The Corporation of the
TOWN OF MILTON
Report to:
Mayor G. A. Krantz and Members of Council
From:
Jennifer Reynolds, Director, Community Services
Date:
September 28, 2009
Report No.
COMS-054-09
Subject:
Milton Sports Centre Expansion Study – Final Report
RECOMMENDATION:
THAT the Milton Sports Centre (MSC) Expansion Study be
approved;
AND THAT the MSC Study recommendations be used to guide
the MSC Expansion plans;
AND THAT staff work with interested organizations, including,
but not limited to, the Milton Skating Club, the Milton Minor
Hockey Association and the Milton Springers Gymnastics Club;
regarding possible partnership agreements to enhance
elements of the project that are specific to their needs;
AND THAT staff continue to work with other community
stakeholder groups (Soccer, indoor field users) to identify the
project requirements for the future construction of an Indoor
Turf / Field House facility for consideration in future capital
budget forecasts;
AND THAT further study regarding the potential development of
a 50m aquatic facility be undertaken at such time as appropriate
partners are identified to coordinate a joint development
opportunity;
AND THAT staff continue to assess the recommendations and
implementation steps related to the future delivery of fitness
services at the Milton Leisure Centre as outlined in the report.
The Corporation of the
TOWN OF MILTON
Report No.COMS-054-09
Page No. 2
EXECUTIVE SUMMARY
The Milton Sports Centre (MSC) Expansion Study was undertaken by a consulting team
to provide a detailed assessment of the components to be included in the Milton Sports
Centre Expansion project. The guiding principles and overarching direction has already
been provided by the Community Services Master Plan document. The Study has
included significant research, analysis, public, staff and user group consultation. The
Consultants will be in attendance to present the highlights of the Study for Council
consideration. The Study has formed the basis of the MSC Expansion plans as
identified in the Federal/Provincial Government Infrastructure Stimulus Fund recently
(July 2009) approved.
REPORT
Background
Council approved the Community Services Master Plan, providing staff with a document
to guide and influence future planning for all programs, services, parks and facility
requirements in the short and long term planning horizon. The Plan identified the need
to conduct a detailed study for the Milton Sports Centre Expansion to confirm the exact
facility components to be included in the expansion. The study was undertaken by
Monteith Brown Planning Consultants in conjunction with the JF Group and MacLennan
Jaunkalns Miller Architects. The comprehensive study process included research,
analysis, business assessment and consultation with the public, staff and community
stakeholder groups.
The original timing for the commencement of the Expansion process has been
accelerated due to the confirmation of funding through the Governments of Canada and
Ontario Infrastructure Stimulus Fund. In order to submit a project that met the
guidelines and criteria for the grant program staff assessed the recommended facility
components that were being identified as priority through the Study draft document, for
development at this location. These components are included in the current exercise to
prepare for a Design Build tender to deliver the Expansion by the date outlined in the
Grant criteria, March 2011.
Discussion
The consultants will be presenting the overview and executive summary related to the
Final Report, which is included in Schedule C. The feedback received and the
response recommended is included in Schedule B.
The Corporation of the
TOWN OF MILTON
Report No.COMS-054-09
Page No. 3
The core recreation facility components recommended as part of the Milton Sports
Centre expansion include;
•
•
•
•
•
•
Two new NHL size ice pads with seating appropriate for community level
programs (approximately 250-500 people);
A 25 metre, 6 to 8 lane pool with integrated leisure components
A full size double gymnasium
An indoor walking/jogging track
Multipurpose community and activity space, and
Leasable tenant and support space at a minimum for major user groups
Relationship to the Strategic Plan
Goal – Well managed growth, well planned spaces
Direction – Ensure that appropriate financial plans and infrastructure strategies are in place
before development occurs
Direction – Encourage the development of public facilities in appropriate locations at the
right time to meet the needs of present and future residents
Financial Impact
The process to project the capital costs associated with future projects includes an
assessment of the facility components that will be required, and a variety of costing
databases, to project costs. In 2004, as identified in the previous Community Services
Master Plan, the project identified (site unknown at that time) a 110,000 gsf facility, with
2 ice pads and an indoor pool complex similar to the Milton Leisure Centre. In 2009,
following the completion of the Sherwood Plan, the facility plan and budget forecast was
updated to reflect the identified needs including 2 ice pads, an indoor pool complex and
multi-purpose space, to be defined through a detailed Program and Business plan. This
estimate was a 130,000 gsf facility.
The MSC Study recommends a 156,000 gsf facility. The size increase is due to a
variety of factors;
•
requirements of building circulation for a complex of this size, combining an
existing facility with the new components (corridors, common spaces, circulation
space)
The Corporation of the
TOWN OF MILTON
•
•
•
Report No.COMS-054-09
Page No. 4
square footage requirements (approx. 6,000 gsf) to meet Accessibility Standards
as per the City of London FAD standards (approved by Milton Council and in
anticipation of OADA legislative requirements)
the increase of square footage to accommodate facility components as identified
through the study process including additional spectator seating in one ice pad,
in the double gymnasium and in the pool area
the addition of an elevated walking track above one ice surface
The increase in square footage, coupled with the increase in current market per square
foot estimates to construct similar types of facilities, has resulted in a project budget that
exceeds the current approved budget.
The incremental capital costs associated with the recommended Concept are the
subject of a subsequent staff report (COMS-055-09). The operating impacts of the
Expansion will be considered in the 2011 operating budget plan.
Respectfully submitted,
Jennifer Reynolds
Director, Community Services
If you have any questions on the content of this report: Jennifer Reynolds, 905 878 7252 X2180
Attachments:
Schedule A – Summary of Recommendations
Schedule B – Summary of Feedback Received
Schedule C – MSC Expansion Study – Final Report
CAO Approval: _________________________
Town of Milton Concept Design & Business Plan for the Milton Sports Centre Expansion FINAL REPORT October 13, 2009 Prepared by: in association with Table of Contents Section 1: Introduction ....................................................................................................................1 1.1 1.2 Study Context ................................................................................................................................ 1 The Milton Sports Centre .............................................................................................................. 1 Section 2: Trends in Facility Development ........................................................................................2 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 2.11 2.12 2.13 2.14 2.15 Growing Inactivity Among Children and Youth ............................................................................. 2 Health and Obesity Becoming a National Crisis ............................................................................ 2 Lack of Free Time is the Main Barrier to Participation ................................................................. 3 Polarization of Income Groups leaves Recreation Unaffordable to Many ................................... 3 Participation in Organized Sports is Declining .............................................................................. 4 Activity Participation by Age Group .............................................................................................. 4 Emerging Recreation and Leisure Activities .................................................................................. 6 Indoor Facility Planning ................................................................................................................. 7 Outdoor Facility Planning .............................................................................................................. 7 School Board Funding a Growing Concern ................................................................................... 8 The Role of Public‐Private Partnerships ........................................................................................ 8 Financial Relief for Aging Infrastructure ....................................................................................... 9 Accessibility & Safety Requirements............................................................................................. 9 Environmentally‐Conscious Designs ........................................................................................... 10 Comparable Community Facilities .............................................................................................. 12 Section 3: Community Demographics ............................................................................................. 15 3.1 3.2 3.3 3.4 Historical and Projected Population Figures ............................................................................... 15 Demographic Age Composition .................................................................................................. 16 Ethnicity and Language ............................................................................................................... 17 Household Income and Education .............................................................................................. 17 Section 4: Community Consultations .............................................................................................. 19 4.1 4.2 4.3 4.4 4.5 4.6 4.7 Staff Workshop ........................................................................................................................... 19 Stakeholder Workshop ............................................................................................................... 23 Public Workshop ......................................................................................................................... 25 User Group Questionnaire .......................................................................................................... 26 Household Survey (2007) ............................................................................................................ 35 Written Submissions ................................................................................................................... 41 Input from High School Students ................................................................................................ 41 Section 5: Needs Assessment ......................................................................................................... 42 5.1 5.2 5.3 5.4 5.5 5.6 5.7 Overview ..................................................................................................................................... 42 Ice Rinks ...................................................................................................................................... 43 Indoor Aquatics ........................................................................................................................... 48 Gymnasiums ................................................................................................................................ 53 Youth Space................................................................................................................................. 55 Children’s / Pre‐School Space ..................................................................................................... 56 Older Adult / Seniors Space ........................................................................................................ 57 Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | i
5.8 5.9 5.10 5.11 5.12 5.13 Fitness Centres ............................................................................................................................ 58 Multi‐Purpose Community Activity Spaces ................................................................................. 60 Indoor Turf Facilities ................................................................................................................... 61 Arts & Cultural Spaces ................................................................................................................. 63 Leasable Tenant & Administrative Space.................................................................................... 64 Summary of Recommendations .................................................................................................. 64 Section 6: Preliminary Concept & Business Plan Assumptions............................................................ 66 6.1 6.2 6.3 6.4 6.5 Preliminary Concept .................................................................................................................... 66 Construction Cost Estimate ......................................................................................................... 68 Potential Partnerships ................................................................................................................. 69 What to Include: A 50 Metre or 25 Metre Pool? ........................................................................ 73 Draft Financial Projections .......................................................................................................... 82 Appendix A: The Future of Fitness Question Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | ii
Section 1: Introduction 1.1
Study Context In 2008, the Town of Milton finalized its Community Services Master Plan which guides the provision of municipal recreation and parks facilities and services. A key recommendation stemming from the Master Plan was to conduct a detailed evaluation of the feasibility of the Milton Sports Centre to be expanded at its current site. Specifically, the Master Plan suggested that the following facilities be studied for their ability and appropriateness of being included at the Milton Sports Centre: •
•
•
•
•
Two additional ice pads; An indoor aquatics centre; A full size gymnasium; An indoor turf facility; and Additional multi‐purpose community rooms, as required. The purpose of the Concept Design & Business Plan for the Milton Sports Centre is to provide a comprehensive market study and building utilization profile which considers trends and best practices in indoor facility development, community demographics, input from stakeholders and the general public, programming requirements associated with an expanded facility, and a financial analysis of capital and operating costs. 1.2
The Milton Sports Centre The Milton Sports Centre (MSC) was opened to the public in 2003 as a twin pad arena with a 15,000 square foot gymnastics facility (occupied by a not‐for‐profit community‐based operator through a long‐
term agreement), concession area, banquet room and several meeting rooms. The MSC currently provides half of the winter ice rink capacity in Milton and is utilized well throughout the year offering program opportunities for the local ice sport and skating community, as well as providing rental space, and social and active program space. The original design of the MSC included a conceptual plan to develop a four‐pad ice complex and the overall site is intended to accommodate expansion plans which would provide additional recreation services to complement existing services. This Study is intended to evaluate the appropriate degree of expansion to ensure that the MSC continues to meet community needs over the long‐term while ensuring that the site and adjacent park function properly. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 1
Section 2: Trends in Facility Development The following leisure trends have relevance to the multi‐use recreational complex proposal due to their potential influence on the demand and usage of recreation facilities and programs in the Town. Many of the trends have been excerpted from the Community Services Master Plan. 2.1
Growing Inactivity Among Children and Youth In 2003, only 50% of Canadians age 12 and over were considered to be “active or moderately active” in leisure‐time physical activity, meaning that 50% are insufficiently active for optimal health benefits. Although activity levels generally decline with age, physical inactivity is also a problem among children and youth. The low levels of physical activity are strongly correlated to the weight epidemic in Canada and the increasing number of children and youth that are overweight or obese. •
Teenagers aged 15 to 19 are more likely to be sedentary than those aged 12 to 14. •
Girls between the ages of 12 and 14 are least likely to participate in structured recreational activities as self‐awareness decreases their interest in participating in traditional competitive sports with boys.1 •
The proportion of children taking daily physical education classes in secondary schools is decreasing. In 2005, the Provincial Government launched a program called “Active2010” that aims to increase physical activity for everyone, with a particular focus on 10 to 14 year‐olds. The government is investing $5 million per year in Active 2010 to improve awareness of the benefits of physical activity and to motivate Canadians to get active. Through this and other programs, the Federal and Provincial governments are aiming to increase physical activity levels by 10 percentage points by the year 2010. The Town of Milton is presently undertaking a Physical Activity Plan that ties in with the Active2010 mandate and aims to increase local participation rates as a means to combat the inactivity issue for both children and adults. 2.2
Health and Obesity Becoming a National Crisis A 2004 survey by the Canadian Federal Government found that 6.8 million Canadians between the ages of 20 and 64 are overweight and an additional 4.5 million are obese.2 Of even greater concern is the number of overweight and obese children in Canada. The number of overweight Children between the ages of 7 and 13 has increased by 200%‐300% between 1981 and 2001. The 2000/01 Canadian Community Health Survey published by Statistics Canada indicates that 46.3% of Halton Region residents are defined as being physically inactive, which is a slightly lower percentage than the provincial and national averages. 1
2
National Heart, Lung, and Blood Institute. (2000). Trail of Activity for Adolescent Girls.
Starky, S. (2005). The Obesity Epidemic in Canada. Parliamentary Information and Research Service. July 15, 2005
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 2
It is estimated that the cost of obesity and physical inactivity in Canada is up to $4.3 billion a year, which accounts for both the direct (healthcare) and indirect costs.3 From a municipal perspective, the alarming rates of childhood and youth obesity provide a strong basis for ongoing support to programs which foster improved levels of activity. Most certainly, there is a need to work with other agencies to improve the integration of recreation and health services through opportunities in program delivery. As income is a factor affecting participation in leisure activities, there is also a sound basis to maintain a core of affordable and accessible programs. 2.3
Lack of Free Time is the Main Barrier to Participation Canadians have – in every survey conducted by the Canadian Fitness and Lifestyle Research Institute (CFLRI) since 1988 – identified “lack of time” as the most significant variable affecting participation in leisure activities. The 2002 CFLRI Physical Activity Monitor found that 75% of adults cite “lack of time” as a barrier to physical activity, followed by “lack of energy” (64%), “lack of interest” (62%), and “illness or disability” (57%). This trend is similarly prevalent in the Town of Milton, as evidenced through the household survey of Milton residents conducted in 2006 for the Community Services Master Plan. 44% of respondents suggested that they were unable to participate in leisure activities as often as they would like, with the overwhelming majority (70%) of those stating a lack for personal time as the primary impediment. Lack of time as a barrier to participation is largely a result of the evolving employment and family structures in Canada. Commuting, home‐based occupations, night‐shifts and weekend work are creating the need to have services open later and the need to promote drop‐in opportunities. Similarly, the changing family structure with many lone‐parent families is putting significant time pressures and constraints on recreation and leisure participation. The time crunch is generally the greatest in the age groups between 15 and 54, where burdens of school, work, and child rearing are heaviest. This will have implications on the provision of recreation facilities and services, including the demand for services during non‐traditional hours, drop in activities, and the continued popularity of multi‐purpose facilities that provide cross‐programming opportunities serving more than one family member. This also supports the notion that casual and unstructured activities, as well as events and programs for older adults (who have the most free time), will offer the greatest opportunity for growth; in the regional context, certain organized sports such as hockey and soccer will also be likely to remain popular over the foreseeable future. 2.4
Polarization of Income Groups leaves Recreation Unaffordable to Many Statistics Canada has identified that the richest 10% of the Canadian population have seen an increase in their income by 14%, while the poorest 10% have seen an income increase of less than 1%. The term “working poor” has been put forward in recent years to describe the financial situation of many Canadians who have a job but do not have any additional funds beyond paying for life necessities (due to increasing cost of living). This growing polarization may impact recreational participation patterns, as 3
Starky, S. (2005). The Obesity Epidemic in Canada. Parliamentary Information and Research Service. July 15,
2005.
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 3
private facilities and programs grow in popularity for the higher income brackets and municipal programs come under increased pressure to assist those who cannot afford to participate. 2.5
Participation in Organized Sports is Declining Participation in sport has declined significantly in Canada during the last decade (although there are exceptions, such as soccer). Studies conducted by the Canadian Fitness and Lifestyle Research Institute and Statistics Canada have resulted in a number of relevant findings: •
Sport participation levels decline with age, beginning at the age of 12 and dropping off considerably beyond the age of 20. The teenage years are increasingly characterized by reduced participation in physical activity and a corresponding reduction in fitness. •
There are gender preferences for sport; favoured activities for women are generally swimming, golf, baseball and volleyball, while men generally prefer hockey, golf, baseball or basketball. Soccer is increasingly popular with both genders. •
Children whose parents participate in sport are more likely to be active (two‐thirds of active children have one or more parent engaged in sport). Despite these findings, “sport tourism” is a growing market nationwide. Milton’s proximity to larger regional centres may pose an opportunity for the provision of tournament quality facilities that would provide direct and indirect financial returns, such as multi‐pad arena facilities. 2.6
Activity Participation by Age Group In recent years, an increased preference has been observed for unstructured or drop‐in activities that provide a greater range of flexibility for personal scheduling. With the changes in family structure and employment arrangements, pre‐scheduled recreation and leisure programs often exclude those wishing to participate at non‐traditional times. Children and Youth Walking, bicycling, swimming, running/jogging, and basketball are some of the more popular activities for children and youth. Skateboarding has recently gained momentum as a key activity, especially for male youths, and soccer is the most popular organized sport. The 2000 Ontario Profile found that 26% of Ontario children reportedly spend time in organized activities such as soccer practice or swimming after school, while 74% spend their time in unorganized physical activities after school. The trend away from structured/organized activities and toward more self‐directed, self‐scheduled, unorganized, unstructured, and spontaneous leisure activities applies to people of all ages. A number of research studies have found a correlation between youth activity patterns and various socio‐demographic circumstances. For instance, the 1998/99 National Longitudinal Survey of Children and Youth found that the children who were least likely to participate in organized facilities were those: •
•
•
in lower income families; with very young parents; whose primary care‐giver had less than a high school education; and/or Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 4
•
in single‐parent families. Most municipalities are challenged in their quest to offer teen programming. In short, young people want a place to just "hang out". Youth centres have the ability to become "community resource centres", combining drop‐in facilities with a variety of youth‐directed activities and effective access to supports and resources. Appropriate youth supports and facilities are also an important strategy in addressing issues related to “youth at‐risk”, which are a growing focus of government health and recreation agencies nation‐wide. A broad interpretation of “at‐risk” groups that includes all ages and circumstances (e.g., new immigrants, low‐income earners, people with disabilities, etc.) may be appropriate to use in the context of recreational programming and assistance. Adults For this demographic group, the most popular activities will continue to be walking and gardening. Team sports and racquet sports attract a smaller market segment than do individual activities and sports. While the percentage of physically active adults has decreased in recent years, men are more likely to participate in physical activity than women4. Also of note, golf has replaced hockey as the number one sport activity for Canadians. Generally, the most popular activities among adults tend to be less physically arduous and, in light of the anticipated aging of the population, this trend is expected to continue. Older Adults and Seniors Declining birth rates mean that the population is aging. The largest group demographically is the adult “baby boomer” population (currently 45 to 63 years of age). This age group will reach retirement age over the next 20 years, resulting in a significant “greying” of the population and greater demand for programs and activities aimed at older adults. Between 2006 and 2026, the number of Canadian seniors is expected to increase from 4.3 million to 9.8 million5. By and large, this older cohort will live longer and generally will have a higher disposable income than previous generations. With the increase in “active” seniors, it is expected that there will be a shift to: •
•
•
•
•
•
•
slightly less physically rigorous activities, as well as personal skill development; activities that are more informal, casual and self‐scheduled; higher expectations in terms of quality services and facilities; demand for outdoor programs (e.g., gardening, bird watching, etc.) more arts and cultural activities to serve this age group; opportunities for lifelong learning; and a greater emphasis on “active living”. There will still be a group of seniors that reflect the historical interests for seniors, such as card playing, but this will represent a smaller portion of the senior total population. Activities of interest for active older adults will include swimming, yoga, pilates, fitness, walking, and even more rigorous activities, such as hockey. 4
5
Canadian Lifestyle and Fitness Institute. (2003). Increasing Physical Activity. Available online at http://www.cflri.ca
CBC News. (2007). Boomers to reshape what it means to be a senior. Available online at www.cbc.ca
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 5
Summary The following tables identify the general trends for unstructured and structured activities by age group based on research in similar communities. As such, they may not be entirely indicative of local circumstances. Trends in Unstructured Activities General Activity Trend Children Youth Adults Seniors Cycling ↑ ↑
↑
→
↑ Cross Country Skiing → → → → ↑ Fitness/Aerobics n/a ↑ ↑
→
↑ Gardening n/a → ↓
→
↑ Jogging n/a → →
→
↓ Skateboarding n/a ↑ ↑
↑
→
Skiing (downhill) → →
→
→
→ Swimming → → → → ↑ Trails/Hiking ↑ →
↑
↑
↑ Walking ↑ →
→
↑
↑ Trends in Structured Activities General Activity Trend Children Youth Adults Seniors Baseball ↓ ↓
↓
→
→ Basketball ↑ ↑
↑
→
→ Curling n/a → →
→
↓ Football n/a → →
→
→
Golf ↑ ↑
↑
→
→ Hockey → →
→
→
↑ Lacrosse n/a n/a → →
→
Soccer ↑ ↑
↑
↑
→ Squash/Racquetball n/a ↓ →
↓
↓ Tennis → →
→
→
↑ Volleyball → →
→
↑
→ 2.7
Emerging Recreation and Leisure Activities Across Ontario, there are numerous recreation and leisure facilities that are increasing in popularity and the provision of such facilities is becoming more widespread. These facilities include: ‐ Multi‐use Sports Fields ‐ BMX Bike Parks ‐ Leisure Pools ‐ Climbing Walls ‐ Skateboard Parks
‐ Artificial Skating Paths
‐ Spray Pads/Splash Pads
‐ Accessible Playgrounds
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 6
2.8
Indoor Facility Planning There are several key trends related to indoor facility planning: •
The desire for multi‐purpose facilities to serve cross‐programming demands, family recreation outings, and rising expectations for quality service and value for money. Interest in family recreation and "destination" facilities (e.g., indoor water parks) is also on the rise. •
As the younger, fitter, senior (“aging boomer”) becomes a more significant cohort, the traditional stand‐alone seniors centre cannot meet all of the programming needs of this age group. Integrating activities for older adults into multi‐use and multi‐generational community centres is the preferred approach. While we envision the “active” senior, eventually facilities will have to deal with increasing numbers of “special needs” senior citizens – a factor that must be taken into consideration in facility design.6 •
There is a need for flexible space (multi‐purpose rooms, gymnasiums with retractable walls, etc.) to provide a range of opportunities for the increased segmentation in demand due in part to the changes in community composition. •
Multi‐pad arena facilities are becoming more common as they can better accommodate both league play and tournaments. In addition, these facilities provide tourism opportunities and operational cost efficiencies. 2.9
Outdoor Facility Planning The Milton Sports Centre is located on part of a major community park being developed in Milton, which will eventually become a hub for indoor and outdoor recreational activity. Outdoor recreation represents a growing market in the leisure sector. Activities such as nature study, hiking and walking, eco‐tourism, and golf – to name a few – each have strong profiles for growth in the coming years7. Not coincidentally, most of these pursuits share common attributes, most notably that they are self‐
programmed, resource‐based, self‐scheduled, and can be tailored to the participants’ desired fitness level. Trails are a cost‐effective method to increase physical activity levels for all age groups and to support positive interaction between the community and the natural environment. In an Ontario survey, 28% of respondents stated that a lack of pleasant places to walk or bike is a barrier to participation. Time after time, community surveys identify high levels of demand for both paved and nature trail systems. Traditionally, trail development has been under funded; however, municipalities are seeing the value of trail expansion and many are allocating more resources to trail construction and maintenance. Outdoor facility planning presents several challenges, as Ontario experiences a dichotomy in temperatures with cold winters and very hot summers. This hinders the ability of outdoor facilities to achieve operational efficiencies, as their open season is relatively short. Swimming for example, which is a favoured activity for all Ontarians, is very costly to offer with the short operating seasons of outdoor 6
The Randolph Group Management Consultants Inc. Emerging Issues in the Not‐for‐Profit Recreation Sector, Ontario Ministry of Citizenship, Culture and Recreation, July 2000. 7
Basen, J. et al (1999). Outdoor Recreation Participation Trends. US Forest Service, Southern Research Station,
1999 - 216.48.37.129
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 7
pools (most of which are aging). Gradually, municipalities are beginning to close outdoor pools and replace them with fewer, but better, indoor pools or cost‐effective outdoor water play features (e.g., splash pads). More frequently, municipalities are building multi‐field sport parks through partnerships with sports groups and/or adjacent municipalities. Driving this trend is operational efficiencies and the desire to capture the tournament market. Long gone are the days of the park template consisting of one ball diamond and one soccer field. Across the province, many municipalities are struggling to meet the demands for high quality soccer pitches. Usage of school fields, lighting of fields, conversion of under‐utilized ball diamonds into soccer fields, and even the installation of artificial turf are many of the ways to extend usage of limited resources. The cautionary note is that, in the long‐term, this escalation in demand for soccer is not likely to continue – already it appears that participation is flattening. In developing any facility, it is essential to ensure that facilities are not being developed to meet a peak in demand and that there are opportunities for multi‐uses. Outdoor facilities, such as parks or sports fields, are also seeing an increasing demand for ancillary amenities. This includes higher quality washrooms, drinking fountains, concessions, better playing surfaces and benches as well as casual open space, picnicking and gathering areas. 2.10 School Board Funding a Growing Concern As school boards face increasing monetary pressure, due primarily to changes in their funding formulas, there has been a downloading of costs to community groups and municipalities that rely heavily on school facilities. Access to schools has been identified as a major concern for many non‐profit groups. Fees imposed on these user groups increased by 138% between 1998 and 2003 across Ontario. A report commissioned by the Ontario government in 2000 identified that rising costs and increasing difficulty in finding appropriate space were among the key concerns of not‐for profit recreation sector organizations.8 In response to this trend, the Provincial Government launched a program in 2005 that provides school boards with additional funds to cover the incremental costs of community use of their facilities. This government program makes community access after school and on weekends more affordable to local citizens, although the savings vary from municipality to municipality. Like any government program, the long‐term availability of this funding is not guaranteed. 2.11 The Role of Public­Private Partnerships Municipalities are facing ever‐increasing expectations from their residents. There is a growing realization, however, that municipalities cannot be everything to everyone. In response to emerging consumer demands and shifting economic conditions, many communities are pursuing partnership approaches that dramatically differ from traditional service delivery mechanisms. Partnerships, 8
Ontario Ministry of Citizenship, Culture and Recreation, Emerging Issues in the Not‐For Profit Recreation Sector, The Randolph Group Management Consultants Inc. July 2000. Available on line: http://www.lin.ca Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 8
alliances, and collaborative relationships of varying types are required in today’s day and age to effectively and efficiently provide for the leisure needs of citizens. Not only is there growing interest in public‐private partnerships (P3s), but also in arrangements with Trusts acting on behalf of community organizations and formal operating or cost‐sharing relationships with school boards as well as user/community groups. A 2006 survey that investigated the level of support amongst Canadians for P3’s, found that 9 out of 10 Canadians believe that Federal, Provincial, and Municipal governments are not keeping pace with demand for new or improved public infrastructure services9. Furthermore, 72% agree that P3s should be used in the Recreation sector to improve or create new facilities and programs (the sector with the highest support for P3s). The challenge is to create relationships that provide mutual benefit to those involved in the partnerships while protecting the interests of those affected by them. A report investigating P3s conducted for the Ontario Ministry of Citizenship, Culture and Recreation observed that several municipalities are engaged in relationships with private interests without a general framework or pre‐established protocol to guide the partnership processes. In the absence of a framework, knee‐jerk decisions became commonplace causing difficulty in effectively creating a successful relationship. Municipal officials expressed a strong desire for a standardized approach for the evaluation of partnership strategies, the selection of partners and to ensure that the risks and benefits of the partnership are mutually shared. 2.12 Financial Relief for Aging Infrastructure A 2006 study by Parks and Recreation Ontario identified that 80% of the community centres, ice pads, and indoor pools in Ontario are over 25 years old and 30% to 50% of these facilities are near the end of their useful life10. Infrastructure province‐wide is chronically underfunded and, although senior levels of government have recognized this through recent programs such as the Build Canada and Recreational Infrastructure Canada funds, there are presently no stable large‐scale funding programs on the horizon to deal with this crisis. Some of Milton’s community leisure facilities (e.g. Milton Memorial Arena, Campbellville Lions Club Hall) are classic examples of this statistic. In the fall of 2005, Provincial and Federal leaders committed to increasing the number of Canadians who participate in physical activity by 20% through a program entitled the Integrated Pan Canadian Healthy Living Strategy. To date, there is no funding tied to this program for municipalities or organizations. 2.13 Accessibility & Safety Requirements The Accessibility for Ontarians with Disabilities Act (AODA) was passed in 2005 by the Provincial Government. The AODA mandates public and private sector organizations, who providing goods and services to people in Ontario, to meet certain accessibility standards in five important areas: •
