Feb11_15 Community Services Agenda pkg

Transcription

TOWN OF COLLINGWOOD
COMMUNITY SERVICES
STANDING COMMITTEE AGENDA
February 11, 2015
A meeting of the Community Services Standing Committee will be held Wednesday February 11, 2015
in Community Rooms B & C, 3rd Floor of the Collingwood Library and Municipal Offices located at 55
Ste. Marie Street, Collingwood commencing at 5:00pm.
Members:
Councillor Fryer, Councillor Doherty and Councillor Madigan
Departments:
Parks, Recreation and Culture
Committees:
Museum Advisory Committee and Trails Advisory Committee
ORDER OF BUSINESS
1.
CALL OF STANDING COMMITTEE TO ORDER
2.
ADOPTION OF AGENDA
 THAT the content of the Community Services Standing Committee Agenda for February 11,
2015 be adopted as presented.
3.
ADOPTION OF THE MINUTES
 THAT the minutes of the Community Services Standing Committee held January 14, 2015
be approved as presented. (p.4)
4.
DECLARATIONS OF PECUNIARY INTEREST AND/OR RECEIPT OF GIFT (over $200)
5.
DEPUTATIONS (public delegations will be invited to address an agenda matter prior to being considered)
6.
REPORTS/MINUTES OF OTHER COMMITTEES/BOARDS
 Trails Committee 2014 Year End Presentation – Murray Knowles
7.
STAFF REPORTS
PRC2015-04
Supply and Installation of Mobile Storage System for Museum Collections Storage
(p.7)
RECOMMENDING THAT the Community Services Standing Committee support and refer the following
Staff Report to the next regular meeting of Council:
THAT Council approves $4,815 plus HST toward the overall Phase 1 equipment and installation
costs of mobile storage solutions at the Collingwood Museum to resolve documented health and
safety concerns to staff and volunteers;
AND THAT Council approves Out of the Box Associates as the furniture supplier and installer
for a mobile storage system as outlined in the Request for Quotation No. PRC2014-12 ‘Supply
and Installation of Mobile Storage System for Museum Collections Storage’
February 11, 2015 Community Services Standing Committee Agenda - Page 1 of 3
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PRC2015-05
Landscape Improvements at Sunset Point Park (p.12)
THAT Council receives Staff Report PRC2015-04 for information.
PRC2015-06
Support of the 2015 Collingwood Collegiate Hockey Focus Course (p.22)
THAT Council authorize the permitting of non-prime ice to Collingwood Collegiate Institute for
the fee of $200 for the first semester of the 2015/16 school year.
AND FURTHER THAT Council authorize the allocation of ice as per the approved program and
criteria administered by the PRC Department.
PRC2015-07
Use of Eddie Bush Memorial Arena during dry months (p.29)
THAT Council receives staff report # PRC2015-07 titled “Use of Eddie Bush Memorial Arena
during dry months” for information purposes.
PRC2015-08
Confirmation to submit a bid for hosting the Ontario Senior 55+ Games in 2017 and
2018 (p.32)
THAT Council support the Town of Collingwood’s bid to host the Ontario Senior 55+ Games in
2017 and 2018;
AND THAT Council herein accept any deficit or surplus in revenues resulting from the Ontario
Senior Games pending the awarding of the 2017 & 2018 Ontario Senior Games to the Town of
Collingwood.
PRC2015-09
Collingwood Elvis Festival (p.36)
THAT Council approve the continued planning and execution of the 2015 Collingwood Elvis
Festival
AND FURTHER THAT Council grants staff permission to proceed with a three-year planning
commitment with the intention of maximizing opportunities for the Festival.
PRC2015-10
Approval of the Heritage Park Plan (p.49)
THAT Council approve the conceptual design of Heritage Park.
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8.
DEPARTMENTAL UPDATES/DISCUSSION
 Programming at Outdoor Rink
 User Fee Review
 February Family Jam
9.
CORRESPONDENCE
 Collingwood Municipal Marina Coalition Request for Additional Seasonal Docking
(p.53)
*Copy will also be included on the upcoming Council consent agenda

County of Simcoe Trails Connecting Communities Program (p.58)
*Copy will also be included on the upcoming Council consent agenda
10.
PUBLIC DELEGATION(S) (maximum 5 minutes per delegation)
11.
OTHER BUSINESS
12.
ADJOURNMENT
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TOWN OF COLLINGWOOD
COMMUNITY SERVICES
STANDING COMMITTEE MINUTES
January 14, 2015
A meeting of the Community Services Standing Committee will be held Wednesday January 14,
2015 in Community Rooms B & C, 3rd Floor of the Collingwood Library and Municipal Offices
located at 55 Ste. Marie Street, Collingwood commencing at 5:00pm.
CLERK ALMAS CALLED THE STANDING COMMITTEE TO ORDER
Members of Council Present:
Staff Present:
Councillor Fryer
Councillor Doherty
Councillor Madigan
Sara Almas, Clerk
Becky Dahl, Deputy Clerk
Dean Collver, Director of Parks, Recreation and Culture
Karen Cubitt, Manager of Culture and Events
Wendy Martin, Manager of Parks
Dennis Seymour, Manager of Recreation Facilities
Chris Roos, Supervisor of Community Recreation
Tanya Mazza, Coordinator of Arts and Culture
Mandy Long, Administrative Assistant, PRC
Monica Gal, Recording Secretary
ELECTION OF THE CHAIR & VICE CHAIR
The Clerk explained electoral procedures and called for nominations for the position of Chair
of the Corporate Services Standing Committee. Councillor Doherty nominated Councillor
Fryer for the position of Chair.
Councillor Fryer accepted the nomination.
There being no further nominations the Clerk closed the nominations.
The Clerk called the question to appoint by acclamation Councillor Fryer as Chair of the
Corporate Services Standing Committee. CARRIED (unanimous)
Clerk Almas called for nominations for the position of Vice-Chair of the Corporate Services
Standing Committee. Councillor Fryer nominated Councillor Doherty as Vice Chair.
Councillor Doherty accepted the nomination.
There being no further nominations the Clerk closed the nominations.
The Clerk called the question to appoint by acclamation Councillor Doherty as Vice-Chair of
the Corporate Services Standing Committee. CARRIED (unanimous)
Councillor Fryer assumed the position of Chair and thanked the Clerk for running the
elections.
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January 14, 2015 Community Services Standing Committee Minutes - Page 1 of 3
ADOPTION OF AGENDA
Moved by Councillor Doherty
Seconded by Councillor Madigan
THAT the content of the Community Services Standing Committee Agenda for January
14, 2015 be adopted as presented.
CARRIED
DECLARATIONS OF PECUNIARY INTEREST AND/OR RECEIPT OF GIFT (over $200) - Nil
DEPUTATIONS
 Sunset Point Park Redevelopment Concerns
Mr. Ulli Rath and Mr. George Powell reviewed the actions taken to date with the
redevelopment of Sunset Point Park, requesting Council revisit the approach taken and
undergo a new action plan that involves updating the Official Plan, revisit the long-term
planned capital expenditures allocated for the park, review safety issues and conflicts with
user groups and establish a Masterplan for the park. Mr. Rath and Mr. Powell further
suggested that monitoring of the water quality and posting of those results such as is done
in neighbouring communities should be adopted by the Town, that staff review a proposed
liquor license application to be submitted by the Canteen Operator as the day camp
operating from Enviro Park has no washroom facilities and as a result must share the
Canteen Washrooms, and further requested that proposed renovations for 2015 and 2016
be deferred until the Masterplan is created.
The Chair thanked Mr. Rath and Mr. Powell for their presentation. Clerk Almas suggested
that it be referred to the Strategic Initiatives Standing Committee for further consideration.
The Chair explained the scope and role of the Strategic Initiatives Standing Committee and
assured the delegation that staff will follow up with them to advise when the Strategic
initiatives Standing Committee will meet to discuss the matter.
Resolution No. COMM2015-01-01
THAT the Community Services Standing Committee recommends the concerns raised
by Mr. Ulli Rath and Mr. George Powell to the development of Sunset Point Park be
referred to the Strategic Initiatives Standing Committee for further review.
CARRIED
STAFF REPORTS
PRC2015-01
Allocation of the 2015 Community Recreation & Culture Grant Program
Staff Report Recommendation: THAT Council authorize $6,445 dollars as “unmet needs” to
be granted as pre budget approval for the 2015 Community Recreation and Culture Grant
Program;
AND FURTHER THAT Council authorize the allocation of funds as per the approved program
and criteria administered by the PRC Department
Moved by Councillor Madigan
Seconded by Councillor Doherty
THAT the Community Services Standing Committee requests that Staff reallocate the
distribution of funds from the 2015 Community Recreation and Culture Grant Program to
fit within the approved budget.
CARRIED
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PRC2015-02
Rebuilding of Harbourview Park Boardwalk
Staff Report Recommendation: THAT Council authorize $100,000 dollars be pre-approved for
the reconstruction of the remainder of the Harbourview Park Boardwalk, with funds to be
matched by a private donor.
THAT Staff Report PRC2015-02 be forwarded to Strategic Initiatives Standing
Committee for further consideration.
CARRIED
PRC2015-03
Letter of Intent Regarding Hosting the 2017 Ontario Senior 55+
Winter Games and the 2018 Ontario Senior 55+ Summer Games
THAT the Community Services Standing Committee hereby recommends Council approve a
Letter of Intent indicating to the Sport Alliance of Ontario a desire by the Town of
Collingwood to host the 2017 Ontario Senior 55+ Winter Games and the 2018 Ontario
Senior 55+ Summer Games;
AND FURTHER THAT Council authorize the Mayor to sign the above mentioned Letter of
Intent.
CARRIED
DEPARTMENTAL UPDATES/DISCUSSION
 General overview of the PRC Department
Dean Collver, Director of Parks, Recreation and Culture provided the Standing
Committee with an overview of the programs, facilities and projects staff are currently
working on and introduced the PRC staff in attendance at the meeting.
CORRESPONDENCE - Nil
PUBLIC DELEGATION
 Mr. Jim Gosnell addressed the Standing Committee and expressed his appreciation of
the new standing committee format. Mr. Gosnell also expressed that he anticipates that
the Community Strategic Plan will consider the recommendations of the Sunset Point
delegation. Mr. Gosnell was encouraged by what he heard tonight and what the
delegation brought forward.
OTHER BUSINESS - Nil
ADJOURNMENT
THAT the meeting of Council be hereby adjourned at 6:35 p.m.
