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Ice Demand has been rising over the same period

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The Strategic Business Plan also investigated a strategy for the development of alternative replacement facilities.  The key recommendations of the Strategic Business Plan for City Arenas are as follows:

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The Preferred Solution

Program:

In general, the preferred option most supported by the surveyed Minor Sports Associations consists of a 4-pad addition to the existing municipally owned Country Side Arena in The City’s south end.  In an effort to address a multitude of Prime time ice availability, affordability and program delivery issues, the concept innovatively proposes that 3 of the 4 newly constructed ice pads are developed with an ice surface dimension of 65’ x 150/ rather than typical NHL dimensions of (85’x200’).  The proposed dimensions equate to exactly ¾ scale of an NHL surface, yet consume only 57% of the area required for full scale NHL construction. 

The fourth new pad will be designed and constructed in the full 85’ x 200’ NHL format.  This configuration and approach best reflects the community need, maximizes the number of available ice pads and minimizes the relative capital expenditures to construct the building. 

From a programming perspective, the intent is to focus all house league programs for children, from beginners to age 12, on the new ¾ ice surfaces.  This approach not only frees up the existing larger full-scale ice surfaces throughout the community for the older age minor sport participants and adult programs, but also provides a more suitable instructional format for youth.  The 3/4 ice configuration will also allow for all current existing minor sports house league programs (beginner to age 12) to be delivered at one location, under one roof and exclusively during weekend primetime hours.  This approach also provides the participating children and especially their parents with the ice time convenience and regularity that cannot be accommodated under current municipal operating conditions. 

Although the development will promote the consolidation of Youth Development programs and is primarily meant to address the issue of prime time ice availability and affordability, the project will also be designed and developed in the context of a “Sports Tournament and Family Entertainment Centre”. 

In addition to the innovative ice surface configurations previously described, it is proposed the development will incorporate related complimentary support spaces including but not limited to the following:

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The facility will provide visitors with a full Family Entertainment experience with ancillary revenues focused on offsetting and maintaining affordable ice rental rates to the Youth Participants and their families in our local Minor Sports Associations.

 With recent advances in ice rink technology and as indicated on the attached concept drawings, the resulting configuration offers conversion flexibility from a 5-pad youth tournament/competition center (Ages 3-12) to a 3-pad senior Tournament/Competition Centre.

 The new ice surfaces have intentionally been designed to accommodate a variety of ice surface dimensions and configurations.   Depending on the present and future functional need and market demands, this concept offers the flexibility to adapt to and reflect the requirements of a multitude of tournaments, programs and special events.

 The ¾ ice configuration is also expected to attract rapidly growing and popular Men’s 3 on 3 hockey tournaments and leagues which utilize the reduced ice surface dimensions of 65’ x 150’.  In addition, summer use as an in-line hockey (multi-sport) development and tournament center has been investigated as well as the feasibility of utilizing the over 120,000 sq. ft. of indoor area to attract a multitude of new special events, trade shows and conventions to Northern Ontario.

Preferred Site:

With a sensitivity towards “youth” participation and development and a desire to minimize cost and maximize affordability, the development proposal will be focused at the Countryside site in the City’s south end.  The selection of this location as the development site will take advantage of not only the existing buildings pre-designed expansion capabilities but also a reduced capital construction cost, exceptional public access and parking, and consistency with the City’s long term plan and development goals.  Other considerations include land availability and current zoning, project timing and scheduling, child and family safety and security concerns, and the overall “appropriateness” of the site and surrounding area as a “Youth” Development and Tournament Centre.

The following conceptual drawings reflect the general design concept, and the relationship of the new construction to the site and existing building:

Partner Relationships & Responsibilities

Currently, Municipalities find it difficult to provide the human resources and financial commitment necessary to orchestrate, finance and operate community based capital projects without experiencing on-going operating deficits once the facility is up and running.  Independent non-profit volunteer minor sports associations lack the time, expertise, organizational skills and financial capital necessary to meet the needs of successful project and partnership planning. 

