HomeMy WebLinkAboutCSD-006-12Clarftwn
COMMUNITY SERVICES DEPARTMENT
Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE
Date: April 2, 2012 Resolution #: a PO -f By -law #:
Report #: CSD- 006 -12 File #:
Subject: CLARINGTON OLDER ADULT ASSOCIATION - PARKING CONCERNS /
STRATEGIC PLAN
RECOMMENDATIONS:
It is respectfully recommended that the General Purpose and Administration Committee
recommend to Council the following:
1. THAT Report CSD- 006 -12 be received;
2. THAT By -law #2011 -106 be amended (Attachment 5) by adding the following to
section 1:
a) Capacity
THAT the overall capacity of the Clarington Beech Centre be 250 persons.
b) Programming
THAT effective January 1, 2013 activities taking place at the Clarington Beech
Centre be limited to programs and social activities of the Clarington Older Adult
Centre Board and regular meetings of the Lions Club of Bowmanville;
3. THAT the Municipality of Clarington increase the Municipal grant provided to the
Clarington Older Adult Centre Board effective 2013 by $28,500 on an annual
basis to off -set the loss of rental revenue;
4. THAT Council provide direction on the following options to the parking concerns
expressed by the Clarington Older Adult Centre Board:
Option 1: No increase to Beech Centre on -site parking, continued use of on-
street parking. Approval of a five (5) year lease (under COD - 036 -11) with an
option to renew to the Bowmanville Tennis Club. THAT $1,000 for signage and
line painting be funded from the Municipal Capital Works Reserve Fund.
CORPORATION OF THE MUNICIPALITY OF CLARINGTON
40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T 905 - 623 -3379
Clarbgton REPORT
COMMUNITY SERVICES DEPARTMENT
Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE
Date: April 2, 2012 Resolution#: By-law#:
Report#: CSD-006-12 File#:
Subject: CLARINGTON OLDER ADULT ASSOCIATION - PARKING CONCERNS /
STRATEGIC PLAN
RECOMMENDATIONS:
It is respectfully recommended that the General Purpose and Administration Committee
recommend to Council the following:
1. THAT Report CSD-006-12 be received;
2. THAT By-law #2011-106 be amended (Attachment 5) by adding the following to
section 1:
a) Capacity
THAT the overall capacity of the Clarington Beech Centre be 250 persons.
b) Programming
THAT effective January 1, 2013 activities taking place at the Clarington Beech
Centre be limited to programs and social activities of the Clarington Older Adult
Centre Board and regular meetings of the Lions Club of Bowmanville;
3. THAT the Municipality of Clarington increase the Municipal grant provided to the
Clarington Older Adult Centre Board effective 2013 by $28,500 on an annual
basis to off-set the loss of rental revenue;
4. THAT Council provide direction on the following options to the parking concerns
expressed by the Clarington Older Adult Centre Board:
Option 1: No increase to Beech Centre on-site parking, continued use of on-
street parking. Approval of a five (5) year lease (under COD-036-11) with an
option to renew to the Bowmanville Tennis Club. THAT $1 ,000 for signage and
line painting be funded from the Municipal Capital Works Reserve Fund.
CORPORATION OF THE MUNICIPALITY OF CLARINGTON
40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T 905-623-3379
REPORT NO.: CSD-006-12 PAGE 2
Option 2: Parking increased by 54 spaces (131 total spaces) located to the west
(rear) of the existing building (Attachment 2). Approval of a five (5) year lease
(under COD-036-11) with an option to renew to the Bowmanville Tennis Club.
THAT the $271,000 for the new parking lot, additional trees, appropriate
screening, line painting and signage be funded from the Municipal Capital Works
Reserve Fund.
Option 3: Parking increased by 51 spaces (128 total spaces) located in place of
the existing tennis courts (Attachment 3). Two lit tennis courts of similar quality to
be constructed in Soper Creek Park (Attachment 4). Approval of a five (5) year
lease with an option to renew to the Bowmanville Tennis Club or a new tennis
organization. THAT $324,000 for the new parking lot, additional trees,
appropriate screening, line painting and signage be funded from the Municipal
Capital Works Reserve Fund and that $250,000 for the relocation of the tennis
courts be funded from the Impact/Escrow Reserve Fund; and
5. THAT all interested parties listed in Report CSD-006-12 be advised of Council's
decision.
Submitted by: Reviewed by:
do�eph P. Caruana, Franklin Wu,
Director of Community Chief Administrative Office
Services
A.S. Cannella, C.E.T.
Director of Engineering
Services
J PC/sm
REPORT NO.: CSD-006-12 PAGE 3
1.0 BACKGROUND
1.1 At the November 28th, 2011 Council meeting Mr. Steve Coles, Vice-President of
the Clarington Older Adult Association (COAA), appeared as a delegation
regarding the Bowmanville Tennis Club Lease (COD-036-11). Mr. Coles
expressed concern regarding the ongoing parking challenges for the Clarington
Older Adult Association at 26 Beech Avenue and stated that the COAA requires
a formal engineered solution to provide parking and accessibility to the Beech
Centre.
1.2 On December 5, 2011 Council passed Resolution #GPA-669-11 "THAT Peter
Spratt be authorized to undertake a review and report on the implications and
findings of the Clarington Older Adult Association's Strategic Plan...".
1.3 Also, on December 5t" Council tabled report COD-036-11 for the Tennis Club —
Court Lease (GPA-665-11) and requested that the report be brought forward
once meetings had concluded with Mr. Peter Spratt with respect to the
consultation with the Clarington Older Adult Centre (COAC) Board in regard to
the COAA Strategic Plan.
