CORPORATION OF THE CITY OF PORT COQUITLAM PARKS & RECREATION COMMITTEE A meeting of the Parks & Recreation Committee was held in the Parks & Recreation Office on June 3, 1993 at I:00 p.m. In attendance was Councillor Mike Thompson Also in attendance was Lsrry J. Wheeler, Acting Parks & Recreation Director, and Pat Greer, Recording Secret..ry Itetn No. I Contractual Arrangement for Hyde Creek Project Ken Kidd, Construction Manager for Coquitlam's new pool answered questions from the Committee on Construction Management. The Committee then discussed the report from the Acting Parks & Recreation Director. ~Rec Item No. 2 end ations: I) That the Port Coquitlam Parks & Recreation Department be authorized to adopt a Construction Management approach to the Hyde Creek project. 2) That staff draft a proposal letter and terms of reference and present to Committee of Council. Parksite ttS Discussion The Comnuttee had a general uiscussion on the public @5, process for Park Site Recommendation The Committtee recommended that staff research out costs on various park's amettlties by following this procedure; a) In early July a citizen group made up of individuals who have previousl previous y expressed interested in this park and invite them to a working meeting .. They then would come up with conceputal plans. b) Forward these ideas to the Landscape Architect who is doing the park site Master Plan. c) Item No. 3 Present the Park Site Master Plan to the Community as a whole. Administrative space (Hyde Creek Expansion) The Committee discussed the report from the Acting Area Recreation Supervisor. ~cendatron: It is recommended that Hyde Creek administrative area be centralized. Cauiul AD JOURNMENT The meeting adjourned at 4:00 p.m. M. Thompson Chair TBE CORPORATION OF TBE CITY OF PORT COQUITLAM Memorandum June 3, 1993 To: Parks & Recreation Committee Prom: Lany J. Wheeler, Acting Parks & Recreation Di-ector Subject: Contractual Arrangement for Hyde Creek Project Recommendation: It is recoinmended that the. Port Coquitlam Parks & Recreation Department be authorized to adopt a Construction Management approach to the Hyde Creek project. 1.0 Purpose/Problem l. i 2.0 The purpose of this report is to provide information and a recommendation to the Parks & Recreation Conuniittee regarding the best way to contr" ct and manage the construction of the Hyde. Creek project. History/Background 2.1 Fairly early in the process, our Architect for the Hyde Creek expansion and retrofit asked us what form of contractual arrangement we would be usirig for this project. He marie it very clear that he preferred and had experienced a lot of success with an approach caUed construction management. This issue needs to be clarified at this stage of the project. trna /U~ 0~ ~m -23.0 APCernativesi 3.1 There are four contractual arrangements available. However, only two will be reviewed as being the most appropriate for our situation: a) General Tender or Stipulated Sum Contractual b) Construction Management Arrangement 3.2 Genera! Tender or "Stipulated Sum" Contractual Arrang..nent t 'tipulated Sum" is the traditional contractual arrangement entered into0 b the Client and Contractor for the whole of the work including the Contractor's overhead and profit. Competitive bids for the completion of the whole project are called I'rom General Contractors who are provided with completed and final workin wor g drawings and detailed specifications. the General Contractors, in turn, obtain prices from the various sub-trade specialists and compile an allinclusive quotation. The General Contractor is paid the amount of his bid, subject only to adjustment for any changes made during the construction period that are not part of the contract documents. It is usual to require bidders to state the time required for completion or this may be stipulated the by Client. During the construction stage of the project, the Architect administers the construction conuact on behalf of the Client. The General Contractor is responsible to the Architect, makes applications for payment to him, and relies on him to certify that the work has been satisfactorily completed. The General Contractor however, administers the actual construction work. 3.3 "Construction Management" Arrangement "Construction Management": A construction manager is a person or firm who is independently engaged by the Client primarily to directly manage the actual construction work on a specific project. He should be employed concurrently, or!ust after, the appointment of the Architect. He usually provides a construction consulting service to the Client and Architect during the des.ign and contract document stages, and acts in a similar capacity to that of a General Contractor during the construction stage. The construction manager would normally be a party to all subcontracts but would not, in general, contract himself to perform actual construction work. Management contracts usually involve overlapping the design, tendering and construction phases. Actual construction work is sublet in sequential 'packages" by means of competitive bidding as drawings arid specifications are completed. Management fee is either a lump sum or a Fxed fee plus an overburden applied to salaries. 4.0 5,0 Financial Implications: 4.1 As outlined previously, in the case of general tender, the project cost for construction is identified at the beginning of the process. The only variation on this would be the result of changes made during construction. 