The State of Recreation and Culture in Lethbridge

January 28th, 2013 City of Lethbridge The State of Recreation and Culture in Lethbridge Table of Contents

City of Lethbridge1.0 Introduction 1 2.0 Process Overview and Methodology 2 3.0 Community Context 3 3.1. Community History 3 3.2. Current Situation 5 3.3. Population and Growth 6 3.3.1. Growth Projections 7 4.0 Benefits of Recreation and Culture 9 The State of Recreation 4.1. Recreation and Culture… 9 4.1.1. Are essential to personal health and well-being 9 4.1.2. Provide the key to balanced human development 10 and Culture in Lethbridge 4.1.3. Provide a foundation for quality of life 10 4.1.4. Reduce self-destructive and anti-social behavior 10 4.1.5. Build strong families and healthy communities 11 4.1.6. Reduce health care, social service and police / justice costs 11 4.1.7. Are a significant economic generator 11 4.1.8. Green spaces are essential to well-being 11 4.2. The Economic Impact of Recreation and Culture in Lethbridge 12 5.0 Trends & Issues in Recreation and Culture Provision 16 5.1. Trends in Service Delivery 17 5.1.1. Partnering 17 5.1.2. Volunteerism 17 5.1.3. Support from Other Orders of Government 18 5.1.4. Revenue Generation 20 5.1.5. Community Development 22 5.1.6. Recreation and Culture As Economic Drivers 22 5.1.7. Sport, Recreation, Culture and Heritage Tourism 23 5.2. Trends in Infrastructure 27 5.2.1. Unstructured Use 27 5.2.2. Flexibility, Activity Clustering and Multi-Purpose Engagement 28 5.2.3. Integrating Indoor and Outdoor Environments 31 5.2.4. Maximum Physical Accessibility 31 5.2.5. Infrastructure as Components of Marketing and Branding 32 5.2.6. “Green-Thinking” and Sustainable Practices 33 5.2.7. Cultural Districts 33 5.3. Trends in Pursuits & Activities 34 5.3.1. Sport for Life Strategy 34 5.3.2. Fitness Levels 34 5.3.3. Nature Deficit Disorder 34 5.3.4. Natural Play Spaces and Unstructured Play 35 5.3.5. Recreation and Culture Are a Social Benefit to Children 35 5.3.6. Recreation and Culture Facilitate Social Inclusion 36 5.3.7. Index of Wellbeing 37 5.3.8. Alberta Recreation Survey 38 5.3.9. Cultural Attitudes and Participation Levels 39 5.3.10. Specific Trends in Cultural Participation 39 6.0 Comparative Analysis 45 6.1. Policy & Programming 45 6.1.1. Comparable Communities 46 6.1.2. Broad Application 47 6.2. Resource Provision 52 6.2.1 Yardstick Park Management Data 53 6.3. Spending 54 7.0 Resource Inventory 55 7.1. Recreation Facilities within Lethbridge 55 7.1.1. Ice Arenas 56 7.1.2. Curling Rinks 59 7.1.3. Seniors Centres 60 7.1.4. Indoor Fields 60 7.1.5. Gymnasiums 61 7.1.6. Indoor Pools 62 7.1.7. Outdoor Pools 64 7.1.8. Judo Centre 65 7.1.9. ENMAX Centre 65 7.1.10. Ball Diamonds 66 7.1.11. Rectangular Fields 67 7.1.12. Skate Park 68 7.1.13. BMX Park 68 7.1.14. Mountain Bike Park 69 7.1.15. Lawn Bowling 69 7.1.16. Tennis Courts 70 7.1.17. Shooting Range 70 7.1.18. Spray Parks 71 7.1.19. Basketball Courts 71 7.1.20. Other Outdoor Recreation Areas 72 7.2. Cultural Facilities within Lethbridge 73 7.2.1. Community Arts Centres 73 7.2.2. Museums and Interpretive Centres 74 7.2.3. Performing Arts Venues 76 7.2.4. Art Galleries 77 7.2.5. Multicultural Centres 78 7.2.6. Other Culture Facilities 77 7.3. Estimated Overall Replacement Value Summary 79 7.4. Future Recreation and Culture Projects 80 7.5. Regional Recreation and Cultural Facilities 81

[ iv ] 8.0 Service Delivery Context & Model 82 8.1. Strategic Context 83 8.1.1. Integrated Community Sustainability Plan | Municipal Development Plan— Bylaw #5650 (July 2010) 84 8.1.2. Heart of Our City Master Plan (September 2007) 84 8.1.3. City of Lethbridge Public Art Master Plan—A Comprehensive Strategy for Public Art and Collections Management (July 2012) 84 8.1.4. City of Lethbridge Public Art Policy (July 2012) 85 8.1.5. River Valley Area Redevelopment Plan | Bylaw 5503 (March 2008) 85 8.1.6. Parks Master Plan—Planning for a healthy future (March 2007) 85 8.1.7. Bikeways and Pathways Master Plan (March 2007) 86 8.1.8. Transportation Master Plan (Currently Being Developed) 86 8.1.9. Alberta Walkability Road Show (2011) 86 8.1.10. City of Lethbridge Sport & Recreation Policy (Oct 2007) 87 8.1.11. Active Alberta Policy 2011–2021 87 8.1.12. Lethbridge Active Community Strategy 2011 88 8.2. Approach to Service Delivery 88 8.2.1. Spectrum of Service Delivery 90 8.3. Organizational Chart 90 8.3.1. Corporate 90 8.3.2. Departmental Relationships 91 8.3.3. Community Services Department 92 8.4. Partnership & Service Agreements / Contracts 93 8.4.1. Lethbridge Sport Council—Fee-for-service Agreement 93 8.4.2. Allied Arts Council of Lethbridge—Lease and Fee-for-service Agreement 94 8.4.3. Allied Arts Council of Lethbridge—Fee-for-service Agreement 94 8.4.4. Canadian Recreation Excellence (Lethbridge) Corporation 94 8.4.5. Lethbridge Soccer Association 95 8.4.6. University of Lethbridge—Nicholas Sheran Ice Centre 95 9.0 Community Engagement 96 9.1. Previous Consultation Efforts 98 9.1.1. 2011 Citizen Satisfaction Survey 98 9.1.2. Lethbridge Leisure Centre Needs Assessment & Concept Design 99 9.1.3. North Lethbridge Regional Park 99 9.2. Master Plan Consultation 99 9.2.1. Household Survey 100 9.2.2. Community Groups Survey 123 9.2.3. Stakeholder Interviews 129 9.2.4. Others 130 10.0 The State of Recreation and Culture in Lethbridge 131 10.1. Gap Analysis—Service Delivery 137 10.2. Gap Analysis—Overall Recreation and Culture Infrastructure 140 10.3. Gap Analysis—Indoor Facilities 142 10.4. Gap Analysis—Outdoor Facilities 144 10.5. GAP Analysis—Programs and Opportunities 145 Appendices 147 Appendix A—Facility Provision Comparison Appendix B—Household Survey Instrument Appendix C—Group Survey Participants Appendix D—Organizations Interviewed

[ v ]

1.0Introduction

Recreation and culture services (facilities and programs) From the municipal point of view it is the Recreation and Culture are significant contributors to people’s quality of life. In fact Department that is primarily responsible for municipal recreation ninety-four percent (94%) of Albertans say that having a wide and culture provision in Lethbridge. The Department’s mission variety of cultural activities and events makes Alberta a better is to… “facilitate the provision of recreational and cultural place to live1. Further, 92% of Lethbridge residents said that opportunities that contribute to the personal well-being and recreation and parks facilities and services are important quality of life of our community.”3 components to improve their quality of life2. Recreation and culture services can also positively impact community As part of the work to fulfill its mission, the Department cohesiveness and strengthen family bonds. A community with commissioned the completion of a Recreation and Culture a plethora of these quality of life services is one that is healthy, Master Plan. The Master Plan will provide a road map for the diverse, and vibrant. Likewise these services can help attract next 10 years guiding the City (Council and administration) new residents (and businesses) to the community and retain in the provision of these services. In order to develop this current residents. Master Plan however a significant amount of research needed to be undertaken in order to understand the current context Residents of Lethbridge have a wealth of recreation and culture and plan for the future. This “State of Recreation and Culture services at their disposal. These services range from large in Lethbridge” document presents this information—the indoor venues (e.g. the Enmax Centre) to small neighbourhood foundation upon which the Master Plan will be developed. parks. There is variety as well in terms of the parties providing the services. The City of Lethbridge provides many of the This Master Plan should help the Recreation and Culture recreation and culture facilities and some programming. Department Achieve its vision of a “...healthy integrated Community partners, not-for-profit agencies, and the private community engaged in diverse recreation and cultural sector also provide facilities; they also manage some City opportunities”4. facilities. These same parties also provide the bulk of the programming in Lethbridge.

1. Albertans’ Perceptions of Culture & Quality of Life Survey 2005. Ipsos-Reid 3. Recreation & Culture Business Plan 2012–2014. 2. Alberta Recreation Survey, Summary of Results—Lethbridge. 2008 4. Ibid

[ 1 ] 2.0Process Overview and Methodology

The development of the Master Plan involves a significant Secondary research for the project included: amount of information gathering. This research is critical »» Information gathering from comparable communities in order to understand the context within which the Master regarding facility and services inventories; Plan will be developed. This document contains the detailed »» Utilization information for recreation and culture facilities information gathered during the research phase of the project (where available); and is presented in this document according to research activity. This document will serve as the reference point from »» Analysis of provincially collected data describing municipal which the Master Plan will be developed. expenditures; »» A review of recreation, arts & culture, leisure and community The following primary and secondary research activities were program industry publications; and undertaken; their findings are presented in this document: »» A review of pertinent municipal and provincial planning documentation. Primary research included: »» A resident household telephone survey; »» A web-based survey based upon the telephone survey instrument; »» A community group survey questionnaire sent to organized groups in the city; »» Stakeholder interviews; »» Assessments of selected existing indoor and outdoor facilities in the city, »» Onsite interviews / surveys at public events; and »» Various telephone and personal interviews and / or meetings with municipal administration, and elected officials.

The accompanying graphic summarizes the primary and some secondary research elements.

[ 2 ] 3.0Community Context

Key Findings: Community Context »»The city and region has a number of iconic historical »»The City has a lower median household income as compared features including the longest and highest trestle bridge in to provincial averages and the City is also similar to provincial North America, settlement roots in excess of 11,000 years averages in terms of post-secondary education attainment. and world Heritage Site Head Smashed-In Buffalo Jump. »»The City is home to increasing proportions of new Canadians. »»The City has embraced and commemorated a number of key »»Based upon growth assumptions, the population of the City historical features through naming of community assets could reach 137,000 by 2027. and roadways. »»One of the biggest employers in the city is the University of »»The current City population is just over 89,000. The Lethbridge. The University, along with Lethbridge College metropolitan area (including the city) is over 105,000 employ over 3,000 regional residents (2,000 and 1,000 residents. respectively) and have a combined enrolment of over 12,000 »»The average age of residents is similar to the provincial students (8,000 and 4,000 respectively). average of 36.0 years. »»8 of the 10 largest employers in the city are public sector »»The population has grown almost 9% since 2008, with much agencies. of the growth found in the City’s west. »»Regional residents have access to high level sports as the City is home to the Western Hockey League (Lethbridge Hurricanes) and Western Major Baseball League (Lethbridge Bulls). 3.1. Community History The first significant period of sustained settlement in the region The City of Lethbridge is located in southern Alberta along the by non-aboriginals occurred in the 1860s, when an influx of banks of the Oldman River, approximately 100km north of the American traders and entrepreneurs came to the area. The United States border, 100km east of the Canadian Rockies, and establishment of Fort Whoop-Up provided these traders with 200km southeast of Calgary. Home of the longest and highest a home base for the trade of whiskey, buffalo hides, and other railway trestle bridge in North America, Lethbridge has a diverse products. Concern with the lawlessness, hostile relations history and prominent role in the early settlement of the between settlers and aboriginals, and territorial sovereignty Canadian prairies. forced the Canadian government to create the famed North West Mounted Police force in 18732. First settlement of the area is believed to date back as far as 11,000 years1 when aboriginal tribes followed abundant buffalo The discovery of coal in the late 1870s initiated another period herds across the prairies. The nearby ‘Head Smashed-In Buffalo of growth in the Lethbridge. American entrepreneur Nicholas Jump’ World Heritage Site is a popular attraction which provides Sheran first mined the banks of the Oldman River, attracted by visitors with an understanding of the life, culture, and activities of the high quality of the coal and relative accessibility. In 1882 these aboriginal populations. Like many other places, the river had the Galt family opened the first large scale mining operation— an impact upon settlement. It provided a means of transportation, the ‘North West Coal and Navigation Company’ on the west a source of water, and was a habitat for animals and plants. banks of the Oldman River. William Stafford was hired as mine 1. University of Lethbridge, http: / / www.uleth.ca / vft / lethbridge / 2. Fort Whoop-Up, http: / / fortwhoopup.ca / history.html

[ 3 ] superintendent, and experienced miners were recruited from Lethbridge had a significant role throughout both World Wars. Nova Scotia and other mining regions across the country. To fix During World War I the young city had the highest per capita the problem of transporting coal to profitable markets in the enlistment of any community in Canada7, and hosted one of United States, a small railway line called the “Turkey Trail” was Canada’s prisoner of war camps on the site of the Lethbridge Fair built between Lethbridge and the main CPR line in Medicine Hat.3 Grounds. During World War II the community would once again be used to host over 13,000 German prisoners of war at a site As mining operations intensified along the banks of the Oldman in North Lethbridge known as ‘Camp 133’8. Starting in 1942, the River it was determined that a larger town site was needed atop Canadian government would also relocate over 2,000 Japanese the river’s bank. Named after the first president of the North Canadians to the region9. Many of these displaced citizens West Coal and Navigation Company, William Lethbridge, the would later stay in the region after the war, becoming valuable new community quickly developed into a hub of commercial and contributors to Lethbridge’s future growth. social activity. Lethbridge was officially incorporated as a town in the North West Territories on November 29, 18904. The City of Already a main service centre for the southern Alberta region, Lethbridge was incorporated by the new province of Alberta on Lethbridge would emerge as an important education centre in May 9, 1906. the years following the Second World War. To keep up with rapid growth, twenty-three new schools were constructed in the The early 20th century brought continued growth for Lethbridge. community between 1950 and 197010. Post-secondary facilities The availability of land for settlement and the further development included Lethbridge Community College, opened in 195711 of the railway system brought new people and opportunities to followed by the University of Lethbridge in 1967. Both of these the area. Between 1905 and 1909 the CPR line was moved from major institutions would drastically change the dynamics and Fort MacLeod to Lethbridge; this included the construction of educational opportunities available in the region. The University the Lethbridge Viaduct Trestle Bridge across the Oldman River. of Lethbridge experienced significant student and campus This new transportation link provided increased opportunities growth in the 1970s, which included the inauguration of the for commercial businesses, the mining industry, and agriculture. University’s new main campus building in 197212. The innovative structure, built directly into the west bank of the Oldman River, The mining industry would play a key role in the early exploration remains a signature structure in the community. of the Lethbridge region’s agricultural potential. The North West Coal and Navigation Company tested irrigation techniques The 1970s and 1980s were also a period of geographic growth on parcels of land so that they could be sold to prospective for the city. With the annexation of twenty-two sections of settlers5. It was during this period that a number of Mormon adjacent land in 1984 the City of Lethbridge doubled in size13. settlers from the United States arrived in the region, providing Preservation of the city’s river valley and natural areas also valuable labour and expertise to the many irrigation projects became a key priority. The Lethbridge Nature Reserve, Helen being undertaken. The creation of the Lethbridge Centre for Schuler Nature Centre, and the city’s first comprehensive urban Agriculture and the Lethbridge Experimental Farm in 1906 parks plan were developed during this period of time. 6 further enhanced agricultural activities in the region . This 7. City of Lethbridge website, http: / / www.lethbridge.ca / Things-To-Do / continued agricultural activity would result in Lethbridge About-Lethbridge / Documents / Inventory%20I.pdf quickly becoming a key service centre for farming and ranching 8. Galt Museum, http: / / www.galtmuseum.com / pdf / Internment%20 operations in the region. Camps.pdf 9. University of Lethbridge, http: / / www.uleth.ca / lib / digitized_ Collections / display.asp?PageID=231 3. University of Lethbridge, http: / / www.uleth.ca / vft / Oldman_River / 10. City of Lethbridge website, http: / / www.lethbridge.ca / Things-To-Do CoalHistory.html / About-Lethbridge / Documents / Inventory%20I.pdf 4. Alberta Municipal Affairs 11. Lethbridge College, http: / / www.lethbridgecollege.ca / about-us 5. University of Lethbridge, http: / / www.uleth.ca / vft / lethbridge / 12. University of Lethbridge, http: / / www.uleth.ca / lib / archives / history.html timeline / 6. City of Lethbridge website, http: / / www.lethbridge.ca / Things-To-Do / 13. City of Lethbridge website, http: / / www.lethbridge.ca / Things-To-Do About-Lethbridge / Documents / Inventory%20I.pdf / About-Lethbridge / Documents / Inventory%20I.pdf

[ 4 ] 3.2. Current Situation

The current population in the City of Lethbridge is 89,07414. The Employment in Lethbridge remains heavily influenced by the total metropolitan population of Lethbridge is 105,99915, making public sector. Currently, eight of the top 10 largest employers it the third largest centre in Alberta. As a major hub community in the community are related to health care, education, in the region for services and attractions, Lethbridge continues government services, social services, and seniors care or to draw a large number of visitors and new residents. services. In total forty-eight organizations or businesses in Lethbridge employ each over 100 people, with the largest The concentration of post-secondary institutions in Lethbridge proportion being those in the retail and hospitality sector.19 significantly influences the demographics, lifestyle, and social characteristics of the city. The University of Lethbridge As the largest sector of employment in southern Alberta, currently has an enrollment of over 8,000 students. Also of Agriculture remains a significant driver of economic activities importance, the University is the second largest employer in in Lethbridge. Five agri-food businesses in Lethbridge employ the City with over 2,000 faculty and staff16. Lethbridge College over 100 people. Other industrial sectors related to agriculture (formerly Lethbridge Community College) has an enrollment of also remain significant. These include transport and heavy over 4,000 students, with an additional 15,000 learners enrolled equipment sales. in continuing education courses. The College is also a significant employer with over 1,000 faculty and staff members.17 Lethbridge continues to offer residents a high quality of lifestyle with numerous cultural and leisure opportunities. Formerly a Lethbridge continues to experience consistent levels of business significant driver of economic activity, the Oldman River valley and corporate growth. Over the past 10 years Lethbridge has is now heavily utilized for recreation, leisure and art pursuits. In experienced a 49% growth in business, bringing the total number total, Lethbridge features over 70 parks and 140 km of walking to over 5,800 individual businesses. The chart below provides trails20. In recent years, the City has also earned a reputation an overview of the business growth in the City of Lethbridge as a major event centre. Lethbridge has hosted numerous since 200118. provincial and national sports competitions, including the recent 2012 Alberta Summer games.

Residents and visitors also enjoy the opportunity to follow the numerous high level sports teams that call Lethbridge home. The Lethbridge Hurricanes of the Western Hockey League play out of recently renovated Enmax Centre, and have produced a number of current NHL players. The Lethbridge Bulls of the Western Major Baseball League play their home games at Spitz Stadium, which is located at the city’s renowned major urban park space—Henderson Park. The Bulls are regarded as one of the league’s premier franchises, continuing the city’s proud tradition of baseball excellence. Sports enthusiasts in Lethbridge also *Graph from Choose Lethbridge—www.chooselethbridge.ca have the opportunity to follow post-secondary athletics, which include the University of Lethbridge Pronghorns (CIS—Canadian Interuniversity Sports) and Lethbridge College Kodiaks (ACAC— Alberta College Athletics Association).

14. City of Lethbridge Municipal Census (2012) 15. Statistics Canada, Census of the Population (2011) 16. Choose Lethbridge, http: / / www.chooselethbridge.ca / business / employers.php (Alberta Health Services is the largest employer) 19. Choose Lethbridge website, http: / / www.chooselethbridge.ca / 17. Lethbridge College website business / employers.php 18. Choose Lethbridge website, http: / / www.chooselethbridge.ca / 20. City of Lethbridge website, http: / / www.lethbridge.ca / Things-To-Do business / employers.php / About-Lethbridge / Pages / default.aspx

[ 5 ] Lethbridge remains a hub for arts and cultural activities, Sector Current Growth Sub-Sector Neighborhood Population Growth with the due in large part to the community’s rich and diverse 2011 2008 (2012) (2011 to Highest Growth history. The Southern Alberta Art Gallery (SAAG) is –2012 –2012 2012) (2011 to 2012) considered one of the premier gallery facilities in Alberta, West 32,847 2.45% 14.61% North:— Copperwood: featuring both local and internationally acclaimed Lethbridge 1.31% increase of exhibitions. The Bowman Centre, located in one of the South: 5.75% 534 residents City’s most historic buildings, provides local artists and (29.24% growth) organizations with space to practice their crafts. The new South 30,795 0.95% 5.27% West: 0.41% Six Mile Coulee: Community Arts Centre is currently under construction, and Lethbridge East: 1.19% increase of will increase the opportunities for individuals and groups to 173 residents engage in the visual arts. (60.49%) North 25,432 0.46% 5.73% West: 1.35% Legacy Ridge: Lethbridge also features an active performing arts scene. Lethbridge East: 0.01% increase of 220 residents The Yates Memorial and Sterndale Bennett Theatres, (10.62%) located in downtown Lethbridge, host a number of plays TOTAL 89, 074 1.36% 8.74% and other performances each year. The significant history of Lethbridge has also been preserved through the work of *Data from City of Lethbridge Municipal Census (2012) the Galt Museum & Archives and via the efforts of the local Historical Society and other groups. ‘The Galt’ is home to As reflected in the chart above, the highest rate of growth is taking over 17,000 artifacts and 300,000 archival documents. In place in West Lethbridge. However in recent years growth has 2011 over 40,000 people visited the museum, with 6,500 stabilized to some degree. From 2009 to 2011 growth has ranged people participating in programs offerings at the museum21. from 2.11% to 2.98% annually, following three years of annual growth ranging from 2.83% to 4.75% annually. Although growth in North and South Lethbridge is occurring at a less aggressive pace, both sectors 3.3. Population and Growth have experienced overall growth of over 5% since 2008. Listed below are additional selected population characteristics of the City of The City of Lethbridge’s 2012 municipal census count of Lethbridge23: 89,074 residents represented a 1.36% increase over the »» The median household income in Lethbridge was $52,122 in 2006 previous municipal census count of 87,882 residents in (provincial average—$63,988) 2011. The median age in Lethbridge is 37.9 years of age, »» Educational attainment: which is generally consistent with the average provincial median age of 36.5 years. In contrast to the provincial »» 10.5% of the population aged 15 and older holds an average, there are more females (50.8%) than males apprenticeship or trades certificate or diploma (provincial (49.2%) in Lethbridge. Likely related to the high student average—10.9%); population in Lethbridge, the two most predominant age »» 16.2% of the population aged 15 and older holds a university segments of the population in Lethbridge are 20 to 24 certificate, diploma or degree (provincial average—17.5%); and years (9.2%) and 25 to 29 years (8.3%)22. »» 19.8% of the population aged 15 and older holds a college, There are currently 37,378 total households in Lethbridge, CEGEP or other non-university certificate or diploma (provincial approximately 60% of which have two or fewer residents. average—17.9%). The highest proportion of the population resides in West »» Three largest sectors of occupation: Lethbridge (37%), with 35% residing in South Lethbridge, »» Sales and service occupations (26.8%); and 28% residing in North Lethbridge. The adjacent chart provides an overview of the growth characteristics within »» Business, finance and administration occupations (16.7%); the three sectors of Lethbridge. »» Trades, transport and equipment operators and related 21. Galt Museum website, http: / / www.galtmuseum.com / occupations (16.4%). aboutus-galttoday.htm 23. Statistics Canada, Census of the Population (2006) 22. Statistics Canada, Census of the Population (2011)

[ 6 ] 3.3.1. Growth Projections

Recent information provided by Lethbridge Family Services Fifteen year growth projections have been developed for the suggests that the city is increasingly becoming a destination for three sectors of Lethbridge (West, North, and South) and are new Canadians. In 2011–2012 the organization served a total presented in the graphs below.West Lethbridge of 682 clients, including 182 families. Seventy-seven (77%) of these clients had been residing in Alberta for at least 12 months West LethbridgeGrowth PGrowthrojectio Projectionsns before arriving in Lethbridge. The majority of clients served Moderate High were Bhutanese immigrants from Nepal (56%), with notable 60000 numbers of other clients from Honduras, El Salvador, and Bosnia. 55000 The age characteristics and population distribution of the City of Lethbridge have been compared with the overall provincial 50000 averages and are illustrated in the graph below. Some notable 45000 points of contrast include: »» The City of Lethbridge has a higher proportion of residents 40000 aged 20 to 30 years (20.1%) as compared to the overall 35000 provincial average of 15.0%; 30000 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0

»» There is a lower proportion of residents aged 35 to 59 (30.3%) 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0 2 1 2 2 3 2 4 2 5 2 6 2 7 in the City of Lethbridge as compared to the overall provincial North Lethbridge average of 36.0%; North LethbridgeGrowth Pr oGrowthjection Projectionss

»» There is a higher proportion of seniors aged 65 and older Moderate High

(14.5%) in the City of Lethbridge as compared to the overall 37000 provincial average of 11.1%; and 35000 »» The City of Lethbridge has a lower proportion of children and youth aged 0 to 14 (16.0%) as compared to the provincial 33000 average of 18.8%. 31000

29000

27000 PoPopulationpulation Dis Distributiontribution Com pComparisonarison City of Lethbridge and the Province of Alberta 25000

City of Lethbridge and the Province of Alberta 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0

City of Lethbridge (2012 Municipal Census) 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0 2 1 2 2 3 2 4 2 5 2 6 2 7

12.0% South Lethbridge South LethbridgeGrowth Pr Growthojection Projectionss 10.0% Moderate High

8.0% 44000

42000 6.0% 40000

4.0% 38000 36000

2.0% 34000

32000 0.0% r

4 9 30000

e 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 - - 1 4 1 9 2 4 2 9 3 4 3 9 4 4 9 5 4 5 9 6 4 6 9 7 4 7 9 8 4

l d ------0 5 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0 2 1 2 2 3 2 4 2 5 2 6 2 7 o

1 0 1 5 2 0 2 5 3 0 3 5 4 0 4 5 5 0 5 6 0 6 5 7 0 7 5 8 0 &

8 5

[ 7 ] The moderate growth scenarios are based on the average annual The low graph scenario used the average annual growth in growth recorded by the municipal census in each sector from Lethbridge between 1986 to 1992 (0.76%). Using this rate a 2009 to 2012 (West—2.57%, North—0.92%, South—0.85%). population of 99,853 in 2027 is projected. The moderate and These scenarios would project the following 2027 populations: high growth scenarios have been developed by combining »» West Lethbridge—48,062; the population projections from each sector. The moderate »» North Lethbridge—29,177; and growth scenario (1.50%–1.60% annual growth) projects a 2027 population of 112,203, while the high growth scenario (2.88%– »» South Lethbridge—34,964. 2.98% annual growth) projects a 2027 population of 137,310.

The high growth scenarios are based on the average annual growth recorded by the municipal census in each sector from 2006 to 2008 (West—3.97%, North—2.28%, 2.21%). These scenarios would project the following 2027 populations: »» West Lethbridge—58,900; »» North Lethbridge—35,665; and »» South Lethbridge—42,745.

Overall growth projections have also been developed for the City of Lethbridge and are presented in the graph below. City of Lethbridge City of LethbridgeGrowth P Growthrojectio Projectionsns

High Moderate Low

139000

134000

129000

124000

119000

114000

109000

104000

99000

94000

89000 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 7 6 5 4 3 2 1 0 9 8 7 6 5 4 3 2

[ 8 ] 4.0Benefits of Recreation and Culture

Key Findings: Benefits of Recreation and Culture »»Recreation and culture services in Lethbridge… »»Capital and operating investments by the City in recreation and culture has a significant impact on the community both »»are essential to personal health and well-being. in terms of employment and in dollars into the community »»provide the key to balanced human development. from employment income. Positive impacts to provincial »»provide a foundation for quality of life. GDP were accrued as well. »»reduce self-destructive and anti-social behavior. »»Additionally, the economic impact of select sporting events since 2011 has generated over 120 jobs in Lethbridge and »»build strong families and healthy communities. contributed approximately $5.7M to the GDP of Lethbridge. »»reduce health care, social service and police / justice costs. »»are a significant economic generator. »»include green spaces which are essential to well being.

4.1. Recreation and Culture… 4.1.1. Are essential to personal health and well-being

The benefits and outcomes that result from providing a »» Increased leisure time and physical activity improves life high level of recreation and cultural services to residents expectancy1 are substantiated by a number research and case study »» Physical activity contributes to improved mental health and examples. The National Benefits HUB is a research database reduced rates of depression2 which provides access to numerous resources that identify the positive impacts of recreation, sport, fitness, arts/culture, »» Participation in physical activity can reduce workplace 3 heritage, parks and green spaces on a community. Identified related stress below are the eight key messages from the National Benefits 1. Moore SC, et al. (2012) Leisure Time Physical Activity of Moderate to HUB, with corresponding evidence related to how recreation Vigorous Intensity and Mortality: A Large Pooled Cohort Analysis. PLoS and culture can positively impact a community and its Medicine 9 (11): e1001335. doi:10.1371/journal.pmed.1001335 residents. 2. Gallegos-Carillo, Katia et al. (2012). Physical Activity and Reduced Risk of Depression: Results of a Longitudinal Study of Mexican Adults. Health Psychology. In press. doi: 10.1037/a0029276 3. Burton, James P. , Hoobler, Jenny M. and Scheuer, Melinda L. (2012) Supervisor Workplace Stress and Abusive Supervision: The Buffering Effect of Exercise. Journal of Business and Psychology.

[ 9 ] 4.1.3. Provide a foundation for quality of life

»» The provision of green spaces has been linked with a number »» The arts are seen as an important contributor to quality of of health and well-being benefits including; increased life in communities8. physical activity, reduced risk of obesity, minimized »» High quality public space can enhance the sense of utilization of the healthcare system, and stress reduction4. community in new neighbourhoods9. »» Community sport facilities have positive benefits related 4.1.2. Provide the key to balanced human to increased accessibility, exposure, participation, development perceptions of success, and improved sport experiences10.

»» Regular physical activity is likely to provide children with the optimum physiological condition for maximizing learning5. 4.1.4. Reduce self-destructive and »» Low income students who are involved in arts activities anti-social behaviour have higher academic achievement and are more likely to go »» Youth participation in recreational activities such as camps to college6. increases leadership and social capacities11. »» The arts and other forms of creativity can have profound »» Participation in recreation and leisure related activities by individual social outcomes and generate a deeper sense of low income and other at risk children and youth populations place and local community. can result in decreased behavioural / emotional problems, »» Involvement in physical activity and leisure corresponds decreased use of emergency services, and enhanced with adolescents leading a healthier long term lifestyle7. physical and psycho-social health of families12. »» Teen athletes are less likely to use illicit drugs, smoke or to be suicidal13.

8. Environics Research Group. (2010). The Arts and the Quality of Life The attitudes of Ontarians. Toronto, Ontario: Ontario Arts Council. 9. Francis, Jacinta et al. (2012). Creating sense of community: The role of public space. Journal of Environmental Psychology. 32(4): 401- 409. http://dx.doi.org/10.1016/j.jenvp.2012.07.002 10. Grieve, Jackie, Sherry, Emma. (2011). Community benefits of 4. Heinze, John. (2011). Benefits of Green Space – Recent Research. major sport facilities: The Darebin International Sports Centre. Sport Chantilly, Virginia: Environmental Health Research Foundation. Management Review. 15(2):218- 229doi:10.1016/j.smr.2011.03.001 5. Marten, Karen. (2010). Brain boost: Sport and physical activity 11. Henderson, K., Scanlin, M., Whitaker, L., et al. (2005) Intentionality enhance children’s learning. Crawley, Western Australia: University of and Youth Development Through Camp Experiences. Canadian Congress Western Australia. on Leisure Research. 11th, Nanaimo, British Columbia 6. Catteral, James S. (2012). The Arts and Achievement in At-Risk 12. Totten, M. (2007). Access to Recreation for Low-Income Families in Youth: Findings from Four Longitudinal Studies. Washington, District of Ontario: The Health, Social and Economic Benefits of Increasing Access Columbia: National Endowment for the Arts to Recreation for Low-Income Families; Research Summary Report. 7. Mulligan, M. et al. (2006). Creating Community: Celebrations, Arts and Toronto, Ontario: Ministry of Health Promotion. Wellbeing Within and Across Local Communities. Melbourne, Australia: 13. Poway High School Library. (2001). Teens and sports: The perfect Globalism Institute, RMIT University combination? Better Nutrition, 63(9), 16.

[ 10 ] 4.1.5. Build strong families and healthy communities 4.1.7. Are a significant economic generator

»» People with an active interest in the arts contribute more to »» Recent Canadian research indicated that cultural activities society than those with little or no such interest14. have the potential to be significant drivers of economic 20 »» Evidence indicates that adults who attend art museums, art outputs and employment . galleries, or live arts performances are far more likely than »» Evidence suggests that creative activity shapes the non-attendees to vote, volunteer, or take part in community competitive character of a city by enhancing both its events15. innovative capacity and the quality of place so crucial to 21 »» Structured sport and recreational activities can help foster a attracting and retaining skilled workers . stronger sense of community among children and youth16. »» The provision of quality parks and open spaces can have significant economic benefits which include increased property values and tourism potential22. 4.1.6. Reduce health care, social service and police / justice costs 4.1.8. Green spaces are essential to »» Physical inactivity has a number of direct and indirect well-being financial impacts on all levels of government17. »» Parks and recreation programming during non-school hours »» Sustainable public green spaces provide crucial areas for can reduce costs associated with juvenile delinquency and residents of all demographics to be physically and socially 23 obesity18. active . »» Increased fitness leads to lowered risk factors for substance »» Increasing green spaces in urban centres has a number abuse among youth populations19. of positive environmental outcomes which can increase sustainability and lower long term infrastructure costs24. »» When children and youth have positive experiences with parks and green spaces, they are more likely to have stronger attitudes towards conservation and preservation of the environment as adults25.

