Recreation and Parks Master Plan

Lac La Biche County Recreation and Parks Master Plan

Draft: May 28, 2019 Table of Contents

EXECUTIVE SUMMARY 5 01 PROJECT OVERVIEW 17 Introduction 18 Process 19 May 28, 2019 Project Team 19 Overview of Research 20 Darrell Lessmeister 02 COMMUNITY OVERVIEW 22 Senior Manager, Recreation and Community Enhancement Recreation and Parks in Lac La Biche County 24 Lac La Biche County Box 1679 Lac La Biche County Demographics 25 Lac La Biche, Alberta, T0A 2C0 Recreation and Parks Infrastructure 28 Current Organizational Structure 31 Dear Mr. Lessmeister: Service Delivery Approach 33 Please find enclosed the revised draft Lac La Biche County Recreation and Parks Master Plan. 03 STRATEGIC ANALYSIS 36 It has been a pleasure working with you to develop this report and we are looking forward to Strategic Alignment Analysis 37 reviewing it with County Council on June 4, 2019. Linkages to Tourism Development 42 If you have any questions or require clarification on the attached report, please feel free to SWOT Analysis 44 contact me at 780-266-7888. Financial Analysis 46 04 TRENDS AND BENCHMARKING ANALYSIS 48 Recreation Trends 49 Sincerely, Facility Planning and Development Trends 53 Benefits of Parks and Recreation 54 Crime Prevention Through Environmental Design 55 Benchmarking Research 57 Justin Rousseau, Managing Director 05 COMMUNITY ENGAGEMENT RESULTS 60 Expedition Management Consulting Ltd. Resident Survey Results 63 Stakeholder Survey Results 67 Key Themes from the In-Person Engagements 69 06 VISION FOR THE FUTURE 71 Vision for Recreation and Parks in Lac La Biche County 72 Guiding Principles for Service Delivery 73

2 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 3 07 MASTER PLAN PRIORITIES 74 1. Indoor Recreation Facilities 76 2. Outdoor Recreation Facilities 80 Executive Summary 3. Recreation and Culture Programming 102 4. Facility Utilization and Financial Performance 104 5. Community Partnerships 106 6. Service Delivery and Communication 109 7. Tourism Links 114 08 IMPLEMENTATION PLAN 116 Action Plan 119 09 CONCLUSION 128 APPENDICES 130 APPENDIX A: Recreation Asset Inventory 131 APPENDIX B: What We Heard Report 134 APPENDIX C: Estimated Capital Costs for Potential Trail Improvements 162 APPENDIX D: Capital Development Evaluation Criteria and Process 163 APPENDIX E: References 166

4 Draft Lac La Biche County Recreation and Parks Master Plan 5 SWOT Analysis Introduction A high-level analysis of the County’s strengths, weaknesses, opportunities and threats (SWOT) as they related to Lac La Biche County is unlike any other community in Alberta. The County features a unique combination of recreation and parks is provided below. a rich cultural history, beautiful natural areas, impressive recreational assets and strong industry base. The community’s story is a long and interesting one that helps give the County its distinct sense of place.

Recreation, parks and cultural programs and services provide tangible benefits to the quality of life of residents Strengths Weaknesses in Lac La Biche County. The County has many outstanding natural and built recreational assets, and significant planning related to recreation and parks has occurred in recent years. In order to continue a high level of service, • Abundance of high quality recreation • Difficulty attracting and retaining qualified the County has completed a comprehensive Recreation and Parks Master Plan. The plan will provide a firm facilities. staff. stepping stone for continued planning in the County and guide the future investment in public recreation and • A wealth of natural features such as trails, • Decision framework for funding capital leisure services over the next 10 years. waterbodies and forests that can be utilized projects is unclear. for fulfilling recreation opportunities that • Lack of integration between recreation and bring people closer to nature. tourism planning. Current State • Strong volunteer base that is supported by • Difficulty communicating with stakeholder the County through funding of community groups and informing the public of Recreation and parks are widely recognized as key contributors to the attractive quality of life that the County’s groups. recreation offerings. residents enjoy. The community has a strong history of supporting the recreational pursuits of its residents through • The strategic co-location of schools with investments in indoor and outdoor amenities, youth sports, community programs and cultural preservation. the Bold Center enables shared use of the The County’s accessible natural features, including lakes and provincial parks, are also key contributors to the space. community’s recreation offering. • Strong historical and cultural underpinnings. • The County is in a strong financial position.

Opportunities Threats

• Using recreation and parks to attract and • Portage pool amenity limitations, lease retain highly motivated residents and uncertainty and age of facility. investors. • Unpredictable economic situation and • Significant opportunity for linking tourism population levels due to variable commodity assets and recreation assets in order to prices. increase quality of life for residents and • Balancing the needs and demands of attract visitors. different user groups within the County for • Strong opportunity to utilize the concept of recreation space. Crime Prevention Through Environmental • Expectations for service delivery may be Design. higher than resources allow. • Further development of McArthur Park for residents and visitors.

6 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 7 Comparative Service Level Analysis In terms of outdoor recreation facilities, Lac La Biche County also has a high level of service provision. The County is significantly above average in most facility categories. In no facility category is the County is providing a below Figures 9 and 10 next identify relative service level provision among comparator municipalities. Service areas average service level. It should be noted however that the existing skatepark may not be up to the standard of identified as being above average in Lac La Biche County are highlighted in green. Areas below the comparative comparators. average are highlighted in red. For example, the County’s service level provision for indoor ice surfaces is 1 surface per 2,848 residents; whereas the average service level across comparators is 1 surface per 4,806 residents. In this case, the County has a higher level of service provision (i.e. more ice surfaces per population). Figure 10. Outdoor Recreation Facility Service Level Provision Comparison

In terms of indoor recreation facilities, Lac La Biche County has a high level of service provision. The County Service Levels By Population is significantly above average in most facility categories. It should be noted that Lac La Biche County has two Outdoor Average options for theatre spaces (McGrane Theatre at Portage College, and Festival Centre in Plamondon); however, Lac La Biche Athabasca MD of Lesser Big Lakes Woodlands Recreation County Across County Slave River County County these facilities are not County owned and/or operated so they were not included in the comparison. Facilities Comparators

Figure 9. Indoor Recreation Facility Service Level Provision Comparison Ice Surfaces 1:1220 1:7348 1:5417 1:9454 1:9537 1:4986 Service Levels By Population Spray Parks 1:8544 1:11748 1:10834 1:9454 - 1:14958 Indoor Average Lac La Biche Athabasca MD of Lesser Big Lakes Woodlands Skate/BMX 1:8544 1:8649 1:5417 1:9454 1:4768 1:14958 Recreation County Across County Slave River County County Parks Facilities Comparators Rectangular Ice Surfaces 1:2848 1:4806 1:5417 1:3151 1:3179 1:7479 1:534 1:2212 - - 1:3179 1:1246 Fields Curling 1:949 1:2134 1:1547 1:1890 1:1362 1:3739 Baseball Sheets 1:1220 1:1662 1:2708 1:859 1:1589 1:1495 Diamonds Pools 1:8544 1:10003 1:10834 1:9454 1:4768 1:14958 Tennis 1:4272 1:5342 1:1805 1:9454 1:4768 - Courts Fitness 1:8544 1:12896 1:10834 - - 1:14958 Centre Playgrounds 1:569 1:705 - 1:787 - 1:623 Indoor Track 1:8544 1:12206 - 1:9454 - 1:14958 Dog Parks 1:8544 1:14958 - - - 1:14958 Fieldhouses 1:4272 1:11748 1:10834 1:9454 - 1:14958 Boat 1:657 1:5634 - 1:1350 1:596 1:14958 Launches Libraries 1:4272 1:4161 1:2166 1:4727 1:4768 1:4986

Art/Culture - 1:10144 1:10834 1:9454 - - Facilities

8 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 9 Public Engagement The Recreation and Parks Master Plan considered the goals and needs of a broad range of community members and groups in the County. Figure 11 describes the inputs into the plan.

Figure 11. Master Plan Community Input

Meetings Facilities ater an Counity Staﬀ nut Presentations

Steering Meetings and Committee the Draft

10 Draft: May 28, 2019 11 Public Engagement Results: Vision for Recreation and Parks in Lac La Biche • In terms of new indoor recreation facilities, a new aquatic centre was the top choice with 120 separate County selections out of a total of 170 selections to the resident survey. The next most requested facility was an Lac La Biche County has several challenges to face over the coming years, including the economic slow down, indoor playground. rural crime and retention of young people in the community. The County is a resilient community that also has • Trails for walking, hiking, biking and skiing were the most requested outdoor amenity followed by sport many positive attributes and opportunities. Strategic development of the recreation and parks system could fields, outdoor rinks and skate parks. play an integral role in making Lac La Biche County a community of choice in Alberta. The vision described next • Regarding the types of programming needed, outdoor activities were the most requested followed by outlines how the County will seek to retain the best and brightest of the community, while at the same time culture programs, performing arts programming and events. attract individuals, families and businesses who recognize the true value and beauty of the region. • 93.8% of respondents to the resident survey reported that recreation, parks and culture opportunities are important to their quality of life. 10 Year Vision • Popular outdoor activities in the County include walking, hiking, running, camping, fishing, boating and paddling. • Popular indoor activities in the County include swimming, exercise/fitness and hockey/skating. Our recreation and parks system will be widely recognized as a core • Respondents to the resident survey indicated that they were largely satisfied with recreation, parks and cultural offerings in Lac La Biche County. Respondents expressed some dissatisfaction with outdoor strength of our community; uplifting our residents and attracting recreational facilities and structured recreational programs. newcomers. Our recreation and park assets will make Lac La Biche • Stakeholder groups expressed a need to enhance collaboration and develop partnerships with the County County a community of choice for young people, an excellent place to better serve their members. to raise a family and a wonderful location to enjoy an enriching retirement.

12 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 13 Guiding Principles for Service Delivery 10 guiding principles for recreation and parks service delivery were developed to support the implementation of the Master Plan. The County will: 1. Acknowledge recreation and parks have an important role to play in keeping current residents in the community and attracting new ones. 2. Undertake sound business planning for new developments including a comprehensive review of supply, demand, cost and benefit and further integration into broader municipal planning. 3. Enhance communication so residents and community groups can better access the programs, facilities and resources they need. 4. Ensure recreation and parks supports the County’s tourism sector. 5. Ensure inclusion and accessibility in all programs, facilities and services. 6. Provide equitable access to facilities, services and programs which will include a balance between access for: • Organized groups and the general public • Passive and active endeavours • Competitive and non-competitive pursuits • Structured and spontaneous activities • Diverse ages, cultures and abilities • Indoor and outdoor opportunities 7. Improve integration and connectivity of indoor, outdoor and cultural spaces to create a more wholistic and rich experience for residents. 8. Regularly engage with citizens to ensure services are delivered that meet the needs of the community in the most effective way. 9. Ensure public spaces incorporate a high degree of creative design and flexibility of use. 10. Seek solutions that preserve and enhance the natural environment.

14 Draft Lac La Biche County Recreation and Parks Master Plan 15 Master Plan Priorities The Implementation Plan identifies 69 action items, grouped into 33 separate priorities. County administration Project Overview will be responsible for implementing the master plan. The County is encouraged to seek partnerships with stakeholder groups, neighbouring municipalities, provincial ministries and other applicable groups wherever 01 possible to leverage available resources. Residents can also be engaged through task forces and committees to help contribute to implementation. The top 10 short term priority items for implementation include:

1. Continue with plans to develop a feasibility study and conceptual drawings for a new aquatics centre. 2. Provide support to other departments and stakeholders in the development of a lake remediation plan for Lac La Biche Lake. 3. Develop a detailed conceptual design for the redevelopment of McArthur Park into a civic/cultural hub and review with public. 4. Develop a County-wide Trails Master Plan. 5. Enter into service level agreements with groups that seek capital grant funding for major projects. Complete detailed business cases for proposed major capital projects. 6. Develop a concept design and location analysis for a skatepark. 7. Develop a program plan to enhance the provision of cultural programming. Consider adding a part-time or full-time cultural programmer. 8. Strike an adult social/recreational task force to develop a plan to enhance the social opportunities for adults aged 20-29 and 30-40. 9. Work closely with the economic development department in implementing the Tourism Strategy and Product Development Plan. Strike a Sport Tourism Development Task Force and complete a sport tourism hosting plan. 10. Consider adding a part time or full time Marketing Coordinator that would be assigned the recreation portfolio.

Conclusion The Lac La Biche County Recreation and Parks Master Plan puts forward a strategic direction that will guide the community toward its vision to further establish itself as a community of choice for young people, an excellent place to raise a family and a wonderful location to enjoy an enriching retirement.

Implementation of the Master Plan will require investment and concerted effort on the part of the County and the community. This investment will ensure that the enhanced recreation and parks system is recognized as a core strength of the community; uplifting residents and attracting newcomers.

Draw the Future activity ta the Bold Centre community pop-up display during the Tumble Kids Program. 16 Draft Lac La Biche County Recreation and Parks Master Plan 17 Introduction Process Recreation, parks and cultural programs and services provide tangible benefits to the quality of life of residents The Lac La Biche County Recreation and Parks Master Plan process had five, interconnected phases as described in Lac La Biche County (the County). The County has many outstanding natural and built recreational assets, and below. significant planning related to recreation and parks has occurred in recent years. The County is committed to the continuation of high-quality services, sound planning and data-based decision making. To assist in achieving this commitment, the County has completed a comprehensive Recreation and Parks Master Plan. The plan will provide a firm stepping stone for continued planning in the County and guide the future investment in public hae hae hae Recreation hae hae recreation and leisure facilities over the next 10 years. Draft Master Final Master The Recreation and Parks Master Plan for Lac La Biche County includes an assessment of the current state of Priorities recreation infrastructure and service delivery, recommended priorities to meet current and future needs and a prioritized implementation and capital plan that will guide decisions related to recreation and parks in the County. Project Team The Project Steering Committee was established to oversee the project, provide input, and give feedback on the overall direction of the Master Plan. The plan was developed by a multi-disciplinary consulting team led by Expedition Management Consulting.

Project Steering Committee Darrell Lessmeister Senior Manager, Recreation and Community Enhancement

Staci Lattimer Manager, Recreation

Shadia Amblie Chief Administrative Officer

Gary Harman Manager, Parks and Facilities

Clayton Kittlitz Senior Manager, Planning and Development

Jana Rowe Tourism Marketing and Economic Development Coordinator

Alex Fuller Communications Coordinator Consultant Team (Lead Firm – Expedition Management Consulting Ltd.) Justin Rousseau Managing Director, Expedition Management Consulting Ltd.

Maxwell Harrison Associate, Expedition Management Consulting Ltd.

Graham Anderson Associate, Expedition Management Consulting Ltd.

Breanna Hives Associate, Expedition Management Consulting Ltd.

Megan Turnock Senior Associate, Lees+Associates

18 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 19 x. Lac La Biche Nordic Ski Club Overview of Research xi. Lac La Biche Heritage Society xii. Lac La Biche Rotary Club A variety of primary and secondary research activities were conducted to develop this report. Primary research xiii. Lac La Biche 4H District was completed through two separate surveys, multiple facilitated sessions, pop-up booths at the Bold Center and xiv. Lac La Biche and District Curling Club interviews with stakeholders. Secondary research consisted of a review of key internal and external documents, xv. Lac La Biche Regional Museum benchmarking research and provincial and national recreation documents. xvi. Plamondon and District Community Development Society xvii. Plamondon Boys and Girls Club 1. Meetings Conducted: xviii. Canadian Native Friendship Centre Association a. Manned Pop-up Display at the Bold Center (Tumble Kids Program) xix. Lakeland Archers Date: November 13, 2018 xx. Kidsport b. Facilitated Session for Staff xxi. Active Kids Society Date: November 13, 2018 xxii. Girl Guides of Canada c. Public Input Session #1 xxiii. Scouts Canada Date: November 13, 2018 xxiv. Big Brothers and Big Sisters d. Manned Pop-up Display at the Bold Center xxv. Portage College Voyageurs Date: November 14, 2018 xxvi. Region One Aboriginal Business Association e. Facilitated Session for Seniors xxvii. Winter Festival of Speed Date: November 14, 2018 xxviii. Heritage Center f. Stakeholder Input Session xxix. Community Learning Lac La Biche Date: November 14, 2018 xxx. Lac La Biche Pow Wow and Fish Derby Association g. Youth Input Session xxxi. 2995 Lac La Biche Royal Canadian Army Cadets Date: November 14, 2018 xxxii. Northeast Knights h. Council Presentation #1 xxxiii. Alberta Environment and Parks Date: December 11, 2018 i. Council Presentation #2 (upcoming) 4. Document Reviewed Date: June 4, 2019 a. Strategies, plans and other documents from Lac La Biche County. j. Public Input Session #2 (upcoming) b. Planning documents from stakeholder groups and neighbouring municipalities. Date: June 11, 2019 c. Recreation frameworks and policies from provincial and national sources.

