(IFP) Inventory Study
Transcription
(IFP) Inventory Study
Saint John Leisure Services Infrastructure, Facilities & Programming (IFP) Inventory Study City of Saint John, Leisure Services Department ADI Limited L00943801 May 26, 2010 This report was prepared by ADI Limited for the account of the City of Saint John Leisure Services Department. Any use which a third party makes of this report, or any reliance on or decisions based on it, are the responsibility of such third parties. ADI Limited accepts no responsibility for damages, if any, suffered by any third party as a result of decisions made or actions based on this project. This report has been prepared by ADI Limited May 2010 Table of Contents 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 Introduction 1.1 Project Overview 1.2 Geographic Information Systems (GIS) Community Profile 2.1 Demographic Characteristics 2.2 Demographic Trends Recreation Trends 3.1 Participation Trends 3.2 Facility Planning Trends Community Issues Stakeholder Consultation 5.1 Consultation Process 5.2 Public Consultation 5.3 Consultation Results Recommendations 6.1 Recommended Decision-Making Framework 6.2 Recommended Actions Inventories 7.1 Indoor Facilities Inventory 7.2 Outdoor Facilities Inventory 7.3 Parks & Playgrounds Inventory 7.4 Programming Inventory Conclusion 1 1 1 3 3 6 10 10 11 13 15 15 16 16 19 19 22 25 26 32 37 42 47 APPENDICES Appendix A: Decision-Support Mapping Map A.I: Playground Locations & Number of Children Aged 0-9 Map A.II: Community Centre Locations & Incidence of Low Income (Pre-Tax) Map A.III: Outdoor Facilities & Population Change (2001-2006) Map A.IV: Indoor Facilities & Population Density (2006) Map A.V: Neighbourhood Park Catchment Areas (800m) Map A.VI: Community Park Catchment Areas (2.4km) Appendix B: Community Hubs Concept Appendix C: Stakeholder List Appendix D: Recreation Inventory Brochure & Questionnaire Appendix E: Consultation Results Appendix F: Recreation Facilities Best Practices Appendix G: Facility Scheduling Software Appendix H: Turf Management Policies Appendix I: Facilities Inventory Appendix J: Ice-Time Allocation Policy Appendix K: Programming Inventory Appendix L: Best Practices in Program Delivery Table of Contents (con’t) LIST OF FIGURES Figure 1: Age Distribution by Gender, City of Saint John (2006) Figure 2: Age Distribution by Gender, Rest of CMA (2006) Figure 3: Incidence of Low Income in Saint John and Elsewhere (2006) Figure 4: Population Change in Saint John CMA (1971-2006) Figure 5: Population Trends in City of Saint John by Age Cohort (1996-2006) Figure 6: Population Trends in Rest of CMA by Age Cohort (1996-2006) Figure 7: Department of Education Enrolment Projections, School Districts 6 & 8 (2005-2025) Figure 8: Median Age in City of Saint John and Elsewhere (1996-2006) Figure 9: Obesity Rates in Saint John (Health Region 2) Figure 10: Physical Activity Rates in Saint John (Health Region 2) Figure 11: Changing Participation Rates for 5-14 Year Olds (1992 & 2005) Figure 12: Age and Participation Rates in Sports Figure 13: Recreation and Leisure Atttendance, Saint John, Halifax and Charlottetown LIST OF INVENTORY MAPS Map A: Indoor Facilities Map B: Outdoor Facilites Map C: Playgrounds Map D: Parks & Open Space 4 4 5 6 7 7 8 8 9 9 10 11 45 1.0 Introduction 1.1 Project Overview A community’s quality of life and attractiveness is often evaluated on its recreational facilities and the range of leisure programs and opportunities it can offer its residents. Recreational infrastructure plays a major role in boosting a community’s pride and the quality of the local environment, promoting active and healthy lifestyles and attracting new residents. In mid-2009, the City of Saint John issued a Request for Proposals to conduct a comprehensive study of recreational infrastructure, facilities and programs in the city, including City property, School Board lands, community organization facilities, etc. ADI Limited was retained by the City to complete the Saint John Leisure Services Infrastructure, Facilities and Programming Inventory Study (Recreation Inventory Study). The purpose of the study is threefold: to confirm a complete list of recreational infrastructure; to determine how well recreational facilities and programs are serving the community; and to identify key community issues regarding the current state of the City’s recreation services. Unlike previous recreation reports, the Recreation Inventory Study focuses on obtaining a more detailed account of current recreation infrastructure and programs. The City has not conducted a complete inventory of recreational facilities in Saint John in almost 20 years; the most up-to-date overview occurring as part of the 1992 City of Saint John Recreation and Open Space Strategy. The Recreation Inventory Study will take stock of existing recreation services and will serve as a component of the background document to the upcoming Municipal Plan and Growth Management Strategy for Saint John. In order to complete the Recreation Inventory Study, ADI Limited adopted the following approach. First, extensive background research was conducted, including an analysis of existing recreation reports and studies, demographic statistics, planning documents and other pertinent information related to recreation trends. One of the outputs of this process is a community profile for Saint John that examines existing demographic characteristics and community trends (see Section 2.0), which is followed by a discussion of recreation trends at the national, provincial and local level (see Section 3.0). Input from stakeholders was solicited to gage their satisfaction with existing recreation services and identify priority areas for improvement. It is important to note that public participation was not within the scope of this study. The Recreation Inventory Study will form part of the Technical Background Study on Parks and Recreation for the new City of Saint John Municipal Plan. It is anticipated that the municipal planning process will provide appropriate public consultation opportunities. Detailed results of the stakeholder consultations that were conducted as part of this study are contained in Section 5.0. Combining the findings of the background research, recreation trends and stakeholder consultation, ADI Limited identified the overarching community issues that will impact the delivery of City recreation services in the near future. A discussion of these key community needs can be found in Section 4.0, while Section 6.0 contains recommendations as to how the City can best address these issues. ADI Limited then created a preliminary inventory of recreation facilities using the City’s existing Geographic Information Systems (GIS) database for recreation facilities, which required substantial updating. Individual facilities were verified through “ground-truthing,” conducting site visits to compare what was in the database to what was actually on the ground. New facilities were added to the database and outdated facilities were removed. L00943801 ADI Limited Page 1 Each facility type contained in the database (arenas, community centres, recreational fields, etc.) was benchmarked against industry service-level standards to determine whether or not there was an oversupply or undersupply of any given facility type in Saint John. In addition to the facility inventory, a programming inventory was completed that provides an overview of the types of programs offered by Saint John Leisure Services and other community organizations. Section 7.0 contains the findings of these inventories. 1.2 Geographic Information Systems The original scope of the inventory study included GIS analysis using baseline data layers provided by the City of Saint John. However, the available recreational database resources were incomplete, fragmented, and or not sufficient for the project. ADI Limited undertook the task of modifying existing data layers and creating new data layers for all recreation facilities and infrastructure, including private and public infrastructure within the city limits. These efforts have been coordinated with the City’s GIS Services Coordinator. Recreation facilities and infrastructure features have been captured in both point and polygon format, enabling not only the display and query of data as point-based locations, but also as aerial extents. Area-based feature representation has enabled more sophisticated analysis of the recreational spaces within the context of the urban, suburban and rural subareas of the City. Locations and boundaries were captured through a combination of ground-based data collection and the interpretation of the City’s high resolution orthophotography. ADI Limited’s approach to the development of a detailed recreation inventory database is consistent and fully compliant with the City’s objective to store and manage geospatial data using GIS technology. The data layers created through our analysis are based on fundamental geospatial database design and structure and represent a current archive of existing infrastructure. The data layers contained in this report have been compiled using ESRI ArcGIS Software and are currently in an ESRI Shapefile format, compatible with the City’s GIS software. Once in place, this database can be maintained through cooperative relationships between Leisure Services and the GIS Services group. The GIS data will provide Leisure Services with operational opportunities that will help balance their responsibilities and better manage requests for additional and renewed infrastructure. By utilizing demographic data, geographic analysis requests can be directed more effectively to those geographical locations that meet the needs of the community. Appendix A contains examples of GIS-based maps that can help support Leisure Services decision-making processes. In many ways, this was the most important task of the Recreation Inventory Study as it builds capacity within Leisure Services and provides an important historical legacy of accurate information for the City. Most reports of this nature represent a “snapshot” in time. However, as the City of Saint John moves towards a more service-based, responsive, resource conscious and results-oriented organization, the importance of centralized GIS asset management will become more and more apparent. Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 2 2.0 Community Profile It is a challenging task for a municipality to keep pace with changing community needs. As the demographic profile of a city changes, so too do demands for recreational activities. Recreation interests are influenced by a variety of demographic characteristics, including age, income, education and geographic place of residence. This section provides an overview of relevant demographic characteristics and trends for the City of Saint John and the Greater Saint John Region. 2.1 Demographic Characteristics When analyzing the demographic characteristics of Saint John, it is important to take the regional context into consideration since residents from communities such as Rothesay, Quispamsis and Grand Bay-Westfield form a significant portion of users of recreation facilities in the City of Saint John. Place of Residence The Saint John Census Metropolitan Area (CMA) is home to approximately 122,000 people, 53% of whom live within the 315 sq km municipal territory of the City of Saint John. The majority of Saint John’s 68,000 residents live in the city’s urban core (42%) or central suburban ring (40%), while a significantly smaller population lives in the “strip” developments of the city’s large rural outskirts (18%).1 Outside of the City, the Town of Quispamsis is the largest municipality with more than 15,000 residents, followed by Rothesay (11,637), Grand Bay-Westfield (4,981) and Hampton (4,004). Age Distribution Similar to most Canadian cities, the population of Saint John is dominated by the baby boomer cohort that is making its way upwards through the age groups. The baby boom “bulge”, which is now predominantly comprised of 45 to 64 year olds, has pushed Saint John’s median age into its fourth decade for the first time in history (the median age for the City of Saint John stands at 41.3). While baby boomers also form the largest single cohort in surrounding communities, the average age of these communities is somewhat younger. The median age for the Saint John CMA is 40.5, almost a year younger than for the city. In absolute numbers, the City of Saint John and the rest of the CMA are home to approximately the same number of youth under the age of 14 (10,565 and 10,725 respectively). This statistic should be of particular interest to recreation service providers as this age group forms the majority of users for most recreation facilities. Youth are the most heavily involved age group in sports associations (see Section 3.0) and are thus frequent users of the City’s fields, arenas and pools. Low-income youth are also the main beneficiaries of after-school programs at the City’s community centres. In contrast to the equal distribution of the youngest age cohorts, adults between the ages of 20 and 39 are more heavily concentrated in the City. With Saint John serving as the educational, employment and cultural hub of the region, it is not surprising that many young 1 For the purpose of analysis, the City of Saint John has been divided into three subareas: urban, suburban and rural. These are the same units of analysis used in the ongoing Saint John Municipal Plan. The subareas are reflected on each of the maps produced as part of this Recreation Inventory Study. L00943801 ADI Limited Page 3 Figure 1: Age Distribution by Gender, City of Saint John (2006) Source: Statistics Canada, 2006 Community Profiles Figure 2: Age Distribution by Gender, Rest of CMA (2006) Source: Statistics Canada, 2006 Community Profiles Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 4 adults are leaving smaller communities surrounding the City and moving into the City. These age groups may not have as significant an impact on recreation services as children under the age of 14 as they tend to be more casual users of recreation services than their younger counterparts. Finally, seniors (those aged 65 and up) form a significantly larger proportion of the total population in the City of Saint John as opposed to the rest of the CMA. The number of seniors in Saint John is almost double those found in the rest of the CMA (11,135 to 5,935 respectively). While Saint John accounts for 56% of the total population of the Saint John CMA, it is home to more than 65% of all seniors in the region. Perhaps more than any other age group, seniors rely on recreation services to play a fundamental role in ensuring their physical and mental well-being. Household Characteristics There are approximately 29,000 households in the City of Saint John, which account for nearly 60% of all households in the Saint John CMA. Households in the City are on average smaller and less wealthy than households elsewhere in the CMA, the province and Canada, while households in the city’s urban core tend to be significantly less wealthy than those residing in the suburban and rural areas of the city. Saint John residents suffer from higher poverty rates than the provincial and national average, with more than one in five of Saint John residents living in poverty. Poverty is concentrated in five priority neighbourhoods, all of which are located in the city’s urban core. Crescent Valley, the Lower West Side, the Old North End, the South End, and Waterloo Village have all been deemed “priority neighbourhoods” due to their high poverty rates, high percentage of single-mother households, low median household incomes, and low labour force participation and education rates. This “at-risk” group requires accessible and affordable recreation services that meet their specific social needs. Figure 3: Incidence of Low Income in Saint John and Elsewhere (2006) Source: Vibrant Communities Saint John, Poverty and Plenty II (2008) L00943801 ADI Limited Page 5 2.2 Demographic Trends The last comprehensive inventory of Saint John’s recreation services occurred in 1992. Since then, a variety of demographic changes have occurred that will have an impact on the delivery of recreation services. Understanding what trends have been occurring in the City is fundamental to understanding how to best provide recreation services in the future. Population Decline While the City of Saint John remains by far the largest municipality in the Saint John CMA, it has been experiencing a decline in its total population over the course of the past 40 years. Since 1971, the first Census conducted after the City’s 1967 amalgamation with the City of Lancaster and the Parishes of Simonds and Lancaster, Saint John has lost almost one quarter (24%) of its residents. The City’s current population stands at a little more than 68,000 residents, a far cry from the almost 90,000 it once boasted. In contrast to the City’s declining population, the populations of surrounding municipalities have been growing. Once accounting for one out of every five residents in the CMA (17%), those living in surrounding communities now account for one out of every two residents (44.4%). Current population trends, although slowing, suggest that there will soon be more CMA residents living outside the City of Saint John than inside it. Figure 4: Population Change in Saint John CMA (1971-2006) Source: Adapted from R. MacKinnon, UNBSJ (from original source Statistics Canada) More Seniors, Less Workers, Fewer Youth In addition to a declining population, three demographic trends will impact the delivery of recreation services in the years to come: the working age population is getting smaller; the region is losing its youth at a rapid pace; and the overall population is aging. Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 6 Since 1996, the working age population of Saint John has declined by more than 2,000 individuals. As baby boomers continue to age, more and more of them are entering into their final years of work or are entering into retirement. While those aged 55-64 form an increasingly larger segment of Saint John’s population, those aged 65 and up have declined slightly. However, this small decline has been more than offset by the growth of this same age cohort in surrounding communities. Given current demographic patterns, it can be assumed that the working age cohort will continue to see a decline in its overall numbers and those aged 55 and up will continue to increase. Aging baby boomers present a unique challenge to recreation service providers since they are largely responsible for the rising demand for casual, self-directed activities. Figure 5: Population Trends in City of Saint John by Age Cohort (1996-2006) Source: Statistics Canada, 1996, 2001 and 2006 Community Profiles) Figure 6: Population Trends in Rest of CMA by Age Cohort (1996-2006) Source: Statistics Canada, 1996, 2001 and 2006 Community Profiles) The only age groups shrinking at a faster pace than the working age cohort are those aged 0-14 and 15-24. Since 1996 the city’s two youngest cohorts have grown smaller in both the City of Saint John and in surrounding communities. Youth under the age of 19 form an increasingly smaller proportion of the City’s population. In 1996 youth under the age of 19 accounted for one quarter of the City’s population, but by 2006 that figure had fallen to 22%. School District 8 anticipates this trend will continue well into the future. Based on Department of Education enrollment statistics, the local school district is expecting to see a 28% drop in enrollment during the 20 year period between 2005 and 2025. If their projections are accurate, the decline in school-aged children will dramatically impact recreational services in the City. L00943801 ADI Limited Page 7 Figure 7: Department of Education Enrolment Projections, School Districts 6 & 8 (2005-2025) Source: Department of Education, Table 25. Enrolment Projections by District and Year General Demographic Aging Saint John is not the only City experiencing an aging population. Most other cities in New Brunswick and throughout Canada are experiencing the same general demographic trend. Saint John’s population has been aging at a slower pace than the Saint John CMA, the Province of New Brunswick and Canada. In spite of this, however, Saint John’s median age passed the 40-year milestone between 2001 and 2006, as did the rest of the CMA and the Province of New Brunswick. In most cases, many adults in their late-50s and up have disposable income and can afford to lead healthy and physically active lives. As older adults find they have more time on their hands following retirement, their involvement in recreation activities tends to increase. However, given the concentrated levels of poverty in Saint John, especially among the City’s senior population (who are estimated to have a citywide poverty rate of 16%), access to popular activities such as walking, golf, bicycling, swimming and gardening, can be difficult. Figure 8: Median Age in City of Saint John and Elsewhere (1996-2006) Source: Statistics Canada, 1996, 2001 and 2006 Community Profiles Obesity Rates on the Rise; Physical Activity Rates Stagnating Obesity rates are on the rise throughout North America, with Atlantic Canada struggling to control the problem more than most other areas of the country. Saint John has typically had higher obesity rates than the provincial and national averages. Local statistics are available for Regional Health Authority B, Zone 2, a large swath of territory that stretches from St. Stephen in the west to Sussex in the east. Zone 2 consistently exhibits obesity rates higher than the averages for New Brunswick and Canada. By 2008, the obesity rate in Saint John reached 25%, higher than the province’s rate of 23.5% and the country’s rate of 17%. Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 8 Within these obesity rates is the worrying trend of increased obesity among youth. At the national level, Canadian youth are living increasingly idle lifestyles that revolve more around computers and televisions than around recreation facilities. Accessibility is one of the key constraints facing youth when it comes to recreation participation. Finances, schedules and transportation can impact access to structured recreation activities and can lead to an increased reliance on unstructured activities. Figure 9: Obesity Rates in Saint John (Health Region 2) Source: Statistics Canada, Canadian Community Health Survey In spite of increasingly sedentary lifestyles, youth continue to exhibit higher rates of participation in active sports. It is estimated that roughly 72% of Canadian youth participate in sports, the vast majority of which involve structured competitions. However, participation rates for the general population are significantly lower than those of youth. The 2007 selfreported rate of physical activity for Saint John (Regional Health Authority B, Zone 2) remained more or less the same between 2007 and 2008 at less than 50%. Figure 10: Physical Activity Rates in Saint John (Health Region 2) Source: Statistics Canada, Canadian Community Health Survey In April 2010, Active Healthy Kids Canada released their 6th Annual Report Card on Physical Activity for Children and Youth. New Brunswick posted the worst levels of obesity in Canada at nearly 35% of the population. Correspondingly, New Brunswick also had the lowest percentage of youth attaining the recommended daily physical activity level with only seven per cent of the youth population. L00943801 ADI Limited Page 9 3.0 Recreation Trends There is an abundance of research pointing to the benefits of healthy living and participation in sporting and leisure activities. Healthy living can have a positive effect on an individual’s quality of life by improving fitness levels and increasing resistance to certain diseases. Participation in sporting activities can improve social cohesion and strengthen community identity. These positive outcomes often result in higher rates of life satisfaction among physically fit and healthy individuals. Municipalities must design recreation services in a way that allows residents to live active and healthy lives. Recreation services that meet the specific interests and needs of its citizens can go a long way towards improving the health and well-being of a community. The type, location and quality of recreational facilities and programs, and the economic and social sustainability of these facilities and programs, will help a municipality address these issues. This section focuses on two dominant recreation trends: participation trends and facility planning trends. Trends in recreational programming are discussed in Section 7.4 of this report. 3.1 Participation Trends Statistics Canada points to a national decline in sports participation rates, with the exception of soccer and girls’ hockey.2 Not surprisingly, hockey remains one of the most popular sports to play in the country, while baseball’s fortunes continue to decline and soccer emerges as one of the fastest-growing sports in Canada. With statistics indicating that soccer is now the sport of choice for children under 14 in Canada, this trend is expected to continue well into the future. Figure 11: Changing Participation Rates for 5-14 Year Olds (1992 & 2005) Source: Statistics Canada, Kids’ Sports Saint John Leisure Services However, income and family demographics play a major role in the trend towards sports participation in communities. Studies indicate that income has a profound impact on participation in organized sports activities. Statistics Canada points out that in 2005, less than half of children from households with incomes less than $40,000 were active in sports compared to 63% of children from households with incomes of more than $80,000.3 Infrastructure, Facilities & Programming Inventory Study 2 Statistics Canada (2008). Kids’ Sports. 