14. LeRoux, Kelly. (2012). Interest in Arts Predicts Social Responsibility. Chicago:University of Illinois at Chicago. Press Release 15. National Endowment for the Arts. (2009. Art-Goers in Their Communities: Patterns of Civic and Social Engagement. Nea Research Note #98. Washington, D.C.: Author. 20. Momer, Bernard. (2011) Our City, Ourselves: A Cultural Landscape 16. Hutchinson, Susan L. (2011). Physical Activity, Recreation, Leisure, Assessment of Kelowna, British Columbia. Kelowna, British Columbia: and Sport: Essential Pieces of the Mental Health and Well-being Puzzle. City of Kelowna Recreation and Cultural Services. Halifax, Nova Scotia: Recreation Nova Scotia. 21. Gertler, M. (2004). Creative cities: What are they for, how do they 17. Canadian Association for Health, Physical Education, Recreation and work, and how do we build them? Ottawa, Ontario: Canadian Policy Dance (CAHPERD). (2004) Physical Activity: Health benefits and costs to Research Network. health care system. Ottawa, Ontario: Author. 22. Harnik, P., & Welle. B. (2009). Measuring the Economic Value of a City 18. Witt, Peter A and Cladwell, Linda L. (2010).The Scientific Evidence Park System. San Francisco, California: Trust for Public Lands. Relating to the Impact of Recreation on Youth Development, in The 23. Cohen, D. et al. (2007). Contribution of Public Parks to Physical Rationale for Recreation Services for Youth: An Evidenced Based Activity. American Journal of Public Health, 97(3), 509. Approach. Ashburn, Virginia: National Recreation and Parks Association. 24. Groth, P. (2008). Quantifying the Greenhouse Gas Benefits of Urban 19. Collingwood, Thomas R. et al. (2000). Physical Training as a Parks. San Francisco, California: The Trust for Public Land. Substance Abuse Prevention Intervention for Youth. Journal of Drug 25. Place, G. (2004). Youth Recreation Leads to Adult Conservation. Education. 30 (4): 435-451. Chicago, Illinois: Chicago State University.

[ 11 ] 4.2. The Economic Impact of Recreation and Culture in Lethbridge

Recreation and culture services facilitate economic impact The economic impacts of ongoing operations of City investment in the City of Lethbridge. This economic impact is a result of in recreation and culture services, based on an annual operating the ongoing operations of recreation and culture facilities and budget of $36,070,000 (AMA, 2010) is explained as follows: services, the construction of new and/or enhanced facilities and through the hosting of major recreation and culture events and Construction GDP Labour Employment 26 performances . Income 2010 Arts $40,181,980 $26,583,590 807.6 0 In the 2011–2012 capital improvement program $45M of capital entertainment projects were identified for 2012. and recreation The economic impact of capital projects conducted by the City In 2010, annual operating investment in recreation and culture of Lethbridge in 2012 alone, based on capital investment of by the City increased Alberta’s overall gross domestic product $45,122,000 is explained as follows: by over $40M, labor income by over $26M and created over 800 jobs. Construction GDP Labour Employment Income 2012 Some event based economic impact has been tracked by Arts $43,903,706 $ 29,600,032 388.88 the Lethbridge Sport Council through an economic impact entertainment assessment tool provided by the Canadian Sport Tourism Alliance and recreation (Sport Tourism Economic Assessment Model – STEAM). The findings of the most recent analyzed events are described in the In 2012, recreation and culture capital projects undertaken table on page 14 and 15. by the City increased Alberta’s overall gross domestic product by over $43M, labour income by over $29M and created over 388 jobs. The labour income refers to the income derived directly from employment in the construction as well as labour income from workers who are working in areas that support the construction workers (e.g. hospitality) . The employment figure refers to the jobs directly in the construction as well as jobs that support the construction. The model does not differentiate between full time and part time employment.

26. Alberta Economic Multipliers 2005. Government of Alberta, 2009.

[ 12 ] [ 13 ] Lethbridge GDP Alberta GDP Lethbridge Wages Alberta Wages Lethbridge Alberta Lethbridge Direct Alberta Direct Taxes Lethbridge Total Alberta Total Lethbridge Industry Alberta Industry Output and Salaries and Salaries Employment Employment Taxes Taxes Taxes Output 2012 Provincial Airgun Championships $ 14,858 $ 23,145 $ 10,296 $ 14,149 0.3 0.4 $ 3,944 $ 3,944 $ 6,091 $ 8,260 $ 30,657 $ 46,209 2012 Bowbender Archery Ironman $ 16,651 $ 26,914 $ 11,505 $ 16,310 0.4 0.4 $ 4,149 $ 4,149 $ 6,626 $ 9,331 $ 35,604 $ 54,208 2012 SABA Stickbow Day $ 9,712 $ 15,128 $ 6,730 $ 9,248 0.2 0.2 $ 2,578 $ 2,578 $ 3,981 $ 5,399 $ 20,038 $ 30,204 2012 SABA Indoor 3D Shoot $ 31,307 $ 48,768 $ 21,695 $ 29,813 0.7 0.8 $ 8,311 $ 8,311 $ 12,834 $ 17,405 $ 64,597 $ 97,367 2012 Alberta Cup Hockey $ 260,581 $ 405,911 $ 180,578 $ 248,147 5.6 6.7 $ 69,173 $ 69,173 $ 106,818 $ 144,863 $ 537,661 $ 810,413 2012 CCAA Womens Basketball Nationals $ 114,013 $ 177,865 $ 79,000 $ 108,696 2.5 2.9 $ 30,192 $ 30,192 $ 46,682 $ 63,403 $ 235,580 $ 355,241 2012 Alberta Summer Games $ 2,745,196 $4,502,628 $ 1,964,374 $ 2,795,217 55.5 68.9 $ 523,996 $ 523,996 $ 1,000,934 $ 1,457,803 $ 5,844,975 $ 8,602,087 2012 Jr. LL Nationals $ 350,781 $ 546,418 $ 243,085 $ 334,043 7.6 9 $ 93,117 $ 93,117 $ 143,793 $ 195,008 $ 723,774 $ 1,090,939 sub total 2012 $ 3,450,779 $5,576,444 $ 2,453,988 $ 3,452,114 71.0 86.8 $ 714,443 $ 714,443 $ 1,291,518 $1,844,039 $ 7,269,934 $ 10,741,169

2011 Gymnastics Provincials $ 134,116 $ 219,327 $ 86,620 $ 126,505 2.7 3.4 $ 26,470 $ 26,470 $ 48,583 $ 70,835 $ 291,878 $ 432,616 2011 Football Canada Cup $ 643,027 $1,099,877 $ 436,898 $ 662,507 13.2 17.2 $ 143,007 $ 143,007 $ 248,430 $ 369,597 $ 1,491,603 $ 2,237,322 2011 Western Women’s Football Championship $ 50,633 $ 78,745 $ 35,228 $ 48,310 1.1 1.3 $ 13,368 $ 13,368 $ 20,654 $ 28,022 $ 104,037 $ 156,727 2011 ASA Tier 2 Provincial Championship $ 108,415 $ 167,975 $ 75,602 $ 103,304 2.4 2.8 $ 28,389 $ 28,389 $ 44,078 $ 59,688 $ 221,752 $ 333,107 2011 ASA Tier 1 Provincial Championship $ 348,814 $ 539,127 $ 243,067 $ 331,517 7.5 8.9 $ 90,204 $ 90,204 $ 141,274 $ 191,152 $ 711,774 $ 1,066,294 2011 U16 Soccer Club Nationals $ 846,137 $1,449,885 $ 649,450 $ 930,406 21.6 25.4 $ 245,181 $ 245,181 $ 379,125 $ 538,106 $ 1,867,121 $ 2,962,665 sub total 2011 $ 2,131,142 $3,554,936 $ 1,526,865 $ 2,202,549 48.5 59 $ 546,619 $ 546,619 $ 882,144 $ 1,257,400 $ 4,688,165 $ 7,188,731

Total 2011–2013 $ 5,674,241 $9,455,013 $4,044,128 $ 5,758,172 121.3 148.3 $ 1,282,079 $ 1,282,079 $ 2,209,903 $3,158,872 $12,181,051 $18,275,399

Since 2011, and tracking only those community sport events These findings are consistent with research related to economic that were analyzed by the Lethbridge Sport Council (listed), impact associated with recreation and culture conducted in sporting events have generated: other jurisdictions. A 2011 study conducted by the Trust for »» over $5.7M to local gross domestic product (over $9.4M for Public Land regarding Seattle’s park and recreation system the province); suggested that recreation and parks in Seattle: »» over $4.1M to local labor income (over $5.8M for the »» Lead to incremental property taxes of nearly $15M for province); residences close to parks; »» 123 FTE jobs in Lethbridge (150 FTE for the province); »» Overall increased community wealth of more than $80M and over $30M in net income from tourist spending; »» $1.3M in direct taxes to the City ($3.2M in overall taxes including indirect for the City and the province); and »» Lead to resident savings of over $447M when accessing recreation features (parks, recreation centres, trails, etc.) in »» Over $12M in overall industry output in Lethbridge (over the City that would normally be fee for use if provided by the $18.6M in industry output for the province). private sector; »» Lead to savings in medical costs of over $64M in the City; »» Lead to savings in stormwater management of over $2.3M and absorption of air pollution valued at over $0.5M; and »» Lead to increased community cohesion and connectedness, alleviating many antisocial problems, estimated at a savings of over $9.5M.

[ 14 ] Lethbridge GDP Alberta GDP Lethbridge Wages Alberta Wages Lethbridge Alberta Lethbridge Direct Alberta Direct Taxes Lethbridge Total Alberta Total Lethbridge Industry Alberta Industry Output and Salaries and Salaries Employment Employment Taxes Taxes Taxes Output 2012 Provincial Airgun Championships $ 14,858 $ 23,145 $ 10,296 $ 14,149 0.3 0.4 $ 3,944 $ 3,944 $ 6,091 $ 8,260 $ 30,657 $ 46,209 2012 Bowbender Archery Ironman $ 16,651 $ 26,914 $ 11,505 $ 16,310 0.4 0.4 $ 4,149 $ 4,149 $ 6,626 $ 9,331 $ 35,604 $ 54,208 2012 SABA Stickbow Day $ 9,712 $ 15,128 $ 6,730 $ 9,248 0.2 0.2 $ 2,578 $ 2,578 $ 3,981 $ 5,399 $ 20,038 $ 30,204 2012 SABA Indoor 3D Shoot $ 31,307 $ 48,768 $ 21,695 $ 29,813 0.7 0.8 $ 8,311 $ 8,311 $ 12,834 $ 17,405 $ 64,597 $ 97,367 2012 Alberta Cup Hockey $ 260,581 $ 405,911 $ 180,578 $ 248,147 5.6 6.7 $ 69,173 $ 69,173 $ 106,818 $ 144,863 $ 537,661 $ 810,413 2012 CCAA Womens Basketball Nationals $ 114,013 $ 177,865 $ 79,000 $ 108,696 2.5 2.9 $ 30,192 $ 30,192 $ 46,682 $ 63,403 $ 235,580 $ 355,241 2012 Alberta Summer Games $ 2,745,196 $4,502,628 $ 1,964,374 $ 2,795,217 55.5 68.9 $ 523,996 $ 523,996 $ 1,000,934 $ 1,457,803 $ 5,844,975 $ 8,602,087 2012 Jr. LL Nationals $ 350,781 $ 546,418 $ 243,085 $ 334,043 7.6 9 $ 93,117 $ 93,117 $ 143,793 $ 195,008 $ 723,774 $ 1,090,939 sub total 2012 $ 3,450,779 $5,576,444 $ 2,453,988 $ 3,452,114 71.0 86.8 $ 714,443 $ 714,443 $ 1,291,518 $1,844,039 $ 7,269,934 $ 10,741,169

Total 2011–2013 $ 5,674,241 $9,455,013 $4,044,128 $ 5,758,172 121.3 148.3 $ 1,282,079 $ 1,282,079 $ 2,209,903 $3,158,872 $12,181,051 $18,275,399

[ 15 ] 5.0Trends & Issues in Recreation and Culture Provision

Key Findings: Trends in Recreation and Culture Provision »»Trends related to service delivery: »»Trends in pursuits and activity: »»Partnering has become vital to sustaining and »»Municipalities are looking at ways to assist in the enhancing services. implementation of the Sport for Life Strategy. »»Volunteerism is changing, thereby impacting how »»Fitness levels are declining in all age categories. municipalities approach the provision of services »»People, especially youth, are not spending enough time such as recreation and culture programs and facilities outdoors and participating in unstructured play. that involve volunteers (facilitating community development). »»Recreation and culture services are proven to be of social benefits to children and key catalysts to social »»Funding models for recreation and culture services are inclusion. evolving with decreasing proportions of support from non-municipal levels of government and new sources »»The Canadian Index of Well Being suggests that our of innovative revenue generation. quality of life is not improving in unison with advances in economic growth. »»Sport, recreation and culture tourism efforts have broad community impacts and are becoming a priority »»The Alberta Recreation Survey is a provincially led consideration for many Alberta municipalities. survey fielded periodically. The last was completed in 2008. It is expected that the next survey will be fielded »»Trends related to infrastructure: in 2013. »»Unstructured / spontaneous use amenities are being »»Participation amongst households in fitness / demanded and are being developed. aqua-size / yoga has increased sizably since 2000 »»Flexibility, activity clustering and multi-purpose in Lethbridge. engagement lead to increased convenience, capacity and cross pollination of activity. »»Integration of indoor and outdoor environments through design allows for optimum site and facility programming. »»Planning for physical accessibility is important in areas where it is not already achieved.

[ 16 ] 5.1. Trends in Service Delivery 5.1.1. Partnering 5.1.2. Volunteerism

Partnerships in the development and operations of recreation Non-profit organizations are looked to provide many recreation and culture infrastructure are becoming more prevalent across and culture services in communities. An examination of some the country. These partnerships can be as simple as facility volunteerism statistics can be helpful to understand the naming and sponsorship arrangements and as complex as lease situation within which these organizations operate. and contract operation agreements for facility spaces. Interest within the private and non-profit sectors in partnering with the The Canadian Survey of Giving, Volunteering, and Participating— public sector in the provision of recreation infrastructure has Alberta findings (2007)2. occurred for a number of reasons, including the following: »» 14% of the population donates funds to sports & recreation »» The infrastructure in question meets program goals of averaging $109 annually per capita; 3% of Albertans donate program providers (i.e. a minor ice user group will support the funds to arts & culture with an average annual amount of development and operations of an ice arena). $141 per capita; »» The infrastructure in question is “healthy” in nature and »» 13% of the population (15 years of age and older) volunteered generates enough facility traffic to be an attractive venue for for a sports and recreation organization—compared with 11% corporate advertising and thus, sponsorship. for the rest of Canada. Three (3%) of Albertans volunteered for arts & culture organizations, the same proportion as seen According to one study1 over three-quarters (76%) of Canadian nationally; municipalities work with schools in their communities to »» Sport and recreation volunteers contributed an average encourage the participation of municipal residents in physical of 116 hours each annually compared with 63 hours for activities. Less than half of municipalities work with local arts & culture organizations3. not-for profits (46%), health settings (40%), or workplaces (25%) »» Most volunteer hours came from a minority of volunteers; to encourage participation in physical activities amongst their residents. Seventy-six percent (76%) of municipalities with »» 79% of total volunteer hours contributed to sport and a population of 1,000 to 9,999 to 80% of municipalities over recreation organizations came from 25% of volunteers. 100,000 in population have formed agreements with school »» Volunteers are primarily motivated by making a contribution boards for shared use of facilities. In fact since 2000, the to the community (94%); use of skills and experiences (77%); proportion of municipalities that have reported working with personally affected by the organization’s cause (61%); to explore schools, health settings, and local-not-for profit organizations own strengths (49%); and to network or meet people (48%); and has increased by 10% to 20%. »» Primary barriers that prevent all volunteers from contributing Partnerships in the provision of municipal services (recreation more are: did not have the time (78%); unable to make long and culture) are becoming more prevalent. These partnerships term commitment (52%); gave enough time already (38%); help lever public funds in service provision and expand the and prefer to give money instead (33%). opportunities for residents. The City of Lethbridge utilizes 2. The Canadian Survey of Giving, Volunteering and Participation was partnerships in the delivery of recreation and culture facilities. most recently fielded in 2010. The detailed findings of the 2010 survey are starting to become available. 3. It should be noted that the survey report does not indicate the number 1. “Municipal Opportunities for Physical Activity” Bulletin 6: Strategic of volunteer opportunities within each sector. As such differences partnerships. 2010, Canadian Fitness & Lifestyle Research Institute. may be attributable, to some degree, to the number of opportunities available. [ 17 ] Other trends in volunteering include the following4: Micro-Volunteering. Describes a task done by a volunteer or a team of volunteers without payment, either online, or offline The new volunteer. Young people volunteer to gain work-related in small increments of time. It typically does not require an skills. New Canadians volunteer to develop work experience application process, screening or training period, takes only and to practice language skills. Persons with disabilities may minutes to or a few hours to complete, and does not require an volunteer as a way to more fully participate in community life. ongoing commitment by the volunteer.

Volunteering by contract. The changing volunteer environment There has been a great dependency on volunteers to deliver is redefining volunteer commitment as a negotiated and recreation and culture services in Lethbridge and much of mutually beneficial arrangement rather than a one-way sacrifice the assistance to these groups has been in the form of fee-for- of time by the volunteer. services. This has sustained service delivery at certain levels, but there is a risk that financial injection will not meet the Risk management. Considered part of the process of job design growing and changing needs of the market. Volunteers also for volunteers, risk management ensures the organization can require training, education and marketing support to deliver place the right volunteer in the appropriate activity. quality opportunities for the families and regions that they serve. (According to the 2008 Alberta Recreation Survey, 43% Borrowing best practices. The voluntary sector has responded of Lethbridge residents volunteer.) to the changing environment by adopting corporate and public sector management practices including: standards; codes of Volunteer organizations deliver many services (including conduct; accountability and transparency measures around program delivery) in Lethbridge. These organizations are program administration; demand for evaluation; and outcome challenged to continue the recruitment and retention of and import measurement. volunteers while focusing on their core businesses. Recognition of these challenges is important as is providing some levels of Volunteer development. Volunteer development is a proactive support. response to the declining numbers of volunteers. By offering opportunities for training and growth, managers of volunteer 5.1.3. Support from Other Orders of resources can recruit and engage potential volunteers while retaining current participants. Government According to the Alberta Recreation and Parks Association5, Episodic Volunteering. An ‘episodic volunteer’ is an individual Alberta municipalities expended $775 M on recreation (2006). who does one-time or short-term volunteer jobs. These volunteers Two-thirds of this was operational spending, the remaining are generally busy people with hectic scheduals that make them capital. Total expenditures have climbed from less than $300M prefer flexible volunteer opportunities. in 1988. When adjusted for inflation and taking into account population growth, municipal expenditures in 2006 were at similar levels to spending in 1988.

4. Alberta Heritage Community Foundation. http: / / www.abheritage.ca / 5. Public Funding of Recreation in Alberta: Final Report. 2010. Nichols volunteer / index.html Applied Management for the Alberta Recreation and Parks Association

[ 18 ] Municipal funding of recreation and culture throughout Alberta is primarily from property taxes and user fees with these sources increasingly becoming more important. The share of funding attributed to provincial government grants or transfers has declined from 10% in 1988 to 2% in 2006. During that same period the share of operational funding from general revenues or property taxes has increased from 72% to 76%, while user fees have grown from 18% to 22%.

Municipalities are primarily responsible to fund the provision of open spaces and trails compared with other levels of government. Their funding sources are somewhat limited thereby heightening the importance of user fees and partner delivery to ensure the continued provision of services.

In Alberta, arts and culture non-profit and voluntary organizations earn 51% of their income while 27% comes from gifts and donations and 18% from government sources. Four percent (4%) is from other sources. It should be recognized that there are wide variations by organization type in terms of financial performance. For example, collection-based organizations such as museums generally earn a lower percentage of their operating requirement (in percentage terms) than other arts and culture organizations because collections are heavy on cost centres.

For sport and recreation non-profit and voluntary organizations 83% of income is earned with 9% coming from government, 7% from gifts and donations and 1% from other6. Considering government sources of revenue for arts & culture organizations 29% was from the federal government, 41% from the provincial government, and 28% from municipal government (2% other). Sport and recreation organizations received only 8% of their government funds from the federal government with 55% coming from the provincial government and 37% from the municipal level7.

6. “The Nonprofit and Voluntary Sector in Alberta: Regional Highlights of the National Survey of Nonprofit and Voluntary Organizations”. Robert Roach. Imagine Canada 2006. 7. Ibid.

[ 19 ] 5.1.4. Revenue Generation

Increasingly municipalities are looking for mechanisms to reduce the financial impact leisure facilities have on the public purse. Reducing cost to the municipality is one means for this to occur. This can be accomplished through the contracting out of some support functions (e.g. custodial) or through the development of fee-for-service agreements. The agreement between the City of Lethbridge and Recreation Excellence is an example of this; the City pays a fee for the organization to operate its aquatics centres for an amount that is lower than if the City operated the facilities themselves.

An increase in revenue generation is the other side of the equation to reduce the financial impact of leisure service provision. This can be accomplished “simply” through increases in user fees. Municipalities, as well, have looked at partnering with the private sector through the sale of facility naming rights and other sponsorship opportunities. Opportunities for other streams of ongoing revenue are being sought. In public facilities these can come from food services, equipment rental, renting & leasing space, and through the attraction of events. While some may not appreciate the movement towards this private sector approach,

[ 20 ] many of these revenue producing opportunities are desired by This is very much a facility and infrastructure issue. For example, the public. As well the revenue originating from these initiatives the Galt Museum & Archives in Lethbridge expanded in the does extend the provision of municipal services beyond that mid-2000s with a focus on retail and prominent rental facilities— which could be provided solely on public taxation. reception spaces, learning studios, and meeting rooms designed to take advantage of the magnificent views. The need to generate revenue is well-known to anyone in the cultural sphere in particular. Two decades of decreased funding Example: MASS MoCA, North Adams, Massachusetts from governments has meant that cultural institutions have had to get creative to ensure adequate financial support from other MASS MoCA, located in North Adams, Massachusetts, is a sources. Earned revenue generation has played prominently into dynamic venue for visual art, performing art, education, as the strategy for many museums, libraries, cultural centres, and well as economic and commercial development. In addition to other related venues. By generating their own revenues, many being one of the most visited contemporary art institutions cultural organizations secure freedom of programming and the in the U.S., MASS MoCA also leases space to a wide range financial sustainability they need to demonstrate responsible of exciting businesses, including restaurants, publishing use of increasingly scrutinized government support. companies, law firms, photography studios, and computer- generated special effects. It also collaborates with many partners across the county to strengthen regional tourism, improve infrastructure for small business development, and attract and retain residents. Visitors to MASS MoCA can also purchase a “combo ticket” that will enable admission at other Berkshires Region institutions, such as the Norman Rockwell Museum in Stockbridge and the Clark Art Institute in Williamstown. (Images: Mass MoCA)

[ 21 ] 5.1.6. Recreation and Culture As 5.1.5. Community Development Economic Drivers

The combined factors of the costs to provide programs and Recreation and culture have proven economic value through services, increasing demand for new and exciting recreation community attractiveness (i.e. attracting new residents and and culture infrastructure and programs, and the nature of the businesses to communities); tourism associated with recreation volunteer has led many municipalities to adopt a community and culture infrastructure (including sport tourism); and in development role in service delivery. This, in addition to the contributing to higher land value where recreation and parks direct delivery of recreation and culture facilities and programs, resources are in close proximity. In this regard, a study entitled includes the empowering of local non-profit groups to operate “Healthy Parks, People and Communities” commissioned by facilities and / or offer programs to residents thereby leveraging the ARPA on the impact of parks and open space on municipal public resources and providing a greater return on investment. property values was conducted in July, 2007.

Community development is the process of creating change The study indicated that parks and open spaces in close proximity through a model of greater public participation—the engagement to residential properties (within 3 blocks) increased total of the entire community starting with the individual 8 The property values (between 1% to 15% on average). Vistas of water concept of community development has a broader reach bodies (including storm water retention ponds, lake features and than just the delivery of recreation and culture programs ocean / established water bodies) increased property values and facilities; it is commonly understood to be the broader between 10% and 100% and golf course properties indicated involvement of the general public in decision making and a premium of 25% to 30%. The conclusion of all of this is that delivery. Community development in delivery encompasses municipal expenditures for the provision of recreation and parks supporting and guiding volunteer groups to ultimately become is an investment that can benefit the entire community. self-sufficient while providing facilities and programs that further the recreation and culture agenda in a community.

Because of the importance of community organizations in the delivery of services in the municipality, it is important that the people in these organizations have the skills and ability to be able to provide services in a sustainable way. The City does not have the resources to provide all the services community organizations do. As such it is in the best interests of the City to help these organizations where possible.

8. See baran, R. (200). Community Development: School of Social Work, University of British Columbia

[ 22 ] 5.1.7. Sport, Recreation, Culture and Heritage Tourism

Sport, recreation, culture and heritage tourism are major Although not a new phenomenon, cultural tourism has contributors to local economies throughout the province, consistently been characterized by the following points9. especially in the case of communities that have the infrastructure 1. Frequent short trips: The cultural tourist, while small as a necessary to host major sporting events with non-local teams and percentage of all tourists, makes numerous short trips to competitors or performers that draw spectators from outside the participate in cultural activities year-round. community. 2. A Personal Experience: Cultural tourists seek experiences that are meaningful to them and that will result in individual “Sport tourists” have been defined as participants and their reminiscences and memories which refer more to the tourist’s families who travel more than 80km to attend, participate personal history than to that of the site. in, or are somehow involved in a sporting event. According to the Canadian Sport Tourism Alliance, there are over 200,000 sporting events held each year in Canada and sport travel Example: CN Tower EdgeWalk, Toronto, Ontario represents $2.4 billion in total tourism spending, annually in The CN Tower’s EdgeWalk is a new and exciting opportunity Canada. Sport tourism related to major provincial, national that allows cultural tourists to connect with their daring side. or international events can have longer lasting impacts in Suspended above one of North America’s most sprawling communities than just local spending during an event. In some cityscapes and from one of the world’s tallest structures, cases, legacies are left including infrastructure, endowments this unique activity is for those tourists with a bit of a and community brand recognition. daredevil side. Tourists to this venue are sure to walk away with once in a lifetime memories about the CN Tower and the Many Alberta municipalities are concentrating more on event City of Toronto. The success of the initiative has allowed for it hosting to generate broader economic impact, build community to remain open for an extended season in 2012. image and create sustainability in volunteer sport delivery groups—some of which have dedicated staff to sport tourism Images: CN Tower, EdgeWalk efforts. The impacts of sport event hosting have been measured in Lethbridge and are discussed in the other sections of this report.

The Lethbridge Sport Council in June 2011 developed a Lethbridge Sport Tourism Strategy. An intent of the Strategy is to initiate a coordinated sport tourism strategy that involves the pertinent parties including the City of Lethbridge, the Lethbridge Lodging Association, Economic Development Lethbridge, and the Chinook County Tourism association.

Cultural tourism is an important and growing segment of the tourism industry. Its participants are young, well-educated, spend more money on their trips, and seek unique personal experiences.

9. Many of these trends were identified in the 1998 Ontario Cultural Tourism, New Trends Discussion Paper (1998) conducted by Lord Cultural Resources for the government of Ontario (commissioned by the Canada-Ontario Tourism Development Agreement.

[ 23 ] 3. Travelers are increasingly world-conscious: Cultural 4. Cultural and heritage tourism increasingly includes cultural tourists are well-informed and well-prepared about the landscapes and townscapes: For cultural tourists, social histories of their destinations before embarking landscapes are not necessarily valued for their inherent on their trips. Especially among young people, contextual beauty as much as they are for their social and historical research is just as important as logistical planning. significance: that is, how the land formed, how it is / was used and what happened there. 5. Blockbusters and special events are major attractions: Blockbusters create a sense of urgency and an excitement Example: Machu Picchu, Peru that captures the attention of people who would not normally Machu Picchu is a pre-Columbian 15th century Inca site attend. People will pay higher admission charges for located in Peru. As such, the site is a wealth of information special events, often two or three times regular admission about early human settlements in South America, as well charges. The cultural tourist values these experiences as the Inca people. Cultural tourists have been flocking particularly because they are temporary. This means that to the site since its discovery in the early 1900’s and its facilities capable of handling such events are necessary. designation as a UNESCO World Heritage Site in 1983 only added to this. Cultural tourists would likely come prepared to the site, already informed about its history and cultural significance. Today, travelers would also visit the site with Example: Toronto Pride, Toronto, Ontario an understanding of conservation guidelines they would have to conform to in order to best preserve Machu Picchu Toronto Pride is one of the largest LGBT festivals in the for future generations. world, attracting more than one million visitors annually and pumping over $40 million into the Toronto economy. The Images: Machu Picchu festival draws cultural tourists from around the world, which participate in a number of organized events, both free and paid. The festival takes place over one week and culminates with the Pride Parade, drawing massive crowds on Yonge Street. In 2014 Toronto will be host to World Pride, previously held in 2012 in London, England, and will draw an expected 5 million tourists to the city.

Images: Toronto Pride

[ 24 ] 6. City-as-Stage: Citywide collaborations on cultural phenomena attract cultural tourists more than a singular attraction or event. A recent embrace of city-wide cultural programming, utilizing the city as a backdrop for innovative arts and culture initiatives, has played favourably in regards to cultural tourism. Many cultural tourists will take the time to research and visit large-scale events in hopes of engaging with something creative, unique, and memorable. In Lethbridge, the annual Art Walk embraces such an approach. The event enlivens the downtown core of the city with businesses and galleries opening their doors to support and share arts installations, performances, and demonstrations in diverse mediums including photography, textile arts, painting and sculpture, and even busking.

Example: Nuit Blanche, Toronto, Ontario Nuit Blanche has been taking place in Toronto since 2006, supporting an all night once a year initiative to demonstrate and share the creative capacity of Toronto as a city of art and artists. The event is an incredible demonstration of the impact that cultural tourism can have on a city. In 2011, more than 500 artists and venues collaborated to produce the event, drawing one million visitors, with at least 120,000 of these cultural tourists from out of town. The economic impact of Nuit Blanche to the City of Toronto in 2011 has been estimated at $37.2 million with an additional $4.5 million spillover impact for the Province of Ontario.

Images: Nuit Blanche 7. Most likely to visit museums, historic sites and monuments: For cultural tourists, these attractions are must-sees. Historically, logistical obstacles like purchasing tickets, limited hours of operation and navigating a foreign language have impacted participation in performing arts events, such as concerts and theatre performances. Lethbridge has several heritage institutions within the city itself (Fort Whoop-Up, the Nikka Yuko Japanese Garden, the Galt Museum & Archives), and the Helen Schuler Nature Centre, but also has several UNESCO World Heritage Sites within a reasonable driving distance. These are tourism assets that might be better leveraged.

Example: Grand Canyon National Park Skywalk, Arizona The Grand Canyon National Park Skywalk provides a unique and exciting opportunity for visitors to connect with the immense natural beauty of the site’s landscape. The Skywalk, a horseshoe-shaped cantilevered walkway with a glass floor, allows visitors to explore the canyon from the rare perspective of being “suspended” above it. The site supports tourists from around the world and is a designated UNESCO World Heritage Site.

Images: Grand Canyon National Park

[ 26 ] 5.2. Trends in Infrastructure 5.2.1. Unstructured Use

Citizens are demanding more flexibility in timing and activity exist for most environments, and there is an abundance of choice, moving away from structured team sports to comparable facilities to look at in the province and beyond. spontaneous activities such as fitness / wellness, leisure swimming, walking, and open gymnasiums for spontaneous Spontaneous use areas however are a relatively new concept, activities. People are seeking individualized, informal pursuits and the supply / demand relationship of these areas is not as that can be done alone or in small groups, at flexible times, straightforward as is the case with programmable / rentable often near or at home. This does not, however, eliminate the spaces. This is primarily due to the fact that capacities cannot need for venues that accommodate structured activities and be clearly identified for spontaneous use areas at the point at the stakeholder groups that use them. which a facility is “too busy”.

Conceptually, the provision of traditional recreation and culture That being said, there are two main types of spontaneous facilities such as ice arenas and performing arts theatres has users. The first is the spontaneous user who participates in been focused on structured rental use, and thus a growing the activity as his / her primary intent in visiting the respective portion of the population, those demanding spontaneous use facility. For example, Jenny visits the Multipurpose Leisure outlets, have not been considered in major indoor and outdoor Centre to use the fitness centre. The second is the user who facility development. participates in the activity even though it was not the initial intent in visiting the facility. For example, Jenny uses the fitness Prudent planning for indoor recreation and culture should centre at the Multipurpose Leisure Centre because she has to consider both structured / scheduled use areas as well as bring her child to play ice hockey. This user can also participate unstructured / spontaneous use areas. Defining requirements in other spontaneous use activities. For example, Jenny visits and parameters around the planning and provision of traditional the Multipurpose Leisure Centre to use the fitness centre, but schedule use venues is relatively straightforward, as standards also uses the hot tub and walking track (secondary activities).

[ 27 ] Recognizing that spontaneous users are comprised of both user This trend suggests that planning for spontaneous recreation types, future planning for spontaneous use facilities should and culture is as important as planning for traditional structured consider the following. use. Analyzing the issue further, if recreation and culture budgets are not adjusted to accommodate this expanded »» Spontaneous use areas provide users the opportunity to scope of spontaneous use planning, it may be necessary for participate at irregular times, thereby enabling users to municipalities to partner with dedicated use team sport or arts partake in physical activity or creative / social endeavors and culture organizations in the development and operations even if they cannot commit to signing up for a scheduled of existing or new facilities in order to “free up” public funds team or program. Therefore spontaneous use areas must that can be allocated to address the needs inherent with provide optimal flexibility in hours of operation. spontaneous pursuits. »» Spontaneous use activities are best offered in clusters depending on the type of activity and the adjacent facility 5.2.2. Flexibility, Activity Clustering and amenities. Therefore spontaneous use opportunities must Multi-Purpose Engagement be provided in clusters that work well together. »» Spontaneous use activity-clusters must consider cross use Culture and recreation facilities in particular are accommodating and convenience of potential users. Clusters that seem to multiple art forms, including film, dance, visual art, and work well include: performing arts, and multiple activities to attract sustainable audiences and funding. They have the capacity to reconfigure »» Fitness / wellness and child minding; staging, seating, and expand and contract walls according to »» Fitness / wellness and major scheduled use activity (i.e. the needs of specific cultural undertakings. Programming may arenas, field houses, etc.); be accommodated from multiple sources—community groups, touring partners, and educational institutions. Building a larger »» Fitness / wellness and therapeutic aquatics; and facility user base can create a critical mass necessary to »» Leisure skating and ice arenas. generate revenues, sell exposure opportunities and create cross pollination of activity participation. Considering these points, it is apparent that many future spontaneous use spaces should piggy-back major programmable / rentable spaces.

