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HomeMy WebLinkAboutCS-08-92 ,/ J!"~ A ~ ~ THE CORPORATION OF THE TOWN OF NEWCASTLE REPORT Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE File# Res. #r-:rPA - /53-1,x By-Law # Date: FEBRUARY 17, 1992 CS-OB-92 File #: Report #: Subject: RECREATION/LEISURE SERVICES MASTER PLAN Recommendations: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT Report No. CS-08-92 be received; 2 THAT the Final Draft of the Recreation/Leisure Services Master Plan be referred to staff for subsequent reports; 3. THAT a copy of the Recreation and Leisure services Master Plan be forwarded to the Ministry of Tourism and Recreation; and 4. THAT the members of the Master Plan steering Committee be thanked for their contribution throughout the process and that a copy of Report CS-08-92 be forwarded to each member. 1. 0 BACKGROUND: 1.1 During the term of the previous Council, the firm of Hough Stansbury and Woodland Limited in association with Jack Ellis and Associates was commissioned to prepare a Recreation and Leisure services Master Plan for the Town of Newcastle. 1. 2 The intent of the plan is to follow the approved terms of reference (Attachment #1) and develop a series of recommendations which will establish guidelines, policies and a framework for the Community services Department to work towards over the next decade. 1.3 The final draft document was submitted to Members of Council on Wednesday, February 5, 1992 for review. An Executive Summary of the document and subsequent recommendations was also provided at that time to assist members in their review. ../2 901 ."e,elEot:r\ P'.'E" "PER '+a:J REo.cut THIS "'PflNrEoCf<FlEC1ICLEO""'F'ER '. REPORT NO. CS-08-92 - 2 - FEBRUARY 17, 1992 2.0 IMPLEMENTATION: 2.1 It is the intent of staff to have the document received for information at this time. Subsequently, during the course of time, the Community services Department will prepare a series of detailed reports dealing with the recommendations submitted within the Master Plan. 2.2 This approach will provide Members of Council wi th the opportunity of dealing with individual recommendations in detail, as the reports are submitted. 3 . 0 COMMENT: 3.1 Members of the Master Plan Steering Committee are to be the commended for their time and dedication throughout the planning process. Attachment #2 is provided as a list of steering Committee Members who participated in the development of the Master Plan. Respectfully submitted, Recommended for presentation to the Committee, I h P. Caruana, Director rtment of Community services Kotseff, "nistrative Officer JPC:sa 902 .' " " ATTACHMENT #1 TO REPORT # CS-08-92 TERMS OF REFERENCE TOWN OF NEWCASTLE RECREATION/LEISURE SERVICES MASTER PLAN BACKGROUND/RATIOIlALR I INTRODUCTION The Town of Newcastle: Future Trends The Town of Newcastle is the eastern-most municipality in the Region of Durham and the Greater Toronto Area (refer to Appendix I). Although largely outside of the -influence of Toronto. until 1985, the Town's geographic location to the hub of economic growth in Canada and its lakeshore orientation, (with the consequent ease of servicing) make it a candidate as a significant growth area for the last decade of this century. This will provide both challenge and opportunity. The Town of Newcastle is a predominantly rural municipality having a land base of 57,985 ha (143,280 acres). Only 8 percent of that land base is presently designated for urban uses, including hamlets4 The Town is structured with three urban communities. Bowrnanville is the largest, with an estimated population of 15,000 persons. Courtice is a new community with an estimated population of 8,000 persons. It is the fastest growing conununity receiving approximately 1,800 new residents annually for the last three years. Newcastle Village has an estimated population of 3,500 persons and has grown significantly in the last three years. The Town~s present growth rate of 7.9% annually contrasts sharply with the average annual growth rate of 0.6% annually between 1976 and 1986. Similarly demographers are predicting a much slower growth rate as low as 1% annually after the turn of the century. This is due to the declining birth rate and the lower levels of irrunigration faced nationally. The longer term growth rate is highly speculative and is dependent on decisions taken both locally and on the global scale. If the Greater Toronto Area continues to have a strong economic growth and if the government changes its immigration policy, the Town of Newcastle could continue to experience the same strong population growth it presently does. This would increase the Town~s population above the 64,250 persons in 2011 as forecasted by the Region of Durham in 1987. An update of these population figures is anticipated in 1990. The Town's estimated population at June 1, 1989 is distributed as follows: Bowmanville 14,700 34.8% Court ice 6~900 16.4% Newcastle Village 3,075 7.3% Orono 1,675 4.0% Rural Areas 15,850 37.6% TOTAL 42,400 The above figures indicate the significant rural population. Including Orono, over 40% of the Town~B population is located in the rural areas. Furthermore, a substantial portion of the new residential development .has occurred in the rural areas. A recent survey found that 17% of new residential construction was taking place in the rural areas. Although planning policies discourage this type of development, the continued t-esidential growth will further.