Future Recreation and Leisure Centre Feasibility Study
Total Page：16
File Type：pdf, Size：1020Kb
The City of Chestermere Future Recreation and Leisure Centre Feasibility Study Final Report March 2016 The City of Chestermere Future Recreation and Leisure Centre Feasibility Study Final Report Study Summary At the beginning of this planning process, the City of In order to understand the implications of meeting these Chestermere set out to explore community need and demand emerging demands for indoor recreation facilities in the for indoor recreation facilities both now and in the future. City and addressing community need, three potential Seeing as though the City has a fresh and evolving recreation levels of development are outlined herein. Each of these department and has not yet had the responsibility of owning levels includes extending current service levels and has an and/or operating indoor recreation facilities directly, the process associated capital and operating impact associated with it. of planning new facilities must assume that existing indoor The following chart explains: recreation facilities are sustained; existing facilities which are not under the control of the City. Ensuring that existing Incremental Incremental facilities are sustained is an important consideration Level Capital Cost Operating Cost for City decision makers prior to contemplating major (±25%, 2015) (Estimate) investment in new, expanded service levels. Under the Level 1 assumption that new indoor recreation facilities should only be $27,122,388 ($600,000) developed after ensuring current service levels are maintained (Field House and Fitness) the following list of facility spaces has been identified and Level 2 ranked via a thorough program of research and engagement (Field House, Fitness, $19,167,720 ($400,000) from the general public and stakeholders and under the and Leisure Aquatics) guidance of a Task Group consisting of dedicated community Level 3 stakeholders and City administration. (Field House, Fitness, $30,653,805 ($400,000) Leisure Aquatics, and Arena) Rank Facility Space Total $76,943,913 ($1,400,000) 1 Field House Facility The City has been fortunate in that it has not had the 2 Indoor Walking Track responsibility and budget requirements of owning and 3 Fitness Centre operating indoor recreation facilities until this point in its evolution. It is likely that this will change in the near future. 4 Fitness/Dance Studio With a growing population of over 18,000, amenities typical 5 Indoor Child Playground to the current size of the community and as it grows even 6 Multipurpose Program Rooms bigger will include indoor pools, indoor field facilities, 7 Group Meeting Space additional ice surfaces and other indoor recreation 8 Indoor Leisure Aquatics with Lanes (and culture) amenities. 9 Ice Arenas (2) Study Summary Key to meeting future demands for indoor recreation The City of Chestermere is at an important time in its facilities is sustaining existing service levels. Once the history. The growing pains associated with evolving from City has comfort in knowing that existing indoor recreation a town to city include strains on finance and infrastructure. facility service levels are maintained (e.g. the continued These strains are heightened in areas such as indoor operation of the Chestermere Regional Recreation Centre), recreation where responsibilities have not been required furthering project development related to Levels One to until now. Three will require the following key next steps: City decision makers now have the information they require 1. Internal analysis of available resources for future in contemplating future indoor recreation facility provision in indoor recreation facility projects. the Chestermere. Community input, research and internal 2. Gain and demonstrate internal commitment for a and external expertise have developed a course of action desired level of indoor recreation facility development for the immediate term (should new facilities be desired) in the context of an expanding City interest in ownership and 3. Explore ownership partnership opportunities operations of indoor recreation facilities for a population with interested parties of 18,000 as well as when it grows to 50,000 and beyond. 