4.2 Relative to the construction management enangement, this is the area that usually causes the most discomfort. With this arrangement, the final construction budget is not known until you are into the project. However, the trade-off for tins flexibility is often substantial cost savings and time efficiency during construction. 4.3 Our architect has indicated that in the last 10-11 years, he has almost exclusively worked with clients on a construction management arrangement. He indicated that he has experienced great success using this method, completing projects under budget or enabling clients to get more features within budget. Interdepartmental Involvement/Implications 5.1 The construction management arrangement may hnpact the Treasury Department in that project tendering, approvals, etc. would not be handled in our traditional manner. However, this arrangement can be implemented and still meets the needs of an open tendering process. 6.9 -4- Other 6.1 Two pools are currently under construction using the construction trtanagemenr arrangement. Coquitlam's new pool is currently on schedule, after a two month delay in getting started and is substantially under budget. Wlustler's new pool is also using this appmach. 6.2 Some of the advantages and disadvantages of the two arrangements are outlined below: 6.3 Stipulated Sum: Adv ant~ Architects are in close communication with Client. Stipulated Sum is a tested and timed arrangement in which the duties, responsibilities and obligations of all parties are understood through past performance. Sequential phasing of design, tendering, and construction demands attention to detail arid that design decisions and documentation be completed. Ensures best possible price at tune of tender. Lowest bid for the whole cost of the work is readily identifiable. Therefore public accountability is easily satisfied. Capital commitment known in advance. Public acceptability for the spending of public funds. Compet tive natures spurs ingenuity, keepuig prices to a minimum. Competitive nature of contracts demands efficient use of time. Qjisadvantaaes Construction cannot begin until tenders are called. Therefore both design and consuuction time is critical. WiH add 2-3 months to start of construction to accoinmodate design work. The system slows down cash flow duriing the construction contract and thus costs are incurred which are eventuaUy returned to the Client. The arrangement generally has a lack of flexibility to accommodate new Client requirements or revisions in both the tendering and construction stages. Does not pemut client opportunity to iiegotiate favorable prices with subcontractors. 6.4 Construction Management A dv aiita gaa'rovides for effective communications. Flexibility duri g design and construction to overcome the unexpected. Efficient use of joint expertise in all phases of the work. Construction may begin before completion of the final drawings for the entire project. Reduces timeline to start construction by 2-3 months compared to general tender arrangement. All work cau be tendered sequentially making it easier to control expenditmes. Ensures disclosure of all sub-contract prices to the Client. Possible savings if Sub-contractors paid soon after their work is completed. High cost of extras is potentially reduced. Construction manager can be challenged to find cost efficiencies for the client. Construction manager works for the client as part of their project team. Disadvantases Difficulty in selecting people with suitable background and experience to be the manager. Client seldom willing to give the manager total authority. Architects must be willing to adjust some of their traditional roies. Necessitates mutual respect for each other's abilities. The procedures result in extra costs to the Architect and thus a higher fee to the Client. 7.0 Summary/Conchtsion: After reviewing the two methods and reflecting on our Architect's confidence in the "construction management" arrangement, it would seem reasonable to adopt this approach. It would allow us to begin construction in the early Fall, and would provide us the opportunity to get a "bigger bang" for our construction budget. , Repon Writer Larry J. Wheeler, Acting Parks 8t Recreation Dixsctor ~pJUN DB 1993 i THE CORPORATION OF THE CfTy OF PORT COCtUtTLAM MEMORANQUM August 31, t 992 Councillor Mike Thompson Councillor Michael Wright FROM: Janna Tayiar, Parks & Recreation Director SUBJECT: Genstar Parksite 45 The Genstar Master Agreement for Parksite 45 has the developer agreeing This ta contrfbule 6400,000 in cash towards ihe cas', of a community facility. within twa for campietian scheduled community lacifity must be designed and within unit oweliing 1000th the for cermit '.he issuance af a building years af the develcoment. The exact wording of lhe agreement is attached ta this reoorL There is aiso an additional $ 60,000 that has been adced to this site. This 560,000 comes tram Parksits «2. the 560,000 was earmarked for tennis courts in Parksite «2. but due to unstable soi! caf,citions. the tennis courts were not cans.cuc'.ed. We are now at the 1,000 building permit and a dec:sion needs ta be made as ta what we wish to build an this site. Funding Currency there is $ 460,000 designated far this site. Parksits PG (under the power line) has been allocated 5300,000 for deveiapment. This site initially was to include a combinatian soccsrlsoftbail field with parking. Due ta the uncertainty