[ 28 ] This trend applies even to those venues that are built Example: King Abdulaziz Centre, Saudi Arabia predominantly for one purpose or another. The new Library of Alexandria in Egypt, also designed by Snohetta, shows this One of the most outstanding international examples of this trend. trend as it relates to cultural facilities is the King Abdulaziz Center for World Culture now under construction in Dhahran, Saudi Arabia. The Center is housed in a signature building (designed by Snohetta Architects of Norway) and contains Example: Library of Alexandria, Egypt the following components: The Library is essentially a non-circulating academic »»A public library library, but also incorporates a planetarium and science »»A museum centre, several small museums (including one dedicated »»A major temporary exhibition hall to the late President Anwar Sadat) and is one of only a few »»The archives of Saudi Aramco (the Center’s owner and major backup centres for the World Wide Web. operator) »»A performing arts centre; »»A cinema (the first in the country) »»A children’s museum »»A lifelong learning centre »»And a program centre focused on developing creativity among residents called the “Keystone”.

The goal is to provide a “one stop shop” for culture in the Dhahran-Al Khobar area—and for the nation as a whole.

Images: King Abdulaziz Center for World Culture

[ 29 ] The Wyly Theater in Texas is another example (see below)—even The new Lethbridge Community Arts Centre is also a though it is built primarily as a performing arts centre includes manifestation of this multidisciplinary trend. Upon completion enough flexibility to also serve as a venue for community of construction in the spring of 2013, the new facility will gatherings, rentals and other uses as outlined in the example create a multi-purpose gathering site for the arts community in below. Lethbridge. The facility will accommodate an exhibition gallery with preparation spaces, 2D and 3D classrooms and studios to support educational initiatives, fabrication facilities for artistic Example: Wyly Theater, Dallas, Texas undertakings, and music spaces. The Wyly Theater, a component of the AT&T Performing Arts Center in Dallas, Texas, is recognized for its innovative approach to architecture. The facility includes an advanced mechanized system that can raise theatrical scenery, the proscenium wall, and three different seating towers, allowing for rapid changes that can accommodate a wide array of venue configurations. As the result, the theatre can support various cultural undertakings, including theater, opera and other musical performances, Images: Lethbridge Community Arts Centre community gatherings, and venue rentals of various types. Perhaps most important about this facility, is its ability to There are also a number of examples across Alberta and the incorporate these venue changes with a minimum of staff, world that incorporate the concept of multipurpose from a keeping operational costs sustainable. recreation example. The Multi-purpose Leisure Centre Concept being contemplated by the City is a prime example of this Images: AT&T Performing Arts Center approach.

Developing infrastructure that services many needs under one roof can also lead to economies of scale in facility operational costs. As well, overall increases in participation can be derived from cross pollination / exposure to more activity variety, be it recreation or culture. Increased use ultimately leads to enhanced community benefit and, in some cases can lead to better operational cost recovery.

The idea of multi-use spaces is a necessity in creating sustainable infrastructure and ensuring majority use of public spaces. As recreation needs and preferences change so do the infrastructure requirements to meet them. Spaces designed for a variety of uses are more likely to meet future needs than if spaces are planned for dedicated, single purpose use. Municipal recreation providers are also choosing to offer healthier food choices at recreation facilities and even developing teach kitchens and associated programming to promote healthy eating.

[ 30 ] 5.2.3. Integrating Indoor and Outdoor Environments 5.2.4. Maximum Physical Accessibility

A new concept in recreation and culture infrastructure planning Many new facilities today are offering comfortable experiences, is to ensure that the indoor environment interacts seamlessly including meeting accessibility requirements and incorporating with the outdoor recreation environment. This can include such designs that can accommodate various body types. Programming ideas as indoor / outdoor walking trails, indoor / outdoor child is made as accessible as possible via “layering” to provide the play areas and indoor / outdoor aquatics facilities. Although there broadest appeal possible to intellectual preferences. are a number of operational issues that need to be considered when planning indoor / outdoor environments (e.g. cleaning, Meeting the needs of various user groups is also an important controlled access, etc.) the concept of planning an indoor facility aspect of accessibility (Incorporating mobile technologies, to compliment the site it is located on (and associated outdoor rest spaces, child-friendly spaces, craft areas, and educational amenities included) as well as the broader community parks and multi-purpose rooms for classes and performances are trail system is prudent and will ensure the optimization of public ways to address accessibility). In cultural and even in some spending on both indoor and outdoor recreation infrastructure. recreational facilities there can be exhibition areas (for example, This interaction can also be less involved, such as ensuring that the Powerade Centre in Brampton, Ontario contains that city’s interior facility spaces have optimum viewpoints of the outdoor Sports Hall of Fame). site environment and capitalize on existing site topography. Some of the public art installations in the city have already Accessibility guidelines set by governments, as well as an bridged the gap between indoor and outdoor environment. increased understanding of the needs of different types of visitors is fueling this trend. Technology is also being embraced as a modern communication tool useful for effectively sharing messages with younger, more technologically savvy audiences.

Example: Museum of Science, Boston, Massachusetts The Museum of Science, located in Boston, Massachusetts, is a world leader in museum accessibility. In fact, Christine Reich, the museum’s Director of Research and Evaluation, was recently honored at the White House as a leader providing access in the fields of science, technology, engineering, and math for people with disabilities. The museum aims to provide maximum accessibility to its facilities by eliminating financial, cultural, language, education, and ability barriers. Information is readily available for museum visitors in French, German, Italian, Japanese, Korean, Portuguese, Russian, and Spanish.

Images: Museum of Science, Boston

[ 31 ] 5.2.5. Infrastructure as Components of Marketing and Branding

The use of signature architecture as a way to increase a building’s status, visibility and presence is a worldwide trend. In some cases, Example: Art Gallery of Ontario, Toronto, Ontario architectural competitions are carefully managed to yield top-class Upon embarking on its expansion, the Art Gallery of Ontario designs. (AGO) in Toronto developed the “Transformation AGO” brand. This encompassed promoting the new building’s signature The trend extends to the use of lighting, signage, and strategic design and telling the story of how architect Frank Gehry, a location. This is very much about signature branding—a way to Toronto native who grew up not too far from the AGO, used strategically and consistently reflect and reinforce brand image his childhood memories to inspire the design. The new throughout facilities, programming materials, and online interfaces. AGO is now a Toronto landmark, proudly promoting its new building and brand with a grand facade on Dundas Street Many recreation and cultural institutions have embarked on West. Not only is the exterior recognizable, but prominent prominent building campaigns and embraced edgy rebranding of signage reinforces the new AGO brand, as well as exhibitions their institutions in hopes of appealing to wider audience groups. and events at the gallery. Noteworthy architecture is also useful for appealing to a growing market of cultural tourists. These initiatives hold much promise for Images: Art Gallery of Ontario collaborative work between cultural institutions and municipalities, particularly in regards to asserting a renewed civic identity or tourism strategy.

Designing for exposure and to create a brand can extend to the attractiveness of sponsorship opportunities in facilities and spaces. Designing for maximum exposure to create branding for the owner and potential partners is key.

[ 32 ] 5.2.6. “Green-Thinking” and Sustainable Practices

More and more, recreation and cultural organizations are taking In Abu Dhabi, the cultural district of the massive Saadiyat Island up the challenge to demonstrate their roles in developing development is taking a more institution-focused tack, creating responsible and environmentally sustainable practices for the an area anchored by several world-famous museum brands work they do. Not only is content about environmentally pressing (Guggenheim Abu Dhabi by Frank Gehry and Louvre Abu Dhabi issues making its way into recreation facilities, exhibition spaces by Jean Nouvel) plus a new national history museum to be of science centres and art galleries alike, but the concept of operated by the British Museum (the Zayed National Museum by environmental sustainability is also being built into facilities. Sir Norman Foster), a performing arts centre by Zaha Hadid, and much more. Many new recreation and cultural facilities are now LEED-certified or are built using many of the LEED principals including, for Images: Saadiyat Island Cultural District example, the Community Arts Centre in Lethbridge. If recreation and culture is a reflection of a society’s values and beliefs, an increasing embrace of environmental and green thinking should be considered as a vital component of recreation and culture. Younger people are now born into a time where discourse on environmental responsibility is at least as vibrant as that on diversity. As such, and like diversity, green thinking is a shaping force in the development of contemporary perspectives on recreation and culture. This can point out that nurturing culture can also provide the benefit of nurturing our environment and provide progressive leadership on green issues. The renovated Helen Schuler Nature Centre includes a living roof (partially or completely covered with vegetation).

5.2.7. Cultural Districts

Cultural districts are another trend that is taking hold on a worldwide basis. These are entire city districts that are developed as cultural hubs and in some cases they evolve organically (such as with San Francisco’s Yerba Buena district) in others they are master planned, which is most often the case in other parts of the world.

Two examples come from Hong Kong and Abu Dhabi. In Hong Kong, the West Kowloon Cultural District is one such area. In the making since the early 2000s, the District will have retail, restaurants, several performing arts venues and a major new institution called “M+”—conceived of as the next generation of art museum, an interactive contemporary art space on four main themes (Design, Moving Image, Popular Culture, and Visual Arts). Images: West Kowloon Cultural District

Lethbridge has the makings of a cultural district as well—mostly the result of City-led planning. The district is anchored by the CAC and the SAAG. The question is to what extent the City should continue to support and steer the development of this district.

[ 33 ] 5.3. Trends in Pursuits & Activities 5.3.1. Sport For Life Strategy 5.3.2. Fitness Levels

The Sport For Life Strategy10 is a development pathway whereby The Canadian Health Measures Survey (Statistics Canada) athletes follow a process from childhood to senior years to concludes that the fitness levels of Canadian children and youth, get active, stay active, and even reach the greatest heights of as well as adults, has declined significantly between 1981 and sport achievement. The Strategy is based on developmental age 2009. Among youth aged 15 to 19, the percentage who were at rather than chronological age. an increased or high risk of health problems more than tripled; for adults aged 20 to 39 this percentage quadrupled! There are 7 stages within the model. The first three stages focus on the development of physical literacy so children have the While simply providing the venue for physical activity is not the basic skills to be active for life. Physical literacy also provides solution for this issue; facilities and infrastructure are important the foundation for those who choose to pursue elite training components to enable this issue to be addressed. Offering in a sport or activity. Stages 4 through 6 provide elite training diverse, quality programming and opportunities desired by the for those who want to specialize in one sport and compete public also needs to be considered. at the highest level. Stage 7 is about staying active for life through lifelong participation. Canadian sport organizations and 5.3.3. Nature Deficit Disorder councils have developed plans based upon this model and many municipalities are beginning to review and determine their role Coined in 2005, nature deficit disorder refers to the growing (if any) in the seven stages. disconnect between children and nature and the detrimental health effects associated with limited time out of doors. The This philosophy, from introduction through to the senior years, incidence of childhood obesity and statistics about diabetes in should be reflected in the programs offered in a community. society speak to the serious impacts on the long term health While municipalities are not in the business of developing elite of this generation and its subsequent impact upon our health athletes, recognition of this development approach will ensure system. that municipally supported programming is not impairing a participant’s pursuit of excellence. Physical literacy and Children spend significant amounts of time inside, much of it Sport for Life are concepts that, in the end, benefit the entire on the computer or in front of a TV. Many of society’s youth, community. particularly those from urban areas, do not understand where food comes from (other than the store) and have an increasingly difficult time linking their health with the natural world. Connecting with nature can help move communities from a place of isolation to one of connection. The Helen Schuler Nature Centre delivers programming to children aged 4 to 14 years. On average the Helen Schuler Nature Centre provides approximately 1,500 hours of outdoor programming every year.

10. www.canadiansportforlife.ca

[ 34 ] 5.3.4. Natural Play Spaces and 5.3.5. Recreation and Culture Are a Social Unstructured Play Benefit to Children

The importance of play for children has been extensively Providing recreation opportunities to children has been shown documented. In fact the International Play Association to positively impact their whole person development and reduce (www.ipacanada.org) goes further and states that, “play is anti-social behavior.11 In Ottawa a program was implemented fundamental to all aspects of child development and is a that provided non-school skill development to children aged key component in preserving community and culture, in the 5–15 years in a public housing complex. The effect of recreation broadest sense.” The United Nations Convention on the Rights showed improved levels of skill development and self-esteem of the Child (Article 31) speaks directly to the right of children and reduced anti-social behavior12. to play. One way suggested to enrich play and to address issues such as nature deficit disorder is to design and provide natural “The reported benefits of participation in sport and physical play spaces. These spaces can be varied but are natural in colour recreation have been extensively catalogued. A review of and use natural materials in their design and development. literature indicates the consistency of findings, across Natural play spaces can be more challenging and can provide cultures, of benefits in the areas of childhood and lifelong a greater variety of play and experiential opportunities. Indian health; in the areas of learning and academic achievement; Battle Park offers several outdoor play structures, including a in the areas of citizenship and democratic access; and in the labyrinth. areas of leadership and motivation. For example, in physical recreation activities children can learn valuable skills related to quality of life: intra-personal and inter-personal communications, determination, perseverance, confidence, leadership, citizenship, goal-orientation, motivation, and personal satisfaction. Participation in physical activity has also been given an economic rationale in recent years. In fact, Health Canada estimates that for each $1 invested in physical activity there is long term saving of $11 in health care costs. The benefits are particularly important for children, since physical recreation is crucial to physical, social, motor and emotional development.”13

It is important to ensure children from all backgrounds have the opportunities to participate in sport, recreation, and cultural activities. Not only will they and their families benefit but so will the broader community.

11. “Promoting Safe Communities and Social Inclusion through Recreation and Parks” Clayton Wilbern. Presented at the National Recreation Summit 2011. 12. “The Role of Recreation in Promoting Social Inclusion”, Peter Donnelly, Jay Coakley. The Laidlaw Foundation. 2002. 13. Ibid.

[ 35 ] 5.3.6. Recreation and Culture Facilitate Social Inclusion

The concept of social inclusion is increasingly becoming an issue While issues of social inclusion are pertinent for all members of a communities are addressing. While always an important issue, community, they can be particularly relevant for adolescents of its significance has risen as communities have become more immigrant families. Immigrant youth can feel pulled in opposite diversified through immigration. directions between their own cultural values and a desire to “fit in” to their new home. This tension can be exacerbated in Social inclusion is about making sure that all children and adults those situations in which parents are experiencing stress due are able to participate as valued, respected and contributing to settlement. Children living in families which are struggling members of society. It involves the basic notions of belonging, are more likely to be excluded from some of the aspects of life acceptance and recognition. For immigrants, social inclusion essential to their healthy development. Children are less likely would be manifested in full and equal participation in all facets to have positive experiences at school, less likely to participate of a community including economic, social, cultural, and political in recreation, and less likely to get along well with friends, if they realms. It goes beyond including “outsiders” or “newcomers”. In live in families struggling with parental depression, family fact social inclusion is about the elimination of the boundaries dysfunction or violence17. or barriers between “us” and “them”14. There is a recognition that diversity has worth unto itself and is not something that must be Financial barriers to participation in recreation, sport, and overcome15. cultural activities continue to exist for many Albertans. Understanding the potential benefits that can result from There are five dimensions of social inclusion16: engaging citizens in a broad range of activities and programs, municipalities have undertaken a number of initiatives aimed at 1. Valued Recognition: conferring recognition and respect on removing financial barriers. individuals and groups; 2. Human Development: nurturing the talents, skills, capacities The Canadian Parks and Recreation Associations ‘Everybody and choices of children and adults to live a life they value Gets to Play’ initiative provides a template for municipalities to and to make a contribution both they and others find develop policies and programs to ensure access to recreation worthwhile; programs for citizens facing financial barriers. Potential mechanisms identified by this initiative includes offering 3. Involvement and Engagement: having the right and the reduced or no fee access to recreation facilities and programs, necessary support to make / be involved in decisions facilitating access to programs and assistance offered by affecting oneself, family and community, and to be engaged partner organizations (e.g. KidSport, Jumpstart), and building in community life; positive relationships with participants. 4. Proximity: sharing physical and social spaces to provide opportunities for interactions, if desired, and to reduce social distances between people; and 5. Material well being: having the material resources to allow children and their parents to participate fully in community life.

14. Omidvar, Ratna, Ted Richmand (2003). Immigrant Settlement and Social Inclusion in Canada. The Laidlaw Foundation. 15 Harvey, Louise (2002). Social Inclusion Research in Canada: Children and Youth. The Canadian Council on Social Development’s “Progress of 17. Harvey, Louise (2002). Social Inclusion Research in Canada: Children Canada’s Children”. and Youth. The Canadian Council on Social Development’s “Progress of 16. Omidvar and Richmand (2003). Canada’s Children”.

[ 36 ] 5.3.7. Index of Well Being

The Canadian Index of Wellbeing (CIW) was launched with the »» Overall participation in social and leisure activities has objective of creating an independent index for measuring the declined in recent years, especially among females; overall wellbeing of Canadians. The CIW takes an approach that »» Overall participation in culture activities is comparatively is unique from past indicators of national success, which have lower to social and leisure activities, but has remained fairly often been related entirely to economic measures such as stable; Gross Domestic Product (GDP). One of the significant findings of the initial 2010 CIW report was that although Canada’s »» There has been a significant drop in volunteerism, especially GDP increased by 29.9% from 1994 to 2010, the country’s among young adults aged 25 to 34; CIW increased by only 5.7% over the same period of time. »» Average monthly participation in physical activity has Furthermore, from 2008 to 2010 the CIW experienced a dramatic increased moderately since 1994; decrease of 24%. »» Overall attendance at performing arts performances declined from 2001 to 2006, but has since rebounded The CIW is based on eight quality of life categories, namely; somewhat; and community vitality, democratic engagement, education, environment, healthy populations, leisure and culture, living »» Overall household spending on culture and recreation standards, and time use. The Leisure and Culture Domain Report has increased since 1997, but has remained stable as a was released in 2010, and identifies a number of pertinent percentage of all household expenses at approximately 21%. trends related to participation levels. These trends include: The leisure and culture domain remains an area of concern within the overall CIW. Of the eight sub-measures used within the domain, only two were trending in a positive direction over the previous year. In total, the leisure and culture wellbeing of Canadians is estimated to have declined by 7.8% from 2011 to 2012.

[ 37 ] 5.3.8 Alberta Recreation Survey

The Alberta Recreation Survey is an initiative led by Alberta Tourism, Parks and Recreation. The City of Lethbridge is a partner, along with the cities of Edmonton and Calgary. A survey is fielded approximately every four years to determine participation pattens of Albertans and the factors that influence their recreation activity choices. The most recent information available is from the 2008 survey. It is anticipated the next survey will be fielded in 2013. Selected findings from the Lethbridge data include the following.

Activity 2008 2004 2000 Physical Activity Walking for Pleasure 80% 93% 93% Bicycling 52% 54% 55% Aerobics / fitness / aquasize / 47% 41% 28% yoga Swimming (in pools) 46% 55% 50% Weight Training 37% 34% 31% Jogging / Running 32% 34% 27% Ice skating (not hockey) 15% 25% 22% Wall climbing 10% 9% N / A Tennis 8% 10% 11% Skateboarding 7% 10% 4% Group Activity Soccer 15% 19% 17% Ice Hockey 14% 15% 10% Basketball 13% 19% 24% Volleyball 11% 15% 14% Softball / Baseball 11% 18% 21% Curling 8% 14% 12% Creative / Cultural Activities Doing a craft or creative hobby 59% 66% 68% Visiting a museum, art gallery 53% 50% 72% Attending live theatre (not 49% 53% N / A movies) Taking part in the arts (e.g. 32% 32% 32% drama, music, drawing, writing)

* In 2012 the activity was ‘Visiting a museum / theatre / art gallery’ Sizable decline Sizable increase

[ 38 ] 5.3.9. Cultural Attitudes and Participation 5.3.10. Specific Trends in Cultural Levels Participation

Albertans generally place a high value on culture and cultural A number of macro-trends have been shaping demand for activities. In fact, 90% of Albertans attended or participated in an cultural programming in recent years. Describing these trends arts event or activity in 201118. Consider these other facts from provides important context as the future of culture in Lethbridge the same study: is considered.

»» 91% of Albertans feel arts activities are important in Generally, the cultural participant: contributing to the overall quality of life in their community; 1. Has limited leisure time. »» 88% of Albertans feel it is important that the Government of »» A study published by Statistics Canada in 2011 reported Alberta continues to fund and support the arts; and a decrease in leisure time among Canadians from 2005 »» 53% of Albertans participated or performed in an arts activity to 201020. In fact, the same study indicated Alberta or program at least once in 2011. ranked last in leisure time of all Canadian provinces in 2005. With leisure time decreasing, culture will need to Consider the cultural and heritage activities of Albertans aged be activated in increasingly convenient and attractive 15 and older from 1992 and 2010 (the most recent available ways to remain competitive. data)19: »» Short-term volunteering activities with distinct objectives are increasingly offered over organizational »» 37% attended a cultural or artistic festival such as film, responsibilities lacking a distinct end-date. fringe, dance, jazz, folk, rock, or comedy in 2010, up from »» Individual ticket-buying and customized season 19% in 2005 (no figure is available for 1992); subscriptions are sought for optimal flexibility. »» 26% attended a performance of cultural / heritage music, theatre, or dance in 2010, up 8% from 1992; »» 54% visited a museum (all types) in 2010, up from 35% in 1992; »» 37% visited a public art gallery in 2010, up from 18% in 1992; and »» 50% visited a historic site in 2010, up 20% from 1992.

Source: Statistics Canada, General Social Survey on Time Use: Overview of the Time Use of Canadians. Ottawa, Statistics Canada, 2006

18. Alberta Culture Annual Survey of Albertans on Culture, Leger 20. General Social Survey 2010. Overview of the Time Use of Canadians. Marketing, 2011. Ottawa: Statistics Canada, 2011 (Cat. No. 89-647-X, see Table 1.1) 19. “Provincial Profiles of Arts, Culture and Heritage Activities in 2010”, and General Social Survey on Time Use. Overview of the Time Use of Arts Research Monitor, Vol 10 Nos. 10, March 2012. Hill Strategies Canadians. Ottawa, Statistics Canada, 2006 (Cat. No. 12F0080-XIE, see Research Inc. Table 1.1).

[ 39 ] 2. Is aging. Example: Kimmel Center for the Performing Arts, »» A 2005 study published by Statistics Canada reported Philadelphia, Pennsylvania that on average, people in the above 50 years of age demographic are more likely to participate in cultural The Kimmel Center for Performing Arts in Philadelphia offers activities21. This means that cultural institutions in a wide array of performances and concerts for all tastes and Lethbridge will need to develop targeted programming interests. To complement its program, it has developed an for older adults, while remaining relevant to various innovative ticketing system that enables audience members other age groups, particularly the city’s large population to create their own packages without committing to buying a of young people (See graph below). seasons pass, according to the following structure: choose 3 shows and save 10% off single ticket prices; choose 4 shows »» Individuals aged 35 to 44 of both sexes had the least and save 15% off single ticket prices; and, choose 5 or more leisure time of all age groups, due to work commitments shows and save 20% off single ticket prices. and caring for children and the elderly22.

Images: Kimmel Center for Performing Arts

Source: City of Lethbridge, Lethbridge Census Report 2007, 2008, 2009, 2010 and 2011, Lethbridge, AB, 2011.

21. Ewoudou, Jacques. Understanding Culture Consumption in Canada. Statistics Canada, 2005, p.15. http: / / www.statcan.gc.ca / pub / 81-595-m / 81-595-m2008066-eng.pdf 22. General Social Survey 2010. Overview of the Time Use of Canadians. Ottawa: Statistics Canada, 2011 (Cat. No. 89-647-X, see Table 1.1) and General Social Survey on Time Use. Overview of the Time Use of Canadians. Ottawa, Statistics Canada, 2006 (Cat. No. 12F0080-XIE, see Table 1.1).

[ 40 ] 3. Has an abundance of leisure activities to choose from. Example: Adobe Museum of Digital Media, Online »» The desire for hands-on experiences and increased The software company, Adobe has created The Adobe information on sustainability, culinary arts, and home Museum of Digital Media (AMDM). It is a unique virtual space improvement have translated into greater time spent designed to showcase and preserve groundbreaking digital on cooking, gardening, home décor, and art collection. work and to present expert commentary on how digital »» Particularly among younger people, new technology media influences culture and society. The museum is an offers multi-sensory engagement through video games, ever-changing repository of eclectic exhibits from diverse DVDs, the internet, and other sources, all of which fields ranging from photography to product development to compete for limited leisure time. broadcast communications. To inspire fresh conversation »» This trend is particularly true of Lethbridge where a on the constantly evolving digital landscape, exhibits are tremendous selection of cultural activities exists for overseen by guest curators, each of whom is a recognized residents and visitors to engage with. leader in the field of art, technology, or business. It can be accessed from anywhere in the world, provided that the visitor has an internet connection. Example: Royal Ontario Museum, Toronto, Ontario Images: Adobe Museum of Digital Media The Royal Ontario Museum is one of many museums and art galleries starting to offer yoga to visitors. Such an approach, emphasizing health and wellness through low impact physical activity, creates interest amongst visitors of diverse age groups. Engaging museum and gallery space with activities that appeal to diverse age groups is one strategy for establishing relevant and effective cultural programming.

Image (top): Royal Ontario Museum

[ 41 ] 4. Identifies with increasingly niche cultural tastes. 5. Seeks a meaningful and multi-tiered cultural experience. »» Internet sites and the advent of social networking have »» Because greater value is placed on leisure time, accommodated the creation of subgroups connecting the participant’s cultural experience is sought for over shared interests. Cultural organizations have reinforcement of values and overall enrichment. As responded by establishing an active presence on such, volunteering opportunities, public programs, Facebook and Youtube to reach distinct audiences. But and cultural programs are marketed as meaningful it is important that cultural organizations develop plans experiences. with clear strategies and objectives when utilizing social »» Students and young professionals seek volunteering media sites. Otherwise, online content can easily fail to opportunities for real-world experiences and a way of engage and assert necessary relevance for visitors. fortifying their career credentials. »» Cultural institutions seek cross-marketing opportunities »» Groups seek less structured, more spontaneous to capture increasingly distinct subgroups by partnering opportunities to exercise creativity, including youth. with diverse entities.

Example: Museum of Vancouver, Vancouver, British Columbia The Museum of Vancouver (MOV) is a forward thinking institution that aims to foster cross-cultural understanding and dialogue about Vancouver’s past, present, and future. A recent interactive exhibition at the museum, Bhangra.me: Vancouver’s Bhangra Story, utilized an online microsite to support the efforts of its onsite exhibition. Microsites are useful for creating a targeted web presence while utilizing the credibility and trust associated with an existing website. Through the microsite, visitors could listen to music, utilize an online Storymap to share memories and photos, as well as read about the history of Bhangra music in Vancouver and internationally. A mobile version of the microsite was also created. This is an excellent example of how museums and cultural organizations can utilize social media and the internet in strategic and targeted ways to support their aims. Images: Museum of Vancouver Website

[ 42 ] Example: Manifesto Festival of Community & Culture, Example: Royal Ontario Museum, Toronto, Ontario Toronto, Ontario The Royal Ontario Museum (ROM) in Toronto organizes a Manifesto Community Projects is a non-profit grassroots series of themed Friday night events for young people known organization with aims to unite, energize, support, and as Friday Night Live. The events are social venues complete celebrate Toronto’s vibrant and diverse music and arts with live music spun by DJ’s, food, and opportunities to visit community. The festival has grown to be Canada’s largest the galleries in a relaxed social setting. The ROM is following hip hop festival in just four years, and unites artists with suit in a movement to open museum and gallery spaces to thousands of attendees in hope of showcasing Toronto’s the public at more convenient hours, in diverse and exciting talented arts community. Through art exhibitions, dance and ways in support of social and cultural engagement. performance competitions, seminars, free outdoor concerts, film screenings, networking opportunities, seminars, and Images: Royal Ontario Museum a pop-up arts market, Manifesto creates powerful and engaging experiences, and provides opportunities for young artists to grow and the community to learn from them.

Image: Manifesto Festival of Community and Culture

6. Pursues social opportunities through culture. »» Social amenities and flexible scheduling are increasingly offered in a cultural experience to accommodate socializing. »» Diverse social groups are being constructed around cultural attendance, such as alumni, church groups, and corporate departments. »» The need to cultivate the next generation of audiences has inspired cultural organizations to offer late-night events, happy hour evenings, and young professional memberships. Youth in Lethbridge noted that this was very important to them. It can be done by established institutions (such as with the example below) or it can be done in less formalized ways.

[ 43 ] 7. Pursues culture as a component of interdisciplinary training. »» Cultural institutions partner with corporations, hospitals, and management programs to apply lessons from visual, heritage, and performing arts in a professional setting.

Example: McMaster Museum of Art, Hamilton, Ontario For example, based on a program spearheaded by Harvard University, McMaster Medical School has developed a program for family medicine residents where they visit art galleries with an aim to make them better family physicians. Students learn to appreciate fine art on a deeper level, with the idea that they will translate those skills into medical practice and become better communicators, particularly with their own patients.

Image: McMaster Museum of Art

[ 44 ] 6.0Comparative Analysis

Key Findings: Comparative Analysis »»Broad strategic direction »»The City of Lethbridge provides 25 metre swimming »»Push to policy based administration and governance tanks, gymnasiums, heritage interpretive facilities, of recreation and culture (fees and charges, sport senior centres, major spectator ball diamonds, outdoor tourism, green design, sponsorship, public art, etc.). basketball courts, and trails / pathways at ratios more favorable than in the comparable communities. »»Conservation of heritage resources is a focus. »»The City of Lethbridge provides curling sheets, fitness »»Municipalities are investing in sport, recreation and / wellness facilities, indoor tennis courts, leisure cultural tourism. swimming pools, youth centres, bike parks, disc golf »»Infrastructure provision sites, festival venues, picnic shelters, skate parks, and water spray parks at rations less favorable than in the »»The City of Lethbridge provides the majority of comparable communities. recreation and cultural facilities at a similar ratio to the comparable communities.

6.1. Policy & Programming

The following section provides an overview of the recreation and cultural service policy and programming practices of comparably sized communities, as well as best practices observed on a broader basis.

[ 45 ] 6.1.1. Comparable Communities

In conjunction with the Project Steering Committee, three While all three cities own and operate a number of facilities, communities with which Lethbridge could be compared were community organizations also play a key role in the provision identified. These communities are Kamloops, Medicine Hat, and of recreation and cultural facility operations. The three cities Red Deer. researched all lease City-owned facilities to community organizations. Two of the three cities have lease arrangements The cities were asked to provide information on a number with the private sector to operate facilities, or program of topics including; support provided to not-for-profit amenities within a facility. Examples of these private sector organizations, partnerships in the provision of recreation and agreements included the operation of campgrounds, ranch and cultural services, and the existence of policies to promote equestrian facilities, and urban recreational lakes. community wide goals and strategic objectives. The cities researched have put into place a number of policies The three municipalities provide recreation and cultural and structures in order to help achieve broad community programs through a combination of direct delivery and goals and strategic objectives related to recreation and partnerships with community organizations. Aquatics and culture. All three cities have public art policies, often involving fitness programs tend to be offered more frequently through a a percentage basis of facility costs being mandated to the direct delivery model, with some support or involvement from provision of art in those spaces. The ongoing support or not-for-profit groups or the private sector (e.g. contracted formation of overarching organizations has also been identified staff). Conversely, a number of other programs and services by the cities as a mechanism for achieving community are more commonly offered through community partnerships objectives. with not-for-profit groups. These include performing and visual arts, museum and heritage programs / initiatives, and Two of three cities have active sport and art councils. The sport programs. With regards to the structure of community mandate of the sport councils tends to include advocacy, partnerships, all three municipalities reported having formal fee- recruitment of major events to the community or region, as well for-service agreements in place with community organizations. as the coordination of training and development opportunities for minor sport groups. The art council organizations similarly provided advocacy for the arts community, while often also having a direct role in the initiation of new programs and community level events.

[ 46 ] 6.1.2. Broad Application

Many municipalities are in the midst of understanding and »» Accessibility Standards embracing the importance of developing sound best practices »» Accessibility standards are important for ensuring and policies in support of recreation and culture provision equitable access for differently-abled individuals, and planning. Recreation and culture policies contribute to including those with physical, vision, hearing, speech, shaping civic identity, help support important economic and and cognitive challenges. tourism initiatives such as building a strong and internationally recognizable municipal brand, and ensure equitable access to recreation and cultural engagement deemed beneficial Example: Regent Park Arts and Cultural Centre, Toronto, for the health and social well-being of communities; yet, the Ontario area of recreation and culture policy development is ever The Regent Park Arts and Cultural Centre is a new multi- changing and relatively new. The following considerations are purpose arts and cultural facility that has wholeheartedly consistently informing the approach of many municipalities in embraced the stance on social inclusion. The facility, the development of recreation and culture best practices and part of a major revitalization initiative in the Regent Park policies. Each consideration will be discussed in greater detail in community, was developed from the ground up relying on the section below. These considerations include: intense community consultations to ensure community goals and priorities. The Centre also takes a progressive »» Equitable access to recreation and culture; stance on working with marginalized communities and new »» Progressive stance on environmental leadership & sustainability; immigrant groups in Toronto. Further, it plays a significant role in creating space for socially inclusive, livable, healthy, »» Emphasis on sport, recreation and cultural tourism and and vibrant arts engagement. economic capacity of arts and culture;

»» Emphasis on public art and public spaces; Images: Regent Park Arts and Cultural Centre »» Embracing innovation; and »» Conservation of heritage resources in ways that support meaning-making.