2. Surveys Administered: a. Lac La Biche County Resident Survey (N = 230) b. Lac La Biche County Stakeholder Survey (N = 25)

3. Stakeholders Consulted (through in-person engagements, interviews or stakeholder survey): a. An opportunity was provided for all stakeholders in the community to provide input. 33 unique stakeholder groups participated, including local recreation, parks and culture groups and representatives of the following organizations: i. Lac La Biche County ii. Portage College iii. Lac La Biche Agricultural Society iv. Lac La Biche Whitecaps Swim Club v. Lac La Biche Junior Soccer Society vi. Lac La Biche Gymnastics vii. Lac La Biche Minor Hockey Society viii. Lac La Biche Art Club ix. Lac La Biche Minor Ball Association

20 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 21 Community Community Overview Lac La Biche County is unlike any other community in Alberta. The County features a unique combination of a rich cultural history, beautiful natural areas, impressive recreational assets and strong industry base. The 02 Overview community’s story is a long and interesting one that helps give the County its distinct sense of place.

“Recreation is the experience that results from freely chosen participation in physical, social, intellectual, creative and spiritual pursuits that enhance individual and community wellbeing.” Pathways to Wellbeing - A Framework for Recreation in Canada 2015

22 Draft: May 28, 2019 23 Recreation and Parks in Lac La Biche County Lac La Biche County Demographics Recreation and parks are widely recognized The population of Lac La Biche County, based on the 2016 Municipal Census, included 8,544 permanent residents as key contributors to the attractive quality along with 987 shadow residents.2 In 2016, there were 752 vacant dwellings considered to be summer homes of life that the County’s residents enjoy. The “Recreation and parks are essential or vacation residences by their owners, along with 344 that were unoccupied due to other reasons. Given the community has a strong history of supporting means for enhancing individual seasonality of individuals visiting their vacation homes and the relative unpredictability of project work that the recreational pursuits of its residents through attracts shadow residents to the region, the County has experienced significant fluctuations in total population. investments in indoor and outdoor amenities, wellbeing, community vitality, For example, during the last municipal census in 2013, the shadow population was roughly double due to a large youth sports, community programs and cultural economic sustainability and pipeline project in the region.3 preservation. The County’s accessible natural features, including lakes and provincial parks, stewardship.” Most of the County’s residents live in the southern third of the region, and the Hamlet of Lac La Biche is the are also key contributors to the community’s largest community with a total of 2,682 residents. This is followed by Beaver Lake with 527 residents, Plamondon recreation offering. Alberta Parks and Recreation with 348, Hylo with 31 and Venice with 22. The residents living in the County’s main Hamlets account for only 42% of the entire County population, which reflects the region’s low population density of 0.5 persons per The County is also known for its commitment square kilometre (see Figure 1). to volunteerism and regional spirit, and has demonstrated this dedication by allocating financial support towards local volunteer and Figure 1. Proportion of Lac La Biche County Population Living in Recognized Hamlets non-profit organizations.1 This commitment is further shown through the provision of recreation facilities well beyond what you would normally see Venice in a County of a similar population size. 0.26% Municipal recreation and parks planning in the Plamondon Hylo County is not without challenges. In addition 4.07% 0.36% to serving a diverse group of citizens, the region occupies an area of 12,572 km2, of which roughly Beaver Lake 70% is sparsely populated and occupied by Crown 6.17% Land. When combined with adjacent Aboriginal communities, including Beaver Lake Cree Nation, Heart Lake First Nation, Kikino Metis Settlement and Buffalo Lake Metis Settlement, there is a significant portion of land in Lac La Biche County whereby the municipality lacks municipal planning Lac La Biche 31.39% 57.75% Outside Recognized jurisdiction. Serving the growing needs of the Hamlets region’s residents while operating within the County’s planning confines presents an additional challenge for recreation and parks planning.

“Albertans enjoy a high quality of life, improved health and wellness, strong communities, economic benefits and personal fulfillment, through recreation active living and sport.” Active Alberta (2011—2021)

24 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 25 Based on information from Statistics Canada, since Population Projections 2011 the permanent population of Lac La Biche County has been declining at an average rate of Lac La Biche County’s proportion The County’s population is intimately linked to broader economic activity in the region. This makes it difficult to -1.02% each year. There are a number of potential predict future population based on past changes alone. The permanent population of the County has remained of residents between the ages of stable over the past decade with only a modest rate of decline as mentioned earlier; however, this trend could reasons for this decline; however, based on the 20 and 39 is significantly lower comparison presented in Figure 2 below, Lac La reverse depending on the state of the local economy, which largely depends on the fortunes of the oil and gas Biche County’s proportion of residents between the than that of the Province as a sector. For the planning purposes of this report, we have utilized data from the most recent Alberta Treasury ages of 20 to 39 is significantly lower than that of the whole. Board population projections, which is subdivided based on the 19 Census Divisions (CD) in Alberta. Lac La Biche Province as a whole. County is located in CD 12, along with the Municipal District of Bonnyville and the Counties of Smoky Lake and St. Paul. For CD 12, the average yearly population growth from the year 2017 to 2041 is predicted to be 0.45%. If this growth rate is applied to Lac La Biche County, permanent population projections for the next 10 to 20 years are as follows in Figure 3.

Figure 2. Age Distribution Comparison of Lac La Biche County to Provincial Average Figure 3. Lac La Biche County Population Projections Expected Average Current Annual Growth 2028 Population 2038 Population Population Rate Lac La Biche County 8,544* 0.45% 9,017 9,431 *Based on Municipal Census 2016. 15

11 55 77

The County’s median age is 37.9 years old, which is higher than the Provincial median of 36.7 years old. Lac La Biche County’s demographics include a higher proportion of young people between the ages of 10-19, combined with a higher percentage of adults between the ages of 50 and 80 when compared to the Province as a whole. This has implications for recreation and parks planning because the County is serving an aging population combined with a higher relative percentage of teenagers.

26 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 27 Soccer Fields Recreation and Parks Infrastructure Most of the County’s soccer fields are located at the Kinsmen Grounds. This park has six mini-fields (U6 to U8), Residents of Lac La Biche County currently enjoy a wide variety of recreation amenities and programs. Recently, a three U10/U12 fields, four U12/U14 fields and one U16/U18 field. The Aurora Middle School and Keywatin Bible summary of recreation and parks planning documents was completed which included an inventory of recreation School each have a multi-field, as well. facilities available in the County, along with key findings regarding linkages between the various planning documents.4 The following is a summary of recreation facilities available in the County. See Appendix A for the Tennis Courts full inventory. There are two tennis courts located at the Bold Center.

Community Halls Football Fields Theree ar nine community halls throughout the County. The inventory of halls ranges from large facilities, like Theree ar three football fields in the County. One is located at the Aurora Middle School, another at the Keywatin the Bold Center Community Hall with a capacity of 500 persons, to smaller local facilities that can accommodate Bible School, and the other is in Plamondon behind Ecole St. Beausejour. 100 people or less.

Curling Rinks Playgrounds 15 playgrounds are located throughout the County. The McArthur Park playground is also next to a spray park Theree ar three active curling rinks in the County. These facilities are located in Lac La Biche, Plamondon and and adult fitness park. Hylo.

Fitness Centers/Facilities Schools There are six schools in Lac La Biche County, four of which have playgrounds. Theree ar five fitness centres/facilities throughout the County. Two of these facilities are privately owned. The largest facility is located in the Bold Center and offers customers 10,000 square feet of workout space. Amenities include fitness studios, a running track, a boxing ring, and a wide range of fitness equipment. Boat Launches Theree ar 16 boat launches spread throughout the County. 13 of the 16 boat launches are owned by the County. School Gyms Nine launches are classified as Class A, three are Class B, and two are Class C Six schools have gyms across the County which can be used for recreation.

Hockey Arenas The County has two hockey arenas (three ice sheets). The Bold Center arena houses two NHL sized rinks with room for spectators. Plamondon’s arena has one NHL sized rink with stands for spectators.

Aquatics Facilities Portage Pool is the only indoor aquatics facility in the County. The facility has a five lane, 25 meter main tank along with a wading pool, hot tub and a steam room.

Outdoor Rinks There are seven outdoor rinks in the County, ranging from 350 square feet to 1,140 square feet.

Ball Diamonds Theree ar seven ball diamonds throughout the County. Three are located in McArthur Park, two at Aurora Middle School and two more at the Plamondon Festival Centre Grounds.

28 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 29 Nine themes were identified in the asset review which should be considered as part of the recreation and parks planning process in Lac La Biche County: Current Organizational Structure

1. Developing McArthur Park – Developing McArthur Park into a civic and cultural destination for residents and Lac La Biche County employs a regional governance structure that includes management of the Hamlet of Lac visitors has been a focus of numerous plans within Lac La Biche County. La Biche, the Hamlet of Plamondon and other regions in the County. In 2002, the former Village of Plamondon dissolved and became part of Lakeland County. In 2006, discussion arose between the Town of Lac La Biche and 2. Moving the Baseball Diamonds in Lac La Biche – Planning has occurred to move the three baseball diamonds Lakeland County regarding the possibility of amalgamating. This ultimately led to a vote on April 30, 2007, in adjacent to McArthur Park away from the waterfront and out of downtown Lac La Biche. which a non-binding plebiscite was held in the Town of Lac La Biche and Lakeland County to determine whether or not the residents were in favour of amalgamation. Residents of the former Town of Lac La Biche voted 93% in 3. Ensuring the Future of Aquatics Services – Numerous challenges have been identified with regards to favour of amalgamation, while 53% of Lakeland County residents supported amalgamation. On August 1, 2007, operating the aquatics facility at Portage College. Lac La Biche County was formed from the amalgamation of the former Town of Lac La Biche and the former Lakeland County. County Council has one employee, the Chief Administrative Officer, who is responsible for 4. Expanding the Bold Center – A key initiative in achieving the goal of positioning the Bold Center as a regional advising Council, implementing Council decisions and managing the overall delivery of municipal services. Figure hub is to enhance it by adding new indoor and outdoor facilities to support other groups, programs and 4 below describes the organizational structure of the County. events.

5. ConnectivityThrough Trails – A common theme identified in Lac La Biche County recreation planning is that Figure 4. Lac La Biche County Organizational Chart (Condensed) trails should be developed to connect residents and neighbouring communities together.

6. Lake Access and Health – Providing appropriate access to water bodies and ensuring a high level of water Chief Administrative Oﬃcer (CAO) quality and lake health has been identified as essential to meeting the County’s recreation goals.

7. Recreation Service Delivery – Lac La Biche County has lacked clarity regarding service delivery roles among partners in recreation provision. Legislative and Finance and Recreation and Public Works Fire Services Information Development Resources Communications Services Enhancement 8. Recreation Facility Staffing Challenges – Providing adequate staffing levels for recreation facilities has been a significant challenge in Lac La Biche County. Records Finance Project Protective M Coordination Services 9. Growing Tourism in the County – The tourism sector is recognized as an important opportunity for economic Support growth in the region, and synergies should be fostered between it and the County’s recreation services.

Information Grants Policy Aquatics Transportation Technology Services Services

Legislative Services Recreation Utilities

Parks and Equipment Facilities Maintenance

Environmental Services

30 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 31 Service Delivery Approach Every municipality must decide how it will deliver recreation services to their community. Many factors affect this decision, including differences in demographics, industry, community groups, geography and resident preferences. There is no single correct way to deliver recreation services, but it is advisable to focus on one general approach in order to provide clarity to the municipality and its residents.

Delivery Approach Options5 The following four service delivery options represent a continuum of service provision that municipalities offer. It is possible for a municipality to fall in between two of the options on the continuum, and this is used as a general guide to monitor and compare changes in service delivery approach.

Indirect Provider Municipalities have limited or no involvement in the provision of recreation facilities and programs. These services are provided by the private sector and/or non-profit associations.

Facilitator Municipalities primarily influence the development and delivery of recreation and culture opportunities through planning, counsel, support and promotion. Municipalities may provide some operational or capital funding to support services and may own some facilities. Facilities owned by the municipality are often leased out for delivery of services. Management of facilities and programs is primarily the responsibility of other sectors.

Partner Municipalities primarily partner with organizations and share responsibility for the provision of recreation facilities and programs with other sectors. Municipalities provide considerable operational and capital funding to support services and may own many facilities. Management of facilities and programs is a shared responsibility.

Direct Provider Municipalities primarily assume the lead responsibility for the direct provision of recreation facilities and programs. Municipalities own facilities and provide all operational and capital funding to support services. Management of facilities and programs is the responsibility of the municipality.

32 Draft: May 28, 2019 33 Policy for Funding Operations of Local Non-Profit Organizations and Societies Lac La Biche County’s Current Role The County currently administers a formula for allocating funding to local organizations in the provision of affordable recreation activities. The County’s policy CM-71-021 (Recreational/Cultural Operating Program) Figure 5 below describes the role of the municipality in the full spectrum of potential approaches to service maintains that the annual costs required to administer recreation programming is a shared responsibility delivery. At the present time, Lac La Biche County has taken on the role of Partner and Direct Provider of between the County and local organizations. Funding from Lac La Biche County is primarily provided to support recreation services in urban areas. In rural areas, the County’s role is better described as a Facilitator. operational expenses incurred through operations, maintenance and facility upkeep. Building expenses, insurance and bookkeeping costs are supported at 100% of the expense, while other eligible costs, including In recent years, the County has moved towards more direct provision of regional recreation services, as evidenced staffing, are supported at 30%. Furthermore, it is understood that any additional revenues generated by the local by the fact that the outdoor rinks, Portage Pool, Bold Center, Plamondon Arena, boat launches, and several ball organization will be focused on ongoing program development. diamonds are owned, maintained or financially supported by the County. In 2018 at the Bold Center alone, 95 6 fitness classes, workshops, sports leagues and youth programs were offered with more than 1,000 participants. Policy for Funding Capital Development Projects of Local Non-Profit Organizations and Societies However, several other recreation facilities are currently owned and/or managed by local community groups or the non-profit sector, with the County providing significant capital and operational funding support in some Funding for major infrastructure development or smaller facility improvement projects can currently be accessed cases. by non-profit organizations and societies through the Capital Projects Assistance Grant (CM-71-002). This grant program is specifically intended to be used by organizations who provide programs and activities aimed at promoting the recreational, social, cultural, artistic and/or historic well-being of Lac La Biche County residents. Figure 5. Current Role of the County on the Continuum of Recreation and Parks Services Provision

artner aciitator irect roier nirect roier Municipality Municipality Municipality Others Assume Shares Supports the Assumes Lead Responsibility Responsibility Eﬀorts of Others Responsibility with Others

County Roe in County Roe in Rura rea ran rea

Funding and Support Mechanisms

Lac La Biche County Recreation Department The Lac La Biche County Recreation Department currently has a mandate for direct service provision in the Bold Center, Portage Pool and the Plamondon Arena. Outside of these facilities, operational and capital funding is applied for via the County’s Recreational/Cultural Operating Program, which is administered by the Senior Manager of Finance and Grants.

34 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 35 Strategic Analysis Strategic Alignment Analysis The Lac La Biche County Recreation and Parks Master Plan must fit within the overall strategic direction of the County. The concepts identified in this document are aligned with the strategic elements used to plan other 03 aspects of infrastructure and services within the County. In addition, the broader planning context of provincial and national recreation frameworks and plans is also considered. The strategic alignment analysis was utilized as one indicator to justify future initiatives. Below is a summary of key planning documents.

Lac La Biche County roincia an anning National Planning

1 Active Alberta Policy LLBC Municipal 11 1 Development Plan 1 Recreation in Canada 15 Aquatic Services 1 1 1 15

LLBC VFA and Action Plan Product Development Plan 1 1

M Development 1 15 1

36 Draft: May 28, 2019 37 Lac La Biche County Strategic Plan (2019 – 2024) Lac La Biche County Visitor Friendly Assessment and Action Plan (2018) The Lac La Biche County Strategic Plan (2019 – 2024) is the principle planning document for the municipality The Lac La Biche County Visitor Friendly Assessment and Action Plan provides a practical action plan that will lead that provides the foundation for policy development, service delivery and budget formulation. This recreation to tangible improvements in the visitor friendliness of the County. From a recreation master plan perspective, and parks master plan is in direct alignment with the recreation related priorities laid out in the strategic plan. this plan is important to consider because it identifies potential linkages between visitors to the County and County Council approved the following vision for the County: community amenities, some of which include recreation facilities and park spaces. Vision: “Lac La Biche County is proud to be a diverse, healthy and safe community. Our citizens are engaged Bold Center Strategic Plan (2013 – 2018) and enjoy enhanced social and recreational amenities. We are economically resilient as we continue The Bold Center Strategic Plan was developed to focus priorities and guide administration in the realization of to invest in top-quality infrastructure and services. We are environmental stewards who promote our Council’s vision for the facility. Updates to the Bold Center Strategic Plan should consider the recommendations natural assets, making Lac La Biche County the destination choice of northern Alberta. laid out in the Lac La Biche County Recreation and Parks Master Plan.