CARRIED
_____________________________
CHAIR
_____________________________
DEPUTY CLERK
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STAFF REPORT
PRC2015-04
February 11, 2015
Submitted to:
Community Services Standing Committee
Submitted by:
Dean Collver, Director, Parks, Recreation and Culture
Subject:
Supply and Installation of Mobile Storage System for Museum
Collections Storage
PURPOSE
The purpose of this report is to request support from the Community Services
Standing Committee for pre-budget approval to remedy a health and safety concern
associated with museum storage and to request support for the selection of Out of the
Box Associates as the successful furniture supplier for the Museum Collections
Storage project.
RECOMMENDATION:
THAT Council approves $4,815 plus HST toward the overall Phase 1 equipment and
installation costs of mobile storage solutions at the Collingwood Museum to resolve
documented health and safety concerns to staff and volunteers;
AND THAT Council approves Out of the Box Associates as the furniture supplier and
installer for a mobile storage system as outlined in the Request for Quotation No.
PRC2014-12 ‘Supply and Installation of Mobile Storage System for Museum
Collections Storage’
1. BACKGROUND
In 2014, $31,000 was approved from the life-cycle replacement reserve fund toward the
resolution of unsafe and inappropriate work spaces at the Collingwood Museum. These
funds were also to be used for the replacement of large storage shelving and exhibit
cases that had also met their life spans. Of the $31,000, $14,258 was used to purchase
and install a work space in the museum gallery for volunteers and staff. The remaining
funds ($16,742) were not used in 2014 as the Museum was accepted into a storage
solutions program (RE-ORG) that would provide access of up to $10,000 in federal
funding towards museum-quality shelving solutions.
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On September 24, 2013, museum staff identified the current textile storage system as a
health and safety concern as its load-bearing capacity is unknown. To date, town staff
has been unable to determine how the chain system is secured and staff are unable to
store additional textiles on this unit. Artifact overcrowding also poses ergonomic and
trip hazards to staff as artifacts are difficult to store and retrieve in their current
configurations.
2. INPUT FROM OTHER SOURCES
The Collingwood Museum was selected as one of six Ontario museums to participate in
RE-ORG Canada, a program developed by UNESCO and the International Centre for
the Study of the Preservation and Restoration of Cultural Property (ICCROM) to
improve museum documentation systems and storage. RE-ORG Canada is supported
by the Ontario Museum Association and the Canadian Conservation Institute.
As a RE-ORG participant, the Collingwood Museum is eligible to receive up to $10,000
in matching funding from Canadian Heritage through the Museums Assistance Program
(MAP). A grant application has been submitted requesting $10,000 for the purchase,
delivery, and installation of two museum-quality fixed storage units and art racks that
will compose Phase 1 of the large storage reorganization project and resulting mobile
storage system.
Staff will submit a second MAP application to meet the November 2015 deadline to
request 50% funding for the purchase and installation of Phase 2 in 2016/17.
3. APPLICABLE POLICY OR LEGISLATION
1) The purchase and installation of museum-quality storage solutions align with:
Council’s third corporate goal to “Enhance recreation, arts & culture, and heritage”.
2) Moreover, it also ensures that the Collingwood Museum continues to meet the
standards for collections care as set out in the Museum’s policies:
- Collingwood Museum Collections Management Policy
-
Collingwood Museum Conservation Policy
3) The implementation of storage system solutions will have a positive impact on safety
(manage hazards) and staff productivity (easier to retrieve and store objects). The
mobile storage system will also resolve outstanding health and safety concerns relating
to the unknown load-bearing capacity of the textile storage system measuring 132”L x
30”D x132”H.
Applicable OHSA sections: Powers of Inspector & Industrial Regulation 851
-2-
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4. ANALYSIS
Using RE-ORG’s storage assessment tools, staff has determined that the Museum’s
large collections storage is currently at 109% capacity, with over 50% of the available
floor space taken up by inefficient storage furniture. Due to insufficient storage
shelving, parts of the collection are being stored in various temporary locations
throughout the building.
In order to request $10,000 in federal funding through the Museums Assistance
Program, staff was required to create RFQ No. PRC2014-12 Supply and Installation of
Mobile Storage System for Museum Collections Storage. The timeline for the project’s
completion as outlined in the RFQ has been set by RE-ORG as the program ends in
October 2015. Eight invitations for submission were extended. Two submissions were
received.
Out of the Box Associates
Vendor B
Total excluding taxes
$54,719
$52,152
Staff reviewed the submissions and is recommending that Out of the Box Associates be
approved as the furniture supplier and installer for a mobile storage system for the
following reasons:
1) Versatile and easily adjustable shelving that does not require tools or additional staff to
adjust
2) Subfloor covering provided and installed by supplier and included in quotation
3) Proposed art rack installation behind rolling units to increase space efficiency. Art rack
pricing and installation included in quotation
4) Rolled textile requirements accommodated in design
5) Shelving units take advantage of room height
6) Tentative project schedule included with submission.
Phase 1 Component Details (58% of completed project)
Item
Description
Quantity
Unit 6 – Smartshelf 4 level high with 11 4
Shelving
drawers
Total Price
$14,449
Unit 5 - Rolled Complete with
Textile Shelving
support brackets
20 3
$4,231
with 3
$1,130
36" x 110" wall 5
mountable panels
$2,010
Unit 7 - Hanging Complete
Textile Shelving
support rods
Art Racks
-3-
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9 ft. tube for Unit 7
Rolled Textile Storage 25
$2,012
6 ft Tube for Unit 7
Rolled Textile Storage 15
$1,200
Delivery
Installation
and
$6,525
TOTAL (PHASE 1)
$31,557
The total funds requested for Phase 1 constitute 58% of the total project, leaving 42%
for Phase 2 completion. In order to fulfill the requirements of the grant application, the
work needs to get underway by the successful supplier in order to meet the anticipated
completion date of Phase 1 in October 2015.
5. EFFECT ON TOWN FINANCES
The purchase and installation of Phase 1 is a necessary action in resolving documented
health and safety concerns in the Museum’s large storage room. Moreover, the current
storage furniture has met its lifespan in the asset maintenance replacement category
and has been assigned the highest priority rating. Phase 1 will be paid for in the
following manner:
Amount
Funding Source
$31,557
Total scope of work
$16,742
2014 Allocated Life-cycle
replacement Reserve Fund
$10,000 (up to)
Museum Assistance
Program
2015 Life-cycle
Replacement Reserve Fund
$4,815
Comments
$16,742.92 in Allocated
Capital Reserve Fund at
the end of 2014
Awaiting confirmation
Pre-budget approval for
Health and Safety
resolution
6. APPENDICES & OTHER RESOURCES
Resource 1
Resource 2
RFQ No. PRC2014-12 Supply and Installation of Mobile Storage
System for Museum Collections Storage
Health & Safety
SIGNATURES
-4-
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Prepared by:
Department Head:
Melissa Shaw
Museum Assistant
Town of Collingwood
Dean Collver
Director of Parks, Recreation and Culture
Town of Collingwood
-5-
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STAFF REPORT
PRC2015-05
February 11, 2015
Submitted to:
Submitted by:
Subject:
Landscape Improvements at Sunset Point Park
PURPOSE
• The purpose of this report is to update the Community Services Standing
Committee in response to a query from Council regarding the new ditches in
Sunset Point Park.
RECOMMENDATION:
THAT Council receives Staff Report PRC2015-04 for information.
1. BACKGROUND
Sunset Point Park underwent construction in 2014 to address certain issues regarding
long-term use, functionality and compatibility of the park for the various user groups with
emphasis on health and safety.
Approved budget allowed for a resurfacing of St. Lawrence Street with redefined edges
of the asphalt road; rehabilitate existing unnecessary roadway to turf areas; visible
pedestrian crossings using pedestrian bump outs; additional parking; construction of a
separated bikeway; and renovating the concession building.
In order to effectively manage surface water runoff and conserve the asphalt road
surface, drainage was required to be engineered into the design. Budget limitations
meant water had to be dealt with above ground as opposed to storm drains
underground.
Provisions for landscaping were not included in the 2014 portion of the project but are
included in the capital ask for the 2015 budget.
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Staff from the Environment Network are fully supportive of the bio swale being
landscaped which will expand on the message of the Enviropark and further educate
the public about responsible water management.
The Town’s contracted designer on the Sunset Point Park upgrades project was asked
to provide a report discussing the purpose and value of bio swales (Appendix A)
4. ANALYSIS
The ditches in Sunset Point Park are intended to perform as bio swales; mini storm
water ponds designed to properly deal with surface water runoff. The intent of this
feature is to provide a storm water retention area (rain garden) to capture the water that
typically gets trapped along St. Lawrence St. due to the very shallow grades.
This is a positive no-mow/ planting initiatives considered for this feature, which plays
quite strongly in to the overall Enviropark theme of responsible water management.
Please refer to Appendix A for a greater description of the bio swales, their purpose and
value.
Through the question asked by Council staff will be evaluating the application of
reflective markings or other measures to assist motorists in identifying the location of
the swales during the winter months.
2015 Capital ask for Sunset Point Park is $150,000 for landscaping and concrete
walkways to address accessibility issues.