of the effects of rays fram the power lines, the Parks & Recrsatian Committee has canciuded that it would f,at be aporopriate to build Therefore, some additional a soccsrisaftbail field under the pawer lines. towards ths community facility; manias cauld be utilized from this $300,000 could amount to funding perhaps a ficurs of $ 150,000. Therefore, passible $ a60,000 + 8150,000 «$ 610,000. JUN 03 19g3 -2- CommNlPii'aciffty constitutes a commu Ry There has been much discussion as to what (which is attached for your The City's solicitor has written his interpretation decision must be m information). We ars at a stags now where a be An number of fac'.ors should what is going to be built on this sits. decision. considered which may influence this that there are 3.03 persons per Ths demographics of this area suggests children. dwelling wrth each family having one or two that were identified in the Master Ths othsr fairs to note are those facilities included neighbourhcod parks Plan as being important; the outdoor facilities top five Fcr new indoor facilities the spray pools, trails and tennis courts. arts 8 arl and pool, theatre indudsd a teen centre, fitness centre, indoorsection Plan Master the cf crafts centre. I have attached the pertinent deaiing with these issues. ~ for a Community Facility washroom facility. Tennis Courts (four witii lights) and a smail 1) listec as a hign priority in ihe Master Plan a) Advantages can be used by adults and cniicren b) low aoerating cos; c) revenue aeneraied with lichrec courts d) e'I year round use Possible Disadvantages a) b) lignts may dis".urb neignoour;,ccd singie use facility courts Reeve Street Pari& is slatec '.c 'rc!ude two more with lights 2) approximately Spray Pool - to cover an area of Advantages a) c) d) Disadvantages a) b) 3) 1 s 00 m2 identified in Master P'lan for Paixsite 42 Master Plan identifies this iadlity as a high priority by many good family activity, will be enjoyed (for maintenance 8.000 cost $ relatively low operating and a possible rec. eaticn attendant) some ooerating cost - may require an attenHantapproximate cost $ 8,000 usage from May to September only Small community building to house: room i) large meeting crafts wet for roam ii) one area adivity iii) large meetings. day time tot programs, This faclity would be used ior fitness. evenings, other art ana craft I'I s 8 skills progranis, pottery classes in the -4 -,000 sq. during the day and evening (approximately 3,000 rograms pro g I fL) 3/ JUN QS 1993 Advantages a) c) d) Disadvantages a) 4) multi-use facility utilized by every age group varied programming opportunities for a neighbourhood area provide an alternative site for community programs revenue generating medium operating cost (maintenance, program personnel - $ SQ,QOO approximately) house an open area, Youth Centre - 3,000 - 4,000 sq. ff which wcuid room. various rooms, kitchen faciTities and large addvity Advantages a) b) c) d) e) Disadvantages a) b) c) for two youth strong recommendation in Master Plan south side the in needs centres - this would meet the of town of would provide a place for young people 12-18 yrs age potentially ease young people from parks, will give them a place to hang out 'ould be used during day for day programs ie. tots, etc revenue generating SSO,QQO operating cos'. would be accroxirnateiy area may be this in fac lity a such lo reaction public n costive transoortation lor youth may be a proolem As you can see mast of the options wiil require scr," e ooerating costs. The mmittee has made a least costly being the tennis courts action. Once snould be set up dec sion on the concept they wish, then a meetir,c Genstar. immediately with Lyie Armstrong and Kevin Smit", cf A&chments -MacKenzde Murdy & McAllister Letter Kenstar Letter (lvlay 25, 1992) -Genstar Letter (July 28, 1992) -Gens'greement on Parksite A -Excerpts from Master Plan rt from Planning Deoarlment -Me lsd File No. 201M, 704.S SCS&C OSC-S Sl ~C CP PSlIP SCPSS«l CSPSSC Sl ICISS CVISSC IIIP SSPCC Sl, CL SCIS ~ ISCISS tsS (CCSC& 9 SPSCSP V~PCP. CSPPSP SSS .C (SCP[ CPI&CSSS Agril 28, 1992 Hs. X. Bassa Ta2lcz c"cx BIa=ks a Rec=eatian Di Panic Pcs" Cacti.Dam, B.C. V3C 2AB D ea Zcanua c Rec ~ Aqx P~ent Gens Cur File Mc. 1140 tc ycuz Fu~le cccduc ~ a gael~casa=r z As ycu i=c'at d, cu cu" ".a= II-. G-ant Anc =set emaza c.— ea 'ier tcdav, we have P ces ec: Ih'-. ZlC c eca' a: VCu pS er ssccnse 's t«cate the "- r-''cu ca vcu lees nc- agceac '.-. the "':e 'c pp e. - «e a "v w'c.". = u Qevelcge= sMc 1lv gs chris s t".a= a ccsuau.".'=-r t"..e c 's" c S400 040 i" c sh tcwa=s 's CC fac'' r c. a r as lcnq as «e fa nc sgec'f: ca 'cc, — sine the= ' it'nt wcu t 8 tc grcv.'c!e -".e C' wit« the ~c ca=ts Bl=e 5, as what shcuh"- cccu= in l~cc deterge sc'. tc t«at "quahlv a s cele Develaces's the ut c ch cps cz a c Ac is = cu' as discusse& ahccre, he Oere'cge= 'i" C va'=s«ut'cn au-'.c='c «9 h '...e ce= ne« ts= act agcea" tc e a wcu'd accea= tc secuise Aq= exeat — twe Aqcsp=e.".t. the S '00,000 Genstac tc s'~ply ccnccilu vices aZz~xz: M~T a Mr~~~ April 28r 1992 xewiew of the a reiininazy Senstax can 'gnII a nct se~ that e it foes the ement cn e is no aqrceenent cn Aq event 000'f the $ 400 r ccmenni.ty faciiity; an agpxwpxiat . ol's a acts by the potent'a1 nt antis e azxanqement hi xeqanXin va1ilxty c the ssne has as howe~ r insofa as vthe that the City is ew bette= e8 th z na~e ccnsidezahie cont=o1 — ove s the fac" Ix Z a wh'ch atigniat s r tion cf the pa= 8 e c ion 19(a) campleti r fax ansst. thPxcvicfe sect it 'nnti1 sec'". ~e as the — catty t: ilapxo bv the Cim". Conc'e ~ 'e h* h is alai'1Lwaabr e "e write Bee 'nq on Lcn8z r, au= a — ™cdance. 