- impact the servicing requirements for cultural and leisure services. 903 _ ./2 - 2 - The "Durham Regional Official Plan Review currently under way will result in changes to current planning. Some of these changes include: o some additional urban lands o more restrictive rural policies o improved environmental protection policies o more impact development o less detail at the Regional level The Town will need to make decisions about growth rates, the density of development, the continued dominance of Bowmanville in the structuring of the Town and many other important issues. The Town will also be initiating its Official Plan Review process in 1990 to deal concurrently with many of these issues and to provide the appropriate details required at the local level of 9overnment. II BACKGROUND a) Community Services Department In recognition that planning strategies were required to meet the demands for adequate programs and facilities, the Town of Newcastle completed a Culture & Recreation Master Plan in 1983. Although this document was useful in providing guidance in the early 1980's it did not anticipate the growth and changing population that the municipality is currently experiencing_ Due to the major growth in Courtice, at the time of writing, a feasibility study was being conducted to consider a Community Complex in Courtice. b) Librarv The Town of Newcastle Public Library is operated by a Board, ~~pOinted by Council, under the Public Libraries Act. It was established in 1974 with the Town' s inception and has a main branch in Bowmanville as well as community branches in the villages of Newcastle and Orono. Feasibility planning for a branch in the Court ice area of the municipality has been initiated. The Library has a broad purpose encompassing information, individual self-education and recreation.. The Town of Newcastle Public Library completed a Needs Assessment study in 1987 which reviewed then current services and future needs for library services over the next ten years. The Library'S interest in the present study is to update projected resource needs in view of even higher population estimates and to integrate library planning within the Town's overall long-term planning for resources and facilities. The Library also expects better communication at built upon and improved. include: - co-ordination of services; - relationships with other leisure service providers; and - joint planning and administrative processes for effective shared use of resources and/or facilities. the study to focus on how recent developments for both the Council, Board and staff levels can be Areas to be examined or opportunities identified ../3 904 . .'..'-', ~ - 3 - C) Museums The Bowmanville Museum is located in the former Jury Family residence. It is both an historical museum with two display galleries, and an inte,rpretive heritage home with period room settings. The building itself is one of the oldest and most architecturally significant structures still standing in Bowmanville~ David Fisher built the original part of the house in 1847, and added two major additions about 1860 and 1880. The Bowmanville Museum began in 1961~ In that year Mrs. Sarah Jane Williams donated $50.000 to the Town of 8owmanvi11e for purchasing the Jury property, and to convert it to a museum. Mrs. Williams was the wife of Dr~ L. B~ Williams. She was a friend of Mrs. Jury, and was related, on her motherls side, to Charles Bowman (the man whom Bowmanville is named after). Originally the museum only presented general displays on Bowmanville history, but the mandate of the Museum has changed recently. Today a large part of the Museum is used to show how the Jurys had the house (1901 - 1930). Period room settings have peen recreated to present the lifestyle of a well-to-do Bowmanville merch~nt family. The Museum is owned by the Town of Newcastle. They appoint a volunteer board who are responsible for maintaining the Museum and ensuring that it is run efficiently. The historical displays, special eve~ts, and actual day-to-day operations are handled by a full-time curator, and a part-time secretary-treasurer. We also have a part-time tour guide, custodian, and a small volunteer group. In 1981 a feasibility study to expand the Museum was completed. No work has begun, but the plan is kept up-dated. We are very short of space, and our present storage facility at Hampton can only be regarded as- a short-term solution. Presently we are looking into various Government grants to improve