Appendix A
Envision-Tatham Sunset Point Park Bio-retention Swale report
Resource 1
Staff Report PRC2013-20 September 9, 2013 Update on the Sunset
Point Park Project http://www.collingwood.ca/node/7426
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SIGNATURES
Prepared by:
Department Head:
Wendy Martin
Manager of Parks
Town of Collingwood
Dean Collver
Town of Collingwood
-3-
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environmental planning + site design consultants
February 5, 2015 Our File # ET112019‐1 Via Email Ms. Wendy Martin Parks Manager Town of Collingwood P.O. Box 157 97 Hurontario Street Collingwood, Ontario, L9Y 3Z5 Re: Sunset Point Park Bio‐retention Swale Dear Ms. Martin: As requested, the following is a brief summary of the design rationale behind the bio‐retention swale that was constructed in Sunset Point Park in 2014 as component of the Sunset Point Park Central Area Improvements project. Project Background The Sunset Point Park Central Area Improvements were completed to address pedestrian safety concerns along the Enviropark interface with St. Lawrence Street and to resolve pedestrian/ bicycle conflicts at the north side of the existing concession building. The Town’s objectives for this project included: a) Narrowing of St. Lawrence Street to provide traffic calming (completed by the Town in 2013 as a component of a road resurfacing project); b) Creation of multiple crosswalks across St. Lawrence Street with pedestrian bump‐outs; c) Creation of a separated bikeway to divert cyclists to the south of the existing concession building and away from pedestrians; d) Reduction of the parking lot on the east side of the concession building to allow for the completion of an unfinished portion of the existing concrete trail; e) Expansion of the parking lot on the west side of the concession building to provide a second entrance off Huron Street and provide accessible parking spaces with more direct access to the concession/ washrooms; f) Conversion of unused gravel areas within the park to turf grass (south side of St. Lawrence Street); g) Improvements to park drainage. For reference, attached is a copy of the Concept presentation for the Sunset Point Park Improvements, dated July 21, 2014. 115 Sandford Fleming Drive, Suite 200, Collingwood, Ontario L9Y 5A6
T(705) 445-0422
F(705) 444-2327
inquiry@envision-tatham.com
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2 This work was completed under construction Contract PRC2014‐06 and was limited to removals, drainage and the hard surface components of the project. We understand that the Town will complete the planting works and line painting in the spring of 2015. Park Drainage Improvements Overall, the park gently drains northward toward Georgian Bay from the Pretty River Parkway. However, to the north of St. Lawrence Street, previous construction of waterfront amenities such as trails, parking lots and buildings have created impediments to water flow, causing near flat conditions within the project limits and in many cases, diverting water backward toward St. Lawrence Street. As such, the portion of the roadway in front of the Enviropark is low lying and does not adequately convey water. Without a storm sewer system to drain St. Lawrence Street, storm water tended to accumulate in elongated puddles along the edge of the roadway after a storm event until absorbed into the ground or evaporated. It is possible that subsurface water was also accumulating in this area, which may be a contributing factor to the high concentration of potholes, cracking and poor road conditions in front of the Enviropark. We note that the only possible outlet for this water was the catch basin located within the parking lot to the east of the concession building, which is at a higher elevation. With this constraint, surface drainage was not an option and as such the following two alternatives were considered: 1. Installation of roadside catch basins and storm sewer pipe to connect with the existing parking lot catch basin; 2. Establishment of a bio‐retention swale adjacent to St. Lawrence Street with an overflow outlet into the existing parking lot catch basin. Within the parameters of the project scope and budget, installing catch basins and storm sewers along St. Lawrence Street was cost prohibitive and was seen as beyond the scope of this assignment. The design and installation of such infrastructure would be more appropriate and more cost effective as a component of a future St. Lawrence Street Improvements project. As such, the bio‐swale was recommended as the preferred option. Bio‐retention Swale (Bio‐swale) As defined by Merriam Webster, a bio‐swale is: “a long, channeled depression or trench that receives rainwater runoff (as from a parking lot) and has vegetation (such as grasses, flowering herbs, and shrubs) and organic matter (such as mulch) to slow water infiltration and filter out pollutants” As highlighted through this definition, a bio‐swale has many environmental benefits that were considered compatible with the overall project goals and the Town’s environmental objectives. Providing a Low Impact Development (LID) approach to stormwater was also seen as synergistic with the educational theme of the EnviroPark, which is focused on watershed and environmental health. Furthermore, visually strengthening the relationship between the Enviropark and the waterfront is achieved through the naturalized plantings and shade trees within the bioswale. As a complement to the existing Enviropark forest, this will result in a tree framed roadway which studies have shown to reduce traffic speeds. 115 Sandford Fleming Drive, Suite 200, Collingwood, Ontario L9Y 5A6
T(705) 445-0422
F(705) 444-2327
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3 Further to the environmental and spatial benefits, the bio‐swale offers other functional advantages. It provides an outlet for surface and sub‐surface water accumulating along St. Lawrence Street. It also provides an impediment to parking along the north side of St. Lawrence Street to ensure that visibility of pedestrians (particularly small children) is maintained at all road crossings. Summary The goal of the Sunset Point Park Central Area Improvements project was to provide a safer relationship between the Enviropark and St. Lawrence Street, to strengthen connections to the waterfront, and to resolve pedestrian/ bike conflicts north of the concession building. Although these goals were successfully achieved through the improvements, the construction of new park amenities such as the separated bikeway and parking lot expansion, created further impediments to storm water movement toward Georgian Bay. Although the project objectives did not include addressing overall storm water challenges within the park, it was not desirable for drainage issues to remain visible along this portion of St. Lawrence Street, particularly in context of a newly completed Town project. As such, a bio‐swale was recommended as a cost‐effective and environmentally beneficial storm water solution, compatible with the Enviropark’s educational theme. Furthermore, it provides temporary benefit to St. Lawrence Street as an outlet for both surface and sub‐surface water, which may increase the lifespan of the recent asphalt re‐surfacing. Finally, the bio‐swale impedes parking along the north side of St. Lawrence Street and introduces naturalized plantings to provide shade, habitat and traffic calming, and visually connects the Enviropark to the waterfront. In this context, the bio‐swale can be viewed as either a short or long term storm water solution. Depending on future Town initiatives, it can easily be filled in and replaced with catch basins and storm sewers, once a more comprehensive stormwater and roadway strategy is developed for Sunset Point Park. In the meantime, following its completion in the spring of 2015, it will provide a natural stormwater solution that can be used for educational purposes and be enjoyed by both park users and wildlife. Respectfully submitted, ENVISION‐TATHAM David Wood BLA OALA CSLA Senior Landscape Architect/ General Manager C:\Users\dwood\Documents\HOMEWORK\ET112019 Sunset Point Master Plan\ET112019__correspondence\L_2015.02.05_Martin.doc Copy – Dean Collver and Mandy Long via email 115 Sandford Fleming Drive, Suite 200, Collingwood, Ontario L9Y 5A6
T(705) 445-0422
F(705) 444-2327
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INUKSHUK
ROTARY
LOOKOUT
GEORGIAN BAY
EXISTING CONCRETE
WALKWAY
CONCESSION PATIO
EVENTS
LAWN
EXISTING CONCESSION/
WASHROOM BUILDING
EX. STAIRS
TO SHORE
EXISTING
BASKETBALL
COURT
EXISTING CATCH
BASIN
EX.
PAR
KIN
GL
OT
EXISTING
HYDRO
POLE
EXISTING
STAIRS TO
SHORE
EX. PARK
ING LOT
EXISTING
HYDRO STUB
POLE
GATED MAINTENANCE
ACCESS
ST. LAW
RENCE
ST.
EXISTING
GRANULAR
WALKWAY
ST.
SELL
RUS
N
O
R
U
H
.
T
S
EXISTING GRAVEL
PARKING LOT
ENVIROPARK
EXISTING PICNIC
SHELTER
N
SUNSET POINT PARK CENTRAL AREA IMPROVEMENTS
2013 CONDITIONS
JULY 21, 2014
SCALE: 1:500 @ 24"X36"
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INUKSHUK
BIKEWAY
MARKER
ROTARY
LOOKOUT
GEORGIAN BAY
GATED MAINTENANCE
ACCESS & PARKING
LOT DRAINAGE OUTLET
EX. CONCRETE
WALKWAY
3.0m WIDE
ASPHALT
BIKEWAY
CONCESSION PATIO
EXPANDED LOT
(11 SPACES)
EVENTS
LAWN
EDGE OF EX.
PARKING LOT
EX. CONCESSION/
WASHROOM BUILDING
EX. STAIRS
TO SHORE
ACCESSIBLE
PARKING
SPACE
EX. CATCH BASIN TO
PROVIDE OUTLET
FOR BIOSWALE
NEW
CONCRETE
WALKWAY
EX.
PAR
KIN
GL
OT
LANDSCAPE BUFFER
BIKEWAY
CROSSING
3.0m WIDE
ASPHALT
BIKEWAY
RELOCATED
HYDRO STUB
POLE
ASPHALT REDUCED TO
PROVIDE DRAINAGE
AND PLANTING
IMPROVEMENTS
BIKEWAY
MARKER
BIKEWAY
CROSSING
EX. STAIRS
TO SHORE
EX. PARK
ING LOT
BIKEWAY CROSSING
NEW PARKING
LOT ENTRANCE
CROSSWALK MARKINGS
CONTINUOUS THROUGH
ROAD AND BIKEWAY
- TYPICAL
TOPSOIL AND SOD
FORMER GRAVEL
AREA
EX. GRAVEL
PARKING LOT
VEGETATED
BIOSWALE
.
T
S
RE-SURFACED
GRANULAR
WALKWAY
CROSSING
BUMP-OUT
NEW HYDRO STUB POLE
VEGETATED
BIOSWALE
ST.
SELL
RUS
N
O
R
U
H
ST. LAW
RENCE
ST.
2 ACCESSIBLE
PARKING SPACES
EX. HYDRO POLE
ENVIROPARK
EX. PICNIC SHELTER
CROSSING
BUMP-OUT
N
PROPOSED IMPROVEMENTS (2014)
JULY 21, 2014
SCALE: 1:500 @ 24"X36"
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EVENTS
LAWN
CONCESSION PATIO
EXISTING
CONCRETE
WALKWAY
EXISTING CONCESSION/
WASHROOM BUILDING
GEORGIAN BAY
EXISTING STAIRS
TO SHORE
EXISTING
PARKING LOT
EXISTING
BASKETBALL
COURT
EXISTING CATCH
BASIN
EXISTING
STAIRS TO
SHORE
EXISTIN
G PARKI
NG LOT
ST. LAW
RENCE
ST.
N
O
R
U
H
.
T
S
EXISTING
GRAVEL
PARKING LOT
ST.
SELL
RUS
ENVIROPARK
EXISTING
GRANULAR
WALKWAY
N
2013 CONDITIONS
JULY 21, 2014
SCALE: 1:300 @ 24"X36"
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EX. CONCRETE
WALKWAY
EVENTS
LAWN
EDGE OF EX.
PARKING LOT
CONCESSION PATIO
GATED MAINTENANCE
ACCESS & PARKING
LOT DRAINAGE OUTLET
GEORGIAN BAY
EX. STAIRS
TO SHORE
EX. CONCESSION/
WASHROOM BUILDING
ACCESSIBLE
PARKING
SPACE
NEW
CONCRETE
WALKWAY
ASPHALT REDUCED TO
PROVIDE DRAINAGE
AND PLANTING
IMPROVEMENTS
EX. CATCH BASIN TO
PROVIDE OUTLET
FOR BIOSWALE
EXPANDED LOT
(11 SPACES)
LANDSCAPE BUFFER
NEW HYDRO STUB POLE
3.0m WIDE
ASPHALT
BIKEWAY
EX. STAIRS
TO SHORE
EX. HYDRO POLE
BIKEWAY
CROSSING
BIKEWAY
MARKER
EX. PARK
ING LOT
BIKEWAY
CROSSING
NEW PARKING
LOT ENTRANCE
VEGETATED
BIOSWALE
CROSSING
BUMP-OUT
N
O
R
U
H
.