1 '-.e 1 I P a "Ms anc Recneatxcn '42 — c lease a+ rise '= ycn lacxr =-' w Mac=.. lC:- BUBO'r 8 . oA c w ( r .,~r C. c c'Bb'gq/2902/CSi%261 c: Bxyan R. Ei 'c, City Arnis's =ate= JUN g9 ]god Gonsrsr Oerelaamenr Camaonr CIE'M snI TURF ascrnc IIeglan Sano .Iao. I 65 C ness Tsev 8arnsae. 5.C. V5G ot6 Teleanane 166EI 259-@25 TerecaarerI65ol 25a521o Inc.'y "s GIersran ar Imasca 5nreranses 28, 1992 The CorPotation of the Ciry of Port Coguitfam 2580 Shaughnessy Stre=5 Port Coauitlam, B.C. V3C ~M8 Atrnr hfs. Jannn Taylor Director'f Parks and Recreation Dear hIfs. Taylor. RE CTTIDEL IEICITTE TIRI~TTET-'. ".. Se.".'w) tor ( ction Cost lndes (B.C. CIC 'cti th- CICEAttached Pime ttnd a cony ot the SSoutham ..teat Dere!GDITI Based uuon 'he te —....s af 'he!vfas(er Ao-.ament signed in lvfarch 198., Censm s for C;-r.'='eiahts. and the lv[odittcation .''iity andd two tw douoies '.canis cau-.a ... toml connibution toward the "... community ';98c dollars. SCC0.000 in to be!ca=ted on Parit Site S is (''000 .—;", C onve.='nn UI I . in lo85 — ..'cr '. ate!v cy»'Xff.00 II, co 8" 1«l = cca8;80 in 1991; for lvfav l.. I EIT m ot , JUN 93 Ão~ popu~ ac&rities and walking are verY pa!ocularly for picnics and playing. These two are well used for informal daytime with families with children, suggesting that parks . activities New Indoor Facilities are needed in Po.t Coquitiam, respondents need in order of priority: When asked which new indoor facilities are ue more llkeiy to feel that the following facilities Te n Centre44.1~o Fitness Centre 42 9o~o 362~a Indoor Pool 35 ~~~ 4 Theatre Arts 8( Crafts30 ~~a P Large Hall 23 o~n~ Art Cagery 18.6%.~ Arena 14.6~a Smail Hall No Near Faciiities 13.1 ~~ 1n.o .. on cultur l faciiioes and a response places a strong en!phas!s ..ts reoresenting householcs with aol/fitness'banques-meedng hall radiity. Resoonc r!mess /fee lities, an indoor pool and chiiriren are more like!y to prefer a te n c nrre, more likely than male respondents to pre!er crltural fadT!ties. Fernale respondents are are studio and a pooi, while male respondents. an art gallery, theatre, arts and +aft for gym spons and banquets. The need for more likely to prefer a lar e hall, possibiy interviews and includes a large banquet a hall was also idendlied in the intere.t group for convendons, meings and of accommodadng upwarcs of BS0 pe pie This hall capable tournament banquets. are r.tore likely to prefer a theatre, Respondents between the ages of 30 ano 45 years to other new faolities. This is a similar response pool and teen centre than fac'that this age group is more likely to households with c'nildren, and refiecs the groups. have families with children than othe. age F-5 JLiN Q8 itlnP r that no new faalities are Only a small percentage of respondents (10.8~a) idendfied and households needed. This group is more likeiy to be represnerM by senicr without children. New Outdoor Activities 86~a of respondents support the When asked about new outdoor facilities, nearly no new nM for some form of new facQities; only 14'y«eithe. did not respond or saidorder of identir!ed in facgities a!anew!ed. The fogowing new faalities were lmpottanM! 41 2~«85 "~« Picnic Facgities Neighborhood Parks Spray Pools 34.8~« Trails 3325 Tennis 29 ~~i s Vga/ Skate'ard «cert Fie!ds 1 Lawn Sowis 18.8".~ No Ne v Fadiides Cutcoor Pcci 10 I~~ to pre.'e. pic:ic Respondents representing househoids with chiic..en are more like!y — u-iis than cthe. type cf faciities, a sor y pool, neighoorhood oarks, tenris uns and neghborhccd parxs, facilities. Female respondents are more likeiy tc prefer tennis, that females are speaking trails, skateboarding and spraypools. This respcn«se sug est on behalf of children in the community, sportsHeids, parks younger adults (under 4S years) are more likely to pre!er tennis, then older and nails, and children's facilities such as spray Pccis and skateboarding adults. more likely to be Support for new outdoor pools is a relatively!cw priority and is less than 30 supported by respondents between the ages of 30 and 4S. Respondents ~«') years are less it!rely to support this type of facgity ii. 2.1 F-6 In June 1989, the City of Port Coquitlam retained the services of Professional Environmental Recreation Consultants Ltd. (PERC),:o develop a Parks, Recreation and Cultural Master Plan. The Master Plan establishes a framework for making decisions about parks, recreation and cultural services to the year 2004 snd beyond, and applies this framework to contemporary issues. Specific recommendations on key issues facing the Department over the next five years have been made in the Plan. The planning process for the study was carefully designed to determine the leisure needs of Port Coquitlam residents. This included a goals and objectives workshop with City Council, a community survey (accurate to a 95% level of confidence, +/- 4%), and over 50 interviews with special interest groups representing sports, culture, recreation, the disabled and service clubs in the community. Based on this research, the Consultants are confident that the results of the Master Plan accurately reflect the needs of Port Coquitlam. The Master Plan recommends a variety of new open space and facility developments to meet the needs of Port Coquitlam for the next 10 to 15 years. This