3 Statistics Canada (2005). Sport Participation in Canada. Page 10 With a median household income of approximately $41,000, a large percentage of children in Saint John fall within this demographic group with lower participation rates. Statistics also indicate that participation in organized sporting activities decline as individuals get older.4 While the majority (51%) of children between the ages of 5 and 14 participate in organized sports, approximately one quarter (26%) of parents regularly played sports themselves. For both males and females, sports participation declines once individuals enter their 20s. By the time individuals enter retirement (65 years of age) only one in ten females and two in ten males are actively engaged in sports. Figure 12: Age and Participation Rates in Sports Source: Statistics Canada, Kids’ Sports 3.2 Facility Planning Trends Population statistics are a common method used by municipalities to determine the location and number of recreation facilities needed. As an example, the Ontario guidelines referenced in Section 7.0 of this report use population ratio standards to determine what number of recreation facilities is needed for a given community. While these standards offer a helpful starting point for facility planning, they are relatively inelastic and do not take into consideration community-specific issues such as age groups and emerging local recreation and leisure activities. As such, an increasing number of municipalities are turning to recreation master planning in order to effectively engage the community and determine their recreation needs. Recreation master planning enables a municipality to take a variety of factors into consideration, including existing and anticipated population levels, facility inventories and historical and emerging recreation demands. Facility planning trends across the country also include a changing attitude towards “capital risk investment”, as single-use facilities are replaced by “inter-generational” complexes that offer flexibility of use over time. These newer complexes can cater to changing recreational demands and therefore can effectively reduce a municipalities capital costs for investments in new facilities. 4 Statistics Canada (2008). Kids’ Sports. L00943801 ADI Limited Page 11 A multi-use facility is economically more efficient than its single-use counterpart because it centralizes activities under one roof, reduces operating and maintenance costs and allows for year-round programming (thus reducing the likelihood that a facility will remain idle or underused during the “off-season”). If planned as part of a comprehensive recreation master plan, such facilities can better address neighbourhood-level and community-wide recreation needs. Furthermore, there is an increasing trend in recreation planning towards grouping recreational facilities together in one geographical area to serve as “community hubs.” A community hub is typically defined as “a gathering place where people come together to participate in activities, learn new skills, socialize and interact with others, and/or relax and enjoy watching others participate as a spectator or observer.”5 Community hubs should establish a “sense of place” for the local population and should include non-recreational elements such as a branch library or a community policing presence. Diversity, inclusiveness, accessibility and userconvenience are all fundamental aspects of a community hub. The City of Fredericton and the Town of Rothesay have implemented recreation master plans that include community hubs as a central pillar of facility planning. Appendix B contains details related to the community hub concept as outlined in the recreation master plans of Fredericton and Rothesay. Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 12 5 dmA Planning & Management Services (2008). Fredericton Recreation Master Plan, p. 23. 4.0 Community Issues The challenge for Saint John, as with most municipalities, will be to adapt and redesign recreation services to respond to evolving community needs and expectations. This section offers a brief analysis of the demographic characteristics of the City of Saint John (described in Section 2.0) and recreation trends (described in Section 3.0), as well as responses from community stakeholders (see Section 5.0 for further detail) and discusses how they may impact the delivery of recreation services in the city. t.BOZPG4BJOU+PIOTGBDJMJUJFTXFSFDPOTUSVDUFEUPTFSWFBQPQVMBUJPOUIBUXBT larger than it is today. In most cases this means that the City is home to more facilities than benchmark standards suggest are necessary. In some cases, this could result in underutilized or redundant facilities that take limited funding away from other facilities. t8JUIUIF$JUZDPNQSJTJOHBTNBMMFSQSPQPSUJPOPGUIF4BJOU+PIO$."TUPUBM population, it can be expected that residents from surrounding communities will continue to form a larger percentage of individuals who use recreational services within the City of Saint John. As such, regional demand for recreational infrastructure is supplied in part by Saint John without appropriate cost contribution. t)JHIJODJEFODFPGMPXJODPNFNFBOTUIBUSFDSFBUJPOTFSWJDFTXJMMOFFEUPBEESFTT more than just sporting activities. Services will need to adapt to the special services required by low-income and at-risk populations, especially children and seniors (whose poverty rates stand at 34% and 16% respectively). After-school programs, transportation for seniors and subsidized services become key issues when dealing with high poverty rates. t-JLFNPTUDJUJFT4BJOU+PIOTBHJOHQPQVMBUJPOXJMMSFRVJSFEJòFSFOUSFDSFBUJPOBM opportunities than their younger counterparts. Many of these retiring “baby boomers” have more discretionary income to spend on user fees and club memberships. As this population continues to age, their demand for active programming will decrease while their needs for casual leisure activities, such as walking trails and community gardens, will most likely increase. t"TTDIPPMFOSPMNFOUOVNCFSTDPOUJOVFUPEFDMJOFUIFMPDBMTDIPPMEJTUSJDUNBZ continue to look for facility “efficiencies” through school closures and mergers. Considering a large quantity of Saint John’s recreational facilities and parks are located on school district land, this could impact the provision of recreational services to residents. t"TUIF$JUZDPOUJOVFTUPMPTFQPQVMBUJPOUIFQSPWJTJPOPGIJHIRVBMJUZSFDSFBUJPOBM services will continue to get more expensive. Coupled with the continued aging of many of the City’s facilities, Leisure Services will struggle to maintain current service levels. t*OTQJUFPGBOPWFSTVQQMZPGOVNFSPVTGBDJMJUJFTJOUIF$JUZUIFSFJTBQFSDFQUJPOPG undersupply. This is a strong indicator that the existing stock of facilities are not properly meeting the needs of the community, most likely due to poor maintenance at many facilities and concentrated “peak time” demand (especially for ice time) due to inefficient scheduling. L00943801 ADI Limited Page 13 Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 14 t%FNPHSBQIJDDIBSBDUFSJTUJDTTVDIBTJODPNFBOEFEVDBUJPOQMBZBNBKPSSPMFJO determining participation levels, especially among youth. Given the City’s relatively low median income levels and education levels, Leisure Services will be challenged to reach out to these difficult-to-reach groups. Rising obesity rates and declining participation rates, especially among youth, indicate that current recreation services are not necessarily serving their intended audience. t8IJMFSFDFOU$PVODJMDPNNJUNFOUTUPJODSFBTFSFWFOVFTGPSSFDSFBUJPOTFSWJDFTBSF encouraging, the overall operating budget for Leisure Services is at a fraction of what it once was. This reduction in resources has diminished the overall quality of much of the City’s recreational infrastructure and a return to the “golden age” of funding is unlikely. As such, new cost-efficient methods of service delivery are crucial to providing residents with high-quality recreation services. t1SFTTVSFGSPNSFTJEFOUTPOQPMJUJDBMSFQSFTFOUBUJWFTIBTMFEUPEFDJTJPOTUIBUEPOU take the long-term sustainability of Leisure Services into account. Given the many challenges facing the City, clear policy and service level standards are needed to articulate a plan on how to calibrate or refocus the City’s recreation services. t5IFDIBMMFOHFGPS4BJOU+PIOXJMMCFUPBEBQUBOEEFTJHOSFDSFBUJPOGBDJMJUJFTUIBUXJMM respond to evolving community needs and expectations, including increasingly hectic schedules, rising demand for casual, self-directed activities and shifting/declining participation rates in physical activities. 5.0 Stakeholder Consultation 5.1 Consultation Process ADI Limited consulted local and regional recreation organizations and community groups as part of the consultation process for the Recreation Inventory Study. It is important to note that public consultation was not within the scope of this study. Therefore, the results contained in this report should be viewed as the opinion of recreation stakeholders and community organizations, not as the opinion of Saint John residents. Furthermore, the relatively low response rate of 23.4% indicates that the opinions expressed in this section do not necessarily represent the majority of local organizations. A full list of all contacted stakeholders, as well as the dates and timing of outreach are documented in Appendix C. Project summaries and questionnaires were distributed and resubmitted via email and additional interviews were conducted by phone where further discussion was warranted. Stakeholders were asked whether or not current recreation services meet the needs of their organizations or the people they serve; what the strengths and weaknesses of existing recreation services and programs are; and what priority initiatives the City should take to improve the recreation system. Two questions dealt exclusively with the programming and operations of community centres. A copy of the stakeholder mail out can be found in Appendix D. A total of 128 stakeholder groups were contacted at least three times as part of the stakeholder consultation process. The first point of contact came via email on February 1st, 2010, with a follow-up email sent on February 9th, 2010. The third and final email was sent on February 19th, 2010. From the 128 stakeholders, a short list of 19 organizations was selected for targeted follow-up based on the recommendations of the City’s Leisure Services Department. At least two phone calls (in addition to the aforementioned emails) were made to representatives of each of these 19 organizations to solicit their feedback. A total of 30 organizations completed and returned the questionnaire. While the total response rate for all stakeholders stands at approximately 23.4%, feedback from the targeted list is 52.6%. It’s important to point out that while feedback from social organizations and community centre associations is quite high, responses from sports associations is surprisingly low. The following organizations have provided their feedback: t.VMUJDVMUVSBM"TTPDJBUJPOPG4BJOU+PIO t4BJOU+PIO5SBDL'JFME$MVC t4BJOU+PIO:.$":8$" t%BZCSFBL4FOJPS"DUJWJUZ$FOUSF t'VOEZ-BDSPTTF"TTPDJBUJPO t.JMGPSE.FNPSJBM$FOUSF*OD t4BJOU+PIO6MUJNBUF'SJTCFF t$SFTDFOU7BMMFZ3FTPVSDF$FOUSF t1PSU$JUZ%BODF"DBEFNZ t7JMMBHF/FJHICPVSIPPE"TTPDJBUJPO t-PDI-PNPOE3FDSFBUJPO"TTPDJBUJPO t"DUJWF5SBOTQPSUBUJPO4BJOU+PIO t$BNQ(MFOCVSO:.$":8$" t#PZT(JSMT$MVCPG4BJOU+PIO t$BOBEB(BNFT"RVBUJD$FOUSF t7JCSBOU$PNNVOJUJFT4BJOU+PIO tM"TTPDJBUJPO3ÏHJPOBMFEFMB$PNNVOBVUÏ francophone de Saint-Jean (ARCf ) t4BJOU+PIO"NBUFVS4QFFE4LBUJOH$MVC t5FFO3FTPVSDF$FOUSF t0/&$IBOHF*OD t4BJOU+PIO7PMVOUFFS$FOUSF t%FOJT.PSSJT$PNNVOJUZ$FOUSF t16-4&*OD t.BSUJOPO$PNNVOJUZ$FOUSF t4U+PTFQIT$IVSDI t#VTJOFTT$PNNVOJUZ"OUJ1PWFSUZ*OJUJBUJWF t'PSFTU(MFO$PNNVOJUZ$FOUSF:.$":8$" t4BJOU+PIO4IBLFTQFBSF'FTUJWBM t4BJOU+PIO.VMUJDVMUVSBM/FXDPNFST3FTPVSDF$FOUSF t$IFSSZ#SPPL;PP L00943801 ADI Limited Page 15 5.2 Public Consultation Once again, it must be clarified that public consultation was not within the scope of this study. Since this report will form part of the Technical Background Report for the Saint John Municipal Plan process, it is anticipated that the public will have an opportunity to provide feedback and input as part of the Public Engagement Program for that initiative. However, in Fall 2009 the City of Saint John completed a Citizen Survey that describes citizens’ satisfaction and level of importance for various municipal programs and services offered by the City of Saint John, including recreation. It is worth reviewing the results of this survey as part of this report. Telephone interviews were conducted by Ipsos Reid in October 2009 with 802 residents distributed evenly across the City of Saint John. This Citizen Survey determined that public opinion believed priority investments for the City should include drinking water, wastewater treatment, stormwater management, snow removal and road/sidewalk maintenance. Residents had a significantly weak perception of the City in terms of recreational opportunities. The survey included information about the level of satisfaction regarding recreation facilities and programs. Among the residents who expressed the opinion that “the quality of life in the City has improved over the past few years,” one of the main reasons given for this improvement was a public perception of good or better recreation programs. However, levels of satisfaction related to recreation programs and recreation facilities generally fell below expected satisfaction levels. 5.3 Consultation Results While there was no shared consensus among stakeholder organizations who responded to the Inventory Study questionnaire, some common themes did emerge including: tGVOEJOHDPODFSOTGPS$JUZTFSWJDFTBOEDPNNVOJUZPSHBOJ[BUJPOT tUIFOFFEUPJNQSPWFDVSSFOUGBDJMJUJFT tUIFOFFEGPSOFXGBDJMJUJFTJODMVEJOHBNVMUJQVSQPTFDPNQMFYPSöFMET tBDDFTTFTQFDJBMMZJOUFSNTPGQVCMJDUSBOTQPSUBUJPOBOEDPTUPGTFSWJDFT tQSPHSBNNJOHGPSBMMSFTJEFOUT Question 1: Do Saint John’s existing recreation services adequately meet the needs of your organization? t:FT t/P *G/PFYQMBJOXIZ t*OTVóDJFOUPSQPPSRVBMJUZGBDJMJUJFT t1PPSBDDFTTJCJMJUZ t*OBEFRVBUFGVOEJOH t(BQTJOQSPHSBNNJOH Approximately one in three stakeholders felt that current recreation services are adequately meeting the needs of their organization. The other two-thirds felt existing services were inadequate. More than half of respondents felt that the key problem was insufficient or poor quality facilities. Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 16 It is believed that many of Saint John’s facilities, both indoor and outdoor, are in need of improvements. Poor conditions, lack of “off season” (winter) access and a lack of diverse venues were three of the key issues raised. Accessibility was another issue raised by numerous stakeholder organizations. Many lamented the loss of transportation services (such as vans) that could ferry residents to different facilities. A small population spread over a large municipal territory creates a major challenge to ensuring geographic access to all residents. However, many organizations also indicated that financial accessibility (affordability) was the major hindrance to community access for recreation services. Question 2: If you answered No, what action should the City take to address this issue? No consensus existed when asked what priority action the City should take to improve existing services. The following answers were given: t&YQBOEJNQSPWFQSPHSBNNJOH t$POTUSVDUBOFXNVMUJQVSQPTFGBDJMJUZ t*NQSPWFBDDFTTJCJMJUZBòPSEBCJMJUZ t$PPSEJOBUFDPNQSFIFOTJWFQMBO t&YQBOEQFSTPOFM t*NQSPWFFYQBOEPQFOTQBDF t0UIFS While 8% of respondents identified gaps in programming as a key reason why existing recreation services are not meeting their needs (Question 1), 19% of respondents in Question 2 identified programming improvements as a priority action for the City. This suggests that some stakeholders were referring to programming when they identified “poor accessibility” and “inadequate funding” as key issues in Question 1. Given the high response rate from recreation organizations that focus on at-risk communities and community centre programming, it is not surprising that programming improvements were identified as a key priority action more than any other response. Many respondents indicated that current programs are not accessible to all segments of the population equally, including at-risk youth, seniors, newcomer communities and francophone populations. Consistent with the general issues raised surrounding poor quality facilities, a new multipurpose facility was identified by 15% of respondents as the most important action the City should take to address current deficiencies. However, when asked what recreation programs and facilities are most needed in the City, multi-purpose fields ranked at the top, followed by after-school programs and ice surfaces (see Question 5). Question 3: In your opinion, what are the 3 biggest challenges facing the City’s recreation services? Not surprisingly, funding was identified as the single largest issue facing City recreation services, which arguably impacts all other areas identified as issues, including facility quality, lack of staffing, accessibility issues and inadequate advertising. t*OBEFRVBUFGVOEJOHMBDLPGNPOFZ t1PPSRVBMJUZGBDJMJUJFT t*OBDDFTTJCMFUPBMMVTFSHSPVQT t1PPSBDDFTTJCJMJUZHFPHSBQIZ t-BDLPGTUBóOHQFSTPOOFM t*OBEFRVBUFBEWFSUJTJOHQSPNPUJPO t/PUFOPVHIGBDJMJUJFT t7BOEBMJTN t%FDMJOJOHQBSUJDJQBUJPOQVCMJDIFBMUI L00943801 ADI Limited Page 17 Question 4: In your opinion, what are the 3 greatest opportunities for the City’s recreation services? Even less consensus existed when stakeholders were asked to identify the biggest opportunities for improvement to the system. The future population of the City, in terms of potential growth and shifting age composition, was identified as the single largest opportunity for the City. Partnership opportunities for Leisure Services and community organizations were identified as the second largest opportunity. t'VUVSFQPQVMBUJPO t/FXQBSUOFSTIJQT t*NQSPWFFYJTUJOHGBDJMJUJFT t$POTUSVDUOFXGBDJMJUJFT t*NQSPWFHSFFOTQBDFTBWBJMBCMFMBOE t/FXQSPHSBNEJSFDUJPOT Question 5: What recreation programs and facilities, do you hear are needed in Saint John? Respondents were asked to choose from a list of eight options, or provide their own response, to determine what programs or facilities are most needed in the city. Multi-purpose fields were identified as the most in need, followed by after-school programs, ice surfaces and large multipurpose facilities. t.VMUJQVSQPTFöFMET t"GUFSTDIPPMQSPHSBNT t*DFTVSGBDFT t-BSHFNVMUJQVSQPTFGBDJMJUJFT t1VCMJDQPPMT t$PNNVOJUZDFOUSFT t4FOJPSTQSPHSBNT t1BSLTBOEPQFOTQBDF t5SBJMT t5IFBUSFQFSGPSNBODFWFOVFT Question 6: What do you think is the best model for operating community centres? The only question to achieve any type of consensus was the question that asked respondents to identify the best model for operating community centres. The majority of stakeholders (61%) believed that partnerships between the City and private organizations would be the best model to follow. This suggests significant support among recreation stakeholders for current community centre partnerships, including those with the YMCA-YWCA and the Boys & Girls Club. t$JUZBOE1SJWBUF1BSUOFSTIJQT t$JUZBOE/PO1SPöU1BSUOFSTIJQT t$JUZ0XOFEBOE$JUZ0QFSBUFE t3FTJEFOUT#PBSE t/PO1SPöU0XOFEBOE/PO1SPöU0QFSBUFE t1SJWBUFMZ0XOFEBOE1SJWBUFMZ0QFSBUFE Question 7: What types of activities and programs would you like to see offered at local community centres? Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 18 Respondents gave a wide variety of responses when asked to identify what types of activities and programs they would like to see offered at local community centres. The long list of answers is contained in Appendix E. 6.0 Recommendations The Saint John Leisure Services Infrastructure, Facilities and Programming Inventory Study was undertaken as a necessary step toward reinvestment in both infrastructure and programming in the City of Saint John. To serve the needs of its citizens, the Department of Leisure Services must work collaboratively with the community, Common Council and other departments and organizations. One of the realities in Saint John is the depopulation of the urban core to suburban communities such as Rothesay, Quispamsis, Grand Bay-Westfield and other communities within the commuter shed. Left with a shrinking tax base, how can Saint John solve the decline in quality of its infrastructure and strained resources? This chapter is broken into two sections: the first poses a recommended framework for future decision-making processes, while the second puts forward specific policy recommendations for Common Council through its Leisure Services staff to implement. 6.1 Recommended Decision-Making Framework 6.1.1 Focus on Priorities Leisure Services prioritizes programs and services for those persons who may be at risk, in need, or have special needs or disabilities, to ensure access for these groups. Access is defined as the removal or reduction of barriers caused by distance, language, culture, age, gender, social and attitudinal barriers, finances, lack of skill or knowledge, or physical obstacles. The City of Saint John has five priority neighbourhoods. These areas should be specifically targeted so that recreation programming meets the unique needs of these areas. However, although the five priority neighbourhoods have the highest incidences of poverty in the City, some 60% of Saint John residents living in poverty live outside these neighbourhoods. An example of a high need area is a low income suburban area with a high population of children and youth. High need areas also include geographically isolated neighbourhoods, areas with high vandalism or crime rates, or communities of modest means. In many cases, community pressure on local representatives has resulted in decisions that do not support the long-term sustainability of the City’s recreation services. The Department needs to take advantage of the City’s GIS capabilities to ensure decisions meet the needs of the City’s priority groups. The maps contained in Appendix A show how demographic data can be overlayed with the City’s recreation infrastructure data to help guide decision-making. 6.1.2 Pro-Active versus Re-Active Planning There are three choices that can be made about a program after it has been evaluated: 1. Operate the program again without significant changes 2. Modify the program 3. Or cease to offer the program Achieving broad consensus with Common Council and Senior Management within the City of Saint John on these choices should relate to the mission and core services that will enhance overall quality and service levels. Engaging all decision-makers (elected and communitybased) in key strategic discussions related to program evaluation will ensure holistic and consensual decision-making. To ensure their relevance against the defined role of the Leisure L00943801 ADI Limited Page 19 Services department, all existing and potential programs and services should be developed and/or assessed utilizing the following service level criteria: Step 1: Identification and Assessment of Need/Demand Emerging needs and trends are identified by staff or by the community. While this study identifies some of these trends, further details related to community needs should be identified as part of a recreation master plan as well as through data collection tools such as the City’s Class 6.0 scheduling software. Once a need has been identified by staff or by the public, staff assesses its applicability to the Leisure Services mission and vision, Corporate and Common Council priorities, and values to determine whether it is a potential “fit.” Step 2: Scan for Other Service Providers Staff assesses other service agencies in the community to determine if a similar program or service is being provided by another agency or if the specific program or service could be provided by another agency. If so, the agency should be consulted about the possibility of potential partnerships. See Section 7.4 for further discussion on programming and best practices in program delivery. Step 3: Sole Service Providers Similar to the above step, staff determines the level of service by assessing whether or not Leisure Services is the sole service provider within any given area. If there is not an agency or partner available in a specific community to meet an identified need and Leisure Services has the resources and the mandate to provide a program or service, then the program or service should be operated by Leisure Services. Step 4: “Gap Filling” Leisure Services acts as a “gap filler.” If there is an identified lack or gap in a certain type of recreation program (i.e. cultural or sport programs) within any given community, staff will attempt to fill the void if the resources are available and the identified gap fits the Leisure Services mandate. Where this is the case, staff strives to ensure that the community is serviced with a basic level of programming especially in high need areas with a high density of children and youth. 6.1.3 Building Partnership Capacity Leisure Services currently has some very successful programs and facilities that operate through community partnerships. The Lord Beaverbrook Rink for example is owned by the City of Saint John but has operated under a community based organization for more than fifty years. As part of a community development approach, Leisure Services staff should assess the viability of offering a specific program through some type of partnership agreement. For example, instead of Leisure Services offering a program directly, staff can assist the group with the marketing of the program and the training of the instructor. Building the capacity within the partnership organization to deliver programming ensures that those programs “belong” to the community. Leisure Services does not accrue the revenue but neither does it incur the expenditures associated with the program. 