SUPPORTS ITEM NO. 1
CS&B COMMITTEE AGENDA
AUGUST 1, 1996
ADMINISTRATIVE REPORT
Date: July 16, 1996
TO: Standing Committee on City Services and Budgets
FROM: General Manager of Parks & Recreation
SUBJECT: Roundhouse Community Centre Operation and Budget
RECOMMENDATION
A. THAT Council approve an annual operating budget for the
Roundhouse in the amount of $1,252,000 (Appendix A).
B. THAT Council approve $200,000 from 1996 Supplemental Capital
for furnishings and equipment of the Roundhouse centre.
CITY MANAGER'S COMMENTS
The City Manager, in consultation with the Director of Finance and
General Manager of Corporate Services, submits the follow-ing:
Operating Budget Request
The Park Board report makes a strong case for a budget which
provides significant resources for cultural and related community
development programming. It also argues this budget is equivalent
to those of other centres. However, if the Roundhouse Centre had
been developed on a traditional model, without the cultural
programming component, the budget would likely have been
significantly lower. This budget represents a move into a new area
for the City at a cost of $269,000 per year. This in itself is a
significant commitment, which could have additional financial
impacts if similar programming became more widespread. This
expansion of service has not been considered by Council prior to
this report. In addition, the report creates a new position of
Operations Manager, in order to relieve programmers of other
duties. Similar arguments could be advanced for other centres,
albeit somewhat less forcefully.
The proposed budget is based on a 14.5 hour day, seven days per
week. The community which this centre serves is still under
development Council may wish to consider whether it should fund
operations at this level immediately, given the novel nature of the
program and the partial development of the area.
Capital Budget Request
The agreement with Concord Pacific required that the centre be
designed, built, furnished and equipped without City cost.
However, as the Park Board and the Roundhouse Advisory Committee
had taken the centre programming in a direction not contemplated
during the initial discussions with Concord, the developer would
not provide the additional funding required. Concord agreed to
fund the community arts component of the centre on the same basis
as if a fitness centre were being developed and this has left the
facility short of capital funding to complete the furnishing and
outfitting of the centre.
The Director of Finance and General Manager of Corporate Services
are recommending that Council not approve this additional funding.
This follows from consideration of the circumstances under which
the City and Park Board entered into discussions with Concord on
the provision of the Roundhouse Centre. Council had agreed to
receive a finished and fully equipped centre from the developer
without cost to the City. The value of this amenity, including all
furnishings and equipment, was to be negotiated between the Board
and Concord. However, despite this effective limit on the Board's
ability to design, outfit and program the centre, they are left
with an additional need of $200,000.
In this report, Park Board had requested the City to fund the
additional $200,000 from the 1996 Supplementary Capital Budget.
However, the 1996 Supplementary Capital Budget has already been
fully allocated by Council; and further, it is our view that
Council is not obligated to provide this funding to Park Board.
Should Park Board require the funds to complete the project, staff
recommends that Council approve $200,000 from the Park Board 1997
Capital Budget, with interim financing from Revenue Surplus.
General Comments
The facility will shortly be finished, and operating funds will be
required in 1997. Given the constraints on the City budget, there
may be some room to negotiate a more modest cultural program and/or
a phase in to the full budget. Council may also wish to make it
clear that this is to be a unique program, rather than a first
implementation of a new program which will have broader
application.
Accordingly, the following recommendations are submitted:
CONSIDERATION
A1. THAT Council approve an operating budget for the Roundhouse of
$1,252,000 (Park Board recommendation) for 1997.
OR
A2. THAT Council direct the City Manager to meet with the General
Manager of Parks & Recreation to develop an initial operating
budget based on reduced hours, with a program to phase in to
the full budget of $1,252,000 over a period corresponding to
the full development and occupancy of the area, subject to
Council approval.
OR
A3. THAT Council direct the City Manager to meet with the General
Manager of Parks & Recreation to develop a lower base budget
for report back to Council, with future increases to the
budget to be based on an evaluation of the program after one
year of operation, and subject to Council approval.