The plan highlights five strategic goals, each of which have linages to recreation and parks. These priorities include the following: Aquatic Services Strategic Plan (2015 – 2020) • Economic Development: Our Blueprint for Resilient Growth The Aquatics Services Strategic Plan recommends goals and strategies to address many of the factors affecting the • Recreation and Culture: Strengthening our Unique Assets delivery of aquatic services in Lac La Biche County. The vision and mission statements for aquatic services in Lac • Social Wellness: Maintaining a High Quality of Life for our Citizens La Biche County are aligned with the recommendations in the Parks and Recreation Master Plan. Furthermore, • Tourism: Marketing our Strengths the strategic plan lays out four goals for the aquatic services in the County that relate to this master plan. These • Environment: Thoughtful Stewardship of our Natural Environment goals include: 1. Equip every Lac La Biche County resident with the skills required to survive a fall into deep water, i.e. prevent water-related fatalities. Lac La Biche County Municipal Development Plan (2013) 2. Create a self-sustaining aquatic facility with quality staff (lifeguards, swimming instructors, management, The Lac La Biche Municipal Development Plan provides a framework for the future growth and development etc.). of the County. The plan defines planning goals, objectives and policies, minimizes land use conflicts, promotes 3. Increase access to services in Lac La Biche County by enhancing or adding (creating) aquatic facilities. sustainable development practices, and provides direction for the administration of the Land Use Bylaw. The 4. Rebuild public trust and pride in aquatic services in Lac La Biche County. plan is important to consider in the recreation master plan because many of the principles and objectives put forward for municipal development have direct relevance to recreation including promoting pedestrian connectivity, providing recreational opportunities and facilities that meet the needs of diverse residents, and Strategic Plan for Economic Development (2013 – 2015) to continue supporting urban communities in the provision recreation services that enhance quality of life for Lac La Biche County’s Strategic Plan for Economic Development provides recommendations to enhance the County residents. County’s business climate and support economic growth. Access to high quality recreation activities provides many direct and indirect benefits in fostering a well-functioning economy. The plan sets out recreation related goals and objectives, such as differentiating the lifestyle in Lac La Biche from other Alberta communities, Lac La Biche County Tourism Strategy and Product Development Plan increasing utilization of the Bold Center and developing the lakeshore as a focal point for residents and visitors (2019) to experience the region’s history and culture. In 2018 and 2019, tourism stakeholders in Lac La Biche County were invited to attend facilitated sessions to provide input on the challenges and opportunities facing the region in relation to tourism development. The Lac La Biche County Recreation, Parks and Open Space Master Plan: County is currently in the process of completing a Tourism Strategy and Product Development. This document will be important to consider in recreation planning as there is often overlap between recreation and tourism Plamondon Region (2013) assets. If this relationship is actively managed, the benefits can include improved cost recovery for recreation The Recreation, Parks and Open Space Master Plan for the Plamondon Region provides a firm stepping stone facilities and enhanced programming for residents. for continued recreation planning in the County. The plan provides an assessment of the current recreation infrastructure in Plamondon, identifies plans to meet current and future needs and provides a prioritized capital plan that will guide decisions related to recreation, parks and open spaces in Plamondon.

38 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 39 Active Alberta Policy (2011 – 2021) The Government of Alberta recognizes the importance of recreation, active living and sport. Through the Active Alberta Policy (2011 – 2021), the Province lays out its direction to refocus government initiatives, challenge partners, and encourage Albertans to become more active. The Policy sets out the following vision for recreation, active living and sport: Vision: “Albertans enjoy a high quality of life, improved health and wellness, strong communities, economic benefits and personal fulfillment, through recreation, active living and sport.”

The Policy identifies six key outcomes that will guide the Government of Alberta and its partners as they design programs, deliver services and make investments related to recreation, active living and sport.

A Framework for Recreation in Canada – Pathways to Wellbeing (2015) The Framework for Recreation in Canada provides a vision for recreation in Canada based on a framework that includes clear values and principles. The Framework has become a guiding document for municipalities across the country and has provided a basis for discussion and development of recreation action plans. The vision and goals set out in this Recreation and Parks Master Plan will help bring Lac La Biche County into alignment with the key principles put forward in the national framework.

Lower Athabasca Regional Plan (2012 – 2022) The Lower Athabasca Regional Plan (LARP) came into effect September 1, 2012 and provides the regional component following from the Alberta Land Use Framework. LARP presents a vision for the region, regional outcomes and a set of objectives and strategies to achieve those outcomes. LARP recognizes that recreational opportunities are an important component of enabling future economic growth and development.

40 Draft Lac La Biche County Recreation and Parks Master Plan 41 Tourism development is not without risks, and moving forward with a sustainable, effective action plan can be Linkages to Tourism Development a challenging process. Integrating community recreation assets with tourism development requires significant levels of community buy-in. Benefits of Tourism Lac La Biche County is an appealing destination, Current Examples drawing in visitors with uncrowded yet accessible Lac La Biche County is an Lac La Biche County already has examples of facilities and resources that are being utilized as both community parks, lakes, beaches and outdoor experiences that and tourism assets. For instance, the Bold Center is a community asset that offers a wide range of recreation are family friendly. With over 150 lakes and 1,300 appealing destination, drawing programs and services. This facility has also been successfully used to host sporting events, concerts and indoor campsites and cabins, it is easy for families to set in visitors with uncrowded yet rodeos that attracted visitors into the community.8 Another example of overlap between community and tourism up for the weekend or week, far from the crowded accessible parks, lakes, beaches assets is when Lac La Biche County hosts baseball tournaments using available ball diamonds in the region. This lakeshore communities closer to Edmonton. is an example of sport tourism and could provide a significant opportunity for development of both tourism and and outdoor experiences that recreation in the County. Yet another example is the availability of County boat launches in the region. These Tourism development has many known community are family friendly. assets are used by residents for enjoying recreational activities on the lake, while also supporting visitation to benefits when it is carried out in a responsible and the region. sustainable manner. Moreover, tourism can provide a significant boost in funding for recreational and parks services within a municipality by improving the cost recovery structure of individual facilities. In the Province Lac La Biche County also hosts high-quality tournaments and events that attract visitors and delight residents. of Alberta, the tourism industry generates $8 billion every year in tourism expenditures and supports 19,000 Recent examples include the Francophone Games, Minor Hockey Pee Wee Provincials, Minor Ball Midget tourism-related businesses. The revenue generated in this industry generates roughly $4 billion in federal, Provincials, Archery Nationals, and the 2019 World Archery 3D Championships. provincial and municipal tax revenue. The tourism industry also provides significant employment opportunities, with 127,000 individuals employed within the industry in Alberta. Tourism in Alberta is only expected to grow, with a revenue generation goal of $10.3 billion by the year 2020.7

The main community and economic benefits of tourism, with respect to recreation, parks and culture are as follows: Community Benefits: • Can become a source of community pride. —— Community tourism assets become revered by residents and part of the community identity. • Can encourage community engagement. —— Tourism development presents additional opportunities to become involved with the community, including economic opportunity. • Can enhance quality of life for residents. —— Improvements to amenities for the purpose of tourism are also enjoyed by residents.

Economic Benefits: • Can bring visitor dollars into the community. —— Visitor dollars have a high multiplier and can be used to enhance the quality of life of residents. • Can expose the community to potential investors and home owners. —— Tourism provides a great opportunity to showcase the region to outsiders. • Can positively impact multiple sectors and encourage business retention. —— A vibrant tourism industry has a reinforcing effect on regional businesses that improves overall economic well-being.

42 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 43 SWOT Analysis A high-level analysis of the County’s strengths, weaknesses, opportunities and threats (SWOT) as they related to recreation and parks was completed to support the Master Plan. The key findings from this analysis are provided below.

Strengths Weaknesses

• Abundance of high quality recreation • Difficulty attracting and retaining qualified facilities. staff. • A wealth of natural features such as trails, • Decision framework for funding capital waterbodies and forests that can be utilized projects is unclear. for fulfilling recreation opportunities that • Lack of integration between recreation and bring people closer to nature. tourism planning. • Strong volunteer base that is supported by • Difficulty communicating with stakeholder the County through funding of community groups and informing the public of groups. recreation offerings. • The strategic co-location of schools with the Bold Center enables shared use of the space. • Strong historical and cultural underpinnings. • The County is in a strong financial position.

Opportunities Threats

44 Draft Lac La Biche County Recreation and Parks Master Plan 45 The revenues generated from recreation and parks services in the County totalled to $4.3M in 2017. When Financial Analysis compared with expenses, recreation and parks services have a cost recovery of 32%, which means that a large annual subsidy is required to maintain service levels. For a summary of recreation and parks operating revenues, In 2017, the County recorded $81.9M in total revenues.9 79% see Figure 7 below. of County revenues were generated through property taxes, of which non-residential and linear property made up the The County is in a strong majority. Total operating expenses were $54.4M, leading to financial position. an operational surplus of $27.5M. These findings indicate the Figure 7. Operational Revenues from Recreation and Parks in Lac La Biche County (2014 – 2017) County is in a strong financial position.

Operational spending on recreation and parks totalled $14.3M in 2017, which represented 26% of total operating 5 expenses. For a summary of recreation and parks operating expenses, see Figure 6 below. 5 Figure 6. Operational Expenses on Recreation and Parks in Lac La Biche County (2014 – 2017) 5 Recreation Programs 5 Recreation Facilities 1 1 15 1 Recreation Programs 1 1 5 Recreation Facilities 1 15 1 17

1 15 1 17

46 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 47 In o order t inform the planning process, it is important to review pertinent trends that affect the delivery of Trends and recreation and parks services. Trends and benchmarking information will be utilized as one indicator to justify future initiatives. 04 Benchmarking Recreation Trends Increase in Flexible, Unstructured Activities Analysis Nearly all households in Alberta have participated in some form of informal active living. The most popular activities among adults are walking, gardening, bicycling and jogging/running.10 Two main factors are driving the trend towards more informal activities. First, there are growing pressures for individuals to fit recreation activities into convenient time slots, in the context of a busy schedule. Increased commuting, a move to “two career families,” growing pressures to perform in the workplace and children having multiple extracurricular commitments are some of the contributing factors. Second is the aging population who are gravitating towards flexible, low- intensity activities such as walking and wildlife viewing and away from organized sports. As individuals age and move into retirement, they have more time available for participating in recreation and leisure activities. In order to accommodate this trend, recreation providers are developing more flexible opportunities for participation by providing drop-in activities and flexible day-use areas, building fitness centres and developing trails for biking, cycling, walking and jogging. The provision of flexible, individual recreation activities is also important for Lac La Biche County’s shadow population because these individuals are less likely to become involved in organized recreation than permanent residents.

Team Sports Team sport programs are an important part of recreation, especially with younger age groups. The Albertan Recreation Survey (2017) describes the recreation activities and percentage participation of all Alberta households during the last 12 months. The most common organized sports across Alberta are soccer (20%), ice hockey (17%), basketball (17%), baseball (14%), volleyball (12%), and curling (9%).11 However, organized sports in Alberta are decreasing in popularity overall. Between 2015 and 2018, membership in provincial sport organizations grew at an annual rate of 0.86%.12 This rate of growth did not keep pace with the annual increase in provincial population over this timeframe (1.29%), which leads to a lower proportion of participation (see Figure 8 below).

Figure 8. Membership in Provincial Sport Organizations Compared to Population Growth in Alberta Average Annual 2015 2016 2017 2018 Growth

Sport 768,000 804,000 811,000 788,000 0.86% Memberships

Alberta 4,144,000 4,067,000 4,244,000 4,307,000 1.29% Population

48 Draft: May 28, 2019 49 Nature-Based Recreation activities in Alberta, with over 40% of households taking part, many of whom are using recreational vehicles.22 Of people who camp in Alberta, 34% use tents, 53% use a towable unit such as a trailer or tent trailer and 10% Nature-based recreation is a growing trend. The 2017 Alberta Recreation Survey reports that 94% of Alberta use a recreational vehicle such as a motorhome or RV. Interestingly, RV camping is much more popular among households enjoy connecting with nature. Most popular activities were walking (83%), cycling (54%), jogging residents of rural areas compared to cities in Alberta with 21% of rural residents preferring this type of camping 13 (39%), and picnics (33%). Trails and parks play an essential role in providing residents with a daily connection versus only 9% of city dwellers. Furthermore, RV camping is significantly more popular among individuals over to nature. They also contribute to healthy and active neighbourhoods. the age of 65 when compared to the overall average with 24% of these individuals preferring this camping type. The majority of Alberta campers (77%) prefer to camp in designated campgrounds, and the number one reason Rise in Outdoor-Based Activities for this is availability of amenities.23 Studies further point out that there is not a lack of campgrounds, but a lack 24 Participation in outdoor recreation has increased significantly overall, particularly with regards to connecting of campgrounds that provide the amenities for today’s campers. seCamper ar looking for service buildings with people with nature. Interest in forests, wildlife and natural resources remains strong, with growth in both showers and flush toilets, power and water hookups and sani-stations. participation and total days dedicated to viewing or photographing natural scenery, visiting nature centres, and sightseeing. Land-based activities such as day hiking, overnight camping, picnicking and driving off-road Playgrounds and Youth Recreation vehicles are the most popular, followed by water-based activities such as swimming in lakes and rivers, fishing, Current trends in playground design include a focus on increasing children’s connection with the natural motor boating, canoeing and kayaking. Snow-based activities such as snowshoeing, cross-country skiing and environment. “Nature play” areas incorporate natural elements such as boulders, logs, stumps, sand pits, small snowmobiling are less popular than land and water-based activities respectively. water features and native plantings. These natural elements enhance the play environment and complement traditional play structures such as swings and slides (which will continue to attract kids). Other amenities like Proximity of activities plays a role in their popularity. For example, snowmobiling, fishing and ATV use are popular climbing boulders, bicycle/tricycle circuits, seating areas for reading or socializing, skate parks, mountain biking 14 among individuals living in rural areas, while downhill skiing is popular among those living near ski resorts. Of parks, outdoor classrooms, musical elements, mural/art walls, multi-sport courts, and food/flower gardens are note, fewer individuals over the age of 55 participate in land, water and snow-based activities when compared gaining popularity across Canada and North America. to younger demographics.15 ,Camping hiking and walking are ranked within the top three most favorite activities 16 among Albertans. There is a growing recognition that providing recreational opportunities and community spaces specifically for youth are critical to positive youth development and engagement in the community. Youth leadership programs Outdoor individual sports also continue to grow in popularity, such as mountain biking, BMX, skateboarding, and youth-led projects can be especially effective at building confidence and skills that will help them be successful rock climbing and water sports such as paddle boarding, kiteboarding, canoeing, and kayaking. As sections of throughout their lives. Recently, some communities have developed “Youth-Friendly Community Plans” to drive the Trans-Canada and other long-distance trails are developed, there will also likely be a rise in alternative a shift in the approach to youth services. transportation adventures/treks.

Importance of Culture Increased Focus on Inclusion and Access In recent years there has been an increasing focus on improving the inclusiveness of recreation activities to reach The creation of and participation in culture is important to Albertans: all citizens and bring people together. In order to accomplish this task, municipalities must strategically address • Albertans participate in 2.5 cultural activities per month on average, with the average Canadian Small any barriers and constraints that specific populations may face. Affected individuals include the elderly, visible 17 Town participation being 2.4 times per month. minorities, individuals with lower socioeconomic status, LGBTQ people, people living with disabilities or other • In 2017-18 visitation at provincially-operated museums, interpretive centers, and historic sites increased ailments, and many others. These individual factors must be taken into consideration in the planning of facilities, 18 by 3.4 per cent to 821,344 visits. open spaces and recreation programming, to ensure that all citizens can participate. • In 2016, approximately 44,880 Albertans were employed in the arts, entertainment and recreation.19 • In 2016, the visual and applied arts, and live performance industries in Alberta contributed approximately $1.3 billion in GDP.20 Focus on Sustainability and Capacity of Recreation A mix of individuals including professional staff and volunteers is needed for delivering high-quality recreation The most popular activities that Albertans participate in share three core principles: community, connection programs and services. In many communities, there is a significant workload placed on volunteers specifically, and discovery. These types of activities bring together audiences with shared interests, provide opportunity for which can lead to burnout of the volunteer pool. Nationally in 2010, volunteers in recreation and sport accounted sociability, and often expose participants to new things.21 for 208,000 full time equivalent jobs, which further exemplifies the importance of this resource.25 Volunteers must be provided with training and other forms of support to ensure that they feel valued and that they have a Increase in Camping reason to continue donating their time and effort to the community. Camping in Alberta is a nature-based outdoor activity that warrants particular attention based on its popularity. A high demand for camping has been noted throughout local and regional planning documents, in stakeholder discussions, and in province-wide research. Camping has been found to be one of the most popular leisure

50 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 51 Facility Planning and Development Trends A Framework for Recreation in Canada - 2015 - Pathways to Wellbeing26 describes current trends related to facility planning and development. Facility administrators should consider these key areas when planning for future development.

Infrastructure Deficits Planning for future facilities should balance fiscal and service priorities, with built-in cost efficiencies and as many revenue opportunities as possible. Many centres have faced significant costs associated with aging infrastructure, so capital reserve funds have become more commonplace to ensure that funding is set aside for regular capital maintenance. Securing dedicated funding and forming partnerships with private sector and not- for-profit organizations may be necessary to ensure ongoing renewal of facilities. Furthermore, municipalities must develop assessment tools and evidence-based guidelines to inform decisions to invest in new infrastructure or reinvest in aging infrastructure.

Multi-purpose Facilities The use of multipurpose facilities is on the rise. Consolidation of services leads to effective use of resources and increases efficiencies through economies of scale. Multi-purpose facilities become community hubs where a variety of activities including education and recreation can be accessed by families or groups of users. Other trends related to the shift towards multi-purpose facilities include: • As multi-purpose facilities replace single use facilities, it is important to continue working with partners to utilize existing structures such as schools, churches and vacant land for recreation purposes in addition to their primary function • The focus of recreation facilities has shifted from male youth sports to become more inclusive of all ages, genders, interests and abilities. • Facility designs are changing to facilitate the growing demand of individual activities. • Pools are more leisure oriented and facilities with both leisure and lap pools are most successful. • An aging population is projected to increase the popularity of lap swimming for low impact exercise. • Swimming pool design features include more irregular shapes, water slides and fountains; leisure pools with spaces for disabled access and teaching beginners. • Fitness rooms are larger and indoor tracks are making use of circulation corridors and activity spaces; indoor synthetic surface running tracks remain popular. • Aesthetically appealing and welcoming facilities are becoming more popular in an effort to meet the desire for quality experiences.