the Museum building. The present building housing the Clarke Museum & Archives was one of the longest continuously used schools in the Province (used unti~ :~b9 as a one room school). Today in its new role of a community museum, the school exterior has been restored to the 18901s~ The interior has been remodelled to enable the museum to fulfil its function as a display museum for the Town of Newcastle. The Museum was begun in 1970, prior to regional government. The Museum was created to collect, preserve, conserve and present the history and pre- history of the area then referred to as Clarke Township. Utilizing space on the second floor of the Orono branch library, the Museum opened it's first exhibits to the public in 1971. In 1978, the collection had grown to a point where new and additional space was required. The Town of Newcastle purchased the old Kirby Schoolhouse for the Museum1s use. The collection and interest in the Museum continued to grow from 1980 to 1984 resulting in the Board of Director's (appointed by Council) decision to permanently locate all Museum functions at the schoolhouse site in 1984. (Library space was only being rented and a more permanent home was needed). Today, on its 20th Anniversary, the Museum has again outgrown itself and must expand. Currently involved in a major capital expansLon project, the Museum, when complete, will have a new state of the art structure on site that will allow all of the collection (over 4000 artifacts) to be properly stored and presented for the first time. Also the new complex will allow greater access to the Museum and resources for the benefit of everyone in the Town of Newcastle. ./4 905 - 4 - d) Newcastle Community Services Advisory Board This Council-appointed Committee was formed as a result of the 1983 Master Plan Study. With equal representation from each of the three Wards of the Municipality, this Board monitored the progress of the previous Master Pla~#s recommendation. Early in 1989 the role of this Board was reviewed and Council endorsed the position that this Board report directly to the Department of Community Services with its primary role being one of Liaison with the various recreational and leisure volunteer organizations in the Municipality. III ISSUES The order of the following issues does not infer any priority or ranking of importance. Some of the issues to be addressed in the Recreation/Leisure Services Master Planning process include considering the following changes in the Town's population and what impact this population base will have on leisure services; . o broader ethnic mosaic o an aging population and the impact of lifestyle communities o the Toronto exodus by middle income families looking for small community lifestyle o increasing single parent families o increasing double-income families o increasing commuter population or at least a population with Toronto 'orientation' o increasing expectations of levels of government services o increasing personal income (above rate of inflation) A number of other issues which were identified by the Steering Committee and also must be addressed in the Study are noted below: ( 1) RECREATION - Are we meeting the needs of the community through programs, services & facilities? How can we coordinate services with so many involved? To what extent does the municipality become involved in direct programs and/or funding? (2) ARTS & CULTURE - Other than the Visual Arts Centre, other arts programs and services are provided by the private sector. Are the needs of the community being met and is it accessible to all? ( 3) VOLUNTEERISM & COMMUNITY DEVELOPMENT Is there a balance in the leisure programs being offered or are we not doing enough in this area? Changing resident attitudes in the community with different social values. Double income families/single parents/seniors /teens/cornmuters is it realistic to expect them to be volunteers? When? . . /5 91'/ ". uo ,> - 5 - - Many organizations are having problems recruiting volunteers. What happens if the volunteer base is lost? Are the volunteer hall boards/arena boards operating effectively & efficiently? (4) HARKBTING There is an indication that there will be greater financial accountability for leisure services in the future. - Some facilities are being underutilized (ie) winter park use/summer arena use. - Are we identifying the needs of residents and then meeting them with appropriate pricing policies, .promotion? (5) CONSERVATION Growing concern for the conservation of green spaces. environment and (6) COMKUNITY RESOURCE SERVICES What role should leisure service providers play in the. education and provision of services and facilities in this area? Do we have enough staff to meet the needs of a growing community? - Do we have the land and facility resources to meet the growing needs? - How do we meet the demands/needs financially? PURPOSE/OBJECTIVES I PURPOSE OF STUDY -- A PLAN FOR THE 90' S The intent of the Master Plan study will be to provide Town Council with a strategy to assist Town staff and relevant Boards with some guidelines and direction. Specifically, the study should deal with arts, cultural and recreational programs and services as well as other factors related to these leisure services including community resources, marketing, conservation/environment, volunteerism and conununity development. The Master Plan will be a working document which will guide the municipality's leisure service providers" including the Conununity Services Department, Library and Museums through the 1990's and into the twenty-first century. II OBJECTIVES 1. To update and provide a complete inventory of all recreation/leisure facilities, parks, programs "and services. 