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HomeMy WebLinkAbout2024-09-16 SpecialClar*wn Special General Government Committee Post -Meeting Agenda Date: September 16, 2024 Time: 3:00 p.m. Location: Council Chambers or Electronic Participation Municipal Administrative Centre 40 Temperance Street, 2nd Floor Bowmanville, Ontario Inquiries and Accommodations: For inquiries about this agenda, or to make arrangements for accessibility accommodations for persons attending, please contact: Lindsey Turcotte, Committee Coordinator, at 905-623-3379, ext. 2106 or by email at Iurcotte@clarington.net. Alternate Format: If this information is required in an alternate format, please contact the Accessibility Coordinator, at 905-623-3379 ext. 2131. Collection, Use & Disclosure of Personal Information: If you make a delegation, or presentation, at a Committee or Council meeting, the Municipality will be recording you and will make the recording public on the Municipality's website, www.clarington.net/calendar. Written and oral submissions which include home addresses, phone numbers, and email addresses become part of the public record. If you have any questions about the collection of information, please contact the Municipal Clerk. Cell Phones: Please ensure all cell phones, mobile and other electronic devices are turned off or placed on non -audible mode during the meeting. Copies of Reports are available at www.clarington.net/archive The Revised Agenda will be published on Friday after 3:30 p.m. Late items added or a change to an item will appear with a * beside them. Special General Government Committee Agenda September 16, 2024 Pages 1. Call to Order 2. Land Acknowledgement Statement 3. Declaration of Interest *4. Delegations *4.1 Delegation by Libby Racansky, Regarding Report CAO-004-24 - Draft Parks, Recreation, and Culture Master Plan and Financial Analysis 5. Parks, Recreation and Culture Master Plan (Opening Remarks and Introductions by Councillor Rang) 5.1 Presentation by Todd Brown and Dennis Kwan, Monteith Brown Planning 4 Consultants, Claire Tucker -Reid, Tucker -Reid and Associates, and Nancy Neale, Watson and Associates Economists Ltd., Regarding Parks, Recreation, and Culture Master Plan 5.2 Presentation by Mary -Anne Dempster, Chief Administrative Officer, 26 Regarding Parks, Recreation, and Culture Master Plan *5.3 Delegation by Libby Racansky, Regarding Report CAO-004-24 - Draft Parks, Recreation and Culture Master Plan and Financial Analysis (Deferred from Item 4.1) 5.4 CAO-004-24 - Draft Parks, Recreation and Culture Master Plan and 33 Financial Analysis 6. South Bowmanville Recreation Centre 6.1 Presentation by Lee -Ann Reck, Deputy CAO, Public Services, Regarding 336 South Bowmanville Recreation Centre 6.2 PUB-011-24 - South Bowmanville Recreation Centre Aquatic Facility 350 Expansion Page 2 Special General Government Committee Agenda September 16, 2024 7. Jury Lands Foundation Legacy Grant Application 7.1 Delegation by Marilyn Morawetz, Chair, Jury Lands Foundation, and 362 Jeremy Freiberger, Cultural Strategist, CoBALT Connects, Regarding Request for Support for Federal Legacy Grant Application 7.2 PUB-012-24 - Camp 30 Cafeteria Building and Jury Lands Foundation 372 Grant Application 8. Bowmanville Zoo Lands Park Master Plan (Introductions by Andrei Micu, Parks Design and Development Manager) 8.1 Delegation by Kim Maxwell, Valleys 2000, Regarding Report PDS-036- 24, Bowmanville Zoo Lands Park Master Plan 8.2 Presentation by David Leinster, The Planning Partnership, Regarding 431 Report PDS-036-24, Bowmanville Zoo Lands Park Master Plan 8.3 PDS-036-24 - Bowmanville Zoo Lands Park Master Plan 442 9. Confidential Items 10. Adjournment Page 3 Garington 4a4z h•6rown —..It—ts tra. TUCKER-REIU & ASSOCIATES Draft Parks, Recreation & Culture Master Plan ',� Council Presentation 01 1 September 16, 2024 I, I II I�I Al a 40 J& �I A. #.. OWatson & Associates ECONOMISTS LTD. Page 4 Municipality Project Team Steering Committee/Working Group Staff: • Councillor Rang, Head of Steering Committee • Mary -Anne Dempster — Chief Administrative Officer • George Acorn / Stephen Myers — Community Services • Trevor Pinn / Paul Davidson, Finance and Technology • Monika Machacek / Alison Dee — Clarington Library, Museums, and Archives • Carlos Salazar / Sarah Allin, Andrei Micu — Planning and Infrastructure Services • Brett Novak / Ken Mercer — Public Works • Justin MacLean / Laila Shafi / Melissa Westover — Administration/Communications Support from: • Lee -Ann Reck — Deputy CAO, Public Services • Lisa Backus, Tony Ricciardi, Sylvia Jennings — Planning and Infrastructure Services ClaFftWfi Consulting Project Team Monteith Brown Planning Consultants Ltd. • Todd Brown, President & Principal Planner • Dennis Kwan, Senior Planner Watson & Associates Economists Ltd. • Nancy Neale, Manager Tucker -Reid & Associates • Claire Tucker -Reid, President 4 C Monteith * Brown planning consultants Watson & Associates ECONOMISTS LTD At" tra. TUCKER-REID & ASSOCIATES Project Purpose The Parks, Recreation and Culture Master Plan will guide decisions related to: • Indoor recreation facilities; • Outdoor parks and recreation facilities; • Culture and library facilities; and • Program and service delivery. This process also reviewed staffing and financial implications of the Master Plan's recommendations. The Master Plan provides a roadmap until 2036; a five-year review of the Master Plan should be undertaken to ensure that recommendations align with population growth and community needs. = = - Key Project Drivers • Large spatial geography with three large settlement areas • Significant population growth and intensification • Evolving socio-demographic characteristics • Emerging interests and participation patterns • Changing Provincial legislation that impact parkland, funding (e.g., Development Charges), etc. • Historic service levels have not kept pace with growth Ail `'•%nr�i'.i4�-'. ' to 3 A. Project Process Phase 1: Background 'esearch and Current Resources (Fall 2023) Phase 2: Engagement/ Consultation (Fa112023NVinter 2024) Phase 3: Evaluating Needs and Recom- mendations (Winter/Spring 2024) Phase 4: Draft Master Plan and Consultation (Spring/Summer 2024) Alie.fir Phase 5: Final Approval and Implementation of PRCMP (Fall 2024) Project Inputs Background Documents Inventory, Distribution, and Benchmarking Demographics and Population Growth 0_1 Utilization and Program Data Trends and Best Practices Community Consultation Service Level Targets Key Parkland Recommendations Adopt a new park hierarchy to reflect modern expectations of what facilities and amenities are found in each park type and develop a detailed design manual to establish standards according to each park type. Update the Municipality's Official Plan and Parkland and Open Space Dedication By-law to ensure that they align with the amended Planning Act to support the dedication of programmable parkland. Acquire 105.3 hectares of additional parkland to achieve an updated service target of 2.0 hectares per 1,000 residents. Parkland Type Existing 2036 Park Supply Additional Park Park SupplyRequirements Needs Municipal Wide Park / Community Park (1.1 hectares per 1,000 residents) 126.3 ha 178.9 ha +52.6 ha Neighbourhood Park 73.3 ha 122.0 ha +48.7 ha (0.75 hectares per 1,000 residents) Parkette/Urban Parks and Squares (0.15 hectares per 1,000 residents) 20.4 ha 24.4 ha +4.0 ha Total 220.0 ha 325.3 ha +105.3 ha (2.0 hectares per 1,000 residents) Key Parkland Recommendations Maximize parkland dedication opportunities, particularly in Secondary Plan Areas, with an emphasis on acquiring Neighbourhood Parks of sufficient size; acquiring a Community Park in the Soper Hills Secondary Plan Area is supported. Working with landowners to prepare a Master Parks Agreement is encouraged. Explore alternative land acquisition strategies to complement parkland dedication tools under the Planning Act such as land purchase/lease, land swaps/exchanges, partnerships, reallocating surplus land, etc. Initiate a site selection process to identify and purchase a minimum of 30 hectares of land to create a sports complex to address long-term sports field needs. Prepare a Park Renewal Strategy to identify opportunities to renew aging components, replace and/or repurpose amenities to address community needs, and/or enhance parks with new amenities. Park designs (including the former Zoo lands) should be inclusive and accessible, support climate change mitigation and environmental sustainability, and incorporate Crime Prevention Through Environmental Design principles. Continue to update Clarington's Waterfront Strategy with a focus on maximizing public access, economic development, comfort features and amenities, and protecting and preserving the natural environment. Key Parkland Recommendations Use the Master Plan's recommended conceptual trail network to guide future development. Key strategies include: • Working with others to strengthen connectivity within and between settlement areas, including linking residents to the waterfront and existing trails (including non -municipal trails), and creating a "circle of green" around Bowmanville. • Establishing trails within future residential areas, particularly in Secondary Plan Areas. • Creating designated circulation areas within new and redeveloped parks. • Incorporating comfort features and amenities to encourage use such as shade and seating. • Strategically increasing winter snow clearing to encourage year-round use with consideration given to using salt alternatives and being Smart About Salt Certified. • Having regard for the Municipality's Active Transportation Master Plan and Wayfinding Strategy to ensure seamless connectivity. a Key Facility Recommendations Construct an indoor aquatic centre designed for community programming and competitions at the South Bowmanville Recreation Centre; timing should coincide with the current development of a soccer dome and gymnasium. Ideally, the design would accommodate a future branch library. Expand the Courtice Arena to add two new ice pads with an indoor walking track. Timing for development should be confirmed as part of a five-year Master Plan update based on a review of arena utilization, participation, and other factors. In the shorter -term, engage adjacent municipalities such as Oshawa to negotiate access for arena users and continue to work with Arena Boards in Newcastle and Orono to maximize ice use. Undertake a review of the Darlington Sports Centre and the Alan Strike Aquatic and Squash Centre to determine their lifespan and investment requirements to guide future decisions to maintain these facilities or repurpose to other uses. Evaluate the feasibility of enhancing the indoor aquatic centre at the Courtice Community Complex to support community programming, including enlarging changerooms, constructing a warm water therapy pool, and redesigning the teaching pool to reflect what's available at the Diane Hamre Recreation Complex. Continue to work with rural community hall partners to explore expanding recreation and leisure opportunities for the rural community. Facility enhancements should be informed by building condition audits and based on maintaining a state of good repair and usage trends. Opportunities at key hall locations to accommodate library storage lockers and vending machines should be considered to improve rural and hamlet service. Paae 14 Key Facility Recommendations Pursue opportunities to maximize the use of existing rectangular fields and ball diamonds over the short-term by adding lighting at suitable sites, addressing drainage, enhancing turf quality, and adding or modernizing amenities such as paved pathways, washrooms, seating, etc. Engage the Darlington Soccer Club to investigate opportunities to maximize use of the Darlington Hydro Fields to accommodate other renters during available times. Over the medium and long-term, evaluate opportunities to accommodate new rectangular fields and ball diamonds at new parks, including potentially at a future sports complex and other park locations. Explore alternatives to meet sports field needs such as permitting school fields and working with other landowners. Identify a suitable site for a full-size cricket field. Once this has been established, monitor usage to determine the future of the existing location at Courtice Memorial Park. Construct new neighbourhood -level park facilities in growing residential areas in Bowmanville, Courtice, and Newcastle, including tennis courts, pickleball courts, basketball courts, splash pads, skate zones, and playgrounds. New park facilities in the rural area should be considered in strategic locations to strengthen geographic distribution. a Key Facility Recommendations Establish a new off -leash dog park in north Bowmanville. Prepare an Accessible Playground Distribution Strategy to identify locations for enhanced and focused accessibility features. Undertake a cultural mapping exercise to identify and promote cultural resources that are available from the Municipality, CLMA, and other providers. Enhance opportunities to provide outdoor productions and performances such as along the waterfront and at the former Zoo lands. A feasibility study to confirm the need for an indoor performing arts venue should be prepared. Complete building condition assessment of the Camp 30 Cafeteria Building to ensure that the structure is stable to evaluate long-term opportunities. Study the feasibility of updating the Visual Arts Centre, including enhancing accessibility and modernizing the building to strengthen program opportunities. a Key Facility Recommendations The following strategy is recommended to meet library facility space requirements by 2036 with consideration for modern, inclusive, and flexible design. • Construct 20,000 square feet of library space in Bowmanville. A portion should be located at the South Bowmanville Recreation Centre, if feasible, through a future addition and the remainder should be at another site, preferably in the north end and co -located with a community facility. • Expand the Courtice Library Branch to add approximately 10,200 square feet of library space or at an alternative location. • Add 2,100 square feet of library space at the Newcastle Library Branch. • Increase library access to smaller hamlets and the rural area through a bookmobile and other strategies such as storage lockers and vending machines. Key Service Recommendations Develop a strategy to assist the Municipality and CLMA to identify and engage underrepresented populations in parks, recreation, culture, and library opportunities with regard for key actions such as the Municipality's Inclusion, Diversity, Equity and Anti -Racism (IDEA) Strategy. Regularly review the Fee Assistance Program and adjust funding levels and eligibility requirements to recognize the increasing cost of programs and services and to ensure that residents continue to benefit from this program. Create a Public Art Policy to guide in the evaluation and approval of art installations. A Public Art Reserve should be established to fund acquisition, development, installation, and maintenance. The Municipality, CLMA, and others should expand and build upon a full range of programming (e.g., STEAM, outdoor programming, sports, etc.) to engage all residents and maximize the use of space, as well as connect with residents virtually. �i ' r1i Staffing Implications The Master Plan identifies needs for an expand range of facilities, programs, and services to address current and future needs of a growing population. Driven by significant population growth, park and facility needs, it is estimated that full-time staff requirements will need to increase in an order of magnitude of 46% or approximately 53 full-time positions to implement the Master Plan's recommendations. The part-time staff requirements are projected to be much greater. An emphasis should be placed on youth and adult leadership development, succession planning, and training and development to prepare for staff increases. Funding Implications - Capital Impacts The Capital needs are estimated at $385 million over the 2024-2036 period. Current funding sources will not be sufficient to recover all of the costs required, which will require funding from other sources, debt financing, and/or tax increases. The Parkland provisions of the Planning Act will limit the amount of land or payment -in -lieu of land that can be received from developing landowners. The shortfall, estimated between 59 and 78 hectares, will need to be purchased through other financial means (e.g., Community Benefits Charge, property taxes, other reserves, etc.). Parkland should be used for parks and outdoor recreation amenities, and not be used for indoor facilities, whenever possible to maximize the lands for outdoor purposes. Development Charges will need to be updated to embrace the Master Plan capital program but may be limited in recovering all costs eligible due to historical service standard ceiling, which will be confirmed through D.C. studies. A Community Benefits Charge by-law should consider including additional parkland acquisition costs and/or other parks, recreation, and cultural needs that are ineligible to be recovered through D.C.s and/or are in exceedance of the D.C. historical service standard ceilings. Funding Implications - Capital Impacts Utilizing and maximizing all funding tools available for recovery of capital and operating expense, is recommended to reduce the need for tax supported funding. The Planning Act requires that each year, 60% of the opening reserve fund balance for the Parkland reserve fund, be spent or allocated to projects. Therefore, the Municipality should seek out land purchases for additional parkland, at reasonable prices, when available. Monitoring of actual growth will be required to adjust annual budgets/forecasts for timing of capital infrastructure construction. Entering into arrangements with developing landowners may assist in having smaller parks developed in a timely manner. Funding Implications - Operating Impacts With implementation of the capital needs outlined in the Master Plan (by 2036), incremental operating expenses are anticipated to be approx. $14.1 million annually. Additionally, with new infrastructure, future replacement will require additional funding resources to be invested for the future asset management/lifecycle replacement. These requirements are estimated at $11.4 million annually, It is recommended that user fees should be updated when new facilities are constructed to assist in offsetting incremental operating expenses. The Municipality may also look to allocating a portion of the incremental property tax revenues received from development/redevelopment, to assist in offsetting incremental capital and/or operating costs associated with full implementation of the Master Plan. Implementation Implementation of recommendations will be phased in towards 2036. Undertaking a five-year review of the Master Plan will ensure that recommendations align with population growth and community needs. By approving the Master Plan, Council is not bound to all recommendations. Staff will bring initiatives forward to be discussed and approved. Additional information will be provided at that time, if necessary. Partnerships between the Municipality, CLMA, and others should be explored as part of implementing the Master Plan to share roles, responsibilities, maximize the use of space, and minimize service duplication. Clarington does not have the financial capacity to implement all recommendations. Consideration will need to be given to a funding strategy that considers internal and external sources. Ak _',jj rl s �i it f olp *! V. Clarftmn Thank You! Questions and Comments Visit www.claringtonconnected.ca/PRCMP for project updates or email comments to PRCMP(dclarington.net. Claringtoj7 Parks, Recreation and Culture Plan: Looking to the future Mary -Anne Dempster, CAO General Government Committee September 16, 2024 14&br _do— 11;. D ALL 40 A Master Getting Cross -functional staff working group An engaged community Detailed data analysis here ►Ail An ambitious, well-rounded Master Plan to guide us for the I next 1 [l+ years Recommendations 111 recommendations to help guide our decision -making Short, medium and long-term implementation Immediate need for Aquatics Centre Financial Considerations $385 million of investment required Additional considerations: Development Charges Debt Capacity Ongoing staffing and mainte Competing priorities Unique community I I Camp 30 Cafeteria Building 2 3 spaces Bowmanville Park on the former Bowmanville Zoo lands Waterfront development (Bowmanville, Courtice, Newcastle) Looking ahead Community Engagement to be open from September 17 to October 6 Final Master Plan to be brought to Council at the October 28 meeting �✓ Working collaboratively towards oL ►Ail Page 32 Clarftwn Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: Special General Government Committee Date of Meeting: September 16, 2024 Report Number: CAO-004-24 Authored by: Justin MacLean, Director, Strategic Initiatives Reviewed By: Mary -Anne Dempster, CAO By-law Number: Resolution Number: File Number: Report Subject: Draft Parks, Recreation and Culture Master Plan and Financial Analysis Recommendation: 1. That Report CAO-004-24, and any related delegations or communication items, be received; 2. That Staff be directed to receive, and consider, comments from the public and Council regarding the draft Parks, Recreation and Culture Master Plan and prepare a subsequent recommendation report for the meeting of October 28, 2024; and 3. That all interested parties listed in Report CAO-004-24, and any delegations, be advised of Council's decision. Page 33 Municipality of Clarington Report CAO-004-24 Report Overview Page 2 The purpose of this report is to share the draft Parks, Recreation and Culture Master Plan (Attachment 1) with Council and the community. This will initiate the final period of public engagement on this cross -functional project, to confirm support of the Master Plan by Council, the public, and key stakeholders. 1. Background 1.1 Public spaces connect people to their community. As Clarington grows, recreational and leisure needs are changing and diversifying. That's why, as directed by Council in April 2023 in Report PDS-26-23, the Municipality of Clarington is creating a Parks, Recreation, and Culture Master Plan (PRCMP): to understand and plan for services and facilities to meet the community's needs now and in the future. 1.2 The Master Plan maps out Clarington's current resources and assets, creates a vision and makes recommendations for future spaces and services that are fiscally and environmentally sustainable while suiting the unique needs of the community for the next 10 to 15 years. 1.3 Monteith Brown Planning Consultants was retained in July 2023 to develop the PRCMP. Guided by a Terms of Reference prepared by the Municipality, development of the Master Plan was divided into five phases. Phase 1 consisted of background review, data collection, and preliminary analysis, as well as an inventory of facilities, programs, and services. Phase 2 focused on community engagement with residents, stakeholders, staff, and Council through a variety of engagement tactics; as shared with Council in Report PDS-011-2024. A draft master plan was closely reviewed by staff in Phase 3, inclusive of recommendations for parks, recreation, and culture facilities, and delivering services, and recommendations. 1.4 Currently, the project is at Stage 4: sharing the draft master plan with Council and the public for final review and comment. Following presentation to Council, a public engagement period will open for approximately three weeks. Following this, input will be considered and incorporated into the final Master Plan, which will be delivered for Council's approval at the October 28, 2024 Council meeting. 2 Parks, Recreation and Culture Master Plan Master Plan Development and Recommendations 2.1 Clarington's Parks, Recreation and Culture Master Plan was developed through extensive community engagement, staff and Council consultation (workshops, advisory committees, board meetings and interviews) and data collection, review and analysis. Page 34 Municipality of Clarington Page 3 Report CAO-004-24 2.2 Comparisons with other municipalities have been considered, although it is important to recognize that provision models differ in other communities due to the local context. For example, Clarington's large geographic land base and growth patterns (which are focused in three urban areas) are different from more concentrated municipalities. Clarington's large geographic area also requires the need to provide a higher level of service compared to other municipalities to ensure that the distribution and availability of facilities is equitable and is positioned to serve growth. 2.3 The proposed Master Plan includes 111 recommendations in the areas of Parks, Facilities, Culture, Service Delivery and Implementation. Parks 2.4 The PRCMP includes a Parks Plan, which provides the Municipality with direction on planning, acquiring, developing, and designing parks, as well as guidance on enhancing Clarington's recreational trail system based on available park data, existing approaches and best practices in other municipalities, provincial legislation, and other key inputs. This section satisfies the Municipality's requirement for a Parks Plan under Section 42 of the Planning Act that examines the need for parks. Facilities 2.5 The Facilities Plan section of the proposed Master Plan provides the Municipality and Clarington Library, Museum and Archives (CLMA) with guidance on enhancing existing and developing new community facilities for recreation, culture, libraries, museums and archives to address service gaps, respond to evolving interests, or to address growing community needs. 2.6 The Master Plan analyzes facility needs over the planning period and recommendations are identified at the end of each sub -section. Recommendations are not based upon one specific factor, but consider several factors, including background documents and plans, population and demographic characteristics, trends and best practices, inventory and distribution, facility utilization and program data, and service level targets. 2.7 The Master Plan compares our current state of service delivery targets in facilities compared to ideal service levels and requirements in the future to accommodate population growth. Culture 2.8 The proposed Master Plan provides guidance on elevating culture in Clarington and celebrating local arts, diversity, events, and people. Page 35 Municipality of Clarington Page 4 Report CAO-004-24 2.9 Both The Municipality of Clarington and CLMA deliver valued cultural services and programming, including special events and festivals, public art, community building, place -making and more. The Master Plan includes analysis of Clarington's strengths in these areas and recommendations for strategic improvements to foster culture. It also places priority on supporting and engaging Indigenous Peoples by working collaboratively to develop strategies and programs to ensure the Municipality's parks, recreation and culture program supports reconciliation. Delivery of Services 2.10 The proposed Master Plan provides the Municipality and CLMA with guidance on delivering services to meet the needs of current and future residents. Recommendations are based on community input, as well as research and best practices in other municipalities to provide the Municipality and CLMA with key directions to strengthen internal capacity, improve service delivery, engage underrepresented populations, and make evidence -based decisions. Implementation Strategy 2.11 An implementation summary is contained in the proposed Parks, Recreation and Culture Master Plan. By approving this Master Plan, the Municipality of Clarington and CLMA are not bound to implementing every recommendation and providing the facilities in the order, amount, or timing indicated; rather the Master Plan provides the Municipality and CLMA with guidance on community priorities and sets a general course of action to meet needs as they are presently defined. 2.12 For each recommendation, resource implications have been identified, particularly if there is a capital cost required for facility development or further study, if additional staffing will be required for operations, management, and service delivery, or if staff time is required. The current draft includes high-level preliminary analysis of staffing levels required for new amenities. These assumptions will be confirmed when the final report is submitted. 2.13 The timing of the recommendations proposed in the Master Plan recognizes the need for phased implementation, partnerships, and/or outside funding sources, as some recommendations are based upon what is needed and not necessarily what may be financially achievable at the present time. The timing of initiatives is organized into short, medium and long-term deliverables. 2.14 The Master Plan identifies the need to be reviewed regularly to identify areas where the availability of resources may affect the timing of implementation. Analysis of implementation options and capital/operating budget implications should be undertaken prior to approving major projects, as well as various funding sources and partnership opportunities. Many of the recommendations will need to be implemented through the Clarington Official Plan, as part of the upcoming review process. Page 36 Municipality of Clarington Page 5 Report CAO-004-24 3 Financial Considerations 3.1 With the completion of the Master Plan, the Municipality of Clarington will have the information required to: • Undertake a new Development Charge Background Study to embrace the identified growth -related capital needs related to parkland development, recreation, and library services; • Update the Parkland Dedication By-law to maximize the amount of parkland conveyance and/or payment -in -lieu funds from future growth that is allowable under the Planning Act; • Consider capital needs in excess of the parkland provisions of the Planning Act, and Development Charges Act provisions, through a Community Benefits Charge Strategy; • Consider when an update to the user fees by-law(s) should be undertaken to embrace updated fees for new facilities, services, and/or programs identified in the Master Plan; • Consider applying for funding through grant programs that are/become available related to these services; and • Consider the impacts of future financial needs to be funded through property taxes, during future budgeting process. 3.2 The Master Plan requires financial investment in Clarington's parks, recreation, culture, and library system, and it outlines a series of priorities for new infrastructure to meet growth -related needs, as well as to upgrade, modernize, or renew aging assets to better respond to community expectations. Clarington has limited resources, and it cannot afford to do everything that the community desires, underscoring the importance of undertaking this Master Plan to prioritize needs and resources. 3.3 High-level capital cost estimates have been identified within the Master Plan for the recommended new facility needs to meet current and future needs towards 2036. Given that these are high-level capital cost estimates, they will need to be reviewed and confirmed prior to any facility construction, or as part of a future Master Plan update, as there are many factors that influence actual costs, such as availability of materials and labour, quality of fit and finishes, consulting fees, and other variables. 3.4 The preliminary capital cost estimates, in 2024 dollars, of approximately $385 million were completed by Watson & Associates Economists Ltd. and have been attached to this report (Attachment 2, page 22). Page 37 Municipality of Clarington Page 6 Report CAO-004-24 3.5 The cost estimates include $159.4 million for parkland acquisition and $13.9 million for parkland development. Approximately $184 million relates to the capital infrastructure needs identified in the plan, including indoor facilities, such as arenas, aquatics, library, and community spaces, and outdoor recreation, such as sports fields and playgrounds. The cost estimate also includes approximately $27.5 million in studies and additional amenities (e.g. trail development). 4 Strategic Plan 4.1 The PRCMP is a key part of Clarington's 2024-27 Strategic Plan, listed under priority G.2.3: Develop and complete Parks, Recreation, and Culture Master Plan and Prioritize action items for implementation. 5 Climate Change 5.1 The Parks, Recreation and Culture Master Plan recommends that Clarington design new and redeveloped parks and facilities with a climate change lens; with regard for guiding frameworks such as the Clarington Corporate Climate Action Plan to achieve the Municipality's goal of reducing greenhouse gas emissions by 35% by 2030 and net - zero emissions by 2050. 6 Concurrence 6.1 This report has been reviewed by the Deputy CAO of Planning and Infrastructure, Deputy CAO of Finance and Technology/Treasurer, and Deputy CAO of Public Services, who concur with the recommendation. 7 Conclusion 7.1 It is respectfully recommended that staff be directed to proceed with Phase 4 of the PRCMP: Draft Master Plan and Consultation, by sharing the draft Master Plan with stakeholders and the public for a public engagement period of three weeks, and that staff prepare a subsequent recommendation report for the Council meeting of October 28, 2024. Staff Contact: Justin MacLean, Director, Strategic Initiatives, jmaclean(a�clarington.net Attachments: Attachment 1 — Draft Parks, Recreation and Culture Master Plan Attachment 2 — Financial Analysis — Draft Interested Parties: List of Interested Parties available from Department. Page 38 I h NO a r or p y 1 01 "1 TWIZI Municipality of Clarington Parks, Recreation and Culture Master Plan September 2024 44. la,ctra. OWatson 8. Associates Monteith•Brown TUCKER-RHOBAMOCIATES ECONOMISTS L T Q planning consultants S _.•_z z_ �• .'fir. -' - - 1~� �� �. —. - _ � _ ��' ;� - `\ - �qlr�'7ga �z _ f •� a v z.` _ :'i°r }t` tFy��''y11j,Rq.jA��.�S''f p9 :` �n({��4(,,'{��i4e Fa aSsss,,Y��� :'2 \k �, ill '", t`4i��:f ririF`F�•�} 'A�i"n� �A' �' �r�{ �'�' �9�''ar� ,i - k § y� r a v� •. 'YS �t � 4 x 'Cs, ��t� � . 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YJi',tr'k�{' �' f`'""vxY 2 � >S� x'�'lr�G7 J'y z �r �&>�x,?fj99-��fi� 9�����.t''��t;� '�xyr,,��'�y�, €���,�i'' ��-�' C 6 ��� 4 ,,. _ .• � �.E +ter � (� •y�, �' 3 .r+.� aF•��-4��tp�.k !'4 .CIF I'�F�fY ��4-�ryy"e" �i_i'.r�3��� �,'w 7y� yY� �{ia.. tirt f� - �f k���, ',,��yy jr� . �^`-� .. i>•�.r �3� x4.rF',s,i v�xta'rt�;;;".:'��.e{��> .J,fs+;r'�%'r:�:v;.i�n�x�s., 4� rs�-� ��i�.u.r�5�. y. ��a.�La .��9r.�r. ,:6..>'�:';r,., t��� •:h � . , .�� r ' Land Acknowledgment Statement The Municipality of Clarington is situated within the traditional and treaty territory of the Mississaugas and Chippewas of the Anishinabeg, known today as the Williams Treaties First Nations. Our work on these lands acknowledges their resilience and their longstanding contributions to the area now known as the Municipality of Clarington. Pearce Farm Park Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Contents 1. Introduction............................................................................................................... 1 1.1 Master Planning for Parks, Recreation and Culture ........................................... 1 1.2 Achievements and Ongoing Initiatives................................................................ 2 1.3 Planning Process................................................................................................. 3 1.4 Benefits of Parks, Recreation, and Culture......................................................... 3 1.5 Clarington is Evolving.......................................................................................... 4 2. Community Engagement.......................................................................................... 7 2.1 Community Engagement Strategy...................................................................... 7 2.2 What We Heard................................................................................................... 8 3. Parks Plan.................................................................................................................11 3.1 Defining Parks.....................................................................................................11 3.2 Park Hierarchy....................................................................................................11 3.3 Park Facilities and Amenities............................................................................ 13 3.4 Park Policies...................................................................................................... 15 3.5 Park Service Levels and Future Needs............................................................ 21 3.6 Park Design Strategies...................................................................................... 35 3.7 Recreation Trails................................................................................................ 41 3.8 Aligning with the Clarington Waterfront Strategy .............................................. 48 4. Facilities Plan.......................................................................................................... 50 4.1 Arenas................................................................................................................53 4.2 Indoor Aquatics Centres.................................................................................... 59 4.3 Fitness Spaces.................................................................................................. 64 4.4 Indoor Walking Tracks....................................................................................... 66 4.5 Gymnasiums...................................................................................................... 67 4.6 Multi -Purpose Spaces and Community Halls ................................................... 70 4.7 Dedicated Youth and Older Adult Spaces......................................................... 73 4.8 Squash Courts................................................................................................... 76 4.9 Indoor Artificial Turf Fields................................................................................. 78 4.10 Outdoor Rectangular Fields.............................................................................. 80 4.11 Ball Diamonds.................................................................................................... 87 4.12 Cricket Fields..................................................................................................... 92 4.13 Outdoor Tennis Courts....................................................................................... 93 4.14 Outdoor Pickleball Courts.................................................................................. 98 4.15 Basketball Courts............................................................................................. 103 4.16 Outdoor Splash Pads and Outdoor Pools ....................................................... 107 Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. I i Page 41 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 4.17 Skate Parks and Pump Tracks.........................................................................112 4.18 Leash -Free Dog Parks.....................................................................................116 4.19 Community Gardens........................................................................................ 120 4.20 Outdoor Fitness Equipment............................................................................. 124 4.21 Playgrounds..................................................................................................... 125 4.22 Outdoor Skating Surfaces............................................................................... 129 4.23 Outdoor Lacrosse Boxes................................................................................. 130 4.24 Arts and Culture Facilities................................................................................ 132 4.25 Library Space................................................................................................... 138 4.26 Museum and Archives Space.......................................................................... 146 5. Culture Plan........................................................................................................... 148 5.1 Providing a Foundation for Culture................................................................. 149 5.2 Cultural Diversity in Clarington........................................................................ 150 5.3 Public Art..........................................................................................................150 5.4 Special Events and Festivals.......................................................................... 152 5.5 Supporting and Engaging Indigenous Peoples .............................................. 154 6. Delivering Services............................................................................................... 157 6.1 Service Delivery Model.................................................................................... 157 6.2 Programs, Services and Resources................................................................ 159 6.3 Diversity, Equity, and Inclusivity...................................................................... 171 6.4 Communication and Marketing........................................................................ 177 7. Implementation Strategy...................................................................................... 178 7.1 Monitoring, Reviewing and Updating the Plan ................................................ 178 7.2 Partnership Development................................................................................ 179 7.3 Financial Considerations................................................................................. 180 7.4 Staffing Implications......................................................................................... 184 7.5 Building Internal Capacity to Implement the Master Plan ............................... 201 7.6 Implementation Strategy.................................................................................. 210 Appendix A: A Framework for Accepting Encumbered Lands ............................... 237 Appendix B: Parkland Dedication Scenarios Under the Planning Act .................. 239 Appendix C: Facility Service Level Benchmarking.................................................. 241 Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. I ii Page 42 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) List of Figures Figure 1: Key Areas of Future Population Growth............................................................. 6 Figure 2: Support for Additional Public Investment in Parks, Recreation and Culture Facilities (n= 2,482 to 2,515)........................................................................................ 10 Figure 3: Distribution of Existing and Future Parks......................................................... 28 Figure 4: Distribution of Existing and Future Parkland, Courtice and Bowmanville ....... 29 Figure 5: Distribution of Existing and Future Parkland, Newcastle and Orono .............. 30 Figure 6: Preliminary Concept for Bowmanville Park on the former Zoo Lands (Draft June2024)........................................................................................................................ 33 Figure 7: Conceptual Trail Network.................................................................................. 47 Figure 8: Key Factors in Analyzing Facility Needs.......................................................... 50 Figure 9: Prime Time Arena Utilization Rate, 2023/2024 Season ................................... 55 Figure 10: Historical System -Wide Arena Utilization Rates during Prime Time ............. 55 Figure 11: Diane Hamre Recreation Complex Gymnasium Utilization ........................... 68 Figure 12: Historical Bowmanville Indoor Soccer Facility Utilization Rates during Prime Time.................................................................................................................................. 79 Figure 13: Distribution of Rectangular Fields.................................................................. 86 Figure 14: Distribution of Ball Diamonds......................................................................... 91 Figure 15: Distribution of Tennis Courts........................................................................... 97 Figure 16: Distribution of Pickleball Courts.................................................................... 102 Figure 17: Distribution of Basketball Courts.................................................................. 106 Figure 18: Distribution of Splash Pads...........................................................................111 Figure 19: Distribution of Skate Parks............................................................................115 Figure 20: Distribution of Leash -Free Dog Parks...........................................................119 Figure 21: Distribution of Community Gardens............................................................. 123 Figure 22: Distribution of Playgrounds........................................................................... 128 Figure 23: Distribution of Clarington Library, Museum & Archives Facilities ................ 139 List of Tables Table 1: Municipality of Clarington Projected Population, 2021 to 2036 .......................... 4 Table 2: Recommended Park Hierarchy.......................................................................... 12 Table 3: Park Facility and Amenity Framework............................................................... 14 Table4: Park Supply......................................................................................................... 21 Table 5: Recommended Park Standards by Type........................................................... 22 Table 6: Future Park Needs by Type Based on Recommended Service Standards (hectares).......................................................................................................................... 23 Table 7: Site Requirements for a Potential Sports Field Complex .................................. 27 Table 8: Site Selection Criteria for Acquiring a Future Sports Complex(es) ................... 27 Table 9: Future Facility Needs by Type Based on Needs Analysis ................................. 52 Table 10: Projected Ice Pad Needs, 2026 to 2036.......................................................... 57 Table 11: Projected Indoor Aquatic Centre Needs, 2026 to 2036................................... 61 Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. I iii Page 43 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Table 12: Projected Indoor Aquatic Centre Needs by Community, 2026 to 2036 .......... 61 Table 13: Projected Gymnasium Needs, 2026 to 2036................................................... 69 Table 14: Projected Outdoor Rectangular Fields Needs, 2026 to 2036 ......................... 82 Table 15: Projected Ball Diamond Needs, 2026 to 2036................................................ 88 Table 16: Projected Tennis Court Needs by Community ................................................. 95 Table 17: Projected Pickleball Court Needs by Community, 2026 to 2031 .................... 99 Table 18: Projected Basketball Court Needs by Community, 2026 to 2031 ................. 104 Table 19: Projected Splash Pad Needs, 2026 to 2036.................................................. 108 Table 20: Service Level Comparison, Library Square Feet Per Person ....................... 138 Table 21: Projected Library Space Needs..................................................................... 140 Table 22: Projected Library Space Needs by Community ............................................. 141 Table 23: Municipality's Role in Special Events and Festivals ...................................... 152 Table 24: Registered Community Services Programming, 2022.................................. 160 Table 25: Drop -in Community Services Programming, 2022........................................ 160 Table 26: Canada's 24-Hour Movement Guidelines...................................................... 163 Table 27: Participation in Library Programs by Type ..................................................... 165 Table 28: Library Materials and Resources................................................................... 167 Table 29: Estimated Population of Select Population Groups ...................................... 171 Table 30: Preliminary Capital Cost Estimates for New Facility Needs .......................... 182 Table 31: Parks Operations Staffing Impacts of the Master Plan Recommendations.. 188 Table 32: Summary of Changes to Parks Operations Staff Complement .................... 191 Table 33: Community Services Staffing Impacts of the Master Plan Recommendations 193 ........................................................................................................................................ Table 34: Summary of Changes to Community Services Staff Complement ............... 196 Table 35: Summary of Arts and Culture Staff Increases ............................................... 197 Table 36: CLMA Staffing Impacts of the Master Plan Recommendations .................... 199 Table 37: Summary of Changes to CLMA Staff Complement ....................................... 200 Table 38: Performance Measures and Targets to Consider .......................................... 203 Table 39: Organizational Design Principles................................................................... 206 Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. I iv Page 44 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 1. Introduction 1.1 Master Planning for Parks, Recreation and Culture The Municipality of Clarington is located in Durham Region and offers a blended urban and rural lifestyle that includes four settlement areas — Bowmanville, Courtice, Newcastle and Orono — and 13 hamlets. Clarington is recognized for its abundance of natural features, including picturesque views of the Oak Ridges Moraine and Lake Ontario. These are complemented by a diverse and connected parks system as well as, recreation and cultural facilities, programs, and services provided by the Municipality and various organizations. Public parks, recreation, and culture services are an important part of community success and wellbeing. They contribute to community building, sense of place, and quality of life through significant social, economic, and environmental benefits by providing spaces for services and programs for residents and visitors to gather and participate in meaningful activities. Universal access to parks, recreation, and culture opportunities that address diverse needs and offer affordable, high -quality opportunities is vital to individual and community health and prosperity. The Municipality recognizes the importance of these benefits and is taking a proactive approach through this Parks, Recreation and Culture Master Plan that considers past studies and achievements, and charts a course forward to guide priorities and future investment towards 2036 for: • Indoor recreation facilities such as arenas, pools and gymnasiums; • Outdoor recreation facilities such as sports fields, playgrounds and splash pads; • Parks and open spaces; • Cultural facilities and libraries; and • Programs and service delivery. 4 Bond Head Parkette Bowmanville Library Diane Hamre Recreation Complex Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 1 Page 45 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 1.2 Achievements and Ongoing Initiatives Clarington takes pride in its parks, recreation, and culture system. In recent years, the Municipality has made significant strides in strengthening its parks, recreation, and culture opportunities, through the work of staff across key departments, including Planning and Infrastructure and Public Services, as well as the Clarington Library, Museums and Archives (CLMA). Recent accomplishments and ongoing initiatives include (not a complete list): Recreation • Clarington's first cricket pitch was opened at Courtice Memorial Park. • Outdoor refrigerated skating rinks are currently being designed in Bowmanville and Newcastle, and the location in Courtice is currently under construction. • Moving forward with the planning and design of Phase 1 to the South Bowmanville Recreation Centre. • Installed environmentally friendly solar lighting at the Courtice off -leash dog park. • Steady increase in community services and programs following Public Health and Provincial restrictions related to the COVID-19 pandemic. Parks • Implemented a new Parkland Dedication By-law. • Completed construction of the Toyota Trail in Bowmanville and the Lion's Trail in Newcastle. • Commenced planning of Bowmanville Community Park (formerly known as the Bowmanville Zoo) in partnership with Valleys 2000 for the redevelopment of the property. • Working with the Jury Lands Foundation on the future of the Camp 30 Cafeteria Building. • Completed construction of several new parks such as Douglas Kemp Parkette, Bruce Cameron Park, Northglen Park, and Newcastle Community Park. • Completed conversion of the tennis courts at Stuart Park to four pickleball courts, one of which is an accessible court. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 2 Page 46 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Culture and Library • Introduced an accessible reading collection, including decodable books for readers with dyslexia and readers in the early stages of literacy. • Launched Clarington's first multilingual collection. • Improved convenience of accessing literacy materials by removing fines for overdue materials and offering automatic renewals. • Expanded the Library of Things to include sports equipment, light therapy lamps, and home theatre equipment. • Undertook accessibility retrofits at the Bowmanville and Orono Library Branch. • Opened Clarington's first makerspace at the Courtice Library Branch. 1.3 Planning Process Guided by a Terms of Reference prepared by the Municipality, development of the Master Plan was divided into five phases. Phase 1 consisted of background review, data collection, and preliminary analysis, as well as an inventory of facilities, programs, and services. Phase 2 focused on community engagement with residents, stakeholders, staff, and Council through a variety of engagement tactics. A draft master plan was developed in Phase 3 to recommendations for parks, recreation, and culture facilities, and delivering services, and recommendations, which will be tested with the public in Phase 4. The final Master Plan will be delivered for Council's approval in Phase 5. 1.4 Benefits of Parks, Recreation, and Culture The strength of parks, recreation, and cultural services is crucial to the community's success and wellbeing. They contribute in a significant way to Clarington's social, economic, and environmental priorities by providing spaces for services and programs that benefit residents and support community building. Universal access to parks, recreation, and culture opportunities that address diverse needs and offer affordable, high -quality opportunities is vital to individual and community health and prosperity. Clarington recognizes these benefits and advances them through this Master Plan and its implementation. In short, parks, recreation, and cultural opportunities can: • Enhance mental and physical wellbeing; • Enhance social wellbeing and promote engagement and inclusion; • Help build strong families and communities; • Help people connect with nature; • Help people develop critical and creative thinking skills; and • Provide wide-ranging economic benefits such as tourism. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 3 Page 47 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 1.5 Clarington is Evolving Understanding who lives in Clarington now and who may be living here towards 2036 is important to ensure that the Municipality's parks, recreation, and cultural opportunities respond to the evolving community profile. Based on a review of key demographic documents and existing studies, including the Statistics Canada Census, Region of Durham Official Plan (adopted by the Region but awaiting approval from the Province of Ontario), and other resources such as Let's PLAN Clarington and Clarington Growth Forecasts, notable demographic findings and assumptions are highlighted below. Clarington's current 2024 population is 108,757 residents and it is anticipated to reach 162,640 residents by 2036, representing a growth of 50%.1,2 Recognizing that the current population is an estimate of the Municipality, the 2026 Census population will provide Clarington with a renewed opportunity to confirm population growth alignment with projections or if adjustments are needed, which should be undertaken through a recommended five-year Master Plan update. Bowmanville is expected to accommodate a large portion of population growth during the planning period, followed by Courtice and Newcastle, particularly through intensification of designated Urban Centres and Major Transit Station Areas (MTSAs) such as Bowmanville GO and Courtice GO MTSAs (Table 1). Population growth is also expected through secondary plan areas in greenfield areas. Key areas of future population growth are illustrated in Figure 1. Table 1: Municipality of Clarington Projected Population, 2021 to 2036 Bowmanville 1 47,777 2026 58,327 11 20311 69,456 79,972 Courtice 27,924 31,984 36,421 40,286 Newcastle 10,360 13,074 16,813 20,417 Orono 2,105 2,235 2,416 2,556 Rural 17,104 18,109 18,873 19,399 Total 105,270 123,730 143,970 162,640 Source: Hemson Consulting, 2021. Growth forecasts modified by Municipality of Clarington to align with the Region of Durham Envision Durham Adopted Official Plan. Population figures include undercount and may not add precisely due to rounding. Municipality of Clarington mid-2024 population. 2 Durham Region. 2023. Envision Durham Adopted Official Plan, As Amended. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 14 Page 48 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) • The Municipality has signed a Housing Pledge to demonstrate its commitment to increasing the housing supply in Clarington, with 23,067 residential units planned to be constructed by 2031,3 which far exceeds the 13,000 residential units allocated to the Municipality as part of the Province's goal of building 1.5 million homes. • The Municipality's median age in 2021 was 39.2 years, which was marginally lower compared to Durham Region (40.0 years) and Ontario (41.6 years). Between 2016 and 2021, the population of seniors (ages 70+) and older adults (ages 55 to 69) increased by 30% and 18%, respectively, while the population of children (ages 0 to 9) grew by 14%. All other age groups increased between 3% and 6%. Aging of the population is expected to continue during the planning period. • The 2021 Census reported that the median income of Clarington households in 2020 was $112,000, which was higher than both Durham Region ($107,000) and Ontario ($91,000). Clarington also has a slightly lower proportion of the population that are living below the low- income measure, after-tax (LIM-AT) at 5% compared to 7% in Durham Region and 10% in Ontario. • Clarington is becoming more culturally diverse. The 2021 Census reported that 15% of residents were immigrants, which was an increase from 12% in the 2016 Census. Major countries of origin include Europe, Asia, and the Americas. Continued cultural diversification during the planning period is expected. • Based on the Provincial rate, it is estimated that one - quarter of Clarington's residents (approximately 29,000 residents) are living with a disability, which is anticipated to increase as the population ages. 3 Staff Report PDS-009-23 Ir .4, j .� �I:�LSy �.. Yzr.i - ..�''ll Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 5 Page 49 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Figure 1: Key Areas of Future Population Growth Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 16 Page 50 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 2. Community Engagement 2.1 Community Engagement Strategy A Community Engagement Strategy was created to guide consultation activities to collect input from residents, stakeholders, Municipal and CLMA staff, Council, and other representatives. This section provides highlights from the engagement tactics that were undertaken to collect input. Details can be found in the Community Engagement Summary Report. A project webpage was created on Clarington Connected and the Master Plan was promoted through a Council Briefing Note, radio interviews and commercials (including Spotify advertisements), media press release, posters and pop-up banners, bookmark handouts, calendar event listings, digital signage promotion, print advertisements, including in the Clarington Connected newsletter that was mailed to all residents in the Municipality, word of mouth, a robust social media campaign, and more. The following consultation activities were held. Additional public consultation will be held once the draft Master Plan is available for public review and feedback. r JarirkKor� Wrtuai nnbiK intarnsbon ccntin Parks, Recreation, and Culture Master Plan 4-.2, O K tra. _ - • • household P'a't'��patsa tin any of U+a 1o,�a`+r�nq have you or anyone ir+Y nPre4sewhere7SelectafYthatZo' �— ---` Pur - __ - _-__ _` 5� ,�yfs teg. or'n�aea osaer 0—n3tcot=.e�� - rograrns lunthePns. _ ------- __..._. Canada O� door tonnfa "�h�sdsan nerd(®-g'° - _ _._..._.�.. � Preschool or Runsiin9- ther a IibrarY tnstructi onai, -- _ - -- merCamP� School SWiss�mingl ycu6� Flsehouse s e9 y amps, e4c.?_ _.._._..—etc.l-.j. so9 �_.. P1a Y9 soun"d ecl 2— "....____ . use ol ...__.� -- of sP 09 s a tasmess f- • Public Open Houses (4 in -person and 1 online, --' �" n r, �8s118 m .. v lift Pgsso with approximately 200 direct engagements with individuals) • Community Survey (3,203 survey submissions) • Stakeholder Focus Groups (10 sessions, 31 groups) • Advisory Committee and Board Meetings (6 advisory committees and 2 boards) • Staff Workshops (2 workshops, 55 staff) • Council Interviews (Mayor and 6 Councillors) • Written Submissions (6 received as of February 2024) Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 7 Page 51 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 2.2 What We Heard This section highlights common themes that were heard through the consultation activities. Figure 2 summarizes the level of public support from the community survey for additional public spending on developing new or enhancing new parks, recreation, and culture facilities; this information was taken into consideration with other factors to consider future needs. • Clarington's parks, recreation, and culture system is viewed as a strength of the community that attracts new residents, visitors, and economic development to the Municipality and it should continue to be a high priority. • Access to parks and open spaces is important and there are opportunities to strengthen trail connections with nature through the development of the Bowmanville Zoo. Connecting the Municipality's parks and trails system, including to the rural area, valleylands, and the waterfront, was expressed, including creating a looped trail around Bowmanville, known as the "circle of green" was expressed. • The Municipality's waterfront is highly valued by the community and there is potential for enhancement to encourage greater use such as passive recreation opportunities, including trails and outdoor spaces for special events, performing arts, and more. • Emphasis should be placed on maximizing the use of existing parks, recreation, and cultural facilities, which may require consideration for park or facility renewal or enhancement. • As population growth occurs, there is a need to ensure that Clarington's parks, recreation, and culture system expands to respond to community needs and public expectations. This will also result in staffing and financial needs, as well as municipal support for community organizations, service providers, and community facility operators to ensure they are successful such as direct funding, pursuit of grants, volunteerism, promotion, awareness, and more. • The community is proud of CLMA's services and resources such as the food pantry, borrowing library, and social services. There is support for updating the Bowmanville branch to better respond to trends such as the demand for study rooms and makerspaces. Library services to serve the rural area of the Municipality were also suggested. Consideration for incorporating library spaces as part of multi -use community centres was suggested, such as what is currently offered at the Courtice Community Complex. Enhanced library services in the rural area were suggested, including establishing a bookmobile. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 8 Page 52 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) • There is a desire for the Municipality to offer more popular recreation activities at convenient times that work for families to ensure that everyone has an opportunity to participate in registered programs. • There is a strong desire for casual, unstructured activities for residents of all ages. • Requests were made for more facilities including, but not limited to, indoor pools, ice pads, indoor artificial turf fields, pickleball courts, cricket pitches, gymnasiums, youth drop -in space in the rural area, off -leash dog parks, squash courts, outdoor fitness equipment, program and sensory rooms, indoor walking tracks, performing arts space, and more. • Parks, recreation, and culture facilities, programs, and services should be accessible to persons with disabilities and inclusive of all residents, regardless of age, ability, income, background, and orientation. • Clarington's natural heritage spaces and local history is an important part of the Municipality's identity, and their protection and preservation need to be considered. Promoting their enjoyment is encouraged, although it should be done in a manner that minimizes negative impacts on the environment. hlarinotan Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 9 Page 53 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Figure 2: Support for Additional Public Investment in Parks, Recreation and Culture Facilities (n= 2,482 to 2,515) Clarington waterfront Paved multi -use trails Acquisition of parks and open space Indoor pools Unpaved nature trails Outdoor ice rink / trail Playgrounds Fitness centres Indoor multi -use sports dome Space for community events Splash pads Dedicated youth centres Arenas (indoor ice) Indoor walking track Gymnasiums Outdoor swimming pools Therapy pools Outdoor education space Community gardens Library branches Outdoor soccer fields Outdoor fitness equipment Indoor space for large special events Arts and crafts program rooms Dedicated 55+ centres Outdoor basketball courts Heritage buildings Community halls and meeting spaces Outdoor reading garden Outdoor tennis courts Performing arts space Baseball or softball diamonds Performing art spaces Museums Sports field for football and rugby Off -leash dog parks Outdoor pickleball courts Skateboard parks Outdoor lacrosse boxes Disc golf course Cricket fields Strongly Support or Somewhat Support 5% 7% 7% 5% 5% 5% 12% 9% 6% 13% 9% 8% 12% 11% 10% 14% 13% 12% 9% 10% 14% 13% 15% 12% 12% 18% 13% 16% 12% 20% 15% 17% 17% 27% 28% Strongly Opposed or Somewhat Opposed 5% Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 10 Page 54 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 3. Parks Plan This section provides the Municipality with direction on planning, acquiring, developing, and designing parks, as well as guidance on enhancing Clarington's recreational trail system based on available park data, existing approaches and best practices in other municipalities, provincial legislation, and other key inputs. This section satisfies the Municipality's requirement for a Parks Plan under Section 42 of the Planning Act that examines the need for parks (it is noted that school boards were engaged as part of this Master Plan process). 3.1 Defining Parks Parks refers to municipal lands that are suitable for the development or installation of built recreational amenities (such as sports fields, playgrounds, courts, etc.) and may be used for both organized and unorganized activities. The Municipality's parks are complemented by open greenspaces and natural areas, as well as non -municipally owned lands, including conservation areas and the waterfront. Open greenspaces and natural areas refer to sites with no to low development potential and are primarily designated for purposes such as provincially significant wetlands, environmentally significant and sensitive natural areas, watercourses, floodplains, etc. Due to the lack of development potential of these lands, they are generally used for low -intensity recreation activities only. While open greenspaces and natural areas are not a direct focus of the Master Plan, their important contributions to complementing the parks system are recognized. 3.2 Park Hierarchy A park hierarchy is used to guide the development of park types by defining the size, form, function, and or level of amenity found within them. The hierarchy system allows the public to understand what a park might include and can position parks to be compatible with neighbouring land uses. Clarington's park hierarchy is established in the Municipality's Official Plan, which classifies parks into six categories — Municipal Wide Parks, Community Parks, Neighbourhood Parks, Parkettes, Public Squares, and Hamlet Parks. A review of existing park descriptions revealed that there are opportunities for adjustments to reflect what currently exists in Clarington's parks system, respond to planning legislation, and reflect best practices in park design and the public's desire for enhanced amenities and features. Recommended park sizes are based on the types of outdoor active recreation facilities that are permitted in each classification; not all outdoor active recreation facilities are expected to be accommodated at each individual park. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 11 Page 55 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) The adjusted park hierarchy recommended through this Master Plan includes five park types, including Municipal Wide Parks, Community Parks, Neighbourhood Parks, Parkettes, and Urban Parks and Squares (Table 2). The recommended park hierarchy should be considered by staff as part of the Official Plan Review process; further refinements by the Municipality may be necessary, particularly to reflect any new planning legislation that may be forthcoming that may impact park provision. The Municipality should review and reclassify its parks supply to align with the recommended hierarchy. Table 2: Recommended Park Hierarchy Municipal Wide Parks are designed to serve the entire Municipality. They are focal points of Clarington that offer flexible space and programming for large-scale gatherings, special events, and to accommodate facilities for the Municipality, including major sports parks or complexes with multiple lit sports fields. Municipal Wide Parks should primarily include outdoor active recreation uses as well as other features such as trail linkages. The size and shape of Municipal Wide Parks will depend on the attributes of the property and the specific program for the park. Community Parks are designed to serve community and recreational needs of several neighborhoods at a smaller scale compared to Municipal Wide Parks. Community Parks should primarily include outdoor active recreation uses as well as other features such as trail linkages. Community Parks shall have a minimum size of five hectares to accommodate the outdoor recreation facilities that are typically expected within these types of parks. Neighbourhood Parks are designed to serve the local neighbourhood of surrounding residents. Neighbourhood Parks may include a limited range of outdoor recreation facilities and passive open space for casual use, including an unlit sports field, as well as trail linkages. Neighbourhood Parks shall have a minimum size of 2.5 hectares to accommodate the outdoor recreation facilities that are typically expected within these types of parks to a maximum of five hectares. Parkettes are intended to augment the recreation, leisure and amenity needs of a neighbourhood but will not contain sports fields. They shall be between 0.5 and 0.8 hectares in size. They are required whenever the Municipality deems it necessary to augment, provide a good distribution of parks, or adjust the park requirements of any neighbourhood. Urban Parks and Squares are intended to enhance the public realm by providing defined spaces for social interaction and are generally incorporated within Priority Intensification Areas. They shall be a minimum of 0.4 hectare in size and can be used for small-scale outdoor activities/games, along with cultural events, public art, and farmers' markets. They shall be highly visible from the dominant street frontage and shall be designed to support activity year-round. Urban Parks and Squares shall be unencumbered by underground parking, utilities and other infrastructure and have suitable soil to support the growth of large trees. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 12 Page 56 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Clarington's parks are complemented by open spaces and natural areas that contribute to the broader natural heritage system, although they may support limited low impact outdoor active recreation uses, such as Bowmanville Park on the former Zoo Lands. Open spaces and natural areas may include land encumbrances and natural hazards such as floodplains and other land constraints. Guided by this Master Plan, incorporate a new park hierarchy as part of the Municipality's Official Plan Review to ensure that it reflects parks that exist or are planned in Clarington, as well as to align with modern expectations and best practices in different park types, particularly in emerging intensification areas. The Municipality should review and reclassify its park supply to align with the new hierarchy system. 3.3 Park Facilities and Amenities As Clarington's population grows and becomes more diverse, the Municipality can anticipate increased pressure for a broader range of outdoor recreation facilities, amenities and features within its parks. There is merit in establishing a detailed framework that defines appropriate facilities and amenities for each park type to continue to guide the development of park spaces, as well as to respond to public requests in a consistent and transparent manner. The following table is a park facilities and amenities framework, which is based on what currently exists in Clarington, as well as park planning best practices from other GTA municipalities. The Municipality should use this framework as the basis for developing a detailed design manual for facilities and amenities that should be located in each type of park. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 13 Page 57 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Table 3: Park Facility and Amenity Framework • = Mandatory O = Optional and Amenities Rectangular Field (Lit Artificial) Municipal Wide 0 Community Wide 0 NeighbourhoodFacilities Parkette Urban Rectangular Field (Lit Grass) 0 0 Rectangular Field (Unlit Grass) 0 0 Ball Diamond (Lit) 0 0 Ball Diamond (Unlit) 0 0 Cricket Grounds 0 0 Sport Courts (Tennis, Pickleball, Basketball) 0 0 0 0 Outdoor Pools 0 0 Splash Pads 0 0 Spray Features 0 0 0 Skate Parks 0 Skate Zones 0 0 Pump Tracks 0 Leash -Free Dog Parks 0 0 Community Gardens 0 0 Outdoor Fitness Equipment 0 0 0 0 Playgrounds 0 0 0 0 Skating Surfaces (Refrigerated) 0 0 0 Skating Surfaces (Natural) 0 0 Outdoor Lacrosse Boxes 0 0 Special Event Spaces 0 0 0 Parking Lot • 0 Park Seating • • • • • Park Shade Structures 0 0 0 0 0 Park Washrooms (Permanent)* • • Park Washrooms (Temporary)** 0 Public Art 0 0 0 0 Bicycle Parking • • • • • Pathway/Trail Linkages • • • • • Drink Fountains / Bottle Filling Stations • • 0 Unprogrammed Open Spaces • • • • • Naturalized Spaces 0 0 0 0 0 Environmental Sustainability Features • • • • • * Standalone permanent washroom or within an on -site community facility. ** A temporary washroom may be provided if there is a permitted sports field or diamond. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 14 Page 58 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 2. Use the recommended park facilities and amenities framework contained in this Master Plan as the basis for developing a detailed design manual to establish standards for facilities and amenities for each park type according to the recommended park hierarchy. As a best practice, the development of indoor community and recreation facilities on parkland should be minimized to ensure that sufficient space is available to meet needs for outdoor recreation and cultural facilities and amenities. 3.4 Park Policies Existing Parkland Dedication Policies Clarington's parkland dedication policies are outlined in Section 23.10 of the Official Plan. Under this section of the Official Plan, the Municipality requires the conveyance of land for park or other public recreation purpose, which should be free of encumbrances. The policies state that the conveyance of land shall be in accordance with the following (which are implemented through the Municipality's Parkland and Open Space Dedication By-law (#2023-042)): a) For residential development, redevelopment or plans of subdivision providing for low, medium and/or high density uses, conveyance or dedication shall be either equal to 5% of the land proposed for development, redevelopment or subdivision or one hectare per 300 dwelling units, whichever is greater; b) For industrial or commercial development, redevelopment or subdivision, a conveyance or dedication based on 2% of the land; c) For mixed use development, conveyance or dedication requirements will only apply to the residential portion of the development proposal in the amount equal to one hectare per 300 dwelling units. However, in no instance shall the contribution be less than 2% of the land area or the equivalent payment -in -lieu value; d) For conversion of non-residential buildings to residential uses, dedication will be in accordance with Subsection (a) with appropriate credit to be made for any previous dedication; and e) For residential plans of subdivision, the standard of one hectare per 300 dwelling units may be applied to blocks within the plan of subdivision, provided such blocks are excluded from the calculation for the 5% of the land proposed for subdivision. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 15 Page 59 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Section 23.10.4 identifies that the Municipality may accept cash -in -lieu of parkland (or a combination of cash and land) where: a) The use of the alternative parkland dedication policy consumes more than 10% of the site area thereby rendering the site undevelopable; or b) The amount of land for parkland does not result in a sufficient area of park development; or c) The dedication of land is not deemed necessary. Alignment with the Amended Planning Act In recent years, a number of changes have been made or proposed to the parkland dedication requirements established in the Planning Act: • Bill 108 (More Homes, More Choice Act, 2019) proposed sweeping changes to parkland dedication requirements, but these changes were not brought into force as they were ultimately further amended through Bill 197. • Bill 197 (COVID-19 Economic Recovery Act, 2020) introduced a clause for existing parkland dedication by-laws that use the alternative rate (September 18, 2022); whereby new by-laws are appealable to the Ontario Land Tribunal. • Bill 109 (More Homes for Everyone Act, 2022) amended parkland requirements on lands designated as transit -oriented communities, including allowances for encumbered lands. • Bill 23 (More Homes Built Faster Act, 2022) was introduced in October 2022 and came into effect on November 28, 2022. This Act introduced significant changes to parkland dedication requirements (among many other aspects of the Planning Act, Development Charges Act, etc.), including but not limited to reductions in the alternative parkland dedication requirement (including capping based on land area), exemptions for affordable, attainable, and non-profit, inclusionary zoning affordable, and additional residential dwelling units and allowing the Province to prescribe criteria for municipal acceptance of incumbered lands and privately owned public spaces (POPs) for parks purposes. Bill 134 (Affordable Homes and Good Jobs Act, 2023) was enacted on November 28, 2022, whereby the definition of affordable residential units was amended to introduce an income -based test for affordable rent and purchase price, and increased the threshold for the market test from that originally defined through Bill 23). Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 16 Page 60 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) A summary of changes is provided below, and additional detail is provided in the Funding Discussion Paper prepared as a supporting background document to this Master Plan: • The maximum alternative dedication rate has been reduced to one hectare per 600 units for parkland and one hectare per 1,000 units for cash -in -lieu. Further, the legislation caps the maximum alternative dedication rates at 10% of the land for sites five hectares or less and 15% for sites larger than five hectares. • Affordable residential units, attainable residential units, inclusionary zoning residential units, non-profit housing and additional residential unit developments are exempt from parkland dedication requirements. • Parkland rates are frozen as of the date that a zoning by-law or site plan application is filed. The freeze is effective for 18 months to two years after approval, depending on the date of when the application was filed. • To take effect at a future date, developers will be able to identify the land they intend to convey to the municipality for parkland. These lands may include encumbered lands such as privately owned public space (POPS) and stratified parks (strata parks). If an agreement cannot be reached, the municipality or the landowner can appeal to the Ontario Land Tribunal. This may result in less suitable lands being provided as parkland dedication. • There is anew requirement for the municipality to spend or allocate at least 60% of the monies in their parkland reserve at the beginning of each year. A parks plan must be developed prior to passing a parkland by-law. Previously, this requirement applied only to those municipalities that authorized use of the Section 42 alternative rate, but now includes those that include the standard rate. This Master Plan will fulfill this requirement for a Parks Plan. The Municipality is currently undergoing an Official Plan Review and as a result, it is an opportune time to update its parkland dedication policies to the above noted changes to align with the amended Planning Act. Monitoring Provincial updates associated with the aforementioned legislation or new legislation and evaluating its impact on the Municipality's new parkland dedication by-law will also be required, with consideration given to future updates, as necessary. A Framework for Accepting Encumbered Lands With park needs generated by population growth within intensification areas, Clarington will require a multi -faceted strategy for providing parks given the current legislative environment. As previously identified, the amended Planning Act allows municipalities to accept privately -owned public spaces (POPS) to supplement traditional dedication. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 17 Page 61 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) POPS are accessible to the public using legal agreements between a property owner and a municipality, though such agreements may sometimes have restrictions or limitations with respect to access or amenities available. These types of agreements guarantee that the park space is designed, built, and maintained to the municipality's standards, and that it is open and accessible to the public at all times (or otherwise to the satisfaction of the municipality). They may include, but are not limited to, plazas, courtyards, or pedestrian walkways that create the opportunity for community -building and interaction. POPS should be designed to complement municipally owned public parks, rather than replace them. Stratified parks (or strata parks) are another form of encumbered lands that can complement municipally owned public parks. Strata ownership is used where a park element is built over the top of infrastructure (e.g., parking garage, stormwater management facility, highway underpass, etc.). Strata parks can be owned by the municipality under agreements established through the Condominium Act and be fully accessible to the public. It is vital that strata parks be accompanied by a management agreement and consideration of long-term maintenance and asset management costs as they have a more limited lifespan due to the waterproofing membrane over structures, requiring significant disruption to the park and park infrastructure above. These costs need to be captured in the financial valuation and long-term agreement. Strata parks often have encumbrances that prohibit certain types of construction within the park due to weight limits or intrusions (e.g., tree roots, etc.) or other accessibility concerns. It is important that the municipality exercise control over the design and development of the site to ensure that it contains necessary amenities and is designed to municipal standards (e.g., accessibility, maintenance, etc.). At the discretion of municipalities, strata parks can be accepted as partial or full parkland credit. Traditionally, encumbered lands such as POPS and strata parks were excluded from the required land dedication amounts by municipalities as they are not suitable replacements nor equivalent to parkland. Through the Planning Act regulations being developed in support of Bill 23, landowners will now be allowed to identify lands to meet parkland conveyance requirements, within regulatory criteria (not yet developed). Municipalities may enter into agreements with the owners of the land to enforce conditions and these agreements may be registered on title. The suitability of land for parks and recreation purposes will be appealable by the municipality to the Ontario Land Tribunal. Encumbered lands are more expensive to maintain and harder to program. As a result, there are concerns that developer -identified lands may not fully contribute to the overall parks system as there is a greater potential for the lands to be in unsuitable locations, be under -sized, or not be functional to accommodate the required amenities. It is common for municipalities to have location and development criteria for parkland Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 18 Page 62 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) embedded within their Official Plans, including restrictions for encumbered lands, hazard lands, steep slopes and unstable lands, environmentally protected lands, etc. Section 23.10.1 of Clarington's Official Plan, as well as the Municipality's Parkland and Open Space Dedication By-law, identifies that all parkland dedicated to the Municipality shall be free of encumbrances. Staff report PDS-054-22 on Bill 23's changes to the Planning Act also recognizes that accepting encumbered lands as part of parkland dedication will detrimentally impact Clarington's ability to deliver access to quality, safe and functional park spaces for residents. Some municipalities have introduced Official Plan policies guiding the provision of encumbered lands such as POPS and strata parks. The City of Vaughan is one example and a cursory summary of relevant policies in the City's Draft Comprehensive Official Plan Amendment is found in Appendix A. Accepting encumbered lands as part of parkland dedication continues to be discouraged; however, should the changes to the Planning Act come into effect that obligate municipalities to accept encumbered lands as part of parkland dedication, the Municipality should use the information presented in this sub -section and in Appendix A to develop a Clarington solution. Monitoring the release of Provincial regulations guiding encumbered lands will be required. 3. As part of the Municipality's Official Plan Review, the following actions are recommended to be undertaken as it relates to Section 23.10 of the Official Plan (Parkland Dedication): a. Identify that non-profit housing development, inclusionary zoning affordable units, and additional residential units (as defined in the Planning Act) are exempt from parkland dedication and developments with affordable and attainable residential units are subject to reduced parkland dedication amounts as identified by the Planning Act. b. Update the alternative rate in Section 23.10.3(a), (c) and (e) to one hectare of parkland per 600 dwelling units. c. For the alternative rate, reflect that the amount of parkland conveyed or required as a payment -in -lieu of parkland shall not exceed 10% of land or value of land where the land subject to the development is 5 hectares or less, or 15% of land or value of land where the land subject to the development is greater than 5 hectares. d. Section 23.10.4 shall be updated to reflect that payment -in -lieu of parkland dedication will be calculated at a rate of one hectare per 1,000 dwelling units. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 19 Page 63 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) e. Identify that the dedication of land that is suitable for the development of parkland should be maximized to achieve the recommended parkland service level and accommodate the outdoor recreation facility needs as identified by this Master Plan. Identify that parkland payment -in -lieu rates are frozen as of the date that a zoning by-law or site plan application is filed. The freeze is effective for two years after approval. g. Identify that the Municipality spend or allocate at least 60% of money collected from payment -in -lieu of parkland dedication annually (based on the opening balance of the parkland reserve fund). h. Develop policies guiding the acceptance of encumbered lands such as privately owned public space (POPS) and strata parks based on the guidance and best practices provided by this Master Plan, including Appendix A. Appropriate legal agreements must be established to address park design and construction standards, public access, maintenance, etc. These policies should only be developed if changes to the Planning Act come into effect that obligate municipalities to accept encumbered lands as part of parkland dedication. Establish location and development guidelines describing what constitutes acceptable parkland dedication from developers. These guidelines should consider restrictions for encumbered lands such as hazard lands, steep slopes and unstable lands, environmentally protected lands, rights -of -ways and easements, contaminated lands, etc. Monitor Provincial announcements regarding new or updated legislation relevant to parkland and evaluate the impact on parkland dedication practices in Clarington. Updates associated with the implementation of Bill 23 or to understand regulations/criteria guiding parkland conveyance as it relates to encumbered parkland (e.g., strata parks and POPS), and evaluate its impact on the Municipality's Official Plan Review and Parkland Dedication By-law. 4. Update the Municipality's Parkland and Open Space Dedication By-law to ensure that it aligns with the amended Planning Act. Refer to Recommendation #3 for applicable changes as part of the update process. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 20 Page 64 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 3.5 Park Service Levels and Future Needs Existing Park Supply and Service Levels The Municipality's GIS park inventory was reviewed, and some parks were recategorized to align with the hierarchy recommended by this Master Plan. Based on this inventory, Clarington has approximately 220 hectares of parks that are suitable for the development of built outdoor recreational amenities (such as sports fields, playgrounds, courts, etc.) that may be used for both organized and unorganized activities. This amount excludes open spaces, naturalized areas, future or undeveloped parks, and non -municipally owned parks (e.g., conservation areas). The existing park supply translates into a service level of 2.0 hectares per 1,000 residents. Table 4: Park Supply Park Hierarchy Municipal Wide Parks Park Supply 95.9 Current Service Level* 0.9 ha per 1,000 residents Community Parks 30.4 0.3 ha per 1,000 residents Neighbourhood Parks 73.3 0.7 ha per 1,000 residents Parkettes/Urban Parks and Squares 20.4 0.2 ha per 1,000 residents Total Park Supply 220.0 2.0 ha per 1,000 residents *Current service level based on a population estimate of 108,757 persons. Excludes future/undeveloped parks including those in secondary plan areas, open spaces and naturalized areas such as Bowmanville Park on the former Zoo Lands, the Samuel Wilmot Natura Area, as well as non -municipal lands including the Darlington Provincial Park and lands owned by the Central Lake Ontario Conservation Authority. Park supply is current as of October 2023. Recommended Park Service Level Most municipalities use population -based targets to calculate and plan parks. A parks target is particularly important as it is becoming more complex and costly to secure quality parcels for parks within new higher density forms of development. Traditionally, residential intensification has generated less parks per capita than greenfield development — and certainly smaller park blocks — making it difficult to accommodate the desired recreational activities that residents have come to expect from the parks system. On a Municipal -wide basis, the Official Plan currently identifies that the parkland standard is 1.8 hectares per 1,000 persons, which is lower compared to the Municipality's current service level (Table 4). The Official Plan segments service level based on park type, where Municipal Wide Parks and Community Parks have a combined target of 1.0 hectares per 1,000 persons and Neighbourhood Parks, Parkettes, and Public Squares have a combined target of 0.8 hectares per 1,000 persons. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 21 Page 65 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) It is recommended that the Municipality adjust the park standard to align with its current level of service at 2.0 hectares per 1,000 persons to guide future needs over the planning period. To ensure that the Municipality is acquiring and developing the right types of parks, specific service targets for each park type in the recommended hierarchy have been revised. These changes are deemed to be appropriate for the Municipality based on: • An understanding of future population projections and a comparison of the Municipality's parks standard and established targets in comparable communities. • A review of the existing park inventory, and the recognition that the existing supply is generally meeting current outdoor recreation facility needs but is not providing surplus parkland. • Projected park requirements to support forecasted outdoor recreation facility needs based on estimated lot coverage calculations. • Recognition of recent amendments to the Planning Act, the Municipality will likely receive Neighbourhood Parks, Parkettes and Urban Parks and Squares through the parkland dedication process, although an emphasis should be placed on acquiring Neighbourhood Parks to support projected outdoor recreation facility needs. Alternative acquisition methods will need to be used to secure lager Municipal Wide and Community Parks, particularly to satisfy most of the sports field needs (rectangular fields, ball diamonds, cricket fields). Recognition that Clarington residents highly value access to parks as 80% of community survey respondents indicated that acquiring parks (and open space) should be a high priority for the Municipality. Table 5: Recommended Park Standards by Type Type Official ExistingPark Recommended TargetPlan • Municipal Wide Parks and Community Parks 1.0 hectares per 1.1 hectares per 1,000 residents 1,000 residents Neighbourhood Parks 0.75 hectares per 0.8 hectares Per 1,000 residents 1,000 residents Parkettes/Urban Parks and Squares 0.15 hectares per 1,000 residents Total (sum of the park targets) 1.8 hectares per 2.0 hectares per 1,000 residents 1,000 residents Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 22 Page 66 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Future Park Needs for Outdoor Recreation Facilities Clarington is projected to reach a population of 162,640 residents by 2036. Based on a total service target of 2.0 hectares per 1,000 residents, the Municipality will require a total of 325.3 hectares of parks, which is 105.3 hectares more than what is currently provided. This amount includes 52.6 hectares of Municipal Wide Park and Community Park, 48.7 hectares of Neighbourhood Park, and 4 hectares of Parkettes and Urban Squares. Table 6: Future Park Needs by Type Based on Recommended Service Standards (hectares) 1 • ' •Additional SupplySupply Requirements Park ••• 1:Needs ••• • •41 Municipal Wide Park / Community Park 126.3 178.9 +52.6 (1.1 hectares per 1,000 residents) Neighbourhood Park 73.3 122.0 +48.7 (0.75 hectares per 1,000 residents) Parkettes/Urban Parks and Squares 20.4 24.4 +4.0 (0.15 hectares per 1,000 residents) Total 220.0 325.3 +105.3 (2.0 hectares per 1,000 residents) Acquiring over 100 hectares of parks will be an ambitious goal but one that is necessary to maintain the current and recommended level of service and to accommodate the supply of additional outdoor recreation facilities required to meet community needs by 2036 including: • 31.5 unlit equivalent outdoor rectangular fields (or 21 lit fields) • 17 unlit equivalent ball diamonds (or 11 lit diamonds) • 1 dedicated cricket field • 17 tennis courts • 22 pickleball courts • 10 basketball/multi-use courts • 14 splash pads • 2 cooling stations • 6 small-scale skate zones • 1 leash free dog park • 2 compact leash free dog parks • 1 community garden • 30 playground locations • 4 locations with outdoor fitness equipment Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 23 Page 67 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Maximizing Park Dedication In terms of how the Municipality should meet its future park needs, maximizing parkland dedication requirements as permitted by the Planning Act is recommended. The Municipality has historically secured Neighbourhood Parks and Parkettes as a condition of development and it is expected that this will continue. With recent amendments to the Planning Act that have reduced parkland dedication amounts, it is recognized that the amount of parkland conveyed to the Municipality will be less than what Clarington has been historically accustomed to and in some cases, there may be a need to augment parkland conveyance with alternative acquisition methods such as purchasing land from developers to yield a larger Neighbourhood Park size that would be sufficient to accommodate a range of outdoor recreation facilities to serve local residents (e.g., one unlit sports field, playground, splash pad and open greenspace) or purchasing lands to ensure a good distribution promoting walkability to a park. Prioritize Park Dedication in Future Growth Areas to Address Service Gaps A distributional park analysis was undertaken by applying an 800-metre service area (about a 10-minute walk) to Clarington's park supply, which found that the Municipality's established urban areas are well served with parks. As a result, an emphasis should be placed on parkland dedication in Secondary Plan Areas, which are expected to accommodate a sizable portion of future population growth and ensure that residents in these areas are within walking distance of parks. The Municipality currently has several Secondary Plan Areas in Bowmanville, Courtice and Newcastle which are in various stages of planning, design and development. Based on what is known at this time, there are approximately 51 hectares of parks planned within the Municipality's Secondary Plan Areas. The majority of parks planned in these areas are Neighbourhood Parks and Parkettes, with the exception of one Community Park. However, the total park amount within Secondary Plan Areas to be obtained through parkland dedication is expected to change as the development of Secondary Plans work through the approval process and or plans of subdivision are brought forward for approval. Identified park amounts in approved Secondary Plan Areas may also be subject to change as development applications come forward due amendments to the Planning Act because of Bill 23 that resulted in reduced parkland dedication amounts both in physical parkland and cash in - lieu of parkland; parkland identified in approved plans of subdivision have been committed to the Municipality by landowners. It is expected that the Municipality will have the greatest opportunity to address Neighbourhood Park and Parkette requirements within its growing Secondary Plan Areas. Maximizing physical park dedication is recommended. One strategy to consider is to work with landowners within Secondary Plan Areas to create a master parks agreement to share park dedication requirements that can result in more Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 24 Page 68 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) meaningful park sizes (or cash -in -lieu of parkland). This approach can avoid the dedication of multiple, undersized park parcels conveyed by individual developers that may not be large enough to accommodate usable parks to support outdoor recreation facilities, including a sports field. In some cases, it may also be more advantageous to accept a combination parkland at a reduced size and cash -in -lieu of parkland, which could be used to fund future parkland acquisition in strategic locations. Alternative Strategies to Acquire Parkland The amended Planning Act means that the Municipality will be eligible to receive less parkland or cash -in -lieu of parkland. The Municipality has studied the impact of Bill 23 on the community and found that this will result in a decrease in parkland or cash -in -lieu of parkland of 50% or more. Example scenarios of pre- and post -Bill 23 impacts are found in Appendix B. While the Municipality will need to maximize parkland dedication amounts as permitted by the Planning Act, it will not be sufficient to meet the recommended service target and provide the necessary outdoor recreation facilities identified in this Master Plan. As a result, park conveyance tools in the Planning Act must be complemented with alternative acquisition strategies, particularly to acquire larger parcels of land for Municipal Wide and Community Parks, or to attain more Neighbourhood Parks. Historically, Clarington's Municipal Wide and Community Parks were secured through acquisition methods outside of the Planning Act. This will continue to be the primary method for acquiring major parks, although it is recognized that there may be opportunities to secure higher order parks through the development process as well. Clarington's Soper Hills Secondary Plan Area (currently under development) identifies a Community Park, although the park size is still to be determined. According to the recommended park hierarchy it should be a minimum of five hectares, although larger is preferred to accommodate the sports field needs identified in this Master Plan. Should the Municipality be successful in acquiring and developing this park, there will be a need to acquire the remaining 47.6 hectares of Municipal Wide and Community Park to achieve identified needs (a total of 52.6 hectares). To meet this requirement, the Municipality will need to explore alternative strategies to parkland dedication (as permitted by the Planning Act) such as: a) Municipal land purchase (with a focus on priority areas, expansion of existing park sites, or land -banking), funded from a Park Reserve Fund, Community Benefit Charges, general tax funding, grants, donors, etc. b) Land exchanges or swaps. c) Off -site conveyance of parkland. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 25 Page 69 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) d) Establishment of a Parks Foundation (e.g., community, corporate, or municipal donations towards parkland acquisition). e) Acquiring surplus school sites. f) Reallocating surplus municipal lands for park use. g) Partnership/joint provision of lands with local partners under agreement. h) Land lease (recognizing this strategy may have restrictions on the use of the land and/or what facilities can be constructed and would be subject to the terms of the agreement). Although not land -based expansion, enhancements to existing parks through general renewal or redevelopment initiatives will need to be considered to increase park and outdoor recreation opportunities within proximity to intensification areas and MTSAs. Planning for a Sports Field Complex This Master Plan identified needs for large land consuming sports fields such as outdoor rectangular fields, ball diamonds, and a cricket field. While some unlit fields may be incorporated into Neighbourhood Parks, the majority of needs will need to be accommodated at Municipal Wide Parks and Community Parks. There are currently no opportunities to significantly accommodate projected sports field needs within the existing parks supply, although this Master Plan has also recommended strategies for upgrading existing sports fields to enhance quality and playing capacity, as well as exploring potential partnerships with other landowners. It is a best practice to co -locate multiple sports fields at major parks to create efficiencies in municipal operations, programming fields, and hosting tournaments, as well as to rationalize supporting amenities to facilitate a high -quality user and spectator experience. Centralizing sports fields at fewer major parks also alleviates sports field pressure at other locations, allowing municipalities to reclaim valuable open space for other needed active or passive recreation uses. There is strong merit in undertaking a planning process to identify and acquire land for the purposes of developing a sports field complex(es) to assist in meeting the Municipality's long-term sports field needs. Based on identified sports field needs as they are currently defined, there is an additional need for 21 lit outdoor rectangular fields, 11 lit ball diamonds, and 1 dedicated cricket field. This would be a challenge to provide at a single location given the significant land needs that would be required. As a starting point for the purposes of defining land needs, a sports field complex in Clarington could include 4 lit ball diamonds, 6 lit outdoor rectangular fields, and one lit dedicated cricket field, which would require approximately 30 hectares of developable parkland. The remaining sports field needs would be met at other future parks in Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 26 Page 70 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Clarington subject to reconfirming sports field needs and consultation with sports field groups (potentially as part of a 5-year review of this Master Plan). Table 7: Site Requirements for a Potential Sports Field Complex 4 Lit Ball Diamonds 2.8 hectares 11.2 hectares 6 Lit Outdoor Rectangular Fields 2.0 hectares 12.0 hectares 1 Lit Dedicated Cricket Field 4.0 hectares 4.0 hectares To guide the sports field site selection process, consideration should be given to the criteria in the following table (additional factors may be developed by Municipality staff): Table 8: Site Selection Criteria for Acquiring a Future Sports Complex(es) Criteria Considerations Location and Access The preferred site should be reasonably located in proximity to residents and transportation corridors, including arterial roads, Highway 401, public transit, active transportation routes, etc. Development The preferred site should have suitable grading and be Potential and large enough to accommodate multiple sports fields Constraints (phased in overtime as need is demonstrated), including associated setbacks and amenities such as parking, lighting and supporting infrastructure. The preferred site should have no or limited constraints (e.g., environmental, historical, etc.). Land Compatibility The preferred site should be compatible with adjacent land uses and comply with applicable planning policies. Expansion The preferred site has the potential for long-term expansion Opportunities to accommodate other outdoor uses and features. User Group Support The preferred site should be supported by user groups with and Partnership the potential to partner with an organization(s). Potential Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 27 Page 71 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Figure 3: Distribution of Existing and Future Parks ❑ 1 z 4 Neighbourhood Parks 800m Service Area Data Source: Municipality of Clarington, 2023 Note, Excludes open greenspaces and natural areas such as Bowmanville Park, Orono Fairgrounds, and Samuel Wilmot Nature Area. Future parks are based on approved and draft Secondary Plan Areas and are subject to change as development applications are submitted. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 28 Page 72 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Figure 4: Distribution of Existing and Future Parkland, Courtice and Bowmanville -irir —IiIi Community Parks Future Parks4 Neighbourhood Parks SOOm Service Area Montag cons rown planning onBultants Kilometres Eat a Source: Municipalitvcf Clarington, 2023 0 ._., 2 Note: Excludes open greenspaces and natural areas such as 0ovrmanville Park, Orono Fairgrounds, and Samuel Wilmot NatureArea. Future parks are based on approved and draft Secondary Plan Areas and are subjectto change as development applications are submitted. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 29 Page 73 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Figure 5: Distribution of Existing and Future Parkland, Newcastle and Orono Municipal Wide Parks ParkelteslUrban ParkslUrban Squares N Community Parks Future Parks Neighbourhood Parks 800m Service Area Monlal#hsrown planning mnaWtants Data Source: Municipality of Clarington, 2023 Note: Excludes open greenspaces and natural areas such as Bowmanville Park, Orono Fairgrounds, and Samuel Wilmot Nature Area. Future parks are based on approved and draft Se cc ndary Plan Areas and are subject to change as development applications are submitted. Monteith Brown Planning Gonsultants I I ucker-Held & Associates I Watson & Associates Economists Ltd. 130 Page 74 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Parks in Intensification Areas Residential development is also expected through intensification of designated Urban Centres and Major Transit Station Areas (MTSAs) such as Bowmanville GO and Courtice GO. It will be important for the Municipality to acquire lands for urban parks and squares to facilitate passive recreational opportunities or play a supporting role in complimenting surrounding land uses by providing places for people to meet, gather, and socialize. Community groups and other stakeholders often desire public spaces in urban settings to hold community programs and special events within the downtown or other well - established areas. Integrating parks and open spaces in these neighbourhoods have become a key component in providing livable urban spaces for a community to come together, while also softening the streetscape with green features. Newcastle Cenotaph While the provision of urban parks and squares are beneficial to improving the quality of life and sense of place, they can be a challenge for municipalities to provide and maintain. For example, it may not be financially viable for the Municipality to acquire land in these areas due to high acquisition costs, proponents may offer off -site dedications that may not serve the needs of residents living in intensification areas, and year-round maintenance may also pose a challenge. The use of robust materials and enhanced maintenance may also be required to reflect a greater intensity of use. The challenges associated with providing parks within Clarington's urban areas highlights the need to ensure that linkages exist to connect residents to existing and planned parks and trails. Efforts to enhance connections are underway through recreational trail recommendations advanced through this Master Plan along with other initiatives such as the Municipality's Active Transportation Master Plan. Further emphasis also needs to be placed on creating a public realm that enhances pedestrian connections to the outdoors through streetscape and tree canopy enhancements. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 131 Page 75 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Complementing Parks with Open Greenspaces and Natural Areas Open greenspaces and natural areas such as the Bowmanville Park on the former Zoo Lands, Samuel Wilmot Nature Area and Darlington Provincial Park will continue to be important components of the Clarington's open space system to connect residents and visitors to nature and enjoy the Municipality's natural heritage features. While the Municipality may continue to acquire these types of spaces, they are generally not suitable for the development of most outdoor active recreation amenities, although some low impact features may be accommodated in appropriate areas. The Municipality is currently in the process of planning Bowmanville Park on the former Zoo Lands (Figure 6). Covering 13.7 hectares, the Bowmanville Park lands were transferred to the Municipality in 2018, and planning is underway to create a long- term vision for this site. The lands are located in a floodplain and are not suitable to support built structures and/or major infrastructure; due to these limitations, Bowmanville Park is considered to be an open greenspace and natural area. A Bowmanville Park Master Plan is currently being prepared and the draft concept, which is subject to change, proposes a range of low -impact recreation uses, including gathering and event space, performance amphitheatre, commemorative forest, demonstration garden, trails, open space, playground, outdoor fitness equipment, landscaping, and supporting park features. Consultation through this Master Plan found that there was strong support for these features. Bowmanville Park is highly valued by the community, and it is recognized as one of the Municipality's greatest natural assets. As a result, many residents felt that it should be a priority for the Municipality, although it is recognized that the development of the Bowmanville Park must be balanced with other corporate priorities, funding availability, and other factors (e.g., partnership opportunities). Once finalized, the Bowmanville Park Master Plan will provide the Municipality with a guide to inform the budget process and development process. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 32 Page 76 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Figure 6: Preliminary Concept for Bowmanville Park on the former Zoo Lands (Draft June 2024) z• ek pt Legend r Community, Culture and Edu- qJ cation �- . 1. Visitor / Welcome Centre ��1 2. Gathering / Event Space 3. Performance Amphitheatre 4, Commemorative Forest �. 5. Demonstration Garden Recreational / Play Elements 6. Trails 7. Multi use play held B. Playground B. Fitness Station Landscape Typologies 10 woodland 11 pry Meadow 12, Well Meadow Park Amenities Washrooms PParking Source: Bowmanville Park Master Plan, 2024 Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 33 Page 77 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 5. Through the Official Plan Review, update the Municipality's parkland service target to 2.0 hectares per 1,000 residents, including: a. 1.1 hectares per 1,000 residents for Municipal Wide Parks and Community Parks. b. 0.75 hectares per 1,000 residents for Neighbourhood Parks. c. 0.15 hectares per 1,000 residents of Parkettes, and Urban Squares and Parks. 6. Acquire 105.3 hectares of parkland to achieve the recommended parkland service target including: a. 52.6 hectares of Municipal Wide Parks and Community Parks b. 48.7 hectares of Neighbourhood Parks c. 4.0 hectares of Parkettes, and Urban Squares and Parks. 7. Maximize parkland dedication opportunities, particularly in Secondary Plan Areas with an emphasis on acquiring Neighbourhood Parks of sufficient size; working with landowners to prepare a Master Parks Agreement is encouraged; efforts to acquire a Community Park in the Soper Hills Secondary Plan Area continues to be supported. 8. Explore alternative acquisition strategies to acquire larger Municipal Wide Parks or Community Parks to augment tools permitted by the Planning Act including, but not limited to, land purchase/lease (e.g., land banking, surplus school sites, etc.), land swaps/exchanges, partnerships, reallocation of surplus land, etc. Accepting a combination of land and cash -in -lieu of parkland is also encouraged. 9. Initiate a site selection process to identify and purchase a minimum of 30 hectares of land to create a sports complex to assist the Municipality in addressing longer -term sports field demand that cannot be accommodated in existing and future parks. Site criteria should include, but not be limited to, location and access, development potential and constraints, land compatibility, expansion opportunities, and user group support and partnership potential. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 34 Page 78 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 3.6 Park Design Strategies Prioritize Strategic Park Redevelopment The renewal of existing parks and park -based infrastructure and the allocation of resources will be required over the course of this Master Plan. For example, existing parks in and within proximity to Clarington's strategic growth areas such as Urban Centres, Village Centres, and Major Transit Station Areas — are critical for building a sense of community and social belonging. However, they may not reflect community needs as they may not contain the amenities that people living around them are seeking as residential areas redevelop and/or intensify. Clarington Arms Parkette To respond to future residential intensification, Clarington must be creative with its parks and outdoor spaces and seek new ways of doing things to bring new life to these public areas. There may be opportunities to make strategic investments to key parks serving these areas to intensify the use of parks by adding new features, renewing aging recreation facilities, or repurposing underutilized spaces to accommodate uses that are in demand. For example, the Municipality had previously repurposed a sports field with Clarington's first cricket field at Courtice Memorial Park. Clarington is also in the process of designing three refrigerated outdoor skating surfaces at major parks in each of the Municipality's urban areas. A Park Renewal Strategy should be prepared to identify opportunities to: renew parks to replace aging components (e.g., like for like), redevelop to replace and/or repurpose amenities to ensure they serve evolving community needs, and plan for park enhancements to add new amenities. Candidate parks for renewal should consider factors including, but not limited to, the age and condition of the park and components within the park, changing demographics, opportunities to minimize service duplication, proximity to intensification areas serving MTSAs, opportunities to be repurposed spaces to address other in -demand outdoor recreation opportunities, and other variables. Targeted public consultation should form part of the renewal and re -imaging process. Opportunities that should be considered include (but are not be limited to): a) Enhancing or renewing existing parks, public spaces, and streetscapes; b) Developing parks with urban qualities (e.g., urban parks, urban squares, etc.) that are built to higher design standards and that integrate multi -functional spaces and public art; c) Improving pedestrian connectivity and access to nearby parks and facilities; Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 135 Page 79 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) d) Promoting innovation and excellence in park design such as incorporating accessibility features, public art, and environmentally friendly materials; and e) Making use of less conventional spaces (e.g., streets, parking lots, cemeteries, greyfield sites, etc.), including opportunities through partnerships, strata parks, and privately owned public space (POPS). Accessibility and Inclusion in Parks Accessibility and inclusivity are an important part of park design. Parks are typically a place for all that the Municipality should strive to achieve, thus facilitating access for people of all ages, diverse socio-cultural backgrounds, and persons with disabilities and special needs. Not all parks or areas within them are appropriate for universally accessible infrastructure (e.g. ecologically sensitive or naturalized zones), however, community -focused spaces should consider the ability of all residents to access them. Clarington's parks system presents an excellent opportunity to exemplify the Municipality's commitment to providing opportunities for residents of many backgrounds and abilities to experience and enjoy outdoor public spaces. Clarington's parks can be used to: a) Introduce affordable activities to people who may not otherwise have the means to participate in sports or events; b) Provide access and opportunities for able-bodied and differently-abled residents to connect with the outdoors by developing parks in accordance with accessible design standards; c) Provide multi -generational experiences that benefit residents of all ages; d) Recognize the interests of people from various backgrounds through their ability to host community special events and festivals (including performing arts) and recreation activities and sports; e) Provide unstructured areas in parks for picnicking and social gatherings; and f) Promote the Municipality's commitment to providing safe and tolerant spaces for all residents to feel welcome. Clarington should continue to focus on creating inclusive, multi -use parks that offer a range of park -based components for all residents whether it be for sports fields, non - programmed spaces and amenities (e.g. shade structures) for social activities such as chess, open fields or outdoor fitness infrastructure for yoga or "boot camps", as well as attractive features such as gardens and landscaped areas. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 36 Page 80 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Other considerations should be undertaken to create more inclusive and accessible parks such as looking at Clarington's parks system with an equity lens and enhancing access to new parks, or investing in existing parks, that serve areas with higher social needs. Research across North America finds that neighbourhoods experiencing above average levels of marginalization — whether based on income, racialized status, or other social determinants of health — often have less access to parks than areas that are more affluent. Minimizing physical barriers within parks should also be undertaken to increase park use for persons with disabilities. This may include, but not be limited to, ensuring that parks have firm and stable walking surfaces, not only for circulation within the park, but to connect users to on -site features such as playgrounds and sports fields. The addition of comfort amenities such as seating and shade, should also be integrated where appropriate. This Master Plan also recommends the development of an Accessible Playground Distribution Strategy to guide the selection of suitable sites for enhanced accessibility features for playgrounds (e.g., rubberized surface, inclusive play components, etc.); please refer to Section 4.21. Climate Change Resiliency and Environmental Sustainability Clarington declared a climate change emergency in 2020, which aligns with public perceptions as national polling conducted in 2023 found that climate change was identified as one of the most important issues facing Canadians. Clarington's 2024-27 Strategic Plan identifies that the Municipality will "be a leader in anticipating and addressing the impacts of climate change". To achieve this, the Strategic Plan identifies actions that include, but are not limited to, the following: • Continue to implement the Clarington Corporate Climate Action Plan (CCAP); • Develop and launch a community outreach and education program to identify community climate mitigation measures; • Establish a Municipal Climate Action Reserve Fund and Municipal Climate Resilience Reserve Fund; and • Advocate for provincial and federal legislation, regulation and policy changes that are aimed at reducing carbon emissions. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 37 Page 81 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Parks and open spaces play a key role in climate change mitigation, resiliency, and adaptation, as well as environmental sustainability. For example, incorporating shade structures and outdoor aquatic features/facilities to help residents cool down during hot summer days is a best practice in many communities. Green infrastructure can also be incorporated into parks such as pollinator gardens, tree plantings, community gardens, natural playgrounds, bio swales, permeable surfaces, shoreline restoration, drinking fountains, and the development of active transportation infrastructure, as well as low maintenance, passive greenspaces. Many of these examples are found in Clarington, which help minimize the impact of climate change. Clarington's community facilities are also being designed and constructed to be low carbon or net carbon neutral to achieve the Municipality's goal reducing corporate greenhouse gas emissions by 35% by 2030 and achieve net -zero emissions by 2050. The above noted strategies align with the actions contained in Clarington's CCAP. Giver the importance of climate change mitigation and the Municipality's commitment to addressing it, the development and redevelopment of parks and community facilities should align with the CCAP's actions. There may be higher costs associated with providing low carbon or net carbon neutral facilities, particularly through retrofitting older facilities that were not originally designed to accommodate newer technologies or incorporating features with parks (such as installing and operating recirculating systems for splash pads). As a result, cost implications will need to be considered as part of the planning process and additional funding may be required through the Municipality or through external sources, including senior levels of government (including grants) and community partners. Environmental Stewardship and Naturalization Municipalities are placing a greater emphasis on passive open space (e.g., woodlots, prairie grasslands, flower gardens, etc.), often ensuring that portions of new or redeveloped open space remain in a natural state. Naturalization typically involves reduced grass cutting, planting of native species, and public education to create awareness in the community (e.g. interpretative signage). Some communities have partnered with conservation authorities, community organizations, and others to introduce environmental and naturalization initiatives into the parks system. Other municipalities have found ways to incorporate green infrastructure and strategies to be more resilient to climate change within their parks such as increasing tree coverage within parks to increase the overall tree canopy and providing shade, creating community allotment and pollinator gardens, creating outdoor classrooms, minimizing the use of impervious surfaces, and more. Opportunities to enhance and promote Orono Park Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 38 Page 82 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) environmental sustainability opportunities and naturalization within the park system should be pursued, potentially in collaboration with others such as conservation authorities, community groups, and others. Comfort Features and Park Safety Parks that offer attractive and comfortable experiences are more likely to be successful in encouraging people to use them and attract a broad range of activities. Once inside a park, park users often look for convenience and comfort -based features depending upon their intended use. Through Master Plan consultations, it was revealed that residents are seeking amenities such as treed areas and shade structures, seating, picnic tables, washrooms (either permanent or temporary), lighting, and parking (for vehicles and bicycles). Tooley's Mill Park These types of features make parks more comfortable and welcoming. Recognizing that there is an inherent cost to providing these amenities, municipal investment may be strategically directed to parks based on their intended function, particularly if parks feature permitted sports facilities or are used for special events and gatherings. For example, Municipal Wide and Community Parks may offer a greater range of amenities such as permanent or temporary washrooms, and parking. It may also be more cost effective to plant more trees, and support the Municipality's climate change goals, rather than building shade structures, although the benefits of natural shade may not be achieved until trees have matured. Parks are being designed with patrons' safety in mind through the application of CPTED (Crime Prevention Through Environmental Design) and other design principles. Clarington's high -traffic parks should minimize areas with low visibility and neighbourhood level parks should be designed so that there are "eyes on the park" from the street and nearby residences to discourage undesirable activities. Maintenance of parks and open spaces is accepted in the industry as a key component of perceived "safety" in parks and in deterring inappropriate behaviour. Many municipalities engage their local emergency services agencies, including police and fire departments, to aid in their design of safe parks, which is encouraged in Clarington. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 39 Page 83 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 10. Prepare a Park Renewal Strategy to identify opportunities to: renew parks to replace aging components (e.g., like for like), redevelop to replace and/or repurpose amenities ensure they serve evolving community needs, and plan for park enhancements to add new amenities. Candidate parks should consider the age and condition of the park and components, changing demographics, opportunities to minimize service duplication, proximity to intensification areas serving MTSAs, opportunities to be repurposed under-utilized facilities to address other in -demand outdoor recreation opportunities, and other variables. Park renewal should be supported by community consultation. 11. Work with the Clarington Diversity Advisory Committee, Clarington Accessibility Advisory Committee, and other relevant groups to actively identify and implement inclusive park design for all age groups and abilities, including development of an Accessible Playground Distribution Strategy as outlined in this Master Plan. 12. Design new and redeveloped parks with a climate change lens with regard for guiding frameworks such as the Clarington Corporate Climate Action Plan to achieve the Municipality's goal of reducing greenhouse gas emissions by 35% by 2030 and net -zero emissions by 2050. 13. Develop and renew parks with a focus on safety, incorporating Crime Prevention Through Environmental Design principles, enhancing naturalization efforts and including comfort amenities like shade, seating, signage, and other features to create inviting and welcoming spaces. 14. Collaborate with conservation authorities, community groups, and corporate departments to develop and implement strategies that enhance and promote environmental sustainability initiatives and naturalization in Clarington's parks and open spaces. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 140 Page 84 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 3.7 Recreation Trails Existing Recreation Trails Clarington provides recreational trails for low impact physical activity and active movement throughout the Municipality for walking, cycling, jogging, in -line skating and roller blading, cross-country skiing, snowshoeing, and other human -powered forms of transportation. There are approximately 50 kilometres of asphalt, gravel and natural recreational trails in Clarington that are primarily found within the Municipality's parks, open space, and natural area system, as well as along roadways. Key trail routes include: The Clarington Waterfront Trail spans nearly 63 kilometres along asphalt paths and roadways and forms part of the Great Lakes Waterfront Trail that connects multiple municipalities along the Lake Ontario shoreline. The Clarington portion consists of both on -road and off -road sections connecting to Darlington Provincial Park in the west and extending eastwards past Port Darlington West and East Beaches and through the Port of Newcastle. • The Bowmanville Valley Trail is a 3.4 kilometre asphalt trail that runs along the west side of Bowmanville Creek in a north -south direction from Roenigk Drive to Baseline Road where it connects to the Waterfront Trail. Connections are available to Rotary Park, Nelson Street Parkette and Spry Avenue. • The Courtice Millennium Trail is a gravel trail spanning 1.6 kilometres with access points at Nash Road, Trulls Road, and Highway 2 with connections to the Courtice Community Complex and Courtice High School. • Farewell Creek Trail extends approximately 600 metres from Tooley's Mill Park to the south with future plans to extend the trail route to Darlington Boulevard. • The Sidney Rutherford Trail is a gravel pathway located in Orono and can be accessed at the intersection of Main Street and Mill Street, spanning 400 metres to the southernly access point on Main Street. • The Soper Creek Trail can be accessed at Madden Place in the north, running 3.3 kilometres south along the west side of Soper Creek to Simpson Avenue. The asphalt trail can be accessed at Guildwood Drive, Concession Street, Mearns Avenue, Hailey Court, Wilde Court, Hobbs Drive, and Soper Court, and connects to the Visual Arts Centre and Soper Creek Park. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 141 Page 85 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) The Municipality is currently in the process of planning, designing, or developing additional trails, or expanding existing trails, including, but not limited to, Courtice Dog Park Trail, Toyota Trail, Farewell Creek Trail, and Soper Creek Trail, as well as pathways to facilitate internal movement at Burketon Park, Harvey Jackson Park, Hayden Hall Parkette, and Ina Brown Parkette. These off -road trails are complemented by the boarder sidewalk system. There are also a number of trails located on lands owned by the Central Lake Ontario Conservation Authority, Orono Crown Land Trust, and others, as well as major on road routes such as the Greenbelt Route (Oak Ridges Moraine Trail). Market Conditions Recreational trails are commonly identified as one of the most desirable features in a community, lending support for the Municipality's past and planned investments in the trail network. A strong trails system provides countless environmental benefits, promotes physical activity, connects people to nature, enables unstructured and affordable recreation opportunities, and contributes to the development of a sustainable transportation system. Research has also shown that recreation trails heighten community vibrancy by encouraging the development of walkable neighbourhoods where people are more likely to socialize and interact with each other. Through these benefits, Clarington's trails contribute to an improved quality of life for its residents. The Municipality's 2016 Clarington Transportation Master Plan I L (CTMP) provides a long-term strategy for the development transportation infrastructure and policy for all modes of transportation over a 20-year period, including active forms of movement on and off -road. The CTMP recommended over 73 kilometres of multi -use pathways, cycling lanes, and Port Darlington Park East Beach signed/shared lanes within Courtice, Bowmanville, and Newcastle, as well as connections between these urban areas. Clarington is currently updating its Active Transportation Master Plan (ATMP) to establish a new vision for on -road walking and cycling infrastructure and a Wayfinding System Strategy is being completed alongside the ATMP to bring greater awareness to Clarington's active transportation network. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 142 Page 86 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Clarington's Official Plan supports the development of a connected trail network and supporting policies are contained in Section 18.4. Notable policies include: • The Municipality will seek to develop an integrated trail network. Wherever possible, the trail network system should be accessible to all and contribute to an age and child friendly community. • The Municipality will support the integration of its trails with other partner agencies to create a seamless trail network. • The trail network shall be designed to minimize impacts on the natural heritage system. • The Municipality will establish a continuous Waterfront Trail for such purposes as walking and cycling along the Lake Ontario Waterfront. From Courtice to Newcastle, the Municipality intends to relocate and improve the alignment of the Waterfront Trail to areas along the water's edge where possible. The Waterfront Trail shall connect, wherever reasonably practicable, to other trails, corridors and natural areas within the Municipality and adjacent municipalities. • The Municipality will develop a trails network implementation plan to design, finance and construct extensions to the existing trail network and to connect Clarington's communities and neighbourhoods. The Master Plan consultation process revealed that trails are highly valued in Clarington. The community survey found that two-thirds (66%) of respondents have been walking or hiking for leisure in the past five years; 84% and 76% of respondents supported investment in paved multi -use trails and unpaved nature trails, respectively, which were within the top five most popular parks and recreation facilities. Public input also expressed that there was a desire to strengthen linkages throughout Clarington and connect features, including valleylands, major parks, and the waterfront. Suggestions were made for a continuous looped trail around Bowmanville called a "circle of green." Better clarity of where trails are located was identified so users are aware of what is available in the community. Enhanced trail maintenance strategies were also suggested such as reduced grass cutting and naturalization efforts. Additionally, environmentally friendly winter maintenance practices were suggested, particularly in sensitive areas. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 143 Page 87 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Continued Recreation Trail Development During the COVID-19 pandemic, many municipalities, including Clarington, experienced a strong increase in trail usage, highlighting the importance of a connected trail network. The Municipality recognizes the importance of this, as demonstrated through its recent and planned trail investments. At the conceptual level, the Master Plan investigated potential trail routes and linkages to build upon the existing network; it also aligns with other guiding documents, including the trail guidance illustrated on Map K of the Clarington Official Plan and the candidate on -road network prepared through the Draft Active Transportation Master Plan (subject to change) to ensure seamless connectivity. Afocus was given to strengthening connections within and to other urban areas, linking users to key destinations (e.g., waterfront, major parks, community facilities, main roads, etc.), and developing linkages in areas where future population growth is expected (e.g., Secondary Plan Areas). The conceptual network developed through this Master Plan is intended to be used as a starting point to identify new trail routes that should be explored as opportunities become available over the planning period and beyond (Figure 7). The conceptual network was developed based on the feedback received from the public and the desire to strengthen linkages across the Municipality. They should not be interpreted as detailed routing, but they illustrate desired connections to destinations (e.g., urban areas, hamlets, etc.) and other existing trails. The Municipality will be required to work with others, including landowners, agencies, and senior levels of government as it is recognized that it would not be feasible for the Municipality to acquire contiguous parcels of land on its own. In some instances, the Municipality may be able to acquire land for trails or receive land dedication for trails through the development process. The Municipality may also be able to negotiate public access to non -municipally owned lands. As future residential development occurs within Clarington's Secondary Plan Areas, it will be important for the Municipality to investigate recreational trail development opportunities and sidewalks to support active transportation modes. While new trail development in established urban areas is often a challenge, there may be opportunities to expand on trails within greenways, forests, and valleys. Emphasis should be placed on ensuring that there are walking pathways within parks to provide accessible circulation areas and linkages to internal amenities (e.g., playgrounds, sports facilities, etc.), particularly within older parks as designated internal walking routes have been a standard design practice for the Municipality's new and redeveloped parks. Rotary Park Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 144 Page 88 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Other trail design and comfort features should be considered in appropriate areas, including (but not limited to), wayfinding and signage, seating, shade, parking, washrooms, distance markers, and other amenities to support and encourage trail use; additional best practices in design are highlighted in Section 3.6. Long-term strategies to establish safe connections to the rural areas and hamlets should be explored. These routes may primarily be located on -road and as a result, consideration will need to be given to Clarington's Active Transportation Master Plan. Working with others will be required to ensure seamless trail connectivity, which may include, but not be limited to, Durham Region and the Central Lake Ontario Conservation Authority. Promoting the use of recreation trails in Clarington is strongly supported by the Master Plan to encourage outdoor physical activity and attract families. Clarington's Wayfinding System Strategy, which is being developed as part of the Active Transportation Master Plan, will help in this regard to bring greater awareness to the Municipality's trails through signs, route maps, accessibility, and other resources. Winter Trail Maintenance Since the pandemic, Clarington has experienced increased demand for recreational trail use during the winter months and requests for snow clearing. This is a trend being experienced in other municipalities as communities have seen an increased demand for year-round, outdoor physical activities, including winter trail use. Clarington provides snow clearing along sidewalks and some walkways and to respond to community requests, the Municipality provided snow removal services along nearly 8 kilometres of trails, which was expanded to almost 10 kilometres of trail. The Municipality's snow removal efforts are beneficial for supporting and encouraging physical activity opportunities and while there are inherent costs associated with winter maintenance, the availability of no -cost activities throughout the year is a benefit to the community and encourages equitable access to Clarington's parks and trails. Continuing to expand winter trail maintenance is encouraged in strategic areas, such as along the waterfront or at Bowmanville Park on the former Zoo Lands. Where possible, alternatives to using road salt and being Smart About Salt Certified are encouraged particularly when it comes to winter trail maintenance, which aligns with the Municipality's Corporate Climate Action Plan. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 145 Page 89 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 15. Use the conceptual network in this Master Plan to guide the future development of recreational trails in Clarington. Key strategies to strengthen the trail network and to promote active movement within the Municipality include: a. Work with community partners and landowners, agencies, and other levels of government to improve connectivity within and between settlement areas, including north -south connections between the Waterfront Trail, Greenbelt Trail, Oak Ridges Moraine Trail, and Bowmanville Valley Trail to encourage active transportation and expand the trail network. This should include creating a "circle of green" trail around Bowmanville, developing solutions to overcome barriers, including crossing transportation corridors, including Highway 401 and Highway 418, as well as other roadways. b. Establish active transportation routes within future residential areas, particularly in Secondary Plan Areas with connections to the existing network. c. Design new and redeveloped parks with designated circulation areas to guide users through parks and public spaces and connect to on -site amenities (e.g., playgrounds, sports fields, etc.). d. Incorporate trail design features and comfort amenities in appropriate areas to enhance comfort including, but not limited to, signage, seating, shade, drinking fountains/bottle filling stations, bicycle parking, and accessibility features. e. Increase winter snow clearing in strategic areas to encourage year-round physical activity. Appropriate staffing levels will be required to support this initiative as well as training, such as being Smart About Salt Certified, as directed by the Municipality's Corporate Climate Action Plan. Evaluating the feasibility of using salt alternatives is also recommended. f. Have regard for the Municipality's Active Transportation Master Plan and Wayfinding System Strategy to ensure seamless connectivity between off -road and on -road routes and bring greater awareness and promote the use of Clarington's trail system. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 146 Page 90 Figure 7: Conceptual Trail Network E E Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Orono crown I_anas Trans Data Source: Muricipality of Clarington, 2023 ♦ -y Conceptual Trail Routes Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 147 Page 91 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 3.8 Aligning with the Clarington Waterfront Strategy Clarington's waterfront is a highly valued community asset and an important part of the Municipality's parks system. While there are 34 kilometres of shoreline along Clarington's southern boundary, the Municipality owns a small proportion of waterfront properties, including Port Darlington Waterfront Park (East and West Beach) and Bond Head Parkette. Other properties are privately held or are owned by other public entities such as the Province of Ontario, Government of Canada, and Central Lake Ontario Conservation Authority. The Municipality recognizes the importance of the waterfront and has taken steps to invest in these key assets to create high quality experiences for residents and tourists. Development of Clarington's waterfront has historically been guided by the 1992 Waterfront Strategy that established a vision for increasing public access and ownership of the shoreline. Input received through the Master Plan's consultation process reinforced the importance of the Municipality's waterfront areas. The waterfront was commonly identified as one of Clarington's greatest natural assets that is enjoyed by both residents and regional visitors; nearly two-thirds (63%) of community survey respondents identified that they have visited the waterfront in the past five years. There is continued support for public investment along the waterfront as 85% of survey respondents were in favour of additional public support for waterfront enhancements, which was the top priority among 41 facility types. Public input emphasized the need to preserve and enhance the strengths of the waterfront such as the open spaces and trails. Suggested improvements expressed by the community included: • Building upon the trail network, including connections to existing trail systems and the greater active transportation system, as well as public waterfront access points (particularly in Courtice). • Space for picnics and special events, cultural activities such as performing arts, outdoor skating, personal watercraft launch, public art, and parking. • A greater commercial presence such as retail and restaurants. The Municipality is currently undertaking a comprehensive update of the Waterfront Strategy to create a waterfront vision that incorporates themes related to sustainability and resilience, barrier free access, and high -quality built form and parks. A key focus of the updated Waterfront Strategy is on key waterfront locations in Bowmanville, Newcastle, and Courtice. As the Waterfront Strategy is updated, consideration should be given to the input received from consultation activities and the recommendations identified through this Master Plan, including amenities such as outdoor fitness equipment, playgrounds, and other features such as shade, seating and other park design elements. An emphasis should be placed on creating new and existing ideas, including strategies to create multi -use opportunities to maximize strategic uses along Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 148 Page 92 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) the waterfront for people of all ages and abilities, while recognizing the sensitivity of natural areas and the need to preserve and protect the environment. Key considerations for updated Waterfront Strategy include: • Evaluate the feasibility of providing special events along the waterfront (e.g., music or movies at the waterfront). • Build upon existing multi -use waterfront trails and ensure connectivity to the Municipal -wide active transportation network and trails in adjacent municipalities. • Explore opportunities to create or designate space for an outdoor amphitheater for performing arts and cultural activities, and other rentals. • Consider high quality park and waterfront design to strengthen user experiences that may include, but not be limited to, seating, signage, shade, lighting, washrooms, accessibility, parking, and other comfort features and supporting amenities. • Identify strategic locations for picnic areas, outdoor fitness equipment, playgrounds, water activities such as launching personal watercrafts, and other amenities to encourage use and tourism. • As opportunities emerge, secure waterfront property either through purchase or other agreements such as long-term leases to increase public access to the waterfront. • Support local economic development opportunities such as retail and restaurants in strategic areas in proximity to the waterfront. • Preserve and protect environmentally sensitive areas such as the Samuel Wilmot Nature Area. 16. Update Clarington's Waterfront Strategy to have regard for the input received and the guidance put forward through this Master Plan, including preserving environmentally sensitive areas such as the Samuel Wilmot Nature Area and undertaking enhancements to encourage greater passive uses along the waterfront, including economic development opportunities, comfort features, and supporting amenities. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 149 Page 93 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 4. Facilities Plan This section provides the Municipality with guidance on enhancing existing and developing new community facilities for recreation, culture, libraries, museums and archives to address service gaps, respond to evolving interests, or to address growing community needs. This section analyzes facility needs over the planning period and recommendations are identified at the end of each sub -section. It is important to note that recommendations are not based upon one specific factor, but considers a number of factors, including background documents and plans, population and demographic characteristics (e.g., age, income, etc.), trends and best practices, inventory and distribution, facility utilization and program data, and service level targets (see Figure 8). Details on background inputs can be found in the Background and Existing Conditions Summary Report. Figure 8: Key Factors in Analyzing Facility Needs Background Demographics and Trends and Documents Population Growth Best Practices Inventory, Distribution, Utilization and Community Service Level and Benchmarking Program Data Consultation Targets Comparisons with other municipalities is another factor to consider (Appendix C), although it is important to recognize that provision models differ in other communities due to the local context. For example, Clarington's large geographic land base and growth patterns (which are focused in three urban areas) are different from more concentrated municipalities. Clarington's large geographic area also requires the need to provide a higher level of service compared to other municipalities to ensure that the distribution and availability of facilities is equitable and is positioned to serve growth Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 50 Page 94 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) areas. As a result, comparisons with other communities should be interpreted with caution as there can be different factors at play in each municipality. Recommendations are also supported by community input that was received through the consultation process. Key findings are highlighted in Section 2 of this Master Plan and additional details are contained in the Community Engagement Summary Report. The community engagement process was critical to understand the public's opinions and priorities. For example, from a facility perspective, the highest level of support for additional public investment was for indoor pools, outdoor skating, playgrounds, fitness centres, and indoor artificial turf fields (investment in the waterfront, trails, and acquiring parks were also highly rated). All community engagement tactics were considered with the other factors to identify needs over the planning period. Recommendations also take into consideration assumptions such as population and age group growth. Population assumptions align with the Region of Durham Envision Durham Adopted Official Plan. It will be important for the Municipality to re-evaluate the implications on recommendations once new population data is available such as the 2026 Census, potentially as part of a recommended five-year Master Plan update (See Recommendation #99). Assumptions have also been made regarding projected participation numbers for sports organizations. Regularly collecting this information at the time of registration and space allocation should be a normal practice to better gauge needs and to track trends in participation by sports/age groups (See Recommendation #97). Based on the analysis, a range of indoor and outdoor facilities were identified to address current and future needs. Table 9 summarizes the current supply of indoor and outdoor facilities, the total supply required by 2036, and what is needed to meet recommended service levels. South Courtice Arena Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 51 Page 95 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Table 9: Future Facility Needs by Type Based on Needs Analysis Current Facility 2036 Facility Supply p� Requirements Arenas 5 7 +2 Indoor Aquatic Centres 3 4 +1 Indoor Walking Tracks 1 2 +1 Gymnasiums 3 3 0 Multi -Purpose Space / 31 32 +1 Group Fitness Space Dedicated Youth and 4 4 0 Older Adult Spaces Squash Courts 2 2 0 Indoor Artificial Turf Fields 1 1 0 Outdoor Rectangular 50 unlit equivalent 81.5 unlit equivalent +31.5 unlit fields or 21 lit Fields fields fields fields Ball Diamonds 37 unlit equivalent 54 unlit equivalent +17 unlit equivalent diamonds diamonds diamonds or 11 lit diamonds Cricket Fields 1 1 +1 (Replace field at Courtice Memorial Park Tennis Courts 15 32 +17 Pickleball Courts 12 32 +20 Basketball Courts 22 32 +10 Splash Pads 16 30 +14 Skate Parks and Pump 5 5 0 Tracks Skate Zones 0 5 +5 Leash Free Dog Parks 3 4 +1 Compact Leash Free Dog 0 2 +2 Parks Community Garden 3 3 +1 (Replace Bowmanville Allotment Gardens Playgrounds 63 93 +30 Outdoor Fitness 2 6 +4 Equipment Refrigerated Outdoor 3 3 0 Skating Surface Outdoor Lacrosse Box 1 1 0 Arts and Culture Facilities Various n/a +1 Library Space 4 Branches 80,004 sq. ft. plus a 32,300 sq. ft. plus a 47,704 sq. ft. feet) bookmobile. bookmobile Museum and Archive 3 3 0 Space Includes components to be included as part of the South Bowmanville Recreation Centre and other ongoing capital projects. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 52 Page 96 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 4.1 Arenas Current Supply Clarington provides five ice pads across three different locations. Twin ice pads are located at the Garnet B. Rickard Recreation Complex (NHL size) and the South Courtice Arena (one NHL size and one Olympic size), and a single ice pad is located at the Darlington Sports Centre. In addition to this arena supply, the Municipality owns two additional ice pads at the Orono Arena and Community Centre and Newcastle Memorial Arena, which are both operated by independent arena boards; the Municipality currently has no authority over ice allocation at these two locations. As a result, there are a total of seven ice pads in Clarington, resulting in a service level of one per 15,537 residents, which is higher compared to the benchmark average of one per 24,119 residents. Market Conditions Garnet B. Rickard Recreation Complex Hockey Canada and Skate Canada report that registration in minor hockey has been steadily declining since 2009. While there was a slight uptick in the number of participants for the 2018/2019 season, participation in the sport was also impacted by the COVID-19 pandemic. Key factors impacting arena use include the following: • The financial commitment associated with ice activities is increasing due to the high cost of renting ice, equipment and travel. The province's population growth is driven by immigration and newcomers are arriving from countries that do not have strong ice sport programs (e.g., Asian, Caribbean and South American nations) or are not familiar with arena activities.4 4 Urciuoli, A. (2020). Fewer Canadians are playing hockey, but does it matter? Retrieved from https://guickbitenews.com/ Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 53 Page 97 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Use of Arenas in Clarington is Strong Between the 2022/2023 and 2023/2024 ice seasons, system -wide arena utilization increased from 87% to 91 % during the prime -time period (excluding board -operated arenas), which is a strong level of usage (Figure 9). The Municipality has historically maintained arena utilization levels of over 90% as the 2017 Indoor Facilities Development Strategy found that arena utilization ranged between 91% and 93% (Figure 10). A utilization level of 90% or over is indicative of an arena system that is operating at or near full capacity. For the 2023/2024 arena season: • The prime -time utilization rate during the weekday was 95%, which was an increase from 90% from the 2022/2023 season. • The prime -time utilization rate during the weekend was 88%, which was a growth from 85% from the previous season. • Ice Pad #1 at the Garnet B. Rickarc utilization level at 96%. Conversely, lowest utilization level at 88%. Recreation Complex had the highest Ice Pad #2 at the same facility had the • The majority of unused prime -time ice is available during the late weeknight period after 10 pm or during the weekends after 9 pm, which are generally not ideal for use by minor organizations due to the nature of their programming. Clarington does not have any ability to influence how ice time is allocated at board - operated arenas in Orono or Newcastle. A review of online ice schedules for both arenas found that they appear well used, primarily by minor user groups. The Newcastle Memorial Arena is generally booked at or near capacity during the prime -time period and limited time is available at the Orono Arena. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 54 Page 98 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Figure 9: Prime Time Arena Utilization Rate, 2023/2024 Season / 91% South Courtice South Courtice Darlington Garnet B. Rickard Garnet B. Rickard Arena #1 Arena #2 Sports Recreation Recreation Centre Complex #1 Complex #2 Arena Utilization Rate System Wide Utilization Rate Figure 10: Historical System -Wide Arena Utilization Rates during Prime Time 2010/11 2011 /12 2012/13 2013/14 2014/15 2015/16 2022/23 2023/24 Note: Data not available for 2016/2017 to 2021/2022 season. 2022/2023 season excludes programming data. Utilization excludes board -operated arenas in Orono and Newcastle. Arena users requested more ice time for their programming as demand for ice sports grows within the community. It was indicated that the existing South Courtice arena was designed to be expanded to accommodate 2 additional ice pads. The community survey found that 41 % of responding households participated in ice activities, while 68% of respondents supported additional investment towards arenas, which ranked 13th among 41 facility types. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 55 Page 99 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Determining Future Ice Pad Needs To guide ice pad needs, the 2017 Indoor Facilities Development Strategy (IFDS) recommended a provision target of one per 700 to 750 minor and adult participants. The Municipality's participation data reported that for the 2023/2024 season, there were 2,550 minor hockey and skating participants using Clarington's five municipally operated ice pads (excludes groups that exclusively use board -operated arenas in Orono and Newcastle), resulting in current service level of one ice pad per 512 minor participants. Fulsome data on adult leagues is not available and as a result, the use of the Municipality's historical provision target, that combines minor and adult participants, cannot be used. A target of one ice pad per 450 to 500 minor participants is used in other municipalities where youth use most prime -time ice, with adults using late -prime time and shoulder hours. A target of one ice pad per 500 minor participants is recommended for Clarington, which is on the lower end of the spectrum compared to other municipal targets, although it aligns with the Municipality's current service level and utilization. This target would suggest that at present, Clarington has very modest capacity to accommodate additional use of approximately 0.1 ice pads. This aligns with the current user profile as several user groups reported that they are booking time in adjacent municipalities to alleviate pressure they are facing to accommodate participation levels and programming needs. The current number of minor hockey and skating participants represents approximately 12% of the children and youth population. If capture rates for minor players remain unchanged, Clarington is roughly estimated at 3,813 minor players (ages 5 to 19) by 2036. Based on the recommended target, this would translate into a need for seven ice pads, two more than what is currently provided directly by the Municipality (Table 10). This is consistent with findings from the Municipality's previous study, which confirms the need for ice to accommodate the needs of growing organizations and public programming. While this analysis excludes groups using the two board -operated arenas in Orono and Newcastle, arena schedules at these locations suggest that both locations are at or near capacity and thus, some future growth of these groups could also be accommodated if the Municipality were to develop additional ice pads. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 156 Page100 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Table 10: Projected Ice Pad Needs, 2026 to 2036 Projected Minor Registration 2,901 3,376 3,813 (Based on current minor capture rates) Number of Ice Pads Required 5.8 6.8 7.6 (Based on 1 ice pad per 500 players) Ice Pads Needed 0.8 1.8 2.6 (Based on a supply of 5 municipally operated ice pads) Note: Projected registration figures exclude organizations that exclusively use board -operated arenas in Orono and Newcastle. Planning for a New Arena With a projected need for two additional ice pads over the planning period, co -locating them together is recommended as it would achieve benefits in programming, including tournament potential and efficiencies with construction and operations, as well as in the provision of supporting amenities. Regulation NHL -size pads are recommended with change rooms, spectator seating, viewing areas, audio and visual equipment, and accessibility features, and other amenities, as necessary. The preferred option is to locate the two new ice pads as an expansion of the South Courtice Arena. This location already has two ice pads, and it was originally designed with the intent to accommodate additional ice pads, so some required infrastructure already exists. Creating a quad -pad arena at this location would provide the Municipality with operating efficiencies and programming benefits, particularly when it comes to tournament hosting potential, which is further bolstered by its proximity to Highway 401. The recommended site at the South Courtice Arena is a departure from the preferred option in the 2017 IFDS, which identified the South Bowmanville Recreation Centre as the preferred location due to the availability of land, ability to address long-term ice needs in Bowmanville, and ability to be co -located with other facility components. The Municipality is currently in the design phase of the South Bowmanville Recreation Centre, which will include a FIFA size indoor artificial turf field, double gymnasium and multi -purpose program rooms and other spaces. Based on the planned facility design and consideration for other facility components that would form part of an expansion, which are supported by this Master Plan, facility fit investigations completed by the Municipality determined that a twin pad arena could not be accommodated on site. In terms of timing, expanding the South Courtice Arena with two additional ice pads would not be required until beyond 2031, which aligns with the timing identified in the 2017 IFDS, although an earlier timeframe could be contemplated to absorb usage from Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 157 Page 101 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) other arenas, including the Darlington Sports Centre as the Municipality will need to plan for reinvestment or replacement of this location over the long term. Over the short-term, continuing to maximize the use of available ice time is recommended to meet local ice needs, including working with independent arena boards. The Municipality may also engage adjacent communities with available ice supply to negotiate access to suitable arena time; it is known that there is available arena capacity in Oshawa and some Clarington users already book time in this community. The Municipality should approach the development of new ice pads cautiously given that while the local arena system is experiencing pressure, Provincial trends suggest that arena demand is waning as evidenced by surplus ice capacity in other municipalities. Reconfirming ice pad needs ideally as part of a five-year update to this Master Plan is recommended based on participation data, facility utilization, sport trends, and population growth, including changes in socio-demographic characteristics such as growth in age cohorts and cultural diversity. Undertaking a preliminary design should also be completed to confirm facility fit at the South Courtice Arena, including the provision of ancillary space such as changerooms and parking. Should it be determined that it would not be feasible to expand the South Courtice Arena, locating two ice pads at the Diane Hamre Recreation Complex should be explored as it was originally designed to accommodate two ice pads and there is land available. Reinvestment in Existing Arenas The Municipality recently completed a major renovation at the board -operated Newcastle Memorial Arena, which included replacing aging lifecycle components such as the arena floor, refrigeration equipment, rink boards, etc. A similar renovation project is currently being undertaken at the Orono Arena and Community Centre to renew the aging ice pad to extend the life of both locations by 10 to 15 years. Continued investment in Clarington's arenas is recommended to maintain a state of good repair. This will be important at the Darlington Sports Centre. This single pad arena was constructed in 1975 and in 2010, a major renovation was undertaken to replace the arena floor and refrigeration equipment and rink boards; a lobby renovation and accessibility enhancements were also completed. These upgrades were intended to extend the life of the arena to 2025; however, the arena is expected to remain fully operational beyond this period. Ongoing monitoring of its facility condition, potentially supported by an engineering study, will provide the staff with an understanding of remaining facility lifespan to make an informed decision related to the future of this arena, which could be determined through a five-year update to this Master Plan. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 158 Page102 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 17. Develop 2 new ice pads as an expansion to the Courtice Arena. Confirmation of the timing and associated amenities should align with the five-year update to the Master Plan and be based on user group participation, ice pad utilization, sport trends, and population growth, including changes in socio-demographic characteristics. Community user groups should be engaged to guide the design process. 18. Continue to engage independent Arena Boards in Newcastle and Orono to maximize ice use to the benefit of Clarington arena organizations. As part of these discussions, explore the possibility of aligning allocation practices of the Arena Boards with the Municipality to ensure that ice time is permitted in a fair and transparent manner. 19. Engage adjacent communities such as the City of Oshawa to negotiate access to arena time for local organizations to alleviate short-term demand for additional ice time. 20. Undertake a life cycle and building condition audit of the Darlington Sports Centre to determine its lifespan and investment requirements to guide decisions to maintain the facility for ice or repurpose to other uses. 4.2 Indoor Aquatics Centres Current Supply There are three indoor aquatic centres in Clarington located at the Alan Strike Aquatic and Squash Centre, Courtice Community Complex, and the Diane Hamre Recreation Complex. Each location features a 25- metre, 6-lane, rectangular tank with amenities, including a co-ed whirlpool and sauna. A tot pool and a waterslide are also provided at both the Courtice Community Complex and the Diane Hamre Recreation Complex. The Alan Strike Aquatic and Squash Centre is designed to accommodate competitive lane swimming, and its design provides a different aquatic experience compared to the other locations in Courtice and Newcastle, which are more community based. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 59 Page103 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Market Conditions Indoor aquatic facilities are popular as swimming appeals to people of all ages and abilities in structured or drop -in programs. As with most municipalities, Clarington places considerable focus on learn -to -swim and aquatic fitness through its programming. Swimming activities are some of Clarington's most popular programs. Key indoor aquatic trends include the following: • Since the COVID-19 pandemic, the use of indoor aquatic centres is on track to recover to and exceed pre -pandemic levels, including in Clarington. • Learn to swim programs are usually the highest demand use for an indoor aquatic facility, although there is a growing aquatic fitness market that is well suited to adults and older adults as it is a low impact, social activity that promotes physical health. • Swim clubs are major indoor aquatic facility users that tend to prefer traditional rectangular pool configurations with lanes and cooler water temperatures, while the aquafit and early childhood learn -to -swim markets are increasingly shifting their preferences to warmer water temperatures and/or warm water therapeutic tanks. • Modern indoor aquatic amenities that are desirable include, but are not limited to, warm water temperatures (or cooler water for swim clubs), viewing galleries, accessibility features, and universal design elements (e.g., family change rooms). More than half (54%) of community survey respondents have participated in instructional, recreational, or aquafit swimming, which was the 7th most popular recreation activity. Four -of -five (79%) respondents supported investment in indoor pools, which was ranked the fourth highest facility type. Requests for additional indoor pools were received throughout the consultation process, with many residents noting requirements for competition pools and the challenges with limited access to swimming lessons. Addressing the Need for a New Indoor Aquatic Centre To guide future needs, the Municipality's 2017 IFDS recommended that indoor aquatic centres should target a range between one per 35,000 to 40,000 residents. This target is on the higher end of the spectrum compared to other municipalities across the GTHA, although the Municipality's provision target reflects the high value that residents place on indoor swimming activities and the slightly younger median age profile. It also reflects the Municipality's current provision approach where there is one indoor aquatic centre in each urban area (Bowmanville, Courtice and Newcastle), although the user experience may vary at each location. The Municipality's supply results in a service Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 60 Page104 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) level of one per 38,782 residents, which is within the recommended range and higher compared to the benchmark average of one per46,195 residents. By 2036, Clarington's population is projected to reach 162,640 and by this point, the Municipality will require a new indoor aquatic centre to maintain its current provision level and to meet aquatic needs associated with a significant population increase (Table 11). The greatest need is in the Bowmanville area, which is expected to reach nearly 80,000 people by the end of the planning period (Table 12). The recommended target range suggests that a population of this size would be sufficient to support two indoor aquatic locations. Table 11: Projected Indoor Aquatic Centre Needs, 2026 to 2036 Projected Population 123,730 143,970 162,640 Number of Indoor Aquatic Centres Required (Based on 1 per 35,000 to 40,000 residents) Up to 3.5 Up to 4.1 Up to 4.6 Indoor Aquatic Centres Needed 0.5 0.6 1.6 (Based on a supply of 3 indoor aquatic centres*) * The Alan Strike Aquatic and Squash Centre pool is geared towards competitive swimming and provides a different aquatic experience compared to the Courtice and Newcastle locations that are more community focused. Table 12: Projected Indoor Aquatic Centre Needs by Community, 2026 to 2036 Community Existing Supply Projected 2036 Population Indoor Aquatic ** Centres Required Indoor Aquatic Centres Needed Rural/Orono • 1 1 * The Alan Strike Aquatic and Squash Centre pool is geared towards competitive swimming and provides a different aquatic experience compared to the Courtice and Newcastle locations that are more community focused. ** Number of indoor aquatic centres required based on a recommended target of one per 35,000 to 40,000 residents. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 61 Page105 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Based purely on the provision target alone, Clarington would not require a new indoor aquatic centre until after 2031; however, there are other factors to consider that influence needs including the following: • The pool at the Alan Strike Aquatic and Squash Centre is not as conducive to community programming as its design and limitations are geared towards competitive swimming. • There is current pressure for community -based programming in Bowmanville, which is expected to grow as the population increases. • Clarington is geographically large and although there are indoor aquatic centres in Courtice and Newcastle, some Bowmanville residents may not have the ability to travel to these facilities. Given these factors, it is recommended that the Municipality explore the feasibility of providing an indoor aquatic centre in Bowmanville in the short-term to coincide with the first phase that is currently being developed (although should not delay the current process). This location is the ideal location given that there is ample land available at this site and there are efficiencies in construction and facility operations, as well as cross -programming opportunities afforded by co -locating facility components. The new indoor aquatic centre should be designed to be large enough to support current and future needs, as well as to meet the needs of organized user groups (including competitions) and the broader community. At a minimum, the indoor aquatic centre should include a 25-metre tank with six lanes, although the feasibility of a tank with eight lanes should be evaluated subject to site availability and cost. Other features should include a leisure tank and/or warm water therapy tank, universal family changerooms, beach entry, viewing areas, and accessibility features. The Future of the Alan Strike Aquatic and Squash Centre Originally constructed in 1982, the Alan Strike Aquatic Centre and Squash Centre features a rectangular pool tank with six lanes. The design is antiquated by today's standards as it does not offer the modern amenities that are commonly desired by aquatic facility users such as accessibility features, separate teaching tank, and warm water. Renovations were undertaken in 2015, although this was primarily to replace aging mechanical equipment and undertake a facelift to the exterior and lobby area. While there are community programming limitations at this location, it is home to the Clarington Swim Club. The group prefers the configuration of the rectangular pool tank, although the group expressed the desire for more pool time to accommodate programming demand. They anticipate that pressure will increase as population growth in Bowmanville continues. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 62 Page106 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) The new indoor aquatic centre recommended in Bowmanville will help alleviate pressure that the Clarington Swim Club is currently facing, particularly as this Master Plan encourages that it be designed in a manner that provides the Municipality with enhanced capacity for community and club use, as well as consider sport -friendly features to support competitions and meets. Requests were made for a 50-metre pool, although this is not being recommended. By the end of the planning period, the Alan Strike Aquatic and Squash Centre will be nearing its lifespan and at that point it will require reinvestment if the Municipality intends to continue operating this location. Once the indoor aquatic centre at the South Alan Strike Aquatic and Squash Centre Bowmanville Recreation Centre is operational, the Municipality should assess its performance in meeting community needs and capacity levels to determine the future of the indoor pool at the Alan Strike Aquatic and Squash Centre. This may include decisions to reinvest in the facility to extend its life to continue to serve the community, adaptative re -use of the space for community programming, or other use. Decisions regarding the future of the Alan Strike Aquatic and Squash Centre over the longer -term could require an alternative site for another indoor aquatic centre (beyond the time frame of this Master Plan). Reinvestment in Existing Indoor Aquatic Centres The 2017 IFDS recommended enhancements to the indoor aquatic centre at the Courtice Community Complex to improve its functionality to ensure that it can support current and future population growth that is forecasted for this community, and that it offers the modern amenities that are desired by aquatic facility users. The Municipality recently completed modest improvements to this indoor aquatic centre by removing a wall between the whirlpool and pool area to improve safety and sightlines. The previous study identified facility enhancements to consider, which may involve expanding the building footprint. These enhancements continue to be supported to deliver a broad range of community programs and alleviate pressures that are currently being experienced. This includes: • Reconfiguring the teaching pool as its present depth and dimensions limit its capacity to deliver simultaneous programming — the teaching pool could be redesigned in a manner like that found at the Diane Hamre Recreation Complex. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 63 Page107 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Constructing a warm water therapy pool (either integrated as part of the teaching pool or as a separate tank), which would strengthen this location as hub for 55+ programming that takes place at this location. Enlarging changerooms, particularly the family changeroom areas, or repurposing the existing changeroom space to support aquatic activities and constructing new changerooms through a facility expansion. No enhancements are recommended at the Diane Hamre Recreation Complex. Having been constructed in 2008, this indoor aquatic centre is a modern facility by today's standards and expectations and will meet the needs of current and future residents in this area over the course of this Master Plan, if it continues to be maintained regularly to remain in a state of good repair. 21. Explore the feasibility of constructing an indoor aquatic centre concurrently with the first phase of the South Bowmanville Recreation Centre, which should be designed to support both community programming and competitions (although this should not delay the current process). Engage community user groups as part of the design process. 22. Assess the future of the Alan Strike Aquatic Centre and Squash Centre, with consideration given to reinvestment to extend the life of the facility, adaptive re- use opportunities for community programs, or other uses. Decisions regarding the future of the Alan Strike Aquatic and Squash Centre over the longer -term could require an alternative site for another indoor aquatic centre (beyond the time frame of this Master Plan). 23. Undertake a feasibility study to guide enhancements to the indoor aquatic centre at the Courtice Community Complex to address a broader range of community programming and uses, which may require expanding the facility to the west. Enhancements include reconfiguring and redesigning the teaching pool to reflect what is currently offered at the Diane Hamre Recreation Complex, constructing a warm water therapy pool, and enlarging changerooms. 4.3 Fitness Spaces Current Supply A fitness centre is located at the Courtice Community Complex, which includes a range of fitness training equipment (e.g., cardio/conditioning, strength training, etc.) and a group fitness studio for active programming. Group fitness programs are also held in multi -purpose spaces at other community complexes in the Municipality. In addition, Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 164 Page108 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) there are several private fitness providers operating in Clarington such as Planet Fitness and CrossFit Bowmanville. Market Conditions Physical fitness and individual wellness are top priority issues among many Canadians, resulting in a greater emphasis being placed on personal health. Key fitness trends include the following: Group fitness programming has become one of the fastest growing segments of the fitness sector, more so than traditional weight -training, as these programs are designed to be fun and social activities. • Active living activities centred on general health and wellness, cardiovascular training, and stretching activities such as yoga and Pilates are popular programs. Municipalities are keeping pace with other fitness trends such functional training (e.g., TRX, Cross -Fit, and High Intensity Interval Training) based on scientific evidence documenting its benefits but also in response to user demands. The community survey indicated that 38% of respondents have participated in aerobic, yoga, or fitness programs. 21 % of respondents also participated in weight training. 71 % of respondents supported additional investment in fitness centres which was ranked the 8th out of 41 facility types. Requests were made for another fitness facility in other areas of the Municipality as the location in Courtice is not convenient for some residents, particularly for those in Bowmanville and Newcastle. Focusing on Active Living and Wellness Activities within Multi -Purpose Spaces Decisions to provide equipment -based fitness centres are based on several factors, including the corporate desire to offer this public service to provide access to affordable fitness opportunities, ability to be incorporated within a multi -use community centre with complementary facility components (such as an indoor pool), geography, and state of the private sector market. As Clarington continues to grow and intensify, it is anticipated that the supply of non-public fitness centres that offer equipment -based services will grow as it can be expected that these types of amenities will be offered within condominiums to owners and tenants. New equipment -based fitness centres in Clarington are not recommended. The recommended strategy should be to continue complement existing equipment -based fitness services by offering group fitness activities through Clarington's multi -purpose spaces. This will mean ensuring that new and existing community facilities offer appropriate spaces that are designed with amenities that support group fitness activities and cross -programming opportunities, including at the future South Bowmanville Recreation Centre. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 65 Page109 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 24. Include fitness studio space (or multi -purpose spaces) to support group fitness activities designed with appropriate amenities in new and redeveloped community centres. 4.4 Indoor Walking Tracks Current Supply While the Municipality does not provide an indoor walking track, the Bowmanville Indoor Soccer Facility is the location for the Clarington Walks program, where users can walk the perimeter of the field. A new indoor walking track is planned at the future South Bowmanville Recreation Centre. Market Conditions Indoor walking tracks are highly desirable community amenities. Key trends related to indoor walking tracks include the following: • With Canada's varied climate conditions, there is a demand for indoor walking tracks that can be used year-round for walking and jogging, which are commonly identified as the most popular recreation activities. • Many modern community centre templates incorporate indoor walking tracks by encircling a major facility component such as an indoor artificial turf field, gymnasium, arena, or integrated with circulation areas (e.g., walkways in common areas, etc.). • Indoor walking tracks are not revenue generators for municipalities, although the steady volume of use is viewed as an opportunity to promote physical activity while increasing the foot traffic in a community centre. • Sport organizations also benefit from indoor walking tracks for dryland training and from a broader perspective, they provide safe walking opportunities during periods of inclement weather. For these reasons, there has been a growing popularity for indoor walking tracks. Indoor walking Tracks as Part of Facility Renewal or New Development It is a best practice to include an indoor walking track as part of major facility renewal or new development. While there is a capital cost incurred, the operational impacts are nominal in the context of constructing a new or redeveloped facility and the track does not have to increase the physical footprint of the facility, particularly if it is elevated or Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 66 Page110 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) encircles another facility component. The inclusion of a walking track as part of the South Bowmanville Recreation Centre will continue to provide service to this area. This Master Plan recommends expanding the South Courtice Arena with two additional ice pads (to create a quad pad facility). The feasibility of designing one of the new ice pads with an indoor walking track should be explored. The inclusion of an indoor walking track through a future expansion of the Diane Hamre Recreation Complex should also be visited though it is not expected during this planning period. Indoor walking tracks should have a minimum of three lanes with a rubberized or coated surface. 25. As part of a twin -pad arena expansion to the South Courtice Arena, assess the feasibility of incorporating an indoor walking track as part of the design, which should have a minimum of three lanes with a rubberized or coated surface. 4.5 Gymnasiums Current Supply A full-size gymnasium is located at the Diane Hamre Recreation Complex, which can be divided into two smaller spaces to support simultaneous programs and rentals. A mini gymnasium is also located at the South Courtice Arena. A new double gymnasium is proposed to be located at the future South Bowmanville Recreation Centre by converting the existing indoor artificial turf field. The Municipality's gymnasium supply is complemented by school gymnasiums that are available for public rentals. Market Conditions Gymnasiums facilitate a variety of indoor sports and recreation opportunities that require a hard surface, large open space, and high ceilings. Key gymnasium trends include the following: • Gymnasiums are primarily used for recreation activities, although some non -sport uses may also take place in these spaces. • Gymnasiums are designed with adaptability in mind. The ideal gymnasium size should be large enough to accommodate a school -sized basketball court with high ceilings and supporting amenities such as storage, change rooms, and seating areas. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 67 Page111 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Gymnasiums are supported by 64% of household survey respondents for additional investments, ranking 15t" of 41 facilities. Requests were made for additional gyms to support the desire for more programming, specifically in the Newcastle area. Responses also identified recommendations to partner with school boards to use their gym spaces after school hours. There is Capacity at Existing Gymnasiums The gymnasium at the Diane Hamre Recreation Complex was booked for a total of 6,246 hours in 2023, translating into a utilization rate of 56%, which was a marginal increase from 2019. (Figure 11). The majority of available gymnasium time is during the daytime, which is typical given that most gymnasium users are not available at this time. Utilization levels have been gradually increasing from historical levels suggesting that the Municipality has been making efforts to increase the use of their gymnasiums, particularly through increased fitness programming. Figure 11: Diane Hamre Recreation Complex Gymnasium Utilization i Diane Hamre Recreation Complex 2010 2011 2012 2013 2014 2019 2022 2023 Note: Data not available for 2015 to 2018 and 2020 to 2021. There is also available capacity at the South Courtice Arena mini gymnasium, which is constrained by its small size and resulting program limitations. In 2023, this mini gymnasium had a utilization rate of 30%, which was a decline from 43% in 2019. New Gymnasiums as part of New or Expanded Community Facilities Excluding the mini gymnasium at the South Courtice Arena due to its small size, which limits its programming capability, Clarington is providing gymnasiums at a service level of one per 108,757 residents, which is the lowest level of service compared to benchmark municipalities. There are many factors to consider that guide the provision Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 68 Page112 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) of municipal gymnasiums, including the strength of community access to school gymnasiums, geographic distribution, and the ability to co -locate gymnasiums as part of new facility development or expansion opportunities to support community programming and rentals. Population -based service targets may also be considered. The provision of public gymnasiums is influenced by the level of access to school gymnasiums. For example, Whitby provides two public gymnasia but partners with a non-profit organization to provide programs at 10 local school gymnasiums. The 2017 IFDS recommended a target of one full-size gymnasium per 50,000 residents, which generally aligns with population -based metrics used in other communities. Application of the Municipality's current target would suggest that there is a need for two gymnasiums by the end of the planning period (Table 13), which will be satisfied with the construction of the South Bowmanville Recreation Centre, which will include a double gymnasium and result in a projected service level of one per 54,213 residents by 2036. Table 13: Projected Gymnasium Needs, 2026 to 2036 Projected Population 123,730 143,970 162,640 Number of Gymnasiums Required (Based on 1 gym per 50,000 residents) 2.5 2.9 3.3 Gymnasiums Needed (Based on a supply of 1 gymnasium)* 1.5 1.9 2.3 * Excludes the mini gymnasium at the South Courtice Arena, which has program limitations due to its small size. The full-size gymnasium in Newcastle and a double gymnasium in Bowmanville will be sufficient to meet the service target. As this Master Plan recommends expanding the South Courtice Arena to accommodate two additional ice pads, there will be no opportunity to expand the mini gymnasium. Repurposing this space is not recommended given that it would eliminate the only municipal gymnasium in Courtice, and no alternative facility needs have been identified that would be suitable in this location. While Courtice would remain somewhat underserved with a mini gymnasium, there are no new indoor facilities recommended in this area during the Master Plan timeframe. Should there be future development opportunities, the need and feasibility of incorporating a full-size gymnasium should be explored in the longer -term. During the planning period, continuing to maintain and expand municipal and community access to school gymnasiums is encouraged. A cursory review of rental schedules of secondary school gymnasiums in Courtice, which are most desirable due to their large size, found that available time during the weekday evenings is limited. The majority of time is Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 69 Page113 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) available during the weekend, which could be an opportunity for the Municipality; negotiating access to weekend time at secondary school gymnasiums would be financially advantageous compared to constructing a new public gymnasium in Courtice (which is not being recommended at this time). 26. Move forward with converting the indoor artificial turf field at the Bowmanville Indoor Soccer Facility with a double gymnasium. 27. Continue to work with school boards to maintain and negotiate enhanced access municipal and community access to school gymnasiums. 4.6 Multi -Purpose Spaces and Community Halls Current Supply There are 17 multi -purpose spaces located within Clarington's community facilities, including activity rooms, meeting rooms, and community halls. These spaces vary in size, capacity, and range of amenities, which may include (but not be limited to), seating and tables, washrooms, storage space, counter tops with sinks, and kitchens. In addition to this supply, the Municipality also owns 11 standalone community halls in the rural areas, which are operated by volunteer boards. Market Conditions Multi -purpose spaces are flexible spaces that bring the community together and support a range of uses, including community programming, social activities, meetings, and rentals. Key trends include the following: • Multi -purpose spaces and community halls are core elements of community facilities. They should be provided when constructing or renovating community centres to support programming opportunities. • The development of new stand-alone community halls is typically discouraged as they are less efficient to construct and operate compared to integrated spaces within multi -use community centres. There was a general desire from both survey respondents and stakeholders for more multi -purpose spaces in Clarington. Nearly half (49%) of the survey respondents supported additional investment in community halls and meeting spaces, ranking 28th out of 41 facility types. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 70 Page114 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) There is Capacity in Clarington's Multi -Purpose Spaces and Community Halls A review of booking data for the Municipality's multi -purpose spaces revealed that there were 18,264 hours booked in 2023, which was an increase of 20% (or 3,061 hours) from 2019. This translates to a system -wide utilization rate of 34% across all multi- purpose program spaces in Clarington, suggesting that there is ample capacity to accommodate additional bookings. This level of use is common for this facility type as they are not ones that exhibit high levels of use, but rather they are provided to ensure that the Municipality has flexible programming spaces, and that the community has access to affordable indoor gathering spaces. Among the Municipality's multi -purpose spaces, Program Rooms #2 and #3 at the Diane Hamre Recreation Complex had the highest level of use in 2023, with a combined utilization rate of 54%. Providing Multi -Purpose Spaces in New and Redeveloped Community Centres While there is existing capacity within the Municipality's supply of multi -purpose space, they are generally not expected to be highly utilized spaces but are provided to ensure that there are flexible and affordable indoor venues for community programs and rentals. To ensure that these spaces are optimize for maximum community benefit, they are best located within community centres, which also allow for cross -programming opportunities and efficiencies with construction, staffing, and maintenance, while enhancing the geographic distribution of community space. Additionally, they are also relatively low-cost to provide from a capital and operating perspective compared to other major facility components such as an arena and indoor aquatic centre. Multi -purpose spaces should be considered when planning new, or redeveloping existing, community facilities, which is the Municipality's approach as integrated program spaces are proposed to be located as part of the South Bowmanville Recreation Centre. Flexibly designed multi -purpose spaces will be important to ensure that they can be used for a variety of purposes, which means that they should be large enough to accommodate general programming at a minimum; the provision of small meeting rooms is discouraged. Supporting amenities may include, but not be limited to, countertops, sinks, storage cabinets, durable flooring, dividing walls, audio and visual equipment, kitchens, and other features. The ability of such spaces to accommodate a wide variety of uses can improve utilization, including for arts and cultural activities and, where a branch library is part of the complex, for library programming opportunities. Working Together to Enhance the Use of Community Halls Clarington's 11 standalone community halls are operated by volunteer organizations and are used for a range of events such as birthdays, family gatherings, receptions, and programming. They are important venues that serve the rural area and contribute to providing a strong geographic distribution of community spaces. Detailed facility usage statistics were requested to inform this Master Plan but were not readily available, Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 71 Page115 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) although consultation with these groups revealed that the spaces are well used by the rural community by people looking for affordable rental spaces that are large enough to host events that could not be accommodated within their private spaces. The level of use varies at each location as some are used nightly and others are used a few times a week and during the weekends. Like many communities, Clarington's rural residents place a high value on its community facilities as they function as gathering hubs to celebrate activities and occasions, create a sense of place, and contribute to their quality of life. These attributes underscore the importance of continuing to maintain and strengthen partnerships with volunteer boards and ensure they are successful over the long-term to continue to achieve the benefits of sharing resources and responsibilities, as well as reducing Municipal operational requirements. It is particularly important to ensure their success to minimize any risks to the Municipality. For example, if a volunteer board is unable to continue operating a community hall, the rural residents may look to the Municipality to step in to provide the service, which would have an operating implication on staffing and other resources. It is also important to ensure that the community halls are maintained in a state of good repair, which is primarily the Municipality's responsibility, although some capital improvements are funded (partially or whole) by community halls through reserves, fundraising, or other sources. Many of the rural community halls are aging, outdated, and in need of modernization to a level that is expected among residents and facility users. This includes, but is not limited to, addressing lifecycle needs and undertaking accessibility retrofits. Facility enhancements and upgrades should be informed by detailed building condition audits and based on the need to maintain a state of good repair. Understanding the usage trends of each community hall will also help the Municipality rationalize facility reinvestment. Multi -purpose Spaces in Intensification Areas GTHA municipalities such as Richmond Hill have been working with the land development industry to explore incorporating community spaces within condominiums to secure multi -purpose spaces in high -density areas. Planned intensification of Clarington's urban areas, particularly in areas of intensification (MTSAs), may yield opportunities to negotiate public space within private developments. Lessons learned to date in other communities suggest that it is important to define the types of uses that will be delivered at the time multi -purpose spaces (or other public space) is being planned and negotiated with private partners to ensure sufficient size, convenient building access for public and staff, parking, and that spaces are equipped with appropriate amenities. It would also be prudent to confirm capital and ongoing operational responsibilities between the Municipality and its partners from the outset. This way, negotiations and agreements can be carried out throughout the development approval process and avoid unexpected challenges. While there can be limitations to Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 72 Page116 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) these types of arrangements, public -private spaces such as multi -purpose spaces in condominiums can play an important role in providing locations for gatherings and programming in established areas where developable land is often scarce and opportunities for traditional community spaces are not feasible. 28. Provide multi -purpose spaces in new or redeveloped community centres that are flexibly designed in a variety of sizes and with supporting features to accommodate community programs, rentals, and arts and cultural activities, potential library use, as well as youth and older adult uses. 29. Continue to work with rural community hall partners explore expanding recreation and leisure opportunities for the rural community and to ensure long- term operational success. Facility enhancements and upgrades should be informed by building condition audits and based on maintaining a state of good repair and facility usage trends. 30. Monitor program space needs as population increases in intensification areas with consideration given to partnership opportunities with the development industry to incorporate multi -purpose programmable space within condominium buildings where a gap in the provision of programmable space is identified, which should have regard for public access, flexible, and sufficiently sized spaces, parking accommodations, and supporting amenities such as storage spaces and countertops. 4.7 Dedicated Youth and Older Adult Spaces Youth Spaces The Municipality provides youth space in partnership with the John Howard Society of Durham Region and the local community. Through this partnership, drop -in recreational space is provided at the South Courtice Arena and at the Diane Hamre Recreation Complex, which are known as The Loft and The NYC, respectively. A variety of activities are available at each location including, but not limited to, sports, video games, computers, WIFI, and board games, as well as structured recreational programming. The Municipality also contributes funding towards the Firehouse Youth Centre in Bowmanville, which is third -party operated. These dedicated youth spaces complement the Municipality's youth -oriented recreation programming that take place throughout Clarington and complement other youth spaces and services provided by others such as the CLMA. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 73 Page117 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Some municipalities have provided dedicated youth spaces, or multi -purpose spaces with designated times for youth, that are casual drop -in. As research suggests that youth prefer unstructured activities and thus, spaces tend to be flexibly designed to allow them to participate in their desired activities on their own schedule or to participate in programming or events. Not only are youth spaces important to provide a safe meeting space, but they can also facilitate positive reinforcement to combat concerns surrounding mental and physical health among youth. Consultation with the Firehouse Youth Centre found that it is a well used space for youth and teenagers between the ages of 12 and 18. The Centre offers free drop -in programming, as well as food and transportation to its users. Program availability is continually evolving as it centres around the interests of users, which may include sports, arts, and culture, as well as casual socialization. In addition, the Centre also provides a safe space for users to access social services to provide mental health support, food security, volunteer opportunities, life skills development, and other supports to ensure that youth and teenagers become integrated and productive residents in the community. The community survey also found that 69% of respondents supported additional investment into dedicated youth spaces, ranking 12t" out of 41 facility types. Older Adult Spaces There are two dedicated older adult spaces in Clarington. The Municipality offers dedicated space for older adults ages 55+ at the Courtice Community Complex to provide direct programming, including active living classes, general interest activities, fitness, drop -in programs, and special events, which are provided with the support of volunteers. The Municipality also offers older adult programming within program spaces at other locations in Clarington, including the Diane Hamre Recreation Complex, Garnet B. Rickard Recreation Complex, and rural community halls. Older adult opportunities are also provided by the Bowmanville Older Adult Association (BOAA), which provides its programs and services at the Beech Centre in Bowmanville, which features several indoor program and gathering spaces. Consultation with this group found that membership levels are strong with 1,500 to 1,700 members, the majority of whom are between the ages of 70 and 80 years old, although they are also seeing younger older adults joining the organization. BOANs programming is continually evolving to respond to member interests, including offering online programming and outdoor activities to reach a wider audience and members outside of the Beech Centre. The greatest challenge the group is facing is the availability of staffing and volunteers, particularly during the evenings and weekends. The need for more parking at the Beech Centre was also highlighted, though the BOAA hopes to alleviate this pressure through other strategies such as expanding the Wheels in Action Program, as well as finding other satellite parking lots to shuttle members to the Beech Centre. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 74 Page118 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Dedicated older adult spaces have important physical and social benefits as they are generally regarded as an important part of the health care and recreation sector. Research has found that members of older adult centres tend to be healthier and have strong activity patterns that help them remain physically well (55% of members described their level of physical activity as fair/moderate, and 33% as good/excellent).5 In general, older adult centres province -wide have been most successful in attracting individuals from lower or middle income brackets, including a very high portion of single women. Thus, older adult spaces play a key role in engaging this segment of the community, particularly those who may be at risk, to minimize isolation and achieve lifelong engagement. Planning Age -Friendly Spaces for Youth and Older Adults The Municipality and its partners have made intentional efforts to engage youth and older adults in active and healthy lifestyles, as well as lifelong learning and engagement through dedicated spaces. There is currently a strong supply of dedicated youth and older adult spaces across Clarington, which is augmented by multi -purpose program space that supports complementary programming. As the Municipality plans for the development of the new South Bowmanville Recreation Centre, continuing to provide a blend of these two facility models is recommended. While the Municipality has historically provided dedicated age spaces within its facilities and have benefited from established community partnerships, it is not recommended at this new location given the presence of dedicated age space in Bowmanville at the Beech Centre and Firehouse Youth Centre. Instead, the recommended strategy is to ensure that the multi -purpose program spaces being planned at this location are conducive for supporting a wide range of complementary youth and older adult programming, as well as other community uses and rentals. The recommended strategy will ensure that the Municipality maximizes the use of space, particularly given that older adults tend to use community facilities during the daytime, and youth use spaces during the evenings. Opportunities may also exist to expand existing partnerships with community organizations to offer satellite outreach programs in these spaces. Clarington's 2015 Older Adult Strategy recommended a number of facility -related recommendations, including new space at the Courtice Community Complex, which has been completed. Dedicated older adult space at the Diane Hamre Recreation Complex was also recommended, although it has not been implemented. No expansion to this 5 Older Adult Centres' Association of Ontario. 2010. Building Bridges to Tomorrow: User Profile of Older Adults Centres in Ontario. p.4, p.68. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 75 Page119 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) facility is being recommended currently, although continuing to offer older adult programming within multi -purpose spaces at this facility is strongly supported. The design of indoor and outdoor public spaces is also an important consideration to ensure that Clarington's facilities and parks are welcoming for all ages, including youth and older adults. This includes incorporating accessibility features and providing casual gathering spaces such as comfortable lobby areas with seating, drinking fountains, and open greenspace for casual gatherings. This Master Plan also recommends investments in facilities such as sports fields, basketball courts and skate parks that are geared towards youth, as well as amenities that appeal to older adults (and other age groups) such as trails, outdoor fitness equipment, and community gardens. 31. Direct youth and older adult programming to multi -purpose spaces and community halls to bolster facility utilization to complement existing youth and older adult program and service providers, including at the future South Bowmanville Recreation Centre, potentially through satellite outreach programs in partnership with community organizations. 32. Design indoor community facilities and outdoor parks with an age -friendly lens to create welcoming, attractive, safe, and accessible spaces for all residents, including youth and older adults. Consultation with youth and older adult residents is encouraged to guide design processes. 4.8 Squash Courts Current Supply Two international squash courts are located at the Alan Strike Aquatic and Squash Centre, which is operated by the Clarington Squash Club. This organization provides recreational and competitive league play, programming, lessons, and tournaments, as well as court rentals. Market Conditions Key trends related to squash are identified below: • Squash was popular between the 1970s and 1990s and it has since been a sport in decline, although Squash Ontario has been making efforts to grow interest in the sport through initiatives such as greater community engagement and promoting grassroots programming. Squash was recently approved as an Olympic sport for the 2028 Los Angeles Games, which may help raise its profile. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 76 Page120 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) • Municipalities that provide squash courts have generally found that use of these amenities has been declining as interest waned and as a result, there are examples of communities (such as Niagara Falls) that have repurposed squash courts to other uses such as fitness spaces. • Privately -operated squash courts exist in many communities in Ontario that have established memberships and programs; there are currently no privately - operated squash locations in Clarington. Use of Squash Courts is Increasing The squash courts at the Alan Strike Aquatic and Squash Centre are used by the Clarington Squash Club and for the 2022/2023 season, the Club reported 145 adult and junior members, which was an increase from 65 members during the 2017/2018 season. This is a significant increase, although the number of memberships fluctuate year to year; 102 memberships were reported for the 2023/2024 season. In addition to member users, there were also 111 pay as you go players. Consultation with the Club revealed a desire for additional courts to accommodate tournaments and attract new members. Maintaining Squash Opportunities in Clarington Clarington is currently providing squash courts at a rate of one per 54,379 residents, which is higher compared to the benchmark average (one per 80,161 residents). The Municipality is expected to grow to 162,640 by 2036, at which point the service level for squash courts will decline to one per 81,320, aligning with the benchmark average. The Municipality previously explored expanding the Alan Strike Aquatic and Squash Centre to add an additional squash court, among other facility enhancements, although Council at the time decided to move forward with basic facility improvements that did not include squash. There are very few new courts being developed within municipal recreation facilities, although the future of the Municipality's two courts needs to be considered. They were originally constructed in 1982, and they are the only courts in Clarington; municipal squash courts in Durham Region are available in Pickering, Ajax, and Oshawa. While the Municipality made investments in the entire facility to enhance accessibility and replace lifecycle components, it is an aging facility, and it is expected that it will reach the end of its lifespan towards the end of this planning period or shortly after, unless reinvestment into the facility is made once again. This Master Plan recommends that once the new indoor aquatic centre is constructed at the South Bowmanville Recreation Centre, the Municipality should assess the future of the Alan Strike Aquatic and Squash Centre to determine the merit of reinvesting in this facility or accommodating existing uses elsewhere (including squash). The Municipality Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 77 Page 121 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) should work with the Clarington Squash Club to continue to promote the sport, potentially increasing membership and pay as you go users. Working with the Club to promote program offerings and grassroots opportunities may generate greater awareness of the sport in Clarington and attract new players through new initiatives such as free "try it" and "bring a friend" sessions, and school programming. 33. Work with the Clarington Squash Club to maintain interest in the sport, potentially increasing memberships, pay as you go users, and court bookings. Municipal support may be required to assist with court bookings, promoting club programming, and attracting new players. Monitoring court use will inform future assessments associated with the Alan Strike Aquatic and Squash Centre. 4.9 Indoor Artificial Turf Fields Current Supply The Bowmanville Indoor Soccer Facility contains the Municipality's year-round indoor artificial turf field, which measures 180' by 100' in size. Supporting amenities at this facility include a partition to create two smaller fields, four change rooms, meeting room, referee room, and walking loop. To enhance programming opportunities and increase field capacity, the Municipality is moving forward with constructing a new FIFA size indoor artificial turf field as part of the South Bowmanville Recreation Centre, which will be located at the same site and will replace the existing facility (which will be converted into a gymnasium). Market Conditions Municipalities are increasingly providing indoor artificial turf fields to support the demand for year-round sports and activities. Key trends related to indoor artificial turf fields include the following: • Indoor artificial turf fields predominantly accommodate winter field activities such as soccer, football, rugby, baseball training, fitness, and more — some of these activities may also take place in gymnasiums. • Field dimensions vary but generally, a FIFA regulation field is the leading practice for the standard template that can be booked as a full, half, or quarter field — Clarington's existing indoor artificial turf field at the Bowmanville Indoor Soccer Facility is undersized by this standard. The new replacement indoor artificial turf field will allow the Municipality to increase programming capacity. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 78 Page122 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Community requests were made for additional indoor artificial fields for sports other than soccer such as football, baseball and ultimate frisbee. Use of Indoor Artificial Turf Field is Strong The existing indoor field in Bowmanville can be booked as a full field or two half fields to accommodate simultaneous programming, although most bookings are for the full field. In 2023, the indoor field had a combined total of 1,113 hours booked, resulting in a prime -time utilization rate of 60% (Figure 12). While this is nearly double the utilization rate from the previous year (33%), it generally aligns with historical usage rates that ranged between 51 % and 73%. The utilization rates for 2022 and 2023 excludes programming data and, as a result, actual usage levels may be higher. Figure 12: Historical Bowmanville Indoor Soccer Facility Utilization Rates during Prime Time 2011 2012 2013 2014 2022 2023 Note: Data not available for 2015 to 2021. 2022 and 2023 season excludes programming data. The New Indoor Artificial Turf Field Will Meet Needs Leading municipalities across the GTHA that provide indoor artificial turf facilities typically target a rate of one per 100,000 residents, although there are examples of smaller municipalities that also provide this level of service. Clarington is currently meeting this target based solely on this generally accepted provision target; however, the Municipality's existing indoor field is constrained by the fact that it is undersized compared to regional examples such as at the Oshawa Civic Fieldhouse, which provides a full-size FIFAfield (223' by 345) that can be simultaneously programmed as four fields. By comparison, Clarington's smaller indoor field (180' by 100') can be simultaneously programmed as two fields. It is anticipated that the new indoor artificial turf field will be sufficient to meet community needs during the planning period; monitoring its use is recommended to inform future needs during the next planning period (beyond 2036). Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 79 Page123 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 34. Proceed with the development of a new full size indoor artificial turf field as part of the South Bowmanville Recreation Centre to replace the existing facility at the Bowmanville Indoor Soccer Facility. While no additional facilities are recommended during this planning period, the Municipality should monitor the use of the new facility to inform future needs. 4.10 Outdoor Rectangular Fields Current Supply The Municipality has 38 outdoor rectangular fields for soccer and other field sports such as football and lacrosse (including Darlington Hydro Fields). Five of these fields have lights for extended play, one of which is artificial turf. To account for extended playing capacity, each lit artificial field and natural grass field is considered to be equivalent to 2.0 and 1.5 unlit fields, respectively. As a result, the Municipality has an effective supply of 41 unlit equivalent fields (Figure 13). The Municipality also permits nine school fields for a total of 50 unlit equivalent fields. Excluded from the supply are the four fields at the Clarington Fields in Bowmanville, although they are currently in use, they will be removed from the supply with the construction of the South Bowmanville Recreation Centre. Market Conditions Outdoor recreation fields are used for multiple sports, including soccer, football, rugby and field lacrosse. Key trends associated with these sports include the following: • In 2019, Ontario Soccer reported approximately 272,000 players which was 28% below registrations from 10 years prior.6 The Durham Region Soccer Association, which is the regional affiliate that covers Clarington, reported a participation decline of 37% during the same period due to aging demographics, competition from other sports and activities, and the emergence of elite soccer clubs and academies that are not affiliated with the provincial governing body. Despite this decline, soccer continues to be a popular sport due to its worldwide appeal, high fitness quotient, and relatively low cost to participate. • Football is generally played by minor age groups under the age of 20 and while concerns over head injuries have limited the sport's growth, they have somewhat 6 Ontario Soccer Association. Annual General Meeting Reports. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 80 Page124 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) been tempered by the introduction of flag football, which is a non -contact form of the sport. Football organizations are often challenged in securing field access largely due to certain soccer fields being "protected" from cleat damage that can occur in the fall. For this reason, football groups tend to appreciate the quality of synthetic surfaces and value these fields' resilience to inclement weather that can occur in the spring and fall. • Field lacrosse is one of the three types of the sport, the others being box lacrosse and inter -lacrosse. Between 2004 and 2019, the number of players affiliated with Lacrosse Canada grew modestly by 10% to 48,000 players, with growth attributed to the increase of field lacrosse players.' • In 2022, Rugby Canada reported approximately 38,000 youth and adult rugby players registered with their affiliated clubs, which was a 28% growth from 2017. This growth is attributed to the introduction of grassroots programming and the international exposure of the national Canadian team. Use of Outdoor Rectangular Fields is Increasing The Municipality's booking data identified that the rectangular fields were used for 6,471 hours in 2023, which includes 867 hours permitted at school fields. This is an increase of 55% (or an additional 2,315 hours) from 2019, where there were 4,156 hours booked. This increase was due to an increase in the use of key sites, including the artificial turf field at the South Courtice Arena and the natural grass fields at Longworth Park, Scugog Neighbourhood Park, and Clarington Fields. While the number of booked hours has been increasing, there is capacity at existing fields, although they may not be usable for all groups due to limitations at some locations, such as fields at Neighbourhood Parks that do not have on -site parking. The number of hours booked exclude the use of fields that are not permitted by the Municipality such as the Darlington Hydro Fields, which is leased to Darlington Soccer Club although the Master Plan assessment include these fields are part of the existing supply. Identifying Future Rectangular Fields Needs Based upon the research conducted for this Master Plan, a service target of one outdoor rectangular field per 90 participants is recommended, which aligns with targets used in similar communities. While a more aggressive target was previously applied to Clarington to reflect increasing field use and the growing number of young families in the Municipality, there is available capacity within the existing field supply rationalizing Filion, P. 2024. Can we really grow this game? Retrieved from https://www.thinklacrosse.ca Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 81 Page125 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) an adjustment to past practice. Additionally, recreation interests are becoming more diverse that extends beyond sports and the population is also aging. The Darlington Soccer Club is the primary user of Clarington's rectangular soccer fields, which has approximately 4,900 minor and adult participants. If capture rates grow in proportion with population growth, it is anticipated that there could be 7,320 minor and adult participants by the end of the planning period. Based on the Municipality's target, there will be a projected need for 31.5 unlit equivalent fields (or 21 lit fields) by 2036 (Table 14). This deficit reflects the fact that the Municipality will lose access to four fields at Clarington Fields due to construction of the South Bowmanville Recreation Centre. Table 14: Projected Outdoor Rectangular Fields Needs, 2026 to 2036 Projected Registration 5,569 6,480 7,320 (Based on current minor and adult capture rates) Number of Outdoor Rectangular Fields Required 62.0 72.0 81.5 (Based on 1 field per 90 registrants) Additional Outdoor Rectangular Fields Needed 12.0 22.0 31.5 (Based on a supply of 50 unlit fields) Note: Projected outdoor rectangular field requirements include replacing four fields at Clarington Fields. Meeting Future Rectangular Field Needs Constructing up to 31.5 unlit equivalent fields over the planning period is a sizable quantity to provide and one that is exacerbated by the need to replace four existing fields at Clarington Fields (included in the total field needs). This will be particularly challenging to achieve due to changes to the Planning Act resulting from Bill 23 that has reduced parkland dedication amounts to the Municipality. Due to the evolving demographics of Clarington and the potential for change in demand for rectangular fields, the Municipality should regularly monitor field needs and adjust, if required, recommended rectangular field needs as part of future updates to this Master Plan. The Municipality has identified locations for five new outdoor rectangular fields at parks within its Secondary Plan Areas, although these plans preceded amendments to the Planning Act resulting from Bill 23. These changes will result in a focus on parks of sufficient size to accommodate at least one sports field. Going forward, it is recommended that the Municipality focus on meeting short-term needs. This will focus on implementing strategies to optimize the use of existing rectangular fields given that there is some capacity at existing fields, as well as replacing the four Clarington Fields. With this in mind, the following strategies are recommended. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 182 Page126 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) • Increase field quality and playing experiences to improve usage levels at existing locations. Enhancing the quality and availability of amenities that support the use of the fields should be explored, which may include enhanced turf management practices and irrigation (recognizing that natural fields still need time for resting), and adding or modernizing features such as paved pathways, temporary or permanent washrooms, player and spectator seating, parking, and more. Working with the Darlington Soccer Club, and other field users to identify and prioritize field improvements is recommended, as well as encouraging users to permit available field time within the existing supply. As part of the strategy to maximize the use of existing fields, engaging the Darlington Soccer Club to revisit their exclusive use of the Darlington Hydro Fields should be explored to accommodate additional rentals when the fields are not being used by the organization. • The Municipality should identify locations to add lighting to increase playing capacity and accommodate greater use at existing fields. Lighting sports fields also aligns with the Municipality's Corporate Climate Action Plan, to enhance field use during the evenings when outdoor temperatures are cooler. A cursory review of Clarington's fields suggests that potential locations may include the South Courtice Arena practice field (recommended in the 2020 Outdoor Recreation Needs Assessment), Longworth Park and Baxter Park, although the appropriateness of lighting these or other fields need to be evaluated with consideration given to minimum setback distances for lit sports fields and the use of LED systems that produce sharp lighting cutoff. Lighting these potential candidate sites have the potential to add 1.5 unlit field equivalents to the supply. • Identify opportunities to replace the Clarington Fields. The Municipality will have limited options to establish four new fields in a single location to replicate Clarington Fields, although some options may exist. The Municipality envisions acquiring a Community Park in the Soper Hills Secondary Plan Area, which is currently being prepared. Should the Municipality be successful in acquiring this property, and assuming it would be a minimum size for a Community Park (a minimum of five hectares), it could potentially accommodate at least two lit rectangular fields (equivalent to three unlit fields), although the timing of development is unknown and it is recognized that the Municipality is also facing pressure for new ball diamonds as well as other outdoor recreation amenities. As part of a mid -year review of this Master Plan, the Municipality should reassess its rectangular field needs with consideration given to usage data, participation levels, stakeholder input and the results of the previously noted strategies. The following strategies are recommended over the medium and long-term. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 83 Page127 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) • Rectangular fields should be accommodated at new parks, where opportunities exist. As the majority of new park development is likely to occur within secondary plan areas, the Municipality will need to place a focus on acquiring parks that are large enough to potentially accommodate at least one rectangular field. To achieve this, the Municipality may need to be creative in acquiring parkland such as acquiring land adjacent to conveyed parkland to achieve a sufficient park size large enough to construct a rectangular field with other outdoor amenities. • Section 3.5 of this Master Plan speaks to acquiring land for a future sports complex to accommodate a portion of the Municipality's field needs. It is unknown how many fields could be accommodated at this location given that the site does not currently exist; however, this Master Plan identifies that the Municipality should target acquiring at least 30 hectares to accommodate six lit fields, equivalent to nine unlit fields, among other outdoor recreation sports facilities. • Pursuing partnerships with other landowners should be explored. The 2020 Outdoor Recreation Needs Assessment recommended exploring the feasibility of working with the Kawartha Pine Ridge District School Board to add lights to the field at the Bowmanville High School. Other candidates may also include Clarington Central Secondary School and Clarke High School. Engaging Peterborough Victoria Northumberland and Clarington Catholic District School Board to explore lighting St. Stephen Catholic High School and Holy Trinity Catholic School may also be an opportunity. This strategy could add 2.5 unlit field equivalents to the supply. While it is recognized that Clarington does not own or maintain these fields, it may be more cost effective to light school fields compared to acquiring additional land to construct a new sports field. Partnering with other landowners such as OPG and the private sector to construct new rectangular fields could also be investigated. Monitoring Needs for Other Rectangular Field Sports Interest in other rectangular field sports such as football, lacrosse, and rugby are experiencing growth due to various factors. For example, field lacrosse in Clarington is attracting younger players who are seeking sports other than soccer, hockey, and baseball/softball, and football is experiencing an increase in participation due to a growth in female tackle football. These trends have contributed to the demand for field time. Football and lacrosse are played at the outdoor fields at the South Courtice Arena and at the Clarington Fields (in addition to indoor fields or arena floor pads) and rugby is played at school fields (e.g., Clarington Central Secondary School). Requests were made for new fields to access additional time and allow groups to grow. As previously mentioned, the recommended strategy is to undertake field Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 84 Page128 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) enhancements to maximize the use of the existing supply to accommodate users for these types of growing field sports, engaging school boards to optimize the use of school fields and exploring the feasibility of partnering to upgrade field quality and adding amenities and adding new fields at future parks. 35. A total of 31.5 unlit equivalent outdoor rectangular fields (equivalent to 21 lit outdoor rectangular fields) are required by 2036. Emphasis should be placed on short-term solutions to optimize the use of existing rectangular fields and replacing the four Clarington Fields through the following strategy. a. Undertake strategic improvements to outdoor rectangular fields to maximize the use of existing outdoor rectangular fields, which may include, but not be limited to, enhanced drainage and turf management practices, and adding irrigation, as well as modernizing features such as paved pathways, temporary or permanent washrooms, player and spectator seating, parking, and more. Working with the Darlington Soccer Club and other field users to identify and prioritize field improvements is recommended and to maximize the use of the field supply. b. Identify suitable locations to install lighting at existing outdoor rectangular fields to increase playing capacity. Candidate sites should have regard for minimum setback distances to adjacent land uses and the use of LED lighting that produces sharp lighting cutoff. c. Provide a minimum of two lit outdoor rectangular fields with supporting amenities at a future Community Park. d. Engage the Darlington Soccer Club to investigate opportunities to use the Darlington Hydro Fields to accommodate other renters during available time when the fields are not being used by the organization. 36. As part of a five-year review of the Master Plan, re-evaluate outdoor rectangular field needs with consideration given to field usage levels, participation rates, anc the success of short-term strategies to address field needs. The following strategy is recommended to meet medium to long-term needs: a. Direct new outdoor rectangular fields to future parks where opportunities exist, such as at a future sports complex. b. Explore partnership opportunities to meet field needs such as working with school boards to enhance the quality of school fields (including adding lighting and other amenities), permit additional school fields, or partner with other landowners such as OPG and the private sector to construct new fields. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 85 Page129 Figure 13: Distribution of Rectangular Fields + 0 4 0 00 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) GREENBELT LLE d MINI 1 Baseline Park 2 Baxter Park 3 Burketon Park 4 Courtice Community Complex 5 ❑arlington Hydro Fields (3) 6 Elliot Memorial Park 7 Green Park 8 Guildwood Park 9 Harry Gay Park 10 Longworth Park (2) 11 Newcastle Memorial Park 12 Optimist Park (2) 13 Penfound Park 14 Rosswell Park 15 Tyrone Park 16 Walbridge Park FULL 3 Burketon Park 5 Darlington Hydro Fields (2 Lit) 17 Darlington Sports Centre 18 Highland Park 19 Northglen Neighbourhood Park 12 Optimist Park 20 Pearce Farm Park 21 Rickard Neighbourhood Park 22 Scugog Street Neighbourhood Park 23 South Courtice Arena (1 1 Unlit) 15 Tyrone Park (3) 16 Walbridge Park 24 West Side Drive Park ARTIFICIAL TURF 25 South Courtice Arena {Lit) FOOTBALL 26 Clarington Fields Park (Lit) r- MontoikhBrawn — mm.g o„arc.,ma i�mm ref Rem ngularF1elds 0 1 2 A Daim Source: Mu n.ao: t 1° danrgu+r: 2023 Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 186 Page130 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 4.11 Ball Diamonds Current Supply Clarington has a total of 26 ball diamonds, which includes seven hardball and 19 softball diamonds. Each lit diamond is considered to be equivalent to 1.5 unlit diamonds due to their extended playing capacity. With five lit hardball and five lit softball diamonds, the Municipality has an effective supply of 31 unlit equivalent ball diamonds. The Municipality also permits six school ball diamonds, yielding a total of 37 unlit equivalent fields (Figure 14). The Municipal supply includes Clarington's newest lit hardball diamond at the Diane Hamre Recreation Complex, which was recommended through the Municipality's 2020 Outdoor Recreation Needs Assessment. The size, design and availability of amenities at ball diamonds owned or permitted by the Municipality vary by location, which may influence use and ability to accommodate certain users, particularly adult ball groups. Excluded from the supply are two ball diamonds at Harvey Jackson Park and two diamonds at Solina Park, which are not permitted by the Municipality. Market Conditions Key trends in baseball and related sports include the following: Participation in baseball has been experiencing a resurgence as Baseball Ontario reported that there were nearly 16,000 competitive participants in 2019, which was a growth of 36% compared to 2009, although these figures exclude recreational/house leagues and non-affiliated ball groups. As a result, actual participation figures are greater. The Eastern Baseball Association, which is the regional affiliate that includes the Clarington Baseball Association, increased by 48% between 2009 and 2019. Consultation with ball diamond organizations found requests to increase the supply of ball diamonds in Clarington to allow groups to accommodate new players; some groups reported that they had to turn away players or teams because of limited diamond availability and others indicated that players have gone to play in adjacent municipalities. Groups expressed that increasing the number of ball diamonds would also allow for a better distribution of scheduling at different locations to ensure that diamonds have sufficient time for maintenance and recovery. As a result, some groups mentioned that the current intensity of use has impacted field conditions, particularly if diamonds are used for special events. Suggestions to improve quality included enhanced drainage, lighting, and other amenities such as washrooms, fencing, and screening. Larger ball diamonds were also suggested to accommodate adult ball groups. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 187 Page 131 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Ball Diamond Utilization The Municipality's booking data identified that the diamonds were booked for 6,885 hours in 2023, which includes 381 hours permitted at school diamonds. The total number of hours used represents a decrease of 6% (or 511 hours) from 2018, which had 7,396 hours booked. The decline in ball diamond usage may be somewhat attributable to the impact of the COVID-19 pandemic as well as due to a sharp drop in the use of the ball diamond at Longworth Park; it is known that there are some quality issues at this location, which may make it not desirable for rentals. There are also diamonds with other constraints that limited their programmability including those that are located at Neighbourhood Parks that do not have on -site parking, or undersized diamonds that are not suitable for adult play. The Municipality also stopped permitting some school ball diamonds. The most used location in 2023 was one of the ball diamonds at Garnet B. Rickard Recreation Complex, which had 1,141 hours booked. Identifying Future Ball Diamond Needs Based upon the research conducted for this Master Plan, Clarington should continue to target one diamond per 100 participants. The Municipality has collected some registration data, but it is not adequate at this time to apply the participant -based target. As a result, a population -based metric can be used, which is common in municipalities that do not regularly collect participation figures. Clarington is currently providing a service level of one ball diamond per 3,000 residents, which is higher compared to the benchmark average of one per 4,505 residents. Lowering the level of service to match the benchmark average is not recommended at this time given that organizations have expressed the desire for more access to quality ball diamonds Clarington. As a result, the Municipality should continue to maintain the current level of service at one ball diamond per 3,000 residents. Based on the recommended target, Clarington will need to add 17 unlit equivalent diamonds (or 11 lit ball diamonds by the end of the planning period) (Table 15). Table 15: Projected Ball Diamond Needs, 2026 to 2036 Projected Population 123,730 143,970 162,640 Number of Ball Diamonds Required 41.0 48.0 54.0 (Based on 1 diamond per 3,000 residents) Additional Ball Diamonds Needed 4.0 11.0 17.0 (Based on a supply of 37 unlit equivalent diamonds) Meeting Future Ball Diamond Needs Due to the evolving demographics of Clarington and the potential for change in demand for ball diamonds, the Municipality should regularly monitor diamond needs and adjust, Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 188 Page132 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) if required, recommended ball diamond needs as part of future updates to this Master Plan. The Municipality has identified locations for three new ball diamonds at future parks within its Secondary Plan Areas, although these plans preceded amendments to the Planning Act because of Bill 23. These changes will result in smaller park sizes within the Secondary Plan Areas and limited opportunities to provide new ball diamonds, unless the Municipality purchases or negotiates additional parkland within these areas to support ball diamond development. The following strategy is recommended to address the need for 17 unlit ball diamond equivalents to meet Clarington's future ball diamond needs: • Identify suitable ball diamonds to add lighting to extend playing capacity, which is supported by the Municipality's Corporate Climate Action Plan. The 2020 Outdoor Recreation Needs Assessment study recommended lighting the hardball diamonds at Longworth Park and Penfound Park, which have not yet been implemented but continues to be supported by this Master Plan; this strategy would add one unlit equivalent ball diamond to the supply and alleviate pressure for adult hardball diamonds. • Evaluate opportunities to improve the current supply such as addressing drainage and grading. Replacing, modernizing, or adding amenities to support the use of the diamonds should also be considered including, but not limited to, paved pathways, fencing, player and spectator seating, parking, sunscreens, diamond lining, and temporary or permanent washrooms. Adding field irrigation or converting outfields to artificial turf could also be considered to enhance turf quality and durability. • Construct new ball diamonds at future parks. As previously mentioned, the Municipality plans to acquire land for a Community Park in the future Soper Hills Secondary Plan Area, which is currently being prepared. Depending on its size, it could be large enough to accommodate two lit ball diamonds, equivalent to three unlit diamonds, although it is recognized that there is also a need for outdoor rectangular fields as well as other outdoor recreation amenities. In consultation with the community and stakeholders, specific facility needs for this Community Park should be reconfirmed prior to development. The Municipality should also aim to construct up to two new diamonds at other future parks to bolster distribution. • This Master Plan recommends that the Municipality secure a minimum of 30 hectares of land to construct a sports complex that could potentially accommodate four lit ball diamonds (among other sports facilities), which is equivalent to six unlit diamonds. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 89 Page133 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Pursue partnership opportunities with non -municipal landowners (e.g., OPG, private landowners, etc.) to construct new ball diamonds. • There is also a desire for both adult and hardball diamonds. Pressure for both adult and hardball diamonds will be somewhat alleviated through the completion of the new lit hardball diamond at Newcastle Community Park, as well as through enhancements to other diamond locations. Monitoring the use of the new Newcastle diamond and undertaken enhancements will provide the Municipality with better insight into future adult and hardball needs. 37. Construct up to 17 unlit equivalent ball diamonds (equivalent to 11 lit ball diamonds) by 2036 in the following manner: a. Investigate suitable locations to add lighting to existing ball diamonds to increase playing capacity. Candidate sites should have regard for minimum setback distances from adjacent land uses and the use LED lighting that produces sharp lighting cutoff. b. Identify and prioritize enhancements to existing ball diamonds to improve utilization including, but not limited to, addressing drainage and grading, irrigating outfields, and adding, replacing, or modernizing amenities to support ball diamond use such as paved pathways, lighting, fencing, spectator seating, washrooms, parking, sunscreens, and lining. Consultation with ball diamond users is recommended. c. Direct the majority of new ball diamonds to future Municipal Wide Parks (such as at a sports complex) or Community Parks to create multi -diamond sites with amenities to support use such as field lighting and parking; new Neighbourhood Parks of sufficient size acquired in Secondary Plan Areas through parkland dedication, purchase of lands, and or a combination of these, should also be pursued to support localized playing opportunities. d. Pursue partnerships to construct new diamonds, or secure access to existing diamonds, to meet needs, including school boards, OPG, private landowners, etc. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 90 Page134 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Figure 14: Distribution of Ball Diamonds SOFTBALL DIAMONDS 1 Argent Park 7 D_....v.'n..;11_ AA.�m.. vi-.I ❑-.vL 11 I �+ 9 I I..I'+l Data Source: Municipality of Ciarington, 2W1 Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 191 Page135 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 4.12 Cricket Fields Current Supply In 2023, the Municipality converted the soccer field at Courtice Memorial Park to a cricket field. While it is not a full-size field, the cricket pitch is located in the centre of the park that can be used for modified games and practices. Market Conditions Interest in cricket has been growing across Canada. Key trends in cricket include the following: • The popularity of cricket is being driven by immigration from countries where the sport is played such as South Asia and the Caribbean. • Cricket Canada estimates that there are approximately 130,000 players and 820 clubs across the country, with many based in the Greater Toronto and Hamilton Area (GTHA). Courtice Memorial Park • There are multiple formats/styles of play that vary in rules and in duration. The most common ones being long -format (most common for competitive games played over eight hours), short -format (most commonly in Canada played over one to four hours, usually in the form of T20/T25), and tape ball cricket (using a tennis ball wrapped in tape to increase weight and does not require the use of safety equipment). Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 192 Page136 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Monitor Additional Cricket Field Needs In the last number of years, Clarington had been experiencing demand for cricket. In response, the Municipality opened its first field in August 2023. Initial impressions from the cricket community are positive as it provides them with a dedicated place to play. There has not been sufficient time to collect meaningful booking data to suggest whether the field is meeting community needs as it has been open for approximately one year, including several months during the winter. The 2020 ORNO recommended a target of one cricket field per 100,000 residents, which aligns with targets established in other GTHA municipalities. This would suggest that the field at Courtice Memorial Park should be sufficient to satisfy needs, although it is recognized that it is not a full-size field (a typical cricket field is approximately two hectares in area). The Municipality has already been exploring locations for additional fields by looking at potentially repurposing underutilized sports fields; providing a dedicated cricket field at a future sports complex could also be considered, although this would be a long-term opportunity. The recommended service target suggests that only one location is required to meet needs in Clarington. Should there be a suitable site to provide a larger cricket field, it should be programmed as the primary location, while the existing location at Courtice Memorial Park could be repurposed back to a rectangular sports field to align with the recommended provision target, although field needs would need to be reconfirmed prior to this process as it could also be used to accommodate cricket practices/overflow bookings, depending on demand. 38. Identify a suitable site for a full-size cricket field to be used as the primary location for rentals. Once a suitable site has been established, monitor usage (including other sports field demand) to determine the future of the cricket field at Courtice Memorial Park. 4.13 Outdoor Tennis Courts Current Supply The Municipality provides 15 tennis courts that all feature a painted acrylic surface and fencing, four courts have lighting for extended play in the evening (Figure 15). Included in this supply are two lit tennis courts that are exclusively used by the Bowmanville Tennis Club, which are located at the Clarington Beech Centre, which is home to the Bowmanville Older Adult Association. The Bowmanville Tennis Club provides lessons, events, and tournaments to its membership. The Municipality's supply includes two new lit tennis courts at the Diane Hamre Recreation Complex and two new lit courts at the South Courtice Arena. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 93 Page137 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Market Conditions Tennis has been experiencing a resurgence over the past several years. Key trends in outdoor tennis include the following: • Tennis Canada reported that 6.6 million Canadians played tennis at least once in 2018, a growth of more than 23% since 2014. Nearly 3 million Canadians are frequent players — those who play at least once a week during the tennis season — which is twice as many compared to 2014. 1,1 • The popularity of tennis can be attributed to the success of Canadian men and women competing at the professional level, the growing segment of baby boomers that seek social, and, to some degree, lower impact activities and emphasis being placed on promoting the sport at the grassroots level. Locally, public requests were made for lighting Clarington's existing tennis courts. Resurfacing aging tennis courts was also suggested. Nearly half (46%) of community survey respondents supported additional investment in the Municipality's tennis courts. New Opportunities for Outdoor Tennis Courts Based upon the research conducted for this Master Plan, it is recommended that the Municipality target one per 5,000 residents for tennis courts, which aligns with targets used in municipalities throughout the GTHA. The Municipality is currently providing tennis courts at a rate of one per 7,250 residents, meaning that Clarington is underserved by its own standard. By 2036, Clarington will require 17 additional outdoor tennis courts — 10 in Bowmanville, four in Courtice, two in Newcastle and one in the rural area/Orono (Table 16). While adding nine additional tennis courts in the short-term may be challenging, the Municipality should pursue opportunities and, where necessary, some of these courts could result in a timing more closely tied to provision in the medium -term. $ Tennis Canada. 2018 Annual Report. s Charlton Strategic Research. 2014 Canadian Tennis Brand Health Study. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 94 Page138 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Table 16: Projected Tennis Court Needs by Community *Projected 2036 supply based on a recommended target of one per 5,000 residents. Best practices dictate that tennis courts are best located in pods of two to facilitate simultaneous play (although one court may be appropriate in some areas to address a gap or where the level of use may be lower). The following strategy is recommended to address tennis court needs in each geographic area. To address these needs, new tennis courts are recommended to be accommodated at the following parks to meet service level needs as well as to bolster the geographic distribution of courts (alternative locations may be identified by the Municipality as opportunities become available): • Construct 10 tennis courts at five parks in Bowmanville (+10). The Municipality should also work with the Bowmanville Tennis Club to monitor membership levels to determine if/when additional club -courts are required. As a general guide, club courts are provided at a rate of one per 50 to 75 members to reflect the growing interest in the sport (and thus greater demand for court time) and to align with targets used in other communities. • Construct four additional tennis courts in Courtice (+4). • Construct two tennis courts at one park in Newcastle (+2). • Construct one tennis court in the rural area, potentially at Zion Park or Kendal Park (+1). An additional tennis court in the rural area could be required if one tennis court at Solina Park is replaced with an outdoor basketball court, as recommended in this Master Plan. The design of tennis courts can influence the level of use and as a result, updating aging tennis courts is recommended. This can be achieved through court resurfacing, which was a request heard through the consultation process. It is the Municipality's standard to provide acrylic coating at all tennis court locations, which should be carried forward through all future designs. High level observations also suggest that court surfacing could be undertaken at Avondale Park, Green Park, and Solina Park. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 95 Page139 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 39. Construct 17 new outdoor tennis courts by 2036 to address service gaps and population growth, particularly in emerging Secondary Plan Areas where they can feasibly be accommodated, in the following manner: a. Construct 10 tennis courts at five parks in Bowmanville (+10). The Municipality should engage the Bowmanville Tennis club to monitor membership levels to determine if/when additional club -courts are required; club -courts should be provided at a rate of one per 50 to 75 members. b. Construct four tennis courts at two parks in Courtice (+4) c. Construct two tennis courts at a park in Newcastle (+2). d. Construct one tennis court in the rural area (+1). 40. Establish a plan to resurface aging tennis courts with acrylic coating. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 96 Page140 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Figure 15: Distribution of Tennis Courts Data Source: Municipality of Clarington, 2023 Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 97 Page 141 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 4.14 Outdoor Pickleball Courts Current Supply There are 12 outdoor pickleball courts in Clarington, including 10 dedicated courts and two shared courts located on the lacrosse box at Clarington Fields (portable nets required) (Figure 16). The Municipality has recently been responding to a growing demand for pickleball courts through the conversion of tennis courts at Stuart Park and Orono Park. Like Clarington's tennis courts, dedicated pickleball courts features a painted acrylic surface and fencing. The Municipality's supply includes the three new lit pickleball courts at the Diane Hamre Recreation Complex. In addition to the Municipality's outdoor supply, the Diane Hamre Recreation Complex has permanent line markings for four indoor pickleball courts. Market Conditions Pickleball is the fastest growing sport in North America, and it continues to gain in popularity. Key trends in pickleball include the following: While it is commonly played among older adults, youth and adults are also taking up the sport as interest grows and more opportunities and locations become available to play. As the sport matures in Canada, there will be a greater demand for dedicated pickleball courts for competitive and recreational play. Recognizing the social nature of the sport, noise concerns, and the desire for high quality courts that can support league play and tournaments, communities are constructing (or recently completed) major pickleball court complexes with eight or more courts, including Peterborough, Barrie, Markham, Hamilton, Whitby, and Vaughan. Through the consultation process, several requests were made for outdoor pickleball courts in Clarington, particularly dedicated courts to minimize user conflicts with tennis users. 42% of survey respondents supported more investment in outdoor pickleball courts. Stuart Park Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 198 Page142 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Responding to the Demand for Pickleball Courts Municipalities have responded to the high growth of the activity by providing outdoor pickleball courts on an as needed basis to respond to local demand, most commonly by multi -lining tennis courts to create shared facilities. This approach has allowed communities to respond quickly, although it has raised challenges between tennis and pickleball users competing for court time. Now that pickleball has become well established and continues to demonstrate growth, it is recommended that they be provided as dedicated courts. Communities are also beginning to adopt service targets to guide future needs. Research undertaken by Pickleball British Columbia, which has been a pioneer in growing the sport, recommends a target of one per 10,000 residents, which matches Clarington's current service level (one per 9,696 residents). However, municipalities such as Barrie, Halton Hills, and Burlington are targeting one court per 5,000 residents to recognize the local popularity of the sport; the target also matches the rate for tennis courts to ensure it receives equal representation in the community. Recognizing the local demand for pickleball courts in Clarington, and the distribution of residents in the Municipality, a target of one per 5,000 residents is recommended. The recommended target indicates that Clarington requires a total of 32 outdoor pickleball courts by 2036, 20 more than is currently required (Table 17). The bulk of the need would be in the Bowmanville area where a large portion of future residents are expected and much of this would be provided through a dedicated pickleball complex. Table 17: Projected Pickleball Court Needs by Community, 2026 to 2031 *Supply includes two courts in the lacrosse box at Clarington Fields (portable nets required). **Projected 2036 supply based on a recommended target of one per 5,000 residents. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 99 Page143 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Consistent with the Municipality's current practice, dedicated outdoor pickleball courts are recommended to avoid conflicts with tennis users. Between two and three courts should be provided in each location to support simultaneous games and reflect the social nature of the game. There are also examples of pickleball courts located adjacent to tennis courts given the similarities in sports, players, and ability to share amenities. It is also important to consider appropriate setback distances. A review of facility guidelines and best practices in other municipalities suggest that pickleball courts should be located between 20 to 30 metres from residential lot lines, although these guidelines predate the growing noise concerns faced in many communities. The British Columbia Recreation and Parks Association recommends setbacks based on the number of courts. For two pickleball courts, the preferred minimum setback is 50 metres, and 75 to 115 metres for four or more pickleball courts. Reduced setbacks are permitted if noise attenuation measures are used such as landscaping, berms, and noise dampening screens. With growing noise concerns and shrinking park sizes due to evolving legislation regarding parkland dedication, there will be fewer opportunities to construct pickleball courts. To alleviate pressure, there is a growing trend to construct large-scale, multi -court facilities. For example, Whitby is planning to construct a 14-court complex, Hamilton and Barrie provide a 12-court complex, and Markham has an eight -court complex. This approach addresses users' desire for quality playing experiences and challenges with finding appropriate locations for these types of facilities. An outdoor pickleball complex was recommended in the 2020 Outdoor Recreation Needs Assessment, which has not yet been implemented but continues to be supported by research undertaken for this Master Plan. Based on projected pickleball court needs, identified gap areas, opportunities to create a centralized pickleball complex the potential to locate pickleball courts adjacent to existing tennis courts, and best practices in enhanced setbacks, the following strategy is recommended: • Construct 14 dedicated pickleball courts in Bowmanville, including six to eight courts at a Municipal Wide or Community Park to create a pickleball complex (potentially operated with a sports organization). Remaining courts should be located at existing and future parks, potentially at parks serving secondary plan areas (+14). • Construct four dedicated pickleball courts at two neighbourhood parks in Courtice (+4). Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 100 Page144 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Construct one dedicated court at a neighborhood park in Newcastle, potentially in the Newcastle Village Secondary Plan Area. A second court should be considered to support simultaneous play (+1 to +2). Construct one dedicated pickleball court at a park in the rural area. A second court should be considered to support simultaneous play (+1 to +2). 41. Construct 20 dedicated pickleball courts by 2036 to address service gaps and population growth, particularly in emerging Secondary Plan Areas where they can feasibly be accommodated, in the following manner: a. Construct 14 dedicated pickleball courts in Bowmanville, including six to eight courts at a Municipal Wide or Community Park to create a pickleball complex (potentially operated with a sports organization). Remaining courts should be located at existing and future parks, potentially at parks serving secondary plan areas (+14). b. Construct four dedicated pickleball courts in Courtice, potentially two courts at a neighbourhood park in the north end and two courts at a neighbourhood park in the south end (+4). c. Construct one dedicated pickleball court at a neighborhood park in Newcastle. A second court may be considered to support simultaneous play (+1 to +2). d. Construct one dedicated pickleball court at a park in the rural area. A second court may be considered to support simultaneous play (+1 to +2). Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 101 Page145 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Figure 16: Distribution of Pickleball Courts Data Source: Municipality of Clarington, 2023 Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 102 Page146 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 4.15 Basketball Courts Current Supply There are 22 basketball courts in Clarington's parks, consisting of 11 full courts and 11 half courts (Figure 17). Some of Clarington's basketball courts feature a painted acrylic surface such as at Stuart Park, Soper Creek Park, and Tyrone Park, while others are asphalt pads; the half court at Solina Park uses a Flex Court system with interlocking plastic tiles over asphalt. The Municipality's basketball court supply is complemented by school properties which also contain outdoor posts and hoops; court configuration, quality, and level of access at these facilities vary. Market Conditions Key trends in basketball courts include the following: • The use of basketball courts was positively impacted by the COVID-19 pandemic as it is an outdoor activity that could be played with appropriate social distancing. Basketball is popular with boys and girls (including newcomer children and youth) due to its international appeal and the Toronto Raptors championship in 2019. • Basketball is an affordable and open sport that can be played by most ages and abilities, both individually and as a group/team. The community survey found that 8% of respondents indicated that they have participated in basketball. Half (51 %) of survey respondents support additional investments in basketball courts, ranking 26'" of 41 facility types. Building up Clarington's Basketball Court Supply Clarington is currently providing basketball courts at a rate of one per 634 youth (ages 10 to 19), who are the primary users of these facilities. The Municipality's level of service is higher compared to targets established in many GTHA communities (one per 700 youth), although it recognizes the Municipality's commitment to providing a strong supply of walkable amenities geared towards this age group. Targeting basketball courts at one per 650 youth is recommended, aligning with the current service level and recognizing the large geography of Clarington, while also bringing the Municipality closer to targets in comparable municipalities. Stuart Park Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 103 Page147 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Table 18: Projected Basketball Court Needs by Community, 2026 to 2031 Community Current Projected Short -Term Medium -Term Long -Term Supply y* 2025 — 2026 2027 — 2031 2032 — 2036 Sapp • - � 1 1 1 1 1 1 Rural/Orono 1 1 *Projected basketball court supply based on a recommended target of one per 650 youth (ages 10 to 19). If the proportion of youth remains the same, it is estimated that there will be approximately 20,000 youth in Clarington by the end of the planning period. To meet the Municipality's target, there will be a need to construct eight new basketball courts by 2036 (Table 18). An analysis based on projected youth population for each community suggests that the greatest need will be in Bowmanville, particularly in emerging Secondary Plan Areas, followed by the rural/Orono area and Newcastle. To meet the recommended service target, the following strategy is recommended. • Construct five basketball courts in Bowmanville (+5). • Construct one basketball court in the Newcastle (+1). • Construct two basketball courts at parks in the rural area (+2). • While the recommended service target suggests that the supply of basketball courts in Courtice is sufficient, the Municipality should consider adding at least one new basketball court in the north end of the community to strengthen distribution and address a geographic gap given that there are currently no public outdoor basketball courts north of Nash Road. Enlarging and Renewing Basketball Courts Clarington has been proactive in renewing its aging basketball courts such as at Stuart Park. The Municipality is also reinvesting in the court at the South Courtice Arena; this court may need to be relocated (within the site or at another location in Courtice) to accommodate the new twin pad arena being recommended at this location through this Master Plan. Resurfacing and replacing aging components can enhance playing experiences and provides an opportunity to accommodate multiple activities such as ball hockey. Enlarging half courts or undersized shooting pads can also increase use, provided there is sufficient space available. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 104 Page148 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Continuing to examine opportunities to renew or enlarge Clarington's existing basketball courts is recommended; ensuring that all courts have painted lining is also encouraged. Based on a high-level scan of existing locations, potential opportunities for renewal or enhancement include, but are not limited to, Andrew Parkette, Rosswell Park, Green Park, Pearce Park, Tyrone Park, Soper Creek Park, and Glenabby Park. 42. Provide eight multi -use courts for activities such as basketball and ball hockey in the following manner, preferably at parks in emerging Secondary Plan Areas where they can be feasibly accommodated: a. Construct five multi -use courts in Bowmanville (+5). b. Construct one multi -use court in Newcastle (+1). c. Construct two multi -use courts in the rural area (+2). 43. Investigate opportunities to provide one multi -use court in the north end of Courtice (north of Nash Road) to address a service gap and strengthen geographic distribution. 44. To accommodate two new ice pads at the South Courtice Arena, relocate the existing multi -use court to another location within the site or to another park in Courtice. 45. At the time of basketball court replacement, investigate the feasibility of enlarging half courts or undersized shooting pads to full-size multi -use courts. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 105 Page149 Figure 17: Distribution of Basketball Courts OAK RIDGES MORAINE Ell AMontelth•Brown Kilometres 0 1 2 4 Data Source: Municipality of Clarington, 2023 0 GREENBELT Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) a 0 BASKETBALL (HALF) BASKETBALL (FULL) 1 Barlow Court Parkette 11 Green Park 2 Bons Parkette 12 Guildwood Park 3 Brookhouse Parkette 13 Lord Elgin Park 4 Douglas Kemp Parkette 14 Optmist Park 5 Gate House Parkette 15 Pearce Farm Park 6 Glenabbey Parkette 16 Rosswell Park 7 Harvey Jones Park 17 Soper Creek Park 8 Moyse Parkette 18 South Courrce Arena 9 Northglen 19 Stuart Park Neighbourhood Park 20 Tyrone Park 10 Solina Park 21 Wollbridge Park .) Basketball Courts with an 800 metre service area Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 106 Page 150 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 4.16 Outdoor Splash Pads and Outdoor Pools Current Supply There are 16 splash pads located at parks throughout Clarington that feature a variety of user -activated features during the warmer summer months (Figure 18). The Municipality's splash pads are complemented by an outdoor pool at Orono Park. Market Conditions Outdoor aquatic facilities are important community amenities to help residents cool down on hot summer days. Key trends in outdoor splash pads and pools include the following: I Rickard Neighbourhood Park • The use of outdoor pools is influence by several factors such as short operating seasons, weather conditions, staffing, and the increasing supply of indoor public pools and backyard pools. Municipal outdoor pools are aging, and some communities have reinvested in their aging pools to ensure that affordable outdoor swimming opportunities are available to residents, including those who may not have access to indoor swimming pools, particularly as residents seek respite from increasingly hotter summers. Some municipalities have explored phasing out aging outdoor swimming pools in favour of splash pads, which are more cost effective to build and operate, although it is recognized that they do not provide the same experience as outdoor pools. The community engagement process found that there is a desire to enhance the Municipality's splash pads to create more frequent and engaging playing experiences; 70% of survey respondents supported additional investment in splash pads, ranking 11 th out of 41 facility types. Limited input was received about outdoor pools, although one request was made for an outdoor pool in Newcastle; 62% of survey respondents supported additional public investment in outdoor swimming pools, which ranked 16t" Increasing the Splash Pad Supply The research conducted for this Master Plan supports a provision target of one splash pad per 700 children aged 0 to 9 years. The 2021 Census reported that 13% of the Municipality's population were children between the ages of 0 and 9, which are the primary users of splash pads. Applying this capture rate to the current population Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 107 Page 151 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) suggests that there are currently 15,125 children and based on the current supply, Clarington is providing splash pads at a rate of one per 945 children. This is lower compared to the recommended service target. If the proportion of children remains the same, it is estimated that there will be more than 21,000 children in Clarington by the end of the planning period. To meet the Municipality's target, there will be a need to construct 14 new splash pads by 2036 (Table 19). Table 19: Projected Splash Pad Needs, 2026 to 2036 *Projected splash pad needs based on a recommended target of one per 700 children (ages 0 to 9). It is the Municipality's practice to construct neighbourhood -level splash pads to provide walkable community amenities. This approach continues to be supported by the Master Plan to assist the Municipality in creating complete communities, although it will be important to recognize that this may come at a higher cost due to the need to maintain more facilities, which may need to be increased as there is a desire for more engaging and unique designs. The provision of fresh water/water-to-waste splash pad systems are preferred due to the high cost of recirculating systems as it relates to initial construction, staffing and ongoing maintenance. The following strategy is recommended to address future splash pad needs; a focus should be: • Construct six splash pads in Bowmanville, with a minimum of one serving the central area of the community (+6). • Construct four splash pads in Courtice, with a minimum of one serving the west or north area of the community (+4). • Construct one splash pad in Newcastle (+1). • Explore the feasibility of constructing up to three small-scale splash pads at rural parks (+3). Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 108 Page152 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Cooling Stations in Intensification Areas With future population growth expected in Clarington's MTSAs, providing outdoor waterplay spaces, or `cooling stations' that are publicly accessible will be important to provide much needed relief from urban heat island effect. On this basis, the Municipality should provide at least one small-scale cooling spray station at a park within or near Clarington's two MTSAs as opportunities become available. This is a best practice in other urbanizing municipalities that are experiencing climate change. Small-scale cooling spray stations may have fewer spray features than Clarington's traditional splash pads given that the size of the installation will be influenced by the size of the park that it is located in. For example, these cooling spray stations may have fewer spray nozzles or post that are integrated within a hardscape plaza or incorporated as part of a public art display, water fountains, boulders, or other features. Monitoring the use of the Orono Park Pool The outdoor pool at Orono Park is an important recreational asset to the rural community and is one that has served generations. The operating window of the pool is short as it is open from July to August, like most outdoor pools, although operating days may vary due to the weather conditions. It is an important gathering place to cool off in the summer, especially for rural residents who do not have transportation to access the nearest indoor swimming pool at the Diane Hamre Recreation Complex in Newcastle, which is about a 10-minute drive from Orono. No new outdoor pools are recommended in Clarington during the planning period. The decision to continue operating the outdoor pool in Orono should be based on the belief that the benefits of having an outdoor swimming opportunity outweighs the investment required to provide this amenity for a short -operating season. Other municipalities have rationalized the continued provision of outdoor pools through this lens, especially to provide respite from the effects of climate change. To make an informed decision on the future of the outdoor pool, the Municipality should undertake a facility condition assessment to understand its remaining lifespan and the capital investment required to continue to maintain the outdoor pool in Orono. A cost benefit analysis should also be undertaken to inform the decision -making process that takes into consideration key metrics such as participation and the actual number of operating days during the season, recognizing that unfavourable weather events have impacted programming. Orono Park Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 109 Page 153 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 46. Construct 14 new splash pads by 2036 in the following manner at parks in areas serving households with children, including in emerging Secondary Plan Areas: a. Construct six splash pads in Bowmanville, with a minimum of one serving the central area of the community (+6). b. Construct four splash pads in Courtice, with a minimum of one serving the west or north area of the community (+4). c. Construct one splash pad in Newcastle (+1). d. Explore the feasibility of constructing up to three small-scale splash pads in the rural area (+3). 47. To complement the splash pad supply, provide a minimum of one cooling station at a park in or near Clarington's two MTSAs, which could feature a limited number of spray nozzles integrated into the hardscape or as posts, or incorporated as part of a public art display, water fountains, boulders, or other feature. 48. Create a capital renewal plan for the outdoor pool and associated amenities at Orono Park. A cost benefit analysis should be undertaken prior to making any future capital decisions. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 110 Page154 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Figure 18: Distribution of Splash Pads N1lometres 4 Data Source: Munlcipallty of Clarirgton, 2023 Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1111 Page155 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 4.17 Skate Parks and Pump Tracks Current Supply Clarington provides five skate parks at the Courtice Community Complex, Darlington Sports Centre, Garnet B. Rickard Recreation Complex, Diane Hamre Recreation Complex, and Orono Park (Figure 19). This yields a service level of one per 23,269 residents, which is the highest level of service compared to benchmark municipalities but recognizes the geographically large area of Clarington. Courtice Community Complex Each location in Clarington features a range of skate components, including ramps, edges, rails, stairs, elevation changes, bowls, and more. The size and scale of skate parks vary by location, as well as the construction type. For example, the skate parks at the Courtice Community Complex, Garnet B. Rickard Recreation Complex, and Diane Hamre Recreation Complex were constructed from concrete, while the skate parks at the Darlington Sports Centre and Orono Park have modular components on a concrete pad. Market Conditions Skate parks provide youth and younger adults with a positive place to participate in skateboarding, rollerblading, scootering, biking, and other wheeled action sports. Key trends in skate parks include the following: • Skate parks are popular locations for youth and young adults to engage in physical activity and gather and socialize in a positive environment. The popularity of skate parks has resulted in the emergence of small-scale skate zones in neighbourhood parks that feature a limited range of skate components to serve residents who may not have access to community level skate parks. For example, Burlington provides several skate zones within neighbourhood parks that are often co -located with basketball courts, which are geared towards the same target market and complement major skate parks. Public requests were made for enhanced skate parks in Clarington. For example, suggestions were made for improving the location at the Garnet B. Rickard Recreation Complex as it is smaller compared to Clarington's other locations. It also has limited visibility within the site and there is a desire for amenities such as seating and shade to create more inviting spaces. 41 % of community survey respondents supported additional investment in skate parks. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 112 Page156 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Enhancing Clarington's Skate Parks The Master Plan assessment recommends providing one skate park in each urban area, which is consistent with other municipalities that share a similar urban and rural geography. With the recent completion of a new skate park in Newcastle, no new skate parks are recommended during this planning period. There are, however, opportunities to enhance existing locations such as at the Garnet B. Rickard Recreation Complex given that this skate park is not as prominent or designed as comparable to Clarington's other skate parks in Courtice or Newcastle. At the time of renewal, opportunities exist to engage the skate community to identify areas of enhancement, which may include, but not be limited to, improving sightlines and safety, and features such as lighting, seating, and other amenities. Example of a skate zone next to a basketball court Complementing Clarington's major skate parks, small-scale skate zones with introductory -level skate features should be explored at existing or future neighbourhood parks. These features tend to be best located with other facilities such as basketball courts as they are geared to the same youth target market. To complement existing skate parks, the following development strategy is proposed to strengthen access and allow novices to learn basic skills before using Clarington's major skate park locations: Construct three skate zones at existing or future parks in Bowmanville, with some potentially at future parks in Secondary Plan Areas (+3). • Construct two skate zones at an existing or future park in Courtice, potentially one serving the north end and one serving the south end (+2). Construct one skate zone at an existing or future park on the east side of Newcastle (+1). Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 113 Page157 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Consider Opportunities for Pump Tracks Pump tracks offer a variety of features for beginner to advanced users and include dirt or paved ramps and jumps along a designated course. It is generally considered to be a growth sport as more people seek activities that can be done individually or socially in an unstructured format. The Municipality does not provide any pump tracks, although some public requests were made for this type of facility in Clarington. Pump tracks are becoming more common in many municipalities to respond to demonstrated demand, which also aligns with a greater desire for a range of casual, outdoor recreation activities. In Durham Region, pump tracks are available in Oshawa and Uxbridge. They can also be found in Toronto, Mississauga, Milton, Orangeville, Saugeen Shores, Georgina, and other communities. From a provision perspective, they are often located adjacent to skate parks to create a hub for wheeled action sports. A scan of existing skate parks in Clarington found that they would not be suitable for a pump track due to site constraints. While a pump track is not recommended at this time, demand for this amenity should be revisited as part of a five-year update to this Master Plan. 49. Investigate, at the time of renewal, opportunities to enhance the skate park at Garnet B. Rickard Recreation Complex to improve the user experience, including, but not be limited to, improving visibility and supporting amenities. 50. Construct six skate zones with introductory -level features at existing or future parks, potentially co -located with basketball courts, in the following manner: a. Construct three skate zones in Bowmanville, with some potentially at future Secondary Plan Areas (+3). b. Construct two skate zones in Courtice, with one serving the north end and one serving the south end (+2). c. Construct one skate zone on the east side of Newcastle (+1). Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 114 Page158 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Figure 19: Distribution of Skate Parks Data Source: Municipality of Clarington, 2022 Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 115 Page159 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 4.18 Leash -Free Dog Parks Current Supply Clarington provides three leash -free dog parks in Courtice (South Courtice Arena), Bowmanville (adjacent to the Harbour Conservation Area) and Newcastle (Diane Hamre Recreation Complex) (Figure 20). All three locations feature two designated areas for large and small dogs and amenities include on -site parking, seating, shade, signage, and lighting. Market Conditions Leash -free dog parks provide owners with a controlled open area to exercise and socialize with their dogs. Key trends in leash -free dog parks include the following: • Leash -free dog parks contribute to sense of place and encourage community interaction among residents who share a common interest. • Leash -free dog parks are popular in urban areas as opportunities for dogs to run freely may be limited within intensified residential areas, as well as in other areas experiencing population growth. Public suggestions were made to locate dog parks away from utility infrastructure such as power lines and to provide greater enforcement to ensure the safety of dogs and owners. 42% of community survey respondents supported additional investment in leash -free dog parks. Enhancing the Distribution of Leash -Free Dog Parks There is no formal standard guiding the provision of leash -free dog parks but as the population of dogs and the number of dog owners is expected to continue to grow, there will be a need to strengthen geographic distribution of these important amenities. A distributional analysis using a one -kilometre service area found that the Municipality's existing dog parks are primarily located in the south end of each urban area. With a large portion of future population growth expected in Bowmanville's north end, there will be growing pressure for an off -leash dog park in this area. Research conducted for the Master Plan supports the provision of a new leash -free dog park in Bowmanville's north end to address current and future needs in this gap area. Previously, an off -leash dog park serving north Bowmanville was recommended in the 2020 Outdoor Recreation Needs Assessment. Staff explored a potential location at the Bowmanville Valley Conservation Area; however, preliminary geotechnical and soil investigations determined that the site may not be suitable for a leash -free dog park given the site's former landfill history. Staff are continuing to study the suitability of this site at the time of preparing this Master Plan. Should it be confirmed that this site would Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 116 Page160 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) not be suitable for an off -leash dog park, it is recommended that other sites be evaluated based on the following site selection criteria: • Located on Municipality property or on other lands through a long-term lease or public access agreement (e.g., conservation authority, hydro corridor, etc.) • A minimum area of 5,000 square metres (0.5 hectares). • Accessible to the public year-round. • Located on flat land with suitable soil quality, adequate drainage and devoid of environmentally sensitive areas and other geotechnical hazards; they should not be located along the waterfront. • An appropriate setback from adjacent land uses. Best practices vary in other municipalities from 15 metres to 50 metres. Setback distances may be reduced if a separation buffer is used. • On -site parking is preferred, although off -site parking may be suitable particularly for compact leash -free dog parks serving intensification areas. A future leash -free dog park should be designed like what is currently at Clarington's existing locations, which should include a large, fenced enclosure with separate areas for large and small dogs. Supporting amenities may include, but are not limited to, shade, seating, and water access. Lighting should also be contemplated, to allow for extended use during the evenings, particularly given that daytime use during the summer may be limiting due to climate change. The north end of Courtice is a gap, although this area is served by the leash -free dog park at the Harmony Valley Conservation Area in Oshawa, which is about a 10-minute drive for residents in this area. The existing leash -free dog park in Newcastle is also expected to be sufficient to serve residents during the planning period. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 117 Page 161 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Serving Pet owners in Intensification Areas With future population growth being directed towards Clarington's two MTSAs, it can be expected that there will be a need for more walkable off -leash dog parks in these high - density areas as residents will have limited private personal space to exercise and socialize with their dogs. As transit -oriented developments become more prevalent in Clarington, a greater share of the Municipality's population may not own private vehicles and thus Clarington's traditional leash free dog areas may not be accessible for some urban residents. The Municipality will need to be strategic in where and how new leash free dog parks are provided to meet the needs of residents in Clarington's MTSAs. A minimum of one leash -free dog park should be in each MTSA area, although multiple sites are encouraged as opportunities become available to facilitate walkable neighbourhoods and to recognize the total population that these intensification areas are projected to accommodate and the growing number of dog owners. The size of leash -free dog parks within these areas will need to be more compact than Clarington's traditional locations, which is a best practice that other municipalities are providing in high density areas (a minimum area of 500 square metres or 0.05 hectares). This should be complementary to working with the development sector to provide pet -friendly amenity spaces. 51. Continue with establishing a new dog park in north Bowmanville with consideration given to the site criteria identified in this Master Plan, including property ownership, minimum size, public access, site condition, appropriate setbacks, and parking. The design should be similar to what is available at Clarington's other locations, including a fenced enclosure with separate areas for large and small dogs and supporting amenities such as shade, lighting and seating. 52. Construct two compact leash -free dog parks in the Courtice and Bowmanville MTSAs. The Municipality is also encouraged to work with the development sector to create pet -friendly amenity spaces within all future developments. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 118 Page162 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Figure 20: Distribution of Leash -Free Dog Parks Data Source: Municipality of i:larington, 2023 Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 119 Page163 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 4.19 Community Gardens Current Supply Clarington has three community garden locations with a total of 112 plots, including two in Bowmanville at the Liberty Allotment Gardens and the Bowmanville Allotment Gardens. The third location is at the Diane Hamre Recreation Complex in Newcastle (Figure 21). Each location is operated and administered by a volunteer organization that allocates plots to gardeners for personal use, as well as community plots where food is grown and distributed to those in need, including food banks. Market Conditions Community gardens foster social interaction and horticultural education. Key trends in community gardens include the following: • Community gardens are popular in urban areas where residents may not have access to personal gardening space, particularly in intensification areas. • The increasing cost of living, including rising food prices, being experienced across Ontario has placed a greater emphasis on food security and sustainable food sources, further contributing to the popularity of residents growing their own food. • The focus being placed on health and wellness and healthy eating contributed to the increasing demand for community gardening. • Community gardens allow residents to cultivate, preserve, and prepare cultural produce. Liberty Allotment Garden Newcastle Community Garden Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 120 Page164 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Public requests were made for more community gardens in Clarington, with 60% of community survey respondents supporting additional investment in this amenity, ranking 19th of 41 facility types. New Community Gardens for Bowmanville and Courtice Community gardens are provided based on local demand, particularly if there are volunteers or a local organization willing to partner with the municipality to operate and or maintain the facility. With an increasing interest in community gardening and outdoor activities, together with an aging and diversifying population, additional community gardening locations should be contemplated if there is a willing partner(s) to assist with delivering the service. Expanding community gardening opportunities also aligns with Clarington's Corporate Climate Action Plan. From a geographic perspective, Courtice is a gap area as it does not currently have a municipal community garden, although one is provided by the Hope Fellowship Church. Working with this organization to promote the use of this location is encouraged, although the Municipality should also work with other community partners to establish a community garden on municipal property to provide expanded community gardening opportunities in Courtice. The Bowmanville Allotment Garden on Haines Street is a temporary location that has existed in its current location since 2011. While relocating the Bowmanville Allotment Garden will not be required until expansion of the adjacent cemetery is required, investigating suitable replacement sites is recommended. As a general guide, future community garden locations should consider the following criteria: • Soil quality is suitable for gardening. • Sufficient sun exposure. • Level grade. • Adequate drainage. • Access to amenities water, parking, transit, and active transportation. • Free from hazards. • Proximity to medium and high -density residential areas. In addition to the site criteria, inclusive design should also be considered as part of the development such as pathways and raised garden beds. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 121 Page165 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Community Gardens in Intensification Areas Clarington is expected to undergo residential intensification over the long-term, particularly within designated MTSAs. Residents living within condominiums in these areas will likely have limited to no private amenity space and thus, there will be a high need for community gardening opportunities in these locations. To address these needs, the Municipality should be prepared to respond through the provision of small-scale community gardening locations, which may be smaller compared to existing sites, depending on the size of the MTSA park, or providing them at parks that are within walking distance to MTSAs. Working with the land development sector to establish private amenity space, including rooftop gardens should also be explored. 