customer service 9
The Canadian Council for Public Private Partnership (2006). Trends in Canadian Support for Public Private
Partnerships. Available online at: www.pppcouncil.ca
10
Park and Recreation Ontario. (2006). Ontario Sport and Recreation Infrastructure Study. Available online at
http://216.13.76.142/PROntario/index.htm
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 9
•
•
•
•
transportation information and communications built environment employment In terms of what this means to municipal community services, facilities will have to become barrier‐free to those with a broad range of disabilities. From a facility design perspective, this may include providing ramps and accessible washrooms, as well as considering elements such as lighting, audible alarm systems, signage with high contrast lettering, easy‐to‐find directories, accessible parking, etc. From a facility operation perspective, this may involve training staff to be sensitive of the needs of those with disabilities and how to effectively assist them. The provision of family change rooms is also a new trend in accessibility, largely driven by the need for caregivers to access spaces where their children or those with special needs require a separated changing area. For example, shifts in family structures and work patterns have created instances where a single caregiver needs to assist their child who is of opposite sex but too old to enter in the change area accessible to the caregiver. Similarly, family change rooms may be equipped with specialized chairs or restroom facilities to better assist those with disabilities. Designing safe facilities should be of the utmost importance, thus many municipalities are incorporating Crime Prevention Through Environmental Design (CPTED) or similar principles into the design of new facilities. For example, this may involve (but not be limited to) ensuring that highly lit and visible spaces in indoor and outdoor spaces (e.g. hallways, parking lots, etc.) are developed, suitable access to phones or emergency communications equipment, installation of surveillance equipment in key areas, etc. 2.14 Environmentally­Conscious Designs New facilities are increasingly incorporating “green” technologies, such as the inclusion of green roofs, designing facilities according to Leadership in Energy and Environmental Design (LEED) equivalent specifications, eco‐friendly landscape design and facility orientation, drawing energy from ‘off‐the‐grid’ sources, etc. Certain municipalities (e.g. Town of East Gwillimbury) have established corporate policies which mandate the design of municipal buildings to qualify for at least a LEED Silver certification. The Town of Milton has recently adopted LEED standards in the development of recent projects such as the Town Hall, Branch Library and Fire Station as it moves towards a policy of constructing “Green Buildings.” Although highly variable, the incorporation of LEED certified components to a multi‐use facility can range anywhere from 5% to over 20%, depending upon the level (LEED Silver, Gold or Platinum) and the type and scope of applicable design components. Even though there is usually an inherent cost associated with ‘going green’, the Town’s leadership role may provide an example for those in the newly developing commercial, industrial and residential sectors to follow. Furthermore, the payback period of incorporating energy efficient initiatives can be fairly short through reduction in operating expenses. Defining the payback period more definitively is part of the LEED (or equivalent) design process. New energy technologies that have application in multi‐use recreation facilities can be categorized as those which harvest alternate sources of available energy, and those that improve the control of energy Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 10
distribution and consumption within the facility. While the former are still in various stages of development, often requiring subsidies to produce even marginal economic benefits, the latter category is represented by numerous examples of immediately effective products and systems that have been in continuous development and which continue to realize savings in both capital costs and energy consumption. The applicability of new technologies in multi‐use recreation facilities is governed by several factors that ultimately affect the life cycle cost to the client. The most visible new technology involves the application of solar energy harvesting, either by roof mounted panel collection and direct heat transfer to a medium like glycol, or by converting the sun’s energy to electricity through photo‐voltaic collector panels. The use of both technologies is becoming widespread in parts of the globe where the more standard sources of energy (oil, hydro) are less available, and where there is a high availability of solar energy. In such areas (lower latitudes), equipment, maintenance and life cycle costs are generally lower than in Canada, where conventional energy has been relatively inexpensive. In global regions like ours, that often experience poor weather (snow, cloud cover) during periods of high energy demand, the effectiveness of these technologies remains marginal. The harvest of wind energy is also dependent upon local environmental conditions. In our latitudes, where the quantity of sunshine is problematic for solar harvesting, wind power has become a viable and popular alternate energy source. Many areas of Ontario are suitable for the installation of wind turbines for the production of electrical energy, which is an environmentally friendly alternate to nuclear sources or the burning of fossil fuels. Ground source heating and cooling is another new technology that is finding widespread acceptance in multi‐use recreation facilities. A conventional heat pump system transfers heat from the groundwater to a space heating loop during cold weather and can reverse the process to produce cooling during the summer. Under optimal conditions, such a system can reduce energy consumption and operational costs by as much as 50% over conventional systems. The decision to exploit any of the above alternate energy sources would be based on a site‐specific feasibility study to evaluate suitability for adequate water supply for geothermal wells, adequate wind or solar capacity, other environmental effects, impact on maintenance and operations, and ultimately, the overall life‐cycle costs and payback. Generally, a more important impact on the energy efficiency of multi‐use recreation facilities is made by the wide range of technologies that affect the consumption of energy. Often simply an improvement in an older, proven technology, the sum of these applications to a single project can have a profound effect on the energy bill. Examples of state‐of‐the‐art, relatively common applications follow. 1. Energy‐loop systems in multi‐use facilities with several components with differing energy demands (e.g., arena /pool facilities) are a very effective energy distribution system. Surplus energy (heating or cooling) from one component is fed into a loop where it is shared with other components with opposite energy demands. A good example of this process is the distribution of refrigeration plant waste heat to other areas of the building for such uses as pre‐heating of domestic hot water, ice re‐surfacer water heating, radiant floor heating, and ice‐pit snow melting. The energy loop is an excellent application technology for ground‐source (geo‐thermal) energy described earlier. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 11
2. High efficiency heat recovery, like the ‘enthalpy recovery wheel’ and other types of high‐
efficiency heat exchange equipment, transfers energy between building exhaust air and intake fresh air during winter heating or summer cooling periods. With a typical payback term of less than one year, this technology reduces plant heating and cooling air while reducing waste heat rejected to the atmosphere. Sophisticated heat pumps, like those that control pool and arena humidity levels, also recover latent heat from the dehumidification process and return it to the building (most effectively through the energy loop). 3. Variable frequency drives (VFDs) are primarily used to control the speed of motors driving fans and pumps, reducing the electrical demand and power consumption by slowing down the motor when possible, increasing the efficiency of these devices. 4. High‐efficiency condensing boilers condense moisture in the flue gases that are normally released to the atmosphere. The latent heat of the gas is recovered in a heat exchange process and is transferred to the heated boiler water to realize an efficiency of up to 96%. 5. Delivery of space heating and cooling by radiant floor piping distribution is proving to be a more energy efficient and comfortable delivery system – with the advantage that a lower energy level can be effectively extracted from the loop. This technology is essentially vandal‐proof when used in arena team rooms, and provides for more safety and effective drying of pool change‐
room floors. 6. High efficiency electrical equipment used to control energy demand (capacitors, dimmers), together with improved lamp design (T5 fluorescents, LEDs) and light and motion sensors to control artificial light levels, are examples of constantly evolving new technology with wide application in multi‐use recreation facilities. 7. In the non‐mechanical / electrical disciplines, continuous improvements in building systems and materials technology are leading to greater energy efficiencies. New coatings and materials in glass and windows, more effective insulations and air / vapour barriers, improvements in roof coverings (green roofs, thermoplastic polyolefin membrane ‐ TPO), are areas of important improvements in building technology that all have application in current multi‐use recreation facility design. 2.15 Comparable Community Facilities Aurora Recreation Complex Located in Aurora, Ontario, the Aurora Recreation Complex is a 106,000 square foot facility that was opened in 2005. The facility integrates a twin pad arena with a leisure/lap combination pool and provides onsite meeting space and children’s program area. The facility was completed at a cost of $19.5 million. The aquatic centre contains an 8 lane, 25 metre fitness and competition basin, a 2 lane, 25 metre training and teaching basin and a beach entry leisure pool with a 4 metre high water slide. This facility is planned to accommodate future expansion phases, which the Town’s draft Master Plan identifies as possibly including a future youth centre, fitness facility, and/or gymnasium. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 12
Centre Wellington Community Sportsplex The Centre Wellington Community Sportsplex is located in Fergus, Ontario. Originally constructed as a single pad arena, the facility was expanded in 2005 to include a second NHL sized ice pad and a 25 metre 6 lane lap pool with leisure area including splash pad and beach entry. The facility also contains a large banquet hall with commercial kitchen, smaller meeting rooms, and is the base of the Township’s recreation department. The facility expansion cost $12.4 million and the total floor area of the facility is now 109,488 square feet. Credit Union Place (Summerside Wellness Centre) Located in the City of Summerside, Prince Edward Island, the Credit Union Place contains a twin pad arena, aquatic centre, fitness area, an eight lane bowling centre and convention room. The facility also functions as an event facility accommodating conferences, performing arts shows, cultural shows and sporting events. The facility was completed at a cost of approximately $24 million and forms a key component of the City’s downtown revitalization strategy. The twin pad arena contains two NHL sized rinks (85’ x 200’), one of which is a 3,500 seat bowl arena with ten luxury boxes while an indoor walking track encircles the other rink. The pool is a 6 lane, 25 metre leisure/lap combination pool with splash area while the fitness club also includes squash courts. East Bayfield Community Centre Located in Barrie, Ontario, the East Bayfield Community Centre was constructed in 2003. This 152,000 square foot multi‐use complex contains a twin pad arena, a 25 metre pool with zero depth entry and a separate teaching tank, a fitness training club with a studio for programming, a full gymnasium, as well as a preschool and babysitting area. Holly Community Centre The Holly Community Centre also located in Barrie, Ontario was recently opened in 2008 and has a total floor area of 155,200 square feet. The facility contains a twin pad arena with NHL size rinks, a 25 metre leisure pool with zero depth entry and a separate toddler pool , a full size divisible gymnasium, fitness training club with separate studio space, youth centre, child care area, a multi‐purpose room (100 person capacity) and two activity rooms (30 and 50 person capacities, respectively). Innisfil Recreaction Complex The Innisfil Recreation Complex is a 128,000 square foot facility that will be fully operational this year. The facility contains a 60,000 square foot twin pad arena with an indoor running/walking track suspended above one rink and spectator seating for 1,000 in the other rink. A 25 metre, 6 lane lap pool, a separate leisure pool and teaching tank, and viewer area is provided, as well as a full size gymnasium, fitness studio, multi‐purpose halls and a child care centre. The facility was completed at a cost of $28 million. The complex was developed as a joint venture project between the Town of Innisfil and the YMCA of Simcoe‐Muskoka, the latter of whom are responsible for operating the pool, training club, and child care centre. The facility was developed as part of a master planned park site. Outdoor components include four soccer fields, two ball diamonds, a two kilometre walking trail and parking for approximately 750 cars. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 13
Legends Centre The Legends Centre in Oshawa, Ontario is a 210,000 square foot facility that will be fully operational this year. The arena contains four NHL size ice pads while the aquatics centre features a 10,000 square foot leisure pool with zero‐depth entry, waterplay features, community and family change rooms. A full service fitness centre is provided along with a suspended indoor walking track (about 100 metres) while other key features include a 10,000 square foot library branch and a 5,000 square foot seniors lounge that contains a large room, kitchen and dining facilities and office space. There are also 5 meeting rooms of various sizes, including one that opens up into the arena to allow users to skate in and use concessions. The facility was constructed in 2005 and became fully operational in 2007; the total cost of constructing the Legends Centre is placed at $39.7 million. Summary of Comparators Construction Year 2005 Cost of Construction $19.5 million Total Floor Area 106,000 ft2
Ice Pads
Centre Wellington Community Sportsplex Credit Union Place 2005 (expansion) $12.4 million 109,488 ft2
1 NHL
1 pad @ 85’ x 190’ 2006 $24 million n/a
2 NHL,
25m, 6 lane lap pool with leisure tank East Bayfield Community Centre 2003 n/a 152,000 ft2
2 NHL
25m, 6 lane with teaching tank Holly Community Centre 2008 n/a 155,200 ft2
2 NHL
Innisfil Recreation Complex Legends Centre 2008 $28 million 128,000 ft2
2 NHL
2005 (fully operational in 2007) $39.7 million 210,000 ft2
4 NHL
25m leisure/lap combo with teaching tank 25m, 6 lane lap pool with leisure tank 25m, 3 lane leisure/lap combo Aurora Recreation Complex 2 NHL
Indoor Aquatics 25m, 8 lane leisure/lap combo with teaching tank 25m, 6 lane leisure/lap combo Fitness Components Planned for future phase Gymnasiums
Other
Planned for future phase Pre‐school room, meeting space Small training club, aerobics studio ‐ Full service training club (privately operated), indoor walking track, squash courts Full service training club, fitness studio Full service training club, aerobics studio Fitness studio, indoor walking track Full service training club, aerobics studio, indoor walking track ‐ Meeting space, banquet hall, administrative office space Convention room, bowling alley, leased tenant space 1 full size, divisible Meeting space, administrative office space 1 full size, divisible Youth centre, meeting space, administrative office space Child care centre, multi‐
purpose rooms Seniors centre, Library branch, multi‐purpose rooms 1 full size 1 full size Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 14
Section 3: Community Demographics This Section contains an overview of demographic characteristics which are pertinent to the analysis of indoor recreation facilities and services in Milton. Understanding who lives in the Town, and how this community profile will differ in the future is an important part of evaluating current and future indoor facility and program needs. 3.1
Historical and Projected Population Figures An understanding of current and future population levels is one of the fundamental elements of the Concept Design & Business Plan for the Milton Sports Centre Expansion. This data provides the means to determine the level of service required for the indoor recreation facilities in the Town of Milton. Figure 1: Town of Milton Historical Population Growth, 1998‐2008 Population
80,000
60,000
40,000
20,000
1998
1999
2000
2001
2002
2003
2004
2005
2006
Year
2007
2008
Source: Town of Milton, Planning and Development Department Statistics Canada indicates that the Town of Milton’s population was 53,939 in 2006, representing a 71% increase from the previous Census period in 2001. Figure 1 illustrates the rate of growth between 1998 and 2008. The Town’s rapid growth is expected to continue over the next ten years and potentially beyond. An implication of such marked growth is that there may be greater demand for new and/or enhanced indoor recreation facilities and programs in order to meet the needs of an increasing population. In combination with evolving needs, additional pressures will be placed on the Milton Sports Centre, as well as other public recreation facilities, to respond to future service delivery expectations. Population projection estimates from the Town’s Planning and Development Department are used for the purposes of this Report and are illustrated in Figure 2. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 15
Figure 2: Future Population Growth, 2008‐2021 160,000
Forecasted Population
140,000
120,000
100,000
80,000
60,000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Year
Source: Town of Milton Planning and Development Department 3.2
Demographic Age Composition Figure 3: Community Age Composition, 2006 Age breakdowns are a significant factor in determining what kinds of services the community 13,120
may require. The 2006 0‐9
Census indicates that the 6,550
median age of Milton 10‐19
16,410
residents is 34 years, which 20‐34
is well below Ontario’s 7,995
35‐54
median age of 39. 55‐69
3,080
6,795
Trends indicate that the 70+
population will continue to age, especially those ‘baby boomers’ in the upper ends Source: Statistics Canada, Census 2006 of the cohort. Unlike many municipalities, however, the majority of Milton’s growth will come from younger adults and their families; therefore, the aging trend will not be as prevalent as in other communities and the rest of the Region. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 16
Table 2: Forecasted Community Age Composition, 2001‐2016 Total Ages 0‐19** Year Population* Pop. % 2001 (actual) 31,471 8,320 26.4% 2006 (actual) 53,939 14,545 27.0% 2011 (estimated) 106,899 26,189 24.5% 2016 (estimated) 135,882 31,932 23.5% Ages 20‐44** Pop. % 11,135 35.4% 22,380 41.5% 36,880 34.5% 46,200 34.0% Ages 45+** Pop. % 12,020 38.2% 17,025 31.6% 43,830 41.0% 57,750 42.5% * Total Population based on actual data from Statistics Canada (Census 2001 and 2006) ** Age cohort data estimated by MBPC through application of Region‐wide age projections/percentages (April 2006) The demand for indoor recreation services will affect people of all ages given the wide demographic that these facilities cater to; therefore, many current demands will persist into the future as Milton’s population grows. Care must be taken to ensure that newcomers to Milton (especially the growing number of younger adults and families) are afforded appropriate opportunities that also meet their expectations of quality and distribution. A potential aging of the population, however, has direct implications on facility design and programming. For example, the new generation of older adults/seniors will be more interested in active living and wellness opportunities, than were previous generations, thus non‐traditional spaces for older adults would be required. 3.3
Ethnicity and Language Many municipalities within the GTA are experiencing a greater degree of diversity in their ethnic composition as new immigrants choose the region because of its economic and social supports. While this trend is not dramatically significant yet in Milton – according to the 2006 Census, only 16% of Milton’s population was born in a country other than Canada (this percentage tops 50% in many GTA municipalities) – it is one that will undoubtedly become more prevalent in the future. The implication for the future is that increasing levels of ethnic diversity will likely result in new demands and expectations for recreation programs and facilities, and may affect current participation profiles. 3.4
Household Income and Education Higher levels of income and education in a community generally coincide with higher levels of participation in recreation activities. Given Milton’s profile, it can be anticipated that the broad range of community services offered through the Town and its partners are valued and in demand. The Town of Milton’s median individual income, as given by the 2006 Census, is $37,041 per year which is well above the provincial median income of $27,258 per year. The highest income‐earners tend to be those aged in the 55 to 65 year old cohort which may potentially have an impact on pricing and/or subsidies for senior’s recreation programs in the future. A person’s level of education can also have a bearing on participation, with many studies correlating increased participation with higher degrees of education. Generally, the more educated a community is, the more physically active it is. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 17
A review of the 2006 Census data suggests that the Town of Milton is generally well educated with a higher proportion of citizens possessing a college or university education as compared to the provincial average, but has a lower percentage of high school or trades school educated residents. Table 3: Educational Composition, 2006 Town of Province of Milton Ontario 17% 22% 26% 27% % of the population aged over 15 with a trades certificate or diploma. 8% 8% % of the population aged over 15 with a college certificate or diploma. 22% 18% Level of Education % of the population aged over 15 with less than a high school graduation certificate. % of the population aged over 15 with a high school graduation certificate and/or some postsecondary. % of the population aged over 15 with a university certificate, diploma or degree. 23% 21% Source: Statistics Canada, 2006 A report by the Our Kids Network11 indicates that a proportion of children in Milton are at higher levels of risk based upon pre‐defined indicators of economic security. For example, West Milton and South Milton have a higher percentage of population over the age of 20 without a high school diploma when compared with the regional average. West Milton also has a higher proportion of families relying upon government transfer payments. East Milton is deemed to have a high risk factor based upon a higher percentage of lone parent families. The implications of these indicators suggest that the Town, Region and/or other community‐based providers will have to continue to place a focus on accommodating the needs of children in vulnerable families. Despite the demographic trends which imply that income levels are rising in Milton, the provision of recreation services and facilities should consider equitable provision to all residents, which may include financial assistance considerations (e.g. differentiated pricing schemes, subsidies, concessions, etc.) to lower income earners. By minimizing barriers to participation, the opportunity is presented to encourage higher levels of physical activity and participation in recreation programs for the entire population. 11
Our Kids – The Early Years. A Vision for Children in Halton Report Card.
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 18
Section 4: Community Consultations In planning for recreational facilities – particularly one of the magnitude that is being proposed – it is essential that the community and local decision‐makers be consulted throughout the process. In order to increase the potential for the facility to be successful, it must be designed with the needs of its users in mind and be reflective of local needs. With this in mind, a consultation programme was designed for this project that consisted of: •
•
•
•
•
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a staff workshop session (February 2009); a workshop with selected local stakeholders (February 2009); a public workshop session (February 2009); and a user group questionnaire; written submissions from residents; and input from high school students. This section contains a high level summary of the consultation undertaken to date, as well as relevant synopsis of consultation efforts conducted as part of the Community Services Master Plan. 4.1
Staff Workshop MONTEITH BROWN PLANNING CONSULTANTS and Tucker‐Reid & Associates held a workshop with key municipal staff involved in the delivery of community services in Milton. Staff generally envision the MSC and the associated community park as becoming a hub for recreation and leisure activity in Milton. The spaces should be truly accessible and inclusive, offering multi‐generational and diverse opportunities that can be cross‐programmed to take advantage of the multiple indoor and outdoor facilities that will eventually be located on site. Ice Pads The primary comments pertaining to the need for ice pads revolved around a stated need for additional ice time in Milton. By providing two new pads at the MSC, additional potential for tournaments would be provided particularly if supported by sufficient seating capacity (better spectator sight lines was also mentioned in this regard as this has been a frequent complaint with the existing arena). Staff suggested any new prime time ice capacity would be booked but were less certain that shoulder hours would be. At present, staff mention that most prime hours are dedicated to sports although limited opportunity for drop‐in programs is provided during these times throughout the week across all municipal arenas. With regard to the amenity level of the new ice pads, staff suggested that standard NHL size rinks should be sufficient to meet needs and that an Olympic size rink should only be considered if partnership with an external organization can be secured. Any new arena should have sufficient space between the wall and ice surface as the current layout poses an area of staff concern due to collision potential with support beams. Curling ice was mentioned as a possibility should local interest in this sport grow. Staff also suggested re‐examining the type of flooring used in the dressing rooms as the current floor retains moisture and causes odour, while staff also suggested reconfiguring the Olympia Room (zamboni area) as it is currently very tight to allow for appropriate maintenance. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 19
Other comments pertaining to ice pads included: • Incorporate smaller shoot‐out pads (i.e. like in St. Catharines); • Include six change rooms including a women’s room, plus a changeroom for a Junior hockey team, a coaches room and two referee rooms; • Incorporate an outdoor artificial rink with mutual refrigeration from the arena; • Low board entry for sledge hockey; and • Adequate space to allow loading in and out to arena floor for tradeshows and events. Aquatics Staff indicated the need to closely evaluate whether a 25 metre or 50 metre tank is the preferred template, and whether a lap or a leisure pool would better address community needs; it was the general opinion that priority be given to a lessons‐oriented pool and stated that the leisure pool template (e.g. waterslides, beach/splash areas, etc.) are the predominant modern facility design trend. Provision of two separate tanks would allow for temperature control, and would allow for more comfortable lane swims. Regardless, staff suggested that there be sufficient deck space around a pool, a spectator viewing area provided, incorporating hot tubs and innovative elements such as a “Flo‐rider” allowing surf/boogie‐
boarding opportunity. Accessibility was also mentioned within the pool (e.g. zero depth entry) and associated change rooms, which should also provide “family” or “universal” change rooms which cater to non‐traditional family structures or cultural preferences. Staff also noted the need to design the pool in a manner that made it accessible to themselves and trades persons, to minimize user inconveniences associated with maintenance. A new pool would ideally capitalize on modern filtration designs such as a closed high rate sand filtration system, automatic back wash system, etc. Presently, the Milton Leisure Centre has an open pit filtration system for the large pool and closed sand systems for the two smaller pools. It was noted that a need exists to review alternative disinfection systems as the new trend is to use salt water, which may or may not be the best way. Other comments pertaining to indoor aquatics included: • Incorporating mutual HVAC systems between the pool and arena (or other appropriate facility component) to increase energy efficiency; • Storage lockers should be present (i.e. if a hockey player wants to swim afterwards); • A 25 metre, 8 lane pool is likely the minimum tank size; and • Access to the EC Drury pool will return after April 2009, although available pool times will continue to be limited. Gymnasiums Staff noted the need for gymnasium space that could accommodate a wide variety of municipal and community‐based programming, as well as providing dry land training and sport training opportunities for local user groups. Other comments pertaining to gymnasiums included: • Schools are heavily utilized and there is pent‐up demand for more space; and Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 20
•
Need to consider the type of floor – need to get away from dances, banquets, etc. that could consistently damage a surface that is engineered to be more “forgiving” to the human body (i.e. woodsprung floors reduce the impact on ankle/knee joints). Fitness The provision of municipal fitness opportunities was seen as an important component of the service delivery model due to its compatibility with other municipal services as well as the ability of the Town to ensure accessibility and inclusivity to residents; for example, it was stated that private sector clubs do not appeal to those with lower incomes, individuals who prefer not to interact with salespersons promoting with these memberships, or those who believe lesser known clubs are more risky due to uncertainty as to how long they would stay in business. The concept of “wellness centres” was advanced which provide holistic program opportunities for a range of ages, and encourages participation in physical activity. Associated components such as fitness studios, indoor racquet courts and an indoor walking track were seen as possible complements to a training club facility. Youth Space Staff suggested that if fitness operations were relocated from the Milton Leisure Centre to the MSC, that space could become available for youth programming. While the possibility of incorporating youth space within the MSC was also discussed, it was believed that its location was inaccessible (i.e. many youth would find it difficult to reach) until a time at which the area was fully developed and the youth population residing immediately around the community park would justify such space there, or sufficient transit connections to the area were established. Staff also suggested establishing a child supervision/babysitting service while parents/caregivers utilize the facility; doing so would minimize barriers to use and assist in introducing children of a very young age to leisure and physical activity. Older Adults Space Some staff were of the belief that a multi‐purpose room should be provided that older adults could book for their purposes, but suggested that the facility should not include dedicated space for older adults and seniors as it would duplicate the space already offered at the Milton Seniors Activity Centre. Other staff were of the belief that integrated older adult space would tie in well with other indoor facility components such as the pool and an indoor walking track. Arts and craft areas (with appropriate sinks and storage) were also seen as an ideal complement to such space. Indoor Turf Staff were unsure whether a gymnasium and indoor turf centre would duplicate many opportunities. The demand for indoor soccer was stated through the fact that many residents have to leave the Town to play indoor soccer. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 21
Common Spaces Staff envision the expanded MSC as having an open concept and airy atmosphere, with ample natural light. All common spaces should be customer‐focused and activity‐oriented (e.g. climbing wall in the lobby) and be easy to navigate. Staff also suggested that the MSC could contain larger office spaces (the possibility of relocating recreation staff from Town Hall to this facility was advanced) and common boardrooms that would be used by themselves and the community. Outdoor Components One of the most frequently mentioned limitations of the existing site pertained to parking, or lack thereof. With the addition of additional indoor and outdoor facilities to the MSC and its community park, the lack of parking would become more of an issue. Traffic circulation (i.e. drop‐off areas, parking lot design) was also mentioned to be an important consideration. The need to balance and integrate the indoor and outdoor recreation facilities was stated to be important. Making the MSC washrooms accessible to park users and renting exterior areas to the community for special events and occasions (e.g. barbeques) was seen as a couple of ways to maximize use of the entire park. Staff envisioned the outdoor spaces around the MSC to be a “streetscape” that incorporated pedestrian scale aesthetics and provided outdoor facilities that respond to changing demographics (i.e. bocce courts, chess tables, cricket pitches, horseshoe pits, etc.). Facility Operations Staff were asked to provide their input on how they thought an expanded facility would efficiently and effectively operate. Some key points arising out of these discussions included: •
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•
•
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Synchronizing policies, procedures and user fees across all municipal facilities, as appropriate; Developing new policies to deal with the introduction of new services; Evaluating closing procedures to ensure safety; Consideration of the number of doors and public entrances for circulation and safety; Providing a centralized information area in the facility Ensuring that appropriate staff resources and skill sets are available; Investigating partnerships, tenant and sponsorship opportunities; Developing appropriate lease agreements; Providing outreach, awareness and sensitivity training to customer service representatives; and Marketing initiatives targeted to the most prevalent languages in the Town. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 22
4.2
Stakeholder Workshop A workshop was held with local stakeholders on February 11, 2009 at the Milton Sports Centre to discuss potential needs and opportunities desired for an expanded facility. A total of 31 individuals attended, representing the following organizations: •
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Milton Girls Baseball Association Milton Marlins Swim Team Milton Masters Swim Team Milton Mayor’s Youth Advisory Committee Milton Minor Baseball Association Milton Minor Hockey Association Milton Santa Claus Parade Committee Milton Seniors Activity Centre Milton Scorpions/Special Olympics Milton Soccer Academy •
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•
•
Milton Skating Club Milton Speedskating Club Milton Springers Gymnastics Club Milton Trails Advisory Committee Milton Youth Soccer Club Open Ice 3 on 3 Hockey Optimists Club of Milton Scouts Canada Stags Basketball Club of Milton Ice Pads Stakeholders mentioned that existing spectator sight lines are not ideal and gives the facility a poor image when hosting tournaments. The addition of an Olympic size ice pad would benefit figure skating and would allow them to expand their programs; speed skating would also benefit from this larger rink size. Other comments included: • Shoot‐out pads are desired; • More parking would be required if the arena is expanded; • Some adult leagues are getting ice time after 10pm, which is not ideal in a commuting town and has led to some leagues being cancelled; and • There is a regional draw for ice, and additional rinks could draw users from outside of Milton. Aquatics The local swim clubs have expressed the desire for a 50 metre by 25 metre pool that could accommodate multiple uses such as lap swimming, water polo, diving, underwater hockey, etc. and would contain at least one bulkhead. They believe that providing two 25 metre pools would not benefit the community other than offering limited uses, while a 50 metre pool would attract more users. With the temporary closure of the EC Drury pool, aquatic users have faced less availability of pool time and as a result, they have been renting pool space from a private sector fitness facility. The Leisure Centre pool is believed to be fine for swim training but not ideal for aquatic competitions. Other comments pertaining to indoor aquatics included: • Some seniors representatives indicated that they would like a heated pool for therapeutic uses, as the Milton Leisure Centre pool is too cold; • Use the arena’s heat exhaustion to warm the pool; • Ensure accessibility to enter the pool and associated facilities; and • Population growth warrants more facilities for more types of sports. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 23