RECOMMENDATION
B. THAT Council approve $200,000 from the 1997 Park Board Capital
Budget for the furnishings and equipment of the Roundhouse
Community Centre, with interim financing from Revenue Surplus.
GENERAL MANAGER'S COMMENTS
The General Manager of Parks & Recreation responds to comments by
the City Manager as follows:
1. The A2 recommendation is very reasonable given the current
level of residential development in the immediate area.
However, it is important for future planning to establish an
annual operating budget.
2. The proposed operating budget for the Roundhouse does not
represent a move into a new area for the City. The Park
Board's mandate includes recreational culture, and numerous
community centres already offer related programs, such as
artist residencies and other community-based arts activities.
The Roundhouse does have the first purpose-built community arts
facilities and therefore does represent a new level of service
in this established area.
3. When Council approved the undertaking with Concord Pacific to
provide a community centre with performance, exhibi-tion,
festival and other community arts facilities, it accepted a
responsibility to provide appropriate programming. In the
opinion of Park Board staff, the proposed budget provides a
minimum level of community arts programming for this facility.
Funding significantly below this level will prevent a broad
spectrum of the community from actively using the facilities as
they will wish. Instead, most users will have to participate
passively, solely as audience for programs developed by those
few able to provide on their own the required technical
expertise.
4. The nature and level of programming at the Roundhouse will
create additional significant operational responsi-bilities,
such as security, management of the outdoor plaza areas,
facility maintenance and repairs, and parking. These have been
identified by staff and consultants as more than equivalent to
a full time position, and as a result, have recommended
creating an Operations Manager position. If these
responsibilities are assigned to programming staff it will
significantly reduce their ability to develop and deliver
active, participatory programming.
5. The understanding of Park Board commissioners during
development of the Roundhouse was that the new community centre
was to be received as a turn key operation, and they therefore
did not include basic furnishings for the Roundhouse in their
Capital Plan. In fact, Concord questioned most of the needs
identified to build, fit, equip and furnish the centre, and in
lengthy negotiations with the City they were released from
obligations to provide basic furnishings such as furnishings in
the gym, basic office furniture and equipment, and pottery
equipment. The $200,000 from the capital budget is requested
to make up this basic level of furnishings.
COUNCIL POLICY
City Council approves added basic operating budgets for new facilities.
The Park Board is required to approve any new regular positions.
The City of Vancouver's False Creek Policy Broadsheets, the Park Board
Arts Policy (attached*), CITYPLAN, Directions for Vancouver, and the
City's Vancouver Arts Initiative, which describe the need to broaden art
and culture activity in the community.
SUMMARY
Staff recommend approval of the annual operating budget and the capital
request based on the following factors:
The City has a per capita standard of providing community centres
to local neighbourhoods. The downtown peninsula including the West
End is already considerably under served relative to other
neighbourhoods. With the additional development in False Creek
North and adjoining areas a major new community facility is a
requirement.
The proposed operating costs of $1,252,000 for a 47,000 square foot
facility ($26.63 per square foot) are in the same range as other
community centres. The gross operating costs for the West End
Community Centre, at 55,500 square feet, are $1,617,000 ($29.40 per
square foot); Killarney, 67,700 square feet, $1,655,000 ($24.44 per
square foot); Riley Park, 72,900 square feet, $1,655,000 ($23.66
per square foot). Net operating costs for these centres are similar
to the recommendation for the Roundhouse.
The Board is requesting the City to fund $200,000 capital for the
basic furnishings and equipment that were deleted in earlier
negotiations with Council.
The public/private partnership with Concord Pacific provided a
facility at no cost to the City. This has created a unique
opportunity to fulfil this partnership and to respond to current
demographic trends by providing active programming that reaches out
into the rapidly evolving, complex and sophisticated community that
will be served by the Roundhouse.