includes athletic and recreation park development at Reeve Street Park, completion of PoCo Trail, and neichborhood parks in new developing areas. Water play facilities are also recomrr.endsd for Lion's Park and Citadel Heights. The Plan rec"gnizes the comnlunity's cultural interests with a recommerldation for a new performing arts centre. Recommendations for new recreation facilities include expansion of Hyde Creek Centre, a community hall, teen program space, and a new arena and completion of the Willson Centre expansion in the long term. A summary of the Master Pian recommendations is shown in the following table. Where costs estimates are not available, co~~ may be categorized as high ($ 20,000+), medium ($ 10,000-$ 19,000), or low (&$ 9,000). Summary of Recommendations issue Recommendation Priority Philosophy Adopt a philosophical position that publicly sponsored ieisure services should be used to meet socially worthwhile goals and objectaes, the attainment of which results in some form of benefit to all residents of the City. Immediate Mandate Approve a mandate that the leisure services delivery system should provide Immediate Cost($ 000's) 0 for: the growth and development of the community - the growth and development of the individuaL - Guidelines Establish guidelines accepting that the City has an cbligation to provide and Immediate facilitate services to all citizens at all skill levels, keeping in mind that services must be offered in a cost effective manner and for ths benefit of all residents. Priorities and Evaluation Approve the proposed model for establishing priorities and evaluating existing services. immediate Categories of Open Space That the following Open Space Categories be adopted: - Neighborhood Park/School Sites - Neighborhood Totlot - City Recreation Park - City Natural Park - City Athletic Park - City Linear Park - Decorative Areas - Special Purpose Areas. immediate Neighborhood Open Space That the City adopt a standard of 1.6 hectares/1 000. Immediate That additional open space be developed in Westview Heights and Rivelwood. Medium 0 0 Summary of Recommendations Issue C'sy Athletic Parks Cost($ 000's) Recommendation Prie riiy Tl'.at the City adopt a standard of,65 hectares/1 000 for City Athletic Open Space. Short Term $ 1,800 That athletic parks at Thompson and Cedar Parks be equipped with lights to meet short term demand. Medium $ 120 That the City of Port Coquitlam enter into a comprehensive joint use agreement with schoo! District r/43 for the use of school fields to meet community Short needs. City Recreation Open Space Natural Areas Decorative Areas Parkland Acquisition That a standard of .75 hectare/1 000 be adopted for provision of City Recreation Open Space. Medium/ Long $ 1,800 That the City undertake minimal development of the nature reserve to provide interpretation and education. Medium $ 400 That the City encourage the development of decorative areas and urban beautification. Immediate 0 That DCC charges for parkland acquisition bs increased to reflect higher land values and the need for additional open space. J Immediate 0 That donations and bequests for land be encouraged through a Parks and Recreation Foundation. Short That ths City approach the GVRD to assist in acquisition and development of estuary lands and ths river system Short That the City endorse the role of the nature reserve in providing education and interpretive opportunities. trails. Msd/ High Summary of Recommendations Issue Recommendatton Priority Cost(SOOO's) That Port Coquitlam support the development and completion of PoCo Trail as a major recreation opportunity. Short $ 675 That consideration be given to designating an area cf land between Mary Hill Bypass and the Fraser River for public use and waterfront access. Short That staging areas be developed as vehicle access points to the PoCo Trail at Reeve Street Park, Prairie Street and the Pitt River, and at Shaughnessy and Patricia Short That Port Coquitlam support the GVRD in its efforts to develop a recreation plan for the Fraser River Estuary. Short That the City adopt Master Plan policies for development along the Coquitlam River, Pitt Rkrer and ths Fraser River. Shen That the City designate cycle routes along major streets connecting to the poCo Trail and major recreation areas. Short Low Signage That the City of Port Coquitlam develop a comprehensive information program for PoCo Trail and Open Space system. ShortrMed Medium Quality of That Parks and Recreation play a proactive rale in the design and development of public open space. Short That the Parks Superintendent play a direta rale in the park design and approval process for all public open space. Short That the City of Port Coquitlam develop an open space maintenance management system which establishes an inventory, standards, costs and schedules. Shod PoCo Traii Open Space Open Space Maintenance Incl'd above Incl'd above Medium JUN 0 3 599 Summary of Recommendations Cost($ 000'8) Recommendation Priority That the City endorse the concept of centralizing and combining compatible leisure facilities. Immediate 0 That Hyde Creek Centre and the Recreation Centre, including the public works yard, be designated as primary sites for major indoor recreation facility development. Short Depends on Market Value That the City support development of a commur,ir; hall with the capability af hosting special events, large gatherings and banquets. Medium $ 1,000 That Hyde Creek Centre be expanded