Gymnasiums The need for dry‐land training opportunities was expressed by user groups while gymnasium‐based activities (e.g. basketball, volleyball, badminton, etc.) were stated to be in demand. In particular, basketball programming was stated to be in high demand and many local youth travel to Mississauga to get higher level training. A double gymnasium would be preferred and could be used by groups such as indoor soccer, basketball, Scouts while also providing a venue for youth drop‐in activities, municipal programs and community use. Fitness User groups expressed the desire for both studio and equipment‐based fitness spaces, which are seen as beneficial to their programming and complementing the pool, arena, etc. The gymnastics facility was also mentioned as a possible candidate for expansion to allow their programs to grow. Youth Space Youth space at the MSC is believed to be a logical component given the other uses that will occur at the facility and community park. There is a desire for a space that is safe, welcoming, inclusive and interesting as current community‐based providers are challenged in addressing some of these elements. Older Adults Space While the MSC may be a good location in terms of cross programming opportunities, it is not believed that this is an accessible location for many of Milton’s seniors, as they tend to walk to facilities as much as possible. Nonetheless, an expanded MSC that contains spaces for seminars, arts and crafts and table tennis would benefit the seniors and older adult population, while an indoor walking track may also attract more users. Indoor Turf Indoor soccer users believe that latent demand exists for indoor turf sports in Milton and suggest that indoor leagues would be feasible if provided with an indoor turf facility. There are certain safety issues associated with indoor play in gymnasiums and an indoor turf field would provide a high quality of play for user groups. Any fieldhouse could be used by soccer, football, baseball and many other sports given its versatility, and could be combined with an indoor track encircling the field. Other Spaces User groups mentioned the following suggestions for other types of spaces: • Office space for users; • Boardrooms; • Additional storage areas; • Television screens at both entrances to direct facility users to appropriate locations; • Music areas / studios; • A covered bicycle locker area; and • Outdoor gardens. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 24
4.3
Public Workshop A workshop was held with interested members of the public on February 24, 2009 at the Milton Sports Centre. A total of 71 residents attended the meeting with some of those in attendance also participating in the stakeholder workshop. Ice Pads A need for more ice was stated, although some individuals believed that only one more ice pad was needed at present time. More of the discussions focused on providing better seating with improved sight lines, and larger spectator capacity as rep teams draw larger crowds. The idea to use the arena floor in the offseason for events, concerts, etc. was advanced as a mechanism to contribute towards local tourism. The inclusion of shoot‐out pads was also expressed. Aquatics The desire for a therapeutic pool was expressed as it was believed that the existing tank at the Milton Leisure Centre was too small/shallow to effectively accommodate therapy programs. The ideal therapeutic tank was envisioned to be a large rectangular tank with a chest‐high depth and could also function as a teaching pool. Potential partnerships were suggested with the hospital and it was stated that daytime therapy classes could free up evening time for other activities such as lessons. Local swim clubs in attendance stated that they would like a 50 metre pool, although others suggested that they were not willing to support this type of facility given its tax‐related implications for such specialized usage. Fitness A few residents in attendance articulated the desire for squash courts as part of the expanded MSC, stating that there were at least 50 people in Milton who play squash in Mississauga. It was their belief that squash courts are inexpensive to operate and maintain. Children/Youth Space Some in attendance stated that there are not enough multi‐purpose spaces for children, nor are there sufficient pre‐school programs. Providing appropriate facilities (e.g. a climbing wall) and programs (e.g. after‐school programs) was seen as a way to better engage children and youth in positive leisure activities. Indoor Turf A number residents and representatives of local soccer clubs indicated that there was a demand for indoor soccer locally, as 1,000 children currently play in leagues in surrounding communities such as Acton, Oakville, etc. The soccer clubs estimated that about one third of their players participated in indoor soccer, and estimated that this proportion would be higher if provided with a local facility. Outdoor Components Parking and traffic circulation were mentioned as issues with the current layout that need to be addressed. Designing the indoor and outdoor areas to be safe and secure was another point mentioned. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 25
4.4
User Group Questionnaire A questionnaire was distributed to a number of local user groups who use Town of Milton community facilities to obtain specific information about these groups and their need for additional facilities; a total of 31 questionnaires were returned to the Town for analysis. The following are some key statistics emerging from the responses. •
Of those responding to the survey, 12 groups were arena users, 6 groups were gymnasium users, 7 groups were sports field users, 2 groups were aquatic centre users and 4 groups represented other interests. •
71% of groups stated that their membership had increased during the past five years while the other 29% of groups indicated that membership levels had remained stable. •
54% of groups stated that they had used the Milton Sports Centre while 15% used the Tonelli Sports Centre, 15% used the Milton Leisure Centre, 12 % used Milton Memorial Arena and 4% used Campbellville Lions Hall. •
83% of groups reported a need for new recreation facilities in the next five years while 17% did not require access to new facilities during this time. •
41% of groups reported that they would utilize a gymnasium, 31% would use support spaces (e.g. office space, storage, etc.), 21% reported that they would use an indoor turf field, 17% would each use ice pads and meeting rooms, and 10% would use an indoor pool. •
77% of groups stated that they would be interested in using an expanded Milton Sports Centre while 19% would not. •
Of those who would use an expanded Milton Sports Centre, 79% envisioned themselves as regularly renting the facilities (season permit holders), 4% would be occasional renters, and 14% were unsure as to their degree of use. •
Of those who would use an expanded Milton Sports Centre, 70% stated that they would not have to reduce hours booked at another facility while 13% would reduce their hours elsewhere and 13% were unsure. •
28% of groups were willing to pay higher rental/user fees to access new program space while 38% were not willing to do so and 31% were unsure. •
55% of groups were willing to consider partnerships with the Town or other agencies while 17% were not and 31% stated partnerships were not applicable to their organization. •
24% of groups were willing to provide capital contributions for the development of new facilities, while 52% were not willing to do so and 17% were unsure. The following pages describe individual stakeholder responses in greater detail. These comments have been reviewed and considered as part of the facility needs assessments carried out as part of this Study. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 26
Arena/Ice Sports Milton Minor Hockey Association (MMHA) Milton Minor Hockey Association offers both competitive and recreational hockey for youth ages 4 to 20. They are a large organization, with continually increasing numbers and a current membership of 1,200 participants. The majority of the group’s increase is in the 4‐6 year old age bracket. Waiting lists have increased from previous years, with a current total of 30 potential members. They have indicated that they would use an additional ice pad, gymnasium and meeting rooms quite frequently should the Town construct them, and would be willing to form partnerships with the Town and contribute capital funds. The group’s most pressing concern is the need for more ice‐time and training facilities, and as such they have requested shooting pads for one‐on‐one training, a dry‐land fitness area with training equipment, and a walking/running track above the main ice surface. MMHA has also requested improved seating with better sightlines to the rink, the conversion of the existing “Meeting Room 1” to an MMHA office, and various other amenities such as improved signage, parking and services in the vestibule. Open Ice 3 on 3 Hockey Open Ice 3 on 3 Hockey is a youth minor hockey program offering three‐on‐three hockey during the summer months for players 4‐16 years old. Their membership has more than doubled since 2007, with a current membership of 325 and an additional 60 potential members on a waiting list. The group does not expect its membership to decline as they are the only summer program available to young hockey players in Milton. The group will require continued use of ice pads and support spaces over the next 5 years, and would like to see improved arena amenities such as longer snack bar hours, improved signage, better viewing areas for hockey games, new time clocks, more parking, etc. They have also indicated that they would be regular renters of an expanded Sports Centre, and would be willing to pursue partnerships with the Town or other agencies for the development of new facilities. Saturday Knights Hockey Saturday Knights Hockey provides non‐contact men’s pick‐up hockey. They currently have 52 members aged 28‐58, with two potential members on a waiting list. Membership has remained constant since 2007, and the group does not anticipate numbers fluctuating over the next five years. The group’s most pressing issue is their inability to get ice time during the weeks, and therefore believe a new ice pad would be well used. Tuesday Night Pick‐Up Tuesday night pick‐up hockey has approximately 30 members from 25 to 55 years of age, a membership that has remained constant since 2007. Milton Skating Club The Milton Skating Club provides different levels of skating lessons for children and youth looking to advance their skating skills. Their current membership is very large, with over 1,825 program registrants in 2008. As one of the top three most rapidly growing clubs in Canada, membership has increased Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 27
significantly since 2007, and this trend is expected to continue over the next 5 years provided the Skating Club is able to secure more ice time. The availability of ice is the most pressing issue for the Club, but they have also expressed a need for improved parking at the Milton Sports Centre, as well as an increase in storage space and office space. Specifically, the club would like an Olympic‐sized ice pad as their main rink in order to help develop their programs. Larger seating capacity and an off‐ice facility/meeting room, coach’s room, sound room, office and storage rooms are also needed to keep up with the increasing demand. The Club would be a regular renter of ice and gymnasium space for dry‐land training, and would prefer to have a dedicated ice pad solely for their programs. The Club is willing to consider partnerships with the Town and provide capital contributions for the development of their required facilities. Milton Minor Lacrosse Milton Minor Lacrosse is the only organization in Milton that offers youth lacrosse programs. They offer both recreational and competitive programming to 266 members aged 3‐16 years. Their numbers have increased slightly since 2007, and the group expects numbers to continually increase over the next five years due to population growth and their vigorous advertisement campaign. The group is unable to use the Milton Sports Centre since the ice surface is year‐round, but would utilize either a gymnasium or indoor turf field should the Town decide to construct them. They require a new arena with a concrete floor and official lacrosse markings and appropriate goalie nets, as well as associated change rooms in order to strengthen their membership. The club has indicated an interest in using an expanded Milton Sports Centre should suitable facilities be provided, but cannot contribute capital costs since they are a not‐for‐profit organization with limited finances. Milton Geriatrics Hockey The Milton Geriatrics hockey club offers adult hockey for those aged 35 years and older. They currently have 22 members and a waiting list of 20 players. The group expects that club participation will remain stable in the future. The club utilizes the Milton Sports Centre for games once a week and is fairly satisfied with these facilities. The group indicates that they would be a regular renter of an expanded Sports Centre, but do not require additional facilities. Ice Masters Ice Masters is a recreational hockey league whose members are largely over the age of 50. The group has increased from 15 members in 2007 to 25 members in 2008, and it is expected that membership will continue to grow with the aging population. The group utilizes the ice rink at the Milton Sports Centre once a week and are very satisfied with the facility. They do not foresee a need for additional ice time in the near future for their group. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 28
Frontline Hockey School Inc. The Frontline Hockey School offers full day programs to help children aged 5 to 13 to improve their hockey skills with off‐ice and on‐ice activities. Since its inception, the hockey school has increased in numbers from 34 to 60 members, and expects their membership to increase over the next five years. The groups suggests a minor improvement could be made in the ability to easily close/lock dressing room doors, but are otherwise satisfied with the facility. They suggest that the group will need additional ice space and time in the future, and would utilize an additional ice pad for three weeks each year. New facilities should be similar to the existing ice pad and dressing rooms at the Milton Sports Centre. The School is unsure of whether they would be able to pay additional fees to use new facilities but would be interested in a partnership with the Town or other agencies. Halton Ball Hockey League The Halton Ball Hockey League provides 150 members over the age of 18 with an opportunity to play in an organized ball hockey league. Membership has increased since 2007, and the group anticipates reaching 500 members in three years with the launch of a new youth program. The group requires access to additional facilities including a dry ice pad during the summer months. They would be willing to form a partnership with the Town or other agencies in the development of new facilities or services, but cannot contribute capital funds. Hockey Night in Milton Established 10 years ago, Hockey Night in Milton offers pick‐up hockey games for men aged 30 to 40 years. The group has approximately 20 players and expects membership levels to remain stable over the next five years. The group suggests that the Milton Sports Centre would benefit from the development of a licensed lounge or pub. If the Milton Sports Centre were expanded, Hockey Night in Milton would use the facility regularly as season permit holders. They would possibly consider paying higher rental fees to access new facilities. Milton Centennials Hockey Club The Milton Centennials Hockey Club offers hockey and a social group for adults aged 34‐50. The club’s membership is increasing, with a total of 25 players in 2007 and 30 players in 2008, with an additional 5 players on a waiting list. The Club expects membership to increase over the next five years. The club utilizes the Milton Sports Centre weekly, and is extremely satisfied with the facility. They do not require any additional space, but would be interested in using an expanded Milton Sports Centre. The group is unsure whether they would be able to pay higher fees for access to newer facilities. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 29
Aquatics Milton Marlins Swim Team The Milton Marlins Swim team offers competitive swimming and technical training to boys and girls aged 6‐18 years, with an emphasis on health and wellbeing. They currently have 89 members, an increase since 2007 which is expected to continue over the next five years. The group utilizes the Milton Leisure Centre and Premier Fitness Pool, but would benefit from additional aquatic facilities in Milton. They have requested a 51 metre pool with one bulkhead to divide the pool into 25 metre sections that would optimally have capacity for up to 3000 spectators, as well as a dive tank and a 25 metre hydrotherapy/teaching pool. The group is willing to consider partnerships with the Town, but cannot make capital contributions as they are a not‐for‐profit organization with limited financial resources. Milton Masters Aquatic Club The Milton Masters Aquatic Club provides adults between the ages of 18 and 65 with an opportunity to participate in competitive swimming and training. The group’s membership has stayed consistent since 2007, and is expected to remain stable over the next five years with 75 members. The Club utilizes the Milton Leisure Centre and is very satisfied with the facility, but require access to a facility with sufficient spectator seating and parking to hold swim meets. The group has indicated that they would be a regular renter if new facilities were to be constructed at the Milton Sports Centre. Field Sports Milton Inter‐Church Softball League The Milton Inter‐Church Softball League provides a forum for networking and organized softball between different churches. Currently, they have 220 members forming 11 teams, with a diverse range of players aged 14 years and up. With an increasing number of churches and church‐goers, as well as the general growth of the Town’s population, the League expects their membership to increase over the next five years. The group requires a proper softball diamond with fences no more than 240 feet from home plate to the corners of the field. Urban Sports Club The Urban Sports Club offers outdoor volleyball, soccer, and ultimate Frisbee for adults ages 22 and older, as well as indoor volleyball and soccer leagues. The total membership of the Club was 457 in 2008, an increase of almost 100 members from 2007. The Club expects their membership to continue increasing, but feels they will not reach their full membership potential without access to more soccer fields and suitable indoor volleyball courts. Because they cannot utilize the existing high school gymnasiums, the Club requires 3 new indoor volleyball courts measuring 18x9 metres and having a minimum ceiling height of 23 feet, and a double‐
gymnasium for floor hockey and ultimate Frisbee. The group has also expressed a need for outdoor lighting at the Milton Sports Centre in order to play beach volleyball after daylight hours. The Club has indicated that they would be a regular renter of an expanded Sports Centre and would be willing to pursue partnerships with the Town and contribute capital dollars to the expansion of the facility. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 30
Milton Youth Soccer Club The Milton Youth Soccer Club offers indoor and outdoor soccer development, house leagues, and competitive level soccer to over 3,000 members ages 4‐18. Their numbers have increased since 2007, and this trend is expected to continue with the increase in the Town’s population and the overall interest levels in soccer. The group has indicated a need for new recreation facilities within the next five years including a gymnasium, indoor turf field and associated support space. More specifically, the Club requires an indoor facility with multiple turf fields, bleacher seating, washrooms, lockers, and equipment storage areas in order to keep up with the growing need for indoor training facilities and effectively keep quality soccer players in Milton. Although the Milton Sports Centre does not currently cater to the group’s needs, the Milton Youth Soccer Club has indicated an interest in using this facility regularly should more fields be built. The Club is willing to pursue partnerships and provide capital contributions to help meet their requests. Milton Soccer Academy Milton Soccer Academy offers soccer programs for youth and adults, ranging in age from under 4 years to under 14 years, and over 25 years. They offer indoor and outdoor programs for all members, with a total membership of 698 individuals in 2008. Numbers have increased from previous years, and this trend is expected to continue as education for coaches increases, along with the Town’s population. The group requires multi‐use gymnasium space and both indoor and outdoor turf facilities in order to accommodate longer seasonal use and the effective development of soccer skills for younger players. Gymnasiums would need to be full‐sized and have separate seating behind a transparent wall for spectators. Turf facilities would need to be a minimum of 30x60 metres. The Academy would be willing to pay higher rental fees, form partnerships, and contribute capital funds to these facilities. Milton Minor Baseball Association (MMBA) Milton Minor Baseball Association provides baseball games and skills development for boys and girls from ages 4 to 20. They currently have a membership of 400 individuals, reflecting an increase of 100 members since 2007. Membership levels are expected to increase over the next five years. The Association feels they are overcrowded and would like to alleviate that pressure with new diamonds. The group would like to see two new diamonds built at the Milton Sports Centre, with one of them being lit for senior teams. They have also indicated that they would make regular use of an indoor pool, gymnasium, and indoor turf facility should the Town construct them. New baseball diamonds should have natural grass surfaces and bleacher seating for approximately 100 spectators. MMBA would also like to have exclusive use of any new diamonds built at the Sports Centre. The group has indicated that they would be willing to pay higher rental fees and form partnerships to help achieve their requests. Milton Girls Baseball Association The Milton Girls Baseball Association offers competitive youth baseball and skills development for approximately 215 girls between the ages of 4 and 19. The organization has seen an increase in membership since 2007, and is expecting their membership to grow further over the next five years. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 31
This group utilizes various baseball diamonds throughout Milton, and would benefit from a new facility that could locate several diamonds together and be longer than 200 feet in order to facilitate tournament play, with change rooms and storage space. The group would be willing to pay higher rental fees and pursue partnerships with the Town in order to develop their requested facilities. Milton Coaches Football Club The Milton Coaches Football Club offers recreational indoor and outdoor soccer for men over 40 years of age. The club’s membership has remained stable over the past few years, with 20 members and a waiting list of 5 players. The Club has indicated that a soccer‐specific indoor facility and additional ice pads are required at the Milton Sports Centre. The Club requires access to a new indoor turf field with a dimension of 125x50 feet, and access to change rooms and showers. A specialized turf surface would lessen the negative impact on the bodies of older participants and would develop local soccer talent and attract tournaments to Milton. The group would be willing to pay a higher rental cost and consider partnerships for the development of services or facilities. Gymnasium Sports Milton Inter‐Church Volleyball League The Milton Inter‐Church Volleyball League has 75 members ages 14 and up, and aims to provide a forum where churches in Milton can network and offer organized volleyball between them. With an increasing number of churches and church‐goers, as well as the general growth of the Town’s population, the League expects their membership to increase over the next five years. Currently operating out of local elementary school gymnasiums, the League requires a full sized volleyball court in a proper gymnasium with high ceilings, either as part of an expansion to Milton Sports Centre or in a high school gymnasium. The group has indicated that they would be a regular renter of such facilities. Milton STORM Volleyball Club Milton Storm Volleyball Club offers competitive volleyball to girls ages 13‐16 who wish to compete outside of the public school system. They currently have 13 members and expect membership to remain stable over the next five years. They believe this is due to a lack of facilities and limited funding to advertise their club. If a new gymnasium were built, the Volleyball Club would be a regular renter, and would require three regulation courts in order to host tournaments within the Ontario Volleyball Association. Stags Basketball Club of Milton The Stags Basketball Club of Milton provides basketball development programs for boys and girls ages 6‐
19 years old. Their current membership is 160, reflecting an increase from 2007. Membership numbers are expected to increase over the next five years with the growing population of Milton and the increasing recognition of the sport. The group anticipates needing access to three single gymnasiums with minimum playing court dimensions of 50x84 feet and retractable walls in order to create a larger playing surface for older participants. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 32
The Club has indicated that they would be regular renters of an expanded Sports Complex, and would be willing to consider partnerships with the Town or other agencies for the development of their required facilities. Milton Springers Gymnastics Club The Springers Gymnastics Club is the primary provider for gymnastics in Milton. They offer co‐ed recreational gymnastics for youth aged 18 months to 14 years, as well as competitive artistic gymnastics programming for girls of all skill levels. With a continually growing large membership of almost 3,000 participants, the Club does its best to reduce wait lists but feels they will be unable to expand membership any further during prime time hours. The Club has indicated the need for an exclusive space of about 4,000‐5,000 additional square feet in the form of a rectangular gymnasium similar to the space they currently have. The Club is willing to explore the possibility of shared facilities with fitness, dance or martial arts groups, but would require the majority of prime‐time hours for their own programming. They have also indicated a need for more parking at the Milton Sports Centre. The Club would be willing to pursue partnerships with the Town and other organizations, but would not be able to contribute capital funds as they are a self‐sustaining not‐for‐profit organization. Milton Sports Club The Milton Sports Club offers beach volleyball and softball during the summer months, and indoor volleyball and dodgeball during the winter for adults 20 years and older. Their total summer membership has 525 members and their winter membership consists of 175 members. Their softball programs have had a waitlist of around 10 members since 2007. Overall membership has increased and it is expected that it will continue to do so over the next five years. The Club would like to see lighting added to the beach volleyball courts at the Milton Sports Centre, as well as permanent scoring flip charts and numbered courts. An increase in the number of courts or availability would allow the Club to increase their membership. Indoor facilities with higher ceilings would also be of great benefit to the Sports Club. The Club is willing to pay higher rental fees, form partnerships with the Town, and contribute capital funding to the development of more courts, ball diamonds and improved indoor facilities. Milton Mighty Ducks Floor Hockey Team The Milton Mighty Ducks are a newly formed team that provides floor hockey as part of Ontario Special Olympics. The current membership includes 18 players aged 23 to 48 years, primarily from Milton with a few players from Acton and Georgetown. The team anticipates future growth as a result of the increase in Milton’s population. The group meets once a week at St. Anthony of Padua Elementary School for practices and/or games. They are very satisfied with their current facilities, and suggest that the Milton Sports Centre is also a good facility. The Milton Mighty Ducks can use school gymnasiums, and do not require any additional facilities in Milton. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 33
Note: There are a number of other user groups, such as minor sports, who have indicated a desire for gymnasium space for the purposes of dry‐land training activities. Their responses have been included elsewhere throughout this subsection according to their primary area of service provided. Other Organizations Optimist Club of Milton The Optimist Club of Milton is involved in sponsoring and supporting youth‐related projects and other areas of the community that need special assistance. The Club has a current membership of 39, with members ranging in age from the mid‐20s to over 70 years old. They expect their membership to increase over the next five years due to continual recruiting and word of mouth. The Club currently uses the Milton Sports Centre a few times each month for meetings and parties, and are satisfied with their current accommodations. Over the next five years, however, the group anticipates the need for a larger room that can accommodate 60‐80 people. A larger storage area would also be required. The Club has indicated that they would be willing to pursue partnerships as well as contribute capital funding to the expansion of the Milton Sports Centre. MSAC Song Spinners Chorus The Song Spinners Chorus is a choral singing group that performs semi‐annual concerts at the senior’s centre as well as various other performances in and around the community. They currently have a membership of 45 individuals over the age of 55 and believe their membership will remain stable over the next five years. The Song Spinners have adequate practicing facilities at the moment, but have indicated a need for a piano and more storage space for music. Milton and District Kinsmen The Milton and District Kinsmen are an organization aimed at raising funds to help in the community. Membership has decreased slightly since 2007 from 30 members to 24 members. The age of members currently ranges from approximately 40 to 65 years, but has previously included young adults in their twenties. The Kinsmen anticipate that membership will increase in the coming years as they increase promotion. The Kinsmen use the Boyne Community Centre for bi‐weekly meetings and are satisfied with the facility. They do not have a need for any additional facilities, but suggest that a bowling alley might be well used by members. Scouts Canada The Milton chapter of Scouts Canada has 162 members, which indicates a slight decreased since 2007. The organization does feel, however, that the growth of Milton will increase their membership. Although the Scouts do much of their programming outdoors, they require large spaces for meetings and engaging youth in physical activities in all types of weather. It is anticipated that the Scouts will need more access to facilities, including a gymnasium and meeting rooms. They have indicated that current pressures for facility usage could be relieved through the use of school gyms, libraries or municipal facilities. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 34
4.5
Household Survey (2007) A random sample telephone survey was undertaken in January 2007 as part of the Community Services Master Plan to better understand topics such as facility and service preferences and priorities, barriers to participation, and willingness to pay for community services. 386 responses provide a statistically significant sample, accurate within +5%, 19 times out of 20. The results are considered to be representative of Milton’s population and key findings are summarized below. Participation in Recreation & Leisure •
The top five activities that Milton’s households participate in include walking (82%), cycling (55%), swimming (53%), fitness (46%) and running or jogging (40%), which are all predominately unstructured activities. •
31% of households reported participation in soccer, ice hockey or figure skating, and rollerblading, which are mostly structured activities. •
These percentages generally compare well to research undertaken in similar municipalities. Participation in fitness and soccer activities, however, is at the higher end of what has been witnessed in other communities likely due to the youthful age profile of Milton. Household Participation in Recreation and Leisure Activities in Milton
82%
Walking for Leisure
55%
Cycling
53%
Swimming
46%
Aerobics, Fitness or Weight-training
40%
Running or Jogging
Soccer
31%
In-line Skating / Rollerblading
31%
31%
Ice Hockey or Figure Skating
28%
Performing Arts (e.g., dance, music, theatre)
24%
Visual Arts (e.g., painting, crafts, pottery)
21%
Softball or Baseball
21%
Basketball
16%
Tennis
Indoor Volleyball
12%
Skateboarding
11%
5%
Beach Volleyball
4%
Ultimate Frisbee
1%
Cricket
13%
Other
0%
10%
20%
30%
40%
50%
60%
70%
80%
Source: Community Services Master Plan, 2008 90%
Barriers to Participation •
44% of respondents indicated that they or members of their household are unable to participate in activities in Milton as often as they would like. Research from other communities suggests that on average, 4 out of 10 households cannot participate in recreation and leisure activities as often as desired. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 35
•
Of those who indicated that they cannot participate in leisure activities as often as they would like, 70% said it was due to the fact that they were too busy or had a lack of personal time to participate. Across the province, a “lack of time” is cited as the number one barrier, and unfortunately, there are very few direct strategies that the Town can employ to significantly address this. •
It is important to note that none of the respondents indicated that a lack of information was a barrier to participating as often as they would like, and only 5% stated that it was related to the lack of facilities or programs. •
The survey found that 75% of Milton residents have most or all of their leisure needs met within the Town, and only 10% have some or none of their needs met by local providers. The following chart identifies the proportion of leisure needs that are met within Milton. These findings are indicative of a community with a well developed array of leisure programs that are responsive to residents’ needs. Reasons Milton Residents are not able to Participate in Activities as often as would like
Lack of personal time/Too busy
70%
Health problems/Disability/Age
7%
Lack of desired facilities or
programs
5%
Lack of transportation/Facility too
far away
3%
Program not offered at convenient
time
2%
Lack of money/Too expensive
1%
Don't Know
1%
Lack of information/Unaware of
opportunities
0%
Other
9%
0%
10%
20%
30%
40%
50%
60%
Source: Community Services Master Plan, 2008 70%
80%
•
Respondents were asked what type of activities their household participates in outside of Milton. The top cited activity was hockey, followed by soccer. It should be noted that some residents participate in regional leagues that require them to use facilities outside of the Town. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 36
•
The primary response from respondents when asked why their household participates in activities outside of Milton was that the facility or program was not available in their area (35%), although there was little consistency on the type of facilities or programs lacking. •
14% of respondents who participated in activities outside of Milton stated that it was due to a personal connection to another community. Percentage of Leisure Activities met within Milton
Don't Know , 3%
None , 3%
Some , 7%
About Half , 11%
All , 45%
Most, 30%
Source: Community Services Master Plan, 2008 Evaluation of Local Activities Respondents were asked to rate their household’s level of satisfaction with a variety of local activities using a scale of 1 to 5, where 1 indicated “not at all satisfied” and 5 indicated “very satisfied”. The percentages have been adjusted to exclude “don’t know” responses. Satisfaction with the Variety and Quality of “Indoor sports activities” • 60% of respondents were satisfied or very satisfied • 30% were somewhat satisfied • 10% were not satisfied or not at all satisfied Satisfaction with the Variety and Quality of “Outdoor sports activities” • 68% of respondents were satisfied or very satisfied • 27% were somewhat satisfied • 6% were not satisfied or not at all satisfied Satisfaction with Variety and Quality of “Arts and Cultural Activities” • 26% of respondents were satisfied or very satisfied Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 37
•
•
40% were somewhat satisfied 34% were not satisfied or not at all satisfied Satisfaction with Variety and Quality of “Community Activities, such as festivals, events and day camps” • 56% of respondents were satisfied or very satisfied • 32% were somewhat satisfied • 12% were not satisfied or not at all satisfied An examination of the ratings for the various local activities reveals that respondents were most dissatisfied with local arts and cultural activities. Other data collected, however, indicates that residents place a lower level of importance on art galleries, museums, and theatres, suggesting that residents do not view this as a top priority. That being said, a theatre was identified as the second highest facility need. The survey found that the majority of respondents are generally satisfied with local indoor and outdoor sports activities, as well as community activities. Evaluations of Local Activities by Age Group Respondents were asked their household’s level of satisfaction with local activities for specific age groups. The age groups included: Pre‐school (0‐4 years), Children (5‐12 years), Teens (13‐18 years), Adults (19‐54 years) and Seniors (55+). •