Equitable Access to Recreation and Culture Equitable access to recreation and culture is quickly shaping the delivery and planning of cultural initiatives in many towns and cities. Municipalities are now held accountable for responsibly reaching out and providing equitable access for their citizens in various ways. Two major approaches shaping understanding on equitable access include:

»» Social Inclusion »» Social inclusion targets the inclusion of underrepresented segments of municipal populations, including low income individuals, new immigrants, and those individuals whose first language is not English or French; and »» This is a particularly important area in regards to recreation and culture infrastructure projects as many have been criticized for failing to provide equitable access, particularly to low income groups.

[ 47 ] Progressive Stance on Environmental Leadership & Emphasis on Sport, Recreation, Culture, and Heritage Tourism Sustainability and Economic Capacity of Recreation, Arts and Culture With a growing awareness of their roles relating to pressing Apart from the social and cultural benefits of properly environmental issues, municipalities are being expected to act administered sport, recreation, culture, and heritage tourism and as important sources of knowledge on sustainability. Further, well planned recreation, arts, culture and heritage initiatives, municipalities are now responding by providing “green” solutions municipalities are also embracing work in the area in hopes of for carrying out their recreation and cultural initiatives such as deriving economic benefits. Increased tourism activity holds community festivals and public art. Particular to public events the potential to generate substantial revenues when planned and festivals is an understanding that the environmental properly, and a culturally unique municipal brand can mean footprint of such undertakings needs to be minimized. Within sustained support for tourism and recreation, arts and culture close proximity to many human history and natural heritage initiatives in that town or city. Many municipalities are actually sites, Lethbridge holds the potential to emerge as a leader at investing in staff and support (grants, infrastructure, etc.) for the convergence of recreation and culture and environmental local groups that intend to bid for and host tourist events. sustainability, and in fact efforts have already emerged (via the Helen Schuler Nature Centre) in this multidisciplinary direction.

Example: Montreal Museum of Fine Arts, Montreal, Quebec In a groundbreaking exhibition entitled, Expanding Horizons: Painting and Photography of American and Canadian Landscape 1860–1918, the Montreal Museum of Fine Arts exemplified a progressive approach to embracing sustainable practices in cultural institutions. The exhibition drew out connections between the landscape paintings and photographs being exhibited and pressing environmental issues. The museum utilized an abundance of reclaimed and environmentally friendly materials in building the exhibition space, including designer cardboard seating and non-toxic paints. Visitor engagement strategies targeted highlighting this progressive approach, to develop additional layers of meaning which visitors could engage with and take away.

Images: Montreal Museum of Fine Arts

[ 48 ] Emphasis on Public Art and Public Spaces Embrace of Innovation Municipalities are quickly realizing the potential of public art Innovation and strategic foresight hold the potential to revitalize to impact their towns and cities in profound ways. Not only and reposition recreation and culture organizations and does carefully selected public art create points of interest for municipalities as responsible and progressive leaders in residents and tourists alike, it also establishes much needed their respective fields. More and more recreation and cultural public space for social and civic pursuits. Further, selected undertakings are actively making efforts to embrace innovation, strategically, public art has the potential to speak about civic particularly for its potential to inject relevance and new forms identity and the nature of a place; this is particularly important of meaning-making amongst varied audience groups. In Toronto, when positioned as part of a cultural tourism and branding Ontario for example, the MaRS Discovery District creates an strategy. Lethbridge is part of this trend, with a public art innovation focused space catering to collaboration amongst program already in place. social entrepreneurs, scientists, and academics amongst others. Similarly, in Hong Kong’s West Kowloon Cultural District,

Example: Public Art, San Francisco, California San Francisco is a vibrant and colourful place and this is very much reflected in its stance on public art. Much like the city’s diverse population, public art in San Francisco comes in many diverse forms. The city has incorporated public art onto sites of municipal government, tourist attractions, and even in locations geared primarily for resident use. The vibrant, fun, free-loving and creative energy of San Francisco is successfully shared through its embrace and use of innovative public art projects.

Images: San Francisco

[ 49 ] M+, an innovative and progressive cultural institution, extends Example: Saadiyat Island Cultural District, the meaning of what a museum might be by redefining it in new Abu Dhabi, UAE ways. Innovation can address various sectors, allowing it to contribute to the building of successful creative economies; Two linked motivations are driving cultural development in Lethbridge might want to consider how it can more fully embrace many of the states in the Arabian Gulf—the need to preserve and successfully leverage innovation given the presence of or recover elements of their traditional culture in the face many research-based institutions in the city. of the most rapid economic development on Earth, and the need to diversify the economy beyond oil by enhancing the cultural tourism offerings that these sun-baked countries Example: Keystone, King Abdulaziz Center for World with long stretches of beautiful beaches can offer. Abu Dhabi, Culture, Dhahran, Saudi Arabia the capital of the United Arab Emirates (UAE), is committed to both objectives. It has undertaken the world’s largest The Keystone will be a vital component of the King Abdulaziz museum development project as part of an even grander Center for World Culture. A youth innovation center, the Cultural District on Saadiyat Island, which is connected to the Keystone will be an action-oriented idea translation lab city by a bridge across the harbour. Saadiyat Island is a huge nurturing creativity and extraordinary achievements. It project with a large residential component, multiple hotels, will support the work of both young emerging thinkers, golf courses, and even an environmental preservation area as well as those already established and respected aimed at sustaining the Gulf coast mangroves. Its northeast for their accomplishments. Embracing an attitude of corner, closest to the bridge, will feature its Cultural District, experimentation, the Keystone will foster an environment comprised of six tourist luring attractions including world that aims to empower individuals, facilitate collaboration, class museums and performing arts facilities. and welcome mistake-making.

Images: Saadiyat Island Cultural District Images: King Abdulaziz Center for World Culture

[ 50 ] Conservation of Heritage Resources in Ways That Support Meaning-Making As museums and the cultural sector at large face a crisis of viewership and competition from other leisure activities, it becomes important that cultural initiatives help visitors establish meaning and assert relevance in new ways. The trend of embracing interpretive strategies is one such way of doing this, and it is particularly useful to enliven those often understated back of house activities vital to the success of cultural initiatives.

Example: Acropolis Museum, Athens, Greece The new Acropolis Museum in Athens, Greece, recently launched an exhibition aimed at increasing awareness about conservation efforts in archaeology. In contrast to the efforts of most museums today, the Acropolis Museum mounted an exhibit that displayed the award winning process of laser cleaning its Caryatids, ancient female shaped columns from the porch of the Erechtheion. The exhibit featured live video streaming of the cleaning process taking place behind a protective barrier in the physical gallery space. Visitors left more educated about the efforts of conservationists and understanding the relevance of their work, and the work of museums in more meaningful ways.

Images: Acropolis Museum

[ 51 ] 6.2. Resource Provision

A comparison exercise was undertaken in order to generally Generally, the City of Lethbridge offers the majority of recreation assess how the City of Lethbridge compares with similarly sized and cultural facilities in a relatively ‘similar’ position to the cities in the provision of recreation and cultural facilities. The cities researched. Of the 45 facility types identified in the cities of Kamloops, Medicine Hat, and Red Deer were contacted, comparison exercise, Lethbridge and the comparable cities are with staff from each municipality providing data on the quantity similar in the provision of 24 of those facility types. Facilities relating to a number of facility and amenity types in their city. provided by the City of Lethbridge at more favorable ratios The data provided and analyzed was for those facilities which in comparison to the other cities were: 25 metre swimming are deemed to be publicly accessible. These include facilities tanks, heritage interpretive facilities, gymnasiums (includes owned or operated by the municipality, accessible to the public school gymnasiums and those available through community through a joint use or fee-for-service arrangement, or available partnerships), major spectator ball diamonds, outdoor through a community partnership. The data was analyzed by basketball courts, and trails and pathways. using a unit provision ratio of the number of residents per each facility type. The relative position of the City of Lethbridge Facilities which were identified as being provided at a less to the comparable communities was then assessed as being favourable position relative to the comparable cities are artist ‘Better’, ‘Similar’, or ‘Lesser’. An overview of the findings is studio facilities, curling sheets, fitness / wellness facilities, presented below (see Appendix A for the complete facility and indoor tennis courts, leisure swimming pools, youth centres, unit provision data). It should be noted that each community is bike parks, disc golf sites, outside festival venues, picnic unique and making direct comparisons is not always easy. shelters, skate parks, and water spray parks.

[ 52 ] 6.2.1 Yardstick Park Management Data

The New Zealand Recreation Association manages a system for comparing parks management data. The City of Lethbridge has provided data and participated in the Yardstick project. Data is available from the 2012 report.1 Information is provided for a number of areas including parks purpose, investment and efficiency, operational excellence, and infrastructure management. The municipalities included in the report are the City of Lethbridge, Calgary, Edmonton, St Albert, Windsor and Strathcona County.

The City of Lethbridge compares favourably to the other municipalities in a number of areas. With regards to the provision of playgrounds, the City of Lethbridge ranked second at 7.7 playgrounds per 1,000 children under the age of 15. In terms of overall park space, Lethbridge offered the most of all the municipalities at 25.4 hectares for every 1,000 residents. This figure was more than double as compared to the median average of the other communities (8.4 hectares per 1,000 residents). Lethbridge also favoured above average in the provision of sports fields, ranking third out of the municipalities with 2.2 sport parks for every 1,000 residents.

In terms of the financial investment and implications related to the maintenance of parks and outdoor spaces, Lethbridge was consistent with the other municipalities in the maintenance of playground spaces. The City invests an average of $10,656 in the maintenance of playgrounds for every child under the age of 15, while the other communities invested $10,364 on average. The City invests more in comparison to the other communities in a number of areas related to maintenance and beautification of park spaces which include; refuse and litter management/ collection, graffiti removal, and grass maintenance in park spaces.

1. Parkcheck—Canada Managment Measure Report 2012. New Zealand Recreation Association.

[ 53 ] 6.3. Spending

This section provides an overview of the investment in recreation The City of Lethbridge invested more per capita than the three and cultural services by the City of Lethbridge and the comparable cities by an average of approximately $58 per comparable cities of Medicine Hat, Red Deer, and Kamloops. year ($410 compared with an average of $352). Conversely, Data for the City of Lethbridge, City of Medicine Hat, City of when compared to all urban municipalities in Alberta with a Red Deer, and urban municipalities in Alberta with a population population of 50,000 to 100,000; the City of Lethbridge spent of 50,000 to 100,000 was available through Alberta Municipal approximately $45 less per capita / per year. With regards to Affairs most recent municipal expenditure returns (2010). Data overall expenditures, the City of Lethbridge invested 15.3% for the City of Kamloops was retrieved from the City’s publicly ($36,070,000) on recreation and cultural services. While the accessible financial statements for 20101. percentage of expenditures allocated to recreation and cultural services varied greatly between the different municipalities, ranging from 6.1% to 19.1%, the City of Lethbridge was generally consistent with the overall average of the comparable communities.

1. Alberta Municipal Affairs reports on the financial position of provincial municipalities based upon the information the municipalities report. The reporting may not be identical in all instances.

[ 54 ] 7.0Resource Inventory

Key Findings: Resource inventory »»Recreation facilities: »»The City has a number of interpretive centres including the Galt Museum & Archives, Fort Whoop-Up, the Helen »»The City has 5 ice arenas available for resident use Schuler Nature Centre and the Nikka Yuko Japanese with an average age of 43 years and an estimated Garden. replacement value of $56M. ( The ENMAX Centre is also available to some degree to the public.) »»The City has a 500 seat theatre (Yates Memorial), black box theatre (Sterndale Bennett) and major performance »»The ice arenas are utilized at least 88% of prime time venue that can accommodate up to 6,000 (ENMAX capacity (as high as 96%). Centre). »»The community has access to 28 school gymnasiums »Usage over the past two years (Jan 1, 2011 to through the joint use agreement, with over 7,000 hours » December 31, 2012) in the Yates included 652 bookings of community use occurring between September, 2011 (theatre, dance and musical), while the Sterndale and August, 2012 (20% and 52% of available time in Bennett had 492 bookings (theatre and musical). the separate and public school divisions respectively). A significant amount of time in the evenings and on »»There is one primary art gallery in the City (SAAG) with weekends was booked by the schools themselves. other areas in civic facilities utilized for art display on an ad hoc basis. »»The City has two indoor fields and one senior centre. »»There is one multicultural service centre (Bill Kergan »»The City has 3 indoor pools with an average age of 42 Centre) in the City. years and estimated replacement value of $45M—all lack leisure amenities and other complementary »»There are several installations of public art throughout program areas. the City. »»The City has over 60 ball diamonds and 69 rectangular »»The overall estimated replacement value of indoor fields. recreation and culture facilities included in the scope of this Master Plan is $354M and the average age is 44 years. »»The City has a number of outdoor specialty facilities including a skate park, bmx park, mountain bike park, »»There are a number of recreation and culture infrastructure shooting range, lawn bowling area, 3 off leash dog projects underway or being formally contemplated by areas, 8 horseshoe pit facilities, tennis courts (24), the City. These include the new Community Arts Centre, water spray features (2), 38 hard surface court areas upgrades to the Nature Centre, a new twin ice arena, a over 75 playgrounds, 4 major picnic shelters, over 100 new curling rink, enhancements to the Yates Centre, a new parks and over 180km of trails (140km hard surface). performing arts centre, a new multipurpose leisure centre, a new skate park, a renovation to the Bill Kergan multicultural »»Culture facilities: centre, and the North Regional Park. The total value for these »»The City is developing a community arts centre (unique projects is estimated at over $279.5M. from many other jurisdictions).

7.1. Recreation Facilities within Lethbridge The following resource inventory provides an overview of the The City of Lethbridge publicly supports the operations of a indoor and outdoor recreation and culture facilities in the City. number of recreation facilities throughout the City. Where available, facility age, replacement value and usage information is provided.

[ 55 ] Arena Description Age Estimated Potential 7.1.1. Ice Arenas replacement for future value (2012) expansion The City owns and operates five indoor ice Adams »» Single ice sheet 50 years $12M Limited due to arenas and also allows access to a sixth Park Ice »» 500 seats (1962) site and age ice sheet when available (Enmax Centre). Centre »» Small concession As can be seen in the map provided, all »» Change rooms (4)and administrative areas but one of the facilities are located on »» Limited storage the east side of the river. Service ratios »» Limited accessibility for arenas are approximately double on Civic Ice »» Single ice sheet 62 years $10M Limited due to the North and South sides of the City as Centre »» 175 seats (1950) site and age compared to the west. »» Adequate concession (shared with Curling) »» Change rooms (4) and administrative areas »» Attached curling rink »» Limited storage »» Limited accessibility Henderson »» Single ice sheet 40 years $12M Mini ice to Park Ice »» Mini ice sheet (1972) enhancement Centre »» 700 seats to be »» Small concession operational »» Change rooms (4) and administrative areas »» Limited storage »» Limited accessibility Labor Club »» Single ice sheet 36 years $10M Limited due to Ice Centre »» 200 seats (1976) site and age »» Small concession »» Change rooms (4) and administrative areas »» Limited storage »» Limited accessibility Nicholas »» Single ice sheet 26 years $12M Limited due Sheran Ice »» 978 seats (1986) to site Centre »» Small concession »» Change rooms (5) and administrative areas »» Attached swimming pool and fitness centre »» Limited storage »» Limited accessibility Enmax »» Event arena (NHL, concerts, rodeo)— 38 years $100M Limited due Centre portable stage (1974 / to site »» 4,959 seats (sporting events) 2011) »» Three concessions »» Meeting area »» Lounge »» Administrative and lease areas Total / 42 $156M (2012) average Total (exc. 43 $56M ENMAX (2012) Centre)

[ 56 ] The five arenas (excluding ENMAX) are in usable condition and show signs of wear / age especially those facilities that are approaching (or beyond) 50 years. Programmatic upgrades at each facility (with the exception of the Nicholas Sheran) include the need for additional change room (opposite gender) and additional storage space. The potential for increased space allocated to group support (i.e. administrative, group storage, meeting rooms) would also be a future consideration.

[ 57 ] When considering the utilization of ice a common practice is to There are a variety of users across the ice centres in Lethbridge. analyze the prime time usage. Prime time hours for the arenas Included in this group are minor hockey (approximately 2,350 are considered to be from 5:00 p.m. to 11:00 p.m. Monday to hours), recreation hockey (~1,140 hours), figure skating (~970 Friday. For Saturday and Sunday prime time is from 8:00 a.m. hours), the school districts (~860 hours), and the University to 11:00 p.m. In total then there are 60 hours of prime time ice of Lethbridge Pronghorns (~440 hours)1. The following table per week. The uptake of prime time ice was determined utilizing identifies for many of the largest users of time and the proportion the 2012–2013 Schedule (draft) for each arena. It is important of their time at each ice sheet. For example, minor hockey to note that a fifteen minute block between bookings was primarily operates from the Adams Park Ice Centre, Labor Club Ice considered as part of the “used” ice. As such if the entire prime Centre, and Nicholas Sheran Ice Centre. Figure skating operates time slot on a particular day was booked with the exception of primarily from the Civic Ice Centre and the University of Lethbridge fifteen minutes between the bookings, for this analysis that day Pronghorns operate solely from the Nicholas Sheran Ice Centre. was considered to be 100% utilized.

Arena Prime Time Hours Utilized Adams Park Ice Centre 100% Civic Ice Centre 98% Henderson Park Ice Centre—Large 99% Labor Club Ice Centre 99% Nicholas Sheran Ice Centre 98% 1. These hours are based on the winter ice bookings from September 1, Average Prime Time Utilization 99% 2011 to March 31, 2012.

Adams Park Civic Ice Henderson Park Ice Henderson Ice Labor Club Nicholas Sheran Ice Centre Centre Centre—Large Centre—Small Ice Centre Ice Centre Minor Hockey 39% 5% 5% 9% 29% 12%

Public Skate 20% 27% – – 27% 27%

LAA Games / Practices 4% 5% 90% – – –

Recreation Hockey 7% 15% 20% 4% 23% 30%

Ringette Games / Practices 4% 1% 33% 8% 24% 32%

School District Rentals 7% 21% 24% 3% 27% 18%

U of L Pronghorns Games / – – – – 0% 100% Practices Figure Skating – 90% – 3% – 6%

Youth Ice Tournament 35% 12% 22% – 18% 12%

Adult Ice Tournament 2% 13% 14% 0% 13% 59%

[ 58 ] 7.1.2. Curling Rinks

There is currently one curling rink in the City to serve the entire City population. The rink has 10 sheets and had a recent upgrade to the lounge area and although it is owned by the City, it is operated by the Lethbridge Curling Club.

The facility was built in 1949 and as such is 63 years old. It is attached to the Civic Ice Centre and shares a main floor concession with that facility.

The facility will be replaced with the development of the new twin ice / curling facility on the west side of the City. The operational arrangement between the City and the Club is expected to remain intact with the development of the new facility.

Although there is potential to repurpose the existing curling rink space, the ceiling height, location of structural support columns and age of the structure will pose limitations to what new activities could be accommodated within in.

The replacement value for the existing rink is estimated at $13M (2012).

[ 59 ] 7.1.3. Seniors Centres 7.1.4. Indoor Fields

There are currently two primary seniors centres in the City. There are currently two indoor fields available to residents of the The Lethbridge Seniors Citizens Centre (owned by the City and City of Lethbridge. The Servus Sports Centre, located adjacent operated by the Lethbridge Seniors Citizens Organization) and to the ENMAX Centre, is the City’s indoor field house. It contains the Nord-Bridge Seniors Centres (not owned by the City) service two indoor pitches, a lounge with viewing into the fields, a the needs for seniors programming and activities. Both facilities concession, lobby, storage, two meeting rooms and grandstand offer a variety of program spaces and direct programming seating for approximately 2,000 spectators. related to seniors’ activities (i.e. billiards, wood working, floor curling, etc…).

Both facilities are well utilized. The replacement value for the Lethbridge Senior Citizens Centre is estimated at $10M (2012).

The Centre is owned by the City and operated by the Lethbridge Soccer Association. It is primarily used for youth and adult soccer but other activities such as lacrosse, field hockey, carpet bowling and fitness classes also occur.

The replacement value for the centre is approximately $18M (2012) and was opened in 1997 rendering it 15 years old.

The Orion Sports Field is privately owned and operated indoor field that is also available for rental by the public. The facility was opened in 2008 and offers facility rentals and futsal.

[ 60 ] 7.1.5. Gymnasiums

There are 28 school gymnasiums available for community use Activity Gymnasium Hours through the joint use agreement. There is also a publicly owned (Sept 2, 2011–Aug 31, 2012) gymnasium at the LSCO building as well as other gymnasiums offered for public use at the University of Lethbridge, the YMCA, Gymnastics 3,762 and the YWCA. Volleyball 1,305 Basketball 1,102 The City of Lethbridge books gymnasiums for community use at Floor Hockey 521 the Fritz Sick Memorial Centre (1 gymnasium), Holy Spirit Roman Girl Guides 417 Catholic Separate Regional Division No. 4 (9 schools), Lethbridge Boy Scouts 246 School District No. 51 (17 schools & 18 gyms). Considering the school jurisdictions, community accessibility is provided The Fritz Sick Memorial Centre gymnasium offered approximately through the joint use agreements the City holds with each 1,412 hours of activity time. It was the only gymnasium in school jurisdiction. which floor hockey was booked as an activity. In fact floor hockey was the single largest activity in terms of hours booked The primary activities undertaken in all of the gymnasiums are (37% of available time). gymnastics, volleyball, basketball, floor hockey, Girl Guides, and Boy Scouts. The following table illustrates total number of hours of gymnasium time for each activity.

[ 61 ] Much of the time scheduled in the school gymnasiums was for school use or school holidays. Within the Holy Spirit School Division, community recreation use accounted for less than 20% of gymnasium time. There was greater variation within the Lethbridge School Division gymnasiums with a range up to 52% of “available” time being utilized by non school uses.

Available capacity at these school gymnasiums is limited for the 2012 / 2013 season. As of October 25 there was some space available: three schools had two weekday evening available while two others offered two weekday evenings with time (out of 27 gymnasiums). The community is making very good use of available gymnasium time.

There are a number of other school amenities within the two school jurisdictions that are available for community use as part of the joint use agreement they each hold with the City of Lethbridge. The amenities used include: community rooms, meeting areas, lunch rooms / cafeterias, half gymnasiums, and foyers / lobbies. From September 1, 2011 through to August 31, 2012 approximately 2,335 hours of community use was utilized in these spaces. Gymnastics (48%) and YW Summer Play program (33%) accounted for the majority of this use.

7.1.6. Indoor Pools

The City of Lethbridge currently owns three indoor pools which are made available to residents via a contract with a private organization responsible for operating the indoor pools on the City’s behalf. The following map outlines the locations of the pools. As well, there are pools at the YMCA and the University of Lethbridge which are also available for resident use. A number of hotels in the City also have indoor swimming pools that in some cases are available for resident use.

[ 62 ] Pool Description Age Estimated Potential The three indoor pools show signs of wear / age replacement for future considering that all facilities at are least 25 value expansion years old. All of the pools have limited leisure (2012) opportunities and limited family change rooms; both key elements to modern swimming pool Fritz Sick »» 25m, 8 lane 50 $15M Limited development. As well, two of the pools have Centre rectangular tank years due to site fitness centres, one medium and one small Swimming »» Wading / tot pool (1962) and age sized; creating a popular activity cluster aquatics Pool »» Limited leisure and fitness. amenities »» Limited family change rooms »» Limited physical accessibility Nicholas »» 25m, 8 lane 26 $18M Limited Sheran rectangular tank years due to site Leisure »» Hot tub (1986) and age Centre »» Sauna »» Wading / tot pool »» Fitness centre »» Limited leisure amenities »» Limited family change rooms »» Meeting / program room »» Administrative areas »» Limited physical accessibility Stan Siwik »» 25m, 8 lane 37 $12M Limited Swimming rectangular tank years due to site Pool »» Hot tub (1975) and age »» Small fitness centre »» Limited leisure amenities »» Limited family change rooms »» Limited physical accessibility Average / 42 $45M Total (2012)

[ 63 ] 7.1.7. Outdoor Pools

There are two outdoor pools in the community: the Westminster Outdoor Pool and the Henderson Lake Pool. Both pools are located on the east side of the river and are owned by the City and operated by a private organization (Henderson) and a non-profit community organization (Westminster). Both pools include leisure and program amenities and both have been in existence for a number of years (Henderson built in 1962—50 years old and Westminster built in 1978—34 years old). Investment will be required to sustain the operations of both pools.

The replacement value for these two outdoor pools is estimated at $14M ($8 for Henderson and $6M for Westminster, 2012).

[ 64 ] 7.1.8. Judo Centre

The Lethbridge Kyodokan Judo Club, founded in 1952, operates a judo centre in the City of Lethbridge. The land is owned by the City of Lethbridge and leased to the Club; the Club itself owns the building.

The facility is located in the Lethbridge south and has a replacement value of approximately $5M (2012).

7.1.9. ENMAX Centre

The ENMAX Centre is the City’s major performance venue. It seats 4,959 for sporting events and can accommodate up to 6,121 spectators for the full venue. The facility was originally built in 1974 (38 years old) and recently underwent a major renovation (grand re-opening in 2012)1. The facility is home to the Lethbridge Hurricanes of the Western Hockey League, including office and administrative areas to support the team, and is also accessible to the public for ice rentals and walking. (The original track was decommissioned with the recent upgrades but some members of the public still use the lower concourse as a walking trail).

The replacement value of the facility is estimated at $100M (2012).

1. The ENMAX Centre was open and operational during renovations.

[ 65 ] 7.1.10. Ball Diamonds

There are over 60 ball diamonds offered at 25 locations throughout the City for a variety of different types of ball and levels of competition.

Softball Valley is a 10 diamond, self-contained softball complex with full concession / lounge facilities, storage and other amenities such as beach volleyball courts and a practice facility. The complex is owned by the City and operated by the Lethbridge Softball Association.

There are a number of baseball stadiums in the City including Spitz Stadium, Lloyd Nolan Yard, Canola Harvest Park and Dave Elton Park Fields. These diamonds accommodate various levels of competitive baseball and are operated by local non-profit or private organizations.

The City of Lethbridge manages the booking for seventeen different ball complexes. This list is comprised primarily of school grounds. For this analysis the list of sites includes the following along with the hours of activity booked at each (January 1, 2012 to December 31, 2012).

Slow Pitch Hours Assumption Schoolgrounds S Diamond 22.5 CCH / St Mary’s Schoolgrounds 40 Ecole LaVerendrye Schoolgrounds 90 Fleetwood-Bawden Schoolgrounds 180 LCI / Allan Watson Schoolgrounds 40 Nicholas Sheran Schoolgrounds 67.5 Senator Buchanan Schoolgrounds 40 Total 480

Ball Hours Children of St Martha Schoolgrounds 64 Father L Van Tighem Schoolgrounds 69 GS Lakie Middle Schoolgrounds 64 General Stewart Schoolgrounds 64 Lakeview Schoolgrounds 79 St Patrick (Riverstone) 10.5 Vaselenak Miners’ Library 1461.5 Westminster Schoolgrounds 114 Wilson Schoolgrounds 82.5 Winston Churchill Schoolgrounds 66 Total 2074.5

[ 66 ] 7.1.11. Rectangular Fields

There are a number of rectangular fields available to City residents. There are three regulation football fields in the City, one of which is artificial turf (University of Lethbridge Community Stadium). There are 69 soccer and rugby fields ranging in size (mini to full) available to residents. Of these the majority are on school lands with nine owned and operated by the City and one offered at both the College and University.

The City of Lethbridge manages the bookings for eighteen different rectangular field complexes. This list includes the Lethbridge Sports Park which has four soccer pitches and two rugby fields through to schoolground sites. For this analysis the list of sites includes the following along with the hours of activity booked at each (January 1, 2012 to December 31, 2012).

Soccer Hours Atso Towaawa Athletic Park (youth soccer) 75.16 Civic Athletic Park 59 Ecole LaVerendrye Schoolgrounds 33 Father L Van Tighem Schoolgrounds 9 Galbraith Schoolgrounds (youth soccer) 452 General Stewart Schoolgrounds 6 Gilbert Paterson Schoolgrounds (youth soccer) 180 Nicholas Sheran Schoolgrounds 9 Palliser Park 113.5 Park Meadows Schoolgrounds (youth soccer) 216 Redwood Park (youth soccer) 147 Westminster Schoolgrounds 3.5 Wilson Schoolgrounds 286 Winston Churchill Schoolgrounds 350.5 Winston Development 300 Lethbridge Sports Park 757 Subtotal 2,996.66 Rugby (dedicated) Hours Lethbridge Sports Park 119 Subtotal 119 Minor Football Hours C.C.H. / St Marys Schoolgrounds 157 Gilbert Paterson Schoolgrounds 10 LCI / Allan Watson Schoolgrounds 116 Subtotal 283 Total 3,398.66

[ 67 ] 7.1.12. Skate Park 7.1.13. BMX Park

The City currently has one skate park. The park is owned and The City has a single BMX Park, located on the same site as the operated by the City and, although it is well utilized, is not ideally skate park at Dave Elton Park. The Park has a dirt track with a located and is 13 years old (built in 1999). The facility is located new added asphalt starting area and was opened in 1986 (26 adjacent to the BMX Park at Dave Elton Park. years old).

Planning has begun for the development of a new skate park, with modern features and a more appropriate location. The park is currently being planned by the City and the Lethbridge Skateboard Association.

[ 68 ] 7.1.14. Mountain Bike Park 7.1.15. Lawn Bowling

The City offers a Mountain Bike Park that is owned and operated The City has one lawn bowling facility, the Ted Petrunia Lawn by the City. The facility has a range of amenities for different Bowling Green. It is located in Ted Petrunia Park and includes an skill levels and was opened for use in summer of 2012. indoor amenity building. The facility is owned by the City and operated by the Lethbridge Lawn Bowling Club.

[ 69 ] 7.1.16. Tennis Courts 7.1.17. Shooting Range

There are 24 tennis courts offered at 7 locations throughout There is a shooting range located in the Old Man River Valley. the City. The courts are owned and operated by the City. The The land is owned by the City and leased to the Lethbridge Fish Lethbridge Tennis Club operates the Tennis Club (adjacent to and Game Association. The Association owns and operates the Spitz Stadium). facility itself. The facility includes indoor amenity buildings and a number of target ranges. The Association’s intent is to relocate the facility to a location outside of the City as although the facility is adequate, the location of this type of activity within City limits is not deemed appropriate.

[ 70 ] 7.1.18. Spray Parks 7.1.19. Basketball Courts

There are two water features in the Lethbridge, both owned and There are 38 hard surface court locations for basketball located operated by the City. Gyro Spray park is a modern spray park built throughout the City. The courts are owned and operated by the in 2000 on the west side. The Rotary Centennial Fountain is an City. interactive fountain that could be considered a water spray park.

[ 71 ] 7.1.20. Other Outdoor Recreation Areas

Other outdoor recreation amenities found in the City include a the Elks Community Recreation Area (Indian Battle Park); John Disc Golf Course (18 holes, located at Nicolas Sheran Park, built Martin Recreation Area (Pavan Park); and Rotary Picnic Shelter in 2001), 8 horseshoe pits, beach volleyball courts (located at (Lethbridge Sports Park). As illustrated in the following table each Softball Valley, operated by the Lethbridge Softball Association shelter receives a sizeable amount of usage with over one hundred and at 3 other city-owned and operated locations throughout bookings each from May 1, 2012 to October 15, 2012. Lethbridge), 3 off leash dog parks (located in the south, north and west areas of the City), over 140km of paved pathways and Picnic Shelter # Bookings 40km of natural trails, over 75 playgrounds and over 100 parks. Elks Community 110 Outdoor fitness equipment can be found in select parks. Rotary Picnic Shelter 105 There are a number of spaces and parks areas in Lethbridge John Martin 118 for which booking information is available. Fourteen events are Total 333 shown for City Hall grounds (January 1, 2012 to December 31, 2012). Galt Gardens shows 39 events for that same booking These figures include maintenance bookings as well as concession period. Henderson Lake accounts for 351 separate bookings— service (Rotary). By far the single largest booking type is this includes 293 individual dragon boat moorings. Bookings for Adult / Family accounting for 212 (64%) of the bookings. The the Japanese Garden (5 bookings) are included in this figure. school jurisdictions (Public and Catholic schools) accounted for Indian Battle Park shows 26 bookings, the largest number of twenty-four bookings. which is attributable to runs / walks on the trails. Thirty-three bookings are recorded for neighbourhood parks. These include The City maintains one outdoor track at the Civic Athletic Field Chinook Lake (3), Gyro Park (2), Kinsmen Park (2), and William and another is available to residents through the University of Pearce Park (2) amongst others. A single booking (for 8 hours) Lethbridge. In 2012 this site was booked for 28 events totalling is noted for the Mountain Bike park. Nicholas Sheran accounts 109 hours. for 33 bookings including 13 at the picnic shelter and 11 runs / walks. Residents of the City also utilize the river for recreation purposes (tubing, canoeing, etc.) and can access the river via two City- There are four major picnic shelters that are owned and operated owned and operated boat launches. The Elizabeth Hall Wetlands by the City. Bookings are taken at three of them. These include has a dock that can be booked. There are approximately 20 bookings a year at that facility.

[ 72 ] 7.2. Cultural Facilities within Lethbridge

The major arts, culture and heritage facilities in the City of Lethbridge include the following:

7.2.1. Community Arts Centres

Managed by the Allied Arts Council, the Bowman Arts Centre is the home of several arts programming groups including “guild groups” that provide opportunities for pottery, sketching, and textile surface design among others. Built in 1912, in 2012 the Centre celebrated its 100th anniversary.

A community heritage landmark, the City recognized some time ago that the building’s age was becoming a factor—and also that community demand for arts-related programming had outgrown the available space—and commissioned the construction of the Community Arts Centre, a magnificent new structure that is nearing completion. This facility is expected to open in 2013 and will include a number of arts and culture program areas. The new facility will also be managed and operated by the Allied Arts Council under a fee-for-service arrangement with the City. The new facility has a replacement value (construction cost) of $21M (2012).

The status of the existing Bowman Arts Centre facility once the new Community Arts Centre is opened has yet to be determined and the key facility-related issue here is potential repurposed use. The facility is said to have only about 15 years of lifespan remaining and has foundation issues. Continuing use of the building would require remedial measures to be sure (to address foundation problems, for example) but this is a heritage structure and a beloved landmark in Lethbridge.