When the Roundhouse is turned over to Park Board it will have
complex logistical requirements, including the maintenance of a
large, specialised heritage facility, and high user volume.
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*LIMITED DISTRIBUTION. On file in the City Clerk's Office.
Parts of the Roundhouse have been used for cultural purposes for
over a decade. Numerous policy initiatives have identified the
importance of expanding recreational programming to include
community arts. Planning for the new community centre therefore
responded to the requirements and possibilities for community art
activities presented by these facilities.
PURPOSE
This report provides a history of the development of the Roundhouse
Community Centre and a rationale for the recommended annual operating
budget.
BACKGROUND
Meeting The Standard For Community Centres
There is a standard in Vancouver of providing community centre
facilities in most local areas. There are twenty-three (23) community
centres in Vancouver, twenty-one (21) operated by the Park Board, and
two (2) by Social Planning. The Roundhouse, the twenty-fourth centre,
will be the community centre for Yaletown and the new Concord
development. This neighbourhood is expected to rival the West End in
terms of population density.
The standard size of community facilities for each 20,000 people is
27,000 square feet. Approximately 40,000 additional people will be
moving into the downtown peninsula as a result of new developments. The
Park Board plans to provide 68,000 square feet of new facilities at the
Roundhouse and Coal Harbour to meet this growth, as well as to
ameliorate the fact that the West End Community Centre has for some time
served twice the population size of the community centre standard.
Community centres are all unique. They vary due to the nature of the
facilities in which they are housed, the size and demographics of the
community in which they are located, and the needs of the city as a
whole. Most centres have a gymnasium (some with a stage), a number of
multi purpose rooms, a games room or lounge designed as drop-in space
for children, youth, and seniors, and an arts and craft room. Some
centres have dedicated spaces for pre-school, playschool and
after-school care, seniors, pottery, lapidary, weight training, and
martial arts. In addition, some centres have a special focus designed
to provide a high level of service to the entire city in a specific area
of community need. Some examples are: the Aquatic Centre was built with
a national standard swimming pool; False Creek has a canoe club; West
Point Grey turned the carriage house into a potters' club; and
Kerrisdale added a seniors' wing. The Roundhouse Community Centre is
the first to have facilities dedicated to community art.
Recreation and Community Art
In the post war period, civic government has treated recreation and
culture as two distinct categories. Recreation was most commonly
defined as physical recreation, and its needs were met by a range of
facilities, including gymnasia, ice rinks, swimming pools, and outdoor
playing fields. Culture, on the other hand, was usually defined as high
art, and its requirements were met by facilities of a high level of
technical sophistication, such as civic art galleries and theatres.
Recreational programs were inexpensive, accessible, and 'fun', while
cultural programs were relatively costly, exclusive, and 'serious.'
Over time, and particularly in the last decade, this distinction has
eroded. Community centres, once primarily oriented to physical
recreation, have increasingly shifted to include social developmental
and educational programs, as the communities they serve have become
larger, more diverse, complex, and demanding. Similarly, some cultural
facilities have sought to increase access, outreach into the community,
and explore means to make art a more integral part of the daily life of all citizens.
Nowhere is this confluence of recreational and cultural programming more
pronounced than in community art. The term 'community art' refers to
recreational programming that encourages involvement by the whole
community in creative explorations through a broad range of activities.
Community art includes professional artists working with specific
portions of a particular community, such as seniors making a quilt,
youth decorating a bus shelter, or children painting a mural on the wall
of their community centre or school. It refers to sessions where members
of a community literally 'act out' core dilemmas they face, and then
turn to the audience for suggestions on how they might resolve them. It
can mean community lantern making workshops culminating in mass public
parades, or children exploring their cultural diversity through art
workshops focused on different foods. It can also encourage people's
participation in a community planning process, as in the Trout Lake
Restoration Project. It unites the public participation, access and
diversity of recreation programming with the complexity, depth, and
breadth of cultural work. It marries recreation's core assumptions
about the benefits of broadly shared health with culture's reliance on
the power and range of human creativity.
