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Welcome Howden Recreation Centre Public Information Meeting
Status Update October 27, 2016
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Introductions Regional Councillor Gael Miles (Ward 7, 8)
City Councillor Pat Fortini (Ward 7, 8) Anand Desai, Monteith Brown (Parks and Recreation Master Plan Lead Consultant) Community Services Department staff Planning and Development Department staff
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Presentation Outline Introductions Presentation Objectives Background
Analysis Options and Alternatives Parks and Recreation Master Plan Questions and Feedback
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Presentation Objectives
Status update on Howden Recreation Centre Place Howden in context Introduce the Parks and Recreation Master Plan Get public input Howden Pool (Closed) Howden exterior (rear yard looking north) Howden Fitness Room
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Background: Howden Recreation Centre Overview
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Background: Existing Conditions
Constructed in 1974 (42 years old) 2,137m2 incl. basement and ground floor (23,000 sq. ft.) Irregular site configuration Amenities: Swimming lane lap pool, 18 x 8m (limited programming - closed in November 2015) Squash courts (converted to meeting rooms and administrative space) Daycare services (YMCA) Howden Blvd Lester B. Pearson Catholic Elementary School Central Park Drive Howden Recreation Centre 6
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Background: Historical Context
Bramalea Ching. Park Queen Street Howden Queen Street Bramalea Road Aerial Photo 1974 7
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Background: Bramalea and City Context
1 km 2 km 3 km 8
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Deteriorating roof structure at Howden
Background: Timeline November Howden pool closed (due to structural issues) January 2016 Parks and Recreation Master Plan (PRMP) initiated - To help guide the future delivery of parks and recreation facilities February 2016 Preliminary options for Howden’s future presented to Council Summer 2016 Further analysis of options; PRMP preparation (ongoing) Deteriorating roof structure at Howden
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Background: Council Direction
February Council directs staff to: Continue to investigate options and alternatives Undertake public consultation Evaluate options against PRMP recommendations (PRMP is expected to be completed in Spring 2017)
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Analysis: Repair and Replacement
Approximately $1M spent on capital repairs at Howden from Estimated $4.4 M needed for basic repairs and maintenance Minimum investment for long-term sustainability 11
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Analysis: Pool Usage 2015 With closure of Howden pool, users redirected to other recreation centres. No capacity issues experienced. 2015/16 City-wide pool use grew by 8% (2,454 new users) 2017 Continued 8% growth expected Approx. 64,000 of 77,00 program spaces will be filled within existing pools 9,000 more aquatic program spaces (City-wide) will be added through the new Gore Meadows Pool (Summer 2017)
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Analysis: Cost and Condition of Bramalea Recreation Centres
36 recreation facilities city-wide (13 in Bramalea) Estimated $24.0M in repairs needed at centres in Wards 7 and 8 Howden, Ellen Mitchell, Balmoral, Terry Miller, Greenbriar, Victoria Park Cost estimate includes basic repairs only – no upgrades or improvements Ellen Mitchell Greenbriar 13
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Options and Alternatives: Decision Making Process:
Analysis of Options Leads to Informed Decision Master Plans Public Consultation )
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Options and Alternatives: Master Plans
Establish a long-range vision for the City Ensure city assets meet the needs of the community Assist in prioritizing how $ get spent
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Options and Alternatives: Master Plan Development (Ongoing)
Asset Management Plan (Late 2016) Will prioritize funding for ‘repair and replacement’ of all City infrastructure (e.g. roads, buildings, parks, equipment, etc.) - updated annually 2. Financial Master Plan (Q1 2017) Will establish long-term financial capacity of City (10-20 year horizon) 3. Parks and Recreation Master Plan (Q1 2017) Assesses supply/demand for parks/rec facilities and analyses participation across all programs and sports Provides a ‘framework’ for capital investment and prioritizing needs (updated every 5 years)
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Options and Alternatives: Guiding Principles:
Consider current and future community needs Evaluate Howden in the context of neighbouring facilities Design limitations Physical condition Financial cost Location Deliver value for the taxpayer Terry Miller Balmoral 17
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Options and Alternatives: Facility Types and Context
‘Community’ - Large multi-plex (Cassie Campbell) ‘Neighbourhood ’– Smaller scale (Howden/Greenbriar) ‘Hybrid’ – Between ‘Community’ & ‘Neighbourhood’ Limited land available for redevelopment Some opportunity to improve site configuration and building amenities Some potential for partnerships with neighbouring facilities (e.g. schools) Cassie Campbell Gore Meadows Mount Pleasant Village 18
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Parks and Recreation Master Plan Status and its Influence on Howden
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Parks and Recreation Master Plan (2016-2017)
Provides a long-range plan (to 2031) Parks and open space, outdoor sports and recreation facilities Indoor sports and recreational infrastructure Programming and services Robust community consultation program Considering Community demographics Participation stats Trends and best practices Alignment with other City objectives Operational/financial sustainability
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Project Status - 2016 January Project Initiation
Steering Committee Meeting #1 February Status Report to Council March Engagement & Communication Plans Discussion Guide/Brochure PRMP Advertising/Awareness efforts Citizen Panel Meeting #1 April Launch Event Web Portal Public & Stakeholder Surveys Interviews with Council & Senior Staff May Public Meeting Stakeholder Workshops Pop Up Events Staff Roundtables Discussion Paper #1 Steering Committee Meeting #2 June Discussion Paper #2 Steering Committee Meeting #3 Review Discussion Paper 1 Comments Citizen Panel Meeting #2 July / August Facility and Program Assessments September Discussion Paper #3 Steering Committee Meeting #4 Council Workshop 21
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Parks and Recreation Trends
Lack of free time, rising rates of physical inactivity Growing demands for unstructured, spontaneous activities Aging parks and recreation infrastructure Multi-use, multi-generational, multi-seasonal and multicultural Demands for safe and comfortable parks, rise of ‘urban parks’ Using parks to promote environmental sustainability, stewardship and reconnect with nature Funding constraints – capital and operating Community development, volunteerism and partnerships 22
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Key Inventory Statistics
450 hectares across 381 parks 12 Indoor aquatic centres 20 Ice rinks at 11 arenas 7 Full service fitness centres and 6 gymnasiums 2 Seniors’ Centres (FCSC and Knightsbridge) 125 Natural grass soccer fields and 4 artificial turf fields 87 Ball diamonds 17 Cricket pitches 51 Outdoor tennis courts and 6 indoor tennis courts 24 Basketball/Multi-use courts 6 Skateboard parks Multiple playgrounds, splash pads, outdoor pools, etc.