1.4_ Finally, on December 5th, 2011, the following resolution (GPA-670-11) was
passed;
"THAT the Engineering Services Department be directed to investigate and to
report to Committee with information, including costs, pertaining to the protection
of the Bowmanville Tennis Court during the tennis "off season" with a material
such as (but not limited to) a propylene or polyester geotextile fabric, a geofabric
or a geocomposite liner. This material must also be:
• structurally capable of supporting the weight of small to mid-size parked
vehicles;
• of sufficiently durable composition as to prevent any impairment to the
integrity of the tennis court surface; and
• capable of being cleared of snow by the Operations Department in the usual
manner or, in the alternative, capable of being cleared of snow in any other
recommended manner that is conducive to the preservation of both the tennis
court and the covering material,`
1.5 In June 2010 the COAA endorsed the first official Strategic Plan for the
Clarington Older Adult Association. This plan was completed with the assistance
of Mr. Peter Spratt, ROCG Global Consultants and presented to Council on May
31, 2010. The plan identified six values and beliefs that the Board of Directors
planned to utilize as a foundation for their future decision making.
• "Accessible— to create an organization that is inclusive and affordable; we will
identify and address potential barriers, and create opportunities for members,
potential members and guests.
REPORT NO.: CSD-006-12 PAGE 4
• Caring— known as a friendly and welcoming organization where members,
guests and visitors can feel safe, respected and welcome.
• Community Focused— to be a.part of and contribute to the broader community;
we aspire to be a cooperative, collaborative and respectful partner.
• Fiscally Responsible— to efficiently operate and achieve our goals in a manner
that is both financially prudent and accountable to our members and partners.
• Member Focused— ensure that the needs of our members are reflected in what
we do today and in our future priorities.
• Quality Programs — known for excellent programs that meet the diverse needs
of our members; our programs will promote social, educational and physical well-
being."
1.6 The COAA Strategic Plan also defined the six components of the COAA Vision
Statement which would guide the organization into the future. The Vision was
acknowledged as a reflection of several significant features which had been
identified during the strategic plan process.
• "Continued Growth in Membership"
Membership growth was identified as desirable, essential to financial stability and
a reality of our aging population. New members are welcomed as a source of
vibrant energy that helps to renew and sustain the volunteer spirit.
• "Facilities Throughout Clarington Designed for Older Adults"
The continued utilization of the Beech Centre was acknowledged as providing a
viable, short term facility solution, coupled with the use of satellite facilities.
Longer term, the COAA envisions the development of multi-use community
facilities with designated space, designed in partnership with the Community
Services Department. Developing a Facilities Master Plan is considered an
essential early deliverable.
• "Expanded Programs and Services"
Expansion of programs and services should be accomplished in collaboration
with other community providers and not in competition. The COAA is a part of the
solution, not the whole solution.
• "Respected Community Partner"
The COAA acknowledges that it must operate within the larger community and
sees this as a key determinant of future success. Establishing trust and building
lasting relationships will become an essential focus for the Association.
• "Sustainable Funding"
Sustainable funding is essential to the well-being of the COAA. The COAA must
broaden its appeal to secure funding to support its growth, while demonstrating
prudent fiscal responsibility.
REPORT NO.: CSD-006-12 PAGE 5
• "Effective Governance and Administrative Processes"
Board development will be an important priority to ensure excellence in
governance and administrative practices. Staffing levels must keep pace with
growth and be tied to the Facilities Master Plan to ensure appropriate staffing
levels.
1.7 In June 2011 Community Services staff initiated a meeting with representatives
of the COAC Board as the first step in planning for future older adult facilities. It
was during these discussions that it became evident that there were divergent
interpretations on the description of the Beech Centre as a "viable short-term
facility solution". It was concluded that there was a need to clarify the position of
the COAC Board in relation to their long-term facility vision before future older
adult facility planning could be undertaken.
2.0 ROCG REPORT and CONSIDERATIONS
2.1 As directed by resolution, Peter Spratt, Vice President, ROCG Global
Consultants was retained to undertake a review of the current COAC Board and
to confirm their commitment and support of the COAA Strategic Plan.
-- -- --- - 2-.2- - Mf-Spraft's-work took place between December 6, 2011 and February 21, 2012
and included one-on-one interviews with members of the COAC Board of
Directors, in an effort to confirm the Board's future plans related to the Beech
Centre and future facility development,
2.3 Mr. Spratt's report (Attachment 1) contained several key findings which
confirmed the commitment of the volunteer Board to provide quality programs
and services to the older adult community. The majority of the Board felt they
were demonstrating their commitment to values stated in the Strategic Plan,
although a few identified the 'Community Focus' value as needing some
attention.
2.4 Most of the Board members were familiar with the COAA vision, with some mixed
views being expressed on the meaning of a `Respected Community Partner'.
Although there were examples of the COAA attempting to engage the broader
community, there were also examples of the Board displaying actions which
could be considered by some as being contrary to the spirit of being a respected
community partner.
2.5 Generally, there was evidence of significant outreach on the part of the COAA to
provide programs and events to all parts of the Municipality. This was achieved
through enhanced satellite programming and partnerships with community halls,
community organizations and the Community Services Department. This is
consistent with the COAA Strategic Plan.
2.6 The Board acknowledged the distinction between social interaction space (the
COAZY cafe) and program space. With the wide age range of members there
REPORT NO.: CSD-006-12 PAGE 6
are divergent program needs. Social interaction and active programs are both
important priorities. This is consistent with-the COAA Strategic Plan.
2.7 Parking at the Beech Centre continues to be a problem for members, most
evident during large events. The majority of the Board would favour the
relocation of the tennis courts within the community to accommodate expanded
parking.
2.8 Board members acknowledged that the ability of the organization to
accommodate future growth and expansion would come through current and
future satellite locations and a commitment to the development of multi-use
community facilities with designated space for use by older adults. This is
consistent with the COAA Strategic Plan.
2.9 Board members expressed frustration in a perceived lack of action on the part of
the Municipality (Community Services Department) to engage the COAA in
consultation on the preparation of a Facilities Master Plan (Strategic Priority 3.3).
This perception is not shared by the Community Services Department, as they
had initiated a meeting with COAC Board representatives in June of 2011 to
discuss future facility needs of the COAA.
2.10 The report identified the different interpretations of the Strategic Plan statement -
"Continued utilization of the Beech Centre is acknowledged as providing a viable
short-term facility solution." This was the significant stumbling block in
discussions between the Municipality and the COAA. The Board members see
the Beech Centre as their home and the hub of their organization. They
interpreted the statement to mean that they would continue to use the Beech
Centre and would accommodate growth through satellite programming and
additional facilities identified in the Facilities Master Plan. The Community
Services Department had interpreted the wording to mean that the COAA would
be leaving the Beech Centre at some point and had initiated discussions with the
COAA to discuss dedicated and shared space within future Community Services
facilities.