Overall, leisure opportunities for the teen age group (13 to 18 years) were rated as the least favourable, with 34% stating that they are “not satisfied” and “not at all satisfied” with local leisure services. This age group also received the lowest percentage of respondents (25%) who were “very satisfied” with the quality and variety of local activities. This response is common in household surveys and should be interpreted with caution (a perception may exist that teens are under serviced, although this may not always be the case). •
The children and seniors age groups faired the best of all age groups, with 64% and 67% (respectively) being “satisfied” or “very satisfied” with local leisure services. With the exception of adult opportunities, a significant number of respondents were unaware of opportunities available for specific age groups. Perceived Importance of Community Facilities •
73% of respondents agreed in some form that community services and facilities should be a high priority for Town Council. •
Strong support exists for parks that conserve natural areas and protect wildlife habitat, with 86% of respondents indicating that these are “important” or “very important”. •
Out of a series of facilities identified in the survey, art galleries, museums and theatre were identified as the least important overall, although it is worth noting that 46% indicated that they are “important” or “very important” to their household, placing a relatively high degree of support to these types of facilities. •
Respondents placed a high level of importance on both indoor and outdoor recreation facilities. Only 8%‐11% indicated that these facilities are “not at all important” or “not important”. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 38
•
Respondents were asked if they believe that the Town of Milton should place a greater emphasis on serving elite athletes and providing high performance facilities. Public opinion was split on this topic; with 44% agreeing with this statement and 47% disagreeing (9% did not provide an opinion). This suggests that the Town should evaluate its role in this regard and be open to delivery models that meet both community and high performance requirements. Recreation, Leisure & Cultural Facility Needs •
The top request for new facilities was Outdoor Ice Skating Rinks, with 66% of respondents indicating their need for such a facility. •
To test priorities, respondents were asked to identify the facility that they feel is needed the most. Interestingly, the top response in the previous question (Outdoor Ice Rinks) was not identified as the facility that is needed the most (it was the sixth highest priority). •
Youth Centres are the highest priority, followed closely a Theatre. Other priorities include an indoor sports centre, off leash dog park, children’s spray pads, indoor pool, outdoor ice skating rinks, and municipal fitness centres. Top Requested Facility and Top Prioirty for the Town of Milton
Outdoor Ice Skating Rinks
66%
10%
Theatre
61%
21%
Youth Centres
59%
24%
Indoor Pools
55%
11%
Municipal Fitness Centres
48%
8%
Indoor Sports Centre
12%
Off-leash Dog Parks
12%
Children's Spray Pad
12%
0%
10%
46%
41%
41%
20%
30%
Top Priority
40%
50%
60%
70%
Requested
Source: Community Services Master Plan, 2008 •
Respondents were asked whether they would prefer to have the facility they indicated as being needed the most to be located in “their immediate neighbourhood” or “within a larger community complex elsewhere in Town”. The preferences for the most requested facilities were as follows: Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 39
Neighbourhood Location Dog Park Spray Pad Skateboard Park Tennis Courts Community Wide Location Arena Gymnasium Indoor Pool Indoor Sports Centre Centralized Location Theatre Youth Centre Seniors’ Centre No Consensus Fitness Centre Outdoor Ice Rink Outdoor Basketball Court Soccer Field Program Needs •
37% of respondents indicated that there are leisure programs they would like to see offered in Milton that are not currently available; this percentage is in the range found in many other municipalities. A total of 70 different programs were identified and the responses were wide ranging. Top programs mentioned were bowling, theatre, dancing, and squash. •
Of the 70 different programs mentioned by survey respondents, 64% are unstructured activities such as walking. Approximately 11% of programs mentioned are arts and cultural activities. •
Although it is noted that the Town is working on an allocation policy, approximately two‐thirds of respondents agreed with the following statements: o When scheduling ice rinks and pools, children and youth should be given priority over adults (68% agree). o Children’s leisure programs should have priority over adult programs (64% agree). Public Awareness •
Respondents were asked how the Town could most effectively notify their household of community services and leisure activities. The top response was advertising in the Canadian Champion Newspaper (30%), followed by the Community Services Guide (24%), and flyers in the mailbox (21%). •
Of note, 81% of respondents agreed that the Town does a good job of informing the community about local leisure services. Financial Matters •
Affordability was not found to be a significant barrier to participation in Milton, with only 10% of survey respondents indicating the recreation and leisure activities are unaffordable to their household. This was an interesting result since income is typically a significant barrier to participation. •
Swimming and hockey were identified as the most unaffordable leisure programs, but it must be noted that these households constituted a small proportion of the sample. •
80% of respondents support subsidizing people who cannot afford to participate in recreational activities. •
64% of respondents agree that the Town should consider partnering with private business to provide community facilities. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 40
4.6
Written Submissions A number of comments received by email, fax and written briefs were circulated to the Consultants for review. Topics mentioned in the emails generally pertained to the desire for: • indoor soccer fields (as submitted by the Milton Soccer Club); • squash courts as part of an expanded MSC; • the improvement of the arena (in terms of dressing rooms, sightlines from spectator areas and the demand for a stadium‐type venue for elite level competition); • the need to address parking issues; • potential partnerships with community and private‐based providers (e.g. YMCA, fitness clubs, etc.); • the costs required for expanded facilities such as construction, staffing and maintenance, versus their ability to generate revenue at all times of the day; and • integrating outdoor facilities at the Community Park to complement the MSC. 4.7
Input from High School Students In total, 37 student surveys were received from local high schools. Although students requested a multitude programs and activities that are not currently available at the MSC, by the far the most requested program was indoor soccer. The activities and programs that were requested the most were as follows: •
•
•
•
•
•
•
14 students requested indoor soccer facilities and 3 other students requested additional outdoor soccer fields; 3 students requested an additional indoor aquatic facility; 2 students requested a batting cage; 2 students requested weight training facilities; 2 students requested a centre or hall for youth; 2 students requested a vocal shop for students that are interested in singing; and 2 students requested casual recreational activities like pool/billiards and ping‐pong. When asked about how the MSC could be improved, a few students felt that the facility could be more colourful and vibrant; however, the most popular response, which was received from 10 students, was that the facility should diversify the types of sports that are offered. The students felt that the MSC is too “hockey‐centred” and they would like to see a variety of sporting opportunities available to them at the MSC. Few students commented about the current arena facilities, however, comments received were that spectator viewing areas could be improved, ice surfaces should be larger and the facility should be expanded to house four hockey rinks. With regards to programming, two students commented that there should be more free skates and activities that are open to the community. Almost all students felt that the current MSC location is accessible, however, two students felt that the facility could be more central. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 41
Section 5: Needs Assessment 5.1
Overview The Community Services Master Plan suggested that the following facilities be studied for their ability and appropriateness of being included at the Milton Sports Centre: •
•
•
•
•
Two additional ice pads; An indoor aquatics centre; A full size gymnasium; An indoor turf facility; and Additional multi‐purpose community rooms, as required This Section is intended to evaluate the feasibility of including these facility components, and others, as part of the Milton Sports Centre expansion phase. This Section will summarize (and reconfirm) the needs articulated through the Community Services Master Plan with regard to each facility type but also recognizes that not all of these components will be able to be provided, even with market justification, due to the adverse impacts that too many components would have on the site. For example, if all of these components were to be provided at the Milton Sports Centre with the uses anticipated for the adjacent community park (e.g. community events, sports field complex, etc.), the size of the building footprint and the associated parking impacts would be far too great for the community park to accommodate a good range of outdoor opportunities as well as larger community events. To begin the analysis of facility needs, the following table articulates the existing supply of indoor recreation facilities available in the Town of Milton. Table 4: Existing Supply of Municipal Indoor Recreation Facilities, 2009 Facility Municipal Current Service Level Location Supply (2009 pop. = 87,045) Ice Rinks 4 1 : 21,761 John Tonelli Sports Centre, Milton Memorial Arena, Milton Sports Centre (2) Indoor Aquatic 1 1 : 87,045 Milton Leisure Centre Facilities Note: EC Drury is set to reopen to public in September 2009 Gymnasiums 1 1 : 87,045 Youth Centres 0 n/a Older Adult / Seniors Centres Fitness Centres Community Activity Spaces 1 1 : 87,045 1 11 1 : 87,045 1 : 7,913 0 n/a Indoor Turf Milton Leisure Centre Note: school gyms are accessible through the reciprocal use agreement Note: a community‐based youth centre is run out of a local church (“The Deck”) Milton Seniors Activity Centre Milton Leisure Centre Campbellville Lions Club Hall, Boyne Commuity Centre, John Tonelli Sports Centre, Nassagaweya Community Centre, Hugh Foster Hall, Milton Sports Centre (4), Milton Leisure Centre, Milton Memorial Arena (Lions Club Hall) Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 42
5.2
Ice Rinks Supply The Town of Milton owns and operates four ice rinks across three municipal arenas. The John Tonelli Sports Centre and Memorial Arena are both single rink arenas which are over 30 years old, but are still considered to provide a high level of play. The Milton Sports Centre is about 6 years old and contains a twin pad arena. Market Conditions Ice sports consistently remain a popular recreational activity for Canadians, with most arenas across the country experiencing pressures on their prime time hours for activities such as hockey, figure skating, ringette and public skating. In Milton, nearly one‐third of residents participating in the 2007 household survey conducted for the Community Services Master Plan reported playing in hockey or figure skating. The survey did find, however, that respondents were not as likely to mention the need for additional arena facilities compared to other facilities, although the demand for outdoor ice skating venues was the most sought after facility. Table 1: Arena Users, 2009 User Group Minor Sports Milton Minor Hockey Milton Skating Club Halton Hurricanes Halton Skating Club Ice Hawks North Halton Girls Hockey Speed Skating Adult Pick‐Up Bench Warmers Friday Knight Hockey Halton Broomball The Hammers High Flyers Hockey Night in Milton Ice Masters Light Boss Pros Luyben Hockey Medeiros Milton Adult Hockey League Milton Bible Church Milton Centennials Milton Geriatrics Milton Gospel Hall Milton Pleasure League Old Stars Panel Beaters # of Participants
4,474
1,200
1,825
150*
120*
600**
549*
30**
784
20*
20*
20*
25**
20*
20
20**
20*
20*
20*
150*
25**
30
22
20*
100*
30*
20*
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 43
User Group RCMP Russell Hockey Rusty Nuts Saturday Knights Saturday Night Hockey Thursday Nooners Tuesday Nighters Total Registered Participants # of Participants
20*
20*
20*
52
20*
20*
30
5,258
* estimated registration based on 20 players per hour booked ** based on 2006 registration provided through the Community Services Master Plan Note: includes non‐resident players registered with local and regional user groups Assessment of Need Ice Utilization The following figures illustrate the final ice allocation set aside for municipal and community programs at each municipal ice pad. It is recognized that certain rentals can vary by week, particularly depending upon the schedule of more competitive leagues and travel teams; for the purposes of this analysis, these schedules are assumed to be representative of a typical week during the peak of the ice season. Figure 3: Ice Utilization – Memorial Arena, 2009 Monday
Tuesday
6:00 AM
6:30 AM
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Figure 4: Ice Utilization – John Tonelli Sports Centre, 2009 Monday
6:00 AM
6:30 AM
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Public Skate
Public Skate
Tuesday
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Sunday
Youth Shinny
Adult/Senior
Skate
Public Skate
LEGEND
Icehawks
Town Programs
Adult Groups
Milton Minor Hockey
District School Boards
Rink Closed
Milton Minor Hockey
Speed Skating
Halton Hurricanes
Halton Skating Club
NH Girls Hockey
District School Boards
North Halton Girls Hockey
Milton Adult Hockey League
LEGEND
Halton Hurricanes
Adult Groups
Rink Closed
Town Programs
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 44
Figure 6: Ice Utilization – Milton Sports Centre ‘B’, 2009 Figure 5: Ice Utilization – Milton Sports Centre ‘A’, 2009 Monday
Tuesday
Wednesday
Thursday
Friday
6:00 AM
6:30 AM
7:00 AM
Stick 'n Puck
7:30 AM
8:00 AM
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Junior
Junior
9:30 AM
Stick 'n Puck Stick 'n Puck
10:00 AM
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10:30 AM
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Special
Figure
Figure
Figure
Figure
Needs
Skate
11:30 AM
Skating
Skating
Skating
Skating
12:00 PM
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Drop-In
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12:30 PM
Skating
1:00 PM
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Adult /
1:30 PM
Seniors'
2:00 PM
Special
Family Skate Family Skate Family Skate
Skating
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Figure Skate
Drop-in
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Parent & Tot
Senior Skate
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Adult &
Senior Skate Stick 'n Puck
Men's Shinny Men's Shinny Men's Shinny Men's Shinny Men's Shinny
Women's
Shinny
Parent & Tot
Junior
Junior
Stick 'n Puck Parent & Tot
Stick 'n Puck
P.A. Days
Junior
Stick 'n Puck
Stick'n Puck Stick'n Puck Stick'n Puck Stick'n Puck Stick'n Puck
LEGEND
Milton Minor Hockey
Halton Hurricanes
Town Programs
Milton Skating Club
LEGEND
North Halton
Girls Hockey
Rink Closed
Adult Groups
Milton Adult Hockey League
Town Programs
North Halton Girls Hockey
Milton Minor Hockey
Adult Hockey Groups
A definition of prime time ice is considered to be from 5pm to 11pm on weekdays and from 7am to 11pm on weekends, resulting in a total of 62 hours per week per pad (this does not necessarily correspond to the municipality’s definition which can include what are considered to be “shoulder hours”). If applying this revised definition of prime time ice to a sample week booked in January 2009, the following can be observed: Total Prime Time Hours Available Per Week
(62 hours x 4 ice pads) 248 Prime Time Hours Allocated (Memorial Arena)
58 (94% Utilization)
Prime Time Hours Allocated (John Tonelli Sports Centre)
60 (97% Utilization)
Prime Time Hours Allocated (Milton Sports Centre ‘A’)
62 (100% Utilization)
(98% Utilization)
Prime Time Hours Allocated (Milton Sports Centre ‘B’)
61 Total Prime Hours Allocated Per Week
241 Surplus Prime Hours Per Week 7 Utilization Rate 97% As shown above, there are only 7 unallocated prime hours per week across all municipal arenas, resulting in an allocation rate of 97%. For the most part, this ice is booked although municipal data suggests that Milton Minor Hockey Association (MMHA) turned back 185.5 hours to the municipality in the 2007/2008 season, resulting in a utilization rate of 92% of allocated hours for this organization. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 45
Table 2: Potential Weekly Utilization of New Ice Pads User Group Potential Hrs. # of Weeks Season Leave Other Per Week per Year Town Facilities? Frontline Hockey School 30 3 Summer No Milton Minor Hockey Association 35 30 Fall, Winter, Spring No Milton Skating Club 23 32 Fall, Winter, Spring No Open Ice 3 on 3 2% increase Not stated Spring, Summer No Total Hrs. Per Week – Fall 58 Total Hrs. Per Week – Winter 58 Total Hrs. Per Week – Spring 58 Total Hrs. Per Week – Summer 30 * Based on a 5% increase on 125 hours per week allocated across all municipal arenas Note: reflects responses provided through the User Group Questionnaire; other groups may book more or less time There is also significant pent‐up demand which has been observed for public skating at the Milton Sports Centre; discussions with staff suggest that participants line up 30 to 45 minutes in advance of the limited public skate times each week and many potential participants are turned away after capacity is reached. Through the addition of new ice rinks, consideration should be given to expanding the times available for drop‐in recreational skating opportunities as part of the allocation of program space required to support the need for unstructured and drop‐in type activities. Participant‐Based Projections The Community Services Master Plan recommends a market‐driven provision standard of 1 ice rink per 800 active participants. In 2006, there were an estimated 4,422 registered participants in ice sports which translated into a need for 5.5 ice pads (leaving the Town with a need for 1.5 additional ice rinks). Based upon user data derived as part of this Study, the number of registered ice participants for the current year (2009) is 5,258, a growth of over 830 participants over the past three years. Application of the recommended provision target to the total number of registered participants in Town‐wide ice sports results in a need for a total of 6.6 ice rinks, meaning there is a growth‐related need for 2.6 new ice rinks. To project future needs, a “capture rate” (i.e. the percentage of the population registered in ice sports) is used as the base assumption for future participation. In this instance, the capture rate is 6% utilizing a 2009 population of 87,045. Assuming that the capture rate (and thus demand for ice sports) remains at a constant level (which is in line with trends research that suggests hockey participation as a whole is stable), the number of registered participants is projected to be 8,677, assuming the 2019 population reaches 144,624. Year 2009
2011
2016
2019 2021 (Build‐Out) Projected Population 87,045
106,899
135,882
144,624 150,207
Estimated Participants 5,258
6,414
8,153
8,677 9,012
Provision Standard 1 ice pad per 800 registered participants Ice Pads Required 6.6 8.0
10.2
10.8 11.3
Existing Supply 4.0 4.0
4.0
4.0 4.0
Growth‐Related Need 2.6 4.0
6.2
6.8 7.3
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 46
Based upon the above calculations, it would appear as though demand exists for an additional 2.6 ice pads; if/when the Town achieves its forecasted build‐out population, a total of 7 new ice rinks is expected be required over and above the current supply. It is also worth noting that the current projection model confirms the need for the number of ice pads articulated by the Community Services Master Plan, even when considering that the updated population forecasts used in this Study project a greater rate of growth in Milton than what was previously thought. It should be noted that the above calculations include non‐resident participants into the projection model; these non‐resident users constitute a significant proportion of demand, equating roughly to one full ice pad. This is not to say that these users should be excluded from calculations or offered limited usage because they tend to play in regional leagues that include Milton residents. Rather the point is that Milton has become more of a regional centre for arena accessibility and is thus serving a broader market than simply local residents. Furthermore, the Town of Halton Hills has requested Milton to block times at local arenas until a time when that municipality builds its own new facility to replace the aging Georgetown Memorial Arena; the Town of Milton should certainly accommodate such a request, however, only doing so after local needs are met first and foremost. Given the economic uncertainty which may influence Milton’s rate of population growth, it is recommended that two new ice pads be provided at the Milton Sports Centre as part of the facility’s expansion phase. It is recommended that these ice pads be NHL sized (i.e. 85’ x 200’) and contain a minimum of six dressing rooms, one coaches room and two referee rooms per pad while additional complementary amenities (e.g. a small shoot‐out/training ice pad) may be considered as well. Sufficient seating (i.e. a minimum capacity for 500 spectators) should be provided with appropriate sight lines to the ice surface. It is not recommended, however, that bowl/stadium seating be provided as the Milton Sports Centre is not deemed to be the most ideal home arena for the Milton Ice Hawks Junior A team due to the parking requirement that would be required (and resulting encroachment on the adjacent community park, particularly if multiple events at the facility and park are scheduled). Furthermore, the Ice Hawks are satisfied with their current facility (Memorial Arena), stating that they feel the facility is currently a better fit for junior hockey based on the current design and retail development that is occurring adjacent properties. To meet accessibility standards, at least one ice pad should have low entry boards (i.e. for sledge hockey users) while dressing rooms, spectator areas and other common spaces should consider the needs of disable users and patrons. As an option, the Town may consider constructing one of the ice pads to Olympic standard (i.e. 100’ x 200’) only if user groups are willing to partner on such a rink through capital investment and/or operational contributions. However, this would create a challenge in scheduling ice in the future some groups would not like the larger ice pad – thereby reducing the Town’s scheduling flexibility. After these ice pads become operational, a review of municipal ice capacity should be undertaken to quantify the need for additional ice pads and potential locations. Recommendations It is recommended that two new ice rinks (85’ X 200’) be developed at the Milton Sports Centre. These rinks should each be supported by six dressing room spaces, coaches room, capacity for approximately 250 to 500 spectators and other elements of modern arena design. Furthermore, additional public and Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 47
family skating opportunities should be provided at the Milton Sports Centre upon construction of these new rinks. Additional ice rinks at this or other locations should be considered after the proposed new ice rinks have become fully operational and the Town has an opportunity to re‐evaluate ice utilization and community needs at that time. 5.3
Indoor Aquatics Supply There is presently one indoor aquatic centre owned and operated by the Town, located at the Milton Leisure Centre. This facility contains a 20 metre leisure pool and a 25 metre, 6 lane competition pool, as well as a smaller teaching tank. The community also has limited access to an indoor pool located at EC Drury School for the Deaf. Long‐
term access to this school facility had been uncertain as there were indications that the Province may cease operations at this facility. Community groups have not been able to access the pool in recent months due to ongoing maintenance; however, the pool is set to reopen for community use in September 2009 after a $250,000 investment by the Province to improve mechanical systems. Market Conditions Swimming is one of the most popular activities in Canada, as it can be pursued by people of all ages and drop‐in opportunities respond well to the “time crunch.” The 2006 household survey conducted for the Community Services Master Plan identified swimming as the third most popular activity among respondents and over half of the sample stated a need for a new indoor pool. The Town currently offers a number of aquatic programs out of the Milton Leisure Centre. Organized swim clubs also have access to this pool as well as the EC Drury pool (which is currently closed until September 2009). The Milton Marlins Swim Club reports their present membership at 89 individuals (80% of whom are local residents) while the Milton Masters Swim Club has 75 people (56% of whom are local residents) registered in their programs. There have been regional discussions about a joint‐municipal venture for a 50 metre indoor pool facility, driven in part by the City of Mississauga who were evaluating the possibility of contributing to the Pan Am Games bid put forth by the City of Toronto. Recently, the City of Mississauga has confirmed that it is no longer interested in actively pursuing the development of such a 50 metre pool, although local aquatic organizations are generally remain in support for such a facility to be developed in Milton. Both the Milton Marlins Swim Team (89 registered swimmers) and the Milton Masters Aquatic Club (75 registered swimmers) have expressed the need for a 50 metre pool with between 8 and 10 lanes, and containing spectator seating sufficient to host events/competitions. The clubs indicate that they cannot secure additional time at local pools (Milton Leisure Centre and EC Drury) to grow their programs, and as a result, are turning away potential members. The Marlins suggest that they would book 20 hours per week at a new facility while the Masters would book 3 hours per week throughout the year without reducing hours at the Milton Leisure Centre. Neither club indicates that they would be willing to provide capital contributions towards a new indoor aquatic facility and both are unsure if they would pay higher Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 48
user fees, however, the Marlins suggest that they would be open to partnerships and would be willing to discuss leasing possibilities for a new aquatic facility. Assessment of Need The Community Services Master Plan endorses a service level of 1 indoor aquatic centre per 35,000 residents. Given that the Town has now reached a population of over 87,000, the standard would support the provision of a second municipal indoor aquatics centre. Year 2009
2011
2016
2019 2021 (Build‐Out) Projected Population 87,045
106,899
135,882
144,624 150,207
Provision Standard 1 indoor aquatic centre per 35,000 population
Indoor Aquatic Centres Required 2.5
3.1
3.9
4.1 4.3
Existing Supply* 1.0
1.0
1.0
1.0 1.0
Growth‐Related Need 1.5
2.1
2.9
3.1 3.3
* does not include EC Drury School for the Deaf which is considered to account for 0.5 indoor aquatic centre due to limited community access As discussed in Section 6, municipal data suggests that the aquatic instruction program offered at the Leisure Centre serviced almost 6,400 registrants in 2008, though this registration is likely to be around 7,200 participants after taking into account those on waiting lists. Assuming that this sign‐up rate remains relatively constant for the foreseeable future, registration in Milton’s aquatic instruction program can be expected to climb in direct proportion to the growth in the number of children and youth residing in the Town; this would translate into a total of 12,500 lesson registrants by 2016. Furthermore, the Leisure Centre participation statistics reveal that approximately 95,000 individuals participated in some form of recreational or lane swimming in 2008. This level of participation is equivalent to approximately 1.22 recreational swim occasions per population. If the swim occasion per population ratio were to remain constant into the future, the Department could expect that recreational swimming would climb in proportion to the Town’s population growth, resulting in nearly 166,000 swims per year. The pools at the Leisure Centre have been operating at or above capacity during prime time hours for several years. It is therefore reasonable to assume that the lack of available pool time and program capacity could have jaded Milton residents’ desire to pursue aquatic instruction or to participate in recreational swimming. In other words, if additional aquatic capacity was available in the Town’s system, Milton residents might be more inclined to register for lessons, swim more frequently or to look for aquatic program currently not offered by Milton. Consequently, the preceding instruction registration and recreational swimming demand projections may be conservative. As part of the Milton Sports Centre expansion phase, it is recommended that a new indoor aquatic centre be provided. This pool should be focused on community programming (e.g. lessons, aquatic fitness, leisure swims, etc.) to the greatest degree possible while also providing opportunity for organized swimming. The analysis contained above is congruent with directions set out in the Community Services Master Plan that suggests an indoor aquatics centre be provided at the Milton Sports Centre in the short‐term. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 49
At this point in time, it is recommended that the Town construct a 25 metre pool with a minimum of eight lanes; ideally this aquatic centre would incorporate leisure elements into the design, possibly as a separate tank as has been done at the Milton Leisure Centre. A 25 metre, eight lane pool is believed to be an appropriate size for the facility without adversely enlarging the facility footprint to further encroach on the Community Park site (which would also be subject to additional surface area requirements for parking), while the leisure elements are highly congruent to the young family demographic that will be attracted to new development in the Sherwood Secondary Plan Area. This pool size is well positioned to be multi‐functional by accommodating swim clubs, water polo, synchronized swimming, length swimmers, particularly if supported by retractable or permanent seating while also offering the ability to deliver municipal programs concurrently (lessons, aquafit, recreational swims, etc.). In recognition of the significant demands that Milton’s growing older adult and young family population will place on the need for aquatic programming, the provision of a separate therapeutic/children’s tank is recommended as part of the aquatic centre design. Such a tank ideally has a depth of 1.3 metres (adult chest height) at its deepest point with temperature set between 88 and 90 degrees Fahrenheit; the design may also contain water play features and therapy jets, and a step down or gradual slope entry in order to accommodate children’s swimming lessons, therapeutic programming and aquatic fitness classes. With additional pool capacity being provided at the Milton Sports Centre, there may be an opportunity to refocus programming at the Milton Leisure Centre for more leisure‐based programming. This approach could provide organized swim users with a 25 metre pool that is more geared to competition (although a leisure element should remain at the proposed Milton Sports Centre pool) and open up more favourable hours of use. Additionally, the EC Drury pool should be considered as a training pool for junior swim clubs, aquatic leadership courses and some length swimming; this pool, however, is not believed to be ideal for lessons, recreational swimming or aquafit requirements as it lacks many of the amenities to support the successful delivery of these programs. 50m Pool Feasibility Through the Study process, local aquatic user groups have expressed the desire for a 50 metre pool. A separate exercise was undertaken to determine the merits of such a facility in the context of serving community needs. The following table articulates the pros and cons associated with such a development versus the provision of a 25 metre leisure pool. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 50
50m Competitive Pool
•
•
25m Leisure Pool •
Merits •
•
•
•
Drawbacks •
•
•
•
•
Appealing for recreational swimming (warmer temperature) Appealing for aquatic fitness and therapeutic swims (warmer temperature) Adaptable for simultaneous programming Ability to host local, regional and provincial swim meets Control water temperatures in each tank Play features appealing to children and youth Mobility barriers minimized into pool through zero‐depth entry, more liberating for disabled (i.e. chair lift draws unwanted attention) Segment programs in separate tanks Attractive for rentals and special events Noise migration during simultaneous use Limited ability to host large‐scale, high profile swim meets •
•
•
•
•
•
•
•
•
•
Appealing for competitive training (cooler temperature) Appealing for deep water training Ability to serve scuba, synchro, water polo, etc. Adaptable for long or short course training Ability to host national and some international swim meets Suitable for a variety of aquatic programs but with limitations as noted below Limited recreational swimming appeal Limited accessibility for older adults and those with disabilities Limited control over water temperature Noise migration during simultaneous use Increased operating cost due to higher water volume and surface area At present, the majority of pool programs (as observed at the Milton Leisure Centre) consist of aquatic instruction, leadership courses, aquatic fitness, therapeutic use and other forms of recreational swimming. Organized use by swim clubs also forms a significant part of the schedule. It is worth noting that there were 6,400 registrants in aquatic instruction for 2008, a number which would increase to 7,200 registrants if not constrained by availability of pool time. Using data contained in the business plan section, a total of 12,500 aquatic instruction registrants and almost 168,000 recreational swims would occur by 2016. Future demand, therefore, suggests that recreational swimming will form the primary use of any new aquatic facility built in Milton. As such, any new aquatic centre (regardless of a 25m or 50m tank design) requires a leisure tank of some form to ensure warmer temperatures, shallower depths, and integration of barrier‐free and waterplay components. It is believed that the Town would be best served by meeting growth‐related demands by dispersing aquatic centres (within multi‐use recreation/wellness centre templates) across under‐serviced geographic areas of Milton (i.e. multiple smaller pools as opposed to a large pool in one location). Furthermore, it is not believed to be in the short to medium fiscal interests of the Town of Milton to support ongoing investiture in a 50 metre pool facility (which should include a separate leisure tank) without having at least two major partners, such as other municipalities, agency (e.g. university), or not‐
for‐profit organization (e.g. YMCA) to mitigate risk and cost to local taxpayers; this would require shared usage regionally and also would have to draw significant funding from other levels of government as the Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 51
capital magnitude would be a minimum of $40 million and the annual operating magnitude of at least $1 million in annual operating deficits. Again, it is reinforced that the level of investment required for a 50 metre pool with a separate leisure tank is not sustainable based upon the current number of competitive swimmers locally, especially if the Town of Milton is the sole owner/operator. It is envisioned that, in fact, the 50 metre tank would not generate a great deal of revenue as market demands suggest that revenue‐generating users (i.e. lessons, recreation swims, aquafit, etc.) would predominantly utilize the leisure pool element to a much greater degree. A 50 metre tank could possibly generate appropriate revenues if local swim clubs are prepared to pay user fees well in excess of current rates. Ultimately, the decision to proceed with such an endeavour will rest upon Town Council if they determine that it is in the best interests of the municipality to provide elite level competition facilities (as opposed to a community‐level facility), which is a level of service that is not endorsed by this Study nor through the Community Services Master Plan. After the development and opening of a second 25 metre indoor pool at the Milton Sports Centre, the Town should re‐evaluate indoor pool capacity, review the provision standard articulated in the Community Services Master Plan, and determine the need for a future indoor aquatic centre (which could contain either a 25 metre, 50 metre pool or other aquatic facility) at that time. This approach will also allow the local swim clubs to grow their memberships (currently at 164 members, 113 of whom are Milton residents), through the availability of additional swim times, to a point that is more sustainable for an elite‐level aquatic facility. The Business Plan component of this Study (to be developed in subsequent stages) will provide an indication of the costs associated with the recommended 25 metre pool as well as a 50 metre pool. This will allow Town Council to understand the financial implications associated with any decision it proceeds with in the future. Recommendations It is recommended that the Town of Milton provide a 25 metre pool at the Milton Sports Centre to meet short‐term community aquatic needs associated with population growth. This facility should also integrate leisure elements and family programming opportunities to the greatest degree possible and include family change rooms and be designed to be fully accessible. With the provision of an additional aquatic centre in Milton, the Town should continue to re‐evaluate the ability of the Milton Leisure Centre to accommodate additional leisure programming at this time. Once this pool has become operational and the Town has an opportunity to re‐examine system‐wide pool capacities, it is recommended that a subsequent process be initiated to evaluate the need for additional indoor aquatic facilities. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 52