53. Identify a permanent site to relocate the Bowmanville Allotment Gardens. Site criteria for selecting a community garden location should include (but not be limited to), soil quality, grade, sun exposure, drainage, access to amenities, free of hazards, and proximity to medium and high -density residential areas. Inclusive design should also be considered including pathways and raised garden beds. 54. Establish a community garden in Courtice, which should be contingent on working with a community partner to oversee daily operations. Site criteria for selecting a community garden location should include (but not be limited to), soil quality, grade, sun exposure, drainage, access to amenities, free of hazards, and proximity to medium and high -density residential areas. Inclusive design should also be considered, including pathways and raised garden beds. 55. Work with others to create and/or encourage the use of existing non-public community gardens (e.g., churches) and with the development sector to create private amenity space, including rooftop gardens in Clarington's MTSAs. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 122 Page166 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Figure 21: Distribution of Community Gardens Data Source: Municipality of Clarfngton, 2C23 Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 123 Page167 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 4.20 Outdoor Fitness Equipment Current Supply Outdoor fitness equipment stations can be found at Rickard Neighbourhood Park in Newcastle and at the South Courtice Arena. Each location features several fitness stations that engage users in a variety of strength and cardio-based exercises. A new outdoor fitness equipment location has been identified at the future Bowmanville Park on the former Zoo Lands. Market Conditions Rickard Neighbourhood Park Key trends in outdoor fitness equipment include the following: • Outdoor fitness equipment are popular amenities found throughout Europe and the United States, and they are becoming more popular in Canadian municipalities as more communities are offering these installations to encourage no -cost, outdoor physical activities. Locations typically contain multiple pieces of equipment for free public use such as in Clarington's existing locations. They tend to be best suited along trails, at community facilities, or other high traffic locations. Requests were made for more outdoor fitness equipment in Clarington. More than half (54%) of respondents from the community survey support additional investment in outdoor fitness equipment, which ranked 22nd out of 41 facility types. Strengthen the Distribution of Outdoor Fitness Equipment There is no provision target for outdoor fitness equipment as they are typically considered where opportunities exist as part of park design or renewal, as well as to respond to public requests. As a best practice, outdoor fitness equipment is typically provided in prominent locations to encourage physical activity such as at major parks that have other active recreation amenities or along trails and pathways — either co - located together in a single location such as at Rickard Neighbourhood Park and South Courtice Arena, or through fitness trails to facilitate interval training. The Municipality should continue to construct outdoor fitness equipment within its parks to improve geographic distribution to ensure that there are free outdoor opportunities to get active. Strategic locations should be considered, with an emphasis on locating installations in high traffic areas. As a starting point, consideration should be given to constructing outdoor fitness equipment along the waterfront trail in Newcastle and Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 124 Page168 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Bowmanville (to be reconfirmed through the Waterfront Strategy). A minimum of two outdoor fitness equipment locations should also be installed at future parks in Secondary Plan Areas in Courtice. Other locations may be considered at the Municipality's discretion where space is available, such as in emerging MTSAs. 56. Install outdoor fitness equipment at four parks to strengthen geographic distribution. New installations should be at parks in high traffic areas such as along the waterfront trail in Newcastle and Bowmanville (to be reconfirmed through the Waterfront Strategy), Municipal Wide or Community Parks, or in gap areas including at two parks in Courtice's Secondary Plan Areas. Long-term opportunities to provide outdoor fitness equipment in MTSAs should also be explored. 4.21 Playgrounds Current Supply Clarington provides playgrounds at 63 parks across the Municipality that vary in design, size, and range of components (Figure 22). Depending on the location and the type of park, a playground may feature distinct junior and senior play structures and swing sets (including for adults). Some locations also feature accessible components such as ramps and braille, as well as interactive toys such as musical instruments and mobile games. Play structures are also found at schools. Market Conditions Playgrounds are highly desirable park amenities that young families seek in their neighbourhoods as they benefit early childhood development, foster cognitive development and social skills, and encourage physical activity. Key trends in playgrounds include the following: • Playground designs have evolved overtime from traditional play equipment (e.g., swings, slides, etc.) to creative structures that facilitate environments that encourage users to use their imagination to create unique play experiences. • Some playgrounds are designed to encourage risky play through climbing and exploring, which have been found to contribute to cognitive development. Enniskillen Park Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 125 Page169 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) • Leading design elements include vibrant colours, interactive play features, thematic designs, and components that are barrier free and stimulate the senses such as musical instruments, as well as accessible surface treatments such as engineered wood fibre and rubber. Public requests were made for updating playground equipment, with suggestions made for playgrounds in new areas, including in the downtown area of Bowmanville and in new residential areas. Nearly three-quarters (73%) of survey respondents supported additional public investment in playgrounds, ranking 7t" out of 41 facility types. Addressing Playground Gaps Comparative municipalities generally provide playgrounds based on geographic distribution to ensure that there is a playground located within 800 metres of residential areas (five -to -ten-minute walk). This approach is recommended in Clarington to ensure that they are easily accessible for children and caregivers and supports the Municipality's goal of creating complete communities. Applying an 800-metre service area Clarington's playgrounds reveals that the Municipality is providing strong coverage in Courtice, Bowmanville, and Newcastle; rural hamlets also have good coverage with most served with at least one playground. Gaps primarily exist in future residential neighbourhoods in Clarington's Secondary Plan Areas, which should be addressed through constructing playgrounds at new parks. Based on a review of park locations identified within Secondary Plan Areas, which are subject to change as planning approvals are sought, there could be as many as 30 new playground locations added to the Municipality's inventory by 2036. Some new projects are already underway, including a new installation at Northglen East Park. Natural Playgrounds Natural playgrounds are becoming more popular to connect users with nature to improve mental health, social development and physical activity. They encourage play and interaction with landscapes and materials such as wood, logs, ropes, stones, and boulders. The use of natural materials is also supportive of corporate initiatives in many municipalities that aim to be more environmentally friendly. They provide greater sensory stimulation and imaginative play compared to traditional creative play structures and they can still be designed to comply with the Canadian Standards Association. Natural playgrounds are best suited at parks that draw local and regional users such as at Municipal Wide and Community Parks, as well as at parks serving MTSAs to connect children with the outdoors, helping to address a nature deficit. Incorporating natural playgrounds in strategic open greenspaces and natural areas may also be considered to complement the surrounding area; a natural playground is currently planned to be incorporated into the design for the Bowmanville Park on the former Zoo Lands. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 126 Page170 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) High Quality and Inclusive Playground Design The Municipality has been diligent in maintaining its playground inventory by replacing aging structures and continuing to do so is encouraged to ensure that the Municipality's play features are modern, meet evolving public expectations, and are in good condition from a safety perspective. As part of playground replacement, as well as for new playground development, high quality designs should be considered to facilitate strong user experiences, particularly as there were public suggestions for new and unique playgrounds. Play features that respond to a range of age groups also need to be considered, especially for pre -teens who are looking for more advanced and challenging playgrounds; this Master Plan also speaks to investing in outdoor fitness equipment, as well as other recreation amenities that appeal to youth to encourage physical activity. From an accessibility perspective, incorporating barrier -free features as part of playground construction and redevelopment is recommended to align with AODA requirements. The level of playground accessibility should vary and reflect on the type of park it is in and expected level of use. For example, rubberized surface could be used at Municipal Wide and Community Park playgrounds, while engineered wood fibre could be provided at all other playgrounds. Other accessible components that should be considered include, but are not limited to, ramps, musical instruments, textured surfaces, and contrasting colours. An Accessible Playground Distribution Strategy should be developed to guide the level of accessible features for play structures across the Municipality. This Strategy should include consideration for surface type and the provision of ground level and elevated play components. 57. Provide playgrounds within 800-metres of residential areas without crossing major barriers such as arterial roads, railways, and waterbodies. New and redeveloped playgrounds should feature high quality design with accessible features. An emphasis should be placed on locating new playgrounds in future parks serving Secondary Plan Areas, which could result in approximately 30 new playground sites by 2036. 58. Develop an Accessible Playground Distribution Strategy to identify geographic locations where enhanced and focused accessibility standards can be implemented to the highest level of service. 59. Evaluate opportunities to construct natural playgrounds in strategic locations such as at Municipal Wide and Community Parks, along the waterfront, and parks serving MTSAs. Incorporating natural playgrounds in strategic open greenspaces and natural areas may also be considered to complement the surrounding area. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 127 Page 171 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Figure 22: Distribution of Playgrounds PLAYGROUNDS 1 Andrew Street Parkette 2 Argent Park 3 Avondale Park 4 Barlow Court Parkette 5 Baseline Park 6 Bathgate Commons 7 Baxter Park 8 Bons Parkette 9 Bowmanville Memorial Park t 10 Broukhause Parkette 11 Bruce Cameron Park 12 Burketon Park 13 8uttonshaw Parkette ® 14 Cecil Found Parkette 15 Courtice West Park 16 Darlington Hydro Fields (Kilometres 4 17 Douglas Kemp Parkette 32 Harvey Jones Park 48 Peters Pike Parkette 18 Edward Street Park 33 Hayden Hall Parkette 49 Pickard Gate Parkette 19 Elephant Hill Park 34 Highland Park 50 Port Darlington Waterfront Park (East Beach 20 Elliot Memorial Park 35 Ina Brown Parkette 51 Rhonda Park 21 Fnniskillen Park 36 Landerville Parkette 52 Rick Gay Memorial Park 22 Foster Creek Parkette 37 Lions Parkette (Beech Centre) 53 Rickard Neighbourhood Park 23 Foxhunt Parkette 38 Longwoth Park 54 Rosswell Park Garnet BRickard Recreation 39 Lard Flgm Park 55 Scugog Stmet Neighbourhood Park 24 Complex 40 Mearns Avenue Park 56 Sell Park 25 Gate House Parkette 41 Moyse Parkette 57 Soper Creek Park 26 Glanville Parkette 42 Nelson Street Parkette 58 Squire Fletcher Parkette 27 Glenabtrey Parkette 43 Newcastle Memorial Park 59 Stuart Park 28 Green Park 44 Northglen Neighbourhood Park 60 Tyrone Park 29 Gulldwood Park 45 Orono Park 61 Walhrldge Park 30 Harry Gay Park 46 Pearce Farm Park 62 West Side Drive Park 31 HarveyJackson Park 47 Penfound Park 63 Whil liffe Parkette Data Source: Municipality of Clarington, 2023 Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 128 Page172 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 4.22 Outdoor Skating Surfaces Current Supply Access to outdoor skating surfaces in Clarington vary from year to year. Most recently, natural skating surfaces have been provided at Courtice Community Complex, Rosswell Park, Pearce Farm Park, and Guildwood Park. These have been provided through a partnership with the Municipality and volunteers, which is a common approach in other communities. The Municipality is responsible for training volunteers, providing equipment, regular inspections, compensating volunteers for water use, and providing other supports as necessary. Volunteers are responsible for setup and regular ice maintenance. Market Conditions Outdoor ice skating has been a Canadian tradition for generations, and they bring people together outdoors during the winter season. Key trends in outdoor skating include the following: • The ability to maintain natural ice surfaces Courtice Community Complex Outdoor Skating Rink Rendering has become increasingly difficult, including in Clarington, due to warmer winter seasons that are not suitable for outdoor skating. Consistently cold temperatures are required to provide a safe and level skating surface. • Milder winters have forced municipalities to shorten the skating season, and, in some cases, outdoor skating venues are closed completely. • Some municipalities explored strategies to provide more stable outdoor skating opportunities such as refrigerated ice surfaces or constructing covered shelters, although these options are more costly to construct compared to providing naturalized ice surfaces. • Synthetic ice surfaces are also available that are made from plastic that are designed to replicate the feel of real ice. While synthetic ice can be used for warm winter temperatures, they provide a different skating experience due to its artificial properties as it does not have the same smoothness or glide as real ice. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 129 Page173 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Three-quarters of respondents to the community survey for the Master Plan supported additional investment in outdoor skating rinks, ranking 6t" out of 41 facility types. Through the consultation process, public requests were also made for skating trails. The Municipality is Investing in Outdoor Skating Council has approved the development of three refrigerated outdoor skating surfaces over the short-term to serve each of the Municipality's urban areas at the future South Bowmanville Recreation Centre, Courtice Community Centre, and Diane Hamre Recreation Complex. The Courtice location is planned to be completed by 2024, while the Newcastle location is planned to open in 2025, followed by Bowmanville in 2026. Some municipalities have adopted a service target of one refrigerated ice pad per 100,000 residents. Once Clarington's three outdoor skating surfaces are completed, the Municipality will be providing a service level of one per 41,000 residents. This would suggest that the outdoor skating rinks approved by Council will be more than adequate to meet future needs. On this basis, no additional outdoor skating surfaces are recommended during this planning period. 4.23 Outdoor Lacrosse Boxes Current Supply The Municipality offers an outdoor lacrosse box at Clarington Fields, adjacent to the Bowmanville Indoor Soccer Facility. This location consists of a concrete playing surface with rink boards, lighting, and multi -lining for lacrosse, ball hockey, and pickleball. Market Conditions Lacrosse is one of North America's oldest sports that was first played by Indigenous Peoples. Key trends in outdoor lacrosse include the following: • Between 2004 and 2019, the number of players affiliated with Lacrosse Canada grew by 10% to 48,000 players, with growth attributed to the increase of field lacrosse players.'o • The Ontario Lacrosse Association (OLA) reported that there are approximately 33,000 people involved in the organization, which includes players, coaches, trainers, officials and volunteers." 10 Filion, P. 2024. Can we really grow this game? Retrieved from https://www.thinklacrosse.ca " Ontario Lacrosse Association. OLA's Heritage. Retrieved from https://ontariolacrosse.com/heritage Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 130 Page174 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Requests were made for a covered and lit, multi -use lacrosse boxes to accommodate both junior and senior players. Almost one-third (29%) of respondents supported additional investment outdoor lacrosse boxes, ranking 39t" out of 41 facility types. Continuing to Promote the Use of the Existing Lacrosse Box Box lacrosse is primarily played indoors on dry arena pads when ice is removed during hockey's off- season, although it can also be played outdoors. The Municipality currently provides outdoor lacrosse boxes at a rate of one per 108,757 residents, which is higher compared to the benchmark average of one per 214,079 residents; Mississauga and Whitby are the only other municipalities that provide this facility type. _7" i Clarington's outdoor lacrosse box was used for a total of 125 hours in the 2023 season, a few days per week for only one to two hours at a time. Based on the number of available prime time hours, this Clarington Fields Outdoor Lacrosse Box translates into a usage rate of 7%, suggesting that there is ample capacity for more use. More recently, the space has also been used for pickleball. With two new ice pads recommended through this Master Plan, lacrosse users will have more indoor dry pad capacity, if required, which may further erode the use of Clarington's outdoor lacrosse box. On this basis, additional outdoor lacrosse boxes are not recommended. Continuing to promote the use of the existing outdoor lacrosse box, which is planned to remain in its current location with the development of the South Bowmanville Recreation Centre, is encouraged while also utilizing the space for a variety of activities (pickleball, ball hocket, etc.). 60. Promote the use of the existing outdoor lacrosse box to increase utilization while maximizing the space for a variety of activities such as pickleball, ball hockey, etc. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 131 Page175 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 4.24 Arts and Culture Facilities Clarington residents have a wide variety of interests, including a heightened need for meaningful cultural experiences. The Municipality plays a key role in celebrating local history, culture and traditions, and providing spaces to do so is important to connect with past, present, and future residents. Clarington has publicly owned cultural spaces that are operated by the Municipality or by third -party community organizations, as well as multi -purpose spaces where cultural activities can take place. Local cultural spaces include art centres and galleries, theatres, farmers' markets, historical landmarks, libraries, private sector artisans and craftspeople, and more. These are complemented by cultural groups and space providers across Durham Region, many of which are within driving distance of Clarington. The following highlights some of the Municipality's cultural spaces, or cultural -friendly spaces, and the activities available at each location. In addition to these spaces, it is important to note that many of Clarington's cultural programs and special events take place within indoor and outdoor community and recreation spaces. These assets represent only a portion of what is available in the community. It will be important for the Municipality to maintain an up-to-date inventory of cultural space providers in Clarington such as the CLMA, community groups, private businesses, etc. to have a full understanding of local resources to help bring greater awareness to the community as well as minimize service and facility duplication. Camp 30 Cafeteria Building The Municipality owns the cafeteria building — which is one of six built structures — at Camp 30, which is a site that is designated as a National Historic Site. The Jury Lands Foundation is an integral partner for the planning, design, funding and potential future uses of the building. Its historical designation recognizes the aesthetic and design as its structures are laid out in a campus -like plan with a ring road, grass fields, landscaping, and mature trees. Camp 30 also boasts important historical significance as a former boys training school, POW camp during the Second World War, and other uses. Given the cafeteria building's condition, it is currently not usable. A significant reinvestment would be required before this space is programmable for any type of use. The first step is to ensure that the structure is in stable condition to ensure that it can be further assessed to evaluate long-term opportunities and potentially for the Jury Lands Foundation to fundraise, which would require a building condition assessment to be completed. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 132 Page 176 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Visual Arts Centre and Other Arts Space The Visual Arts Centre is located in Bowmanville at Soper Creek Park. The facility is owned by the Municipality and is operated by the non-profit organization that was established in 1996. The organization provides space for art exhibitions and studio space to display art and hold workshops for adults and children that are geared to a range of artistic mediums, including photography, painting, pottery, drawing, and more. While the Municipality supports this organization through annual financial contributions, there are opportunities for physical enhancements to the Visual Arts Centre building to improve accessibility; the facility is currently not fully accessible, which is a limiting factor in the program opportunities that the organization can provide. Accessibility enhancements to the outdoor space around the Visual Arts Centre in Soper Creek Park could also be undertaken such as repairing or providing exterior pathways. In addition to the Visual Arts Centre, the Municipality Visual Arts Centre directly provides arts and cultural activities within multi -purpose spaces at its facilities, including the Courtice Community Complex, South Courtice Arena, Diane Hamre Recreation Complex and Garnet B. Rickard Recreation Complex. These spaces are suitable for activities such as painting, craft work, and cooking. The use of these spaces for delivering arts and cultural programs continues to be supported to maximize their use; this Master Plan found that there is capacity within multi -purpose facilities to accommodate more use. Programming could potentially be expanded by working collaboratively with the arts and cultural community such as instructors and experts to deliver programming within municipal spaces. Ensuring that these spaces are designed in a manner to accommodate arts and cultural programming will be important, which includes consideration for amenities, including storage areas, counterspace, sinks, kitchen or kitchenette, and other features. This will also be an important consideration in planning and designing space at the future South Bowmanville Recreation Centre. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 133 Page177 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Performing Arts Space While there are several privately -operated dance studios in Clarington, there is currently no venues for community performing arts. This has been a gap for some time and is something that is desired by the community. The Master Plan consultation process received requests for community -driven performing arts space for theatre productions and performances, as well as affordable, introductory -level dance classes. This is important for groups that currently lack access to appropriate and affordable space to perform or rehearse; some groups currently rent school space, although it may not always be available. It can also be a challenge for the Municipality to respond to the demand for outdoor community -driven events, without displacing sport field users. Municipalities do not provide performing arts spaces to satisfy a service level target. They are primarily constructed to facilitate economic development and tourism goals, and to support community building and sense of place. Support for developing performing arts space can also be rationalized if there are organizations seeking space for performances and/or to deliver community programming, or if there is a partnership opportunity with a major entity such as schools, non-profit organizations, and the private sector. Trends suggests that performing arts space have two types of venues: a traditional main hall with theatre style seating and stage, and a flexible, smaller hall with a flat floor that can be used for rehearsals, practices, and programming.12 The Municipality recognizes the need for performing arts space as exploring options for a performing arts venue was identified as a priority in Clarington's 2024-27 Strategic Plan, which is supported by this Master Plan. It is recommended that the Municipality prepare a feasibility study to confirm the need for an indoor performing arts venue, including space needs (e.g., traditional main hall, community space, amenities, etc.), evaluate potential locations, partners, design, financial analysis, and consider public and community organization input. 12 AMS Planning & Research, et. al. Feasibility Study for a Cultural Arts Centre in VMC. Rotary Park Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 134 Page 178 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) To complement the indoor performing arts space, the feasibility of hosting productions and performances outdoors is supported. The Municipality already does this to some degree as it works with partners to host Concerts in the Park during the summer in Bowmanville, Courtice, Newcastle, and Newtonville. Exploring opportunities to expand hosting outdoor performances and productions could also be considered along the waterfront, which should be considered as part of Clarington's new Waterfront Strategy, and the future Bowmanville Park on the former Zoo Lands, or in other locations as opportunities become available. Farmers' Markets Clarington works with its community groups to promote local agriculture and support small businesses and healthy eating through farmers' markets where residents and regional visitors can purchase fresh fruits and vegetables, meats and cheeses, baked goods, and handmade products crafted by artisans. In partnership with community groups, Clarington provides two farmers' markets on municipal property in Bowmanville (at the Garnet B. Rickard Recreation Complex) and in Newcastle (Diane Hamre Recreation Complex). These are complemented by numerous farms throughout the Municipality that provide a range of fresh fruits and vegetables, as well as other products. While there is currently no farmers' market in Courtice, the Municipality should be ready to respond if they are approached by a willing community organization open to taking on this initiative with the support of staff. Clarington Library, Museum & Archives CLMA is one of the primary cultural providers of spaces, programs, and services in the Municipality. Section 0 and Error! Reference source not found..0 contains details of what the CLMA provides and recommendations going forward. Clarington Cenotaphs and Memorials Clarington's cenotaphs were erected to memorialize local residents who bravely fought in historical battles. For example, the Bowmanville Memorial Monument is located at the Municipal Town Hall. The monument was constructed in 1922 in memory of those who lost their lives in the First and Second World Wars, the Korean War, Gaza Strip, and Afghanistan. Adjacent to the Bowmanville Memorial Monument is a mural depicting local military history. Other historical monuments are located at Clarington Fields (Bowmanville), the corner of Main Street and Station Street in Orono, adjacent to the Newcastle Community Hall, and on the corner of Newtonville Road and Hill Street in Newtonville. These cenotaphs are often used as the location for the Municipality's annual Remembrance Day services. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 135 Page179 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) The Municipality is also in the process of renovating Veterans' Square in Bowmanville to create a welcoming gathering space for residents. Located adjacent to the Municipality's Administrative Centre, this space is used for hosting civic events such as Clarington's Remembrance Service. Planned to be completed before November 2024, the renovations include new flag poles, raised gardens, accessible seating, paved pathways, service animal relief area, and mobility device charging stations. Other Non -Municipal Cultural Facility Providers Clarington's cultural spaces are complemented by non -municipal community service providers. There are a number of artisans and craftspeople located throughout the Municipality, as well as music instructors and dance studios. As the Municipality continues to build an inventory of non -municipal cultural facility (as well as program and service) providers, as recommended by this Master Plan, greater promotion and awareness of these organizations is encouraged. Heritage Properties Protecting and preserving Clarington's heritage properties are important to celebrate the past and the Municipality's unique identity, as well as to showcase the evolution of architecture dating back to the early 19t" century. There are nearly 100 properties that are designated as a heritage property under the Ontario Heritage Act, some of which are owned by the Municipality, including Waverley Place, Haydon Community Hall, Newcastle Village Community Hall, Kirby Schoolhouse, and Town Hall in Bowmanville. The Clarington Heritage Committee provides support for the Municipality to identify, review, discuss, and make recommendations to Council on properties and issues of cultural heritage, value, and interest. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 136 Page180 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 61. Undertake a cultural mapping exercise to establish a full understanding of cultural resources that are available from the Municipality, CLMA, community providers, private businesses, etc. as a tool for bringing awareness and promoting what's available in Clarington. 62. Undertake a building condition assessment of the Camp 30 Cafeteria Building to understand the requirements to ensure that the structure is stable to allow for an evaluation of long-term opportunities and potentially for the Jury Lands Foundation to fundraise. 63. Undertake a feasibility study to update the Visual Arts Centre, including enhancing accessibility and modernizing the building to bolster programming opportunities and achieve long-term success. 64. Continue to deliver and expand general arts and cultural programs within existing and future indoor and outdoor spaces and ensure that they are designed to accommodate such uses with consideration given to supporting amenities and features. Engaging the arts and cultural community to provide programming within municipal spaces is encouraged. 65. Undertake a feasibility study to confirm the need for an indoor performing arts venue to consider space considerations (e.g., traditional main hall, community space, amenities, etc.), evaluate potential locations, partners, design, financial analysis, and consider public and community organization input. 66. Enhance opportunities to provide outdoor productions and performances such as along the waterfront, Bowmanville Park on the former Zoo Lands, or other locations as they become available. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 137 Page 181 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 4.25 Library Space Current Supply Four library branches are located in Courtice, Bowmanville, Newcastle, and Orono (Figure 23). The library branches in Courtice and Bowmanville are co -located with other municipal facilities (e.g., Courtice Community Complex and Municipal Town Hall), while the Newcastle and Orono branches are standalone facilities. CLMA offers a total of 48,700 square feet of library space, which translates into a service level of 0.45 square feet per person, which is less than the benchmark average (0.50 square feet) and lower than the industry target of 0.60 square feet per person (Table 20). Table 20: Service Level Comparison, Library Square Feet Per Person Municipality— IF- 2021 Population Library Total Area • Service Level • Ft. per Person) Ajax 126,666 3 56,100 0.44 Kitchener 256,885 5 155,214 0.60 Markham 338,500 4 151,401 0.45 Milton 132,979 3 53,337 0.40 Oakville 213,759 7 108,301 0.51 Oshawa 175,400 4 95,085 0.54 Pickering 100,000 3 51,000 0.51 Richmond Hill 202,000 4 102,000 0.50 Whitby 138,501 3 76,800 0.55 Average� 187,188 94,360 Clarington (2024) 108,757-7 4 48,704 0.45 Each branch features print material and a multi -media collection, dedicated age spaces, computers and internet, designated age spaces, and meeting/study rooms (except for the Orono Library Branch). Unique to the Courtice Library Branch is the Municipality's first makerspace that provides a space for collaboration, learning technology and more. Equipment available at the makerspace includes button makers, 3D printer, vinyl cutter, and sewing machine. In recent years, CLMA has reinvested in the Courtice, Bowmanville, and Orono Library Branches to enhance and expand physical spaces. At the time of preparing this Master Plan, the CLMA was moving forward with renovations to the Bowmanville Library Branch to reconfigure and refresh the space, which will include absorbing the museum exhibits and services that are currently provided at the Sarah Jane Williams Heritage Centre. Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 138 Page182 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Figure 23: Distribution of Clarington Library, Museum & Archives Facilities Data Source: MurflJoality of Clarinzton. 2i1,' Monteith Brown Planning Consultants I Tucker -Reid & Associates I Watson & Associates Economists Ltd. 1 139 Page183 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Library Facility Strategy Library facility needs are assessed through a combination of space requirements and geographic distribution, with consideration being given to potential joint use locations with other civic facilities. The consultation process for this Master Plan found that there is interest in expanding library opportunities with 57% of residents supporting additional investment in public libraries. The provision of library space in Clarington has not kept pace with historical levels. A library study conducted in 2013 for the Courtice community reported that library space was being provided at a rate of 0.50 square feet per resident and while the Courtice library branch was expanded, the library space service level has declined to 0.45 square feet per resident, demonstrating that the rate of population growth has exceeded expanded library space. The 2013 library study recommended a per capita target of 0.6 square feet of library space per person, which was reinforced through CLMXs 2016 Library Service Review. A revised target of 0.55 square feet per person is recommended in Clarington, which is an increase from the current service level and in the middle of the range between the benchmark average and industry target. The rationale behind revising this target is that it continues to support CLMA's role in providing community gathering space, as well as programs and services that extend beyond traditional books and resources, but it also recognizes the shift towards co -locating with community centres to create activity hubs, which is a common best practice, and the potential for shared spaces such as lobbies, washrooms, program rooms, etc., resulting in reduced square footage requirements. It also recognizes a common practice in other library systems to invest in outreach services to reach residents such as bookmobiles, and book lockers or vending machines. Based on a current population of 108,757 residents and the revised target, the Municipality will require a total of 89,452 square feet of library space by 2036, which is 40,748 square feet more than what is currently provided (Table 21). In other words, the Municipality would effectively need to provide the equivalent of nearly two Bowmanville library branches by 2036. Table 21: Projected Library Space Needs Year 2026 2031 2036 Projected Population 123,730 143,970 162,640 Library Space Needs (sq. ft.) 68,052 79,184 89,452 Based on a target of 0.55 sq. ft. per resident Additional Library Space Needs (sq. ft.) +19,348 +30,480 +40,748 Based on 48,704 sq. ft. of existing library space 140 Page184 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) An analysis of library space needs based on geography was also conducted to ensure that residents have adequate access to library spaces and service across Clarington (Table 22). The greatest need for library space is in Bowmanville where the majority of new residents are expected to reside during the planning period. Additional library space is also required in Courtice, as well as in Orono and the rural area. Newcastle is currently providing a sufficient library space, although it is anticipated that there will be a gradual need for new library space by 2036. Table 22: Projected Library Space Needs by Community LibraryCommunity ..Needs Projected Population ............................. 58,327 69,456 79,972 Library Space Needs (sq. ft.) 32,080 38,201 43,985 Bowmanville Based on a target of 0.55 sq. ft. per resident Additional Library Space Needs (sq. ft.) Based on 24,000 sq. ft. of existing library space +8,080 +14,201 +19,985 at the Bowmanville Library Branch Projected Population ......... ......... ........ ........ ........ ........ ........ 31,984 ......... .............................................................. 36,421 40,286 ......... ......... Library Space Needs (sq. ft.) 17,591 20,032 22,157 Courtice Based on a target of 0.55 s ft per resident ..................................................................................................................9................................................................................................................................................................................................................................................. Additional Library Space Needs (sq. ft.) Based on 12,000 sq. ft. of existing library space +5,591 +8,032 +10,157 at the Courtice Library Branch Projected Population ................. 13,074 16,813 20,417 Library Space Needs (sq. ft.) 7,191 9,247 11,229 Newcastle Based on a target of 0.55 sq. ft. per resident Additional Library Space Needs (sq. ft.) Based on 9,100 sq. ft. of existing library space -1,909 +147 +2,129 at the Newcastle Library Branch Projected Population 20,345 21,290 21,955 Library Space Needs (sq. ft.) 11,190 11,710 12,075 Rural/Orono Based on a target of 0.55 sq ft. per resident Additional Library Space Needs (sq. ft.) Based on 3,604 sq. ft. of existing library space +7,586 +8,106 +8,471 at the Bowmanville Library Branch A series of capital projects are recommended to address Clarington's library space needs, with consideration being given to the location and timing of population growth, existing library locations, and geographic equity. The current distribution of libraries is very good, but new and expanded facilities will be required to serve growth areas, as well as alternative delivery models; appropriate resource requirements would need to be considered to support additional library space, such as staffing. Prior to library 141 Page185 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) expansion or development, supporting feasibility studies will need to be prepared to confirm needs and locations, design, sizing, and financial and resource implications. • Approximately 20,000 square feet of additional library space is required in Bowmanville to meet growth -related needs by 2036. CLMA is currently undergoing renovations at the Bowmanville Branch Library, although this will not result in any additional space and given that there is no opportunity for expansion, other locations should be considered. The most logical option is to construct library space at the South Bowmanville Recreation Centre as part of a future addition to the facility given that there is space available, which would create a community hub for Bowmanville as well as cross programming opportunities and other efficiencies. Given the planned facility components that will be constructed as part of the first phase of the facility, as well as other facilities recommended to be included as part of a future expansion (e.g., indoor aquatic centre), it is not likely that this site would be capable of accommodating all of Bowmanville's future library space requirements. Afacility fit exercise should be undertaken to confirm how much square footage of library space can fit on site (preferably in the 12,000 square foot range). The remaining balance of library space needs should be accommodated at another location, preferably in the north end of Bowmanville and co -located with other community facilities. • Up to 10,200 square feet of library space is required in Courtice. The 2013 Study for the Expansion of Library Services for the Courtice Community recommended that library services be expanded at the existing Courtice Community Complex or a new site be acquired in the Courtice Urban Centre to establish a new District Library Branch. Internally expanding the existing space into vacated space was ultimately supported and in 2015, the Courtice Library Branch was expanded that doubled its size to include a makerspace, media room, age spaces, multi -purpose room, and reading areas. The expansion took over space that was previously used by a daycare operator and thus, it did not require expanding the building footprint of the Courtice Community Complex. Given that the Municipality has invested in this library space, exploring future opportunities to accommodate a further expansion of library space at this site is recommended, preferably by extending the building footprint to the west in conjunction with expanding the aquatic facility, as recommended in this Master Plan. Should it be determined that this location cannot be expanded, undertake a feasibility study to determine alternatives to providing library branch space in Courtice. • Newcastle is currently providing sufficient library space to meet current needs, although it is anticipated that approximately 2,100 square feet of additional 142 Page186 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) library space will be required by 2036. Recognizing the overall size of the community, the optimum solution is to investigate the feasibility of expanding the existing branch as it is currently well positioned within the Newcastle Village Centre and in proximity to destinations such as the Newcastle Community Hall; it is also located adjacent to a seniors' residence. A cursory review of the site revealed that the north side of the building is a soccer field, although there may be opportunities to expand the building footprint to the west, south and east. • The recommended target suggests that there is a need for nearly 8,500 square feet of new library space to serve Orono/rural area, which is generally equivalent to the existing Newcastle Library Branch. Modest enhancements were recently made to the Orono Library Branch for accessibility and to enhance the user experience. Given the large geographic of Clarington's rural area and dispersed population, expanding the Orono Branch Library or constructing new library space would not be adequate to meet the needs of rural residents and thus is not recommended. Instead, it is recommended that an emphasis be placed on expanding CLMA's reach to the people through strategies by establishing a bookmobile program to travel to hamlets across the Municipality, which is supported by CLMA's 2023- 2027 Strategic Plan. Consideration should also be given to creating express locations throughout the rural area to provide places for rural residents to pick up library holds and drop-off items. Library vending machines could also be installed in strategic locations to provide residents with a variety of choices and augment library access for borrowing books and other materials. Library Space and Design Considerations People expect libraries to be well -designed with inspiring spaces in which they want to spend time. Spaces must be accessible to everyone with convenient and appealing amenities such as washrooms, comfortable seating, power outlets, Wi-Fi and more. Modern libraries are being designed as flexible spaces that can be reconfigured according to changing needs. Library spaces must also be affordable for the community to use. CLMA recently implemented rental rates for the use of its multi -purpose spaces, which is consistent with other library systems to offset costs, which is guided by its Use of Space policy. A high-level comparison revealed that CLMA facility rental costs are generally in line with other library systems, but public concerns were raised during the Master Plan's consultation about the requirement for the facility renter to have insurance; it can be a barrier to residents and community groups, although this is a best practice in other communities to minimize risk. 143 Page187 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Some libraries have an increased focus on people and less on collections space and may include modular fixtures and ergonomic furniture, wide and uncluttered aisles with lower shelving to accommodate persons with physical disabilities, and a more "open" interior to accommodate study and workspace with good sightlines. Some libraries are also extending outside the facility (e.g., reading gardens or patio spaces), increasing usable library space on a seasonal basis. As a result, the demand for library space is on the rise. An emphasis on good building design is critical. Flexible, accessible, and resilient spaces are required. In planning, designing, and developing new and expanded library spaces, the following should be considered (this is not intended to be a comprehensive list): • Fewer desktops and more mobile devices; • Movable, cleanable and durable furniture; • Enhanced air exchange and connections to outdoors; • Less congested and more open public areas where people can gather and play together; • Reconfigured administration workspaces; • Larger, accessible washrooms with more touchless features; • More expandable network infrastructure; • Large, multi -purpose rooms to accommodate study, meetings, learning, programs and exhibits; • Aesthetically -pleasing environments; • Space for displaying public art and artifacts, as well as associated storage; • Space -making with furniture choices and configurations; • Food services and places where food can be consumed; • The use of sustainable materials and energy efficient equipment; and • More outdoor reading areas, pop -ups in parks and public spaces, and other outreach or program opportunities. Looking ahead, complete communities that provide easy access to schools, jobs and the services that are needed the most have excelled during the pandemic, emphasising the need to continue to provide library services that are accessible to all residents and where possible, co -located with other civic facilities to create strong community hubs where residents can access a range of resources, programs, and services. 144 Page 188 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 67. Undertake feasibility studies to implement the recommended library facility strategy outlined in this Master Plan. a. Add approximately 20,000 square feet of library space in Bowmanville. A portion of library space needs should be met through a future expansion of the South Bowmanville Recreation Centre. A facility fit exercise should be undertaken to confirm the square footage of library space that can be accommodated (preferably in the 12,000 square foot range). The remaining balance should be provided at another location, preferably in the north end of Bowmanville and co -located with a community facility. b. Expand the Courtice Library Branch to add approximately 10,200 square feet of space, potentially by extending the existing building footprint to the west, which could be undertaken in conjunction with expanding the aquatic facility, as recommended in this Master Plan. Should it be determined that this location cannot be expanded, undertake a feasibility study to determine alternatives to providing library branch space in Courtice. c. Add approximately 2,100 square feet to the west, south or east side of the Newcastle Library Branch. 68. As part of library space development and redevelopment, consider leading space and design considerations to provide accessible, fresh, and modern spaces that are relevant and responsive to all users, and are inclusive and flexible to support evolving needs, services, and programming. 69. Increase access to library resources in smaller hamlets and the rural areas of Clarington through alternative service delivery models by providing a bookmobile service for rural residents and installing two library lockers for pick- up and drop-offs. Library book vending machines should also be considered. 70. Monitor the effect on space utilization resulting from the implementation of the Use of Space Policy and, if necessary, undertake policy revisions. 145 Page189 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 4.26 Museum and Archives Space CLMA is responsible for operating three properties that house museum exhibits and artifacts, and archives. The Sarah Jane Williams Heritage Centre is located a short distance from the Municipal Town Hall in Bowmanville. It contains exhibitions and collections that showcase the Municipality's history and is home to ClaringTown, which is an interactive exhibit for children, as well as an archival collection to assist those looking to conduct research on local events, families, and more. As previously mentioned, the Municipality is currently planning for the renovation of the Bowmanville Branch Library to reconfigure space and to accommodate the collections, exhibits and archives that are currently located at this Centre. This initiative is supported by this Master Plan as it endeavours to make efficient use of existing space and by co - locating library services with museums and archives, CLMA will be well positioned to deliver enhanced museum -related programming to residents and visitors, as well as better connect people with Clarington's past through its archival resources, which are also in the process of being digitized. When the Bowmanville Branch Library renovation is completed, CLMA and the Municipality should explore alternative historical and/or cultural uses for the existing Sarah Jane Williams Heritage Centre in a manner that aligns with agreement made between the original property donor and the Municipality. Clarington also has two heritage properties that are designated under the Ontario Heritage Act, including Waverley Place. Originally constructed in 1847 as a one storey cottage, it is recognized as one of the earliest brick built homes in Bowmanville. It was later renovated and expanded in the 1860s and 1880s to a two storey Italianate style building that exists today. The home features nine rooms and showcases the lifestyle of an upper-class family from the early 1900s. Waverley Place was home to a wealthy merchant named David Fisher, who also served on Bowmanville's first municipal council. Waverley Place was also home to J.H.H. Jury, who was a prominent local citizen and one of the founders of a chain of drugstores.13 13 Ontario Heritage Trust. Retrieve from httl)s://www.heritagetrust.on.ca Waverley Place 146 Page 190 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) The Kirby Schoolhouse/Clarke Museum was constructed in 1863 and was originally a small log building, which was replaced in 1857 and 1878 with a larger structure. The building was used as a school until 1976 and the Clarke Museum and Archives assumed ownership in 1980. Both facilities are closed to the public, although tours of the facilities can be arranged for educational programs; they are also opened during annual Doors Open events and Waverley Place can be booked for events such as weddings. There may be opportunities to increase programming opportunities as well as staff efficiency for CLMA and the Municipality. 3 � Kirby Schoolhouse/Clarke Museum CLMA's Strategic Plan speaks to centralizing its heritage buildings in Bowmanville, such as relocating Kirby Schoolhouse Museum to Waverley Place, to "fully program and promote our local history". This initiative aligns with best practices in other municipalities such as Pickering, Uxbridge, Scugog, London, and other communities that have centralized its heritage buildings at a single location to create "museum villages" or "community museums" that allow operators to offer stronger community programming and educational experiences, as well as tourism and rental opportunities. Together with the renovated Bowmanville Branch Library, these initiatives are logical steps forward to raising the profile of CLMA in the community and is one that is supported by this Master Plan to position downtown Bowmanville as a destination for learning, technology, and connecting with Clarington's past, and better align with the Galleries, Libraries, Archives, and Museums (GLAM) trend. 71. Explore alternative historical and/or cultural uses for the Sarah Jane Williams Heritage Centre following completion of renovations to the Bowmanville Branch Library, which will absorb museum artifacts and exhibits, and archives. 72. Proceed with co -locating Clarington's heritage buildings in Bowmanville to create a centralized hub, in alignment with CLMA's Strategic Plan. 73. Create a plan to bolster museum programming and use of archives with a focus on maximize the use of enhancing CLMA spaces to celebrate and better connect residents to Clarington's past. 147 Page 191 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 5. Culture Plan While culture can mean different things to different people, it is generally considered to be the expression and celebration of beliefs, values, attitudes, behaviours, and perspectives that are shared between individual and community interactions that creates a sense of place and makes places unique. Culture can also refer to the customary beliefs, social forms, and material traits of racial, religious, or social group.14 Culture can be shared through many forms of mediums and media including, but not limited to, gatherings, special events and festivals, storytelling, preservation of archives and artifacts, the arts (e.g., performing, fine, visual, literary, etc.), and more. Culture contributes to communities in many ways, including: • Creating a sense of local pride through community building, place -making, and providing quality experiences. Newcastle Cenotaph • Offering a greater variety of pastime activities for residents to pursue, beyond traditional recreation. • Generating economic multipliers, particularly with events increasingly being marketed outside of communities to draw tourists, thus forming an important element of broader tourism strategies. • Encouraging social interaction by encouraging residents to get involved in the community, and providing venues where new residents can understand what makes the municipality unique (and interact with established residents). This section provides the Municipality with guidance on elevating culture in Clarington and celebrating local arts, diversity, events, and people. 14 https://www.merriam-webster.com/dictionary/culture 148 Page 192 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 5.1 Providing a Foundation for Culture In 2006, a landmark document for culture was prepared for the Government of Canada that identified culture as being one of four pillars of community sustainability.15 Across Canada and around the world, a thriving arts, culture, and heritage system brings multi -faceted benefits to a community. Ontario's cultural (and informational) industry generated $34.4 billion in GDP in 2022, as well as employing nearly 160,000 people or 2% of the Provincial workforce.16 Clarington and the local cultural community are keen to leverage the contributions and talents of the creative collective. The Municipality has historically been the provider of space where cultural opportunities can take place, grow, and thrive. Over the years, the Municipality has invested in these spaces in various ways, such as delivering and/or supporting special events and festivals, acquiring the cafeteria building at Camp 30 (conveyed to the Municipality in 2022), and funding partners and facility operators such as Visual Arts Centre as well as CLMA. Public art in Bowmanville Clarington's cultural opportunities are primarily delivered by local creative individuals and collectives. The Municipality supports these individuals and organizations through a community development model by providing as needed supports such as funding, promotion and awareness, and other means to ensure their long-term success and the successful delivery of services and programs. Cultural opportunities are important for all ages, particularly for younger children and older adults. Involvement in the cultural sector encourages self-expression and can develop feelings of confidence and self-worth, and empowerment. Participation in arts and culture at an early age can lead to life-long involvement, something that is also important during older adulthood as there is ample research linking participation to the prevention of cognitive deterioration and dementia and minimizing social isolation. In the current day and age, more people are tapping into their creative sides using technology 15 Government of Canada. From Restless Communities to Resilient Places: Building a Stronger Future for All Canadians. (2006). Final Report of the External Advisory Committee on Cities and Communities. 16 Statistics Canada. February 2024. Information and Cultural Industries (NAICS 51): Ontario, 2023-2025. Retrieved from httos://www.iobbank.ac.ca/trend-analvsis/iob-market-reports/ontario/sectoral-r)rofile- information-and-culture 149 Page 193 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) available through their smartphones and tablets, meaning that there is upside for participation in arts and culture activities. 5.2 Cultural Diversity in Clarington Clarington's ethno-cultural diversity can play a prominent role in shaping the cultural system, often contributing to the community's identity and traditions that have carried over time. Ethno-cultural background is also part of establishing new traditions and offerings, which is part of the reason that a community's cultural identity is dynamic and constantly evolving. Municipalities across the GTHA are experiencing cultural diversification and Clarington is no exception. The 2021 Census reported that 15% of residents are immigrants, which is an increase from 12% reported in the 2016 Census. Major countries of origin include the United Kingdom, India, Jamaica, and the Philippines. While Clarington's population is not as diverse as Durham Region and Ontario as a whole, where 27% and 30% of residents are immigrants, respectively, continued cultural diversification is expected in the future that will drive interests in cultural activities; Clarington is already experiencing a shift in demand for more recreation opportunities such as cricket driven by increasing diversity of the population, as well as a growing demand for meaningful cultural opportunities. Recognizing that 85% of Clarington's residents are non -immigrants, the Municipality is not likely to face significant culturally -related participation barriers (e.g., language), although Clarington is anticipated to continue to diversify as its population grows. The Municipality and CLMA are proud to offer a range of cultural -related programming as well as respond to interests that are gaining in popularity such as the new cricket field at Courtice Memorial Park. 5.3 Public Art Incorporating public art in parks and facilities is a growing trend to recognize artists and crafts peoples, Indigenous Peoples, and organizations that are dedicated to promoting and preserving local history. Public art also significantly contributes to public spaces by creating welcoming and imaginative places that incorporate values or pieces of history. Clarington understands this significance and has undertaken various initiatives to continue to grow the collection of public art and heritage features seen throughout the Municipality. Examples of public art features are found throughout Clarington, including murals along main streets depicting important historical locations and imagery. Most recently in 2022, Clarington revealed a mosaic mural located at Town Hall that was created by the 150 Page 194 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) community through 700 individual hand painted tiles.' This art piece was developed through the collective efforts of various residents and community groups, representing history and special pieces of Clarington's story. Ontario Power Generation sponsored this community initiative alongside the knowledge provided by Mural Mosaic. In 2020, Clarington received a $110,000 grant from the Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA) to install public art pieces throughout the Municipality. A local art company and three local artists undertook the task of creating artwork for the downtown areas. Art installations included a mural of influential women in Bowmanville, coloured polycarbonate silhouettes of youth, garden sculptures, and artistic bike racks.$ Continued investment and provision in public art is wl. encouraged to animate spaces, spark creativity and. imagination, showcase historical and cultural values, % and recognizing Indigenous Peoples. To guide this process, the creation of a Public Art Policy is recommended to provide guidance on evaluating and Public art in Orono approving public art installations across Clarington. To support this, establishing a Public Art Reserve fund would assist with acquiring, developing, installing, and maintaining public art, which could be funded through gifts, bequests, fundraising, levy, or other funding source. r r. tr.. 74. Create a Public Art Policy to provide guidance on evaluating and approving public art installations and create a Public Art Reserve Fund to assist with acquisition, development, installation, and maintenance; funding which could be made through gifts, bequests, fundraising, levy, or other funding source. " https://www.clarington.net/en/recreation-and-tourism/community-art-mosaic-i)ronect.asi)x 18 https://www.clarington.net/en/your-communitv/public-art-promect.aspx 151 Page195 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 5.4 Special Events and Festivals The Municipality of Clarington hosts and enables a wide variety of special events for residents on an annual basis. The Municipality recognises that special events bring residents and visitors together resulting in strengthened community pride and cohesion and in 2019, Clarington was recognized as Municipality of the Year by Festivals and Events Ontario. Clarington's events are held throughout the year to celebrate seasons, holidays, and significant historical moments and more. They promote the attributes and uniqueness of the Clarington and often bring an economic impact to local businesses. The Municipality, primarily through the Public Services Department, is involved with 42 special events to varying degrees annually, with many held in local Business Improvement Areas (BIAs) in Bowmanville, Newcastle, and Orono, as well as on public property at the Municipality's community centres. The Municipality provides two different types of events that require different resources and supports — Corporate/Departmental and Community Driven events (Table 23). Table 23: Municipality's Role in Special Events and Festivals Municipality'sRole in Special• Festivals Involvement Led Events Events Organizational components Set-up and take down of equipment Maintenance and waste management Legislative compliance • • Coordination with agencies and organizations Lease/rental agreements • In addition, CLMA also provides events at their library branches, Sarah Jane Williams Heritage Centre, and Waverley Place. CLMA is responsible for all aspects of their in- house events, although other community organizations and levels of government may also play a supporting role (including the Municipality). CLMA also assists organizations and the Municipality in planning other community -led events. Special events and festivals have several positive impacts on life in Clarington as they provide an opportunity for residents to gather, while serving as important platforms to celebrate local culture, heritage, talent, and achievements. The Municipality has demonstrated its commitment to supporting local festivals and special events by providing indoor and 152 Page196 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) outdoor venues, offering support through funding and logistical resources, and facilitating the planning and delivery of events themselves. Special events and festivals are unique in terms of their target audience, types of activities taking place, their complexities to plan and execute, and ultimately their size. Municipal support for special events and festivals also spans across different departments depending on the type of event, whether it uses a facility or outdoor space (or both), whether road closures are needed, if the event is licensed for alcohol consumption, and any other approvals from municipal or other government agencies. Consultations held for the Master Plan demonstrated that residents want to see more special events and festivals with suggestions made for events centered around music, food, and celebration of different cultures. Support for investing in special event spaces was identified through the community survey with 71 % of respondents supporting greater investment in special event spaces, which ranked 1 oth out of 41 facility types. In particular, there is a desire for more large-scale community events. To effectively deliver Municipally led special events and festivals, and to support organizations in delivering community -driven ones, a Special Events and Festivals Strategy should be prepared to provide the Municipality with a robust understanding of the resources required in this regard. This Strategy would provide guidance to the Municipality and organizations by developing: • A long-term vision for special events and festivals in Clarington; • Strategic directions, initiatives, and recommendations alongside a timeline for implementation; • An understanding of gaps in service along with how existing infrastructure (e.g., streets, community centres, parks, etc.) can be leveraged as well as any new infrastructure that may be required; • Strategies for marketing, promoting, and funding special events and festivals, as well as to execute actions articulated through the Municipality's Inclusion, Diversity, Equity and Anti -Racism (IDEA) Strategy to ensure that special events and festivals are inclusive of all attendees; • Opportunities for collaboration between community stakeholders, departments, adjacent municipalities, and Durham Region; and • Funding and staffing requirements associated with implementing the vision and recommended actions to strengthen special events and festivals. Measuring the return on the investment can be done from a financial perspective, such as taking the total municipal costs for the event and dividing it by the number of 153 Page 197 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) attendees to arrive at a cost per participant. The impact on local businesses can also be achieved by identifying spending patterns per attendee. An event's success would be measured by quantifying annual participation, asking participants their satisfaction levels, monitoring social media activity, and sponsorship recognition. Both qualitative and quantitative measures should be undertaken to ensure the best use of public funding. 75. Prepare a Special Events and Festivals Strategy that defines the roles and responsibilities of the Municipality, community organizers, and the CLMA in delivering and facilitating special events. The Strategy should articulate funding and staffing requirements, promotional and awareness strategies targeted to residents and tourists, strategies to address relevant actions of the Municipality's Inclusion, Diversity, Equity and Anti -Racism (IDEA) Strategy, and identify how existing and future physical infrastructure can be incorporated as part of parks and facility designs to deliver quality experiences. 5.5 Supporting and Engaging Indigenous Peoples Clarington is situated within the traditional and treaty territory of the Mississaugas and Chippewas of the Anishinabeg, known today as the Williams Treaties First Nations. According to the 2021 Census, approximately 3% of Clarington's population identify as Indigenous. The Municipality's work on these lands acknowledges the resiliency of Indigenous Peoples and their longstanding contributions, now known as the Municipality of Clarington.19 Supports related to working collectively with Indigenous Peoples to provide well rounded parks, recreation, and cultural opportunities include: a) The Aboriginal Sport Circle is a not -for -profit organization that was founded in 1995. It is designated as Canada's governing body and voice for Aboriginal sport throughout the country. Each Province and Territory is represented and is an excellent resource for recreation providers. It advocates for the Aboriginal community to engage in healthy and active lifestyles. The Regional Coordinators in Ontario work to better engage the community and offer grants to fund programs and activities through the Power to Play Program. b) The IndigenACTION Strategy was developed by the Assembly of First Nations (AFN), which is a national organization representing First Nations peoples in Canada. The Strategy serves to develop partnerships with community -level sport 19 https://www.clarington.net/en/your-community/indigenous-support-and-resources.aspx 154 Page 198 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) and recreation leaders to ensure that First Nations youth can live healthier lifestyles and overall well-being through recreation and sport. c) Indigenous Cultural Competency Training is provided by Indigenous organizations and businesses. The program provides organizations that work with Indigenous Peoples and groups to obtain the skills, knowledge, and respect for the history, terminology, values, and behaviours of Indigenous peoples. It is invaluable as communities begin to develop strong relationships built on respect. d) The Truth and Reconciliation (2015) and the Parks for All (2017) reports speak to the role that Canadians have in reconciling with Indigenous Peoples over past history. The following excerpt from the Truth and Reconciliation report articulates the call to action through sport.20 87. We call upon all levels of government, in collaboration with Aboriginal peoples, sports halls of fame, and other relevant organizations, to provide public education that tells the national story of Aboriginal athletes in history. 88. We call upon all levels of government to take action to ensure long-term Aboriginal athlete development and growth, and continued support for the North American Indigenous Games, including funding to host the games and for provincial and territorial team preparation and travel. Clarington and CLMA are committed to the Calls to Action identified in the 2015 Truth and Reconciliation Commission Report, which are reinforced through their Strategic Plans. The Municipality and CLMA consistently employ land acknowledgements, provides local Indigenous resources, hosts programs and events about Indigenous culture and heritage, and more. Indigenous Peoples are recognized through educational arts and cultural programming, sports, parks amenities, and interpretive displays. The Municipality and CLMA play a role in recognizing and supporting Indigenous Peoples by providing resources and support to better understand the history and contributions of Indigenous Peoples, as well as celebrating National Indigenous Peoples Day to work towards reconciliation. Regularly engaging the Indigenous community to advance reconciliation through parks, recreation, and culture services is recommended. This is consistent with Clarington's 2024-27 Strategic Plan that directs the Municipality to develop an Indigenous Engagement and Relationship Building Strategy and the CLMA Strategic Plan, which speaks to developing a Repatriation and Decolonization Strategy. There may be synergies in developing these documents together. 20 Truth and Reconciliation Commission of Canada. 2015. Truth and Reconciliation Commission of Canada: Calls to Action. 155 Page 199 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) The Municipality also has a 2024-27 Inclusion, Diversity, Equity and Anti -Racism (IDEA) Strategy that reflects Clarington's vision for creating a welcoming community for all residents. The IDEA Strategy identifies actions to achieve this vision and includes steps to recognize, support, and engage Indigenous Peoples, including creating a plan to address applicable Calls to Action, identifying appropriate organizations to engage in developing the Indigenous Engagement and Relationship Building Strategy, collaborating with the Indigenous community on the Moccasin Identifier Project, and identify applicable Calls for Justice in relation to the Missing and Murdered Indigenous Women and Girls Project. 76. Regularly engage key groups such as the Indigenous community and Aboriginal Sports Council to identify ways to advance reconciliation through parks, recreation, culture, and library services, as well as to inform the Municipality's Engagement and Relationship Building Strategy, actions articulated in Clarington's IDEA Strategy, and CLMA's Repatriation and Decolonization Strategy; there may be synergies in working collaboratively to develop strategies and programs aimed at engaging Indigenous Peoples. 156 Page 200 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 6. Delivering Services This section provides the Municipality and CLMA with guidance on delivering services to meet the needs of current and future residents. Recommendations are based on community input, as well as research and best practices in other municipalities to provide the Municipality and CLMA with key directions to strengthen internal capacity, improve service delivery, engage underrepresented populations, and make evidence - based decisions. This section will continue to be augmented by the on -going organization and staffing review component of the Master Plan's work. 6.1 Service Delivery Model The Municipality of Clarington Clarington provides recreation services through the Community Services Division, which is overseen by the Public Services Department and is supported by other corporate departments, divisions, and community partners. This service delivery approach aligns with best practices by embracing a Community Development Model. Clarington provides aquatics, camps, skating, and active programs, where staff are most qualified to offer a sustainable menu of services and programs. Community partners and organizations provide certain services such as sports leagues and youth services. The four main methods of providing and enabling services include (1) direct provision by the Municipality; (2) community development practices in supporting community -based groups; (3) promoting other providers (e.g., not -for -profit, and for -profit services); and (4) contracting third -party providers. Clarington's Community Services Division aims to provide safe and enjoyable experiences for residents in public spaces. Bowmanville Library Research shows that participation in recreational activities has many benefits, including better health outcomes, improved community cohesion, and increased community pride. The Division's service delivery model primarily involves engaging community groups and organizations to deliver programs and services. If a gap is identified, staff seek the community's help to provide the service, utilizing municipal spaces. The Municipality provides direct services where there are no community organizations that can address a new service requirement. 157 Page 201 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Clarington Libraries, Museums and Archives In 2020, the Municipality of Clarington merged the Museum and Archives Board with the Clarington Library, now Clarington Library, Museum & Archives (CLMA). This merger recognizes that libraries, museums, and archives are natural partners as they offer universal access, support for life-long learning that enhance community development, and act as a gathering place for social interaction and engagement. There were also operational and governance benefits associated with merging the two entities such as efficiencies with respect to program delivery and public education to create an enhanced user experience, collection development and storage, key performance indicators, staffing, policy development and more. While the merger did not result in an expansion of library space or budget, the responsibilities and management of the Clarington Museums and Archives were transferred to the Clarington Public Library Board (now CLMA). CLMA's organization reflects the thriving "GLAMs" sector (galleries, libraries, archives, and museums). GLAMs play an important role in protecting, preserving, and promoting Canadian history, as well as providing resources for research, education, learning, and artistic creation. GLAMs offer similar opportunities to the community and, as a result, it is common for them to work together to provide services efficiently and effectively. To a certain degree. Some libraries, including CLMA, also incorporate galleries to display works by notable artisans and crafts persons. Supporting Staffing to Deliver Exceptional Services This Master Plan identifies a broad range of needs for parks, facilities, programs and services to respond to a growing population and changing interests. It will be important for Clarington to ensure that it's Municipal and CLMA staff complement grows and evolves in tandem to ensure that exceptional parks, facilities, services, and programs are being delivered, operated, and maintained to provide residents with a high quality of life. In addition to appropriate staffing levels, there will be a continued need for staff support including, but not limited to, technology and equipment, professional development and training, and other supports to function as a high performing organization. Additional details regarding staff needs to implement the recommendations advanced through this Master Plan is provided under a separate cover. 158 Page 202 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 77. Provide Municipal and CLMA staff with appropriate supports to deliver exceptional services, which may include, but not be limited to, technology and equipment, professional development and training, and other supports to function as a high performing organization. Appropriate staffing levels must also be considered to implement the recommendations of this Master Plan and should be guided by the organizational and staffing review provided under a separate cover. 6.2 Programs, Services and Resources Municipality of Clarington Programming Clarington's Community Services Division evaluates opportunities for each age group and seeks to provide a variety of options to encourage lifelong engagement. The evaluation identifies gaps in service delivery and ensures that programming addresses emerging demographic groups. The Division seeks to provide a range of choices, including aquatics, drop - in opportunities, active/sport, general interest, creative and STEM programs. Staff provide services efficiently with high satisfaction levels. Providing and enabling a variety of recreation choices allow residents to try and master new things, thus encouraging lifelong engagement. In Clarington, staff and/or community groups or organizations provide activities, allowing a greater wealth of community resources and the capacity for more experiences for residents. One of the baseline evaluation methodologies for recreation programs and services is to assess opportunities for each age group. This ensures that each age cohort has barrier -free access to various programs and services (at a minimum, aquatics, drop -in opportunities, active/sport, general interest, creative and STEM programs). The value of this exercise is to look at any gaps in service delivery and ensure that programming addresses emerging demographic groups (such as the growth of young people and families moving to the Durham Region). In evaluating the range of choices, there appears to be gaps in STEM programming for all ages and a lack of cultural and creative opportunities for pre-school, youth, and families. Identifying these gaps is a challenge because data has only been used for directly provided programs and services through the Municipality. Expanded data collection of resident participation in programs and services provided by service delivery partners, including the CLMA, will be an important endeavour in the future. This will allow staff to understand the capture rate for each age cohort. 159 Page 203 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Registered Community Services Programming The Community Services Division offers a wide range of programs and drop -in opportunities for residents of all ages. Table 24 outlines the breadth of services directly offered to each age group and the respective participation. The participation numbers do not include the number of attendees to activities that are led by community recreation and sport organizations. To understand total participation and overall impact of recreation, culture and sport per age group, staff should collect participant data per age group for all programs and services offered to gain a more fulsome perspective of participation. Table 24: Registered Community Services Programming, 2022 Type Preschool Children Youth/Young AdultProgram Adult Older Sport, active, general 710 640 230 1,550 2,800 interest, specialty Aquatics/Leadership 1,800 1,900 170 80 - Camps - 1,610 - - - Total 2,510 4,150 400 2,630 2,800 Total Direct Program Participants 12,490 Note: Participation in older adult aauafit Droarammina included in sport. active. aeneral interest and speciality programs. Drop -in Community Services Programming Drop -in activities are scheduled at similar times each week and appeal to participants and families who prefer to use facilities on a casual basis as their schedules permit. Drop -in programs are reaching their per-Covid participation numbers and will increase as the availability of staff permit (Table 25). Clarington is advancing participation in programs to pre-COVID levels in most activities and has surpassed it in some. Table 25: Drop -in Community Services Programming, 2022 Increase the Number of Youth Leaders In 2022, programs and services provided by the Municipality's Community Services Division recovered by 56% of the 2019 levels in pre-school, children, and youth registered program opportunities. Staff could not offer the former breadth of programs due to a lack of student program leaders. This is largely due to not having an adequate 160 Page 204 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) supply of youth leaders who generally provide program, aquatic, and camp leadership opportunities. Many initiatives are ongoing to increase the number of youth who are qualified to apply, especially in aquatics, where training can take a few years and one must be of age to obtain the qualifications needed. The Municipality also offers discounts and incentives for leadership courses, which has a dual purpose of developing leadership skills among youth and expanding the pool of potential skilled workers. While time may solve this issue, the pent-up demands in aquatics require greater focus. Other municipalities in Ontario have worked with school boards to provide leadership courses for credit toward a high school diploma. Older Adults According to the 2021 Census, 29% of Clarington's residents are over the age of 55, and this population is anticipated to increase due to aging of the population. The Municipality has an agreement with the Bowmanville Older Adult Board of Directors at the Clarington Beech Centre regarding service delivery to the older adult population. The Centre is responsible for offering programs and services to older adults within the facility, while Municipal staff and partners offer programs and services in other municipal facilities. Participation in older adult activities offered by the Municipality has increased by 1,150 participants since pre-COVID. Increases are seen in group fitness opportunities and sport and active play opportunities. Obtaining participation levels in programs and services is key to identifying overall participation by the older adult population. The last Older Adult Strategy was approved in 2017 with a five-year horizon and initiatives are being addressed with respect to service provision and facility spaces. It will be important to work with all service providers to get a better sense of participation amongst this age group — especially since Clarington will witness an increase in this age cohort over the Master Plan period. Strengthen Volunteerism with Community Stakeholder Groups Clarington's Community Services Division relies on community partners and not -for -profit organizations to deliver services. This is an appropriate approach given that it engages the community in taking ownership and addressing key community needs as a collective. Some factors that could impact the delivery of a wide range of choices in the future may include a decrease in volunteerism in Ontario overall. Population growth may place increased demands and the capacity of the Municipality to provide more programs and services directly will be impacted. 161 Page 205 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) During the community consultations, stakeholder groups indicated that attracting, training, and retaining volunteers is a continual challenge for the long-term sustainability of the groups. While the CLMA is not as reliant on volunteers, opportunities for the Municipal staff to work with CLMA staff to reduce duplication and fill gaps in program and service delivery should be pursued. Gender Equity in Sport and Recreation The Federal government aims to achieve gender equity in sport by 2035. National studies (The Rally Report — Canadian Tire Foundation) indicate less participation in sport and recreations by females and those who identify; this decline usually occurs in adolescence. Females stated lower levels of confidence, low body image, lack of skill and feeling unwelcome in a sport environment. The Canadian Women in Sport (CWS) supports and enables girls, women, and gender -diverse people to pursue sports and active lifestyles, keeping women actively engaged in building community capacity. CWS's priority and focus is to develop and support sustainable models where women are trained to lead and promote active opportunities in concert with community partners such as municipalities, universities, and not -for -profit organizations. They have many resources that are readily available to audit policies and practices and build capacity within the organization. In Clarington, female participation in community -driven sport and recreation has not been prioritized specifically. This is a national priority and Clarington could readily utilize tools provided by CSW and audit which interventions and inclusionary efforts are required. Specifically, the Same Game initiative, led by the CWS, offers municipalities support, including one- on-one coaching, e-learning modules, honorariums, knowledge transfer, and resources. This report does not presume that there is greater participation in recreation and sport by males - it does suggest an audit of participation by age groups in all directly and indirectly provided services utilizing Clarington public spaces, to determine if there are any inequities. 162 Page 206 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Increase Physical Activity Levels Canadians continue to require greater levels of physical activity to achieve and maintain optimum health and reduce incidents of chronic illness. Municipalities, including Clarington, work with a collective of invested parties to increase the duration, frequency, and intensity of physical activity. Canada's 24-Hour Movement Guidelines have replaced the Physical Activity Guidelines. The new guidelines were introduced in 2020 and depict the amount of time various age groups should "Sweat, Step, Sleep and Sit" in a 24-hour timeframe. Table 26 summarizes the movement guidelines for children between the ages of 5 and 17. Table 26: Canada's 24-Hour Movement Guidelines Activity Time / D. Sweat 60 minutes of moderate to vigorous physical activity Step Several hours of moderate physical activity Sleep 9-11 hours for 5 — 13-year-olds 8-10 hours for 14 — 17-year-olds Sit Limit sitting for extended periods No more than 2 hours of recreational screen time per day Source : https://csepguidelines.ca/guidelines/children-youth/ These new guidelines have been developed for all age cohorts and should be communicated and promoted to the public within facilities, online, and in promotional materials. Opportunities to co -develop and promote activities alongside community partners should be pursued. Demand for Outdoor and Virtual Programming Over the past number of years, there has been a growing demand for outdoor programming to better connect with nature. The demand for these opportunities was heightened due to the COVID-19 pandemic and while indoor community programming has resumed, many communities, including Clarington, continue to receive requests in this area. From a facility perspective, this demand has resulted in the development of indoor spaces that seamlessly transition to the outdoors or designing multi -purpose spaces with access to outdoor areas. The Municipality and CLMA currently provide limited outdoor programming, although some exist such as CLMA's StoryWalks program that combines reading with parks and trails. CLMA has created StoryWalks at locations such as along trails within the Central 163 Page 207 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Lake Ontario Conservation Area and opportunities exist to expand this program across Clarington's parks system such as along the waterfront trail and other strategic locations. There may also be opportunities for the Municipality to utilize its parks and open spaces to offer programming such as group fitness, education, and stewardship; it should be recognized that there may be some constraints with offering outdoor programming that may limit the types of programming that's offered given that there may be requirements for equipment, access to washrooms, and physical accessibility. During the pandemic, municipalities and library systems adapted to lockdowns and closures by offering virtual programming. Now that in -person programs and services have resumed, communities are assessing their experiences with virtual programming to identify best practices that have emerged that can be applied to program planning and offerings. In many cases, virtual programs have allowed program providers to reach new audiences and combat residents experiencing isolation, particularly those who may not be capable or comfortable with visiting in -person facilities. There is value in continuing to offer a hybrid of in -person and virtual programming as a strategy to increase inclusion and break down barriers. Library Programming The significant value of CLMA programming cannot be underestimated. Not only do they augment CLMA's collections and resources, but they also provide huge benefits in terms of enhancing traditional literacy skills as well as digital literacy skills. These programs can often be seen as an introduction to topics and interests that might be otherwise unattainable to members of the community. Skills and interests such as photography or creative writing are introduced by library programs in a way that breaks down barriers and foster inclusion within a community. CLMA programming is broad and ranges from early literacy and early learning, summer reading, teen and senior programming, newcomer programs, technology literacy, and more. In 2023, nearly 30,000 people participated in CLMA programming, which was an 21 % increase from 2018 (Table 27). CLMA programming is open for children, young adults, adults, and seniors. Children make up the majority of program registrants, while young adults make up the largest increase in program participants, which increased by nearly 600%. 164 Page 208 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Table 27: Participation in Library Programs by Type Program Ty• - 2018 2019 2022 2023• - ' , Literacy programming 19,480 21,369 7,456 18,608 4% STEAM programming 19 186 67 189 895% Teen programming 27 141 196 542 1,907% Adult learning programming 2,341 2,039 393 972 -58% Adult recreational 1,621 713 479 1,187 -27% programming Community development 3,734 4,687 4,562 11,425 206% programming Total 27,222 29,135 13,153 32,923 21 % Clarington's growing population creates an opportunity for CLMAto diversify the scope of programming, particularly as it relates to newcomer and multi -cultural programming, which will become a greater focus during the Master Plan period; the consultation process for this Master Plan also found that there was a growing interest in cultural opportunities. Improving program participation for young adults, adults, and seniors could also be considered given that participation levels among these age groups are much lower compared to children, although it is recognized that these age groups are historically more of a challenge to engage due to factors such as other competing interests and priorities. During the planning horizon, partnering with others to provide programming will also play a role in delivering services or at the very least, coordinating with other providers. A cursory overview of CLMA's program guide suggests that there may be some program overlap with activities that are offered by others. There may be opportunities to work collaboratively with partners, including the Municipality and community organizations to share resources and space, deliver joint -programming, cross program, and minimize service duplication with the view of improving efficiencies. This strategy is consistent with CLMA's 2023-2027 Strategic Plan that identifies a goal to become a highly valued community partner. 165 Page 209 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Library Collections and Resource Selection CLMA is proud of its strong usage rates for physical resources, although there have been significant increases in digital resources (Table 28), and it is a reality that will require a balancing act of space versus demand for both existing and future library locations. Guidelines established by the Administrators of Rural and Urban Public Libraries of Ontario identify that libraries are decreasing in the size of their physical collections due to several factors: • The growing use of digital resources; • Decreasing usage of print and formats such as CDs and DVDs because of costs and/or availability; • The requirements of providing accessible shelving; and • The need to repurpose space for other functions (e.g., lounge space and multi -purpose rooms). CLMA has experience with adaptive reuse of existing space to respond to user demands and provide more functional spaces with the past expansion of the Courtice Library Branch that resulted in enhancements, including new gathering and multi -purpose space, as well as a makerspace, and the planned renovation of the Bowmanville Library Branch that will enhance the use of space, including providing space for museum and archive collections. Aligning with trends in other library systems, CLMA also offers a well -stocked "Library of Things". This collection makes items available such as "Bookclub in a Bag", Bookwork Bundles, cognitive care kids, seeds, hiking backpack, binoculars, board games, sensory and therapy kids, community passes, technology, and more. This lending concept promotes the circular and sharing economy, which is a key action identified in CLMA's 2023-2027 Strategic Plan, has many benefits for the environment and can break down barriers for members of the community by providing access to amenities they may not otherwise be able to afford. 166 Page 210 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Table 28: Library Materials and Resources 2018 20191 1 Change ' Physical Circulation Size 569,067 590,550 551,497 707,934 24% Digital Circulation Size 116,566 183,019 294,500 209,011 79% Website + Library App 847,964 975,141 1,745,741 1,566,242 85% Sessions Public Computer Access 58,097 52,520 23,497 24,932 -57% Sessions Wireless Internet Sessions 191,859 156,311 200,545 248,125 29% Inquiries 5,096 3,588 10,348 n/a 103%* Items Printed 25,505 48,223 118,670 n/a 365%* Based on the year 2022. The development of CLMA's collections and materials is guided by a policy (ADM 04) that speaks to the principles of selecting materials, selection criteria, material access, new formats to consider, digital collections, parental responsibilities, deselection, interlibrary loan services, and more. Over the next ten years, CLMA has planned for acquiring over $2 million in new materials. Similarly, CLMA has a Museum Collections Management Policy that outlines responsibilities of CLMA and sets standards for acquiring, documenting, preserving, and deaccessioning (removing) museum collections. Regularly reviewing these policies will ensure that CLMA's collection continues to reflect relevant subjects for current and future users, and it will be a vital resource for procurement, selection, and deselection in a rapidly changing environment. Physical collections will continue to coexist with emerging digital formats for the foreseeable future and it illustrates the necessity of maintaining a diverse collection to meet the needs of the entire community. This will continue to require robust and sustained funding for CLMA as the population increases and new locations are built. For communities across Canada, including Clarington, this represents an investment in the Municipality's future prosperity. This is supported by economic research as a report on public libraries in Canada estimate that for every 1 % increase in literacy for adults, an annual benefit of $67 billion could be created, which is equivalent to an extra $1,800 for every Canadian.21 21 Canadian Urban Institute. Overdue: The Case for Canada's Public Libraries. 