HomeMy WebLinkAboutCS-03-90TOWN OF NEWCASTLE
REPORT File
Res. #
By -Law #
MEEfING: GENERAL PURPOSE AND ADMINISTRATION
DATE: JANUARY 22, 19 9 0
REPORT #: CS -03 -90 FILE #:
RECREATION /LEISURE SERVICES MASTER PLAN
PROPOSED TERMS OF REFERENCE
RECOMMENDATIONS:
It is respectfully submitted that the following recommendations be
approved forthwith:-
1. That Report No. CS -03 -90 be received;
2. That Council endorse the Recreation /Leisure Services Master
Plan Terms of Reference (Schedule I);
3. That Council authorize staff to make application to the
Ministry of Tourism and Recreation for maximum funding of the
Master Plan Study and that the Town's portion of the Study
(approx. 25 %) be provided for in the Community Services 1990
Budget;
4. That Council appoint the Ministry of Tourism and Recreation's
Durham Region Consultant, Mr. Garry Adams, as an Ex- Officio
Member of the Recreation /Leisure Services Master Plan Steering
Committee; and
5. That staff be authorized to issue a Proposal Call to
Consultants for this Study for review by the Recreation/
Leisure Services Master Plan Steering Committee and subsequent
report to the General Purpose and Administration Committee.
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REPORT NO. CS -03 -90 - 2 - JANUARY 22, 1990
1.0 BACKGROUND:
1.1 Subsequent to Council's approval of Report CS -29 -89 on
September 25, 1989 the Recreation /Leisure Services Master Plan
Committee has met several times to develop the attached
Terms of Reference (Schedule I). Through their representation
on the Steering Committee, the two Museum Boards, the Library
Board and the Newcastle Community Services Advisory Board
concur with and support these Terms of Reference. Associated
staff with these Boards as well as representative staff from
the Planning and Development and Community Services
Departments also support this Study and its proposed
direction.
2.0 MINISTRY OF TOURISM AND RECREATION'S POSITION:
2.1 Initial meetings with staff from the Ministry of Tourism and
Recreation indicate that these Terms of Reference conform with
their ministerial requirements. Further, the Master Plan
Study would be eligible for funding with the exception of the
library, museum and cemetery components which do not fall
under the mandate of the Ministry's Recreation Branch.
2.2 Staff are recommending the maximum of 75% funding available
through this Ministry be pursued to fund the Study. If the
Ministry does not approve this portion of the study, staff
will address alternate financing during budget deliberations.
Further, as requested by the Ministry, staff also recommends
the Ministry's consultant for Durham Region be invited to sit
on the Master Plan Steering Committee as an Ex- Officio Member
to act as a resource person as well as to ensure the
guidelines for funding are being maintained throughout the
Study.
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REPORT NO. CS -03 -90 - 3 - JANUARY 22, 1990
3.0 SUMMARY:
3.1 Upon endorsement from Council staff will proceed with an
application for funding with the Ministry of Tourism and
Recreation as well as a Proposal Call for the planning study.
The proposals received will then be reviewed by the Steering
Committee for recommendation to Council.
3.2 Staff is recommending forthwith approval for purposes of
meeting the Ministry's deadline of January 31, 1990 for
funding applications.
Respectfully submitted, Recommended for presentation
to the Committee
� ! rJf�_
Jose P. Caruana, Director - "" Lawrenc Kotseff
Dep ttment of Community Services Chief inistrative Officer
JPC:JML:sa
910
SCHEDULE I
TERNS OF REFERENCE
TOWN OF NEWCASTLE RECREATION /LEISURE SERVICES EASTER PLAN '90
BACKGROUND /RATIONALE
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 hamlets. The Town is
structured with three urban communities. Bowmanville 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
community 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 immigration 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%
Courtice 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's 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
residential growth will further impact the servicing requirements for
cultural and leisure services.
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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 government.