52 Draft: May 28, 2019 53 Benefits of Parks and Recreation Crime Prevention Through Environmental The contribution of parks and recreation amenities to a community in terms of health, quality of life, and Design environmental benefits are generally well known, but the linkages between these and a host of broader-reaching benefits are stronger than previously recognized. The Canadian Parks and Recreation Association has compiled The concept of Crime Prevention Through Environmental Design (CPTED) can be utilized in the design of research and evidence that points to five broad benefits of recreation and exposure to nature: recreation facilities, parks and open spaces as a preventive measure for crime. With the recent increases in rural crime incidence in the region, this will be an important aspect of the County’s crime-prevention arsenal. • Enhanced mental and physical well-being – Recreation and parks have an important role to play in increasing physical activity, which is a crucial factor in physical and mental health. People who participate in recreation have reported improved self-esteem and life satisfaction. Rural crime has become a topic of concern for many rural municipal districts, including Lac La Biche County. There has been a marked increase in property crime, with break-and-enters rising from 73 incidents to 189 • Enhanced social well-being – Experiencing recreational activities has been shown to enhance social well- between 2013 and 2017, motor vehicle theft increasing from 73 to 167 between 2013 and 2017 and theft under being. For both children and adults, recreation supports the development and strengthening of social $5,000 rising from 150 incidents to 252 over the same period.27 As a result, significant efforts have been made relationships. to address the increased crime rate, including increased frequency of Peace Officer foot patrols, enhancement • Build strong families and communities – Participation in recreational activities can be an important of surveillance systems, dissemination of crime prevention brochures to local businesses and installation of anti- component of fostering family cohesion, adaptability and resilience. loitering signs.28 Furthermore, the County has established a County Crime Reduction Committee that functions – Connecting citizens with the natural environment can provide as an advisory body to County Council. The Committee will provide recommendations based on the Enhanced • Help people connect with nature 29 both environmental and human benefits. Exposure to natural environments and greenspaces can have Policing Agreement with the RCMP along with contributing factors affecting the crime rate. a positive effect on health, including reducing stress levels and improving cognitive development in children. Lac La Biche County has taken significant steps to ensure that the community’s voice is included in discussions • Economic benefits through investment in recreation – though not a primary driver of recreation services, regarding crime prevention. In addition to the measures taken by Lac La Biche County thus far, it remains recreation has been shown to be a powerful contributor to community economic development. Spending important for the County to maintain a holistic approach towards crime that touches on multiple points of on recreation provides local economic benefits, providing employment opportunities, helping to retain community well-being. According to the Edmonton Police Service, CPTED is defined as the “science around the existing residents in the area, and attracting new residents and visitors. There are also significant cost design and effective use of physical space to lead to a reduction in both the incidence and fear of crime.”30 CPTED savings to the economy through reductions in obesity and other chronic health conditions. guidelines have long been recommended as a standard for neighbourhood planning, and some evidence exists that the principles can be adapted to park spaces.31

Natural surveillance should be promoted in addition to traditional surveillance techniques such as cameras. This can be accomplished by ensuring that foliage in parks is well maintained and trimmed, adequate lighting is maintained, and structures are located strategically to produce clear sightlines throughout the establishment.32

Territoriality, access control and proper maintenance can also help reduce the incidence of crime by portraying a positive image of the park and distinguishing public, semi-public and private spaces from one another. Physical features such as signage, flower beds, pavement treatments, landscaping and artwork can be utilized. When planned with CPTED principles, these physical boundaries can make the park less prone to vandalism and improve sense of security among park users. Furthermore, well-placed features can reduce the likelihood that the park will be utilized as a staging ground for crimes adjacent to it.33

54 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 55 Benchmarking Research A comparative analysis to similar communities was conducted in order to provide a reference point for the County’s level of service provision. Municipalities were chosen as comparators if they satisfied the three following requirements: A. The municipality is located in northern Alberta. B. The municipality has both a rural and urban service area. C. The municipality has a similar population to Lac La Biche County.

Athabasca County, the Municipal District of Lesser Slave River, Big Lakes County and Woodlands County met all three criteria and were selected as comparators.

Comparative Service Level Analysis Figures 9 and 10 next identify relative service level provision among comparator municipalities. Inventories were developed The County’s service level provision for each comparator’s indoor and outdoor recreation facilities through an online review. for indoor ice surfaces is 1 surface Ratios were then calculated to demonstrate per 2,848 residents. This is a higher facility-to-population service levels. These ratios are inclusive of comparators’ rural and level of service provision that urban facilities and population bases. It should comparators (1 surface per 4,806 also be noted that only municipally owned and/or operated facilities were included in the residents). comparative analysis. Therefore, communities may have additional facilities run by the private or not-for-profit sector that contribute to their service level provision. Service areas identified as being above average in Lac La Biche County are highlighted in green. Areas below the comparative average are highlighted in red. For example, the County’s service level provision for indoor ice surfaces is 1 surface per 2,848 residents; whereas the average service level across comparators is 1 surface per 4,806 residents. In this case, the County has a higher level of service provision (i.e. more ice surfaces per population).

56 Draft: May 28, 2019 57 In terms of indoor recreation facilities, Lac La Biche County has a high level of service provision. The County In terms of outdoor recreation facilities, Lac La Biche County also has a high level of service provision. The County is significantly above average in most facility categories. The County is currently below average with regards is significantly above average in most facility categories. In no facility category is the County is providing a below to libraries. It should be noted that Lac La Biche County has two options for theatre spaces (McGrane Theatre average service level. It should be noted however that the existing skatepark may not be up to the standard of at Portage College, and Festival Centre in Plamondon); however, these facilities are not County owned and/or comparators. operated so they were not included in the comparison.

Figure 10. Outdoor Recreation Facility Service Level Provision Comparison Figure 9. Indoor Recreation Facility Service Level Provision Comparison Service Levels By Population Service Levels By Population Outdoor Lac La Biche Average Athabasca MD of Lesser Big Lakes Woodlands Indoor Average Recreation Across Lac La Biche Athabasca MD of Lesser Big Lakes Woodlands County Comparators* County Slave River County County Recreation County Across County Slave River County County Facilities Facilities Comparators* Ice Surfaces 1:1220 1:7348 1:5417 1:9454 1:9537 1:4986 Ice Surfaces 1:2848 1:4806 1:5417 1:3151 1:3179 1:7479 Spray Parks 1:8544 1:11748 1:10834 1:9454 - 1:14958 Curling 1:949 1:2134 1:1547 1:1890 1:1362 1:3739 Sheets Skate/BMX 1:8544 1:8649 1:5417 1:9454 1:4768 1:14958 Parks Pools 1:8544 1:10003 1:10834 1:9454 1:4,768 1:14958 Rectangular 1:534 1:2212 - - 1:3179 1:1246 Fitness 1:8544 1:12896 1:10834 - - 1:14958 Fields Centre Baseball 1:1220 1:1662 1:2708 1:859 1:1589 1:1495 Indoor Track 1:8544 1:12206 - 1:9454 - 1:14958 Diamonds

1:4272 1:11748 1:10834 1:9454 - 1:14958 Fieldhouses Tennis 1:4272 1:5342 1:1805 1:9454 1:4768 - Courts Libraries 1:4272 1:4161 1:2166 1:4727 1:4768 1:4986 Playgrounds 1:569 1:705 - 1:787 - 1:623 Art/Culture - 1:10144 1:10834 1:9454 - - Facilities Dog Parks 1:8544 1:14958 - - - 1:14958

*Averages exclude comparator communities that do not provide the services. Certain averages were calculated using data from two or Boat 1:657 1:5634 - 1:1350 1:596 1:14958 less comparators. These results should be interpreted with caution. Launches

*Averages exclude comparator communities that do not provide the services. Certain averages were calculated using data from two or less comparators. These results should be interpreted with caution.

58 Draft Lac La Biche County Recreation and Parks Master Plan 59 Community Community Engagement Results The Recreation and Parks Master Plan considered the goals and needs of a broad range of community members and groups in the County. Engaging with Lac La Biche County stakeholders and residents was important at every Engagement stage of the process in order to ensure that the plan will be “owned” by the community as a whole. This is especially important as the community moves forward into the implementation stages. Figure 11 summarizes 05 Results the various methods utilized to engage the community throughout the process. Figure 11. Master Plan Community Input

Meetings Facilities ater an Counity Staﬀ nut Presentations

Steering Meetings and Committee the Draft

Input from Lac La Biche County’s residents, community groups and other stakeholders was gathered through surveys, facilitated sessions, and interviews. The main research questions we asked the community for input on were:

1. What new or improved indoor facilities are needed? 2. What new or improved outdoor facilities are needed? 3. What new or improved programs, activities or events are needed?

The remainder of this section summarizes the key findings from the input gathering activities. For an expanded discussion on the input received, please refer to the What We Heard Report in Appendix B.

60 Draft: May 28, 2019 61 Resident Survey Results Lac La Biche County residents were surveyed to collect input to support the Recreation and Parks Master Plan. Residents were asked to fill out an online survey, which ran from November 2 - 23, 2018. A link to the survey was posted on the County website and promotion occurred through social media channels and word of mouth. In total, 230 responses were collected. The main findings from the resident survey are provided below.

In terms of demographics, the gender split between respondents to the resident survey was 72.9% female and 27.1% male. Respondents were located primarily in Lac La Biche (61.8%), followed by a Locality (15.7%), Plamondon (11.5%) and Hylo/Venice (7.5%). A wide range of ages responded to the survey, although 30-39 year olds provided the highest proportion of responses at 35.9% (see chart below). Households made up of families with children were also strongly represented in the survey.

Question: What is your age?

35.9%

20.3% 18.4% 14.8%

8.8% 1.4% 0.5%

55 7

62 Draft: May 28, 2019 63 93.8% of respondents reported that recreation, parks and culture opportunities are important to their quality In terms of new indoor recreation facilities, a new aquatic centre was the top choice with 120 separate selections of life. When respondents were asked which recreation, parks and culture activities where most important to out of a total of 170 selections. The next most requested indoor facility was an indoor playground (14/170 them, the most commonly identified activities included: selections). 71 respondents indicated that no new indoor facilities were needed.

Outdoor Activities: Indoor Activities: Question: What new indoor facilities are needed in Lac La Biche County? • Walking, hiking and running • Swimming • Camping • Exercise/fitness • Fishing • Hockey/skating 120 • Boating and paddling

Overall, respondents indicated that they were largely satisfied with the recreation, parks and cultural offering Lac La Biche County provides to them. Respondents were most satisfied with Indoor Recreational Facilities (77.3% Very Satisfied or Satisfied) and Outdoor Recreational Facilities (70.4% Very Satisfied or Satisfied). However, in comparison to other categories, respondents also indicated some dissatisfaction with Outdoor Recreational Facilities (17.4% Somewhat Dissatisfied or Very Dissatisfied). Respondents also had some dissatisfaction with 71 Structured Recreational Programs (15.9% Somewhat Dissatisfied or Very Dissatisfied).

Question: Overall, how satisfied are you with the following in Lac La Biche County?

Very Satisfied 16.1% 16.4% 14 24.7% 18.6% Satisfied 6 7 35.5% 4 4 3 3 3 2 2 2 Neutral 31.2% 32.3% Somewhat Dissatisfied 32.7% 45.7% Very Dissatisfied Aquatic Centre 41.8% Not sure/Don’t know Multi-Purpose Space 25.9% 32.1% 33.6% No New Facilities Needed

11.4% 13.2% 12.7% 9.2% 7.3% 15.1% 1.8% 0.9% 7.7% 2.3% 3.2% 3.2% 0.9% 0.9% 6.8% 9.6% 7.3%

Cultural opportunities

Indoor recreational facilities Outdoorparks recreational and open facilities, spaces Structured recreationalSpontaneous programs recreation activities

64 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 65 Respondents identified a wider variety of outdoor recreation facility needs. Trails for walking, hiking, biking and skiing were the most requested (54/240 selections). This was followed by sport fields (26/240 selections), Stakeholder Survey Results outdoor rinks (20/240 selections) and skate parks (20/240 selections). A common theme that was expressed by respondents when answering this question was that they wanted to see enhancements to existing facilities, Recreation, parks and culture stakeholder groups in Lac La Biche County were surveyed to collect data to support rather than building completely new facilities. 64 respondents indicated that no new outdoor facilities were the Recreation and Parks Master Plan. Stakeholders were asked to fill out an online survey, which ran from needed. November 2 - 23, 2018. A link to the survey was posted on the County website and promotion occurred through email, social media channels and word of mouth. In total, 25 responses were collected. The main findings from the stakeholder survey are provided below.

Question: What new outdoor facilities are needed in Lac La Biche County? Respondents were asked which facilities their organization currently utilize. The Bold Center was used by the most respondents (56.0%), followed by Portage Pool (44.0%), Community Halls (36.0%), Portage College (32.0%) and School Gyms (32.0%). 64

54 Question: Please indicate which facilities your organization currently uses to serve its participants.*

56.0%

44.0% 44.0%

26 36.0% 20 20 19 17 32.0% 32.0% 15 28.0% 11 10 10 9 9 8 7 24.0% 24.0% 5 20.0%

16.0%

12.0% 12.0% 12.0% 8.0% 8.0% 8.0% M No New Facilities Needed 4.0% 4.0%

Regarding the types of recreation, parks and culture programming that respondents said are needed in Lac La Biche County, outdoor activities and education was the most requested (15/101 selections). Culture programs M (14/101 selections), performing arts programming (9/101 selections) and events (9/101 selections) were the next most requested programming need.

*Participants were asked to select up to three activities, so the total percentages may add up to more than 100%.

66 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 67 37.5% of stakeholder groups are anticipating growth of between 1% and 5% annually over the next 5 years. 33.3% of stakeholder groups are anticipating growth of 6% to 10% annually over the next 5 years. For the most Key Themes from the In-Person Engagements part, stakeholder groups are not having to turn away potential program participants due to a lack of facilities (73.9%). Respondents were also asked to describe the barriers facing their organization in meeting the needs of In-person community consultation took place in Lac La Biche County from November 13 – 14, 2018. Manned their participants. The top three barriers were limited ability to generate funds, the cost of renting facilities, and pop-up displays were set up at the Bold Center to collect input, facilitated sessions were held with stakeholder the lack of a permanent facility for their group. groups, seniors and staff, and drop-in input opportunities were held for youth and the general public. In total, 179 community members were engaged through these consultation activities (see Figure 12 below). The main findings from the in-person engagements are provided below. To better serve their participants, stakeholder groups identified facilities and programs they would like to see in the future. In terms of facility needs, the most requested addition was sports fields, such as soccer fields and baseball diamonds (5 of 24 selections). This was followed by permanent space for their organization (3 of 24 Figure 12. Summary of In-Person Consultation selections), aquatic centre (2 of 24 selections) and water access (2 of 24 selections). In terms of programming In-Person Engagement Activity # of Participants needs, respondents identified funding support/reduced rates (2 of 24 selections), board development workshops (1 of 24 selections), equipment rentals (1 of 24 selections) and drop-in programs for all ages (1 of 24 selections). Manned Pop-up Displays 55

Facilitated Session for Staff 20 When asked if Lac La Biche County could make one improvement to better support their organizations, stakeholder groups most often said enhanced collaboration and partnerships with the County to reduce costs Public Input Session 25 for their organization and their members. Opportunities to work together include advertising and promotions, equipment rentals, access to space and facilities, and programming. Facilitated Session for Seniors 37

Facilitated Stakeholder Input Session 17

Youth Session 25

TOTAL 179

68 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 69 Vision for 06 the Future

Regarding indoor facilities, strong demand was identified for a new aquatics facility. This was the most requested recreation facility addition/enhancement across all engagement activities. Many participants indicated they would like it to be attached to the Bold Center. It should be noted that some members of the public were opposed to this idea. They believed the existing pool at Portage College is not fully utilized and could be refurbished instead of building a new pool. Participants also often requested an indoor playground/play space and improved maintenance of indoor facilities.

In terms of outdoor facilities, improvements to trails and park spaces and enhanced maintenance of outdoor facilities were most requested by participants. A skate/BMX park also featured strongly, particularly among youth participants. An additional theme common to most engagement activities was the importance of access to lakes in the County.

Regarding programming, stakeholder groups and young families identified affordable prices for programs and facility rentals to be a concern. A gap that was identified across multiple engagement activities was a lack of cultural facilities and programs in the County. Participants would like to see a stronger cultural offering provided by the County.