2.11 Mr. Spratt's report also contained several suggestions for consideration by the
Community Services Department.
• "Retain the Beech Centre as the `hub'for COAA administration and further
development of its `social space'.
• Maintain the tennis courts, green space and parking "as is."
• Gradually transition high-volume events (COAA programs and hall rentals) away
from the Beech Centre to other recreation/community facilities that will be able to
accommodate parking.
• Supplement COAA's revenue for lost rental income.
REPORT NO.: CSD-006-12 PAGE 7
• Increase the number of shuttle vans and/or consider the purchase/lease of a
mini-bus.
• Arrange tours of two, relatively new, mixed-use older adult centres operated by
the Oshawa Seniors Citizens Centre (Legends Centre and Conant Centre) for
Community Services and the COA Centre Board to visualize what one looks like.
Visit the John Street (HQ) Centre to demonstrate how Oshawa has managed its
limited parking space and transitioned to three other municipally-owned satellites.
Explore how it operates its transportation service, and its community dining
services.
• Engage the COA Centre Board in discussion about bringing-on other space; this
space will be designed for older adults and designated for use by older adults,
within mixed—use community facilities (consistent with the Strategic Plan)."
3.0 26 BEECH AVENUE
3.1 The property located at 26 Beech Avenue was acquired by the Municipality from
the Lions Club of Bowmanville in 1998. Since that time the property has been
home to the Clarington Older Adult Association, Community Care (vacated in
March of 2010), The Lions Club Daycare (vacated in June of 2010), and the
Bowmanville Tennis Club, which has been in operation since the 1940's.
Currently, the Beech Centre building is now fully occupied by the COAA.
3.2 Since the property was acquired in 1998 it has undergone one expansion to the
parking lot in 2002 which added 20 spaces along the south side of the facility and
seven spaces along the west side of the driveway south of the main building
entrance. The current number of on-site parking spaces is 77. In addition to the
additional parking lot construction the existing parking area was resurfaced and
provided with a storm system at a project cost of $186,000.
4.0 ON-STREET PARKING
4.1 In addition to the formal on-site parking there is also informal on-street parking
available for use by COAA members. Engineering Services has reviewed the
local on-street parking capacity and determined that there are approximately 70
spaces available within a 200 metre walk of the facility and an additional 36 spots
between 200 and 300 metres.
4.2 In the preparation of this report the Operations Department and Emergency and
Fire Services Department have been consulted regarding any concerns with on-
street parking. There are no concerns from the Operations Department with the
current use of on-street parking. Emergency and Fire Services has expressed
concern with on-street parking and would prefer to see no on-street parking in
this area. Currently, in the event of a fire emergency fire vehicles would be able
REPORT NO.: CSD-006-12 PAGE 8
to move through the area with on-street parking on the east side of Beech
Avenue as long as opposing traffic was limited.
5.0 PARKING STUDY AND UPDATE
5.1 In 2008 the Municipality of Clarington undertook a Parking Study at the
Clarington Beech Centre to examine the parking situation at the Beech Centre
and use the information to assist in assessing future parking needs, impacts of
on-street parking restrictions, and to consider strategies for managing parking
demand at the site. Many strategies recommended in the 2008 report have been
implemented to some extent by the COAA. In 2011 an update was undertaken
to review the current parking situation due to concerns raised by the COAA
resulting from the growth of their association since the original study was
undertaken.
5.2 To provide a reasonable comparative analysis between the original (March 2008)
and updated (November 2011) parking data, several conditional differences
between the two sets of data have influenced parking patterns and need to be
mentioned, including:
•-- -loss of supply due to snow storage on the parking lot in 2008
• improved vehicular access to the grassed area on the west side of the
Beech Centre in 2011
• addition of a shuttle service vehicle by the COAA in 2011
5.3 Further, the purchase of a shuttle vehicle (seven-seat minivan) and
implementation of a shuttle service for COAA members has eliminated some
parking demand. The shuttle typically makes approximately six to eight trips per
day with the impact on parking demand dependent on the number of people
served per trip.
5.4 Overall, parking activity during the study update was shown to be dependent on
facility programming and a corresponding shift in peak demand can be seen
between the two study days within the mid-day range (10:00 am to 3:00 pm)
based on programming. This pattern is similar to the original study. Total
parking demand for the study update exceeded effective capacity (>85%) for two
hours on Wednesday, November 9, and for three hours on Tuesday, November
15.
5.5 The following table provides a comparison of data between the original study and
the study update through analysis of the total hours where demand exceeded
capacity and effective capacity for each parking area.
REPORT NO.: CSD-006-12 PAGE 9
North Lot(50 Spaces) South Lot (20 Spaces) East Lot (7 Spaces)
Capacity *Effective Capacity *Effective Capacity *Effective
Study Date Exceeded Capacity Exceeded Capacity Exceeded Capacity
Exceeded Exceeded Exceeded
(hrs.) hrs. (hrs.) hrs. (hrs.) hrs.
Original Stud
11-Mar-08 0.0 2.0 0.0 0.0 0.0 0.0
13-Mar-08 1.5 2.0 0.0 0.0 0.0 0.0
Total 1.5 4.0 0.0 0.0 0.0 0.0
Study Update
9-Nov-11 0.0 1.5 1.5 2.0 0.0 2.0
15-Nov-11 1.0 4.0 2.0 3.0 0.0 3.5
Total 1.0 5.5 3.5 5.0 0.0 5.5
*Effective capacity is considered to be 85% of the total available parking for non-
metered parking areas.
As noted above overflow parking during larger events was observed to be using
the grassed area during the 2011 study update which was a recommendation of
the 2008 report.
5.6 In both the original and updated parking studies Beech Avenue saw limited
overflow parking with roughly four vehicles from the Beech Centre using the
- street to park. Outside of the study periods staff have observed additional use of
Beech Avenue and Burk Court for overflow parking during higher volume events
at the Clarington Beech Centre.