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) Library
The Town of Newcastle Public Library is operated by a Board, appointed 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 Courtice 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 the study to focus on how recent developments for
better communication at both the Council, Board and staff levels can be
built upon and improved. Areas to be examined or opportunities identified
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.
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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
interpretive 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 Bowmanville 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 mother's 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 been recreated to present
the lifestyle of a well -to -do Bowmanville merchant 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 events, 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 until 1969 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 Museum's 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 expansion 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.
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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
Plan'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?
- Is there a balance in the leisure programs being
offered or are we not doing enough in this area?
(3)
VOLUNTEERISM &
COMMUNITY DEVELOPMENT - Changing resident attitudes in the community with
different social values.
- Double income families /single parents /seniors
/teens /commuters is it realistic to expect them
to be volunteers? When?
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- 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)
MARKETING - 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)
- Growing concern for the environment and
conservation of green spaces.
- What role should leisure service providers play
in the education and provision of services and
facilities in this area?
(6)
SERVICES - 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 community development. The
Master Plan will be a working document which will guide the municipality's
leisure service providers, including the Community 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
socio- economic characteristics taking into consideration the large
geographic area, the difference in the population (ie. rural vs. urban)
and historic factors.
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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.
5. 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 INVENTORY
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 summary sheets provided in the 1983 Master Plan.
3. To identify all existing parklands 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 1983 Master Plan.
4. To provide a visual map document of parks and appropriate facilities
identified in the inventory for referral and presentation purposes.
II DEMAND 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, youth, 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 parkland, park amenities, and open
spaces and identify areas where needs are 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.
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, cultural,
recreational and social services nature as well as hall boards and arena
boards and recommend the support role the Municipality should take with
respect to community development and financing (municipal grant process).
5. To review the future of these volunteer organizations 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 Community Services
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 financing strategy including 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 recommend 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.
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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 COMMITTEE
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 funding are being met. It is
anticipated the Consultant shall meet on a regular 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 Reference, consultant
selection and review of interim and final report.
II COUNCIL AND TOWN 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 structure, staffing,
facilities, delivery system and financing should be considered important
components of the Study.
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II 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 distribute questionnaires and other
duties required for the collection and analysis of data.
2. Advertise, conduct and maintain record of all public 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.
5. 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 (50 copies) - 3 copies to Ministry 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 committees 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 Planning Study mentioned above and its
requirements for information which will be generated by the Master Plan,
the consultant will be required to "fast- track" relevant items of
information, to coincide with the requirements of the Waterfront Study
including but not limited to:
o demographic analysis
o information related to waterfront, district parks and open space
including standards, recreation use and facility needs.
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II TASKS OF THE MUNICIPALITY
1. Assist in local arrangements for meetings and promotion of study.
2. Conduct and maintain records of all Steering Committee meetings.
3. Provide access to the following documentation:
- Official Plan and Secondary Plans of the Municipality
- 1983 Culture & Recreation Master Plan
- 1987 Library Needs Assessment Study
- 1986 Bowmanville Arena Feasibility Study
- annual budgets of the Municipality and related Boards
- other Town studies /data as relevant
- community groups listings
- Public Libraries Act
4. Distribution of reports to appropriate individuals /organizations.
5. 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. The Study should include a process for updating the plan as
required 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 activities 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 community 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 consultant deems desirable.
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II SELECTION PROCESS
Proposals submitted will be reviewed initially by the Steering Committee
for recommendation to Council. 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 , 1990. There will be
no extension of this deadline or consideration of any proposal received
after this time and date.
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
L1C 3A6
(416) 623 -3379
92,1
APPENDICES
APPENDIX
I
Map of
Newcastle
in the Greater
Toronto Area
APPENDIX
II
Sample
Inventory
Summary Sheet
- Programs
APPENDIX
III
Sample
Inventory
Summary Sheet
- Facilities
APPENDIX
IV
Sample
Inventory
Summary Sheet
- Parks /open Space
APPENDIX
V
Proposed Work Flow Chart
APPENDIX I
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