T
S
ST. LAW
RENCE
ST.
CROSSWALK MARKINGS
CONTINUOUS THROUGH
ROAD AND BIKEWAY
- TYPICAL
CROSSING
BUMP-OUT
VEGETATED
BIOSWALE
2 ACCESSIBLE
PARKING SPACES
TOPSOIL AND SOD
FORMER GRAVEL
AREA
ENVIROPARK
ST.
SELL
RUS
EX. GRAVEL
PARKING LOT
RE-SURFACED
GRANULAR
WALKWAY
CROSSING
BUMP-OUT
N
PROPOSED IMPROVEMENTS (2014)
JULY 21, 2014
SCALE: 1:300 @ 24"X36"
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STAFF REPORT
PRC2015-06
February 11, 2015
Submitted to:
Submitted by:
Subject:
Support of the 2015 Collingwood Collegiate Hockey Focus Course
PURPOSE
• The purpose of this report is to request support from the Community Services
Standing Committee with consideration of reduced rates to assist in continued
growth of the Collingwood Collegiate Hockey Focus Course.
RECOMMENDATION:
THAT Council authorize the permitting of non-prime ice to Collingwood Collegiate
Institute for the fee of $200 for the first semester of the 2015/16 school year.
AND FURTHER THAT Council authorize the allocation of ice as per the approved
program and criteria administered by the PRC Department.
1. BACKGROUND
OnFebruary 7,2014Collingwood Collegiate Institute (C.C.I.) Teacher Todd Hammond
approached the Parks, Recreation and Culture Department in search of support from
the Town of Collingwood in the form of in-kind facility use for a new school course. At
that time Town staff determined that the program fit the Town’s “in-kind criteria” as a
new recreational initiative and was eligible for Town support in the 2014 season with no
commitment beyond that point.
In its first year the Hockey Focus Course saw 26 boys and girls from Collingwood
Collegiate take part in 50 on-ice training sessions, off-ice hockey skills and fitness
sessions, receive NCCP Fundamental Movement Skills certification and assist in over
200 hours with minor hockey tournaments and on-ice activities for youth.
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In addition, the students were trained as score and time keepers by the CMHA
(Collingwood Minor Hockey Association), ran the C.C.I. high school hockey tournament
and involved over 180 elementary aged students in a fun day of hockey at the Hockey
Day in Collingwood event on January 14th, 2015.
It is the hope of course instructors to have students receive their Level 1 OMHA officials
certification through an upgraded curriculum. This step could greatly help to bolster the
depleting number of hockey officials in the CMHA organization.
The Hockey Focus Course application (Appendix A) further outlines details on current
course goals, future goals and the current course achievements.
The 2014 edition of the program received a value of $4211 of in-kind support through
the provision of ice time.
On January 23, 2015 Todd Hammond met with staff to discuss opportunities for the
Town of Collingwood to continue its support of Collingwood Collegiate Institute’s
Hockey Focus Course. The success of the course in 2014 was beyond expectations,
however, the ability of the program to be affordable needed to be addressed before
allowing the course to be offered again in the first semester of 2015/16 school year.
Students are required to contribute $200 toward the course upon being accepted.
PRC staff contacted the Township of Clearview to investigate what support if any was
offered in their community after hearing that a successful version of this program had
been operating there for the past two years. The Township of Clearview charges
Stayner Collegiate a fee of $200 per semester for three hours of off-prime ice time per
week.
Review and implementation of the Community Recreation & Culture Grant Program
aligns with Council’s third corporate goal:
• Enhance recreation, arts & culture, and heritage
4. ANALYSIS
The Hockey Focus Course is a high school program that is relevant to the Parks,
Recreation & Culture (PRC) mandate to enhance quality of life and promote healthy living
in Collingwood, by providing access to recreational, cultural and active living
opportunities. Within this context, the Hockey Focus Course prioritizes support for:
•
•
•
Youth participation and engagement in recreation in sport
Improved student skills related to the sport of hockey
Measure and improve the student fitness and health for life through hockey training
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•
•
•
•
Provide students with leadership training within the sport of hockey
Provide students with opportunities to use leadership skills to promote active living
through sport and specifically hockey related activities
Expose students to the organizational aspects of hockey leadership (coach,
managerial, trainer and tournament administration)
Create partnerships with local sports organizations to assist with the development
of the sport of hockey in our community
As a result, it is recommended Council approve supporting this group by permitting a
rate of $200 per semester for non-prime ice allocations at the Central Park Arena.
This course does not displace any current revenue nor does it unduly burden ice
allocations as it is restricted to unused non-prime ice, three days per week.
Appendix A
2015 Collingwood Collegiate Hockey Focus Course Support
Application
SIGNATURES
Prepared by:
Department Head:
Darin Potts
Coordinator, Registration and Permits
Town of Collingwood
Dean Collver
Town of Collingwood
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2015 Collingwood Collegiate Hockey Focus Course
Town of Collingwood Support Application
Attached is information regarding the Collingwood Collegiate Hockey Focus Course.
We are requesting support from the Town of Collingwood to allow our school to offer
this program at a reasonable cost to students for Semester 1 (September 2015 to
January 2016) next school year.
This past year, 26 boys and girls from Collingwood Collegiate took part in 50 onice training sessions, off-ice hockey skills and fitness sessions, received NCCP
Fundamental Movement Skills certifications and assisted for over 200 hours with minor
hockey tournaments and on-ice activities. Beyond this, the students were trained
as score and time keepers by the CMHA (skills which they used as assistants at the
Huronia and Silver Stick Tournaments), ran the CCI high school hockey tournament and
involved over 180 elementary aged students in a fun day of hockey at the Hockey Day
in Collingwood Event.
CCI Hockey Focus Course class wins York University Non-Contact Tournament! Dec 17, 2014
Goals of the Collingwood Collegiate Hockey Focus Course:
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The main goals associated with the Hockey Focus Course have been identified as:
1) Improved student skills related to the sport of hockey. (Hockey Canada Skills
Guide)
2) Measure and improve student fitness and health for life through hockey training.
3) Provide students with leadership training within the sport of hockey.
4) Provide students with opportunities to use leadership skills to promote active
living through sport and specifically hockey related activities.
5) Expose students to the organizational aspects of hockey leadership (coach,
managerial, trainer and tournament administration).
6) Create partnerships with local sport organizations to assist with the development
of the sport of hockey in our community.
Hockey Course Achievements:
● All students achieved the course credit with an overall class average of 83%.
Since all participants love the sport, the buy-in for on-ice sessions, classwork,
assignments and attendance were all much greater than a typical school course.
● The group worked over 200 hours combined at the Huronia and Silverstick
tournaments as time and scorekeepers, front desk clerks and selling fundraising
tickets.
● The students offered 40 hours of ‘Learn to Skate’ assistance in September for
the CMHA.
● Students successfully ran the CCI High School hockey tournament (despite 2
weather delays:)!)
● Students engaged over 180 elementary students in the Hockey Day in
Collingwood event. Students organized and carried out all aspects of the event
activities including the skills competitions at both arenas. Some of the days
reviews are below.
● Students learned many new skills, drills and used a variety of teaching methods
to improve hockey play. (As demonstrated by their tournament win at York U!)
● Students created summative skills videos demonstrating their on-ice
development this semester.
Future Goals for the Hockey Course:
● Expanding our partnership with the local minor hockey associations by
expanding on-ice assistance at the chips and novice levels, allowing more small
group stations and engagement for our young hockey players.
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● Expanding the Hockey Day in Collingwood initiative to engage younger grades,
beyond grade 7 and 8 and creating the ultimate spirit event in Simcoe County.
● Finding funding sources to train and certify all course participants as officials.
Funding Support Request:
In order to achieve and expand upon our goals listed above, the CCI Hockey Focus
course requires consistent funding to keep the course affordable and accessible to all
students. We are very grateful for the support we received this past year in allowing the
program to get off its feet with the in-kind grant.
The use of the Central Park arena and outdoor rink area for training and initiatives has
been invaluable to the course success. This past year, the class was on ice Tuesday,
Wednesday and Thursday mornings from 8am to 9am and as the weather permitted
we used the outdoor rink pad as a training facility on Monday and Fridays, when not in
class for an academic session.
I would love the opportunity to discuss funding opportunities with you and please feel
free to contact me at Collingwood Collegiate at thammond@scdsb.on.ca or 705-4453161 ext 41460.
Thanks again for you support.
Todd Hammond
Collingwood Collegiate
Physical Education Teacher
Varsity Hockey, Jr/Sr Rugby and Cross Country Coach
Hockey Course Pictures, Event Reviews and Student Testimonial:
CCI Hockey Course
testing their skills at Sledge
Hockey!
Hockey Fitness Training at
Active Life Conditioning!
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Hockey Day in Collingwood Reviews:
Mountainview Elementary at the Hockey Day in Collingwood event!!!!
“Thanks for organizing such a great day. The kids loved it and so did we. Your students did a fantastic job. Please
pass on the message to them.”
Thanks Jeff Larmer
Hello Todd.
“...this gives me a chance to thank you and your group. The event was such a success with our students/
teachers. It was run so well. My coaches let me know how positive it was for our kids.
I see many teams as they try to win a championship and they judge the success of the team by how far they
get. This event focussed on the joy of hockey.”
Thank you once again.
Mike Dufort - Principal
St. Mary's - Collingwood
Student Course Review:
“I loved the hockey course. Easily the best course I have taken in high school. I honestly think that it was
run almost perfectly. There was a perfect mix of drills for all skills. The scrimmage at the end of each session
made it even more fun. I also thought that it was really cool that we kept statistics for each player. I think it's
fair that we do a little work that's all hockey based (like tournament organizing and analytics). Overall this
course was great and it makes everyone that takes it a better hockey player.” Jarryd Ling
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STAFF REPORT
Report # PRC2015-07
February 11, 2015
Submitted to:
Mayor and Council
Submitted by:
Subject:
Use of Eddie Bush Memorial Arena during dry months
PURPOSE
• The purpose of this report is to provide an update to Council regarding the use of
the Eddie Bush Memorial Arena during the dry months.
RECOMMENDATION:
THAT Council receives staff report # PRC2015-07 titled “Use of Eddie Bush Memorial
Arena during dry months” for information purposes.