The Challenges Of The False Creek North Neighbourhood
During the same period that community art was emerging as a powerful
response to the complex currents increasingly flowing through
neighbourhoods, the Park Board was facing a number of dilemmas in
designing a new community centre for False Creek North. Sited in a
unique heritage facility in the centre of the largest urban development
project in North America, it will provide programs to a neighbourhood
changing in a couple of years from mostly vacant lots to high urban
density on the edge of the downtown core. No one can predict with
complete assurance what this new neighbourhood will be like to live in,
except to anticipate that it will be highly diverse, both economically
and culturally. Many of its residents will not speak English, or only
with difficulty, but at the same time will most likely have been
attracted to this downtown location because of its promise of a
sophisticated urban lifestyle, encouraged by the developer's promotion
of 'Canada's first fibre-optic neighbourhood.' False Creek North is
immediately adjoined by Downtown South, a mature inner city
neighbourhood facing a host of pressures, and Yaletown, a recently
redeveloped heritage area primarily attracting relatively wealthy young
professionals. The Roundhouse can also expect programming demands from
the International Village complex in the absence of the planned but not
built community school, and from residents of the City Gate developments
on Main Street.
History Of The Roundhouse Facility
The Roundhouse facility, which will house the new community centre
itself has a rich heritage. Many Vancouverites can still remember
visiting it to watch train repairmen doing their work. But during Expo
'86 it was transformed into a cultural facility, first housing an
installation by internationally renowned Canadian artist Michael Snow,
then the massively popular exhibition Artropolis, and most recently the
important, Fear of Others: Art Against Racism.
The Agreement Between The City Of Vancouver And Concord Pacific
The new Roundhouse Community Centre is part of the Concord Pacific
development. As the result of an agreement with the City, Concord is
building, fitting, furnishing and equipping the Roundhouse in
consultation with the Park Board and City. In addition to the
renovation of the heritage building to include a variety of program
areas, and community exhibition and performance facilities, this
agreement included building a new gymnasium adjacent to the Roundhouse.
Policy Background
The Roundhouse's development into its current final form results from a
number of local and regional policy initiatives. In 1988 Council
approved a number of policies for False Creek development, including a
direction that community facilities and services should provide for the
educational, social, health and cultural needs of the resident, employee
and visitor populations, that the needs of existing and new communities
should be merged to achieve efficient delivery of services, and that
facilities and services should look beyond the limits of the basin. In
1991, a regional needs assessment identified community art as an
underdeveloped program area. At about the same time, the Park Board
also began a process to develop an Arts Policy (attached). This policy,
approved by the Board in 1993, articulates a number of basic principles
and goals emphasizing the importance of art in recreational programming.
"CITYPLAN, Directions for Vancouver", describes the need to broaden art
and culture activity at the neighbourhood level to provide opportunity
for individual learning and expression by increasing access to the arts
for children and youth, recognizing and utilizing the contribution of
individual artists, creating partnerships between the private sector,
non-profit organizations and the City, and respecting Vancouver's
diverse cultural heritage. Finally, the City's "Vancouver Arts
Initiative" also makes a number of recommendations designed to advance
the interaction of artists with community and to make experience in the
arts more accessible. All these policies are consistent with the
recognition across North America that the arts and arts facilities are
an important component of recreation activities.
Community Consultation
A Roundhouse Advisory Committee, (consisting of representatives of the
new community, Park Board and City staff, and community and professional
arts representatives, with assistance from a number of expert
consultants and other interested individuals) was developed to assist in
determining priorities and to participate in a program design process
for the facility to ensure maximum traditional programming
opportunities, as well as those described in the above mentioned policy
documents.