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Assessing Operating Capacities
Performance indicators have been reviewed including: Use of facilities during prime/peak times and off-peak times Usage during weekdays versus weekends Program capacities and ‘fill rates’ Registration/membership data among organized sports organizations using parks and facilities Data is used to assess whether existing facilities and programs can accommodate more use, or whether new services can be supported 24
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Phase 3 Interim Assessments
Phase 3 Discussion Paper currently under review by staff (October 2017) Preliminary directions from the Paper are presented on the following slides as information and are intended to be ‘tested’ with key stakeholders, including: City Council, City Staff / Steering Committee, Citizen Panel, Stakeholder / User Groups Preliminary directions are subject to change, pending City Council and staff feedback, re-examination of inventory and utilization data, and Phase 4 considerations (cost and funding capacities, timing and phasing, etc.) Prior to presenting the Phase 3 findings, are there any questions relating to the Phase 1 and Phase 2 work? 25
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Preliminary Directions
Services and Programs Physical Activity - aim to improve resident's physical activity levels - frequency, duration and intensity Getting Outdoors – recognize the critical importance to the health of individuals and the community as a whole to be outdoors in natural settings Water Safety - every resident should have the opportunity to learn how to swim; every family should know the importance of being safe in and around water Aging Population – ensure that Brampton’s older adults and senior citizens are active and engaged in leisure pursuits Diverse and Marginalized Populations – place efforts on including all residents to enhance the overall health and vibrancy of the community Sport Development – ensure every resident has the opportunity to participate in sport at a level of their choice 26
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Preliminary Directions
Indoor Recreation Facilities New West-Side Community Centre – aquatic centre, fitness centre, gymnasium, dedicated youth space and multi-purpose program rooms; with long-term expansion potential to add a twin pad arena Therapeutic Pool Pilot Project – retrofit 2 smaller indoor pools to provide a therapeutic and/or rehabilitative aquatic experience along with provision of gym and group fitness studio space to support “Aging in Place” and reinforce neighbourhood-based opportunities (if successful, the program could be expanded to other facilities) Repurpose a Neighbourhood Pool – repurpose an aging, underutilized small pool(s) for dry floor uses - e.g. sports, fitness, arts and culture - to expand and diversify the range of neighbourhood-based services 27
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Preliminary Directions
Indoor Recreation Facilities Seniors’ Centre – develop a seniors’ centre in the east end of Brampton using a community-hub centred approach involving prospective partners to complement City recreation services Program Rooms – undertake a strategy to prioritize improvements required to enhance the programming capacity of multi-purpose rooms located in older community centres Arenas – target a supply of 19 indoor ice pads over the PRMP (Victoria Park Arena to remain closed for ice) Indoor Turf – after the City’s new registration system is implemented, undertake an Indoor Turf Study to determine the feasibility of investing in a second indoor turf facility based on market conditions, costs, and potential impacts
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Options and Alternatives: Preliminary Conclusions
Having regard for what we know so far, options for Howden include: Renewal of Howden on existing lands Renewal of Howden on a reconfigured land holding (as able) Demolition of Howden and/or other Bramalea recreation facilities and development of multi-plex somewhere in community (size and components TBD) * All options must consider Master Plan outcomes, take into consideration other Bramalea recreation centres, public and Council feedback and are dependent on funding capacity Howden Greenbriar Victoria Park 29
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Next Steps Complete Master Plans Continue to explore renewal options
Conclude preliminary programming for Bramalea recreation centres, inclusive of Howden Undertake further Public/Stakeholder Engagement Develop financial strategies for delivery Get budget approval Design and (re)develop 30
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Public Consultation: Questions and Feedback
What would you like to see done with Howden? What would you like to see happen with the ‘family’ of Bramalea Recreation Centres What are the priorities of this community that need to be considered, as we contemplate next steps? 31
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HOWDEN RECREATION CENTRE
Thank you HOWDEN RECREATION CENTRE Contact info: or
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