Business Plan: Community Centres

Transcription

1 Business Plan: Community Centres How does this service contribute to the results identified in the City of London Strategic Plan? We invest in our network of Community Centres as the places where residents live out the elements of a Vibrant and Diverse Community. They are places, where we: A Vibrant and Diverse Community A Sustainable Infrastructure respect and value all cultures, ethnicities, genders, languages, ages, sexual orientations, abilities, opinions and life experiences welcome community participation in community events, activities, festivals welcome and support newcomers encourage volunteerism and community engagement strengthen and embrace London s diversity and cultural identity The strategy under this Result Area, invest in community infrastructure such as housing, parks and recreation centres recognizes that we all benefit from our parks, recreation centres and community gathering places as hearts of our neighbourhoods and community which are: locations for recreation and leisure programs, places where social integration happens, safe places for our children and youth, bases for community organizations, and spaces where we celebrate community events and neighbourhood life 1

2 Name the main activities done to provide this service: Name The Activities Done To Provide This Service 1. Accommodate Recreation Programs and Activities - providing accessible, safe, inclusive and welcoming locations for positive, healthy leisure activities. 2. Accommodate community rentals - supporting neighbourhood, community and sport organization meetings, activities and events. 3. Provide neighbourhood hub functions: information access free access hours to local community and community organizations hosting community celebrations hosting local neighbourhood/community organizations 4. Help accommodate large sporting events: e.g. city-wide and provincial level competitions How Much Did We Do? (optional) In 2013, we recorded 2,015,975 visits to City of London Community Centres Is The City Mandated To Provide This Service? No No No No Can The Level Of Service Be Changed? Yes Yes Yes Yes What is the current state of this service? Current Objectives Increase public benefits of visits to Community Centres by: Increasing usage of community centres (e.g. number of annual visits) Maximizing the individual benefits to visitors Increasing accessibility/inclusiveness Maintain/improve the quality of experience for visitors 2

3 What is Driving This Service? Parks and Recreation Master Plan: Investing in community centres Creating a network of small and large community centres Increase the number of community centres Child-Youth Agenda, Strengthening Neighbourhoods Strategy, and the Age Friendly London 3 year Action Plan identify the key roles that community centres play as community gathering places The draft The London Plan principles (May 22, 2014) around public facilities and services note that these facilities have a wide range of influences on our city life, including economic development, safety, innovation, social connectedness, and health Current State Annual number of visits to community centres continues to increase We are moving ahead with strategies to enhance the role of community centres as neighbourhood hubs (e.g. senior satellite sites, neighbourhood open houses, increasing programming, improving information sources at community centres, etc.) Ongoing facility upgrades and enhancements are being made to improve accessible, inclusive services (e.g. change room amenities, improving technology supporting better customer service etc.) Investing in upgrades to furniture, information access, gathering spaces; continued focus on cleaning standards; increasing levels of security surveillance etc. Our community centres continue to play a key role as Emergency Reception Centres and, in times of extreme weather, have served as warming or cooling centres. 3

4 Challenges and Pressure Points Strained economic times limits investment in community centres Limited marketing budgets Strong demands for free access to community centres from charities, not for profits, fundraising events etc Increasing operational costs (e.g. cleaning, utilities, maintenance etc.) Increases to provincially legislated minimum wages (impact casual staff costs) Parking demands on limited sites is an ongoing issue which limits programming opportunities Impacts of aging infrastructures (e.g. shut downs for repairs, costs of maintenance and repairs etc.) Recent Achievements Host millions of visits by Londoners to community centres annually Supported community and neighbourhood based services (e.g. Ontario Works, free medical/dental clinics, settlement services, services for persons with disabilities, etc.) Upgraded facilities (e.g. North London Optimist Community Centre, Carling Heights Community Centre, South London Community Centre, Kiwanis, Hamilton Rd.) Increased programming at community centres (supporting diverse multi-cultural, and economic demographics) Increased rentals at community centres Hosted neighbourhood open houses Improved technology, way-finding and information services (e.g. South London Community Centre) Provided part-time employment and placement opportunities to local students, youth and adults Provided space for cultural groups participating in London Culture Days/Doors Open London (and participated as City recreation services as well) Partnered with South London Neighbourhood Recreation Centre and London Health Sciences Centre Faculty of Dentistry to provide free dental clinic at South London Community Centre 4