The Mandate For The Roundhouse
Taking into consideration these various factors -- the needs of a
complex and rapidly evolving neighbourhood, the highly successful
integration of recreation and culture, a heritage arts facility, and a
unique public/private partnership opportunity -- the Park Board
designated the new facility The Roundhouse Community Arts and Recreation
Centre, with a mandate to provide the focus for a healthy and creative
community.
On March 12, 1996, the Vancouver Board of Parks & Recreation considered
a staff report dealing with the Roundhouse operation, staffing and
budget, and subsequently approved the following recommendations:
THAT the Board approve an annual operating budget for the
Roundhouse in the amount of $1,252,000, and
THAT the Board approve the establishment of 10 regular full
time positions, subject to review by Human Resources
Department and the GVRD, and
THAT the Board request Council approve $375,000 from 1996
Supplemental Capital for furnishings and equipment for the
centre and performance space, with $175,000 being recoverable
from Concord (negotiations with Concord for $175,000 have
since been successfully concluded), and
THAT staff report back to the Board on the budget, the
operation, and the Joint Operating Agreement with the
Roundhouse Community Association, particularly as it relates
to the arts facilities, after one full year of operation of
the centre and arts facilities.
Subsequent to these decisions, and following approval by Council of the
1996 start-up budget, a co-ordinator, newly classified by the GVRD as
Roundhouse Community Arts & Recreation Coordinator, for the facility has
been hired. He has a strong background in community arts, community
cultural development, and the professional arts community. Construction
of the centre is now close to completion, and should be turned over to
the Park Board by October 1996 for operation by January, 1997. Approval
of an annual operating budget is required.
DISCUSSION
Budget
The details of the annual budget for $1,252,000 are outlined in Appendix
A. This budget was put together to provide the resources necessary to
run this facility, and is comparable to the gross expenditures of other
facilities of this size. (See Appendix A-1 for budget comparisons with
other community centres.) The explanation follows in this report.
Programming
In order to fulfil the opportunities inherent in the partnership with
Concorde Pacific, the Park Board is developing and implementing
programming appropriate to the neighbourhood and the new facility.
The Roundhouse is over 47,000 square feet. Altogether there are
twenty-one separate spaces within the Roundhouse, some as large as 7,000
square feet. These will operate simultaneously, at least fourteen and a
half hours a day, seven days a week. The Roundhouse, besides including
a gymnasium for traditional physical recreational programming, and
multi-purpose rooms for social developmental and educational programming
of a type offered at most
community centres, also includes spaces designed for working on or
displaying large visually-oriented community art projects, such as
banners or murals, programs involving up to three hundred people, such
as performances, workshops or lectures, and activities with high
physical demands, such as dance or music.
The programming and operation of all of these spaces is quite complex.
It will require a coordinator and four programmers. They will
concentrate on developing programs for children, youth and seniors,
adult education, sports, fitness, arts and crafts, woodworking, pottery,
dance, special events, club groups, and workshops. As well, they will
organize visual art workshops and major exhibitions of community art in
the exhibition facility; community theatre, lectures, poetry readings,
performances, and conferences in the performance area; and aerobic,
dance and movement programs in the dance studio. In many instances
these programs will result from partnership agreements developed by
staff with private businesses, non-profit groups, and other local
organizations such as schools, universities, libraries, and social
service providers.
In addition, there is an outdoor amphitheatre, three courtyard areas,
and the adjoining David Lam Park, all offering programming opportunities
to which the staff will have to respond.
But to serve effectively a new and dynamic community, the Roundhouse, as
well as offering traditional recreational and arts and crafts
programming, will encourage active participation of residents in the
community arts. This will require outreach by professional community
arts and recreation staff sensitive to the myriad of ways programming
can address various local needs, as well as developing programming
models suitable for the city as a whole. Encouraging cultural diversity,
for example, remains an abstraction at best until it is made meaningful
and real by a Dragon Boat Festival, or by a dance choreographed by
seniors for seniors. The budget, staffing levels, and organization of
the Roundhouse have been determined by this requirement.