2. To assess present and future demands and needs based on population and socia-economic characteristics taking into consideLation the large geographic area, the difference in the population (ie. rural vs. urban) and historic factors. '''n7 1u . ./6 , . - 6 - 3. To recommend an administrative structure for recreation/leisure service delivery which will provide the most effective and efficient service for all.areas of the Town. 4. To provide an implementation procedure and phasing schedule for the orderly and co-ordinated development of an effective and efficient delivery system including programs, services, parks and facilities and the resources required to operate this system. s. To identify a mechanism for future review and evaluation of the document, which will in turn facilitate a process for ongoing update. INFORMATION REQUIRED The following should be considered only as a general outline, and not in any way limiting the study to only those objectives listed. The order of listing does not infer any priority or ranking_of the objectives. I IllVENTORr 1. To identify all existing programs and services which are arts, cultural, recreational or leisure-oriented. Appendix II is a sample of the summary sheets provided from the 1983 Master Plan to utilize as a guideline. 2. To identify all existing facilities which provide opportunities for arts, cultural, recreational or leisure activities. Appendix III indicates the type of summafY sheets provided in the 1963 Master Plan. 3. To identify all existing parklandu and their amenities (ie. sportsfields, equipment) and public open space including valley lands and environmentally sensitive areas. Appendix IV is a sample of the summary sheets provided from the 1963 Master Plan. 4. To provide a visual map document of parks and appropriate facilities identified in the inventory for referral and presentation purposes. II DKMAND ANALYSIS In conjunction with analysis of the present demographics of the Town of Newcastle population as well as anticipated future growth and demographics and various segments of the market (ie. seniors, young families, youth, adult, etc.): 1. To assess the adequacy of present programs and services and identify areas where needs are presently not being met considering specific target markets (ie. senior, youthl etc.) as well as specific services (ie. bOOk/artifact collections, direct programs etc.). 2. To assess the adequacy of existing facilities and identify areas where needs are presently not being met and/or being underutilized. 3. To assess the adequacy of existing packland, park amenities, and open spaces and identify areas where needs ace not being met. Specifically, to review valley lands and green spaces/parkland in the urban core of Bowmanville, Newcastle, Orono and Courtice. 4. To assess cemetery lands and identify areas where future needs will Occur. ../7 '"1' i~, tiC II' v , ' - 7 - III LEISURE SERVICE DELIVERY SYSTEM 1. To review and recommend changes, if necessary, to the mandate, role and administrative structure of the Community Services Department, the Newcastle Community Services Advisory Board, the Museum Boards and staff as well as the Library Board. 2. To review and recommend a process for coordinating the leisure service delivery system to ensure an efficient and effective system. Consideration should not only recognize existing providers but identify other providers not presently available (ie. community schools). 3. To identify gaps between present services and programs and the needs and to make recommendations as to how the implementation of these programs and services should occur. 4. To review existing volunteer organizations; of an arts, recreational and social services nature as well as hall boards boards and recommend the support role the Municipality should respect to community development and financing (municipal grant cultural, and arena take with process) . 5. To review the future of these volunteer organizat~ons with respect to the future volunteer base. IV FUTURE RESOURCES/STANDARDS , 1. To identify future staffing requirements#, including priorities for the Department of Community Services, Museums and Library. 2. To identify future facility requirements for the Cornrnuni~~' ~ervices Department#' Museums, Library and Leisure Services in general to meet the future leisure demands. 