2023. 167 Page 211 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Technology Within Libraries Modern libraries are not only focused on literacy programs, but also support experiential activities that provide library users with opportunities to embrace their creativity through traditional means and modern technologies. Libraries are also viewing technology through the lens of equity. In addition, libraries have recognized the huge role they play in advancing not only digital literacy but also digital inclusion. Without equity of access to technology, society risks a widening digital divide placing the library in an essential role as the bridge.22 During the COVID-19 pandemic, CLMA pivoted to online programming to continue to connect with and engage residents such as through virtual book clubs. While library branches have reopened to the public, there continues to be an interest in online programming for residents who may not be comfortable with using in -person services, or they lack transportation. It is expected that the hybrid -approach to offering online and in -person library services will continue over the foreseeable future to maximize community engagement. For those who do not have the means to own hardware or to pay for internet access at home, CLMA's free in-house WIFI and computers, as well as loanable technology (e.g., chromebooks, mini -maker kits, mobile hotspots, cameras, assistive technology, etc.) facilitate the crucial activities of learning, working, and communication for many community members. According to the Urban Libraries Council "In Canada, 66% of households with incomes less than $32,000 don't have broadband or computers." 23 Just as important, public libraries must also focus on new and emerging technology services such as makerspaces, which are shared, community spaces that foster creativity and innovation, support collaboration and interaction amongst peer and like- minded individuals, and facilitates skill development and life-long learning. They provide access to low- and high-tech tools and equipment for free, teach people how to use tools, and introduce them to new techniques and skills through workshops, training, and educational programming. 22 Nordicity and Toronto Public Library. Technology Access in Public Libraries: Outcomes and Impacts for Ontario Communities. www.torontopubliclibrary.ca/content/bridge/pdfs/nordicitV-full-report.pdf 23 Urban Libraries Council. Leadership Brief: Digital Equity in the Age of COVID-19. www.urbanlibraries.org/files/Leadership-Brief Digital -Equity.pdf 168 Page 212 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) CLMA is playing a part in the Municipality's drive towards innovation and smart technology through the development of the new makerspace at the Courtice Community Complex branch. The new makerspace foreshadows the next iteration of technology services to spark creativity among users. Now more than ever, libraries must work hard to plan services that integrate more advanced skill building for its community as Artificial Intelligence (AI), Virtual Reality, and other emerging technologies become mainstream.24 Over the next ten years, CLMA plans to invest over $800,000 towards technology upgrades and replacement for in-house infrastructure and equipment for staff and library users. As the public library system grows to meet the needs of current and future residents, technology requirements will also increase. Technology -related library programming, beyond makerspaces, as well as electronic resources, will continue to be an important building block in CLMA's efforts to enhance digital literacy skills alongside traditional literacy skills. As part of this, CLMA is currently in the process of digitizing its archive resources to expand its reach to users. To build upon these efforts, a robust technology strategy is needed to continue to include ways to incorporate technology into all library areas, including programming and services, as well as facility development and renewal. 78. Collectively, the Municipality and CLMA should engage with community partners to expand STEM program opportunities, outdoor programming, and creative programming for all age groups to address current gaps and plan for meeting future needs. Clarington's Community Funding Program should continue to recognize the value community partners provide in providing community -based programs. 79. Expand municipal data collection to determine the penetration and retention rates of the various age cohorts in recreation, culture, library, and sport activities including programs offered in all municipal, school and library facilities (registered and drop -in opportunities). 24 Urban Libraries Council. Leadership Brief: Digital Equity in the Age of COVID-19. www.urbanlibraries.org/files/Leadership-Brief Digital-Eguity.0 169 Page 213 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 80. The Municipality and CLMA should continue to offer and expand its range of in - person and virtual programs to reach a wider audience, which may be done in partnership with community partners and other program providers to share resources and space. 81. Expand the CLMA's StoryWalk program within Clarington's parks system, particularly along trails and pathways. 82. Undertake an update to the Older Adult Strategy by engaging older adults and all related partners to ensure services are inclusive of an aging and increasingly diverse older adult population. 83. Regularly review, identify, and assess partnerships or collaborations as programs and services are planned to share resources, deliver joint -programs and services, cross program, and minimize service duplication with the view of improving efficiencies. 84. Work with community stakeholder groups and partners to enhance volunteer recruitment and retention strategies. 85. Audit participation among females and those who identify as females to identify strategies to increase participation, in partnership with Canadian Women in Sport Association. 86. Work with secondary schools to offer leadership courses for a credit toward a high school diploma and look to subsidize leadership courses (including aquatic leadership) until adequate staff numbers are achieved. 87. Work with community partners to promote Canada's Movement Guidelines for all age groups. 88. Create a technology strategy for CLMA, potentially in partnership with the Municipality, to guide infrastructure investment and modernization of the CLMA, including in -branch hardware and software, makerspaces, and other technology - related space requirements, as well as equipment for the Library of Things. Exploring the role of artificial intelligence in the library system and in the Municipality should also be an on -going initiative. 170 Page 214 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 6.3 Diversity, Equity, and Inclusivity Municipalities and library boards are setting policies and undertaking operational efforts to define who is underrepresented and may face barriers to equitable delivery of services. Defining who may face impediments to service provision is job one with engagement efforts following. There is a long-term sentiment which states "Nothing About us Without Us" which is a reminder to staff and volunteers not to assume what barriers exist and what program modifications are needed. Co -development of programs and services is the key to creating ownership and higher satisfaction levels. As illustrated in Table 29, Clarington has a diverse population base, and it is expected that this segment of the community will continue to grow as the population increases. Table 29: Estimated Population of Select Population Groups Segment Indigenous Peoples ProportionPopulation Census Population 3% -• Clarington Population 2,600 Persons with Disabilities 22% 24,000 Persons Experiencing Low Income 5% 5,400 2SLGBTQIA+* 4 to 14%** 4,300 — 13,900 Visible Minorities 16% 16,600 Women, girls, and those who identify 51 % 54,600 Source: Statistics Canada 2021 Census "Statistics Canada data indicates that through self -reporting, 4% of the Canadian population offer that they are part of the 2SLGBTQIA+ community. A study completed in 2019 by the Jasmin Roy Foundation entitled "LGBT Realities" found that 14% of the population identified as part of this community. A range is used to calculate the potential number of residents in this community. The Municipality's Inclusion, Diversity, Equity and Anti -Racism (IDEA) Strategy outlines several actions to ensure that Clarington is a welcoming place for all residents. The IDEA Strategy speaks to internal priorities such as using inclusive language, creating safe spaces, staff training, and providing IDEA -related resources and supports to all departments. External priorities are also identified such as working with the Clarington Diversity Advisory Committee to increase diversity at community events, create a student bursary program, create and implement an anti -racism and anti -discrimination plan, and more. 171 Page 215 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Clarington Council has also approved the Inclusive Spaces Policy developed jointly by the Diversity Advisory Committee and staff to ensure that all publicly owned and managed spaces are welcoming, inclusive, and free from harassment, racism, and discrimination. Other corporate efforts to strengthen diversity and inclusion initiatives internally include the formation of the Diversity and Inclusion Staff Team and the Truth and Reconciliation Staff Team as well as the creation and hiring of a staff position — the Inclusion, Diversity, Equity and Anti -Racism Officer. Staff teams address the implementation of work to cement inclusion efforts within departments and as services are delivered. Departments are responsible for ensuring the corporate requirements are met, as it relates to their service area. Many Departments have additional best practices or industry standards related to their service area related to inclusion, equity, and diversity as does Community Services. CLMA has also made a commitment to ensuring equal access and participation for all residents and strives to remove and prevent barriers to accessing services. Persons with Disabilities The 2017 Canadian Survey on Disability found that approximately 22% of Canadians are living with some form of disability (e.g., physical, intellectual, sensory, and mental). Applying the national rate to Clarington's population suggest that there could be over 25,000 Clarington residents living with some form of disability. The Municipality is committed to making its public facilities barrier free, where possible, through its Multi -Year Accessibility Plan, which is currently being updated to outline new strategic objectives, targets, and steps to enhance accessibility within its facilities, as well as service delivery throughout the corporation. From a space perspective, the Municipality's previous 2018-2023 Multi -Year Accessibility Plan focused on the inclusion of mobility device charging stations in new and redeveloped public spaces and enhancing the accessibility of new and redeveloped playgrounds. The Municipality is also accommodating of persons with disabilities within programs and services and provides or permits necessary supports to ensure that individuals feel welcomed. Residents can register for support from Inclusion Services and allows personal support workers to attend recreation programs and drop -in activities to support an individual. The Municipality also promotes inclusive recreation programs that are provided by others such as Grandview Kids. 172 Page 216 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) The Municipality continues to engage the Clarington Accessibility Advisory Committee, the public, and persons with disabilities prior to developing or constructing new public spaces and meeting or exceed the requirements of the Design of Public Spaces Standard to ensure that its spaces are barrier free for residents regardless of ability (including parks and trails). CLMA has also made efforts to prevent and remove barriers within its physical spaces, including providing mobility charging stations, priority computer stations, hearing loops, accessible service desks, and wheeled accessibility walkers. The multi -story Bowmanville Library branch features an elevator, Braille signage and audio announcements, and all library branches and the Sarah Jane Williams Heritage Centre are wheelchair accessible; Waverley Place is not wheelchair accessible due to the historic nature of the building. Engaging Households Experiencing Low Income Clarington's key policy that provides funding and greater access for persons experiencing low income is the Fee Assistance Policy (FAP). The Policy is open to all Clarington residents and each recipient receives up to $300 annually to register in programs and services. Residents obtaining an income which is 25% higher than the Lower Income Cut -Off (LICO) will receive a $200 credit annually. Recipients complete an annual application to ensure their eligibility. Some programs or services are excluded, including facility rentals, birthday parties semi -private or private lessons, personal training and programs delivered through contracted services. The Municipality also offers persons with permanent or temporary disabilities access to a discount for membership services. In 2023, the Municipality's FAP benefited over 30,000 people, which is a commendable effort. The challenge to participants is that as fees for services increase the number of programs allowed under the Policy may decrease due to stagnant funding levels per person. It is recommended that as fees increase for services that the allowance for subsidized participants increases accordingly. Increasing the range of free programming for residents should also be explored, which could be offered through sponsorship opportunities to further enhance access to recreation. CLMA provides a broad range of free activities to the community, although there are some fee -based programs. CLMA also proudly promotes and connects residents to various social services and organizations to assist those experiencing financial challenges. Creating Safe Spaces for the 2SLGBTQIA+ Community The Two -Spirited, Lesbian, Gay, Bisexual, Transsexual, Queer, Intersex (2SLGBTQIA+) community often experiences exclusionary behaviours. There is recognition that 13% of the Canadian population identifies as LGBTQ2S+, which could equate to approximately 173 Page 217 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 13,900 Clarington residents. More intentional efforts are needed to provide welcoming environments to this segment of the community. The introduction of "Safe Spaces' is one way of welcoming the 2SLGBTQIA+ community to public places. Safe Spaces was developed by Safe Spaces Canada whereby signage on the front entrance of a community space indicates that staff have been trained in reducing homophobic and transphobic gestures and slurs and in creating welcoming environments. Other strategies include the development of universal washrooms in public facilities. Public Facilities are Third Places and Social Spaces In The Great Good Place, sociologist Ray Oldenburg suggests that people need three places in their lives, with home as the "first place", work/school as the "second place", and an undefined "third place" that represents public life and community (such as a community centre or library). Oldenburg writes: "The third place is a generic designation for a great variety of public spaces that host the regular, voluntary, informal, and happily anticipated gatherings of individuals beyond the realms of home and work." Fundamentally, third places are community spaces that are free or inexpensive, accessible, welcoming, and comfortable. People choose to visit and spend time in third places — they are not required to be there and can come and go as they please. Third places are warm and welcoming, and foster belonging and community pride. And third places are levelling spaces, where everyone is accepted, valued, and encouraged to participate, regardless of their background, identity, or socio-economic status. Clarington and CLMA's facilities and spaces play an important role as third places that offer safe and inclusive spaces that are welcoming of all residents, regardless of age, cultural background, orientation, income, gender identity, etc. Municipality and CLMA's spaces and services support civic engagement, social inclusion and equity, a culture of learning and multiple literacies, and economic vitality in Clarington. Furthermore, the pandemic resulted in more people working from home and, for some, this may become permanent. These trends mean that new and renovated community spaces need technology -equipped spaces that can be reconfigured for different sized groups as well as areas that act as community "living rooms" with comfortable, casual seating. Municipality and CLMA facilities can also be used as social spaces to facilitate the physical coordination and collaboration with social service agencies such as Durham Region, Canada Healthy Communities Initiative, Ontario Works, etc. that directly serve at risk and marginalized populations to provide services, supports, and resources, including housing, food security, financial stability and literacy, crisis intervention, and more. The gaps in serving the needs of vulnerable members of society have been highlighted during the pandemic and CLMA (in particular) has been playing a role in facilitating services and to close the gap. 174 Page 218 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) In the new normal brought about by the pandemic, staff are balancing the needs of marginalized communities with the need to provide a safe working environment for their teams as well as a safe space for everyone else using public spaces. It has become apparent that all public spaces, especially those in urban areas, are finding themselves problem solving for patrons who are experiencing homelessness, addiction, mental health challenges, and poverty. Locally, CLMA is no exception as the organization has experienced first hand an increase in residents using library space to access social services or to seek respite. It will be important for staff to monitor best practices in other communities to address this growing trend, which may be addressed through staff training or enhanced security measures such as hiring security personnel. Newcomers and Cultural Diversity Public facilities such as Clarington's community centres and CLMA's spaces are important civic resources that provide newcomers with information on important community services such as settlement services that are provided by the Government of Canada and Durham Region. Approximately 15% of Clarington's population are immigrants and with estimates of 500,000 new immigrants in Canada annually, Clarington will continue to welcome new residents each year. It is anticipated that future residents will be more culturally diverse than before. The Municipality and CLMA will need to continue to assess the impact of newcomers and a diversifying population on its offerings and adapt to ensure they feel welcomed and have access to resources. Consideration will need to be given to what newcomer services will look like, what services should be strengthened or added, if there are opportunities to build upon partnerships between the Municipality, CLMA, Durham Region, and others. There may be implications on programs and services that are provided and from the CLMA perspective, there may be an impact on multilingual collections, as well as how museum and archive services need to evolve to draw interests from a more diverse audience. Working in partnership and in collaboration with the Diversity Advisory Committee and others will be important to address needs. 175 Page 219 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 89. Continue to complete Barrier Removal Accessibility Audits of all Municipal buildings and make strategic investments, through the capital budget, to improve access. 90. Develop a resource to assist the Community Services Division and CLMA in identifying and engaging underrepresented populations to increase participation and ensure that opportunities are inclusive of all residents. Having regard for relevant actions contained in the Municipality's Inclusion, Diversity, Equity and Anti -Racism (IDEA) Strategy is recommended. 91. Regularly review CLMA collections, resources, and services to ensure that they reflect the needs and interests of a diversifying community. 92. Increase the allowance under the Access Policy for residents experiencing low income as fees for services rise to ensure that the number of opportunities remains similar on an annual basis. The program should be reviewed regularly to ensure the funding provided and eligibility requirements continue to achieve the objectives of the program. 93. Create a sponsorship program to offer free Municipal programming for residents. 94. Ensure all staff and volunteers are trained to ensure that Municipality and CLMA facilities are safe spaces for all through Safe Spaces Canada. 95. Continue to work with community partners to provide social services and resources for at risk and marginalized populations, while balancing the need to provide safe and welcoming spaces for all. 176 Page 220 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 6.4 Communication and Marketing Effective means of community outreach and awareness are critical to ensure that there is a high degree of community engagement. With an overwhelming amount of information being directed to people in their daily lives combined the Municipality and CLMA's finite resources, the ability to effectively reach residents can easily get lost. The lack of awareness about programs and services that are offered is commonly identified as a barrier, which was apparent through the consultation process. This has become a greater challenge particularly as the programs and services being offered by the Municipality's Community Services Division and CLMA have transformed significantly compared to previous generations. Compounding challenges are the different forms of communication that are favoured by different markets. For example, social media advertising may be more effective for younger generations, while print media and word-of-mouth may be more accessible for older generations. The Municipality and CLMA recognize the importance of meaningful communication as they are identified as key priorities in their respective Strategic Plans. This is supported by this Master Plan to ensure that residents have a full understanding of programs and services that are available from the Municipality and CLMA. Tactics include continued use of digital resources such as websites to ensure that it is up to date, modern, and user friendly, encouraging or incentivizing existing users to help spread the word (e.g., bring a new friend), using a mix of traditional and digital media to promote opportunities, working with community partners, and engaging the community through community events. 96. Continue to promote and raise awareness about the programs and services provided by the Municipality's Community Services Division and CLMA using a range of print and digital tactics. Opportunities for cross promotion and collaboration between the Municipality and CLMA is encouraged. 177 Page 221 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 7. Implementation Strategy 7.1 Monitoring, Reviewing and Updating the Plan The Parks, Recreation and Culture Master Plan is based on the most recent data and information available today, as well as community input from residents, stakeholders, municipal and CLMA staff, and Council. These inputs will change over the life of the Master Plan and so it will be important to regularly review, assess, and periodically revise recommendations or the timing of implementation to ensure that they are reflective of local conditions and responsive to evolving needs in Clarington. This will require monitoring trends and population growth, particularly as intensification areas are developed, tracking facility use and participation, and regular dialogue with the community. Understanding these evolving factors will assist with undertaking an update to the Master Plan every five years (next update in 2029). Reviewing the Master Plan requires a commitment from all officials and staff involved in the financing, planning, designing, development, and operations of parks, recreation, and culture in Clarington, as well as from the CLMA. The Master Plan also requires the support of stakeholders, and the public. The following steps are recommended to conduct a regular review of the Master Plan. • Review of the past year, including recommendations implemented, capital projects underway/ongoing, success/failure of new and existing initiatives, changes in participation levels, etc.; Identification of issues impacting the upcoming year such as anticipated financial and operational constraints, emerging opportunities, updated population data and forecasts, etc.; and Prepare a staff report to identify recommendations planned to be implemented in the coming year with consideration given to timing, which may be adjusted based on funding capacity or external funding opportunities, community input, partnership potential, population growth, etc. 97. Regularly monitor implementation of the Master Plan, including tracking population growth and trends, development of intensification areas, monitoring facility use and program participation, group registration, and regular dialogue with the community. 98. Prepare annual reports to recognize achievements and work plans to identify recommendations to be implemented over the coming year. 178 Page 222 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 99. Undertake a five-year update to the Master Plan (2029). Timing may be adjusted depending on the pace of implementation or changes to the community. 7.2 Partnership Development Clarington works with numerous community partners to deliver a broad range of services through formal and informal third -party and joint use agreements with school boards, the John Howard Society, Sportball, Early ON, Boys and Girls Club, Bowmanville Older Adult Association, and other groups. Maximizing meaningful partnership opportunities is a key priority of Clarington's 2024-27 Strategic Plan to fully engage its residents in parks, recreation, and culture opportunities. Clarington's facilities, programs, and services are complemented by opportunities provided by others to achieve various benefits including: • Sharing resources and responsibilities; • Providing new or maintaining existing public infrastructure; • Enhancing customer service; • Acquiring access to specialized expertise and knowledge; • Reducing municipal resources including capital and operational costs; • Providing groups with new sources of capital; and • Optimizing and providing access to public facilities and spaces. Clarington enjoys many of these benefits, but it is important to recognize the risks associated with partnerships. For example, there is reduced control over program quality, space allocation, setting of fees, or service interruptions, and although these services may be provided by a third -party, the Municipality and/or CLMA may be on the receiving end of concerns or complaints. There may also be the possibility of partners who may not be able to continue providing their program/service, requiring the Municipality and/or CLMA to have to step in to respond quickly to assume responsibilities, which would have implications on staffing and operational costs. Another risk is that if a facility, program or service declines in utilization or it is no longer feasible to provide, it may result in a loss in service to the community or neighbourhood. Evaluating the benefits and risks of partnerships will be important to ensure that existing and future facilities, programs, and services continue to be provided in a manner where resources are shared, rather than relying on the Municipality and CLMA to meet all the community's needs. The Municipality and CLMA recognize the importance of continuing to strengthen relationships and to pursue new collaborative opportunities. The following criteria should be considered when evaluating new, or renewing existing, partnership opportunities, which may also be supported by a feasibility study (the development of standardized partnership agreements should also be explored to ensure that they are considered the same): 179 Page 223 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) • The purpose of the proposed partnership and how it aligns with Municipal, Department, and CLMA goals, mandate, and philosophies; • The role of the Municipality and/or CLMA in the proposed partnership; • Whether there is a quantifiable or justified need for the partnership in the community; • If there is a cost -benefit to establishing a partnership; • How the partnership can be appropriately accommodated within the Municipality's and/or CLMA's long-term capital and/or operating resources; • If the partner is sufficiently capable/qualified to operate a facility and/or deliver the program/service over the long-term and in compliance with legislative policies and municipal standards; • That the level of risk is acceptable to all parties and there is a plan in place to manage that risk; • Whether the potential partner can provide the program or service on a sole basis; and • There is a full agreement of the terms, conditions, standards, and responsibilities for all parties involved. 100. Partnership opportunities with community organizations, private sector, school boards, community groups, and others should be explored as part of implementing the Master Plan, taking into consideration the benefits and risks of the partnership, which may be supported by feasibility studies and the development of standardized partnership agreements. 7.3 Financial Considerations The Master Plan requires financial investment in Clarington's parks, recreation, culture, and library system and it outlines a series of priorities for new infrastructure to meet growth related needs, as well as to upgrade, modernize, or renew aging assets to better respond to community expectations. Clarington has limited resources, and it cannot afford to do everything that the community desires, underscoring the importance of undertaking this Master Plan to prioritize needs. 180 Page 224 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Although the Municipality and CLMA may experience various challenges in meeting the required financial and human resources to achieve the recommendations in this Master Plan, it is expected that the Municipality and CLMA will make every effort to implement these strategies through appropriate means. Full implementation of this Master Plan will require a funding strategy that includes the consideration of the following tools to fund capital costs for new construction or redevelopment of existing facilities: • Development charges; • Parkland cash -in -lieu reserves; • Community benefits charges; • Fundraising, donations, and sponsorships; • User fees and surcharges; • Leasing space from other property and/or facility owners; • Debenture financing; and • Grants and other funding programs. High level capital cost estimates have been identified for the recommended new facility needs to meet current and future needs towards 2036, which are highlighted in Table 30. Exclusions include facilities that have already been planned through processes beyond this Master Plan and replacement costs for existing facilities, as well as land acquisition (if required). Unit costs are based on a combination of sources, including facility costs in Clarington and costs used in comparable municipalities and reflect 2024 values. Indoor facility costs include an additional 25% for project costs to account for site preparation, building contingency, and other soft costs such as project management, and engineering and architectural fees, as well as applicable taxes. Outdoor facility costs include components, site preparation, and surfacing. Municipal staff have also reviewed the capital cost estimates to ensure consistency with local experience and comfort with the estimates used for the purposes of this Master Plan. Given that these are high-level capital cost estimates, they will need to be reviewed and confirmed prior to any facility construction, or as part of a future Master Plan update, as there are many factors that influence actual costs such as availability of materials and labour, quality of fit and finishes, consulting fees, and other variables. The timing for facility development can be found in the implementation section, although this may be subject to change based on several factors such as the timing of population growth and park development, facility usage, and trends. As a result, regularly monitoring and tracking facility use is recommended and if necessary, timing of development and projected supply needs should be evaluated prior to construction. Detailed funding implications of the Master Plan's recommendations are being prepared under a separate cover to inform the Municipality's future budgets and related initiatives such as updating its Development Charges Background Study and undertaking a Community Benefits Charge Strategy. 181 Page 225 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Table 30: Preliminary Capital Cost Estimates for New Facility Needs Facility .- Projected 2036 Unit Cost Total Facility Needs Arenas (Ice Pads) +2 (63,000 sq. ft.) $750 per sq. ft. + 25% $59,062,500 Indoor Aquatic Centre +1 (25,000 sq. ft.) $950 per sq. ft. + 25% $29,687,500 Multi -Purpose Space / Group Fitness Space +1 (7,000 s ft. q ) $600 per s ft. + 25% p q $5,250,000 Indoor Walking Track +1 (3,000 sq. ft.) $600 per sq. ft. + 25% $2,250,000 Library Space +32,300 sq. ft. $1,000 per sq. ft. +25% $40,375,000 Outdoor Rectangular 31.5 unlit fields (or $350,000 per unlit field or $10,500,000 to Fields 21 lit fields) $500,000 per lit field $11,025,000 17 unlit equivalent $350,000 per unlit diamond or Ball Diamonds diamonds (or 11 lit $500,000 per lit diamond $5,500,000 to $5,900,000 diamonds) Cricket Fields +1 field $350,000 per unlit field or $350,000 to $500,000 $500,000 per lit field Outdoor Tennis Courts +17 courts $150,000 per unlit court or $2,550,000 to $4,080,000 $240,000 per lit court Outdoor Pickleball +20 courts $100,000 per unlit court or $$2,000,000 to Courts $150,000 per lit court $3,000,000 Basketball Courts +10 courts $100,000 per unlit court $1,000,000 Outdoor Splash Pads +14 $500,000 $7,000,000 Cooling Stations +2 $350,000 $700,000 Small -Scale Skate +6 $100,000 $600,000 Zones Leash -Free Dog Parks +1 $140,000 $140,000 Compact Leash -Free +2 $100,000 $200,000 Dog Parks Community Gardens +1 $175,000 $175,000 Outdoor Fitness +4 $200,000 per location $800,000 Equipment Playgrounds +30 $400,000 per location $12,000,000 Total $180,340,000 to $183,995,000 Note: Projected 2036 facility needs are based on forecasted population growth, trends, community input, facility data, provision targets, geographic distribution, and other factors and exclude replacement of existing facilities. Unit costs reflect 2024 values and are based on a combination of sources including facility costs in Clarington and comparable municipalities. Indoor facility costs include an additional 25% for project costs to account for site preparation, building contingency, and other soft costs such as project management, and engineering and architectural fees. Outdoor facility costs include components, site preparation, and surfacing. Unit costs per tennis and pickleball courts are presented, although it is a best practice to construct these facilities in groups of two or more. Lit sports fields and courts should only be in Municipal Wide and Community Parks, where appropriate separation distances can be achieved. 182 Page 226 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) It will also be important to consider the operating impacts of new or enhanced facilities, programs, and services as there will be resource commitments required on an annual basis (e.g., financial, staffing, materials, etc.). It is recommended that at the time new community services or CLMA capital projects are considered, both capital and operating implications are explored to provide Council with details on the full scope of resource requirements. 101. Use the Financial Assessment Report prepared in support of this Master Plan to inform the Municipality's budget process, Development Charges Background Studies, Community Benefits Charges Strategy, and related resources. Where appropriate, alternative funding and cost -sharing approaches should be considered including (but not limited to), fundraising, grants, private -public partnerships, sponsorships, surcharges and user fees, capital reserve contributions, leasing space from others, and other strategies to provide the best value to residents. 102. Prior to facility development, or as part of a five-year review of this Master Plan, conduct a review to reconfirm recommended capital funding requirements for facilities and, at this time, assess associated operating impacts to inform the decision -making process. 103. Conduct feasibility studies and business plans (with public input and partnership considerations) prior to undertaking major capital projects to ensure that projects are aligned with community needs and financial capabilities. 183 Page 227 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 7.4 Staffing Implications In 2019, the Municipality of Clarington embarked on a comprehensive organizational review of all departments in association with Grant Thornton. This review recommended significant undertakings, including a range of structural changes to increase efficiencies and reduce duplication at an estimated corporate savings of between $2.3 and $4.2M. These changes for the most part are reported to have been achieved through restructuring, productivity enhancements, collaboration and communications improvements, performance management, workflow automation, and outsourcing. A more recent corporate restructuring in July 2023 was completed internally, further consolidating services under Deputy Chief Administrative Officers that have a broad but connected range of services all reporting directly to the Chief Administrative Officer. This strategic refinement has paved the way for enhanced coordination among departments with common functions and customers —both internal and external. Staffing Review To understand staffing implications of the Master Plan, a staffing review was completed to identify synergies, eliminate inner -departmental duplication, and recommend further collaboration and efficiencies amongst Community Services, CLMA, and Parks Operations. This review: a) Assesses the current staffing and related pressures with respect to the recommendations in the Parks, Recreation and Culture Master Plan, b) Provides comment where applicable on where the current growth is impacting staffing c) Compares common municipal organizational design standards; and d) Recommends any further initiatives to improve organizational effectiveness The insights gained from this analysis guides staff efforts to strengthen attention to public service priorities and build an even stronger public service for the future. The review provides an order -of -magnitude staffing plan for each department, reflecting current staffing pressures and future facility, parks and program needs identified in the Master Plan. Typically, there are three conditions which trigger a staffing review, and these include: • A significant change in the environment; • A change in strategy; and • The current staffing no longer fits the intentions of the work outputs. In this instance, a staffing review is required to address the impacts of the Parks, Recreation, and Culture Master Plan recommendations and looks for greater synergies between the departments and CLMA. 184 Page 228 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Implementing a refined corporate structure approved in 2023 is well underway at the time of writing, and the staff workshops that supported the development of this plan shed some light on further implementation support. These supports are indicated as refining common organizational design principles, succession planning, training, and defining and strengthening the intersections between each department and division. In the Municipality of Clarington, three departments and the Library Board share primary responsibility for delivering parks, recreation, and cultural services. These departments include Public Services, Planning and Infrastructure, Public Works (Parks Operations), and Clarington Libraries, Museums and Archives (CLMA), The CEO of the Clarington Public Library Museums and Archives reports directly to the Clarington Public Library Board and oversees the management and coordination of the Library System, Museums, and Public Archives. The CEO participates in the municipality's management team meetings to maximize synergies and reduce duplication between departments. Staff Consultation Two staff workshops were held with the Municipality and CLMA staff to capture their valuable knowledge, insights, and experiences to be considered as part of the Parks, Recreation and Culture Master Plan. Over 50 staff members participated in the workshops attended by senior management and frontline positions, including directors, managers, supervisors, assistants, coordinators, customer service representatives and service associates, clerks, and more. Discussion topics were wide-ranging and key themes relating to delivering services are highlighted as follows: The Municipality is Growing and Diversifying — Clarington is a growing municipality. By 2051, the Municipality is expected to experience substantial population increases in its urban centres such as in designated Major Transit Station Areas (MTSAs). There is also growth in the cultural diversity of Clarington's residents. These factors are impacting how the Municipality's facilities are used and the services that are in demand or being requested. Responding to Evolving Needs — Population growth is driving the need to provide enhanced parks, recreation, and culture experiences that are expected in large municipalities, particularly for new residents moving to Clarington from Greater Toronto Area municipalities. It is recognized that there is a need to balance the provision of new and existing services in a manner that reflects the needs of residents and is inclusive of all age segments of the community. In addition to these requests, it was identified that approved levels of service will set the stage for greater definition of operational and staffing needs. 185 Page 229 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Recovering from the COVID-19 Pandemic — In some areas, the Municipality has experienced a greater demand for new or expanded facilities, programs, and services because of the pandemic, which is also linked to the change in Clarington's community profile that has occurred during this period. For example, there is more interest in trail use and outdoor programming, demand for adult learn to swim programs and other activities such as pickleball, family programming, cultural and STEM programming and cricket, etc. There has also been a change in customer behaviour and increased use of facilities by people seeking mental health support, general social assistance, and from the unhoused population. Organizational Effectiveness and Staffing — Staff indicated that there continue to be small areas of duplication or opportunities for greater/continued coordination that need to be addressed to operate more efficiently. The CLMA also identified the need for more staffing to meet users' needs. The CLMA's existing staffing complement is not currently meeting industry standards set by the Federation of Ontario Public Libraries. It will be particularly important to ensure that consideration be given to a staff team that is qualified and competent to deliver and implement programs and services, reflecting the changing diversity of the Municipality. The Municipality and CLMA team also identified physical space for staff as a challenge for office space as the staff numbers increase. Strategic Partnerships and Volunteers Increase Programs and Services —The Municipality and CLMA collaborate with community organizations and volunteers to provide parks, recreation, and cultural services. Collaborating with the private sector to provide facilities and services in intensification areas will also be considered. Volunteers —Exploring strategies to attract and retain volunteers will also be important, as this has been an increasing challenge that many communities, including Clarington, face. Parks Operations The key functions of the Parks Operations Unit in Public Works are to maintain parks, trails, sports fields, and open spaces, increase and maintain the urban forest, and attend to naturalized areas and horticultural displays. The portfolio is comprehensive and requires significant operational planning, the procurement of time -saving equipment and vehicles as well as continued innovation in the delivery of these services. One element in the operations is the travel time incurred between parks spaces, the time it takes to unload equipment and reload after the work is completed. A staff person typically does not work for a full shift in one location. 186 Page 230 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Parks Operations Staffing Impacts of the Master Plan Recommendations Recommendations affecting staff effort from Parks Operations in the Master Plan centre on increased trail connectivity, and an addition of 105.3 hectares of parkland and parks amenities. The total hectarage will increase by approximately 48% over the current inventory of 220 hectares. A range of new outdoor recreation facility needs was identified, which would require increased staffing effort for care and maintenance including, but not limited to, new rectangular fields and ball diamonds or enhanced quality of existing fields/diamonds, sport courts, splash pads, play equipment, outdoor fitness equipment, and more. Expansion to the trail system and improved winter accessibility, as well as other park amenities throughout the parks system is also recommended. The design of parks to include climate change mitigation measures, more shade and shade structures, inclusion of environmental stewardship activities, and increased urban forest canopy. Naturalized parkland requires care to ensure that there are no invasive species and poisonous plants, the provision of safe spaces for residents, consistent waste control, and care of shade structures, washrooms, pathways, etc. The staff increases presume the same level of service and care; however, specialized park spaces, once finalized, may require greater staff effort and collaboration from other departments. Specific programming and events will result in more partnerships and staff coordination from CLMA and Community Services in these spaces as well as parks. Table 31 provides a summary of recommendations associated with this Master Plan that will impact Parks Operations staffing. For each associated recommendation the implications of effort and staffing requirements have been identified as Full -Time (FT), Part -Time (PT) and Seasonal. 187 Page 231 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Table 31: Parks Operations Staffing Impacts of the Master Plan Recommendations Parks Recommendationsof • #6. Acquire 105.3 hectares of Includes grass cut once per week from May1 to Oct 31, 2xLEO, 2 15xSummer parkland spring and fall clean ups of leaves and debris; regular 4xLabourer, Labourer Student (13 pruning and maintenance of trees, new tree establishment 1xLeadHand; (Garbage) Grass 1 and tree health; maintenance of shrub and garden beds; 0.5xArborist, Forestry, 1 Garbage collection 0.5xLEO; Garbage); 1xLabourer 10xFall Temp Labourers (Grass); 1xSeasonal Labourer (Hort); #9. Identify and acquire a Includes grass cut once per week from May1 to Oct 31, 2xLE0 0.3xArborist; 3xSummer minimum of 30 hectares of spring and fall clean ups of leaves and debris; regular Student land to create a sports pruning and maintenance of trees, new tree establishment (Grass) complex and tree health #15. e) Increase winter snow Can not estimate without defined area; could absorb out of clearing in strategic areas additional staff (LEOs and Labourers) above; approx. 0.00005 per m2 #35/36. Provide 31.5 unlit Assume these fields are within the parkland/sports 0.3xLEO equivalent outdoor complex identified above. Incremental FTE for increased rectangular fields frequency of grass cutting at twice per week. 188 Page 232 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Parks Recommendations Levof Service FT PT Seasonal #37. Construct up to 17 unlit Assume these fields are within the parkland/sports 0.2xLEO, 2 Summer equivalent ball diamonds complex identified above. Incremental FTE for increased 1xLabourer Students frequency of grass cutting at twice per week. Also, maintenance of infields, warning tracks, benches/bleachers, pitching mounds, home plates, etc. #38. Identify a suitable site for Assume this field is within the parkland/sports complex 0.25xLabourer a full-size cricket field identified above. Incremental FTE for increased frequency of grass cutting at twice per week. Additional maintenance of pitch/wickets. #39. Construct 17 new Assume would be within the parkland/sports complex 0.75xLabourer outdoor tennis courts identified above. Incremental FTE for installation of nets in spring, removal of nets in fall; weekly inspections and maintenance; repairs as required #41. Construct 20 dedicated Assume would be within the parkland/sports complex 1xLabourer pickleball courts identified above. Incremental FTE for installation of nets in spring, removal of nets in fall; weekly inspections and maintenance; repairs as required #42. Provide eight multi -use Assume would be within the parkland/sports complex 0.25xLabourer courts for activities identified above. Incremental FTE for weekly inspections and maintenance; repairs as required #46. Construct 14 new splash Assume would be within the parkland/sports complex 1xLabourer pads by 2036 identified above. Incremental FTE for weekly inspections, cleaning and other maintenance as required; opening and closing, repairs as needed 189 Page 233 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Parks Recommendations Lev•Seasonal #50. Construct six skate Weekly inspections and maintenance; repairs as required 0.25xLabourer zones #51. Establish a new dog Assume this is within the parkland identified above. Only 0.25xLabourer park in Bowmanville incremental FTE for repairs is needed. #52. Construct two compact Assume this is within the parkland identified above. Only 0.25xLabourer leash -free zones. incremental FTE for repairs is needed. #54. Establish a community Primarily administrative, and could be absorbed by current garden in Courtice staff — Community Garden is run by their own board #57. Provide 30 new Assume this is within the parkland identified above. 2xLEO 1xSummer playground sites by 2036 Incremental FTE for inspection once per month, Student maintenance of playground surfacing annually, maintenance and repairs of equipment as needed Current Staff Shortages to Current levels of service are being met within parks Meet Industry Standards operations. Some standard issues arise at the beginning of the growing season as the grass grows at a quicker pace than staff can cut it. This happens annually and standard cutting cycles are attained by early summer. Suggested Staff Efficiencies There will be an efficiency that can be attained through the to Reduce Duplication sharing of staff with Public Works once the added parkland has been developed and is ready to be maintained. 190 Page 234 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) The following table summarizes the current Parks Operations staffing complement, and the additional staff needed over time to implement the recommendations in the Master Plan. A full-time staffing complement impact will increase staffing needs by 99 full, part-time and temporary labourers or by 74% over the course of implementing the Master Plan recommendations within Parks Operations. Table 32: Summary of Changes to Parks Operations Staff Complement Full- Part- Students/ Existing Staff Complement••Total Time Time Labourers 2024 20 4 13 +20 57 Full Implementation of Growth -related recommendations in the Master Plan 19 2 10 +11 42 Total 39 6 23 +31 99 Percentage Increase 95% 50% 77% 74% 191 Page 235 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Community Services The Community Services Department's mandate is to ensure that residents are active, connected, and fully engaged in leisure activities of their choice. Efforts are made to ensure that residents of all ages have multiple avenues of active, creative, STEM, and general -interest activities. The Municipality of Clarington has a wide breadth of services and will offer programs and services where no other community agencies and not -for - profit groups can play this role. There is a blend of opportunities, and generally, Community Services offers aquatic services and arena operations where there are no Boards of Management or likely service providers. Programs are rounded out for each age group, and partnerships exist for youth opportunities and older adult activities at a minimum. Increases to recreation service provision include continued recovery from the pandemic, increased participation in programs and services due to the population increases, facility recommendations, and improvements include the new South Bowmanville Recreation Centre, which will include a new indoor artificial turf field, gymnasium, multi -purpose space and other indoor amenities. The Master Plan also identified the need for two new ice pads and an indoor aquatic centre. A look to partners is considered for programming multi -use spaces in condominium spaces. Further administrative work will require staff to allocate and book additional sports fields and support increased demand for programs, camps, fitness spaces and special events, dedicated spaces for older adults and youth, etc. Community development work will likely increase to support not for profit community partners. Community Services Staffing Impacts of the Master Plan Recommendations The following table provides a summary of recommendations associated with this Master Plan that will impact Community Services staffing. For each associated recommendation the implications of effort and staffing requirements have been identified as Full -Time (FT), Part -Time (PT) and Seasonal. 192 Page 236 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Table 33: Community Services Staffing Impacts of the Master Plan Recommendations 1 Staffing Requirement Facility Recommendations Levof #17. Develop two new ice Hours of operation 6: 00 a.m. to 3 Operators 3 Operators pads as an expansion to the midnight, seven days per week, 12 10 Maintenance Courtice Arena months per year. Two operators and a 1 Recreation Coordinator part-time person per shift. (24 hrs) 10 Recreation Staff (instructors/skate patrol) 5 Customer Service Reps #21. Explore the feasibility of Existing staff resources will work with 2 Operators PTAquatic Instructors constructing an indoor aquatic consultant to complete feasibility study 1 Aquatic (40) centre at the South estimated at $25K Coordinator PT maintenance 4 Bowmanville Recreation Centre 2 Deck Supervisors #23. Undertake Expansion of existing indoor aquatic 2 Deck Supervisors 2 Lifeguards Enhancements to the indoor facility to the current standard of 3 Instructors aquatic centre at the Courtice programming Diane Hamre facility. 2 Maintenance Community Complex (teaching pool, warm water therapy pool and enlarging the changerooms, etc.) 193 Page 237 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Facility Recommendations Levof Service FT• #24. Include fitness studio Expansion of current service level 1 fitness 1 Fitness (multi -purpose) space with established at Diane Hamre facility — coordinator Coordinator appropriate amenities in new expansion into recreational therapeutic 10 Fitness Instructors and redeveloped community programming centre. #25. Walking track as part of Expand the standard to this facility as 2 Program/ the expansion at South proposed in SBRC project, currently Fitness Instructors Courtice Arena (3 lanes, underway. Incorporate track into major rubberized or coated surface) facility amenities. #26. Artificial turf field Spaces will be available for private 1 Facility 3 Operators Camp Staff conversion to a double rentals, and municipal Supervisor 5 Maintenance gymnasium and multi -purpose programs/activities. The standard will 1 Recreation 20 Program staff space at the Bowmanville replicate that of Diane Hamre facility. Coordinator 8 Customer Service Indoor Soccer facility 1 Lead Hand Reps 4 Operators This space will incorporate the existing 1 Clerk II indoor rental schedule for soccer program with Darlington Soccer Club with expansion of rental and programming opportunities. Operating hours would be consistent with any other multi use facility, similar to DHRC. 194 Page 238 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) PT Seasonal Facility Recommendations Levof Service FT #28. Provide multi -purpose Expand current programming 0.5 recreation Program staff spaces in new or redeveloped standards — for every 3 expansions in coordinator (for Maintenance staff community centres programmable space (in addition to every 3 SBRC) would need to add another full- programming time staff to program and part-time spaces staff to operate/deliver services 3 operators (every 10,000sq ft of expansion) #29. Expand recreation and Goal is to expand minimum levels of .25 recreation 1 Recreation Supervisor leisure opportunities in rural programming geographically. Coordinator 5 Program Instructors areas with community hall partners #31. Direct youth and older Potential for expanding current 0.25 recreation 1 Recreation Supervisor adult programming to multi- partnership with John Howard Society coordinator 5 Recreation Instructors use spaces to offer some youth programs (non - dedicated space). Additional municipal youth and older programs/activities will be offered. #33. Work with Clarington Some support is in place currently 1 PT Recreation Squash Club to assist with from a liaison and booking Coordinator (24 hrs) court bookings, increase perspective. any enhanced support programming, attract new would require additional support players and monitor court use. 195 Page 239 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) The following table summarizes the current staffing complement, and the additional staff needed over time to implement the recommendations in the Master Plan. The staffing impact of the Master Plan will increase Community Services staffing needs by 184 full, and part-time staff as well as volunteers or by 41 % over the course of implementing the Master Plan recommendations within Community Services. Table 34: Summary of Changes to Community Services Staff Complement Existing Staff Complement•Total 351 (including 1 2024 68 permanent part-time 35 454 position) Full Implementation of Growth -related recommendations 23 141 20 184 Total 91 492 55 638 Percentage Increase 34% 40% 57% 41 % 196 Page 240 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Table 35: Summary of Arts and Culture Staff Increases Arts and Culture Recommendations #63. Update Visual Arts Centre to There is currently no one staff person directly and fully 1 4 - bolster programming assigned to the arts and culture portfolio. With the increase in the population and citizen expectations, it is anticipated that the Municipality of Clarington will need to gain the #64. Expand general arts and cultural leadership of a full-time Cultural Coordinator and 4 part - programs firstly by engaging the arts time staff to develop and oversee expanded cultural community to provide programs in programming and community development efforts. municipal spaces #65. Undertake a feasibility study to confirm the need for an indoor performing arts centre #66. Enhance opportunities to provide outdoor productions and performances along the waterfront 197 Page 241 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Clarington Libraries, Museums and Archives The CLMA currently employs 45 Full Time Equivalent (FTE) staff, including two new staff that were added in 2023, consisting of the CEO, directors, managers, librarians, service associates, pages, clerks, and other staff. Based on a current population estimate of 108,757 residents, the CLMA achieving a ratio of 0.41 FTEs per 1,000 residents. The Ontario Public Library Planning Guidelines recommend a ratio of 0.6 FTEs per 1,000 residents, and based on this measure, CLMA does not meet this target. As Clarington's population increases, this deficit will continue to grow CLMA is experiencing staffing pressures due to increased service demands in programs, circulation of materials, and increasing demands for social advocacy for underserved populations. There are currently 14 hours of bi-weekly shifts that cannot be covered due to restraints, and therefore, professional staff (System Technician, etc.) are covering the front desks, taking away from their own service deliverables. As a result of pent-up demands, fewer tour requests are being fulfilled — groups are welcomed, but the staff -guided tours and the instructional piece is unable to be fulfilled. Longer wait times for staff assistance are being experienced. An increase in Member Service Associates — front-line services is needed to serve the public more promptly and adequately while allowing specialized staff to advance in their deliverables. The Municipality's population is projected to reach 162,640 residents at which point CLMA will require a total of 98 FTE staff to meet the recommended target established in the Ontario Public Library Planning Guidelines, which is more than double CLMA's existing staff complement. CLMA Staffing Impacts of the Master Plan Space Recommendations The Master Plan recommends additional space needs for the CMLA towards 2036. The following table provides a summary of recommendations associated with this Master Plan that will impact Clarington Library, Museums and Archives (CLMA) staffing. For each associated recommendation the implications of effort and staffing requirements have been identified as Full -Time (FT) and Part -Time. 198 Page 242 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Table 36: CLMA Staffing Impacts of the Master Plan Recommendations CLIVIA Recommendations #67. Provide 48,880 square feet of Anew library branch in Bowmanville would require at minimum 10 FTEs to 4 6 library space operate full -service hours (--72 hours a week). 3 4 a) Add approximately 20,000 An addition to the Courtice Library would require at minimum 2 FTEs to square feet of library space in continue operating with full -service hours (-72 hours a week). A new library Bowmanville (12,000 square branch in Courtice would require 7 FTEs. feet at the South Bowmanville An addition to the Newcastle Library would not require additional FTEs. CC.), preferably in the north end of Bowmanville and co -located with a community facility. b) Add 10,200 at the Courtice Library Branch or a library branch in Courtice c) Add 2,100 square feet at the Newcastle Library Branch #69. Increase access to library To implement fulsome service to hamlets and rural areas of Clarington, 2 2 resources in hamlets and rural areas of including bookmobiles, book lockers, and other community outreach Clarington (bookmobiles, library initiatives, CLMAwould require a minimum of 3 FTEs. lockers, vending machines etc.) #73. Bolster museum programming To bolster Museum programming and services within existing spaces, 1 0.5 and the use of archives by enhancing CLMAwould require a minimum of 1.5 FTEs. the use of existing CLMA spaces. 199 Page 243 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) CLIVIA Recommendations #75. Prepare a Special Events A designated Special Events Coordinator would be required. 1 - Strategy and articulate funding and staffing requirements. Current Staff Shortages to Meet Current Staffing Levels as compared to the Ontario Library Planning 1 24 Industry Standards Guidelines Suggested Staff Efficiencies to Reduce It is anticipated that a full-time Events Coordinator could be shared between Duplication Community Services and the CLMA, this would require further study. The staffing complement impact of the Master Plan will increase CLMA staffing needs of full and part-time staff by 23.5 positions or by 35% over the course of implementing the Master Plan recommendations. Table 37: Summary of Changes to CLMA Staff Complement Existing Staff ComplementTotal 2024 27 38, including 7 Occasional part-time 65 Full Implementation of Growth -related recommendations 11 12.5 23.5 Total 39 50.5 88.5 Percentage Increase 41 % 32% 35% 200 Page 244 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 7.5 Building Internal Capacity to Implement the Master Plan Building internal capacity prompts staff to focus on key activities that will allow them to understand the services they provide in greater detail and strengthen the staff team to be more efficient and effective. The development of the Parks, Recreation and Culture Master Plan for the Municipality of Clarington provides an opportunity to review the organization's effectiveness in meeting public needs, plan for future growth, and enhance service delivery based on public input and other measures. Set Levels of Service for Council Approval Community Services and Public Works have a large number of services and sub - services — for example, the aquatics service offers lessons, public swim opportunities, lane swims, aquafit classes, and facility rentals. Each service type brings with it a different process in providing the service. Identifying levels of service is important in an expanding community as services grow, so will the demands for additional resources both capital and operating. Clarifying what and how services are provided sets the stage for the allocation of resources as the population expands creating the need for more programs and services. The following process will assist staff in identifying the fulsome range of services provided, the current process, potential efficiencies and prompt an annual review for improvements. a) Categorize and quantify all services and sub -services; b) Identify the ideal conditions (e.g., turf cut a certain height and frequency); c) State the process as to how the service is provided and identify more efficient equipment and the use of technology to enhance service provision; d) Gather public input on the current service level and test satisfaction levels; e) Identify intersections with other departments and potential efficiencies; and f) Review level of service annually to determine efficiencies, gaps, or pressures. Costing of Services in Setting Fees Clarington partially offsets the financial costs to provide services through several revenue streams, most notably user fees, entrance fees, taxation and, to a lesser extent, sponsorships, grants, and partnerships. In the case of Public Works/Parks and Forestry and CLMA, identifying costs is a recommended exercise; however, they do not generally levy fees to the extent that community services/recreation does. There are non -financial and intangible benefits that offset fiscal expenditures by way of increased physical and social health among residents, contributions to community vibrancy and cohesion, etc. Therefore, the degree to which quantifiable costs are "recovered" is dictated by the Municipality's philosophy surrounding the "value" of the service that it 201 Page 245 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) provides to residents and the community. The first step in setting fees and cost recovery levels is understanding the cost to provide the service. This is a first step and an arduous task and will involve guidance and assistance from the Finance and Technology Department (to set corporate guidelines) and allocate costs fairly. Costing of services provides transparency in the setting of fees. Once costs are known (e.g., to produce an hour of ice), the current cost recovery levels can be ascertained by understanding the percentage of the costs that are recovered through the current fee structures. A comparison to the market rate (surrounding municipalities or service providers) is usually undertaken to determine if fees can be modified. Setting of fees can be developed by determining which age groups or types of programs should receive greater subsidies. Performance Measures and Targets Municipality of Clarington and CLMA staff collect data for analysis and prepare reports as part of the budget and planning process to measure performance against the previous year's attendance, participation, utilization levels/rates, etc. This is completed to demonstrate that there has been movement in addressing key goals and initiatives and to demonstrate a good return on the investment of tax dollars. Seasonal and annual attendance and registration statistics are captured and shared with staff, to allow improved planning for the next session and accommodate any pent-up demands. This is meaningful data and allows staff to analyze trends and gaps in service and make plans for improved performance. Articulating specific targets and measures provides clarity and focus on key deliverables for both staff and community partners. Setting targets provides clear expectations so that everyone is working toward the same goals. This approach provides focus on the right things and creates greater accountability. This exercise to measure against targets is to simplify expectations in a complex delivery system. Once these targets are agreed to and operational ized, specific operational plans will enable staff to achieve them (Table 38). Performance measures and targets should be considered, and baseline data collected in year one. A review of the information will ensure that appropriate targets are set based on the results. Not all areas will start at the same point, and municipal -wide targets will take some time to achieve consistently. Staff will want to make appropriate and timely modifications and interventions to program, scheduling customer service, facility cleanliness and community outreach to maximize their performance. No one person is accountable for delivering a service, that responsibility is shared. A sense of teamwork should be created to ensure that everyone has the tools to play their part in service excellence. Measures and targets must reflect what is important to the public and should identify operational priorities for staff undertaking. 202 Page 246 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Table 38: Performance Measures and Targets to Consider Measure What is Important Suggested Target & Performance Measure Inputs a) Budget These are baseline inputs and b) FTEs will be compared year to year. Increasing outputs, efficiencies c) Square feet of facility space and effectiveness with similar d) Investment level per capita resources becomes the focus of staff. Outputs a) Facility utilization against a) 80-90% of prime -time hours capacity and 50-70% of non -prime b) Direct program utilization hours utilized against capacity b) 80-90% of capacity based on c) Drop -in and casual use facility time available and opportunities against capacity budget parameters d) Permit/rental/utilization c) 50-75% of capacity depending on the activity e) Volunteerism levels d) 75% use of available hours Efficiencies a) Efficiencies as a result of a) An indication of cost better equipment, technology, avoidance, increased funding streamlined processes, grants, through alternate sources, partnerships, sponsorships reaching greater participation etc. through partnerships and unit costs. Effectiveness a) Facility cleanliness rating a) 80-90% rating b) Satisfaction levels with b) 80-90% rating programs and services c) 80-90% rating c) Satisfaction levels with d) 50-75% rating community development, outreach, and sport development services d) Staff engagement levels 203 Page 247 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Intersections within Municipal Departments All respective departments (Parks Operations, Community Services, and the CLMA) embrace a functional model that focuses on specific service types that align with similar customer needs. This approach keeps the lines of responsibility and accountability clear. There are some instances where there are similar customers or operational activities where the departments intersect. Identifying and addressing these intersections within each department is critical in identifying potential efficiencies, reducing duplication, and sharing resources. These intersections are provided as examples with the encouragement to review the most efficient, user -driven approach on an annual basis: • Public Works is responsible for the Park's Operations and there is a synergy with other Public Works responsibilities in terms of seasonal efficiencies, staff allocation to special events, and fleet/equipment procurement and maintenance. • One of the intersections between Parks Operations and Community Services centres on sports field maintenance and allocation of sport fields. Community Services allocates sports fields and tournaments, while the Parks Operations discuss capital plans and indicate which fields are resting or are under reconstruction, thus reducing some seasonal availability. Both departments have a relationship with community sport field groups and some groups indicated that there is some confusion as to who to contact for their concerns and questions. In consultation with user groups, the identification of the contact is appropriate. • The Master Plan recommends increased STEAM (Science, Technology, Environmental, Arts, Mathematics) programming which is a responsibility of both CLMA and Community Services. These conversations occur annually as programs are being developed. • Community Services provides facility maintenance, preventative maintenance and capital project oversight for the CLMA as it is more efficient to and often within the same buildings as recreation. • The CLMA meets with the Public Services Senior Management Team to address common issues and initiatives. This is an excellent way of working collaboratively and reducing duplication amongst two separate but aligned organizations. • One efficiency worth noting is that Community Services provides Building and Mechanical services (Plumbing and HVAC) to CLMA and invoices for actual costs incurred in staffing and equipment. This approach provides excellent response time for needed repairs and emergencies. Staff in Community Services know the systems and can respond more efficiently. This relationship provides a consistent 204 Page 248 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) and known hourly cost with no profit margin which would be incurred with the CLMA utilizing private providers. • Other collaborations that could occur within Public Services is the development of common training modules/webinars in EDI initiatives, WHMIS, First Aid, AED use, and other common training requirements for staff. • There is duplication within the CLMA and the Municipality in the provision of support services with other Corporate Enterprises that should be explored further (e.g., IT, Human Resources, Legal Counsel, etc.). • Although the Legislation is quite specific about the CLMA CEO reporting directly to the Library Board to protect Freedom of Speech, etc., possibly a dotted -line reporting relationship by the CLMA CEO to the Deputy CAO of Public Services with a Service Level Agreement in place could be explored to ensure that efficiencies and the reduction of duplication are achieved across the system. Common Municipal Organizational Design Principles The organizational structures to support the delivery of parks, recreation, and culture have been developed around common functions such as recreation, operations, maintenance, program, and service type, etc. and community development. These outward -facing service types are supported by administrative services such as permitting of spaces and customer service representatives. Corporate support is provided to all departments, such as financial guidance and controls, legislative services, human resources and purchasing, etc. A set of organizational design principles commonly utilized in municipal government operations are offered for consideration as these principles could be used in future organization structural evaluations. It is anticipated that Human Resources would refine these as changes as levels of service change, technology provides some efficiencies, equipment, functions increase, or streamlined processes affect organizational design. Common organizational design principles allow all departments and divisions to be structured in a fair and equitable manner and these principles can guide re - organizational efforts. They are offered as follows: • There should be no more than six layers of staff and volunteers between the Chief Administrative Officer and the public; • Departments and/or divisions are centred around common customers and/or standard functions; • Departments will align their work on the strategic goals of the community and corporation; 205 Page 249 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) • There will be an equitable distribution of workload where possible in terms of span of control (functions, staff, outputs etc.); • Intersections with the work of other departments will be identified and the work efforts required to support seamless service delivery; • Each management position will have a range of four to six direct reports (unless a strategic priority requires focus and the employment of a sole contributor); and • One-on-one reporting relationships will be evaluated as to their efficiency. The organizational review utilizing the organizational design principles as provided offers the following observations (Table 39). Note that the organizational design principles were not necessarily utilized in the recent reorganization and therefore observations are offered comparing the suggested design standards to the newly refined structures. Table 39: Organizational Design Principles Ifirganizational 4lbservations Design • - Organizational The implementation of Deputy CAO positions added a layer to Layers the organization. The requirement of no more than six layers of staffing levels between the CAO and the public is consistently met in all departments other than recreation and facility services, where the breadth of services requires a large part-time contingent of customer service representatives, program delivery, and facility services personnel and volunteers. Functional & Each department is consistently designed around standard Customer Driven functions and common users of the respective service. Structural Design Alignment with Each department under study demonstrates alignment with Common Strategic the Corporate Strategic Plan as reports are approved by Goals Council. Each policy or program initiative requires public input to ensure alignment with resident priorities. 206 Page 250 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Organizational Observations Design Principle Equitable Workload A more thorough review of equitable workload will be Distribution undertaken as part of the exercise to determine and receive approval for the service levels. Each service would review the frequency and standards required, staff effort, equipment and use of technology, efficiencies, budget, and outputs. Intersections Intersections have been identified in the respective units under review, and inter -departmental relationships address each in a timely manner. For example, staff meet to discuss facility or field disruptions due to field resting or refurbishment of facilities and sports fields. CLMA and Community Services coordinate efforts around programming, maintenance, and special events. 4-6 Direct Reports In all departments under study, there are 3 to 6 direct reports at the director and manager levels. At the supervisory level, a range exists of between 2 and 5 direct reports. At the supervisory level, there is a requirement to develop discipline - specific policies and SOPs as well as to be operational and lead a discipline at the same time. In future organizational reviews, this requirement could be looked at more consistently (should these proposed organizational design standards be approved). Eliminate One on There are no apparent one-on-one reporting relationships One Reporting within the organizational structures provided. Relationships The organizational structures should depict where there is a direct reporting relationship (solid line) and an indirect reporting relationship (dotted line), as the structures are all shown with direct reporting relationships to the position above the noted position (other than in the CLMA where indirect reporting relationships are articulated). This way the relationships are depicted as slightly misleading as not all positions report directly to the manager or supervisor. 207 Page 251 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Development of a Succession Plan The Master Plan indicates a need to be proactive in order to respond to future staffing needs. A succession plan would quantify potential upcoming vacancies within the organization and begin to develop internal talent further to ensure that there is readiness and continuity in service delivery. Succession planning looks to the future in terms of staffing needs and prepares existing staff to compete for positions that will become available in the future. Further, staff increases will require attracting a large part-time and seasonal contingent. Some part- time work can be learned on the job, however many in Community Services will require specific training such as in the aquatics field. The development of a succession plan involves a review of staffing needs due to growth, new facilities and parks, existing retention rates per position type, retirements, and potential early retirements. Succession planning undertakes identifying specific training and development needs and is a critical undertaking to ensure the Parks Operations, Community Services, and CLMA's organization's long-term sustainability. Development of a Professional Development and Training Plan During the staff consultation program to support the development of the Master Plan, staff identified the need for a coordinated approach to training and professional development. There is an appreciation for ongoing training opportunities offered corporately/departmentally and through professional organizations at seminars and conferences. Staff would like to develop meaningful training opportunities based on the Municipality of Clarington's culture and priorities. The need for continued training in standard subjects such as WHMIS, Occupational Health and Safety could be developed through online applications as a continued efficiency. A coordinated approach could provide some efficiencies for common subject areas and cross training purposes. These efforts result in continued legislative and industry standards compliance, greater engagement and development of staff and greater innovations. 208 Page 252 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 104. Articulate and gain Council approval for specific levels of service for each discipline to identify public expectations and the resources and efficiencies needed to achieve them. 105. Identify the current costs of providing programs and services, as well as the recommended cost recovery levels in setting a fair Pricing Policy, where applicable. 106. Identify service delivery targets in each discipline and report achievements annually to the community for public information. 107. Discuss and address the intersections between each department referenced in the Parks, Recreation and Culture Master Plan, including but not limited to: a. The development of online training modules common to Parks Operations, Community Services, and CLMA; b. The development of Standardized Partnership Agreements; c. Streamlining one point of contact for community sport field users; and d. The viability development of a Service Level Agreement between the Corporation and the CLMA to outline the provision of common services (IT, Human Resources, Legal Counsel, etc.) 108. Refine and approve the draft Organizational Design Principles provided in the Parks, Recreation, and Culture Master Plan so that they can used consistently in future staffing opportunities throughout the Corporation. 109. Further rationalize required staffing levels based on anticipated participation rates due to population growth, current participation rates, and the staffing implications in the Parks, Recreation and Culture Master Plan. 110. Develop a Corporate Succession Plan to ensure organizational sustainability and the development of a pool of staff with the skills and competencies to compete for upcoming positions. 111. Develop a Training and Development Plan summarizing the skills and competencies needed to provide quality services and leadership at all organizational levels and providing consistent training and development opportunities (possibly online). 209 Page 253 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 7.6 Implementation Strategy An implementation summary is contained in this section. By approving this Master Plan, the Municipality of Clarington and CLMA are not bound to implementing every recommendation and providing the facilities in the order, amount, or timing indicated; rather this Master Plan provides the Municipality and CLMA with guidance on community priorities and sets a general course of action to meet needs as they are presently defined. For each recommendation, resource implications have been identified particularly if there is a capital cost required for facility development (refer to Table 30 for facility specific costs) or further study, if additional staffing will be required for operations, management, service delivery (see Recommendation #77), or if staff time is required. The timing of the recommendations proposed in this Master Plan recognizes the need for phased implementation, partnerships, and/or outside funding sources as some recommendations are based upon what is needed and not necessarily what may be financially achievable at the present time. The timing of initiatives is organized into the following categories: • Short-term (2024 to 2028) • Medium -Term (2029 to 2033) • Long -Term (2034 to 2036) The Master Plan will need to be reviewed regularly to identify areas where the availability of resources may affect the timing of implementation. Analysis of implementation options and capital/operating budget implications should be undertaken prior to approving major projects, as well as various funding sources, and partnership opportunities. As part of a five-year update to this Master Plan, reviewing the timing of implementation should also be undertaken. The following is a summary of recommendations in the order that they appeared in the Master Plan. 210 Page 254 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Parks Plan Recommendations 1. Guided by this Master Plan, incorporate a new park hierarchy as part of the Municipality's Official Plan Review to ensure that it reflects parks that exist or are planned in Clarington, as well as to align with modern expectations and best practices in different park types, particularly in emerging intensification areas. The Municipality should review and reclassify its park supply to align with the new hierarchy system. Implications Staff time Short • MediumResource 2. Use the recommended park facilities and amenities framework contained in this Master Plan as the basis for developing a detailed design manual to establish standards for facilities and amenities for each park type according to the recommended park hierarchy. As a best practice, the development of indoor Staff time • community and recreation facilities on parkland should be minimized to ensure that sufficient space is available to meet needs for outdoor recreation and cultural facilities and amenities. 3. As part of the Municipality's Official Plan Review, the following actions are recommended to be undertaken as it relates to Section 23.10 of the Official Plan (Parkland Dedication): a. Identify that non-profit housing development, inclusionary zoning affordable units, and additional residential units (as defined in the Planning Act) are exempt from parkland dedication and developments with affordable and Staff time • attainable residential units are subject to reduced parkland dedication amounts as identified by the Planning Act. b. Update the alternative rate in Section 23.10.3(a), (c) and (e) to one hectare of parkland per 600 dwelling units. c. For the alternative rate, reflect that the amount of parkland conveyed or required as a payment -in -lieu of parkland shall not exceed 10% of land or 211 Page 255 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) value of land where the land subject to the development is 5 hectares or less, or 15% of land or value of land where the land subject to the development is greater than 5 hectares. d. Section 23.10.4 shall be updated to reflect that payment -in -lieu of parkland dedication will be calculated at a rate of one hectare per 1,000 dwelling units. e. Identify that the dedication of land that is suitable for the development of parkland should be maximized to achieve the recommended parkland service level and accommodate the outdoor recreation facility needs as identified by this Master Plan. f. Identify that parkland payment -in -lieu rates are frozen as of the date that a zoning by-law or site plan application is filed. The freeze is effective for two years after approval. g. Identify that the Municipality spend or allocate at least 60% of money collected from payment -in -lieu of parkland dedication annually (based on the opening balance of the parkland reserve fund). h. Develop policies guiding the acceptance of encumbered lands such as privately owned public space (POPS) and strata parks based on the guidance and best practices provided by this Master Plan, including Appendix A. Appropriate legal agreements must be established to address park design and construction standards, public access, maintenance, etc. These policies should only be developed if changes to the Planning Act come into effect that obligate municipalities to accept encumbered lands as part of parkland dedication. Establish location and development guidelines describing what constitutes acceptable parkland dedication from developers. These guidelines should consider restrictions for encumbered lands such as hazard lands, steep slopes and unstable lands, environmentally protected lands, rights -of -ways and easements, contaminated lands, etc. 212 Page 256 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Resource•rt Medium Long Implications j. Monitor Provincial announcements regarding new or updated legislation relevant to parkland and evaluate the impact on parkland dedication practices in Clarington. Updates associated with the implementation of Bill 23 or to understand regulations/criteria guiding parkland conveyance as it relates to encumbered parkland (e.g., strata parks and POPS), and evaluate its impact on the Municipality's Official Plan Review and Parkland Dedication By-law. 4. Update the Municipality's Parkland and Open Space Dedication By-law to ensure that it aligns with the amended Planning Act. Refer to Recommendation Staff time • #3 for applicable changes as part of the update process. 5. Through the Official Plan Review, update the Municipality's parkland service target to 2.0 hectares per 1,000 residents, including: a. 1.1 hectares per 1,000 residents for Municipal Wide Parks and Community Parks. Staff time • b. 0.75 hectares per 1,000 residents for Neighbourhood Parks. c. 0.15 hectares per 1,000 residents of Parkettes, and Urban Squares and Parks. 6. Acquire 105.3 hectares of parkland to achieve the recommended parkland service target including: a. 52.6 hectares of Municipal Wide Parks and Community Parks Staff time Best Practice b. 48.7 hectares of Neighbourhood Parks c. 4.0 hectares of Parkettes, and Urban Squares and Parks. 7. Maximize parkland dedication opportunities, particularly in Secondary Plan Areas with an emphasis on acquiring Neighbourhood Parks of sufficient size; Staff time Best Practice working with landowners to prepare a Master Parks Agreement is encouraged; 213 Page 257 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Resource•rt Medium Long Implications efforts to acquire a Community Park in the Soper Hills Secondary Plan Area continues to be supported. 8. Explore alternative acquisition strategies to acquire larger Municipal Wide Parks or Community Parks to augment tools permitted by the Planning Act including, but not limited to, land purchase/lease (e.g., land banking, surplus school sites, Staff time Best Practice etc.), land swaps/exchanges, partnerships, reallocation of surplus land, etc. Accepting a combination of land and cash -in -lieu of parkland is also encouraged. 9. Initiate a site selection process to identify and purchase a minimum of 30 hectares of land to create a sports complex to assist the Municipality in addressing longer -term sports field demand that cannot be accommodated in Staff time • existing and future parks. Site criteria should include, but not be limited to, location and access, development potential and constraints, land compatibility, expansion opportunities, and user group support and partnership potential. 10. Prepare a Park Renewal Strategy to identify opportunities to: renew parks to replace aging components (e.g., like for like), redevelop to replace and/or repurpose amenities ensure they serve evolving community needs, and plan for park enhancements to add new amenities. Candidate parks should consider the Staff time age and condition of the park and components, changing demographics, and/or cost for • opportunities to minimize service duplication, proximity to intensification areas further study serving MTSAs, opportunities to be repurposed under-utilized facilities to address other in -demand outdoor recreation opportunities, and other variables. Park renewal should be supported by community consultation. 11. Work with the Clarington Diversity Advisory Committee, Clarington Accessibility Advisory Committee, and other relevant groups to actively identify and implement inclusive park design for all age groups and abilities, including Staff time Best Practice development of an Accessible Playground Distribution Strategy as outlined in this Master Plan. 214 Page 258 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Resource•rt Medium Long Implications 12. Design new and redeveloped parks with a climate change lens with regard for guiding frameworks such as the Clarington Corporate Climate Action Plan to Staff time Best Practice achieve the Municipality's goal of reducing greenhouse gas emissions by 35% by 2030 and net -zero emissions by 2050. 13. Develop and renew parks with a focus on safety, incorporating Crime Prevention Through Environmental Design principles, enhancing naturalization efforts and Staff time Best Practice including comfort amenities like shade, seating, signage, and other features to create inviting and welcoming spaces. 14. Collaborate with conservation authorities, community groups, and corporate departments to develop and implement strategies that enhance and promote Staff time Best Practice environmental sustainability initiatives and naturalization in Clarington's parks and open spaces. 15. Use the conceptual network in this Master Plan to guide the future development of recreational trails in Clarington. Key strategies to strengthen the trail network and to promote active movement within the Municipality include: a. Work with community partners and landowners, agencies, and other levels of government to improve connectivity within and between settlement areas, Cost for trail including north -south connections between the Waterfront Trail, Greenbelt development Trail, Oak Ridges Moraine Trail, and Bowmanville Valley Trail to encourage Best Practice active transportation and expand the trail network. This should include Additional staff creating a "circle of green" trail around Bowmanville, developing solutions to required overcome barriers, including crossing transportation corridors, including Highway 401 and Highway 418, as well as other roadways. b. Establish active transportation routes within future residential areas, particularly in Secondary Plan Areas with connections to the existing network. 215 Page 259 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Resource•rt Medium Long Implications c. Design new and redeveloped parks with designated circulation areas to guide users through parks and public spaces and connect to on -site amenities (e.g., playgrounds, sports fields, etc.). d. Incorporate trail design features and comfort amenities in appropriate areas to enhance comfort including, but not limited to, signage, seating, shade, drinking fountains/bottle filling stations, bicycle parking, and accessibility features. e. Increase winter snow clearing in strategic areas to encourage year-round physical activity. Appropriate staffing levels will be required to support this initiative as well as training, such as being Smart About Salt Certified, as directed by the Municipality's Corporate Climate Action Plan. Evaluating the feasibility of using salt alternatives is also recommended. f. Have regard for the Municipality's Active Transportation Master Plan and Wayfinding System Strategy to ensure seamless connectivity between off - road and on -road routes and bring greater awareness and promote the use of Clarington's trail system. 16. Update Clarington's Waterfront Strategy to have regard for the input received and the guidance put forward through this Master Plan, including preserving environmentally sensitive areas such as the Samuel Wilmot Nature Area and Staff time • undertaking enhancements to encourage greater passive uses along the waterfront, including economic development opportunities, comfort features, and supporting amenities. 216 Page 260 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Facilities Plan Recommendations Implications MediumResource Short 17. Develop 2 new ice pads as an expansion to the Courtice Arena. Confirmation of the timing and associated amenities should align with the five-year update to the Cost for Master Plan and be based on user group participation, ice pad utilization, sport development trends, and population growth, including changes in socio-demo ra hic Additional staff characteristics. Community user groups should be engaged to guide the design required process. 18. Continue to engage independent Arena Boards in Newcastle and Orono to maximize ice use to the benefit of Clarington arena organizations. As part of these discussions, explore the possibility of aligning allocation practices of the Staff time Best Practice Arena Boards with the Municipality to ensure that ice time is permitted in a fair and transparent manner. 19. Engage adjacent communities such as the City of Oshawa to negotiate access Cost for to arena time for local organizations to alleviate short-term demand for additional negotiated ice time. access Staff time 20. Undertake a life cycle and building condition audit of the Darlington Sports Cost for Centre to determine its lifespan and investment requirements to guide decisions further study 0 to maintain the facility for ice or repurpose to other uses. 21. Explore the feasibility of constructing an indoor aquatic centre concurrently with Cost for the first phase of the South Bowmanville Recreation Centre, which should be further study designed to support both community programming and competitions (although and 0 this should not delay the current process). Engage community user groups as development part of the design process. 217 Page 261 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) IF Resource FF--- Implications Short Medium• • Additional staff required 22.Assess the future of the Alan Strike Aquatic Centre and Squash Centre, with consideration given to reinvestment to extend the life of the facility, adaptive re- use opportunities for community programs, or other uses. Decisions regarding Cost for the future of the Alan Strike Aquatic and Squash Centre over the longer -term further study could require an alternative site for another indoor aquatic centre (beyond the time frame of this Master Plan). 