[ 73 ] 7.2.2. Museums and Interpretive Centres

The Galt Museum & Archives is owned by the City of Lethbridge The Nikka Yuko Japanese Garden is an outdoor interpretive and although its staff are City employees, it is governed by a garden area that was established in 1967 and is located in Board of Directors appointed by City Council. It is, in effect, an Henderson Lake Park. The site is owned by the City and operated “arm’s length” civic institution. by the Lethbridge and District Japanese Garden Society and offers a variety of interpretive programs throughout the The facility includes permanent and temporary exhibition galleries, summer as well as public access. The site has support amenities an archives, collection storage area, administrative areas, (parking, washrooms, etc.) a gift shop and interpretive buildings. workshop area, lobby and gift shop. The museum recently underwent a significant upgrade that focused on enhancing the The replacement value of the Garden is approximately $7M lobby, retail area and meeting spaces. (2012).

The estimated replacement value of the facility is $15M (2012).

Fort Whoop-Up is a National Historic Site and an interpretive facility located in the Old Man River Valley adjacent to the Helen Schuler Nature Centre. The facility offers five meeting rooms available for rental and has a number of displays and interactive interpretive opportunities. There are four exhibits in the facility as well as a gift shop and kitchen facility. The facility is owned by the City and operated by the Fort Whoop-Up Interpretive Society. The replacement value of the Fort is approximately $4M (2012). Deferred maintenance is becoming a major issue.

[ 74 ] The Helen Schuler Nature Centre is an interpretive centre located in the Old Man River Valley and as a department of the City of Lethbridge, is one of the few instances of direct programming offered by City staff. It was originally constructed in 1980, rendering the age of the facility 32 years. An addition was completed in 1985 and another major renovation is currently underway. The current facility is approximately 4,000 sq.ft.

The enhanced facility will include program rooms, interpretive areas, administrative areas and sustainable design features and is expected to open in 2014. The replacement value of the facility is approximately $6M (2012).

[ 75 ] 7.2.3. Performing Arts Venues

The Yates Memorial Theatre is the City’s major performing art venue. The facility includes a 500 seat theatre with dressing rooms, full proscenium, ticket booth, small lobby area, lounge area, storage and administrative spaces. The facility is owned by the City and operated by City staff. Built in 1966, the facility is aging and requires updating. The City is currently contemplating renovating the facility in terms of improved functionality and building condition upgrades. The replacement value of the theatre is estimated at $35M.

City of Lethbridge booking information is available for the theatre from January 1, 2011 through to December 31, 2012. During that period of time 652 bookings are recorded. New West Theatre is the single largest source accounting for 202 (31%) separate bookings (44 of which are designated as rehearsal). Local / area dance reviews account for 88 bookings while Lethbridge Musical Theatre accounts for 86 bookings (32 of which are rehearsals).

The Sterndale Bennett Theatre is attached to the Yates Memorial Theatre and is also owned and operated by the City. The black box style theatre also includes a workshop space and has a maximum seating capacity of approximately 150–180, depending on its configuration.

Booking information is available for the theatre space in the Sterndale Bennett Theatre. For records from January 1, 2011 through to the end of December 2012 the theatre space had 492 bookings. The majority of the bookings (223 or 49%) is attributed to New West Theatre; of this figure only 16 are identified as rehearsal. Lethbridge Musical Theatre accounts for 36 bookings, the same number as School District #51.

The City is contemplating the development of a new performing arts centre that would be meant to complement the Yates and Sterndale Bennett facilities. The new centre is being planned but has not yet been approved.

Residents also have access to performing arts / theatre venues in the community and at various schools.

[ 76 ] 7.2.4. Art Galleries

The Southern Alberta Art Gallery is located in downtown Lethbridge. The Gallery is an independent not-for-profit operation and is housed in the former Carnegie Library building and another adjacent building linked together via a recent $4 million renovation and expansion. The expansion has enabled the Gallery to attract a larger audience while affording space to hold receptions, events and a more robust schedule of exhibitions. The renovated facility includes three gallery areas, administrative areas, a library, classrooms and public meeting area as well as a gift shop. Known internationally as an institution dedicated to curatorial excellence, attendance now stands at approximately 20,000 per year.

The City of Lethbridge owns the SAAG building and the Gallery. Under the terms of the agreement, which is revisited every three years, the Gallery is responsible for occupancy costs such as utilities and maintenance but receives money from the City in return for the care and management of the City’s art collection. Specifically, SAAG operates the building, delivers programs, and is responsible for the collection itself.

There are also currently small temporary galleries set up in the Bowman Arts Centre and the Yates Memorial Theatre lounge areas. Both of these are programmed by the Allied Arts Council with its member organizations, but these are simply showplaces for artwork done by AAC member organization artists and are not institutional “galleries”. City Hall also serves as a gallery of sorts as do several businesses in the community.

[ 77 ] 7.2.5. Multicultural Centres 7.2.6. Other Culture Facilities

The Bill Kergan Centre is a multicultural centre that is owned by There are a number of other culture facilities and amenities the City and operated by the Southern Alberta Ethnic Association. throughout the City. The City has an extensive collection of There are a number of community groups that lease space in the public art installations in City parks and other public spaces. Galt facility representing different ethnicities in the City. The facility Gardens is a major park area in the downtown that has a number is approximately 16,000 sq.ft., was built in 1965 and has an of amenities including a Pergola that can be used for community estimated replacement value of $5M. events and rentals.

[ 78 ] 7.3. Estimated Overall Replacement Value Summary

The estimated replacement value of City-owned indoor recreation and culture facilities is explained as follows. Note that this estimate does not include outdoor parks, sports fields and trails all of which should be considered in understanding the overall value of the City’s recreation and culture portfolio1.

Estimated Replacement Facility Age Value ($M) Indoor ice arenas Adams Park Ice Centre 12 50 Civic Ice Centre 10 62 Henderson Park Ice Centre 12 40 Labor Club Ice Centre 10 36 Nicolas Sheran Ice Centre 12 26 ENMAX Centre 100 38 sub total / average indoor ice centres 156 43 Curling Club 13 63 Lethbridge Senior Citizens Organization 10 62 Servus Sports Centre 18 15 Pools Fritz Sick Centre Swimming Pool 15 50 Nicolas Sheran Leisure Centre 18 26 Stan Siwik Swimming Pool 12 37 Westminster Outdoor Pool 6 34 Henderson Lake Pool 8 50 sub total / average pools 59 38 Judo Centre 5 10 Bowman Arts Centre 21 100 Galt Museum & Archives* 15 30 Fort Whoop-Up 4 100 Helen Schuler Nature Centre 6 32 Yates Memorial Theatre 35 35 Sterndale Bennett 3 35 Southern Alberta Art Gallery 4 20 Bill Kergan Multicultural Centre 5 47 Total / Average $354 44 years

1. It is important to note that the Estimated Replacement Value refers to replacing the building as it is not how it would be designed today. *The building is over 100 years old but has been used as a museum for approximately 30 years

[ 79 ] 7.4. Future Recreation and Culture Projects

The City is currently contemplating a number of recreation and culture facility development projects. These projects have been identified in previous planning documents, such as the 2007 Recreation and Culture Facilities Master Plan and other community needs assessment processes. An overview of these projects is as follows:

Capital Project Description Stage of Project Cost Community Arts Centre »» New Community Arts Centre $21M Approved, under »» Replacement of the existing Bowman Arts Centre. construction »» Additional amenities located downtown (north) Helen Schuler Nature »» Facility upgrade / enhancements and expanded $4.5M Approved, under Centre programming construction Twin ice arena »» New twin ice facility on west side $26M Approved, being designed Curling rink »» New curling rink facility (8 sheets) to be attached to $15M Approved, being designed new twin ice arena on west side Yates Memorial Centre »» Enhancements to the Yates and Sterndale facilities $10M Planning underway enhancements including amenity refresh and building code requirements Multi-purpose Performing »» New performing arts centre to complement, not $45M Planning complete Arts Centre replace, Yates Centre (final location to be determined) Leisure Centre »» New leisure swimming pool and fitness centre, location $180M Planning complete to be determined »» New dry land / indoor field spaces, location to be determined Skate park »» New skate parks(3) location to be determined $2.5M Planning underway Bill Kergan Renovation »» Updates to existing facility $5.5M Planning underway North Regional Park »» Major community park similar to Henderson Lake Park $20M Approved, being designed and Nicholas Sheran »» Located north of the Uplands Community TOTAL $279.5M

[ 80 ] 7.5. Regional Recreation and Cultural Facilities

In addition to facilities available in the City of Lethbridge, a number of communities in the surrounding region provide a variety of recreation and cultural facilities. This infrastructure is utilized by residents of those communities as well as from across the region (including the City of Lethbridge). See the map below for an overview of the facilities and amenities available throughout the region.

[ 81 ] 8.0Service Delivery Context & Model

Key Findings: Service Delivery Context & Model »»The Integrated Community Sustainability Plan (ICSP) / »»Contractual arrangements (e.g. Recreation Municipal Development Plan (MDP) is the preeminent Excellence) municipal plan beneath which all other City plans fit— »»Recreation and Culture Department staff have a support including the Recreation and Culture Master Plan. and liaison role with countless community organizations. »»Many of the existing City planning documents make Staff schedule City-owned facilities as well as school reference to recreation and culture. facilities that are part of the Joint Use Agreements »»The City has a varied approach to service delivery. »»Recreation and Culture Department staff perform minor maintenance at facilities. Facility Services Department »»There is some direct service provision (e.g. provision of staff are responsible for major facility maintenance. facilities and some direct programming—Helen Schuler Nature Centre & public skating at arenas) »»The City has fee-for-service agreements with two overarching organizations: the Lethbridge Sport Council »»Indirect service provision and the Allied Arts Council of Lethbridge. »»Community groups book facilities and deliver »Parks services are a responsibility of the Infrastructure programming » Services Department not the Community Services »»Fee-for-service agreements with some organizations Department. The Departments work together closely. (e.g. Lethbridge Minor Baseball Associations)

[ 82 ] 8.1. Strategic Context

Through statutory requirements of the Municipal Government A number of documents that have influence on the provision Act (MGA) and effective management practices, the City of of recreation and cultural services have been reviewed in the Lethbridge operates with the support of numerous strategic development of this State of Recreation and Culture report. These plans, reports, policies, and bylaws. The information contained are described below. It is important to recognize the position within within this document will be instrumental in the implementation the hierarchy of municipal plans that the Recreation and Culture of current plans and the development of future plans that Master Plan sits. Refer to the graphic below. address the provision of recreation and culture services, facilities and amenities.

Integrated Community Sustainability Plan / Municipal Development Plan

Recreation and Culture Master Plan

Project Speci c Project Speci c Project Speci c Feasibility / Business Feasibility / Business Feasibility / Business Planning Planning Planning

[ 83 ] 8.1.1. Integrated Community Sustainability Plan | Municipal Development Plan—Bylaw #5650 (July 8.1.2. Heart of Our City Master Plan 2010) (September 2007)

The Plan contains a Vision Statement and identifies complementary The Heart of Our City Master Plan provides the framework to principles and goals. Very broad policies have been written with guide future public improvements and private development to example actions identified. The policies guide future decision ensure the emergence of a coherent, vibrant, and economically making. The City of Lethbridge ICSP | MDP is the embodiment of vital Downtown. the community’s vision for the future of the city. It guides the development of Lethbridge over the next 40 years. The Plan identified ten visioning strategies including the following pertinent ones related to recreation and culture: There are 19 outcomes for land use planning. Each has a statement of intent, policies, and example actions. »» Reconnect the Downtown to the River Valley; »» Promenades and plazas to extend from Galt Gardens; The Vision Statement: We will continue to work together to ensure that Lethbridge is »» Enhance pedestrian and cycling connections; and a leader in environmental stewardship, innovation and active »» Strategic sites for attractions and civic destinations. leadership. We are recognized as being safe, healthy, vibrant, prosperous, economically viable and a place where all people can fully participate in community life. 8.1.3. City of Lethbridge Public Art Master Plan—A Comprehensive Policy: 6.1. A Prosperous City Strategy for Public Art and Collections 6.1.2. Lethbridge is a Financially Viable City Management (July 2012)

Policy: 6.2. A Healthy and Diverse City This document defines the City’s vision for public art. It identifies opportunities for public art in Lethbridge, sets priorities 6.2.3. Everyone in Lethbridge has Opportunities for Personal for public art, and establishes implementation policies Development and Social Well-Being and procedures for acquiring new works and managing the collection. Policy: 6.3. A Culturally Vibrant City Art, History, Sport and Recreation are all important components The Vision Statement of culture and a vital part of Lethbridge’s future. The City of Lethbridge will actively use public art to enhance the public realm, promote creativity and elevate the City’s status as 6.3.1. Lethbridge Respects and Celebrates its History. The an important centre of arts and culture. intent is to preserve and share Lethbridge’s history for the benefit of future generations. 4.0 Site Selection Civic facilities—recreational, cultural, social or administrative 6.3.2. Lethbridge Celebrates Arts and Culture. The intent of community facilities provide services that are vital to the these policies is to support artistic resources and cultural successful development and vibrancy of communities. As opportunities within the community. places of public interaction, they represent the progress of civic life. These facilities offer key opportunities for public art works. 6.3.3. Lethbridge Supports Active Living. The intent is to support sport and recreational activities for the health and well-being of residents of all ages.

Policy: 6.4. A Well Designed City 6.4.3. Lethbridge is a Walkable, Bicycle Friendly City

6.4.5. Lethbridge is a Planned City that Exhibits Quality Urban Design.

[ 84 ] 8.1.4. City of Lethbridge Public Art Policy (July 2012) 5.5.5 Park and Recreation District The purpose of the policy is to establish the framework for the Purpose: to accommodate recreation or park uses on lands where acquisition of public art. The policy’s outcome is a distinct and such uses are compatible with the natural environment. vibrant artistic legacy for citizens of Lethbridge. Permitted uses include: boating facilities; golf courses; historic Outlined in the policy are responsibilities of the Recreation and or natural interpretive facilities; low intensity recreation uses; Culture Department, the City of Lethbridge Art Committee, and parks; and pedestrian, bicycle & fitness trails. City Council. One responsibility of Council is to: »» Provide an additional 1% of the total cost of all Community Discretionary uses include: accessory buildings & signs; ancillary Services capital projects within each 3-year Capital retail; band shells; campgrounds; equestrian trails; green houses; Improvement Program. intensive recreation facilities; parking lots ancillary to other allowable uses; public utilities; resource extraction as an interim use; sports clubs; and zoos. 8.1.5. River Valley Area Redevelopment Plan | Bylaw 5503 (March 2008) 8.1.6. Parks Master Plan—Planning for a healthy future (March 2007) The purpose of the Plan is to provide direction to guide the development of the Oldman River Valley area within the City of This Plan guides development phasing and future parkland Lethbridge. The Plan provides adequate protection for the river development. It also embraces the City’s vision for parkland valley and its users and has three main goals: public protection; development and positions the City to readily respond to resource protection & enhancement; and land use management. emerging trends and to meet the challenges associated with continued growth.

The Master Plan speaks to the need to develop a long range strategic plan and implementation program that considers current needs, shifting demands and multiple uses. Priorities are categorized into: »» Open space development in new communities; »» Open space development and upgrading in existing communities; and »» Preservation.

[ 85 ] 8.1.7. Bikeways and Pathways Master Plan 8.1.9. Alberta Walkability Road Show (March 2007) (2011)

This Master Plan is a planning, design, and communications This initiative was convened by Alberta Health Services in tool to facilitate strategic expansion and retooling of the overall Lethbridge. The Road Show was undertaken to support change bikeway and pathway system to better meet the needs of this that improves walkability and encourages citizens to choose to growing city. walk. It brings together a team of local and international experts to build a model framework of local strategies, plans, and actions 8.1.8. Transportation Master Plan to help create walkable communities. (Currently Being Developed) Recommendations were set out against the eight principles of The Plan’s vision is that the Master Plan will… the International Charter for Walking.

“…develop an integrated multimodel transportation system 1. Increased inclusive mobility that will build upon the existing transportation infrastructure 2. Well designed and managed spaces and places for people to promote economic vitality and improvement to the quality 3. Improved integration of networks of life in the City of Lethbridge.” 4. Supportive land-use and spatial planning 5. Reduce road danger 6. Less crime and fear of crime 7. More supportive authorities 8. A culture of walking

[ 86 ] 8.1.10. City of Lethbridge Sport & Recreation Policy (Oct 2007) 8.1.11 Active Alberta Policy 2011–2021

The City of Lethbridge has identified the need to ensure that This is a ten year policy of the provincial government to the citizens of Lethbridge have access to adequate sport and “...refocus government initiatives, challenge partners, and recreation facilities, services, and programs. It is the policy of encourage Albertans to become more active.” the City to support and maintain a healthy and sustainable sport and recreation delivery system. As such the City will: This Active Alberta policy identifies a vision:

1. Support community based initiatives that promote wellness Albertan’s enjoy a high quality of life, improved health and and facilitate accessibility to sport and recreation services wellness, strong communities, economic benefits and for all citizens of Lethbridge; personal fulfillment, though recreation, active living, and 2. Encourage and support sport and recreation partnerships at sport. all levels within the community, including school districts, post-secondary institutions, health care providers, the Six outcomes are identified. private sector, community agencies and other levels of government; 1. Albertans: More Albertan’s are more active, more often. 3. Consult with (the Lethbridge Sport Council) an independent 2. Communities: Alberta communities are more active, creative, body advocating on behalf of sport; safe and inclusive. 4. Align local sport and recreation initiatives with provincial 3. Outdoors: Albertans are connected to nature and able to and federal programs to maximize community benefits; explore the outdoors. 5. Support and promote the organizational effectiveness of 4. Engagement: Albertans are engaged in activity and in their sport and recreation service providers and jointly develop communities. opportunities to recognize the contributions of volunteers; 5. Coordinated System: All partners involved in providing and recreation active living, and sport opportunities to Albertans 6. Plan for and develop infrastructure at all levels that can work together in a coordinated system. readily adapt to changing trends. 6. Pursuit of Excellence: Albertans have opportunities to achieve athletic excellence. Although this policy speaks to recreation and sport, many of the concepts outlined regarding supporting volunteers and groups, partnerships, and marketing are applicable to cultural services as well.

[ 87 ] 8.1.12. Lethbridge Active Community Strategy 2011 8.2. Approach to Service Delivery

In 2012, the Healthy Communities Association of Lethbridge and The City of Lethbridge has a diversified approach to the delivery Area (HCALA), was chosen to be part of the Active Community of recreation and cultural services. While the City does own the Strategy Initiative. majority of facilities in Lethbridge (see Section 7.0 Resource Inventory) there are some other parties—including not-for- The Strategy was developed though a working committee with profit and for profit organizations—that own facilities. These representatives from the City of Lethbridge, Lethbridge Sport other parties include the University of Lethbridge, Lethbridge Council, Alberta Health Services, and Be Fit for Life Centre. Four College, and the YMCA for example. goals were developed. In many of the instances in which the City owns the facility, 1. Promoting opportunities to live a more active lifestyle for all a lease or fee-for-service arrangement is in place where an residents organization operates and manages the facility. In some 2. Create a sustainable network that leverages community cases the operating group will deliver programs and will take involvement in building initiatives and promoting active care of the routine maintenance of the facility. Major capital living improvements or maintenance are the responsibility of the City. This is the situation with the Lethbridge Soccer Association and 3. Support a knowledge based community that has access to its operation of the Soccer Centre; the Bowman Arts Centre is an information on healthy active living. example of this as well. The City has a contractual arrangement 4. Gain support from the governing bodies in promoting with Recreation Excellence (a private for-profit agency) to healthy active citizens operate four aquatic facilities in Lethbridge.

The Active Communities Strategy’s vision is: For facilities that the City owns and operates (such as arenas), organizations book time in order to deliver their programs. For Improve health though capacity building of individuals and example Lethbridge Minor Hockey secures ice time at the City’s their communities. arenas in order to operate its programming.

The two school districts provide public access to their gymnasiums through Joint Use Agreements with the City. While the school districts own the facilities, the public can get access to them (after school hours) to offer programming. In return for providing this public access the districts’ pupils have access to City facilities during the school day.

[ 88 ] Lethbridge Sport Council The City of Lethbridge does provide some direct programming Mission: although the majority of programming is delivered by community To provide leadership and a collective voice for sport in organizations. The public skating time in the arenas is an Lethbridge opportunity offered by the City. As well the programming at the Helen Schuler Nature Centre is delivered by the City. Mandate: »» Advocate and promote the values and benefits of sport As the majority of direct program delivery is the responsibility »» Facilitate educational and development opportunities that of community organizations, the City’s staff are tasked with enhance the sport delivery system group support and liaison, and are stewards of the fee-for- service agreements. Recreation and Culture Department staff »» Provide timely benefits and services to sport organization are assigned portfolios of organizations with whom they provide members service. The services provided include capacity building, »» Advise in the efficient development, management and communication of City processes, and administrative support. utilization of Lethbridge sport and recreation facilities

The Recreation and Culture Department also has expertise in »» Increase the profile of amateur sport facility operations and amenity maintenance. Department staff »» Facilitate a coordinated sport tourism model in Lethbridge also schedule facilities. Major facility maintenance is handled by including actively attracting sport events the City’s Facility Services Department. »» Influence government policy in support of sport There are two overarching organizations—one for sport and one for the arts—that have agreements with the City. Allied Arts Council of Lethbridge These organizations (Lethbridge Sport Council and the Allied Mission: Arts Council of Lethbridge) serve as a “common voice” for Provides leadership in advancing and enhancing the arts in their constituents in liaison with the City. As well, these two Lethbridge. organizations provide some support to their members—the majority of which are voluntary local organizations. The City As Identified in its 2012–2014 Strategic Plan, the Allied Arts Council of Lethbridge does provide some financial support to both has six goals. organizations as they carry out their mandates. The Sport Council does get some space from the City as well. It is important to note Goal 1: Advocacy—there is increased support for the arts in that both organizations do not represent the entire breadth of Lethbridge. arts, culture and heritage (in the case of the Allied Arts Council) and recreation and sport communities (in the case of the Sport Goal 2: Facilities—The AAC is effectively managing the Community Council). Arts Centre and has increased support for a new performing arts centre.

Goal 3: Member Capacity Building—The AAC has an ‘Arts U’ program in place to educate members and member groups.

Goal 4: Youth Engagement—There is a youth component in AAC activities.

Goal 5: Relationship Building—The AAC has strong and positive relationships with government, business and community groups.

Goal 6: Resource Development—The AAC has stable funding and a strong succession plan.

[ 89 ] 8.2.1. Spectrum of Service Delivery

Consider a spectrum of service delivery. At one end is complete delivery of recreation and cultural opportunities by the City of Lethbridge; the other end has no delivery role for the City at all. City of Lethbridge All recreation & culture directly provides opportunities are provided While the City does provide recreation and cultural opportunities all recreation & culture by parties other than the opportunities City of Lethbridge through the provision of numerous facilities it does very little direct programming. The current delivery system position along the spectrum is illustrated at right.

8.3. Organizational Chart 8.3.1. Corporate Citizens City Council

City Manager City Police Commission Lethbridge Public Library Board Museum Board Other Commissions, Authorities, Boards

Land Development / Director of City Managers O ce City Solicitor City Clerk Real Estate Supporting Councils Strategic Priorities, Communications and Marketing, Regional and Intergovernmental Relations, Corporate Strategic Planning

Director of Corporate Services Director of Community Services Director of Infrastructure Services Director of Planning and Development Services Treasury LA Transit Transportation Planning Payroll Nature Centre Public Operations Inter-municipal Planning Taxation and assessment Leisure Services Water Treatment Plant Community Planning Purchasing and Stores Recreation and Culture Wastewater Treatment Plant Downtown Revitalization Information Technology Social and Community Development Utilities (water, wastewater, electric Development Services Human Resources ENMAX Centre distribution, sanitation, land ll, recycling) Building Inspection Risk Management / Insurance Fire / EMS Services Environmental Services Financial Reporting and Budget Cemeteries Storm Sewer Long-term Financial Planning Facility Services Utilities Customer Care Regulatory Services Urban Construction Asset Management Parks Fleet Services

[ 90 ] 8.3.2. Departmental Relationships

INTER ORGANIZATION RELATIONSHIPS OTHER CITY DEPARTMENTS

Land Development / City Manager Real estate

Council Community Planning INTRA DEPARTMENT RELATIONSHIPS COMMUNITY SERVICES Commissions, Boards Inter-municipal Facility Services Helen Schuler Planning Nature Centre RECREATION & CULTURE Transportation Planning Communications ENMAX Environment Centre Services

Social and Community Development Parks Downtown Revitalization

Risk Management

Urban Construction Asset Management

Development Services

Planning and Development Services City Manager / Council Infrastructure Services Corporate Services

[ 91 ] 8.3.3. Community Services Department

City Manager

Infrastructure Services Director Community Services Director

Management Management General Manager Parks General Manager Recreation and Culture Planning Planning

Facilities Recreation and Culture Recreation and Culture Recreation Services Nature Centre Enmax Centre Operating Manager Development Manager Community Program Manager Program Manager

- Sta Management - Marketing and Promotions - Steward Agreements - Steward Agreements - Minor repairs - Project Management - Special Events - Fees and Charges Maintenance - Board Development Coordinators (3)

Yates Scheduling (3) Facility Operators

[ 92 ] 8.4. Partnership & Service 8.4.1. Lethbridge Sport Council—Fee-for- Agreements / Contracts service Agreement

The City of Lethbridge has a number of agreements in place with This 6 year agreement commenced January 1, 2012, during its partners in the community. These agreements range from which the Lethbridge Sport Council (LSC) will provide services simple lease arrangements with groups at City-owned facilities for residents of the City of Lethbridge consistent with the (e.g. Henderson Lake Golf Club), to the Joint Use Agreements with Council’s program description for operations. In addition, the the school districts, to the contract the City holds with Canadian City will provide annual funding support for administration of the Recreation Excellence (Lethbridge) Corporation to provide Sports Bid Committee. services at four of the City’s pools. Fee-for-service agreements are also in place with the two prominent recreation and culture The City will provide liaison to the LSC Board through the overarching groups in Lethbridge: the Lethbridge Sport Council Recreation and Culture Department in an ex-officio manner. The and the Allied Arts Council of Lethbridge. The City, in fact, holds LSC shall submit to the City of Lethbridge General Manager of over 16 fee-for-service agreements with various organizations. Recreation and Culture an annual report. The LSC will also allow Some of these specific agreements are referenced in the representatives of the City to observe the program or service following text. during reasonable hours.

The City shall provide such staff consultation as required in order to jointly assist the Council in planning, developing, and evaluating the operation of the Program.

[ 93 ] 8.4.2. Allied Arts Council of Lethbridge—Lease and Fee-for-Service 8.4.3. Allied Arts Council of Lethbridge— Agreement Fee-for-Service Agreement

This five year agreement will commence January 1, 2013, during This six year agreement commenced in January 1, 2012. It which the organization will provide services for residents of the identifies the Allied Arts Council (AAC) as a coordinating body City of Lethbridge consistent with their program description for for the arts in Lethbridge. The ACC will build and maintain good operation at the Community Arts Centre. communication with the community and the AAC’s member organizations. The group shall provide an annual report and develop a marketing plan. The City has the right to enter the said premises at any The AAC will provide an annual report to the City. The AAC will time during the term of the lease. maintain a plan to inform the community of its programs and will allow the City to observe its program of service. The City The City shall provide such staff consultation as may be reasonably shall provide such staff consultation as may be reasonably requested by the organization in order to jointly assist the requested by the group in order to jointly assist the organization group in planning, developing and evaluating the operation and in planning, developing and evaluating the operation of the programming of the Community Arts Centre. program.

In terms of use of space, there is an agreement between the 8.4.4. Canadian Recreation Excellence City and the University of Lethbridge Conservatory of Music to have space in the facility. The group will sublease space to (Lethbridge) Corporation community groups. The City has a contract with Canadian Recreation Excellence Corporation spanning the period of January 1, 2012 to August 15, 2013. The Contractor is to deliver aquatic services; building maintenance and janitorial services; and administrative support services including marketing and communication.

The City will own the premises and be responsible for property taxes and all major building maintenance. The aquatic facilities encompassed by this agreement are: Nicholas Sheran Leisure Centre, Stan Siwik Family Pool, Henderson Lake Swimming Pool, and Fritz Sick Pool.

[ 94 ] 8.4.6. University of Lethbridge—Nicholas 8.4.5. Lethbridge Soccer Association Sheran Ice Centre

This is a 25 year agreement between the City of Lethbridge This is a six year deal spanning from September 1, 2011 to and the Lethbridge Soccer Association, ending December 31, August 31, 2017, between the City of Lethbridge and the 2022. The agreement describes the arrangement for the Soccer University of Lethbridge. The agreement provides a men’s Association to operate and manage the facility. It speaks about dressing room and a women’s dressing room for the University of usage of amenities including public access. The agreement also Lethbridge Pronghorns Hockey teams and a training room. denotes a financial model that includes a performance objective of 100% operational cost recovery and a level of profitability for The University leases these spaces for a nominal amount and future investment in the facility and soccer programming. This the University is responsible for cleaning and maintenance. agreement also identified the capital contributions of the Soccer The agreement also includes the selling of advertising. The Association towards the construction of the facility. University will be allowed to sell rink board advertising space, banners, glass logos, and ice resurfacer advertising at the Nicholas Sheran Arena. The University will reimburse the City 25% of the revenue it garners through advertising.

Although this is the only formal agreement in place regarding recreation and culture between the City and the University of Lethbridge, the University is very proactive in community outreach and programming. The University of Lethbridge Community Sports Stadium is an example of the University’s commitment to the city.

[ 95 ] 9.0Community Engagement

Key Findings: Previous Studies »»Consultation had been previously completed with some pertinent findings: »»2011 Citizen Satisfaction Survey—recreation facilities were identified as second on the list of infrastructure that should get the highest and immediate priority attention. »»Lethbridge Leisure Centre Needs Assessment—84% of respondents said someone in their family would very likely use the proposed facility. »»North Lethbridge Regional Park—top 5 choices for park amenities: pathways, washroom facilities, children’s playgrounds, natural trails, and picnic facilities.

Key Findings: Telephone Household Survey »»Telephone household survey—400 responses »»Indoor facilities used / visited by the greatest number of households were: ENMAX Centre, indoor pools; Galt Museum & Archives, Yates / Sterndale Bennett Theatres; and ice arenas. »»Outdoor facilities used / visited by the greatest number of households were: Indian Battle Park, picnic shelters, Galt Gardens; nature reserve parks; and Helen Schuler Nature Centre. »»Over three-quarters of respondents supported the City providing assistance to the staging of cultural and heritage events (91%); sports events (90%); special events (89%); and recreational events (86%). »»80% agreed that culture is important to their quality of life; 75% were satisfied with the availability of culture programs and services currently offered. »»91% agreed that recreation is important to their quality of life: 74% were satisfied with the availability of recreation programs and services currently offered. »»69% said there is a need for new / upgraded culture and recreation facilities (indoor and outdoor) in Lethbridge. »»Top 10 indoor priorities: youth centre; leisure swimming pool; before and after school care; science centre; child playgrounds; fitness / wellness facilities; arena facilities; walking / running track; leisure ice facilities; and gymnasium type spaces. »»Top 10 outdoor priorities: playgrounds; open / green spaces; picnic areas; hiking amenities; sports fields; swimming pools; sledding hill; festival venue; dog park; water spray parks. »»Most supported criteria to determine facility project priorities were: focus on families; focus on youth; greatest number of participants; and multi-use capability. »»67% would support an increase in property taxes for new services that their households would use; 66% would support an increase for enhancements to services that their households currently use; and 49% would support an increase for services that are important to the community but that their households may not use. »»The majority of respondents agreed that Lethbridge should: »»Be able to host major recreation and sporting events (91%). »»Provide recreation and culture services through partnerships with community groups (92%). »»Serve as a regional destination for recreation opportunities (84%). »»Be a provincial tourism destination for cultural opportunities (67%). »»Serve as a destination for cultural opportunities (71%).

[ 96 ] Key Findings: Community Groups Survey »»Community Groups survey—72 responses »»79% said there is a need for new / upgraded culture and recreation facilities (indoor and outdoor in Lethbridge). »»Top 10 indoor priorities: performing arts / show spaces; fitness / wellness facilities; art display & related activity space; arena facilities; leisure swimming pools; indoor field facilities; program / meeting rooms; year round flat surfaces; gymnasium type space; and social / banquet facilities. »»Top 10 outdoor priorities: festival venue; sports fields; open space / green spaces; hiking amenities; fitness equipment; skate parks; public art; sledding hills; water spray park; track and field space. »»72% of groups would support some level of increase in user fees to ensure that community needs for recreation and cultural facilities are better met. »»Main challenges: lack of suitable facilities; fundraising; marketing; volunteer recruitment. »»What assistance should the City provide: new facilities; improved access to facilities.

Key Findings: Stakeholder Interviews »»Stakeholder interviews—38 interviews »»Successes experienced: booking; partnerships; engaged community; established and experienced service delivery groups; City support. »»Challenges: volunteer recruitment; demands for space; community awareness; uneven relationships between organizations and the City; funding. »»Facility needs: arenas; youth centre; skatepark; gymnasiums; unstructured space; multi-use space; leisure aquatics. »»Relationship with City: unclear process; at individual level not institutionalized; unclear of city priorities.

