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HomeMy WebLinkAboutCSD-013-20Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: November 30, 2020 Report Number: CSD-013-20 Submitted By: George Acorn, Director of Community Services Reviewed By: File Number: Andrew C. Allison, CAO By-law Number: Resolution#: GG-445-20 Report Subject: Outdoor Sports Field Management Policy Overview Recommendations: 1. That Report CSD-013-20 be received for information. Municipality of Clarington Report CSD-013-20 Report Overview Page 2 The Community Services Department is providing an information report to Council to advise of the development of an operational policy for the effective allocation and permitting of outdoor sport fields. Through a collaborative approach, Community Services along with Public Works will formalize operating procedures that will clearly identify roles and responsibilities of each department. This work will identify areas for improvement related to the administration and operations of Clarington's outdoor sport fields. In August, as recommended in the Grant Thornton Organization Structure Review, the responsibility for the allocation and permitting of sport fields formally transferred to Community Services and specifically to the Client Services team, while the responsibility for field maintenance and upkeep remained with Public Works. Staff have identified the main issues that need to be addressed through this process review and are committed to implementing changes in order to make the management of outdoor sports fields more customer focussed and address outstanding challenges that the groups within Clarington face with field space. A Project Charter has been established (Attachment 1) for Council's information. Staff within the two departments will continue the work identified to achieve the milestones set out in the charter with the main goal of improving customer service and the delivery of outdoor fields to Clarington residents and organizations. 1. Background Transition of Outdoor Permits 1.1 Prior to August 2020 all outdoor sport field allocation and scheduling was the responsibility of the Operations Department. While under the leadership of the Operations Department, it was identified that several key issues needed to be addressed in order to make the ongoing allocation of sports fields, especially as it related to baseball, more efficient and sustainable. The current challenges related to allocation of sports fields will only compound with a growing population and the potential growth of these sports and the increased demand for fields. 1.2 At the time, the Manager of Operations and the Manager of Client Services met to lay out some of the efficiencies from a permitting, rates and fees and process perspective that could help to support the necessary changes that were required. Municipality of Clarington Report CSD-013-20 Page 3 1.3 Through the recommendation in the Grant Thornton Report, it was recommended that the permitting process be transferred from the new Public Works Department to the Community Services Department. Specifically, this responsibility landed within the Client Services Division, Customer Services Business Unit. The transition of this responsibility was completed in August of 2020. 2. Proposal for Development of Outdoor and Sport Field Permit Management Policy Development of Project Charter 2.1 Based on previous conversations between staff, it has been determined that there are several pieces to the management of all outdoor permits. In order to be successful, it will require members of the Public Works Department, specifically Parks Operations and Community Services, Client Services Unit to work cooperatively. 2.2 The first step to this collaboration was to identify the issues that needed to be identified. The result of this collaboration was the development of the Outdoor Sports Field Management Project Charter which includes other Outdoor Permits. The details are contained in Attachment 1. 2.3 The main objectives of this project are focussed on improving the customer experience and to ensure a fair and transparent field allocation process that will accommodate future participant growth as well as the introduction of additional sport fields across the Municipality. Staff will work to develop Key Performance Indicators (KPI's) for sports field maintenance standards which would include a categorization of fields to delineate level of play or appropriate use for sports fields and other outdoor permittable space. Lastly, we intend to improve the cancellation process and communication between the two departments and the sport organizations in the case of inclement weather and the need for the cancellation of permits. 