The Heart of

Building the Future – the Next 50 Years and Beyond 2014 Natural beauty, a window to partner when the Authority was the past, community pride, formed in 1962 — at that time and family adventure – a very unique collaboration. Wascana Centre embodies Today, the Centre is 2,300 the spirit of Saskatchewan. acres of natural and recreation area that complements one of Even Saskatchewan’s visionary the most majestic architectural first Premier, Walter Scott, structures in the Commonwealth, could not foresee that when the Saskatchewan Legislative he set aside 68 hectares of Building. land more than 100 years ago for what would one day serve It’s difficult to imagine an as the home to the province’s attraction that offers more to the Legislative building, that Wascana thousands of daily visitors and Centre would become the tourists that flock to the Centre symbolic heart of the province each year. On any given day, and its capital city. Wascana Centre is filled with activities. Visitors and residents From its humble beginnings as alike can be seen running or a barren piece of land on the strolling along its many trails, outskirts of Regina, the area taking in the natural and man- quickly grew into an urban oasis made features throughout the when the City of Regina set Centre. Home to an abundance aside more land on the opposite of flowers, greenery, and a shore of the lake and named it waterfowl park, the Centre is Wascana Park. The University the perfect destination for bird of Regina became a founding watchers and nature lovers. Wascana Centre Wascana the heart of province and our capital city Wascana Lake itself is ideal for water sports in Canada. the Centre is here for generations rowers and other water sports to enjoy, is always a moving and enthusiasts, while facilities are In addition, Wascana Centre humbling moment. The Centre plentiful for family picnics or just offers arts and cultural activities, is also the site of permanent letting your cares drift away as and presents visitors with a wide- centres of higher learning, like you listen to the water gently array of learning opportunities the . lapping against the shore. Even that can be fun and inspiring for the winter months are filled with all ages. Visitors can view the The park is truly a place that the fun at the Centre, with ice skating displays at the MacKenzie Art province’s people and visitors and cross country skiing among Gallery, take in a show at the to this prairie jewel have come the favourite activities of its , or take to love and treasure. Every day visitors. home some of the works of Wascana Centre lives up to its Saskatchewan’s own artisans, motto of “a place for you”. While the everyday charms of who sell their wares at the many the Centre are what make it arts and craft sales like Bazaart. so enduring, the park has also They can also expand their become famous for events on minds in entertaining ways at the a grander scale. Every year Saskatchewan Science Centre thousands of people visit the park and the of Natural to celebrate Canada Day or other History, or take in the history events like the annual dragon highlighted by architectural boat races. Over the years, the features such as the Trafalgar Top: Children experience Centre has even played host to Fountain and Speakers’ the wonders of nature in the prestigious national happenings Corner. Paying tribute at the Centre’s natural habitat area. like the Canada Summer Games, Saskatchewan War Memorial to and has become recognized the men and women who made as one of the premiere sites for the ultimate sacrifice to ensure

2 3 Creating a legacy A vision for the next 50 years and beyond

In 2011, the Board of The project was directed by the The end goal of the study was Wascana Centre Authority Strategic Planning Committee to determine sustainable and undertook a Comprehensive of Wascana Centre Authority’s realistic governance and funding Review project with the goal Board of Directors and their work models that would ensure that of establishing a strategic examined the vision, mission the Centre remains an urban direction that would ensure and mandate of Wascana Centre retreat for Saskatchewan a sustainable future for this through consultations with the people to enjoy for many treasured natural retreat. public, along with professional, years to come and remains Constraints of the current third party assessments of the site of Saskatchewan’s governance and funding all assets, infrastructure and legislative building — the seat of model include the declining landscapes within the Centre. government. condition of infrastructure, The project also included a inability to meet day- review of best practices of other The following describes the to-day obligations and jurisdictions. details of the review and the concern that the Centre will findings of professional, third deteriorate if the status quo Of all these aspects, the most party assessments of the Centre, is maintained. important element of the review, along with recommendations for was the views of the many a model for the future. It is estimated that an additional stakeholders with interests in $54 million will be needed over Wascana Centre as it now exists, the next 22 years for repair, and their visions for the future. replacement and enhancements. There was hearty endorsement Annual operating costs are also for the Centre and a clear desire Left: Pink roses in the Queen expected to rise from $6.5 to have it remain as an important Elizabeth II Gardens bring million to $10 million over the and enhanced public space in vibrant colour to Wascana next 25 years. Saskatchewan. Centre.