[ 97 ] 9.1. Previous Consultation Efforts

In the recent past, the City of Lethbridge has undertaken a »» Rating the importance of a variety of municipal services and number of consultation activities for several other recreation the level of satisfaction as to the job the City is doing, parks and culture related projects and initiatives . A review of the & open space; recreation facilities were rated as primary findings from some of these other consultation efforts has been strengths. The trails and pathway system was deemed a completed with some relevant and key findings noted below. secondary strength, while the arts and culture facilities were deemed a weakness 9.1.1. 2011 Citizen Satisfaction Survey »» Recreation and cultural facilities / programs was identified as the third highest priority that the City should address in »» Fielded in April 2011 with a sample size of 802 the next 12 months »» The most important local issue facing the City today that »» When choosing the infrastructure assets that should get the should receive the greatest attention from local leaders: highest and immediate priority of government attention for Parks, Recreation and Cultural Facilities / Programs was construction and upgrade, recreation facilities (public pools fourth on the list with 16% identifying it with a first or second and ice rinks) was second on the list. Parks & pathways was mention fourth on the list while arts and cultural facilities was sixth »» 98% of residents rated the quality of life in Lethbridge as on the overall list as identified by residents. “very good” or “good”

[ 98 ] 9.1.2. Lethbridge Leisure Centre Needs Assessment & Concept Design 9.2. Master Plan Consultation

»» The study was completed in May 2012 A recreation and culture master plan is a significant planning »» The study involved a number of consultation elements document that guides the municipal provision of services over including stakeholder focus groups, research with other a ten to fifteen year period. Because of its importance and public recreation providers, and a public online survey. impact upon city residents, organizations, and partners of the City, consulting with these stakeholders is a critical exercise. »» Stakeholder focus groups—overall support was shown An extensive program of engagement was implemented in for the concept of a multipurpose leisure centre. It was order to gather the perspectives of the parties impacted by the noted that the existing facilities are not meeting current recreation and culture master plan. The constituent elements of demand in the community. this program included: »» Providers of public recreation facilities considered the proposed leisure centre as a much needed addition in »» Household telephone survey (statistically representative); the community as they are at or near capacity. »» Web survey (mirrors the telephone survey); »» Public input web questionnaire—997 responses. »» Stakeholder interviews; Eighty-four percent said that they (or someone in their family) would very likely use the proposed multi- »» Community group survey; and purpose facility. »» Interaction with the public across a number of different events and vehicles. 9.1.3. North Lethbridge Regional Park Method Contacts Responses Response Representation* »» The needs assessment, public engagement study and site Rate recommendations were completed May 2010 Household 3,386 400 12% 1,265 »» A number of input mechanisms were utilized in the Telephone completion of this study including two surveys Survey »» Survey 1 was fielded in November 2009 and gathered Web Survey NA 324 NA 901** 169 responses Stakeholder 245 72 29% – Group »» Top reasons for park visits: pleasure; to relax; Survey physical activity; family; nature; friends Stakeholder – 38 – – »» Health / wellness; experience nature; family time Group were all cited as ways that parks and recreation Interviews improve quality of life * These Figures represent the total of all household members for all »» Survey 2 was fielded in January 2010 and gathered 540 survey respondents responses **Not all respondents provided the information to accurately determine this »» Top 5 choices for park amenities included: pathways; washroom facilities; children’s The findings from these elements are described in the following playgrounds; natural trails; and picnic facilities. sections.

[ 99 ] 9.2.1. Household Survey

9.2.1.1. Methodology A telephone survey instrument was developed by the consulting »» Question responses team and the Project Steering Committee. Once developed, it »» Satisfaction with availability of culture programs / was further refined by the survey company. The questionnaire services; was then pretested on October 22nd, 2012; fielding continued »» Satisfaction with availability of recreation programs / through to October 30th, 2012. See Appendix B for a copy of the services; and survey instrument. »» Need for new / upgraded facilities / parks / trails. Telephone numbers were randomly dialed and quotas were set for gender and for respondent age. For analysis purposes Statistical testing was undertaken with the cross-tabulation the findings are weighted to reflect the actual gender and age analysis. Where particularly pertinent the findings from this distributions in Lethbridge. Overall findings are accurate to analysis are presented in the text of this report. The detailed within +4.9%, nineteen times out of twenty. Cross-tabulation data tables are presented under a separate report cover. analysis has been undertaken using the following variables: »» Gender; Upon completion of the telephone survey a web version was »» Age (18–34; 35–54;55+); available for completion. The intent of providing this feedback mechanism was to enable those residents who were not invited »» Income (<$60K; $60–$90K; $90+K); to participate in the telephone survey to share their thoughts. »» Area (north; south; west); The online survey was accessible through the City’s website. »» Years lived in Lethbridge (<10; 10–25; >25); Selected findings from this online survey are presented separately but alongside the findings from the telephone »» Own or rent home; survey. »» Children in the home under 19 yrs; and »» Seniors—60 years or older in the home.

[ 100 ] 9.2.1.2. Section 1: Top of Mind Thoughts To begin the interview respondents were asked to identify the main reasons that household members participate in recreation & cultural activities. As illustrated in the following graph, physical health / exercise (42%) is the primary reason for people’s participation. Participation for pleasure / entertainment (36%) and to be with family and friends (15%) are the other two main motivations.

MainMain Reason reasonss For Partici pforatio nparticipation in Recreation & Cul tinura l recreationActivities and cultural activities Physical health / exercise 42% Pleasure / entertainment 36% To be with family / friends 15% Help the community 4% To "get away" 4% Meet new people 4% Enjoy a challenge 4% Other 4% To be creative 4% Improve skills and / or… 3% Play / enjoy sports 3% Relaxation 3% Something to do / to… 2% Something di erent than… 2% Convenient location 1% Satisfy curiousity 1%

0% 10% 20% 30% 40% 50% Web Survey: The main reasons for participation amongst web survey respondents were similar to the telephone survey respondents. The three most prevalent reasons included: physical health / exercise; pleasure / entertainment; and to be with family / friends.

Respondents were next asked what words describe the cultural offerings and opportunities in Lethbridge taking into account facilities, programs, and events. They were not prompted in their responses; the intent was to get top-of-mind thoughts. Two thirds (67%) of respondents provided positive comments. Items mentioned by more than ten percent of respondents included: »» Variety of activities / diverse (20%); »» Fair / good / alright (17%); »» Adequate / acceptable (16%); »» Cultural / art / educational activities (11%); and »» High quality / exceptional (11%).

[ 101 ] One-third (33%) of respondents provided comments suggesting Over one-third (39%) of respondents provided comments improvements are needed. One comment was uttered by more suggesting improvements are needed. Two comments were than ten percent of respondents: lacking / limited in activities / uttered by more than ten percent of respondents: facilities (15%). »» Lacking / limited in activities / facilities (20%); and »» Needs more / better facilities / sports centres (14%). Respondents were next asked what words describe the recreational offerings and opportunities in Lethbridge taking into account facilities, programs, and events. They were not 9.2.1.3. Section II: Current Usage / Visitation prompted in their responses; the intent was to get top-of-mind Given a list of facilities in Lethbridge, respondents were asked to thoughts. Two thirds (66%) of respondents provided positive identify whether a household member had used or visited each comments. Items mentioned by more than ten percent of within the previous twelve months, and if so, how frequently. respondents included: Considering indoor facilities, the ENMAX Centre was used by »» Fair / good / alright (21%); the greatest number of households (80%). Forty-three percent »» Varity of activities / diverse (20%); (43%) of households used it up to five times in the previous year. »» High quality / exceptional / excellent (14%); and The indoor pools were used by approximately two-thirds (68%) of households with 20% of households using them twenty-one or »» Sports activities / centres / parks (12%). more times. Of the indoor facilities listed, the curling rink (22%) and the Bowman Arts Centre (31%) were utilized / visited by the fewest households in the previous year. See the adjacent graph for additional findings.

[ 102 ] UtUtilizationilization of In dofo oindoorr Facilit ifacilitieses Within Pwithinrevious previous Year year

1-5 Uses 6-10 Uses 11-20 Uses 21 or more Did not use / Don't know

ENMAX Centre 43% 16% 12% 9% 20%

Indoor Pools 19% 12% 17% 20% 32%

Galt Museum & Archives 53% 8% 2% 1% 36%

Yates / Sterndale Bennett 48% 9% 5% 1% 38%

Arenas 28% 8% 9% 17% 38%

Gymnasiums 16% 10% 5% 18% 51%

SAAG 33% 4%9% 1% 59%

Seniors' Centre 18% 6% 9% 8% 66%

Soccer Centre 14% 6% 2% 12% 67%

Bowman Arts Centre 24% 3% 4% 2% 69%

Curling Rink 16% 2%1% 3% 78%

Sub-segment analysis: »» Respondents with household incomes of $60K<$90K and those with incomes over $90K were more likely to use the following indoor facilities than those with an income <$60K; »» Arenas, gymnasiums, indoor pools, ENMAX Centre, soccer centre, Southern Alberta Art Gallery. »» Respondents west were more likely to use the following indoor facilities than respondents in the north and south; »» Arenas, gymnasiums, indoor pools, Bowman Arts Centre. »» Respondents aged 54 years of age and younger were more likely to use the following indoor facilities compared with those aged 55 years and older; and »» Gymnasiums, arenas, pools, ENMAX Centre, soccer centre. »» Respondents with children in the home under 19 years were more likely to have used the following indoor facilities than respondents without children in the home. »» Soccer centre, gymnasiums, arenas, pools, ENMAX Centre.

Web survey: The indoor facilities utilized / visited by more than half of the households were the ENMAX Centre (80%); indoor pools (78%); arenas (63%); Yates / Sterndale Bennett (62%); and SAAG (51%).

[ 103 ] Using a list of outdoor facilities, respondents were asked about household members’ Sub-segment analysis: usage / visitation to each. Indian Battle Park was used by the greatest number of »» Respondents with household incomes households (79%) with 10% using it more than 21 times in the previous twelve months. of $60K<$90K and those with incomes The picnic shelters (65%) and Galt Gardens (64%) were the outdoor facilities visited by over $90K were more likely to use the the next largest group of households. The lawn bowling green (2%) and the skate park following outdoor facilities than those (9%) were used by the least number of households. See below. with an income <$60K; Utilization of outdoor facilities within previous year »» sports fields, Helen Schuler Nature Utilization of Outdoor Facilities Within Previous Year Centre, picnic shelters. 1-5 Uses 6-10 Uses 11-20 Uses 21 or more Did not use / Don't know »» Respondents living in the west were more likely to use sports fields than Indian Battle Park 44% 15% 9% 10% 21% respondents in the north and south Picnic Shelters 48% 10% 5% 2% 35% »» Respondents aged 54 years of age and Galt Gardens 44% 10% 6% 4% 36% younger were more likely to use the following outdoor facilities compared Nature Reserve Parks 37% 8% 7% 8% 41% with those aged 55 years and older; and Helen Schuler Nature Centre 44% 8% 4% 2% 43% »» Spray parks, Fort Whoop-Up, Fort Whoop Up 45% 5%2% 1% 46% sports fields, picnic shelters, Indian Battle Park, skate board Sports Fields 20% 13% 8% 13% 47% park, mountain bike facility, tennis Outdoor pools 27% 12% 4% 3% 55% courts, basketball courts, Civic Athletic Field, off-leash dog parks, Japanese Garden 39% 3% 1% 2% 55% ball diamonds. Spray parks 27% 8% 5% 4% 55% »» Respondents with children in the Ball Diamonds 20% 5% 5% 6% 65% home under 19 years were more likely to have used the following indoor Murals / Public Art 19% 7% 3% 4% 66% facilities than respondents without O -Leash Dog Parks 13% 6% 4% 8% 70% children in the home.

Civic Athletic Field 18% 5%3% 3% 72% »» Skate board park, BMX park, mountain bike facility, tennis Outdoor Basketball Courts 16% 3%2% 2% 77% courts, softball valley, basketball Softball Valley 10% 4% 4% 3% 79% courts, Civic Athletic Field, ball diamonds, outdoor pools, Fort Tennis Courts 10% 4%2% 2% 82% Whoop-Up, sports fields, Helen Fish & Game Shooting Range 9% 1% 2%3% 85% Schuler Nature Centre, nature Mountain Bike Facility 8% 19%%3% 86% reserve parks, picnic shelters, Indian Battle Park. Disk Golf 9% 1% 88%

BMX Park 7% 2% 1% 1% 90% Web survey: The outdoor facilities Skate Board Park 6% 2%4% 1% 91% utilized / visited by more than half of the households were Indian Battle Lawn Bowling 1% 1% 98% Park (92%), picnic shelters (73%), Galt Gardens (69%) nature reserve parks (67%), sports fields (63%), outdoor pools (60%), Helen Schuler Nature Centre (60%), and spray parks (59%). [ 104 ] Next, respondents were asked about their households’ attendance at a number of different types of events in the previous year. As illustrated in the following graph, approximately three-quarters (70%) of households attended special events in the previous year such as the air show. Over half (59%) of respondent households attended cultural and heritage events like Canada Day. Less than half of households attended sports events like the Little League Nationals (46%) and recreational events like the Moonlight Run (31%). See below.

DidDid a Ho au shouseholdehold Membe rmember Attend the attendEvent Ty pthee in teventhe Previous Twelve Months type in the previous year? Yes No 100% 90% 31% 80% 41% 70% 54% 69% 60% 50% 40% 70% 30% 59% 20% 46% 31% 10% 0% Special events (e.g. Cultural and Sports events (e.g. Recreational events Air Show, Street Heritage events (e.g. Little League (e.g. Moonlight run, Wheelers, etc) Canada Day, Nationals, etc) etc) International Peace Pow Wow, etc)

Sub-segment analysis: »» Respondents with household incomes of $60K<$90K and those with incomes over $90K were more likely to attend special events and sports events than those with an income <$60K; and »» Respondents who indicated a need for new / upgraded facilities were more likely to have attended cultural and heritage events, special events, and recreational events,

Web survey: 79% of respondent households attended special events; 74% cultural and heritage events; 43% recreational events; and 42% sports events.

[ 105 ] Many of the events and festivals are staged by organizations other than the City of Lethbridge. The City does, however, provide some level of support such as some funding, promotions assistance to help stage some events. Respondents were then asked the degree to which they support the City’s assistance to groups to stage these event types. As illustrated in the following graph the vast majority (86%–91%) support the City’s assistance to groups staging these types of events.

Levels Levelsof Supp ofor tSupport for the C fority theProv Cityiding Providing Assistanc eAssistance with thwithe Sta gtheing Staging of the E vofen thet Ty Eventpes Types

Oppose Neither / Unsure Somewhat Support Strongly Support

Cultural and Heritage events (e.g. Canada Day, International Peace Pow Wow, etc) 6% 4% 33% 58%

Sports events (e.g. Little League Nationals, etc) 5% 5% 36% 54%

Special events (e.g. Air Show, Street Wheelers, etc) 6% 5% 35% 54%

Recreational events (e.g. Moonlight run, etc) 13% 4% 38% 48%

Sub-segment analysis: »» Respondents who indicated a need for new / upgraded facilities were more likely to support the City’s support of cultural and heritage events, recreational events, and special events.

Web survey: 87% of respondents supported the City providing assistance and support to special events; 86% supported City assistance with recreational events; cultural and heritage events (83%; sports events (81%).

[ 106 ] 9.2.1.4. Recreation and Culture Service Assessment Recreation and cultural services were assessed by respondents. First they were asked to comment on the cultural services after being given a definition of culture.

Culture Culture involves the arts—visual, literary, and performing. Culture also refers to the services and programs that reflect the history and traditions of the area and can include museums and heritage sites.

Respondents were then asked to identify barriers preventing household members from participating in cultural opportunities in Lethbridge. As illustrated in the following graph, approximately one-third (30%) of respondents commented that they experience no barriers impacting their levels of participation in cultural activities. A lack of time (29%) was the most commonly cited barrier. A lack of interest or “boring” activities was cited by 12% of respondents as something that inhibits their participation in cultural activities.

Barriers to Participating in Cultural Barriers to Participating in Cultural Opportunities in Lethbridge Opportunities in Lethbridge

Nothing 30% Too busy / no time 29% Not interested / boring… 12% Unaware of opportunities 9% Admission fees 8% Other 6% Lack of opportunities /… 5% Health problems /… 4% Age 3% Don't have the ability 3% Transportation limitations 2% Schedule issues / facilities… 2% Equipment costs 1% Better opportunities… 1% Poor / inadequate facilities 1%

0% 5% 10% 15% 20% 25% 30% 35%

Web survey: the four main barriers identified included: unaware of some opportunities (57%); too busy / no time (43%); admission fees (36%); and overcrowded facilities (21%).

[ 107 ] Over three-quarters (80%) of respondents agreed that culture is important to their quality of life in Lethbridge; ten percent disagreed. See below.

Level of Agreement With the Statement: Culture is Level of Agreement With the Statement: Culture is Important to My ImportantQ touali tMyy of L iQualityfe in Lethbrid gofe Life in Lethbridge

45% 41% 39% 40%

35%

30%

25%

20%

15% 9% 10% 6% 5% 4%

0% Strongly agree Somewhat agree Neither Somewhat disagree Strongly disagree

Sub-segment analysis: »» Respondents who indicated a need for new / upgraded facilities were more likely to agree that culture is important to their quality of life than those who do not think new / upgraded facilities are needed.

Web survey: 39% of respondents strongly agreed and 37% somewhat agreed that culture is important to their quality of life in Lethbridge.

[ 108 ] Three-quarters (75%) of respondents are satisfied with the availability of culture programs and services currently offered in Lethbridge. Eight percent of respondents expressed some level of dissatisfaction as illustrated in the following graph.

How satisfied are you with the availability of culture programs How Satis ed Are you With the Availability of Culture Programs and and servicesSer vcurrentlyices Currently Oofferedered in Let hinbri dgLethbridgee?

50% 47% 45% 40% 35% 30% 28% 25% 20% 16% 15% 10% 7% 5% 1% 0% Very satis ed Somewhat satisifed Neither Somewhat Very dissatis ed dissatis ed

Those dissatisfied (n=32) with the availability of culture programs and services were further asked to explain their dissatisfaction. Comments from more than five respondents included: »» General lack of programs / services (12 mentions); »» Don’t know of any / lack of information / advertising (9 mentions); »» Poor / lack of facilities / venues (9 mentions); and »» Nothing of interest / not relevant (6 mentions).

Web survey: 10% of respondents are very satisfied and 43% are somewhat satisfied with the availability of culture programs and services currently offered in Lethbridge. Thirty-two percent of respondents are neither satisfied nor dissatisfied.

[ 109 ] Respondents were next asked to consider A number of benefits can be accrued through the provision of cultural services, cultural programming in Lethbridge. facilities and opportunities. Respondents were asked to indicate the degree to It was recognized that while the City which culture contributes to each of a number of benefits. As illustrated in the does provide some programming, following chart 87% of respondents indicated that cultural services, facilities and community organizations and other not- opportunities contributes a great deal or a fair amount to fun and enjoyment. Eighty for-profit groups offer the bulk of cultural percent indicated that cultural services are a large contributor to tourism. One-third programming to Lethbridge residents. (33%) of respondents indicated that cultural services contribute very little to the Respondents were asked to identify any attraction of new businesses. See the following graph for more details. improvements or changes that are needed to existing programs or to suggest any The Degree to Which Culture Contributes to Each new programs that are needed. Comments The degree to which culture contributes to each made by more than ten respondents A great deal A fair amount Very Little None / Unsure included the following: »» Improve public awareness / Fun / enjoyment 38% 49% 12%1% advertising / information (57 Tourism 35% 45% 18% 2% mentions); »» Generally more programs / variety (49 Civic pride 34% 50% 14% 3% mentions); Personal enrichment 33% 47% 17% 3% »» More programs for children (32 Community building 31% 50% 16% 3% mentions); Community identity »» More programs for seniors (27 29% 49% 19% 4% mentions); Local economy 29% 51% 18% 2%

»» More cultural / art activities (17 Attracting new residents 25% 42% 29% 4% mentions); Public safety 24% 39% 29% 8% »» Lower fees / cost (16 mentions); »» More programs for youth / young Attracting new businesses 23% 40% 33% 5% adults (16 mentions); and »» More funding (15 mentions). Web survey: respondents to the web survey felt that culture had the greatest contribution on fun / enjoyment (90% felt it contributed a great deal or a fair amount); At least 80% indicated that culture contributes a great deal or a fair amount to civic pride and the local economy.

[ 110 ] Recreation Next, respondents were asked to assess recreation services. First they were given a definition of recreation.

Recreation deals with free time, sport, hobbies, or pastimes. Recreation pursuits include activities such as organized sports, non-structured sport and physical activities, general interest programs, etc.

Respondents were asked to identify barriers preventing household members from participating in recreation opportunities in Lethbridge. As illustrated in the following graph, 28% of respondents indicated that they experience no barriers to participation in recreation opportunities in Lethbridge. A lack of time (25%) was the most commonly cited barrier.

Barriers to participating in recreation Barriers to Participating in Recreation Opportunities in Lethbridge opportunities in Lethbridge

Nothing 28% Too busy / no time 25% Admission fees 10% Poor / inadequate facilities 10% Health problems /… 8% Unaware of opportunities 7% Don't have the ability 6% Transportation limitations 5% Not interested / lazy 5% Age / too old 5% Other 3% Cost 3% Equipment costs 2% Lack of opportunities /… 2% Schedule issues / facilities… 2% Overcrowded facilities 2%

0% 5% 10% 15% 20% 25% 30% Sub-segment analysis: »» Respondents with children under 19 years of age in the home were more likely to identify admission fees as a barrier to recreation opportunities

The vast majority (91%) of respondents agreed that recreation is important to their quality of life in Lethbridge; three percent disagreed. See below.

Web survey: the primary barriers respondents identified were poor / inadequate facilities (59%); overcrowded facilities (41%); admission fees (39%); and unaware of some opportunities (32%).

[ 111 ] LevelLe vofel o agreementf Agreement With withthe Stat ethemen tstatement:: Recreation is Imp recreationortant to My is important to myQuali tqualityy of Life in Lofeth bliferidge in Lethbridge

70% 66%

60%

50%

40%

30% 25%

20%

10% 6% 2% 1% 0% Strongly agree Somewhat agree Neither Somewhat disagree Strongly disagree

Sub-segment analysis: »» Respondents who indicated a need for new / upgraded facilities were more likely to agree that recreation is important to their quality of life

Web survey: 80% of respondents strongly agreed and 15% somewhat agreed that recreation is important to their quality of life in Lethbridge.

[ 112 ] Three-quarters (74%) of respondents are satisfied with the availability of recreation programs and services currently offered in Lethbridge. Fifteen percent of respondents expressed some level of dissatisfaction as illustrated in the following graph.

How satisfied are you with the availability of recreation programsHow Satis ed A andre you Wservicesith the Availa currentlybility of Recrea offeredtion Program sin an d Lethbridge Services Currently Oered in Lethbridge?

45% 43%

40%

35% 31% 30%

25%

20%

15% 11% 9% 10% 6% 5%

0% Very satis ed Somewhat satisifed Neither Somewhat Very dissatis ed dissatis ed

Sub-segment analysis: »» Respondents aged 55 years and older were more likely to be satisfied with the availability of recreation programs and services currently offered in Lethbridge than were younger respondents; and »» Respondents with children under 19 years of age in the household were more likely to be dissatisfied than were those without children in the household.

Web survey: Less than half of respondents (47%) were satisfied with the availability of recreation programs and services; a similar proportion (46%) was dissatisfied.

[ 113 ] Those dissatisfied (n=61) with the availability of recreation programs and services were further asked to explain their dissatisfaction. The most frequently cited reason was poor or lack of facilities (49 mentions). While some spoke of this generally, there were some specific facilities cited: ice / hockey rinks (12 mentions); swimming pools (7); skate park (4); and bike paths (4). Poor recreation programs / facilities compared to other municipalities (11 mentions) was even mentioned.

Respondents were next asked to consider recreation programming in Lethbridge. It was recognized that while the City does provide some programming, community organizations and other not-for-profit groups offer a variety of recreation programming to Lethbridge residents. Respondents were asked to identify any improvements or changes that are needed to existing programs or to suggest any new programs that are needed. Comments made by at least ten respondents included:

»» Lower fees / costs (35 mentions); »» Improve public awareness / advertising / information (35 mentions); »» More programs for children (34 mentions); »» Generally more programs / variety (34 mentions) »» More programs for seniors (26 mentions); »» More sports activities / fields (24 mentions); »» Improve hours of operation (17 mentions); »» Improve accessibility to programs (16 mentions); »» More programs for youth / young adults (15 mentions); »» Improve accessibility to facilities (12 mentions); and »» More funding (10 mentions).

[ 114 ] A number of benefits can be accrued through the provision of recreation services, facilities and opportunities. Respondents were asked to indicate the degree to which recreation contributes to each of a number of benefits. As illustrated in the following chart 95% of respondents indicated that recreation services, facilities and opportunities contributes a great deal or a fair amount to fun and enjoyment. Eighty-six percent indicated that recreation services are a large contributor to civic pride. Approximately one-third (31%) of respondents indicated that recreation services contribute very little to the attraction of new businesses. See the following graph for more details. The Degree to Which Recreation Contributes to Each The degree to which recreation contributes to each

A great deal A fair amount Very Little None / Unsure

Fun / enjoyment 58% 37% 4% 1%

Civic pride 35% 51% 13% 2%

Personal enrichment 32% 52% 15% 3%

Tourism 31% 47% 20% 2%

Community identity 31% 53% 13% 4%

Community building 29% 54% 15% 2%

Attracting new residents 29% 49% 19% 2%

Local economy 26% 59% 13% 2%

Public safety 25% 47% 23% 5%

Attracting new businesses 18% 47% 31% 4%

Web survey: respondents to the web survey felt that recreation had the greatest contribution on fun / enjoyment (93% felt it contributed a great deal or a fair amount); At least 80% indicated that recreation contributes a great deal or a fair amount to personal achievement (86%); community building (86%); the local economy (86%); personal enrichment (85%); community identity (84%); and civic pride (84%).

[ 115 ] 9.2.1.5. New / Upgraded Culture & Recreation Facilities Answering on behalf of their entire households, respondents were asked whether there is a need for new and / or upgraded culture and recreation facilities, parks and trails (indoor and outdoor) to be developed in Lethbridge. As illustrated in the following graph, over two-thirds (69%) of respondents think there is a need for new facilities. Almost one-quarter (23%) think there is no need for new facilities. Is There a Need for New / Upgraded Culture & Recreation Facilities (Indoor & Outdoor)

Is there a need for new / upgraded facilities? (Indoor and Outdoor) Unsure / don't know 8%

No 23%

Yes 69%

Sub-segment analysis: »» Respondents 54 years of age and younger were more likely to say there is a need for new / upgraded facilities than respondents 55 years of age and older; »» Respondents with a household income >$90K were more likely to say there is a need for new / upgraded facilities than respondent with a household income <$60K; »» Respondents living in the west were more likely to say there is a need for new / upgraded facilities than respondents living in the north; »» Respondents with children in the home were more likely to say there is a need for new / upgraded facilities than respondents without children in the home; and »» Respondents dissatisfied with the availability of recreation facilities / programs were more likely to say there is a need for new / upgraded facilities than respondents satisfied with recreation facilities and programs.

Web survey: Ninety-three percent of respondents to the web survey indicated there is a need for new / upgraded culture and recreation facilities in Lethbridge.

[ 116 ] Those that indicated a need for new or upgraded facilities (n=275) were then asked some specific questions about facilities. To begin they were asked to state, top of mind, what facilities are needed. Facilities mentioned by more than ten percent of respondents without prompting included: »» Walking / running / biking trails (27%); »» Leisure swimming pools (23%); »» Ice arena facilities (16%); »» Improved recreation / leisure facilities & centres generally (14%); and »» Walking / running track (11%).

[ 117 ] This group of respondents (n=275) were then presented with a list of indoor facilities Sub-segment analysis: and asked for each whether they support or oppose its consideration for new development »» Respondents 35 years and older or enhancement / expansion in the future. were more likely to support a public art gallery than those 34 years and As illustrated in the following graph, approximately two-thirds of respondents strongly younger; and supported a youth centre (65%) and leisure swimming pools (63%). In addition to »» Respondents with children under 19 these two facilities, at least half of respondents in favour of new or upgraded facilities years of age in the home were more strongly supported: likely to support a science centre and »» Before and after school care facilities (59%); child playgrounds compared with »» Science centre (59%); respondents without children in the »» Indoor child playgrounds (54%); home. »» Fitness / wellness facilities (54%); and »» Ice arena facilities (50%) LevelsLevels o off S usupportpport for ofInd indooroor Facil ifacilityty Comp ocomponentsnents

Strongly Support Somewhat Support Neither / Don't Know Oppose Web survey: The most supported

Youth centre 65% 27% 4% 4% indoor facility components Leisure swimming pools 63% 25% 9% 4% identified by web survey Before and after school care facilities 59% 25% 10% 6% respondents were: leisure Science centre 59% 30% 7% 5% swimming pools (86%); science Indoor child playgrounds 54% 31% 8% 8% centre (83%); youth centre (81%); Fitness / wellness facilities 54% 33% 4% 9% walking / running track (80%); Ice arena facilities 50% 34% 8% 8% indoor child playgrounds (79%); Walking / running track 49% 35% 9% 7% fitness / wellness facilities (79%); Leisure ice surfaces 47% 35% 11% 6% gymnasium type space (76%); Gymnasium type spaces 42% 38% 12% 8% leisure ice surfaces (75%); before Performing arts / show spaces 42% 35% 13% 11% and after school care facilities Indoor eld facilities 38% 39% 15% 8% (67%); ice arena facilities (70%); Year round at surface 36% 39% 17% 8% and indoor climbing wall and Indoor climbing wall 28% 39% 20% 13% indoor field facilities (each 62%). Heritage interpretive facilities 28% 48% 14% 10% Curling rinks 27% 38% 25% 11% Art display and related activity space 26% 42% 18% 15% Racquet sport courts 25% 42% 20% 13% Public art gallery 24% 39% 19% 18% Indoor tennis 20% 33% 27% 20% Social / banquet facilities 19% 36% 22% 23% Program / meeting rooms 17% 37% 28% 18% 50 m competition swim tank 16% 35% 29% 19% Artist live & work space 15% 34% 28% 22% 25 m competition swim tank 15% 39% 27% 20%

[ 118 ] This group of respondents (n=275) were then presented with a list of outdoor facilities and asked for each whether they support or oppose its consideration for new development or enhancement / expansion in the future.

As illustrated in the following graph, approximately two-thirds of respondents strongly supported outdoor child playgrounds (68%). In addition to this facility at least half of respondents in favour of new or upgraded facilities strongly supported: »» Open spaces / undeveloped green spaces (57%); and »» Picnic areas (52%). Levels of Support for Outdoor Facility Components Levels of support for outdoor facility components Strongly Support Somewhat Support Neither / Don't Know Oppose

Child playgrounds 68% 23% 7% 4%

Open / green spaces 57% 34% 5% 4%

Picnic areas 52% 37% 8% 3%

Hiking amenities 45% 41% 9% 5%

Sport elds 45% 36% 10% 9%

Swimming pools 44% 35% 12% 10%

Sledding hill 44% 33% 16% 7%

Festival venue 42% 36% 12% 9%

Dog park 39% 29% 0.243 8%

Water spray parks 36% 41% 14% 8%

Canoe / kayak / tube river access 35% 37% 17% 11%

Track & eld space 34% 45% 12% 9%

Bike parks 33% 43% 17% 7%

Ball diamonds 32% 39% 19% 9%

Fitness equipment 31% 32% 22% 20%

Basketball courts 26% 41% 28% 9%

Skateboard parks 25% 41% 25% 10%

Public art 20% 37% 28% 16%

Beach volleyball courts 19% 31% 27% 21%

Sub-segment analysis: »» Respondents in the north were more likely to support ball diamonds, basketball courts, dog parks than respondents in the south or west.

Web survey: The most supported outdoor facility components identified by web survey respondents were: child playgrounds (81%); canoe / kayak / tube access to the river (79%); outdoor sledding hill (78%); hiking amenities (78%); open spaces / undeveloped green spaces (75%); water spray parks (74%); festival outside venue (74%); picnic areas (74%); sports fields (62%); and outdoor swimming pools (60%).

[ 119 ] The City cannot undertake a large number of facility projects at one time but has to set priorities amongst a number of projects. All respondents (n=400) were provided with a list of criteria that could be used to set priorities and asked to indicate the importance of each. As shown in the following graph 58% of respondents felt that a “focus on families” is a very important criterion to be used to prioritize projects. A “focus on youth” was considered the next most important criterion.

FFacilityacility Pr oprojectject Prio prioritizationritization Criteria criteria

Very Important Somewhat Important Neutral / Don't Know Unimportant

Focus on families 58% 26% 14% 3%

Focus on youth 48% 34% 14% 5%

Greatest number of participants 46% 30% 18% 6%

Multi-use capability 44% 33% 18% 5%

Improvements to existing before new 38% 33% 20% 8%

Recreation focus 36% 38% 20% 6%

Raise the pro le of Lethbridge 29% 29% 26% 16%

Operating cost 29% 37% 25% 9%

Capital cost 27% 38% 24% 9%

Focus on seniors 25% 31% 31% 14%

Culture focus 17% 28% 34% 21%

Focus on adults 15% 33% 40% 13%

Web survey: The top five criteria to prioritize various projects were multi-use (91% of web respondents identified this as important); recreation focus (90%); focus on families (86%); greatest number of participants (86%); and focus on youth (83%).

[ 120 ] 9.2.1.6. Willingness to Pay Considering recreation and cultural programs and facilities, respondents were asked the degree to which they would support an increase in property taxes. As illustrated in the following graph, approximately two-thirds (67%) of all respondents would support an increase in property taxes to provide new services that their household members would use. A similar proportion (66%) would support an increase in property taxes to enhance the services that household members use. Less than half (49%) would support a property tax increase to provide services that are important to the broader community but that may not be used by their households. Support for Property Tax Increase Across Three Support for Property taxSce increasesnarios across three scenarios Strongly Support Somewhat Support Neither / Unsure Somewhat Oppose Strongly Oppose

New services that your household would use 27% 40% 13% 8% 10%

Enhancements to services your household uses 21% 45% 4% 11% 11%

Services that are important to the community but that your household may not use 12% 37% 1% 15% 19%

Sub-segment analysis: »» Respondents with household incomes of <$60K were less likely to support any increase in property taxes particularly compared with respondents with incomes >$90K; »» Respondents with children under 19 years in the home were more likely to support and increase in property taxes across all three scenarios than respondents without children in the home; and »» Respondents dissatisfied with the availability of recreation facilities and programs were more likely to support an increase in property taxes to support enhancements to services that household members use than respondents satisfied with the availability of recreation facilities and programs.

Web survey: eighty-one percent of respondents would support an increase in property taxes for new services that their households would use. Approximately three-quarters (73%) of respondents would support an increase in property taxes for enhancements to services their household members use. Less than half (45%) would support a property tax increase for services that their household members may not use but would be important to the broader community.

[ 121 ] 9.2.1.7. Philosophy of Provision A number of statements were presented to each respondent regarding the provision of recreation and cultural services in Lethbridge. In each instance respondents were asked the degree to which they agreed with each statement.

Over half of the respondents strongly agreed that Lethbridge should be able to host major recreation and sporting events (57%). Over half (53%) also strongly agreed that Lethbridge should provide recreation and culture services through partnerships with community groups.