to include additional opponunities far fitness, aquatics, arts and crafts, activity rooms, program and administrative space. Short/ $ 3,830 - Performing Art Centre That the Cin; support development of a performing arts center to meet community cultural needs. Short/ - Tennis Club Tha; Parks and Recreation suppon the Tennis Club to assist them in sustaining club activities and providing a focus far tennis in Port Coquitlam. Short - Teen DropIn Centre That a youth drop-in centre with the necessary support services be developed. Shart Kilmsr House That the City refurbish Kilmer House as a Heritage Sits in accordance with the 1988 Study. Short Issue Location of New Facilities New Recreation Facilitlss - Community Hall - Hyde Creefr Centre That the Mary Hill daycare be allowed to remain in Kilmer House. Medium $ 3,000 Medium $ 100 Summary af Recorttmendaticrts issue Wilson Centre Recommendation Priority Cost($ 000's) That Phases 2 and 3 of the Wilson Centre Expansion be a long term Long 3420 pi'Iority, That additional space provided in Phases 2 and 3 be accessible to all residents of Port Coquitlam. Long That the Wilson Centre remain primarily a recreation and leisure facility. Arena That a participant oriented arena be planned adjacent to the recreation centre in the next 7 - 10 years. Long That the demand and need for a third arena in Port Ccquitlam be reviewed in five years time. That the existing recreation centre be renovated to provide space for recreation program opportunities. Skateboarding That the City support the development of a skateboard bowl to provide recreation opportunities for teens. Communication That the City expand its public information program to enhance awareness and community involvement in the development of leisure opportunities. Community Support That a policy and guidelines be developed for support to community groups. That a program be established whereby individuals, community groups and service clubs can contribute towards community projects. Short $ 125 Immediate Low Immediate 0 Immediate 0 Summary of Recommendations Recreation Program Opportunities Recommendatian Priority Cost($ 000's) That additional opportunities be dev~ loped for teens, adult fitness, cultural events and the disabled. Short Low That the City support development of recreation facilities to enhance program opportunities to al! residents of Port Immediate Coquitlam. Roles of Parks and Recreation That Parks and Recreation develop a Communications Policy that ensures interaction and involvement with staff and the cammunily. That Parks and Recreation support staff training and development. Immediate That a marketing plan be developed to increase awareness and use of leisure facilities and to help increase revenue. Short I Short Low That additional professional and administrative support be provided to help ensure an effective leisure services delivery system. Short Low That Parks and Recreation consider integrating recreation program and facility operation for major recreation facilities. Short Low That Parks and Recreation decentralize Shod Law That the role of Parks and Recreation in meeting the needs af the handicapped, the disadvantaged and social service groups be recognized. Organeationsl Structure Short ow programming snd administrative operations to the ncrth and south areas. Master Plan Implementatian That the City of Port Coquitlam endorse the implementation schedule and threshhold levels as guidelines for Master Plan implementation. JUN 03 fggP OPEN SPACE COMPONENTS NEIGHBORHOOD PARK RECREATION PARK ATHLEDC PAIIX UNBAR PARK DECORATIVE AREA WAG(Room DRESSDIO ROOm COINCESSION STAND Pl C%C ShELTER PARSDIG ~~ COURT ASPHALTPLAY STJRPACB RUNNDIG TPACK PITNESS TRAIL WATER PIAY AREA AREA HANDICAPPED REC. ~ ~ AREA BIXEWAYS BICYCLBSTANDS PARX BEICH PICNICTABLE GARBAGE CAN PARK SIGN UGHTSTANDARD TRADmONAL PIAY AREA CREATIVSPLAY AREA HARD SURFACE TRAIL SOPI SURPACE 'IRAQ CHAIN UNK PENCE BOUARD PENCE GARDEN AREA NATURAL AREA CLEARED UNDERBRUSH AREAS SPORIS IURP (CLASS IJ SPORIS IURP ((BASS Q) PASSIVE PARX TTJRP LARGE 'IRSES ~ED I- e ID BB FACJLQYJPAPBELOPATBDJNIYESTYPEGFPASXJF JJESDOF FACJLOY JS GEPKRlLLFSOCATEOJNTPOSTYPSOFPABX JNIERSSP JSSBGNN IQ Professional Environmental Recreason Consul(ants Lid. e Page 32 JVN 08 1gg3 CITY RECREATION GPEN SPACE Recreation Parks are defined by types of open space components (because of catchment area), and the size of the park. In Port Coquitlam, many of these parks are smaller (e.g. Sun Valley, Robert Hope) but attract people from beyond the neighborhood because of their water based recreation opportunities. There are 31 hectares of City level recreation open space in Port Coquitlsm including Lion's Park, Evergreen Park, Robert Hops Park, Citadel Heights Sites 41 and 42 and a new park area to meet new growth in the north east at Chelsea and Pimlico Place. This doss not include 9 hectares of Citadel Heights Sits 42 which is not functional open space, but does include an 11 hectare park area (Lagoon Park), proposed in Riverwood. This equates to a population ratio of .90 hectares/1 000 population. The Consultant's analysis of existing recreation open following points: space suggests the Residents of Port Coquitlam strongly support new outdoor recreation facilities particularly picnic facilities, spray pools, trails, and tennis facilities. The level of support for these types of facilities is higher than for new sports fields. Lion's Park is a well developed recreation park