70 Draft Lac La Biche County Recreation and Parks Master Plan 71 Vision for the Future Guiding Principles for Service Delivery Lac La Biche County has several challenges to face over the coming years, including the economic slow down, 10 guiding principles for recreation and parks service delivery were developed to support the implementation of rural crime and retention of young people in the community. The County is a resilient community that also the Master Plan. The County will: has many positive attributes and opportunities. The County has made significant investments in its recreation and parks offering, but development has occurred in the absence of an overarching, long-term vision that 1. Acknowledge recreation and parks have an important role to play in keeping current residents in the establishes recreation and parks as an indispensable tool to enhance the well-being of the community. Strategic community and attracting new ones. development of the recreation and parks system could play an integral role in making Lac La Biche County a 2. Undertake sound business planning for new developments including a comprehensive review of supply, community of choice in Alberta. The vision described below outlines how the County will seek to retain the demand, cost and benefit and further integration into broader municipal planning. best and brightest of the community, while at the same time attract individuals, families and businesses who recognize the true value and beauty of the region. 3. Enhance communication so residents and community groups can better access the programs, facilities and resources they need. 4. Ensure recreation and parks supports the County’s tourism sector. 5. Ensure inclusion and accessibility in all programs, facilities and services. Vision for Recreation and Parks in Lac La Biche 6. Provide equitable access to facilities, services and programs which will include a balance between access County for: • Organized groups and the general public • Passive and active endeavours • Competitive and non-competitive pursuits • Structured and spontaneous activities Our recreation and parks system will be widely recognized as a core • Diverse ages, cultures and abilities strength of our community; uplifting our residents and attracting • Indoor and outdoor opportunities newcomers. Our recreation and park assets will make Lac La Biche 7. Improve integration and connectivity of indoor, outdoor and cultural spaces to create a more wholistic and rich experience for residents. County a community of choice for young people, an excellent place 8. Regularly engage with citizens to ensure services are delivered that meet the needs of the community in to raise a family and a wonderful location to enjoy an enriching the most effective way. retirement. 9. Ensure public spaces incorporate a high degree of creative design and flexibility of use. 10. Seek solutions that preserve and enhance the natural environment.

72 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 73 Master Plan Master Plan Priorities This section outlines the priorities that have been identified for recreation and parks in Lac La Biche County. These priorities were identified based on research, analysis and the findings collected through the community 07 Priorities engagement activities. Priorities have been divided into seven categories for organizational purposes. These categories include:

1. Indoor Recreation Facilities 2. Outdoor Recreation Facilities 3. Recreation and Culture Programming 4. Facility Utilization and Financial Performance 5. Community Partnerships 6. Service Delivery and Communication 7. Tourism Links

Detailed action items stemming from the master plan priorities are provided in Section 8 – Implementation Plan.

74 Draft: May 28, 2019 75 A. Aquatics Centre Swimming was identified by respondents to the resident survey as one of their most important indoor recreational activities. Additionally, a new aquatic centre was the most requested new indoor facility by a significant margin on the survey (120/170 selections) as well as during the in-person engagements (including the manned pop-up displays, facilitated session for seniors, facilitated stakeholder input session, and the youth session).

Lac La Biche County currently leases the Portage Pool from Portage College in order to run aquatics programs. The term of this lease agreement ends on August 31, 2019 and a new agreement will need to be signed. It should be noted that there is no guarantee that the County will continue to have access to Portage Pool in the future. Should the College decide to repurpose this space, the County would no longer have a facility in which to run aquatics programming.

Portage Pool was not originally designed to be a community pool. which has resulted in certain restrictions on use. For example, there are five lanes instead of the normal six, the lanes are too short to host sanctioned competitions and there is limited deck space and multi-purpose space. Portage Pool is also an aging facility (26 years old). The increased frequency of maintenance issues and the lack of newer amenities have caused frustration among some users and staff.

Based on these findings, there is a need to study options for a permanent aquatics facility in Lac La Biche County. If it were decided that a new aquatics facility is needed, it would be recommended that the new facility be attached to the Bold Center in order to take advantage of operational efficiencies and to drive membership sales.

B. Performing Arts Space Demand from some members of the public for a new performing arts space was noted during the in-person consultations. However, Lac La Biche County already has two spaces where performing arts can take place. The McGrane Theatre in Lac La Biche and the Festival Centre in Plamondon are both high quality venues that are available for use by the public and user groups. Rather than building a new facility, it is recommended that utilization of existing performing arts spaces be increased.

C. Ice Arenas Lac La Biche County currently owns and operates three indoor ice sheets (two in Lac La Biche and one in Plamondon). With a population of 8,544, the County’s current service level for indoor ice is 1:2,848 (see Figure 9). The average service level in comparator communities is 1:4,806 which means Lac La Biche County has nearly twice the level of service of comparators. Furthermore, there are large blocks of unused time in the ice allotment schedules for each ice sheet for the 2018/19 season.34 Based on these findings, it can be concluded that there is a sufficient number of indoor ice surfaces for a community of this size. What is needed is improved utilization of the existing ice surfaces rather than building new arenas. 1. Indoor Recreation Facilities D. Archery Facility Lac La Biche County is constructing an 80’ by 200’ archery facility in preparation for the 3D World Archery Championships in 2019. This facility will provide a high-quality venue for archery programs and potentially other projectile activities. Lakeland Archers will be entering into a leasing agreement with the County whereby the group will be responsible for programming and renting the space. Lakeland Archers have already identified 20

76 Draft: May 28, 2019 77 community user groups and 2,000 participants that would utilize the archery facility. In order to ensure Lac La F. McArthur Park Curling Rink Biche County is getting the best return on its infrastructure investment, the County should approve a program plan developed by Lakeland Archers for the new archery facility. The decommissioned curling rink near McArthur Park is currently being leased by the Archery Club. Once the new archery facility is completed, the Club will be moving their programs there. This will leave the old curling rink without an anchor tenant. E. Space for Stakeholder Groups Between the curling rinks in Lac La Biche, Plamondon and Hylo, the County is well served in terms of the number Stakeholder groups identified a number of space-related issues during the consultations, including: of curling sheets it has. Therefore, it is not recommended to repurpose this space for curling again. Instead, • The cost to rent space was often prohibitively expensive. the facility should be assessed to determine if it should be repurposed or decommissioned. The McArthur Park • Groups requested that more storage space be available for them to use. concept proposed in this report (see 2.A) suggests the removal of this facility in order to develop a community • Some volunteer groups are in need of permanent spaces from which to base their activities out of. culture plaza.

Having sufficient access to appropriate spaces is crucial for local recreation groups to run their programs and A brief pro/con analysis is provided below in Figure 13 to better understand the potential impacts repurposing serve community members. The County should work together with stakeholder groups to identify specific needs or decommissioning the McArthur Park Curling Rink. and develop solutions. It should be recognized that the County only has so many spaces and both parties have resource considerations. Solutions need to be fair and workable to both parties. Figure 13. Pro/Con Analysis of Decommission the McArthur Park Curling Rink Pros Cons • The community cultural plaza component of • Community groups that want to utilize the the McArthur Park concept will have room to space will need to be accommodated at be developed, which will greatly strengthen the another space in the community* potential benefits of the space for residents and • Decommissioning the building will incur visitors. demolition costs. • Views down to Lac La Biche will be opened up along 101 Ave. • Existing community spaces in the community will be utilized by a greater number of residents and visitors. • Ongoing maintenance and operational costs required to upkeep the building will be saved.

*An extra 1,000 sq.ft of space is being developed by the County at Jubilee Hall, which will be available to community groups. The new archery facility space is also an option for some groups.

78 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 79 A. Developing McArthur Park into a Civic and Cultural Destination Developing McArthur Park into a civic and cultural destination for residents and visitors has been a focus of numerous plans within Lac La Biche County. The overarching vision has been to tie Main Street to the lakeshore by creating a central focal point and gathering place for residents and visitors in Lac La Biche County; showcasing the region’s history and culture, and supporting economic growth.35

McArthur Park Concept McArthur Park has the potential to be a fantastic waterfront park that brings the community together, attracts visitors, celebrates the location, and offers a variety of opportunities for all ages throughout the year. The goal of the following concept was to create activity zones and to ensure that the amenities would be as multifunctional as possible, while supporting the needs of the community and offering a destination park for residents and visitors. As the McArthur Park transformation occurs, it is envisioned that McArthur Park would shift from sport- centric uses to community-centric uses. Figure 14 showcases precedent images that help describe the concept. It should be noted that this is an initial concept only. It will be important to further develop the concept and engage the community through the process.

2. Outdoor Recreation Facilities

80 Draft: May 28, 2019 81 Figure 13. Precedent Images

1. Stage + Open Space Can Host 5. Street Trees Events

2. Nature Play + 4. Public Fire Pit 6. Group Picnic Picnic Areas Shelter

3. Plaza with 7. Plaza for Events Decorative Paving and Winter and Public Art Skating

8. Park Signage

82 83 Some of the key aspects of the proposed concept include: Beach front improvements could include: • Improvement of the façade of Jubilee Hall and creation of a Visitor Information Centre, café, and area for • Public fire pit/gathering space for small events or casual seating; keeping warm during winter outdoor activities in the park (i.e. outdoor skating); • Waterfront picnic sites; • Addition of a plaza adjacent to Jubilee Hall that can host weekly markets, cultural celebrations and • Viewpoints; community events; this plaza could also become a leisure skating rink in the winter with opportunity for • Equipment rentals/washroom/concession open year-round, renting non-motorized boats in the summer a warming station inside the building; and potentially snowshoes in the winter; • Creation of a large, flexible central lawn with a perimeter path and stage at the north end for hosting • Adventure play area located near the spray park and existing playground, catering to older children. larger events; • New picnic tables and shelters along the beach and adjacent to the spray park and playground; Signage and wayfinding improvements could include: • Expansion of the play area to include “adventure play” that appeals to a wider range of ages; • Enhancement of the park edges with boulevards of trees and wider pedestrian paths; • On each corner intersection of the park, a piece of public art, installation, or landmark with ornamental • Adding attractive park signage with plantings at the southwest and southeast corners; planting and signage marks the two main entrances to the park and provides a sense of arrival; • Creation of a small plaza with public art (or other focal feature) and seating at the southwest corner to • Signage and wayfinding placed throughout the park marking clear routes to major park amenities, create a sense of arrival and draw people into the park. including washrooms, Visitor Information Centre, Beachfront, McArthur Place, rentals, etc.; • Potential removal of the existing curling rink building to open up views into the park and lake; • Signage and wayfinding could be located off site, at major intersections to indicate VIC and park area • Potential relocation of ball diamonds to the Bold Center. located nearby (this could also help with trail connection identification on the street level).

Crime Prevention Through Environmental Design (CPTED) principles should be considered in the conceptual Visitors/Cultural HUB design of the park and should be included in the detailed design and maintenance plans for the park in the The vision for the plaza is to create a space for cultural celebration for the community and visitors. This vision fits future. The application of CPTED principles in McArthur Park will ensure residents and visitors feel safe and with the brand vision outlined in the Lac La Biche County Tourism Strategy and Product Development Plan (2019) welcome in the park. The following are ways in which CPTED principles could be applied: and aligns with resident expectations for cultural celebration. • Ensure that sightlines are kept open throughout the park with strategically placed murals, vegetation and • New Visitor Information Centre (VIC) located on the corner of 101 Ave and 100 St; buildings/structures on site; • Outdoor plaza adjacent to VIC, with the opportunity to host outdoor events, festivals and markets in the • Ensure proper maintenance of the park vegetation and features. Plaza and built structures should be summer and serve as an outdoor skating rink in the winter; regularly maintained, repaired and cleared from debris/litter. Vegetation should be maintained to provide • Expanded parking area with capacity to accommodate RV parking, expanding upon the existing McArthur visual permeability for example by trimming shrubs regularly and keeping tree canopies lifted; place parking area; • Provide adequate lighting in strategic areas to create a safe park experience. • Additional grass field space outside of the VIC to provide more outdoor event space.

Winter activities in the park could include: Trails • Outdoor skating on the plaza; • Improve and develop lakefront trail connections; • Skiing or snowshoeing on the lake; • Connect community to lakefront through McArthur Park. • Winter bonfires on the beach; • Interpretive programs and indoor community events at McArthur Place and Jubilee Hall; Views • Winter festivals/events at the VIC/museum and adjacent plaza. • Maintain views across the site and to the beach from 101 Ave; • Provide viewpoints along the beachfront at the end of 100 At and 99 St. Summer activities in the park could include: • Weekly craft and cultural markets at the VIC and adjacent plaza; Passive/Flexible Recreation • Interpretive programs and community performances at McArthur Place Amphitheatre; • Larger festivals using the main stage and great lawn; • The park provides opportunity for flexible use with open grass areas which could include a variety of uses • Family fun at the spray park, playground, picnic area, and adult fitness stations; including frisbee, informal soccer, seating, walking, jogging, tai chi, outdoor yoga, painting, photography, • Enjoyment of the lake through non-motorized boating, biking or walking along the waterfront, or kite flying, family reunions, snowshoeing, events, etc.; picnicking at the beach. • At the core of the park, the open space can accommodate large events and spectator seating in front of the stage.

84 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 85 Hamlet Trail Network Opportunities: Trail networks within hamlets should consider: • Access for pedestrians and cyclists; •A variety of trail types (both roadside and recreational); • Trailheads with facilities as required (parking, waste receptacles, information kiosk, washrooms); • Wayfinding and interpretive signage at key locations; • Rest areas with benches; • Connections between key parks and open spaces, downtown, recreational amenities, the lakefront, and schools. • Continuous lakefront trails connecting communities and parks adjacent to bodies of water (e.g. Lac La Biche). • Prioritizing connectivity between existing trails and sidewalks over building new trails. • Figure 15 below provides a conceptual map of where potential trail connections in the Hamlet of Lac La Biche could go. These are preliminary ideas only. A more comprehensive analysis should be conducted during the Trails Master Plan.

Figure 15. Conceptual Trail Improvements in Lac La Biche

2. Outdoor Recreation Facilities

B. Trail Connections Lac La Biche currently has a good supply of trails within the hamlet; however, they are fragmented and not part of a coordinated trail system. Trails for walking, hiking, biking and skiing in Lac La Biche were the most requested outdoor facility by the public. A comprehensive, well connected trail system will encourage people to get outside and live a healthy, active lifestyle. Additional benefits include promoting active transportation and helping to attract residents and visitors to the community.

What is needed is a comprehensive master plan for trails. The County will play a key role in the planning process to facilitate the coordination of multiple property owners and strategic alignment with regional development plans and networks. The County would also be the best entity to facilitate partnerships and collaborative funding, including public funds, private donations and volunteer contributions for trail development. Future parkland acquisitions should also be planned with consideration for connections to the trail system.

The following descriptions demonstrate some of the opportunities for trail development and connectivity in Hamlets and throughout the County.

86 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 87 Estimated Capital Costs Figure 16. Conceptual Trail Improvements in Lac La Biche Capital cost estimates were prepared to give a sense of how much it would cost to implement the trail improvements identified in Figure 15. Estimates for two trail options were provided (see Appendix C for Option A and Option B). Option A would entail dedicated walking/bike paths and a mix of asphalt and gravel trails. The sub-total for building Option A is estimated at $3.8M - $4.7M. Option B would entail on-road bike lanes and gravel walking paths. The sub-total for building Option B is estimated at $1.1M - $1.4M.

Regional/County-Wide Trail Network Opportunities: The regional trail network should consider: • Access for a variety of uses, including motorized and non-motorized users; • A variety of trail types; • Trailheads/staging areas with facilities, as required (parking, waste receptacles, information kiosk, washrooms); • Rest areas; • Wayfinding and interpretive signage at key locations; • Connections between communities in Lac La Biche County. For example: —— Connect to Plamondon via Lac La Biche Mission along Township Road 674B and 100 Old Trail; —— Connect LLB to Owl River via a lakefront trail; —— Connect LLB to Southern communities via HWY 55 roadside trail; • Connections between key open space, recreational sites and tourist attractions, including provincial parks and the larger provincial trail network (e.g. Iron Horse Trail). For example: —— Connect Lac La Biche to Beaver Lake (potential for a lakefront trail along northern perimeter of lake); —— Connect LLB to Lakeland Provincial Park via Beaver Lake on HWY 663; —— Connect LLB to Lac La Biche Mission with looping regional trail along Range Road 142A and Township Road 674A, and potential recreational trail along lakefront; —— Connect McArthur Park to Sir Winston Churchill Park via a lakefront trail. • Connections to the trail networks of neighbouring municipalities (e.g. Smoky Lake, Wood Buffalo). • Figure 16 next provides a conceptual map of potential regional trail network opportunities. These are preliminary ideas only. A more comprehensive analysis should be conducted during the Trails Master Plan.

LEGEND Potential Regional Trail Connections Looping trails within Hamlet

NTS

88 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 89 Other Considerations for Trails • Develop trails that incorporate the “stress free” trail system concept; • Work to secure trails and trailheads within the Hamlets and County; • Connect neighbourhoods and community destinations with the trail system; • Establish a Trails Steering Committee; • Ensure a high degree of trail accessibility for all ability levels; • Continue to develop integrated web-based mapping of parks, neighbourhoods, and trail connections; Develop an online atlas for cycling and pedestrian routes starting with schools, recreation facilities and parks so that residents and visitors can search online for parks, amenities, and appropriate routes and connections; • Develop a tourist-focused marketing and education plan that includes clear routes, signage, maps, and descriptions of recreation destinations. Make useable maps easily accessible and printable from the County’s website; • Develop key trailheads with signage, parking, washrooms, and garbage/recycling. Employ community consultation processes to prioritize trailhead enhancements; • Align signage designs throughout the County (urban and rural) to ensure consistency; • Support volunteers to undertake the maintenance and development of trails and recognize the economic benefits of their efforts; • Undertake negotiations with land owners/managers with the objective of establishing improved public access across rail tracks and to the lake shoreline, with due consideration for public safety and liability; • Support public events on trails; • Develop an Active Transportation Plan to facilitate development and implementation of a walking and cycling network; • Adopt a winter trail maintenance policy that identifies priority routes for snow clearing and outlines an anticipated schedule (i.e. within 24 hours, within 48 hours, or following clearing of major roads, for example).