23. Undertake a feasibility study to guide enhancements to the indoor aquatic centre Cost for at the Courtice Community Complex to address a broader range of community further study programming and uses, which may require expanding the facility to the west. and Enhancements include reconfiguring and redesigning the teaching pool to reflect development what is currently offered at the Diane Hamre Recreation Complex, constructing a Additional staff warm water therapy pool, and enlarging changerooms. required 24. Include fitness studio space (or multi -purpose spaces) to support group fitness Cost for activities designed with appropriate amenities in new and redeveloped development community centres. Additional staff required 25.As part of a twin -pad arena expansion to the South Courtice Arena, assess the Cost for feasibility of incorporating an indoor walking track as part of the design, which development should have a minimum of three lanes with a rubberized or coated surface. Additional staff required 26. Move forward with converting the indoor artificial turf field at the Bowmanville Cost for Indoor Soccer Facility with a double gymnasium. development 218 Page 262 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Resource Implications Short Medium Long 27. Continue to work with school boards to maintain and negotiate enhanced access Cost for municipal and community access to school gymnasiums. negotiated access Best Practice Staff time 28. Provide multi -purpose spaces in new or redeveloped community centres that are Cost for flexibly designed in a variety of sizes and with supporting features to development accommodate community programs, rentals, and arts and cultural activities, Additional staff Best Practice potential library use, as well as youth and older adult uses. required 29. Continue to work with rural community hall partners explore expanding recreation and leisure opportunities for the rural community and to ensure long- Cost for facility term operational success. Facility enhancements and upgrades should be enhancements Best Practice informed by building condition audits and based on maintaining a state of good Staff time repair and facility usage trends. 30. Monitor program space needs as population increases in intensification areas with consideration given to partnership opportunities with the development industry to incorporate multi -purpose programmable space within condominium buildings where a gap in the provision of programmable space is identified, Staff time Best Practice which should have regard for public access, flexible, and sufficiently sized spaces, parking accommodations, and supporting amenities such as storage spaces and countertops. 31. Direct youth and older adult programming to multi -purpose spaces and community halls to bolster facility utilization to complement existing youth and Additional staff older adult program and service providers, including at the future South required Best Practice Bowmanville Recreation Centre, potentially through satellite outreach programs in partnership with community organizations. 219 Page 263 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Resource Implications Short Medium Long 32. Design indoor community facilities and outdoor parks with an age -friendly lens to create welcoming, attractive, safe, and accessible spaces for all residents, Staff time Best Practice including youth and older adults. Consultation with youth and older adult residents is encouraged to guide design processes. 33. Work with the Clarington Squash Club to maintain interest in the sport, potentially increasing memberships, pay as you go users, and court bookings. Municipal support may be required to assist with court bookings, promoting club Staff time • programming, and attracting new players. Monitoring court use will inform future assessments associated with the Alan Strike Aquatic and Squash Centre. 34. Proceed with the development of a new full size indoor artificial turf field as part Cost for of the South Bowmanville Recreation Centre to replace the existing facility at the development Bowmanville Indoor Soccer Facility. While no additional facilities are Additional staff • recommended during this planning period, the Municipality should monitor the required use of the new facility to inform future needs. 35.A total of 31.5 unlit equivalent outdoor rectangular fields (equivalent to 21 lit outdoor rectangular fields) are required by 2036. Emphasis should be placed on short-term solutions to optimize the use of existing rectangular fields and replacing the four Clarington Fields through the following strategy. .........._ a. Undertake strategic improvements to outdoor rectangular fields to maximize the use of existing outdoor rectangular fields, which may include, but not be limited to, enhanced drainage and turf management practices, and adding irrigation, as well as modernizing features such as paved pathways, Cost for • temporary or permanent washrooms, player and spectator seating, parking, development and more. Working with the Darlington Soccer Club and other field users to identify and prioritize field improvements is recommended and to maximize the use of the field supply. 220 Page 264 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) IF • ShortImplications -• • • b. Identify suitable locations to install lighting at existing outdoor rectangular fields to increase playing capacity. Candidate sites should have regard for Cost for minimum setback distances to adjacent land uses and the use of LED lighting development that produces sharp lighting cutoff. .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... c. Provide a minimum of two lit outdoor rectangular fields with supporting Staff time amenities at a future Community Park. d. Engage the Darlington Soccer Club to investigate opportunities to use the Darlington Hydro Fields to accommodate other renters during available time Staff time • when the fields are not being used by the organization. 36.As part of a five-year review of the Master Plan, re-evaluate outdoor rectangular field needs with consideration given to field usage levels, participation rates, and the success of short-term strategies to address field needs. The following strategy is recommended to meet medium to long-term needs: a. Direct new outdoor rectangular fields to future parks where opportunities Cost for exist, such as at a future sports complex. development b. Explore partnership opportunities to meet field needs such as working with Cost for school boards to enhance the quality of school fields (including adding development Best lighting and other amenities), permit additional school fields, or partner with Practice other landowners such as OPG and the private sector to construct new fields. Staff time 37. Construct up to 17 unlit equivalent ball diamonds (equivalent to 11 lit ball diamonds) by 2036 in the following manner: a. Investigate suitable locations to add lighting to existing ball diamonds to increase playing capacity. Candidate sites should have regard for minimum Cost for setback distances from adjacent land uses and the use LED lighting that development produces sharp lighting cutoff. 221 Page 265 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Resource Implications Short Medium Long b. Identify and prioritize enhancements to existing ball diamonds to improve utilization including, but not limited to, addressing drainage and grading, irrigating outfields, and adding, replacing, or modernizing amenities to Cost for support ball diamond use such as paved pathways, lighting, fencing, development spectator seating, washrooms, parking, sunscreens, and lining. Consultation with ball diamond users is recommended. c. Direct the majority of new ball diamonds to future Municipal Wide Parks (such as at a sports complex) or Community Parks to create multi -diamond sites with amenities to support use such as field lighting and parking; new Cost for Best Practice Neighbourhood Parks of sufficient size acquired in Secondary Plan Areas development through parkland dedication, purchase of lands, and or a combination of these, should also be pursued to support localized playing opportunities. ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. d. Pursue partnerships to construct new diamonds, or secure access to existing diamonds, to meet needs, including school boards, OPG, private landowners, Staff time Best Practice etc. 38. Identify a suitable site for a full-size cricket field to be used as the primary Cost for location for rentals. Once a suitable site has been established, monitor usage development (including other sports field demand) to determine the future of the cricket field at Staff time Courtice Memorial Park. 39. Construct 17 new outdoor tennis courts by 2036 to address service gaps and population growth, particularly in emerging Secondary Plan Areas where they can feasibly be accommodated, in the following manner: a. Construct 10 tennis courts at five parks in Bowmanville (+10). The Municipality should engage the Bowmanville Tennis club to monitor Cost for +6 +2 +2 membership levels to determine if/when additional club -courts are required; development club -courts should be provided at a rate of one per 50 to 75 members. 222 Page 266 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Resource Implications Short Medium• • b. Construct four tennis courts at two parks in Courtice (+4). Cost for +2 +2 development c. Construct two tennis courts at a park in Newcastle (+2). Cost for +2 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... development d. Construct one tennis court in the rural area (+1). Cost for +1 development 40. Establish a plan to resurface aging tennis courts with acrylic coating. Staff time • 41. Construct 20 dedicated pickleball courts by 2036 to address service gaps and population growth, particularly in emerging Secondary Plan Areas where they can feasibly be accommodated, in the following manner: ........................................................................................... a. Construct 14 dedicated pickleball courts in Bowmanville, including six to eight courts at a Municipal Wide or Community Park to create a pickleball complex Cost for (potentially operated with a sports organization). Remaining courts should be development +10 +2 +2 located at existing and future parks, potentially at parks serving secondary plan areas (+14). .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... b. Construct four dedicated pickleball courts in Courtice, potentially two courts Cost for at a neighbourhood park in the north end and two courts at a neighbourhood development +2 +2 park in the south end (+4). ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... c. Construct one dedicated pickleball court at a neighborhood park in Cost for +1 to Newcastle. A second court may be considered to support simultaneous play development +2 (+1 to +2). d. Construct one dedicated pickleball court at a park in the rural area. A second Cost for +1 to court may be considered to support simultaneous play (+1 to +2). development +2 223 Page 267 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) IF • ShortImplications -• • • 42. Provide eight multi -use courts for activities such as basketball and ball hockey in the following manner, preferably at parks in emerging Secondary Plan Areas where they can be feasibly accommodated: .................................. ..................................................................11 a. Construct five multi -use courts in Bowmanville (+5). Cost for +1 +2 +2 development ............................................................................................. b. Construct one multi -use court in Newcastle (+1). Cost for +1 development c. Construct two multi -use courts in the rural area (+2). Cost for +2 development 43. Investigate opportunities to provide one multi -use court in the north end of Cost for Courtice (north of Nash Road) to address a service gap and strengthen development geographic distribution. 44.To accommodate two new ice pads at the South Courtice Arena, relocate the Cost for existing multi -use court to another location within the site or to another park in development Courtice. 112. To accommodate two new ice pads at the South Courtice Arena, relocate the existing multi -use court to another location within the site or to another park in Courtice. Cost for Best Practice development 45.At the time of basketball court replacement, investigate the feasibility of enlarging half courts or undersized shooting pads to full-size multi -use courts. 46. Construct 14 new splash pads by 2036 in the following manner at parks in areas serving households with children, including in emerging Secondary Plan Areas: 224 Page 268 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Resource Implications Short-• • • a. Construct six splash pads in Bowmanville, with a minimum of one serving the Cost for +2 +2 +2 central area of the community (+6). ............. _ _ .............. development _ .................................................................. .................. b. Construct four splash pads in Courtice, with a minimum of one serving the Cost for +3 +1 west or north area of the community (+4). .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... development c. Construct one splash pad in Newcastle (+1). Cost for +1 development d. Explore the feasibility of constructing up to three small-scale splash pads in Cost for +1 +1 +1 the rural area (+3). development 47.To complement the splash pad supply, provide a minimum of one cooling station at a park in or near Clarington's two MTSAs, which could feature a limited Cost for number of spray nozzles integrated into the hardscape or as posts, or development incorporated as part of a public art display, water fountains, boulders, or other feature. 48. Create a capital renewal plan for the outdoor pool and associated amenities at Cost for Orono Park. A cost benefit analysis should be undertaken prior to making any development future capital decisions. 49. Investigate, at the time of renewal, opportunities to enhance the skate park at Cost for Garnet B. Rickard Recreation Complex to improve the user experience, development including, but not be limited to, improving visibility and supporting amenities. 50. Construct six skate zones with introductory -level features at existing or future parks, potentially co -located with basketball courts, in the following manner: a. Construct three skate zones in Bowmanville, with some potentially at future Cost for +1 +1 +1 Secondary Plan Areas (+3). development 225 Page 269 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Resource Implications Short Medium Long b. Construct two skate zones in Courtice, with one serving the north end and Cost for +1 +1 one serving the south end (+2). development c. Construct one skate zone on the east side of Newcastle (+1). Cost for +1 development 51. Continue with establishing a new dog park in north Bowmanville with consideration given to the site criteria identified in this Master Plan, including property ownership, minimum size, public access, site condition, appropriate Cost for setbacks, and parking. The design should be similar to what is available at development Clarington's other locations, including a fenced enclosure with separate areas for Staff time large and small dogs and supporting amenities such as shade, lighting and seating. 52. Construct two compact leash -free dog parks in the Courtice and Bowmanville Cost for MTSAs. The Municipality is also encouraged to work with the development development 0 sector to create pet -friendly amenity spaces within all future developments. 53. Identify a permanent site to relocate the Bowmanville Allotment Gardens. Site criteria for selecting a community garden location should include (but not be Cost for limited to), soil quality, grade, sun exposure, drainage, access to amenities, free development of hazards, and proximity to medium and high -density residential areas. Inclusive Staff time design should also be considered including pathways and raised garden beds. 54. Establish a community garden in Courtice, which should be contingent on working with a community partner to oversee daily operations. Site criteria for Cost for selecting a community garden location should include (but not be limited to), soil development quality, grade, sun exposure, drainage, access to amenities, free of hazards, and proximity to medium and high -density residential areas. Inclusive design should Staff time also be considered, including pathways and raised garden beds. 226 Page 270 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Resource Implications Short Medium Long 55. Work with others to create and/or encourage the use of existing non-public community gardens (e.g., churches) and with the development sector to create Staff time • private amenity space, including rooftop gardens in Clarington's MTSAs. 56. Install outdoor fitness equipment at four parks to strengthen geographic distribution. New installations should be at parks in high traffic areas such as along the waterfront trail in Newcastle and Bowmanville (to be reconfirmed Cost for through the Waterfront Strategy), Municipal Wide or Community Parks, or in gap development areas including at two parks in Courtice's Secondary Plan Areas. Long-term opportunities to provide outdoor fitness equipment in MTSAs should also be explored. 57. Provide playgrounds within 800-metres of residential areas without crossing major barriers such as arterial roads, railways, and waterbodies. New and Cost for redeveloped playgrounds should feature high quality design with accessible development Best Practice features. An emphasis should be placed on locating new playgrounds in future parks serving Secondary Plan Areas, which could result in approximately 30 new Staff time playground sites by 2036. 58. Develop an Accessible Playground Distribution Strategy to identify geographic Cost for locations where enhanced and focused accessibility standards can be further study implemented to the highest level of service. and development 59. Evaluate opportunities to construct natural playgrounds in strategic locations such as at Municipal Wide and Community Parks, along the waterfront, and Cost for parks serving MTSAs. Incorporating natural playgrounds in strategic open development Best Practice greenspaces and natural areas may also be considered to complement the surrounding area. 227 Page 271 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Resource Implications Short Medium Long 60. Promote the use of the existing outdoor lacrosse box to increase utilization while maximizing the space for a variety of activities such as pickleball, ball hockey, Staff time Best Practice etc. 61. Undertake a cultural mapping exercise to establish a full understanding of cultural resources that are available from the Municipality, CLMA, community Staff time • providers, private businesses, etc. as a tool for bringing awareness and promoting what's available in Clarington. 62. Undertake a building condition assessment of the Camp 30 Cafeteria Building to Cost for understand the requirements to ensure that the structure is stable to allow for an further study evaluation of long-term opportunities and potentially for the Jury Lands Foundation to fundraise. 113. Undertake a building condition assessment of the Camp 30 Cafeteria Building Cost for further study to understand the requirements to ensure that the structure is stable to allow for an evaluation of long-term opportunities and potentially for the Jury Lands Foundation to fundraise. 63. Undertake a feasibility study to update the Visual Arts Centre, including enhancing accessibility and modernizing the building to bolster programming opportunities and achieve long-term success. 64. Continue to deliver and expand general arts and cultural programs within existing and future indoor and outdoor spaces and ensure that they are designed to accommodate such uses with consideration given to supporting amenities and Staff time Best Practice features. Engaging the arts and cultural community to provide programming within municipal spaces is encouraged. 65. Undertake a feasibility study to confirm the need for an indoor performing arts Cost for venue to consider space considerations (e.g., traditional main hall, community further study 228 Page 272 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Resource Implications Short Medium Long space, amenities, etc.), evaluate potential locations, partners, design, financial analysis, and consider public and community organization input. 66. Enhance opportunities to provide outdoor productions and performances such as along the waterfront, Bowmanville Park on the former Zoo Lands, or other Staff time Best Practice locations as they become available. 67. Undertake feasibility studies to implement the recommended library facility Cost for strategy outlined in this Master Plan. further studies a. Add approximately 20,000 square feet of library space in Bowmanville. A portion of library space needs should be met through a future expansion of the South Bowmanville Recreation Centre. A facility fit exercise should be undertaken to confirm the square footage of library space that can be • accommodated (preferably in the 12,000 square foot range). The remaining balance should be provided at another location, preferably in the north end of Bowmanville and co -located with a community facility. b. Expand the Courtice Library Branch to add approximately 10,200 square feet of space, potentially by extending the existing building footprint to the west, which could be undertaken in conjunction with expanding the aquatic facility, • as recommended in this Master Plan. Should it be determined that this location cannot be expanded, undertake a feasibility study to determine alternatives to providing library branch space in Courtice. c. Add approximately 2,100 square feet to the west, south or east side of the • Newcastle Library Branch. 68.As part of library space development and redevelopment, consider leading space and design considerations to provide accessible, fresh, and modern Staff time Best Practice spaces that are relevant and responsive to all users, and are inclusive and flexible to support evolving needs, services, and programming. 229 Page 273 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) IF • Implications Short Medium• • 69. Increase access to library resources in smaller hamlets and the rural areas of Costs to Clarington through alternative service delivery models by providing a bookmobile establish service for rural residents and installing two library lockers for pick-up and drop- library • offs. Library book vending machines should also be considered. bookmobile and two library lockers 70. Monitor the effect on space utilization resulting from the implementation of the Staff time • Use of Space Policy and, if necessary, undertake policy revisions. 71. Explore alternative historical and/or cultural uses for the Sarah Jane Williams Heritage Centre following completion of renovations to the Bowmanville Branch Staff time • Library, which will absorb museum artifacts and exhibits, and archives. 72. Proceed with co -locating Clarington's heritage buildings in Bowmanville to create Cost for • a centralized hub, in alignment with CLMA's Strategic Plan. development 73. Create a plan to bolster museum programming and use of archives with a focus Staff time on maximize the use of enhancing CLMA spaces to celebrate and better connect • residents to Clarington's past. Culture Plan Recommendations 230 Page 274 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) acquisition, development, installation, and maintenance; funding which could be made through gifts, bequests, fundraising, levy, or other funding source. Resource Implications Medium• . 75. Prepare a Special Events and Festivals Strategy that defines the roles and responsibilities of the Municipality, community organizers, and the CLMA in delivering and facilitating special events. The Strategy should articulate funding and staffing requirements, promotional and awareness strategies targeted to Costs for 40 residents and tourists, strategies to address relevant actions of the Municipality's further study Inclusion, Diversity, Equity and Anti -Racism (IDEA) Strategy, and identify how existing and future physical infrastructure can be incorporated as part of parks and facility designs to deliver quality experiences. 76. Regularly engage key groups such as the Indigenous community and Aboriginal Sports Council to identify ways to advance reconciliation through parks, Costs for recreation, culture, and library services, as well as to inform the Municipality's further study Engagement and Relationship Building Strategy, actions articulated in Staff time 0 Clarington's IDEA Strategy, and CLMA's Repatriation and Decolonization Strategy; there may be synergies in working collaboratively to develop strategies and programs aimed at engaging Indigenous Peoples. Delivering Services Plan 77. Provide Municipal and CLMA staff with appropriate supports to deliver exceptional services, which may include, but not be limited to, technology and equipment, professional development and training, and other supports to function as a high performing organization. Appropriate staffing levels must also be considered to implement the recommendations of this Master Plan and Additional Best Practice staff required 231 Page 275 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Resource Implications Short Medium• • should be guided by the organizational and staffing review provided under a separate cover. 78. Collectively, the Municipality and CLMA should engage with community partners to expand STEM program opportunities, outdoor programming, and creative programming for all age groups to address current gaps and plan for meeting Additional • future needs. Clarington's Community Funding Program should continue to staff required recognize the value community partners provide in providing community -based programs. 79. Expand municipal data collection to determine the penetration and retention rates of the various age cohorts in recreation, culture, library, and sport activities Staff time • including programs offered in all municipal, school and library facilities (registered and drop -in opportunities). 80.The Municipality and CLMA should continue to offer and expand its range of in - person and virtual programs to reach a wider audience, which may be done in Additional • partnership with community partners and other program providers to share staff required resources and space. 81. Expand the CLMA's StoryWalk program within Clarington's parks system, Staff time • particularly along trails and pathways. 82. Undertake an update to the Older Adult Strategy by engaging older adults and all Costs for related partners to ensure services are inclusive of an aging and increasingly further study • diverse older adult population. 83. Regularly review, identify, and assess partnerships or collaborations as programs and services are planned to share resources, deliver joint -programs Staff time • and services, cross program, and minimize service duplication with the view of improving efficiencies. 232 Page 276 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Resource Implications Short Medium Long 84. Work with community stakeholder groups and partners to enhance volunteer Staff time Best Practice recruitment and retention strategies. 85.Audit participation among females and those who identify as females to identify strategies to increase participation, in partnership with Canadian Women in Staff time • Sport Association. 86. Work with secondary schools to offer leadership courses for a credit toward a high school diploma and look to subsidize leadership courses (including aquatic Staff time • leadership) until adequate staff numbers are achieved. 87. Work with community partners to promote Canada's Movement Guidelines for all Staff time Best Practice age groups. 88. Create a technology strategy for CLMA, potentially in partnership with the Staff time Municipality, to guide infrastructure investment and modernization of the CLMA, and/or costs including in -branch hardware and software, makerspaces, and other technology- for further • related space requirements, as well as equipment for the Library of Things. study Exploring the role of artificial intelligence in the library system and in the Municipality should also be an on -going initiative. 89. Continue to complete Barrier Removal Accessibility Audits of all Municipal Costs for buildings and make strategic investments, through the capital budget, to improve accessibility access. retrofits Best Practice Staff time 90. Develop a resource to assist the Community Services Division and CLMA in identifying and engaging underrepresented populations to increase participation and ensure that opportunities are inclusive of all residents. Having regard for Staff time • relevant actions contained in the Municipality's Inclusion, Diversity, Equity and Anti -Racism (IDEA) Strategy is recommended. 233 Page 277 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Resource Implications Short Medium Long 91. Regularly review CLMA collections, resources, and services to ensure that they Staff time Best Practice reflect the needs and interests of a diversifying community. 92. Increase the allowance under the Access Policy for residents experiencing low income as fees for services rise to ensure that the number of opportunities remains similar on an annual basis. The program should be reviewed regularly to Staff time • ensure the funding provided and eligibility requirements continue to achieve the objectives of the program. 93. Create a sponsorship program to offer free Municipal programming for residents. Staff time • 94. Ensure all staff and volunteers are trained to ensure that Municipality and CLMA Staff time • facilities are safe spaces for all through Safe Spaces Canada. 95. Continue to work with community partners to provide social services and resources for at risk and marginalized populations, while balancing the need to Staff time Best Practice provide safe and welcoming spaces for all. 96. Continue to promote and raise awareness about the programs and services Staff time provided by the Municipality's Community Services Division and CLMA using a Best Practice range of print and digital tactics. Opportunities for cross promotion and collaboration between the Municipality and CLMA is encouraged. Implementation Strategy 234 Page 278 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Resource MediumImplications Short • . facility use and program participation, group registration, and regular dialogue with the community. 98. Prepare annual reports to recognize achievements and work plans to identify Staff time • • • recommendations to be implemented over the coming year. 99. Undertake a five-year update to the Master Plan (2029). Timing may be adjusted Costs for depending on the pace of implementation or changes to the community. further study 100. Partnership opportunities with community organizations, private sector, school boards, community groups, and others should be explored as part of implementing the Master Plan, taking into consideration the benefits and risks of Staff time Best Practice the partnership, which may be supported by feasibility studies and the development of standardized partnership agreements. 101. Use the Financial Assessment Report prepared in support of this Master Plan to inform the Municipality's budget process, Development Charges Background Studies, Community Benefits Charges Strategy, and related resources. Where appropriate, alternative funding and cost -sharing approaches should be Staff time Best Practice considered including (but not limited to), fundraising, grants, private -public partnerships, sponsorships, surcharges and user fees, capital reserve contributions, leasing space from others, and other strategies to provide the best value to residents. 102. Prior to facility development, or as part of a five-year review of this Master Plan, conduct a review to reconfirm recommended capital funding requirements Staff time Best Practice for facilities and, at this time, assess associated operating impacts to inform the decision -making process. 103. Conduct feasibility studies and business plans (with public input and Costs for partnership considerations) prior to undertaking major capital projects to ensure further study Best Practice that projects are aligned with community needs and financial capabilities. 235 Page 279 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Implications ShortResource -• • • 104. Articulate and gain Council approval for specific levels of service for each discipline to identify public expectations and the resources and efficiencies Staff time Best Practice needed to achieve them. 105. Identify the current costs of providing programs and services, as well as the recommended cost recovery levels in setting a fair Pricing Policy, where Staff time • applicable. 106. Identify service delivery targets in each discipline and report achievements Staff time • annually to the community for public information. 107. Discuss and address the intersections between each department referenced Staff time Best Practice in the Parks, Recreation and Culture Master Plan, including but not limited to: a. The development of online training modules common to Parks Operations, Community Services, and CLMA; b. The development of Standardized Partnership Agreements; c. Streamlining one point of contact for community sport field users; and d. The viability development of a Service Level Agreement between the Corporation and the CLMA to outline the provision of common services (IT, Human Resources, Legal Counsel, etc.) 108. Refine and approve the draft Organizational Design Principles provided in the Parks, Recreation, and Culture Master Plan so that they can used consistently in Staff time • future staffing opportunities throughout the Corporation. 109. Further rationalize required staffing levels based on anticipated participation rates due to population growth, current participation rates, and the staffing Staff time • implications in the Parks, Recreation and Culture Master Plan. 236 Page 280 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) 237 Page 281 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Appendix A: A Framework for Accepting Encumbered Lands With park needs generated by population growth within intensification areas, Clarington will require a multi -faceted strategy for providing parks given the current legislative environment. As previously identified, the amended Planning Act allows municipalities to accept privately -owned public spaces (POPS) and stratified parks (or strata parks) to supplement traditional dedication. Municipalities such as the City of Vaughan have introduced Official Plan policies guiding POPS and strata parks and can be used by Clarington to develop its own framework for accepting encumbered lands. In Vaughan's Draft 1 Comprehensive Official Plan Amendment (June 2024), a policy framework was introduced to guide the provision of POPS, which identifies that they may be accepted at full credit towards satisfying parkland dedication requirements. The following is a policy summary established by Vaughan for accepting POPS: • They will be designed, developed, and maintained to City standards and design guidelines with respect to engineering and construction best practices; use the highest -quality materials; and be programmed for wide range of users and abilities. • They will be located in a prominent public facing location, be open and accessible to the public at all times (including through change of land ownership or use) and provide adequate signage indicating as such. • They fulfill a required open space need identified for the development or surrounding community. • They will conform to the criteria established for an equivalent -sized City -owned park. Vaughan's Draft 1 Comprehensive Official Plan Amendment also provides policies for stratified parks (or strata parks) — which are public parks developed above privately - owned infrastructure. The following is a policy summary established by Vaughan for accepting strata parks: • The land will be suitable for park construction, free of site constraints with adequate infrastructure servicing. Underground strata element should encumber up to 60% of the strata park area to allow for long-term growth of canopy trees. 238 Page 282 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) The easements or other agreements entered into between the City and owner of the subsurface element ensure the following: o Land is permit -ready for active and/or passive park programming; o Land is designed and developable to City standards; o Does not prohibit or restrict public programming; o Will be open and accessible to the public at all times; and o Any required repair or renovation to the underlying use that impacts the overlying park shall be undertaken by the underlying owner and completed and returned to the original park condition. 239 Page 283 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Appendix B: Parkland Dedication Scenarios Under the Planning Act Parkland Dedication Scenarios under the Planning Act, 5-hectare development site 15 75 3.4 255 Standard 0.25 ha (land or 0.98 Rate CIL) ha/1000 (5% of site) 0.25 ha (land or 0.52 30 150 3.2 480 CIL) ha/1000 0.42 ha (land) 50 250 3.0 750 or 0.56 Alternative 0.25 ha (CIL) ha/1000 Rate 0.5 ha (land — 100 500 2.2 1,100 capped) or 0.5 .45 010 ha/1000 ha (CIL) (1 ha:600 0.5 ha (land — 150 750 2.0 1,500 units or capped) or 0.5 0.33 1 ha:1000 ha (CIL) ha/1000 units CIL) 0.5 ha (land — 250 1,250 1.8 2,250 capped) or 0.5 .22 010 ha (CIL) ha/1000 Note: Parkland dedication is capped at 10% of the land or value of the land for development or redevelopment sites that are five hectares or less. 240 Page 284 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Parkland Dedication Scenarios under the Planning Act, 10-hectare development site 15 150 3.4 30 300 3.2 50 500 3.0 100 1,000 2.2 150 1,500 2.0 250 2.500 1.8 510 Standard 0.5 ha (land or 0.98 Rate CIL) ha/1000 (5% of site) 0.5 ha (land or 0.52 960 CIL) ha/1000 1,500 0.83 ha (land) or 0.56 Alternative 0.5 ha (CIL) ha/1000 Rate 1.5 ha (land — 2,200 capped) or 1.0 .68 010 ha (CIL) ha/1000 (1 ha:600 1.5 ha (land — 0.50 3,000 units or capped) or 1.5 ha/1000 1 ha:1000 ha (CIL) units CIL) 1.5 ha (land — 4,500 capped) or 1.5 0.33 ,,.,,, , ha/1000 Note: Parkland dedication is capped at 15% of the land or value of the land for development or redevelopment sites that are greater than five hectares. 241 Page 285 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Appendix C: Facility Service Level Benchmarking Afacility service level comparison was undertaken with surrounding municipalities and those that are similar in population size and demographic make-up including Ajax, Kitchener, Markham, Milton, Oakville, Pickering, and Whitby. This comparison reflects municipal supplies only. It is important to recognize that service levels may vary in other municipalities as their approach to facility provision may differ compared to Clarington. Arenas Ajax ....................... 126,666 ........ ................................................................ 8 ...................._.................................. 1 : 15,833 Kitchener ..............I.................................._........................................ 256,885 .............................................................................................................................._..................................... 11 1 : 23,353 Markham 338,500 10 1 : 33,850 ................................................................................................................_.................................................. Milton ......................................................................................................................................................................................................................................................................................................................................................_................................................................................. ......................................................................................................................................._................................................................................... 132,979 6 1 : 22,163 Mississauga ......................................................................................................................................................................................................................................................................................................................................................._.................................................................................... 717,691 24 1 : 29,904 Oakville ......................................................................................................................................................................................................................................................................................................................................................._.................................................................................... 213,759 13 1 : 16,443 Oshawa .......................................................................................................... 175,400 ..........................................................................................................................._........................... 10 1 : 17,540 ... . Pickering ........................................ ..................... 100,000 ................................................... .............................................................................................................................................. 5 1 : 20,000 _.................................................... . Richmond Hill ......................................................................................................................................................................................................................................................................................................................................................._.................................................................................... 202,000 7 1 : 28,857 Vaughan ......................................................................................................................................................................................................................................................................................................................................................._.................................................................................... 323,100 8 1 : 40,388 Whitby 138,501 11 1 : 12,591 Clarington (2024) 108,757 7 1 : 15,537 242 Page 286 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Outdoor Skating Rinks Ajax ......................................................................................................................................... 126,666 ......................................................................................................._.......................................... 1 1 : 126,666 ........... Kitchener .................................................................................................................................................................................. 256,885 ........................................................................................................................................._......................................................... 0 n/a .................... Markham 338,500 1 1 : 338,500 ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ Milton ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 132,979 2 1 : 66,490 Mississauga ..................................................................................._............................................................................................................................................................................................................_............................................................................... 717,691 2 1 : 358,846 Oakville ..............................................................................................._............................................................................................................................................................................................................_.................................................................................. 213,759 1 1 : 213,759 Oshawa 175,400 0 n/a ..................................................................................._......................................... Pickering ................................................................_........................................._..._ .............................................................................................................................................._........................................................................................ 100,000 ._ ._ .__................................................................................................................................._........................................................................ 0 n/a Richmond Hill 202,000 3 1 : 67,333 Vaughan 323,100 5 1 : 64,620 Whitby 138,501 0 n/a Clarington (2024) 108,757 1* 1 : 108,757 ........ ....................... *Supply includes one under construction in Courtice and excludes two outdoor skating rinks that are planned for Newcastle and Bowmanville (currently being designed). Indoor Aquatics Centres Ajax ......................................................................................................................................................................................................................................................................................................................................................._.................................................................................... 126,666 3 1 : 42,222 Kitchener 256,885 5 1 : 51,377 .........................................................................................................._.............................................. Markham ...................................................................................................................................._........................................... 338,500 7 ................. 1 : 48,357 ............................................................................................................................. Milton ......................................................................................................................_.............................. 132,979 3 1 : 44,326 ................................................................................................................................. Mississauga .... ............................................................................................... ................................................................................................................................_................................................ 717,691 ............................................................................................................................................................................................................. 12 1 : 59,808 _...................................................................... Oakville 213,759 5 1 : 42,752 ......................................................................................................................................................................................................................................................................................................................................................._.................................................................................... Oshawa 175,400 4 1 : 43,850 ......................................................................................................................................................................................................................................................................................................................................................._.................................................................................... Pickering .............................................................................................................. 100,000 ..................................................................................................._...................................................................... 2 1 : 50,000 Richmond Hill ....................................................................................................._................................................................................................................................................................................................_........................................................................ 202,000 6 1 : 33,667 Vaughan ..................................................................................................................................._............................................................................................................................................................................................................_................................................................................. 323,100 9 1 : 35,900 Whitby 138,501 3 1 : 46,167 Average 46,11.. Clarington (2024) 108,757 3 1 : 36,252 243 Page 287 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Fitness Spaces and Indoor Walking Tracks Ajax 126,666 2 1 : 63,333 ......................................................................................................................................... Kitchener ... .............................................................................................................................. .. .........................................................................................................._....................................... 256,885 ................................................. ................................................................................................................................................. 10 ........... 1 : 25,689 _........................................................................................ Markham ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 338,500 5 1 : 67,700 Milton ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 132,979 4 1 : 33,245 Mississauga ..................................................................................._............................................................................................................................................................................................................_........................................................................................ 717,691 14 1 : 51,264 Oakville ..............................................................................................._............................................................................................................................................................................................................_................................................................................... 213,759 6 1 : 35,627 Oshawa ..................................................................................._....................................._ 175,400 _...._........................................................................................................................................_......................................._ 3 1 : 58,467 ._ _ .......... ... Pickering ............................................................._............................. 100,000 .._ ._..........................................................................................................................._................................... 1 1 : 100,000 . . Richmond Hill 202,000 2 1 : 101,000 Vaughan 323,100 6 1 : 53,850 Whitby 138,501 1 1 :138,501 Average 247,771i ,472 Clarington (2024) 108,757 1 1 :108,757 Outdoor Fitness Equipment Ajax 126,666 8 1 : 15,833 ........................................................................................................... Kitchener ............................................................. 256,885 ..........................................................................._.............................................................. 21 1 : 12,233 Markham 338,500 20 1 : 16,925 Milton ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 132,979 1 1 :132,979 Mississauga ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 717,691 32 1 : 22,428 Oakville ............................................................................................................................_.................................. 213,759 ......................................................................................................................_........................................................................................ 3 1 : 71,253 Oshawa ..................................................................................................................................................................................................................................................................................................................... 175,400 1 1 : 175,400 _........................................................................................ Pickering ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 100,000 1 1 : 100,000 Richmond Hill ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 202,000 9 1 : 22,444 Vaughan .................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 323,100 4 1 : 80,775 Whitby 138,501 4 1 : 34,625 Clarington (2024) 108,757 1 1 :108,757 244 Page 288 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Gymnasiums Ajax ......................................................................................................................................... 126,666 ........................................................................................._....................................... 3 1 : 42,222 ....... Kitchener .................................................................................................................................................................................. 256,885 ........................................................................................................................................._.................................................................................... 10 1 : 25,689 Markham ......................................................................................................................................................................................................................................................................................................................................................._.................................................................................... 338,500 8 1 : 42,313 Milton ......................................................................................................................................................................................................................................................................................................................................................._.................................................................................... 132,979 4 1 : 33,245 Mississauga ..................................................................................._............................................................................................................................................................................................................_................................................................................. 717,691 34 1 : 21,109 Oakville ..............................................................................................._............................................................................................................................................................................................................_............................................................................ 213,759 6 1 : 35,627 Oshawa 175,400 3 1 : 58,467 ..................................................................................._....................................._ Pickering ............................................................._............................. _...._........................................................................................................................................_......................................._ 100,000 .._ ._..........................................................................................................................._................................... 2 ._ _ .... ...... . 1 : 50,000 _. Richmond Hill 202,000 13 1 : 15,538 Vaughan 323,100 9 1 : 35,900 Whitby 138,501 13 1 : 10,654 Clarington (2024) 108,757 1* 1 : 108,757 .... _..................... *Excludes the mini gymnasium at the South Courtice Arena, which has program limitations due to its small size. Dedicated Youth Space Ajax ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 126,666 0 n/a Kitchener .........................................................................................................._.............................................. 256,885 ...................................................................................................................................._........................................... 12 1 : 21,407 ..................... Markham ............................................................................................................................. 338,500 ................................................................................................................_................................ 4 1 : 84,625... Milton 132,979 7 1 : 18,997 ................................................................................................................................. Mississauga .... ............................................................................................... ................................................................................................................................_................................................ 717,691 ............................................................................................................................................................................................................. 0 ........... n/a _........................................................................................ Oakville 213,759 0 n/a ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ Oshawa 175,400 2 1 : 87,700 ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ Pickering .............................................................................................................. 100,000 ..................................................................................................._...................................... 0 n/a Richmond Hill ....................................................................................................._................................................................................................................................................................................................_................................................... 202,000 2 1 : 101,000 111.1......................... Vaughan ..................................................................................................................................._............................................................................................................................................................................................................_........................................................................................ 323,100 0 n/a Whitby 138,501 3 1 : 46,167 Average 90,849 Clarington (2024) 108,757 2 1 : 54,379 245 Page 289 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Dedicated Older Adult Space Ajax ......................................................................................................................................... 126,666 .. .........................................................................................................._................................ 0 n/a ................... Kitchener ... .............................................................................................................................. 256,885 ................................................. ................................................................................................................................................. 1 1 : 256,885 _........................................................................................ Markham ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 338,500 5 1 : 67,700 Milton ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 132,979 1 1 :132,979 Mississauga ..................................................................................._............................................................................................................................................................................................................_........................................................................................ 717,691 10 1 : 71,769 Oakville 213,759 5 1 : 42,752 ..............................................................................................._............................................................................................................................................................................................................_........................................................................................ Oshawa ..................................................................................._....................................._ 175,400 _...._........................................................................................................................................_......................................._ 5 1 : 35,080 Pickering ............................................................._............................. 100,000 .._ ._..........................................................................................................................._................................... 1 1 : 100,000 . . Richmond Hill 202,000 1 1 : 202,000 Vaughan 323,100 20 1 : 16,155 Whitby 138,501 2 1 : 69,251 Clarington (2024) Indoor Artificial Turf Fields 108,757 E 1 : 54,379 Ajax 126,666 0 n/a ..................................................................................................................... Kitchener ................................................ 256,885 _.........................................................................._........................................................................................ 0 n/a Markham 338,500 3 1 : 112,833 Milton 132,979 1 1 :132,979 ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ Mississauga ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 717,691 3 1 : 239,230 Oakville ...................................................................................................._.................................. 213,759 ......................................................................................................................_........................................................................................ 1 1 : 213,759 Oshawa ..................................................................................................................................................................................................................................................................................................................... 175,400 1 1 : 175,400 _........................................................................................ Pickering ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 100,000 1 1 : 100,000 Richmond Hill ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 202,000 1 1 : 202,000 Vaughan ........................................................................................................................................................................................... 323,100 1 1 : 323,100 Whitby ......................................................................................................................................._......................................................... 138,501 2 ........... 1 : 69,251 Clarington (2024) 108,757 1 1 :108,757 246 Page 290 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Library Space Ajax 126,666 3 56,100 0.44 Kitchener 256,885 5 155,214 0.60 Markham 338,500 4 151,401 0.45 .................................................................................................................................................................................................................................................................................................................................................... Milton 132,979 3 ........................................................................ 53,337 0.40 ................................................................................................................................................................................................................................................................................ Oakville 213,759 7 ......................................................................................... 108,301 0.51 .................................................................................................................................................................................................................................................................. Oshawa .................................................................................................................................................................................................................................................................................................................................................... 175,400 4 ........................................................................................... 95,085 ........................................................................ 0.54 Pickering ............................................................................................................................................................................................................................................................................................................................................................................................................................ 100,000 3 51,000 0.51 Richmond Hill 202,000 4 102,000 0.50 .................................................................................................................................................................................................................................................................................................................................................... Whitby 138,501 3 ........................................................................ 76,800 0.55 Clarington (2024) 108,757 4 48,704 0.45 Rectangular Sports Fields Ajax ........................................................................................................................................................................................................................................................................................................................._................................................................................ 126,666 63 1 : 2,011 Kitchener 256,885 63 1 : 4,078 ..............................................................................................._.................................................. Markham .........................................................................................................._............................................................................................................................................................................................................_................................................................................ ..................................................................................................................................._................................................................................ 338,500 125 1 : 2,708 Milton ......................................................................................................................................................................................................................................................................................................................................................._.............................................................................. 132,979 52 1 : 2,557 Mississauga ....................................................................................................._............................................................................................................................................................................................................_............................................................................... 717,691 247 1 : 2,906 Oakville ....................................................................................................._............................................................................................................................................................................................................_............................................................................... 213,759 86 1 : 2,486 Oshawa ......................................................................................................................................................................................................................................................................................................................................................._................................................................................ 175,400 67 1 : 2,618 Pickering ...................... .... .... ...................................................................................................... 100,000 ................................................... .... .... .... ........................................................................................................................................ 37 _......................................................... 1 : 2,703 ...................... Richmond Hill 202,000 58 1 : 3,483 Vaughan 323,100 141 1 : 2,291 Whitby 138,501 54 1 : 2,565 Average 247,771•i -, Clarington (2024) 108,757 52 1 : 2,091 247 Page 291 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Ball Diamonds Ajax 126,666 33 1 : 3,838 ...................................................................................................................................... Kitchener ................................................................................................................................................................................................................................................................................................................................._.................................................... .. ............................................................................................_.......................... 256,885 72 . 1 : 3,568 ............ Markham ......................................................................................................................................................................................................................................................................................................................................................._................................................................................ 338,500 60 1 : 5,642 Milton ......................................................................................................................................................................................................................................................................................................................................................._................................................................................ 132,979 29 1 : 4,585 Mississauga ..................................................................................._............................................................................................................................................................................................................_.............................................................................. 717,691 129 1 : 5,563 Oakville 213,759 54 1 : 3,959 ........... ...................................................................................................._............................................................................................................................................................................................................_......................................................... Oshawa ..................................................................................._....................................._ 175,400 _...._........................................................................................................................................_......................................................._ 58 .. . 1 : 3,024 11.1111.1111.11, Pickering ............................................................._............................. 100,000 ._ ._..........................................................................................................................._....................................... 29 1 : 3,448 . Richmond Hill 202,000 40 1 : 5,050 Vaughan 323,100 64 1 : 5,048 Whitby 138,501 37 1 : 3,743 Clarington (2024) Cricket Fields 108,757 37 1 : 2,939 Ajax ..................................................................................... 126,666 _........................................................... 1 1 : 126,666 _................................................. Kitchener ........................................................................................................................................................................................................................................................................................................................................................_........................................................................................ 256,885 1 1 : 256,885 Markham ........................................................................................................................................................................................................................................................................................................................................................_........................................................................................ 338,500 3 1 : 112,833 Milton ........................................................................................................................................................................................................................................................................................................................................................_........................................................................................ 132,979 2 1 : 66,490 Mississauga ............................................................................._......................................................................................................................................................................................................._............................................................................... 717,691 9 1 : 79,743 Oakville ................................................................................................_....................................._...._.... 213,759 .......... ................................................................................................................................. 1 1 : 213,759 _........................................ ._.......... ..... ..... ..... ...... ... Oshawa ............................... 175,400 ..........................................................................................................................._................................... 1 1 : 175,400 ................................................................................................ Pickering ........................................................................................................................................................................................................................................................................................................................................................_........................................................................................ .._ ._ 100,000 1 . . 1 : 100,000 Richmond Hill 202,000 0 n/a Vaughan 323,100 0 n/a ........................................................................................................................................................................................................................................................................................................................................................_........................................................................................ Whitby 138,501 1 1 :138,501 Clarington (2024) 108,757 1 1 : 108,757 248 Page 292 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Tennis Courts Ajax 126,666 33 .......................................................... 1: 3,838 .................................. ............. ............................................................................................................................................................................................................................................................................................ Kitchener ..............................................................................................._................................................................................................................................................................................................_.......................................................................... 256,885 36 .......... . 1 : 7,136 . Markham 338,500 61 1 : 5,549 ....................................................................................................._....................................................... Milton ................................................................................................................................._................................................................................ 132,979 17 1 : 7,822 ......................................................................................................................................................................................................................................................................................................................................................._................................................................................ Mississauga 717,691 159 1 : 4,514 Oakville 213,759 58 1 : 3,686 Oshawa 175,400 23 1 : 7,626 ......................................................................................................................................................................................................................................................................................................................................................._................................................................................ Pickering ......................................................................................................................................... 100,000 .................................................................................................................................._................................................................................ 20 1 : 5,000 Richmond Hill 202,000 93 1 : 2,172 ........................................................................................................................ Vaughan ................................................................................................................_................................................ .............................................................................................................................._.............................................................. 323,100 ................................................................................................................................_................................................................................ 130 ... 1 : 2,485 Whitby 138,501 33 1 : 4,197 Average- .� Clarington (2024) 108,757 15 1 : 7,250 Pickleball Courts Ajax ..................................................................................................................._..........................................................................................................................................................................................................................................................._........................................................................ 126,666 0 7 1 : 18,095 Kitchener 256,885 4 3 1 : 36,698 Markham 338,500 8 8 1 : 21,156 Milton 132,979 3 14 1 : 7,822 Mississauga ......................................................................_.................................................... 717,691 ....................................................................................................................................... 6 40 ............................._........................................................................ 1 : 15,602 Oakville 213,759 11 30 1 : 5,214 ........................................................................_.................................... Oshawa ....................................................................................................................................... 175,400 4 ............................._............................................... 8 ................. 1 : 14,617 ....................................................._................................... Pickering ....................................................................._....................................................................................................................................................................................................................................................._............................................. ..................................................................................................................................... 100,000 1 ............................._............................ 7 ......... 1 : 12,500 I. Richmond Hill 202,000 2 1 1 : 67,333 ..................................................................................................................._.......................................... Vaughan ..................................................................................................................._..........................................................................................................................................................................................................................................................._........................................................................ ..........................................................................................................................................................................................._........................................................................ 323,100 0 30 1 : 10,770 Whitby 138,501 21 0 1 : 6,595 Average 247,771i Clarington (2024) 108,757 10 2 1 : 9,063 249 Page 293 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Basketball Courts Ajax 126,666 27 1 : 4,691 ..........................................................................................................._............................................ Kitchener ... .............................................................................................................................. ............................................................................................................................... 256,885 .......................................... ...................................................................................................................................................... _.................................................................................... 29 _ 1 : 8,858 .............................................................. ... ...... ...... ....... Markham 338,500 24 1 : 14,104 ......................................................................................................................................................................................................................................................................................................................................................._.................................................................................... Milton ......................................................................................................................................................................................................................................................................................................................................................._.................................................................................... 132,979 18 1 : 7,388 Mississauga ..................................................................................._............................................................................................................................................................................................................_................................................................................. 717,691 56 1 : 12,816 Oakville ........... .................................................................................................... 213,759 ............................................................................................................................................................................................................. 17.5 _ 1 : 12,215 ...................................................................... ........ Oshawa ..................................................................................._......................................... 175,400 .............................................................................................................................................._........................................................................ 27 1 : 6,496 Pickering 100,000 14 1 : 7,143 ................................................................_........................................._ Richmond Hill ._ ._ ._ .__................................................................................................................................._................................................_ 202,000 32 ._ ._ ._ .... 1 : 6,313 Vaughan 323,100 75 1 : 4,308 Whitby 138,501 36 1 : 3,847 Ave ..- - .. Clarington (2024) 108,757 21 1 : 5,179 Splash Pads Ajax 126,666 6 1 : 21,111 ..................................................................................................................... Kitchener ................................................ 256,885 _.........................................................................._............................................................... 17 .. 1 : 15,111 Markham 338,500 26 1 : 13,019 Milton ......................................................................................................................................................................................................................................................................................................................................................._.................................................................................... 132,979 14 1 : 9,499 Mississauga ......................................................................................................................................................................................................................................................................................................................................................._...................................................... 717,691 32 1 : 22,428 ... Oakville 213,759 20 1 : 10,688 ...................................................................................................._.................................. Oshawa ............................................................... 175,400 ......................._..................................... 13 1 : 13,492 ......................................................................................................................................................................................................................................................................................................................................................._.................................................. Pickering ......................................................................................................................................................................................................................................................................................................................................................._...................................................................... 100,000 3 1 : 33,333 Richmond Hill ......................................................................................................................................................................................................................................................................................................................................................._.................................................................................... 202,000 15 1 : 13,467 Vaughan ........................................................................................................................................................................................... 323,100 ......................................................................................................................................._......................................................... 17 1 : 19,006 Whitby 138,501 19 1 : 7,290 Clarington (2024) 108,757 16 1 : 6,797 250 Page 294 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Skate Parks Ajax 126,666 3 1 : 42,222 ..........................................................................................................._............................................ Kitchener ... .............................................................................................................................. ................................................................................................................................ 256,885 ................................................. ................................................................................................................................................... 4 _........................................................................................ 1 : 64,221 _........................................................................................ Markham ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 338,500 6 1 : 56,417 Milton ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 132,979 1 1 :132,979 Mississauga ..................................................................................._............................................................................................................................................................................................................_........................................................................................ 717,691 10 1 : 71,769 Oakville ..............................................................................................._............................................................................................................................................................................................................_........................................................................................ 213,759 5 1 : 42,752 Oshawa ..................................................................................._....................................._ 175,400 _...._........................................................................................................................................_......................................._ 3 1 : 58,467 Pickering ............................................................._............................. 100,000 .._ ._..........................................................................................................................._................................... 1 1 : 100,000 . . Richmond Hill 202,000 2 1 : 101,000 Vaughan 323,100 9 1 : 35,900 Whitby 138,501 4 1 : 34,625 Average 247,771 Clarington (2024) 108,757 5 1 : 21,751 Leash -Free Dog Parks Ajax 126,666 4 1 : 31,667 ..................................................................................................................... Kitchener ................................................ 256,885 _.........................................................................._................................................................... 3 1 : 85,628 Markham 338,500 2 1 : 169,250 Milton ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 132,979 2 1 : 66,490 Mississauga ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 717,691 10 1 : 71,769 Oakville 213,759 7 1 : 30,537 ...................................................................................................._.................................. Oshawa ......................................................................................................................_........................................................................................ 175,400 2 1 : 87,700 ..................................................................................................................................................................................................................................................................................................................... Pickering ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 100,000 3 _........................................................................................ 1 : 33,333 Richmond Hill ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 202,000 2 1 : 101,000 Vaughan ........................................................................................................................................................................................... 323,100 ......................................................................................................................................._......................................................... 1 1 : 323,100 ........... Whitby 138,501 2 1 : 69,251 Clarington (2024) 108,757 3 1 : 36,252 251 Page 295 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Community Gardens Ajax 126,666 1 1 : 126,666 ...................................................................................................................................... Kitchener ... .............................................................................................................................. .. ....................................................................................................................... 256,885 ................................................. ................................................................................................................................................... 14 _......................................................... 1 : 18,349 _................................................... .. Markham 338,500 1 1 : 338,500 ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ Milton ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 132,979 3 1 : 44,326 Mississauga ..................................................................................._............................................................................................................................................................................................................_..................................................................................... 717,691 8 1 : 89,711 Oakville ..............................................................................................._............................................................................................................................................................................................................_........................................................................................ 213,759 4 1 : 53,440 Oshawa ..................................................................................._....................................._ 175,400 _...._........................................................................................................................................_......................................._ 5 1 : 35,080 ._..._...._ _ Pickering ............................................................._............................. 100,000 .._ ._..........................................................................................................................._................................... 1 1 : 100,000 . . Richmond Hill 202,000 8 1 : 25,250 Vaughan 323,100 4 1 : 80,775 Whitby 138,501 1 1 :138,501 Average 247,771 Clarington (2024) 108,757 3 1 : 36,252 Playgrounds Ajax 126,666 80 1 : 1,583 ..................................................................................................................... Kitchener ................................................ 256,885 _.........................................................................._.................................... 152 1 : 1,690 Markham 338,500 155 1 : 2,184 Milton ......................................................................................................................................................................................................................................................................................................................................................._................................................................................ 132,979 58 1 : 2,293 Mississauga ......................................................................................................................................................................................................................................................................................................................................................._