Sierra Planning and Management Velodrome - Town of Milton

Sierra Planning & Management
20
20 Velodrome Business Plan – Town of Milton
3.3 GUIDING PRINCIPLES FOR DEVELOPMENT
The following represent those aspects of both development planning and implementation for the facility
which maximize the potential to meet the mandate for community recreational access as well as create a
flexible venue which potential for the development of other synergistic uses nearby by, as has occurred
in other Velodrome locations around the World.
1. Recognize the opportunity cost of doing nothing, or of underbuilding to the necessary level of
scale and quality.
Business Plan | January 2012
Recognition that the Facility is a first for Canada and as such has significant potential to grow the
market for cycling and cycling events both nationally, provincially and locally. Having a broader
site which can facilitate potential additional uses, colocation of other major recreation facilities
or creation of a larger cycling or elite sport campus over time represents an investment in good
planning.
2. Pursue sites with visibility, good aesthetics and which maximize accessibility using a range of
modes of travel.
The Velodrome will be a photo-opportunity and marketing benefit to the Town, Region and
Province. The site planning and location of the building should reflect these advantages –
assisting with naming rights and yielding reputational benefits for the Town.
3. Support In-building retail if possible
Retail space lease in the building should reflect those uses which are appropriate for a building
of this nature (for example food and beverage, sports, fitness, health and wellness related).
Retail and food services should maximize the opportunity for serving spectators during events
and participants in the facility as a means of maximizing operating revenues. In most instances,
this translates into a retail provision which is ancillary or complimentary to the core business of
the facility as a community and event sports venue.
Additional retail elsewhere in a precinct to be developed by the private sector, should be based
on an identified additional opportunity in the local area.
4. Animate the site as a campus or precinct.
Add related activities as part of the build-out plan, to include not only recreational uses
identified above but also commercial office, retail and other development. Multi-use of both the
building and the wider site requires a flexible build-out plan.
This integrated land use approach is in line with current thinking in many jurisdictions. This
applies to both spectator-driven venues as well as community recreation venues where
centralization of facilities creates capital and operating efficiencies but also promotes a high
quality of recreational service and convenience for the public.