5.4
Gymnasiums Supply A double gymnasium is provided at the Milton Leisure Centre. School gyms are also accessible to the community through a reciprocal agreement. Market Conditions A strong reliance on school gymnasiums is a common practice in many municipalities and, recently, some provincial funding has been made available to increase affordability of school‐run gymnasiums. Furthermore, the reciprocal agreement provides municipal access for all time slots not used for school activities. Local user groups, however, tend to avoid weekend use of school gyms as the rate is more than double the weekday rate (rental fees are dictated by operating costs, which are higher on weekends due to overtime rates). The Community Services Master Plan’s household survey suggests that nearly 40% of respondents would like increased access to gymnasiums. A number of user groups responding to the stakeholder questionnaire, as well as those attending the Workshops for this Study, also indicated a need for these facilities. Local user groups suggest the need for new gymnasium space for both their programming and dry‐land training opportunities, although those seeking opportunities for the latter also indicated that an indoor turf facility could meet dry‐land training needs as well. The Milton Stags Basketball Club suggests that they could regularly book 10 hours per week throughout the year at a new gymnasium without having to reduce hours at the Milton Leisure Centre where they currently play. Assessment of Need The Community Services Master Plan establishes a provision target of 1 double gymnasium per 40,000 residents. Given that the Town has now reached a population of over 87,000, the standard would support the provision of a second double gymnasium. Year 2009
2011
2016
2019 2021 (Build‐Out) Projected Population 87,045
106,899
135,882
144,624 150,207
Provision Standard 1 double gymnasium per 40,000 population Indoor Aquatic Centres Required 2.2
2.7
3.4
3.6 3.8
Existing Supply 1.0
1.0
1.0
1.0 1.0
Growth‐Related Need 1.2
1.7
2.4
2.6 2.8
According to responses from the user group survey, stakeholders provided an indication of the number of hours that they would likely book at a new gymnasium. All groups suggested that they would not have to reduce hours at the Milton Leisure Centre (if they used it), although some stated that a higher quality gym in Milton would draw them away from certain school gyms (particularly at elementary schools) or gyms in other municipalities. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 53
Table 3: Potential Weekly Utilization of a New Gymnasium User Group Potential Hrs. # of Weeks Per Week per Year Milton Girl’s Baseball Association 4 24 Milton Inter‐Church Volleyball League 4 20 Milton Minor Baseball Association 2 26 Milton Minor Hockey Association 7 30 Milton Minor Lacrosse Association 8 8 Milton Soccer Academy 10 28 Milton Sports Club 5 26 Milton Youth Soccer Club 24 40 Scouts Canada 2 Unsure Milton Stags Basketball Club 10 40 Season Leave Other Town Facilities? Unsure No No No No Unsure No No Unsure No Winter Winter Fall, Winter Fall, Winter, Spring Winter, Spring Winter Fall, Winter Fall, Winter Not stated Fall, Winter, Spring, Summer Urban Sports Club 8 33 Fall, Winter, Spring No Total Hrs. Per Week – Fall 56 Total Hrs. Per Week – Winter 82 Total Hrs. Per Week – Spring 33 Total Hrs. Per Week – Summer 10 Note: reflects responses provided through the User Group Questionnaire; other groups may book more or less time Provision of a new double gymnasium is recommended as part of the Milton Sports Centre expansion phase. Doing so would enhance and expand opportunities augmenting use of school gymnasiums and provide a venue for the Town to expand its program delivery as well as offering a venue for community‐
based opportunities. Providing a gymnasium at this location will also allow for a wide range of cross‐
programming and dry land training opportunities between users of the arena, pool, gymnastics and gym facilities. It could also be designed to provide a venue for indoor soccer targeted to younger age groups in the interim period until an indoor turf facility is provided within Milton or a surrounding municipality; this would also allow the Town to monitor demand and usage of indoor soccer programming which could provide justification prior to developing a dedicated indoor turf facility. Discussions have also been held with the Milton Springers Gymnastics Club who are presently a long‐
term tenant at the Milton Sports Centre. This group has indicated that it is operating a successful gymnastics program in this space and believe that they could accommodate even more growth if provided with additional space. Expansion of the space would best be suited by constructing an addition to the western side of the Milton Sports Centre, although the space that would be attained would not be very large without encroaching upon the adjacent drive way. Expansion of this space is only recommended if the Milton Springers Gymnastics Club is willing to provide capital contributions towards the project or are willing to renegotiate its existing lease rate in a manner that allows the Town of Milton to recoup some of the capital expenditure that would be required by such a course of action. Recommendations It is recommended that a full size (double) gymnasium be provided at the Milton Sports Centre in order to encourage a range of cross‐programming opportunities with the other facility components. Expansion of the space leased by the Milton Springers Gymnastics Club is only recommended if the Club is willing to provide capital contributions towards the project or are willing to renegotiate its existing Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 54
lease rate in a manner that allows the Town of Milton to satisfactorily recoup all of the capital expenditure that would be required by such a course of action. 5.5
Youth Space Supply While there are no municipally owned or operated youth centres, a regional organization known as Our Kids Network (OKN) has established four neighbourhood hubs across Halton Region, including one at Our Lady of Victory School in Milton. Market Conditions While there is no municipal facility dedicated solely to youth activities, the Town organizes a wide range of programming primarily out of the Milton Leisure Centre (which contains a gymnasium) and the Milton Sports Centre. If the household survey carried out as part of Destiny Milton 2 consultation process is any indication, 13% of Milton’s residents believe that additional programs for children and youth are needed to improve the Town’s quality of life. Similarly, the household survey undertaken for the Community Services Master Plan revealed that youth centres are the top infrastructure priority for respondents. Youth can be an extremely challenging market to serve due to their numerous and diversified interests, and especially in light of their declining participation in organized sports as a whole. More often than not, youth are demanding activities that: they can pursue on their own time (e.g., drop‐in); express personal identity and creativity; and contribute a sense of excitement and adventure. Design of youth spaces have become iterative processes that are adaptable, flexible, and renewable in order to respond to fast moving youth trends. For example, in many urban youth centres temporary graffiti walls (consisting of plywood) have been observed to be popular and can be readily replaced in order to encourage a new wave of this artistry. Assessment of Need As a “youth‐friendly” community, Milton has a commitment to providing youth with opportunities to play, participate and contribute to their community. The development of youth leisure space is deemed to be highly complementary to the types of activities that would be offered at the Town’s multi‐use community facilities such as the Milton Sports Centre and Milton Leisure Centre. The Milton Sports Centre is located within a newly developing residential area, which is anticipated to attract a great number of young families. This would make the facility an ideal candidate for dedicated youth space and after‐school programming, particularly if an aquatics centre and gymnasium are constructed as part of an expansion, as well as if a major skateboard park and outdoor multi‐use courts are developed as part of the Community Park development. At present, however, the Milton Sports Centre is relatively inaccessible to the majority of Milton’s youth until a time where more comprehensive transit routes are available, the trail connections (e.g. Union Gas Trail) are developed to the site and housing development surrounding the site fills out. That being said, the Milton Sports Centre is located less than a kilometre (approximately 700 metres or a ten minute walk) from Milton District High School making this site an ideal venue for after‐school programming. While incorporating a youth space at the Milton Sports Centre is also a feasible approach Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 55
from a programming standpoint, it is unlikely that the facility footprint would not be able to accommodate it at the present time without unduly encroaching upon the adjacent community park. Instead, a good opportunity to address youth‐oriented demands would be to evaluate ways in which to incorporate a youth‐oriented lounge within the Milton Leisure Centre due to the availability of the existing pool and gymnasium. Doing so is deemed to be complementary to these other facility components (i.e. the gymnasium and indoor aquatic centre) which would benefit youth‐oriented programming. Furthermore, the Milton Leisure Centre is located in an area which is deemed to be more centralized at present and thus accessible to the homes of local youth; a current youth drop‐in program is provided out of this facility and thus many youth are already familiar with this venue as a destination. It should be noted that removing the fitness centre from the Milton Leisure Centre will reduce the fiscal efficiency of this facility as the action would replace a revenue generating component with a cost item (youth space) that could be expected to be revenue‐neutral as a best case scenario. Recommendations It is recommended that the Town evaluate ways in which to accommodate a dedicated space for youth at the Milton Leisure Centre with consideration of future space being provided at the Milton Sports Centre as the population in this area fills out and the Town is better positioned to assess demand based on usage of the recommended Milton Leisure Centre space. 5.6
Children’s / Pre­School Space Supply The Town of Milton does not have any dedicated spaces at its facilities for pre‐school or children’s activities. The Town also does not own or operate any licensed child care or day care centres, rather child care facilities are provided by the local private and non‐profit sectors. For example, the non‐profit Milton Community Resource Centre is an Ontario Early Years Centre and also provides licensed child care and a nursery school, while the Bruce Trail Early Learning & Child Care Centre was recently opened. Assessment of Need Many municipalities are incorporating drop‐in child supervision areas within their leisure facilities in order to provide caregivers with an option for child care while they are using the facility. These are not licensed day care spaces, but instead are provided on a drop‐in basis to ensure that a lack of access to child supervision does not become a barrier to participation among caregivers. Furthermore, such drop‐in child supervision spaces are venues for pre‐school or childhood programming that can take place while the caregiver is present in the facility. Such program opportunities expose children of a young age to physical activities, arts and cultural opportunities, and social interaction in the multi‐use recreation facility atmosphere, which has been observed in some research to be beneficial in encouraging lifelong participation in leisure. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 56
It is recommended that as part of the Milton Sports Centre expansion, the provision of a dedicated space for drop‐in child supervision and programming services be included. This space should not be a licensed day care facility (due to the operational costs associated with such a level of service). If the Town were able to find a community partner (such as the Milton Community Resource Centre), provision of space for drop‐in child supervision and programming services should be pursued. Recommendations It is recommended that as part of the Milton Sports Centre expansion, the provision of a dedicated space for drop‐in child supervision and programming services be included ideally through a partnership. The provision of licensed child care spaces is not deemed to be complementary to the Milton Sports Centre. 5.7
Older Adult / Seniors Space Supply Located in the Timberlea Neighbourhood on the same land base as the Region of Halton’s Allendale long‐term care complex, the Milton Senior’s Activity Centre (MSAC) serves the needs of local senior citizens and is the only dedicated municipal facility for use by seniors. The Town leases this 24,000 square foot facility from the Region, with the agreement set to expire in 2010 unless renewed. The Town is responsible for the full operation of the facility as well as interior improvements. Market Conditions Aging population trends suggest that demand for seniors activities, especially wellness and active living opportunities, will increase over the long‐term. Although the aging trend is not expected to be as prevalent locally due to the growing number of families, the Town must remain cognisant of the evolving interests and demands of its older adults. The question of how to best serve the new and evolving seniors market is one that many communities are grappling with. The “new” senior is more apt to participate in physically active pursuits longer into their lives than traditional seniors and, as such, tend to engage in activities such as aerobics/yoga, swimming, and hiking more so than shuffleboard, cards, etc. The result is that the Town will have to evolve its programming and provide flexible spaces to meet the needs of both active and less active older adults and seniors by offering a range of opportunities. Assessment of Need The demand for older adult and seniors space will continue to increase as the Town’s population grows and ages. The older adult (i.e. the new senior) tends to pursue activities typically provided in modern multi‐use community centres that are more focused on providing active living opportunities. As such, both the Milton Sports Centre and the Milton Leisure Centre are ideally positioned to meet the needs of the older adult population. Discussions with representatives of local seniors organizations state that they are content with the Milton Seniors Activity Centre, largely due in part to the fact that it is within walking distance for many Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 57
of their members. They suggest that instead of developing dedicated seniors’ space at the Milton Sports Centre, a focus should be placed upon modifying existing community facilities to better meet the needs of the older adult and seniors’ population. An example would include providing warmer water aquatic facilities, such as therapeutic pools. Despite aging trends that will become apparent across the region, Milton’s population will remain fairly young with the types of residents who will constitute the majority of population growth. For this reason, it is not recommended that a dedicated older adult or seniors lounge be provided within this expansion phase of the Milton Sports Centre. Instead the focus should be on providing flexible programming spaces that can accommodate all age groups and a wide range of activity interests. For example, areas with comfortable seating (such as the lobby) and multi‐purpose rooms which are equipped with sinks and flooring suitable for arts, crafts and active living opportunities are encouraged. Recommendations The provision of a dedicated older adult or seniors space is not recommended as part of the current expansion phase of the Milton Sports Centre and instead the focus should be on providing flexible programming spaces that can accommodate all age groups and a wide range of activity interests. The Town should regularly consult with local seniors representatives and monitor use of the Milton Senior’s Activity Centre to determine the need for additional older adult and seniors’ facilities in the future. 5.8
Fitness Centres Supply The Town of Milton operates a fitness facility out of the Milton Leisure Centre that offers a 1,900 square foot weight room and cardio area along with a 1,500 square foot aerobics studio. Additionally, there are programs which utilize the gymnasium and the trail system for fitness classes. There are also a growing number of private sector fitness clubs including GoodLife Fitness, Premier Fitness, Curves, and various others. The recent entry of several private clubs has resulted in fluctuating levels of demand at the Milton Leisure Centre during the past five years. Market Conditions Trends suggest that Canadians are becoming more health conscious in light of studies revealing serious issues pertaining to obesity rates and declining levels of overall physical health. Demand for traditional types of aerobic and weight‐training fitness activities continue to be high; however, demand for new, holistic, health‐based, and specialized activities (e.g., Pilates, sport‐specific training, athletic therapy, etc.) is fast gaining popularity, especially among older adults. In fact, municipal fitness facilities were desired by nearly half of the household survey respondents. In general, the provision of fitness facilities has generally become more oriented towards the private sector, with many municipalities electing not to compete in the open market in order to avoid service duplications. Rather than investing in fitness equipment and operating such space, certain municipalities (e.g., the Town of Halton Hills) have partnered with the private sector to offer other amenities (e.g., Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 58
indoor pools) at discounted rates in exchange for community access to private clubs. Assessment of Need The provision of municipal fitness centres can fulfill strategic goals aimed at increasing physical activity, providing affordable and no‐pressure memberships. Conversely, there is generally a concern raised as to the fairness of offering fitness facilities that may be in competition with other private fitness providers. For example municipally run fitness operations can be subsidized by the general tax base and do not have to pay business taxes, thus providing a fiscal advantage to publicly run fitness operations over what is provided by the private sector. A key benefit in providing a municipal fitness facility as part of a multi‐use community centre template is access to an aquatic facility. Often the public seeks a membership in a municipally operated fitness centre as an opportunity to combine swimming with fitness services and as well as to use the centre while other family members are involved in other opportunities. Some fitness providers do not offer pools due to the cost to maintain from a capital budget perspective. The role of municipally operated fitness centres has seen success as a centre providing a range of choice in fitness development and to offer the public a practical operation without the high end amenities. This role is practical as long as the cost centre maintains a break even to a profit picture in order to offset other services, a position which is viewed as being plausible for the Town of Milton. At present, residents have a range of choices, stable operations, use of the adjoining pool (at the Milton Leisure Centre) and one‐stop shopping for other family members. It is believed that the Town should remain a provider of introductory level fitness opportunities, however, operations should remain centralized at a single location. At this time, it is suggested that the Town continue to provide fitness opportunities out of the Milton Leisure Centre. Please refer to Appendix A for a more detailed rationalization of the municipality’s involvement in fitness centres. Many new fitness/wellness‐oriented community centres are incorporating indoor walking/running tracks into their design. Generally these tracks are provided around an ice rink, gymnasium, indoor turf field or integrated into a fitness training club. Indoor tracks offer a year round venue for walking or jogging, which are activities that tend to be the most popular due to the fact that they are low cost, offer a level of physical activity that can be pursued by virtually all residents, and is a drop‐in facility that responds well to time pressures. This amenity is believed to be an ideal complement to many of the facilities existing and being proposed at the Milton Sports Centre and as such, it is recommended that an indoor track be included in the expansion. Ideally, the surface would be rubberized (or similar surface that is forgiving to impact) and contain a minimum of three lanes. Through the public workshops, a demand was expressed for squash/racquetball courts, as there was a suggestion that approximately 50 residents regularly travel out of town to access this level of service. Racquet sports (e.g., squash, racquetball, tennis, etc.) can be incorporated into fitness centres; however, this tends to be largely a private sector practice. Trends indicate that squash is a popular fitness activity but it is not attracting a high number of younger players and it is unclear whether demand will persist into the future. Bookings of squash courts generally peaks in the winter months but decline significantly in the summer, suggesting the seasonal nature of the sport may not be best suited as part of a municipal community facility. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 59
The Community Services Master Plan recommends that the Town should refrain from providing racquet courts at present time as it appears the sport is well served through the private sector which can more readily adjust its pricing points in response to uncertain demands for the facilities. While operational costs associated with squash courts tends to be relatively low, these facilities are not deemed to be the most efficient use of space per user due to their size and ability to only accommodate two participants in the area. Furthermore, there would have to be a demonstrated need of at least 400 players to justify the space in order to book 228 “player hours” (i.e. 2 squash courts per hour per week based on 114 prime time hours at the two courts). As such, the provision of squash courts is not recommended as part of the Milton Sports Centre expansion at this time, particularly given the space constraints associated with the facility footprint, as previously articulated. The only instance in which the Town should explore the provision of squash courts is if a club is willing take responsibility and accountability to manage the courts, offer lessons and introductory opportunity as well as organizing league play and competitions (much like the agreements with the local tennis clubs). Recommendations It is recommended that a fitness studio (no fitness training equipment) be provided as part of the Milton Sports Centre expansion for the purposes of active living, wellness programming and/or dry‐land training opportunities. It is recommended that an indoor track be included as part of the Milton Sports Centre expansion as this facility is deemed to be highly complementary to other facility components and its ability to respond to physical activity needs of a broad range of residents. Such a facility should be incorporated as part of an ice pad, gymnasium and/or fitness centre design at the Milton Sports Centre, and should contain a minimum of three lanes to allow casual walking and jogging simultaneously. 5.9
Multi­Purpose Community Activity Spaces Supply There are a number of multi‐purpose community activity and gathering spaces distributed across Milton. Specifically at the Milton Sports Centre, there is a large banquet room, two moderately sized meeting rooms and two small meeting rooms. Market Conditions The provision of multi‐purpose community and meeting areas is generally incorporated into facility design due to their ability to host a wide range of programs and opportunities ranging from meetings, gatherings, municipal programs, etc. The community as a whole benefits from having well distributed multi‐purpose program space as it provides local residents with flexible, well maintained and competitively priced full‐service facilities (as compared to private facilities such as hotels, social clubs, etc.) for a variety of gatherings, celebrations and meetings. This space is equally essential to the delivery of community programs directly provided by the Community Services Department and other organizations including local senior’s groups, minor sports, cultural groups, etc. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 60
Through discussions with the public and stakeholders, these spaces were not identified as being a high priority need except that they are viewed as complementary to a multi‐purpose/multi‐generational facility. Certain users expressed the need for office space within multi‐use community centres. Assessment of Need Population growth, age and other changing demographic indicators, as well as current utilization, program participation rates and survey results are important indicators of need, and have been considered in the assessment of need. Usage trends are likely to continue to increase over time requiring additional venues for the delivery of municipal and non‐municipal programs and services. While maximizing existing community spaces to accommodate a wider variety of uses is a preferred approach to providing the public with access to new multi‐purpose community and activity space, it is recommended that multi‐purpose community space be included as part of the Milton Sports Centre expansion due to the complementary nature of such spaces and their flexibility to adapt to changing demands, etc. Consideration of the abilities and limitations of existing meeting/program space at the facility should be considered when designing new spaces. Such space could be outfitted with access to multi‐media stations and internet/phone connections in order to attract corporate bookings and ensure that the space is as flexible as possible. The ideal size of such space would be somewhere in between the size of the facility’s existing meeting rooms and banquet room in order to accommodate arts, cultural, children’s and sport specific activities. Recommendations It is recommended that multi‐purpose community and municipal activity space is included as part of the Milton Sports Centre expansion. 5.10 Indoor Turf Facilities Supply The Town of Milton does not presently own or operate an indoor turf facility that is typically used by sports such as indoor soccer, football and lacrosse. The closest indoor turf facilities are located in Acton, Burlington, Oakville and Mississauga. Market Conditions Indoor soccer is a sport growing in popularity and demand can be expected to increase locally if regional trends are any indication. Local soccer organizations suggest that a large proportion of their membership participate in indoor soccer, a number which could be even greater if provided with an indoor turf facility locally. Municipalities are increasingly entering into the realm of providing indoor turf facilities due to the significant growth in indoor soccer. While once traditionally a private sector venture, indoor turf is now generally available in most municipalities with over 100,000 residents and demand within the GTA remains strong with some smaller municipalities developing these facilities as well (e.g. New Tecumseth, Halton Hills, Clarington, etc.). More and more municipalities are funding and operating indoor soccer facilities with or without some level of financial or management assistance from local soccer organizations. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 61
In some of these cases, the operation of the facilities is entirely funded by a non‐profit third party (and is, therefore, self‐sufficient), while the capital and land can consist of a mixture of municipal and community funding; examples of this include sports domes in Aurora and Barrie. While some advocate playing indoor soccer in a gymnasium, observations and discussions with soccer providers suggest that this is not the ideal venue due to the risk of injury, particularly with older or more competitive players. Assessment of Need Milton is rapidly approaching the 100,000 population threshold that is generally deemed to be sufficient to warrant an indoor turf facility. Local soccer organizations indicate that nearly 1,000 members train during the winter months, and the groups are certain that number could grow by at least 50% if provided with access to a local indoor turf facility. Other sporting groups in attendance at the public and stakeholder workshops suggest that they would benefit from access to an indoor turf facility as well. According to responses from the user group survey, stakeholders provided an indication of the number of hours that they would likely book at a new indoor turf facility. Given that there are no indoor turf facilities in Milton, the only bookings that would likely be reduced would be at the Milton Leisure Centre gymnasium. Table 4: Potential Weekly Utilization of a New Indoor Turf Facility User Group Potential Hrs. # of Weeks Season Per Week per Year Milton Coaches F.C. 4 28 Fall, Winter, Spring Milton Girl’s Baseball Association 4 24 Winter Milton Minor Lacrosse Association 8 8 Winter, Spring Milton Soccer Academy 16 28 Winter Milton Youth Soccer Club 50 40 Fall, Winter Total Hrs. Per Week – Fall 54 Total Hrs. Per Week – Winter 82 Total Hrs. Per Week – Spring 12 Total Hrs. Per Week – Summer 0 Note: reflects responses provided through the User Group Questionnaire; other groups may book more or less time In addition to the responses provided above, it is likely that the significant adult market for indoor field sports will contribute to potential usage. In fact, adult bookings constitute a major portion of utilization and revenue accrued for many indoor field houses in other municipalities. For example, there are numerous outdoor adult soccer leagues in Milton, some of which cap the number of teams in their leagues, who would likely generate considerable usage of an indoor turf venue. While it would appear that an indoor turf facility would be a feasible endeavour in Milton, assuming that an appropriate mix of public and community‐based resources would contribute to its operation, it is believed that such a facility would not fit at the Milton Sports Centre site without unduly encroaching on other elements of the adjacent Community Park, as well as entailing an even larger parking lot footprint. As such an indoor turf facility is not recommended at the Milton Sports Centre as part of the expansion phase, nor is it believed that a stand‐alone field house is appropriate within the Community Park. This conclusion is reached despite the concept plans that have already been generated for the park that illustrate a fit within the park setting. We are concerned that this facility combined with the recommended facility expansion components for the MSC along with the desired flexible outdoor park Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 62
space would be overwhelming to the Community Park and be further impacted negatively by the need for even more parking to service all such components. The Town, however, should undertake a process with interested community stakeholder groups to evaluate alternative locations for an indoor turf facility. Ideally, it would be located in a multi‐sports field complex to create a hub for field sports in Milton; for example, a potential Community Park within the Business Park 2 lands is viewed as a plausible site. The facility, if developed (on or off site), should contain a field that can be partitioned into sections to allow multiple uses simultaneously and contain amenities such as appropriate viewing areas, washrooms and change rooms, concessions and storage at a minimum. Any new indoor turf facilities could be developed in partnership with local user groups who could contribute some capital and ongoing operational resources to the facility. Recommendations An indoor turf facility is not recommended at the Milton Sports Centre due to space and parking constraints that would be incurred at the present site. The Town should commence a process to determine the feasibility and location of a future indoor turf facility elsewhere in Milton. Any future investment in indoor turf could involve a community partner(s) who would contribute capital and ongoing operational resources to the facility. 5.11 Arts & Cultural Spaces Supply There are a number of public and community‐based spaces in which arts and cultural activities take place throughout the Town of Milton. Market Conditions The provision of spaces that encourage participation in the arts are seen as a key component in developing infrastructure required for ‘Creative Cities’. There is a belief among some in the Town’s creative industries that arts and cultural opportunities are not as well developed in Milton as those for sports and recreation. Given the growth of Milton’s population and its ensuing diversity of interests, it is reasonable to expect an increased demand for arts and cultural services. Assessment of Need It is believed that the Town of Milton could assist in meeting some of the arts and cultural needs at the Milton Sports Centre site by ensuring that multi‐purpose community and program spaces (as proposed in previous pages) be designed in a manner that can accommodate such activities. This may simply consist of providing sinks, storage areas, and appropriate lighting and acoustics to encourage arts‐based activities. Arts and cultural space within the Milton Sports Centre should support community‐based introductory type programs in a complementary fashion to new Arts and Entertainment Centre that is being built. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 63
Recommendations The Town should ensure that any or all multi‐purpose community and program spaces included as part of the Milton Sports Centre expansion phase be designed in a manner that can accommodate a range of smaller‐scale arts and cultural program opportunities. 5.12 Leasable Tenant & Administrative Space Increasingly, the provision of leasable tenant space is being incorporated into the design of municipal leisure facilities to provide complementary services to users while offering a cost recovery mechanism for the municipality. For example, spaces for retail (e.g. apparel, food and beverage, etc.), healthcare (e.g. massage, physiotherapy, etc.) and community outreach (e.g. social services, child care, etc.) have been found to be successful in multi‐use recreation complex operations. Any space leased to an external entity should ensure that the service being delivered is congruent with municipal policy and philosophy, enhances the “user experience, and considers the benefit that such a service would deliver to facility patrons and the community at large. Certain facilities have also incorporated support spaces for key user groups, such as minor sports. Locally, numerous user groups have indicated a desire for office and storage space to provide a centralized hub for their operations. The demand for office space is largely driven by some group’s inability to secure an affordable permanent location for administrative tasks, while storage space is generally preferred by groups to avoid transporting equipment after each use. Any such support spaces within a municipal facility, however, should be revenue‐neutral at a minimum as they come at a cost to the municipality, thus a rental fee should be charged for office and/or larger storage areas. Options to rent support spaces may consist of a lease agreement or pay‐per‐use, at a minimum, to offset costs associated with the provision and maintenance of the space. Recommendations The provision of leasable spaces for tenants, for purposes such as retail, delivery of services, administration and/or storage could be considered as part of the overall facility design if space and budget permits. The nature of agreements and cost recovery will have to be determined on a case‐by‐
case basis depending upon the user of the space, the services that they offer, and the net benefits provided to the community. Space for major user groups could be considered on a partnership basis. 5.13 Summary of Recommendations This Section has provided an analysis of potential indoor facility components that are deemed to be required for the Milton Sports Centre expansion phase. Based upon these analyses, the following core recreation facility components are recommended as part of the Milton Sports Centre expansion: •
•
•
•
•
Two new NHL size ice pads with seating appropriate for community‐level programs (approximately 250‐500 people); A 25 metre, 6 to 8 lane pool with integrated leisure components; A full size double gymnasium; An indoor walking/jogging track; Multi‐purpose community and activity space; and Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 64
•
Leasable tenant and support space at a minimum for major user groups. Pending subsequent business planning and concept design tasks, the following secondary recreation facility components may be considered as part of the Milton Sports Centre expansion although discussion with Town staff will assist in determining opportunities that may exist to convert and/or modify existing spaces at the Milton Leisure Centre: •
•
Fitness centre with training club; and Dedicated youth space. The provision of dedicated seniors space and an indoor turf facility are not envisioned as part of the expansion, however, it is recommended that the Town evaluate alternative locations for these spaces given constraints associated with the existing site and parking constraints at the Milton Sports Centre and adjacent community park. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 65