...................................................... 717,691 266 1 : 2,698 Oakville ...................................................................................................._.................................. 213,759 ......................................................................................................................_................................................ 138 1 : 1,549 Oshawa ....................................................................................................................................................................................................................................................................................................................._.................................................... 175,400 113 1 : 1,552 Pickering ......................................................................................................................................................................................................................................................................................................................................................._................................................................................ 100,000 61 1 : 1,639 Richmond Hill ......................................................................................................................................................................................................................................................................................................................................................._................................................................................ 202,000 127 1 : 1,591 Vaughan ........................................................................................................................................................................................... 323,100 ......................................................................................................................................._......................................................... 164 1 : 1,970 Whitby 138,501 95 1 : 1,458 Clarington (2024) 108,757 63 1 : 1,726 252 Page 296 Municipality of Clarington Parks, Recreation and Culture Master Plan (Draft) Outdoor Lacrosse Boxes Ajax ..........................................................................................................._............................................ 126,666 ............................................................................................................................... 0 n/a _........................................................................................ Kitchener ... .............................................................................................................................. 256,885 .......................................... ...................................................................................................................................................... 0 n/a _........................................................................................ Markham ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 338,500 0 n/a Milton ......................................................................................................................................................................................................................................................................................................................................................._........................................................................................ 132,979 0 n/a Mississauga ..................................................................................._............................................................................................................................................................................................................_........................................................................................ 717,691 2 1 : 358,846 Oakville 213,759 ............................................................................................................................................................................................................. 0 n/a _........................................................................................ ........... .................................................................................................... Oshawa ..................................................................................._......................................... 175,400 .............................................................................................................................................._........................................................................................ 0 n/a Pickering 100,000 0 n/a ................................................................_........................................._ Richmond Hill ._ ._ ._ .__................................................................................................................................._........................................................................ 202,000 0 n/a Vaughan 323,100 0 n/a Whitby 138,501 2 1 : 69,251 Average 247,771214,078 Clarington (2024) 108,757 1 1: 108,757 253 Page 297 Clarington Parks, Recreation, and Culture Master Plan — Financial Analysis Municipality of Clarington Table of Contents Page 1. Financial Overview.............................................................................................1 2. Capital Needs and Funding Sources................................................................1 2.1 Development Charges............................................................................... 7 2.2 Community Benefits Charges.................................................................... 9 2.3 Parkland Conveyance/Payment-in-Lieu................................................... 10 2.4 Parkland Development............................................................................. 16 3. Operating and Other Capital Funding Sources..............................................17 3.1 Fundraising, Donation, and/or Benevolent Funds .................................... 17 3.2 Grants and Subsidies............................................................................... 18 3.3 Property Taxes........................................................................................ 18 3.3.1 Tax Increment Financing............................................................. 18 3.4 User Fees................................................................................................ 19 4. Financial Analysis — Cashflow Analysis......................................................... 20 5. Operating Impacts............................................................................................ 24 5.1 Facilities and Outdoor Amenities............................................................. 24 5.2 Studies.....................................................................................................30 6. Observations and Recommendations............................................................ 31 6.1 Parkland Observations and Recommendations ....................................... 31 6.2 Other Observations and Recommendations ............................................ 32 Watson & Associates Economists Ltd. H:\Clarington\2023 Parks Rec Culture Master Plan\Report\Financial Analysis R�yage 299 List of Acronyms and Abbreviations Acronym Full Description of Acronym C.B.C. Community Benefits Charge D.C. Development Charges D.C.A. Development Charges Act, 1997, as amended TIF Tax Increment Financing Watson & Associates Economists Ltd. H:\Clarington\2023 Parks Rec Culture Master Plan\Report\Financial Analysis R�yage 300 1. Financial Overview As the Municipality of Clarington (Municipality) grows, and the need to provide additional parks, recreation, and culture facilities and amenities, the Municipality will need to consider how to maximize the funding tools available to emplace new and/or improved capital infrastructure. Once the capital infrastructure is in place, the Municipality will also need to operate, maintain, and eventually replace the new and/or improved assets. The Parks, Recreation, and Culture Master Plan (Master Plan) provides the framework and standards to assist the Municipality in assessing the needs to service their existing and growing community. As such, a review of the financial impacts of the needs identified has been undertaken. The following provides details related to the financial analysis, funding tools available under legislation, and recommendations for consideration by the Municipality. 2. Capital Needs and Funding Sources Capital needs have been identified in the Master Plan, based on various standards for facilities and amenities. Table 1 provides a summary of the capital costs anticipated, as identified through the Master Plan, over a short-term, medium -term, and long-term forecast period. The total cost has been estimated between $180.34 million and $184.05 million over the 2024-2036 forecast period. It is noted that, in addition to the facilities and amenities identified in Table 1, additional costs in parks that have not been identified include amenities such as: • Shade structures and/or additional trees; • Seating and/or picnic tables; • Washrooms (permanent or temporary); • Lighting; • Parking for vehicles and bicycles; and • Accessibility retrofits. Although these additional amenities have not been specifically costed, some of these costs may be covered in an estimated for general parkland development as identified in Section 2.4 herein. Watson & Associates Economists Ltd. PAGE 1 Financial Analysis Report Page 301 Additionally, there is potential for additional amenities associated with waterfront development, costs of which, have not been identified at this time. The potential additional amenities include, but are not limited to: • Trails; • An Outdoor Amphitheater for Performing Arts, Cultural Activities, and Other Rentals; • Seating, Signage, Shade, Lighting; • Washrooms/Concessions; • Picnic Areas; • Outdoor Fitness Equipment; • Playgrounds; • Water Activities/Boat Launches; and/or • Parking and Other Supporting Amenities. The cost of these types of activities would be identified through detailed design of the various parks and/or waterfront projects. There has been a preliminary concept undertaken for the Bowmanville Park on the former zoo lands, which includes a community, cultural, & education centre, recreational and play elements, and various landscape typologies, such as woodlands and meadows. However, the costs associated with this park are not available to include in the Master Plan at this time, and therefore, have not been included in the financial analysis contained herein. Elements of the park, however, will potentially be eligible for recovery through various funding tools such as Development Charges (D.C.$), Community Benefits Charges (C.B.C.$) and/or Payment -in -lieu (P.I.L.) of parkland conveyance. Watson & Associates Economists Ltd. PAGE 2 Financial Analysis Report Page 302 0 Table 1 Capital Infrastructure Needs Total Planning Period Capital Costs Short -Term (2024-2028) Medium Term (2029-2033) Long -Term (2034-2036) Total Planning Period(2024-2036) (2024-2036) Total Total Facility Estimated Facility Estimated Facility Estimated Total Facility Total Estimated Estimated Estimated Requirements Capital Cost Requirements Capital Cost Requirements Capital Cost Requirements Capital Cost Capital Cost Capital Cost Facility/Amenity (Low) (High) Arenas Ice Pads 2 Ice Pads $59,062,500 2 Ice Pads $59,062,500 $59,062,500 $59,062,500 Indoor Aquatic Centre 1 Pool $29,687,500 1 Pool $29,687,500 $29,687,500 $29,687,500 Multi -Purpose Space / Group Fitness Space 1 Space $5,250,000 1 Space $5,250,000 $5,250,000 $5,250,000 Indoor Walking Track 1 Track $2,250,000 1 Track $2,250,000 $2,250,000 $2,250,000 Library Space 2 Branches $37,750,000 1 Branch $2,625,000 3 Branches $40,375,000 $40,375,000 $40,375,000 12 Unlit or $4,000,000 to 10 Unlit or $3,250,000 to 9.5 Unlit or $3,250,000 to 31.5 Unlit or $10,500,000 to Outdoor Rectangular Fields 8 Lit $4,200,000 6.5 Lit $3,500,000 6.5 Lit $3,325,000 21 Lit Fields $11,025,000 $30,500,000 $11,025,000 Ball Diamonds 4 Unlit or $1,250,000 to 7 Unlit or $2,250,000 to 6 Unlit or $2,000,000 to 17 Unlit or $5,500,000 to 2.5 Lit $1,400,000 4.5 Lit $2,400,000 4 Lit $2,100,000 11 Lit Diamonds $5,950,000 $5,500,000 $5,900,000 Cricket Fields 1 Field $350,000 to 1 Field $350,000 to Unlit or Lit $500,000 Unlit or Lit $500,000 $350,000 $500,000 9 Courts $1,350,000 to 6 Courts $900,000 to 2 Courts $300,000 to 17 Courts $2,550,000 to Outdoor Tennis Courts (Unlit or Lit) $2,160,000 (Unlit or Lit) $1,440,000 (Unlit or Lit) $480,000 (Unlit or Lit) $4,080,000 $2,550,000 $4,080,000 Outdoor Pickleball Courts 14 Courts (Unlit $1,400,000 to 4 Courts $400,000 to 4 Courts $400,000 to 22 Courts $2,200,000 to or Lit) $2,100,000 (Unlit or Lit) $600,000 (Unlit or Lit) $600,000 (Unlit or Lit) $3,300,000 $2,200,000 $3,300,000 Basketball Courts 3 Courts $300,000 3 Courts $300,000 4 Courts $400,000 10 Courts $1,000,000 $1,000,000 $1,000,000 Outdoor Splash Pads 6 Locations $3,000,000 4 Locations $2,000,000 4 Locations $2,000,000 14 Locations $7,000,000 $7,000,000 $7,000,000 Cooling stations 2 Locations $700,000 2 Locations $700,000 $700,000 $700,000 Small -Scale Skate Zones 1 Location $100,000 2 Locations $200,000 3 Locations $300,000 6 Locations $600,000 $600,000 $600,000 Leash -Free Dog Parks 1 Location $140,000 1 Location $140,000 $140,000 $140,000 Compact Leash -Free Do Parks 2 Locations $200,000 2 Locations $200,000 $200,000 $200,000 CommunityGardens 1 Location $175,000 1 Location $175,000 $175,000 $175,000 Outdoor Fitness Equipment 1 Location $200,000 1 Location $200,000 2 Locations $400,000 4 Locations $800,000 $800,000 $800,000 Playgrounds 10 Locations $4,000,000 10 Location $4,000,000 10 Locations $4,000,000 30 Locations $12,000,000 $12,000,000 $12,000,000 Total Facilities $45,777,500to $53,531,800 $117,812,500 to $118,952,500 $16,750,000 to $17,205,000 $180,340,000 to $184,045,000 $180,340,000 $184,045,000 Watson & Associates Economists Ltd. PAGE 3 Financial Analysis Report Page 303 Additionally, costs have been considered at approximately $27.59 million, for the following (see Table 2): • A Bookmobile for the Orono/Rural Areas of the Municipality, in lieu of a library branch; • Studies required; • Relocation of the Clarke Schoolhouse; and • Library collection materials. Note that costs associated with library collection materials required for the new branch libraries and the bookmobile have been estimated based on average historical items per capita of various physical and digital items, and average costs. Based on the population growth to 2036, it is estimated that additional collection items would cost approximately $6.25 million. This amount is included in the $27.59 million provided in Table 2. Furthermore, parkland development costs have been estimated at approximately $13.94 million (see Section 2-4 herein). In total, capital costs identified are anticipated to range from $221.86 million to $225.57 million over the forecast period, as summarized in Table 3. Note that these cost exclude the cost associated with additional parkland acquisition that may be required due to limitations of the Planning Act related to conveyance/payment-in-lieu of conveyance (see Section 2.3). Watson & Associates Economists Ltd. PAGE 1 Financial Analysis Report Page 304 OW Table 2 Studies and Additional Work Needs 10 Studies/AdditionalPlan Park Renewal Strategy $150,000 $150,000 15 Trail development $6,000,000 $7,500,000 $4,500,000 $18,000,000 19 Negotiating arena access in Oshawa -Staffime wi $0 20 Darlington Sports Centre BCA $30,000 $30,000 21 Indoor aquatic centre - South Bowmanville Recreation Centre (SBRC) (Additional Funding to be added to the existing conceptual work) $25,000 $25,000 22 Alan Strike Aquatic Centre and Squash Courts ASASC Feasibility Stud $35,000 $35,000 23 Courtice Community Complex feasibility study for indoor aquatic centre $150,000 $150,000 29 Cost for facility enhancements to community halls $600,000 $750,000 $450,000 $1,800,000 47 Orono Pool capital renewal plan $25,000 $25,000 57 Accessible Playground Distribution Strategy $35,000 $35,000 61 Visual Arts Centre feasibility study $40,000 $40,000 63 Performing Arts Centre feasibility study $150,000 $150,000 65 Feasibility studies for library spaces in: Bowmanville $100,000 $100,000 Courtice $60,000 $60,000 Newcastle $45,000 $45,000 67 Cost to establish bookmobile $150,000 $150,000 70 Cost for creating a centralized heritage hub in Bowmanville - Relocation of Clarke Schoolhouse $100,000 $100,000 73 Special Events and Festivals Strategy $80,000 $80,000 80 Update Older Adult Strategy $80,000 $80,000 86 CLMA Technology Strategy $30,000 $30,000 97 Master Plan five year review $250,000 $250,000 Provision for Additional Collection Materials $50,000 $5,800,000 $400,000 $6,250,000 Total $7,180,000 $14,800,000 $5,605,000 $27,585,000 Watson & Associates Economists Ltd. PAGE 2 Financial Analysis Report Page 305 Table 3 Total Estimated Capital Costs Facility/Amenity Short -Term (2024-2028) Medium Term (2029-2033) Long -Term (2034-2036) Total Planning Period (2024-2036) Total Planning Period Capital Costs (2024-2036) Facility Requirements Estimated Capital Cost Facility Requirements Estimated Capital Cost Facility Requirements Estimated Capital Cost Total Facility Requirements Total Estimated Capital Cost Total Estimated Capital Cost (Low) Total Estimated Capital Cost (High) Arenas Ice Pads 2 Ice Pads $59,062,500 2 Ice Pads $59,062,500 $59,062,500 $59,062,500 Indoor Aquatic Centre 1 Pool $29,687,500 1 Pool $29,687,500 $29,687,500 $29,687,500 Multi -Purpose Space /Group Fitness Space 1 Space $5,250,000 1 Space $5,250,000 $5,250,000 $5,250,000 Indoor Walking Track 1 Track $2,250,000 1 Track $2,250,000 $2,250,000 $2,250,000 Library Space 2 Branches $37,750,000 1 Branch $2,625,000 3 Branches $40,375,000 $40,375,000 $40,375,000 Outdoor Rectangular Fields 12 Unlit or 8 Lit $4,000,000 to $4,200,000 10 Unlit or 6.5 Lit $3,250,000 to $3,500,000 9.5 Unlit or 6.5 Lit $3,250,000 to $3,325,000 31.5 Unlit or 21 Lit Fields $10,500,000 to $11,025,000 $10,500,000 $11,025,000 Ball Diamonds 4 Unlit or 2.5 Lit $1,250,000 to $1,400,000 7 Unlit or 4.5 Lit $2,250,000 to $2,400,000 6 Unlit or 4 Lit $2,000,000 to $2,100,000 17 Unlit or 11 Lit Diamonds $5,500,000 to $5,950,000 $5,500,000 $5,900,000 Cricket Fields 1 Field Unlit or Lit $350,000 to $500,000 1 Field Unlit or Lit $350,000 to $500,000 $350,000 $500,000 Tennis Courts 9 Courts (Unlit or Lit) $1,350,000 to $2,160,000 6 Courts (Outdoor Unlit or Lit) $900,000 to $1,440,000 2 Courts (Unlit or Lit) $300,000 to $480,000 17 Courts (Unlit or Lit) $2,550,000 to $4,080,000 $2,550,000 $4,080,000 Outdoor Pickleball Courts 14 Courts (Unlit or Lit) $1,400,000 to $2,100,000 4 Courts (Unlit or Lit) $400,000 to $600,000 4 Courts (Unlit or Lit) $400,000 to $600,000 22 Courts (Unlit or Lit) $2,200,000 to $3,300,000 $2,200,000 $3,300,000 Basketball Courts 3 Courts $300,000 3 Courts $300,000 4 Courts $400,000 10 Courts $1,000,000 $1,000,000 $1,000,000 Outdoor Splash Pads 6 Locations $3,000,000 4 Locations $2,000,000 4 Locations $2,000,000 14 Locations $7,000,000 $7,000,000 $7,000,000 Coolingstations 2 Locations $700,000 2 Locations $700,000 $700,000 $700,000 Small -Scale Skate Zones 1 Location $100,000 2 Locations $200,000 3 Locations $300,000 6 Locations $600,000 $600,000 $600,000 Leash -Free Do Parks 1 Location $140,000 1 Location $140,000 $140,000 $140,000 Compact Leash -Free Do Parks 2 Locations $200,000 2 Locations $200,000 $200,000 $200,000 CommunityGardens 1 Location $175,000 1 Location $175,00 $$175,000 $175,000 Outdoor Fitness Equipment 1 Location $200,000 1 Location $200,000 2 Locations $400,000 4 Locations $800,000 $800,000 $800,000 Plavarounds 10 Locations 1 $4,000,000 10 Location $4,000,000 10 Locations $4,000,000 30 Locations $12,000,000 $12,000,000 $12,000,000 Total Facilities $45,777,500 to $53,531,800 $117,812,500to $118,952,500 $16,750,000to $17,205,000 $180,340,000to $184,045,000 $180,340,000 $184,045,000 Studies & Other Additional Needs $7,180,000 1 $14,800,000 1 $5,605,000 1 $27,585,000 $27,585,000 $27,585,000 Parkland Development 44.3 Hectares 1 $5,564,300 38.6 hectares 1 $5,286,400 22.4 Hectares 1 $3,087,800 105.3 Hectares 1 $13,938,500 $13,938,500 $13,938,500 Grand Total* $58,521,800 to $60,531,800 $137,898,900 to $139,038,900 $25,442,800 to $25,997,800 $251,863,500 to $225,568,500 $221,863,500 $225,568,500 * Excludes potential additional parkland acquisition costs Watson & Associates Economists Ltd. PAGE 3 Financial Analysis Report Page 306 Municipalities in the Province use various funding tools available to assist in the emplacement of capital infrastructure. The most common funding tools used include D.C.s, C.B.C.s, parkland conveyance/P.I.L., and property taxes. However, depending on the capital projects, many municipalities are successful in receiving funds through grant/subsidy programs, and/or through donations, fundraising and/or benevolent contributions from the community. The eligibility for funding under D.C.s, C.B.C.s, and parkland conveyance/P.I.L., for the capital infrastructure identified in Table 3, are summarized in Table 4. Although many of the costs associated with the capital infrastructure, studies, and other additional work, are recoverable from multiple funding tools, some of the funding tools provide a higher recovery than others. The legend below provides a summary of the various funding tools available to recover costs of the Master Plan works, and indicates the highest to lowest tools available by indicating the highest as the primary funding source, the secondary funding source available, and the tertiary funding source. As there are limitations to the services that can be recovered under some of the funding tools, and/or there are limitations to recovery through the funding tools, other tools not presented in Table 5 are available. Watson & Associates Economists Ltd. PAGE 4 Financial Analysis Report Page 307 ef Table 4 Funding Eligibility for Capital Infrastructure, Parkland Development, and Study & Additional Needs Item Facilities/Arne nities Funding. Developmentmm Charges P.I.L. Arenas (Ice Pads) • O Indoor Aquatic Centre • O Multi -Purpose Space / Group Fitness Space • O Indoor Walking Track • O Library Space • O Outdoor Rectangular Fields • O 0 Ball Diamonds • O 0 Cricket Fields 0 O 0 Outdoor Tennis Courts • O 0 Outdoor Pickleball Courts • O 0 Basketball Courts • O 0 Outdoor Splash Pads • O 0 Cooling stations • O 0 Small -Scale Skate Zones • O 0 Leash -Free Dog Parks • O 0 Compact Leash -Free Dog Parks • O 0 Community Gardens • O 0 Outdoor Fitness Equipment • O 0 Playgrounds • O 0 Parkland Development • O 0 Legend: Eligible Funding Source • Primary O Secondary ° Tertiary Watson & Associates Economists Ltd. PAGE 5 Financial Analysis Report Page 308 Table 4 (Continued) Funding Eligibility for Capital Infrastructure, Parkland Development, and Study & Additional Needs Item Studies/Additional Work DevelopmentFunding Eligiblity ChargesCharges Benefits Conveyance/ Park Renewal Strategy 0 O Trail development • O 0 Negotiating arena access in Oshawa Darlington Sports Centre BCA • Indoor aquatic centre - South Bowmanville Recreation Centre (SBRC) Additional Funding to be added to the existing conceptual work 0 O Alan Strike Aquatic Centre and Squash Courts (ASASC) Feasibility Study • O Courtice Community Complex feasibility study for indoor aquatic centre • O Negotiating access to school boards • O Cost for facility enhancements to community halls • O Orono Pool capital renewal plan • Accessible Playground Distribution Strategy • O Visual Arts Centre feasibility study • Performing Arts Centre feasibility study • Feasibility studies for library spaces in: Bowmanville • O Courtice • O Newcastle • O Cost to establish bookmobile • O Cost for creating a centralized heritage hub in Bowmanville - Relocation of Clarke Schoolhouse 0 Special Events and Festivals Strategy O • Update Older Adult Strategy • O CLMA Technology Strategy • Accessibility retrofits Master Plan five year review • O Feasibility studies and business plans prior to undertaking major capital projects Legend: Eligible Funding Source • Primary O Secondary ° Tertiary Watson & Associates Economists Ltd. PAGE 6 Financial Analysis Report Page 309 Table 4 (Continued) Funding Eligibility for Capital Infrastructure, Parkland Development, and Study & Additional Needs r Item Other Amenities (Not Currently Costed) Funding Development Charges Elligiblity Community Benefits Charges Parkland Conveyance/ P.I.L. Shade Structures Wor Additional Trees • O 0 Seating • O o Picnic Tables • O 0 Washrooms (permanent or temporary) • O 0 Lighting • O 0 Parking (for vehicles & bicycles) • O 0 Waterfront Potential Development: Trails • O 0 Outdoor Amphitheater for Performing Arts, Cultural Activities, and Other Rentals • O ° Seating, Signage Shade, Lighting, Washrooms, Accessibility, Parking, and Other Supporting Amenities • O ° Picnic Aras • O 0 Outdoor Fitness Equipment • O 0 Playgrounds • O 0 Water Activities - Boat Launches • O Legend: Eligible Funding Source • Primary O Secondary ° Tertiary The following sections provide further information related to the funding tools available to the Municipality and their potential limitations. 2.1 Development Charges The Development Charge Act, 1997, as amended (D.C.A.) provides municipalities with the authority to recover growth -related capital costs associated with development and redevelopment. The D.C.A. has been subject to a number of changes since 2016 which Watson & Associates Economists Ltd. PAGE 7 Financial Analysis Report Page 310 have provided additional restrictions to municipalities to recover the costs associated with growth. These changes include mandatory exemptions for affordable housing units, attainable housing units, non-profit housing units, additional residential units (being added to new and existing residential units), industrial expansions (up to 50% of existing size), and discounts for rental housing based on the number of bedrooms in each unit. Although some of the recent changes to the D.C.A. have limited the services that can be recovered for, Library Services, as well, Parks and Recreation Services are eligible for recovery through D.C.s. The Municipality has a D.C. by-law in place that is recovering costs associated with these services and is currently undertaking an update to the by-law. The current D.C. by-law was passed in January 2021. The Master Plan provides for various additional parks and recreation needs to service growth, as well as growth -related library needs. Further, there are a number of studies that have been identified, some of which are fully or partially recoverable through D.C.s. It is noted that the D.C.A. imposes limitations, mandatory deductions, as well as statutory exemptions and discounts to certain types of developments as discussed earlier. The D.C.A. requires municipalities through their D.C. background studies to undertake historical level of service/service standard calculations. These calculations set a maximum ceiling that can be included in the D.C. calculations for recovery of incremental capital costs associated with growth. As part of the Municipality's future D.C. background studies, these calculations will have to be undertaken to assess whether or not all of the growth -related costs could be included in the calculations. In addition, to the service standard maximum ceiling, the D.C.A., requires municipalities to reduce the amounts to be recovered through D.C.s for costs associated with the following: • uncommitted excess capacity; • benefit to existing development; • grants, subsidies, or other contributions; and • costs associated with growth beyond the forecast period being considered. It is noted that the growth forecast contained in this Master Plan may differ from the growth forecast identified in future D.C. studies, which may require adjustments to the timing of projects, and/or require post period deductions to be made. For the purposes Watson & Associates Economists Ltd. PAGE 8 Financial Analysis Report Page 311 of this Master Plan, it is anticipated that D.C. eligible costs identified herein, would be included for recovery through D.C. revenues. 2.2 Community Benefits Charges The Planning Act provides municipalities with the authority to recover growth -related capital costs associated with development and redevelopment through a C.B.C. Since the introduction of the C.B.C., this section of the Planning Act has been subject to a number of amendments that have introduced additional restrictions on municipalities to recover the costs associated with growth through this funding tool, these include mandatory exemptions for: • Development or redevelopment of fewer than 10 residential units, and in respect of buildings or structures with fewer than five storeys; • A building or structure intended for use as a long-term care home; • A building or structure intended for use as a retirement home; • A building or structure intended for use by: i. A publicly assisted university (within the meaning of section 1 of the Ministry of Training, Colleges and Universities Act); ii. A college or university federated or affiliated with universities described in above; or iii. An Indigenous Institute prescribed for the purposes of section 6 of the Indigenous Institutes Act, 1997; • A building or structure intended for use as a memorial home, clubhouse, or athletic grounds by an Ontario branch of the Royal Canadian Legion; • A building or structure intended for use as a hospice to provide end -of -life care; and • Not -for -profit housing. In addition, affordable residential units, and attainable residential units (as defined in the D.C.A.) must be excluded from the area of the buildings subject to a C.B.C. The amount of a C.B.C. cannot exceed an amount equal to the prescribed percentage of the value of the land on the day prior to building permit issuance. Currently, the prescribed percentage, set by regulation, is 4% of land value. Municipalities may allow Watson & Associates Economists Ltd. PAGE 9 Financial Analysis Report Page 312 a landowner to provide in -kind contributions towards facilities, services, or matters, in lieu of paying a C.B.C. A C.B.C. by-law is intended to recover growth -related capital costs associated with the eligible high -density developments and may be imposed with respect to the services that are also recoverable through D.C.s, provided the capital costs that are to be funded through a C.B.C. are not the same capital costs that are intended to be funded through D.C.s. In addition, a C.B.C. can include costs for parkland acquisition that are in excess of what the Planning Act parkland provisions will allow for (see Section 2.3 for potential costs to consider for parkland acquisition). However, a C.B.C. can also include capital costs associated with growth for non-D.C. eligible services, such as arts, entertainment, heritage, technology, landfill, etc. C.B.C. strategies typically include a prioritization of the capital needs that the municipality may wish to recover, and may therefore, not include costs associated with capital costs, studies and other matters identified in the Master Plan. It is noted that the Municipality does not currently have a C.B.C. by-law in place, however, they are currently undertaking the necessary strategy to consider passage of a C.B.C. by-law. Master Plan projects/costs that would be eligible for consideration through C.B.C. funding has been identified in Table 4. 2.3 Parkland Conveyance/Payment-in-Lieu The Planning Act, Section 42, provides what municipalities can impose on development with respect to the conveyance of land for parks or other public recreational purposes. Further, Section 51.1 of the Planning Act provides similar provisions with respect to parkland imposed as a condition of approval for a plan of subdivision. Regarding conveyance, the land conveyed may not exceed the standard requirements of 2% of land proposed for development for commercial and industrial purposes, or 5% of land proposed for development for all other purposes (e.g. residential and institutional). A municipality may also elect to impose the alternative requirement permitted under the Planning Act for residential purposes, by imposing a maximum rate of up to 1 hectare (ha) per 600 dwelling units. Further, a municipality may also require a P.I.L. of parkland, equal to value of the land under the standard requirements set out in Section Watson & Associates Economists Ltd. PAGE 10 Financial Analysis Report Page 313 42(1), or at the alternative requirement of 1 ha per 1,000 dwelling units for residential development. The Planning Act, also caps the amount of parkland dedication for the alternative requirement whereby conveyance or P.I.L cannot be greater than: a) 10% of the land or the value of the land, for land proposed for development or redevelopment that is five hectare or less in area; and b) 15% of the land or value of the land, for land proposed for development or redevelopment that is greater than five hectares. Based on the Master Plan's recommendations, the Municipality will require approximately 105 additional hectares of parkland over the forecast period to 2036. These needs are summarized in Table 5. Table 5 Parkland Needs Excludes Open Spaces, Naturalized Areas, Future or Undeveloped Parks, and Non -Municipally Owned Parks (e.g., Conservation Areas). To assess the potential future conveyance and P.I.L. of parkland, the growth forecast for Clarington, as identified in the Durham Region Growth Management Study (G.M.S.) — Phase 2 report, dated October 17, 2022, which provided the area municipal growth allocations and land needs, has been used. Table 6 provides the residential growth forecast of population, housing and residential land absorption estimated to 2036. The forecast anticipates an increase in population of 53,883, to be housed in 17,420 new residential units, between 2024 and 2036. The anticipated mix in forecast dwelling units by type is approximately 51 % in low density, 31 % in medium density, and 18% high density. Applying an average density assumption of 20 units per net hectare for low density development, 48 units per net hectare for medium density and 167 units per net hectare for high density, the anticipated residential land absorption over the period to 2036 would be approximately 575 hectares. Watson & Associates Economists Ltd. PAGE 11 Financial Analysis Report Page 314 Table 6 Residential Population, Household, and Land Absorption Forecast 2021 Census •.. .IN111111111111111we 105,267 "'ITMIMPW 29,115 J, rM .-IMM. 4,035 11ITTIMPANUIZ.. 2,815 v 35,965 2024 (Interpolated) 108,757 31,500 5,058 3,472 40,030 2026 Forecast 123,730 33,090 5,740 3,910 42,740 2031 Forecast 143,970 37,070 7,970 5,310 50,350 2036 Forecast 162,640 40,390 10,430 6,630 57,450 2024-2036Increment 1 53,883 1 8,890 1 5,372 1 3,158 1 17,420 2024-2036 Net Developable Land (ha) 1 444.5 1 111.9 18.9 575.3 The non-residential employment growth for the Municipality to 2036 is summarized in Table 7. As non-residential development employment in the Work at Home (WAH) sector is captured in the residential development and the No Fixed Place of Work (NFPOW) sector do not generate new buildings specifically, they are excluded from the lands that would contribute to parkland conveyance or P.I.L. Additionally, as the growth in the primary sector (i.e., agricultural sector), is minimal, it has been assumed that there will not be any substantial parkland conveyance or P.I.L. funding generated from this sector in the analysis. Table 7 Non -Residential Employment Forecast by Sector Year 2016 Census Primary 660 1IIIIIIIIIIIIIIIIIr Industrial 7,110 Employment Commerical/ Population Related 7,880 Institutional 4,655 Work at Home (WAH) (NFPOW) 2,950 No Fixed Place of Work 3,764 Total 27,019 2024 (Interpolated) 707 7,982 8,726 5,167 3,240 4,101 29,923 2026 Forecast 712 9,495 10,422 6,215 3,710 4,491 35,045 2031 Forecast 717 10,744 12,672 7,534 4,294 4,946 40,907 2036 Forecast 721 11,895 14,811 8,726 4,821 5,357 46,331 2024-2036 Increment 14 3,913 6,085 3,559 1,581 1,256 16,408 As the industrial, commercial, and institutional sectors provide the majority of new building space that will be developed, Table 8 provides the for the anticipated development of approximately 10.57 million square feet of additional non-residential gross floor area over the forecast period (2024-2036). The anticipated mix in forecast by type is approximately 52% industrial development, 26% commercial/population related development and 22% institutional development. Applying average lot coverage of 32.5% for industrial and 25% for commercial/population related and institutional Watson & Associates Economists Ltd. PAGE 12 Financial Analysis Report Page 315 development, would indicate non-residential land absorption over the period of approximately 346 hectares. Table 8 Non -Residential Employment, Gross Floor Area, and Land Absorption Forecast 2016 Census .. •. 19,645 9,954,000 .. •.. 3,546,000 3,072,300 16,572,300 2024 (Interpolated) 21,875 11,174,800 3,926,700 3,410,220 18,511,720 2026 Forecast 26,132 13,293,000 4,689,900 4,101,900 22,084,800 2031 Forecast 30,950 15,041,600 5,702,400 4,972,440 25,716,440 2036 Forecast 35,432 16,653,000 6,664,950 5,759,160 29,077,110 2024-2036Increment 13,557 1 594789200 2,738,250 1 2,348,940 1 10,565,390 2024-2036 Developable Land Area (ha) 1 156.6 101.8 1 87.3 1 345.7 In determining the amount of parkland conveyance supplied conveyance supplied by the forecast development, requirements allowed for in the Planning Act were applied. The standard requirements of 2% of land area for commercial and industrial development were applied to the forecast developable land absorption of approximately 258 ha. The 5% standard requirement for residential and institutional development were applied to the forecast developable land absorption of approximately 663 ha. As summarized in Table 9, the standard requirements would produce a total parkland conveyance of 38.3 ha. This parkland yield would be the same for P.I.L. of parkland at the standard requirements. The same process was applied for the alternative requirements, with parkland conveyance calculated at 1 ha per 600 residential dwelling units and P.I.L. of parkland calculated at 1 ha per 1,000 residential dwelling units. As summarized in Table 9, the alternative requirements would produce a total parkland conveyance of 38.6 ha. P.I.L. of parkland at the alternative requirements would yield the equivalent of 27.0 ha of parkland. It is noted that, at the Master Plan level, it is unknown what the size of specific parcels of developable lands will be, therefore, it is unknown how the capping provisions of the Planning Act may impact these calculations. In addition, it is unknown how much of the residential development may be exempt from parkland requirements for those developments that are affordable housing units, attainable housing units, non-profit Watson & Associates Economists Ltd. PAGE 13 Financial Analysis Report Page 316 housing units, affordable housing units contained in a future inclusionary zoning by-law and/or additional residential units, which are statutorily exempt as per the Planning Act. Table 9 Forecast Parkland Conveyance or P.I.L. of Parkland 2024-2036 Note: Without having specific parcels of land that will be developed, it is unknown how the capping provisions of the Parkland Provisions of the Planning Act will impact the above calculations, further limiting the potential for recovery. Based on the analysis, the Municipality should vary their policies for residential development to maximize the parkland conveyance and P.I.L. they can receive from development. For example: • For low density development, the Municipality would be best to impose the standard 5% provisions; • For medium density development, the alternative rate for conveyance yields more land, however for P.I.L., the standard 5% yields more; and • For high density development, the alternative rate for conveyance or P.I.L. yields higher land/land value. When maximizing the policies for residential development as well as imposing the standard 2% for commercial and industrial developments, and 5% for institutional developments, the Municipality could yield as much as 46 hectares of land. Based on the parkland needs identified in the Master Plan (as noted in Table 5), the difference in needs for additional parkland of 105.3 hectares, will not be recoverable through the Planning Act provisions. Depending on the policies imposed for conveyance and/or P.I.L., there will be a shortage of parkland ranging from approximately 59 ha. to 78 ha. If the shortage of parkland is required to meet the needs of the Municipality, the lands would need to be purchased through other Municipal funding sources (i.e., property taxes, C.B.C. funding, other reserves, etc.). Based on a sample of average land values Watson & Associates Economists Ltd. PAGE 14 Financial Analysis Report Page 317 for vacant land currently for sale in the Municipality (see Table 11) the cost of land could range from $372,000 per ha. to $4.53 million per ha., resulting in additional funding needs of $22 million (in the Newcastle area) to $355 million (in Bowmanville). At the average municipal -wide land value of $2.69 million per ha. and based on a shortfall of 59 ha., the estimated cost of additional parkland would be approximately $159.4 million (as per Table 10). Table 10 Forecast Parkland Conveyance or P.I.L. of Parkland Conveyance 2024-2036 As noted in Section 2.2, parkland needs, in excess of what municipalities are able to recover through Planning Act provisions, can be included in a C.B.C. strategy. It is recommended that the Municipality consider recovering for additional parkland acquisition through a C.B.C. strategy. Due to the shortfall in what the Planning Act provisions will provide the Municipality, it is recommended that the parkland received through conveyance and/or P.I.L, is available for development of parks and outdoor amenities versus for indoor recreation facilities. The land acquisition costs associated with indoor facilities can be recovered through D.C.s and/or C.B.C.s. Further, it is recommended that the Municipality invest in land purchases in strategic locations, potentially just outside the current urban boundaries and/or in hamlets, sooner than later, when vacant lands become available for sale at lower costs (i.e., at unserviced land values). Otherwise, investing the funds in the special parkland fund should follow the investment practices of the Municipality. However, long term investments may be limited due to the new requirement that a minimum of 60% of the opening reserve fund balance each year are to be spent or allocated to projects. With the parkland requirements identified in the Master Plan, the Municipality should have no issues meeting this legislative requirement. Watson & Associates Economists Ltd. PAGE 15 Financial Analysis Report Page 318 D Table 11 Average Sale Values of Vacant Land For Sale in Clarington As of September, 2024 Address 318 BENNETT ROAD BowmamAlle PropertySize of 11.09 $6,200,000 $559,143 per $226,277 231 BASELINE ROAD E BowmamAlle 0.65 $1,799,000 $2,785,480 $1,127,246 883 MAPLE GROVE ROAD Bowmanville 20.05 $10,000,000 $498,799 $201,857 1 SPICER SQUARE Bowmanville 0.38 $3,680,000 $9,588,279 $3,880,245 381 BOWMANVILLE AVENUE BowmamAlle 3.97 $1,999,900 $503,244 $203,656 2359 BASELINE ROAD W BowmamAlle 0.32 $1,399,900 $4,331,486 $1,752,893 2271 RUNDLE ROAD S Bowmanville 12.80 $2,000,000 $156,198 $63,211 3799 RUNDLE ROAD Bowmanville 4.05 $999,990 $247,103 $99,999 52 DUKE STREET BowmamAlle 0.07 $2,099,000 $30,365,124 $12,288,349 3350 MIDDLE ROAD BowmamAlle 6.47 $4,500,000 $694,983 $281,250 21 HOLT ROAD North of Courtice/Bowmanville 11.94 $1,399,990 $117,269 $47,457 1030 TRULLS ROAD Courtice 1.62 $4,000,000 $2,471,050 $1,000,000 2153 PRESTONVALE ROAD Courtice 1.42 $2,990,000 $2,110,983 $854,286 2259 TRULLS ROAD Courtice 0.81 $2,750,000 $3,396,524 $1,374,527 505 TOWNLINE ROAD N Courtice 4.51 $1,999,000 $443,414 $179,443 34 VARCOE ROAD Courtice 0.03 $310,000 $10,348,326 $4,187,826 1576 CONCESSION RD Newcastle 10.62 $1,299,000 $122,328 $49,505 20 CLARKE STREET Newcastle 0.38 $339,000 $882,523 $357,145 LT 1-22 LAKESHORE ROAD Waterfront Lovekin 7.24 $800,0001 $110,438 $44,693 38 PARK STREET Orono 0.06 $299,900 $5,146,305 $2,082,639 3675 CONCESSION 5 ROAD Orono/Rural 29.10 $1,595,000 $54,807 $22,180 LOT 7 BURNHAM CREEK ROAD Orono/Rural/Kendal 4.07 $669,900 $164,582 $66,604 0 COLE ROAD Rural/North of BowmamAlle 8.52 $988,000 $115,936 $46,918 PL30 ENFIELD ROAD Rural/Enfield 0.30 $499,900 $1,662,554 $672,813 0 PT LT 27 CON 9 Rural/Enfield 39.96 $649,000 $16,241 $6,573 77 KING LANE Rural/Hampton 0.51 $449,898 $882,318 $357,062 LOT HIGHWAY 35 Rural/Minden Hills 2.02 $179,900 $88,908 $35,980 4601 CONCESSION 5 ROAD Rural/Starkville 19.72 $848,000 $43,001 $17,402 4396 GILMORE ROAD Rural/Starkville 45.74 $1,299,900 $28,421 $11,502 Average Cost/hectare or acre - Municipal -Wide $2,687,440 $1,087,570 Average Cost/hectare (or acre) - Bowmanville $4,531,555 $1,833,858 Average Cost/hectare (or acre) - Courtice $3,147,928 $1,273,923 Average Cost/hectare (or acre) - Newcastle $371,763 $150,447 Avera e Cost/hectare or acre - Orono/Rural $820,307 $331,967 Source: Realtor.ca 2.4 Parkland Development In addition to the parkland amenities and trails identified in the Master Plan, there are capital costs incurred by the Municipality for general parkland development. These are Watson & Associates Economists Ltd. PAGE 16 Financial Analysis Report Page 319 costs in excess of the base condition for parkland when conveyed (i.e., local service requirement) required to be provided by developers as a condition of their development agreements. The costs associated with parkland development have been estimated based on the hectares of parkland needs identified in the Master Plan. The costs per hectare identified in the Municipality's 2020 D.C. Background Study were inflation to 2024 values for the various types of existing parks. Note that in the D.C. Study, the park types were categorized as Community Parks, District Parks, Neighbourhood Parks and Parkettes. For purposes of this analysis, the cost per hectare identified in the D.C. study for Community Parks and District Parks, were averaged. Table 12 provides the estimated costs for parkland development over the short-term, medium -term, and long- term forecast periods. Table 12 Estimated Cost for Incremental Parkland Development 2024-2036 `As per 2020 D.C. Study (inflated) 3. Operating and Other Capital Funding Sources 3.1 Fundraising, Donation, and/or Benevolent Funds Fundraising, donations, and/or benevolent funds are often utilized by municipalities that are planning new, expansion, and/or upgrades to parks, recreation, and/or culture services. Fundraising efforts are often organized by community groups that advocate for specific things such as arts and other cultural amenities and/or awareness in their communities. As well, there are often personal or corporate donations or benevolent fund received towards parks, recreation, and/or cultural services. These could include naming rights for a specific recreation or cultural facility or room in a facility, amenities such as park benches or play equipment in honour of a family member, beautification of parks, etc. The receipt of funding such as this could be used for capital related expenditures and/or ongoing maintenance costs. Watson & Associates Economists Ltd. PAGE 17 Financial Analysis Report Page 320 As there have not been any specific fundraising, donations or benevolent funds identified by Municipal staff at this time, the financial analysis has not included any funding from these sources. However, if the Municipality does receive this type of funding in the future, it would reduce the needs for funding from other sources, such as property taxes. 3.2 Grants and Subsidies Grants and subsidies often become available through Provincial and/or Federal programs for parks, recreation, and/or cultural services. These grants and subsidies can relate to operating and/or capital costs. However, often to access capital related funding, capital projects must be "shovel ready" and are allocated on a case -by -case basis. It is noted that to be "shovel ready" often requires detailed design to be complete, land to be available, etc. Further, what is considered as "shovel ready" may differ for the various funding programs available. Hence, the Master Plan does not provide the Municipality with "shovel ready" projects, but will assist the Municipality in identifying the timing of capital needs which would assist in forecasting when land should be secured, detailed design should be undertaken, and construction could commence. As such, there have been no funding from grants or subsidies assumed in the financial analysis. 3.3 Property Taxes Property taxes continue to be a source of revenue for both capital and operating expenditures related to parks, recreation, and culture services, as other funding tools do not provide full cost recovery for the Municipality. The amount of tax paid is based on the assessed value of property and the tax rate applied. It is recommended that the Municipality maximize all other funding sources available for recovery of capital and operating expenses, and utilize property taxes for costs that cannot be recovered through other tools. 3.3.1 Tax Increment Financing Tax Increment Financing (TIF) programs typically use future incremental property tax revenues received from development or redevelopment of land to offset the upfront costs of the development or redevelopment. When provided to a developing Watson & Associates Economists Ltd. PAGE 18 Financial Analysis Report Page 321 property/landowner, this reduces the additional property taxes received by the municipality, once the development or redevelopment is complete, for a period of time. If the Municipality wished to internally allocate the incremental property tax revenues received from development or redevelopment, for the purposes of providing funding for parks, recreation, and/or cultural services, they could do so through the budget process. The Municipality could use the tax increment revenues to assist in financing the purchase of land for future parkland that is needed in excess of what can be achieved through the provision in the Planning Act for parkland conveyance/P.I.L. They could also allocate a portion of the tax increment revenues to assist in providing additional recreation and/or cultural needs for amounts in excess of what can be recovered through D.C. and/or C.B.C.s. 3.4 User Fees The Part XII of the Municipal Act provides municipalities and local boards with broad powers to impose fees and charges through the passage of a by-law. User fees for parks, recreation, and cultural services, are currently used by the Municipality. The powers, as presented in s.391 (1), provide the following for imposing fees or charges: • "for services or activities provided or done by or on behalf of it; • for costs payable by it for services or activities provided or done by or on behalf of any other municipality or any local board; and • for the use of its property including property under its control." This section of the Municipal Act provides municipalities with a source of funding for operating and programing costs for parks, recreation, and culture. The costs included in a fee or charge may include costs incurred by the municipality or local board related to administration, enforcement, and the establishment, acquisition, and replacement of capital assets. Further, a fee or charge imposed for capital costs related to services or activities may be imposed on persons not receiving an immediate benefit from the services or activities but who will receive a benefit at some point in time. It should be noted that in applying Section 391 of the Municipal Act for the recovery of capital costs a municipality must have regard for the associated regulation, O. Reg. 584/06. Section 2(1) of the regulation indicates that a fee under the Act cannot be imposed to recover capital costs that are also included in a development charge or Watson & Associates Economists Ltd. PAGE 19 Financial Analysis Report Page 322 front -ending agreement which is in effect before the composition of the fee. This clause is provided to avoid a duplication of fees and charges for the same works. As the costs being considered parks and recreation fees are predominantly for operating costs, and capital -related costs related to replacement capital needs which are ineligible for funding under the D.C.A., no duplication in cost recovery currently exists. It is noted that the scope of the Master Plan does not include a review or update to the Municipality's user fees. A user fee review is not typically undertaken as part of a Master Plan. Often, the best time to undertake a user fee review is when new programs are being made available and/or when new facilities and services are being offered. Many municipalities undertake user fees on a cyclical basis (e.g., once every 5 years). The Municipality should determine the best time to undertake an update to their user fees through a separate undertaking based on their specific needs. As such, user fee revenue has not been included in the financial analysis. 4. Financial Analysis — Cashflow Analysis A cashflow analysis has been undertaken based on the identified capital needs over the 2024-2036 forecast period. To estimate the revenues to be recovered through D.C.s, the Municipality's current D.C. rates were applied to the anticipated growth over the forecast period. Further, it is recognized that the Municipality has funding in the current D.C. reserve funds for Parks and Recreation, and Library Services, however, it is unknown if these funds are available for Master Plan projects or already intended to fund other projects identified in the previous D.C. study. Therefore, it is assumed that these funds are not available to assist in funding the Master Plan capital program. However, if any of the current D.C. reserve funds are available, they would reduce the need for other funding sources to be utilized (e.g., debt, taxes, etc.). As the Municipality does not currently impose C.B.C.s, no funding from this funding tool has been forecasted for the cashflow analysis. Further, the uncommitted balance in the parkland dedication reserve fund at the beginning of 2024 has been included. Based on the analysis contained in section 2.3 herein, it is recommended that the Municipality uses the parkland conveyance provisions of the Planning Act to maximize the amount of land that can be achieved to meet the parkland needs. As such, the cashflow analysis has not considered additional P.I.L. funding over the forecast, although it is recognized that there will be instances that P.I.L. funding will be recovered due to a lack of land available for conveyance on certain properties (i.e., such as with redevelopments and Watson & Associates Economists Ltd. PAGE 20 Financial Analysis Report Page 323 smaller developments proceeding through the site plan approval process). Table 13 provides a summary of the anticipated revenues over the short-term, medium -term, and long-term forecast periods. Table 13 Anticipated Revenues 2024$ Revenue from Growth Funding ToolsCollections Development Charges: Parks and Recreation $96,961,731 $47,828,085 $14,798,536 $161,970,235 Library $12,716,914 $6,270,168 $1,940,093 $22,878,671 Community Benefits Charges* $0 $0 $0 $0 Parkland Dedication Reserve Fund $0 $0 $0 $3,269,277 Total Revenues 1 $109,678,6451 $54,098,2541 $16,738,6301 $188,118,184 *As the Municipality does not currently have a C.B.C. it is unknown if a future C.B.C. by-law would be enacted and if it would include costs associated with Parks, Recreation, and Cultural services. The cashflow analysis has embraced the estimated capital costs, including the higher estimated costs for amenities such as outdoor rectangular fields, ball diamonds, cricket fields, outdoor tennis courts, and outdoor pickleball courts (as identified in Table 1). Although some of these items will not all proceed as lit amenities, costing them at the higher values for the cashflow analysis, assumes that any cost savings achieved when construction unlit amenities will provide additional room for other amenities that have not been identified at this time. Table 14 provides a summary of the anticipated expenditures over for the forecast periods. For each capital asset, an assumption related to the growth -related percentage has been made to assess the potential recovery through D.C.s once the capital has been included in a future D.C. study. It is noted that these percentages will need to be confirmed during the Municipality's next D.C. study, where further refinements to costs, size of facilities, and growth -shares are further detailed. Watson & Associates Economists Ltd. PAGE 21 Financial Analysis Report Page 324 Table 14 Anticipated Expenditures 2024$ Parks and Recreation Assumed. Arenas Ice Pads 100% $0 $59,062,500 $0 $59,062,500 Indoor Aquatic Centre 100% $29,687,500 $0 $0 $29,687,500 Multi -Purpose Space / Group Fitness Space 100% $0 $5,250,000 $0 $5,250,000 Indoor Walking Track 100% $0 $2,250,000 $0 $2,250,000 Outdoor Rectangular Fields 100% $4,200,000 $3,500,000 $3,325,000 $11,025,000 Ball Diamonds 100% $1,400,000 $2,400,000 $2,100,000 $5,900,000 Cricket Fields 100% $500,000 $500,000 Outdoor Tennis Courts 100% $2,160,000 $1,440,000 $480,000 $4,080,000 Outdoor Pickleball Courts 100% $2,100,000 $600,000 $600,000 $3,300,000 Basketball Courts 100% $300,000 $300,000 $400,000 $1,000,000 Outdoor Splash Pads 100% $3,000,000 $2,000,000 $2,000,000 $7,000,000 Cooling stations 100% $0 $0 $700,000 $700,000 Small -Scale Skate Zones 100% $100,000 $200,000 $300,000 $600,000 Leash -Free Dog Parks 100% $140,000 $0 $0 $140,000 Compact Leash -Free Dog Parks 100% $0 $0 $200,000 $200,000 Community Gardens 100% $0 $0 $175,000 $175,000 Outdoor Fitness Equipment 100% $200,000 $200,000 $400,000 $800,000 Pla rounds 100% $4,000,000 $4,000,0001 $4,000,000 $12,000,000 Studies & Other Additional Needs Park Renewal Strategy 50% $150,000 $0 $0 $150,000 Trail development 100% $6,000,000 $7,500,000 $4,500,000 $18,000,000 Darlington Sports Centre BCA 10% $30,000 $0 $0 $30,000 Indoor aquatic centre - South Bowmanville Recreation Centre (SBRC) (Additional Funding to be added to the existing conceptual work) 100% $25,000 $0 $0 $25,000 Alan Strike Aquatic Centre and Squash Courts ASASC Feasibility Stud 10% $0 $35,000 $0 $35,000 Courtice Community Complex feasibility study for indoor aquatic centre 50% $0 $0 $150,000 $150,000 Cost for facility enhancements to community halls 25% $600,000 $750,000 $450,000 $1,800,000 Orono Pool capital renewal plan 10% $0 $25,000 $0 $25,000 Accessible Playground Distribution Strategy 33% $35,000 $0 $0 $35,000 Special Events and Festivals Strategy 25% $0 $80,000 $0 $80,000 Update Older Adult Strategy 75% $0 $80,000 $0 $80,000 Library Library Space 100% $0 $37,750,000 $2,625,000 $40,375,000 Growth Studies & Other Needs Feasibility studies for library spaces in: Bowmanville 100% $0 $100,000 $0 $100,000 Courtice 100% $0 $0 $60,000 $60,000 Newcastle 100% $0 $0 $45,000 $45,000 Cost to establish bookmobile 100% $150,000 $0 $0 $150,000 CLIVIA Technology Strategy 60% $0 $30,000 $0 $30,000 Provision for Additional Collection Materials 100% $50,000 $5,800,000 $400,000 $6,250,000 Other Master Plan five year review 68% $0 $250,000 $0 $250,000 Visual Arts Centre feasibility stud 0% $40,000 $0 $0 $40,000 Performing Arts Centre feasibility stud 0% $0 $150,000 $0 $150,000 Cost for creating a centralized heritage hub in Bowmanville - Relocation of Clarke Schoolhouse 0% $100,000 $0 $0 $100,000 Parkland Acquisition 0% $61,310,000 $61,310,000 $36,780,000 $159,400,000 Parkland Development 100% $5,564,300 $5,286,400 $3,087,800 $13,938,500 Total Expenses $121,841,800 $200,348,900 $62,777,800 $384,968,500 Watson & Associates Economists Ltd. PAGE 22 Financial Analysis Report Page 325 Table 15 provides a summary of the expenses provided in Table 15 based on a service category basis. Table 15 Anticipated Expenditures by Service Category 2024$ Category Parks and Recreation D.C. Costs $59,616,396 $94,388,963 $22,455,300 $176,460,658 Parkland Acquisition Costs $61,310,000 $61,310,000 $36,780,000 $159,400,000 Library D.C. Costs $200,000 $43,710,188 $3,130,000 $47,040,188 Non-D.C. Eligible Costs $715,404 $939,750 $412,500 $2,067,654 Total Expenses $121,841,800 $200,348,900 $62,777,800 $384,968,500 Based on the assumptions provided in Tables 13 through 15, the cashflow analysis is summarized in Table 16 provides based on the short-term, medium -term, and long-term time horizons. Table 16 Cashflow Analysis 2024$ Parks and Recreation D.C. Eligible Expenses $59,616,396 $94,388,963 $22,455,300 $176,460,658 D.C. Revenues from Incremental Growth $96,961,731 $47,828,085 $14,798,536 $159,588,352 Surplus/(Deficit) $37,345,335 ($46,560,877) ($7,656,764) ($16,872,306) Library D.C. Eligible Expenses $200,000 $43,710,188 $3,130,000 $47,040,188 D.C. Revenues from Incremental Growth $12,716,914 $6,270,168 $1,940,093 $20,927,175 Surplus/(Deficit) $12,516,914 ($37,440,019) ($1,189,907) ($26,113,012) Parkland Acquisition P.I.L. EI iible Expenses $61,310,000 $61,310,000 $36,780,000 $159,400,000 Parkland Dedication Reserve Fund $3,269,277 $3,269,277 Surplus/(Deficit) ($58,040,723) ($61,310,000) ($36,780,000) ($156,130,723) Other Non-D.C. Eligible Expenses $715,404 $939,750 $412,500 $2,067,654 Surplus/(Deficit) ($715,404) ($939,750) ($412,500) ($2,067,654) Funding Required from Other Sources ($45,052,972) Based on the findings of the cashflow analysis, it is anticipated that the Municipality will require debenture financing over the forecast period if other funding sources are not available. As such, it is recommended that the Municipality, update their D.C. rates to embrace the capital needs identified through the Master Plan, where applicable, Watson & Associates Economists Ltd. PAGE 23 Financial Analysis Report Page 326 consider parks, recreation, and cultural needs through a C.B.C. strategy, to ensure they are able to maximize the amount of parkland that can be conveyed, and seek out lands to purchase for parkland purposes, at reasonable prices, when available. Further, the Municipality should track the actual growth taking place and annually, at budget time, adjust the timing of projects to ensure they are being put in place to meet the needs of actual growth. Further, the Municipality may consider entering into agreements (i.e., front -ending agreements) with developing landowners to fully develop smaller parks, such as parkettes and urban squares, and/or neighbourhood parks, when they are developing subdivisions. Utilizing the available funding tools for recovery of capital costs, to the greatest extent possible, will reduce the Municipality's reliance on property taxes and or long-term debt as the Master Plan is implemented. 5. Operating Impacts 5.1 Facilities and Outdoor Amenities With the addition of new parks, recreation, and cultural facilities, amenities, and lands, the Municipality will be faced with additional operating costs associated with staffing, maintenance, utility costs, etc. Furthermore, once assets are in place, they will need to be embraced in future asset management plans to ensure they are scheduled for replacement over their life span. An analysis has been undertaken to assess the operating impacts of the capital infrastructure identified herein. As part of this analysis, it was deemed necessary to isolate the incremental operating expenditures directly associated with these capital projects, and prorate the cost on a per unit basis (i.e., sq.ft. of building space, per item, etc.). This was undertaken through a review of the Municipality's approved 2022 Financial Information Return (F.I.R.) and the Municipality's 2023 Budget. As some of the costing associated with specific facilities were available through the 2023 budget, those costs have been used (e.g., for incremental costs of new libraries, new developed parks, etc.). As the sizes of the new indoor recreation facilities have not been determined within the Master Plan, as they will differ depending on the amenities included in each, the F.I.R. data was utilized. Further, for operating costs associated with the new library bookmobile, information from other municipalities with bookmobile vehicles was used. Watson & Associates Economists Ltd. PAGE 24 Financial Analysis Report Page 327 Table 17 provides a summary of the incremental annual operating costs for Library facilities and the bookmobile. Table 18 provides the anticipated incremental costs related to parks operations, and Table 19 provides a summary of all incremental costs related to parks, recreation, and cultural facilities and amenities identified in the Master Plan. The operating impacts assessment assumes all asset are in place over the forecast period. Table 17 Incremental Annual Operating Costs for Library Facilities and Bookmobile 2024$ Library Facilities* 45,100 1 $3,786,0521 $3,967,5241 $881 32,300 1 $2,841,486 Bookmobile— I 1 1 $50,0001 1 $50,000 Average Cost Per sq.ft. 45,100 1 $3,786,0521 $3,967,5241 1 1 $2,891,486 'Based on 2023 Budget '"Based on average cost of bookmobiles in other municipalities Table 18 Incremental Annual Operating Costs for Parks 2024$ *Based on 2023 Budget Watson & Associates Economists Ltd. PAGE 25 Financial Analysis Report Page 328 Table 19 Summary of Incremental Annual Operating Costs, Parks, Recreation, and Culture Facilities, Amenities, and Parks Operations 2024$ SERVICE W . 7W-•CO 1110 INCREMENTAL GST ANNUAL OPERATINGSwi EXPENDITURE 1. Parks and Recreation Services 1.1 Park development, amenities, and trails 65,420,000 2,366,898 1.2 Recreation Facilities* 98,050,000 8,850,074 2. Library Services 2.1 Library facilities 40,375,000 2,841,486 2.2 Library materials 6,250,000 - 2.3 Library vehicles 150,000 50,000 Total $210,245,000 $14,108,458 * Based on 2022 F.I.R., inflated to 2024$ In addition to the operational impacts, over time the initial capital projects will require replacement. This asset replacement of capital is often referred to as Iifecycle cost and/or asset management. By definition, Iifecycle costs are all the costs that are incurred during the life of a physical asset, from the time of its acquisition to the time it is taken out of service for disposal or redeployment. Lifecycle costs were estimated based on the average useful life of like assets as identified in the Municipality's 2024 Asset Management Plan (See Table 20). Watson & Associates Economists Ltd. PAGE 26 Financial Analysis Report Page 329 Table 20 Useful Life Assumptions 2024$ IMMII Facilities 50 Outdoor Rectangular Fields 25 Ball Diamonds 25 Cricket Fields 25 Outdoor Tennis Courts, Pickleball Courts & Basketball Courts 20 Outdoor Splash Pads & Cooling Stations 20 Small -Scale Skate Zones 25 Dog Parks 25 Community Gardens 25 Outdoor Fitness Equipment & Playgrounds 15 Trails 20 Parkland Development & Site Works 25 Library Collection Materials and Bookmobile 15 For the purposes of undertaking the asset management impacts, the capital costs have been spread over the forecast period from 2025-2036 (see Table 21). Lifecycle costs for the capital infrastructure have been presented based on a sinking fund basis. The assets have been considered over their estimated useful lives. The resultant total annualized expenditures are anticipated to be $11.43 million once all assets are in place (see Table 22). Note that it is assumed, that asset management requirements will not start until the year after the assets are in place. A summary of the operating and asset management impacts is presented in Table 23, in 2024 values. Watson & Associates Economists Ltd. PAGE 27 Financial Analysis Report Page 330 Table 21 Estimated Timing of Capital Needs for Asset Management Impacts 2024$ Description Arenas Ice Pads Recreation Facilities Project From 2029 Timing 2033 Use Li 50 I 59,062,500 2025 2026I 128 2029 rl I 11,812,500 I 2031M1 11,812,500 1 11,812,500 11,812,500 I I. - - - - 11,812,500 Indoor Aquatic Centre Recreation Facilities 2024 2028 50 29,687,500 5,937,500 5,937,500 5,937,500 5,937,500 - - - - - Multi -Purpose Space / Group Fitness S ac Recreation Facilities 2029 2033 50 5,250,000 - - - - 1,050,000 1,050,000 1,050,000 1,050,000 1,050,000 Indoor Walking Track Recreation Facilities 2029 2033 50 2,250,000 - - 450,000 450,000 450,000 450,000 450,000 Outdoor Rectangular Fields Park development, amenities, and trails 2024 2028 25 4,200,000 840,000 840,000 840,000 840,000 - - - - - Outdoor Rectangular Fields Park development, amenities, and trails 2029 2033 25 3,500,000 - - - - 700,000 700,000 700,000 700,000 700,000 - Outdoor Rectangular Fields Park development, amenities, and trails 2034 2036 25 3,325,000 - - - - - - - - 1,108,333 1,108,333 1,108,333 Ball Diamonds Park development, amenities, and trails 2024 2028 25 1,400,000 280,000 280,000 280,000 280,000 - - - - - - - - Ball Diamonds Park development, amenities, and trails 2029 2033 25 2,400,000 - - - - 480,000 480,000 480,000 480,000 480,000 - - - Ball Diamonds Park development, amenities, and trails 2034 2036 25 2,100,000 - - - - - - - - - 700,000 700,000 700,000 Cricket Fields Park development, amenities, and trails 2024 2028 25 500,000 100,000 100,000 100,000 100,000 - - Outdoor Tennis Courts Park development, amenities, and trails 2024 2028 20 2,160,000 432,000 432,000 432,000 432,000 - - - - - Outdoor Tennis Courts Park development, amenities, and trails 2029 2033 20 1,440,000 - - - - 288,000 288,000 288,000 288,000 288,000 - - - Outdoor Tennis Courts Park development, amenities, and trails 2034 2036 20 480,000 - - - - - - - - 160,000 160,000 160,000 Outdoor Pickleball Courts Park development, amenities, and trails 2024 2028 20 2,100,000 420,000 420,000 420,000 420,000 - - - - - - - Outdoor Pickleball Courts Park development, amenities, and trails 2029 2033 20 600,000 - - - - 120,000 120,000 120,000 120,000 120,000 - - - Outdoor Pickleball Courts Park development, amenities, and trails 2034 2036 20 600,000 - - - - - - - - - 200,000 200,000 200,000 Basketball Courts Park development, amenities, and trails 2024 2028 20 300,000 60,000 60,000 60,000 60,000 - - - - - Basketball Courts Park development, amenities, and trails 2029 2033 20 300,000 - - - - 60,000 60,000 60,000 60,000 60,000 - - - Basketball Courts Park development, amenities, and trails 2034 2036 20 400,000 - - - - - - - - - 133,333 133,333 133,333 Outdoor Splash Pads Park development, amenities, and trails 2024 2028 20 3,000,000 600,000 600,000 600,000 600,000 - - - - - - - - Outdoor Splash Pads Park development, amenities, and trails 2029 2033 20 2,000,000 - - - - 400,000 400,000 400,000 400,000 400,000 - - - Outdoor Splash Pads Park development, amenities, and trails 2034 2036 20 2,000,000 - - - - - 666,667 666,667 666,667 Cooling stations Park development, amenities, and trails 2034 2036 20 700,000 - - - - 233,333 233,333 233,333 Small -Scale Skate Zones Park development, amenities, and trails 2024 2028 25 100,000 20,000 20,000 20,000 20,000 - - - - - - - - Small -Scale Skate Zones Park development, amenities, and trails 2029 2033 25 200,000 - - - - 40,000 40,000 40,000 40,000 40,000 - - Small -Scale Skate Zones Park development, amenities, and trails 2034 2036 25 300,000 - - - - - - - - - 100,000 100,000 100,000 Leash -Free Dog Parks Park development, amenities, and trails 2024 2028 25 140,000 28,000 28,000 28,000 28,000 - - - - Compact Leash -Free Dog Parks Park development, amenities, and trails 2034 2036 25 1 200,000 - - - - - 66,667 66,667 66,667 Community Gardens Park development, amenities, and trails 2034 2036 25 175,000 - - - - - 58,333 58,333 58,333 Outdoor Fitness Equipment Park development, amenities, and trails 2024 2028 15 200,000 40,000 40,000 40,000 40,000 - - - - Outdoor Fitness Equipment Park development, amenities, and trails 2029 2033 15 200,000 - - - - 40,000 40,000 40,000 40,000 40,000 - - - Outdoor Fitness Equipment Park development, amenities, and trails 2034 2036 15 400,000 - - - - - - - 133,333 133,333 133,333 Playgrounds Park development, amenities, and trails 2024 2028 15 4,000,000 800,000 800,000 800,000 800,000 - - - - - - - - Playgrounds Park development, amenities, and trails 2029 2033 15 4,000,000 - - - - 800,000 800,000 800,000 800,000 800,000 - - - Playgrounds Park development, amenities, and trails 2034 2036 15 4,000,000 - - - - - - - - - 1,333,333 1,333,333 1,333,333 Trail development Park development, amenities, and trails 2024 2028 20 6,000,000 1,200,000 1,200,000 1,200,000 1,200,000 - - - - - - - - Trail development Park development, amenities, and trails 2029 2033 20 7,500,000 - - - 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 - Trail development Park development, amenities, and trails 2034 2036 20 4,500,000 - - - - - - - - - 1,500,000 1,500,000 1,500,000 Cost for facility enhancements to communit Recreation Facilities 2024 2028 50 600,000 120,000 120,000 120,000 120,000 - - - - - - - - Cost forfacili enhancements to communit Recreation Facilities 2029 2033 50 750,000 - - - - 150,000 150,000 150,000 150,000 150,000 - - Cost forfacili enhancements to communit Recreation Facilities 2034 2036 50 450,000 - - - - - - - - - 150,000 150,000 150,000 Parkland Development Park development, amenities, and trails 2024 2028 25 61,310,000 12,262,000 12,262,000 12,262,000 12,262,000 - - - - - - - - Parkland Development Park development, amenities, and trails 2029 2033 25 61,310,000 - - - 12,262,000 12,262,000 12,262,000 12,262,000 12,262,000 - - - Parkland Development Park development, amenities, and trails 2034 2036 25 36,780,000 - - - - - - 12,260,000 12,260,000 12,260,000 Library Library Space Library facilities 2029 2033 50 37,750,000 7,550,000 7,550,000 7,550,000 7,550,000 7,550,000 - - Library Space Library facilities 2034 2036 50 2,625,000 - - - - - 875,000 875,000 875,000 Cost to establish bookmobile Library vehicles 2024 2028 15 150,000 30,000 30,000 30,000 30,000 - Provision for Additional Collection Materials Library materials 2024 1 2028 15 50,000 10,000 1 10,000 10,000 10,000 - ProvisionforAdditionalCollectionMaterials Library materials 2029 1 2033 15 5,800,000 1,160,000 1,160,000 1,160,000 1 1,160,000 1,160,000 1 - Provision for Additional Collection Materials Library materials 2034 2036 15 400,000 - - 133,333 133,333 133,333 Total Capital Expenditures $369,645,000 $23,179,5001 $23,179,5001 $23,179,5001 $23,179,500 $38,862,500 $38,862,500 $38,862,5001 $38,862,5001 $38,862,5001 $19,811,6651 $19,811,6651 $19,811,665 Watson & Associates Economists Ltd. PAGE 28 Financial Analysis Report Page 331 Table 22 Asset Management Impacts 2024$ (IndependentLifecycle Analysis .. Lifec cle Contributions Incremental Inflated Forecast Arenas Ice Pads - - - - 612,264 612,264 612,264 612,264 612,264 - 3,061,320 Indoor Aquatic Centre 307,752 307,752 307,752 307,752 - - - - - - 1,231,008 Multi -Purpose Space / Group Fitness Space - - - - 54,423 54,423 54,423 54,423 54,423 - 272,115 Indoor Walking Track - - - - 23,324 23,324 23,324 23,324 23,324 - 116,620 Outdoor Rectangular Fields 54,910 54,910 54,910 54,910 - - - - - - 219,640 Outdoor Rectangular Fields - - - - 45,758 45,758 45,758 45,758 45,758 - 228,790 Outdoor Rectangular Fields - - - - - - - - - 72,450 72,450 144,900 Ball Diamonds 18,303 18,303 18,303 18,303 - - - - - - - 73,212 Ball Diamonds - - - - 31,377 31,377 31,377 31,377 31,377 - - 156,885 Ball Diamonds - - - - - - - - - 45,758 45,758 91,516 Cricket Fields 6,537 6,537 6,537 6,537 - - - - 26,148 Outdoor Tennis Courts 32,112 32,112 32,112 32,112 - - - - - - 128,448 Outdoor Tennis Courts - - - - 1 21,408 21,408 21,408 21,408 21,408 - - 107,040 Outdoor Tennis Courts - - - - - - - - - 11,893 11,893 23,786 Outdoor Pickleball Courts 31,220 31,220 31,220 31,220 - - - - - - - 124,880 Outdoor Pickleball Courts - - - - 8,920 8,920 8,920 8,920 8,920 - - 44,600 Outdoor Pickleball Courts - - - - - - - - - 14,867 14,867 29,734 Basketball Courts 4,460 4,460 4,460 4,460 - - - - - - - 17,840 Basketball Courts - - - - 4,460 4,460 4,460 4,460 4,460 - - 22,300 Basketball Courts - - - - - - - - - 9,911 9,911 19,822 Outdoor Splash Pads 44,600 44,600 44,600 44,600 - - - - - - - 178,400 Outdoor Splash Pads - - - - 29,733 29,733 29,733 29,733 29,733 - - 148,665 Outdoor Splash Pads - - - - - - - 49,556 49,556 99,112 Cooling stations - - - - - - 17,344 17,344 34,688 Small -Scale Skate Zones 1,307 1,307 1,307 1,307 - - - - - - - 5,228 Small -Scale Skate Zones - - - - 2,615 2,615 2,615 2,615 2,615 - - 13,075 Small -Scale Skate Zones - - - - - - - - - 6,537 6,537 13,074 Leash -Free Dog Parks 1,830 1,830 1,830 1,830 - - - - 7,320 Compact Leash -Free Dog Parks - - - - - - 4,358 4,358 8,716 Community Gardens - - - - - - 3,813 3,813 7,626 Outdoor Fitness Equipment 3,604 3,604 3,604 3,604 - - - - - - - 14,416 Outdoor Fitness Equipment - - - - 3,604 3,604 3,604 3,604 3,604 - - 18,020 Outdoor Fitness Equipment - - - - - - - - - 12,012 12,012 24,024 Playgrounds 72,072 72,072 72,072 72,072 - - - - - - - 288,288 Pla rounds - - - - 72,072 72,072 72,072 72,072 72,072 - - 360,360 Playgrounds - - - - - - - - - 120,120 120,120 240,240 Trail development 89,200 89,200 89,200 89,200 - - - - - - - 356,800 Trail development - - - - 111,500 111,500 111,500 111,500 111,500 - - 557,500 Trail development - - - - - - - - - 111,500 111,500 223,000 Cost for facility enhancements to community halls 6,220 6,220 6,220 6,220 - - - - - - - 24,880 Cost for facility enhancements to community halls - - - - 7,775 7,775 7,775 7,775 7,775 - - 38,875 Cost for facility enhancements to community halls - - - - - - - 7,775 7,775 15,550 Library Library Space - - 391,330 391,330 391,330 391,330 391,330 - - 1,956,650 Library Space - - - - - - - - - 45,353 45,353 90,706 Cost to establish bookmobile 2,703 2,703 2,703 2,703 - - - - 10,812 Provision for Additional Collection Materials 901 901 901 901 - - - - - 3,604 Provision for Additional Collection Materials - - - - 104,505 104,505 104,505 104,505 104,505 - - 522,525 Provision for Additional Collection Materials - - - - - - - - - 12,612 12,012 24,024 Total Lifecycle Contributions - $677,731 $677,731 $677,731 $677,731 $1,525,068 $1,525,068 $1,525,068 $1,525,068 $1,52590681 $545,2591 $545,259 $119426,782 Watson & Associates Economists Ltd. PAGE 29 Financial Analysis Report Page 332 Table 23 Summary of Operating Impacts and Asset Management Impacts 2024$ SERVICE 1. Parks and Recreation Services INCREMENTAL ANNUAL GROSS COST EXPENDITURES LIFECYCLE ANNUAL OPERATING EXPENDITURES TOTAL ANNUAL EXPENDITURES 1.1 Park development, amenities, and trails 65,420,000 4,058,093 2,366,898 6,424,991 1.2 Recreation Facilities* 98,050,000 4,760,368 8,850,074 13,610,442 2. Library Services 2.1 Library facilities 40,375,000 2,047,356 2,841,486 4,888,842 2.2 Library materials 6,250,000 550,153 - 550,153 2.3 Library vehicles 150,000 10,812 50,000 60,812 Total $210,245,000 $11,426,782 $14,108,458 $25,535,240 * Based on 2022 F.I.R., inflated to 2024$ It is noted, that as capital assets are schedule for completion, the Municipality should identify the operating expenditures and asset management impacts and adjust annual budgets, as required. As noted in section 3.4, the Master Plan does not include a review or update to the Municipality's user fees. A user fee review is not typically undertaken as part of a Master Plan. However, as new capital infrastructure is completed and becomes available for programming, rentals, etc., the Municipality should review their user fees to ensure that operating expenditures can be offset by fees from those that will be using the facilities and programmable amenities, to the extent possible. This will reduce the need to offset the operating costs with property tax revenues. 5.2 Studies It is anticipated that studies will be undertaken either in-house by existing staff or external consultants with the oversight of existing staff, and therefore, additional operating impacts have not been assessed. Further, as studies are not a tangible capital asset, they are not considered through asset management plan requirements. Watson & Associates Economists Ltd. PAGE 30 Financial Analysis Report Page 333 6. Observations and Recommendations 6.1 Parkland Observations and Recommendations Due to the shortfall in the amount of parkland that the Planning Act provisions will provide the Municipality, it is recommended that P.I.L. of parkland revenues not be used for indoor recreation facilities, as the cost of land can be recovered through D.C.s for these facilities, to ensure the parkland is available to develop parks and outdoor recreation needs. It is also recommended that the Municipality invest in land purchases in strategic locations, potentially just outside the current urban boundaries and/or in hamlets, sooner than later, when vacant lands become available for sale at lower costs (i.e., at unserviced land values and/or agricultural land values). Otherwise, investing the funds in the special parkland fund should follow the investment practices of the Municipality. However, due to the requirements of the Planning Act, (i.e., spending or allocating a minimum of 60% of the opening reserve fund balance each year to eligible capital projects), long-term investment opportunities may be limited. The Municipality should confirm through future D.C. study processes, the amount and costs of park development and associated amenities, which may be in excess of historical service standard ceilings (i.e., a required test imposed by the D.C.A.), and ensure that infrastructure is being emplaced in time to keep pace with growth. This will mitigate further restrictions in future D.C. studies based on limitations in the D.C.A. and ensure that current services levels are maintained over the forecast period. It is recommended that the Municipality consider recovering costs for additional parkland acquisition through a C.B.C. strategy. The Municipality's current Parkland By-law 2023-042 already allows the Municipality to recover the maximum amount of land allowable under the Planning Act provisions. However, there have been changes to the Planning Act that override the current by-law, requiring the Municipality to exclude the portion of lands associated with affordable and attainable residential units from the calculations of parkland requirements. Additionally, amount of land that can be achieved has been capped for properties based on the size, that the Municipality must adhere to. Therefore, it is recommended that the Parkland by-law be revised through an amending by-law. Watson & Associates Economists Ltd. PAGE 31 Financial Analysis Report Page 334 6.2 Other Observations and Recommendations It is recommended that the Municipality: • maximize all other funding sources available for recovery of capital and operating expenses, and utilize property taxes for costs that cannot be recovered through other tools; • update their D.C. rates to embrace the capital needs identified through the Master Plan, where applicable; • consider parks, recreation, and cultural needs through a C.B.C. strategy; • seek out lands to purchase for parkland purposes, at reasonable prices, when available; • annually, track actual growth and, at budget time, adjust the timing of projects to ensure capital infrastructure is being provided to meet the growth needs; • consider entering into agreements (i.e., front -ending agreements) with developing landowners to fully develop smaller parks, such as parkettes and urban squares, and/or neighbourhood parks, when they are developing subdivisions; and • utilizing all available funding tools for recovery of capital costs, to the greatest extent possible, to assist in implementing the Master Plan. Watson & Associates Economists Ltd. PAGE 32 Financial Analysis Report Page 335 IM South Bowmanv -47 At i4: 7t ille e c re a'i o n Centre Update ~ y;r 6 41. Se "t m b -e- -r- 16 2024 Special General Government Committee Meeting Cl�rington Future Site of the 6: .. ■"':'tom South BowmanVMlle Recreation Centre Enhancing our Community - jects aafingon www.clarington.net/SouthBowmanvilleRec o IF FA PP �. `,� r�, �. :4c .' —r_�.=::v.', t- lay l�.'ti Gain. 4 x "� _ _ t` - �'pi?$ i,- , _ _�q� .7c, as : ga `'_ - >r 6 !�kg�.. ��� 'S '•q,; -�'-?,�*?rya, r' ti: ��.i; -��� Via`". - L t7W.w7�,-� iC�- �.=-J 1.'���` ; '� �~ + ` •fit. �� ;� - � y IF r - - f � r4i4- pp 4 1!F ,t.. 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P.P. ✓ 1d ,� ''�✓ - i Clar*wu Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: Special General Government Committee Date of Meeting: September 16, 2024 Report Number: PUB-011-24 Authored by: George Acorn, Director of Community Services, Public Services Submitted By: Lee -Ann Reck, Deputy CAO, Public Services Reviewed By: Mary -Anne Dempster, CAO By-law Number: Resolution Number: File Number: Report Subject: South Bowmanville Recreation Centre Aquatic Facility Expansion Recommendations: 1. That Report PUB-011-24, and any related delegations or communication items, be received; 2. That the proposed project budget of $37,050,000 be approved; 3. That the project be financed through debenture and that the Deputy CAO/Treasurer be authorized to split the debenture into phases at their discretion and in consultation with the Region of Durham; 4. That Council support staff in applying for the Provincial Funding opportunity under the Community Sport and Recreation Infrastructure Fund (CSRIF) to offset construction costs; 5. That Council authorize the CAO to negotiate an additional fee with MJMA Architecture & Design (MJMA), to reflect the change in scope for design services to add the aquatic facility; 6. That Council authorize the CAO to negotiate an additional fee with Colliers Project Leaders, to reflect the change in scope for project management services to add the aquatic facility; and 7. That all interested parties listed in Report PUB-011-24, and any delegations be advised of Council's decision. Page 350 Municipality of Clarington Report PUB-011-24 Report Overview Page 2 This report seeks approval for the design and construction of an aquatic facility as part of the ongoing Phase I South Bowmanville Recreation Centre (SBRC) project. This initiative stems from a key indoor recreation recommendation in the Parks, Recreation, and Culture Master Plan (PRCMP). Adding an indoor swimming pool at this stage underscores Council's dedication to meeting Clarington's expanding recreation and leisure needs. As highlighted in the PRCMP, "The strength of parks, recreation, and cultural services is crucial to the community's success and wellbeing." Approval of this project would enable staff to retain the professional services for architecture, engineering, and project management currently engaged for the South Bowmanville project. By negotiating change of scope fees, the Municipality can more effectively manage the soft costs and timelines associated with constructing the aquatic facility. 1. Background 1.1 At the October 15, 2019, General Government Committee meeting Report CSD-009-19 was presented. This report proposed the design/construction of the South Bowmanville Recreation Centre be referred to the 2020 Budget report for consideration. The original concept included a twin -pad arena; double gymnasium; indoor walking track; multi- purpose rooms; community services administration offices; and a branch library. The estimated project budget, at that time was $48M. 1.2 Following discussion during the 2020 budget deliberations, with no approval, Council requested subsequent staff reports considering alternate facility programs and locations, as well as investigation of public -private partnership opportunities. 1.3 At the January 31, 2022, Special General Government Committee meeting, a revised SBRC project was approved for $65.1 M. The facility was planned to consist of a twin pad arena, swimming pool, and associated administrative space. In June of that year an initial debenture of $20M was issued, and staff initiated the project development processes. 1.4 During the early planning stages of the project, the impact of the pandemic on the construction market resulted in cost estimate escalations and ongoing uncertainty. Additionally, the completion of the PRCMP, approved in the 2023 budget, would better inform the current and future recreation needs of the community. 1.5 As a result, Report CAO-006-23 was presented at the February 26, 2023, Joint Committee meeting, recommending a pause to the SBRC project, expediting of the PRCMP, and consideration for outdoor refrigerated skating rinks in Courtice, Newcastle, and in Bowmanville as part of the SBRC project. Page 351 1.6 At the September 25, 2023, Council meeting Report FSD-035-23 was presented. The report provided Council four (4) facility program options for South Bowmanville. Option #4 proposed a project to include a gymnasium; multi -purpose rooms; refrigerated outdoor skating rink; and an air -supported sport dome with perimeter walking track. The cost was estimated at $64.8M, which was within the previously approved $65.1 M, to be financed through the existing debenture. 1.7 Arising from discussion of this report, Resolution #C-122-23 included direction to proceed with Option #4 and was amended (#C-123-23) to include the following: "That, following the consideration of the Recreation Master Plan, Council consider other options, including, but not limited to, aquatic and ice pads" 1.8 Subsequently, the services of MJMA, for design and engineering, and Colliers Project Leaders, for project management, were retained. A municipal staff project team was assembled and work on the new facility development began. 2. SBRC Phase I Project Status 2.1 Following is a summary of the status of the project and scheduled future milestone dates: Completion of FBP and Concept Design: MJMA finished the Functional Building Program (FBP) and Concept Design Plan earlier this summer. Schematic Design Phase: The Schematic Design Phase was completed at the end of August. Design Development Phase: Work in this phase has commenced and will include finalizing details for all interior spaces, receiving a Class B project costing report, and preparing preliminary building permit drawings for submission during the construction documents phase. This Phase is scheduled for completion mid October Construction Documents Phase: The preparation of tender drawing and specifications is scheduled to commence mid October and be completed mid February 2025. Construction Procurement Phase: The construction tender and award phase is scheduled for Mid February to Mid April 2025. Construction Phase: The project construction period is scheduled to commence mid April 2025, with construction completion for August 2026. 2.2 The addition of the aquatic facility will need to effectively be phased in, without impacting the July 2026 completion date for the initial phase of construction. Following successful fee negotiation with MJMA and Colliers, the project team will develop a detailed plan to achieve this objective. Page 352 3. Parks, Recreation & Culture Master Plan 3.1 The 2023 budget approved funding for completing Clarington's PRCMP. The Master Plan will provide Council and staff a guide to base decisions on recreation and leisure requirements through 2036 when Clarington is expected to reach 162,640 residents. This is a growth of 60% compared to the 2021 Census population of 101,427. Existing and projected population projections, utilization and participation data, facility provision levels and trends, and community consultations will form the foundation of the Master Plan. 3.2 Following the award of this contract to Monteith Brown Planning Consultants (MBPC), a staff working group, led by a steering committee, worked with the consultants on completing the various phases of this project. One of the deliverables in the report was to provide recommendations on future indoor recreation development, that would effectively satisfy the recreation, and leisure needs of this growing community. 3.3 One of the recommendations included in the PRCMP, specifically related to the current project at SBRC is to: Explore the feasibility of constructing an indoor aquatic centre concurrently with the first phase of the South Bowmanville Recreation Centre, which should be designed to support both community programming and competitions (although this should not delay the current process)... 3.4 Recreation and leisure facilities, programs, and services suffered drastically, with provincially mandated closures, during the COVID-19 pandemic. Where permitted to do so, Clarington developed safe and effective processes to offer facilities and services to our residents. This contrasted with many municipalities who simply closed their doors until permanent re -opening direction was provided by the Province. 3.5 This approach allowed for a faster return to a business -as -usual which resulted in recreation programs and activities, including swimming lesson participation, return to pre -pandemic levels. This trend has continued with demand in many areas exceeding those pre -pandemic participation numbers. 3.6 The current demand for aquatic programs will continue to increase, given the population growth projections over the planning period of this master plan. With limited capacity to grow within existing facilities, the potential to return to long waitlists for swimming lessons is a real possibility. 3.7 As highlighted in the findings of the PRCMP, any analysis of the ratio of swimming pools to population needs to take into consideration the limitations at the Alan Strike Aquatic and Squash Centre. Originally constructed in 1982, a major renovation completed in 2014 planned to extend the useful life of the facility for 10-15 years. While the facility remains in sound condition, the limitations remain and the breadth of programs and activities possible do not match either the Courtice Community Complex or Diane Hamre Recreation Complex for aquatic programming. Page 353 3.8 The provincial government announced on August 19, 2024, that applications for the CSRIF will be accepted ongoing until all $200 million in funding has been awarded. Intake for the funding is now open. Given the recommendations forthcoming in the PRCMP and the introduction of the funding, staff are recommending moving forward with endorsement for the addition of the aquatic facility from Council so we are positioned to apply for funding. If successful, the Municipality could be eligible for up to $10 million in funding, with projects requiring completion by March 31, 2027. 4. Proposed Facility Program 4.1 The proposed aquatic facility will consist of a 25 metre 6 or 8 lane main pool, a teaching pool, therapy pool, universal changerooms, large viewing area, staff change facilities, lifeguard and staff spaces, and large on -deck storage. The facility will be designed with good accessibility to pool tanks and dedicated accessible change facilities will be provided. 4.2 The design of the main pool will consider the needs for lane and public swimming, swimming lessons, and aquafit classes. 4.3 The facility will also provide multi -purpose space, near the pool, to accommodate aquatic leadership programming, sessional aquatic staff training, and other activities. 4.4 The increased traffic within the facility, will require expanded common area spaces, which has been accounted for in the proposed project budget. 5. Financial Considerations Capital Budget and Financing 5.1 The table below provides the estimated costs for the capital component of the SBRC aquatic facility and multi -purpose space: SBRC Aquatic Facility — Estimated Capital Costs $29,750,000 500,000 3,025,000 3,025,000 750,000 $37,050,000 Page 354 5.3 The construction cost estimates are based on the cost per square foot assumptions provided in the Parks, Recreation, and Culture Master Plan. Construction for the aquatic centre portion is estimated at $950 per square foot, with an overall size estimate of 25,000 square feet. The multi -purpose space is estimated to be approximately 10,000 square feet, at a cost of $600 per square foot. 5.4 Financing this project would require an additional debenture, like the financing structure of the current phase of the SBRC. The duration of the debenture is anticipated to be twenty years, with the timing and structure to be determined at the discretion of the Deputy CAO/ Treasurer. 5.5 Based on the estimated timing of the project, a portion of the debenture (50 per cent) would likely be obtained in the fall of 2026, with debt servicing payments beginning in 2027. The remaining portion (50 per cent) would be obtained in the fall of 2027, with payments beginning in 2028. Economic conditions will be monitored in advance to determine the optimal structure and timing of the debenture, with consideration given to the current and forecasted interest rate environment at the time of issuance. Financing Strategy and Debt Implications 5.6 The Bank of Canada recently lowered its policy rate to 4.25 per cent at its September 2024 meeting. It's anticipated that two more 25 basis point reductions will occur before the end of the year, bringing the policy rate down to 3.75 per cent by the end of 2024. Current forecasts assume the policy rate to be reduced to 3.00 per cent by the end of 2025. 5.7 Beyond 2025, it's anticipated that the Bank of Canada policy rate will settle at its neutral rate. The neutral interest rate represents a target rate that is neither stimulative nor restrictive and is intended to keep the economy operating at a steady state. The most recent estimate from the Bank of Canada has the neutral rate of interest in the range of 2.25 to 3.25 per cent. 5.8 Given the above, staff estimate an average debenture interest rate of 3 per cent in 2026 and beyond. Page 355 5.9 The table below provides an estimate of the annual debt servicing costs, along with the estimated total cost of the debenture (principal and interest). The table assumes a twenty-year debenture with an average annual interest rate of 3.00 per cent. The table also assumes that the debenture would be split over a two-year period. SBRC Aquatic Facility — Estimated Principal and Interest 5.10 Like the current phase of the SBRC, the debt servicing costs associated with the aquatic facility and multi -use space would be partially recoverable through development charges. The Municipality is currently in the process of updating its Development Charge (DC) Background Study and By-law. The share of debt servicing costs recoverable through DC's will be determined through the DC study and by-law update. 5.11 The current phase of the SBRC has been included in past DC studies and includes a DC recoverable growth portion of 70 per cent. Assuming the 70 per cent growth share is also applied to the new aquatic facility phase, the table below provides an estimate of the financing sources for the annual debt servicing costs. This represents a preliminary estimate as the actual share attributable to growth will be determined through the DC study update. SBRC Aquatic Facility — Estimated Debt Servicing Growth Shares Estimated Growth Share1 Debenture Year of Estimated nr Growth Non -Growth Amount Issuance Annual Payment (70%) (30%)=� 111 1 . 111 11 11 1 18,525,000 12027 1 1,245,0001 871,500 1 373,5001 $1,743,000 1 $747,000 5.12 The estimated growth share of the total annual debt servicing costs related to the SBRC aquatic facility is approximately $1.7 million. This amount would be eligible for DC Parks and Rec Services Reserve Fund funding. 