Sixteen percent of respondents disagreed that Lethbridge should be a provincial tourism destination for cultural opportunities. A similar proportion (14%) disagreed. See the following graph for more detail. Agreement with Philosophies of Provision Agreement with" LPhilosophiesethbridge should of.... provision ‘Lethbridge should...’ Strongly Agree Somewhat Agree Neither / Unsure Disagree

…be able to host major recreation and sporting events 57% 34% 9% 5%

…provide recreation and culture services through partnerships with community groups 53% 39% 9%3%

…serve as a regional destination for recreation opportunities 41% 43% 9% 7%

…be a provincial tourism destination for cultural opportunities 28% 39% 4% 16%

…serve as a destination for cultural opportunities 27% 44% 1% 14%

Web survey: Eighty-two percent of respondents agreed that Lethbridge should: »» serve as a regional destination for recreation opportunities; »» be able to host major recreation and sporting events; and »» provide recreation and culture services through partnerships with community groups. Less than two-thirds of respondents think that Lethbridge should: »» serve as a destination for cultural opportunities (63%); and »» be a provincial tourism destination for cultural opportunities (61%).

[ 122 ] 9.2.1.8. Respondent Profile 9.2.2. Community Groups Survey

Percentage of Survey Respondents A questionnaire was fielded with community organizations in Tenure of Residence Lethbridge in order to gather their perspectives on recreation and cultural provision in the community. A total of 245 Less than 1 year 1% organizations were contacted with the opportunity to provide 1–4 years 9% feedback. Group representatives were provided with a link to an 5–10 years 16% online survey, as well as the option to complete a paper copy 11–15 years 13% which could be returned by mail or fax. 16–20 years 10% In total 72 organizations provided responses, representing a 21–25 years 11% wide range of community interests and activities including; More than 25 years 41% amateur sports, visual arts, performing arts, adult recreational Expect to be residing in area for next 5 years sport, children and youth activity groups, nature groups, Yes 94% schools, social service providers, and historical preservation. No 2% A complete listing of participating groups can be found in Not Sure / No Response 4% Appendix C. Respondent organizations also represented a wide range of ages in the community: Own or Rent Home Own 86% »» 19 groups (26%) have members / participants / clients that Rent 12% are pre-school aged (ages 0 to 5); No Response 1% »» 40 groups (56%) have members / participants / clients that You / family members immigrated or settled in Canada in past are youth (ages 6 to 12); 5 years »» 46 groups (64%) have had members / participants / clients Yes 1% are teens (ages 13 to 17); No 98% »» 63 groups (88%) have members / participants / clients that No Response 1% are adults (ages 18 to 59); and Quadrant of City »» 38 groups (53%) have had members / participants / clients North 29% are seniors (age 60 and over). South 35% West 37% Group representatives were asked to indicate their expectations Population distribution Survey Respondents for growth. Two-thirds (66%) indicated that they expect their Households (2011 census)* organization to grow, while 33% expect to remain stable. Only 0 to 9 yrs 18% (11%) one group (1%) indicated that they expected their organization 10 to 19 yrs 12% (12%) to decline. Group representatives where then asked to identify 20 to 29 yrs 12% (20%) factors impacting their participant and membership numbers. Most commonly cited were challenges related to the availability 30 to 39 yrs 15% (13%) of facilities (17 mentions). The need to enhance marketing 40 to 59 yrs 25% (25%) and promotions (10 mentions) and challenges with recruiting or 60 to 69 yrs 9% (9%) retaining volunteers (9 mentions) were also cited by a number 70 yrs and older 9% (10%) of the groups. *The first percentage represents the proportion of people in each age group from the entire count of people in the households of respondents. Each respondent indicated the number of people from each age group in their households. From this total, 18% are 0–9 years of age, for example. The percentage in brackets is the proportion of the entire population of Lethbridge within each age group. The composition of respondent households is similar to the City’s demographic breakdown.

[ 123 ] Group representatives were asked to identify facilities in Lethbridge that their organizations had utilized in the previous twelve months. A total of 62 facilities (or groups of facilities) were identified, with the following 12 having been utilized by five or more groups in the previous year: »» Facilities located at the University of Lethbridge (17 groups); »» Facilities at the Nicolas Sheran Leisure Centre (13 groups); »» Schools gymnasiums or fields (11 groups); »» Galt Gardens (10 groups); »» Facilities at Henderson Lake (9 groups); »» Public library facilities (7 groups); »» Bowman Arts Centre (7 groups); »» Servus Sports Centre soccer facility (7 groups); »» Fritz Sick facilities (6 groups); »» Fort Whoop-Up / Indian Battle Park (6 groups); »» Labor Club Arena (6 groups); and »» Lethbridge Fish and Game Association Range or Clubhouse (5 groups).

Group representatives were asked if their organization thought that new and / or upgraded facilities or spaces should be developed in Lethbridge. As illustrated in the graph below, over three-quarters (79%) of groups responded that new / or upgraded facilities should be developed.

Should new / upgraded facilities be developed Should newin Le /th upgradedbridge? facilities be developed in Lethbridge?

No, 2% Not Sure, 19%

Yes, 79%

[ 124 ] Group representatives who provided ‘yes’ or ‘not sure’ responses to the previous question were next provided with a list of facilities and asked to select up to five that should more readily available in Lethbridge. The top five indoor facility priorities identified were performing arts / show spaces (27%), fitness / wellness facilities (23%), art display and related activity spaces (22%), ice arena facilities (22%), and leisure swimming pools (22%). See the following graph for a complete list of the indoor facility priorities.

IndoorIndoor Rrecreationecreation a andnd C uculturelture Fa cfacilityility Pri oprioritiesrities

Performing arts / show spaces 27% Fitness / wellness facilities 23% Art display & related activity spaces 22% Ice arena facilities 22% Leisure swimming pools 22% Indoor eld facilties 20% Program / meeting rooms 20% Year round indoor at surfaces 18% Gymnasium type spaces 17% Social / banquet facilities 17% Youth centre 15% Artist live and work space 15% Indoor child playgrounds 13% Public art gallery 12% Science centre 10% Walking / running track 10% 50m competition swimming tanks 8% Heritage interpretive facilities 8% Racquet sport courts 7% Before and after school care facilities 7% Indoor climbing wall 5% Indoor tennis 5% Leisure ice surfaces 5% 25m competition swimming pools 5% Curling rinks 3%

0% 5% 10% 15% 20% 25% 30%

[ 125 ] In terms of outdoor facility priorities, the top five identified were festival outside venues (43%), sports fields (22%), open space / undeveloped green spaces (22%), hiking amenities (22%), and outdoor fitness equipment / skate parks / public art (20%). See the following graph for a complete list of the outdoor facility priorities. Outdoor Recreation and Culture Outdoor recreationFacility and Pri oculturerities facility priorities

Festival outside venue 43% Sports elds 22% Open space / undeveloped green spaces 22% Hiking amenities 22% Outdoor tness equipment 20% Skateboard parks 20% Outdoor public art 20% Outdoor sledding hill 18% Water spray parks 18% Track and eld space 14% Canoe / kayak / tube access to the river 14% Beach volleyball courts 12% Outdoor swimming pools 12% Bike parks (BMX, Mountain Bike) 12% Picnic areas 10% Dog park 10% Outdoor basketball courts 8% Child playgrounds 8% Ball diamonds 4%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

[ 126 ] Group representatives were next polled to gauge the level of increase in user fees their group would support to ensure that community needs for recreation and cultural facilities are better met. As illustrated in the following graph nearly three-quarters (72%) of groups were willing to support some level of user fee increase, with the majority preferring an increase of up to 10%.

LevelL eofve increasel of incre ainse user in u sfeeser fe groupses grou pwoulds woul dsupport suppor tto ensure that communityto ensure th aneedst com mforun recreationity needs fo andr rec culturalreation a nfacilitiesd are cultural facibetterlities a rmete better met.

60% 57%

50%

40%

30% 28%

20%

10% 7% 8%

0% No increase Up to 10% 10 - 19% 20% or more

Partnerships continue to be important for community organizations in Lethbridge. The majority (71%) of group representatives indicated that their organizations partner with other organizations and / or the City to provide recreation and cultural services in Lethbridge. Partnerships described by the groups included: »» Working together to plan and execute events; »» Collaboration on community outreach initiatives; »» Partnering on joint fundraising initiatives; »» Working with other groups and agencies to ensure accessibility for participants facing financial or other barriers; and »» Joint staff and volunteer training.

[ 127 ] Space was provided for groups to describe the main challenges Statement that their group is dealing with in delivering their programs and services. Most frequently cited was a lack of suitable facilities or venues (28 mentions). Challenges related to funding and / or fundraising (16 mentions), marketing and promotions

(9 mentions), and difficulty finding qualified instructors or either Agree nor volunteers (8 mentions) were also cited by a number of the Strongly Disagree Somewhat Disagree N Disagree Somewhat Agree Strongly Agree group representatives. Lethbridge should serve as a regional 5% 0% 7% 29% 59% When asked what action or resource the City could provide to destination for recreation help groups with current challenges, a number of suggestions opportunities. were provided. Twenty (20) groups provided suggestions on new Lethbridge should be able or upgraded facilities that if developed would help them better to host major recreation 5% 2% 8% 19% 66% meet current program needs. Nine (9) groups indicated that the and sporting events. City could assist by improving access to current facilities in the Lethbridge should serve community. as a destination for 5% 3% 20% 17% 55% cultural opportunities. Group representatives were next provided with a list of Lethbridge should be overarching statements, and asked to indicate their level of a provincial tourism agreement with each. As further detailed in the chart below, 3% 3% 22% 27% 45% destination for cultural group representatives indicated the following: opportunities. »» 88% somewhat or strongly agreed that Lethbridge should serve as a regional destination for recreation opportunities; As much as possible, the City of Lethbridge »» 85% somewhat or strongly agreed that Lethbridge should be should provide recreation 7% 2% 8% 20% 63% able to host major recreation and sporting events; and culture services »» 83% somewhat or strongly agree that Lethbridge through partnerships with should provide recreation and culture services through community groups. partnerships with community groups; »» 72% somewhat or strongly agree that Lethbridge should To conclude the survey, group representatives were provided serve as a destination for cultural opportunities; and with space to comment generally on recreation and cultural »» 72% somewhat or strongly agree that Lethbridge should be a services in Lethbridge. Thirty-seven (37) groups provided a wide provincial tourism destination for cultural opportunities. range of comments. The two most prevalent themes expressed were positive comments relating to the current relationship and / or support received from the City (7 mentions) and specific suggestions on how to improve services in the community (7 mentions).

[ 128 ] 9.2.3. Stakeholder Interviews 9.2.3.2. Challenges In order to further understand the context in which recreation and »» Finding volunteers and staff; cultural services are delivered in Lethbridge, and to gain insight »» Facility maintenance; beyond that garnered through the resident and community group surveys, a series of interviews were conducted. With direction »» Increased demands for space; from the Project Steering Committee a list of interview subjects »» Facilities need improvement; was developed and interviews scheduled. The intent was to »» Community awareness; include many of the major stakeholders in recreation and cultural provision. »» Need to provide opportunities that appeal to youth; »» Need to find ways of welcoming and including new arrivals; Interviews were conducted (in person and via telephone) with 37 different parties ranging from the Lethbridge Sport Council to »» Uneven relationships between organizations / service Learn to Skate; from the Allied Art Council to New West Theatre. providers and the City; and The stakeholder list was varied and included the Chinook Country »» Funding, or changes in funding structures, not only Tourist Association, Lethbridge School District #51, and the with regard to funding from the City, but also from other post-secondary institutions in the city. For a complete list see government bodies that are suffering cutbacks (for Appendix D. example the Alberta Foundation for the Arts).

A synopsis of the interviews is included below. The information gathered through all interviews has been analyzed and is 9.2.3.3. Relationship with City reported according to theme or issue. Individual comments will not be attributed to any one organization or person. A detailed »» Would like to see a greater appreciation for the role it plays analysis is provided in Section 11.0. in the community and for the recognition it garners beyond the community; 9.2.3.1. Successes »» Unsure of support; »» Joint use and booking; »» Unclear of process it is to follow; »» Participation increasing; »» Provides land / facility; »» Balance of opportunities for competitive sport and recreation; »» Relationship between organizations and the City depends »» Partnerships; upon relationships between individuals—it is not institutionalized; »» Engaged community; »» Unclear of roles of city and partner groups; »» Ability and interest in hosting events—tourism and economic impact; »» Would like more organizational support and leadership; »» A number of established and experienced groups with a »» Unclear of the priorities of the City; and strong track record in delivering cultural programming; and »» City has set a precedent for supporting organizations »» Wide recognition that Lethbridge is as advanced as it is with financially. It is expected that this support will be available regard to recreation and culture because of the City’s support to all groups. over several decades.

[ 129 ] 9.2.3.6. Other 9.2.3.4. Provision »» Concern whether the Master Plan will come to fruition; »» Ice / arenas; »» Sport council needs to bring groups together; »» Youth centre / youth activities; »» Affordability is an issue; »» Skatepark; »» Gymnasiums; »» Time to think big is now—tourism; coordinated approach; »» Areas for unstructured activities; »» Communication is important; »» Leisure centre / multi use; »» Multiuse infrastructure; »» Leisure aquatics; »» Equity amongst groups; and »» After school programming; »» Concern about failure to fully leverage heritage assets as »» Flat surface / field house; cultural tourism attractions, particularly Blackfoot culture »» Dog runs; and heritage or wonder why one group appears to have been »» Turf field; privileged over another. »» Ball diamonds; »» Better programming in parks; 9.2.4. Others »» Fitness; »» Consider geographic provision & demographics (immigrant A number of additional public consultation methods were utilized population); and to engage residents in the Recreation and Culture Master Plan. Members of the consulting team were available at a display »» Performing arts centre. booth during the Sports Day in Canada (September 28) and Art Walk (September 29) events. Members of the public had the 9.2.3.5. Roles opportunity to complete a short questionnaire at these events »» Partnerships are crucial; with their perspectives on recreation and cultural services in the community. »» City facilitates but public plays a role; »» Focus on wellness and bring lots of partners to bear; The City of Lethbridge’s website and social media feeds were used to inform the public on the Master Plan, as well as »» User pays; encourage participation in the online resident survey. Space »» Needs driven by community; in the City’s Recreation & Culture Guide was also provided, »» City needs to have a process for groups to approach them; with advertisements placed in the September and October editions. These advertisements provided updates on the status »» City needs to define core service and provide them not of the Master Plan, as well as encouraged participation in the download or offload them; and telephone and online resident surveys. »» Wide agreement around appropriateness of fee-for-service delivery model—but more leadership from the City is needed to define roles and responsibilities in order to avoid overlap and give clear direction.

[ 130 ] 10.0The State of Recreation and Culture in Lethbridge

Key Findings: Community Context »» The city and region have a number of iconic historical »» One of the biggest employers in the city is the University of features including the longest and highest trestle bridge in Lethbridge. The University, along with Lethbridge College North America, settlement roots in excess of 11,000 years employ over 3,000 regional residents (2,000 and 1,000 and world Heritage Site Head Smashed-In Buffalo Jump. respectively) and have a combined enrolment of over 12,000 students (8,000 and 4,000 respectively). »» The City has embraced and commemorated a number of key historical features through naming of community assets »» 8 of the 10 largest employers in the city are public sector. and roadways. »» Regional residents have access to high level sports as the »» The current city population is just over 89,000. The City is home to the Western Hockey League (Lethbridge metropolitan area (including the city) is over 105,000 Hurricanes) and Western Major Baseball League (Lethbridge residents. Bulls). »» The average age of residents is similar to the provincial average of 36.0 years. »» The population has grown almost 9% since 2008, with much of the growth found in the city’s West. »» The city has a lower median household income as compared to provincial averages and the city is also similar to provincial averages in terms of post-secondary education attainment. »» The city is home to increasing proportions of new Canadians. »» Based upon growth assumptions, the population of the city could reach 137,000 by 2027.

[ 131 ] Key Findings: Benefits of Recreation and Culture Key Findings: Trends in Recreation and Culture Provision »» Recreation and culture services in Lethbridge… »» Trends related to service delivery: »» are essential to personal health and well-being. »» Partnering has become vital to sustaining and »» provide the key to balanced human development. enhancing services. »» provide a foundation for quality of life. »» Volunteerism is changing, thereby impacting how municipalities approach the provision of services »» reduce self-destructive and anti-social behavior. such as recreation and culture programs and facilities »» build strong families and healthy communities. that involve volunteers (facilitating community »» reduce health care, social service and police / justice development). costs. »» Funding models for recreation and culture services are »» are a significant economic generator. evolving with decreasing proportions of support from non-municipal levels of government and new sources of »» include green spaces which are essential to well being. innovative revenue generation. »» Capital and operating investments by the City in recreation »» Sport, recreation and culture tourism efforts have and culture has a significant impact on the community both broad community impacts and are becoming a priority in terms of employment and in dollars into the community consideration for many Alberta municipalities. from employment income. Positive impacts to provincial GDP were accrued as well. »» Trends related to infrastructure: »» Additionally, the economic impact of select sporting events »» Unstructured / spontaneous use amenities are being since 2011 has generated over 120 jobs in Lethbridge demanded and are being developed. contributed approximately $5.7M to the GDP of Lethbridge1. »» Flexibility, activity clustering and multi-purpose engagement lead to increased convenience, capacity and cross pollination of activity. »» Integration of indoor and outdoor environments through design allows for optimum site and facility programming. »» Planning for physical accessibility is important in areas where it is not already achieved.

1. Sport Tourism Economic Assessment Model (STEAM)

[ 132 ] Key Findings: Comparative Analysis »» Trends in pursuits and activity: An investigation of recreation and cultural service provision »» Municipalities are looking at ways to assist in the was undertaken comparing Lethbridge with Kamloops, Medicine implementation of the Sport For Life Strategy. Hat and Red Deer. An overview of best practices observed on a broader basis is included as well. »» Fitness levels are declining in all age categories. »» People, especially youth, are not spending enough time »» Broad strategic direction outdoors and participating in unstructured play. »» Push to policy based administration and governance of »» Recreation and culture services are proven to be of social recreation and culture (fees and charges, sport tourism, benefits to children and key catalysts to social inclusion. green design, sponsorship, public art, etc.). »» The Canadian Index of Well Being suggests that our »» Conservation of heritage resources is a focus. quality of life is not improving in unison with advances in »» Municipalities are investing in sport, recreation, culture economic growth. and heritage tourism. »» The Alberta Recreation Survey is a provincially led survey »» Infrastructure provision fielded periodically. The last was fielded in 2008. It is expected that the next survey will be fielded in 2013. »» The City of Lethbridge provides the majority of recreation and cultural facilities at a similar ratio to the »» Participation amongst households in fitness / comparable communities. aqua-size / yoga has increased sizably since 2000. »» The City of Lethbridge provides 25 metre tanks, gymnasiums, heritage interpretive facilities, seniors centres, major spectator ball diamonds, outdoor basketball courts, and trails / pathways at a ratio more favorable than in the comparable communities. »» The City of Lethbridge provides curling sheets, fitness / wellness facilities, indoor tennis courts, leisure swimming pools, youth centres, bike parks, disc golf sites, festival venues, picnic shelters, skate parks, and water spray parks at ratios less favorable than in the comparable communities.

[ 133 ] Key Findings: Resource inventory »» Recreation facilities: »» Culture facilities: »» The City has 5 ice arenas available for resident use »» The City is developing a Community Arts centre (unique with an average age of 43 years and an estimated Cto many other jurisdictions). replacement2 value of $56M. (The ENMAX Centre is also »» The City has a number of interpretive centres including available to some degree to the public.) the Galt Museum & Archives, Fort Whoop-Up, the Helen »» The ice arenas are utilized at least 99% of prime time Schuler Nature Centre and the Nikka Yuko Japanese capacity. Garden. »» The community has access to 28 school gymnasiums »» The City has a 500 seat theatre (Yates), black box through the joint use agreement, with over 7,000 hours theatre (Sterndale Bennett) and major performance of community use occurred between September, 2011 venue that can accommodate up to 6,000 (ENMAX and August, 2012 (20% and 52% of available time in Centre). the separate and public school divisions respectively). »» Usage over the past two years (Jan 1, 2011 to A significant amount of time in the evenings and on December 31, 2012) in the Yates included 652 bookings weekends was booked by the schools themselves. (theatre, dance and musical), while the Sterndale »» The city has two indoor fields and one senior centre. Bennett had 492 bookings (theatre and musical). »» The City has 3 indoor pools with an average age of 42 »» There is one primary art gallery in the City (SAAG) with years and estimated replacement value of $45M—all other areas in civic facilities utilized for art display on lack leisure amenities and other complementary program an ad hoc basis. areas. »» There is one multicultural service centre (Bill Kergan »» The City has over 60 ball diamonds and 69 rectangular Centre) in the city. fields. »» There are several installations of public art throughout »» The city has a number of outdoor specialty facilities the city. including a skate park, bmx park, mountain bike park, »» The overall estimated replacement value of indoor shooting range, lawn bowling area, 3 off leash dog areas, recreation and culture facilities included in the scope of this 8 horseshoe pit facilities, tennis courts (24), water Master Plan is $354M and the average age is 44 years. spray features (2), 38 hard surfaces court areas over 75 playgrounds, 4 major picnic shelters, over 100 parks and »» There are a number of recreation and culture infrastructure over 180km of trails (140km hard surface). projects underway or being formally contemplated by the City. These include the new Community Arts Centre, upgrades to the Nature Centre, a new twin ice arena, a new curling rink, enhancements to the Yates Centre, a new performing arts centre, a new multipurpose leisure centre, a new skate park, a renovation to the Bill Kergan multicultural centre, and the North Regional Park. The total value for these projects is estimated at over $279.5M.

2. Replacement value indicates the cost to replace the current facilities to a similar standard.

[ 134 ] Key Findings: Service Delivery Context & Model Key Findings: Previous Studies »» The Integrated Community Sustainability Plan (ICSP) / »» Consultation had been previously completed with some Municipal Development Plan (MDP) is the preeminent pertinent findings: municipal plan beneath which all other City plans fit — »» 2011 Citizen Satisfaction Survey—recreation facilities including the Recreation and Culture Master Plan. The ICSP was identified as second on the list of infrastructure / MDP describes a series of strategic policies, four of which that should get the highest and immediate priority are particularly pertinent to this Recreation and Culture attention. Master Plan: A Prosperous City; A Healthy and Diverse City; A Culturally Vibrant City; and A Well Designed City. »» Lethbridge Leisure Centre Needs Assessment—84% of respondents said someone in their family would very »» Many of the existing City planning documents make likely use the proposed facility. reference to recreation and culture. »» North Lethbridge Regional Park—top 5 choices for park »» The City has a varied approach to service delivery. amenities: pathways, washroom facilities, children’s »» There is some direct service provision (e.g. provision of playgrounds, natural trails, and picnic facilities. facilities and some direct programming—Helen Schuler Nature Centre & public skating at arenas). »» Indirect service provision. Key Findings: Telephone Household Survey »» Community groups book facilities and deliver »» Telephone household survey—400 responses programming. »» Indoor facilities used / visited by the greatest number »» Fee-for-service agreements with some organizations of households were: ENMAX Centre, indoor pools; Galt (e.g. Lethbridge minor baseball associations). Museum & Archives, Yates / Sterndale Bennett Theatres; and arenas. »» Contractual arrangements (e.g. private sector pool operators). »» Outdoor facilities used / visited by the greatest number of households were: Indian Battle Park, picnic shelters, » Recreation and Culture staff has a support and liaison role » Galt Gardens; nature reserve parks; and Helen Schuler with innumerable community organizations. Staff schedule Nature Centre. City-owned facilities as well as school facilities that are part of the Joint Use Agreements. »» Over three-quarters of respondents supported the City providing assistance to the staging of cultural and » Recreation and Culture staff perform minor maintenance at » heritage events (91%); sports events (90%); special facilities. Facility Services Department staff are responsible events (89%); and recreational events (86%). for major facility maintenance. »» 80% agreed that culture is important to their quality of » The City has fee-for-service agreements with two » life; 75% were satisfied with the availability of culture overarching organizations: the Lethbridge Sport Council and programs and services currently offered. the Allied Arts Council of Lethbridge. »» 91% agreed that recreation is important to their quality » Parks services are a responsibility of the Infrastructure » of life: 74% were satisfied with the availability of Services Department not the Community Services recreation programs and services currently offered. Department. The Departments work together closely.

[ 135 ] Key Findings: Community Groups Survey »» 69% said there is a need for new / upgraded culture and »» Community Groups survey—72 responses. recreation facilities (indoor and outdoor) in Lethbridge. »» 79% said there is a need for new / upgraded culture and »» Top 10 indoor priorities: youth centre; leisure swimming recreation facilities (indoor and outdoor in Lethbridge). pool; before and after school care; science centre; »» Top 10 indoor priorities: performing arts / show spaces; child playgrounds; fitness / wellness facilities; arena fitness / wellness facilities; art display & related activity facilities; walking / running track; leisure ice facilities; space; arena facilities; leisure swimming pools; indoor and gymnasium type spaces. field facilities; program / meeting rooms; year round flat »» Top 10 outdoor priorities: playgrounds; open / green surfaces; gymnasium type space; and social / banquet spaces; picnic areas; hiking amenities; sports fields; facilities. swimming pools; sledding hill; festival venue; dog park; »» Top 10 outdoor priorities: festival venue; sports fields; water spray parks. open space / green spaces; hiking amenities; fitness »» Most supported criteria to determine facility project equipment; skate parks; public art; sledding hills; water priorities were: focus on families; focus on youth; greatest spray park; track and field space. number of participants; and multi-use capability. »» 72% of groups would support some level of increase in »» 67% would support an increase in property taxes for new user fees to ensure that community needs for recreation services that their households would use; 66% would and cultural facilities are better met. support an increase for enhancements to services that their »» Main challenges: lack of suitable facilities; fundraising; households current use; and 49% would support an increase marketing; volunteer recruitment. for services that are important to the community but that their households may not use. »» What assistance should the City provide: new facilities; improved access to facilities. »» The majority of respondents agreed that Lethbridge should: »» Be able to host major recreation and sporting events (91%). »» Provide recreation and culture services through partnerships with community groups (92%). »» Serve as a regional destination for recreation opportunities (84%). »» Be a provincial tourism destination for cultural opportunities (67%). »» Serve as a destination for cultural opportunities (71%).

[ 136 ] Key Findings: Stakeholder Interviews 10.1. Gap Analysis—Service Delivery »» Stakeholder interviews—38 interviews. The City’s current approach to service delivery, primarily »» Successes experienced: bookings; partnerships; engaged indirect, has proven to be effective and efficient. Levels of community; established and experienced service delivery public satisfaction are high for both recreation and culture groups; City support. services and groups have indicated that the model is working (74%–75% of telephone survey respondents are satisfied »» Challenges: volunteer recruitment; demands for space; with the availability of recreation and culture programs and community awareness; uneven relationships between services currently offered in Lethbridge.). This approach is in organizations and the City; funding. line with delivery trends towards partnerships and enables the »» Facility needs: arenas; youth centre; skate park; City to leverage public funding with volunteer involvement and gymnasiums; unstructured space; multi-use space; expertise. That being said, there are some aspects of the current leisure aquatics. approach that have been identified through analysis as potential »» Relationship with City: unclear process; at individual level areas that could be enhanced. The areas dealing with service not institutionalized; unclear of city priorities. delivery that may be enhanced include: Determining community needs for recreation and culture programs and services. Overall liaison with the public includes public consultation through community satisfaction surveys and processes related to infrastructure or planning projects at any given point in time. Although these methods have generated a sizeable amount of public need information in the past, there is no formal mechanism for ongoing liaison with the public and stakeholder groups specific to recreation and culture provision. The Allied Arts Council and the Lethbridge Sport Council are the closest the City has to overarching organizations representing the culture and recreation communities respectively, but these organizations do not seem to have complete buy-in from all related stakeholders and there are some areas that are not represented such as spontaneous / drop-in recreation and leisure / wellness activities.

[ 137 ] Provision of needed programs where a partnership approach agreements and other partnerships could help define system is not available. The current approach to service delivery, effectiveness, feed promotions and marketing efforts of the City although effective, centres around the bias and interests of local in relating the benefits of recreation and culture services and volunteer groups. For example, minor hockey concentrates on standardize expectations of all involved. the provision of opportunities for youth to play hockey. If a need is identified for fun team hockey (a less competitive version of Volunteerism in the city. Volunteerism is changing. Volunteers the sport), minor hockey may not be interested and / or willing are pursuing opportunities that provide mutual benefit, offer to respond to the need. work related skills and are episodic, self-serving and discrete in nature. Currently, 43% of households claim that they volunteer Support for partner organizations. The City currently partners yet many of the groups consulted indicated a major issue with a number of non-profit and private organizations in the they deal with is volunteer attraction and retention. In many delivery of recreation and culture services. The City relies on municipalities, reliance on volunteers and the benefits of its partners to provide needed programs. The City does offer volunteerism (community connectedness, public cost savings, support to these groups related to Board development and etc.) have motivated publicly sponsored volunteer management. promotions and marketing, but a number of groups indicated a Volunteer Lethbridge is an example of this however the scope of need for further support. Groups cited a number of challenges this organization is beyond solely recreation and culture. including lack of suitable facilities; funding; marketing and promotions; and volunteer and staff recruitment. Groups stated Promotions and marketing of recreation and culture. Establishing that the City could further support them primarily through political support for recreation and culture will lead to sustained the provision of new / upgraded facilities or through improved and increase investment, enhanced community buy-in and access to existing facilities. increased overall participation in recreation and culture activities. Eighty percent (80%) and 91% of residents believe that culture and Partner relations. As the City currently is engaged in a number of recreation respectively are important to quality of life. At least 80% partnerships in the delivery of recreation and culture services, utilize recreation and culture facilities. Although this is positive, the relationship between it and the partner groups is integral in these statistics also relate that 10% don’t believe the importance ensuring success. The ongoing process of relationship building of culture to quality of life; 3% don’t believe the importance of is an important and evolving aspect of service provision as is recreation to quality of life. From the household survey even the determining the effectiveness of the current delivery model in most used/visited facility was not used by 20% of households meeting community needs. Although ongoing and enhanced (ENMAX Centre); ninety-eight percent did not use the lawn bowling investment in relationship building is paramount, the potential green. of instituting performances measures for fee-for-service

[ 138 ] 10.2. Gap Analysis—Overall Recreation and Culture Infrastructure

An enhanced community image of recreation and culture Although the City utilizes partnerships in the delivery of services must occur through drawing cross-sectoral support recreation and culture services and facilities, in most cases (health care, education, justice / crime prevention, social the City owns the facilities in which opportunities are offered. services) as well as improved public perception. Social This poses a number of considerations that the City must think marketing is an important consideration in enhanced public about when planning for future service provision in terms of perception of recreation and culture, justifying current and maintaining existing infrastructure as well as building new future investment and hopefully increasing overall participation infrastructure. in recreation and culture activities so that the cost and benefits of recreation and culture can be further enhanced in Maintaining existing facilities requires annual repairs and the City. The City currently promotes recreation and culture maintenance planning, a practice in which the City currently opportunities, in support of its delivery partners, through the participates and budgets approximately 2% of infrastructure Recreation and Culture Guide, the City’s website and other replacement value to do so. Although facilities can be maintained means. annually to prolong useful life, no infrastructure is expected to be usable in perpetuity. Another aspect to recreation and culture Sport, recreation, cultural and heritage tourism. Currently sport, infrastructure provision is the concept of amenity refreshment. recreation, cultural and heritage tourism is the purview of the This concept has to do with the programming of facilities and Lethbridge Sport Council (Sport Bid Committee), Chinook can include modernization of facility amenities (family change Country Tourist Association, the City of Lethbridge, the Allied rooms in swimming pools, off-gender change rooms in arenas, Arts Council, SAAG, and other community stakeholders. Eighty etc.) or changing facility features (switching leisure amenities percent of respondents believe that culture contributes a great in swimming pools or parks areas). This concept is practiced for deal or fair amount to the local economy; 85% believe that recreation and culture facilities in the City’s inventory. recreation contributes a great deal or a fair amount to the local economy. The economic impact information generated through the efforts of the Lethbridge Sport Council (STEAM reports) suggest that this impact is significant.

[ 139 ] As the City’s fleet of facilities is ageing, the City will have to For the purposes of this Master Plan, community priorities decide whether or not to invest in ageing facilities, repurpose have been determined through the various forms of research ageing facilities or decommission ageing facilities. The City’s including: current approach to determine strategic action related to »» Household Survey; infrastructure centre around the concept of the Facility »» Stakeholder Group Consultation (survey & interviews); Condition Index (FCI). This approach is common for many public organizations and equates to the percentage of the cost of »» Other Public Input (web survey / public events); necessary upgrades related to overall facility replacement costs. »» Municipal Comparatives; Although this approach can be effective, it may be misleading as »» Population Growth / Utilization; it does not account for the functionality of the infrastructure in meeting modern programming needs. For instance, a swimming »» Industry Trends; and pool built 40 years ago did not include the leisure amenity focus »» Previous Studies Input. that many of today’s modern pools do. Although the FCI may relate that further investment in the facility is warranted, when considering the overall effectiveness of the facility in meeting Residents identified the primary criteria that the City should program needs, the investment may not be justified. For this use when prioritizing several infrastructure projects. A focus reason, a combination of FCI and Facility Program Index (FPI) on families (58% rated it as very important 26% somewhat has been implemented. FPI is combined with FCI to relate a more important); focus on youth (48% very important and 34% complete picture of facility status and leads to a Facility Quality somewhat important); greatest number of participants (46% Index (FQI) which, in turn, is utilized to provide strategic direction very important; 30% somewhat important); and multi-use related to investing in, repurposing or decommissioning facilities. capability (44% very important; 33% somewhat important) were the main project prioritization criteria residents identified When contemplating the development of new recreation through the telephone survey. and culture facilities, in an ideal world all the various types of infrastructure demanded by residents would be built and Although community priorities are a good indication of what the operated; thereby further benefiting the community through city needs, there are no internal considerations incorporated. enhanced recreation and culture opportunities. Since resource Considerations such as available finances, life cycle of existing constraints do not allow this to occur, the City must prioritize facilities, current facility provision in the region, cost savings needed projects so that they can occur as resources permit. through partnerships and others. These internal considerations In prioritizing there are a number of criteria that must be aid in determining true project rankings considering all pertinent considered, the most important being community demands.