3. To identify standards specific to the Town of Newcastle for ensuring adequate facilities#, parks and open space and cemeteries in the future. 4. To identify maintenance standards required for Municipally operated facilities, parks and cemeteries as well as maintenance responsibilities for municipally-owned facilities which are operated by volunteer hall boards/arena boards. 5. To recommend a f inanc ing strategy inc luding phasing program for the implementation of these future requirements. Capital#, Operating and maintenance costs and revenues should be considered, including impact on the mill rate as well as potential for public/private partnerships. Consideration should be given to the revised Lot Levy Bill 20 also. V OTHER 1. To identify and reconunend a marketing strategy for the Department of Community Services co-ordinated with other leisure service providers to continue to monitor the needs of the residents as well as communicate the opportunities which are available. 2. To identify the potential link to Tourism for leisure providers - and identify how this link may be strengthened and enhanced. . ./13 .:V9 J J , ' . -. ~ ..... , . < - 8 - COMMUNITY PARTICIPATION The Consultant should be aware that every opportunity be afforded for public input at all stages of the Study. It is expected that random sample questionnaires and open house public meetings/workshops will be held to solicit input from the general public. I STEERING COIllUTTKE The Council-appointed Steering Committee will be the key reporting body for the Consultant. This Committee has representation from Council, the two Museums, the Library Board, the Newcastle Community Services Advisory Board as well as senior staff from Planning and the Community Services Departments. The Ministry of Tourism and Recreation Consultant for Durham Region is also an ex-officio member of this Committee to assist in process and ensure the Ministry's guidelines for fund\ng are being met. It is anticipated the Consultant shall meet on a regu~ar basis as required with this Committee to provide updates and reports as well as receive direction and clarification on the Terms of Reference. More specifically the Steering Committee is responsible to provide input and make recommendations to Council with respect to establishing Terms of Refer~nce, consultant selection and review of interim and final report. II COUNCIL AND TOilN STAFF It is expected that Council will be invited to provide input into the Study and that key staff will be interviewed by the Consultant. Preparation of Reports and a presentation to Council will be required. III COMMUNITY AGENCIES AND ORGANIZATIONS There are over two-hundred community organizations including recreation organizations, sports groups, arena, hall boards and service clubs. It is expected these groups will be invited to provide input through at least a questionnaire format and possibly a workshop format. Some key organizations may have to be interviewed and in particular the School Boards (3), Museum Boards (2), the Library Board, the Newcastle Community Services Advisory Board, the Visual Arts Centre, and the Senior Citizens Steering Committee. IV LOCAL BUSINESS AND INDUSTRY Some contact with Chambers of Commerce, Downtown Business Improvement Associations and major businesses and industries is anticipated to identify potential partnership in various financing scenarios as well as Tourism components of the Study. SCOPE/CONSTRAINTS I SCOPE The Master Plan Study will examine leisure services needs of residents within the Town of Newcastle. The identification of these needs will be considered over a ten year period (1990 - 2000). Particular focus of the leisure service delivery system should be considered on direct municipal leisure service providers including the Department of Community Services, Museums and Library Boards. The administrative structu("e, scaffing, facilities, delivery system and financing should be considered important components of the Study. 91Q . ./9 .' " . . - 9 - I I TIMETABLE Appendix V indicates an estimated timetable for the Study process. The consultant shall prepare and submit a timetable and flow chart on their proposed process and activities including specific target dates~ Meetings, reports, public participation and other significant stages of the study process should be identified. ROLES AND RESPONSIBILITIES I TASKS OF THE CONSULTANT 1. Conduct interviews, prepare, design and distribu't:;e questionnaires and other duties required for the collection and analysis of data. 2. Advertise, conduct and maintain record of all p,ublic meetings. 3. Prepare and present verbal and/or written reports at monthly meetings or as required to the Steering COmmittee. 