6.1.4 Building Internal Capacity Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 20 Staff at Leisure Services work with the public on a daily basis and bring a lot of experience and leadership to projects. In many cases, the City has become the “middle man” for programming delivery. However, expanded opportunities for staff training will ensure professional consistency and allow staff to explore innovative and more effective opportunities for engaging the public. Training programs for Leisure Services staff should focus on the capacity building aspects of community development where enhanced skills in process facilitation, pubic speaking and presentation style, community engagement, diversity training, planning inclusive events and processes, conflict resolution, and media relations are most important. The opportunity within Leisure Services to become leaders in community development is based on developing human resource skills that target: t1VCMJD&OHBHFNFOUUIBUXJMMNBLFTFSWJDFTNPSFBDDFTTJCMFUPMPXJODPNFHSPVQT single parents, and those in need. t1SPQPTBMXSJUJOHBOETUSBUFHZEFWFMPQNFOUUPMFWFSBHFJOWFTUNFOUJOQVCMJD infrastructure and programming. t3FMBUJPOTIJQTEFWFMPQNFOUXJUIPUIFSMFWFMTPGHPWFSONFOUBHFODJFTBOE organizations and related disciplines (community networks, resource sharing, service consolidation) 6.1.5 Urban, Suburban and Rural Considerations There are geographical variations between urban, suburban and rural areas in Saint John with respect to recreation. The ongoing Municipal Planning process has incorporated three subareas into its analysis of Saint John: urban, suburban and rural. For purposes of consistency, all mapping created for this report has incorporated these same geographical units of analysis. Recreation and leisure is a community-based service and therefore these variations provide for differing levels and types of programs and services across the City of Saint John. Access to facilities is one factor that can influence service levels in different areas. For example, in rural areas programs are often delivered through schools, church halls, and community halls. The need for city-owned infrastructure and facilities is not expected to the same degree as in high density neighbourhoods. 6.1.6 Cost Recovery and Revenue Formulas The achievement of revenue greatly influences Leisure Services’ level of service but revenue is not the sole consideration. Although Leisure Services strives to recoup direct costs for direct programs, many programs, especially those for children and youth in high need areas, need to be subsidized. Adult and senior programs are generally full cost recovery on direct costs, unless social obligations override this formula. Many high cost/low return programs have been eliminated except where they can be justified as fulfilling a social obligation or where Leisure Services is identified as the sole service provider. In cases where money from another source (i.e. grant money) can be accessed to enhance new or existing programs and services, particular attention should be paid to the long term financial sustainability of any new initiative or pilot program. The financial sustainability of recreation facilities must also be examined. It is important for Leisure Services to consider synergies with other proposed initiatives and capital projects (new schools, fire stations, etc.) within the City for long-term planning of facilities. This integration will maximize capital investment opportunities and ensure compatibility with community vision and plans. Appendix F contains examples of best practices related to recreation facilities that have taken advantage of synergies with other City departments in order to create more cost-effective structures. L00943801 ADI Limited Page 21 6.2 Recommended Actions 6.2.1 “Right Size” Recreation Infrastructure There are many examples of effective and well-used recreation facilities and programs in Saint John, including Rockwood Park, cheerleading programs at community centres, community parternships with the YMCA-YWCA and the Boys & Girls Club and the programming available at Lily Lake. The variety of infrastructure, facilities and programs on offer in Saint John should be applauded, but will be difficult for Leisure Services to sustain over the long-term. Leisure Services, as with many other City departments, is “spread too thin,” a natural result of the City’s legacy as a formerly larger municipality. Living within the municipal means is crucial to the survival of Leisure Services. Monitoring and evaluating its facilities and programs is key to implementing focused service options. Leisure Services has already begun this process in many areas. The operation of numerous community centres has been transferred to community partners such as the YMCA-YWCA and the Boys & Girls Club. Another example includes the numerous surplus baseball diamonds that have been converted to multi-purpose fields, including those at Lakewood Heights School, the Loch Lomond Community Centre and Lorneville Community Centre. However, the transfer of operational responsibility, the divestment of infrastructure and the re-imaging of infrastructure into new uses should all occur within a comprehensive Leisure Services policy framework. 6.2.2 Develop a Recreation Master Plan While this report has provided an up-to-date inventory of existing recreation facilities and programs in the City of Saint John, it cannot make any site specific recommendations since public consultation was not part of the scope of this project. In order to take some of the recommendations described in this section to the next step, the City of Saint John will need to develop a new Recreation Master Plan to create a clear and community-supported policy document to help move the City’s recreation and leisure services forward. The decision support tools contained in Appendix A are a first step. 6.2.3 Develop a Youth Strategy Through trend analysis, needs identification, Common Council requests, and participation in several provincial and national initiatives, Leisure Services has determined that children and youth are priority target groups. To ensure emphasis is placed on this target group, a Youth Strategy should be developed and implemented. Saint John’s Business Community Anti-Poverty Initiative (BCAPI) has developed a Poverty Reduction Strategy that targets children, teens at risk, and single parents. This study has found that there is a particular need to support young people who are disadvantaged, such as young people experiencing poverty, health issues and family issues. However, the ‘average’ young person also requires opportunities for positive experiences and personal development, and this can be achieved through the provision of recreation opportunities. The focus of such a Strategy would relate to: Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 22 tBMMZPVOHQFPQMFBHFEZFBSTCVUQBSUJDVMBSMZZPVOHQFPQMFXIPBSFMFTTMJLFMZUP participate in recreation. This includes girls, young people from lower income families, young people from culturally and linguistically diverse backgrounds and other disadvantaged young people. tVOTUSVDUVSFESFDSFBUJPO5IJTSFGFSTUPSFDSFBUJPOBDUJWJUZUIBUJTOPODPNQFUJUJWFPS non-membership-based that a person does for personal enjoyment. This could include physical activity, social interaction, arts and culture, education, health or just having fun. 6.2.4 Use Class 6.0 Facility Scheduling Program to its Full Potential More and more communities are making use of facility scheduling software to help coordinate community and school facilities. It can be laborious for recreation users, especially those who are new to the system, to track down which facilities have availability at any given time. Facility scheduling software helps improve the efficiency of facility booking by allowing residents and groups to book facility space over the phone and online. It would also allow the City to better track the users of its facilities and demand for facility space. Saint John currently uses the Class 6.0 system to schedule some of its facilities, but it is recognized that there is a need to expand the use of the software. When used to its full extent, Class 6.0 can help staff automate program and activity registration, facility reservation, league/ tournament scheduling and financial administration. Leisure Services should work towards the full implementation of its facility scheduling software for all recreation spaces in the City, including those that are owned by the City, School District 8, UNBSJ and NBCC, regional authorities (such as the Canada Games Aquatic Centre and Lord Beaverbrook Rink), and community organizations. Appendix G contains information related to the benefits of facility scheduling software. The consolidation of scheduling operations into one database would allow for better coordination of available recreation facilities, improve scheduling efficiency, maximize participation and create a more open and accessible system. Given that many users of Saint John facilities come from elsewhere in the region, a coordinated regional approach could also be undertaken to maximize efficiencies for regional sports associations. Using the tools and tracking opportunities available through the software, Leisure Services will be able to track program participation trends and use this information to guide new program development and program phase-out decisions. 6.2.5 Develop a Sport Allocation Policy The intent of this Policy is to establish guidelines for the allocation and management of the Recreation and Leisure Services facilities. However, it does not cover such facilities as arenas and swimming pools. The following recommended guidelines may serve as the foundation of this Policy: tUIFOFFETPG4BJOU+PIOSFTJEFOUTBSFDPOTJEFSFECFGPSFSFTJEFOUTPGPUIFS communities; tUIF$JUZXJMMTUSJWFUPFOTVSFGBJSBDDFTTUPPVUEPPSBUIMFUJDTQPSUTöFMETSFHBSEMFTTPG age, gender, race, physical ability or economic status; tøFYJCJMJUZJTSFRVJSFEJOPSEFSUPCFUUFSNFFUUIFOFFETPGiHSPXJOHwBOEPSiOFXw sports associations; tGBDJMJUJFTBSFUPCFBMMPDBUFEUPBTTPDJBUJPOTJOTVDIBXBZBTUPIBWFUIFNBKPSJUZPG their registrants playing in their neighbourhood or area; tGBDJMJUJFTXJMMCFBMMPDBUFEUPBTTPDJBUJPOTJOTVDIBXBZBTUPIBWFBNJOJNVNPG associations playing on a field or in a facility, to promote the concept of having a home field or park. These guidelines should be used as a framework within which Leisure Services can make fair and equitable outdoor facility allocation decisions. L00943801 ADI Limited Page 23 6.2.6 Develop a Turf Management Policy In an attempt to shift the focus from quantity to quality, especially as it relates to the City’s outdoor recreational facilities, Leisure Services should implement a turf management policy to allow adequate resting time for outdoor fields, as well as potentially converting some natural surfaces into artificial turf surfaces. Appendix H includes details of the City of Edmonton’s turf management policy, considered one of the best such policies in the country. 6.2.7 Develop a Leisure Services Community Development Newsletter/Forum Communication with the public and vested stakeholders is critical to the long term viability of programs. Leisure services should distribute a quarterly electronic newsletter to share information with the public regarding new and ongoing initiatives and to solicit feedback. Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 24 7.0 Inventories A three-phase approach was employed to create a comprehensive recreation inventory for the City of Saint John. First, a review and analysis of existing documents was conducted in order to summarize their findings and identify existing inventory lists. Second, these lists were crossreferenced against the City’s GIS-database which contains a series of data pertaining to facilities, such as playgrounds, parks, arenas and community centres. Third, where discrepancies existed between documents and the GIS database, site verification was completed to determine which source was accurate. The verified inventory lists were then plotted on maps and posted in the offices of the City Leisure Services Department. Feedback from City staff members, who have an in depth knowledge of existing recreation facilities, reviewed the maps and subsequent revisions were made. The final recreation inventory maps are contained in this report and as attachments. This Recreation Inventory Study includes both municipally-owned and non-municipally owned lands and facilities since even those sites that are not owned by the City play an integral role in meeting the recreational and leisure needs of Saint John residents. The Federal and Provincial Government, School District 8, private groups and not-for-profit organizations all have a role to play when it comes to the provision of recreation services. Established Standards As a first step in determining whether or not the City of Saint John is well served by its recreational facilities, the City’s inventory must be compared against benchmark standards. Although the Province has not established guidelines regarding the provision of recreation facilities, New Brunswick follows Ontario’s Guidelines for Developing Public Recreation Facility Standards (1998). These guidelines provide a practical benchmark for the inventory of Saint John’s arenas, parks, playgrounds, open spaces, sports fields, and community centres. However, properly understanding the effectiveness of recreation services must go beyond statistics and standards. Following this section is a summary of the consultation process that was held to determine how well the City’s facilities and programs are serving local residents. The following recreation inventory has been broken into four broad categories: indoor facilities; outdoor facilities; parks and open spaces; and recreational programming. L00943801 ADI Limited Page 25 7.1 Indoor Facilities Inventory Simply put, indoor facilities include all built structures with a roof. They can provide leisure and recreation opportunities for residents during every season and include arenas, pools, community centres, school gymnasia and curling rinks. Some private indoor facilities, such as fitness centres, are not included within the scope of the study. Map A highlights the location of Saint John’s indoor recreation facilities. The City is home to a wide range of indoor facilities, the vast majority of which are centrally clustered in the city’s urban core. 7.1.1 Arenas The City of Saint John has five individual single-ice surface skating arenas, plus an arena/ performance venue known as Harbour Station. The arenas are all centrally-located: three in the City’s urban core and three in the City’s central suburban ring. None of the arenas are located in the areas of the city described as “rural”. A brief overview of each arena is contained in Appendix I. The oldest of these facilities is the Lord Beaverbrook Rink (LBR), which was donated to the City in 1960 by Max Aitken, Lord Beaverbrook. The LBR, although owned by the City of Saint John, is managed, operated and staffed by an independent Board of Directors. On December 21, 1983, the City of Saint John consolidated the management of the rink under a new “not for profit” incorporated company known as the “Board of Trustees of the Lord Beaverbrook Rink at Saint John, Inc.” The LBR has a specific mandate that includes: tGSFFiOPDPTUwVTFPGUIFSJOLGPSUIFTUVEFOUTPGUIFQVCMJDTDIPPMTPG4BJOU+PIO including organized school hockey and skating programs.6 tBDDFTTGPSBNBUFVS7 and recreational hockey by rental agreement. tBDDFTTGPSTLBUJOHTIPXTPSFYIJCJUJPOTCZSFOUBMBHSFFNFOU tBDDFTTGPSDPNNFSDJBMBOETQPSUBUIMFUJDBDUJWJUJFTEVSJOHUIFTVNNFSTFBTPOCZ rental agreement. tOPBDDFTTGPSQSPGFTTJPOBMIPDLFZ The City also owns four community arenas: Peter G. Murray, Charles Gorman, Stewart Hurley and Hilton Belyea. Each of these arenas are operated, maintained and scheduled by staff from the City’s Leisure Services Department. Commonly referred to as centennial arenas, these four arenas were built between the late-1960s and mid-1970s with financial assistance from the Federal Government’s infrastructure program to mark Canada’s Centennial year. Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 26 6 Elementary and middle schools have free “no cost” access, while high schools and minor hockey programs pay, but are subsidized by Leisure Services. 7 Hockey Canada is the sole governing body for amateur hockey within Canada and operates national programming in partnership with 13 Branch Associations, the Canadian Hockey League (WHL, OHL, and QMJHL), and Canadian Inter-University Sports. In 2004 the City of Saint John commissioned the Recreational Facilities Committee to prepare a report regarding the need for additional recreational facilities. This report, commonly referred to as the “Wallace Report,” concluded that the lifecycle of arenas within the Greater Saint John Region is sufficient enough to allow the arenas to continue operating until 2019 to 2034, assuming that proper upgrades and maintenance is conducted on each individual facility. More specifically, the report indicated that the four arenas (Hilton Belyea, Charles Gorman, Stewart Hurley, and Peter Murray) will require capital investments of $525,000 before the end of 2009 in order to extend the life of the facilities to 2019-2024.8 In 2008 the Recreation Facility Association of Nova Scotia (RFANS) completed a report that details the findings of arena assessments conducted on the four centennial arenas. The report noted that all four arenas were in good condition, and provided recommendations to improve each arena’s operational practices, energy efficiency and building maintenance. The newest and largest facility in the city is Harbour Station, New Brunswick’s largest entertainment and sporting venue. The complex is managed by the Harbour Station Commission which is funded by the municipalities of Grand Bay-Westfield, Quispamsis, Rothesay and Saint John. The management and funding structure for this complex are derived from the provincial Greater Saint John Regional Facilities Commission Act. This legislation provides for municipal cost sharing of five regional facilities: the Aitken Bicentennial Exhibition Centre, the Canada Games Aquatic Centre, Imperial Theatre, the Saint John Trade and Convention Centre, and Harbour Station. Benchmark Standards In comparison to benchmark standards discussed above, the City is well-served by arenas. The recommended level of service requirements for artificial indoor ice arenas is one arena per 20,000 persons. Saint John, with a population of 68,000, has nearly 12,000 persons per arena. As is the case in many Canadian cities, the adequacy of the current supply of arenas, and more specifically the allocation and availability of ice-time, is an ongoing topic of discussion. In Saint John there is a perception of a need for additional ice time, especially during “prime time” hours. The 2004 Wallace Report identified a need for two additional ice surfaces in the Greater Saint John Region and suggested using the LBR as the cornerstone for a future multi-purpose sporting complex that would include additional ice surfaces, fitness and training rooms and other spaces for a variety of recreational opportunities.9 Appendix J contains an overview of the City’s ice-time allocation policy and a discussion on the need for additional ice surfaces. 8 Since 2005, the City has made significant capital investments in the four arenas. However, according to the City’s Facilities Manager, because of the nature of these investments, and the variety of sources through which the investments flowed, it is difficult to ascertain an absolute figure. 9 The recent construction of the single-pad QPlex facility in Quispamsis will, once fully operational, meet the need for one of these ice surfaces. L00943801 ADI Limited Page 27 7.1.2 Pools The City of Saint John owns one indoor pool, the Canada Games Aquatic Centre, which is operated by the Saint John Aquatic Centre Commission. This regional facility offers the only Olympic-sized pool in the region (50m) and is the hub of swimming activities and programs in the region. The YMCA-YWCA operated an indoor pool at its 19-25 Hazen Avenue location, until it moved to a temporary location without a pool in 2007. Since then, it has used two pools for all of its swimming programming – the Colonial Inn (Seniors Aquacise, Strong Bones and Encore) and Saint John High School (summer day camps, youth swimming lessons). All the other indoor pools in the city are operated either by School District 8 (two) or by private hotels (four) that offer memberships or pay-per-swim options to the general public. Harbour View High School also has a pool, but it is only available for student use. Beyond the Canada Games Aquatic Centre and the YMCA-YWCA, pools in Saint John have received little attention in previous recreation studies. Prior to the YMCA-YWCA closing its Hazen Avenue facility, there was much discussion surrounding the future of a new Y facility. The 2004 Wallace Report recommended that if such a facility was to be constructed, it “should be physically connected to the Aquatic Center, such that the swimming pool requirements of the Y would be provided by the Aquatic Center, and the members of both facilities could easily move from one facility to another.” To date, a new facility has not been constructed and the Y remains at its temporary location in the Prince Edward Mall. Appendix I offers a brief overview of pools that are available for community use in Saint John. Benchmark Standards In comparison to benchmark standards, the City is well-served by pools. The recommended standards indicate Saint John should be home to one Olympic-sized pool plus three other smaller-sized pools (25m). While none of the pools other than the Aquatic Center are publiclyowned and operated, there is no indication that the agreements in place to allow public payaccess to six private pools in the city are not meeting the needs of Saint John residents. Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 28 7.1.3 Community Centres The City is home to 16 community centres. Only four of these centres are owned by the City (Carleton CC, North End CC, Loch Lomond CC10 and Lorneville CC) and the City is fully responsible for programming at only three (Carleton CC, North End CC and Somerset CC). The City has contracted out programming to outside agencies at three community centres (Millidgeville CC, Forest Glen CC and South End CC), with ongoing discussions to contract programming out at a fourth centre (North End CC). The majority of remaining community centres, including Latimore Lake11, are owned and operated by community organizations. These centres are typically referred to as “external” community centres, to which the City provides small operating grants and assists with program delivery and maintenance costs. A seventeenth community centre is currently under construction in the east end: the community centre at St. Joseph’s Church, which will be owned and operated by the St. Joseph Church in partnership with the City. It is expected to open sometime in 2010.12 Appendix I provides a brief overview of each of the 16 community centres in the City of Saint John. Appendix F provides a discussion of community centre models in Saint John and elsewhere. Benchmark Standards In comparison to benchmark standards, the City is well-served by community centres. With 16 community centres in existence (plus one under construction), it would seem that Saint John meets the recommended level of service requirements for community centres (one centre per 5,000 residents). However, perhaps more so than any other facility type in Saint John, serious questions exist surrounding how well the City’s community centres serve local residents. As is the case in many cities, Saint John’s community centres are ageing and upkeep is proving costly. In two separate 2009 condition reports for the Carleton CC (completed by ADI Limited) and the North End CC (completed by Stantec), opinion of probable costs for the next 25 years was estimated at $1million and $1.5million respectively. In many cases, it has been difficult for the City to keep up with required maintenance and alternative methods of financing upgrades have had to be secured, such as the significant upgrades that are underway at the Carleton CC 10 Loch Lomond Community Centre is also sometimes referred to as Ben Lomond Community Centre. For the purpose of consistency, the term Loch Lomond has been used throughout this report. 11 Latimore Lake Community Centre is also sometimes spelled Latimer Lake. For the purposes of consistency, the spelling Latimore Lake is used throughout this report. 12 The community centre next to St. Joseph’s Church is currently under construction. At the time of writing this report, the official name of the community centre has yet to be determined. L00943801 ADI Limited Page 29 to accommodate a new provincially-funded Wellness Centre and Food Bank. Similar financial hardship can be found at the “external” community centres as well. In discussions with one community association, it was indicated that the only reason their community centre is still operating is because of funds it receives from providing space to a provincial food bank operation. 7.1.4 School Gymnasia Residents of Saint John have access to indoor recreational spaces at most of the City’s elementary, middle and high schools. School facilities are typically used for sports leagues, town hall meetings and community information sessions. As in most cities, they are also used as voting locations during municipal, provincial and federal elections. School District 8 has designated a number of schools as “community schools.” Partners Assisting Local Schools (PALS) is an initiative of School District 8, in which the local business community and service agencies partner with neighbourhood schools to provide support to students in the form of volunteers and financial assistance. More details on this initiative can be found in the Programming Inventory section of this report. The largest indoor school facility is located on the University of New Brunswick’s Saint John (UNBSJ) campus. The G. Forbes Elliot Athletics Centre has a fitness room, table tennis room, a gymnasium with an indoor track and multiple courts (soccer, basketball, volleyball, tennis, badminton, etc.). It has also hosted multiple sporting events. Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 30 Benchmark Standards Accepted standards indicate that there should be one gymnasium per school. This standard holds true for most of the schools in Saint John, although the adequacy and condition of each facility increases demand at some school facilities over others. Discussions with recreation stakeholders and school administrators indicated that many school facilities are booked months in advance. Individual schools are responsible for bookings and coordination of the community use of school facilities such as gymnasia. Since there is no central booking system, there is no information pertaining to what community groups are using these facilities, nor any detailed information available for the general availability of school facilities throughout the city. 7.1.5 Curling Rinks Two curling rinks are located in Saint John – the Thistle-St. Andrews Curling Club (which has eight sheets of ice) and the Carleton Curling Club (which has three sheets). In comparison to benchmark standards, Saint John is well-served by these two facilities. According to Statistics Canada, curling is the 11th most popular sport in Canada, but only the 22nd most popular sport for 5-14 year olds .13 The largest age group of curlers is comprised of 35-49 year olds (37%), followed by 50-64 year olds (22%), which means that on average curling participants are older than in many other sports.14 Whether the recent resurgence in the popularity of curling since the 2010 Olympics puts a strain on these two facilities to meet the needs of the local curling community has yet to be seen. 13 Statistics Canada (2005). Sport Participation in Canada. 14 Canadian Curling Association. “Profile of a Canadian Curler.” Available from: http://www.curling.ca/content/ GoCulring/profileOfTheCanadianCurler.asp. L00943801 ADI Limited Page 31 7.2 Outdoor Facilities Inventory Unlike parks, which can serve as both structured and unstructured recreational spaces, the City’s outdoor facilities, including recreational fields, tennis courts, baseball diamonds and skate parks, are the primary location of Saint John’s active recreation and sporting needs. According to the Department of Leisure Service’s 2006 Annual Report, the City is responsible for maintaining 18 tennis courts, 30 baseball/softball fields, 6 multi-use fields and one field hockey surface. Four city sports complexes, Memorial Park, Shamrock Park, Allison Grounds and Forest Hills Park, serve as the sporting hubs of the City. Together they contain approximately half of the city-owned baseball/softball fields, the majority of the City’s tennis courts and half the multiuse fields. A fifth major sports complex at Millidgeville and Samuel de Champlain schools is run by School District 8 and School District 1, but is open to community use, including four sports fields and three tennis courts. Map B highlights the location of Saint John’s outdoor facilities. 7.2.1 Recreational Fields15 (*) indicates a baseball/softball field that has been converted to a multi-purpose recreation field Saint John Leisure Services Many of the recreational fields in Saint John, such as the three Millidgeville North Fields, are regulation size fields, but many of them are not (including the field located at the Lorneville Community Centre which is a converted baseball diamond now used as a sports field). Attempts to secure a complete list of regulation versus non-regulation fields proved difficult given the limited availability of documentation related to field dimensions from School District 8 and other field owners. It is also important to note that the number of recreational fields in the City has increased in recent years as many baseball and softball fields are converted to multi-purpose fields. The recreational fields at Champlain Heights School, Lakewood Heights School, Lorneville Community Centre and the Loch Lomond Community Centre are all former baseball fields that now accommodate other sporting activities. Infrastructure, Facilities & Programming Inventory Study 15 Two standards apply to recreational fields, one for larger (regulation) size fields and one for smaller (nonregulation) size fields. Saint John has a combination of regulation size fields and non-regulation size fields. Page 32 There are 25 recreational fields in Saint John, the majority of which are on School District property. The conversion of the Loch Lomond Community Centre’s baseball diamond into a multi-purpose field will bring the total to 26. Recreational fields, or sports fields, are used for a variety of sporting activities including, soccer, football, field hockey, field lacrosse and ultimate frisbee. Thirteen of the 25 sports fields in Saint John fall under the jurisdiction of School District 8, which is in charge of public access to these fields. Although precedence for field use is given to area schools, public access to fields can be secured through the submission of an application form. Based on the quality of the fields, the District has divided their fields into three categories: Primary A, the highest quality fields; Primary B; and Secondary Fields. Benchmark Standards There are two separate standards for playing fields. Athletic fields, football fields and soccer fields all have a standard of one location per 20,000 residents, while smaller fields, such as junior soccer fields, have a standard of one location per 5,000. In spite of the fact that there are significantly more fields in the City than recommended standards, there seems to be an acute shortage of field space and playing time for local residents. Many sports organizations complain of an inability to book practice time on city fields. Increasing pressures from sports clubs for extended seasons and longer practices are partly to blame. Varying states of good repair is another major issue, rendering many of the fields undesirable for sports groups. While a detailed conditions report is beyond the scope of this project, it is important to note that many of the fields included in this list are in poor condition and may not meet the needs of sports groups who require clearly delineated lines and smooth surfaces for the purpose of practices and games. L00943801 ADI Limited Page 33 7.2.2 Baseball/Softball Diamonds16 Saint John has 30 baseball and softball diamonds across the city. Similar to recreational fields, the existing diamonds are in varying states of good-repair. Allison Grounds, Forest Hills Park, Memorial Park and Shamrock Park are the four prime locations for baseball and softball activities in the City. Many of the City’s baseball diamonds have been converted to green space or multi-purpose fields in recent years, including those located at Lorneville Community Centre, Lakewood School and Loch Lomond Community Centre. Benchmark Standards In spite of these recent conversions, Saint John is still home to twice as many baseball and softball diamonds as deemed warranted by benchmark standards. With baseball and softball experiencing declining participation levels more than most other sports, the oversupply of diamonds creates an opportunity for the City to continue repurposing some of these diamonds into other types of recreational space, or to sell the lands altogether. Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 34 16 While 30 baseball diamonds are listed, Silver Falls Park has not been used as a baseball diamond in years and is no longer maintained by the City. However, the remaining infrastructure, such as the protective fencing behind home base, is still in place. According to the Department of Leisure Services, plans are in place to decommission the Taylor Avenue Field in the future and to convert the Martinon Community Centre baseball diamond to green space. 7.2.3 Tennis Courts17 (*) indicates d a court that h h has b been d deemed d unplayable l bl b by Leisure SServices staff. ff Four off the h six courts at Memorial Park were deemed unplayable. Saint John’s 37 tennis courts are more than double the amount recommended by benchmark standards. However, with the exception of the eight courts at Shamrock Park, the three courts at Forest Hills Park and the three courts at Samuel de Champlain School, the majority of courts are deemed to be in poor to unplayable conditions by City Leisure Services staff. If resurfaced, the six courts located at Memorial Park could once again be playable (currently only two have nets). Tennis has been experiencing stagnating or declining participation rates at the national level. Similar to baseball and softball diamonds, there may be opportunities to focus efforts and finances on a selected number of tennis courts, decommission those courts deemed to be excess, and repurpose the decommissioned courts as new recreation infrastructure, such as skate parks. 7.2.4 Skate Park Opened in November 2008, Station 1 Skate Park is the City’s only large-scale skate park. It’s located under the Main St. viaduct and connects to the Harbour Passage trail system. Since its opening, the skate park has attracted a large volume of skateboarders and provides them with a space all their own and separate from pedestrians. Given that skate parks are relatively recent facilities, there are no accepted benchmark standards for such facilities. 17 According to Leisure Services, the two tennis courts at Rainbow Park have been decommissioned, but redevelopment plans for the park will see one of these courts rebuilt. Leisure Services also indicated that the Market Place West tennis courts have been decommissioned, but the infrastructure still remains in place. L00943801 ADI Limited Page 35 7.2.5 Beaches Saint John is home to a wide variety of public beaches that line the Bay of Fundy and the City’s fresh water lakes and rivers. Four of these beaches, Lily Lake, Fishers Lakes, Lakewood Reservoir and Dominion Park, are supervised by City lifeguards. Some beaches are wellmaintained and popular with residents (such as those found in Rockwood Park), while others are visited less frequently by residents and not well maintained (such as Tucker Park Beach). There are no industry standards in place for minimum number of beaches. 7.2.6 Beach Volleyball Courts There are no general standards for beach volleyball courts. Standards for volleyball courts are set at one indoor or outdoor court per 5,000 residents. In combination with school gymnasia in which residents can play indoor volleyball, there seems to be an acceptable number of volleyball courts in the City. Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 36 7.3 Parks & Playgrounds Inventory Saint John has a long and proud history of parks and green spaces. As the first incorporated city in Canada, it also became the first city to set aside land for public squares in its Royal Charter of 1785. With the creation of the City came the creation of the City’s first green spaces that even today remain some of the most used green spaces in the City: King’s Square, Queen’s Square, King’s Square West and Queen’s Square West. Saint John’s military history has been one of the leading influences on the City’s parks and open space system. What once served as forts, barracks and parade grounds during times of war are serving today’s population as national historic sites and recreation spaces, including Fort Howe, Fort Latour and Barrack Green Armouries, among others. The 1992 Recreation and Open Space Strategy identified approximately 60 designated parks containing more than 1,100 hectares (2,700 acres) of land throughout the City. Two 2009 CURA reports, titled Urban Green Space Report, Volumes 1 & 2, provide an up-to-date and detailed overview of Saint John’s existing open space. The report concludes that the City of Saint John is now responsible for 72 open spaces and they point to Rockwood Park and King’s Square as the most utilized park spaces in the city, while arguing that Partridge Island, Tucker Park and Falls View Park are the most overlooked spaces that exhibit the greatest amount of potential.18 For the purpose of the parks inventory, the 3P’s – parks, playgrounds and playing fields – are included as together they comprise the city’s extensive park system. For open space, all lands identified as in the Department of Natural Resource’s Non-Forested Lands database have been included. Map C highlights Saint John’s playgrounds and Map D shows the location of parks and open spaces throughout the City. In order to measure the total area of parks and open space, we have subdivided land into four categories: local/neighbourhood parks; community parks; regional parks; and open space. The total area for each category was calculated by adding together the area of each respective park or open space within that category. For open space adjacent to schools, only the surface area of playing fields and playgrounds were included, not the open space surrounding these playing surfaces. While this may exclude some usable park space from the calculations, the remaining properties are captured under the open space category. It is important to note that all area calculations for parks and open spaces are estimates given the complex nature and inconsistencies of available databases. There is little consensus regarding the most effective way to measure the location of parks and open spaces. Whether categories such as “neighbourhood” are still relevant today for the provision of recreation services is questionable. However, any sub-categorization for the purpose of recreation services should align with boundaries identified as part of the Saint John Municipal Plan. In spite of this, there is an agreed-upon classification system for parks that includes a hierarchy of park types ranging from small local playgrounds to large regional tourist attractions. Our inventory categorizes Saint John’s parks and open space according to the following four categories: local/neighbourhood parks; community parks; regional/city parks; and open space. 18 Since the 2009 CURA report was published, Master Plans have been created for each of the three parks identified as the “most overlooked” spaces in the City. L00943801 ADI Limited Page 37 7.3.1 Local/Neighbourhood Parks As the name suggests, these parks serve the residents that live within a neighbourhood. Residents are typically able to access these parks by foot and they serve as a social and recreational space for the neighbourhood. Types of neighbourhood parks include playgrounds; tot lots; parkettes; and play areas attached to elementary schools. According to the 1992 Recreation and Open Space Strategy local parks have a catchment area radius of 0.8km. The General Standards for Open Space contained in the Ontario Ministry of Culture and Recreation’s Guidelines for Developing Public Recreation Facility Standards (2004) follows a provision standard of 4.0 acres/1,000 residents (equal to 272 acres in the Saint John context). Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 38 Our inventory has identified a total of 54 local parks in Saint John, many of which are attached to the City’s elementary schools or serve as stand-alone playgrounds. These 54 local parks are spread throughout the City, the majority of which are located in the City’s urban core and inner suburban ring. The total area of local parks is approximately one-quarter what provision standards suggest. This is most likely due to the conservative estimates that arise from the methodology in which park areas were calculated (see Section 7.3). 7.3.2 Community Parks Community parks serve a larger population than neighbourhood parks. Residents should be able to access these parks by foot or by public transportation and the parks should be programmed to offer a variety of recreational and leisure opportunities, both structured and unstructured. Types of community parks include athletic and sports fields; lands associated with arenas, community centres and pools; secondary school playfields; and district parks. The Open Space Strategy suggests a recommended catchment area radius of 3km for community parks and a provision standard of 1.5 hectares for every 1,000 residents (3.7acres/1,000 residents). In this case, the 2004 provision standards are less stringent than those put forward in the Open Space Strategy at 3.0 acres/1,000 residents and a catchment area of 2.4km. Our inventory has identified a total of 32 community parks, the majority of which are attached to the City’s high schools, community centre and arenas. Similar to neighbourhood parks, community parks are mainly distributed throughout the City’s urban core and inner suburban ring. The total area of community parks is 180 acres, somewhat below the provision standard of 204 acres. L00943801 ADI Limited Page 39 7.3.3 Regional Parks The largest parks in the classification system are regional parks that attract residents and tourists from the Saint John region and beyond. They typically provide both structured and unstructured recreational opportunities as well as a wide range of specialized uses. Provision standards for regional parks indicate 13 acres/1,000 residents with a catchment area that spans an entire region. Our inventory has identified a total of 22 regional parks including Partridge Island, which although currently closed to the public exhibits strong potential as a signature piece of Saint John’s park system. The total area of regional parks is more than threefold what is required by provision standards, due in large part to Rockwood Park and Irving Nature Park. 7.3.4 Open Space Unlike parks, there are far too many open space areas in the City to tabulate in a chart. Our calculations for open space are based on the areas of designated parks, plus lands designated as open space within the Department of Natural Resources’ Non-Forested Lands database. According to the 1992 Recreation and Open Space Strategy, open space “is public and private space that is open to the sky and is ued or has the potential to be used for public recreation.”19 Open spaces can include green spaces and corridors, buildings and their associated outdoor areas (especially schools and community centres), streets, plazas, parks and recreational areas, reservoirs, flood basins, watersheds, waterways and trails. Open space networks play an important role in defining the City’s urban structure and can help link its disparate parts. The 1992 Open Space Strategy uses three categories to identify open space: utility open space, green open space and corridor open space. Utility Open Space: these spaces play a productive or utilitarian role in the City and are typically used for production or storage. Lands included in utility open space includes resource lands (agriculture, mining, forest, water supply and storage systems); flood control and drainage lands (flood plains, watersheds, designated protected areas); urban utility space (reservoirs, landfills, treatment facilities); and reserves and preserves (wildlife refuge areas, sanctuaries, lands reserved for urban development). Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 40 19 City of Saint John Recreation and Open Space Strategy: Background Report, p. 26. Green Open Space: these spaces are natural areas dominated by recreation and parks uses, as well as spaces associated with adjacent buildings. Lands included in green open space include wilderness and primitive areas; protected areas (cemeteries, archaeological sites, protected coastlines and shorelines); park areas (such as those mentioned in previous sections); recreation areas (such as the outdoor facilities mentioned in previous sections); and urban open spaces (lands associated with specific buildings and developments, commons and squares, etc.). Corridor Open Space: these lands are paths that allow for the circulation of residents and nature. Lands included in corridor open spaces include rights-of-way spaces (pipeline and power line ROWs, rail lines, roadways, and rivers); environmental corridors (naturalized corridors and trail systems). Similar to those proposed for each of the three categories of parks, accepted standards for open space exist. The General Standards for Open Space contained in the Ontario Ministry of Culture and Recreation’s Guidelines for Developing Public Recreation Facility Standards (2004) follows a provision standard of 10.0 acres of open space for every 1,000 residents. Map D shows the location of open spaces throughout the City of Saint John. The City has a total of 24,039 hectares (59,402 acres) of open space, the equivalent of 76% of the municipality’s total territory. L00943801 ADI Limited Page 41 7.4 Programming Inventory The City’s recreation and leisure system currently offers a range of recreational opportunities throughout the City of Saint John. In addition to maintaining a system of parks, open spaces, trails and recreation facilities (as described in the previous section), Saint John Leisure Services also offers and funds a variety of programs to meet the needs of individual neighbourhoods and communities. Supplementing the City’s efforts is a larger group of agencies and organizations such as the Boys and Girls Club; Saint John YMCA-YWCA; Partners Assisting Local Schools (PALS); and PRO-Kids; among many others. Each of these organizations contributes to the recreational opportunities and well-being of Saint John residents. A program is a flexible concept used to describe a variety of different operations, including activities, events or services conducted by Leisure Services and other organizations. The term “program” can refer to a single activity, such as a bike ride, a collection of activities, such as cultural arts classes operated by an organization, or the entire mandate of services offered by Leisure Services. This broad definition of programming is intended to include more than sports programs organized by City staff. The key point in programming is the concept of design, in which Leisure Services develops an idea for a new program and through various means, facilitates its delivery to target clientele. In some instances, the City’s role in implementing the program is minimal, but in others it may be near total. The delivery of that program may be through direct contact in a City-owned facility, or through the regulation of leisure programs delivered by third parties through the development and enforcement of policies to ensure goals such as diversity and inclusiveness are being met. A full list of programs offered in the City of Saint John can be found in Appendix K. 7.4.1 Trends in Recreation Programming Programming has become far more inclusive and extensive than it once was. Consequently, recreation and leisure programmers try to ensure that programs are identified for all age groups and interests, and reach out to “at-risk” groups such as persons with disabilities, women and children, and youth living in poverty. According to the New Brunswick Sport Plan, “a lower percentage of certain segments of the population are engaged in sport and recreation than would be anticipated based on that segment’s prevalence in the population of the Province.”20 This is especially true in Saint John where concentrations of groups under-represented in sports and recreation are significantly higher than in other cities. One of the most prevalent trends in recreation and leisure programming is a greater emphasis on individualized programs and personal skill development. People are increasingly more interested in acquiring skills they can integrate into their lifestyle than in participating with others in an ongoing program setting. On the other end of the spectrum, residents still view recreation programs as a social medium. This has resulted in more and more programs being offered at flexible times, rather than at a set time, to respond to the demands many families and individuals have on their time. Some key issues and trends related to programming in the City of Saint John include the following: Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 42 20 The New Brunswick Sport Plan, “Appendix C: Under-Represented Groups.” Department of Wellness, Culture and Sport, and Sport New Brunswick, September 2008. tBTDPNNVOJUJFTTVDIBT4BJOU+PIOBUUFNQUBOEBDUVBMMZCFDPNFNPSFFUIOJDBMMZ diverse, programming and marketing must change to attract all cultures; tUIFBHJOHCBCZCPPNFSHFOFSBUJPOJTNPSFDPOTDJPVTPGXFMMOFTTUIBOPMEFS generations, but as they age will require less strenuous ways to be active than traditional fitness programs; tUIFBHJOHCBCZCPPNFSTXJMMBMTPJODSFBTFEFNBOEGPSBSUTQSPHSBNTPWFSUIFDPVSTF of the next decade; tUIFHVMGCFUXFFOSFDSFBUJPOQSPHSBNNFSTBOEQBSLTQSBDUJUJPOFSTJTTUFBEJMZDMPTJOH They will need to work together to extend outdoor programming and gardening workshops; tQSPHSBNTXJMMJODSFBTJOHMZCFPòFSFECZQBSUOFSTIJQTCFUXFFONVOJDJQBM departments and private and non-profit organizations; tUIFDVSSFOUUSFOEUPXBSEZPVUIQIZTJDBMJOBDUJWJUZXJMMTFFTDIPPMEJTUSJDUTUVSOJOHUP municipal departments to develop cooperative programs in school settings; tEFNBOEGPSQBUIXBZTBOEUSBJMTXJMMDPOUJOVFUPJODSFBTFBTXJMMUIFOFFEUPQSPNPUF wellness. Marketing techniques will need to adapt to changing demand. 