5 What has been done to manage the budget? The service area has been actively managing its budget by implementing management led initiatives aimed at creating efficiencies, avoiding costs and generating revenue. Some of these strategies include: Enhanced marketing of community centres Cost controls on operations (e.g. closing down in non-booked hours) Accommodating free access requests only during regular open hours Efficiencies / Costs Avoided Previous 3 Years Utilizing times when facilities are already open to accommodate free community access under the waiving fees policy Managing regular open times for facilities around known, ongoing, activity times Revenue Generation / User Fee Increases Previous 3 Years No room or gym rental fee increases in last three years 1% per year increases to Huff n Puff rental rates Nominal fee increases for certain facility based programs e.g. tennis, roller skating, squash etc. What is the future direction of this service? What future initiatives can be contained within the maintain existing service level budget? 2015 Budget Current service level budget do not allow introduction of any new initiatives in Forecast Current service level budget, if maintained, does not allow introduction of any new initiatives in

6 What service adjustments do you plan to make? 2015 Budget Increase rental fees by 2% and selected other user fee increases (e.g. tennis, drop-in programs, memberships) to help offset minimum wage increases and inflationary costs (e.g. utilities, maintenance costs etc.) (Re) open expanded South London Community Centre in July 2015 accommodating expanded space for Ontario Works services, Settlement Services, enhanced recreation programs, and community gathering spaces. Proposing addition of Supervisor 1, Recreation position to support expanding community centre services, including planning for new South West and South East Recreation Centres Forecast Construction and opening of a new multi-purpose recreation centre in south-west London Planning and construction of a second new multi-purpose recreation centre in south-east London Continue to work on efficient use of time and space at community centres (to maximize community use and access) Continue to enhance the role of community facilities as gathering places and information centres Future Objectives Continue to enhance the positioning of community centres as hearts of neighbourhoods/communities and as public gathering places Maintain rates for rentals, as much as possible, at an affordable amount Plan, build, and open a new South West Recreation Centre including pool, arena, gym, community gathering space, potential library and potential ancillary co-located services Plan and build a new South East Recreation Centre 6

7 What is driving this service? Parks and Recreation Master Plan Approved Council capital budgets for Recreation Centres Principles/recommendations from resident and partner driven community initiatives: e.g. Child-Youth Agenda; Age Friendly London Action Plan; London Strengthening Neighbourhood Strategy Emerging Issues and Challenges Shortage of access to full size gym space in the city Limited management capacity/resources to adequately manage and operate community centres Increases to minimum wage (with potential for future additional increases) Key Performance Indicators How Much? Description of measure Number of annual visits to community centres 2,015,975 2,036,134 2,056,496 2,077,060 2,097,831 2,118,809 *Note: Projections do not include any estimates for potential new Recreation Centres given uncertainty of timing and management models. How Well? Description of measure Percentage of visitors rating overall experience as 99% 95% 95% 95% 95% 95% good or excellent 3. Percentage of visitors rating satisfaction with staff as 97% 95% 95% 95% 95% 95% good or excellent 4. Percentage of visitors rating facility conditions as good or excellent 95% 95% 95% 95% 95% 95% 7

8 Is Anyone Better Off? Description of measure Percentage of visitors agreeing or strongly agreeing 99% 95% 95% 95% 95% 95% that community centre helps foster the health and well-being of Londoners 6. Percentage of visitors agreeing or strongly agreeing that community centre helps increase the quality of life in the community 99% 95% 95% 95% 95% 95% 8