2.4 Staff will work collaboratively over the next year, with specifically laid out milestones to develop a policy framework. This framework will rely on research and benchmarking, community engagement with groups and individuals that use the services, leveraging the Lean methodology to improve service delivery and service standards. At key periods, staff will bring separate reports back to Council for consideration which will support the development of the overall policy. The goal would be to bring the policy back to Council for consideration prior to the holiday break in 2021. Municipality of Clarington Report CSD-013-20 Scope of Project Highlights Page 4 2.5 Rates and Fees Structure: The goal in this area would be to simplify the rates and fee structure to work more efficiently within the Active Net System, used to complete the permitting process. The goal would be to move to a more consistent pricing model and structure to other Recreation, Sport and Leisure pricing structures. The goal would be to minimize the impact on the customers and evaluate the impact to user fees. As the approval of rates and fees is the responsibility of Council, any proposed changes to the rate structure and specific rates will be brought before Council for approval. 2.6 KPI's for Sports Field Maintenance: Review the current maintenance standards at all outdoor spaces. Propose a new maintenance standard that will take into consideration staffing, changes to the structure of permitting. The costs associated with this standardization will be considered and will be blended and inform future rates and fees. 2.7 Categorization of Existing Fields: This will ensure that the correct type of play (based on use and age group requirements, sport requirements) will be permitted on the correct types of fields. This will tie into the evaluation of requirements for potential future projects to add or eliminate additional sports fields. 2.8 Identification of Fields that do not Meet Standard of Play: This is key to be able to complete capital forecasting for potential upgrades required based on demand for use. 2.9 Development of Allocation Policy: Like other areas, this will help to establish a priority for staff when allocating and permitting space. This will allow organizations and staff to be clear on the distribution of playing time, location and order to which that will be completed. 2.10 Throughout the process, staff will plan engagement with our main user groups. This will ensure that users are part of the decision making process and will fully understand why changes are necessary. This program will also assist our outdoor sport organizations to better plan in terms of expansion, setting of user fees and other operating challenges. 2.11 As with any project, there are items that are not included in the scope and are left to specific staff responsible to complete outside of the project. This project will not include: Public Works Capital budget submissions for the cost of fields to bring up to standard of play, requirement of any staffing requirements to achieve the ideal maintenance standards, or a future plan to ensure inventory of sports fields meets the required demand. Municipality of Clarington Page 5 Report CSD-013-20 3. Concurrence 3.1 This report has been reviewed by the Director of Public Works who concurs with the recommendations. 4. Conclusion 4.1 The staff of both Community Services and Public Works are confident this program will provide the outdoor sport field user community an improved level of service both on the field and in the administration of field allocation and permitting. Through their involvement in this process we expect these improvements will be well received by all. Staff Contact: Lee -Ann Reck, Manager Client Services, 905-623-3379 ext. 2508 or Ireck@clarington.net. Attachments: Attachment 1 - Project Charter: Outdoor Sports Field Management Policy Interested Parties: There are no interested parties to be notified of Council's decision. Attachment 1 to Report CSD-013-20 Municipality of Clarington Project Charter Project Charter Outdoor Sports Field Management Policy.docx Project Number: Prepared by: Lee -Ann Reck Prepared on: August 5, 2020 ciffhI4011 Municipality of Clarington Project Charter Offingoll Project Charter Outdoor Sports Field Management Policy.docx Project Number: CSD-02 Prepared by: Lee -Ann Reck Prepared on: August 5, 2020 Project Charter Version Control History Version # Date Description of Changes(s) Changes(s) made by 1 August 5, 2020 First Draft Lee -Ann Reck 2 August 17, 2020 Director, Community Services Feedback Lee -Ann Reck 3 October 2, 2020 Director, Public Works Feedback Lee -Ann Reck Page 2 of 10 Project Charter Project Charter Outdoor Sports Field Management Policy.docx Project Number: CSD-02 ciffbooll Date 2020/08/05 Project Lead Lee -Ann Reck Contact # Ext. 2508 Business Title Manager, Client Services Project Controller George Acorn Contact # Ext. 2502 Business Title Director, Community Services Project Information Project Purpose Early in 2020, Council approved the Grant Thornton Report regarding Organizational Restructuring. One of the recommendations in that report was to transition the function of sports field permitting from Operations (transitioning into Public Works) Department, to the Community Services Department, namely into the Customer Services Business Unit. While under the leadership of Operations, it was identified that several key issues needed to be addressed in order to make the ongoing allocation of sports fields, especially as it related to baseball more efficient and sustainable. While