4 Current governance of Wascana Centre — Wascana Centre Authority

With the establishment of Wascana Centre Authority’s the Wascana Centre duties include the day-to-day Act in 1962, an authority operations and stewardship governed by a Board of of the Centre’s 2,300 acres, Directors was created to including the upkeep of buildings provide oversight and guide and landscaping, and regulating the future of Wascana events within the Centre. It is Centre. accountable and responsible for reporting back to the public, The founding partners of and overseeing any outdoor or Bottom: Wascana Centre Wascana Centre Authority external decisions related to the provides vast green space to help to fund the Centre and its structures and landscapes within the people of the province, right within the heart of the required upkeep. The partners/ the Centre’s boundaries. capital city. landowners include the Province of Saskatchewan, the University of Regina, the City of Regina and Wascana Centre Authority.

5 Current challenges of the Authority

With an urban park of this There is also a lack of clarity infrastructure failure occurs or size, challenges and funding amongst the funding partners public safety is at risk. This has decisions are required about who is responsible created a problem of needed regarding the operation, for maintenance and capital maintenance in the Centre being upkeep and everyday investments in the Centre, delayed. grooming of the park to resulting again in the Centre’s keep it looking its very best. upkeep being underfunded.

Currently, the park’s infrastructure The fiscal challenges faced (buildings, roadways, sidewalks, by the Authority have resulted etc.) needs extensive in investments being scaled maintenance, renovation or back and limited to routine even replacement. Necessary operations (grass cutting, snow maintenance dollars and capital clearing, etc.), managing and have not kept pace with current regulating activities, and making and future needs. capital investments only when

6 7 Course of action

After determining the all Saskatchewan residents and • The review and development challenges the Authority serve as a beautiful legislative of a sustainable funding faced to properly fund the grounds in the capital city for model. Centre, the Wascana Centre years to come. The review The review was split into two Authority board chair and was conducted by third party parts – (i) the strategic direction vice chair met with the professionals over the course for the next 50 years, including appropriate provincial of two years. The scope of the the mandate, vision, and purpose, officials to discuss Wascana review included: and (ii) the infrastructure and Centre’s strategic direction asset assessment that would for the next 50 years. • Wascana Centre Authority identify the infrastructure deficit and all lands and other and propose a model for The result of a series of assets currently under its remediation, maintenance and meetings was that the Authority stewardship. capital investment. was directed to engage in a • The future purpose of comprehensive professional Wascana Centre or a Professionals were hired to review of Wascana Centre’s new entity relative to the conduct the review through core services, available assets, funding partners and overall an open and transparent, potential risks/challenges, community. qualifications-based selection overall operations, organizational process. structure, and related legislation. • The strategic direction of the Centre for the next 50 years. The aim of the review was to build on the achievements of • The governance model, the last 50 years and to find a operations model, sustainable funding model for the organizational structure and Centre, so it continues to benefit supporting legislation of the Centre.

8 Strategic planning, Wascana Centre is a masterpiece on the prairies, public engagement, a legacy that is a cornerstone vision of our capital city, our region and our province – a place Intelligent Futures, a firm welcoming for everyone. specializing in collaborative approaches to community The vision set the strategic sustainability, was engaged direction of the Centre, and to gather stakeholder and concluded that the Centre’s public input to the vision, current governance and funding mission and mandate for model would not provide the Wascana Centre over the necessary platform to achieve next 50 years. that vision.