7.4.2 Measuring Programming Delivery The goal of recreation and leisure services programmers is to develop and support a diverse range of recreation programs that are sensitive to community needs, interests, and financial resources. However, evaluating whether or not the existing quantity and quality of municipal recreation and leisure programs achieve their goals and reach their intended target audience can be difficult to measure. Unlike the accepted provision standards for recreation facilities described in the previous sections of this report, there are no national or provincial programming benchmarks to follow. Furthermore, the provision of programs and leisure services includes innumerable opportunities supplied by unregulated commercial, not for profit, and service sector organizations. Saint John is additionally complex in that several major municipal facilities, such as the Canada Games Aquatic Centre and Harbour Station, are managed by regional organizations, with the City providing some input into their operations. Unlike some municipalities, the City of Saint John has no established criteria for evaluating programs and services which would help ensure that programs and services being delivered to residents are relevant and addressing current recreation and leisure needs of Saint John residents. However, the lack of evaluation criteria for recreation programs in Saint John is not unique. Indeed, the diverse range of programs available in Saint John is similar to that found in Fredericton and Moncton. In lieu of specific evaluation criteria or benchmark standards, ADI Limited has made several observations regarding municipal spending, strategic planning, and consumer spending as they relate to recreation and leisure programs within the City of Saint John. Municipal Spending on Recreation and Leisure Programming The level of municipal investment as a percentage of the overall municipal budget is one method of measuring recreation and leisure programming. Unfortunately, the scope of work for recreation departments varies from municipality to municipality. Most budgets do not include enough detail to allow for a direct comparison of, for example, aquatic program spending from one city to the next. With this in mind, the average reported municipal L00943801 ADI Limited Page 43 spending on recreation between 2004 and 2008 in the Greater Saint John Region was 11.3%.21 In contrast, the City of Saint John reported an average recreation and culture budget equal to 6.54% of its total operating budgets during the same time period. In comparison to other cities, recreation spending in Saint John seems somewhat low. The City of Fredericton’s 2010 Operating Budget for Community Services, the department which is responsible for recreation spending, represents 11.4% of that city’s total operating budget.22 In Halifax (HRM), the combined 2010 operating budgets for Community Development and Infrastructure and Asset Management represents 8.75% of the regional municipality’s 2010 operating budget.23 The City of Saint John 2010 budget report notes that “periods of restraint have meant that the resources committed to recreation and parks programs and facilities have diminished noticeably in the past decade.” However, during the 2010 Budget approval process, Common Council passed a five percent increase to the Leisure Services budget to allow for additional funding for neighbourhood centres, a new focus on developing green spaces and trails within the City, a larger commitment to the PRO-Kids program, enhancement of the City’s summer playground programs, additional staffing for recreation programs, and the completion of a strategic plan to guide future investments. The City’s capital budget also included provisions for renovations to the Carleton and North End Community Centres, as well as improvements to Rockwood and Shamrock Parks. Use of Recreation and Leisure Programs A second method of evaluating recreation programs is through an analysis of the use of recreational facilities and attendance at sporting events, live performing arts events and admissions to museums or similar institutions. Unfortunately, definitive data tracking attendance and use of these events and facilities does not exist, largely due to the incomplete implementation of scheduling software programs in the City. However, data on household spending and attendance at these events are tracked by Statistics Canada through their Survey of Household Spending. This data, while very useful, does not provide a comprehensive snap shot of recreation and leisure in Saint John since it tracks only those facilities or events for which people have to pay. In spite of this data limitation, these figures help create a broad picture of the use of recreation programs and leisure services in association with the other evaluation methods outlined in this section. In 2008, 40.5% of people in the Saint John CMA reported using paid recreational facilities, which was almost unchanged from 2000. The Saint John CMA exhibited similar rates of recreational facility use as Charlottetown, but significantly lower rates than Halifax (HRM). However, the average per capita spending on recreation facilities by Saint John residents was higher than in Halifax, a result of significantly higher average expenditures among those using recreation facilities. In Halifax, the average expenditure was $631, compared to $895 in Saint John. Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 44 21 This figure includes spending on recreation and culture departments in the City of Saint John and the Towns of Quispamsis, Rothesay, Grand Bay-Westfield and Hampton. 22 The Department of Community Services operating budget includes spending on recreation, parks and trees, and public transit. The Department’s total operating budget for 2010 stood at $10,632,229.00. 23 The combined budget total of the Community Development Department and the Infrastructure and Asset Management Department was $28,279,990.00. These two departments are responsible for programming and facilities spending respectively. Figure 13: Recreation and Leisure Attendance, Saint John, Halifax & Charlottetown Source: Statistics Canada, Survey of Household Spending This pattern of spending seems to indicate that more people in Saint John with either less income to spend on recreation, or who are less likely to use recreational facilities, are not using fee-based recreational facilities in comparison to Charlottetown or Halifax. It may also indicate that municipalities that supply subsidized recreational programming, and which rely less upon third party organizations to offer consumers recreational programs, are passing along a consumer discount benefit. Ultimately, the consumer and municipal taxpayer are one and the same and the actual costs of providing the recreational and leisure programs are absorbed by the taxpayer. 7.4.3 Improvements to Programming Delivery Adopted by Council in the fall of 2005, Vision 2015 is a plan for continuous improvement for both the community and the municipality. The Vision 2015 plan is based on the principles of change and performance management, intended to transform how the City responds to public needs. The program’s goal is to ensure that the services delivered by the City of Saint John are aligned to achieve desired outcomes in the community and directly contribute to the achievement of a vision for Saint John. In response to Vision 2015, Saint John has adopted a new approach to its organizational structure that better responds to the needs of citizens. Services will be organized into six programs such as Community Enrichment, Development and Growth, Public Safety, Environment, Transportation, and Council and Corporate Administration. Departments, including Leisure Services, are now preparing “service delivery plans” that will provide a detailed administrative overview of how services will be delivered to successfully achieve community goals. These plans identify the actions required to realize a vision for Saint John, focusing on effective and efficient delivery of service. The 1992 Recreation and Open Space Strategy includes recommended vision statements with regards to recreation programs: tPVSQSPHSBNTXJMMFòFDUJWFMZBOEFDPOPNJDBMMZSFTQPOEUPUIFEJWFSTFBOEDIBOHJOH recreation needs of all residents of Saint John; tPVSQSPHSBNTXJMMTUSJWFUPCFFEVDBUJPOBMBOEJOGPSNBUJWFXJUIBGPDVTPOIFBMUIZ living and environmental quality; tPVSQSPHSBNTXJMMTUSJWFUPNFFUUIFSFDSFBUJPOOFFETPGUIFDPNNVOJUZXIJMF preserving our natural environment. Many of the program recommendations contained in the 1992 Open Space Strategy are still applicable today. As the City restructures and Leisure Services develops new service delivery plans, the department should examine and consider the applicability of key programming recommendations from the 1992 strategy. Furthermore, recreation and leisure programs in Saint John would benefit greatly from a Recreation and Leisure Services Strategic Plan, the purpose of which would be: L00943801 ADI Limited Page 45 tUPDMBSJGZMFJTVSFTFSWJDFTSPMFXJUIJOUIFDPOUFYUPGUIFNVOJDJQBMTFSWJDFEFMJWFSZ environment; tUPGVSUIFSFMBCPSBUFUIF7JTJPOTFSWJDFEFMJWFSZTUBUFNFOUJOSFMBUJPOUPLFZ strategic Leisure Services issues; tUPEFöOFBOECVJMEQVCMJDQPMJDZSFDPNNFOEBUJPOTBSPVOEUIFDPSFTUSBUFHJFT proposed to achieve service delivery excellence; and tUPTFUUIFQFSGPSNBODFNFBTVSFTBOEFWBMVBUJPODSJUFSJBUIBUXJMMUSBDLQSPHSFTT toward the Vision. Appendix L contains details on best practices in programming delivery in Canada that can serve as useful models for the City of Saint John. 7.4.4 Programming Summary Recreation and leisure programming within Saint John, offered by both the City and through other organizations, represents an opportunity for improvement. Leisure Services, as discussed in the 2010 operating budget, has been through a period of reduced resources for recreation programs over the past two decades. The renewed commitment from Common Council to reinvest in recreation requires an appropriate commitment from practitioners to strategically focus on programs that enrich the quality of life for Saint John residents. Youth programs, as outlined in the best practices contained in Appendix L, is a focus area that could serve as catalyst for new public policy for recreation and leisure programs, increased professional accreditation within Leisure Services, and the strengthening of existing programs such as PALS or the development of new programs promoted by organizations such the Play Works Partnership. Moving forward Leisure Services should examine, in context with the restructuring of the Department, public policy emphasis on offering introductory level programs. The philosophy behind this approach is that citizens should have access to learn a variety of skills at an introductory level. If citizens then choose to invest in or pursue a particular skill in more detail, they could then pursue with a more specialized agency. Leisure Services should provide a range of recreation opportunities for its residents and design facilities that promote participation. Saint John Leisure Services Infrastructure, Facilities & Programming Inventory Study Page 46 8.0 Conclusion The Saint John Leisure Services Infrastructure, Facilities and Programming Inventory Study provides an updated list of recreational infrastructure and programs in the City; identifies key community issues regarding the current state of the City’s recreation services; and suggests strategies and recommendations to help ensure Leisure Services is providing effective and sustainable services that meet community needs. Prior to this report, the City had not conducted a complete inventory of recreational facilities and programs in almost 20 years. The updated inventory shows that, in many cases, facilities were constructed to serve a population that was significantly larger than it is today. This has resulted in an oversupply of many facilities, most notably playgrounds. In spite of this oversupply, however, consultation with stakeholders indicates that there is a perception of undersupply in the City. This suggests that many of the facilities are not in a state of good repair, or do not reflect the level of quality expected by the community. This report also indicates that a lack of detailed enrollment and participation statistics makes it difficult to assess the success or failure of many of the programs that are on offer in Saint John, whether provided by the City, community organizations or not-for-profits. Furthermore, years of funding cuts to the recreation budgets has created a greater need for focusing on the efficiency and economic sustainability of services provided by the Leisure Services Department. Recent Common Council commitments will provide more funding to Leisure Services, but it remains significantly lower than previous levels – a situation that should not be expected to change in the near future. Community pressures on local representatives for recreational infrastructure have also led to short-term decisions that run counter to the long-term sustainability of the City’s recreation services. In order to address the issues identified throughout this report, the Recreation Inventory Study provides a twofold solution. First, the report outlines recommended decision-making tools, such as GIS, that will assist the Department in making key decisions to help strengthen the provision of recreation services and build capacity within Leisure Services: tGPDVTPOQSJPSJUJFT tQSPBDUJWFWFSTVTSFBDUJWFQMBOOJOH tCVJMEJOHQBSUOFSTIJQDBQBDJUZ tCVJMEJOHJOUFSOBMDBQBDJUZ tVSCBOTVCVSCBOBOESVSBMDPOTJEFSBUJPOT tDPTUSFDPWFSZBOESFWFOVFGPSNVMBT Secondly, a series of recommended actions, if implemented, will also improve the provision of recreation services and facilities and allow the Department to develop more efficient and sustainable services: tiSJHIUTJ[FwSFDSFBUJPOJOGSBTUSVDUVSF tEFWFMPQBSFDSFBUJPONBTUFSQMBO tEFWFMPQBZPVUITUSBUFHZ tVTF$MBTTGBDJMJUZTDIFEVMJOHQSPHSBNUPJUTGVMMQPUFOUJBM tEFWFMPQBTQPSUBMMPDBUJPOQPMJDZ tEFWFMPQBUVSGNBOBHFNFOUQPMJDZ tEFWFMPQB-FJTVSF4FSWJDFTDPNNVOJUZEFWFMPQNFOUOFXTMFUUFSGPSVN L00943801 ADI Limited Page 47 Appendix A – Decision-Support Mapping Purpose The purpose of this appendix is to highlight the effectiveness of GIS-based mapping for municipal decision-making processes. The City of Saint John is currently well-equipped for GIS technologies, including professional staff educated in the GIS discipline of providing services to all City Departments. By taking advantage of these services, Leisure Services can better manage infrastructure requests and determine if and where new recreation infrastructure should be added or removed. The maps contained in this appendix are intended to serve as examples only. They showcase different methods by which Leisure Services can overlay relevant demographic data with data related to the updated recreation inventory that has formed part of this report. The maps include the following: 1) 2) 3) 4) 5) 6) Percentage of children in relation to City playgrounds Incidence of poverty in relation to community centres Population change in relation to outdoor facilities Population density in relation to indoor facilities Neighbourhood park catchment areas Community park catchment areas Each of the six maps combines demographic data with the location of recreational facilities and infrastructure. This type of mapping allows Leisure Services to analyze whether existing locations of facilities are appropriate and where new facilities could be added or existing facilities closed down. This type of analysis also provides a more effective decision-making tool for future recreation services rather than ad hoc political and administrative decisions. 7375000.000000 7370000.000000 7365000.000000 7360000.000000 7355000.000000 7350000.000000 2520000.000000 2520000.000000 2525000.000000 2525000.000000 2530000.000000 2530000.000000 2535000.000000 0 0.5 1 2535000.000000 2 3 2540000.000000 4 Kilometers 2540000.000000 2545000.000000 2545000.000000 2550000.000000 111 - 145 76 - 110 46 - 75 26 - 45 0 - 25 Age 0 - 9 ADI Limited Census 2006 Population Street Centerline Major Roads 24 - 38 15 - 23 9 - 14 6-8 0-5 c 2010 Playgrounds (Apparatus Count) Legend 2550000.000000 7375000.000000 7370000.000000 7365000.000000 7360000.000000 7355000.000000 7350000.000000 Revision Ckd. By Date ADI Limited Edmundston, Fredericton, Moncton, Oromocto, Saint John (NB); Halifax, Sydney, Truro (NS); Charlottetown (PE); Marystown, St.John's (NL); and Edmonton (AB) Offices located in: Fredericton, NB, Canada LML IABM Scale Dwg. No. Project No. Dwg. Title N.T.S. This drawing is not to be scaled 1 L00943801 1 Rev. No. MAP A.I: Playground Locations & Number of Children Aged 0-9 Saint John Leisure Services Infrastructure, Facilities and Programming Inventory Study 2010 Project Title A Trow Global Company R June 2nd, 2010 Designed By: Dwg. Design Ckd. By: WPJ IABM Drawn By: Dwg. Standards Ckd. By: Const. North FOR INFORMATION ONLY Date Printed No. 7375000.000000 7370000.000000 7365000.000000 7360000.000000 7355000.000000 7350000.000000 2520000.000000 2520000.000000 2525000.000000 2525000.000000 2530000.000000 2530000.000000 2535000.000000 0 0.5 1 2535000.000000 2 3 2540000.000000 4 Kilometers 2540000.000000 2545000.000000 2545000.000000 2550000.000000 41 - 77 31 - 40 21 - 30 11 - 20 1 - 10 0 Insufficient data Census 2006 ADI Limited c Incidence of Low Income (Pre-Tax) Street Centerline Major Roads 17, Teen Resource Centre 16, St. Joseph's CC 15, Martinon CC 14, Latimore Lake CC 13, KBM CC 12, Milford Memorial CC 11, Denis Morris CC 10, Boys & Girls Club 9, YMCA-YWCA 8, Loch Lomond CC 7, Lorneville CC 6, South End CC 5, Forest Glen CC 4, Millidgeville CC 3, Somerset CC 2, North End CC 1, Carleton CC Community Centers Legend 2550000.000000 2010 7375000.000000 7370000.000000 7365000.000000 7360000.000000 7355000.000000 7350000.000000 Revision Ckd. By Date ADI Limited Edmundston, Fredericton, Moncton, Oromocto, Saint John (NB); Halifax, Sydney, Truro (NS); Charlottetown (PE); Marystown, St.John's (NL); and Edmonton (AB) Offices located in: Fredericton, NB, Canada LML IABM Scale Dwg. No. Project No. N.T.S. This drawing is not to be scaled 1 L00943801 1 Rev. No. MAP A.II: Community Centre Locations & Incidence of Low Income (Pre-Tax) Dwg. Title Saint John Leisure Services Infrastructure, Facilities and Programming Inventory Study 2010 Project Title A Trow Global Company R June 2nd, 2010 Designed By: Dwg. Design Ckd. By: WPJ IABM Drawn By: Dwg. Standards Ckd. By: Const. North FOR INFORMATION ONLY Date Printed No. 7375000.000000 7370000.000000 7365000.000000 7360000.000000 7355000.000000 7350000.000000 2520000.000000 2520000.000000 2525000.000000 2525000.000000 2530000.000000 2530000.000000 2535000.000000 0 0.5 1 2535000.000000 2 3 2540000.000000 4 Kilometers 2540000.000000 2545000.000000 2545000.000000 2550000.000000 201 - 500 1 - 200 0 -199 - -1 -756 - -200 ADI Limited c 2010 Population Change - 2001 to 2006 Street Centerline Major Roads Saint John Beaches Recreational Fields Baseball Fields/Softball Fields Tennis Courts Volleyball Courts Skateparks Legend 2550000.000000 7375000.000000 7370000.000000 7365000.000000 7360000.000000 7355000.000000 7350000.000000 Revision Ckd. By Date ADI Limited Edmundston, Fredericton, Moncton, Oromocto, Saint John (NB); Halifax, Sydney, Truro (NS); Charlottetown (PE); Marystown, St.John's (NL); and Edmonton (AB) Offices located in: Fredericton, NB, Canada LML IABM Scale Dwg. No. Project No. Dwg. Title N.T.S. This drawing is not to be scaled 1 L00943801 1 Rev. No. MAP A.III: Outdoor Facilities & Population Change (2001-06) Saint John Leisure Services Infrastructure, Facilities and Programming Inventory Study 2010 Project Title A Trow Global Company R June 2nd, 2010 Designed By: Dwg. Design Ckd. By: WPJ IABM Drawn By: Dwg. Standards Ckd. By: Const. North FOR INFORMATION ONLY Date Printed No. 7375000.000000 7370000.000000 7365000.000000 7360000.000000 7355000.000000 7350000.000000 2520000.000000 2520000.000000 2525000.000000 2525000.000000 2530000.000000 2530000.000000 2535000.000000 0 0.5 1 2535000.000000 2 3 2540000.000000 4 Kilometers 2540000.000000 2545000.000000 2545000.000000 2550000.000000 4246 - 9880 2229 - 4245 1023 - 2228 413 - 1022 0 - 412 ADI Limited c 2010 Census 2006 - Population Density (per sq km) Street Centerline Major Roads School Gymnasia Curling Clubs Pools Community Centers Arenas Legend 2550000.000000 7375000.000000 7370000.000000 7365000.000000 7360000.000000 7355000.000000 7350000.000000 Revision Ckd. By Date ADI Limited Edmundston, Fredericton, Moncton, Oromocto, Saint John (NB); Halifax, Sydney, Truro (NS); Charlottetown (PE); Marystown, St.John's (NL); and Edmonton (AB) Offices located in: Fredericton, NB, Canada LML IABM Scale Dwg. No. Project No. Dwg. Title N.T.S. This drawing is not to be scaled 1 L00943801 1 Rev. No. MAP A.IV: Indoor Facilities & Population Density (2006) Saint John Leisure Services Infrastructure, Facilities and Programming Inventory Study 2010 Project Title A Trow Global Company R June 2nd, 2010 Designed By: Dwg. Design Ckd. By: WPJ IABM Drawn By: Dwg. Standards Ckd. By: Const. North FOR INFORMATION ONLY Date Printed No. 7375000.000000 7370000.000000 7365000.000000 7360000.000000 7355000.000000 7350000.000000 2520000.000000 2520000.000000 2525000.000000 2525000.000000 2530000.000000 2530000.000000 2535000.000000 0 0.5 1 2535000.000000 2 3 2540000.000000 4 Kilometers 2540000.000000 2545000.000000 2545000.000000 Urban, 15.0 Suburban, 62.2 Rural, 254.0 2550000.000000 Land Class, Area (sq kms) ADI Limited Parks and Field Facilities - Neighborhood (800 m Buffer) Parks and Field Facilities - Neighborhood Street Centerline Major Roads Legend 2550000.000000 c 2010 7375000.000000 7370000.000000 7365000.000000 7360000.000000 7355000.000000 7350000.000000 Revision Ckd. By Date ADI Limited Edmundston, Fredericton, Moncton, Oromocto, Saint John (NB); Halifax, Sydney, Truro (NS); Charlottetown (PE); Marystown, St.John's (NL); and Edmonton (AB) Offices located in: Fredericton, NB, Canada LML IABM Scale Dwg. No. Project No. N.T.S. This drawing is not to be scaled 1 L00943801 1 Rev. No. MAP A.V: Neighbourhood Park Catchment Areas (800m) Dwg. Title Saint John Leisure Services Infrastructure, Facilities and Programming Inventory Study 2010 Project Title A Trow Global Company R June 2nd, 2010 Designed By: Dwg. Design Ckd. By: WPJ IABM Drawn By: Dwg. Standards Ckd. By: Const. North FOR INFORMATION ONLY Date Printed No. 7375000.000000 7370000.000000 7365000.000000 7360000.000000 7355000.000000 7350000.000000 2520000.000000 2520000.000000 2525000.000000 2525000.000000 2530000.000000 2530000.000000 2535000.000000 0 0.5 1 2535000.000000 2 3 2540000.000000 4 Kilometers 2540000.000000 2545000.000000 2545000.000000 Urban, 15.0 Suburban, 62.2 Rural, 254.0 2550000.000000 Land Class, Area (sq kms) ADI Limited Parks and Field Facilities - Community (2400 m Buffer) Parks and Field Facilities - Community Street Centerline Major Roads Legend 2550000.000000 c 2010 7375000.000000 7370000.000000 7365000.000000 7360000.000000 7355000.000000 7350000.000000 Revision Ckd. By Date ADI Limited Edmundston, Fredericton, Moncton, Oromocto, Saint John (NB); Halifax, Sydney, Truro (NS); Charlottetown (PE); Marystown, St.John's (NL); and Edmonton (AB) Offices located in: Fredericton, NB, Canada LML IABM Scale Dwg. No. Project No. N.T.S. This drawing is not to be scaled 1 L00943801 1 Rev. No. MAP A.VI: Community Park Catchment Areas (2.4km) Dwg. Title Saint John Leisure Services Infrastructure, Facilities and Programming Inventory Study 2010 Project Title A Trow Global Company R June 2nd, 2010 Designed By: Dwg. Design Ckd. By: WPJ IABM Drawn By: Dwg. Standards Ckd. By: Const. North FOR INFORMATION ONLY Date Printed No. Appendix B – Community Hubs Concept Purpose The purpose of this appendix is to provide a brief discussion on the concept of the “community hub” concept as it has been applied elsewhere in New Brunswick, including the City of Fredericton and the Town of Rothesay. City of Fredericton Fredericton’s 2008 Recreation Master Plan includes detailed discussions surrounding the clustering of recreation facilities as “community hubs.” The following is a direct excerpt from the City of Fredericton Recreation Master Plan (2008) 1: “The concept of recreation facilities as community hubs is a positive direction for modern and growing Cities, where lifestyles are not always conducive to a sense of place and community integration. It is not uncommon for larger Cities (>100,000 or perhaps >200,000) as well as smaller communities with populations less than 20,000 to develop multi-purpose/community hub facilities either as a single facility for the whole municipality or a number serving populations of up to 40,000 or 50,000. Recent trends related to active transportation and “buying local” may begin to influence recreation facility development. The City of Fredericton provides an interesting situation for the facility model typically in vogue. In a City of approximately 50,000 such a model, would result in one or at best two all-inclusive multi-purpose facilities – perhaps one on each side of the River. While there would be positive elements of this type of development in Fredericton, such a model would not necessarily be the best fit for other challenges and objectives. Using input from community consultation, consideration to existing infrastructure, partnership opportunities, current planning trends, directions appearing in other recent City Plans, and consideration to the benefits of recreation, ten principles are presented below, which together would contribute to a facility model consistent with the City’s Vision. Using these principles three facility models (summarized in Table 8.2) were assessed with respect to the degree to which each would support these principles. The resulting assessment supports a model that incorporates “sport interest based hubs” for facilities that by their nature will attract more regional use and access predominantly by automobile and/or team busses, and more community-based recreation centre hubs whose purpose and access fit well with community development, active transportation and “local focus” objectives. Principle #1: Recreation facilities should be located in a manner that enhances neighbourhood integrity. Principle #2: Recreation facilities should be sited where possible to support access via active transportation modes. Principle #3: Recreation facilities should contribute to building local community capacity and leadership. 