1. BACKGROUND
The Eddie Bush Memorial Arena (EBMA) opened in 1949 and operated as a year-round
arena utilized for organized and recreational hockey and skating programs for 64 years.
In 2012 Council approved the construction of an additional ice arena as a result of
several studies regarding the need for expanded ice surfaces in Collingwood. The
Central Park Arena opened in 2013 and has operated at 75% capacity.
Over time, it was expressed that the EBMA has historical significance as well as a
spectrum of current and potential economic impacts for downtown Collingwood.
In March 2014, Council directed that prime season usage be programmed at the Eddie
Bush Memorial Arena as the primary facility effective September 2014 and that further
programming consultation be ongoing with stakeholders.
The Parks, Recreation and Culture Department proposed a phased approach regarding
repairs to the EBMA. In May 2014, Council proceeded with the construction of phase
one of a renovation project for EBMA. This provided the opportunity to replace the
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concrete floor slab last summer, to make the facility more flexible without restricting or
predetermining the range of uses.
The ice will be removed from the EBMA in early April and will be replaced in late August
for the beginning of the hockey season. This timing is expected to be consistent each
year.
Town Department Heads were consulted for feedback.
In the planning, development and facilitation of events and programs the PRC strives to:
•
•
•
•
•
•
•
Encourage healthy living through recreational, cultural and active living
opportunities
Enhance quality of life for citizens by facilitating diverse and affordable activities
Help ensure the success of activities, particularly those that align with
department objectives
Strengthen relationships with and among community groups and organizations
Maximize use of municipal facilities
Heighten impact in a cost-effective manner
Work with other municipal departments and partners to heighten visitor
experience
4. ANALYSIS
The addition of the Central Park Arena and new potential usage for the EBMA this year
has necessitated several operational and programming adjustments and considerations.
Staff is working towards the utilization of both facilities to their maximum potential
including speaking with key stakeholders to review the potential uses for this facility,
particularly during the dry months.
The Parks, Recreation and Culture department is involved in the planning and execution
of a variety of events and programs and in addition, facilitates and supports the
implementation of events and programs initiated by external groups, clubs and
organizations. It is expected that the addition of the EBMA as a multi-use facility will
expand the opportunities for new and existing events and programs.
There are a number of activities already slated to occur in the EBMA this spring and
summer. PRC staff will be making every effort to ensure that these events are
successful and showcase the multi-functional use of the facility.
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Proposed Event
Art Battle
Craft Beer & Cider Festival
Collingwood Elvis Festival
Brews, Blues & BBQs
RV Show
Business Trade Show
Spring Fashion Show
Ball Hockey
Evening Farmers’ Market
Proposed Dates in 2015
May 23
June 12-14
July 23-26
August 13-14
TBD
June
May/June
May to August
Weekly July-August
Management
External Group
External Group
PRC
External Group
External Group
BIA
BIA
PRC
BIA
The execution of these events in the EBMA will provide staff with the opportunity to
inform 2016 programming and operational strategies.
There are no current financial implications being proposed in this report. All proposed
events will be determined through the 2015 budget process.
none
SIGNATURES
Prepared by:
Darin Potts
Coordinator, Registration and Permits
Tanya Mazza
Coordinator, Arts & Culture
Town of Collingwood
Town of Collingwood
Submitted by:
Dean Collver
Director, Parks, Recreation and Culture
Town of Collingwood
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STAFF REPORT
PRC2015-08
February 11, 2015
Submitted to:
Submitted by:
Subject:
Confirmation to submit a bid for hosting the Ontario Senior 55+
Games in 2017 and 2018.
PURPOSE
• The purpose of this report is to request support from the Community Services
Standing Committee for the execution of a Letter of Intent to host Ontario Senior
55+ Games in 2017 and 2018.
RECOMMENDATION:
THAT Council support the Town of Collingwood’s bid to host the Ontario Senior 55+
Games in 2017 and 2018;
AND THAT Council herein accept any deficit or surplus in revenues resulting from the
Ontario Senior Games pending the awarding of the 2017 & 2018 Ontario Senior
Games to the Town of Collingwood.
1. BACKGROUND
Collingwood has a vast history in hosting world-class events with specific reputation for
an ability to produce successful Ontario Games. Since 1991, the Town has hosted four
Ontario Winter Games (1991, 2006, 2008, 2012), one Ontario Winter Paralympic
Chamionship (2008) and the inaugural Ontario Senior 55+ Winter Games, known as
Winterfest, was held in March of 2000.
Sport Alliance Ontario delivers five multi-sport Games showcasing Ontario’s athletes
and communities. The Games offers participants, volunteers and spectators an
opportunity to experience the excitement of the Games, while leaving behind an
important legacy of community pride and sport tourism development.
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As outlined in our previous report, PRC2015-03 Letter of Intent (Resource 1),
Collingwood is well suited to host the Senior 55+ Games:
• We have a history in offering winter editions of the games and see opportunity in
hosting a summer edition in it will reflect well on Collingwood, and the
surrounding area, as a four-season destination in Ontario
•
Parks, Recreation and Culture Department continues to evaluate the recreational
and sporting needs of the older adult community on an ongoing basis. The
construction of these events will present opportunities to identify these needs and
possibly use this understanding to address gaps in what the Town currently
provides
•
The exposure of the community to an additional 1000 athletes from across the
province not only offers a potential for economic impact (assessed by SAO as
having an approximate value of $1.4 million for the Winter Games alone), but can
also yield investment and new residency as a result. The Senior 55+ community
has evolved into an industry of its own and Collingwood is well positioned to meet
the needs of this active group of people.
Town Department Heads were consulted for feedback.
The Director of Marketing and Business Development was consulted
Hosting of the Ontario Senior 55+ Games aligns with Council’s third corporate goal:
4. ANALYSIS
The Town is well positioned to host both the Senior 55+ Winter & Summer Games.
While the current bid process is only open for the 2017 Winter Games, the synergies
and opportunities for hosting two games back to back pose enough potential to warrant
this new approach for a Bid submission.
We are well positioned to meet the critical areas of responsibility for successful games.
Finance, Sponsorship and Fundraising
History of the Senior 55+ Games has never incurred a deficit. The nature of the adult
games provides a manageable financial model with appropriate fee for entry,
manageable expenses, sizable provincial grant, other grant opportunities have been
accessed for previous games and the municipal contribution will be in-kind only.
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Administration
PRC staff is capable in leading the planning and execution of large scale events. We
have a history of building a volunteer Games Organizing Committee (GOC) who will take
pride in their commitment to delivering on the various components of the Games. In
addition to existing staff resources and the GOC, the hiring of a General Manager is a
requirement of the host community. The salary is built into the Games budget.
By placing a Bid for two games instead of one, we are attempting to maximize on the
opportunities that exists to build models of efficiency. These efficiencies will benefit the
quality of the Games as well as create stability and management of financial risk for the
Town.
Sport Technical
The Ontario Senior Games Association designates its sports as Core, Special Status or
Optional events. This designation is determined at their Annual General Meeting in
October 2015 for the 2017 winter games. Host Communities must host all Core and
Special Status designated events. A host may then select from the list of Optional events
any additional events they will hold in their community based on facilities available, local
interest and to add up to the Host’s expected maximum participant capacity (SAO Bid
Guidelines, Resource 2). It is our intent to host most sports within Collingwood, while a
few will be offered in our neighbouring communities.
Sports included in the Ontario 55+ Winter Games:
•
•
•
•
•
•
•
•
•
Alpine Ski
Badminton
Curling
Duplicate Bridge
Hockey
Nordic Ski
Skate, Prediction
Table Tennis Ten Pin Bowling
Volleyball
Sports included in the Ontario 55+ Summer Games:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Bid Euchre
Bocce
Carpet Bowling
Contact Bridge
Cribbage
Cycling
Darts
Euchre
Floor Shuffleboard
Golf
Horseshoes
Lawn Bowling
Pickleball
Slo-Pitch
Swimming
Tennis
Walking
5 Pin Bowling
Accommodation and Meals
As a four season tourist destination, Collingwood is well equipped with quality resort and
hotel facilities.
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Volunteers
A core group of enthusiastic volunteers already exists in Collingwood. Citizens who have
demonstrated their ability to lend their energies to a wide range of community activities
are available through service clubs and volunteer agencies. The individuals around our
community have a wealth of volunteer experience from past large-scale events such as
the Special Olympics World Winter Games, Ontario Senior Games, Ontario Winter
Games, 1812 Tall Ships Festival and the Collingwood Elvis Festival.
Legacy Plan
Any surplus would go towards the development of Senior activity in our community.
In order for the Town of Collingwood to submit a bid to host the Games, a resolution
from Council in support of the application and acceptance of any deficit or surplus in
revenues resulting from the hosting of the games is required. Deadline to submit a Bid
is Friday February 27, 2015.
2015: There are no effects on the 2015 budget
2016: Deposits will need to be made for accommodation and facility bookings. The
hiring of a General Manager is a requirement for hosting; this person would spearhead
the Games organization and execution.
2017: Requests for “Value-in-Kind” for use of municipal facilities.
Appendix A provides a draft budget breakdown.
Appendix A
Resource 1
Resource 2
Draft budget breakdown
Staff Report PRC2015-03 Letter of Intent to Bid
http://www.collingwood.ca/node/11714
Sport Alliance Ontario Bid Guidelines 2015 – 2017
http://www.sportalliance.com/images/2015_2017_Bid_Guidelines_Dec2014.pdf
SIGNATURES
Prepared by:
Department Head:
Mandy Long
Administrative Assistant
Town of Collingwood
Dean Collver
Town of Collingwood
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STAFF REPORT
PRC2015-09
February 11, 2015
Submitted to:
Submitted by:
Dean Collver, Director, Parks & Recreation & Culture
Subject:
PURPOSE
• The purpose of this report is to provide a review of the 2014 Collingwood Elvis
Festival and provide an outlook at the Festival as it enters its third decade.
RECOMMENDATION:
THAT Council approves the continued planning and execution of the 2015
AND FURTHER THAT Council grants staff permission to proceed with a three-year
planning commitment with the intention of maximizing opportunities for the Festival.
1. BACKGROUND
The Collingwood Elvis Festival began in 1995 as a small, volunteer-run tribute artist convention
housed in the ballroom of the Vacation Inn. In the twenty years since it has grown to become
the world’s largest Elvis Festival featuring more than 120 tribute artists from around the globe,
more than 90 hours of festival programming, and a draw that reached nearly 30,000 visitors to
Collingwood and South Georgian Bay this past July.