Section 6: Preliminary Concept & Business Plan Assumptions The Sports Centre Expansion Project is to include a business plan identifying the revenue and cost implications of the facilities and services recommended for the expanded Complex. The business plan is to be based on the Town’s current pricing and operating profile, project the likely use profiles of the facility elements and provide a financial pro forma for a five year period. Several issues that could influence certain facility decisions have arisen during the research and consultation phase of the project. Staff have requested that the consultants supplement the business plan information with comments on: •
Preparing a preliminary concept for the expansion with associated capital costs of construction; •
potential partnerships with outside organizations with particular attention being paid to Wilfred Laurier University and the YMCA; •
the comparative merits and drawbacks of a 50 metre pool compared to the 25 metre leisure aquatic complex; and •
the Town’s future in the delivery of fitness facilities and services. These issues are discussed in the following sections. The consultant’s advice and suggestions related to these issues frame both the facility recommendations and the accompanying business plan. 6.1
Preliminary Concept MJM Architects has produced a preliminary concept for the proposed Milton Sports Centre expansion; it should be noted that the Architects are concurrently working on a separate design initiative for the Milton Sports Centre which will produce a more refined concept plan and capital cost estimates. As such, the concept and capital cost data articulated in this Report is considered to be preliminary, subject to change and should be considered as being for informational purposes at this point in time. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 66
Figure 4: Preliminary Concept Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 67
6.2
Construction Cost Estimate A.W. Hooker Associates prepared construction cost estimates based on a space requirements program of approximately 156,000 square feet gross floor area. The estimated costs are as follows. •
•
•
Building Construction Cost Site Development Cost Construction Cost $37,435,000 $4,020,000 $41,455,000 These figures are for the base program that includes the Administration and Public areas, Multi‐Purpose spaces, the Aquatic Centre (Option #1), Gymnasium, Arenas (including walking track), and Site Development. Separate costs were included for a Fitness Centre, additions to the Gymnastics Centre, and the 50 M pool ‐ Option #2 of the Aquatic Centre – without a recreation pool component. The 50 metre pool space program and construction cost estimate have been amended to include a Recreation pool with the 50 metre tank, to make it comparable to Option #1, which is a Recreation pool with a second 25 metre tank. The construction cost of the 50 metre option with Recreation pool (area = 43,225 ft2) is estimated at $15,771,000, compared with $8,578,000 for the 25 metre in Option #1. At this point in the project development, these costs are estimated conservatively. They include built‐in contingencies in the calculation of space requirements and in the estimated unit rate costs. To arrive at a Project Cost estimate, an allowance to include construction contingency and soft costs (fees, expenses, furnishings, equipment and escalation) should be identified. We would recommend a ratio of 15% of the Construction Cost be added for Soft Costs / Contingencies. Project Cost Summary Component Option #1 Option #2 Admin & Public Areas $ 2,378,000 $ 2,378,000 Multi‐Purpose Space $ 2,503,000 $ 2,503,000 Aquatic Centre $ 13,751,000 $ 15,771,000 Gymnasium $ 4,375,000 $ 4,375,000 Arenas $ 14,428,000 $ 14,428,000 Site Development $ 4,020,000 $ 4,020,000 Construction Totals $41,455,000 $43,475,000 Project Cost $47,673,250 $49,996,250 (Incl Soft Costs @ 15%) Current construction cost estimates are subject to higher risks than normal. Availability of building materials like steel, zinc, and copper has experienced large fluctuations; recessionary trends have slowed construction activity; government stimulus programs are expected to lead to shortages in qualified builders; and oil prices continue to bounce. Because of these risk factors, an accurate expectation of final costs can only be made when a design is complete and a contract is signed with a qualified builder. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 68
Through the concurrent Design‐Build process being undertaken for the Milton Sports Centre expansion, capital numbers and concept will be further reviewed and modified as necessary (to reconcile with the Town’s budget) during the next stage of the facility’s expansion process. Furthermore, operating budgets associated with revised concept designs will need to be adjusted accordingly based upon the final facility design. 6.3
Potential Partnerships The YMCA Presence in Milton ‐ Through a relationship that it has developed with the Halton District and Halton Catholic School Boards, the YMCA currently provides nine school age programs in Milton. The YMCA also operates a 75 space childcare centre and organizes the Milton Summer Camp that annually attracts 300 children. Additionally, about 2,000 children from across Halton Region attend the Y’s Kelso and Milton summer camps. General Background ‐ The YMCA of Greater Toronto is governed by a 15 member Board of Directors responsible for establishing the organization’s strategic direction and for ensuring that the YMCA remains true to its mandate and guiding principles. The YMCA focuses on three types of community services: •
Child, Youth and Family – licensed childcare centres, after school programs, nursery schools, Family Development Centres, Early Years Centres, summer camps and discovery camps. •
Health, Fitness and Recreation – YMCA facilities offering a range of health and wellness services. •
Employment and Community – training centres, employment workshops, job postings, youth outreach and interventions, newcomer services, settlement services, literacy services, housing for youth, etc. The YMCA operates eight Health, Fitness and Recreation Centres in the Greater Toronto Area. While in each case the Y has entered into a partnership with the municipality, the capital investment (including land) provided by local government varies between jurisdictions. Each Centre is run by a General Manager who reports to YMCA officials at head office in Toronto. An Advisory Committee, usually involving representatives from stakeholder groups, local council and the recreation department provide ongoing input and advice to the General Manager. The YMCA is becoming more strategic in the manner in which it “targets” communities for facility development. Recently, the YMCA has worked with Environics to produce a social modeling framework that identifies the typical characteristics of individuals that have a propensity for joining a YMCA or for utilizing YMCA services. Communities with demographic characteristics that parallel the output of the social modeling exercise and that are currently not served by a YMCA are targeted for future development. Milton is one such community. The YMCA’s business model has been overhauled in recent years. Health, Fitness and Recreation Centres are now fully inclusive, family oriented facilities that are accessed by community members on a Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 69
membership fee basis. Although non‐members have the ability to use the facilities or programs on a pay‐as‐you‐go basis, the vast majority of YMCA users are members. The organization makes every effort to keep membership fees affordable. On average, a family can be a member of a Y for approximately $100 per month. Fees for membership to larger facilities such as Markham, Mississauga and Brampton are more expensive than fees for smaller facilities. Furthermore, fees would be influenced by market conditions as well as the relative affluence of the community in which the Y is located. Typical Development Approach ‐ The partnership structures between the YMCA and local governments are tailored to the circumstances of the community in which the Y is to be located. The eight YMCAs in the GTA are facilities that are owned and operated by the Y. The capital cost of these facilities was shared between the YMCA and local government plus monies generated through fund raising efforts. Throughout Canada, the YMCA operates health and wellness centres that are within multi‐purpose buildings that also provide other municipal recreation services, healthcare services, libraries, retail outlets, etc. (Hamilton). As is the case in certain circumstances (Calgary), the YMCA would also consider being a tenant in the building. Although not always the case in the past, the organization’s go‐forward preference would be to only entertain operating agreements for facilities that have been designed and constructed with YMCA oversight and/or input. Furthermore, the YMCA of Greater Toronto would only be interested in operating agreements for facilities with management needs that match the organizations strengths. Consequently, it is very unlikely the YMCA would entertain a contract involving arenas, stand‐alone fitness centres, small community centres, etc. In this regard, YMCA officials were less interested in the notion of a management contract for Leisure Centre then in a partnership for the development of a new health, fitness and recreation facility. The YMCA’s typical development cycle is normally completed over an 18 to 24 month period. This would include market research, negotiating an acceptable agreement for the local jurisdiction, facility design, fund raising, membership pre‐sales, construction, etc. Summary – throughout Ontario, several municipalities have partnered with the YMCA for the development and operations of community serving facilities. The benefits to the local jurisdiction generally include a reduction in the capital contribution required of the municipality and operating cost avoidance. Guaranteed public access to these facilities and the type of programs/services that are required of the YMCA are customized to meet the needs of the local community. The initial interview and a follow‐up conversation with YMCA representatives confirmed that a partnership for the expanded Sports Centre would not be possible. This is because the facility elements proposed for the Sports Centre expansion coupled with the aggressive development schedule would be inconsistent with the Y’s requirements. However, the YMCA remains interested in future municipal developments within Milton having characteristics that match the organization’s needs. As such, YMCA representatives intend to remain in contact with municipal staff to ensure that projects with partnership potential can be identified early in the development process. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 70
To be clear, the YMCA is definitely interested in exploring future development opportunities with the Town related to a project that would include a Health, Fitness and Recreation Centre similar to the concept that the Y has developed in other municipal locations. Wilfrid Laurier University The University’s Expansion Plans ‐ Limited by the site constraints of its Waterloo campus, Wilfrid Laurier intends to pursue its future growth through the development of satellite campuses. In 1999, the University opened its Laurier‐Brantford campus that began with 39 students. Over the past decade, the campus has grown to accommodate over 1,000 fulltime students who are enrolled in a number of course disciplines. The University would like to duplicate this successful approach by developing another satellite campus in Milton. Universities of the Future ‐ The Laurier President envisions that universities of the future will provide students with an integrated learning experience that combines academic, social and life skill education that is housed in multi‐purpose facilities and landscapes. In Laurier’s case, future developments will maintain the University’s “small campus feel” and sense of community that have made it an appealing choice for students from across Canada. Recent studies conducted by the Ministry of Education suggest that throughout Canada, the number of students vying for space at post secondary institutions will begin to decline in 2014. It is anticipated that there will be a recovery in the number of potential university students by 2024. However, most students travel no further than 150 kilometres from their home to attend a university. Therefore, the population and demographic makeup of communities dictate the amount of post secondary school demand that will arise from specific jurisdictions. Laurier officials believe that population growth and the demographic makeup of Milton would suggest that there will be increasing numbers of potential students in the area to at least 2035. Potential Facilities in Milton ‐ Recreation facilities and supporting amenities would be important elements of a satellite campus in Milton. University officials report that at a minimum these facilities would include gymnasia, sports fields, fitness centre, recreational features such as a climbing wall and possibly a swimming pool. Facility elements would expand in accordance with the curriculum focus that is chosen for the campus. For example, more extensive facilities would be provided should the campus be related to the Department of Kinesiology. The University could also explore opportunities to ease current facility use stresses at its Waterloo campus by relocating certain uses to satellites. For example, should the Milton campus provide a 50 metre swimming pool, the University might consider relocating its swim team there. Convenient student access to recreation facilities is important to Laurier officials. Consequently, it is likely that facilities that would be reasonable partnership candidates would be located on the University campus. Facilities that are accessible by public transit or that are “drive to” type facilities would be less appealing. Municipal/University Partnerships ‐ Community use of university recreation facilities is commonplace, especially in cases when the facilities lend themselves to multiple simultaneous users. For example, 60% of the users of Laurier’s current 50M pool are from the general community. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 71
Creative relationships between post secondary school institutions, municipalities and outside entities are becoming more popular. For example, Laurier and Brantford are currently in discussions with the YMCA to explore the potential of a three party agreement for a new recreation facility. Another creative example is Arizona State University that has built a senior’s residence that can be integrated into its Department of Gerontology. The need for partnerships in the development of university based recreation facilities is generally driven by the fact that Ministry of Education only contributes capital or operating funds to facilities that accommodate curriculum based activities. Consequently, the cost to develop and operate recreation and sport facilities must be born through fund raising, special programs, philanthropy and revenue generated through the tenants, user group rentals and general pay‐as‐you‐go user. Development Cycle ‐ Laurier is currently in the planning phases of its Milton campus. Assuming that provincial funding becomes available, ground could be broken on the satellite campus by the spring of 2011. This would mean that the first group of students could be attending classes by 2013. The University would plan to grow the size of the campus in three phases to a total maximum student population of 7,500. Summary – There would seem to be reasonable merit for a partnership between Milton and Wilfrid Laurier for the development of recreation facilities that would be available for community use. Unfortunately, the University’s timing for the development of its satellite campus does not line up with the schedule of the Sports Centre expansion project. However, the Town should maintain lines of communication with the University so that the potential of a partnership can be explored as the plans for the Milton satellite campus crystallize. The Town should continue its role on the Facilities Planning Committee with Wilfrid Laurier University. Additional Partnership Opportunities Several municipalities have developed creative relationships with outside entities in order to expand the type or quality of services provided at public recreation facilities or to produce additional income to the project. Typically, these relationships revolve around facilities or services that are synergistic to the “core business” of the facility. Not‐for‐profit‐groups such as gymnastics or soccer clubs have partnered with municipalities to supplement arena or pool developments with complementary sport facilities that expand the use of the original project (e.g. Milton, Mississauga, Oakville, etc.). Typically, the groups contribute some capital funds and/or commit to repaying the capital cost of the space that has been built for their specific purposes. Additionally, the groups agree to pay for common area maintenance and other recoverable charges. Contractors sometimes provide services that might otherwise have been provided by municipal staff. These types of relationships are often developed for food and beverage, concessions or retail services where the skill sets of qualified contractors can help to improve the financial performance of the operation. Several recently developed public projects have created tenant spaces that have been leased to independent operators to augment the facilities or services that are provided by the municipality. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 72
Fitness clubs, physiotherapy clinics, high performance athlete training facilities, and specialized training centres (such as goalie schools and skating labs) have been incorporated into municipal and other public developments in Mississauga, Hamilton, Markham, etc. Summary – The Sport Centre could benefit from the addition of supplementary services that could be provided by project partners or tenants. The Town could consider the development of space that would be leased to community groups or private enterprise based upon the financial and service benefits that the relationship would provide to the project. The Town’s partnership framework should be employed to determine the most appropriate partners and relationships. 6.4
What to Include: A 50 Metre or 25 Metre Pool? Background Over the past several years there has been considerable debate about the availability of a long course, 50 metre swimming pool to serve the competitive requirements of swimmers in Southern Ontario. The Ontario Aquatic Sports Council was recently formed to advocate and strategize for equitable distribution and development of competitive and community long course pools in Ontario. Although in its infancy, funding has been approved to develop an action plan to further 50 metre pool development in the province. In January 2008, the municipalities of Milton, Oakville, and Mississauga (MOM) discussed undertaking a joint study for a Regional High Performance Facility. Given demand expressed by swim clubs for the development of long course competitive facilities, Milton, Mississauga and Oakville joined forces to study the implications of a 50 metre pool facility to serve regional aquatic requirements. The regional concept seemed reasonable given the substantial capital and operating costs associated with long course competitive facilities. The study process involved public consultation, stakeholder input, trend tracking, concept development, capital cost estimates and operating cost analysis. In the spring of 2008, the province of Ontario initiated plans to prepare a bid for the Greater Golden Horseshoe (GGA) to host the 2015 Pan Am Games. The bid process involved the development of a venue plan that identified facilities capable of accommodating competitive and training needs of each of the Games sports. The three participating municipalities were buoyed by the fact that the regional pool was included as one of the potential venues for the Games. Consequently, if the GGA was successful in its bid, the regional pool would receive capital funding assistance from senior levels of government. In early 2009, the MOM joint study concluded that there was insufficient community benefit to be derived from the shared pool concept to justify the significant capital cost and operating expense associated with the facility. The study’s authors recommended that the three municipalities continue to monitor the aquatic needs arising from within their jurisdictions to determine if and when market conditions might improve to the extent that the viability of a 50 metre pool project could be re‐
addressed. The final report also suggested that the municipalities work with and support their swim clubs and where possible reasonably accommodate their facility and program requirements in new or reconfigured aquatic facilities. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 73
The findings of the regional pool study were presented to Milton Council in May 2009. Council heard that if three municipalities with the combined population of nearly one million people could not justify a 50 metre pool, it would be very unlikely that the Town could support such a significant facility on its own. Finally, criteria was provided that should be considered for future joint/shared facilities of this type. Council also heard that should the GGH be successful in its Pan Am Games bid, four new 50 metre pools would be constructed in the Greater Toronto Area – it was noted at this time that the consultants for the Milton Sports Centre expansion would consider a Milton option as part of their study process. The most significant development would be the competitive pool complex that is planned for the Scarborough University of Toronto campus, which would include two 50 metre tanks plus substantial spectator seating. The other two Pan Am Games venues would be in Hamilton and Markham. From a sport development perspective, a dramatic rise in the number of local 50 metre pools would be a welcomed improvement. However, there would also be downsides to the development. To date, we are unaware of any comprehensive and statistically valid studies identifying the demand for competition venues to accommodate swimming competitions. But clearly, with the number of GTA based 50 metre pools more than doubling, it is quite possible that pool operators would have difficulty attracting sufficient meets and competitions to satisfactory generate revenue streams normally associated with this important type of pool use. Certainly, it is likely that all national competitions (held in Ontario) and provincial meets would be hosted at the competitive complex in Scarborough. However, the larger unanswered question is “are there enough smaller competitive events such as club meets, etc. to fill the significant amount of time that would be available in the regional inventory of 50 metre pools that would be left after the Games”. Milton’s Current Aquatic Situation As discussed in the Status Two Report, the Town’s Community Services Master Plan endorses a service level of one indoor aquatic centre per 35,000 residents. In view of the fact that Milton grew to more than 87,000 residents in 2009, it is reasonable to suggest that the Town could now support a new pool. The Town’s current aquatic facility at the Milton Leisure Centre is comprised of two pools that accommodate a host of organized programs and individual uses. Aquatic instruction and several varieties of recreational swimming sessions (family, early bird, leisure/length, Masters, Club 55, etc.) dominate each pools’ program schedule. Aquatic enthusiasts also have the opportunity to participate in aqua fitness, aqua leadership training and therapeutic programs and the Town’s swim teams rent lanes for training. Various community groups rent the pool to provide their own programs while individuals rent the pool facilities for family gatherings, birthday parties and special events. Almost all of the Leisure Centre pool’s time slots are scheduled for one of the preceding uses, and according to staff, the pools are operating above their “comfortable capacity”. Staff report that adding new programs or expanding the amount of time allocated to existing programs would begin to erode the quality of programs and services enjoyed by aquatic patrons. Furthermore, general amenities that support pool users such as locker rooms and viewing areas would be additionally stressed by the increased traffic created by additional patrons. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 74
Given that the existing pool is currently operating at about 110% capacity, staff plan to relocate a certain number of existing programs to the new venue once a second Town aquatic centre is developed. For example, it is likely that at least 25% of the current lesson program would be transferred to the new pool. It is also very likely that program growth or emerging programs would either be located at the new facility or that time would be freed up at the Leisure Centre by moving current uses to the new pool at the Sport Centre. Aquatic Facility and Participation Trends The following aquatic facility and participation trends have been considered in recommendations for a new pool at the Milton Sports Centre. Swimming: A Favoured Activity for People of All Ages Swimming has consistently been identified as a favoured recreation activity for people of all ages, ranking in the top 5 activities for adults according to the Canadian Institute for Fitness and Lifestyle Activity Monitor Series (2000) and as the number one activity for children, ages 5 to 17. Swim Canada promotes swimming as a “cradle to the grave” sport and the trend data supports that Canadians of all ages are using aquatic facilities for a range of activities. Swimming lessons are the primary market for most indoor pools. In many cases, participation begins to level off at around age 10 and decreases fairly dramatically at 13. Swimming participation declines with age, however, there is no age group that does not swim. Recreational swimming (non‐structured, drop‐in swimming) is the fastest growing segment of indoor pool usage. Within Ontario, aquatic disciplines report stability or slight growth in participation (1% ‐ 2%) although across Canada the growth is closer to 5%. One potential reason for this difference in participation in that Ontario’s growth is limited by a lack of pool facilities12. The Evolution of Pool Design Most pools twenty years or older are 25‐yard or 25‐metre rectangular tanks. Pool design continues to evolve with the newest templates revolving around the multi‐purpose pool concept, which can accommodate traditional programs associated with a conventional competitive pool (e.g., lessons, laps, deep‐water aqua fitness, competitive swimming, etc.) with the entertainment/fun elements of a leisure pool. The most successful indoor aquatic centres include a variety of features that are designed to accommodate all ages and abilities, with an increasing emphasis on the needs of the aging population and those seeking active living opportunities. Municipal pools generate their highest revenues from instructional programs; which can be accommodated in both lane and leisure pool designs. However, while more expensive to operate, leisure pools attract more recreational swimmers and generate more revenue than rectangular pools. Recreational Swimming Pools as Entertainment Facilities With the advent of the leisure pool has come a new class of aquatic user − those who come for entertainment, not just lessons, programs or fitness. Beginning in the late 1980s, municipalities began to develop the leisure pool, featuring zero depth access, waterslides, water toys and usually higher water temperatures. This type of pool is now commonplace in municipal pools across the province. Although indoor pool use traditionally peaks during the winter months (particularly post‐Christmas), the emergence of the leisure pool concept has helped to increase the usage of aquatic facilities year‐round. 12
Ontario Aquatic Facilities Needs Analysis and Strategy. Aquatic Federation of Canada, 2007.
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 75
The chief attribute of the leisure pool is the ability to accommodate a larger number of bathers than the rectangular pool. The leisure pool suits recreational swimming (particularly amongst children), learn to swim programs, and aquatic therapy, but has not been highly popular with competitive aquatic clubs. Therapeutic Uses With the aging of the population has come an increased demand for therapeutic pools and programs aimed at rehabilitation and low‐impact exercise. As health professionals are predicting joint replacement to be a “growth industry” in the future, this is a component of pool usage that will likely continue to grow. Exercise programs such as aqua fitness and water aerobics are an increasingly significant component of aquatic participation and a therapeutic pool; characterized by its warmer water temperature, shallower depth, and smaller size – can be used for some of these activities. Competitive Swimming Swim Ontario has indicated that enrolment in their organization has been relatively stable for several years, with approximately 10,000 swimmers under the age of 18 registered in 133 affiliated clubs across the Province. Participation in competitive swimming declines significantly at age 13. According to Swim Ontario, the major obstacle the sport faces is the lack of suitable facilities as the trend towards developing leisure pools has not been one that addresses the needs of competitive swimmers. A pool used for competitions requires a higher number of lanes (at least 6 lanes, preferably 8 lanes), and while a 25‐metre length pool is adequate, a 50‐metre length pool is preferred. There are fewer than one dozen municipal 50‐metre (Olympic) pools in Ontario, including one in Hamilton (at McMaster University). Diving, Masters Swimming, Water Polo, and Synchronized Swimming are specialized competitive activities that have undergone modest growth in the past few years at a Province‐wide level. These activities all have specific pool requirements, which is generally at least a 25‐metre (or larger) rectangular pool. Future Aquatic Demand According to information provided by the Department, the aquatic instruction program offered at the Leisure Centre serviced almost 6,400 registrants in 2008. Wait list information suggests that approximately 12% more registrants would have participated in lesson programs but could not, due to lack of available capacity. Taking into account both active registrants and those on the waiting list, the total lesson demand in 2008 was approximately 7,200 registrants. The vast majority of aquatic lesson registrants are children and youth. Comparing the total 2008 swim lesson demand to the number of children and youth in the under 19 year age cohorts reveals that Department can expect to receive about one registration for swim lessons for every four of the Town’s children and youth population. Assuming that this sign‐up rate remains relatively constant for the foreseeable future, registration in Milton’s aquatic instruction program can be expected to climb in direct proportion to the growth in the number of children and youth residing in the Town. The following chart illustrates this projection. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 76
Projected Demand for Aquatic Instruction (Registrations)
14,000
12,501
12,110
12,000
10,983
9,756
12,081
11,614
10,000
10,262
8,000
7,168
9,053
2008
2009
6,000
4,000
2,000
0
2010
2011
2012
2013
2014
2015
2016
Year over year, recreational swimming is one of the most popular activities in Canada. People of all ages enjoy swimming lengths or just splashing around with family members. Also, swimming is an individual activity that participants can engage in at their own rate and schedule. This helps to alleviate some of the “time crunch” pressures that prevent people from participating in activities of choice. The 2006 household survey conducted for the Milton Community Services Master Plan identified swimming as the third most popular activity among respondents and over half of the sample reported that the Town needed a new indoor pool. The Leisure Centre participation statistics reveal that approximately 95,000 individuals participated in some form of recreational or lane swimming in 2008. This level of participation is equivalent to approximately 1.22 recreational swim occasions per population. If the swim occasion per population ratio were to remain constant into the future, the Department could expect that recreational swimming would climb in proportion to the Town’s population growth. The following chart provides an illustration of this growth. Projected Demand for Recreational and Rental Swims (Participants)
180,000
165,776
153,899
160,000
139,575
140,000
160,206
147,592
119,021
120,000
130,417
94,938
100,000
106,195
80,000
60,000
40,000
20,000
0
2008
2009
2010
2011
2012
2013
2014
2015
2016
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 77
The pools at the Leisure Centre have been operating at or above capacity during prime time hours for several years. It is therefore reasonable to assume that the lack of available pool time and program capacity could have jaded Milton residents’ desire to pursue aquatic instruction or to participate in recreational swimming. In other words, if additional aquatic capacity was available in the Town’s system, Milton residents might be more inclined to register for lessons, swim more frequently or to look for aquatic program currently not offered by Milton. Consequently, the preceding instruction registration and recreational swimming demand projections may be conservative. The aquatic facilities recommended for the Sports Centre expansion would include a rectangular 25 metre, 8 lane tank complemented by a leisure pool. This configuration would offer a significant degree of program flexibility and would facilitate simultaneous multiple uses by different segments of the population. Furthermore, the dual tank concept would allow for different water temperatures in each body of water. This creates the ideal situation to offer warm water for young age group lessons, hydro therapeutic modalities, programs appealing to an older population, etc. These program advantages would be made possible without any negative impact on lane swimmers, swim clubs, etc. that generally enjoy cooler water temperatures. Currently there is latent demand for aquatic instruction and recreational swim opportunities in Milton. An aquatic centre that has been recommended for the Sports Centre expansion would be able to accommodate this existing demand as well as increased demand caused by population growth to about 2016. However, it would be unreasonable to expect that a new pool at the Sports Centre would be immediately filled to capacity. In fact, as is the case in most new aquatic facility developments, it will take the Department some time to ramp up its programming to the extent that the pool is fully occupied. Rationale for the Recommended Aquatic Complex Local swim clubs have expressed a strong preference that the Town’s new aquatic complex should be a 50 metre facility. The clubs have undertaken their own investigations to support their claim that a long course facility would be capable of accommodating community requirements while serving the needs of competitive swimmers. Club representatives point to pools in other communities such as London, Ontario and Kelowna, British Columbia of examples where a mix of program opportunities is available to local residents in 50 metre tank configurations. Compared to other similar jurisdictions in Canada, Ontario and specifically Southern Ontario is underserved in terms of the provision of 50 metre pools. The province has a limited capacity to host large scale meets and there are fewer than optimum training opportunities for competitive swimmers. There would likely be very little opposition by any recreation professionals in the province to the notion that Ontario requires more competitive long course pools. However, while municipalities are seen as responsible for providing sport training opportunities consistent with the Long Term Athlete Development Model (LTAD) and the Community Recreation Policy, elected officials and municipal recreation departments do not necessarily see it as their role to build or fund the operation of facilities Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 78
capable of hosting competitions beyond the local level.13 Indeed, the mandate of municipal recreation departments related to the provision of 50 metre pools has attracted increasingly more attention as capital and operating budgets are constrained and as the number of competing financial priorities mounts. This model does point to gaps on the funding side for facilities of all types to meet the needs outlined in the LTAD. The following table provides a snapshot of the operating and programming merits and drawbacks of a 25 metre leisure pool compared to 50 metre competitive long course facility. Merits 25 Metre Leisure 50 Metre Competitive
• Appealing for recreational swimming • Appealing for competitive training • Adaptable for simultaneous programming • Appealing for deep water training • Length swimming can be accommodated • Appealing for length swimming • Control water temperatures in each separate • Ability to serve scuba, synchro, water polo tank • Adaptable for long or short course training • Play features appealing to youth • Ability to host certain swim meets • Accessibility aided by zero depth entry • Revenue generating potential from • Warmer water for Therapeutic Aqua fitness neighbouring municipalities wanting to classes and programs catering to arthritis, rent space for long course meets. fibromyalgia, etc. • Potential to attract and train high performance athletes to the swim club. • Segment programs in separate tanks • Swim meets generate revenue for swim • Attractive for private rentals and special events
clubs to offset expenses • Able to service larger number / sector of residents simultaneously with minimal impact • Suitable for a variety of aquatic programs but with limitations noted below on all groups • Sound migration can be mitigated with proper sound insulation on walls, distance b/w tanks and complimentary programming. • Able to service older adults, disabled, pre‐
school, etc….wider diversity of population can utilize facility • Ability to offset negative net revenue (affiliated rentals, recreation swims) with positive net revenue (swim lessons, private rental) programs and services. • Ability to consider alternative water disinfecting systems such as UV and/or Salt. • Main tank can host swim/synchro/waterpolo practice and meets if # of lanes and depths are adequate for each sport. • Multi program ability (swim lessons w/therapy and recreational swim all at same time) • May allow for rotating shut down for repairs 13
Ontario Aquatic Needs Analysis and Strategy, PERC and The Sutcliffe Group Inc. July 2007.