90 Draft Lac La Biche County Recreation and Parks Master Plan 91 D. Lake Access Boat Launches are a popular recreational amenity in the Lac La Biche area and are well used by both residents and tourists. Benchmarking analysis studies comparing Lac La Biche County to other Counties in northern Alberta indicated that Lac La Biche County is well served in terms of boat launches (1:657 vs. 1:5,634). It should be recognized that there are significant factors that limit the applicability of direct comparisons of service levels when it comes to boat launches (e.g. size and shape of lakes, location of boat launches relative to population centres, access routes, and more). Comparative service levels should be used with caution.

When planning for future boat launch locations, it is recommended to consider the equitable location of new boat launches to ensure the County’s residents are equally served and travel distances to boat launches are reasonable for all areas of the County.

The public should be notified of efforts to improve the boat launch experience with on-site signage and providing information digitally on websites and social media. Public safety should also be considered, and the public should be notified not to use inadequate boat launch sites.

According to the 2013 Boat Launch Study, water levels in Lac La Biche lakes continue to drop. In the next few years, Lac La Biche County should consider conducting an updated boat launch and lake level study to better assess the quality of the lakes, update assessment of boat launches and their ability to support boating activities. An updated boat launch study could include: • Tracking of user numbers with vehicle counters; • Assessment of recently constructed boat launches and those that were not included in the 2013 report; • Assessment of lake levels to support boat launching activities; • Identify opportunities to develop partnerships with lakefront property owners to explore future opportunities to provide public access to additional boat launches. C. Sports Fields When compared to similar Counties, Lac La Biche County is well served in terms of rectangular fields (1:534 vs. 1:2,212) and baseball diamonds (1:1,220 vs. 1:1,662). With the recommended decommissioning of the two remaining ball fields at McArthur Park and the anticipated three new ball diamonds at the Bold Center, Lac La Biche County will continue to be well served. The public indicated that ball diamonds were needed in the County as one of the top five outdoor facilities. In order to better serve residents, the County should consider regularly upgrading and maintaining existing ball fields to ensure residents are enjoying a quality playing surface. There is opportunity for Lac La Biche County to improve the service level provision of ball fields by including lighting to lengthen the hours that the fields can be used. The new ball diamonds at the Bold Center may also be used to support sports tournaments and in turn promote tourism.

92 Draft Lac La Biche County Recreation and Parks Master Plan 93 E. Skate/BMX Park A skate/BMX park was identified as one of the top three outdoor recreation facility needs through the resident survey component of the community engagement process. Skate/BMX park was also identified as a need during the manned pop-up display at the Bold Center. Lac La Biche County currently has a small skate/BMX park in Dumasfield Park, which puts the County in line with comparator averages for service level provision (see Figure 10). However, it should be noted that the existing skate/BMX park is significantly smaller than comparator parks and does not match the quality of features (e.g. rails, bowls, ramps, etc.). To better satisfy demand, consideration should be given for the development of an enhanced skate/BMX park in Lac La Biche.

Considerable thought should be put towards where a new skate/BMX park would be optimally located. A balance will need to be struck between a central location that makes it easy for community members to access it, and not having the park too close to residents where it may cause a conflict. Further study is required.

94 Draft: May 28, 2019 95 Public Art Arts and culture are an important part of the community character of Lac La Biche County and could benefit from more visibility and celebration in public spaces. The County, in partnership with the Local Arts Club, can lead the way in this area by developing a Public Art Policy and implementing a Public Art Program. A Public Art Policy would set out the guiding principles, goals, and procedures, including funding and implementation strategies, for the selection and management of a Public Art Program. The Public Art Program would then be the implementation tool for commissioning, purchasing, programming and developing art in public areas such as: • New and existing public buildings; • Art walks, public parks and trails; • Municipal capital projects (integrating art of all types and sales into public infrastructure, such as bridges, retaining walls, medians, and drainage infrastructure); • Plazas and prominent street corners.

A public art selection committee should be formed to oversee the Public Art Program, including the development of potential locations and priorities. The committee could include County representatives, local artists, residents with an interest in arts and culture, and people with connections to the art community. The same locations listed above would be priority areas for adding trees and horticultural displays.

Washrooms Washrooms promote public and tourist use of parks and lengthen the stay of visitors. Washrooms are especially important for families with children. However, providing clean, safe and accessible washrooms promotes use of all ages. Regular monitoring and maintenance of the condition of public washrooms at McArthur Park and the Bold Center should continue to ensure high quality experiences are enjoyed.

If McArthur Park is developed to become a civic hub, more washrooms may be necessary. A location that can accommodate temporary washrooms may be necessary for events.

Outdoor Development at the Bold Center • Consider trail connections to outer context (to farmers market and lakefront) and recreational trails through and around the proposed campground area. F. Outdoor Policy Gaps • Simplify circulation and include a continuous walking loop. The County’s outdoor recreation system contributes to a high quality of life for residents and visitors by providing • Add seating walls or benches for spectators. accessible, inclusive and engaging outdoor recreation opportunities that fit within the distinctive natural setting, • Consider skate/BMX park development here. active lifestyles, flourishing cultural, and close-knit community character of Lac La Biche County. The following • Include outdoor spaces for all ages: walking loop, seating and picnic tables, play area. outdoor policy gap analysis identifies existing gaps within the current outdoor recreation system and provides • Include outdoor play area within safe distance from ball fields. improvements to outdoor recreation policies. The outdoor policy gap recommendations will help the County • Consider consolidation of built structures on the site (bleachers, locker rooms, fieldhouse, storage/ better serve the residents and visitors by providing quality outdoor recreation opportunities. maintenances, concession) to free up informal park space and consolidate heating/electrical costs. • Strengthen indoor/outdoor connection, bring outdoor uses closer to building (i.e. play area). • Design outdoor developments at the Bold Center to provide adequate space/infrastructure for tournaments or larger sporting events (e.g. space for large event tents, sign up tables, warm up spaces, Life Cycle Planning campgrounds, etc.). Implement a life cycle analysis framework to ensure accurate forecasting and planning for significant maintenance, upgrades, repairs, and replacement of park amenities such as washrooms, sports fields, courts, playgrounds, and trails.

96 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 97 G. Marina Development The development of a marina in Lac La Biche has been an ongoing facility idea for many years. In 2011, the Lac La Biche Big Dock and Waterfront Area Redevelopment planning initiative was undertaken to guide the redevelopment and improvement of the waterfront area in Lac La Biche. The Big Dock component of the plan was to develop a modern-style marina, protected by an earthen berm structure, with commercial developments along the lakeshore near the David Thompson Statue on the West side of Lac La Biche.

To date, the Big Dock idea has not been developed as it was described in the redevelopment plan. Although, the County did install a floating dock near the David Thompson Statue in 2017. The dock includes moorings for boats, benches and lighted walkways. Even with this development in place, respondents to the resident survey identified a marina as an outdoor facility need (15 out of 240 selections).

Given the development of a floating dock, and the already strong level of access to Lac La Biche, the development of a marina would require further analysis to determine the costs, benefits and appropriate development and operating model (i.e. private sector-led, County-led, partnership). We recommend conducting a more detailed needs assessment and feasibility study before deciding a future course of action.

H. Maintenance of Outdoor Facilities During the community engagement process, community members indicated that the maintenance of trails and park areas could be improved. Some specific recommendations for improvements included: • Cleaning up brush encroaching onto parks and trails, • Fixing pot holes and damage quicker, • Maintaining groomed cross-country ski trails, • Enhanced grass cutting on sports fields.

Well-maintained trails and parks are needed in order to encourage use by community members. Therefore, it is recommended that the County first perform an audit of their outdoor facility maintenance standards, and then incorporate improvements into the maintenance schedule of County-owned facilities.

98 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 99 J. Lake Health Lac La Biche County’s abundant lakes provide outstanding recreational opportunities for residents and attractive tourism opportunities for visitors. Providing appropriate access to water bodies and ensuring a high level of I. Crime Prevention Through Environmental Design water quality and lake health is essential to meeting the County’s recreation and tourism goals.39 Recreation and parks can help contribute to crime prevention by incorporating a Crime Prevention Through Currently, usage of the lakes for recreation and tourism-related activities is restricted due to five main challenges. Environmental Design (CPTED) approach into planning for future facilities and amenities. According to the These include: Edmonton Police Service, CPTED is defined as the “science around the design and effective use of physical space 36 to lead to a reduction in both the incidence and fear of crime.” CPTED guidelines have long been recommended 1. Blue-green algae blooms – that restrict water-based activity for large portions of the summer. as a standard for neighbourhood planning, and some evidence exists that the principles can be adapted to park 2. Fishing restrictions – that limit the attractiveness of the lake as a fishing destination for residents and 37 spaces. For example, natural surveillance should be promoted in addition to traditional surveillance techniques visitors. such as cameras. This can be accomplished by ensuring that foliage in parks is well maintained and trimmed, 3. Pollution – that could adversely affect the experience users have of the lake. adequate lighting is maintained, and structures are located strategically to produce clear sightlines throughout 4. Beach reductions – that could reduce access and enjoyment of users. 38 the establishment. 5. Low water levels – some lakes are experiencing drops in water levels.

The County’s Watershed Management Plan (2009) is in the process of being updated and there are various initiatives from local groups exploring solutions to these challenges. However, it will be important that solutions implemented to solve one challenge do not cause unintended consequences. A coordinated and well-researched lake remediation plan is needed to improve access to Lac La Biche.

100 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 101 A. Culture and Event Programming The County has a rich cultural history and an abundance of cultural diversity, yet there is a lack of cultural programming. Culture is broadly defined as, “the way of life, especially the general customs and beliefs, of a particular group at a particular time.”40 Cultural programming improves quality of life by allowing participants to better understand and explore ideas around community, connection and discovery.41 The performing arts, visual arts, music and writing are examples of cultural programs.

B. Youth Programming Community members under the age of 20 make up over a quarter of the County’s population (27.7%), which is higher than the provincial average (25.0%). Meeting this cohort’s needs has been a focus for the County’s recreation staff and community groups. There are currently a large number of youth-centric programs, services and supports provided by the County and community groups; however, recreational programming for youths was identified as a high priority during the community consultation activities. Specifically, respondents communicated a need for additional structured sport programs (e.g. football, soccer, archery, water polo, etc.), outdoor programming and also spontaneous activities (e.g. drop-ins). This suggests that recreational opportunities for youth are not being effectively communicated. The promotion of programs and referrals between groups needs to be enhanced to ensure key messages are reaching the target audience (youths).

The County currently does not have a dedicated youth centre. It should be noted, though, that the Canadian Native Friendship Centre in Lac La Biche operates a youth centre that is open three days a week from 4-8pm during the school year, and there is a small youth centre located in Plamondon. Youth centres can provide a place for youth to go and socialize with their peers. The addition of age appropriate programming or exciting amenities (e.g. ninja skill parks) can further maximize the benefits of such facilities.

C. Young Adult Programming Analysis of demographic trends and feedback from the community engagement indicates that Lac La Biche County may have a problem encouraging young adults to stay in the community. Recreation and parks can help retain young people in the community by offering them appealing social opportunities. For example, the café at Portage College could be programmed to create a Diners’ Club for young adults. The Club could meet once or twice a week and offer activities for young adults to do with their peers (e.g. dinners, wine tastings, board games, etc.). The Club could also rent a bus and incorporate travel to nearby communities in its programming.

3. Recreation and Culture Programming

102 Draft: May 28, 2019 103 A. Operational Challenges with Recreation Facilities Lac La Biche County has faced ongoing challenges related to the operation of its recreation facilities, including staff shortages, competing demand during prime times, and aging facilities. These challenges can impact facility utilization and financial performance. In order to address the unique needs of each facility, strategic service plans should be updated, implemented and reviewed on an annual basis. Strategic service plans must clearly identify operational challenges/opportunities and action items to remedy issues and improve levels of service. The Aquatics Services Strategic Plan (2015) is a good example to build from and could be used as a template for other recreation facilities.

B. Financial Performance of Recreation Facilities Revenues as a proportion of expenses is a way to measure the financial performance of recreation facilities. Based on a four-year average, the proportion of revenues to expenses for the Bold Center was 37%, Plamondon Arena was 16% and Portage Pool was 15%. These percentages are below what is typically expected of facilities of these scope in communities the size of Lac La Biche County. However, it should be recognized that Lac La Biche County is a unique municipality and direct comparisons to facilities in other communities may not be appropriate for a variety of reasons.

The low percentages of revenues to expenses in these facilities is worth exploring. Some of the causes seem to stem factors such as a large supply of recreation facilities relative to the population of the County, low utilization of facilities, staff costs and aging facilities. It is recommended that detailed analysis of these factors and others be conducted to better understand the drivers and identify opportunities for improvements. It should be noted that revenues and expenses are both drivers of financial performance, so each factor should be included in the analysis. In addition, the social benefit of the facilities must be given adequate attention in the analysis.

C. Staffing Levels Providing adequate staffing levels for recreation facilities has been a significant challenge in Lac La Biche County. Qualified staff are needed to develop, plan and implement programs and events. When such staff are not available, the quality of recreation service delivery is reduced. The Bold Center and Portage Pool have operated without a full complement of staff in recent years, which has led to reductions in service quality and the number of programs that can be offered to customers.42 It is recommended that a staff training and retention plan be developed for the Bold Center and Portage Pool. As many prospective staff are under the age of 40, it will be important to link this plan with the activities described in 3.C.1 (Young Adult Programming).

4. Facility Utilization and Financial Performance

104 Draft: May 28, 2019 105 A. Capital Projects and Partnerships The County will move forward with a clear, concise and data-based process for evaluating new capital projects and new partnerships as identified below. Business Case Development Budgeting for new facilities requires advanced analysis and planning, in order to properly estimate resource requirements, prove the need for new infrastructure exists, and to gain support from the public and from funders. The analysis and business planning process often starts years before construction takes place to ensure time for consultation and planning, and to confirm that the necessary funds are budgeted to begin construction.

The County should consider starting the business planning process when certain indicators show that new facility development is required. This can include facilities reaching end of life, growth in market size, facilities reaching capacity, or demand for new facilities that are not provided within the market area. The average benchmark population identified in Figure 9 identifies triggers based on population for when a business case may be considered. Another common trigger would be the facility coming to the end of its useful life.

Proper analysis and business planning is a multi-step process, involving a high level of engagement of both stakeholders and the public. The following is a recommended outline of the process:

Criteria for Evaluating Major Capital Development Projects The County recognizes the importance of enhancing its recreation and culture infrastructure and (funding permitted) will seek to partner on capital projects that demonstrate a high degree of community need and viability. Appendix D describes a set of criteria that will be used by the County to evaluate business cases for major capital funding. Business cases may be submitted by external partners seeking funding from the County or developed by the County itself. Furthermore, the County may choose to cost share on the development of business cases with prospective partners.

Process for Evaluating Major Capital Development Projects It is recommended that the County incorporates the evaluation of business cases into its annual budget planning cycle. Appendix D outlines a process for evaluating major capital projects. It is also recommended that the County establish a multi-department administrative committee that will evaluate business cases based on the criteria above.

As projects begin to advance through the planning stage, the County may have opportunities to form new partnerships. The County will then have the responsibility of choosing which partners add the most value to recreation and parks service delivery. Figure 17 describes a set of criteria to help evaluate future partners.

5. Community Partnerships 106 Draft: May 28, 2019 107 Figure 17. Partnership Evaluation Criteria Criteria Description Value Alignment The extent to which the core values of the organization align with those of Lac La Biche County.

Inclusivity and Collaboration The level to which the organization is inclusive and encourages participation by all residents of Lac La Biche County. The level to which the organization is collaborative.

Organizational Capacity The extent to which the organization has the capacity to add value. Do they have the business infrastructure, experience, management capacity and resources to be an active partner?

Viability The extent to which the organization has the ability to generate revenue/reduce costs to be reinvested in services.

Complementary Skills/Resources The extent to which the organization will bring to the arrangement skills and resources that will complement Lac La Biche County’s resources and enhance services to citizens.

Complementary Need The extent to which the organization has needs that complement vs compete.

Financial Strength The financial strength of the organization and the ability to meet financial obligations.

Past Success The extent to which the organization has been successful elsewhere in similar projects.

Risks The likelihood and severity of potential risks the organization will bring to the project.

Managing Capital Grants It is recommended that the County enter into clear service level agreements with groups that seek capital grant funding for major projects. These agreements would outline the roles, responsibilities and expectations for both partners, including delivery dates and performance standards. As projects are completed, they should be evaluated to ensure the desired results occurred. The results of these evaluations should be tied to the grant funding provided to encourage partners to complete projects according to the service level agreement.