The management of the Festival has undergone several changes in structure in its twenty year
history and has benefitted from various operational partnerships including multiple municipal
departments, the Collingwood Downtown BIA, the Collingwood & District Chamber of
Commerce, and dozens of Collingwood business owners and operators.
This report was reviewed by Department Heads
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Approving continuation of planning for Collingwood Elvis Festival aligns with Council’s
third corporate goal:
4. ANALYSIS
2014 REVIEW
The following are the 2014 Operational Priorities of the Collingwood Elvis Festival as approved
by Council December 2, 2013 and the subsequent results:
GOAL 1 Maintain the sustainability of the event
Objective 1.1 Mitigate Financial Risk & Municipal Liability
a. Reduce liability related to
Y Removed Festival Gardens from municipal possession.
alcohol consumption
Reduced capacity and operating hours.
b. Maximize revenue streams
Y Limited entertainment in direct competition to arena
shows to maximize arena ticket sales. Total ticket
revenues in 2014 were 48.6% greater than 2013
revenues.
c. Minimize expenses
N Opted to host Priscilla Presley for 20th anniversary
resulting in greater expenses not originally budgeted.
d. Reduce weather dependency
Y Moved all festival-operated ticketed performances to
indoor venues.
Objective 1.2 Increase opportunities for local businesses to succeed
a. Actively engage First Street
N Maintained status quo in 2014
businesses in event
b. Restructure Hurontario between Y Relocated Festival Gardens to Hurontario. Opened
First and Second
stage to both north and south-facing audiences. Made
vendor space available at no cost to businesses with
storefronts in the second block.
Objective 1.3 Minimize impact on daily operations of community
a. Manage noise levels and
Y Reduced hours of operation on Hurontario in the
timeframes
evenings.
b. Increase parking opportunities
Y Opened up most of Arena parking lot by relocating
in downtown core
Festival Gardens to Hurontario.
c. Improve communications to
Y Made greater use of Town Pages, Twitter and
community regarding event
Facebook to notify of event schedule and road closures.
logistics
GOAL 2 Generate new and repeat visitation
Objective 2.1 Maximize promotions of event and region’s amenities
a. Strengthen existing marketing
Y Made greater use of Festival mobile app, enhanced
platforms and seek new
relationship with Zoomer, and developed new
opportunities
relationship with ZAK Marketing.
b. Enhance local market
Y Greater use of social media and Festival app in 2014.
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promotions
c. Promote event and region
internationally
d. Market the region to onsite
audience during event, to
encourage repeat visitation
Generated extensive exposure locally, regionally, and
nationally because of Priscilla Presley’s attendance.
The Festival’s social media reach was exceptional (see
Appendix A) and required very minimal financial
investment in this area.
Y Utilized TEMP funding to market through Graceland and
Elvis.com. Contracted a US media rep to capitalize on
Priscilla Presley’s attendance through E! and other US
markets.
Y Onsite information booth carried substantial regional
tourism information in addition to festival info. Festival
website maintains permanent link to GTTA for tourism
info.
Objective 2.2 Create incentives to generate new, repeat, and extended visitation
a. Recognize and acknowledge
Y Continue to employ fan-based voting at various
the festival’s loyal fan base as
competitions throughout the event. Implemented a fan
pivotal to the event’s success
advisory panel for targeted feedback based on fan
experiences in Collingwood.
b. Aid in the delivery of affordable
N Status quo in 2014. Will continue to seek ticket and
accommodations
accommodation package opportunities in future.
c. Encourage festival attendees to Y Added a Thursday evening performance in the arena.
extend the duration of their stay
/ Cancelled the Wednesday evening performance due to
N low ticket sales and reallocation of resources to
Priscilla. Couldn’t accommodate a Wednesday VIP
event with Priscilla due to flight schedule. Opted for
Thursday appearance instead.
GOAL 3 Exceed the visitors’ expectations
Objective 3.1 Deliver an event atmosphere that is welcoming and accessible
a. Create and deliver an enhanced N Status quo in 2014. Has been identified as a priority in
and unified approach to welcoming
2015.
visitors
b. Enhance Festival Atmosphere
Y Emphasized Hurontario as core of the festival by
maintaining street stage placement for duration of
event. Relocated Festival Gardens to Hurontario and
opened back of stage for both north and south-facing
audiences.
c. Make festival more accessible
Y Opening up parking in the Arena lot and opening the
and improve flow of people
Hurontario Street stage to north and south-facing
audiences both contributed to improving accessibility
and flow of people in 2014.
Objective 3.2 Present event content that is high quality, engaging, and desired by the audience
a. Present high-quality shows
Y Employed high-quality production team. Offered a range
of activities and price points. Employed only top quality
tribute artists as headliners.
b. Maintain and build upon festival Y Saw record attendance at arena shows and overall with
strengths
our research firm estimating total attendance at 29,400.
c. Ensure Tribute Artists are
Y Maintained tribute artist registration pricing at 2013
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recognized and acknowledged as
pivotal to the success of the
levels. Continued to hire former Collingwood
competition champions as headliners in noncompetition performances.
In summary:
GOAL 1 Maintain the sustainability of the event - The 2014 festival was the most successful to
date in terms of attendance, media exposure (Appendix A), visitor spending, and creating
opportunities for local businesses to benefit from the event. Many positive steps have been
taken to achieve these results and reduce municipal liability in the process. Mitigating municipal
financial risk, however, was not achieved in 2014 given the costs associated with hosting
Priscilla Presley.
BUDGET
ACTUAL
VARIANCE
REVENUE
$354,000.00
$532,355.62
$178,355.62
EXPENSES
($354,000.00)
($607,621.41)
($253,621.41)
NET
$0
($ 74,922.49)
*($ 74,922.49)
*Variance is associated with the opportunity to host Priscilla Presley which occurred after
budget was set and increased both revenues and costs substantially. Costs in the areas of
entertainment fees, security, marketing and flights were affected. The purchase of Shades of
Elvis books for retail carries $9,147.61 in remaining inventory value. With the books paid for in
2014, the value is expected to be recovered in revenues in 2015.
GOAL 2 Generate new and repeat visitation - The research firm of RMCG estimated the 2014
attendance at 29,400. This is an increase of 34.5% over the estimated 2013 attendance. RMCG
research also shows 30% of attendees were first time visitors in 2014.
GOAL 3 Exceed the visitors’ expectations - When asked to rate their overall experience at the
Collingwood Elvis Festival, the festival received an average 86% rating by both the visitor and
the regional market according to RMCG survey results. Even more encouraging is that 96% of
all visitors indicated they were likely to return in 2015.
LOOKING FORWARD 2015-2017
Governance:
As a result of the Municipal Governance Review, the Collingwood Elvis Festival Municipal
Services Board was dissolved in October 2014 in favour of moving the management of the
event directly into the Parks, Recreation & Culture Department and under the purview of the
Community Services Standing Committee – the goal being to:
•
ensure an environment where the planning and execution of the event are conducted
efficiently and responsibly
•
maintain an avenue for feedback and recommendation from the community, business
sector, and tourism partners
•
assign authority in alignment with financial responsibility
•
protect the interests of the municipality
Financial Management:
While the benefit to hosting Priscilla Presley helped achieve several identified goals in 2014, the
associated costs were substantial and maintaining this level of expense is not sustainable.
While this hosting opportunity was an anomaly in 2014, and not expected to be repeated in the
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near future, a thorough review of the financial management of the festival has yielded the
following considerations:
Accommodations – a new model will see a firm limit the provision of accommodations for
headline performers. This may limit the number of artists the festival is able to attract; however,
the focus will be on quality versus quantity in the new era.
Entertainment - Staff is committed to maintaining the quality of headliners employed in the
arena performances but will seek the appropriate quantity to maintain a full show while ensuring
cost objectives are met. Staff are also assessing where live accompaniment could be replaced
by a more cost-effective electronic accompaniment without impacting the audience experience.
Three-year contracts - It is believed that we can find several cost efficiencies by offering threeyear service contracts in areas including security, production, waste management, sanitation,
vendor management, merchandise, and printing. One of the identified struggles of the Elvis
Festival with respect to meeting budget is the limitations cause by successive one-year plans.
With no future for the event beyond a single year focus, it is supremely challenging to
accomplish efficient growth and development of the festival through leveraging partnerships and
business opportunities.
Operational Priorities:
Our research over many years has shown a very high rate of returning visitors to the
Collingwood Elvis Festival and a high overall rating of the festival experience. Our research also
shows our core demographic aging. As such, in 2015, staff proposes to focus heavily on
increasing first time visitorship of younger adult audiences (45+) and to present the event as a
unique, age-friendly attraction regardless of the visitor’s degree of affinity for Elvis Presley.
Simultaneously we will ensure we are maintaining the quality of our core components (Elviscentric entertainment, high quality arena shows, the competition aspect, and the tribute artist
experience) which are pivotal to maintaining the loyal core audience of this event and to turning
our first-time guests into returning visitors.
Our first-timer program will include:
Free tickets - 1000 free tickets are being offered to first time visitors to the Collingwood Elvis
Festival for the Thursday evening arena performance. This will increase midweek visitation,
extend the average length of stay, and generate additional ticket sales beyond the Thursday
evening performance.
Welcoming spaces and faces - Clearly identified entrances to the downtown core will be staffed
with clearly identified festival “ambassadors” providing everything a first-time attendee will need
including event schedules, maps, directions, recommendations of performances and local
attractions, and helpful tips to navigating the crowds. This also provides an opportunity for
sponsorship activation in a very direct way that may see the festival attract a three-year
commitment from a higher level corporate partner.
Our age-friendly emphasis will focus on:
Improving ease of movement – This will include widening walkways by managing crowds and
strategically managing sightlines, investigating increased “people-mover” opportunities, and
improving communication and signage regarding parking. Parking was identified as a key
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consideration in feedback during the commissioned study and staff will seek to improve on
current models for the benefit of both festival-goers and the resident community.
Increasing communication – improvements to the festival website, mobile app, social media,
and marketing campaigns can all be designed with the 45+ potentially new-to-town end-user in
mind.
Three-year Outlook:
The Festival aims to increase tourism visitation and spending in the region with a three-year
enhancement plan.
As mentioned, 2015 focuses on increasing the number of first-time visitors to the festival by
offering a free tickets incentive campaign targeting the 45+ demographic from 100km+. Free
tickets will be limited to 1000 in number. To assist in accomplishing this goal, the festival will
further develop its partnership with ZoomerMedia/Carp whose base listening and subscribing
audience fits the demographic that our festival is targeting within its marketing campaign. This is
part of a larger goal of removing barriers to first-time attendees while increasing attendance and
geographic reach, but also to place the emphasis on the overall festival experience rather than
just the Elvis theme.