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 79
Drawbacks 25 Metre Leisure 50 Metre Competitive
• Limited ability to host swim meets • Limited accessibility for seniors, disabled, therapy, etc. • Noise migration during simultaneous use • Swim meets / affiliated rentals generate • Free form pools play features and water a net loss for municipality as these slides require more lifeguards to safely rentals are subsidized by the tax base supervise and meet regulations. • Limited recreational swimming appeal (unless leisure pool added top complex – additional cost) • Limited control over water temperature • Noise migration during simultaneous use • Limited ability to program outside of sports, aquavit and length swimming. • Limited swim lesson potential for younger participants (<6 years) due to water temperature. • Servicing small percentage of Milton residents based on current competitive sport registrations and projected growth. • Increased Operating cost – no real ability to cover cost of operations unless sport clubs agree to pay full hourly operating cost • With only ONE 50 M tank, cannot host National, International meets due to requirements of having a warm up and warm down pool – only Provincial and regional meets can be hosted. • Capital expenditure, and reserve / replacement fund higher than a 25 meter / leisure pool. Aquatic facilities of any type are expensive to build ‐ capital costs of pools can be as much as double the cost to build dry land facilities. Pool operating costs are also disproportionate to other types of recreation facilities largely because of the staff and utility costs associated with aquatic facilities. As mentioned earlier, the Town participated in the regional pool study which examined all operating and financial issues associated with a 50 metre complex to serve the aquatic requirements of Milton, Mississauga and Oakville. The concept for the regional pool involved a long course competitive tank supplemented by a 25 metre leisure facility accommodated in a standalone structure of approximately 100,000 square feet. The budget projections associated with the regional pool concept were developed taking into account the needs and financial interests of the three municipalities. Given that Mississauga would have been picking up 2/3 operating cost, the pool’s use profile and staffing approach were based Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 80
upon Mississauga’s operating model. Staff wages, personnel deployment, etc. were not tested against what might be the case in Milton. As importantly, the regional pool was to serve the needs of the aquatic clubs from the three municipalities. Therefore, the business plan contemplated that the 50 metre tank would be almost entirely allocated to club training and competitions. The plan did not anticipate that lessons, recreational swims and other typical uses of a 50 metre pool would be accommodated in the long course tank. This meant that the revenue stream for the 50 M pool was quite low compared to a traditional operating model. The regional pool concept was much different than what would be the case if Milton were to build a 50 metre pool as part of the Sports Centre expansion. Therefore, the budget that was presented as part of the regional pool study cannot be meaningfully compared to financial projections included in this business plan. The costs to operate pools are largely related to the size of the facility and the amount of water contained within the tank(s). These two variables have the most influence on staffing (guarding) and utility costs. Unfortunately, many pools are part of multi‐purpose recreation facilities and it is therefore difficult to isolate these costs from utility and personnel charges of a larger complex. Also, many municipalities allocate utilities, repairs and maintenance costs, management and administration expenses and other significant cost items to other departments. Therefore, the actual costs to operate municipal pools are often difficult to compare due to variations in accounting methodologies. For all the reasons discussed in the earlier discussion, if Milton was to build the 50 metre pool, the development would most certainly include a leisure component and likely a therapeutic element. The consultants have prepared a comparison budget to demonstrate revenue and operating cost differences between a 25 metre competitive pool with a separate leisure and therapeutic concept and a 50 metre long course complex that also includes a leisure and therapeutic tank. The comparison budget is based upon the following assumptions. •
The pool enclosure, locker rooms and support amenities of both 25M facility would be 39,219 square feet while the long course facility would be 68,536 square feet. •
The combined surface area of the leisure tanks would be 7,900 square feet whereas the surface area of competition pool would be 13,800 square feet. •
Revenue projections for lessons and recreational swimming are based upon the projected market demand in Milton and are therefore similar for both concepts, however, due to the cooler water temperatures in the long course tank, the number of children and youth lesson registrants has been reduced by 10%. •
The size of the 50M long course facility would allow more pool rentals by aquatic clubs etc. than would be possible in the leisure pool concept. However, as is the case in other communities with 50M pools, subsidized rental rates offered to aquatic organizations would limit revenue arising from club rentals. •
Payroll costs consider only aquatic personnel and do not include management, administration or other staff required for the larger complex. •
Utility costs are based on the volume of water contained within each tank. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 81
A summary of the comparison budget is presented in the following table. 25M Competitive 50M Competitive Pool Plus Leisure and Pool Plus Leisure and Therapeutic Tanks
Therapeutic Tanks Lessons $331,500
$298,350 Recreation Swim $165,065
$165,065 Rentals $106,183
$110,000 Leadership $27,250
$30,000 Total Revenue $629,998
$603,415 Staff $578,698
$ 700,000 Utilities $281,2500
$ 585,000 Operations $42,8000
$50,000 Total Expenses $902,748
$1,335,000 Net Cost $272,750
$ 731,585 Note: The preceding financial information related to a 50 metre pool has been tested against comparable facilities such as the London’s Canada Games Aquatic Centre. As demonstrated in the preceding table, a leisure pool concept would require an annual subsidy equivalent to approximately $7.08 per square foot of pool enclosure. By comparison, the 50 metre complex inclusive of the elements necessary to serve broad community requirements would require an annual subsidy equivalent to $19.00 per square foot of pool enclosure. The rationale for the consultant’s recommendation that a 25 metre leisure pool concept be included as part of the Sports Centre expansion project is based on: •
•
•
the leisure pool provides more community programming advantages than the 50m concept; there is less cost liability and subsidy requirement associated with the 25m facility; and impact of increased parking requirements on the Community Park is reduced with the 25m pool. It is noteworthy that changing market conditions or other contributing circumstances may cause the Town to conduct another review of the need for and financial implications of developing a 50M pool. This supplementary review may be warranted especially if the 50M pool project were to be in conjunction with the Milton Education Village, the YMCA or the Town’s next Community Centre (e.g. Sherwood Community Centre). 6.5
Draft Financial Projections The facility components that have been recommended for the Milton Sports Centre expansion include: •
•
•
•
•
•
•
two new NHL size ice surfaces; an aquatic complex including a 25 metre leisure tank and a therapy pool; two multi‐purpose rooms and a studio; a double gymnasium; indoor walking track; space for drop‐in early childhood programming; and new administration and public areas. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 82
In combination, these recommended facilities will more than double the size of the existing Milton Sports Centre. As well as identifying the required community facilities, this Study is to provide guidance regarding the operating and financial implications of the redeveloped Milton Sports Centre. The following subsections provide background information, financial analysis and the revenue and cost projections for the expanded facility. Mirroring Current Operating Profile The Town has experience in operating facilities that are consistent with the new features that are recommended for the Milton Sports Centre expansion. The pool and gymnasium at the Milton Leisure Centre are similar in size and target market to the proposed new elements for the expansion and the new ice surfaces will complement two existing rinks at the Milton Sports Centre. Staff have confirmed that the elements that are new to the Milton Sports Centre will have an operating profile that is similar to the manner in which companion facilities are currently operated. The financial projections for the new Sports Centre are based upon current performance of counterpart facilities operated by the Town. To establish performance metrics, the consultants analyzed the operations of the Leisure Centre and the Sports Centre. This analysis focused on overriding operating strategies, staff deployment approaches, program and scheduling mixes, program registration levels, pricing, as well as revenue production and costs levels of each facility. As possible, the metrics were categorized and grouped such that they could be applied to particular program areas – i.e. aquatics, active living, ice facilities, etc. These metrics were then used as the basis to estimate the financial projections for each business or service unit at the expanded Centre. Business Units In developing the financial forecasts for the expanded Sports Centre, program areas were divided into six business units. 1. Facility Management, Administration and General Maintenance Services – management and administrative staff responsible for the overall facility as well as utility and operating costs that are associated with common areas. This business unit also includes revenues generated from the merchandise sales, tenant rent (the gymnastics club, Milton Minor Hockey, etc.) and cost recoveries from the tenants. 2. Arena Services – all revenue and cost items associated with the four ice rinks. 3. Aquatic Services – all revenue and costs associated with water‐based activities and programs available in the new leisure and therapeutic pools. 4. Active Living Services and Camps– all revenue and costs associated with structured programs and other general physical activity and fitness uses of the gymnasium, multi‐purpose rooms, and studio. This unit also includes all costs and revenues associated with the delivery of a full camps program similar to the current program offered at the Leisure Centre. It is noted that camps are offered at the Milton Sports Centre at present. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 83
5. Rental Services – all revenue and costs associated with rentals of the multi‐purpose rooms for banquets and meetings. 6. Concession Services –revenue and costs related to food and beverage services including vending. As mentioned, the operating performance of comparable facilities has been used as the basis for estimating revenue and costs associated with each business unit. Where necessary, certain assumptions have been “normalized” based on industry standards or site specific considerations. Standardized assumptions that have been utilized in the development of financial forecasts for each business unit are as follows. •
Staff benefits are calculated at 24% for full time staff and 13% for part‐time staff. •
Utility costs are based on $2.50 per square foot of applicable facility space (not including the utility calculation for the arenas or swimming pool). •
The Town’s prevailing fee policy has been utilized for the first year’s revenue projections for each service area. •
Rates and fees have been increased 3% per year in accordance with customary Town policy. • Costs have been increased 2% a year to account for inflation. Note: In the following sections, staff that are associated with each service area are included in the payroll expense projection for the related business unit. This approach has been taken to identify the direct program delivery cost for each of the six service areas. For further clarity, the entire proposed staff complement of the expanded Sports Complex and the projected first year’s annual payroll cost of full operation is presented in Appendix B. Facility Management, Administration and General Maintenance Services In its expanded form, the Sports Centre will be the most significant recreation facility operated by the Town. The magnitude of the operations calls for a change in the management structure of the existing Centre and in increase in the number of full and part time staff. Remaining consistent with the Department’s current financial practices, Supervisor’s labour costs are allocated to the facility management and administration service area. Payroll costs have been estimated based upon the staff complement and the associated compensation rates that are presented the following table. Position Compensation Manager $100,000
Aquatic Supervisor $56,000
Active Living Supervisor $56,000
Operations Supervisor $60,000
Lead Hand $56,000
Customer Service Supervisor $56,000
Administration Assistant II $40,000
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 84
Position Part Time Facility Maintenance Personnel (2 FTE’s)
Receptionists (4.75 FTE’s based on Current MSC Schedule) Compensation $10.00 per Hour $15.00 per hour The following assumptions have been used to estimate the general administration costs for the expanded Complex. •
The Complex would operate 52 weeks per year. •
The reception desk would be staffed 190 hours per week representing part time staff coverage of 4.75 FTE’s. •
80 weekly hours of part‐time maintenance coverage, representing 2 FTE’s. •
Grounds maintenance, facility contracts and cleaning and general administration costs are based on the current operations and escalated to reflect the larger facility. •
Supplies and operating costs associated with the common areas are projected at two times existing expense levels taking into account the doubling of common area space. •
Insurance expense was supplied by the Town’s Finance Department. •
Facility revenue (exclusive of the arena operations and program services) is based on the Town’s existing relationships with its tenants as well as miscellaneous revenue that is consistent with current performance, adjusted to reflect the larger operation. The following table provides a five year cost projection for the facility management, administration and general maintenance of the expanded Complex. YR1
YR2
YR3
YR4
YR5
Expenses
Labour
Utilities (lobby/lounge areas)
Grounds Maintenance
Facility Contracts and Cleaning
Materials and Supplies
Administration Expense
(courier, postage, etc.)
Insurance
$
$
$
$
$
740,234
30,875
83,000
136,000
75,000
$
$
$
$
$
755,039
31,493
84,660
138,720
76,500
$
$
$
$
$
770,139
32,122
86,353
141,494
78,030
$
$
$
$
$
785,542
32,765
88,080
144,324
79,591
$
$
$
$
$
801,253
33,420
89,842
147,211
81,182
$
$
33,000
15,000
$
$
33,660
15,300
$
$
34,333
15,606
$
$
35,020
15,918
$
$
35,720
16,236
Total Expense
$
850,229
$
867,234
$
884,578
$
902,270
$
920,315
Utility Recovery
Tenant Rents
Misc. Revenue
$
$
$
20,000
162,000
25,000
$
$
$
20,400
162,000
25,500
$
$
$
20,808
162,000
26,010
$
$
$
21,224
162,000
26,530
$
$
$
21,649
162,000
27,061
Total Revenue
$
207,000
$
207,900
$
208,818
$
209,754
$
210,709
Net Cost
$ 1,383,463
Revenue
$ 1,414,372
$ 1,445,900
$ 1,478,058
$ 1,510,859
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 85
Arenas It is assumed that the two new ice pads would operate on the same basis as existing rinks at the Sports Centre. Ice would be allocated based upon existing use profiles, ice rates would conform to the Town’s pricing policy and staff deployment would reflect existing practices. Based upon discussions with staff, we have assumed that all four sheets of ice would be fully utilized beginning in the first year of operation. Other assumptions that have been used in the arena financial forecasts are listed below. •
At capacity, the four sheets would be fully rented as follows: 6,381 hours to affiliated groups at a subsidized ice rate; 1,967 hours to private users at the standard ice rental rate; 350 non‐prime time hours; and 75 hours for reciprocal school use. The most significant difference between the projected use of the new pads and the existing rinks would be that the new facilities would not offer summer ice. •
Ice programs such as shinny etc. would generate revenue about 50% more than existing levels. •
Board advertising would be about twice as much as is currently generated by the two ice pads at the Sports Centre. •
Recreational skating would generate about 50% more net revenue than existing levels. •
Floor rent from “dry‐land” users (lacrosse, ball hockey, etc.) would be generated during the summer season •
It is estimated that the staff complement would grow to 9 operators, each earning an annual salary of $44,500. •
Part time maintenance wage costs are based on $10.00 per hour and are based on coverage of 160 hours per week which would be the equivalent of 4 FTE’s. •
Part time labour costs related to recreational skating are based on the number of staff required to cover the hours allocated to public skates. •
Utilities are projected at twice existing levels – which is consistent with industry averages for quad pad rink facilities. •
Other operating costs have been allocated to the General Facility business unit to remain consistent with current financial reporting protocols. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 86
The following table provides a five year cost projection for the arena business unit of the expanded Complex. YR1
Expenses
Operators
PT Arena
Maintenance
Coverage
PT Recreation Skating
Coverage
Employee Benefits
Total Labour
Utilities
Total
YR2
YR3
YR4
YR5
$
400,500
$
408,510
$
416,680
$
425,014
$
433,514
$
83,200
$
84,864
$
86,561
$
88,293
$
90,058
$
$
$
$
50,000
113,436
647,136
460,000
$
$
$
$
51,000
115,705
660,079
469,200
$
$
$
$
52,020
118,019
673,280
478,584
$
$
$
$
53,060
120,379
686,746
488,156
$
$
$
$
54,122
122,787
700,481
497,919
$ 1,107,136
$ 1,129,279
$ 1,151,864
$ 1,174,902
$ 1,198,400
Revenue
Affiliated Hours
Standard Hours
Non Prime Hours
Reciprocal Agreement
Hours
$ 1,021,000
$ 410,999
$
52,150
$ 1,051,630
$ 423,328
$
53,715
$ 1,083,179
$ 436,028
$
55,326
$ 1,115,674
$ 449,109
$
56,986
$ 1,149,144
$ 462,582
$
58,695
$
$
$
$
$
Total Rented Ice
$ 1,494,799
$ 1,539,642
$ 1,585,832
$ 1,633,407
$ 1,682,409
Programs
Advertising
Recreational Skating
Floor Rental
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
Total
$ 1,698,449
$ 1,751,243
$ 1,804,708
$ 1,860,807
$ 1,917,619
Net Income
$
$
$
$
$
10,650
55,000
48,000
67,000
33,650
591,313
10,970
56,650
49,440
69,010
36,501
621,965
11,299
58,350
50,923
71,080
38,523
652,843
11,638
60,100
52,451
73,213
41,637
685,906
11,987
61,903
54,024
75,409
43,874
719,220
Aquatic Centre Lesson registrations and recreational swim activity has been based upon the use profile and local demand levels described earlier in this report. It is therefore anticipated that the pool will not reach capacity utilization until its fourth year of operation. The other assumptions used in producing the financial forecasts are based upon the operating profile, pricing policies, staff deployment strategies, etc. of the Leisure Centre yet have been customized to reflect the uniqueness of the operation at the Sports Centre. Specifically, these assumptions are as follows. •
The instructional and recreational swim programs would be staffed by a complement of part time guards and instructors earning an average wage of $14.00 per hour. •
The pool would be maintained by 4 full time operators earning an average of $44,500 per year. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 87
•
Guard coverage for pool rentals has been estimated based on the current requirement at the Leisure Centre, adjusted to reflect the number of rentals anticipated for the new aquatic centre. •
Utility costs are based upon $12.00 per square foot of pool enclosure and $2.50 per square foot of supporting area and change room space, which is somewhat more than the current comparable expenses at the Leisure Centre, but consistent with industry standards. •
Lesson registrations will begin at 5,100 in the first year’s operations growing to 6,000 registrants by the fourth year of operation. •
The pool will attract approximately 94,300 recreational swimmers in the first year growing to 111,000 in year four of operation. •
Pool rentals and party estimates are based upon current rental patterns and have been adjusted to reflect the growth in participation over the first few years of operation. The following table illustrates the staff costs associated with operating the pool. YR1
Recreation Swim
Guards
Aquatic Instructors
Operators
PT Pool Rental Life
Guards
Leadership
Training
Employee Benefits
Total
YR2
YR3
YR4
YR5
$
$
$
142,943
114,240
178,000
$
$
$
151,351
120,960
181,560
$
$
$
159,760
127,680
185,191
$
$
$
168,168
134,400
188,895
$
$
$
168,168
134,400
192,673
$
$
$
$
$
39,312
10,300
10,000
83,903
578,698
$
$
$
$
$
40,098
10,506
10,200
86,879
601,555
$
$
$
$
$
40,900
10,716
10,404
89,876
624,527
$
$
$
$
$
41,718
10,930
10,612
92,893
647,616
$
$
$
$
$
42,553
11,149
10,824
93,964
653,731
The following table provides a five year cost projection for the Aquatic Centre business unit of the expanded Complex. Expenditures
YR1
YR2
YR3
YR4
YR5
Staff
Utilities
Supplies
$
$
$
578,698
281,250
42,800
$
$
$
601,555
286,875
43,656
$
$
$
624,527
292,613
44,529
$
$
$
647,616
298,465
45,420
$
$
$
653,731
304,434
46,328
Total Expenses
$
902,748
$
932,086
$
961,668
$
991,501
$ 1,004,493
Recreational Swim
Lessons
Leadership
Pool Rentals/Parties
$
$
$
$
165,065
331,500
27,250
106,183
$
$
$
$
180,018
361,530
28,068
109,368
$
$
$
$
195,719
393,063
28,910
112,649
$
$
$
$
212,201
426,164
29,777
116,029
$
$
$
$
218,567
438,948
30,670
119,510
Total Revenue
$
629,998
$
678,983
$
730,342
$
784,170
$
807,695
Net Cost
$
272,751
$
253,102
$
231,327
$
207,331
$
196,798
Revenue
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 88
Active Living Services and Camps As described in the fitness section of this report, the Town has successfully developed a wide reaching active living concept that attracts program participants and people who are interested in engaging in individual exercise or wellness activities. While an equipment based fitness facility has not been recommended to be part of the Sports Centre expansion, the delivery of a full range of active living services including fitness classes at the redeveloped Centre would build on the successful model that has evolved at the Leisure Centre. The Active Living Coordinator who would work with a group of part time instructors and programmers to deliver a host of dry land programs including, group exercise classes, yoga, stretch training, core development. Aqua fit classes – which are becoming more popular with all age groups – would also be included in the active living program mix. Although the gymnasium would be rented to user groups in the same fashion that occurs of the Leisure Centre, active living programs such as programs, leagues and special events would schedule in this important facility component. Similar to the assumptions utilized in the aquatic centre, it is anticipated that active living services would require time to reach full capacity participation levels. Consequently, it is anticipated that year one utilization will be approximately 85% of capacity climbing to 100% by year five. It is anticipated that the camps program will reflect the comparable program currently offered at the Leisure Centre. The other assumptions that have been used to project the financial performance of the Active Living Services and Camps business unit are as follows. •
Annual program registrations (general interest programs and group exercise classes) will begin at 2,780 registrants in year one and growing to 3,275 registrants in year five. •
Annual aqua fitness registrants will begin at 340 in year one and grow to 400 in year five. •
The gymnasium will be rented to user groups on 1,020 occasions in year one and rentals would grow to 1,200 in year five. •
Supply costs are based on an annual expenditure of $25,000. The following chart provides a snapshot of the projected staffing costs associated with the delivery of active living services and a complete camps program. YR1
Active Living
Instructors/Programmers
Camps Staff
Employee Benefits
Total
$
$
$
$
128,600
95,000
29,068
252,668
YR2
$
$
$
$
131,172
96,900
29,649
257,721
YR3
$
$
$
$
133,795
98,838
30,242
262,876
YR4
$
$
$
$
136,471
100,815
30,847
268,133
YR5
$
$
$
$
139,201
102,831
31,464
273,496
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 89
The following table provides a five year cost projection for the Active Living business unit of the expanded Complex. Expenditures
YR1
YR2
YR3
YR4
YR5
Staff
Utilities
Supplies
$
$
$
252,668
61,575
25,000
$
$
$
257,721
62,807
25,500
$
$
$
262,876
64,063
26,010
$
$
$
268,133
65,344
26,530
$
$
$
273,496
66,651
27,061
Total Costs
$
339,243
$
346,028
$
352,948
$
360,007
$
367,208
Active Living and
Fitness Programs
Child Care
Aqua fit
Gymnasium
Camps
$
$
$
$
$
167,025
1,700
40,800
51,000
145,000
$
$
$
$
$
182,156
1,800
44,496
55,620
149,350
$
$
$
$
$
198,044
1,900
48,377
60,471
153,831
$
$
$
$
$
214,721
2,000
52,451
65,564
158,445
$
$
$
$
$
221,162
2,000
54,024
67,531
163,199
Total Revenue
$
405,525
$
433,422
$
462,622
$
493,181
$
507,916
Net Income
$
66,282
$
87,394
$
109,674
$
133,173
$
140,709
Revenue
Rentals When not in use for active living programs, the multi‐purpose space will be rented to community groups and individual residents for banquets, meetings and other types of get‐togethers. This type of rental program is typically quite popular as affordable meeting space is generally in short supply in Milton. The following assumptions have been utilized in projecting the financial performance of the rental business unit. •
The large multi‐purpose room will be popular for banquets and sizable gatherings and will produce revenues approximately equivalent to existing banquet revenue at the Sports Centre. •
Meeting room rent has been projected based upon an average of 5 rentals per week (with a rental representing a 3 hour block of time). •
Approximately 20 hours per week (.5 FTE’s) of part time labour and a wage rate of $10.00 per hour will be required to set up and tear down equipment (tables and chairs, etc.) required for meetings and banquets. •
A supply budget of $500 per month has been applied to this business unit. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 90
The following table provides a five year cost projection for the rental business unit of the expanded Complex. Expenditures
YR1
YR2
YR3
YR4
YR5
Staff
Utilities
Supplies
$
$
$
11,300
24,700
6,000
$
$
$
11,526
25,194
6,120
$
$
$
11,757
25,698
6,242
$
$
$
11,992
26,212
6,367
$
$
$
12,231
26,736
6,495
Total Costs
$
42,000
$
42,840
$
43,697
$
44,571
$
45,462
Room Rent
Banquet Room Rent
$
$
17,550
99,000
$
$
18,077
101,970
$
$
18,619
105,029
$
$
19,177
108,180
$
$
19,753
111,425
Total Revenue
$
116,550
$
120,047
$
123,648
$
127,357
$
131,178
Net Income
$
74,550
$
77,207
$
79,951
$
82,787
$
85,716
Revenue
Concessions Currently, gross sales at the Sports Centre concession is approximately $145,000. The redevelopment of the Centre will double of the number of ice surfaces and add a new major aquatic centre which, in combination will increase the building’s foot traffic by a factor of three. Therefore, it is anticipated that concession sales will grow accordingly ‐ to approximately $260,4000 in annual gross sales in year one and almost $300,000 by the fifth year of operations. Current cost ratio performance of the Sports Centre concession – which are staff costs of 53% of gross sales and supply costs of 40% of gross sales – have been applied to calculate the net revenue expected from the new concession. The following table presents the forecasted concession costs and revenues based on the preceding assumptions. Expenditures
YR1
YR2
YR3
YR4
YR5
Staff
Supplies
$
$
148,400
112,000
$
$
152,852
115,360
$
$
157,438
118,821
$
$
162,161
122,385
$
$
167,026
126,057
TOTAL COSTS
$
260,400
$
268,212
$
276,258
$
284,546
$
293,082
Sales
$
280,000
$
288,400
$
297,052
$
305,964
$
315,142
Net Income
$
19,600
$
20,188
$
20,794
$
21,417
$
22,060
Revenue
The combined operations of all business units in the expanded Milton Sports Centre would produce first‐year operating subsidy requirements of about $427,000. Increased program registration coupled Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 91
with fee increases would help to reduce the subsidy to about $223,000 by the end of the fifth year of operation. It is noteworthy that the Town generally includes an allocation in the operating budgets of recently developed buildings to cover debt services (interest and principal repayment) as well as a preset transfer to reserves for future capital repairs to the facility. These allocated amounts are derived as a function of the capital cost of construction of the new facility. Therefore, until such time as a firm construction cost is determined, it is not possible for the Town’s Finance Department to provide guidance regarding the magnitude of the debt service and reserves allocation for the expanded Centre. For the information of the reader, the combined current allocation in the Sports Centre’s budget for these items amounts to $235,370 per annum. If this amount were to double on account of the capital cost to expand the Centre, the annual subsidy requirement would rise by more than $470,000. For demonstration purposes only, this amount has been added to the following table that illustrates the projected consolidated financial position of the expanded Sports Centre. The total subsidy requirement for the expanded Centre could be more or less than the following projections, depending on the capital cost of the expansion and the resultant adjustments to the debt service and reserve transfers amounts. The following table presents the consolidated financial projections for the entire expanded Sports Centre facility. YR1
YR2
YR3
YR4
YR5
Expenses
Management Staff
Facility Maintenance and
Administration
Arena
Pool
Active Living
Room Rentals
Concessions
$ 850,229
$ 1,107,136
$ 902,748
$ 339,243
$
42,000
$ 260,400
$ 867,234
$ 1,129,279
$ 932,086
$ 346,028
$
42,840
$ 268,212
$ 884,578
$ 1,151,864
$ 961,668
$ 352,948
$
43,697
$ 276,258
$ 902,270
$ 1,174,902
$ 991,501
$ 360,007
$
44,571
$ 284,546
$ 920,315
$ 1,198,400
$ 1,004,493
$ 367,208
$
45,462
$ 293,082
Total
$ 3,764,636
$ 3,853,816
$ 3,944,515
$ 4,036,767
$ 4,113,509
Revenue
Facility
Arena
Pool
Active Living
Room Rentals
Concessions
$ 207,000
$ 1,698,449
$ 629,998
$ 405,525
$ 116,550
$ 280,000
$ 207,900
$ 1,751,243
$ 678,983
$ 433,422
$ 120,047
$ 288,400
$ 208,818
$ 1,804,708
$ 730,342
$ 462,622
$ 123,648
$ 297,052
$ 209,754
$ 1,860,807
$ 784,170
$ 493,181
$ 127,357
$ 305,964
$ 210,709
$ 1,917,619
$ 807,695
$ 507,916
$ 131,178
$ 315,142
Total
$ 3,337,521
$ 3,479,995
$ 3,627,190
$ 3,781,233
$ 3,890,261
Net Cost
$
427,115
$
373,821
$
317,325
$
255,533
$
223,249
Possible Debt Service
and Transfers to
Reserves
$
470,740
$
470,740
$
470,740
$
470,740
$
470,740
$
262,880
$
268,138
$
273,500
$
278,970
$
284,550
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 92
Total Net Subsidy
Requirement
$
897,855
$
844,561
$
788,065
$
726,273
$
693,989
It should be noted that municipal decisions associated with adjustments to pricing, policies, programs, schedules, staffing levels etc. could either positively or negatively influence the facility’s operating performance. Furthermore, levels of program registrations, rental patterns and user group needs could be influenced by changes in market conditions caused by an acceleration or deceleration in population growth, demographic shifts in the community’s profile or other unknown circumstances. Therefore, the projections in this business plan should be accepted as reasonable estimates based upon current market conditions and prevailing municipal service delivery practices. A number of factors could change between now and when the expanded Centre would begin operations (likely in 2012). Therefore, it is recommended that in preparing the budget for the expanded facility, staff re‐examine and as necessary adjust the business and operating assumptions that underpin the financial projections presented herein. It is possible therefore that the eventual operating budget for the expanded Centre would differ from the estimated contained in this business plan. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 93
Appendix A: The Future of Fitness Question Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 94
Since the second phase of the Milton Leisure Centre was opened in 1993, the Town of Milton has operated a fitness facility from within this facility. The fitness centre’s training room provides free weights, resistance strength conditioning machines and cardiovascular fitness equipment. The centre also offers a group exercise studio and a gymnasium. Members of the public can purchase a membership to the facility, register for programs or buy passes that provide access to the facilities and programs. There is no doubt that the Town has an important role to play in providing leadership, education, programs and services that help Milton’s citizenry adopt and maintain healthy and active lifestyles. It is now well known that physical inactivity is the single most important factor contributing to ill health and preventable chronic disease. Research shows that physical activity and sport participation play a key role in improving physical and mental health, preventing disease, disability and premature death. There are recent alarming statistical reminders regarding the prevalence and impact of obesity in Canada. In July 2005, Statistics Canada released data showing an estimated 65% of men and 54% of women in Canada were either overweight or obese. The data also reported that obesity rates in children almost tripled between 1978 (3%) and 2004 (8%). According to Canada’s Report Card on Physical Activity for Children and Youth (2006), less than half of Canada’s children meet the minimum daily physical activity requirements to support basic healthy growth and development.14 Milton is developing a Physical Activity Plan that builds on the Town’s strategic mandate of promoting healthy living and ensuring that appropriate physical activity opportunities are available and accessible to Milton residents. The Plan also details the resources, roles and responsibilities of community groups, the education sector, Public Health and private enterprise in striving to improve the Milton’s health and wellness status, and support the previously approved Halton Blueprint For Action. Although the Town’s role in promoting physical activity is clear, staff and elected officials have recently questioned the rationale of operating a full service fitness centre when other similar private sector facilities have become available in Milton. To help deal with these concerns, staff have requested that the consultants provide input and direction regarding the Town’s future strategic focus for the delivery of fitness services. The following sections provide relevant background information, an examination of Milton’s fitness centre’s operating performance and the consultant’s recommendation. Pertinent Industry Information The International Health, Racquet and Sportsclub Association (IHRSA) is a non‐profit trade organization serving the world wide health, recreation and fitness industry. IHRSA is the leading source of industry specific information in terms of operating profiles, market considerations, penetration rates and other important data germane to the success or failure of a fitness operation. Although IHRSA focuses on private sector businesses, experience has shown that its research is also relevant to recreation and leisure facilities in the not‐for‐profit and public sectors. Furthermore, combining IHRSA’s data with information from the Canadian Fitness and Lifestyle Institute and Statistics Canada’s Canadian Health Survey illustrates the necessary ingredients for a successful fitness venture regardless of the sector within which it operates. Information from a recent a research project involving 14
Town of Milton Physical Activity Plan, May 2009.