Part of this requirement is budget to engage staff as needed to provide
the necessary expertise and materials to support the specialized
programs of the Roundhouse (listed in the budget under program contracts
and program supplies). These include artists capable of involving
community members in recreational projects in particular disciplines,
facilitators capable of enabling community development projects, and
physical recreation consultants with experience in non-traditional
exercise such as Tai Chi or modern dance. It is expected some of this
type of activity will result in fee for service programs, but most
community art programs will require subsidy.
Most of the general programs in this centre will be fee for service. As
in other centres, both Park Board and community association funds will
subsidize community events and additional programs for children, youth,
seniors, special needs groups. The development of all such programs is
the responsibility of the programmers.
All staff will have complementary skills and expertise and the ability
to work as a team. Appendix B provides a summary of professional staff
responsibilities. Appendix C provides an overview of support staff
functions.
Hours of Operation
Staff believe that operating hours from 8:30 a.m. to 10:30 p.m. are the
minimum requirement for a large and active centre in the heart of
densely populated and culturally diverse community. This requires
staffing for 14.5 hours/day to allow for closing. Given the assumed
culturally diverse nature of the new community, closure on statutory
holidays has not been a consideration.
The Community Association
Like all community centres, the Roundhouse will be jointly run by the
Park Board and a community association and a joint operating agreement
will be developed. The Roundhouse Advisory Committee is committed to
assisting the development of the community association.
Staff will report back to the Park Board on the operation, the budget
and the joint operating agreement with the association after one full
year of operations.
Capital Budget for Furnishings and Equipment
The original list of fittings, furnishings and equipment for the centre,
the gymnasium, and the performance space, generated by the substantial
work of staff and consultants with the Roundhouse Advisory Committee,
was estimated at a value of $1,435,126. Given the controversy over the
issue of furnishings, the Board reduced the items on the list to an
amount of $846,973. In the course of continuing negotiations with
Concord, the City agreed to a further reduction of $200,000 in basic
furnishings and equipment. The items in this $200,000 are a requirement
for the basic operation of the facility. The Board is requesting
Council to approve this $200,000 from the City's 1996 Supplemental
Capital.
JUSTIFICATION
The proposed Roundhouse operation and level of funding is consistent
with the City's standard of community recreation centres. It makes
effective use of the heritage community arts and recreation facility
built in partnership with the private sector.
The proposed arts and recreation programming is consistent with recently
approved Park Board and City policies that indicate a need to expand
notions of recreation to include not only physical recreation but also
art and cultural activity at the neighbourhood level. The overall goals
are advancing interaction within a large and complex community,
providing widespread access to recreational facilities, and creating
opportunities for individual development, learning and expression.
The concept for the Roundhouse is unique in Vancouver and perhaps North
America. With the community arts and recreation designation,
appropriately skilled staff, and sufficient funding, the Roundhouse will
become integrated into the daily life of the community, and staff will
collaborate with community members in dealing with common issues,
values, frustrations and dreams. It will be a centre where all are
encouraged to participate and where there is a new interaction between
the arts and other traditional recreational activities.