1 dmA Planning & Management Services (2008). City of Fredericton Recreation Master Plan, pp. 114-115. Principle #4: Recreation facilities should be built and operated in a manner that is financially efficient. Principle #5: Recreation facilities should be built and operated in a manner that is environmentally sensitive. Principle #6: Recreation facilities should be socially responsive to broad community needs and accessible to all persons regardless of ability. Principle #7: Recreation facilities should provide the full range of recreation experiences. Principle #8: Recreation facilities should be developed and operated to support multigenerational experiences. Principle #9: Recreation facilities should be developed to ensure maximum flexibility for current and future use. Principle #10: Recreation facilities should be capable of support to the area economy.” Town of Rothesay Rothesay’s 2010 Recreation Master Plan also includes discussion on the rationale behind clustering recreational facilities as “community hubs,” including details of some best practices for consideration. The following is a direct excerpt from the Rothesay Recreation Master Plan (2010) 2. “”Clustering” is often associated with economic, educational or cultural institutions and has received a lot of media attention, especially as it relates to the discourse on the “knowledge economy” and the “creative class”. There has been less discussion surrounding the benefits of clustering recreational facilities, even though it follows a similar rationale. It is believed that by concentrating similar activities together, institutions can benefit from sharing resources, audiences and target groups. Recreational clusters can be advantageous for both the facilities involved and the general public. Recreational institutions can benefit by taking advantage of their proximity to other facilities and developing partnerships, co-programming their facilities, cohosting events and sharing, trading and combining the use of their resources. The public can also benefit greatly from a recreational cluster by having access to a variety of activities, programs and services in one easy-to-access location. Depending on its scale, a recreational cluster can also benefit a municipality or region by increasing local capacity for hosting sporting and cultural events and thus increase potential revenue through sports tourism (such as the regional recreational cluster in Saint John, New Brunswick that includes the Aitken Bicentennial Exhibition Centre, Canada Games Aquatic Centre, Harbour Station, Imperial Theatre and the Saint John Trade and Convention Centre. “Community Hubs: the Community Centres of the Future – with more chances for more people to do more things.” – City of Port Phillip, Australia Research shows that a cluster of recreational facilities is more commonly referred to as a “Community Hub”. While there is no universally-accepted definition for the term, a community hub can generally be understood as: A conveniently located public place that is recognized and valued in the local community as a gathering place for people and an access point for a wide range of community activities, programs, services and events. 3 … The City of Port Phillip, New South Wales, Australia has implemented perhaps one of the most comprehensive community hub policies. It has adopted a community hubs policy statement that recognizes the potential of community facilities to “provide opportunities for community participation and to contribute to social cohesion and well-being,” whether they be site-specific or a network of well-connected activity areas in the city. Port Phillip’s hub policy statement is guided by the following principles: 2 ADI Limited (2010). Rothesay Recreation Master Plan, Appendix E. Elton Consulting (2007). Feasibility Study of Community Hubs for the Parramatta Local Government Area – Briefing Paper, p.2. 3 x x x x x accessible and equitable service provision for all ages, abilities and social and cultural backgrounds improved opportunities for social cohesion and well-being throughout the community hubs maximized community engagement/effectiveness of community facilities maximized functionality of community facilities optimized use of existing infrastructure” Appendix C – Stakeholder List Purpose The purpose of this appendix is to provide a complete list of all 128 stakeholders contacted as part of the Leisure Services Infrastructure, Facilities and Programming Inventory Study. Targeted Stakeholder List (19) x x x x x x x x x x x x x x x x x x x Business Community Anti-Poverty Initiative in Saint John Crescent Valley Resource Centre Crescent Valley Tenants’ Association KBM Community Centre Latimore Lake Residents’ Association Loch Lomond Residents’ Association Main Street Baptist Church Martinon Community Centre Milford Community Centre ONE Change Inc. PRO Kids People United in the Lower South End (P.U.L.S.E.) Seacats South Central Citizens’ Council St. Joseph’s Church Teen Resource Centre Vibrant Communities Saint John Village Association Westside Police and Community Together (P.A.C.T.) Long Stakeholder List (109) x x x x x x x x x x x x x ArtsLink NB Association Regionale de la Communauté Francophone Atlantic Viniyoga Association Atlantica Centre for the Arts Bowlarama Saint John Boys & Girls Club of Saint John Inc. Canada Games Aquatic Centre Carleton Community Centre The Carnegie Rughookers Chang Yong Taikwondo College Cherry Brook Zoo Chinese Cultural Association of Saint John Dance Zone x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x Daybreak Seniors’ Activity Centre Early Music Studio of Saint John Inc. East Branch Public Library East Saint John Minor Basketball Association Elks Royal Purple Deaf Camp Family Resource Centre Saint John Inc. Fifty Plus Club of Douglas Avenue Christian Church Fitness NB Forest Glen Community Centre Fundy Agility and Sports Team Fundy Bay Festival Fundy Camera Club Fundy Fencing Club Fundy Lacrosse Association Fundy Library Region/Bibliothèque le Cormoran Fundy Minor Football Association Fundy Skateboard Association Fundy Soccer Association Fundy Volkssport Club Gentle Path Counselling Services Gibson Creek Canoeing Girl Guides Fundy Area Council Hall of Latin America (HOLA!) in Saint John Heart & Stroke Foundation of NB Hilcrest United Baptist Church Interaction Children’s Theatre Company Irving Nature Park Just Play Inc. Saint John Kidsport Saint John Kiwanis Club of Saint John Lancaster Minor Basketball Association Lancaster Minor Hockey Association Laughter Yoga Club of Saint John Lily Lake Pavilion Loch Lomond Villa Inc. Lydia Tong Tai Chi Marathon By The Sea Men and Music Millidgeville Community Centre x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x Millidgeville North End Lions Club Multicultural Association of Saint John Inc. Music From the Heart NBCC, Continuing Education NB Museum NB Senior Citizens’ Federation, Loyalist Zone NB Wellness, Culture and Sport New Direction Inc. North End Community Centre Performing Arts NB Inc. Recreational Women’s Basketball NB Reel Babies Saint John Release to the Beat Rockwood Park Royal Canadian Legion, Branch 53 Royal Canadian Legion, Branch 69 Royal Kennebecasis Yacht Club Saint John Ability Advisory Committee Saint John Aikido Saint John Amateur Speed Skating Club Saint John Arts Centre Saint John Arts Club Saint John Free Public Library Saint John Ladies’ Softball League Saint John Leisure Services Saint John Little League Saint John Multicultural and Newcomer Resource Centre Saint John Shakespeare Festival Saint John Shambala Buddhist Meditation Group Saint John Soccer Club Saint John Stone Church Saint John Toastmasters Club Saint John Track and Field Club Saint John Ultimate Frisbee Saint John Volunteer Centre Saint John Waterfront Development Corp. Saint John Wheelchair Basketball Saint John YMCA-YWCA Saint John Youth Minor Hockey Association x x x x x x x x x x x x x x x x x x Scouts Canada NB Council Se’ramik Studio SHARE Activity Centre Shimpokai Judo Club Southern NB Christopher Leadership Course Inc. Spartan Fitness Surf City Synchro Club TeatroGatos UNBSJ, Recreation and Wellness Department UNBSJ, Saint John College Victoria Order of Nurses Saint John Walks ‘n Talks West Branch Public Library Winter Writing Workshops Women’s Wellness Conference Wu’s Tai Chi Chu’an Academy The Yoga Outlet The Yoga Studio Appendix D – Recreation Inventory Brochure & Questionnaire :KDW·VDUHFUHDWLRQLQYHQWRU\" ! " #$ !% & '( ) * * + $ ,+ ( + +- + ./0 . ! ! " &KDQJLQJ&RPPXQLW\1HHGV :KDWZHQHHGIURP\RX 1 + + !+ ) ( $ + ) 4 * 5 * 2 & # - +'* + * 3 3 * $ * $ : 4 $+ +4 $ 4 6 4 7 - 8 + 9 7KH&XUUHQW6WDWHRI$IIDLUV / ;%+ǯ Ǧ #'( + ! " + < ( = + Ǧȋφ͢Ȍ ! ? ! ? ! ?7&@ &RPPXQLW\&HQWUHV 3OD\JURXQGV 3RROV $ ! " ) * * # ' / ( + ( $ ! 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"#+ '4 5 0 % B < $ C + 1 FFFFFFFFFFFFFFFFFFFFF I 6 + 4 $ $ $ / $ / % / / 5 FFFFFFFFFFFFFFFFFFFFFFFFFFFF J 6 + 4 1 ) . / / 51K /)[*B)L G Appendix E – Consultation Results Question 1: Do Saint John’s existing recreation services adequately meet the needs of your organization? Are existing recreation services adequately meeting the needs of your organization? NO YES NO YES 0 3 6 9 12 15 18 21 24 If No, please explain why. Why are current recreation services not meeting your needs? gaps in programming inadequate funding poor accessibility insufficient or poor quality facilities 0 2 4 6 8 10 12 14 16 Question 2: If you answered No, what action should the City take to address this issue? What action should the City take to improve recreation services? Other Improve/Expand Open Space Expand Personel Coordinate/Comprehensive Plan Improve Accessibility/Affordability New Multi-Purpose Facility Expand/Improve Programming 0 1 2 3 4 5 6 Question 3: In your opinion, what are the 3 biggest challenges facing the City’s recreation services? What are the Biggest Challenges Facing City Recreation Services? Other Declining Participation/Public Health Vandalism Not Enough Facilities Inadequate Advertising/Promotion Lack of Staffing/Personel Poor Accessibility/Geography Inaccessible to All User Groups Poor Quality Facilities Inadequate Funding/Lack of Money 0 5 10 15 20 25 Question 4: In your opinion, what are the 3 greatest opportunities for the City’s recreation services? What are the Biggest Opportunities Facing City Recreation Services? Other New Program Directions Improve Green Spaces/Available Land Construct New Facilities Improve Existing Facilities New Partnerships Future Population 0 5 10 15 20 25 Question 5: What recreation programs and facilities, do you hear, are needed in Saint John? A. community centres B. ice surfaces C. multi-purpose fields D. after-school programs E. large multi-purpose facilities F. parks and open space G. public pools H. seniors programs I. other Recreation Programs and Facilities Needed in Saint John theatre/performance venues trails parks & open space seniors programs community centres public pools large multi-purpose facilities ice surfaces after-school programs multi-purpose fields 0 5 10 15 20 Question 6: What do you think is the best model for operating community centres? A. City-owned and City-operated B. Privately-owned and Privately-operated C. City – Private Partnerships D. Another model What is the best model for operating community centres? Privately-Owned and Privately-Operated Non-Profit-Owned and Non-Profit Operated Residents' Board City-Owned and City-Operated City and Non-Profit Partnerships City and Private Partnerships 0 5 10 15 20 25 Question 7: What types of activities and programs would you like to see offered at local community centres? Multicultural activities & programming After-school programs As determined by the public Educational programs Fitness programs Programs that attract all age groups Special event nights Transform centres into “hubs of activity” Accessible programs for “at-risk” groups Crafts and other fun activities Programs for identified health risks Drama, music, dance, arts programs A variety of programming is key Green study programs Film nights Programs that respond to community needs Activities for children and seniors Bike instruction Sports programs Environmental programs for kids Social events Appendix F: Recreation Facilities Best Practices Purpose The purpose of this appendix is to review best practices related to the operation and construction of community centres, some of which may serve as effective examples for the City of Saint John. Community Centres – Ownership and Operation Models Residents of Saint John have access to a variety of community centres, some owned and operated by the City itself, while others are under the auspices of community organizations. At one time, the City was fully responsible for six main community centres. Each of these was staffed with two full-time workers, with additional hours available for part-time staffers and agreements for custodial staff. With a series of budget cuts over the years, the City could no longer afford to maintain its staffing levels and started to seek out different service models that would reduce the cost of service delivery for the City, while still retaining certain levels of programming standards residents had come to expect. The 1992 Recreation and Open Space Strategy for the City of Saint John indicated that residents cited the need for additional community centres in the City’s east and rural west areas. Since the 1992 report, little attention has been paid to the City’s community centres. The 2004 City of Saint John Recreational Facilities Committee Report makes no mention of community centres, nor does the Saint John and Area Multiplex Community Centre Needs Confirmation Study (2007), although it does provide a helpful inventory of community centres in its appendix. As indicated by City staff, community centres have been largely overlooked when it comes to recreational studies. One exception is the 2003 City of Saint John Recreation and Parks Department Community Centre Proposal report. The document highlights the struggles of the city’s community centres amidst shrinking budgets, fewer operating hours, and less staff. While gaps exist in the report’s methodology for tracking users and programs offered, it nonetheless draws attention to an important issue facing the city’s community centres. Community centres in Saint John seem to be facing a paradoxical dilemma. On the one hand, the centres offer a friendly space for low-income and at-risk youth (ages 5-18) to ‘hang out’ and participate in recreational activities at no charge. On the other hand, their focus on youth programming is preventing barrier free access for all segments of the population to take advantage of the space. Adult recreational opportunities are typically limited to after 9pm on weeknights and Sundays, while even more limited opportunities exist for seniors. City-Operated The Carleton Community Centre is one of only two community centres that is fully owned and operated by the City, which is responsible for programming and custodial staff, as well as covering maintenance costs. Located in the priority neighbourhood of the Lower West Side, the Carleton Community Centre is the oldest community centre in the city. Constructed in 1863, the building first operated as a community centre in 1959, with the City taking over operations in 1970. A wellness clinic and food bank have recently been added to the centre through agreements with the provincial government. The North End Community Centre is the second of the two community centres owned and operated by the City of Saint John. It is located in the priority neighbourhood of the Old North End. The City owns the Victoria Street-side of the building, while the portion of the building facing Newman Street, Lorne Middle School, belongs to School District 8. The City is responsible for program and custodial staff, although the School District also provides some custodial support to the centre. An agreement is in place between the City and the School District to allow community access to the school’s gym after hours and on weekends. The Somerset Community Centre is the third of three community centres for which the City is fully responsible for program delivery. Similar to the Carleton and North End Community Centres, Somerset is located in one of the City’s five priority neighbourhoods: Crescent Valley. Somerset shares its provincially-owned facility with the Somerset Preschool and New Brunswick Community College (NBCC). The preschool offers spaces, most of which are subsidized for low-income kids, to neighbourhood children primarily from the Churchill/MacLaren Blvd. areas. The City has a rental agreement in place with the Province for use of the facility, which covers custodial fees for the centre and preschool. An agreement is in place between NBCC and the centre for community use of the college’s gym on evenings and weekends. Prior to moving to the current facility in 1992, Somerset operated out of the Old Police Station with satellite programs in other areas. The move to the current facility allowed for the consolidation of programs into one location (although the centre has started to offer Wednesday after-school programming at Hazen White. Non-Profit Operated Millidgeville Community Centre is one of three community centres for which the city contracted out programming and service delivery to a third party. In the case of Millidgeville, the YM-YWCA took over programming control in 2004. The facility itself is connected to the M. Gerald Teed School and is owned by School District 8. The City provides the YM-YWCA with an annual operating grant. Similar to Millidgeville, the Forest Glen Community Centre is owned by School District 8 with programming operated by the YM-YWCA (since 2006). The school district is responsible for building maintenance, while the City provides the YM-YWCA with an annual operating grant. The South End Community Centre is located in the heart of the South End neighbourhood, one of Saint John’s five priority neighbourhoods. The building is owned by School District 8 (the facility is connected to St. John the Baptist and King Edward schools), but has served as the community centre since 1977). The City provides an annual operating grant for program delivery to the Boys & Girls Club of Saint John. Community-Operated For the majority of remaining community centres, referred to as “external” centres, community associations own and operate the facilities 1. In many cases, Leisure Services staff has memberships on facility committees and gives advice on programming and community development. The City also provides some financial assistance for maintenance and helps with grant applications. While some of these external community centres provide regular programming to residents, others may only offer programming one night a week (such as weekly Bingo). Best Practices The Vancouver Model Vancouver’s community centres began sprouting up in the post-war years based on the vision of a network of centres at roughly two mile intervals, “such that no resident would have to walk more than a mile to the closest facility.” The Park Board took on a leadership role and assumed responsibility for operational funding. Each of Vancouver’s 23 community centres is jointly operated through a partnership between the Park Board and a neighbourhood-based, non-profit association. This arrangement enables the centres to respond knowledgably to needs and preferences of each neighbourhood, while operating within a supporting framework of city-wide service delivery. The services provided by these facilities are varied and exceed simple leisure and recreation programming, helping to create and sustain a liveable city. However, as is the case in Saint John, funding is also an issue for many of Vancouver’s community facilities. Past experience in the city demonstrates that funds for community centre capital projects come from a multitude of sources: capital plan; development cost levies (DLCs) and community amenity contributions (CACs); senior government transfers; individual, foundation and corporate donations; internal financing, partnerships and co-locations. Where feasible, community centres are co-located with other services to achieve efficiencies of scale while maintaining a commitment to neighbourhood-based service delivery. A great example is the Mount Pleasant Community Centre. The centre is jointly operated by the Mount Pleasant Community Centre Association and the Vancouver Park Board. The centre was developed in line with its CityPlan vision that calls for ‘neighbourhood centres’ that bring together multiple civic services and ‘provide a heart for each neighbourhood’. The project focuses on the ‘one-stop-shop’ benefits of a community hub offering a variety of integrated services. The final 4,640m2 development includes: a 2,900m2 community centre; a 1,10m2 library; a child development centre catering to approximately 50 0-5 year olds; and 98 residential rental units. The rent from the residential units helps subsidize the provision of community facilities. 1 The Lorneville and Loch Lomond Community Centres are City-owned and Community-operated facilities. General Council Winnipeg Community Centres The General Council of Winnipeg Community Centres (GCWC) was established in 1971 when the 13 autonomous municipalities and the City of Winnipeg were amalgamated to form Unicity. The Council consists of a volunteer board comprised of an elected Executive Committee, a Representative Board where members are appointed by each of the five District Centre Boards, a representative of the City of Winnipeg, Community Services Department and the Winnipeg Minor Hockey Association. The community centre model in Winnipeg is unique from other Canadian cities in that they are not staffed by the municipality but governed and operated by a group of volunteers, with the Board of Directors being elected by the local community they serve. Community centres receive an annual facility operating grant and second line maintenance support from the City of Winnipeg who own and insure the facilities. The community centres are responsible for first line maintenance and administration costs, including provision of programming and staffing (both paid and volunteer). There are currently three types of community centres: x x x Local community centres are smaller centres that tend to serve a population of under 5,000 residents Neighbourhood community centres are more fully developed centres that may serve up to 15,000 people District community centres are very large centres that address the needs of structured sports. These centres tend to serve a large population of more than 15,000 Community Centres – Co-Location Models As facilities become increasingly expensive to maintain and operate, city departments must increasingly look for ways to offset their operational and capital costs. The following are examples of newly-constructed community centres that have partnered with other departments and organizations in their respective cities to create economically efficient community centres. Gordon R. Snow Community Centre, Halifax (HRM) The Gordon R. Snow Community Centre is a multi-purpose building that consists of recreational facilities attached to, and sharing space with, a new fire station. It provides traditional fire and rescue services, an emergency reception centre and a community centre with a variety of recreational spaces. Roughly twelve percent of the building is shared space, which consists of a weight room and a board room. The facility was opened in October 2009 and the $13 million project was cost-shared by all three levels of government. The new facility improved fire and rescue services, as well as recreational opportunities in the Fall River area while increasing the efficiency of service provision in the area. Mount Pleasant Community Centre, Vancouver The City of Vancouver developed the new Mount Pleasant Community Centre in line with its CityPlan vision that calls for ‘neighbourhood centres’ that bring together multiple civic services and ‘provide a heart for each neighbourhood’. The project focuses on the ‘one-stop-shop’ benefits of a community hub offering a variety of integrated services. The community centre opened in January 2010. A Council-commissioned report determined the need for a multipurpose centre incorporating a library facility and child development centre, as well as a residential component and other uses. A total of $4.75m was allocated for the project, including funds for property purchase. The City commissioned a financial feasibility analysis to assess the feasibility of development options for the site including market and non-market housing, retail uses, a community centre, branch library and child care facility. A child care needs assessment and consultation process were also undertaken as part of the development planning stage. The multi-service facility, with the new community centre at its heart, is also home to a new Vancouver Public Library, a Child Development Centre, café and market value rental housing that helps subsidize the provision of the community facilities. Wellesley Community Centre, Toronto The Wellesley Community Centre was a priority project approved by Toronto officials to provide badly-need civic amenities to a disadvantaged downtown neighbourhood. Located in St. James Town, the community centre (opened in 2005) serves as the new cornerstone of the immigrant-dominated community. The hybrid public building combines several functions including a public library, a childcare centre and public athletic facilities and community rooms. In order to remain accessible to the low income neighbourhood, almost all of the facilities and programs provided are free aside from the shared daycare service located on the second floor. The building simultaneously serves different constituencies, each with its own schedule, energy and staffing needs. The library, for example, is one of the busiest in the Toronto system. It not only offers internet access to residents, but it also provides access to reading materials in Tamil, Sri Lankan and Chinese. The gymnasium is used as a gathering place for youth who would otherwise have no recreational outlet. The safe second-level daycare centre and meeting rooms have separate controlled access requirements. Appendix G – Facility Scheduling Software Purpose The purpose of this appendix is to provide some additional details related to the Class 6.0 scheduling program and its potential benefits to Saint John Residents. The Active Network's Class 6.0 Software Now Available to All Community Service Organizations 1 New Version of Leading Automation Management Software Offers New Functionality For Campus Recreation, YMCAs, and Parks and Recreation Departments SAN DIEGO, CA - February 21, 2006 - Class 6.0, the latest version of The Active Network's leading software solution for program, facility, membership and revenue management, is now available to community service organizations worldwide. Representing more than 6,000 product development hours and tested by 17 organizations, the 6.0 version offers new features and enhancements, including golf course management integration, wireless access for handheld devices, child care management, equipment lending tracking and automatic e-mail options, specifically targeted for organizations managing campus recreation, parks and recreation, golf course operations and YMCAs, YWCAs and JCCs. Class software is designed to improve efficiency, customer service and accountability, helping organizations maximize participation in their community programs, activities