The outcomes of the public Building and engagement process revealed the passion Saskatchewan infrastructure people have for the park. They view it as a unique and valued Associated Engineering part of the province and living performed condition in Saskatchewan. They also assessments of the expressed concern about the buildings owned by the watershed in the area and the Authority. need to protect the environment. By engaging the public, a vision They reviewed two commercial for the Centre for 2063 was buildings, eight depots devised: and maintenance shops, Key findings and analysis

9 eight washrooms and four Landscape • The irrigation is well past its miscellaneous facilities within the lifecycle and certain lines Centre. The results highlighted assessment contain asbestos. the following: Crosby, Hanna & Associates • More pathways would conducted a review of the reduce the wear and tear on • 35 per cent of building landscapes, including soft the turf, even though the turf assets met or surpassed their landscapes (plant materials), is healthy. lifecycle. bollards (lighting, traffic • Capital required to upgrade • 13 per cent of buildings posts, etc.), site furniture the landscape to an have less than 10 years of (benches, etc.), irrigation, art acceptable level over 10 remaining life. features, monuments and memorials, and play areas. years would be about $22 • 15 per cent of buildings million. have less than 20 years of The results showed: remaining life. • Many trees are at the end • Four buildings were in good of their lifecycle and require condition. Four were in replacement. adequate condition and 14 were in poor condition. • Pruning is required to preserve older trees and • The capital required to prolong the life of younger repair or update the building trees. portfolio would cost $4.64

million immediately and $27 • Invasive plant species should Top: Diverse wildlife can be million over the next 20 be removed over time. spotted from atop a bridge. years to replace or update buildings.

10 Left: Wascana Centre serves as the scenic backdrop for the University of Regina.

11 Infrastructure The results showed: • 1 per cent of sidewalks and pathways are in poor assessment • 32 per cent of the roads are condition, the rest were in very good condition. deemed in very good condition. Associated Engineering • 19 per cent of the roads conducted infrastructure are in poor or very poor • The capital required to repair assessments on assets that condition. or replace infrastructure over Wascana Centre Authority is the next 10 years would be • 79 per cent of parking lots responsible for maintaining. $16.76 million. are in fair to very good condition.

Summary – Building, Infrastructure and Landscape Review

The result of these assessments was to identify the following required expenditures to repair, replace and maintain the structures, landscape and the infrastructure.

2013 to 2018 $20,708,000 2019 to 2024 $18,719,000 2025 to 2030 $12,213,000 2031 to 2036 $2,729,000

Total $54,219,000

This does not include up to $27 million in building replacement costs. The assessment provided information to evaluate the present and projected future infrastructure needs and costs for Wascana Centre forecasted to 2036 – a forecast beyond that was thought to be unreliable.

12 Alternate sources of The results showed: • Housing or hotel development would • Coffee shops, cafes and revenue generate one-time revenue kiosks were aligned to of between $5.2 million to what the public would Froese Consulting Inc. $11.7 million. performed a feasibility like to see in the Centre, study on potential revenue but not considered to • None of the options generating activities on have significant revenue could be expected to add the lands owned by the generating potential. significant dollars to the Authority. ongoing operating, repair, • Services like a physiotherapy and maintenance costs of clinic near Douglas Park Two opportunities were explored, Wascana Centre. including coffee shops and were considered feasible cafes, and redevelopment of the and in the public’s interest, nursery area for residential-type but not considered to use – hotels or high density have significant revenue residential development. generating potential.

Forecasted possibilities for efficiencies, • Consolidation and other and determine future operational measures have operating costs operational costs. the potential to produce efficiencies, without a drop in The results showed: Conroy Ross Partners service to the public. conducted research and • Operational costs are worked with Wascana expected to rise from the Centre employees to assess current $6.5 million annually operational costs, examine to more than $10 million annually over the next 25 years.