The Public/Private partnership is intended to provide project facilitation and equity financing through private sector initiatives.  By partnering with the Municipality and the Minor Sports Associations, the Private Sector offers the planning, capital and organizational tools required to realize a successful and sustainable community project.

The model for this proposal is based on the formation of a Public/Private Partnership made up of The City of Sudbury, the private sector and related non-profit Minor Sports Associations throughout the community.  Other user groups and potential partners  contacted in this regard include Laurentian University, Cambrian College, and College Boreal as well as the Sudbury Regional Soccer Association.

A Preliminary List of the Non-Profit

Minor Sports Association partners is as follows:

(+/-) 8,700

The partnership model would include the establishment of a Sudbury Youth Development and Tournament Centre Partnership (SYDTC) responsible for the Planning, Design & Construction of the new facility as well as operations and management of both the new and the existing facility.  Equity financed by the Private Sector, the model allows for (and in fact encourages) investment by the independent non-profit Minor Sports Associations.  Proceeds can therefore be directed back to the Minor Sports Associations in proportion to their investment share further reducing the cost of Youth Development & participation.

The viability of the project is premised on the Municipality temporarily transferring ownership, operations and management responsibilities of the existing property to the SYDTC for at least the debt financing phase of the development.  It is important to note that in this relationship, the value of continued ownership of the existing facility would be retained by the Municipality.

 A graphic representation of the proposed Public/Private Partnership model is as follows:

Proposed Management Structure

It is proposed that the management structure reflect that of the Public/Private Partnership Model previously described.  As indicated, the SYDTC partnership will be established for the purpose of holding capital assets and orchestrating the project planning design, operations and facility management.  A joint advisory committee is proposed within the SYDTC partnership that will assist with policy development and provide recommendations to facility management and staff.

It is expected that representation from The City and the participating Minor Sports Associations will be a reflection of their relative involvement in the Partnership.  It is the intent that the proposed joint advisory committee will act as a quality control mechanism to ensure compliance with The Municipal Operating approach and Philosophy.

Policies would be designed to meet the needs of the community with primary responsibilities of the committee focused on facility maintenance, quality standards and pricing policies.

User Group Support

The success of this approach and concept is of course conditional on support by the Minor Sports associations and other user groups within The City.  On January 21, 1999 the development team met with representatives of all Minor Sports Associations as well as Laurentian University & Cambrian College and introduced the partnership approach, the site and the ¾ ice surface development concept.  The results of a survey conducted at this meeting of Associations and institutions has indicated overwhelming support of the development option presented in this proposal along with an excitement and eagerness to finally address the ice availability, affordability and access issues.  In addition, 97% of the survey respondents indicated it was very important to their association or institution and beneficial to this community to implement and develop this project as a Sports Tournament and Family Entertainment Centre.

The Development Team has also met with each Minor Sport Association including the Sudbury Regional Soccer Association as well as Laurentian University on an individual basis and have since received letters of acknowledgement and support.

Preliminary discussions with Laurentian University have indicated their willingness to entertain a partnership with SYDTC pertaining to their undergraduate human kinetics degree program.  It is anticipated several other partnerships may be formed with Laurentian as well as other local educational institutions in other areas of the Facility Management and Operations.

Project status

Perry + Perry Architects have displayed an on-going commitment for several years to the development of an innovative multi-use leisure facility concept for this community.  Countless hours and significant dollars have been invested to introduce an innovative and unique project model to meet the expectations and requests of the Citys March 1999 proposal call.

After receiving acknowledgement from the former City council that this proposal was the preferred proposal of choice, the project has endured the political transition from a two tier to a single tier municipal government and has received endorsement from the transition board responsible for implementing the political transition.  

The City of Greater Sudbury is now currently undergoing a supplementary and comprehensive leisure services master plan scheduled for completion in the spring of 2004. The findings of this study are expected to serve as our new and improved guiding principles for the development of future leisure activities and support facilities in light of the changing political landscape, demographics and leisure service expectations of the community.  We trust their findings will again lead Council to recognize that the basic principles this proposal and concept will remain unchanged and well suited to this community. 

We therefore look forward to bringing this innovative initiative back to the council table for refinement and implementation in the very near future.