5.7 In the 2008 study it was observed that over 90% of the vehicles arriving at the
Beech Centre had single occupants. Vehicle occupancy rates were not
observed in the 2011 update but COAA staff have noted that their promotion of
carpooling to the Beech Centre has seen some success.
5.8 In our most recent review of the available parking it is noted that the facility
provides two accessible parking spaces. Staff suggests working with the COAC,
Board to provide additional accessible spaces, depending on which option
Council selects. For example, if Option 1 is selected, two additional accessible
parking spaces would be added. If Options 2 or 3 are selected, three additional
accessible spaces would be created.
5,9 Further, staff are also prepared to work with the COAC Board to establish a
Priority Parking Program, which would allow the Board to designate who should
have access to priority parking.
6.0 COAA SPECIAL EVENT ATTENDANCE
6.1 The COAA hosts a number of special events throughout the year. It is primarily
during these times that parking is of the greatest concern for the COAA.
REPORT NO.: CSD-006-12 PAGE 10
6.2 During 2011 there were 40 special events offered by the COAA.. Estimated
attendance at these events is summarized below:
Number of Attendees Number of Events
200-249 5
150-199 6
100-149 6
99 or less 22
*one event took place in Tyrone therefore is not included in the above totals
7.0 NON-COAA USES (OTHER RENTALS)
7.1 In addition to use by older adults, the Beech Centre is marketed as a rental
facility for private and commercial functions. Non-COAA functions take place
during times the facility is not needed by the COAA in order to generate revenue.
In 2011 there were 44 rentals of the main auditorium plus numerous rentals of
the smaller program rooms which generated $26,991.75 in revenue for the
COAA. The 2012 COAC Board budget identified $28,500 revenue related to
facility rentals.
7.2 In 2011, there were a total of 63 non-COAA rentals (private/commercial).
Estimated attendance at these events is summarized below:
Number of Attendees Number of Events
200-249 7
150 -199 6
100-149 10
99 or less 40
7.3 In addition to the non-COAA rentals above, the Beech Centre is also utilized by
the following associations:
•Oddfellows, Rebekahs & Encampment (48 meetings in 2011)
-Lions Club of Bowmanville (24 meetings in 2011)
-Tops (46 meetings in 2011)
-Hula Dancing (10 lessons in 2011)
-Dance Classes (5 lessons in 2011)
•Budda Lessons (16 in 2011)
-COPE Local 225 (8,meetings in 2011)
7.4 In some cases, non-COAA use has exacerbated the parking situation at the
facility and caused local homeowners inconvenience. It is recommended that
effective January 1, 2013 this situation be alleviated by eliminating all non-COAA
uses, with the exception of the Lions Club of Bowmanville. The Lions Club of
Bowmanville have continued to use the Beech Centre for their monthly
membership and Director's meetings since they sold the building to the
Municipality. Due to the history and the fact their meetings do not draw a large
REPORT NO.: CSD-006-12 PAGE 11
number of people or traffic this arrangement could continue with minimal impact
on the facility.
8.0 THE ZONING BY-LAW
8.1 The Beech Centre is a Municipal building. The provisions of the Zoning By-law
do not apply to the Municipality; however, the parking provisions are useful as a
reference point for the issue at hand.
8.2 Parking calculations in the Zoning By-law are based on the worst case scenarios
assuming that all rooms could be used at the same time. There are alternate
methods of calculating the parking requirements; the first is based on the rated
occupancy of the building and the second is the building size. Based on both the
occupancy and gross floor area a minimum of approximately 150 parking spaces
would be required to be in compliance with the Zoning By-law for the current
building. In order to achieve 150 parking spaces on this site the majority of the
green space behind the facility as well as the tennis courts would need to be
converted to parking.
8.3 Currently there are 77 parking spaces provided on the property. If there were no
plans to increase the on-site parking the Municipality could cap or limit the use of
the building to match the current parking being provided. Based on the zoning
standard, the 77 parking spaces would limit the building occupancy to 308
persons at any one time. (This is based on the Zoning By-law minimum standard
of one parking space for every four people that may legally be accommodated at
any one time).
8.4 A minimum parking rate of one parking space for four occupants may be
somewhat unrealistic as it pertains to Older Adults. As noticed in the Parking
Study of 2008, 90% of the vehicles arriving at the Beech Centre had single
occupants.
9.0 USE OF TENNIS COURTS FOR PARKING DURING WINTER MONTHS (GPA-
670-11)
9.1 In a subsequent review of this matter staff has researched the possibility of
converting the Bowmanville Tennis Courts into a parking lot during the winter
months and back to tennis courts during the summer. In conducting this review
staff has found that the annual conversion of the tennis courts/parking lot
concept is neither practically feasible nor cost effective. Staff did determine that
converting the tennis courts to a parking lot for a short duration of approximately
two years or so to facilitate a specific purpose, may be possible and might be
reasonably cost effective, but such a conversion on an annual basis each winter,
is not recommended by staff.
REPORT NO.: CSD-006-12 PAGE 12
10.0 STAKEHOLDER COMMENTS
10.1 In the preparation of this report staff of the Community Services and Engineering
Services Departments consulted with the Bowmanville Tennis Club, Clarington
Older Adult Centre Board and a Resident/Community Coalition. Below is a
summary of comments provided to staff by each organization.
10.2 Bowmanville Tennis Club
10.2.1 The Bowmanville Tennis Club is a highly successful volunteer organization,
which has operated effectively for decades on the two courts located on the
grounds of the current Clarington Older Adult Association site. These courts
have been part of the playground and green space on that site since around
1946, and are still in excellent condition today due to ongoing care by members.
10.2.2 Membership fees have funded all of the Club's operating costs, including their
lease ($1,500/yr), property taxes ($3,500/yr), court maintenance and repair costs,
light standards, hydro and club tournaments and activities. Every five to six
years the courts are resurfaced from these fees. They have never requested nor
received funding from the Municipality.
10.2.3 Membership ranges annually from 150-170 players of all ages, and is open to all
residents of Clarington. 53% of their members are ages 50 and over. The Club
also provides a summer Tennis Camp for youth and instruction for non-members
and members alike. The Bowmanville Tennis Club also shares the courts from
time to time with local high schools to practice for LOSSA and other events at r oo
charge to the schools.