* * * * *
APPENDIX A
ANNUAL ROUNDHOUSE BUDGET SALARIES $352,200
Co-ordinator $ 49,619
4 Programmers $148,652
Operations Manager $ 37,163
2 Recreation Facility Clerks $ 60,704
2 Cashier/Clerk Typists $ 56,028
FRINGE BENEFITS $ 61,600
AUXILIARY STAFF $238,100
Cashier/clerk 101hr/wk $ 93,746
Bldg superv'n 89hr/wk $ 79,456
Vact'n Relief 420hr/yr $ 7,474
Youth/Srs/Vol 60hr/wk $ 57,440
FRINGE BENEFITS $ 20,300
AUTO ALLOWANCE $ 2,500
TELEPHONE $ 20,000
ADMINISTRATION CONTRACTS $ 10,000
ADMINISTRATION SUPPLIES $ 15,000
PROGRAM CONTRACTS $152,500
PROGRAM SUPPLIES $ 28,500
JANITORIAL MAINTENANCE $137,000
BUILDING MAINTENANCE $112,400
UTILITIES $ 84,300
JANITORIAL SUPPLIES & EQUIPMENT $ 17,500
TOTAL ROUNDHOUSE BUDGET $1,251,900
APPENDIX A-1
WEST END C.C. COMPLEX
Facility Budget Complex Centre Rink Fitness Barclay TOTAL
Centre
Salaries [incl. 4 307,5 83,600 113,300 504,400
prog.] 00
Youth programs 31,700 31,700
FB 52,90 9,800 17,600 80,300
0
AUX 34,20 60,000 46,700 36,700 47,600 225,200
0
FB 2,900 5,100 4,000 3,100 4,000 19,100
Auto 1,500 1,500
Telephone 600 14,600 15,200
Contents 4,300 600 3,200 4,300 12,400
Supplies 12,00 3,900 5,900 3,900 25,700
0
Maintenance 392,200 193,500 6,500 592,200
Utilities 103,700 5,400 109,100
Gross Expenditure 1,616,800
Rink Revenue 124,200
Fitness Ctr. Revenue 263,600
Net Expenditure 1,229,000
KERRISDALE C.C. COMPLEX
Facility Budget 758,000 528,200 475,200 1,761,400
Rink Revenue 208,500
Pool Revenue 255,900
Net 1,297,000
APPENDIX A-1
KITSILANO C.C. COMPLEX
Facility Budget 172,800 415,200 185,300 537,100 1,310,400
Rink Revenue 293,300
Pool Revenue 349,900
Net 667,200
RILEY PARK. C.C.
Facility Budget 351,1 310,500 354,100 709,800 1,725,500
00
Rink Revenue 162,700
Pool Revenue 336,600
Net 1,226,200
KILLARNEY C.C. COMPLEX
Facility Budget 260,900 377,800 468,900 547,400 1,655,000
Rink Revenue 183,000
Pool Revenue 323,000
Net 1,149,000
APPENDIX B
Page 1 of 2
SUMMARY OF PROFESSIONAL STAFF RESPONSIBILITIES
Community Arts and Recreation Co-ordinator
Personnel
identifies staff needs; manages hiring process including job
descriptions; supervises all full-time and part-time staff; identifies
and provides access to appropriate training; ensures staff awareness of
governing policies; evaluates job performance; responds to problems
identified by staff.
Community Development
participates in community planning processes; assists programmers in
identifying program needs of the community; responds to needs of
community in accordance with Park Board policy; reviews trends and new
directions in community art and recreation programming; identifies gaps
in recreational and social services and suggests/facilitates solutions;
identifies and creates partnership opportunities with public and private
individuals and organizations; originates multi-cultural programming;
represents the Park Board to the community; conducts presentations to
the public on issues related to community art and recreation and the
operation of the Roundhouse.
Policy and Administration
maintains and upholds Park Board policies; provides interpretations to
local boards and groups; coordinates information from the community to
policy levels; reviews and reports on impact of policy on community;
analyses statistical data and writes reports; develops and monitors all
management systems; coordinates work flow; oversees program
registration; delegates responsibilities to full-time, part-time, and
contract staff; provides direction in program promotion; oversees
program space, equipment and staff usage, and identifies strengths and
weaknesses in the operation.
Finance and Budget
analyses expenditure and revenue positions; responsible for all payroll,
contract, and programming expenses; monitors budget; recommends to the
area manager on major changes; provides budget training to staff;
ensures proper cash handling; supervises point of sale systems,
particularly the association's; supervises weekly deposits.
Appendix B
Page 2 of 2
Community Association
Recruits association members from the community; undertakes board
development; leads development of long and short-term goals and
objectives and policy; advises on Park Board policies; identifies issues
in the community requiring association response; advises the association
on recreation and community art issues and trends; maintains knowledge
of all administrative functions of the association; assists with
fundraising strategies and initiatives.