Year two, 2016, aims to increase attendance working closely with our accommodation partners
by implementing a buy 3 get 1 free accommodation incentive for first-time attendees, by
developing a more fulsome motor coach tour program to maximize day-tripper attendance, and
by continuing to make age-friendly enhancements to the event including A/V optimizations for
guests with visual and hearing impairments. The latter in particular is geared to improving
quality and sustainability of the event that caters to the older demographic who continue to be
our strongest visitor base.
Year three, 2017, proposes to further broaden and increase the audience base by introducing a
waterfront component to the festival. Local DMO research indicates that water and near water
activities are one of the primary trip motivators in the region. Our community is rich with
beautiful waterfront parks and a redesigned and enhanced harbour that could be better utilized
to not only entice a new audience base but also to further promote the amenities that
Collingwood offers.
These enhancements and the accompanying marketing campaigns will not only seek to
increase day trip visitation from first time attendees, but increase overnight stays and length of
stays to fully experience the festival, the harbourfront and the historic, scenic downtown core.
A professional research study will be conducted annually to ensure that appropriate data is
collected reliably and consistently to allow staff to accurately measure the Festival’s
performance indicators year over year.
The festival model is designed to be a cost neutral with a surplus projected in the draft
2015 budget submission. The top priority for the festival is to manage the event to cost
neutrality while continuing to provide a superior product and opportunities for continued
growth.
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Appendix A
2014 Collingwood Elvis Festival Media Summary
SIGNATURES
Prepared by:
Karen Cubitt
Manager, Culture & Events
Town of Collingwood
Department head:
Dean Collver
Director, Parks, Recreation & Culture
Town of Collingwood
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Media Coverage
The media coverage that was generated before, during and after the Festival dates was
equivalent to hundreds of thousands of dollars worth of paid advertising. All media
coverage positively reflected the Festival, and the Town of Collingwood. Media
coverage was also received from a number of media outlets that would not traditionally
cover the annual Collingwood Elvis Festival.
•
•
•
•
•
•
•
•
•
CHCH News Hamilton
o CHCH is available to over 92% of Ontario households and is viewed by
millions nationally each week.
CTV Canada AM
o Canada's most watched morning news show
CBC News
o CBC television news reaches more than 10 million households. CBC
Radio has over 4.3 million listeners as Canada's largest radio station.
CBC.ca<http://CBC.ca>, one of Canada's most popular websites, gets
over 30 million views per week. We also service the CBC News Express
broadcast service, which broadcasts in five of the country's biggest
airports.
Zoomer News (Vision TV)
o Vision TV is in 95% of English-speaking homes in Canada, and is a top
specialty station for women aged 35+. Vision TV reaches nearly 3 million
viewers each week.
ET Canada
o Entertainment Tonight Canada is the country's most trusted entertainment
newsmagazine, delivering in depth and breaking up-to-the minute
celebrity, film, television and music news. Together with trusted global
powerhouse, Entertainment Tonight, ET Canada delivers the Most
Watched Hour of Entertainment News to Canadians every night, every
week, coast to coast.
The Weather Network
o The Weather Network Broadcast Reach by the numbers:
 • 11,133,508 Cable & DTH Subscribers
 • 10,685,201 Household Subscribers
 • 448,307 Commercial Subscribers
Ottawa Sun
o The Ottawa Sun has 105,000 weekday readers, with an average age of
47, and an average household income of $84,977.
Kingston Whig-Standard
o The Kingston Whig-Standard is part of the Sun Media chain of papers,
which see 198,800 readers weekly.
The Globe and Mail
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•
•
•
•
o Each weekday, The Globe attracts 1,005,000 readers with our renowned
news, business and lifestyle coverage. And in an active and fulfilling
schedule, they still find time to spend 41 minutes with our quality content.
The Toronto Sun
o The Toronto Sun has 595,000 weekday readers, and more than 500,000
readers on both Saturday and Sunday. The Toronto Sun has the highest
concentration of readers between the ages of 18-49 when compared to
other paid dailies in Toronto. The average household income of weekday
Toronto Sun readers who are employed is $96,090.
AM 740
o Kingston to Windsor, Parry Sound to Pittsburgh & daily CUME (# of
people who listen for at least 5mins is 250,000)
Peterborough Examiner
o The Peterborough Examiner is part of the Sun Media chain of papers,
which see 198,800 readers weekly.
CTV News Channel
o CTV News Channel is available in 8.27 million households, with a
balanced regional audience.
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Mobile app
The Collingwood Elvis Festival smartphone app had existed for a few years, but hadn’t
been utilized to its full potential.
The app provided the Festival with additional reach to a new market of fans, with little
effort invested on our end. Data was pulled from the existing Collingwood Elvis Festival
website and the app is compatible with Marcato, the system used to schedule the
Festival events. Users could add specific events directly to their smartphone calendars,
receive directions to Festival venues, and even take a “selfie” with Elvis.
The app also offers additional metrics to help measure engagement with the Festival,
including downloads, app launches, calendar activity, photo sharing and users by
platform. (See Appendix – Slides 15-18)
The mobile app, while available since 2012, was not used for the 2013 Festival. Efforts
were made to update and enhance the functionality of the app and promote it to
attendees. During the Festival dates, there were almost 1,500 app launches across all
platforms. The app was able to act as a mobile, personal information booth for
attendees with smart phones.
Page 3 of 6
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Social Media
Social media was able to tap into a new audience and allowed content and commentary
to be shared amongst fans. Social media accounts are free of charge, and require only
a modest staff time investment, considering the extensive reach.
The Collingwood Elvis Festival Twitter account handle (@CwoodElvisFest) was
launched in February 2014, and as of September, had grown to more than 200
followers.
Mentions
Mentions occur when a Twitter user tags or mentions another user in their posts. This is
usually done to alert the mentioned user to the message and let readers know that there
is a related account for the topic being discussed.
Mention reach measures the number of Twitter users who were exposed to the Tweet
mentioning our handle. A mention reach of 10 could mean that one person mentioned
us, and they have 10 followers, or two people mentioned us, and they each have five
followers.
Between June 5 and August 7, 2014, the Collingwood Elvis Festival twitter account
handle was mentioned 320 times. Those mentions reached a total of 29, 818, 823
people. Some of these will be overlaps, or repeated views, but it is still a very
impressive reach.
Retweets occur when a user reposts content from our account. The retweeting of
Festival generated content reached 175,741 people.
On July 28, Christoper Ameruoso shared via Twitter the photo that he took of himself
and Priscilla Presley while on stage at the opening ceremony, thanking Collingwood for
the warm hospitality. (Appendix – Slide 12) This tweet has been retweeted 25 times and
favourited 49 times. As it was a post from Ameruoso’s own account, we do not have
access to the reach analytics for the post.
The Collingwood Elvis Festival Facebook page was transitioned from a ‘group’ in 2013,
although the ‘group’ still has a considerable amount of activity, the page has almost
1,600 likes.
Facebook generated a great deal of coverage for the Festival and awareness for the
Town. Through not only the Festival’s account, but also Priscilla Presley’s account,
hundreds of comments, compliments and commendations were received.
The Festival account’s post of July 27 listing the competition results garnered 42
shares, 12 comments, 70 likes, and reached 3,388 people.
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A post made by Priscilla Presley on August 6, which expressed that she “had a
wonderful time at the Collingwood Elvis Festival” and that she “was very impressed with
the support, love, and respect they have shown Elvis for the past two decades” received
149 shares, 257 comments, and 4,241 ‘likes’.
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Zulu Alpha Kilo advertising campaign
Festival organizers were approached in the spring by Toronto-based advertising agency
Zulu Alpha Kilo (ZAK) with an offer to create a fun, new, advertising campaign for the
Festival.
Every year, the team at ZAK pick a project to undertake free of charge, as an
opportunity to not only use their creativity, but also to offer their services to
organizations that may not otherwise be able to afford them.
ZAK came up with a fun campaign and produced several out-of-the-box concept pieces
for the Festival’s use. The posters in particular were extremely popular with festival
attendees, with many requests being made to purchase the posters.
All of the costs associated with the ZAK project, including the design, writing, production
and distribution, were covered by ZAK.
A public relations effort relating strictly to the ad campaign was undertaken by ZAK,
which garnered the agency, the ad campaign, the Festival, and the Town of
Collingwood a great deal of additional coverage in marketing and advertising strategy
publications. This coverage helped to shape the impression of the Festival as funky,
forward thinking and inventive.
Zulu Alpha Kilo has worked for such illustrious clients as Bell Canada, Puma, Carleton
University, Giant Tiger, Coca Cola and Jack Astor’s. The creative and production that
was provided for the 2014 festival by ZAK would have cost tens of thousands of dollars.
The ZAK campaign helped to raise the image of both the Festival and the Town with no
financial implications to the Festival. Several suggestions were made by ZAK that can
assist in marketing and branding the Festival in future years.
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STAFF REPORT
PRC2015-10
February 11, 2015
Submitted to:
Submitted by:
Subject:
Approval of Heritage Park Plan
PURPOSE
• The purpose of this report is to update the Community Services Standing
Committee in order that it may recommend for Council to approve the final
conceptual design of Heritage Park.
RECOMMENDATION:
THAT Council approve the conceptual design of Heritage Park.
1. BACKGROUND
Heritage Park, located at the corner of Second and High Street, has undergone many
transformations over the years that have left the facility incomplete in terms of
development potential.
A new fire hall and aquatic centre were constructed at Heritage Park in 2013. The
Fisher Fields facility reconfigured to allow soccer to move there from Heritage Park, as
well as expand opportunities for the sport. A large baseball diamond and skatepark
remain as features of the park, with and a temporary off-lease dog park added in 2012.
The proposed concept plan presents a phased approach to managing an orderly
development of the community space. The plan addresses current and urgent needs for
baseball as well as the development of a new skatepark facility to meet the growing
demand for this asset in Collingwood.
Baseball saw a reduction in their field allocations as a result of the construction of the
Central Park Arena. While currently on an upswing in interest in the sport, minor
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baseball is challenged to address this growth with limited facilities. Adult baseball in the
area attracts approximately 700 players and places further strain on facilities.
The current skatepark experiences a significant amount of activity, relative to even the
more organized sports in our community and despite facilities that are sparse and not in
line with current standards for quality and wide-ranging use.
