TOWNSHIP OF ESQUIMALT STAFF REPORT
MEETING DATE: July 6 2026 Report No. P&R-26-010
TO: Council
FROM: Steve Knoke Director Parks and Recreation
SUBJECT: Recreation Strategic Plan
RECOMMENDATION:
Recommendation
That Council receive the Recreation Strategic Plan presentation for information, and direct staff to incorporate the Strategic Plan directions and actions into future financial planning, capital planning, and service delivery frameworks.
Body
EXECUTIVE SUMMARY:
The Township has completed a comprehensive Recreation Strategic Plan (Appendix A) to guide the delivery of recreation services, programs, and facilities over a 15-year horizon. The Plan responds to evolving community needs, aging infrastructure, and increasing demand pressures.
The Strategic Plan confirms that Esquimalt’s recreation system is performing well and is highly valued by the community, but identifies capacity constraints, infrastructure renewal needs, and emerging service demands. The Plan provides a series of strategic directions focused on optimizing existing facilities, modernizing assets, and improving flexibility and accessibility.
BACKGROUND:
The Township initiated the Recreation Strategic Plan to ensure that recreation services remain responsive to community needs and aligned with long-term planning objectives.
The study was undertaken to:
• Assess the current state of recreation facilities and services
• Engage the community and stakeholders
• Evaluate utilization, capacity, and service levels
• Identify future needs based on population and demographic changes
• Establish a long-term strategy for service delivery and infrastructure planning
The Plan reflects growing demand, changing recreation trends, and the need for a coordinated, evidence-based framework to guide decision-making over the next 15 years.
Environmental Parks and Recreation Advisory Committee - The committee was engaged through the planning process. Comments emphasized the importance of engagement opportunities that reflect the range of users and demographics in the community. The Committee also identified opportunities to engage school districts, CFB Esquimalt, Armed Forces staff and families, and local First Nations, recognizing their roles as facility, program, and community partners. The final plan will be taken back to the committee in the fall by staff for review and information.
ANALYSIS:
The Recreation Strategic Plan identifies several key findings:
• High utilization and demand - Recreation facilities and programs are well used, with peak-time capacity pressures in priority areas such as aquatics and fitness.
• Strong community value - Residents place a high value on recreation services, with strong participation and overall satisfaction.
• Infrastructure pressures - Existing facilities are generally in serviceable condition but require ongoing investment and modernization.
• Evolving recreation trends - Demand is increasing for flexible, drop-in programming, wellness services, and age-friendly opportunities.
• Regional context - Residents rely on surrounding municipalities for certain specialized services, highlighting partnership opportunities. While the system performs well overall, population growth, demographic shifts, and changing recreation preferences are expected to increase pressure on programs and facilities over time.
The Strategic Plan presents a set of directions focused on:
• Optimizing use of existing facilities
• Addressing capacity constraints in key service areas
• Enhancing user experience through modernization
• Expanding partnerships and access to additional spaces
• Improving system flexibility and responsiveness
Planning for long-term renewal and replacement of assets
OPTIONS:
• That Council receive for information the Recreation Strategic Plan presentation, and direct staff to incorporate the Strategic Plan directions and actions into future financial planning, capital planning, and service delivery frameworks.
• That Council receive the Recreation Strategic Plan for information with additional direction to staff.
COUNCIL PRIORITY:
The Recreation Strategic Plan supports Council priorities related to:
• Engaged and Healthy Community
• Good Governance and Organizational Excellence
• Strong Relationships and Partnerships
FINANCIAL IMPACT:
The Strategic Plan itself does not commit the Township to immediate expenditures. However, it:
• Identifies anticipated lifecycle and renewal requirements for existing facilities
• Highlights areas where future capital investment may be required
• Provides a framework to inform long-term capital planning and budgeting
All financial implications will be brought forward through the Township’s annual budget and capital planning processes.
COMMUNICATIONS/ENGAGEMENT:
The Plan is informed by extensive community engagement, including:
• A public survey (725 responses)
• Stakeholder interviews
• Committee presentations
• A public open house
Feedback confirmed high levels of participation and satisfaction, while identifying key priorities such as aquatics, fitness, and facility improvements.
TIMELINES & NEXT STEPS:
Subject to Council direction, staff will:
• Integrate the Strategic Plan into financial and capital planning processes
• Advance short-term priority actions identified in the Plan
• Incorporate findings into program and service planning
• Report back to Council on progress as implementation proceeds
REPORT REVIEWED BY:
1. Ian Irvine, Director of Finance, Reviewed
2. Deb Hopkins, Director of Corporate Services, Reviewed
3. Dan Horan, Chief Administrative Officer, Concurrence
LIST OF ATTACHMENTS:
1. Appendix A - Recreation Strategic Plan - Council Presentation (July 6, 2026)
2. Appendix B- Recreation Strategic Plan