with a variety of opportunities for children. Use of this park could be greatly enhanced by adding water feature such as a spray pool. The park should also be more handicapped accessible; for example, the newly renovated washrooms and better access from the parking area. - The 11 hectare recreation park proposed in Riverwood presents a unique opportunity because the majority of recreation parks ars south of the Highway. The water feature should be retained providing the water quality can be maintained. The remainder of the park should be developed with walkways, seating areas, picnic areas, play areas for children and informal open space. Formal play fields should be kept to adjacent schools. prolessionai Environmental Recreation Consoiaaas Ltd. - The 2.B should be designed h~e park proposed the north eastac5vfties. Development in to provide a vanety of multipurpcse rec;sation seating areas, could inc!ude a grass!sand soc=er field, walking paths, qualities of the site. A piaygrcunds, and retaining the should be retained along the perimeter of the park, n~ vegetation buffer Onto the park and partfmlarly where there are residences backing where it borders on ths nature preserve. deva!opment is - Scuth cf ths Lcugheed Highway, rex.eaticn park and fftness prcpcsed at Reeve Street park. This indudes walking landscaping and the trails, tennis, an orientation centre, picnic areas, fcr Phase necessary ancillary facTities. This development is scheduled and wculd result in an additional 1, to ocher between 1991 and 1996, cr he~mes of pamive rec;cation open spec . Develcpment cocle also piavcrc ncs, orienteering aliis, and nature interpretation be ccnsicered. BQ are~ Fcr. Dcquittam dces nct 'nave a large cacao ive cecreadcn park tne same time Reeve Street could he!p prcvice this fc= s and at storage building sports turf Class 1 clubhouse (0) - landscaping in passive area and around the site perimeter I - lighting on at least 50% of playfieids Athletic parks serve the entire comn;unity as well as players from beyond the District boundaries, particularly for tournament play. The ideal situation is to locate all facilities on a single site so as to limit the infrastructure required. This is not always possible however, due to limitation in site availability and size. CfTY RECREATION PARK The function of a Recreation Park is to provide a diversity of informal, passive and active recreation opportunities. Such areas should be designed as large multipurpose sites, preferably with a central focus (e.g. a water feature). Recreation opportunities should be directed to all age groups with a strong emphasis on family activities, Typical components include: - junior softball diamond water feature or other major amenity as the central focus family and group picnic sites (unscheduled) benches, garbage cans, and water fountains - park signs - light standards as required - bollard fence - large trees - fitness trail - viewpoints (if applicable) - landscaped garden area - with tables picnic shelter washrooms pathway linkage (hard and soft surfaced trails) creative play area traditional play area passive park turf - natural area (0) Recreation Parks should be located on large sites throughout the community, serving all residents in the Vunicipality. E-6 JUN f) '3 100' Recreation Parks should be connected by a comprehensive regional trail network. This would allow access by bicycle or private vehicle. Recreation Parks should be easily accessible along major transpor'ation routes, and shoulrl be properly signed. Users will typically be individuals or families accessing the site by bicycle or private vehicle for durations of 3 to 5 hours. NATURAL PARKS/HISTORIC SITES Natural parks and historic sites are established as a result of their intrinsic resource value. The r tain purpose of such areas is to protect unique flora, fauna and natural and historic features. Such areas are ecologically unique to a region and provide a marked contrast to the developed urban form. They provide opportunities for education; interpretation, nature study, as well as more rigorous forms of recreation (e.g. hiking). Users will typically access these areas by private vehicle or bicycle, along the regional trail system. Duration of use will often extend to half-day or full day stays. Land use and development of such areas should be restricted to providing access tc and through the site and to protect sensitive areas. Components of the site should include the following: perimeter parking + access park signage self guiding interpretive trails one or more recreation nodes witit picnic shelter, tables, and garbage cans rest stop bench along trails - fencing adjacent to any potential vehicle access points or protected habitat areas - nature centre - historical buildings and interpretive information The location and size of natural and historic areas is dependent upon the resource base rather than any planning standard. Boundary delineation should encompass not only the natural area but also a sufficient buffer zone and staging area for access, parking and public services. DESCRIPTION OF PARK TYPES NEIGHBORHOOD PARIqSCHGGL SITE Neighborhood Parks provide a broad range of recreation opportunities for the entire neighborhood. Wherever possible neighborhood level open space should be centralized onto one large neighborhood park site adjacent and planned as part of the elementary school which serves the neighborhood. The school building and adjacent parking will