A staff resource should be assigned to each major project where County funds are provided as a grant. This staff resource will be instrumental in ensuring the service level agreements are being fulfilled and the interests of the County are considered throughout the construction process. 6. Service Delivery and Communication

108 Draft Lac La Biche County Recreation and Parks Master Plan 109 A. The County’s Role in Service Delivery • Current codes for kitchens that would exist in a community hall will need to meet higher standards for fire suppression and ventilation that are similar to a commercial kitchen; The County’s involvement in recreation and parks delivery is that of facilitator in rural areas and partner/direct • Mechanical standards are stricter than before with new equipment and ventilation requirements. provider in Lac La Biche. In recent years, the County has taken on more direct provision and it is anticipated that this will continue. The County has the resources and expertise to manage facilities, therefore the County is the most likely to undertake this responsibility. The County should continue to manage those facilities in close A consultant is likely not required for all renewal or upgrade projects. There is value in community volunteers proximity to large populations (i.e. urban area) and encourage local management in rural areas. participating in construction and renovation projects in their area. Not only does this provide a cost savings, allowing more work to be done for the funding that exists, but it also builds community spirit. Qualified consultants may be required to carry out the more extensive or onerous renovation projects. B. Service Level in Rural Areas Rural areas are all communities in the County other than the Hamlets of Lac La Biche and Plamondon (including Owl River, Hylo, Craigend and Rich Lake). The following service level outlines the types of facilities that could Utilization of Existing Community Halls be considered in these areas. As numerous community halls already exist and they are distributed across the It assumed that some rural facilities currently have relatively low utilization. This is to be expected in areas County, no additional community halls are needed. Improvements to existing halls and additions to outdoor that are sparsely populated and the community value of local facilities is recognized. However, if a facility is amenities should take priority over development of any new buildings. significantly underutilized, the County should exercise prudence and determine its viability. For this reason, it is recommended that the County complete a utilization analysis of existing facilities to assist in determining the Potential Amenities to Consider in Rural Areas: level of investment needed. • Community Hall (that can accommodate between 50-200 people) within 10km of a majority of residents. Each community hall would ideally have outdoor areas including parking and space for modest local festival activities; Maintenance of Existing Facilities • The County may consider the following outdoor amenities: The County currently maintains facilities in rural areas, and this comes at a considerable cost due to the transport • An outdoor skating surface of equipment and manpower. Wherever possible, the County should encourage local Community Associations • Small loop trail to maintain local facilities. • Small informal playing field

Types of Programs: • Local community festivals; • Celebrations – weddings, birthdays, anniversaries, retirements, family reunions, etc; • Community meetings; • Small music / theatre performances; • Activity clubs such as Scouts, Girl Guides, and 4H; • Adult social clubs (Seniors groups, craft groups, etc.); • Informal play.

Caring for Existing Community Halls There is currently a gap in information availability regarding the current state of the community halls and their upcoming requirements for upgrades and maintenance (which may require funding support from the County). To ensure the longevity and preservation of these community amenities, it is recommended that the County support community associations to complete assessments of their community halls. An architectural consultant should be retained to undertake an inventory and assessment of the condition of each community hall, with future reviews on a regular basis. With the information collected in the inventory, the County will be equipped to determine what investment to make in which facilities. After these evaluations occur, the County should keep the following in mind: • When facilities undergo a renovation, there may be additional requirements to bring the facility up to current building code standards; • The building code standards have become more stringent since the construction of many community halls in the County;

110 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 111 D. Communicating with the Public and Stakeholders Communication with the public and stakeholder groups was identified as an issue during the consultation activities. 25% of respondents to the resident survey indicated they were unaware of services/facilities available in the County, staff indicated they would like to improve communication with the community, and some stakeholder groups were not sure who they should be contacting at the County to get answers to their questions.

Promoting Programs to the Public The promotion of recreation and parks programming in the County could be improved. Currently, recreation staff develop their own content, the communications department takes the lead on design, community groups have low capacity to design or promote their own programs, and communication channels to residents are fragmented. There is no plan in place to effectively promote recreational opportunities in the County. The result is a public that feels less informed about the excellent recreational opportunities there are in Lac La Biche County. What is needed is a well-thought out promotional plan and staff resources that can effectively communicate and sell community programs to residents.

Communicating with Stakeholders and Partners An example provided by Alberta Parks can be used to describe the opportunity for enhancing communication with stakeholders and partners. Both the County and Alberta Parks build, operate and maintain recreational assets (e.g. campgrounds, trails, boat launches, etc.). Since both the County’s and Alberta Parks’ assets can be used by residents to meet their needs, there are risks to development (e.g. low utilization caused by duplication of service). However, there are also benefits to working together (e.g. expanding trail networks through connectivity, leveraging resources for infrastructure development). Therefore, in order to reduce risks and maximize benefits, it is recommended the County improves its communication with external groups.

Online Information The County webpage should be easy for users to read and navigate. Improvements to the website could be made C. Service Level in Plamondon to ensure residents and visitors are finding the information they are looking for. These improvements could Plamondon’s recreation needs are largely provided for through the efforts of the Plamondon and District include: Community Development Society. For the size of the community, Plamondon is extremely well served in terms of • Use icons as a button to link to other websites (e.g. Bold Center) to avoid duplicating information; recreational facilities. In 2012, Lac La Biche County completed a Recreation Parks and Open Spaces Master Plan • Include links to community organizations who provide outdoor recreation programs (i.e. leagues, teams, for this community. Among an extensive list of other initiatives, the top 5 facility development considerations clubs, etc.) on the County’s website; for Plamondon included: • Under Parks and Open Spaces, include a more complete list of outdoor recreation amenities by topic • Complete critical maintenance of existing indoor assets. (i.e. ball diamonds, soccer fields, boat launches, off leash areas, community gardens, play areas, etc.) in • Develop a site and facilities plan for Festival Centre. addition to highlighting key parks. Include a link to open a PDF map with icons and a legend; • Develop full architectural drawings for the Agriplex upgrades. • Provide trails information and maps on the website. • Replace the ice plants in the arena. • Replace site furnishings at the Festival Centre.

In addition to the above, the development of a paved loop trail in the Hamlet was also deemed a high priority. The plan also recommended that the County move from an Indirect Provider Role to a Partner Role in the medium term. Given that the County has taken over management of the arena, it appears that this shift in service delivery approach has occurred.

112 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 113 A. Sport Tourism Lac La Biche County has recently developed high-quality recreation assets, such as the indoor and outdoor developments at the Bold Center. This opens up an opportunity for the County to leverage these assets to capitalize on sports tourism. The County’s recreation and parks department should work with the economic development department and applicable stakeholders to develop a sport tourism hosting plan with the goal of attracting tournaments and sporting events to the area.

B. Downtown Revitalization Downtown revitalization has been identified as central to the success of the local tourism industry and recreation and parks can play a role in achieve this goal. Recreation and parks can support the downtown revitalization plan currently underway through the development new recreation and parks assets in the downtown area, as well as the addition of more programming that takes place in downtown areas that will bring people in (e.g. arts and cultural programs, events, etc.).

C. Cultural Tourism The Lac La Biche region is filled with unique cultures and has a long and compelling history. The people of Lac La Biche are proud of their heritage and want to share their stories with visitors. This presents an opportunity to develop programming focused on the culture of the region that will help achieve both tourism and recreation goals. It is recommended that the recreation and parks department participate in the development of a Tourism Festival and Event Strategy led by the economic development department of the County.

It should be noted that cultural programming for tourists is different than cultural programming for residents. Cultural tourism programs are specifically designed for visitors, are often priced high, and are scheduled during high visitor seasons. It is not recommended that the County develop its own cultural tourism programs. Instead, the County should focus on delivering community-focused cultural programs that inspire residents to want to share their community’s stories with visitors.

D. Natural Assets are Vital to Tourism The region’s natural assets are a major driver of visitation to the County. Therefore, opportunities to improve access to these assets, while maintaining their integrity, should be explored. It is recommended that the recreation and parks department strengthen its ties with Alberta Parks to coordinate the development and maintenance of the region’s natural assets.

E. Lac La Biche as a Winter Destination There is a desire amongst tourism stakeholders to build additional product and drive visitation during the winter season. Recreation and parks can contribute to this goal through the development of amenities and activities that can be used in the winter by residents and visitors (e.g. ice skating trails in McArthur Park, animation of the waterfront in winter, events to celebrate the winter season, etc.).

7. Tourism Links 114 Draft: May 28, 2019 115 Implementation Plan Implementation Plan This section provides a detailed plan for implementing the priorities identified for recreation and parks in Lac La 08 Biche County. Categories, Priorities and Action Item Charts The Action Plan is divided into categories, priorities and action items. Priorities are divided into the seven categories identified in the previous section. Within each priority, specific action items have been established that clearly describe the steps that should be taken to achieve the objective. The action items will also assist the County in evaluating the success of the plan moving forward. Each action item has been assigned a suggested priority rating, estimated cost, and anticipated timeline for implementation.

Priority Criteria Low Priority (L) There is considerable community benefit, however; because of phasing considerations, cost, organizational readiness, or relative importance in relation to other initiatives, these initiatives are deemed a lower priority at this time. Medium Priority (M) There is a considerable community benefit, however; because of phasing considerations, cost, organizational readiness, or relative importance in relation to other initiatives, these initiatives are deemed a lower priority than high priority items at this time. High Priority (H) There is a strong community benefit, and because of phasing considerations, cost, organizational readiness, or relative importance in relation to other initiatives, these initiatives are deemed a high priority at this time.

Cost Criteria Low Cost (L) Less than $10,000 Medium Cost (M) $10,000 - $50,000 High Cost (H) More than $50,000

Implementation Timeline Short Term (S) Less than 2 years Medium Term (M) 2 - 5 years Long term (L) More than 5 years

116 Draft: May 28, 2019 117 Organizational Lead County administration will be responsible for implementing the master plan. It is expected that the County will Action Plan provide the resources necessary to implement the action items. The County is encouraged to seek partnerships with stakeholder groups, neighbouring municipalities, provincial ministries and other applicable groups wherever 1. Indoor Recreation Facilities possible to leverage available resources. Residents can also be engaged through task forces and committees to help contribute to implementation. Action items with an (*) next to them are meant to be led by other County Master Plan departments. Priorities Action Items Priority Timeline Cost A. Aquatics ! 1.A.1 – Renew the Portage Pool lease agreement on HSH Quick Wins Centre a year-by-year basis to ensure the provision of aquatic programming is uninterrupted. A blue star indicates that an action item is a “Quick Win.” Quick wins are actions that can be implemented within a year or two, have a high probability of success and have a ! 1.A.2 – Continue with plans to develop a feasibility H SH relatively low cost. study and conceptual drawings for a new aquatics centre. The feasibility study should include a detailed business case component (see Appendix D). Highest Priority Items B. Performing 1.B.1 – Encourage community members and user M S L An exclamation mark identifies items that should be considered the highest priority in the Arts Space groups to utilize existing theatre spaces for short term. performing arts activities. ! C. Ice Arenas 1.C.1 – Enhance utilization of existing ice surfaces in M SL the County. Future Planning, Evaluation, and Reporting D. Archery 1.D.1 – Approve a program plan developed by M SL A key component of the success of the Recreation and Parks Master Plan will be the evaluation of its initiatives. Facility Lakeland Archers for the new archery facility The action plan should be reviewed bi-annually, at which time priorities should be re-evaluated and a discussion that will promote utilization of the space. of any variances should occur in reference to key performance indicators (KPI’s). If new projects are added (or old projects removed) as the plan progresses, this should be done by weighing the relative priority of all projects in E. Space for 1.E.1 – Work with stakeholder groups to develop a M SL the plan. The action plan should be updated on a yearly basis; therefore, the third quarter evaluation period will Stakeholder space utilization program that will identify set the stage for the updated version of the plan. In the fourth quarter, the updated plan should be formalized Groups space requirements and improve access. and a draft approved by the end of the year. F. McArthur Park 1.F.1 – Assess the old curling rink to determine if it HS M Curling Rink ! is appropriate to decommission and remove Implementation Considerations or to re-purpose. In total, the Implementation Plan identifies 69 action items, grouped into 33 separate priorities. Attempting to complete all initiatives concurrently will stretch the resources and limit the focus of the County as it implements the plan. Therefore, it is recommended that implementation of the plan begin with the highest priority items ( ! ).

118 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 119 E. Skate/BMX Park! 2.E.1 – Complete a concept design and location HSH 2. Outdoor Recreation Facilities analysis for a new skate park in Lac La Biche. F. Outdoor Policy 2.F.1 – Develop and implement a life cycle analysis M S – LH Gaps framework for outdoor amenities. Master Plan Priorities Action Items Priority Timeline Cost 2.F.2 – Develop a Public Art Policy and Public Art MMM Program in collaboration with the Local Arts A. Developing 2.A.1 – Develop a detailed conceptual design HS – LH Club. McArthur Park into! for the redevelopment of McArthur Park a Civic and Cultural into a civic and cultural hub. The program 2.F.3 – Allocate resources for downtown and park M S – LH Destination elements and design considerations beautification (e.g. tree plantings, annual identified in 2.A should be used as a starting horticultural displays, maintenance of point for engagement with the community. commercial areas and McArthur Park). 2.A.2 – As approvals and funding allows, redevelop HS – LH 2.F.4 – Monitor and maintain the condition of M S – LL McArthur Park into a civic and cultural washrooms at key locations (e.g. McArthur destination. Park, Bold Center, etc.). B. Trail 2.B.1 – Develop a County-wide Trails Master Plan. H S – MH 2.F.5 – Strengthen the organization and connectivity M S – LH Connections ! of outdoor developments at the Bold Center 2.B.2 – Encourage public awareness about M S M (see 2.F for an expanded discussion). trails and trail connections by creating a comprehensive trail map and providing G. Marina 2.G.1 – Conduct a needs assessment and feasibility M M – LH signage at key locations indicating trail Development analysis to determine the costs and benefits connections. for a marina in Lac La Biche. 2.B.3 – Regional trail development should focus on M L H H. Maintenance 2.H.1 – Perform an audit of outdoor facility M SL connections to major tourism destinations of Outdoor maintenance standards. such as Lakeland Provincial Park and other Facilities 2.H.2 – Incorporate improvements identified during M SL regional networks. the audit into the regular maintenance 2.B.4 – Trail developments in smaller hamlets M LH schedule of County-owned facilities. should provide looping pedestrian I. Crime 2.I.1 – Incorporate CPTED guidelines in all future HS M recreational trails within the hamlet. In the Prevention ! outdoor facility planning. For further future, phased regional trail development Through information regarding CPTED, refer to the could include smaller communities; Environmental Edmonton Police Services’ website: https:// however, priority trail development will Design www.edmontonpolice.ca/CrimePrevention/ be to major tourism and recreational CommunitySafety/CPTED destinations. 2.I.2 – Review existing outdoor facilities utilizing HSL 2.B.5 – Ensure developers provide trail connections HS – LL CPTED guidelines and develop a plan to and parks in new developments. enhance their crime prevention qualities. C. Sports Fields ! 2.C.1 – Continue with the outdoor re-development HS – M H J. Lake Health 2.J.1* – Provide support to the Watershed HSL plan for the Bold Center that will see ! Management Committee as they update the the addition of playing fields and other Watershed Management Plan from 2009. amenities. 2.J.2* – Provide support to other departments HM – LH 2.C.2 – Move all ball diamonds from McArthur Park HSH ! and stakeholders in the development of a ! to the Bold Center as part of the outdoor re- lake remediation plan for Lac La Biche that development plan for the Bold Center. will improve the water quality issues that D. Lake Access 2.D.1 – Update the boat launch inventory and MMM currently restrict lake access and usage. assessment study.

120 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 121 4. Facility Utilization and Financial Performance 3. Recreation and Culture Programming Master Plan Priorities Action Items Priority Timeline Cost Master Plan Action Items Priority Timeline Cost Priorities A. Operational 4.A.1 – Update facility strategic service plans and M S L A. Culture 3.A.1 – Develop a program plan to enhance HSL Challenges with implement them to manage existing and and Event ! the provision of cultural programming, Recreation emerging operational challenges (i.e. Bold Programming including (but not limited to) the visual Facilities Center Strategic Plan, Aquatics Services and performing arts. Examples of current Strategic Plan). program gaps include performing arts 4.A.2 – Review strategic service plans annually and M S – L L camps, visual arts classes, dance and update the plans as needed. theatre for all ages. For an example of a strong children’s camp program offering B. Financial 4.B.1 – Conduct detailed revenue and expense M SH see: https://www.festivalplace.ab.ca/file/ Performance analyses of the County’s main recreation download/2606 of Recreation facilities and identify opportunities to Facilities increase revenue, decrease cost and 3.A.2 – Develop a program plan to animate HSL maximize utilization. McArthur Park. C. Staffing Levels 4.C.1 – Collaborate with the Human Resources HSL 3.A.3 – Consider the addition of a full-time or M S – M H department for staff recruitment and part-time Cultural Programmer/Community retention improvements. Improvements Liaison that would enhance direct could be linked to the activities described in programming as well as support partner 3.C.1 (Young Adult Programming). organizations. B. Youth 3.B.1 – Develop and implement a program plan H M M Programming ! focused on increasing opportunities for 5. Community Partnerships youth. Master Plan 3.B.2 – Improve the level of communication, HS – L H Priorities Action Items Priority Timeline Cost collaboration and promotion of youth programs in the County (see 6.D.1 – 6.D.5 A. Capital 5.A.1 – Complete detailed business cases for HS – L H for specific action items). Referrals between Projects and ! proposed major capital projects requiring programs should be encouraged to increase Partnerships County support. Business cases will participation rates. demonstrate community need and identify capital and operational revenues and 3.B.3 – Assess the feasibility of developing a MM H expenditures and will be developed by all dedicated youth centre in Lac La Biche. organizations proposing projects. Multiple options should be explored (e.g. utilizing existing spaces through 5.A.2 – In recognition of the importance the County H ongoing H programming, repurposing existing spaces, places on sound business planning, the building new, etc.). County will consider sharing the costs of developing businesses cases for new major C. Young Adult ! 3.C.1 – Strike a young adult social/recreational H SL capital projects. Those organizations wishing Programming task force to develop a plan to enhance the to cost share with the County must establish social opportunities for adults aged 20-29 early consultation with the County and and 30-40. Further engagement should be jointly review their project idea against all conducted with these age groups to better relevant County policies and the criteria understand their needs. established in the Master Plan. County Council will approve cost sharing on a case by case basis.