The existing temporary dog park has attracted a consistent amount of use over time. To
the point where it is believed that the loss of the leash-free zone would present a
negative impact on the local neighborhood.
Staff have met with and had communications with the Baseball leagues, Skatepark and
BMX riders and off-leash dog park users. All users were supportive of new and/or
improved facilities and are willing to assist the Town with pursing outside funding
options.
Approving a Plan for Heritage Park aligns with Council’s third corporate goal:
4. ANALYSIS
The plan design of Heritage Park is a phased approach (Appendix A) which identifies
construction of a junior ball diamond, a new skateboard/BMX facility, an off-leash dog
area and a small parking area. At the appropriate time, and following Council approval
for scope funding of such a project, tendered drawings may vary from the design
presented in this report. With the adoption of this plan for Heritage Park, no significant
changes or changes to the intent of the area will occur without further council approval.
Baseball:
The Heritage Park plan addresses the application of a junior-sized baseball diamond to
accommodate the younger age groups of minor ball which allows a redistribution of
allocations to the older age groups and adult leagues. This will alleviate some pressure
from facilities and allow the sport to accommodate some growth.
Skatepark:
A new skatepark will address a growing interest in this activity by meeting standards for
quality and use by a wider range of skill levels. A separate project has staff working with
local users on a new skatepark design that will work within the proposed footprint of the
plan that is being presented through this report.
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Dog Park:
Recognizing the consistent use of the existing temporary park, but also acknowledging
the challenge of limited space against the priorities indicated above, a moderate-size
dog park has been included in the plan. This will allocate a total of three leash-free dog
parks within our Town boundaries with a wide geographic distribution to accommodate
residents who wish to use this service.
The plan presented in this report is intended to provide a formal approach to the
development of Heritage Park, but not to suggest or seek approval for funding of
construction. Having a formalized plan allows for the development of funding models,
applications for grant funding, and adoptions of strategies to seek 3rd party sponsorship
to achieve construction.
There are no financial effects as a result of this report
Appendix A
Phased Plan for the Development of Heritage Park
SIGNATURES
Prepared by:
Department Head:
Wendy Martin
Manager of Parks
Town of Collingwood
Dean Collver
Town of Collingwood
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ON-STREET PARKING
PEDESTRIAN
PARK ENTRANCE
S E C O N D
S T.
S P R U C E S T.
DOG PARK
S T.
JUNIOR BASEBALL
DIAMOND
H I G H
NEW HARDBALL
DIAMOND
ON-STREET
PARKING
PEDESTRIAN
PARK ENTRANCE
'LEARN TO
SKATE' AREA
CONCRETE
WALKWAYS
COLLINGWOOD
FIRE HALL
PUBLIC
WASHROOMS
FIRE
DEMONSTRATION
LAWN
OPEN LAWN
SKATEBOARD PARK
COVERED
SWIMMING &
THERAPY
POOLS
PARKING (76 SPACES)
PARKING
- ASPHALT SURFACE, CURBS &
PLANTED ISLANDS
T H I R D
S T.
ON-STREET PARKING
HERITAGE PARK CONCEPT PLAN
FEBRUARY 9, 2015
SCALE: 1:1000 @ 11' x17'
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February 1, 2015
Town of Collingwood
97 Hurontario Street
Collingwood, Ontario
L9Y 3Z5
Mayor Cooper and Council Members:
RE: Collingwood Municipal Marina Coalition Request for Additional
Seasonal Docking
It was gratifying to hear all the positive comments regarding the harbour
development in the run up to the election. Many of you spoke of the need for
a Master Plan and in this regard, our group agrees with you. As you are
aware, there have been three previous waterfront plans presented to the
Town for consideration since our shipbuilding activity ended.
The 1988 Dillon Master Plan
This plan included a market demand study of residents and transient tourist
need for boat slips. The conclusion was the initial need for a public marina
with 260 boat slips – 235 seasonal and 25 transient – expanding to 400 over
a ten year period.
The 1996 Moore Master Plan
This plan concluded that a total of 50-55 boats could be accommodated in a
transient marina. The study only looked at the present requirements at that
time, and it did not include a market demand study. It also noted that
seasonal docking space was available at Cranberry Marina and Thornbury
Marina. This is no longer the case as all area facilities are operating at
full capacity.
The 2009-2011 Baird Harbour Concept Plan
Baird and Associates was the company recommended by staff to take a
proactive approach and create a conceptual plan that would assist the Town
in developing an action plan for moving forward with a Master Plan. The
concept plan was accomplished through many discussions and meeting with
Town staff, the Harbourlands Committee, and a number of stakeholders.
The scope of the study included existing physical conditions, the primary
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2
harbour infrastructure, the water lots, the existing land base, Bathymetry,
water levels, the effect of waves and ice, the water quality and aquatic
habitat conditions with the harbour.
The scope of this detailed comprehensive study also included the use of the
harbour by the existing users: Collingwood Yacht Club (CYC), GBMV
seasonal slips, Collingwood Dragon Boat & Canoe Club, Collingwood
Rowing Club along with other users and stakeholders.
After many hours of discussions, meetings with Town staff and Committees,
and studying the various requirements of the user groups, the conclusion of
the Baird study is a balance or compromise between the present Clubs uses
and the future docking facilities of a public marina.
The Baird Concept Plan recommends developing a marina facility on the
eastern side of the harbour in the location of the Town’s new head-dock.
The Plan originally recommended over 200 seasonal and transient slips.
This was later reduced after the paddler and rowing groups complained of
interference with their use. The Baird Plan now recommends a modest total
of 135-140 rental slips.
It is the opinion of our Coalition that the new Master Plan should be
based on the Baird Concept Plan 2009-2011. A lot of time, effort and
public money has been spent getting the conceptual plan completed. If you
deviate from this too far, it could favour a particular user group at the
expense of another and lessen the overall benefit to the community as a
whole.
Little has changed within the harbour since the Baird Plan was completed.
The physical conditions are much the same – just 4 years older. The user
groups are the same…so who would be against using the Baird Plan as a
basis for a new master plan?
The answer is in the Baird Plan – Appendix B: Public comments
A letter from Collingwood Dragon Boat & Canoe Club, signed by
Commodore Brian Saunderson, regarding the marina proposal is quoted:
“The traffic generated by 200 plus gas powered boats entering or leaving the
harbour would be catastrophic to any small boat activity.” “ The short-term
impact on our paddling activities would be devastating and irreparable” “
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3
We also ask the Harbourlands Committee to re-examine any marina in the
harbourlands. “
Their opposition to a marina or any form of motorized vessels has been ongoing….mainly by private meetings with key people trying to persuade them
to their cause.
We believe this alarmist rhetoric to be unfounded and unwarranted. If you
observe the activity at any Marina you will notice that the vast majority of
boats are stationary at any given time – moored in their slip, only a small
portion of them are in use and these would have calmly left the harbour to
enjoy the open water of Georgian Bay and beyond.
There are many harbours where power boats, sailboats, canoes and row
boats can co-exist. Vancouver Harbour has all of this plus commercial
shipping and float planes; other examples include Toronto Harbour and
closer to home, Midland – all respecting each other and co-existing.
Our Coalition group embraces the guiding principals of the Town to foster
the following:
1. Encourage community use of the waterfront and harbour areas
2. Ensure that waterfront activity is inclusive so that the activities of one
group do not preclude the use of the facility or area by other interested
parties.
PRESENT POSITION OF PUBLIC DOCKING
The public docking provided by the Town can be categorized into three
classifications:
1. Day Use Only – Visitors Docking
This is provided free of charge to encourage boaters to visit the Town,
provision for supplies and leave before nightfall. The floating walkway,
constructed in 2013, alongside the Shipyards promenade serves this
purpose with 6 daytime berths available. Our group thinks that this
Phase 1 should suffice for now as the money could be better utilized
elsewhere prior to Phase 2 being undertaken.
2. Transient Visitors Docking
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4
These are boaters who come to visit the port and require overnight
docking. The average stay is two nights. Seven docks have been
reserved for these visitors. The fee for docking is per night as set out in
the Town Fees and Service Charges bylaw.
3. Seasonal Docking
The Town has been renting seasonal docks to recreational boaters for
many years. In 2012, the Town had 21 seasonal berths rented. In 2014,
after spending hundreds of thousands of dollars on the head dock and
spine dock as well as the Shipyard promenade day-use docking, the total
number of berths for rent on a seasonal basis is 29. A net gain of 7. This
segment of the population has been underserved for too long.
In 2013, the Town Council approved the purchase of a head dock with
two ramps, one of which is handicap accessible, leading down to the
floating boardwalk that runs parallel to and is attached to the east harbour
wall. Four spine docks are attached to the head dock; three of these
belong to the Collingwood Yacht Club (CYC) and one belongs to the
Town. The Town’s spine dock comprises of 22 boat slips. The Town
has an agreement with the CYC that their temporary use of this location
can continue until April 2017. Our water levels have increased
dramatically since the 2012 crisis and we are now well above average. It
is understood that when this temporary arrangement comes to and end,
the CYC will return to their leased space in the CYC basin. The Town
would then have space for three more spine docks attached to the head
dock.
The Parks & Recreation staff has done an excellent job refining the
Docks Allocation Procedure, part of which is the Application for
mooring wait-list. At the end of the 2014 boating season, we had 65 on
the wait-list hoping to procure a seasonal dock rental for 2015.
We respectfully request that Council approves the extension of the
head dock and the purchase of two floating spine docks similar to the
one the Town presently has. The cost of the extension plus the two
spine docks would be approximately $290,000.
This would give the Town 44 more slips available for seasonal rental.
That would be 73 in total plus a potential of 66 more when the CYC
temporary use comes to an end in 2017. At that time, the total number of
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5
docks would be 139 and that’s a marina! It’s also over $200,000 a year in
revenue to service a debenture.
We have over 1,000 members now in our Marina Coalition; over 700 of
which are residents. We are asking that the tax paying public that have
been denied the enjoyment of their chosen recreational pursuit be given
the opportunity to share the harbour with other harbour users.
The eminent Richard Rohmer editorialized ‘The harbour which should be
filled with hundreds of small craft docked in the Shipyard sector has no
action apparent’. We are looking to Council to do the right thing as
decision makers and take action.
We have many people moving to Collingwood with a need to dock their
boats. We should be able to accommodate that need if we are to continue
developing as a recreational Town.
Ray Porter, Co-founder
Bing Jowett, Co-founder
Fred Devellano, Member
Collingwood Municipal Marina Coalition
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Feb11_15 Community Services Agenda pkg

Transcription

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