this is a simple statement, accomplishing this is more complicated as it has various supporting aspects to make it successful. These include maintenance guidelines/standards, rating and categorizing of sports fields, rates and fees and application of such, and an allocation process that guides how fields are distributed amongst groups, especially as new space is constructed and available for use. Using a collaborative Project Management approach (supporting Lean Principles) an Outdoor Sport Field Management Policy will be developed touching on all required aspects of the operation in this area. Project Objectives • Overall objective is to develop a process for outdoor sports field management that is transparent, fair and equitable to impacted groups, mitigates the revenue impact to maintenance costs to the municipality, maximizes community use of sports fields and ensures a methodology to include future infrastructure of fields as they come on line. • Develop a KPI for sports field maintenance standards (soccer, ball fields, football fields), with the immediate focus being on baseball and softball diamonds • Develop a rating/categorization for baseball, soccer and football fields (et all) to inform appropriate uses and allocation of appropriate purposes (ie practice, vs game, age category based on size) • Develop standard process for inclement weather cancellations (time, by who, etc.) and communication of cancellations of fields due to inclement weather • Develop an application policy as part of the Outdoor Sport Management Policy to guide future allocation of sports fields. This includes prioritization, formula based on participants, historical allocation, residency requirements, dealing with new requests, permits, etcetera Page 3 of 10 Project Charter Project Charter Outdoor Sports Field Management Policy.docx Project Number: CSD-02 ciffbooll Review and refine outdoor permits rates and fees to align with other permittable space (ice, rooms, gymnasiums etc) for ease of understanding for the customer, this includes evaluating free practices, lighting fee structure, payment terms so they are consistent with other users User Group engagement to have them provide input to decisions so municipality can understand impacts to organizations and future requirements to ensure they understand the direction of the municipality Project Classification Strategic Priority Engaged Communities Service Area Community Services Department, Public Works Business Plan Business Case Budget Request # Other Tracking #'s Project Milestones Project Start Date 2020/11/03 Target Completion/Close Date 2022/10/22 Other Known or anticipated dates: Rates and Fees 2021/01/25 KPI for sports field maintenance 2021/06/30 Categorization of fields 2021 /02/28 User Group Engagement 2021/01/01 through 2021 season Policy Development/Finalization 2021/10/29 Report Back to Council on Policy and Components 2021/11/29 Implementation of new policy to coincide with 2023 Outdoor season and communication to groups 2022/10/18 Click here to enter a date. Page 4 of 10 Project Charter Project Charter Outdoor Sports Field Management Policy.docx Project Number: CSD-02 Project Financial Information ciffbooll Capital Current Contributions/Recoveries Total Revenues Budget Number(s) TBD -($197,634) Actuals 2019 Budget Amount(s) -($183,000) Budgeted2019 Budget Number(s) TBD -($51,500) Actuals 2020 Budget Amount(s) -($185,000) Budgeted 2020 Total Additional Financial Information Proposed (if applicable) Revenue Project Scope Included in Scope • Current rates and fees review and restructure and application of fees (including lighting costs) • Review of current maintenance standards (operationally) and proposal of new program (to align with changes to entire process) • Categorization of existing fields • Identification of fields that do not meet standards of play and that would require work to bring them up to standard • User Group engagement for transparency and needs assessment • Process to permit and manage fields through inclement weather cancellations • Allocation Policy to guide future years process and ongoing engagement with sport organizations Excluded from Scope • Capital Budget submission for the cost of fields to bring them up to standard of play • Requirement of potential staff to maintain reasonable maintenance standards • Plan to complete work to ensure inventory meets standard This project is complete when the The project will be complete when: following exists a) A new rates and fees structure that represents categories of fields and embedded lighting structure that is easily administered in Active Net b) A framework has been established to allocate fields in a fair and transparent manner Page 5 of 10 Project Charter Project Charter Outdoor Sports Field Management Policy.docx Project Number: CSD-02 Project Priorities (Overall) ciffbooll c) Allocation has eliminated the requirement for the municipality to act as scheduler for the organizations d) Annual budget requirements have been identified within Public Works and the new structure has been shared, explained and expected by user groups e) A communications and roll out plan has been