and fundraising events. Known for its superior registration and reporting functionality, the Windows-based, desktop software helps staff automate program and activity registration, facility reservation, membership management, league/tournament scheduling, fundraising, reporting, and financial administration, among other daily administration. Using Class software, staff can also offer their communities in-person service as well as access to self-service options available via the Internet, kiosks and automated telephone to facilitate and increase participation in programs and activities. The new release, Class 6.0, offers the following: 1 Golf Course Integration - Organizations can now access a golf course management solution that integrates with their existing Class software so customer, revenue and all other data can be shared across their golf course and community service operations. Golf automation includes tee sheet management, Pro Shop operations, online and touch tone reservations, inventory, loyalty programs, member billing, accounts receivable, and more. Tightly integrated databases allow for improved insights into critical business operations and targeted membership and customer marketing capabilities across departmental silos. Child Care Management - Organizations can now track every child in their care, using a scanning system to scan children in and out of their courses, record and track attendance, arrival and departure times, sick days, medical information or alerts, or even charge early drop-off or late pick-up fees. Wireless Information Retrieval Using Handheld Devices - Organizations can now access their Class database using any Symbol Pocket PC handheld device. When mobility is key and setting up a computer isn't an option, the new Class @Hand feature provides a wireless connection in real-time, via a Symbol Pocket PC, for viewing class lists, league rosters and client details or scanning for membership validation. Tracking All Equipment Lending - Organizations can now capture key information about equipment loaned to clients, including towels and sports equipment. The new Class feature enables staff to scan equipment and track each piece by type or item number, restrict equipment lending to members only, limit the number loaned per individual or even charge for lost or damaged equipment. Active Network. Accessed online on April 27, 2010 at: http://www.activenetwork.com/about/pressroom/archived-press-releases-2006/press/The-Active-Network-s-Class-6-0-Software-Now-Available-to-AllCommunity-Service-Organizations.htm. Dashboard Data Summary - Organizations can now see, at a glance, how they're performing through a new graphical interface that offers analytical views of their data to drive business decisions. The new Class dashboard summarizes and displays revenues, registrations, withdrawals, memberships and demographics. One Click E-Mail and Customer Calendar Integration - Organizations can now e-mail receipts, contracts and reports directly from the Class system to their customers in one click. Now there is no need to export and send from a separate e-mail tool. Customers can also request schedules to import into their personal calendar applications, such as Microsoft Outlook, to remind them of recurring activities they've registered for. Additional program registration enhancements include: Pre-defined templates of instructor worksheets for Red Cross swimming courses now integrated with class rosters Internet and touch tone registration now available for the financial assistance program Accounting, cash and check handling workflows Since its recent release, the following organizations have implemented Class 6.0: Chico Area Recreation and Park District - Chico, CA, USA City of Burnaby - Burnaby, BC, Canada City of Phoenix - Phoenix, AZ, USA City of Olympia - Olympia, WA, USA City of Rappahannock Area YMCA - Fredericksburg, VA, USA City of Sammamish - Sammamish, WA, USA City of West Covina - Covina, CA, USA City of Winona - Winona, MN, USA Humboldt State University - Humboldt, CA, USA Milwaukee Public Schools - Milwaukee, WI, USA Municipality of North Grenville - Grenville, ON, Canada Park City Racquet Club - Park City, UT, USA Peninsula JCC - Foster City, CA, USA Province of Nova Scotia - Nova Scotia, Canada Town of Tillsonburg - Tillsonburg, ON, Canada Township of Wellesley - Wellesley, ON, Canada University of San Francisco - San Francisco, CA, USA Class software offers organizations automation for program and activity search, payment processing, activity management, customer service, roster management, facility reservation, facility search and management, facility reports, membership and pass management, marketing reporting and Internet registration. To request a software demo, e-mail [email protected], visit www.ActiveCommunities.com or call 1-800-661-1196. About The Active Network, Inc. The Active Network, Inc., based in San Diego, Calif., provides application services technology and marketing access to community service organizations and is a leading online community for active lifestyles. The company's application services help organizations increase efficiency and reduce the cost and complexity of managing community activities and fundraising events, providing technology that automates information collection, activity registration, facility reservation, membership and fundraising management. The company offers marketing access through integrated marketing and consumer promotions that develop authentic relationships between brands and active consumers. Organizations can also access marketing services that promote community use of online services and municipal marketing partnerships that create new revenues and services for the public sector and build brand loyalty for marketers. Through its Web properties, www.Active.com, www.eteamz.com, and www.ActiveGolf.com, The Active Network provides consumer services and resources that support participation in healthy lifestyles. The Active Network serves organizations and participants in multiple markets throughout the United States, Canada, Australia and New Zealand. For more information, please visit www.TheActiveNetwork.com or call 1-888-543-7223. City of Fredericton Fredericton has fully implemented its Class 6.0 scheduling software to improve community access to information on facility availability, to provide a user-friendly online interface for residents and to allow the City to better track program delivery and facility usage to guide future decision-making processes regarding program development or cancellation. Residents of Fredericton have access to an online database that lists the availability of all recreation facilities in the City. Based on parameters they choose to enter, residents can determine when different facilities are available, including those owned by the City, local school district and the local university and community colleges. Residents can then call or email the centralized contact at Community Services Department to make their facility booking. All facility bookings can be tracked by the City to determine levels of demand for each facility and associated programs. start programs facilities my basket my account help facilities City of Fredericton : facilities Choose from the categories below to search on a specific activity, amenity, facility or date/time. Hold down the Ctrl key on the keyboard to select multiple items from each category. Function (Any) Ball Hockey Ball Hockey Arena Baseball - Bantam Baseball - Incredaballs Feature (Not Applicable) BBQ elevator Fireplace Outdoor w ashrooms Type (All) Capacity1 Facility (All) Alexander Gibson Memorial School Barker Street Fields Barker's Point Elementary School Baseball Hill Check here to narrow your search by date Date between 17 Day(s) Time between May All Mon 6 AM And 2010 Tue And Wed 10 17 Thu 2010 May Fri Sat Sun PM Length Hr Min Search 1 Only used when Functions are selected. Appendix H – Turf Management Policies Purpose The purpose of this appendix is to provide further details related to best practices in turf management policies. City of Edmonton Edmonton is known to have one of the best and most comprehensive turf management strategies in the country. A dedicated turf management team looks after a citywide maintenance program designed to provide a consistent approach in sports field restoration. The are of focus are aerating, top-dressing and overseeding. Among a variety of other effective programs, the City is known for its formula for rest period. The formula is based upon the cumulative hours of use (a maximum of 200 hours on standard fields and 250 hours on premier fields) with a maximum of six fields taken out of service to be rested at any one time citywide. The rest period begins on a Monday and the field(s) are put back into service two weeks later. Turf rebuilding programs (including topdressing, over-seeding, aerating, fertilizing and initial watering) commences as soon as the field is out of service and is ideally completed within the first two days of resting. This allows for turf rejuvenation for the maximum portion of the rest period. A comprehensive season-long resting schedule is devised in advance and made public so community organizations can plan their facility bookings accordingly. Appendix I: Facilities Inventory Arenas Charles Gorman Arena Facility Description: Single Ice Surface Community Arena Classification: Centennial Arena Year of Construction: 1974 Seat Capacity: 250 persons Playing Surface: 56m x 25.7m (184 ft x 84 ft) Dressing Rooms: 5 Schedule: operates 16 hrs/day for 23 wks/year 80 University Avenue Saint John, NB E2L 4L1 Harbour Station 99 Station Street Saint John, NB E2L 4X4 Facility Description: Multi-purpose sporting and event arena – single ice surface Classification: Regional Sporting Venue (some community access for ice time) Year of Construction: 1993 Seat Capacity: 6,200 – 7,800 Playing Surface: NHL official size and dimensions (200 ft x 85 ft) Dressing Rooms: 5 Schedule: unknown Hilton Belyea Arena 390 Lowell Street Saint John, NB Facility Description: Single Ice Surface Community Arena Classification: Centennial Arena Year of Construction: 1974 Seat Capacity: 250 persons Playing Surface: 56m x 25.7m (184 ft x 84 ft) Dressing Rooms: 5 E2L 4L1 Lord Beaverbrook Rink 536 Main Street Saint John, NB E2K 1J4 Facility Description: Single Ice Surface Arena Classification: Regional Sporting Venue (Provides some access for ice time) Year of Construction: 1959-60 Seat Capacity: 2000 (+1000 standing) Playing Surface: NHL official size and dimensions (200 ft x 85 ft) Dressing Rooms: 4 Schedule: operates 16 hrs/day for 23 wks/year Peter Murray (Lancaster Centennial) Arena Facility Description: Single Ice Surface Community Arena Construction: Centennial Arena Year of Construction: 1967 Seat Capacity: 500-1000 persons Playing Surface: 56m x 25.7m (184 ft x 84 ft) Dressing Rooms: 5 Schedule: operates 16 hrs/day for 23 wks/year 711 Dever Road Saint John, NB E2L 4L1 Stewart Hurley Arena 1500 Hickey Road Saint John, NB E2J 4E7 Facility Description: Single Ice Surface Community Arena Classification: Centennial Arena Year of Construction: 1974 Seat Capacity: 250 persons Playing Surface: 56m x 25.7m (184 ft x 84 ft) Dressing Rooms: 5 Schedule: operates 16 hrs/day for 23 wks/year Pools Canada Games Aquatic Centre Owner/Operator: City/Saint John Aquatic Centre Commission Year Opened: Pool opened 1985 Facility Description: An Olympic-sized pool, diving boards, two warm water leisure pools (25m), water slides, tots pool, sauna, steam room and whirlpool. Memberships: 1 year membership Adult: $480-780 Student/Senior: $360-450 Youth: $120-240 50 Union Street Saint John, NB E2L 1A1 Colonial Inn Owner/Operator: Hotel/Hotel Year Opened: unknown Facility Description: Indoor pool and hot tub Memberships: Available for use by guests only. YMCAYWCA has agreement in place to use hotel for certain aquatics programs (Seniors Aquacise, Strong Bones and Encore) 175 City Road Saint John, NB E2L 3T5 Delta Brunswick Hotel 39 King Street Saint John, NB E2L 4W3 Owner/Operator: Hotel/Hotel Year Opened: unknown Facility Description: An indoor pool, whirlpool, saunas, exercise room, full change rooms, and showers Memberships: 3 month membership - $150 (additional spouse $60; family rate $300) Fort Howe Hotel Owner/Operator: Hotel/Hotel Year Opened: unknown Facility Description: Largest hotel pool in Saint John; Open 7am-10pm Memberships: Offers daily swimming access for $5; single access $45/month; family access $65/month 10 Portland Street Saint John, NB E2K 4H8 Hilton Saint John Owner/Operator: Hotel/Hotel Year Opened: unknown Facility Description: Heated indoor salt water swimming pool & hot tub; as well as access to the fitness facilities Memberships: Single membership: 6 months $259.90; 12 months $435.05 (family: $327.70; $542.40) * taxes included 170-200 Prince Willian St. Saint John, NB E2L 2B7 Hotel Courtney Bay Owner/Operator: Hotel/Hotel Year Opened: 350 Haymarket Square Saint John, NB E2L 3P1 Facility Description: Outdoor pool with dome closure that opens and closes. Pool available AprilOctober Memberships: $5/person (no monthly option) Saint John High School Owner/Operator: School District 8/School District 8 Year Opened: Building Constructed in 1932 Pool opened in 1964 Facility Description: Students attending SJHS have access to the school’s pool through their health & physical education course. The YMTWCA uses the pool for programming (as of 2007) Memberships: Available for student use only. YMCAYWCA uses pool for certain programs (summer day camps, youth swimming lessons) 170-200 Prince Willian Street Saint John, NB E2L 2B7 Simonds High School Owner/Operator: 1490 Hickey Road Saint John, NB E2J 4E7 School District 8/School District 8 Year Opened: Constructed in 1970 Facility Description: A 25m, four lane swimming pool with a diving block, diving board, bleachers, changing rooms, and showers Memberships: Open for public use if not being used by school teams. $40/hour and must supply own lifeguard Community Centres Boys & Girls Club of Saint John Inc. Owner/Operator: Boys & Girls Club/ Boys & Girls Club Year Opened: Unknown Facility Description: Centre: 506.634.2011 1 Paul Harris St. Saint John, NB Carleton Community Centre Owner/Operator: City/City Year Opened: Constructed in 1863 Community Centre Opened 1959 City assumed control in 1970 Facility Description: administration offices senior room with kitchen facility auditorium/single gym arts/craft room computer room multi-purpose games room exercise room classroom wellness centre (under construction) food bank (under construction) 120 Market Place Saint John, NB E2M 0E1 Denis Morris Community Centre 330 Green Head Road Saint John, NB E2M 4W3 Owner/Operator: Community Organization Yeaer Opened: unknown Facility Description: Centre: 506.672.5262 Forest Glen Community Centre Owner/Operator: School District 8/YM-YWCA (City provides Y with operating grant) Year Opened: Community Centre opened 1982 YM-YWCA took over operations 2006 Facility Description: games room Craft/preschool room Facility connected to Forest Hills School with double gym and theatre that the YMCA uses for program delivery 651 Westmorland Road Saint John, NB E2J 2Y4 KBM Community Centre Owner/Operator: Community Organization Year Opened: unknown Facility Description: Centre: 506.738.8196 330 Green Head Road Saint John, NB E2M 4W3 Latimore Lake Community Centre 615 Latimore Lake Road Saint John, NB E2N 1X4 Owner/Operator: Community Organization Year Opened: unknown Facility Description: Centre: 506.696.8108 Loch Lomond Community Centre Owner/Operator: City/ Community organization Year opened: Unknown Facility Description: Centre: 506.696.5431 Ben Lomond Corner Saint John, NB E2L 3w5 Lorneville Community Centre Owner/Operator: City/Community Organization Year Opened: unknown Facility Description: Centre: 506.672.9357 1141 Lorneville Road Saint John, NB E2M 7G6 Martinon Community Centre 3234 Westfield Road Saint John, NB Owner/Operator: Community Organization Year Opened: unknown Facility Description: Centre: 506.738.2008 Milford Memorial Community Centre Owner/Operator: Community Organization Year Opened: Unknown Facility Description: Centre: 506.642.2400 248 Milford Road Saint John, NB E2M 4R4 Millidgeville Community Centre Owner/Operator: School District 8/YM-YWCA (City provides Y with operating grant) Year Opened: Community Centre opened 1993 YM-YWCA took over operations 2004 Facility Description: games room fitness room multi-purpose room with kitchen/canteen Facility connected to M. Gerald Teed School with single gym that the YMCA uses for program delivery 99 Daniel Drive Saint John, NB North End Community Centre 195 Victoria Street Saint John, NB E2K 1L7 Owner/Operator: City/City Year Opened: Constructed in 1979 Community Centre Opened 1979 Facility Description: multi-purpose room with kitchen games room computer/seniors room craft/health clinic room teen room shared gym (Lorne Middle School) South End Community Centre Owner/Operator: School District 8/Boys & Girls Club (City provides BGC operating grant) Year Opened: Community Centre opened 1977 Facility Description: games room seniors room * Facility connected to St John the Baptist/King Edward School with single gymnasium 212 Wentowrth Street Saint John, NB YM--YWCA Owner/Operator: Temporary Facility/YM-YWCA Year Opened: Moved to current facility in 2007 Facility Description: no gym no pool fitness centre studios kitchen child care rooms 100 Prince Edward Square Mall Saint John, NB Community Centre next to St. Joseph’s Church 4347 Loch Lomond Road Saint John, NB E2N 1C8 Owner/Operator: St. Joseph’s Church/St. Joseph’s Church in partnership with City Year Opened: under construction Facility Description: Official name of community centre not yet determined Appendix J – Ice Time Allocation Policy Purpose The purpose of this appendix is to discuss the perceived issue of access to ice time. The City of Saint John reviews their approach to ice time allocation on an annual basis. Generally, Saint John gives priority allocation to established leagues, associations and events and less priority to recreational hockey, public skating, and non-resident applications for ice time. This approach is similar to that found in municipalities across Canada. However, the City of Saint John does not publish their ice time allocation policy and no formal review mechanism is established for this review. Demand for ice time is dominated by amateur hockey leagues, with figure and speed skating clubs also requiring some access to ice. Demand and Future Needs The demand for new arenas, as partially demonstrated by the wide range of levels of service across Canada, is largely a result of the community’s decision to provide a higher level of service to meet the demand and interest of their residents. New sheets, although likely used fully during prime time “peak hours”, could dilute off-peak usage in existing facilities, thereby reducing their recovery rates. Monitoring of ice use on an ongoing basis is important as the financial risk of oversupply in the Saint John marketplace is high and current data suggests new trends that need to be verified as a basis for investment decisions. There is little evidence to suggest that there are significant numbers of Saint John residents who would like to use ice now, but are not able to due to capacity constraints. Although arena operators in the region have differing definitions of capacity, some general averages can be assumed. The averages used in this study to determine capacity of an arena for ice use are summarized in Figure J1. Figure J1: Typical Arena Ice Time Capacity Prime Ice Time Weekday (4pm–11pm) Hours of Ice Time Days Total Hours Ice Cleaning 10 min / 1 hour “on ice” useable Hours Weeks in Skating Season Total # of Useable Hours/Year 7 hours 5 35 hours 5.8 hours 29.2 hours 29 846.8 Weekend (6am– 11pm) 17 hours 2 34 hours 5.7 hours 24 hours 69 hours 11.5 hours Non-Prime Ice Time Weekday (6am-4pm and 11pm-1am) 12 hours 5 60 hours 10 hours 28.3 hours 29 820.7 57.5 hours 29 1667.5 50 hours 29 1450 SubTotal TOTAL 36 hours 7 129 hours 21.5 hours 107.5 hours 29 3117.5 Hockey associations including league associations draw upon membership from communities outside the City of Saint John. Hockey development at all ages requires more ice time per week than other types of users. Many of the local teams and leagues have well established regular schedules for their “home ice,” in addition to some demand for more ice time for pickup adult hockey. The allocation of ice time for hockey development can range from formulas such as 1 hour of ice time for every 10 players to 2.5 hours per week for every 15 players. For statistical ease we have applied the more stringent formula of 2.5 hours for every 15 participants, which include all users including hockey, figure skating, and speed skating. Using this formula 2.5 hours per week for every 15 participants and a participant base of 1200 Saint John residents equates to a demand of 200 hours per week. Each arena has the capacity of supplying 57.5 prime time “on ice” hours per week. Saint John’s six arenas have the potential to supply the market place with 345 hours of prime ice time per week. The difficult task for municipal governments is balancing the recreational demand for additional arena capacity with other recreational demands and against what the municipality can afford to build, maintain and operate. Many of the existing single sheet arenas in the City of Saint John are approaching the end of their functional lifespan. The opportunity now exists to begin a capital project planning process for the replacement or refurbishment of these facilities. As recommended in the Wallace Report, the Leisure Services Advisory Board (LSAB) is looking at a feasibility study into transforming Lord Beaverbrook Rink into a multi-purpose complex to expand the number of ice surfaces in the facility, and to expand the number of non-ice users of the facility. Until current facilities reach the end of their existing lifecycle, consideration should be given to increasing prime time rental rates for all arenas in order to help finance the new capacity. The only justification to construct additional arenas would be: 1) to provide more “prime time” ice time to existing users if it can be shown that the existing arenas fail to meet existing demand 2) to provide ice time to new users who cannot access ice time because of capacity constraints 3) to accommodate future recreational trends whereby an increasing proportion of the population might become regular ice users 4) to accommodate increased ice time demand due to an increasing population 5) to replace or consolidate existing arenas once they have reached the end of their lifecycles and maintenance and upgrades are no longer economically feasible BEST PRACTICES The Cumberland Minor Hockey Association’s “Ice Exchange System” is a website for minor hockey volunteers to buy, sell and trade ice times. The CMHA is located in the east end of Ottawa, Ontario, and is one of the largest minor hockey associations in Ottawa with over 90 teams plus nearly 200 children enrolled in the Initiation Program (IP). Recreation and Leisure Services should investigate development of a similar ice time exchange system with the intention of generating revenue from each transaction. Appendix K – Programming Inventory Purpose The purpose of this appendix is to provide an overview of programs available in Saint John. Program Category Community Aquatics Community Fitness Program Titles/Subject Learn to Swim Parent-Child (<3yrs) Pre School Nautical Swim Programs 3-6 yrs Swim Kids 6 Yrs and Older Learn to Swim Program for Teens and Adults Coached Fit Swim Hydro Challenge Aquacize Adult Learn To Swim Adult Stroke Improvement Deep Water Circuit Sailing Summer Programs Scuba Diving Lessons Diving Lessons Youth Waterpolo Flip n’ Dip Summer Day Camp Spin Classes/Cycle Fit Yoga Total Body Conditioning Muscle Mix Kickboxing Combat Circuit Stretch and Tone Cross Training Step and Sculpt AB Solution Bootcamp Dance Classes: Fitness and Instructional Family Jujutsu Martial Arts Tai Chi Age Category All Age Categories Provider / Facility Canada Games Aquatic Centre Indoor Pool YMCA Millidgeville Yacht Club Canadian Power and Sail Squadron Surf City Synchro Club All Age Categories Canada Games Aquatic Centre YMCA Various Communities Centres Various Schools Gentle Path Yoga My Studio Laughter Yoga The Yoga Studio The Yoga Outlet Dance: Centre Stage, Dance Zone, Danceability, Julia’s School of Dance, Port City Dance, Release to the Beat, Square and Round Dance Federation Wu’s Tai Chi, Aikido, Chang Yong Taekwondo, JVK TaeKwonDo, Lydia Tong Tai Chi, Shimpokai Judo Adult Health, Wellness and Fitness Programs Moving Mommies Walking Club Learn to Run and Running Clubs Health, Nutrition, Dieting All Age Categories Canada Games and Aquatic Centre YMCA Fundy Volkssport Club Alex Coffin Running Room Take Off Pounds Sensibly Family Resource Centre Walking Proud, Nordic Walking Club Walks N’ Talks First Aids, CPR and Babysitting Courses First Aid Babysitting Life Guard Program CRP AED 12 Weeks to Success Specialized Training Fitting Into Fitness Aqua Fit Can’t Weight Fore Golf Free Skating Speed Skating Skating Programs Pre School, Junior, Intermediate and Senior Camp Glenburn 1 and 2 2week Summer Camps Camp Counselor Training Family Camping Programs Glen Carpenter Centre Summer Programs and Camps Youth Drop In Saturday Programs -cooking and art classes -rock wall climbing -XR Dance 5-12 yrs -preschool body rock 1-4 -pre-school drop in 2-5 -Friday night youth drop in 7-12 Coffee House Open Mic 11- 18 Kids Can Climb 7 – 13 Leaders Corp 12 - 17 Youth Athletic Conditioning Teen Weight Training 12+ Healthy Weight Personal Training Day Camps 5 – 13 -art, skateboarding, golf, Youth and Older Canadian Red Cross Canada Games Aquatic Centre YMCA All Canada Games Aquatic Centre YMCA All Harbour Skating Club Saint John Amateur Speed Skating Club Saint John Skating Club Canada Games Aquatic Centre YMCA Boys and Girls Club Cherry Brook Zoo New Brunswick Museum Community Organizations and Centres Dance Clubs Theatre Programs: Imperial, IACT, SJ Theatre Company, Phoenix Theatre