Community Arts and Recreation Programmers
Conduct needs assessments in the community and undertake process to
program development; undertake committee work within centre leading to
policy development and goal-setting; ongoing assessment of patron
participation in facility; schedule programs; liaise with other agencies
or organizations and develop collaborative partnerships; undertake site
and equipment supervision; partake in Arts Team, Emergency Social
Services, youth program development and other city-wide
responsibilities; participate in hiring, training supervision, and
evaluation of part-time and contract staff; participate in program
promotion; maintain statistical information; identify safety issues and
handle injuries; participate in design of management systems and manage
implementation; handle complaints, inquiries and requests; prepare
reports; administer budget and monitor cash handling within program
areas; enforce rules and policies; undertake operation of all physical
recreation equipment, seating and staging, and, in liaison with
technical director and staff, lighting and sound equipment, installation
systems, pottery wheels and kilns; initiate requisitions for materials
and equipment.
* * * * *
APPENDIX C
Page 1 of 2
OVERVIEW OF SUPPORT STAFF FUNCTIONS
Building Service Staff
This building will not have a Stationary Equipment Operator. However, it
is large and, being a redevelopment of a heritage facility, will have
numerous inefficiencies in areas such as heating and ventilation and in
the design of people circulation within the building. It requires
therefore a staff person to coordinate the facility operation, and
included in the staffing complement of the recommended budget is an
operations manager. This position is designated to take on all of the
issues related to the management of the actual facility, that is,
supervision of building and janitorial staff, security, heating
ventilation and air conditioning, repairs, maintenance, equipment and
supplies; Occupational Health and Safety training; liaison with the
Operations Division; room set-up and take-down; and other issues such as
the parking lot management and the large urban plazas surrounding the
facility. A facility of this nature, with its multitude of publics,
will generate numerous duties, problems and public complaints and
demands that consume incredible amounts of time. These types of
activities will otherwise prevent the coordinator and programmers from
concentrating on the essential requirements of their jobs. The
recommended budget for janitorial services is based on a need to have
staff able to do the main cleaning on an early shift but also to have
staff working in the building on an afternoon shift and weekends to
maintain an adequate standard of cleanliness throughout each day.
Instruction and Leadership
Most of the Park Board auxiliary staff budget for centres is spent on
maintaining the administration of the operation, program registration
and the security of the building. Some of the funds are used to hire
program assistants to provide direct leadership in the subsidized areas.
In this budget there is an allocation for 35 hours a week for youth and
seniors programming, and 25 hours a week for volunteer development and
coordination. As in all other centres, all other instruction and
leadership will be covered by fees generated by the fee for service
program.
Appendix C
Page 2 of 2
Technical Support
Technical support is another necessary part of this unique operation to
ensure that community users of the facility are provided with the
required expertise. The technical director is as critical as the
programmers to the development, maintenance and training in the use of
the community performance and exhibition spaces. This includes the
management of specialized equipment. This position is also important as
part of the team in the development of programming and productions.
This report recommends contracting with a technical director who will
assume responsibility for all technical requirements and additional
staffing.
Support Staff
Recreation facility clerks, cashier/clerk/typists, building/site
attendants and program assistants are the support staff. The staffing
schedules, based on the experience of larger centres like the West End,
take into consideration such issues as a high volume of participation,
customer service, security, and the need to cover off breaks and
vacations for regular fulltime staff. Cashiering and building
supervision are another part of the regular staffing requirement. When
the activity in either of the arts facilities is a directly operated
association program, the Board will recover the costs for the technical
and support staff through the establishment of a charge back system.
Building Maintenance
Environment and Operations staff have based their estimates on
information about the Roundhouse building as it is available at this
time, combined with costs of similar size building operations. The
actual cost of utilities, power engineering maintenance requirements and
trades maintenance will need to be confirmed by experience.
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