4. Select/acquire a site for future indoor recreation The City can now chart its own course for the provision of facility development (ideally between 20-40 acres) indoor recreation facilities that will undoubtedly enhance 5. Engage design and general contracting resident quality of life and lead to a healthier, happier and expertise in designing a new facility and construct more connected community. the facility (potentially via a construction management approach) 6. Design and initiate a capital fundraising campaign for the agreed to project (including private sector sponsorship and applicable government grants) 7. Complete a detailed business plan for the project exploring and outlining key operational partners, user agreements, and ensuring operation readiness for facility opening 8. Open and operate the facility Of note is that should commitment be made to move forward with a project (Step 1 as previously presented) between 18 – 24 months will be required to undertake design and construction of the facility. Table of Contents Section 1: Introduction 1 Section 2: Background Review 3 Section 3: Context 6 Population Analysis 6 Growth Projections 7 Section 4: Regional Recreation Facility Context 9 Indoor Aquatics 9 Field House Facilities 9 Ice Arenas 10 Future Facilities 10 Section 5: Trends Analysis 14 Physical Activity and Wellness 14 Participation Trends 15 Infrastructure Trends 18 Sport and Cultural Tourism 19 Partnerships, Volunteerism, and Community Building 19 Section 6: Engagement 21 Resident Survey 21 Community Group Survey 35 Stakeholder Interviews 39 Table of Contents Section 7: Research Summary and Facility Concept Program 40 Section 8: Facility Concept Plans and Site Requirements 42 Facility Concept Capital Costs 49 Facility Concept Operating Costs 49 Facility Concept Ownership and Operating/Governance Options 50 Section 9: Future Indoor Recreation Facility Strategy 51 Key Considerations 52 Drop-in vs. Spontaneous Uses 52 Recreation, Community Social Development, and Cultural Services 53 Multipurpose Facilities 53 Facility Design 54 Section 10: Study Summary 55 Appendices A: Household Survey Tool 57 B: Stakeholder Interview Participants 63 C: Group Survey Participants 64 D: Recreation Facilities in the Market Area 65 Section 1 Introduction Chestermere, Canada’s newest City, is a rapidly growing community of over 18,000 residents and offers a broad array It is important to note that the development of this of supports, services and facilities. With this growth comes study has been guided by a community task group. increasing demands for all supports, services, and facilities— The task group represents community interest including indoor and outdoor recreation amenities. and is comprised of leaders with a variety of backgrounds from the City of Chestermere. The City of Chestermere believes in recreation and healthy living. In order for the City to be “Alberta’s Oasis: The Recreation and Relaxation Capital” (2014 – 2018 Strategic Plan) it needs to have a strong recreation service delivery system. This includes City of Chestermere support for recreation investment; committed and successful Council and Administration recreation delivery partners; and appropriate and effective recreation infrastructure. To this point in time, the City has provided outdoor recreation infrastructure directly and has supported indoor recreation opportunities via Project Liaison other delivery partners. Task Now, due to its increasing size and ever diversifying Group demands for recreation services, the City has created a Consulting Team Parks and Recreation division to help achieve enhanced community benefits from recreation. With a recently completed Master Recreation Plan and a new Social Plan (being developed), the City is positioned well to explore its role in future indoor recreation facility infrastructure needs. The City of Chestermere is exploring the feasibility of a potential recreation and leisure centre in Chestermere. 1 Research conducted in the development of this study has been thorough and encompassing. The research has been translated into a recreation and leisure centre program, concept plan, and cost estimates (2015). Other pertinent information is also presented herein. The intent of this document is to give City decision makers the information they need to best position the City in regards to future indoor recreation facility provision and to sustain and enhance resident quality of life in the foreseeable future. Feasibility Study Process Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Background Research Market Research Visioning and Facility/Site Draft and and Project Initiation Research Synopsis Program and Final Study Feasibility Analysis Project Start-up Regional Recreation Stakeholder Visioning Primary Facility/ Preparation of Draft Study Background Review Facility Context Session Site Program Steering Committee Review Consultation/ Population Analysis Background Report Secondary Facility/ Council Workshop Site Program Communications Plan Comparative Analysis Stakeholder and Public Social Media/ Consultation: Site Requirements Review Session Media/Web Content Market Area (City/County) Facility Concept Plan Final Study City Context Resident Survey (mail-out) Site Concept Plan Council Presentation Trends Analysis Market Area Resident Survey (web) Capital Cost Estimate Stakeholder Group Survey Governance