not be considered as part of the site for the purposes of developing an open space standard. Only that portion of the school grounds and contiguous neighborhood park which provides for functional recreation opportunities will be taken into account. Components of the Neighborhood Park should include: - 1 bicycle stand 2 junior softball/T-ball diamonds - garbage cans as 1 senior soccer pitch 2 neighborhood tennis courts required - hard or soft 1 asphalt play surface 1 creative play area surface trail - bollard fence if 1 traditional play area 5 park benches required to restrict passive park turf as indicated vehicles - a park sign parking restricted to school area - cleared underbrush up to 3 light standards minimal amount of natural area vegetation area if appiicable Neighborhood parks should be within 400 meters (1/4 mile) of all residents of the neighborhood and should be easily accessible without a vehicle (i.e. walking or cycling). Where more than 50 residential units in the neighborhood are more than 000 meters from the site, consideration should be given to providing a totlot. Use of neighborhood parks will typically be for short durations by schoo! children during school hours and by the entire neighborhood evenings and weekends. Because of the short durations of use and the proximity of users, no washrooms or water fountains need be provided. Neighborhood parks should be a minimum of 3 hectares (7.5 acres) and should be provided at the rate of 1.6 hectares (4.0 acres) per 1000 population. Neighborhood parks should have a maximum amount of openness (at least 50%) to street frontage to encourage access and use. The School should be located along collector frontage and should accommodate ail necessary parking and access for park use. Design for recreational use should be sensitive to the changing needs of the neighborhood as it grows and the population matures. The site should as far as is reasonably possible be rectangular in shape and be relatively flat for 80% of the surface area. The perimeter of the site should be landscaped and treed with at least 15% of the site retained as passive park with informal and passive recreation opportunities. The need for neighborhood open space in rural areas is minima! due to the large amount of open space associated with lower development densities. The site should be linked to other recreation nodes by an onstreet/offstreet pathway system. E-2 JUhf 03 &g93 THE CORPORATION OF THE CITY OF PORT CN}UITLAN NENORANDUN June 2, 1993 Larry Wheeler, Acting Parks & Recreation Director PRON: Alete McInnis, Acting Area Recreation Supervisor SUBJECT: Administrative Space at Hyde Creek Recommendation: It is recommended that the Hyde Creek administrative area be centralized. Background Information". per your request, I contacted Coquitlam, Naple Ridge and Nission regarding the location of office space at their facilities. I have also discussed the issues with the staff and I feel that the following recommendation can satisfy the concerns you have raised, as well as meet the needs of the Hyde Creek facility staff. As information/registration area (where the cashier would operate from) should be separated from the main office and the first "office" that the public would see as they enter the building. This space should have a full view of the lobby area. The I recommend that the Administrative Office include the clerk/typist who should be located up front and act as a buffer for the Coordinators and the Area Recreation Supervisor. This would prevent any unscheduled appointments from walking in and interrupting or disturbing office routines. The Cocrdinators should be located so that there would be controlled accessibility to their offices. They need to be close to the programs and staff in order to control the quality of programming as well as 'nave easy communications with the staff. However, they need their offices to be insulated This will ensure privacy for phone discussions, meetings with staff or meetings with the public warrants ~ pri~acy. In the PoCo Recreation Centre Administrative Offices, conversations can be overheard in the outer area even when the doors are closed. JUN 03 1993 The Area Recreation Supervisor's office needs to be further isolated from the Coordinator's office to pr.vent interruptions and people bypassing the Coordinators and going right to the Area Recreation Supervisor. This office should be completely separate or in the same general area but even less accessible. The staff lunchroom should be available for all staff as well as a staff washroom and shower facility separate from the aquatic staff area. Alete Mci(nnis Acting Area Recreation Supervisor /sd Facility Admin 1 Admin Area Disb Coquitlam X *Chime Pool Maple Ridge Postions In Offices Location Of Offices Facilities Clerical, Info. Office Men & Nomen's Showers & Washrooms, 1 Lunch Room X Facility Mngr, Lobby X Aquatics Aquatic Area Clerical, Off Lobby X Rec. Manager, Spl Services Staff Area Youth Too accessible & Noisy, Clerk between Manager & Public, 1 Facilty Manager Aquatics, Office Space Too Small, Good Communication Between Coordinator Staff Sports & Fitness Upstairs Coordinator, X Comments 1 Lunch Room, Need Another Washroom Nashroom/Shower /Shower Other Than in Aquatic's Coordinator, Other Can View Programs & Equipment Easily Fitness Consultant Mission Clerical, X Upstairs Lunchroom Maintenance In Arena Manager, Coordinators X Cashier Off Lobby Good Public Control & Accessibility