10.2.4 The location, history and tradition of the courts and Bowmanville Tennis Club are
of vital importance to its members. While the group is very passionate about
their Club, they could not confirm if the courts were to be relocated whether the
membership would follow. For relocated courts to be successful, an organization
would need to exist and would most likely require new representation.
10.2.5 Kern Majid, President of the Bowmanville Tennis Club, provided this quote on
behalf of the Club: "Tennis players (non-professional) are social beings, with
quality courts, good and accessible organization, safe, familiar and pleasant
surroundings, reasonable and non-aggressive standards of competition, and the
sheer pleasure of playing tennis outdoors are high on their list of priorities. When
you add the historical attachment of playing the game where your grandparents,
parents, siblings and school friends played, it is understandable why the current
location of the courts continue to appeal to so many. Heritage, history and
tradition are priceless ingredients of our Clarington experience. And it's always
possible that if you build it, they may not come!"
REPORT NO.: CSD-006-12 PAGE 13
10,3 Clarington Older Adult Centre Board
10,31 The Clarington Older Adult Association (COAA) currently has a membership of
between 1,5001 ,600 adults ages 50 and over. Their membership has been
growing rapidly, putting pressure on the existing building and parking facilities.
10.3.2 Since 2009 the Clarington Older Adult Association and the Municipality of
Clarington Community Services Department have worked under a Memorandum
of Understanding, which allows for the provision of programs by COAA staff at
Community Services Department facilities. While this has been seen as a
successful step forward, the COAA has expressed reservations and challenges
with programming outside of the Beech Centre,
10.3.3 It was expressed that their more "senior" members view the Beech Centre as
home, and are not and would not be willing to travel to other locations within the
Municipality. This is the location they are familiar with, and enjoy the ambiance
and comfortable feel of the facility.
10.3.4 The COAC Board agreed that while the current older adults are reluctant to
participate in programs at other facilities, this would most likely be received more
favourably by the newer and younger membership. They would know that this
would be the expectation right from the beginning, and therefore this issue
should dissolve with time.
10.3.5 The Board expressed that it is important for the membership to have areas for
programming, but equally important are areas for non-structured socialization.
They would ultimately be looking at a multi-purpose facility.
10.3.6 Due to parking restrictions, when the auditorium at the Beech Centre is being
fully utilized other programming cannot occur in the building. The maximum
tickets sold for an event is 220, with an additional 25 volunteers and staff also
attending. Currently members and staff park on the grass and adjacent street
when a large event or multiple programming occurs. They suggested 50-70
additional parking spots would improve the parking situation. It was
acknowledged that there will never be sufficient parking in this location to satisfy
the growing membership and demands.
10.3.7 Street parking is seen by the COAA as non-satisfactory for members with
accessibility issues, and does not serve their demographic.
10.3.8 The location of additional on-site parking was not seen as much of an issue, as
long as sufficient access can be obtained from the rear of the building, should
additional parking be located there.
10.3.9 The COAC Board has rented out the facility for private functions for many years
to offset their operating costs. It was agreed that these functions are not part of
their mandate, and they would prefer to not have to provide these services. Their
responsibility is to provide programming for the older adults of Clarington.
REPORT NO.: CSD-006-12 PAGE 14
10.3.10The COAA would like to see an immediate answer to their parking needs, with a
direction for the future, including increased programming at satellite facilities and
inclusion in a new recreation facility in south Bowmanville. They want to ensure
they are involved in the design process of the expanded south Bowmanville
recreation complex.
10.4 Resident/Community Coalition
10.4.1 Staff met with representatives of a group of residents who live within the
surrounding neighbourhood of the Beech Centre, who have formed a Coalition
for the purpose of this Report. In their words "It's referred to as a Coalition
because it contains more interests than that found in the one-time advocacy
group of the Old Bowmanville Neighbourhood Association and so reflects an
emerging broader consensus within the neighbourhood and beyond."
10.4.2 Their following statement outlines the breadth of their representation, and their
stance on additional off-street paved parking and the Bowmanville Tennis Club:
"A Coalition of seniors, youth, new residents, Heritage interests, neighbourhood
advocates, business people, tennis players, taxpayers, parents of school
children, residents of Horsey Street, Temperance Street, Grant Lane,
Concession Street, Beech Avenue, and Centre Street met on Saturday 18
February 2012 and unanimously declared that no green space or playground
land including the tennis courts should be used for off-street paved parking, and
that the property tax-paying, volunteer funded and supported, Bowmanville
Tennis Club, should receive a long term lease for its current site."
10.4.3 The Coalition expressed frustration with the fact that they have been dealing with
the issue of additional parking for the Beech Centre for over ten years, and felt a
compromise had been reached in 2002 with the addition of the south parking lot.
They were assured by Council at that time that there would be no more
discussion of additional parking.
10.4.4 They feel that there is the potential for an additional 100 parking spots on the
surrounding streets, and they heartily support on-street parking.
10.4.6 Most other downtown Municipal buildings, including libraries expect patrons to
park at Municipal lots and on the street, and they feel this Centre should be no
different, particularly if the on-site existing parking is managed to prioritize
parking for individuals with accessibility issues.
10.4.6 The residents expressed frustration with buses and large trucks servicing the
Beech Centre, which are not conducive uses within a residential area. They
suggest that the Board's commercial rentals should not be permitted.
10.4.7 The Coalition are strong proponents of the value of the green space, and
appreciate the presence and service the Bowmanville Tennis Club brings to the
community.
10.4.8 The Resident/Community Coalition definitely supports the future increased
utilization of satellite locations to deal with the increased presence of the
REPORT NO.: CSD-006-12 PAGE 15
Clarington Older Adult Association. While they do not object to this location
continuing to be utilized for the COAA, they do not realistically feel this can be
the primary location in the years to come.