Years Maintenance Costs Operating Costs Total

2013 to 2018 $20,708,000 $37,500,000 $50,208,000 2019 to 2024 $18,719,000 $42,500,000 $61,219,000 2025 to 2030 $12,213,000 $47,500,000 $59,713,000 2031 to 2036 $2,729,000 $50,000,000 $52,729,000

Total $54,369,000 $177,500,000 $231,869,000

13 Governance and • Landowners must be should be pursued. accountable for the operation • Being open to the pursuit of operating model and maintenance of their revenue opportunities should options land. be encouraged. • Wascana Centre’s vision Governance and operating • The citizen experience must encapsulate what the model options were matters. reviewed in relation to 10 Province, City and University other parks and cultural strive to achieve together. Five alternative scenarios were provided to the strategic planning agencies worldwide. • There is a need to be open committee for consideration and transparent to the public. Conroy Ross Partners completed for the future governance of a benchmarking and best • A precinct approach (i.e. Wascanca Centre Authority. The practice review, examining: nature, recreation, sports, two key recommendations were: strategic positioning, use of etc.) can help inform uses for • Maintain the status quo with resources and procurement, different sections of the land increased funding. organizational structure, area within Wascana Centre. accountability, and development • Wind down Wascana The results of this review further orientation of the organization Centre Authority, with the showed: related to building construction responsibility for stewardship and future expansion and • Simplification of the falling to each of the development. The strategic governance and operation landowners. planning committee agreed to of Wascana Centre would four principles that would inform provide opportunities to Top: Children looking over the the future governance and advance the vision. bridge to the waters below. management model for Wascana Centre: • Securing statutory protection of the lands and the land use

14 15 The future governance model

After much review and The four key outcomes of 4. The Government would analysis, the option the comprehensive review develop a plan for advisory that provided the best project are: input by the original opportunity to preserve Wascana Centre Authority the legacy of Wascana 1. A clear understanding of partners and stakeholders, Centre as the legislative the depth of passion the and the partners will grounds in the province’s people of Saskatchewan remain responsible for the capital city was determined feel for Wascana Centre stewardship of land and to be the Government of came through the structures they own within Saskatchewan leading the public and stakeholder the Centre. The partners development of Wascana engagement. would agree to common Centre and assuming architectural, engineering The full extent of the responsibility for the Centre. 2. and landscaping standards financial investments and have an overarching required to properly The government would also agreement to that effect. maintain the Centre now develop a model for advisory and into the future was The four descriptions of success input with common architectural, realized. for the future of Wascana Centre engineering and landscaping include that it: standards, by the original 3. A new governance Wascana Centre Authority model was determined • is a beautiful place; partners, and each landowner where the Government • reflects a thriving would be expected to assume of Saskatchewan would watershed; stewardship and responsibility assume responsibility of their owned lands through for the Centre and the • provides a diversity of an overarching agreement. The development of the activities; and partners would also work out Centre, which continues to • is accessible to everyone. some land swaps to simplify involve the partners in an future operating requirements inclusive periodic Master and to consolidate the required Planning process. Left: A hockey event gets lands for Wascana Centre. media coverage at Wascana Centre in winter.

16 Conclusion

Wascana Centre has centerpiece. The natural features A new partnership with the become a celebrated, and wildlife, the impressive Government of Saskatchewan beloved piece of architecture, its cultural and leading the development and Saskatchewan that educational amenities, the family- stewardship will ensure the vision has been enjoyed by oriented activities, and the sense and a legacy for our capital. generations of its people of community and pride Wascana and visitors to our great Centre instills in everyone who province. The time has visits, are the essence of what come to secure and expand Saskatchewan and its people are Right: The setting sun casts a that legacy for the people of all about. We have an obligation striking pallette of pinks and Saskatchewan’s future. to the future of our province and purples on the lake. its children to maintain and build It’s hard to imagine what the upon a heritage that has been province and especially our more than a hundred years in the capital City of Regina would making. be like without its magnificent

The Vision: “Wascana Centre is a masterpiece on the prairies, a legacy that is a cornerstone of our capital city, our region and our province — a place welcoming to everyone.”

17 18 Cover: The Saskatchewan Legislative building is a major landmark in beautiful Wascana Centre.

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