[ 140 ] information for strategic decision making. Using a weighted Funding sources for future recreation and culture projects will average approach, the criteria that should be considered prior to drive service delivery. Due to the deteriorating (proportionately) ranking potential projects include: investment from other levels of government, increase demands for infrastructure and service and increased costs 1. Community demand (community priorities)—top priorities of construction, municipalities have been forced to find new receive higher scoring; sources of funding for recreation and culture service provision. 2. Conformance with City strategic direction—projects in line A new concept in funding recreation and culture is through with City planning receive higher scoring; sponsorships. Although sponsorships such as rink boards and facility naming are already utilized by the City, there are a 3. Current provision in the region—projects that add new number of other assets that could be valuable to sponsors that facilities to the region receive higher scoring; are not fully marketed. 4. Life span of existing facilities—projects that involve amenities that already exist in the community receive higher scoring if existing facility are at or near the end of useful life; 5. Public accessibility to project—projects that are available to the larger portions of the public receive higher scoring; 6. Economic impact of project—projects that have higher expected economic impact receive higher scoring; 7. Cost savings through partnerships / grants—projects that involve external funding sources receive higher scoring; 8. Overall capital cost of project relative to others being contemplated (ROI)—projects that have lower capital costs relative to others being contemplate receive higher scoring; 9. Overall operating cost of project—projects that have lower operating costs receive higher scoring; and 10. Geographic balance in the City—projects that promote geographic balance of infrastructure provision in the city receive higher scoring.

[ 141 ] 10.3. Gap Analysis—Indoor Facilities

A broad array of indoor recreation and culture facility amenities are It is important to note that although these priorities have been currently offered in the community. The following chart outlines identified for Lethbridge, the development of new or upgraded specificindoor facility community priorities for future consideration facilities is not assumed to be the sole responsibility of the City. in Lethbridge. It is important to note that these priorities were This list of indoor priorities should be used strategically to support developed without consideration to the associated capital or initiatives of community associations as well as any internal operating costs of each. Analysis of these costs is a necessary initiatives. The top priorities, as identified in the following table step subsequent to this needs assessment and prior to any facility include: development. 1. Leisure swimming pools; The accompanying table includes the facility types noted in the 2. Fitness / wellness facilities; household and group surveys. The columns in the table represent 3. Ice arena facilities; the research elements undertaken (and presented in this report). 3. Gymnasium type spaces; Checkmarks are put in the columns for each facility type if that 4. Youth centre; research element indicated support for new or enhanced provision. 5. Performing arts / show spaces; To represent the importance of the household survey the top ten 5. Child playgrounds; facility elements received two checks. Once the analysis was 5. Walking / running track; completed and the checkmarks assigned, the facility types are ordered from most checkmarks to least. 5. Leisure ice surfaces; and 5. Before and after school care facilities

[ 142 ] ther Public Input

Indoor Facility Priority Survey Telephone Household Consultation Stakeholder (survey interviews) & O events) public / survey (web Municipal Comparatives Population Growth / Utilization Industry Trends Previous Studies Input Leisure swimming pools Fitness / wellness facilities Ice arena facilities Gymnasium type spaces Youth centre Performing arts / show spaces

Child playgrounds Walking / running track Leisure ice surfaces Before and after school care facilities Art display space / studios

Science centre Field facilities Year round flat surfaces Program / meeting rooms Social / banquet facilities Public art gallery Heritage interpretive facilities Curling rinks Tennis Climbing wall 25 metre competition pools Artist live & work space Racquet sport courts 50 metre competition pools

[ 143 ] 10.4. Gap Analysis— Outdoor Facilities

A broad array of outdoor recreation and culture facility amenities are currently offered in the community. The following chart outlines specificoutdoor facility community priorities for future consideration in Lethbridge. It is important to note that these priorities were developed without consideration to the associated capital or operating costs of each. Analysis of these costs is a necessary step subsequent to this needs assessment and ther Public Input prior to any facility development. Outdoor Facility Priority Survey Telephone Household Consultation Stakeholder (survey interviews) & O events) public / survey (web Municipal Comparatives Population Growth / Utilization Industry Trends Previous Studies Input Picnic areas The accompanying table includes the facility types noted in the household and group Open spaces / undeveloped surveys. The columns in the table represent the green research elements undertaken (and presented Sport fields in this report). Checkmarks are put in the columns for each facility type if that research Festival space element indicated support for new or enhanced Water spray parks provision. To represent the importance of the household survey the top ten facility elements Sledding hill received two checks. Once the analysis was Hiking amenities completed and the checkmarks assigned, the facility types are ordered from most Child playgrounds checkmarks to least. Swimming pools It is important to note that although these Skate parks priorities have been identified for Lethbridge, the development of new or upgraded facilities Public art is not assumed to be the sole responsibility of Fitness equipment the City. This list of outdoor priorities should be used strategically to support initiatives of Dog park community associations as well as any internal initiatives. The top priorities, as identified in the Canoe / kayak / tube river following table include: access Ball diamonds 1. Picnic areas Bike parks (BMX & mountain 2. Open spaces / undeveloped green spaces bike) 2. Sports fields Track and field spaces 2. Festival space 2. Water spray parks Disc Golf 3. Sledding hill Basketball courts 3. Hiking amenities Beach volleyball courts 4. Child playgrounds 5. Swimming pools 5. Skate parks

[ 144 ] 10.5. GAP Analysis—Programs and Opportunities

Although approach on how programs are delivered is discussed »» The integration, where possible, of pertinent stages of the in earlier sections, the following list of desired programs and Sport For Life Strategy; opportunities has been developed based on the research »» Outdoor programming for youth, promoting interaction and conducted. Delivery responsibility for these desired programs “building a relationship” between youth and the outdoors ; and opportunities is not assumed to be the sole responsibility of the City of Lethbridge. »» Programs offered to school aged children during the afterschool time period (3pm–6pm); »» Programs that ensure accessibility to recreation and culture »» Arts and culture programming, both scheduled and opportunities for low income residents; spontaneous in nature, including arts and crafts, »» Opportunities that allow for spontaneous, drop-in recreation performance and visual arts and music; and and culture activities for all ages; »» The continuation of traditional team sport offerings for all »» Programs that focus on utilizing recreation and culture age groups. pursuits to promote social inclusion; »» Broader public programs focused on general fitness / The public spoke about the need for improved public awareness wellness; / advertising / promotion for program offerings. Cost was also cited as an issue. Specifically for recreation programming »» Broader public programs focused on nutrition and healthy residents indicated that improved hours of operation were choices; needed for programs.

[ 145 ]

Appendices:

— Appendix A Facility Provision Comparison — Appendix B Household Survey Instrument — Appendix C Group Survey Participants — Appendix D Organizations Interviewed Appendix A

Facility Comparison: Indoor Provision

Lethbridge Better Similar Lesser

Population 25m 50m Art galleries Art Studio Curling rinks Fitness / swimming swimming (Public) Spaces (# of sheets) Wellness tanks tanks Facilities (e.g. exercise / weight room)

Medicine Hat 60,005 2 1 3 11 12 2 Red Deer 90,564 3 3 4 16 4 Kamloops 85,678 1 1 2 3 14 4 Lethbridge 83517 4 1 3 4 10 2

Medicine Hat 60,005 30,003 60,005 20,002 5,455 5,000 30,003 Red Deer 90,564 30,188 30,188 22,641 5,660 22,641 Kamloops 85,678 85,678 85,678 42,839 28,559 6,120 21,420 AVERAGE 48,623 72,842 31,010 18,885 5,594 24,688 Lethbridge 83,517 20,879 83,517 27,839 20,879 8,352 41,759

Population Indoor tennis Leisure ice Leisure Performance arena Performing arts courts surfaces Swimming (multi-purpose for / show spaces (# of courts) Pools sports, concerts, (dedicated) events, etc)

Medicine Hat 60,005 2 1 1 4 Red Deer 90,564 8 2 1 2 Kamloops 85,678 5 1 3 2 Lethbridge 83517 1 2

Medicine Hat 60,005 30,003 60,005 60,005 15,001 Red Deer 90,564 11,321 45,282 90,564 45,282 Kamloops 85,678 17,136 85,678 28,559 42,839 AVERAGE 19,486 63,655 59,709 34,374 Lethbridge 83,517 83,517 41,759

[ A:2 ] Gymnasiums- Gymnasiums- Heritage Ice arenas (# Indoor child Indoor Indoor field facilities Municipal or schools (with interpretive of sheets) playgrounds climbing (# of surfaces / not-for-profit / public access facilities walls- public pitches) community partner through joint use operated agreement)

1 23 2 6 3 2 1 6 1 3 2 3 4 1 6 1 4 28 3 6 1 2

60,005 2,609 30,003 10,001 20,002 45,282 90,564 15,094 90,564 30,188 45,282 28,559 21,420 85,678 14,280 85,678 44,615 12,014 68,748 13,125 90,564 30,188 50,321 20,879 2,983 27,839 13,920 83,517 41,759

Racquetball / Science Seniors Walking Year-round indoor flat surfaces Youth Centres squash courts Centres Centres- / running (e.g. for activities such as (# of courts) dedicated tracks lacrosse / roller derby)

1 1 1 1 1 1 1 1 1 2 1 1 21 1

60,005 60,005 60,005 60,005 90,564 90,564 90,564 85,678 85,678 42,839 85,678 85,678 60,005 85,678 78,749 64,469 85,678 78,749 83,517 83,517

[ A:3 ] Facility Comparison: Outdoor Provision

Lethbridge Better Similar Lesser

Population Ball diamonds Beach Bike parks Disc Golf Sites Dog parks Festival volleyball (BMX, outside courts mountain venues bike) Medicine Hat 60,005 46 6 1 5 Red Deer 90,564 89 5 2 2 2 3 Kamloops 85,678 35 5 3 2 4 3 Lethbridge 83,517 60 5 1 1 3 1

Medicine Hat 60,005 1,304 10,001 60,005 12,001 Red Deer 90,564 1,018 18,113 45,282 45,282 45,282 30,188 Kamloops 85,678 2,448 17,136 28,559 42,839 21,420 28,559 AVERAGE 1,590 15,083 44,615 44,061 26,234 29,374 Lethbridge 83,517 1,392 16,703 83,517 83,517 27,839 83,517

Population Outdoor basketball Outdoor child Outdoor Picnic shelters Rectangular courts playgrounds swimming (# of shelter sports fields pools buildings) Medicine Hat 60,005 16 82 4 5 44 Red Deer 90,564 22 155 1 6 78 Kamloops 85,678 6 41 2 5 40 Lethbridge 83,517 38 75 2 3 69

Medicine Hat 60,005 3,750 732 15,001 12,001 1,364 Red Deer 90,564 4,117 584 90,564 15,094 1,161 Kamloops 85,678 14,280 2,090 42,839 17,136 2,142 AVERAGE 7,382 1,135 49,468 14,744 1,556 Lethbridge 83,517 2,198 1,114 41,759 27,839 1,210

[ A:4 ] Major spectator ball diamonds- Major sport park Nature Open space / undeveloped please indicate seating capacity (e.g. multiple field complex) Centres green space (# of hectares)

1 2 1 1 2 1 1618 1 10 1180 2 4 1 1703

60,005 30,003 60,005 90,564 45,282 90,564 56 85,678 8,568 73 78,749 27,951 75,285 64 41,759 20,879 83,517 49

Skate parks Tennis Courts Track and field Trails and Water spray parks (# of courts) facilities pathways (# of km) 1 23 1 92 4 2 52 1 125 4 2 26 4 80 4 1 24 2 140 2

60,005 2,609 60,005 652 15,001 45,282 1,742 90,564 725 22,641 42,839 3,295 21,420 1,071 21,420 49,375 2,549 57,330 816 19,687 83,517 3,480 41,759 597 41,759

[ A:5 ] Appendix B: Household Survey Recreation and Culture Needs Assessment

Hello, my name is ______with Ipsos Reid, a professional research company. We have been contracted to conduct a survey on behalf of the City of Lethbridge to ask your opinions about recreation and culture services and opportunities available in Lethbridge. The City is developing a recreation and culture master plan which ultimately will guide the development of culture and recreation programs, services, and facilities. Your household has been randomly dialed to participate in this study. I would like to assure you that we are not selling or promoting anything and that all your responses will be kept completely anonymous. Your views are very important to the successful development of this master plan.

[Interviewer Note: If residents have questions about the study they can be referred to the Information Desk at the City of Lethbridge at (403) 320–3020.]

(Interviewer note: If respondent is confused about what the survey is about, say, “The City is developing a recreation and culture master plan which ultimately will guide the development of culture and recreation programs, services, and facilities. This is not about a new park or proposed leisure centre or twin ice”) (PUT ON FLYSHEET)

For this study, I need to speak to the (ALTERNATE: male / female) in your household who is 18 years of age or older and who is having the next birthday. And is that person available?

Yes, speaking [CONTINUE]

Yes, I’ll get him / her [REPEAT INTRODUCTION AND CONTINUE] Not now [ARRANGE CALLBACK AND RECORD FIRST NAME OF SELECTED RESPONDENT]

S1. Do you live within the Lethbridge City limits? Yes No [THANK & TERMINATE] Don’t know [THANK & TERMINATE]

S2. RECORD GENDER: WATCH QUOTAS (50 / 50 SPLIT) Male Female

S3. This interview will take about 20 minutes. Is this a convenient time for us to talk, or should we call you back? Convenient time [CONTINUE] Not convenient time [ARRANGE FOR CALL-BACK]

S4.In which area of the City do you live? [READ LIST] North South West [IF DK IN S4, THANK AND TERMINATE]

[ A:6 ] Section I: Top of Mind Thoughts

1. In your view, what are the main reasons that your household participates in recreation & cultural activities? (DO NOT READ) (ACCEPT MULTIPLE RESPONSES)

Physical health / exercise Enjoy a challenge To be with family / friends Meet new people Relaxation Pleasure / entertainment To be creative Improve skills or knowledge Help the community To “get away” To enjoy nature Something different than work Satisfy curiosity Other (please specify) Does not participate

2. What words would you use to describe Lethbridge’s cultural offerings and opportunities, taking into account facilities, programs and events? (PROBE FOR UP TO 2 MENTIONS)

[RECORD VERBATIM]

3. What words would you use to describe Lethbridge’s recreational offerings and opportunities, taking into account facilities, programs and events? (PROBE FOR UP TO 2 MENTIONS)

[RECORD RESPONSE]

[ A:7 ] Section II: Current Usage / Visitation

4. I am going to read to you a list of some facilities in Lethbridge. For each facility please indicate the number of times you or a member of your household have used or visited the facility within the previous 12 months. The first one is [INSERT ITEM]. How many times has your household used or visited this facility in the previous 12 months (READ SCALE)? What about [INSERT SECOND ITEM]? (READ SCALE FIRST TIME AND THEN ONLY IF NECESSARY, OR CLARIFY SCALE IF REQUIRED. IF RESPONDENT GIVES YOU A NUMBER, JUST ENTER THAT INTO SCALE LIST)

(HOUSEHOLD COUNT—SINGLE USE FOR MULTIPLE HOUSEHOLD MEMBERS IN THE SAME ACTIVITY.)

[RANDOMIZE] Arenas—(If necessary: Adams, Civic, Henderson, Labor Club, Nicholas Sheran) Indoor pools—(If necessary: Stan Siwik (1901–15Ave), Nicholas Sheran Leisure Centre (401 Laval Blvd West), Fritz Sick Pool (420–11 Street South)) Outdoor pools—(If necessary: Henderson (2710 Parkside Drive South), Westminster (411–16 St North)) Spray parks ENMAX Centre Seniors Centre—Lethbridge senior citizen organization, Norbridge Lethbridge Curling Rink Off-Leash Dog Parks Bowman Arts Centre Yates / Sterndale Bennett (theatres) SAAG (Southern Alberta Art Gallery) Galt Museum & Archives Indian Battle Park Sports Fields (If necessary: throughout Lethbridge) Skate Board Park Soccer Centre (indoor soccer fields) BMX Park Tennis courts Fish & Game Shooting Range Softball Valley Ball Diamonds (If necessary: throughout Lethbridge) Japanese Gardens Picnic shelters Mountain Bike Facility Gymnasiums Civic Athletic Field Lawn bowling Disk golf Murals, public art (Note: visitation / usage in this instance refers to consciously and specifically looking at the art e.g. mural on building, etc) Fort Whoop-Up Helen Schuler Nature Centre Outdoor basketball courts Galt Gardens Nature reserve parks (If necessary: such as Alexander Wilderness, Cottonwood and Elizabeth Hall Wetlands)

[ A:8 ] [SCALE] Did not use 1–5 uses 6–10 uses 11–20 uses 21 or more Was unaware of it / never heard of it

5. There are a number of events and festivals that are held in Lethbridge every year. While many of these events and festivals are staged by organizations other than the City of Lethbridge, the City does provide some support to many of them (READ IF NECESSARY: provides some funding, helps with promotions, etc). I am going to read you four different events and for each one, I would like you to tell me: a. Whether you or someone in your household attended an event within the previous 12 months? AND b. Whether you support or oppose the City providing some assistance and support to help with the staging of the events.

The first event is [INSERT ITEM]. Have you or someone in your household attended this type of event within the previous 12 months?

And do you support or oppose the City providing assistance and support to help with the staging of [INSERT ITEM]? Is that somewhat or strongly? (CLARIFY SCALE IF NECESSARY.)

[RANDOMIZE LIST] [RECORD A&B FOR EACH ITEM] Cultural and Heritage events (such as Canada Day; International Peace Pow Wow; Jazz Festival, Art Walk) Recreational events (such as the Moonlight Run) Special events (such as Street Wheelers, Dragon Boat Festival, Air Show) Sports events (such as Little League nationals / soccer nationals / multi-sport games)

[SCALE] [ASK 5A AND 5B FOR EACH ITEM BEFORE MOVING TO THE NEXT ITEM] A) Yes No Don’t know (DO NOT READ)

B) Strongly support Somewhat support neither support nor oppose Somewhat oppose Strongly oppose

[ A:9 ] Section III: Recreation and Culture Service Assessment

It is important that you understand how we are defining culture: Culture involves the arts—visual, literary, and performing. Culture also refers to the services and programs that reflect the history and traditions of the area and can include museums and heritage sites.

6. What, if anything prevents you or someone in your household from participating in cultural opportunities in Lethbridge? (Do not read. ACCEPT MULTIPLE RESPONSES)

7. To what extent do you agree or disagree with the following statement? “Culture is important to my quality of life in Lethbridge.” (READ LIST)

[SCALE] Strongly agree Somewhat agree Neither agree nor disagree Somewhat disagree Strongly disagree

8. Overall, how satisfied are you with the availability of culture programs and services currently offered in Lethbridge? (READ LIST)

[SCALE] Very satisfied Somewhat satisfied Neither satisfied nor dissatisfied Somewhat dissatisfied Very dissatisfied

[ASK ONLY IF SOMEWHAT / VERY DISSATISFIED AT Q8] Q8a. Why are you [INSERT RESPONSE FROM Q8] with culture programs and services currently offered in Lethbridge? (DO NOT PROBE)

[RECORD VERBATIM]

[ A:10 ] 9. Through community organizations, other not-for-profit groups and the City, there is a variety of cultural programming offered to residents of Lethbridge. Thinking about such things like new programs, existing programs, children’s and seniors’ programs, what improvements or changes are needed? (DO NOT PROBE)

[RECORD VERBATIM]

10. I am going to read you a number of items. How much do you think culture services, facilities, and opportunities in Lethbridge contribute to each of the following? The first one is [INSERT FIRST ITEM] and our scale is: A great deal, a fair amount, very little or none. What about [INSERT SECOND ITEM]? (REPEAT SCALE IF NECESSARY. READ IF NECESSARY: How much do you think culture services, facilities and opportunities in Lethbridge contribute to each of the following?) (PLEASE BRIEF INTERVIEWERS TO ONLY REPEAT SCALE IF NECESSARY)

[RANDOMIZE] Civic pride. The local economy Public safety / crime reduction Tourism Personal enrichment / education / career opportunity Community identity Community building Fun / enjoyment Attracting new residents Attracting new businesses

[SCALE] A great deal A fair amount Very little None

It is important that you understand how we are defining recreation. Recreation deals with free time, sport, hobbies, or pastimes. Recreation pursuits include activities such as organized sports, non-structured sport and physical activities, general interest programs, etc.

11. What, if anything prevents you or someone in your household from participating in recreation opportunities in Lethbridge? (Do not read) (PROBE FOR UP TO TWO MENTIONS)

Admission fees Equipment costs Transportation limitations (cost / availability) Overcrowded facilities Poor / inadequate facilities Unaware of some opportunities Too busy / no time Don’t have the ability Better opportunities elsewhere Nothing / none Other (please specify) [ A:11 ] 12. To what extent do you agree or disagree with the following statement? Recreation is important to my quality of life in Lethbridge. (READ LIST)

[SCALE] Strongly agree Somewhat agree Neither agree nor disagree Somewhat disagree Strongly disagree

13. Overall, how satisfied are you with the availability of recreation programs and facilities currently offered in Lethbridge? (READ LIST)

[SCALE] Very satisfied Somewhat satisfied Neither satisfied nor dissatisfied Somewhat dissatisfied Very dissatisfied

[ASK ONLY IF SOMEWHAT / VERY DISSATISFIED AT Q13] Q13a. Why you [INSERT RESPONSE FROM Q13] with the availability of recreation programs and facilities currently offered in Lethbridge? (DO NOT PROBE)

[RECORD VERBATIM]

14. Through community organizations, other not-for-profit groups and the City there is a variety of recreation programming offered to residents of Lethbridge. Thinking about such things like new programs, existing programs, children’s and seniors’ programs, what improvements or changes are needed? (DO NOT PROBE)

[RECORD VERBATIM]

[ A:12 ] 14a. I am going to read you a number of items. How much do you think recreation services, facilities, and opportunities in Lethbridge contribute to each of the following? The first one is [INSERT FIRST ITEM] and our scale is: A great deal, a fair amount, very little or none. What about [INSERT SECOND ITEM]? (REPEAT SCALE IF NECESSARY. READ IF NECESSARY: “how much do you think recreation services, facilities and opportunities in Lethbridge contribute to each of the following?”) (PLEASE BRIEF INTERVIEWERS TO ONLY REPEAT SCALE IF NECESSARY)

[RANDOMIZE]

Civic pride The local economy Public safety / crime reduction Tourism Personal enrichment / education / career opportunity Community identity Community building Fun / enjoyment Attracting new residents Attracting new businesses

[SCALE] A great deal A fair amount Very little None

[ A:13 ] Section IV: New / Upgraded, Culture & Recreation Facilities

15. Answering on behalf of your entire household, do you see a need for new and / or upgraded culture and recreation facilities, parks and indoor & outdoor trails to be developed in Lethbridge? Yes No Don’t know / unsure

[ASK IF YES AT Q15, OTHERWISE SKIP TO Q18] 15b. What kinds of indoor and / or outdoor facilities, parks and trails do you think are needed? (DO NOT READ) (SELECT MULTIPLE MENTIONS) (RECORD FIRST MENTION SEPARATELY)

Fitness / wellness facilities (e.g. exercise / weight room) Public art gallery Leisure swimming pools Indoor child playgrounds Heritage interpretive facilities Before and after school care facilities Ice arena facilities Curling rinks Performing arts / show spaces 25 m competition swimming tanks 50 m competition swimming tanks Artist Live & Work space Indoor field facilities Art display and related activity spaces, studios and practice spaces (visual and performing arts) Racquet sport courts (racquetball, squash) Gymnasium type spaces Science centre Year round indoor flat surfaces (for activities such as lacrosse / roller derby) Leisure ice surfaces Youth Centre Indoor climbing wall Program / meeting rooms Walking / running track Indoor tennis Social / banquet facilities Other (specify)

[ A:14 ] 16. Answering on behalf of your entire household and recognizing capital and operating costs associated with new development or enhancement, please indicate whether you support or oppose considering each of the following indoor recreation and culture facility components in the future in Lethbridge. Our scale is [READ SCALE]. The first item is [INSERT FIRST ITEM]. And what about [INSERT SECOND ITEM]. (READ SCALE AS NEEDED.) (IF NECESSARY: this includes new development or enhancement or expansion to existing recreation & culture facilities and amenities.) (PLEASE BRIEF RESPONDENTS TO REPEAT SCALE ONLY IF NECESSARY)

[RECORD RESPONSE FOR EACH ITEM] [LIST] [RANDOMIZE]

Fitness / wellness facilities (e.g. exercise / weight room) Public art gallery Leisure swimming pools Indoor child playgrounds Heritage interpretive facilities Before and after school care facilities Ice arena facilities Curling rinks Performing arts / show spaces 25 metre competition swimming tanks 50 metre competition swimming tanks Artist Live & Work space Indoor field facilities Art display and related activity spaces, studios and practice spaces (visual and performing arts) Racquet sport courts (racquetball, squash) Gymnasium type spaces Science centre Year round indoor flat surfaces (for activities such as lacrosse / roller derby) Leisure ice surfaces Youth Centre Indoor climbing wall Program / meeting rooms Walking / running track Indoor tennis Social / banquet facilities

[SCALE] Strongly support Somewhat support Neither support nor oppose Somewhat oppose Strongly oppose

[ A:15 ] 17. Answering on behalf of your entire household and recognizing capital and operating costs associated with new development or enhancement, please indicate whether you support or oppose considering each of the following OUTDOOR recreation and culture facility components in the future in Lethbridge. Our scale is [READ SCALE]. The first item is [INSERT FIRST ITEM]. And what about [INSERT SECOND ITEM]. (READ SCALE AS NEEDED) (IF NECESSARY: this includes new development or enhancement or expansion to existing recreation & culture facilities and amenities.) (PLEASE BRIEF RESPONDENTS TO REPEAT SCALE ONLY IF NECESSARY)

[RANDOMIZE]

[LIST] Festival outside venue Track and field spaces Outdoor public art Open spaces / undeveloped green spaces Bike parks (BMX, mountain bike) Picnic areas Canoe / kayak / tube access to the river Sport fields (i.e. soccer, football, etc.) Ball diamonds Child playgrounds Water spray parks Outdoor basketball courts Outdoor sledding hill Skateboard parks Outdoor swimming pools Beach volleyball courts Hiking amenities (such as board walks, interpretive signage, viewing blinds, etc) Outdoor fitness equipment Dog park

[SCALE] Strongly support Somewhat support Neither support nor oppose Somewhat oppose Strongly oppose

[ A:16 ] 18. The City cannot undertake a large number of facility projects at one time, but has to set priorities amongst a number of projects. On a scale of 1–5 with 1 being “not at all important” and 5 being “very important”, please indicate how important each criteria should be when setting project priorities. The first criteria is [INSERT FIRST ITEM]. What about [INSERT SECOND ITEM]. (READ SCALE AS NECESSARY) (PLEASE BRIEF RESPONDENTS TO REPEAT SCALE ONLY IF NECESSARY)

[SCALE] 5—very important 4 3 2 1—not at all important

[LIST] [RANDOMIZE] Capital cost (IF NECESSARY: cost to build a facility) Operating cost (IF NECESSARY: cost to run a facility) Focus on youth Focus on seniors Focus on families Focus on adults Improvements to existing facilities (including indoor and outdoor) prior to developing new facilities. Projects that serve the greatest numbers of participants Projects that service a variety of programs / activities (multi use) Projects that will raise the profile of Lethbridge in the region Culture and heritage focus Recreation focus

Section V: Willingness to Pay

19. Considering recreation programs and facilities, as well as cultural services in Lethbridge, would you support or oppose an increase in your property taxes for [INSERT ITEM]….? Would that be strongly support, somewhat support, neither support nor oppose, somewhat oppose or strongly oppose? (READ SCALE IF NECESSARY) [RANDOMIZE]

Enhancements to services your household members use New services that your household members would use Services that are important to the broader community but that your household members may not use

[SCALE] Strongly support Somewhat support Neither support nor oppose Somewhat oppose Strongly oppose

[ A:17 ] Section VI: Philosophy of Provision

20. I am going to read you a number of statements and would like you to indicate the extent to which you agree or disagree with each. The first one is [INSERT FIRST ITEM]. Would that be strongly agree, somewhat agree, neither agree or disagree, somewhat disagree or strongly disagree? What about [INSERT SECOND ITEM]? (READ SCALE IF NECESSARY) (PLEASE BRIEF RESPONDENTS TO REPEAT SCALE ONLY IF NECESSARY) [RANDOMIZE]

Lethbridge should serve as a regional destination for recreation opportunities. Lethbridge should be able to host major recreation and sporting events. Lethbridge should serve as a destination for cultural opportunities. Lethbridge should be a provincial tourism destination for cultural opportunities. As much as possible, the City of Lethbridge should provide recreation and culture services through partnerships with community groups.

[SCALE] Strongly agree Somewhat agree Neither agree or disagree Somewhat disagree Strongly disagree

Section VII: Respondent Profile

In order for us to better understand the different views and needs of residents, the next few questions allow us to analyze the data into sub-groups.

21a. In what year were you born? [RECORD YEAR—RANGE 1900 TO 1994]

21b. How long have you lived in Lethbridge? [RECORD NUMBER OF YEARS] [RANGE: 0–100]

22. Do you expect to be residing in Lethbridge for the next five years? Yes No Not Sure (DO NOT READ)

[ A:18 ] 23. Please describe your household by identifying the number of members in each of the following age groups, including yourself. (READ LIST, RECORD SEPARATELY) [ACCEPT RESPONSE PER AGE GROUP, RECORD SEPARATELY]

0 to 9 10 to 19 20 to 29 30 to 39 40 to 59 60 to 69 70 and older

[RANGE: 0–10]

24. Do you own or rent your home? Own Rent

25. Have you or members of your household immigrated or resettled in Canada within the past 5 years? Yes No

26. Which of the following categories best describes the total annual income, before taxes, of all the members of your household? Please stop me when I get to your category. (READ LIST—ACCEPT RESPONSE BEFORE FINISHING LIST)

Less than $30,000 $30,000 to just under $45,000 $45,000 to just under $60,000 $60,000 to just under $75,000 $75,000 to just under $90,000 $90,000 to just under $105,000 $105,000 to just under $120,000 $120,000 to just under $135,000 $135,000 to just under $150,000 $150,000 and over Don’t know / refused (DO NOT READ)

[ A:19 ] Appendix C: Group Survey Participants

1 AHS-Addiction services 38 Lethbridge Ringette Association 2 Alberta Sport Development Centre Southwest 39 Lethbridge Soccer Association 3 Allied Arts Council of Lethbridge 40 Lethbridge Softball Association 4 Art Society 41 Lethbridge Speed Skating Club 5 Blackfoot Canadian Cultural Society 42 Lethbridge Sport Council 6 Canadian Yoga Institute 43 Lethbridge Sports Hall of Fame 7 Chinook Country Shooters Club 44 Lethbridge Summer Swim Club 8 Community Futures Lethbridge Region 45 Lethbridge Symphony Orchestra 9 Covenant Health 46 Lethbridge Symphony Women’s League 10 Deep Waters Counselling Services 47 Lethbridge Walk ‘N Talk 11 Drama Nutz Productions 48 Musical Theatre Society 12 Galt Museum & Archives 49 New West Theatre 13 Girl Guides of Canada—Chinook Area 50 Nord-Bridge Seniors Centre 14 It’s a Blast 51 Old Man River Tubing 15 L.A. Hotshots Junior Air Rifle Shooting Club 52 Parent and User 16 Les Femtastiques de Lethbridge 53 Rage Lacrosse 17 Lethbridge & District Japanese Garden Society 54 Runner’s Soul Race Association 18 Lethbridge Association for Community Living 55 Scouts Canada 19 Lethbridge Athletic Association 56 South Country Treatment Centre 20 Lethbridge Branch of the Alberta Registered Music 57 Southern Accord Chorus Teachers’ Association 58 Southern Alberta Firearms Education Society 21 Lethbridge Bulls Baseball Club 59 Southern Alberta Group for the Environment (SAGE) 22 Lethbridge College Athletics 60 Special Olympics Lethbridge 23 Lethbridge Combative Sports Commission 61 St. Patrick Fine Arts Elementary School 24 Lethbridge Community Band Society 62 The Lethbridge Artist’s Club 25 Lethbridge Fish and Game Association 63 Trap Door ARC 26 Lethbridge Food Bank 64 Troyanda Ukrainian Dance Club 27 Lethbridge Handicraft Guild (Weavers) 65 U of L Climbing Club 28 Lethbridge Highland Dance Assoc 66 U of Lethbridge, Sport & Recreation (Services) 29 Lethbridge Irish Dance Association 67 United Way of Lethbridge & SW AB 30 Lethbridge Jazz Society 68 University of Lethbridge—Recreation (Facilities) 31 Lethbridge Kinsmen Club 69 University of Lethbridge Conservatory of Music 32 Lethbridge Kyodokan Judo Club 70 Volunteer Lethbridge Association 33 Lethbridge Lacrosse Association 71 Vox Musica Choral Society 34 Lethbridge Masters Swim Club 72 Zephyrs Triathlon Team 35 Lethbridge Medieval Club 36 Lethbridge Minor Football 37 Lethbridge Minor Hockey

[ A:20 ] Appendix D: Organizations Interviewed

Organization 1 Early Childhood Mapping Project 20 Lethbridge Tennis Club 2 Alberta Sport Development Centre 21 Henderson Golf Club 3 Lethbridge Sport Council 22 Lethbridge Senior Citizens Organization 4 Rec Excellence 23 Southern Alberta Equestrian Council 5 Lethbridge College Athletics 24 Southern Alberta Art Gallery (SAAG) 6 Lethbridge Soccer Association 25 Allied Art Council 7 Japanese Garden 26 Fort Whoop-Up 8 Lethbridge Skateboard Association 27 Nord-Bridge Seniors Centre 9 Lethbridge Kyodokan Judo Club 28 Lethbridge Symphony 10 Lethbridge Combative Sport Commission 29 Immigrant Services 11 Lethbridge School Distric t#51—Joint Use 30 New West Theatre 12 Oldtimers Hockey 31 YMCA 13 Learn to Skate 32 U of Lethbridge Conservatory 14 Be Fit for Life 33 Youth Advisory Council 15 U of Lethbridge Rec Services 34 Helen Schuler Nature Centre 16 YWCA 35 Chinook Country Tourist Association 17 Lethbridge Minor Hockey 36 Japanese Garden 18 Baseball Facility Committee 37 Galt Museum & Archives 19 Lethbridge Fish & Game Association 38 Holy Spirit School Division

[ A:21 ] The State of Recreation and Culture in Lethbridge City of Lethbridge The State of Recreation and Culture in Lethbridge City of Lethbridge