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 95
25 municipal fitness centres in nine municipalities in the GTA provides useful insights into Milton’s operating performance. Fitness Membership Trends For more than a decade the fitness industry has experienced remarkable growth. From the late 1990s to the early 2000s, average year over year membership levels increased by an average of approximately 10% per year. Even during the recession of 2001 and 2002, the industry experienced an average membership growth rate of about 5%. However, over the past three years this torrid rate of growth seems to have been tempered. In 2005 and 2006, the industry’s membership growth rate was relatively flat despite a very robust economy. In 2007, total memberships across the industry declined by approximately 3% ‐ the first net decline in fitness memberships since the early eighties. It is important to recognize that this downward trend in membership levels began long before the current economic crisis. Fitness Facility Member Growth
36%
40%
35%
30%
25%
20%
16%
15%
8%
10%
9%
5%
3%
3%
5%
0%
0%
-3%
-5%
1995
2000
2001
2002
2003
2004
2005
2006
2007
Age Factors In 2007, 90% of all memberships to organized recreation, leisure, wellness and fitness facilities were purchased by adults over 18 years of age. While the number of younger members is growing in some organizations (such as YMCAs), most frequently “junior members” are enrolled by their parents who participate at the same facility. According to IHRSA, contrary to popular stereotypes that portray many health and leisure operations as catering to the young and ultra fit client, nearly 60% of all North American members are now over the age of 35. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 96
Members by Age 2005 and 2007
100%
19%
20%
24%
39%
34%
90%
80%
70%
33%
60%
35 - 54
50%
40%
55+
18 - 34
36%
30%
Under 18
31%
33%
10%
9%
20%
10%
12%
0%
2005
2006
2007
Membership among patrons over the age of 55 grew more than any other segment between 2006 and 2007. With an average usage of 98 days last year, the 55+ age group patronized their facility most frequently. The largest age cohort ‐ consumers between the ages of 18 and 54 ‐ typically used facilities about 90 days a year (on average 1.75 times per week). The growth in older members is likely a product of demographic changes in the general population rather than “physical activity converts” arising from this age cohort. However the aging trend is important because these consumers have different lifestyle, fitness and recreation goals and varied life cycle needs that will affect facility and program offerings for years to come. Furthermore, marketing techniques and efforts to retain customers in this age category must be sensitive to their preferences and desires. For example, incentives and rewards such as raffles and complimentary merchandise are seldom of interest to this group, which suggests that older adults are most driven by intrinsic motivation such as becoming stronger and more fit so they can remain independent and healthy. According to a study undertaken by George Washington University, common preferences of older recreation facility consumers include the following. • The availability of personal instruction • Optional group or individual activities • Safe and clean environment • Friendly atmosphere • Convenient and accessible location • Affordable15 15
IHRSA/George Washington University – Older Adult’s Evaluation of Facilities, Spring 2008.
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 97
Financial Factors Profiling information of individuals who choose to become members of organized fitness facilities indicates that they are generally well educated and financially secure. Interestingly, there is very little difference in the level of education and household income of members connected to public, not‐for‐
profit or private facilities. (Note: individuals who take advantage of fee assistance programs at public or not‐for‐profit organizations are not included in income profiling data). Members by Income 2006 and 2007
100%
90%
80%
57%
51%
70%
$75K+
60%
$50K - $74K
50%
40%
18%
19%
30%
20%
10%
15%
$25K - $49K
Under $25K
22%
9%
9%
0%
2006
2007
Penetration Rate The Canadian Fitness and Lifestyle Research Institute (CFLRI) estimates approximately 15% of the Canadian population are members of public, commercial and not‐for‐profit recreation, fitness and sports centres. This penetration rate has remained constant for the past 9 years. Supporting CFLRI’s calculation, IHRSA’s research determined that in 2007, 15% of the Canadian population was a member of a parks and recreation centre, hospital fitness centre, YM/YWCA, college and university centre, or a commercial club. Applying this penetration rate to the residential populations within the trade areas of a facility helps to determine the total number of potential members available to the organization. According to the American Sports Data trend report, certain lifestyle segments have higher penetration rates than others. Lifestyle Segment Penetration Rate
Age 25 to 44 years with household income of $100K +
35.2%
Household income of $150K 33.1%
Advanced university degree 32.1%
Single (not married) with income of $75K
29.5%
Lives in large metro area and income over $100K
28.5%
Two income couple, no kids and under age 45
28.3%
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 98
Clearly, life status, education, income and the geographical location of an individual’s residence can dramatically influence his or her propensity to join a recreation, leisure or fitness facility. Market Share Potential members of recreation, leisure or fitness centres may choose to patronize commercial, not‐
for‐profit or public sector facilities. Their choice will typically be dictated by three factors: • Convenience • Facilities and services consistent with their needs • Perceived value of the centre’s offerings Over the past decade, operating profiles, prices, facilities and programs provided by recreation centres have become reasonably in‐line with each other, regardless of sector. Certainly the market continues to be segmented by price and quality, but each sector has its high, middle and low‐end providers. Therefore, consumers are less apt to select a facility because of its sector – as was the case years ago – and more inclined to patronize a centre that meets the criteria described above. For this reason, market share between sectors varies from year to year as consumers migrate from one type of facility to another. Proportion of Market 2005 and 2007
100%
90%
38%
34%
40%
80%
70%
60%
15%
16%
Not-For-Profit
13%
50%
Misc. Commercial
Commercial
40%
30%
47%
50%
47%
20%
10%
0%
2005
2006
2007
Note: Misc. Commercial relates to hotels, hospitals and workplace recreation facilities. Market Trade Areas Convenience is the leading factor dictating facility choices for recreation, health and wellness consumers. Industry research suggests that the primary market area of most recreation facilities ‐ from which the operation can expect to capture 70% of its patrons – is within a geographical radius of an eight‐minute travel time from the facility. The secondary market is within a 15 minute travel radius. In suburban locations, travel time is normally measured from the facility to an individual's residence. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 99
Urban facilities include travel times from both residential and workplace locations in market area calculations. Simply put, the shorter the travel time to the facility, the more likely it is that the person will join or patronize the centre. While it is true that people are willing to journey further to participate in registered programs – such as children’s swim lessons – daily patronage and membership sales are consistently linked to the number of potential members within the trade areas. Travel time is not just a function of distance. It is also influenced by the geography of the area, traffic congestion (especially during the time of day when people will most likely travel to the facility), urban verses rural environments, the availability of public transit, etc. Together, these varied factors affect the amount of time it takes for the potential customer to conveniently get to the facility. Municipal Fitness Operations Milton participated in a recent study that examined the operating metrics of 25 municipal fitness centres in nine municipalities in the GTA. Facility operators provided financial, spatial, and membership information that is currently being analyzed for a report that will be circulated to participating municipalities in August 2009. The publicly operated fitness centres included in the study conform to a similar operating profile – that is they provide a full range of services including a combination of strength training and cardiovascular equipment as well as group exercise and other forms of fitness programs. All of the centres offer a variety of membership options that provide members access to various combinations of services. Some of the fitness centres in the sample are located in multi‐purpose facilities that contain swimming pools. In these circumstances, fitness patrons generally have access to the pool for lap training purposes and aqua fitness classes. In most cases, revenue and program staff costs associated with these water based programs are included in the fitness budget although the overall expenses for the pool’s operation are allocated to a different department. Furthermore, the fitness centres’ budgets do not carry cleaning, maintenance or utility charges nor do they absorb any proportionate cost for the administration, management, staff or maintenance of the multi‐purpose recreation facility. The amount of space allocated for fitness purposes varies from site to site and between jurisdictions. The smallest facility in the study is 2,400 square feet and the largest is 30,000 square feet. The average across all 25 facilities is 7,839 sq. ft. Milton’s fitness centre is 9,895 square feet including the gymnasium that is occasionally for fitness related activities in times when it is not occupied by user groups or other outside renters. The size of each facility and the number of fitness centres operated by each municipality influences the total amount of publicly operated fitness space available within each jurisdiction. The following chart illustrates the total amount of fitness centre space provided (by population) in municipalities of various sizes. Factoring out the time that the gymnasium is not available for fitness activities, Milton’s provision of fitness space per population is about average for municipalities with populations between fifty and one hundred‐fifty thousand residents. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 100
Fitness Space per Population (Sq. Ft.)
0.18
0.16
0.14
0.12
0.10
0.166
0.135
0.126
0.08
0.06
0.04
0.02
0.00
Below 50K
50K - 150K
Above 150K
Fitness space provision levels are substantially influenced by the municipal importance that is placed on the “business of fitness” in each jurisdiction. For example, even though the City of Vaughan is the third most populous municipality in the study, it has the highest fitness space provision level at .262 sq. ft. per resident. As described earlier, membership penetration rate refers to the proportion of a population that are members of fitness centres. About 15% of the Canadian population participates in organized fitness settings with approximately 40% of fitness consumers belonging to not‐for‐profit facilities including publicly run fitness centres. Not surprisingly, penetration rates vary from jurisdiction to jurisdiction based upon a number of factors including facility location, demographics of the surrounding area, market conditions, competition, etc. The penetration rates of fitness centres included in the study represent the number of members captured by all of the publicly operated fitness centres within each municipality. This is an interesting statistic as it illustrates the proportion of the municipal population that take advantage of fitness services. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 101
Members per Population
0.05
0.04
0.04
0.03
0.03
4.1%
3.6%
0.02
0.02
1.4%
0.01
0.01
0.00
Below 50K
50K - 150K
Above 150K
Milton’s Fitness Centre Until the late 1990s, the Milton Leisure Centre was one of the only fitness centre options in the community. From 1998 in 2003, the fitness operation at the Milton Leisure Centre maintained a robust membership roster. However, since 2003 the membership levels have steadily eroded with the single most significant decline occurring in 2008. Currently, the Leisure Centre facility serves approximately 500 individuals who have joined on either an annual, three month or one month basis. This represents approximately 325 annual equivalent memberships. According to staff, the most severe declines have occurred primarily among adult members who have elected to join commercial fitness centres in the area. In 2008, Milton’s municipal fitness member penetration rate was .5% which is well below the 3.6% capture rate of fitness centres in municipalities of similar size. The migration of adult members to other fitness operations has resulted in seniors making up a significant proportion of the Leisure Centre’s membership roster. This is a troubling trend because the Town of Milton’s current pricing approach provides seniors with a membership price discount of approximately 30%. As the proportion of adult members – who pay the full fee – is reduced, the financial impact of the senior discount becomes more pronounced. As mentioned earlier, Milton’s fitness centre provides equipment based fitness as well as group exercise and other active living programs that are available to members and individuals who elect to register for activities on a program by program basis. Additionally, fitness members have access to aqua fit classes that are becoming increasingly popular among both men and women of all ages. The fitness centre budget reflects revenues and program delivery costs for all of these activities exclusive of the cost to operate and staff the swimming pool. Staff report that about four years ago the fitness unit began to place greater marketing emphasis on registered and drop‐in programs rather than membership sales. This shift in focus was in response to increased competitive pressures from private fitness clubs and attributed to changing community Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 102
demand for no long term commitments, preferring to drop in or ommitment to a fixed number of weeks in specific classes to fit their schedules. The change has helped to offset some of the revenue losses caused by member attrition and the slump in sales of new memberships. Furthermore, by emphasizing active living programs and outreach initiatives, the unit has been able to attract active participants representing a broad cross section of Milton residents. It has also enhanced its appeal to residents who may not be interested in “traditional fitness” or who are intimidated by the “gym stereotype”. The unit’s active living promotion and outreach approaches are consistent with the program strategies and initiatives contained in Milton’s recently produced draft Physical Activity Plan. Members of the Leisure Centre fitness facility who only use the training equipment are the most vulnerable attrition candidates – i.e. the most likely to migrate to a commercial club. Sales results of first three months of 2009 indicate that about three in ten members purchase memberships that provide access only to the cardio and weight training room. Fitness Participation The Leisure Centre consistently accommodates over ¼ million participant visits each year. In 2008, program registrations including aquatic instruction attract the most patronage (31%) followed by facility rentals (27%) and recreational swimming (22%). This pattern of participation has remained relatively constant since 2006. Over the past three years, participation in fitness activities has declined by 23%. In 2006, the fitness centre generated more than 56,000 participant visits which represented 22% of the total Leisure Centre traffic. In 2008 the proportion fell to 43,500 visits or approximately 17% of the Centre’s overall patronage. Year over year proportion of patronage use is illustrated in the following chart. Proportionate Leisure Centre Usage
2006
Fitness
Rec Sw im
2007
Programs
Rentals
Drop-ins
2008
0
50,000
100,000
150,000
200,000
250,000
300,000
Visits
Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 103
The most significant decline in fitness centre utilization is in weight/cardio room traffic. Although patronage in each of the four activity areas has slipped over the past three years, the weight cardio room traffic has dropped by 32%. Proportionate Fitness Centre Usage
2006
Weight Room
2007
Fitness Classes
Cycle Classes
Aqua fit
2008
0
10,000
20,000
30,000
40,000
50,000
60,000
Visits
Financial Performance In 2004, the fitness facility produced 35% of the total revenue generated by the Leisure Centre. In 2008, this revenue contribution had declined to 28% ‐ although it is budgeted to rebound to 30% in 2009. Proportionate Leisure Centre Revenue
2004
2005
Facility
2006
Pool
Fitness
2007
Camps
2008
2009
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
The multi‐purpose nature of several fitness membership categories provides members access to all of the facilities and programs. Hence, it is necessary to allocate a portion of membership revenue to each of the four fitness operating units. Staff report that approximately 50% of membership revenue is Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 104
allocated to the weight/cardio room and 25% to each of the aqua fit and fitness classes units. Revenue from unit specific membership categories and registered programs are booked directly to the appropriate account. Between 2004 and 2008, total fitness centre revenue declined by approximately 10% ‐ the lion share of this drop has been in the cardio/weight room. Five years ago the weight/cardio unit produced 56% of the fitness centres revenue whereas in 2008 generated 40%. Over this period the largest revenue gains have been made in active living programming and fitness classes. Proportionate Fitness Centre Revenue
2004
2005
2006
Aquafit
Weight/Cardio/Assess
2007
Fitness Classes
Active Living
2008
2009
$0
$50,000
$100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000
Visits
Many of the costs associated with operating a fitness centre are relatively fixed regardless of the number of members that access the facility. Equipment rooms and other high risk areas must be supervised whether there are one or ten people training. The exception to this expense pattern is program delivery costs that are dependent upon instructors and other paid programmers and hence payroll expense increases in direct proportion to the number of classes and programs provided at the centre. Strictly on a program delivery basis, the cost to operate Milton’s fitness centre – including the cardio‐
weight room, fitness classes and fitness programs (formally called active living programs) ‐ rose by a modest 12% between 2004 and 2008 (an average of only 3% per year). The cost to operate the cardio‐
weight room actually declined over this four year period while part time labour cost rose in direct proportion to increases in the number of group exercise classes and other program types offered at the Leisure Centre. It is evident that management and staff have done an admirable job in containing payroll costs in facility supervision and coverage without jeopardizing service levels or the safety of fitness patrons. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 105
Proportionate Fitness Centre Expenses
2004
2005
2006
Aquafit
Weight/Cardio/Assess
2007
Fitness Classes
Active Living
2008
2009
$0
$40,000
$80,000
$120,000
$160,000
$200,000
Visits
In 2008, the fitness centre produced approximate $193,000 of net income. Based upon the approach to revenue allocation, it would appear that approximately half of this amount was produced by the weight/cardio unit. Proportionate 2009 Net Contribution of Fitness Business Units
Active Living
30%
Aquafit
1%
Weight/Cardio/Assess
53%
Fitness Classes
16%
Comparison of Operating Metrics The data that was provided by municipal fitness operators that participated in the comparison study was tabulated and analyzed to provide standardized operating metrics for comparison purposes. This information is intended to help operators strategize for improved performance and to learn from successes elsewhere. A snapshot of relevant information and Milton’s comparable performance is provided below. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 106
Membership Revenue/Member Cost/Member Net Revenue/Member Net Revenue/Sq. Ft. Cost/Sq. Ft. Labour Cost/Member Average
Milton
$ 343 $ 298
$ 131
$ 28.86
$ 49.11
$ 262
$ 642 $ 853 $ 255 $ 8.41 $ 28.12 $ 559 Note: the gymnasium has been included in the square footage calculation for the Milton Fitness Centre which could positively or negatively affect the comparisons included in the preceding table. Fees to Milton’s fitness centre are the second highest cost of membership in the study. This fact, combined with the small number of members in Milton results in the Leisure Centre’s membership revenue per member ratio to compare vary favourably to other municipal operations. However, Milton’s cost per member metric is not so favourable. The significant revenue contribution of registered programs provides net revenue per member performance significantly greater than the average of other public fitness centres in the study. (Note in response to staff Aug. 12 questions regarding the above metric analysis). The membership levels that were used as the basis for the analysis of Milton Leisure Centre fitness operation were 288 annual members, 121 3‐month members and 93 1‐month members. These memberships were converted to “annual equivalents” based upon the following formula (one 12‐month member = one annual member, 4 three month members = one annual member and 12 one month members = one annual member). This resulted in a total membership base of 326 annual members. The labour cost per member represents the labour cost (as submitted by staff) of $182,493 divided by the # of annual equivalents. In terms of capacity, the facility should be able to accommodate about 3X the current annual equivalent members. Entirely by coincidence, this would be at a level of about 1,000 annual members. The same analysis technique was used to evaluate the other municipal fitness operations that are reflected in the preceding chart. Private Fitness Operations Private fitness clubs compete for the same potential members as are pursued by municipal fitness operations. This is certainly the case in Milton as demonstrated by fact that the majority of member migration from the Leisure Centre has been to the benefit of local fitness clubs. Most public fitness operators are somewhat disadvantaged in competing with private clubs for members. Challenges associated with operating in a municipal system limit public fitness facilities’ Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 107
ability to market services and retain members. Operating budget restraints, restrictions on staff hires, concerns about overt advertising and reluctance to “niche market” often inhibit public sector sales and retention efforts. Additionally, municipal fitness centres are usually unable to remain current with cardiovascular or strength training equipment trends because of capital funding restrictions and/or the need to plan capital purchases in sync with municipal budget cycles. This causes the public operations to be far less nimble and market responsive than their private sector counterparts. Milton is a very competitive fitness market. Currently, there are 11 commercial clubs vying for local fitness consumers. Three of these operations –Premier and the two GoodLife Clubs – are large, well equipped and sophisticated operations that are part of national chains. The connection to these fitness networks provides these clubs with branding advantages, marketing support and member use portability between locations. Three other clubs specifically target women while others are appealing to the “quick fitness niche”. A list of the commercial clubs in Milton is presented below. Regenesis Personalized Fitness GoodLife Fitness Clubs (2)
PUR Fitness Snap Fitness
Aradia Fitness Pole Dancing Studio The Fitness Studio for Women
Average Joe's Of Milton Inc Curves
Premier Fitness Living Well Pilates
There are also smaller fitness businesses such as yoga studios, personal training facilities, karate clubs, etc. that are located in Milton. In combination, these operations offer Milton residents a variety of facility and program options in a range of prices. Based upon an average fitness member penetration rate of 15%, there would be approximately 9,300 potential fitness members residing in Milton. Given the volume of clubs and fitness business operating in the Town, it is reasonable to suggest that a very large proportion of this potential market is currently served by private enterprise. Municipal Relationships with Private Fitness Operators Some municipalities have elected to develop public/private arrangements for their fitness operations in order ensure that fitness services are available while taking advantage of the private sector’s marketing, sales and member retention expertise. These arrangements often have the side benefit of reducing municipal financial risk. In certain cases these relationships have taken the form of contracting out municipal services while in others private operators simply become tenants in municipal buildings. Although these relationships have not always produced the desired results, there are an increasing number of successful examples from which lessons can be drawn. Applicable examples include: • Burlington – fitness classes contracted out; • Hamilton – private fitness tenant in municipal community centre; • Kelowna – fitness centre management contracted out to YMCA; and • Jewish Community Centres – fitness centre management contracted out to private operator. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 108
In situations where municipalities have made arrangements for a private tenant to provide fitness services in a public building, the private operator either pays a standard rent per square foot or percentage rent based upon membership sales. Depending upon the circumstance, rents can range from $6.00 to $15.00 per square foot exclusive of the operator’s proportionate share of utilities and common area to charges. A comparison of a selection of Milton’s performance indicators to private sector operations (clubs that are less than 20,000 square feet) provides useful information to determine the potential advantages of creating a relationship with a private fitness operator. Private
Milton
Membership Revenue/Member $ 504 $ 642 Program Revenue/Member
$ 101
$ 121 Revenue/Sq. Ft. $ 65.17
$ 36.52 Sq. Ft./Member 10 30 Note: the gymnasium has been included in the square footage calculation for the Milton Fitness Centre which could positively or negatively affect the comparisons included in the preceding table. Private clubs succeed because of their ability to attract and retain members. As is clearly evident in the preceding comparison, on average private clubs have three times the number of members per square foot of fitness space than is currently the case at the Milton Leisure Centre. Consequently, even though the Milton facility generates $158 more revenue per member, private operators produce more revenue per square foot. To equal this performance, Milton would be required to attract a much larger and more stable membership base. This improvement could only be expected to occur if the Town became more aggressive and targeted in its member sales and retention efforts. It would also be necessary to enlarge and upgrade the fitness centre so that it could compete with its commercial counterparts. Observations and Recommendations for Future Directions The consultants offer the following observations pertaining to the fitness market, Milton’s situation and the circumstances that should be considered in determining the Town’s future strategy regarding the provision of fitness services. • Recent trends would suggest that the fitness market has stabilized in terms of the proportion of the population that is prone to join a fitness centre. • Fitness consumers are attracted to program alternatives that are enjoyable, that help them meet their fitness and wellness expectations and that can fit into a busy schedule. • Trends suggest that consumers are combining a variety of training techniques to reach their fitness objectives and that singularly focused “traditional” fitness pursuits are becoming less popular. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 109
•
While the number of potential fitness consumers would seem to be flat, the volume of fitness options is rising – especially the proliferation of private fitness clubs. •
As Milton’s population grows, it is likely that more fitness operations will locate in the Town. •
Adults that provide the greatest membership revenue yield are migrating from the Leisure Centre to commercial clubs – and without significant and costly changes to the existing operation this trend is likely to continue. •
The weight/cardio traffic and associated revenue has seen steady decline over the past five years. •
Inflationary pressures, staff expense and costs to maintain an inventory of sophisticated training equipment will cause the cost of operations to climb in the future. •
The Milton fitness centre has successfully replaced operating revenue lost through member attrition by focusing its energies on promoting and delivering active living programs and fitness classes. The Research, Consultation and Directions Report (Status Report #2) suggests that the Town continues to have a role in the provision of introductory fitness services but not in the delivery of full service offerings such as equipment based fitness. Additionally, the Consultants recommend that the Town not build a full‐service fitness centre as part of the Sports Centre expansion. The preceding examination of fitness trends, Milton’s fitness performance, other municipal fitness experiences and the local competitive environment supports this recommendation. For clarity, the consultants recommend that the Town undertake the following process in implementing the strategy of offering fitness and active living services at the expanded Sports Centre while winding down municipal involvement in equipment based fitness at the Leisure Centre. Sports Centre • Do not include a new equipment‐based fitness centre as part of the Sports Centre expansion. • Provide active living and wellness programs in the gymnasium, studio and multi‐purpose space recommended as part of the expansion. • Create commercial lease space and seek tenants that provide sports training or therapy services that would complement the types of programs offered at the Sports Centre. Leisure Centre • Continue to emphasize and enhance active living programs, registered programs, fitness classes and other non equipment based fitness activities. • Continue to market active living programs and group exercise services in membership packages that do not include access to the weight/cardio room Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 110
•
•
Attempt to negotiate relationships with private fitness providers that would allow active living members of the Leisure Centre discounts on club memberships – to provide members an equipment option. Discontinue the provision of equipment based fitness at the Leisure Centre to coincide with the opening of the Sport Centre expansion. • Reallocate former Leisure Centre fitness space to youth services. Staff have expressed concern about the loss of revenue associated with discontinuing equipment based fitness at the Leisure Centre. It is difficult to determine the number of members that would be lost if this particular option was eliminated. Undoubtedly, some of the Centre’s existing clientele would relocate to other facilities – likely private clubs. However, the fitness unit could mitigate this loss by re‐
energizing efforts to make the active living program as robust as possible and to add program features that would help to distinguish the Leisure Centre’s offerings from its competitors. Examples could include: • Develop creative programs that leverage water/land compo‐activities; • Functional training that only requires balls, bands and low tech equipment; • Marketing the programs as family friendly; and • Creating sport specific programming targeting skill development. If all of the revenue that is currently allocated to the weight/cardio room was lost when the equipment was removed the net financial impact would be approximately $100,000. However, if member attrition was contained to about 50%, the cost savings of eliminating the weight/cardio room coupled with the pass holder and program revenue produced by the retained patrons would reduce the total net impact to approximately $25,000. Fitness staff have already demonstrated their abilities to generate sufficient revenues from active living and group exercise activities to replace revenue lost caused by the attrition of members who are more interested in traditional, equipment based fitness. It would seem reasonable that similar successes could be expected in the future. Town of Milton – Concept Design & Business Plan for the Milton Sports Centre MONTEITH BROWN PLANNING CONSULTANTS with The JF Group & MJM Architects (October 2009) Page | 111