11.0 BEECH AVENUE, HERITAGE DISTRICT
11.1 Beech Avenue is a Heritage Conservation District under Part V of the Ontario
Heritage Act. There are also individual homes located on Beech Avenue
designated under Part IV of the Ontario Heritage Act. 26 Beech Avenue (Beech
Centre), however, is not designated individually. Should Council desire to
increase parking at this site a Heritage Permit Application would be completed
and reviewed by the Heritage Conservation District Advisory Committee,
although approval rests with Council.
12.0 OPTIONS FOR CONSIDERATION
12.1 As a part of this review staff considered a number of options as a potential
resolution to the ongoing parking issue at the Beech Centre. The options
presented below are being recommended by staff as the best alternatives and
take into account the position of all stakeholders. Other options considered but
not advanced for Committee consideration at this time are:
• Removal of playground and surrounding green space
• Maximization of parking by paving both the tennis courts and green space
behind the building
• Paid parking at the Beech Centre
12.2 The following options are being recommended for consideration by Council.
OPTION 1 OPTION 2 OPTION 3
NO INCREASE TO ON-SITE PARKING INCREASE PARKING INCREASE/TENNIS
PARKING COURT RELOCATION
-Current parking lot would - Parking lot would be - Parking lot would be
OPTIONS remain unchanged (77 spaces) increased by 54 spaces (131 increased by 51 spaces (128
spaces in total) spaces in total)
- Develop a "Priority Parking"
system to provide designated - Increased parking would be - Parking would be located in
parking spaces closest to the created west of the building. place of existing tennis courts
main entrance for those most in The additional parking spaces (Attachment 3)
need would be composed of 37
regular spaces and 17 - Develop a"Priority Parking"
- Convert two spaces to additional spaces for special system to provide designated
accessible parking spaces, for large events where cars would parking spaces closest to the
a total of four be "stacked" or"double parked" main entrance for those most
along the west parking stalls in need
- Overflow parking would (Attachment 2)
continue to be accommodated - Convert three spaces to
on neighbourhood streets - Develop a "Priority Parking" accessible parking spaces, for
system to provide designated a total of five
-Tennis Courts remain parking spaces closest to the
main entrance for those most in
need
REPORT NO.: CSD-006-12 PAGE 16
OPTION 1 OPTION 2 OPTION 3
- Initiatives such as car pooling - Convert three spaces to -Two lit Tennis Courts of
OPTIONS and shuttle services would accessible parking spaces, for similar quality would be re-
con't need to be continued and a total of five located to Soper Creek Park
expanded (Attachment 4)
-Tennis Courts remain
- Provide a long term lease (5 - Initiatives such as car pooling
years with the option to renew) - Initiatives such as car pooling and shuttle services would
to the Bowmanville Tennis Club and shuttle services would need to be continued and
need to be continued and expanded
expanded
-Secure a long term lease (5
- Provide a long term lease (5 years with the option to renew)
years with the option to renew) with the Bowmanville Tennis
to the Bowmanville Tennis Club Club or a newly established
Tennis Club
- Maintains green space for - Increases parking for COAA - Increases parking for COAA
PRO'S current/future use programs/events programs/events
- Minimal financial impact - Reduces the need for on- - Reduces the need for on-
-Sensitive to location/ street parking street parking
neighbourhood -Tennis Courts remain on site - Opportunity to increase
- Provides adequate parking for - Opportunity to increase number of designated
majority of COAA events/ number of designated accessible parking spaces to
programs accessible parking spaces to ensure on-site parking for
- Encourages use of ensure on-site parking for those those with physical disabilities
environmentally friendly with physical disabilities - Retains green space
alternatives to single occupant Existing mature trees would
cars (car pooling, shuttle remain
services, walking, cycling) - Opportunity to enhance
- Opportunity to increase existing green space with
number of designated additional landscaping and
accessible parking spaces to trees
ensure on-site parking for those
with physical disabilities
- Large events require on-street - Financial Impact - Financial Impact
CON'S parking - Newly constructed parking lot - Loss of Tennis Courts/Costs
- Parking concerns of the would be located at the rear of to re-locate
COAC Board are not addressed the building and would require
members to "walk around" the
building
- Stacked parking would require
some management for larger
events
- Loss of green space
- 3 small diameter trees would
be removed
1,000 -Added signage and 1,000 -Added signage and 1,000 -Added signage and
FINANCIAL line painting line painting line painting
IMPLICATIONS 1,000 Total 230,000 -Parking lot 250,000 -Tennis Courts
30,000 -Landscaping/Trees 283,000 -Parking Lot
10,000 -Added Screening 30,000 -Landscaping/Trees
271,000 Total 10,000 -Added Screening
574,000 Total
REPORT NO.: CSD-006-12 PAGE 17
13.0 FINANCIAL SUMMARY
Option 1 Option 2 Option 3
Parking Lot Expansion N/A 230,000 283,000
Landscaping and Trees N/A 30,000 30,000
Screening along West and South N/A 10,000 10,000
Properties
Tennis Court Relocation N/A N/A 250,000
Added Signa e and Line Painting 1,000 1,000 1,000
Subtotal 1,000 271,000 574,000
Recommendation 3 — Increase Operating 28,500 28,500 28,500
Grant to COAA
Total 29,500 299,500 602,500
13.1 Staff is recommending that the $28,500 be incorporated into the 2013 operating
base budget under External Agencies for the Clarington Older Adult Centre
Board grant no matter which option is selected by Council. The increase to
Clarington Older Adult Centre Board grant is necessary as the Board will no
longer receive rental revenue from non-COAA rentals.
13.2 Option 1 recommends $1,000 for line painting and signage be funded from the
Municipal Capital Works Reserve Fund.
13.3 Option 2 incorporates the cost identified in Option 1 ($1;000) as well as the cost
of a new parking lot with additional trees and appropriate screening for a total
cost of $271 ,000. It is recommended that the $271,000 be funded from the
Municipal Capital Works Reserve Fund.
13.4 Option 3 incorporates the cost identified in Option 1 ($1,000) as well as the cost
of a new parking lot with additional trees and appropriate screening for a total
cost of $324,000. It is recommended that the $324,000 be funded from the
Municipal Capital Works Reserve Fund. It is also recommended that the cost of
replacing the tennis courts estimated at $250,000 be funded from the
Impact/Escrow Reserve Fund.