Company, Performing Arts NB Community Schools Saint John Free Public Library Saint John Art Centre Summer Workshop Scouts Canada Girl Guides of Canada Leisure Services Weight Room, Multi Training Area and Personal Conditioning Skating and Ice Programs Other Children and Youth Recreation Programs Children, Teens Some accommodate children with Special Limitations or injuries wilderness, out trips, dance. Learn to sail, soccer, basketball, ball hockey, scrapbooking, cheer leading, track&field, canoe, kayak, mountain biking, archery, science, volleyball Science and Nature Pirates Alive Dance and Cheerleading Theatre Instruction and Day Camps Zoo Day Camp 6-9 and 10-13 Art Playground, Recreation Programs Story Time Leadership Martial Arts Running – Young Adults Track and Field Tutoring Older Adult Programs Arthritic Aquafit Time Stoppers Cardiac Maintenance Creating Balance Environmentalist Outdoor Recreation, Fitness Community Gardening, Horticulture Senior Friendship Games Senior Shuffleboard Program Cards in the Park Seniors Picnics Seniors Clubs (26) Seniors Resource Centre Seaside Lawn Bowling Horticultural Social Clubs “Listen and Lunch” “Meet the Artist” Adults, Senior Citizens Playground Program SJ Astronomy Club Aikio SJ Chang Young Taekwondo JVK Taekwondo Lydia Tong Tai Chi Shimpokai Judo Alex Coffin Learn to Run instruction and club Running Room Running Club The Bike Bank Dance: Centre Stage, Dance Zone, Danceability, Julia’s School of Dance, Port City Dance, Release to the Beat Just Play: Cheerleading Day Camp, Day Camps, Recreation Kidsport SJ St. John’s Stone Church Track and Field NB – Youth Teen Resource Centre UNBSJ Recreation and Wellness Department Youth Canada Games Aquatic Centre Non Profit Organizations Community Centres Friends of Rockwood Park Greater Saint John Community Garden Saint John Outdoor Enthusiasts PULSE Saint John Free Public Library Healthy Active Living Program for the 50Plus Exhibition Park Bingo Haymarket Square Bingo Lion’s Clubs SJ Astronomy Book Club Bingo Science: Astronomy Social Clubs Community Centres – Millidgeville Forest Glen(operated by YMCA) KBM Lorneville Latimore Lake Loch Lomond Denis Morris Milford North End Somerset Martenon Children, Youth and Family Programs Lunch and After School Programs Fitness and Sports Drop In for Children and Youth Summer Day Camps Seniors Programs/Clubs Children, Youth Special Needs Day Camps Sports Addiction Recovery Special Olympics Ringette Sunbeams, Rainbows For All – Helping Children Deal with Separation and Divorce All Age Categories Music Instructional Entertainment All Age Categories Day Break Seniors Activity Centre: Depression, Alzheimer’s, Parkinson’s Denis Morris CC 50Plus Club Go Ahead Seniors Inc. Hillcrest Villagers Seniors Club Millidgeville Seniors Senior Citizens Services Saint John NB Senior Citizens Foundation: Loyalist Zone Community Centres Elks Royal Purple Deaf Camp NB/PEI – Children NB Wheelchair Sports Association SJ Wheelchair Basketball Association SHARE Activity Centre – New Beginnings: Addiction North End Community Centre Canadian Conservatory of Music Early Music Studio Kindermusic (up to 7) Music From the Heart Men and Music – Entertainment Cultural Culture, Heritage All Age Groups Family Support Educational, Social, Instructional, Play, Rec Sport and Special Interest All Age Groups Other Instructional Community Targeted Educational, Social, Instructional, Play, Rec All Age Groups All Age Groups Chinese Cultural Association SJ Multicultural & Newcomer Resource Centre Hall of Latin Americans in SJ Irish Canadian Cultural Association Kurdish Organization St Andrew’s Society (Scottish) United Empire Loyalist Association Family Resource Centre United Singles Club Fundy Extreme Triathlon Club, Fundy Fencing Club, Minor Basketball, Minor Baseball, Minor Hockey, Football leagues, Golden Glove Amateur Boxing Club, Skateboarding, Cheerleading, Lacrosse, Heath and Stroke Foundation, BN Billiard Association, On and Off Court Tennis League, RKYC Learn to Sail, Fundy Camera Club, Agility and Sports Team, SJ Diving Club, SJ Little League, SJ Shambhala Buddhist Meditation Group, SJ Soccer Club, SJ Women’s Touch Football League, Teatro Gatos Theatre Group for 20-35 yr olds, ToastMasters International, Crescent Valley Tenants Association and Resource Centre Denis Morris CC Appendix L – Best Practices in Program Delivery Purpose The purpose of this appendix is to provide some examples of best practices in program delivery in Canada, especially those related to programs targeting at-risk youth. Saint John has good models of success to build upon, such as the PALS program. Other program delivery models of note include the Playworks Partnership in Ontario and the High Five program developed by Parks and Recreation Ontario. An overview of these programs follows. Partners Assisting Local Schools (PALS) To combat the effects of poverty and to help every child succeed, various schools within Saint John, especially those with high concentrations of poverty, have become PALS community schools. The PALS model of a “full-service community school” creates partnerships with local businesses and community organizations such as the Kiwanis Club, the Saint John Volunteer agency, multiple faith organizations, the Boys and Girls Club, and the Saint John YMCA-YWCA. PALS partners work with school staff, students and parents to enrich the learning environment for the students. The PALS model is also being adapted elsewhere in the province and is being considered in other provinces. The PALS partnerships of Saint John were the basis for the establishment of some of the first Community Schools in New Brunswick. The PALS schools in Saint John include: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Centennial School Glen Falls School Hazen-White/St. Francis Island View School Lorne Middle School St. Patrick's School St. John the Baptist / King Edward School Prince Charles School Bayview School St. Rose School Play Works Partnership - www.playworkspartnership.ca Play Works is a group of not-for-profit organizations in Ontario representing the areas of sport, physical activity, civic engagement, arts and culture, rural youth, and recreation, dedicated to advancing play for 13 - 18 year olds on local and provincial public and political agendas. Members of the Play Works Partnership include; 4-H Ontario; Arts Network for Children and Youth; Boys and Girls Clubs of Ontario; YMCA Ontario; Parks and Recreation Ontario; and others. Play Works observed trends in Ontario, many of which resonate to the situation here in Saint John. Some of those observations include the following: x x Places to play, to be artistic, to meet; green spaces; church basements; school gyms are unavailable or difficult to access. Basketball courts are padlocked. Loitering laws are enforced in parks, but the malls are open. x x x x Cutbacks have meant that fewer activities are farther apart so transportation, especially in rural areas, has become an even bigger dilemma. To meet their developmental needs, youth need to be allowed to run their own activities unsupervised. But we don’t trust them. So we don’t let them. Unstructured play, such as in drop-in centres, is suffering from inadequate supervision, and seen as too risky, a chance for youth to get into trouble. So it gets shut down. Volunteers and leaders are stretched as thin as their resources. Programs are weakened. Volunteers burn out. Youth get discouraged, and stay away. Play Works also reported that in Ontario the lack of investment and cutbacks in arts and recreation resources, downloading of services to municipalities, and the introduction of user fees have forced schools and communities to eliminate thousands of healthy, positive youth activities. After-school sport and interest leagues, arts activities and youth programs have been shut out of places they once thrived. Play Works notes that less than 5% of Canada’s schools have physical education programs that meet the minimum standards. Music, drama, and other arts programs—hugely important to shaping youth—have been decimated. Play Works has also developed a “Good Practices of Youth Friendly Communities” which represents a potential best practice model for Saint John. In preparation of recreation and leisure programs targeted on Saint John youth, Lesiure Service should consider the applicability of these “Good Practices” in the Saint John context. Play Works Partnership Good Practices of Youth Friendly Communities (www.playworkspartnership.ca) Saint John Context Criteria 1 — Youth have options for play The community offers a consistent and varied mix of play Overall, there are many opportunities for youth to opportunities for youth, ages 13 to 19. Play includes become involved in sports, fitness, drama, recreation, sport, arts, drama, dance, civic engagement, leadership and social activities through many youth activism, volunteerism, social clubs and youth non-profit and commercial organizations. Most leadership. It is structured and unstructured, facility and are offered at a fee. Churches and community non-facility based, competitive and recreational, active and centres offer programs, services and drop ins for passive and it is adult-led and peer-led. It is offered by no fee. Extent of how one program varies from public service, not-for-profit agencies, private enterprise or the other cannot be assessed on information through informal groups. available. Criteria 2 — Youth are formally connected to the community The community has ways in which youth can have their Saint John should consider this as an opportunity voices heard. These can be neighbourhood or municipalfor investment and partnership by examining how wide, such as youth advisory committees or councils. schools, churches and community centres have a Formal opportunities for youth involvement could include mechanism to reach youth engagement yet there is little evidence of this formal youth connection. having designated seats for youth representatives at decision-making tables such as Business Improvement Associations, Recreation Committees, Staff Hiring Committees and/or Selection Committees for Recognition Awards. Criteria 3 – Facilities are dedicated to youth play Opportunity for youth engagement: The community has dedicated public space for youth play programs and/or events. Youth feel a sense of ownership The criteria suggest a collaborative approach to and belonging for these facilities. Dedicated space is not creating and designing facilities and spaces for limited to one location, but can be parks, meeting rooms, youth. Leisure Services should seek out sports and arts facilities. Places where youth can meet partnership opportunities as part of a “youth socially are important to the community and may be engagement strategy” to increase youth provided by municipalities, not-for-profit groups, schools, participation in decision making. churches, private businesses or service clubs. Space is made available at the times and locations suitable to youth participation and access increases as do the youth population. Criteria 4 — It is easy for youth to find out information about play activities in the community The community has a variety of youth friendly information Opportunity for investment and partnership: vehicles, such as websites, newsletters, bulletins, Saint John Leisure Services has few resources brochures, newspaper advertisements and articles, and specifically dedicated to youth communication. community bulletin boards. Municipal services, community The Leisure section on the City of Saint John agencies, clubs, private businesses, schools and other website directs users to the Human Development service providers cooperate to provide easy ways for Council. Example of one specific opportunity diverse groups of youth to access this information. relates to the Lord Beaverbrook Rink as the rink offers public skating opportunities however the schedule does not exist on-line. Criteria 5 — The community supports public youth events Build upon successful models such as the PALS Youth themselves, or with other groups and adults, program that has private companies partner with organize events in public spaces and places where local schools and engage in sport activities, providing citizens can see and better appreciate youth play. These large scale community events can include art shows, skate youth with community positive role models and opportunity to development play relationships board exhibitions, tournaments, battle of the bands, with adults. The SJ Police Force host community community carnivals, dances, etc. Agencies and groups, baseball and hockey events that target such as heath, police, local government, recreation, culture, service clubs and accessibility groups, may work to disadvantaged youth. support these events. Through outreach and networking, isolated and disenfranchised youth are engaged in the process and/or event. Criteria 6 – The community celebrates and recognizes youth Build upon Successful Examples The community celebrates and recognizes youth. The community offers youth awards and/or scholarship programs to recognize youth participation and John Kelly Saint John Recreation Bursary contributions. This recognition may be given by local Programs: $1000 Entrance Bursary for students government, service clubs, schools, community agencies, embarking on Degree Program in the field of etc. Formal announcements on these opportunities, and Recreation, Kinesiology or Physical Education; on the results of the recognition, are publicized and and$1000 Bursary for 2nd, 3rd or 4th Year promoted throughout the community such as in the students. newspaper, on the radio, on the municipal website, on agency websites, in program brochures and/or Belleisle Valley Medical Centre Bursary. newsletters. Canadian Federation of University Women Scholarship: -$1000 Entrance to UNBSJ -$1500 Jean Fleming for Mature Adults -$1500 Lillian & Charles R. Bone for PostGrads CN Willson Scholarship Cook Family Bursary Dr. Malcolm M Somerville Bursary in Business Florence M. Christie Bursary Garfield T. Meltzer-Jewish War Veterans Scholarship Racheal Dawn Duffy Scholarship SJ Country Music Week Legacy Fund Bursary SJ Law Society Bursary Fund Super Steel Band Bursary Suzanne Doyle-Yerxa Award Criteria 7 - The community commits funding for youth play PRO Kids is highly successful at connecting The community has established a fund that is accessible children to sporting activities. to organizations and/or directly to youth to help offset the cost of youth involvement in local activities. This funding opportunity is well known to groups who work with youth in The Greater Saint John Community Foundation the community and it is promoted through these groups administers funds, large and small, donated by and through the school system. Systems are in place to public-spirited citizens and funds are donated as help youth to also regularly access these funds. Some annual grants to local charities. youth play programs are free or have minimal costs. The community commits funding for current and long-term capital for diverse facility development and improvement, such as indoor/outdoor parks, skate parks, creative arts spaces, dance studios and/or drop in centres. Criteria 8 — The community supports positive youth development Certain organizations are more geared to youth Positive youth development is a formal process through development than others. The YMCA, Boys and which a youth makes the transition from childhood to Girls Club programs and community targeted adulthood. During this time, youth are exposed to and programs offer leadership and tutoring and learn the following five competencies: social, emotional, summer camps which partially address these ethical, cognition and physical. They also participate in criteria. Literacy programs, targeted more to programs and services which meets their seven developmental needs, which are: meaningful participation, children, and Big Brothers Big Sisters provide adult interaction and mentorship. mastery and achievement, positive interaction with adults and peers, physical capacity, creative expression, selfdefinition, and structure and clear limits. The community There is an opportunity to enhancing servicing to supports programs that help develop youth competence the developmental needs of youth. and respond to their developmental needs. Staff and volunteers of youth service providers are offered opportunities, and are actively encouraged to participate, in orientation and training sessions on positive youth development. A diverse variety of positive youth development opportunities are available in which youth can choose to participate. Criteria 9 – The community supports youth volunteerism and leadership development The community recognizes the connection between youth Potential opportunities to partner with local volunteerism and leadership development. Older children media to recognize leadership, the YMCA for are sought out to fill junior leadership roles in sports clubs, example has youth leadership and counselor youth groups, day camps and/or faith groups. There are summer training programs. systems to help youth get connected to volunteer opportunities, and youth are familiar with these systems and can access them. Appropriate training about volunteerism and leadership is provided for youth. The community has programs to recognize the efforts of youth leaders and volunteers. Criteria 10 – The community has models of effective community partnerships Vulnerable and disenfranchised youth have fewer Local government departments work cooperatively with each other and with community groups to provide the best opportunities to become engaged in groups, play, sports with PRO Kids being the most effective menu of opportunities for youth play. Specific attention is service in linking the community with children given to the needs of hard-to reach, isolated, vulnerable and their programming needs. Disabled children and disenfranchised youth. Community partners include are served somewhat but choices seem limited. not-for-profit agencies, cultural groups, housing cooperatives, youth associations, sports clubs, arts groups, justice, social services, the faith community, private business, health, and education. Criteria 11 – Youth activism and advocacy for play is nurtured The Teen Resource Center in partnership with Youth activism and advocacy for play are nurtured. The the PALS program is excellent best practice voice of youth is a critical component of community life. example here in Saint John, continue developing The community ensures that youth actively participate in successful examples. planning, promotion, implementation and evaluation of programs and services that affect them. Youth actively speak out about their needs and, where this is not in evidence, youth are encouraged to do so by local champions. The community, including local decisionmakers and the media, respond to the voice of youth in a positive and proactive way and changes are evident as a result of the youth voice being heard. Criteria 12 – Youth feel comfortable in their own community The skate park is good example of a The community encourages businesses, recreation centres, malls, theatres and other locations to understand programmed space that could function as intended where Lesiure Services staff could the needs of youth and works to recognize and engage interact with youth to better understand the youth as contributing citizens within the community. needs and interests of youth. Spaces are promoted as ‘youth friendly,’ and youth are provided opportunities to interact with others in a positive and mutually respectful way. Staff who work in facilities where youth play receive an orientation about the needs and interests of youth, and how to build positive adult/youth partnerships. Criteria 13 – Youth can get to the play programs that are offered The community has explored innovative ways to physically There is little consideration given to connect youth with play opportunities. Examples include: transportation needs of children or youth that better link users to play spaces. The Skateboard responsive transit systems with routes to dedicated youth play spaces, and that operate on days and times to Park is centrally located and is a challenging maximize participation by youth; lighted bike paths and/or autonomous place for teens. bike lanes on major roads; and mobile outreach into There is opportunity to improve linkages between isolated areas. Activities have been specifically located or users and play spaces, recreational and relocated to be closer to youth and to increase access for instruction programs geared to children and youth. youth. Criteria 14 – Schools support the youth friendly approach PALS developed here Saint John leads the way in The community works with schools to recognize and this area. Great opportunity for Leisure Services capitalize on the important role of schools in getting to develop more support programs and information from the community to youth. Schools work scheduling of school facilities. with local service providers to help create a network between the school, the community and opportunities for youth play. School boards have a signed funding agreement with the Ministry of Health Promotion (Ontario) regarding the community use of schools. Criteria 15 – Adults champion the cause for youth play The community has adult leaders who recognize the need Scouts Canada, Girl Guides of Canada, Boys and for positive youth play. They publicly support youth by Girls Club and some church programs play an important role in this adult leadership role ensuring elected officials, police, local celebrities and media are involved in local youth events. For their part, geared to youth. youth regularly share their experiences of positive play with adults and at adult-led events, such as service club meetings, school board sessions, annual general meetings and professional association meetings. Criteria 16 – Play is accessible to youth with disabilities The Leisure Services Community Services Every youth in the community should have the opportunity to participate in programs, if they want to. Programs are Coordinator will link the community with set up to specifically include youth with both physical and advocacy agencies and or service providers, as mental disabilities. Activities are adapted, facilities are well as search for financial and human resources that will enable an individual to participate in a accessible, additional assistance is onsite, and the participation of youth with disabilities is a seamless part of program. However, fewer programs exist for the program. Youth with disabilities are part of program those with a disability. There is no evaluation data available to determine the effectiveness. planning and evaluation phases. HIGH FIVE - www.highfive.org HIGH FIVE is Canada’s only comprehensive quality standard for children’s sport and recreation programs. Parks and Recreation Ontario (PRO) founded HIGH FIVE in 2001 after years of research involving child development experts, recreation and sport professionals, families and leaders. The PRO research identified 5 principles of healthy child development that are essential for quality programs those principles are: a caring adult, the opportunity to play, make friends, master skills and participate. HIGH FIVE provides tools, training and resources to program providers, support for organizations using these tools, and professional accreditation. High Five also educates parents and the general public about the importance of sport and recreation and the need for quality programs. High Five states that when children participate in recreational play, they develop physically, emotionally, socially and cognitively. Furthermore, all recreation and leisure programs have a responsibility to provide activities and environments where children feel safe, welcome, competent, connected, empowered and special. To that end, High Five developed broad objectives to consider when developing excellence in children's recreation and leisure programs, those objectives are as follows: x x x x x x x x x x x x To enable children to develop as considerate, cooperative and caring individuals who show concern and respect for themselves, others and their communities. To help children, when they are ready, to become competent in the areas that interest them most, by providing high quality leadership, hands-on and self directed learning and a healthy view of competition. To enable children to be expressive and creative by encouraging them to use their imagination, to explore and to experiment. To provide positive role models as well as opportunities for children to be leaders and role models for others. To provide child-centered individual and group activities that are fun and enjoyable. To help children achieve success in order to build their self-esteem and confidence, taking into account that they must be ready before they are challenged. To provide children with the opportunity to develop relationships with non-parental adults and peers in a safe environment. To help children learn and experience ideas and concepts such as responsibility, decision making, independence, problem solving, team building and self-management. To help children learn how to use leisure time positively and develop a lifelong commitment to physical activity and healthy living. To provide children with hands-on experience with nature so that they may understand and appreciate the natural world. To enrich children's lives and help them develop new interests and skills by exposing them to a wide variety of diverse and stimulating experiences. To enable children to feel a sense of emotional well-being, belonging and security. High Five’s objectives and focus on youth is an best practice example that works well with a renewed focus on recreation and an opportunity to strategically target youth within Saint John. As described in the 2010 Active Healthy Kids Report, there has been an “erosion of the recreation profession” Leisure Services should examine High Five as a best practices model that provides its recreation and leisure (community) programmers with the tools for enhancing and maintaining a high level of program quality.