122 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 123 5.A.3 – Establish a multi-departmental HSL administrative committee that will evaluate 6.C.2 – Continue investment in arena upgrades. M ongoing H business cases based on established criteria. 6.C.3 – Consider other development initiatives M ongoing H 5.A.4 – Implement the process for evaluating major H ongoing L outlined in the 2012 Plamondon Recreation, capital development projects (see Appendix Parks and Open Space Master Plan on a D). case by case basis and evaluate utilizing 5.A.5 – Evaluate new partnership arrangements H ongoing L the business case process outlined in this based on the partnership evaluation criteria document. (see Appendix D). 6.C.4 – Continue in the Partner Role in the delivery H ongoing L 5.A.6 – Enter into service level agreements with H ongoing L of recreation, parks and culture services in ! groups that seek capital grant funding for Plamondon. major projects. D. Communicating ! 6.D.1 – Develop a promotional plan for recreation H SH 5.A.7 – Assign staff resources to manage the H ongoing L with the Public and parks programs in the County (this ! County’s major grant funding projects. and Stakeholders initiative is currently underway). Programs offered by local community groups should also be considered in the promotional plan. 6.D.2 – Consider the addition of a full-time or part- H SH 6. Service Delivery and Communication ! time marketing position that would have the recreation portfolio assigned to it. Master Plan Action Items Priority Timeline Cost 6.D.3 – Communicate facility development plans to H ongoing L Priorities relevant stakeholder groups/partners and A. The County’s 6.A.1 – Maintain the current status quo of H ongoing L identify opportunities to coordinate efforts Role in Service recreation services delivery (i.e. the County and/or leverage resources early on in the Delivery is a Partner/Direct provider in Lac La Biche/ process. Plamondon and a Facilitator in the rural 6.D.4 – Add stakeholder relations activities to H ongoing L communities). current recreation and parks services B. Service Level in 6.B.1 – Complete a County-wide assessment M S H (e.g. communicating with stakeholder Rural Areas of existing community halls in order to groups, attending stakeholder meetings, anticipate future capital and life-cycle coordinating projects, etc.). These services needs. Include an assessment of outdoor could be added to an existing position or a spaces associated with community halls. new staff member could be added. 6.B.2 – Complete a utilization analysis of existing M MM 6.D.5* – Update the County website as described in H S M community halls to assist in determining the 6.D. level of investment needed. 6.B.3 – The County will encourage local Community M ongoing L Associations to maintain local facilities wherever possible. C. Service Level in 6.C.1 – Continue investment in critical maintenance M ongoing H Plamondon of existing assets.

124 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 125 7. Tourism Links Short Term Priority Items for Implementation

Master Plan Priority Action Items Estimated Cost Priorities Action Items Priority Timeline Cost 1. Continue with plans to develop a feasibility study and conceptual $250,000* A. Tourism Strategy! 7.A.1* – Work closely with the economic HS – LH drawings for a new aquatics centre. and Product development department in implementing Development Plan the Tourism Strategy and Product 2. Provide support to other departments and stakeholders in the Planning department expense Implementation Development Plan. development of a lake remediation plan for Lac La Biche Lake. currently underway B. Sport Tourism 7.B.1 – Strike a Sport Tourism Development M S – MH 3. Develop a detailed conceptual design for the redevelopment of $100K – $150K Task Force with representation from a McArthur Park into a civic/cultural hub and review with public. broad range of stakeholders, including 4. Develop a County-wide Trails Master Plan. $75 – $100K the Economic Development Department, businesses, community groups and 5. Enter into service level agreements with groups that seek capital grant Internal resources residents. funding for major projects. Complete detailed business cases for 7.B.2 – Work with the Sport Tourism Development proposed major capital projects. Task Force to develop a sport tourism 6. Develop a concept design and location analysis for a skatepark. $100 – $150K hosting plan with the goal of attracting tournaments and sporting events to Lac La 7. Develop a program plan to enhance the provision of cultural $40K – $80K Biche County. programming. Consider adding a part-time or full-time cultural programmer. C. Downtown 7.C.1* – Support the downtown revitalization plan H M H Revitalization currently underway. Consider action items 8. Strike an adult social/recreational task force to develop a plan to Internal resources identified in the Lac La Biche County Visitor enhance the social opportunities for adults aged 20-29 and 30-40. Friendly Assessment and Action Plan (2018). 9. Work closely with the economic development department in Internal resources D. Cultural Tourism 7.D.1 – Explore the opportunity to develop cultural MM L implementing the Tourism Strategy and Product Development Plan. Strike focused programs for residents that will a Sport Tourism Development Task Force and complete a sport tourism inspire them to share their heritage and hosting plan. stories with visitors. 10. Consider adding a part time or full time Marketing Coordinator that $40K – $80K 7.D.2* – Participate in the Economic Development- M M H would be assigned the recreation portfolio. led Tourism Festival and Event Strategy that *This item is currently budgeted for in the County’s 2019 capital plan. would enhance the event offering in the County for residents and visitors. Specifically review the opportunity for cultural programming. E. Natural Assets 7.E.1 – Liaise with Alberta Parks to coordinate M S L the development and maintenance of the region’s natural assets. F. Lac La Biche as a 7.F.1* – Collaborate with the Tourism Department M M H Winter Destination to develop a Winter Strategy that would enhance experiences for residents and visitors alike.

126 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 127 Conclusion Conclusion The Lac La Biche County Recreation and Parks Master Plan puts forward a strategic direction that will guide the community toward its vision to further establish itself as a community of choice for young people, an excellent 09 place to raise a family and a wonderful location to enjoy an enriching retirement. Implementation of the Master Plan will require investment and concerted effort on the part of the County and the community. This investment will ensure that the enhanced recreation and parks system is recognized as a core strength of the community; uplifting residents and attracting newcomers.

128 Draft: May 28, 2019 129 Appendices APPENDIX A: Recreation Asset Inventory

131

130 132 133 APPENDIX B: What We Heard Report What We Heard Report – December 11, 2018

December 11, 2018

Darrell Lessmeister Senior Manager, Recreation and Community Enhancement Lac La Biche County Box 1679 Lac La Biche, Alberta T0A 2C0

Dear Mr. Lessmeister:

Please find enclosed the What We Heard Report that was developed to conclude Phase 2 of the Recreation and Parks Master Plan for Lac La Biche County.

If you have any questions or require clarification on the attached report, please feel free to contact me at 780-266-7888.

Sincerely,

Justin Rousseau, Managing Director Expedition Management Consulting Ltd.

134 Expedition Management Consulting Ltd. ii 135

–

01 PROJECT OVERVIEW

136 137

– –

–

138 139 –

SUMMARY OF CONSULTATION FINDINGS

140 141

– –

’s – • • • • • • •

142 143 – –

ss ss s s ss s ss s s s s s s s s ss s s sss s sss sss ss s s sss s sss sss

s ss

144 s 145 – –

146 147 – –

148 149 – –

150 151 – –

–

152 153 – –

154 155 – –

156 157 –

– –

03 NEXT STEPS

158 159

–

APPENDICES

160 161

APPENDIX C: Estimated Capital Costs for APPENDIX D: Capital Development Evaluation Potential Trail Improvements Criteria and Process

Option A. Dedicated Walking/Bike Paths Evaluation Criteria

1. Condition Assessment (if the project is an expansion, renovation or replacement of an existing facility) • The project mitigates safety risk to staff and public; • The project ensures compliance with all laws and regulation; • The project mitigates risk to infrastructure and the environment; • The project will enable operational cost savings and efficiencies.

2. Strategic Alignment with the County • Demonstrates strategic alignment/compliance with key County planning documents, including the County Strategic Plan, the Recreation and Parks Master Plan and other documents produced by the County.

3. Consultation with County Council • Demonstrates early involvement and consultation with County Council.

4. Consultation with County Residents • Demonstrates meaningful consultation with the County residents.

5. Demand • Demonstrates demand from County residents in the catchment area (indicators may include public Option B. On-Road Bike Lanes and Gravel Walking Paths input surveys, stakeholder interviews, focus groups, activity trends, population projections, current and projected facility utilization, program statistics etc.); • Clearly identifies target markets and how the facility will meet the needs of those markets.

6. Comparative Research • Comparison of facility provision to benchmarks from other communities supports the project.

7. Supply • Demonstrates a plan to provide complementary (vs. competitive) services and facilities; • Demonstrates facility supply does not meet demand in the catchment area; • Demonstrates effective use of existing assets in the community and has completed a thorough review of all re-purposing options of existing assets.

8. Strategic Partners • Demonstrates a collaborative approach and strong partnerships; • Demonstrates a plan to work with other organizations to ensure resources are shared, support services are centralized and efficiencies are maximized.

162 Draft: May 28, 2019 163 9. Public Access and Facility Use Process for Evaluating Major Capital Development Projects • Demonstrates high level of accessibility to the public and ensures the greatest access to the greatest number of citizens; • Demonstrates inclusiveness and accommodates people of all ages, income levels and abilities; Initial consultation between County Administration and capital project proponent • Single use facilities or those facilities that cater mostly to one user group must specifically demonstrate the broad community benefit.

10. Capital Financing Plan Determination if the project warrants a business case (by measuring the project against master plan priorities) • Capital financing plan is realistic and is supported by sound data; • Capital financing plan demonstrates a clear ability to fund the project; • The sponsoring organization demonstrates provision of an agreed upon percentage of project costs (e.g. cash in hand, grants, donations, labour in kind, etc.). Determination of County involvement in the development of the business case

11. Operational Costs • Operational revenue/cost assessment is realistic and is supported by sound data; • Business model demonstrates enhanced opportunities for citizens, while seeking to maximize revenue Development of the business case and minimize tax supported annual operating costs; • Demonstrates sound lifecycle planning and allocates annual resources for lifecycle costs; • Clear identification of annual taxpayer support required.

Submission of business case and funding request to administration 12. Operating Plan • Demonstrates that the facility will operate efficiently and effectively; • Proposed operating model demonstrates sound management capacity, financial resources, business infrastructure, support services, experience and management controls to support the on-going high quality operation of the facility; Business Case Evaluation Committee evaluates request utilizing criteria • Implementation plan is clear, logical and realistic; • Implementation plan identifies clear performance measures. Project is prioritized along with all other capital projects (within recreation department) 13. Facility Concept and Site - multi-year capital plan • Sound preliminary design and site assessment that provides maximum benefit for citizens; • Location ensures the greatest access to the greatest number of citizens; • Location links new facility with other high value recreation and/or tourism assets; • Project is high quality and built to last; Prioritization of recreation and culture capital budget with all municipal projects - • Design encourages multi-use spaces that promote a variety of uses for a variety of interests; multi-year capital plan (Senior Administration) • Design allows for growth in the future as needs change and evolve; • Design will limit negative impacts on the environment. Recommendation from Senior Administration 14. Risks to County Council (entire capital budget) • Project risks and mitigation measures are adequately identified.

15. Relative Priority County Council approves capital budget • After evaluation of the above criteria, County Council will measure the need for the project against other County municipal projects (both recreation and non-recreation).

164 Draft Lac La Biche County Recreation and Parks Master Plan 165 July 20, 2018. Retrieved from: https://www.laclabichepost.com/article/rural-crime-in-focus-at-march-13- APPENDIX E: References forum-20180320 28 Lac La Biche (May 2018) Your County In Touch, Issue No. 81. Accessed on July 23, 2018. Retrieved from: 1 2018 Lac La Biche County Budget. http://laclabichecounty.com/home/showdocument?id=7468 2 Retrieved from: http://laclabichecounty.com/home/showdocument?id=5054 29 Lac La Biche County (July 10, 2018) Council Highlights – Regular Council Meeting. Accessed on: July 23, 2018. 3 Ibid Retrieved from: http://www.laclabichecounty.com/home/showdocument?id=7720 4 Lac La Biche County. (May 31, 2018) Lac La Biche County Summary of Recreation and Parks Planning 30 Edmonton Police Service. Crime Prevention Through Environmental Design. Accessed on: July 23, 2018. Documents. Accessed on: August 26, 2018 Retrieved from: http://www.edmontonpolice.ca/CrimePrevention/CommunitySafety/CPTED.aspx 5 Expedition Management Consulting (2013) Lac La Biche Recreation, Parks and Open Spaces Master Plan 31 Iqbal, A., Ceccato, V. (2016) Is CPTED Useful to Guide the Inventory of Safety in Parks? A Study Case in Plamondon Region. Accessed on August 27, 2018 Stockholm, Sweden. Georgia State University. Accessed on: July 23, 2018. Retrieved from: http://www.veilig- 6 Lac La Biche County (2018) Your County: 2017 Year End Review. Accessed on August 22, 2018. Retrieved from: ontwerp-beheer.nl/publicaties/is-cpted-useful-to-guide-the-inventory-of-safety-in-parks http://www.laclabichecounty.com/home/showdocument?id=7232 32 Ibid 7 Expedition Management Consulting (March 22, 2018) Tourism as a Community Economic Development 33 Ibid Opportunity (Presentation). 34 Lac La Biche County. (2018). Bold Center and Plamondon Arenas Ice Allotment (Sept 2018 – Mar 2019). 8 Lac La Biche County (2018) Your County: 2017 Year End Review. Accessed on August 22, 2018. Retrieved from: 35 Expedition Management Consulting Ltd. (2018). Lac La Biche County Summary of Recreation and Parks http://www.laclabichecounty.com/home/showdocument?id=7232 Planning Documents. 9 Lac La Biche County. (2017). Consolidated Financial Statements for the Year Ended December 31, 2017. 36 Edmonton Police Service. Crime Prevention Through Environmental Design. Accessed on: July 23, 2018. 10 aAlbert Culture and Tourism (July 2017) 2017 Albertan Recreation Survey. Advanis. Accessed on: July Retrieved from: http://www.edmontonpolice.ca/CrimePrevention/CommunitySafety/CPTED.aspx 27, 2018. Retrieved from: https://open.alberta.ca/dataset/58b1254f-9842-4abf-8bb5-86ecb940245e/ 37 Iqbal, A., Ceccato, V. (2016) Is CPTED Useful to Guide the Inventory of Safety in Parks? A Study Case in resource/077024f6-9900-4c70-a101-d0c1c099b0c3/download/recreation-survey-2017.pdf Stockholm, Sweden. Georgia State University. Accessed on: July 23, 2018. Retrieved from: http://www.veilig- 11 Albertan Recreation Survey (2017) ontwerp-beheer.nl/publicaties/is-cpted-useful-to-guide-the-inventory-of-safety-in-parks 12 aAlbert Sport Connection Annual Report (2015 – 2018). 38 Ibid 13 Survey of Albertans on Recreation (2017) 39 Expedition Management Consulting Ltd. (2018). Lac La Biche County Summary of Recreation and Parks 14 Canadian Parks and Wilderness Society (2015) Albertans’ Values and Attitudes Toward Recreation and Planning Documents. Wilderness – Final Report. The Praxis Group. Accessed on: July 27, 2018. Retrieved from: https://haskayne. 40 Retrieved from https://dictionary.cambridge.org/dictionary/english/culture ucalgary.ca/files/haskayne/CPAWSFinalReport_AlbertansValuesandAttitudestowardRecreationandWilderness_ 41 Business for the Arts, Culture Track Canada Report, 2018 Aug15.pdf 42 Expedition Management Consulting Ltd. (2018). Lac La Biche County Summary of Recreation and Parks 15 aAlbert Culture and Tourism (July 2017) 2017 Albertan Recreation Survey. Advanis. Accessed on: July 27, Planning Documents. 2018. Retrieved from: https://open.alberta.ca/publications/2017-albertan-recreation-survey 16 Ibid 17 Business for the Arts, Culture Track Canada Report, 2018 18 Government of Alberta; 2017-18 Culture and Tourism Annual Report, 2018 19 Statistics Canada. (2016). National Household Survey. 20 Statistics Canada. (2016). Provincial and Territorial Culture Indicators, 2010 to 2016. 21 Business for the Arts, Culture Track Canada Report, 2018 22 Ibid 23 Canadian Parks and Wilderness Society (2015) Albertans’ Values and Attitudes Toward Recreation and Wilderness – Final Report. The Praxis Group. Accessed on: July 27, 2018. Retrieved from: https://haskayne. ucalgary.ca/files/haskayne/CPAWSFinalReport_AlbertansValuesandAttitudestowardRecreationandWilderness_ Aug15.pdf 24 Praxis Group, 2009, Recreational Vehicle Camping in Alberta: A Demand and Supply Side Perspective, Prepared for Alberta Tourism, Parks and Recreation 25 Canadian Parks and Recreation Association/Interprovincial Sport and Recreation Council (February 2015). A Framework for Recreation in Canada - 2015 - Pathways to Wellbeing. Ottawa: Canadian Recreation and Parks Association. 40 pages. www.lin.ca 26 Ibid 27 Berger, Kevin (Mar. 20, 2018) Rural Crime in Focus at March 13 Forum. Lac La Biche Post. Accessed on:

166 Draft Lac La Biche County Recreation and Parks Master Plan Draft: May 28, 2019 167