Alberta – Alberta’s Cultural Policy
State of Recreation, Culture & Facilities Background Review • National Planning • A Framework for Recreation in Canada: Pathways to Wellbeing • Let’s Get Moving: A Common Vision for Increasing Physical Activity and Reducing Sedentary Living in Canada • Truth and Reconciliation • Canadian Sport for Life
State of Recreation, Culture & Facilities Engagement
State of Recreation, Culture & Facilities Household Survey Findings
State of Recreation, Culture & Facilities Household Survey Findings
State of Recreation, Culture & Facilities Household Survey Findings
State of Recreation, Culture & Facilities Household Survey Findings
State of Recreation, Culture & Facilities Household Survey Findings
State of Recreation, Culture & Facilities Household Survey Findings
State of Recreation, Culture & Facilities Household Survey Findings
State of Recreation, Culture & Facilities Household Survey Findings
Recreation and Culture Master Plan
Foundations Vision All area residents have opportunities to participate in a variety of structured and unstructured recreation and culture activities individually, collectively, and as a family unit. Residents have pride in their community, feel a sense of belonging , and are healthy and fulfilled. The provision of recreation and cultural services enhances the quality of life of community members.
Foundations Principles • There is consideration of the physical and financial sustainability of the natural and built environments. • Recreation and culture opportunities respect and welcome the broad diversity included in the community. • Services are responsive to changing community needs and service expectations. • Partnerships grounded in trust and mutual response are integral to building healthy and thriving communities. • As a focal point for community activities, recreation and culture facilities are planned and developed to provide opportunities for social interaction. • Opportunities for recreation and culture services to provide important connections to nature are sought. • Decision making is conducted using fair and open processes .
Draft Foundations Goals • Residents participate in a variety of recreation and culture opportunities. • Residents are living healthy lifestyles. • Communities are strong and caring. • The Town makes decisions effectively.
Draft Recommendations Service Delivery 1. Continue to develop new partnerships and enhance existing partnerships in the provision of recreation and culture services. • Limited resources mean partnerships are important • A variety of current partnerships exist including with: • Private sector – Strathmore Motor Products • Neighbouring governments – Wheatland County, Siksika Nation • Not For Profits – Strathmore Agricultural Society, Golden Hills School Division • Partnership policy should be developed
Draft Recommendations Service Delivery 2. Develop a centralized booking process for facilities. • Town provides spaces as do others in the community • Hurdle for groups trying to book spaces to know who to contact • Single point of contact would make the process less complicated and onerous 3. Enhance communication efforts related to recreation and culture opportunities and benefits. • Many different vehicles are being utilized by Town and groups • Leverage Town’s expertise and have a “primary” channel of communication
Draft Recommendations Service Delivery 4. Strengthen capacity by providing support to non- profit/partner organizations. • The majority of opportunities are provided by volunteer run community organizations and NFP • It is important to ensure these groups are healthy and functioning well • Community development role to help groups get the skills they need • Volunteer management, marketing, governance, etc
Draft Recommendations Service Delivery 5. Assist in the development of an umbrella organization for the arts and cultural community. • Provides as single entity that can help communicate and promote themselves to the community and the Town • Makes liaison with the Town easier / more efficient • Single point of contact • Ensures smaller arts and cultural groups have connection • Assists group in sharing information and expertise • Leverages the efforts of many
Draft Recommendations Programming 6. Identify and reduce barriers to participation in recreation and culture programs and activities. • Main barriers are: • Lack of awareness • Program timing • Admission costs 7. Develop a fees and charges policy. • Identifies a process for setting fees • Differentiates between groups • Provides some direction on cost recovery and what should be included in the recovery calculation
Draft Recommendations Programming 8. Continue to focus on the delivery of community wide events and activities. • Majority of households said these are important • Helps with community identity and creating a sense of belonging • Can support inclusion and reconciliation 9. Ensure that programs respond to community needs. • Town can fill gaps in provision • Programming for youth; outdoor programming; special needs; cultural programming
Draft Recommendations Infrastructure • Enhancements to: 10.Implement a model to determine • Climbing walls individual facility / amenity strategies. • Fitness/ wellness facilities • Performing arts theatres • General public / household preference • Art display spaces / • Community group / stakeholder preference galleries • Utilization of existing facilities / amenities • Court sport spaces • Participation trends • Indoor child play spaces • Supply in the area • Show / event facilities • Ice arena sport facilities • Supply compared to other communities
Draft Recommendations Infrastructure 11.Utilize a project / amenity prioritization framework when contemplating numerous projects that are competing for municipal support. • Amenity strategy criteria plus: • Community accessibility • Priorities • Social inclusion • Operational financial impacts • Performing arts theatres • Partnership opportunity • Ice arena sport facilities • Expected economic impact
Draft Recommendations Infrastructure 12.When considering the development of facilities, follow a defined project development framework. • Needs assessment • Feasibility analysis • Design and development
Draft Recommendations Infrastructure 13.When making decisions about locating any new recreation or culture facilities ensure the following issues are considered. • Expansion capability • Land use • Regional partner appeal • Parking and traffic impacts • Active transportation corridors • Proximity to other rec / culture amenities • Proximity to schools and other complementary services
Draft Recommendations Infrastructure 14.Implement an asset management and facility condition index approach. • Reinvestment related to life cycle planning and budgeting • The Town does contribute to an Infrastructure Reinvestment Reserve • Consider the functional relevance of the space as well. • Facility Condition Index • If the capital investment is greater than 50% of the cost to replace the facility then consider replacing the facility
Draft Recommendations Data Collection 15.Implement an ongoing process for data collection to inform decision making and performance measurement. • Ensure the uses for the information is understood • Utilization data for all spaces is probably a start • information can be used to determine whether desired outcomes are being achieved
Feedback • Hard Copy • Online (www.Strathmore.ca) 35
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