TOWNSHIP OF ESQUIMALT MEMORANDUM
MEETING DATE: June 25, 2025 Report No. EPRAC-25-05
TO: Environment, Parks and Recreation Advisory Committee
FROM: Steve Knoke, Director Parks and Recreation
SUBJECT: Parks and Recreation Service Levels
INFORMATION:
The 2025 budget process highlighted sustainable service delivery in the Township. Parks and Recreation have prepared a presentation to provide the committee with information on how Parks and Recreation is operated. It provides an overview and examples that gives insight and rationale for current operations, service levels, trends and future planning.
The presentation has been divided into three sections:
1. What We Do
2. How We Do It
3. How We Measure Success
What We Do
We provide a wide range of services to the community. Creating and supporting opportunities for residents to access facilities and programs that promote physical activity and social engagement across their lifespan. We encourage physical, social and cultural activity and access to nature for public health and overall well-being. The benefits of parks and recreation are vast and highlighted as a core service in our community.
How We Do It
We deliver services efficiently, effectively and consistently while caring for a large inventory of land and facilities including, but not limited to, 110 acres of parks, 3 recreation facilities and 1 joint school use agreement. Planning for sustainable delivery and community access for future generations. We continually adjust for market drivers, community trends, and sustainable delivery. Further, our staff create a positive welcoming environment for all customers. This organizational culture has a profound impact on attendance and facility use.
How We Measure Success
We establish and utilize key performance metrics to evaluate departmental effectiveness. These metrics include user satisfaction, facility usage rates, program participation, and recovery rates. Regularly reviewing and adjusting strategies based on community feedback and trends.
Budget Performance is a strong indicator of effective service delivery;
• Monitoring financial health and adherence to budget.
• Evaluating the effectiveness of the cost recovery model outlined in the Parks and Recreation Fees and Charges Bylaw.
• Tracking attendance, hours of operation, and service usage.
• Mitigating closures and risks to service provision. Assessing the impact of service interruptions and identifying potential risks.
Conclusion
Current service levels are meeting the core objectives for Parks and Recreation Division. Further investment in recreation strategic planning is underway. Opportunities exist to plan for future growth and manage risk associated with aging infrastructure. Staff will continue to maintain and develop efficient and effective operations.
• Addressing aging infrastructure, funding preventative asset replacement and maintenance challenges.
• Exploring opportunities for community partnerships and innovative programming.
• Continued community engagement and support in the planning process.
These topics will be included in the 2025 Recreation Strategic Planning process.