14.0 COMMENTS
14.1 Regardless of which option (if any) Council may select, staff are recommending
that Council approve setting the capacity of the Clarington Beech Centre at 250
persons (Recommendation 2 of Report CSD-006-12).
14.2 Further, staff is also recommending that Council Limit the uses of the COAA at
the Beech Centre to programs and activities of the Clarington Older Adult
Association, and that Council increase the Municipal Grant provided to the Board
effective 2013 by $28,500 on an annual basis to off-set the loss of non-COAA
revenue (Recommendation 3 of Report CSD-006-12).
REPORT NO.: CSD-006-12 PAGE 18
14.3 In discussions with the COAA and the Resident/Community Coalition, it was
suggested that if parking was extended to the west of the building (Option 2) then
a new access to the facility would be required. The design of the parking lot in
Option 2 provides for safe pedestrian access from the new parking lot to the
existing entrance, thus eliminating the need for a new entrance.
14.4 The COAA should be encouraged to use Municipal or facility parking lots for bus
trips departing and returning in the early morning or late evenings, as well as
overnight trips in order to avoid unnecessary neighbourhood disturbances and
cars being left in the lot taking up parking spaces.
14.5 Moving forward, the Community Services Department will continue to work with
the COAA to look for opportunities to enhance current partnership programs.
Opportunities may include expanded non-prime hours in various facilities, a
greater number of prime time rentals for the purpose of special events, as well as
exclusive access to the vacated concession areas in Courtice Community
Complex and the Newcastle & District Recreation Complex. This would provide
the COAA with a physical presence in these facilities to better promote their
programs and services and to provide a focal point for older adults enjoying
programs within the building.
15.0 CONCURRENCE:
15.1 This report has been reviewed by Nancy Taylor, Director of Finance, Fred
Horvath, Director of Operations, Gord Weir, Director of Emergency and Fire
Services, Marie Marano, Director of Corporate Services, Jerry Barber,
Purchasing Manager, Patti Barrie, Municipal Clerk and David Crome, Director of
Planning Services who concur with the recommendations.
CONFORMITY WITH STRATEGIC PLAN — Not Applicable
Staff Contact: Joseph P. Caruana, Director of Community Services
Tony Cannella, Director of Engineering Services
Attachments:
Attachment 1 - Peter Spratt Report
Attachment 2 - Parking Option 2
Attachment 3 - Parking Option 3
Attachment 4 - Tentative Location of Tennis Courts at Soper Creek Park in Option 3
Attachment 5 - By-Law 2012-
REPORT NO.: CSD-006-12 PAGE 19
List of interested parties to be advised of Council's decision:
Malcolm McCombe, Secretary, Clarington Older Adult Centre Board
Bill Humber, Representative, Resident/Community Coalition
Laurie Cook, Representative, Resident/Community Coalition
Kem Majid, President, Bowmanville Tennis Club
Ellen Logan, Representative, Bowmanville Tennis Club
Dr. Timothy James, Bowmanville Tennis Club Member
Lois Richards, COAA and Bowmanville Tennis Club Member
Attachment 1 to Report CSD-006-12
17,18 Baseline 17=?� l3iselin` }Zrsc;d West, SuiiE: 200
Courtice, ON, Canada
LIE 2T1
global consultants—hicM r.yoraant:a
IID: 866-3 92- f2
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February 21, 2012
Mr. Joe Caruana
Director of Community Services
Municipality of Clarington
40 Temperance Street
Bowmanville, ON L1 C 3A6
(by email)
Dear Mr, Caruana:
Re: Report on Status of Strategic Plan: Clarington Older Adult Association
Background
ROCG Consulting has been retained by the Municipality of Clarington to advise the Community
Services Department on the status of the Clarington Older Adult Association Strategic Plan
(2010) with specific focus on the COAA's use of the Beech Centre property in Bowmanville.
Specifically, we were directed to prepare a report summarizing the findings of discussions with
individual COAA Board members, confirm the status of the COAA Strategic Plan, and confirm
the COAA Board's future desire and plans related to the Beech Centre property and future
facility development.
Approach
Per the Terms of Reference, interviews were conducted with all ten (10) elected Directors and
the Executive Director.
Additional interviews were conducted with the following Municipal Staff: the Community
Services Coordinator(Advisor to the COA Centre Board), and the Director of Operations.
Broader consultation with COAA members and other community stakeholders was not within
the scope of the Terms of Reference.
Preliminary findings from the consultation process were shared with the Community Services
Department in a meeting January 19, 2012. These same findings were discussed with the
Clarington Older Adults Centre Board on January 26, 2012. At that time, the Board voted to
endorse the preliminary findings as confirmation of its position.
The two Council Designates to the Board were briefed on the preliminary findings on January
30, 2012.
�e e
Report on Status of COAA Strategic Plan and Beech Avenue Facility 2
Findings
The scope of these findings is limited to the COAA Strategic Plan, and specifically how the
Board and the Municipality have been interpreting the essential components of the plan related
to the use of facilities. It should be noted that the preliminary findings referenced earlier in this
document helped to establish a starting point for confirming and communicating the Board's
position on the Strategic Plan and more specifically, its intention to continue to utilize the Beech
Centre. The author has since expanded upon some points and added information and/or
personal insights to enhance clarity or provide a more balanced perspective.
1. The COA Centre Board consists of hard-working, dedicated volunteers who give freely of
their time and talents to support the delivery of programs and services for the older adult
community of Clarington. There should be no doubt that they have the best interests of their
members at heart.
2. There is evidence of significant efforts by the COAA to promote the mission and values
components of the Strategic Plan. The majority of Board members believe they are "walking
the talk" in demonstrating commitment to the values, although a few see 'Community Focus'
(e.g. collaboration) as needing further attention.