developed and implemented to communicate changes with the community Time/Schedule Cost Scope Highest Priority X Medium Priority X Lowest Priority X Dependencies external to this project List related and/or linked projects "Check" applicable impact Description of Dependency: Time Cost Scope Capital Budget approval Budget approval required for potential field upgrades, this would be guided by the findings of the project for submission at a later date. High Level Risk Management Items Category Risk Risk Level Strategy to address (L,M,H) Business Joint Departments do High Collaboration, take broad Operations not have same direction picture approach, consider customer Human Resources Staff workload Medium Be aware of how proposals will be managed, if other processes would be impacted as a result, help to identify potential future staffing requirements (FT/PT) or needs for process review Financial Insufficient budget High In ability to upgrade required allocation fields would impact allocation Page 6 of 10 Project Charter Project Charter Outdoor Sports Field Management Policy.docx Project Number: CSD-02 ciffbooll Physical Assets Ball Diamonds, Soccer Medium Current demand issues Pitches, Football Fields versus assets available, future development plans Technical Parks Operation Low Qualified staff in both areas Knowledge, Active Net Knowledge Public Profile Reputation, challenges High Community consultation at with community groups initial and final stages of process, engage throughout. Development of thorough communications plan and ensure roll out has enough time for groups to impact user fees if required Other Select Risk Level Project Roles and Responsibilities Project Lead (Mandatory) Responsible for day-to-day organization and communication of activities required to plan, execute, monitor & control, and close the project. Lee -Ann Reck, Client Services Manager Project Controller (Mandatory) Accountable for project progress and outcomes. George Acorn, Director Community Services Identify the following groups (Project Steering Committee, Business Liaison, Core Working Team, Extended Working Team and Stakeholders) based on the requirements of your project. Use the Potential Staff Involvement Checklist to identify what division(s) and/or section(s) you will need to include in your project. Project Steering Committee/Project Decision Makers (Optional) Provide direction, approval and oversight. Name/Business Title Representing George Acorn —Director Community Services Steven Brake - Director Public Works Page 7 of 10 Project Charter Project Charter Outdoor Sports Field Management Policy.docx Project Number: CSD-02 Core Working Team (Optional) Responsible for completing work assigned by the Project Lead. ciffbooll Name/Business Title Representing/Contributing Jennifer Stycuk — Coordinator Customer Services Community Services / Permitting Brett Novak — Manager of Operations Public Works Ken Mercer — Supervisor Parks Park Operations/Public Works Extended Working Team (Optional) Responsible for providing specific knowledge or services to the project on a limited basis. Name/Business Title Representing/Contributing Brent Pascoe, Parks Leadhand Parks Operations Former Permitting Clerk/Allocation — Operations Field Permitting/Park Operations Holly Philp — Asst. Coordinator Customer Service Community Services - permitting Annette Bate — Clerk II, permitting Community Services - permitting Stakeholder Identification Groups affected by the project, excluding those listed above. Internal Stakeholder(s): (e.g. Business Units) Community Services — Customer Services Public Works — Parks Operations Committee(s): (e.g. Committees of Council and Committees of Leadership Team) Mayor and Members of Council Page 8 of 10 Project Charter Project Charter Outdoor Sports Field Management Policy.docx Project Number: CSD-02 External Stakeholder(s) ciffbooll Community Groups — Sports fields users, adult and minor organizations Background Documents Benchmarking of policies in other municipalities Previous Council Reports and resolutions Existing policies and documentation regarding allocation procedures, parks field maintenance standards and rates and fees structure Signatures verify that by signing this project charter, I have read and understand my roles & responsibilities with regard to: • The goals and objectives of this project, and that they are aligned with the City's business planning documents (strategic plan, master plans, business cases, etc.) • The boundaries for this project. I will contribute my part to successfully bring this project to completion • Clarifying with the appropriate staff if there is something unclear with this Charter Name Role Date Signature Lee -Ann Reck Project Lead George Acorn Project Controller August 17, 2020 Steering Committee members/Project Decision Makers All members identified in the above `Steering Committee/Project Decision Makers' table must sign below: Name Title Date Signature George Acorn Director, Community Services Steve Brake Director, Public Works Page 9 of 10 Project Charter Project Charter Outdoor Sports Field Management Policy.docx Project Number: CSD-02 ciffbooll Page 10 of 10