4. Upon completion of data collection, one copy of this information is to be provided on computer diskette compatible with Wordperfect .5 or Lotus. One hard copy of data collection and analysis report to be provided also. s. Prepare recommendations and written draft final report and present material to the Steering COmmittee, Council and the general public (30 copies) __ 2 copies to Ministry of Tourism and Recreation. 6. Prepare written final report including graphic material and present to the Steering Committee and Council (SO copies) - 3 copies to ~inistry of Tourism and Recreation. 7. All copies of reports to be provided by the Consultant. 8. The consultant is required to consult with the firms and appropriate steering conunlttees to coordinate information and have regard for the following studies presently underway in the course of fulfilling the terms of reference: o Courtice Community Complex Feasibility Study (1989 _ 90) _ Marshall Macklin Monaghan o C.L.O.C.A. Outdoor Recreation Planning & Feasibility Study (1989-90)- Leisure Plan International o Bowmanville Community Waterfront Planning Study (1990) _ Consultant to be selected 9. Due to the timing of the Waterfront requirements for information which the consultant will be required information, to coincide with the including but not limited to: Planning Study mentioned above and its will be generated by the Master Plan, to "fast-track" relevant items of requirements of the Waterfront Study o demographic analysis o information related to waterfront, district parks and open space including standards, recreation use and facility needs. 911 . ./10 ~"" . . - 10 - II TASKS OF THE MUNICIPALITY la Assxst in local arrangements for meetings and promotion of study. 2. Conduct and maintain records of all Steering Committee meetings. 3a Provide access to the following documentation: - Official Plan and Secondary Plans of the Municipality 1983 Culture & Recreation Master Plan 1987 Library Needs Assessment Study - 1966 Bowmanville Arena Feasibility Study - annual budgets of the Municipality and related Boards - other Town studies/data as relevant community groups listings Public Libraries Act 4a Distribution of reports to appropriate individqpls/organizations. Sa Access to relevant staff as required for interview purposes. END USE OF THE STUDY The Study's Final Report should provide the Municipality with a working document to assist staff with an implementation plan for the next ten years a The Study should include a process for updatina the plan as reauired as well as monitoring and facilitating the implementation of the recommendations if endorsed by Council. CONSULTANT SELECTION I PROPOSAL CONTENT The proposals submitted should include: 1. An outline of the consultant's understanding of the assignment and proposed approach including suggested addition or alterations of the terms~ 2. A timetable indicating all major aCLivities and methods of implementation and reporting. 3. A proposed budget for the completion of the Study including a breakdown of the cost of each phase as well as the maximum upset cost for the project. Per diem rates and meeting rates for additional work not specifically covered in these terms should be provided~ 4. An introduction of the Study Team Members as well as any external resources which may be used. (Sub-Consultants to be approved by the Town) 5. An outline on how co~nunity participation will occur. 6. Recent reference of municipal clients should be submitted as it relates to Recreation/Leisure Services Master Planning. 7. To provide a review of the firms current and potential workload as it relates to the study period. 8. Other information which the consul cant deems desirable. .- j 2 '1. ,. I . ./11 - 11 - II SELECTION PROCESS PrORoeals submitted will be reviewed initially by the Steering Committee for recommendation to Counci14 Interviews of a short list of consultants may be required for clarification purposes. Any and all decisions will be ratified by Resolution of Council. The lowest priced proposal will not necessarily be accepted. All firms submitting proposals will be notified of the Municipality's decision. THE DEADLINE FOR PROPOSALS IS no extension of this deadline after this time and date. ,1990. There will be or consideration of any proposal received Fifteen (15) copies of proposals should be submitted to: Joseph P. Caruana, Director Corporation of the Town of Newcastle Department of Community Services 40 Temperance Street Bowmanville, Ontario L1e 3A6 (416) 623-3379 1'~ . 1-, . - ATTACHMENT #2 TO REPORT # CS-08-92 RECREATION/LEISURE SERVICES MASTER PLAN STEERING COMMITTEE - MEMBERS Councillor Frank Stapleton, Chairman Arlene Yeo, Newcastle Community Services Advisory Board Mark Jackman, Clarke Museum and Archives Derek Barnett, Clarke Museum and Archives (in Mark Jackman's absence) Charles Taws, Bowmanville Museum David Crome, Planning Department Marie Hubbard (Ex-Officio) Garry Adams, Ministry of Tourism and Recreation Barb Baker, Bowmanville Library Branch Joseph P. Caruana, Director of Community Services James D. Cameron, Operations Superintendent Jennifer J. Cooke, Program/Community Relations Superintendent .., 1 J\ 71't