3. Most of the Board is familiar with the long-range vision for the Association. There are mixed
views on what 'Respected Community Partner' means, but the majority of the Board feels
COAA is one. There are examples of where the COAA has attempted to engage segments
of the broader community. There are also examples of where the Board's actions might be
considered by some to be contrary to the spirit of being a respected community partner (e.g.
building trust and using collaborative practices), such as in its decision to appear before
Council to object to a proposed one-year lease renewal of the tennis courts. [Author's
opinion: While 1 believe that this decision was made in good faith on behalf of its members,
the COAA may have missed an opportunity to enter into meaningful dialogue with the
Bowmanville Tennis Club (a community partner) before making its decision, and in doing so,
enhance its reputation].
4. There is evidence of significant outreach by COAA to all parts of Clarington through
expanded partnerships and delivery of events/programs at satellites: (e.g. new focus on
working with community hall boards; programs continue at the Newcastle Recreation
Centre, and the Courtice Community Complex; partnerships exist with community
organizations and businesses). This is consistent with recommendations contained in the
Strategic Plan.
5. The COAA sees the Beech Centre as 'home'. The COAA wants the Beech Centre to remain
the 'hub' of the organization. Concerns were expressed about the potential loss of
volunteers (members) if the COAA loses the Beech Centre. Many of its members live within
walking distance of the Centre.
Report on Status of COAA Strategic Plan and Beech Avenue Facility 3
6. There is a significant distinction being made between space for 'social interaction' (e.g.
COAAZY Cafe) and `program space'. Older members' needs are different from younger
members. Space for social interaction is as important as program space. (This is consistent
with the findings of the Strategic Plan).
7. The Municipality considers the Beech Centre to be well maintained and in `good' condition;
no major repairs or upgrading needs have been communicated to the Municipality.
8. Parking at the Beech Centre remains a problem for its members. The issue is most evident
during large events sponsored by the COAA, (e.g. Tuesday lunches and special events),
and during events sponsored by other organizations (hall rentals). Residents in the vicinity of
the Beech Centre may be equally frustrated with the parking issue, as the over-flow spills
onto neighbouring streets. The majority of Board members would like to see new parking
spaces added at the Centre. They would like to see the tennis courts relocated within the
community and use the vacated property for expanded parking.
9. There are expectations and an acknowledgement by the Board that increased capacity to
accommodate program expansion and continued membership growth will come through the
expansion of current and future satellite locations. There is still a commitment to "multi-use
community facilities with designated space and designed for use by older adults", which is
consistent with the Strategic Plan.
10. The COA Centre Board is frustrated by a perceived lack of action by the Municipality on the
preparation of a master facility plan (Strategic Priority 3.3, page 19), and in particular, a lack
of engagement/consultation on the part of the Community Services Department. The COA
Centre Board expects Community Services to be leading this initiative, with COAA's active
involvement (collaboration). The perceived 'lack of action' is not shared by the Community
Services Department. Community Services believes that it has started the dialogue on future
facility options, citing its meeting with several COAA representatives in June 2011. Some of
the Board members interviewed recall meetings with Municipal Staff to discuss COAA's
future needs, but feel that a more consultative approach is needed.
11. There is a considerable range of interpretations of what is meant by: "Continued utilization of
Beech Centre is acknowledged as providing a viable, short-term facility solution" (Strategic
Plan, page 18). This is perhaps the single most important finding from the review. The COA
Centre Board believes that this wording means that it can continue to use the Beech Centre
and the continued growth will be accommodated by bringing additional facilities on-line (as
part of the master facility plan). Community Services Department has been interpreting this
wording to mean that the COAA will be moving out of the Beech Centre at some point
(reference: 'short-term') and has been attempting to engage the COAA in looking at other
facility options. I believe that this difference in interpretation is at the center of the issue.
Report on Status of COAA Strategic Plan and Beech Avenue Facility 4
Suggestions for Consideration by Community Services Department
a) Retain the Beech Centre as the `hub' for COAA administration and further development of its
`social space'.
b) Maintain tennis courts, green space, and parking "as is".
c) Gradually transition high-volume events (COAA programs and hall rentals) away from the
Beech Centre to other recreation/community facilities that will be able to accommodate
parking.
d) Supplement COAA's revenue for lost rental income (Strategic Plan identified $35,000 for
rentals in 2010 budget).
e) Increase the number'of shuttle vans and/or consider the purchase/lease of mini-bus; the
.shuttle van services have been well received.
f) Arrange tours of two, relatively new, mixed-use older adult centres operated by Oshawa
Senior Citizens Centres (Legends Centre and Conant Centre) for Community Services and
COA Centre Board to visualize what one looks like. Visit the John Street (HQ) Centre to
demonstrate how Oshawa has managed its limited parking space and transitioned to three
other municipally-owned satellites, Explore how it operates its transportation service, and its
community dining services,
g) Engage,the COA Centre Board in discussion about bringing-on other space; this space will
be designed for older adults and designated for use by older adults, within mixed-use
community facilities (consistent with Strategic Plan).
Thank you for the opportunity to review the COAA Strategic Plan and share these findings. I
appreciate the cooperation of Staff and the COA Centre Board.
If you have any questions regarding any aspect of this report, please contact me.
Yours truly,
P
Peter Spratt, CHRP, Q.Med
Vice President
Y7 S 6 II D} F p
Attachment 2 to
Report CSD-006-12
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PROJECT
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Attachment 3 to
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Attachment 4 to
Report CSD-006-12
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1:2,250 MAR 2012
Attachment 5 to Report CSD-006-12
THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON
BY-LAW NO. 2012-
Being a by-law to amend By-law 2011-106, being a
by-law to establish a Municipal Services Board to
provide social and recreational opportunities to the
Older Adults of Clarington through the operation of
the Clarington Older Adult Centre
WHEREAS Council has approved the recommendations contained in
Report CSD-006-12,
NOW THEREFORE the Council of the Corporation of the Municipality of
Clarington enacts as follows:
THAT By-law#2011-106 be amended by adding the following to section 1:
a) Capacity
THAT the overall capacity of the Clarington Beech Centre be 250
persons.
b) Programming
THAT effective January 1, 2013 activities taking place at the Clarington
Beech Centre be limited to programs and social activities of the
Clarington Older Adult Centre Board and regular meetings of the Lions
Club of Bowmanville.
By-law passed in open session this 16th day of April 2012.
Adrian Foster, Mayor
Patti L. Barrie, Municipal Clerk