5.13 The total estimated non -growth share of $747,000 would need to be funded through non -DC sources. This portion of the debt servicing cost will be included in the operating budget and must be funded through tax levy or reserve fund transfers. Page 356 Parks and Recreation Services Debentures 5.14 The debenture for the SBRC aquatic facility would add to the debentures already approved for Parks and Rec services. The table below provides the projects that have already been approved for debenture financing and are being funded wholly, or in part, from the DC Parks and Rec Services Reserve Fund. Parks and Recreation Services Debentures Debenture � SBRC - Current Phase (1 of 3) '� Year Est. Interest '� Est. Total Cost '�30,930,000 LNewcastle Park Outdoor Skating Rinks 12,035,000 SBRC - Current Phase (2 of 3) 20,176,000 60,176,000 SBRC - Current Phase (3 of 3) 7,036,000 BRC - Aquatic Phase (1 of 2) 18,525,000• 0 BRC - Aquatic Phase (2 of 2) 903 1111111 $164,823,000 5.15 The debenture for the current phase of the SBRC ($65 million) was approved in 2022 and was split into multiple debentures. The debentures in 2024 and beyond have not yet been obtained; therefore, the total estimated costs represent a staff estimate based on an interest rate assumption. The Region will issue the debenture for 2024 projects in late September, after which staff will have the final debt schedules and total debenture costs. Page 357 5.16 The table below provides the estimated annual debt servicing costs associated with the Parks and Rec Services debentures. The table also provides the amount of the total debt servicing costs that are attributed to growth (i.e., financed through the DC Parks and Rec Services Reserve Fund) and the costs that are not attributable to growth (i.e., non -DC financed). As mentioned, any non -growth share will be included in the annual operating budget and will be funded through either tax levy or reserve fund transfers. Estimated Debt Servicing Costs — Parks and Rec Services 202� SBRC - Current Phase (1 of 3) $1,508,000', $1,516,000 Newcastle Park Outdoor Skating Rinks SBRC -Current Phase (2 of 3) ��• ��� ��• ��� ��• ��� ��• ��� SBRC - Current Phase (3 of 3 SBRC - Aquatic Phase (1 of 2 SBRC - Aquatic Phase (2 of 2) Total �� ��� ,. •. ii0 $8,211,000 Funding Source Parks and Rec DC MENEL-7 ',4000 $5,129,000 Non -DC $1,355,000 5.17 The 2024 year-end balance in the DC Parks and Rec Services Reserve Fund is currently estimated at approximately $1.6 million. Although debt servicing costs exceed the current unallocated balance, future cash flows into the DC Reserve Fund should work to offset the shortfall. If cash flows are insufficient to cover the shortfall, the Municipality will need to short-term borrow from other Reserve Funds. 5.18 The Parks, Recreation, and Culture Master Plan has forecasted extensive growth in the Municipality over the next ten years. If growth materializes according to the forecast, DC cash flow will be sufficient to cover the debt servicing costs. However, if growth is slower than forecast, it may cause DC cash flow issues. Page 358 5.19 The table below provides a high-level estimate of anticipated DC revenue for Parks and Recreation Services, based on the assumption that future building permit activity is more in line with historical trends. The table provides an estimated remaining balance after accounting for the debt servicing costs identified above. The remaining balance represents an estimate of the remaining funds available to be used for other projects beyond debt servicing (i.e.: Parks, Rec, and Culture Master Plan). Estimated DC Receipts — Parks and Rec Services Annual Repayment Limit 5.20 The Municipality's debt servicing costs are restricted by the Municipal Act 2001 to an Annual Repayment Limit (ARL), which is calculated based on 25 per cent of the Municipality's own source revenue. The current ARL is $24,052,600. The Municipality's annual debt servicing costs, regardless of the funding source (ie. Development charges or tax support), can not exceed this ARL. 5.21 The chart below provides a forecast for the ARL and debt servicing costs for the next five years. The estimate is based on all existing debt servicing obligations, with the addition of the new debentures outlined above. Estimated Annual Repayment Limit and Debt Servicing Costs $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 2024 2025 2026 2027 2028 2029 ■ Est. Debt Servicing ■ ARL Limit Page 359 Operating Budget and Financing 5.22 The following preliminary operating revenue/expenditure summaries have been provided for the addition of an aquatic facility to the SBRC project: SBRC Aquatic Facility — Estimated Operating Budget Impact $20,000 616,900 33,000 75,000 $744,900 $493,100 678,600 85,000 211,000 113,500 $1,581,200 $836,300 $747,000 $1,583,300 5.23 The above amounts have been annualized and reflected in 2026 numbers. If approved, the preliminary operating budget will be updated for the 2026 budget submission. 6. Strategic Plan This report aligns with Clarington's Strategic Plan 2024-26 in the following areas: C.4.1: Promote and support local art, culture, and heritage sectors through implementation of the Parks, Recreation and Culture Master Plan. C.4.2: Begin construction of a new multi -use recreation facility and complete design and begin construction of the South Bowmanville Recreation Centre. Page 360 7. Climate Change The aquatic facility will be designed in accordance with the Municipality's Sustainable and Resilient Design Guideline, focusing on both mitigating and adapting to the impacts of climate change. To reduce its environmental footprint, the facility will be designed to incorporate energy -efficient systems to reduce emissions and conserve resources. Further, by incorporating the design measures included in the Sustainable and Resilient Design Guideline, the facility will be better equipped to handle future climate risks, aligning with the corporation's goals for sustainable and resilient infrastructure. 8. Concurrence This report has been reviewed by the Deputy CAO/Treasurer who concurs with the recommendations. 9. Conclusion It is respectfully recommended that Council approve the recommendations in this report allowing staff to take the steps necessary to facilitate the addition of an aquatic facility into the ongoing SBRC project. Staff Contact: George Acorn, Director, Community Services, 905-623-3379 x2502 or gacorn@clarington.net. Attachments: Not Applicable Interested Parties: There are no interested parties to be notified of Council's decision. Page 361 JURY LANDS FOUNDATION FEDERAL LEGACY FUND UPDATE SEPTEMBER 16, 2024 General Government Committee MUNICIPALITY OF CLARINGTON Page 362 JURY LANDS -Fourvonnorv- Resolution #PD-046-24 Moved by Councillor Traill Seconded by Councillor Woo That the Delegation by Marilyn Morawetz, Chair, Jury Lands Foundation, and Jeremy Freiburger, Lead Consultant, Cobalt Connects, regarding Jury Lands Cafeteria Update, be received; That the Jury Lands Foundation request for $500,000 in provisional funding be approved; That Staff work with the Jury Lands Foundation to ratify a Capital Facilities Partnership Agreement in advance of the Legacy Grant Funding Agreement deadline; and That the Jury Lands Foundation, submit the application to Council, prior to submitting to the Federal Government for the Legacy Grant Funding. Page 363 ,WkIn JURY LANDS JURY LANDS FOUNDATION &SITE PROGRESS Ontario Trillium Foundation SEED Application submitted $80,000 Working group established on Community Market Gardens Municipal staff engaged in site clearing, tree removal, etc. Outreach to School Survivor Group Outreach to Alderville First Nation Continued communication with local partners JLF Strategic Planning Session to create foundations of Capital Campaign Page 364 JURY LANDS - FOUNDATION - CAPITAL FACILITIES PARTNERSHIP AGREEMENT Based on staff's recommendation a lease was preferred over the CFPA Staff prepared a lease for review Staff and Jury Lands Foundation Board met to review lease and consider amendments Staff and JLF are committed to resolving lease issues prior to grant submission as a minimum 10-year lease is a mandatory element of the Federal Legacy Grant Page 365 JURY LANDS - FOUNDATION - PRIMARY LEASE ISSUES "Non Exclusivity" Clause 60-Day Termination Clause Road Access commitment Inclusion of intention to create a fulsome CFPA Page 366 JURY LANDS -FOUNDATION - FEDERAL LEGACY FUND GRANT ELEMENTS As the grant is focused on Cafeteria building rehabilitation detailed budgets, prepared by a third party are required in order to effectively write the application. Jury Lands Foundation only received a cost estimate by GBCA on August 30th. The figures are very high-level and not yet based on a qualified engineers inspection. Current estimates for the stabilization are $2.1 M plus the costs of environmental remediation Conservative estimates would put the full stabilization plan at $3M Page 367 JURY LANDS -FOUNDATION - PROPOSED PHASED MODEL Phase One 2024 to 2026 $3M Budget Stabilization of Cafeteria Building Establishing grounds as active site Exterior community programming Road Access & Site Power / Water Seek and confirm Provincial support beyond OTF $1 M via Federal Legacy Fund $2M via Jury Lands Foundation Capital Campaign (grants, in -kind, donations, sponsors) Page 368 JURY LANDS Nr.1110to]AIus] ,0 PROPOSED PHASED MODEL Future Phases Jury Lands Foundation continues community outreach and onsite activations Establish interior renovation plan Establish full rehabilitation budget Develop business case for rehabilitation & operation Seek funding / financing to execute plan Page 369 JURY LANDS VITAL NEXT STEPS Municipality to approve phased approach as focus for Federal Legacy Fund with 80% of funds going towards the costs of stabiliation, and 20% directed to site improvement. Municipality to complete lease process with JLF by September 20th Municipality to instruct GBCA to provide as accurate an estimate as possible by September 20th JLF & Cobalt Connects to write formal Federal Legacy Fund application by September 23th Staff to review and return comments by September 25th Municipality to provide letter of support for grant application Submit Federal Legacy Grant application no later than October 1, 2024 Page 370 4mro JURY LANDS THANKYOU Page 371 Clarftwn Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: Special General Government Committee Date of Meeting: September 16, 2024 Report Number: PUB-012-24 Authored by: Sylvia Jennings, Planner II, Planning and Infrastructure Services Submitted By: Lee -Ann Reck, Deputy CAO, Public Services Reviewed By: Mary -Anne Dempster, CAO By-law Number: Resolution Number: File Number: Report Subject: Camp 30 Cafeteria Building and Jury Lands Foundation Grant Application Recommendation: 1. That Report PUB-012-24, and any related delegations or communication items, be received for information. 2. That Council endorse, in principle, the Jury Lands Foundation's Legacy Grant application and direct Jury Lands Foundation to provide the completed Legacy Fund application for review for the September 23 Council meeting. 3. That the Deputy CAO/Solicitor is authorized to execute a ten-year lease with the Jury Lands Foundation for the portion of the Camp 30 property owned by the Municipality, with the form and content substantially in accordance with the draft document provided to the Jury Lands Foundation on August 16, 2024. 4. That Council consider the financial investment required to stabilize the cafeteria building as part of future plans for the Jury Lands; and any decision be deferred to October 28, 2024, Council Meeting, alongside the Parks, Recreation, and Culture Master Plan (PRCMP). 5. That all interested parties listed in Report PUB-012-24, and any delegations, be advised of Council's decision. Page 372 Municipality of Clarington Report PUB-012-24 Report Overview Page 2 This report provides an update on the cafeteria building on the Camp 30 site that was transferred into Municipal ownership in December 2021. This report describes the work being done by Municipal Staff and the Jury Lands Foundation to determine a future vision for this property. It outlines the current progress on the Stabilization Plan and fundraising efforts that would be required to support the future revitalization. Also outlined are requests from the Jury Lands Foundations that would allow them to be eligible for various grants at the federal and provincial level, including a ten-year lease. 1. Background 1.1 The Camp 30 site, also known as the Jury Lands, at 2020 Lambs Rd is recognized as a nationally, provincially and locally significant architectural and historical site. It contains six historically designated buildings surrounding a ring road. A detailed overview of the site's heritage designation and significance is available in Staff Report PDS-052-23. 1.2 The Jury Lands Foundation (JLF) was formed in 2013 after Camp 30 was designated a national historic site. It is a charitable non-profit whose mandate is to rejuvenate the site and support its adaptive reuse. A Memorandum of Understanding was established between the Municipality and JLF in 2017 that outlined each parties' respective responsibilities. 1.3 The Camp 30 site and surrounding lands are designated Special Policy Area F in the Clarington Official Plan. In 2021, Council adopted Official Plan Amendment 121 which created a Block Master Plan for the area (See Figure 1; Staff Report PDS-044-21). This established a proposed long-term vision for the heritage buildings and a land use plan for development on the surrounding lands. The plan was created in collaboration with the landowners and was based on the understanding that lands containing five of the six heritage buildings would be transferred to the Municipality to create a Municipal Wide Park. Page 373 Municipality of Clarington Report PUB-012-24 Page 3 C'gAtq BAN BLOCK MASTER PLAN PAC/��C SPECIAL POLICY 4/Z AREA F A n� S • LEGEND 81. <M®br N. B—dn y Low NMCYRe &34l pietBYY 1A storeys) WOW DBi dy R,nWr"-HBttt99B IHeipp 24 $Wo Ysl ® Medium Demdy Rospe,"-LacW C—d,, E _ wH ,qm 38 stomyst HIT NmiyRe dwsaYM-d use Lacai Comaar IHeigryt 5$ Slomys) •••�' ® Mrnme wcl Ran* %.Y F[w--46 Rrd I —Area ��•, • ,x�• �� ��� Q. � SlarnwrderFaahly i •j' ••' • 0 © H-U,;. Buibep fir_ •• H \ 1/1 ♦**—F:.ae*—Andityde Ra An q •��� :r ?r `J .2:••• .,i _ Promvwnt lnwssdwn o *T QP CONCESSION STREET EAST Figure 1: Block Master Plan for Special Policy Area F 1.4 In December 2021, the Municipality of Clarington took possession of the cafeteria building and two acres of surrounding lands (Figure 2). The remainder of the site Page 374 Municipality of Clarington Report PUB-012-24 Page 4 continues to be owned by Lambs Road School Property Ltd. In 2022. The Municipality undertook an initial structural assessment of the building. It was found that the building showed severe deterioration, and emergency stabilization was required. 4t% I-OWIM1W t< t 'ii Figure 2: Map of Clarington-owned parcel (in red) with the cafeteria building 1.5 In the 2023 Budget, Council approved $300,000 in funding to mothball the building, securing the building from vandalism to prevent further deterioration while the JLF raised funds to support the long-term revitalization of the building. This funding was also to be used for security measures and ongoing maintenance. Page 375 Municipality of Clarington Report PUB-012-24 2. Cafeteria Revitalization Plan Page 5 2.1 The Municipality has retained GBCA Architects to create a stabilization and revitalization plan for the cafeteria building. Their recommended approach to the building includes five phases: i. Hazardous Substances Report ii. Security and Emergency Measures and Stabilization Plan iii. Undertake Stabilization Work iv. Determine Final Use of the Building V. Design and Conservation Plan 2.2 Phase 1, preparing a hazard substance report was completed in Winter 2024. Extensive amounts of asbestos were found throughout the building, and some instances of paint that contains lead and mercury. See Attachment 1 to this report. Abatement for these substances will be contemplated during stabilization work. A preliminary estimate of the cost of abatement is $250,000. As staff will be required to maintain the property, including mechanical systems, full abatement is recommended. 2.3 Phase 2 is currently underway. GBCA has completed a Building Condition Assessment. As of the time this report is written, they are in the process of developing the stabilization plan. 2.4 As part of Phase 2, GBCA completed two site visits, including one by a structural engineer. Drone footage was taken for analysis of the roof. Based on the Phase 2 work so far, the major undertakings in the Phase 3 Stabilization Work will be site clean up, hazardous substance abatement, temporary shoring, roof repairs and temporary roof installation, and structural repairs. This work would result in a structure that is stable for approximately 5 years. 2.5 Based on the Phase 2 work, GBCA and the structural engineer have prepared a preliminary opinion of cost for the stabilization work. The estimated cost excluding soft costs and contingencies is $2,235,000. It's recommended that an additional 10% be included for soft costs and 40% be included as a contingency. This would bring the estimated cost to $3,352,500. The largest cost is related to repairing the roof and installing a temporary 5-year roof membrane that would prevent water from further damaging the structure. It is of note that stabilization does not bring the building into a useable state. 2.6 It is important to note that this estimate is preliminary. The work required to repair the roof cannot be fully understood until the work commences and each portion can be assessed. Page 376 Municipality of Clarington Page 6 Report PUB-012-24 2.7 Phase 4 work is primarily being led by the JLF with the assistance of their consultant, Cobalt Connects. It includes consultation on the final use of the building and developing an operational plan. JLF has hosted open houses and surveyed community organizations that may be interested in partnering with JLF. JLF has drafted an Operational Plan for 2025 with the goal of engaging the community and creating awareness of the project. They have worked with Clarington Staff and the landowner for the remainder of the Camp 30 site to plan for community events that would be held over the next year. 2.8 Phase 5 will be undertaken after consultation and a final use for the building has been determined through Phase 4. It will result in a conservation plan to restore the heritage features of the building and final architectural plans that will be ready to be used once funding for a complete restoration of the building have been raised. In addition to the Revitalization Plan, Community Services has been maintaining and enhancing security at the site. This includes installing and maintaining fencing around the building and boarding up all entryways. Despite these measures, vandalism and trespassing is an ongoing concern and occurs weekly. Staff are regularly repairing the fence and replacing boards as they're damaged from trespassers. Staff spent approximately 156 hours (minimum 3 hours per week) over the past year and approximately $44,000 in securing the building. There is no capital or operating budget currently in place for the cafeteria building and associated grounds. 3. Federal Legacy Fund 3.1 At the June 17, 2024, Planning and Development Committee Meeting, JLF and Cobalt Connects presented to Council regarding the Legacy Fund, a large grant opportunity from the federal government. The Legacy Fund supports projects that restore or renovate historic buildings for community use. The Legacy Fund is available only for projects that are celebrating a significant anniversary. It was determined that the cafeteria building was erected in 1924, meaning the project is eligible for funding only this year. The grant can fund up to $500,000. 3.2 In response to the request, Council adopted the following motion: "That the Delegation by Marilyn Morawetz, Chair, Jury Lands Foundation, and Jeremy Freiburger, Lead Consultant, Cobalt Connects, regarding Jury Lands Cafeteria Update, be received; That the Jury Lands Foundation request for $500, 000 in provisional funding be approved; Page 377 Municipality of Clarington Report PUB-012-24 Page 7 That Staff work with the Jury Lands Foundation to ratify a Capital Facilities Partnership Agreement in advance of the Legacy Grant Funding Agreement deadline; and That the Jury Lands Foundation, submit the application to Council, prior to submitting to the Federal Government for the Legacy Grant Funding." 3.3 Staff have since been working with the JLF to meet the requirements for the grant. Requirements for the grant include: • Cost estimates for capital projects that the funding would be used for; • An event commemorating the anniversary of the building must be held; and • A letter of support from the municipal administration that includes: o Endorsement over all others in your community of the capital project to commemorate this anniversary. o The monetary value of the cash and/or in -kind support to this project, presented separately. o Documentation of ownership or long-term facility lease (minimum ten years) or operational agreements between the organization and the facility owner; and o 10-year management plan for the property. 3.4 The JLF has indicated that if they are successful, the focus of the grant will be to get the funds required to make the site and building to be a publicly accessible site. Most of the funding would be used to support the Phase 3 Stabilization work on the cafeteria building, as outlined in Section 3. Some funds would go towards operating expenditures, including funding events that activate the site, future studies or assessments, and fundraising efforts. A full breakdown of how the funding will be used is available in the Legacy Fund Application which will be submitted to Council on September 23 at the Council Meeting for review. 3.5 Staff have been working with GBCA and the JLF to advance the stabilization plan. The stabilization plan has informed the cost estimates used in the application. The plans created in Phase 2 would be crucial to carry out the work that is detailed in the Legacy Fund application. 3.6 Staff have also been working with the JLF to create a 10-year lease agreement to support the grant application. Further details are available in Section 5. Page 378 Municipality of Clarington Report PUB-012-24 4. Other Grant Opportunities Page 8 4.1 In addition to the Legacy Fund, the JLF is applying to other grants at the provincial and federal level. 4.2 In Spring 2024, the JLF applied for the Ontario Trillium Foundation (OTF) Capital Grant. The intention for this grant was to acquire supplies that would enable them to host events on site. The application was not successful, and the team was informed that a major issue was the lack of clarity on the relationship between the Municipality and the JLF. This prompted the JLF's request to create a Capital Facilities Partnership Agreement at the June PDC meeting. 4.3 Staff have identified at this time that a 10-year lease agreement will satisfy the Legacy Fund application, and grant opportunities in the future. As JLF continue to refine their operating model, staff will work towards a Capital Facilities Agreement that would replace the currently proposed lease. This will provide staff time to work with JFL to agree on service levels, for staff to identify costs and resources required to deliver on the service levels and for JFL to clearly identify their operating plans. 4.4 JLF has applied to the OTF Seed Grant in Summer 2024 and is expecting results of the application in Fall 2024. Funding was applied for to support programming at the site, as described in the JLF's presentation in June. This includes costs to host events throughout 2025 including health and safety supplies, rented washrooms, administration costs, health and safety supplies, and developing materials for the capital campaign. 4.5 In early 2025 it's expected that the OTF Capital Grant will be open for applications again. The JLF will re -apply and is hopeful that with the current lease in place, they will successfully be awarded funds to support capital improvements to the cafeteria building. 4.6 The JLF is monitoring for additional grants and will apply to them as they open. The next major applicable grant that is expected to open is the National Cost -Sharing Program for Heritage Places. The program is run through Parks Canada and provides 50-50 cost sharing for work on heritage buildings. The Jury Lands Foundation will require a lease or related agreement with the Municipality to be an eligible applicant, which will have been satisfied through the work on the Legacy Fund. 5. Lease Agreement with Jury Lands Foundation 5.1 As mentioned in section 4 above, Staff have been working with the JLF to provide the support needed to fulfil the eligibility requirements of Legacy Fund grant application. Page 379 Municipality of Clarington Report PUB-012-24 Page 9 5.2 One of these requirements is that the JLF must show documentation of ownership or long-term facility lease (minimum ten years) or operational agreements between the organization and the facility owner. 5.3 Given the condensed timeframe for submission of the grant application, and in consultation with the JLF, it was determined that a ten-year lease would be the most expeditious way to fulfil this requirement. 5.4 A draft lease was provided to the JLF for review on August 16. At the time of writing, Staff are continuing to negotiate some minor revisions. Some larger issues have been raised by the JLF in connection with the lease such as the construction of a new driveway access, and a deadline for the Municipality to commit to arrangements for the future operation of a fully renovated building. However, these issues are outside the scope of the draft lease. 5.5 It is assumed that the JLF will complete its review of the draft lease in time for the GGC meeting on September 16, and that they will agree to the suggested terms and conditions. Based on that assumption, this Report recommends that Council authorize the Deputy CAO/Solicitor to finalize the lease agreement with the form and content substantially in accordance with the draft document provided to the JLF on August 16. 5.6 If the JLF requests changes to the draft lease provided on August 16, it is recommended that Council would need a further opportunity to consider the implications of any revisions before the document is signed. 6. Future Capital Improvement Requests 6.1 In addition to the items that are required to support the JLF's application to the Legacy Fund, JFL have outlined other future items that would support their ability to activate the site and generate interest in the project. This includes: • Accessibility improvements to the site including a culvert and driveway for smaller events using only municipal land; • Hydro at the site; and Risk assessment and remediation of any hazards on municipal property including trees, limbing, grass cutting and line trimming, covering maintenance holes, removal of fire hydrants, weed control in paved areas to prevent trip hazards. JLF believes some of this might be accomplished through volunteers or in -kind if acceptable. 6.2 The JLF has provided a sample site plan demonstrating where they intend various features to be located. See Figure 3. Page 380 Municipality of Clarington Report PUB-012-24 .44 r A Page 10 Animation Space, concerts, movies, picnics, etc. ortable washrooms Market garden Storage unit 20 car parking Driveway to Lambs Figure 3: Conceptual Site Plan created by the Jury Lands Foundation 6.3 Staff continue to liaise with JLF to assess their needs. Municipal staff currently provide maintenance on this site, including parks and forestry operations, security monitoring and continued work to maintain security measures. Other items requested by JLF, like construction of a culvert to restore an entrance to the municipally owned lands, or hydro to the site will be considered in the future once a finalized plan is in place for operation of the site. It is important to note that there currently is no operating or capital budget or allocation of staff resources to animate this site fully and would need to be considered as part of the development of a Capital Facilities Agreement. 7. Financial Considerations Requirement to Meet Federal Grant Application 7.1 The financial contribution to match the Federal grant of $500,000 may include funds that have already been approved but not spent. In 2023, funds were allocated to repairs and maintenance of Camp 30, at September 5, 2024 approximately $255,900 remains Page 381 Municipality of Clarington Report PUB-012-24 Page 11 unspent. The 2025 budget will include $245,100, contingent on the receipt of the grant from the Federal Government. Additional Requirement for Stabilizing the Cafeteria Building 7.2 To stabilize the building an additional $4.0 million is estimated to be required. This work would not be development charge eligible as there is no growth -related component. Therefore, the funding would need to come from grants or tax support. 7.3 The Municipality's reserve funds have been identified to be used for other capital projects and therefore are insufficient to meet this additional funding requirement without impacting other prioritized projects. 7.4 If the Municipality received the estimated $4.0 million from the Building Faster Fund for the 2023 housing numbers, or a future year's allocation, those funds would be directed to the Parks Reserve Fund as per Council's previous direction. The Parks Reserve Fund is one source of funding for the implementation of Parks, Recreation and Culture Master Plan and utilizing that reserve fund for Camp 30 would take the funds away from other identified priorities. 7.5 An alternative to reserve fund usage would be to debenture the funds. Assuming a 3.5% interest rate, for a debenture of $4.0 million in October 2025 for 10 years, the Municipality would incur $735,400 in interest costs over the period. The total repayment in the first year (2026) of $536,500 would have to be funded by tax levy with an impact of approximately 0.70%. While a 10-year debenture was assumed, the above - mentioned roof work has a useful life of five years; therefore, external debentures may not be available and internal borrowing would be necessary. It is still appropriate to consider the incremental cost of cash -flowing this work. 7.6 Use of debentures does spread the cost throughout the period; however, it utilizes debt capacity that could otherwise be used for growth capital projects and asset management obligations for assets that are currently providing services, such as park replacements. 7.7 Debentures historically have been used in Clarington to fund growth projects such as new recreation facilities or expansions, the use of debt allocates the cost to the beneficiaries of the service (those using the asset pay for it). At this point, the debenture would be used to mitigate the further decline of the building rather than outfit it for future service delivery. 7.8 The financial requirements to bring the building into active service delivery, and the type of service that would be provided are currently unknown. The potential future costs to refit the building would be examined in a future report when more information is available. Page 382 Municipality of Clarington Report PUB-012-24 8. Strategic Plan Page 12 8.1 In the 2024-2027 Strategic Plan, priority G.3.1 is "Determine the future of the historic Camp 30 cafeteria building." 9. Concurrence 9.1 This report has been reviewed by the Deputy CAO of Planning and Infrastructure, Deputy CAO/Treasurer of Finance and Technology, Deputy CAO/Solicitor of Legislative Services and the Director of Strategic Initiatives who concur with the recommendation. 10. Conclusion 10.1 The JLF is in the process of applying to the Federal Legacy Grant. If successful, this funding would be used to carry out the stabilization plan. The JLF has requested endorsement of the application in principle with a full review available at the September 23 Council meeting and requires a minimum 10-year lease with the Municipality to be grant eligible. It is recommended that the Municipality enter into this lease so that JLF is able to submit a suitable application to the Legacy Fund. Once the building is stabilized, the long-term plan for the revitalization and working towards a Capital Facilities Agreement for the site can be determined. Staff Contact: Lee -Ann Reck, Deputy CAO Public Services, Ireck@clarington.net Attachments: Attachment 1 — Hazardous Substances Report Interested Parties: List of Interested Parties available from Department. Page 383 Distribution: 1 cc Client 1 cc AiMS Attachment 1 to Report PUB-012-24 DESIGNATED HAZARDOUS SUBSTANCES INSPECTION P ro. �-M �r FORMER WWII POW CAMP 30 CENTRAL CAFETERIA BUILDING 2020 LAMBS ROAD BOWMANVILLE, ONTARIO FOR MUNICIPALITY OF CLARINGTON BY AIMS ENVIRONMENTAL MARCH 2O24 Report AR107-24 Page 384 Attachment 1 to Report PUB-012-24 AA'*MS. March 6, 2024 Brendan Grigg, CBCO Supervisor of Building/Deputy CBO Planning and Infrastructure Services AIMS Environmental 1020 Denison Street, Suite 111 Markham, Ontario, Canada UR 3W5 Tel: (905) 474.0058 Fax: (905) 474-0601 www.aimsconsulting.com Municipality of Clarington 40 Temperance Street, Bowmanville ON L1C 3A6 Dear Mr. Grigg EXECUTIVE SUMMARY Designated Hazardous Substances Inspection Former WWII POW Camp 30 Central Cafeteria Building 2020 Lambs Road Bowmanville, Ontario Report No. AR107-24 We are pleased to present our report of a designated hazardous substance inspection (DHSI) conducted at the captioned building. This work was outlined in our proposal AP107-24 dated February 08, 2024 and the work was subsequently authorized by Purchase Order No. 12783 dated February 28, 2024. Camp 30, a former prisoner -of -war (POW) camp, is a 42.5-hectare campus located at the northwest corner of Lambs Road and Concession Street East in Bowmanville. The central part of the campus hosts six heritage buildings, one of which is owned by the Town of Clarington. This is the former Central Cafeteria building, which is an 8,200-sf steel -framed brick structure consisting of a ground floor with a triple height ceiling space, and a partial basement level. The building is presently vacant and in a derelict condition, with signs of water damage, and corrosion of steel in some locations. Vandalism has also taken place and graffiti is rampant. The building has remained unheated in the recent years. It is understood that the municipality is exploring options for restoration of said Central Cafeteria building. The objective of this study was to determine whether any Professional Engineers Authorized by the Association of Professional Engineers of Ontario Ontario to offer professional engineering services. Page 385 Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 hazardous building materials, including designated substances, as defined by the Ontario Occupational Health and Safety Act, were present within the building, requiring special handling or abatement prior to, or during any restoration work. The assessment included a visual inspection of accessible areas and collection of samples of building material for analysis. The results of our inspection are summarized as follows: • Any material containing 0.5% or more of asbestos fibres by dry weight is considered to be an asbestos -containing material (ACM), according to Ontario Regulation 278105 — the Regulation Respecting Asbestos on Construction Projects and in Repair Operations. Based on the visual observations of our inspection and the results of laboratory analysis, five materials have tested positive for asbestos fibres over the said 0.5% limit. They include Boiler Insulation, Pipeline Wrapping Air - Cell Insulation, Pipe Joint Insulation on fittings including elbows, valves and tees; Wall and Ceiling Plaster, Caulking on the window frames. In addition, there is a Fire Door with a core that should be assumed to contain asbestos. Prior to any restoration work, asbestos abatement will likely be required. Removal of the thermal insulation materials in the Basement would constitute a Type 3 Operation. Removal of the Plasters would also constitute a Type 3 Operation. Removal of the Caulking and Fire Door would constitute a Type 1 Operation under Ontario Regulation 278105. • All eleven samples of both interior and exterior paintwork of the building have tested positive for lead -based paint. For restoration purposes, the peeling paintwork will likely need to be removed. This should be done in accordance with the Environmental Abatement Council of Ontario (EACC) 2014 Lead Guideline procedures. Exposure to lead -containing materials is also regulated under Ontario Regulation 490109, Designated Substances -Regulation Respecting Lead made under the Occupational Health and Safety Act. Care must be taken to prevent personnel exposure to airborne lead -containing paint dusts. Such work should follow procedures outlined in the Ministry of Labour Guideline for Lead on Construction Projects. • Only one sample from an exterior door frame has tested positive for mercury - based paint. For restoration purposes, precautions must be taken to prevent personnel exposure any airborne mercury -laden dust. Exposure to airborne ii AIMS Page 386 Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 mercury is regulated under Ontario Regulation 490109— Regulation respecting Mercury — made under the Occupational Health and Safety Act. • Silica (including free crystalline silica) is a component of concrete and brick surfaces noted in the investigated areas. Silica is generally assumed in such materials, and not tested for. Exposure to airborne silica is regulated under Ontario Regulation 845190, Regulation respecting Silica - made under the Occupational Health and Safety Act. Precautions must be taken to prevent silica -containing particles from becoming airborne during the disturbance of these materials through the restoration work. Any asbestos, lead or mercury wastes resulting from removals should be appropriately handled and disposed of at a registered landfill or at an appropriate recycling facility per Ontario Regulation 347190 provisions, as amended by O. Reg. 326103. We trust you will find this report to be complete within our terms of reference. This executive summary is part of, and must be reviewed with the complete inspection report. Should you have any questions regarding the information contained in the report, or require further assistance, please contact our office. Sincerely AiMS Environmental Mohamed M. Jagani, P. Eng., PE, QPESA Senior Consultant iii A N C Page 387 Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 TABLE OF CONTENTS EXECUTIVE SUMMARY............................................................................................ i 1.0 INTRODUCTION..............................................................................................1 1.1 Purpose of Work.....................................................................................1 1.2 Scope of Work......................................................................................... 2 2.0 BUILDING DESCRIPTION AND HISTORY ................................................ 3 3.0 METHODS.......................................................................................................... 5 3.1 Investigated Areas.................................................................................. 5 3.2 Sampling Methodologies...................................................................... 5 4.0 FINDINGS.......................................................................................................... 6 4.1 Summary of Designated Hazardous Substances Investigated ........ 6 5.0 CONCLUSIONS AND RECOMMENDATIONS .......................................... 8 5.1 Asbestos -Containing Materials (ACM) ............................................... 8 5.2 Lead -Containing Materials................................................................... 9 5.3 Silica -Containing Materials................................................................10 5.4 Mercury -Containing Materials...........................................................10 5.5 Other Hazardous Materials.................................................................11 6.0 SUPPLEMENT 1 -DESCRIPTION OF DESIGNATED SUBSTANCES... 12 6.1 Acrylonitrile..........................................................................................12 6.2 Arsenic...................................................................................................12 6.3 Asbestos.................................................................................................13 6.4 Benzene..................................................................................................13 6.5 Coke Oven Emissions..........................................................................13 6.6 Ethylene Oxide.....................................................................................14 6.7 Isocyanates............................................................................................14 6.8 Lead........................................................................................................14 AIMS Page 388 Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 6.9 Mercury..................................................................................................15 6.10 Silica.......................................................................................................15 6.11 Vinyl Chloride......................................................................................15 7.0 LIMITATIONS.................................................................................................16 8.0 CLOSURES AND SIGNATURES..................................................................17 DRAWING 1 Key Map DRAWING 2 Sample Location Plan- Ground Floor DRAWING 3 Sample Location Plan -Basement APPENDIX A Inspection Photographs APPENDIX B Laboratory Certificate of Analysis Page 389 AIMS Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 1.0 INTRODUCTION AIMS Environmental (AIMS) was retained by the Municipality of Clarington to conduct a designated hazardous substances inspection (DHSI) at a building located within Camp 30 off 2020 Lambs Road in Bowmanville, Ontario. A Key Plan of the site is shown in Drawing 1. Camp 30 is a 42.5-hectare campus located at the northwest corner of Lambs Road and Concession Street East in Bowmanville. The central part of the campus hosts six existing buildings in a ring formation, all of which have been designated as heritage structures by the Clarington Heritage Committee and the Province of Ontario. Only one of the six buildings is owned by the Town of Clarington, namely, the former Central Cafeteria building, which is an 8,200-sf steel -framed brick structure consisting of a ground floor with a triple height ceiling space and a partial basement level. The building is presently vacant and in a derelict condition, with signs of water damage, and corrosion of steel in some locations. Vandalism has also taken place. The building has not been occupied and has remained unheated in recent years. It is understood that the municipality is exploring options for restoration of said Central Cafeteria building. The objective of this study was to determine whether any hazardous building materials, including designated substances, as defined by the Ontario Occupational Health and Safety Act, were present within the building, requiring special handling or abatement prior to or during the restoration work. 1.1 Purpose of Work Designated Substances area regulated under Ontario Regulation 490109 — Designated Substances, made under the Ontario Health and Safety Act. Under these regulations, a building owner must determine if there are any hazardous materials on site prior to any construction (restoration) or demolition activity. 1 AIMS Page 390 Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 Hazardous Materials or "Designated Substances" is a collective term for eleven listed organic and inorganic building contaminants defined in the Act, which are listed below and their descriptions are provided under Supplement 1 in this report: ■ Acrylonitrile ■ Arsenic ■ Asbestos ■ Benzene ■ Coke Oven Emissions ■ Ethylene Oxide ■ Isocyanates ■ Lead ■ Mercury ■ Silica ■ Vinyl Chloride The term "building contaminants" is generally interpreted to include those materials that would normally be transferable under a real estate transaction. The building owner must provide a list of designated hazardous substances present or identified in his building to any contractors and subcontractors prior to work on - site, for instance, during the bidding process. An owner who fails to comply with said regulations is liable to the constructor and every contractor and subcontractor who suffers any loss or damages due to non- compliance. 1.2 Scope of Work The scope of our inspection entails a walk-through visual survey of the interior of the building to identify any suspect building contaminants. Confirmation of suspect building materials is performed by conducting appropriate laboratory analysis of bulk samples of suspect material. Where necessary, bulk samples of materials suspected to contain lead or asbestos are taken, in order to determine whether they are present within the building material. Page 391 AIMS Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 Interior and exterior paint surfaces are field -checked for lead, and verification samples are submitted to a laboratory for further analysis of lead and mercury. Other designated substances, such as silica, if suspected, are generally identified by visual observation only. 2.0 BUILDING DESCRIPTION AND HISTORY Historically, the Camp 30 originally hosted a Boys Training School from 1925. During World War II the Department of National Defence appropriated the property and used it as one of Canada's prisoner -of -war (POW) camps. The central part of the campus hosts six existing buildings in a ring formation. The architectural styling of the campus buildings, demonstrates Prairie Style features which are rare and unique in Ontario and Canada, therefore, all been designated as heritage structures by the Clarington Heritage Committee and the Province of Ontario. The subject Central Cafeteria building is an 8,200-sf steel -framed brick structure consisting of a large open concept Ground Floor with a triple height ceiling space and a partial Basement level. This building has brick and hollow -block structural walls covered with smooth plaster in poor condition. The roof slabs consist of wood frame plaster -over -wire lathe construction. There is a central brick chimney. The steel columns and joists have some spray -applied fireproofing, and are encased in plaster bulkheads. The ceilings are composed of plaster -over -wire - lathe. There is peeling paintwork on the walls and ceilings throughout the building. The flat roofs appear to be composed of tar -and -gravel over shingles. The building is presently vacant and in a derelict condition, with signs of water damage, and corrosion of steel in some locations. Vandalism has also taken place and graffiti is rampant. The building has remained unheated in the recent years. F3age 392 A M S Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 This building was inspected by our staff on February 15, 2024. Photographs were taken for future reference some of which are reproduced in Appendix A. Heating within the building was provided by two hot water boilers located in the central part of the Basement. The boilers are insulated with parging cement material suspected to contain asbestos and sampled. The boiler exhausts are not insulated. There is a red -painted Fire Door leading to the central area of the Basement where the boilers are located. The core of the Fire Door is assumed to contain asbestos. A network of hot water supply pipelines leads from the boilers to various parts of the basement as well as the Ground Floor, and a tunnel that leads to service other buildings. In the Basement area, virtually all of these heating pipelines are wrapped with corrugated cardboard air -cell insulation known to contain asbestos. In addition, the parging cement insulations over the pipe fittings including elbows, valves and tees are suspected to contain asbestos. The heating pipelines on the Ground Floor are not insulated. These pipelines are arranged in a raft formation to provide radiant heat. Peeling paintwork exists over these pipelines. Domestic hot water supply in the building was provided by one central hot water tank heater in the basement area. This tank is not insulated. Electrical switches and breakers are mounted on a plywood wall panels in one section of the Basement. No PCB fluids were suspected to be associated with the electrical equipment. No asbestos -containing mounting panels were observed. Interior finishes in the building are limited to smooth plaster over the walls and ceilings, which is considerably damaged, with grey texture coat exposed underneath the plaster in various places. Flage 393 AIMS Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 There is a north addition in which some partition and washroom walls are constructed with drywall (and joint compound), and there are 1 by 1-ft surface - mounted ceiling tiles. All of these finishes were sampled. There are no flooring finishes of note over the cement floors throughout the building. The large metal windows were boarded up and had no visible panes, however, some of the caulking was still accessible and sampled. Illumination with the building was previously achieved by fluorescent light fixtures. Virtually all of these fixtures appeared to have been vandalized and gutted with no visible fluorescent lamps or ballasts. 3.0 METHODS Sampling was carried out only for those compounds deemed to have a likely source of origin in the area under study. Sample analysis was performed by EMC Scientific Inc., an independent accredited laboratory in Mississauga, Ontario. Sampling locations are shown on Drawing 2 and Drawing 3 and details of laboratory analyses are reproduced in Appendix B. Materials which were similar in appearance or texture to others tested were considered to be of like materials. 3.1 Investigated Areas The inspection included all easily accessible interior and exterior areas of the building. 3.2 Sampling Methodologies Identification of suspect substances, using bulk sampling and laboratory analysis, was conducted only for suspect asbestos and lead contamination. Other materials were identified by visual observation only. F�3age 394 AIMS Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 4.0 FINDINGS 4.1 Summary of Designated Hazardous Substances Investigated Based on the history and usage of the building, the following designated hazardous substances were suspected to be present in the building: asbestos, lead, mercury and silica. No other designated substances were suspected or observed. Samples were collected as described in the following paragraphs: 4.1.1 Asbestos Containing Material Based on the age of the building, asbestos could be expected in some of the building materials. Therefore, a total of 37 bulk samples of suspected asbestos - containing materials were collected of the various finishes including: ■ Boiler Insulation ■ Air -Cell Pipeline Insulation ■ Parging Cement Insulation ■ Plaster (including underlying Texture Coat) ■ Drywall Joint Compound ■ Ceiling Tiles ■ Roof Tar Material ■ Mortar ■ Window Caulking All 37 samples were submitted for laboratory bulk asbestos analyses. A schedule of bulk samples collected is included in Appendix B. In addition to the above, the Fire Door leading from the boilers in the Basement is assumed to have an asbestos -containing core. 4.1.2 Lead -Containing Materials Based on the age of the building, lead was suspected to be present in the building's paintwork. F6age 395 AIMS Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 Eleven samples of peeling paint were therefore collected from various surfaces, including walls, ceilings, door frames, columns and foundation walls, and submitted to the laboratory for lead content analysis. 4.1.3 Silica -Containing Materials Silica (including free crystalline silica) may be a component of concrete and brick materials noted in the investigated areas. Its presence is generally assumed. 4.1.4 Mercury -Containing Materials Mercury was also suspected in the building's paintwork and the eleven samples of peeling paint were collected for lead were also subjected to mercury content analysis. 4.1.5 Other Hazardous Materials Polychlorinated Biphenyls (PCBs) were commonly used as dielectric insulating fluid in electrical equipment such as transformers and capacitors, and in the fluorescent and high -intensity discharge (HID) lamp ballasts. The production of PCBs in the North America started in 1929 and was banned at the beginning of 1979. After 1981, no manufacturers produced fluorescent and HID lamps with PCB -containing ballasts. PCBs are not a designated substance under the Occupational Health and Safety Act. The ballasts within the older fluorescent light fixtures can contain Polychlorinated Biphenyl's (PCBs) and the fluorescent tubes and high -intensity discharge light bulbs can have mercury coating on their interior surfaces. In this building, virtually all of the fluorescent light fixtures appeared to have been vandalized such that no lamps or ballasts were evident. Mold can occur in sections of the building in which wet or humid conditions persist or flooding occurs. It is not regulated as a designated hazardous substance under the building Occupational Health and Safety Act. Appropriate precautions should be taken to control exposure should any mold be encountered during demolition. Page 396 AIMS Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 5.0 CONCLUSIONS AND RECOMMENDATIONS 5.1 Asbestos -Containing Materials (ACM) An Asbestos -Containing Material (ACM) is defined by O. Reg. 278/05 Regulation Respecting Asbestos on Construction Projects and in Repair Operations - as a material that contains 0.5% or more asbestos by dry weight. ACMs are placed into two general classes, "friable" and "non -friable" ACMs. Friable ACMs are those materials that when dry can be crumbled, pulverized and reduced to powder by hand pressure. Typical friable ACMs include acoustical or decorative texture coats, fireproofing and thermal insulation. Non- friable ACMs are much more durable as they are held together by a binder such as cement, vinyl or asphalt. Typical non -friable ACMs include floor tiles, fire blankets, roofing materials and cementitious products such as wallboards, pipes or siding. It has been recognized that hazardous situations may exist in buildings where asbestos -containing materials are found. This is especially true where asbestos fibres may become airborne as a result of material ageing, physical damage, and water damage or air movement. Based on the visual observations of our inspection and the results of laboratory analysis, asbestos fibres were confirmed in samples of the following building materials: • Boiler Insulation: Friable parging cement insulation over the two boilers in the Basement (Samples HA07-01 through HA07-01, Chrysotile 50%) • Pipeline Insulation: Friable Air -Cell insulation wrapping insulation on the straight sections of pipelines throughout the Basement (Samples HA06-01 through HA06-01, Chrysotile 40-60%, Amosite 0-10%). • Pipe Joint Insulations: Friable thermal insulation parging cement materials on heating pipeline joints, elbows, valves, and tees throughout the Basement (Sample HA08-01 through HA08-01, Chrysotile 60%). • Plaster: Friable, flat (smooth) wall and ceiling plaster found throughout the Ground Floor including grey underlying texture coat (Samples HA01-01 through HA01-07, Chrysotile 0 to 1%). F8age 397 AIMS Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 • Caulking: Friable caulking on the exterior window frames (HA10-01 through HA10-03, Chrysotile 0-1%). No asbestos fibres were detected in any of the other materials sampled including drywall joint compound, ceiling tiles and roofing material. In addition to the above, there is a Fire Door in the Basement with a core likely to contain asbestos, and therefore assumed ACM. Prior to any restoration work, asbestos abatement will likely be required. Removal of the thermal insulation materials (boiler, pipeline and joint insulations) in the Basement would constitute a Type 3 Operation. Removal of the plasters would also constitute a Type 3 Operation. Removal of the Caulking and Fire Door would constitute a Type 1 Operation under Ontario Regulation 278105. Finally, we note that there are remnants of grey plaster texture coat on the walls and ceilings in the Basement. Additional sampling of these materials should be conducted for verification purposes. Should any other suspected ACMs be encountered within the building at a later date, they should be tested and addressed in accordance with Ontario Regulation 278105. Any Asbestos -containing waste must be handled and disposed of in accordance with R.R.O. 1990, Regulation 347, as amended by O. Reg. 326103 - General - Waste Management. 5.2 Lead -Containing Materials Historically, the federal Hazardous Products Act classified any paintwork containing more than 0.5% by weight or 5,000 ppm of lead, as lead -based paint. A revised section of the said Act, known as the Surface Coating Materials Regulation limits the permissible lead content in surface coating materials including interior paint to 0.06% or 600 ppm. FOage 398 AIMS Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 The results of laboratory testing showed all eleven paint samples analyzed had reported lead concentrations ranging from 2,450 ppm to 60,300 ppm, which exceeded the said 600 ppm limit and therefore the paint would be classified as lead -based paint. In structures constructed prior to 1980, lead may also be present in water pipelines and associated soldered joints. For restoration purposes, the peeling paintwork in the building will likely need to be removed. This should be done in accordance with the Environmental Abatement Council of Ontario (EACC) 2014 Lead Guideline procedures. Exposure to lead - containing materials is also regulated under Ontario Regulation 490109, Designated Substances -Lead made under the Occupational Health and Safety Act. Care must be taken to prevent personnel exposure to airborne lead -containing paint dusts. Such work should follow procedures outlined in the Ministry of Labour Guideline for Lead on Construction Projects. Any lead -containing waste material should be handled and disposed of according to Ontario Regulation 347190 as amended by O. Reg. 326103 and may be subject to Leachate Criteria (Schedule 4) of this Regulation. 5.3 Silica -Containing Materials Silica (including free crystalline silica) is a component of concrete and brick surfaces noted in the investigated areas. Silica is generally assumed in such materials, and not tested for. Exposure to airborne silica is regulated under Ontario Regulation 490109, Regulation respecting Silica - made under the Occupational Health and Safety Act. Precautions must be taken to prevent silica -containing particles from becoming airborne during the disturbance of these materials through renovation or demolition projects. 5.4 Mercury -Containing Materials The federal Surface Coating Materials Regulation limits the permissible mercury content in surface coating materials including interior paint to 10 ppm. Of the eleven paint samples analysed only one sample, notably Sample MP01, from an exterior door frame, with a reported mercury content of 21.8 ppm, tested positive 09ge 399 AWS Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 for mercury -based paint. For restoration purposes, precautions must be taken to prevent personnel exposure any airborne mercury -laden dust. Exposure to airborne mercury is regulated under Ontario Regulation 490/09- Regulation respecting Mercury - made under the Occupational Health and Safety Act. Any mercury -containing waste material must be handled and disposed of in accordance with Ontario Regulation 347190 as amended by O. Reg. 326103 and may be subject to Leachate Criteria (Schedule 4) of this Regulation. 5.5 Other Hazardous Materials The ballasts within the older fluorescent light fixtures can contain PCBs and the fluorescent tubes and HID light bulbs can have mercury coating on their interior surfaces. In this building, virtually all of the fluorescent light fixtures appeared to have been vandalized such that no lamps or ballasts were evident. Nevertheless, it is recommended to check all the fixtures and if ballasts are found within, care should be taken for proper disposal of such units. No other hazardous materials of note were observed in this building, although mold can develop in areas of high humidity or flooding. Contractors are advised to take appropriate precautions to control exposure should any mold be encountered in course of the demolition. OAge 400 AWS Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 6.0 SUPPLEMENT 1 -DESCRIPTION OF DESIGNATED SUBSTANCES The term "Designated Hazardous Substances" refers collectively to a list of eleven organic and inorganic building contaminants defined under Section 30 of the Occupational Health and Safety Act. The effects of exposure to any hazardous substance depend on the dose, the duration, how you are exposed, personal traits and habits, and whether other chemicals are present. The listed designated substances are briefly described in the following paragraphs: 6.1 Acrylonitrile Acrylonitrile or ACN (also known as vinyl cyanide) is an explosive, flammable liquid used in the manufacture of acrylic fibres, rubber -like materials and pesticide fumigants. Exposure to acrylonitrile occurs mostly from breathing it in the air. Acrylonitrile primarily affects the nervous system and lungs. If it is spilled on the skin, the skin will turn red and blisters may form. 6.2 Arsenic Arsenic is a naturally occurring element widely distributed in the earth's crust. In the environment, arsenic is combined with oxygen, chlorine, and sulfur to form inorganic arsenic compounds. Arsenic is used in metallurgy for hardening copper, lead and certain metal alloys; in pigment production, in the manufacture of certain types of glass, in insecticides, fungicides, and rodent poisons, as a by-product in the smelting of copper ores, and as a dopant material in semiconductor manufacturing. Exposure to high levels of inorganic arsenic can give you a sore throat or irritated lungs. Ingesting high levels of inorganic arsenic can result in death. Lower levels of arsenic can cause nausea and vomiting, decreased production of red and white blood cells, abnormal heart rhythm, damage to blood vessels, and a sensation of "pins and needles" in hands and feet. Ingesting or breathing low levels of inorganic arsenic for a long time can cause a darkening of the skin and the appearance of small "corns" or "warts" on the palms, soles, and torso. Skin contact with inorganic arsenic may cause redness and swelling. OAge 401 AIMS Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 6.3 Asbestos Asbestos is the name given to a group of six different fibrous minerals (amosite, chrysotile, crocidolite, and the fibrous varieties of tremolite, actinolite, and anthophyllite) that occur naturally in the environment. Asbestos minerals have separable long fibers that are strong and flexible enough to be spun and woven and are heat resistant. Because of these characteristics, asbestos has been used for a wide range of manufactured goods, mostly in building materials (roofing shingles, ceiling and floor tiles, paper products, and asbestos cement products), friction products (automobile clutch, brake, and transmission parts), heat -resistant fabrics, packaging, gaskets, and coatings. Some vermiculite or talc products may contain asbestos. Exposure to asbestos usually occurs by breathing contaminated air in workplaces that make or use asbestos. Asbestos is also found in the air of buildings containing asbestos that are being torn down or renovated. Asbestos exposure can cause serious lung problems and cancer. 6.4 Benzene Benzene, or Benzol, is a colorless liquid with a sweet odor. It evaporates into the air very quickly and dissolves slightly in water. It is highly flammable and is formed from both natural processes and human activities. Some industries use benzene to make other chemicals which are used to make plastics, resins, and nylon and synthetic fibers. Benzene is also used to make some types of rubbers, lubricants, dyes, detergents, drugs, and pesticides. Natural sources of benzene include volcanoes and forest fires. Benzene is also a natural part of crude oil, gasoline, and cigarette smoke. Breathing benzene can cause drowsiness, dizziness, and unconsciousness; long-term benzene exposure causes effects on the bone marrow and can cause anemia and leukemia. 6.5 Coke Oven Emissions Coke Oven Emissions refers to the benzene soluble fraction of total particulate matter (BSFTPM) of the substances released into the atmosphere from metallurgical coke ovens including condensed vapours and solid particulates. Nge 402 A W S Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 6.6 Ethylene Oxide Ethylene oxide is a flammable gas with a somewhat sweet odor. It dissolves easily in water. Ethylene oxide is a man-made chemical that is used primarily to make ethylene glycol (a chemical used to make antifreeze and polyester). A small amount (less than 1%) is used to control insects in some stored agricultural products and a very small amount is used in hospitals to sterilize medical equipment and supplies. Exposure to ethylene oxide can cause irritation of the eyes, skin, nose, throat, and lungs, and damage to the brain and central nervous system. 6.7 Isocyanates Isocyanates are a group of low molecular weight aromatic and aliphatic compounds containing the isocyanate group (-NCO). They are widely used in the manufacture of flexible and rigid foams, fibres, coatings such as paints and varnishes, and elastomers. Isocyanates are powerful irritants to the mucous membranes of the eyes, gastrointestinal and respiratory tracts. Exposure usually manifests in symptoms such as excessive tear secretion, dry throat, dry cough, chest pains and difficulty in breathing. Direct skin contact with isocyanates can also cause marked skin irritation and rashes. 6.8 Lead Lead is a naturally occurring bluish -gray metal found in small amounts in the earth's crust. Lead can be found in all parts of our environment. Much of it comes from human activities including burning fossil fuels, mining, and manufacturing. Lead has many different uses. It is used in the production of batteries, ammunition, metal products (solder and pipes), and devices to shield X-rays. Exposure to lead can happen from breathing workplace air or dust, eating contaminated foods, or drinking contaminated water. Children can be exposed from eating lead -based paint chips or playing in contaminated soil. Lead can damage the nervous system, kidneys, and reproductive system. Lead affects the digestive system and causes anaemia. It is a cumulative poison and a common occupational disease. Lead compounds may be carcinogenic and teratogenic. OAge 403 AWS Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 6.9 Mercury Mercury is a naturally occurring metal which has several forms. The metallic mercury is a shiny, silver -white, odorless liquid. If heated, it is a colorless, odorless gas. Exposure to mercury occurs from breathing contaminated air, ingesting contaminated water and food, and having dental and medical treatments. Mercury is a neurotoxin and that high levels of exposure can lead to serious illness. Mercury, at high levels, may damage the brain, kidneys, and developing fetus. 6.10 Silica Industrial sand and gravel, often called "silica," "silica sand," and "quartz sand," includes sands and gravels with high silicon dioxide (SiO2) content. These sands are used in glassmaking; for foundry, abrasive, and hydraulic fracturing (frac) applications; and for many other industrial uses. The specifications for each use vary, but silica resources for most uses are abundant. Silicon is not particularly toxic but finely divided silicates or silica cause major damage to lungs. 6.11 Vinyl Chloride Vinyl chloride is a colorless, flammable gas at normal temperatures with a mild, sweet odor. It is a manufactured substance that is used to make polyvinyl chloride (PVC). PVC is used to make a variety of plastic products, including pipes, wire and cable coatings, and the furniture and automobile upholstery. Breathing high levels of vinyl chloride for short periods of time can cause dizziness, sleepiness, unconsciousness, and at extremely high levels can cause death. Breathing vinyl chloride for long periods of time can result in permanent liver damage, immune reactions, nerve damage, and liver cancer. Age 404 A W S Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 7.0 LIMITATIONS The information and recommendations detailed in this report were carried out by trained professional and technical staff in accordance with generally accepted environmental and industrial hygiene work practices and procedures. In preparation of this report, AIMS Environmental has relied on information including testing services provided by independent laboratories. Except as expressly set out in this report, AiMS Environmental has not independently verified any information provided by any named third parties. The collection of samples at the location noted is consistent with the scope of work agreed -upon with the person or entity to whom this report is addressed and the information obtained concerning prior site investigations. As conditions between samples may vary, the potential remains for the presence of unknown additional contaminants for which there were no known indicators. Conclusions are based on site conditions at the time of inspection and can only be extrapolated to an undefined limited area around inspected locations. The extent of the limited area depends on building construction and conditions. AiMS Environmental cannot warrant against undiscovered environmental liabilities. If any information becomes available that differs from the findings in this report, we request that we be notified immediately to reassess the conclusions provided herein. O�ge 405 A W S Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 8.0 CLOSURES AND SIGNATURES AIMS Environmental, its officers and employees, have no present or contemplated interest in the subject property. Our compensation for preparing this environmental report is not contingent upon any of the findings or our observations and conclusions. The individual professionals involved in the completion of this Phase II ESA are provided in the Statement of Assessor Qualifications attached at the end of this report. Where both an electronic file and hard copy of this Report has been submitted to the Client, only the signed and sealed copy shall be considered the original document. In the event of a dispute or discrepancy, the hard copy shall govern and be correct. We trust you will find this report to be complete within our terms of reference. Should you have any questions regarding the information contained in the report, or require further assistance, please contact our office. Sincerely, AIMS Environmental Mohamed M. Jagani, P. Eng., PE, QPESA Senior Consultant e< F- IpNq\ LZ M. M. JAGANI O o�1NCE O�FO ��P� gage 406 AIMS r_.• - - o jF O �►_ -� z z 3 F m A 0 O L ? o V 0 0 N 94 � 'y o O M ap O N � � m Fy o N ri O z z r- o UW s• Q W aaa ' 1<17 � r � Q w 4 { Rs mar Ile, x� - . GROUND FLOOR PLAN LEGEND LPOl/MP01 Suspected Lead/Mercury Sampling xroi-oi Suspected Asbestos Sampling Location & Sample No. Location & Sample No. LPOl/M5 Sample confirmed to contain Lead xroE Sample confirmed to contain concentration exceeding 90ppm & Asbestos Mercury concentration exceeding 10ppm Drawing Title: Scale: SAMPLE LOCATION PLAN 0 10 20 Ai 4'M S GROUND FLOOR 1:900 Address: 2020 Lambs Road, Camp 30 Paper Size: Completed by: Bowmanville, Ontario 8.5 x 11 in SR ENVIRONMENTAL N W E h� S 30 40 m 2 AP107-24 D002 L AP107-24 1 2024/02/26 1 MJ LP10 HA06-01 HA07-01 U MP10 HA06-02 HA07-02 MP11 mi+ HA07-03 =� HA08-0 HA06-03 HA08-02 HA08-03 BASEMENT PLAN LEGEND N LPOl/MPOl Suspected Lead/Mercury Sampling xETE Suspected Asbestos Sampling Location & Sample No. Location & Sample No. LPol/MPo1 Sample confirmed to contain Lead xPos-oi Sample confirmed to contain concentration exceeding 90ppm & Asbestos w F h Mercury concentration exceeding 10ppm s Drawing Title: Scale: SAMPLE LOCATION PLAN 0 10 20 30 40 m Ai 4'M S BASEMENT FLOOR 1:900 Address: 2020 Lambs Road, Camp 30 paper Size: Completed by: Drawing No.: Bowmanville, Ontario 8.5 x 11 in SR ENVIRONMENTAL Date: 2024/02/26 Reviewe y: MJ File Name: Project No.: AP107-24 D003 AP107-24 Attachment 1 to Report PUB-012-24 APPENDIX A INSPECTION PHOTOGRAPHS A CMS Page 410 Designated Hazardous Substances Inspection Attachment 1 to Repolteeporrt X1&097-N Central Cafeteria Building, Camp 30, Bowmanville, Ontario March 2024 Photograph 1 Asbestos Containing Boiler Insulation Photograph 2 Asbestos Containing Boiler Insulation Page 411 MINIS '-_-NVAMhME"IT.AI. Designated Hazardous Substances Inspection Attachment 1 to Repolteeporrt X1&097-2,4 Central Cafeteria Building, Camp 30, Bowmanville, Ontario March 2024 Photograph 3 Air -Cell and Parging Cement Insulation in Boiler Room Photograph 4 Air -Cell and Parging Cement Insulation in South East Basement Room Page 412 MINIS '-_-NVAMhME"IT.AI. WIt 4P 4-,n Designated Hazardous Substances Inspection Attachment 1 to Repolteeporrt X1&097-N Central Cafeteria Building, Camp 30, Bowmanville, Ontario March 2024 Photograph 9 Asbestos Containing Flat Plaster on Kitchen Wall Photograph 10 Asbestos Containing Lower Ceiling Plaster on Interior NorthWest wall Page 415 MINIS '-_-NVAMhME"IT.AI. Designated Hazardous Substances Inspection Attachment 1 to Repolteeporrt X1&097-N Central Cafeteria Building, Camp 30, Bowmanville, Ontario March 2024 Photograph 11 Asbestos Containing on Window Caulking on Exterior East Wall Photograph 12 Asbestos Containing on Window Caulking on Exterior South Wall Page 416 MINIS '-_-NVAMhME"IT.AI. Designated Hazardous Substances Inspection Attachment 1 to Repolteeporrt X1&097-N Central Cafeteria Building, Camp 30, Bowmanville, Ontario March 2024 Photograph 13 Fire Rated Door with Assumed Asbestos Core in Basement Photograph 14 Lead and Mercury Containing paint on the North Entrance Canopy Page 417 MINIS ' N vi RON V L'tI Ai Designated Hazardous Substances Inspection Attachment 1 to Repolteeporrt X1&097-N Central Cafeteria Building, Camp 30, Bowmanville, Ontario March 2024 Photograph 15 Peeling Lead Containing paint on Hot Water Lines Photograph 16 Lead Containing paint on South East Interior Wall Page 418 MINIS '-_-NVAMhME"IT.AI. Designated Hazardous Substances Inspection Attachment 1 to Repolteeporrt X1&097-N Central Cafeteria Building, Camp 30, Bowmanville, Ontario March 2024 Photograph 17 Lead Containing paint on Interior South Lower Ceiling Photograph 18 Lead Containing paint on Interior South Wall Page 419 A N S '-_-NVAMhME"IT.AI. Designated Hazardous Substances Inspection Attachment 1 to Reporteeport UW-24 Central Cafeteria Building, Camp 30, Bowmanville, Ontario March 2024 Photograph 19 Lead Containing paint on Interior West Wall Photograph 20 Lead Containing paint on South East Column Page 420 MINIS '-_-NVAMhME"IT.AI. Attachment 1 to Report PUB-012-24 APPENDIX B LABORATORY CERTIFICATES OF ANALYSES A CMS Page 421 Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 SCHEDULE OF SAMPLES Table 1 Schedule of Paint Saml2les for Lead and Mercury Analysis No. 01-LP01 DescriptionSample Off White Door paint North Entrance door paint 02-LP02 Green Door frame Paint North Entrance door frame 03-LP03 White paint Radiator lines on walls 04-LP04 White Wall Paint West wall 05-LP05 White Wall Paint South East wall 06-LP06 White Wall Paint North wall 07-LP07 White Wall Paint South Wall 08-LP08 White Wall Paint Column at the South East 09-LP09 White Wall Paint Lower Ceiling on South 10-LP10 White Wall Paint Basement Door frame 11-LP11 White Wall Paint Basement wall 12-MP01 Off White Door paint North Entrance door paint 13-MP02 Green Door frame Paint North Entrance door frame 14-MP03 White paint Radiator lines on walls 15-MP04 White Wall Paint West wall 16-MP05 White Wall Paint South East wall 17-MP06 White Wall Paint North wall 18-MP07 White Wall Paint South Wall 19-MP08 White Wall Paint Column at the South East 20-MP09 White Wall Paint Lower Ceiling on South 21-MP10 White Wall Paint Basement Door frame 22-MP11 White Wall Paint Basement wall AIMS Page 422 Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 Table 2 Schedule of Bulk Samples for Asbestos Analysis Sample No. 23-HA01-01 Description Wall plaster Location Kitchen wall 24-HA01-02 Wall plaster North West Wall at entrance 25-HA01-03 Wall plaster South East wall 26-HA01-04 Lower Ceiling plaster South Wall 27-HA01-05 Lower Ceiling plaster North West Wall 28-HA01-06 Wall plaster Basement Stairwell Landing Wall 29-HA01-07 Wall plaster Basement Stairwell Landing Ceiling 30-HA02-01 12x12 Ceiling Tile North West Entrance Room 31-HA02-02 12x12 Ceiling Tile North West Entrance Room 32-HA02-03 12x12 Ceiling Tile Bathroom on South West side 33-HA03-01 Ceiling Tile Mastic North West Entrance Room 34-HA03-02 Ceiling Tile Mastic North West Entrance Room 35-HA03-03 Ceiling Tile Mastic Bathroom on South West side 36-HA04-01 Dry Wall Joint Compound Bathroom on South West side 37-HA04-02 Dry Wall Joint Compound Bathroom on South West side 38-HA04-03 Dry Wall Joint Compound Bathroom on South West side 39-HA05-01 Spray -applied Fire Proofing on Beam South West Side outside Bathroom 40-HA05-02 Spray -applied Fire Proofing on Beam North West side 41-HA05-03 Spray -applied Fire Proofing on Beam North Side outside Kitchen 42-HA06-01 Pipeline Insulation Basement North East Room 43-HA06-02 Pipeline Insulation Basement North East Room 44-HA06-03 Pipeline Insulation Basement South West Room 45-HA07-01 Boiler Insulation Boiler Room 46-HA07-02 Boiler Insulation Boiler Room 47-HA07-03 Boiler Insulation Boiler Room 48-HA08-01 Parging Cement on Pipe Elbow Boiler Room 49-HA08-02 Parging Cement on Pipe Elbow Boiler Room 50-HA08-03 Parging Cement on Pipe Elbow Boiler Room 51-HA09-OIIP Cement mortar on exterior brick work North wall 52-HA09-02 Cement mortar on exterior brick work East Wall 53-HA09-03 Cement mortar on exterior brick work South Wall 54-HA10-01 Caulking on windows- exterior East Side 55-HA10-02 Caulking on windows- exterior South Side 56-HA10-03 Caulking on windows- exterior South Side Page 423 AIMS Attachment 1 to Report PUB-012-24 Designated Hazardous Substances Inspection AR107-24 Central Cafeteria Building, Camp 30, Bowmanville March 2024 P3age 424 AIMS AttaOERTI ROMPFEPUFOANALYSIS CADUCE�NT" ENVIRONMENTAL LABORATOR ES Final Report Client committed. Quality assured. Canadian owned. C.O.C.: - REPORT No: 24-004660 - Rev. 0 Report To: CADUCEON Environmental Laboratories EMC Scientific Inc. 5800 Ambler Dr. #100 2378 Holly Lane Mississauga, ON L4W 4J4 Ottawa, ON K1V 7P1 Attention: Allister Haddad DATE RECEIVED: 2024-Feb-20 CUSTOMER PROJECT: Camp 30, 2020 Lambs Rd., Bowr DATE REPORTED: 2024-Feb-22 P.O. NUMBER: AR107-24 SAMPLE MATRIX: Paint Chips Analyses Qty Site Analyzed Authorized Date Analyzed Lab Method Reference Method ICP/OES (Solid) 11 OTTAWA NHOGAN 2024-Feb-21 D-ICP-02 EPA 6010 R.L. = Reporting Limit NC = Not Calculated Test methods may be modified from specified reference method unless indicated by an Parameter Units R.L. Client I.D. Sample I.D. Date Collected Lead Pg/g 5 LP01 Entrance door/ off-white ext 24-004660-1 2024-Feb-15 47400 LP02 Entrance door/ green 24-004660-2 2024-Feb-15 5790 LP03 Radiator lines - white 24-004660-3 2024-Feb-15 2730 LP04 West wall - interior area 24-004660-4 2024-Feb-15 2024-Feb-15 2450 8650 LP05 East wall - interior area 24-004660-5 LP06 North wall - interior area 24-004660-6 2024-Feb-15 13900 LP07 South wall - interior area 24-004660-7 2024-Feb-15 60300 LP08 Central column 24-004660-8 2024-Feb-15 56600 LP09 Lower ceiling on SW side 24-004660-9 2024-Feb-15 10800 LP10 Basement door frame hite 24-004660-10 2024-Feb-15 5030 LP11 Basement foundation walls hite 24-004660-11 2024-Feb-15 2690 Michelle Dubien Data Specialist The analytical results reported herein refer to the samples as received and relate only to the items tested. Reproduction of this analytical report in full or in part is prohibited without prior consent from Caduceon Environmental Laboratories. Ppgq,45 AttaOERTI ROMPFEPUFOANALYSIS CADUCE�NT" ENVIRONMENTAL LABORATOR ES Final Report Client committed. Quality assured. Canadian owned. C.O.C.: - REPORT No: 24-004656 - Rev. 0 Report To: CADUCEON Environmental Laboratories EMC Scientific Inc. 5800 Ambler Dr. #100 2378 Holly Lane Mississauga, ON L4W 4J4 Ottawa, ON K1V 7P1 Attention: Allister Haddad DATE RECEIVED: 2024-Feb-20 CUSTOMER PROJECT: Camp 30, 2020 Lambs Rd., Bowr DATE REPORTED: 2024-Feb-21 P.O. NUMBER: AR107-24 SAMPLE MATRIX: Paint Chips Analyses Qty Site Analyzed Authorized Date Analyzed Lab Method Reference Method Mercury (Solid) 11 OTTAWA TBENNETT 2024-Feb-21 D-HG-01 EPA 7471A R.L. = Reporting Limit NC = Not Calculated Test methods may be modified from specified reference method unless indicated by an Parameter Units R.L. Client I.D. Sample I.D. Date Collected Mercury Pg/g 0.01 - MP01 Entrance door/ off-white ext 24-004656-1 2024-Feb-15 21.8 MP02 Entrance door/ green 24-004656-2 2024-Feb-15 3.14 MP03 Radiator lines - white 24-004656-3 2024-Feb-15 0.20 1.06 1.25 MP04 West wall - interior 24-004656-4 2024-Feb-15 2024-Feb-15 MP05 East wall - interior 24-004656-5 MP06 North wall - interior 24-004656-6 2024-Feb-15 0.08 MP07 South wall - interior 24-004656-7 2024-Feb-15 0.47 MP08 Central column - interior 24-004656-8 2024-Feb-15 0.18 MP09 Lower ceiling on SW side 24-004656-9 2024-Feb-15 0.97 MP10 Basement door frame hite 24-004656-10 2024-Feb-15 0.79 MP11 Basement foundation alls white 24-004656-11 2024-Feb-15 0.61 Michelle Dubien Data Specialist The analytical results reported herein refer to the samples as received and relate only to the items tested. Reproduction of this analytical report in full or in part is prohibited without prior consent from Caduceon Environmental Laboratories. 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W 19 U v CO 0 r 1, E L-J C 022 o 0 0 oc Z a m - wg 0 N H O O O O O O O O Z (D LU Z tq z O a OLU V � a LL N 0�r y y Vl y y y y .0 :i cd L CCi C� C� Q ';' Ti ,ci ;5 Q N bA bA bA bA bA bA '� U N N N N N N N N N N U C7 L7 L7 L7 C7 L7 C7 L7 � C7 C7 N 9.1 O V Cd yr O O O O O O fl 4� O O O O U U d 0O 00 N 00 M 00 't 00 kn 00 �,C 00 � 00 00 00 C� 00 O 00 ,� 00 N 00 M f3E N O N O N O N O N O N O N O N O M O M O M O M J R Z O O O O O O O O O O O O CO Q Q Q Q Q Q Q Q Q Q w O O O O O O O O O O O O l� l— 00 00 00 O� a1 a1 O O U x x x x x N 0 Page 429 Attachment 1 to Report PUB-012-24 t O CL 4) 19 o 22 o 0 0 0 0 0 0 0 0 0 Z.0 O N H 1 O 0(D-0 O O O O 0 0 Z N 00 N 00 N 00 W Z rn z O a 2 O N LU J I.L a N O `� z zzz zzz zzz N Q Q y a M x � M � � '�� M= U UCz c 20 U a a = a M M M C ci O � c O oA � C r 0 �y.. 0 cy. 0 � y.. a, CD =- O J E z 00 O M 00 O W-, M 00 O "0 M 00 O � M o 0 0 0 V x x CO r- 0 N M N CO M CD LL � N N n � N C3) Q 1'" ?> O J ON • O 0 O N m 7 CO O � a> j U W G �I Page 430 11 n I C7 .-mw: • 7] i ne Pia ?artnt; 0 • Im lJ _ dw filk 9 ■ l�1lLIE�1�■��� 4MIikdoIN4 a ii ! 1411ONhill1111 lk 110■■611411 # 'Vp Jim �' ■ �ttiili�l�#■ii11�11��11ii1M ■#�IIF■ii! • .�., _to EL *_ of1111ltllll ■omNt jo�ti�A11dorr jl iiN � � �,' �#,�► di 14 �4 # '�► i ! 91 frill Bowmanvfflai 1. i 1 �■ _ .__'. 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Report To: Special General Government Committee Date of Meeting: September 16, 2024 Report Number: PDS-036-24 Authored by: Andrei Micu, Manager, Parks Design and Development Submitted By: Carlos Salazar, Deputy CAO, Planning and Infrastructure Services Reviewed By: Mary -Anne Dempster, CAO By-law Number: Resolution Number: File Number: Report Subject: Bowmanville Zoo Lands Park Master Plan Recommendation: 1. That Report PDS-036-24, and any related delegations or communication items, be received for information; 2. That Council endorse the proposed Bowmanville Zoo Lands Park Master Plan guiding principles, vision, and concept; 3. That Council refer recommendations 4 and 5 to the meeting of October 28, 2024 alongside the Parks, Recreation, and Culture Master Plan; 4. That Council authorize Staff to implement the recommendations of the Bowmanville Zoo Lands Master Plan by issuing a Request for Proposal to select a qualified consultant to advance the Master Plan concept into detailed design for Phase I — Trails; 5. That Council allocate $1,112,500.00 for Phase I — Trails to start construction in 2025 with a trail opening to the public in 2026 and, 6. That all interested parties listed in Report PDS-036-24 and any delegations be advised of Council's decisions. Page 442 Municipality of Clarington Report PDS-036-24 Report Overview Page 2 The purpose of this Staff Report is to inform Council of the completion of the Bowmanville Zoo Lands Master Plan, its integration with the Parks, Recreation, and Culture Master Plan, and to report the key recommendations to support the multi -year development of the Bowmanville Zoo Lands Park. 1. Background 1.1 In 2018, Council approved the acquisition of 13.7 hectares (34 acres) of land from the previous Bowmanville Zoo lands from Farsight Investments Ltd. and Savannah Land Corporation. The transfer of the property to the Municipality would be through a gratuitous dedication as part of the subdivision approval process. 1.2 For more information on the transfer of the Bowmanville Zoo Lands, please refer to Staff Reports PSD-065-18, PSD-071-18, and Confidential Report #LGL-005-18. 1.3 In August 2021, the land was officially transferred to Municipal Ownership. 1.4 In December 2021, Council passed Resolution #C-408-21 to direct Staff to undertake the preparation of a comprehensive Parks Master Plan for the Bowmanville Zoo lands. 1.5 In May 2022, Council passed Resolution #GG-202-22 that directed Staff to form a partnership with the Valleys 2000 organization with the intent to jointly develop the Park Master Plan for the Bowmanville Zoo lands. 1.6 For more information on the Master Plan background, please refer to Staff Report PDS- 030-23. 1.7 In April 2023, Council passed Resolution #PD-039-23 that reads as follows: 1. That the Bowmanville Zoo Lands Park Concept Plan be included as part of the proposed Parks Recreation and Culture Master Plan; 2. That staff be authorized to further the design and assess the feasibility, scope, associated costs and p having of the implementation by extending the scope of work of the consultants and that the cost be covered by the Planning and Infrastructure Services 2023 Consulting Budget; and, 3. That all interested parties listed in Report PSD-030-23 be advised of Council's decision. 2. Discussion 2.1 The objective of the Bowmanville Zoo Lands Master Plan is to create a comprehensive Park Master Plan that will establish a park identity and purpose. Currently the parkland has limited functionality with no public access. Page 443 Municipality of Clarington Page 3 Report PDS-036-24 2.2 The Bowmanville Zoo Lands is planned to be a destination municipal wide park for residents, and it is likely to attract visitors from outside the community. Guiding Principles for the Bowmanville Zoo Lands Park Master Plan 2.3 The Master Plan presents a vision for a new public park that will revitalize one of Bowmanville's most iconic destinations and landscapes. The former zoo lands will be transformed into a public space that celebrates the natural heritage of the site and creates a cultural hub for the community. The park will assume a new and important role as a natural environment park and become a place for learning and for appreciating the Soper Creek Valley. 2.4 The Master Plan was developed with a vision that focuses on a bold, inspiring signature park for the community that is tied to the natural and cultural history of the property and honors the legacy of Soper Creek and the former zoo lands while integrating the lands into a broader trail system. The Master Plan was guided and formulated based on the following principles: • Adhere to the Municipalities Strategic Priorities, noted in Section 5 below. • Develop the park as a Municipal wide destination park. • Integrate opportunities for public art. • Preserve and enhance the parks key ecological link within the Soper Creek Valley. • Investigate sustainable uses that protect the natural environment and cultural heritage assets. • Provide recreational opportunities for all ages and abilities of a growing community. Proposed Park Uses 2.5 The natural environment park will be an educational and cultural destination, a place of respite and recreation for residents and visitors. The park will incorporate meadows that attract pollinators, woodlands that attract birds and other wildlife, wet meadows for amphibians and reptiles and the creek itself that winds through the park will continue to provide habitat for a wide range of flora and fauna. There will be space within the natural environment for cultural gatherings and installations and walking and cycling trails will be integrated throughout the park. The park will connect to the broader trail network and be part of the Bowmanville's Circle of Green vision. Page 444 Municipality of Clarington Page 4 Report PDS-036-24 2.6 The new and restored landscapes of the park will provide special features and destinations that are designed to enhance the experience of park visitors. Demonstration gardens will serve as an introduction and orientation to the ecological zones of the park. Restored and new wet and dry meadows will enrich both the ecology of the park and visitor experience. The goal is to develop immersive landscapes that are diverse and rich in both flora and fauna. 2.7 Woodlands throughout the park will be representative of the Soper Creek Valley system and will create a strong armature that provides habitat for a variety of wildlife. In addition, the woodlands will provide park visitors with shaded walking routes through a variety of richly vegetated areas. 2.8 Parking and trails are important infrastructure that will enhance the function of the park. The Master Plan proposes access into the park from all compass directions. Key access points include one from King Street East, two from Mearns Avenue, one from Mearns Park, one from Concession Street E., and lastly one from the new Timber Trails Subdivision. Over time, trails within the park will provide direct access to the various proposed park amenities. Proposed Initial Phase and Timeline `Phase I — Trails' 2.9 The initial phase of implementation focuses on providing public access to the park through the design and construction of strategic connection trails within the park that generally align with the layouts identified in the Master Plan. Develop a Terms of Reference and Issue RFP for consultant selection to develop detailed design. (Q1 2025) Develop a Terms of Reference and Issue RFP for consultant selection to comprehensively assess the structural integrity and heritage status of the existing bridge and provide recommendations on rehabilitation or replacement. (01 2025) Construction of strategic connection trails within the park. (03 2025) King Street East Node & Orientation Centre 2.10 The Master Plan proposes a main entry and arrival node on King Street that will welcome and introduce visitors to the park. The area will include a pavilion, signage, demonstration gardens, public art, parking, and trail connections, which will be accommodated within lands currently owned by the Municipality. Page 445 Municipality of Clarington Page 5 Report PDS-036-24 3. Communication and Public Participation 3.1 Public engagement and consultation were integrated in the development of the Master Plan. A communications and engagement strategy was developed by the Consultant, The Planning Partnership, with significant input from Staff and leveraged the Municipalities current communication channels. The strategy included in person and virtual session where public were asked for input. 3.2 Two, two hour in -person public sessions were held on April 16, 2024, where The Planning Partnership presented the vision and park concept. There was a total of 20 participants in each session who made notes and comments on the concept plan. 3.3 The engagement and consultation strategy also included an online survey component that ran for 3 weeks, concluding on April 26, 2024. There were 7,130 total views on the Clarington Connected page with 159 total contributions (interactions). 3.4 A summary of the public participation is included as an Appendix within the Bowmanville Zoo Lands Master Plan. 4. Financial Considerations 4.1 Vallys 2000 funded 100% of the costs to prepare the original concept plan intended to provide a point of departure for continued conversation, engagement and consultation with the community for the development of the Bowmanville Zoo Lands. The cost of consulting services incurred by Valleys 2000 to date is $20,650.08. 4.2 The Municipality funded 100% of the costs to advance the Bowmanville Zoo Lands Master Plan from the initial concept to the current Master Plan. The total cost of consulting services approved and expected to be incurred by the Municipality is $62,000.00 with $40,328.75 of that incurred to end of June 2024. 4.3 The Master Plan includes a Costing and Phasing component. The Planning Partnership prepared a high-level order of magnitude costing exercise for the implementation of the recommendations set forth in the Master Plan, at a total value of $21,465,000. The order of magnitude costing is comprised of 7 `Focus Areas' within the park and intended to allow the Municipality to phase in the Master Plan strategies. 4.4 Certain amenities within the Master Plan Park Concept are eligible costs to be recovered through development charges. The Municipality is currently working with a consultant to include these costs in the Development Charge Background Study. Staff will explore alternative funding options for ineligible costs such as Community Benefits Charges and partnerships with Valleys 2000 for fundraising. Page 446 Municipality of Clarington Page 6 Report PDS-036-24 5. Strategic Plan C.4.1: Promote and support local arts, culture, and heritage sectors. • The Master Plan recommends that public art be integrated through the park with a focus on recalling the legacy of the Bowmanville Zoo as well as the natural and cultural heritage of the area. • It is recommended that a public art master plan for the park be developed as part of the next detailed design phases of the Park. G.2.3: Develop and begin implementation of the Parks, Recreation, and Culture Master Plan. The Bowmanville Zoo Lands Master Plan is being integrated with the larger Parks, Recreation, and Culture Master Plan, allowing the Municipality to strategically begin implementing the recommendations set forth in both Plans. G.3.2: Consider the creation of a community park on the former Bowmanville Zoo Lands. The development and adoption of the Bowmanville Zoo Lands Master Plan in conjunction with the Parks, Recreation, and Culture Master Plan is the first step in the creation of a municipal wide park on the former Bowmanville Zoo Lands. G.4.3: Protect and enhance Clarington's natural heritage. • The Master Plan has a strong focus on protecting the natural heritage of the area. To implement the Master Plan, the Municipality will work with other levels of government, including local Conservation Authorities to ensure the natural heritage is protected and enhanced. 6. Climate Change 6.1 The adoption of the Bowmanville Zoo Lands Master Plan and the implementation of the recommendations will strengthen the resilience of Municipal infrastructure as well as protect ecosystems and biodiversity, in accordance with Clarington's Corporate Climate Action Plan. 7. Concurrence 7.1 Not Applicable. 8. Conclusion 8.1 It is respectfully recommended that Council endorse the proposed Bowmanville Zoo Lands Park Master Plan guiding principles, vision, concept. Page 447 Municipality of Clarington Report PDS-036-24 Page 7 8.2 That Council authorize Staff to implement the recommendations of the Bowmanville Zoo Lands Master Plan by issuing a Request for Proposal (RFP) to select a qualified consultant to advance the Master Plan concept into detailed design, with the implementation to be phased over several strategic stages. This work will include expediting components of Phase 1 — Trails. Staff Contact: Andrei Micu, Manager, Parks Design and Development, 905-623-3379 ext.2439 or amicu(o)_clarington.net Attachments: Attachment 1 - Bowmanville Park Master Plan, August 2024. Prepared by The Planning Partnership. Interested Parties: The following interested parties will be notified of Council's decision: Ron Strike, Valleys 2000 Kim Maxwell, Valleys 2000 Doug James, Valleys 2000 Aw- , + 1 f 2 i 4 � .•v '.�� _ ti yry� # !o JIT 'PP its t - Bowmanville Park Master Plan August 2024 WThePlanning m Partnership Land Acknowledgement The Municipality of Clarington is situated within the traditional and treaty territory of the Mississaugas and Chippewas of the Anishinabeg, known today as the Williams Treaties First Nations. Our work on these lands acknowledges their resilience and their longstanding contributions to the area now known as the Municipality of Clarington. Page 450 Contents O Introduction ........1 1.1 Zoo History ........1 1.2 Context & Location ........3 1.3 How We Got Here ........4 © Vision & Concept Plan ........ 6 2.1 Access, Parking & Trails ........8 2.2 Landscapes ........10 2.3 Focus Areas ........14 A. Park Entrance / King Street Node ........15 B. Wet Meadow ........19 C. Natural Playground ........21 D. Mearns Park ........24 E. Amphitheatre / Meadow ........26 F. Multi -use Play Field ........29 © Park Elements ........ 31 0 Public Art ........ 34 © Costing & Phasing ........ 35 Page 451 INV-, . All i4 jZ IN i t3 A as l 6 t ON- io AM! SEA-,, F-4 VA IF .......... 0 Introduction 1.1 Zoo History Bowmanville Zoo was once the oldest private zoo in North America. Established in 1919, it closed in 2016. Plans for the site's future include its redevelopment for parkland and natural environment purposes with its eventual inclusion in Clarington's Resilient Circle of Green surrounding Bowmanville's historic boundaries. The Circle incorporates the Bowmanville and Soper creeks, and is a multi -active transportation pathway for walkers, runners, hikers, cyclists and others using non -automotive modes of mobility. The site once occupied by the Zoo, is on the banks of the Soper Creek. The Cream of Barley Mill (today's Visual Arts Centre of Clarington), is located farther south on the creek. At one time, both were part of James Morden's ambitious plan after World War I to develop a diverse visitor attraction featuring a campground, cabins, a zoo, a swimming pool, and other recreational opportunities. In pursuit of his vision, Morden hired Alfred Shrubb, to help manage and promote the Cream of Barley Camp. Shrubb was known as the world's greatest runner between 1903 and 1912. Shrubb's rivals before the war had included the renowned First Nations runner Tom Longboat against whom he competed in a celebrated series of both indoor and outdoor marathon -length encounters. During his association with the zoo, Shrubb would use the ponies housed in the front of the zoo, as partners in interval training. This type of training technique was first developed by Shrubb, and is recognized now as one of the more sophisticated techniques of developing high levels of fitness, although today, pony partner use is optional. In the long run the two survivors of Morden's vision were the Zoo and the Cream of Barley Mill, with the latter being managed by Shrubb, who lived in Bowmanville for the rest of his life. The Bowmanville Zoo remained a popular attraction not only locally but for tourists. As well, it prepared many animals for feature films. As examples, Bongo and Caesar, two African lions, starred in the 1996 movie Ghost and Darkness, featuring Val Kilmer and Michael Douglas. Additionally, a Bengal tiger named Jonas, had a role in the Oscar -winning 2012 movie, Life of Pi. Angus, a male African elephant, appeared as Jumbo in the A and E production of The Life and Times of Phineas T. Barnum, and surpassed the original Jumbo in both height and weight. Over the years the animals and their various keepers were also regular performers on numerous nature productions and children's television shows. The Zoo's demise was an unfortunate consequence of changing societal views of privately owned captive exotic animals. In light of the extensive relationship between the zoo and its local citizenry, a large proportion of the land was donated to the Municipality for the creation of recreational green space, in order that the citizens of Clarington could continue to enjoy the property. Page 4_"nicipality of Clarington I The Planning Partnership - 1 ir■ril '. R �ililitiil{Litt ! �' irl 11HIi IF C dr + �� ti � ; �. �. , �� � � �Iwllrll�l■i■��i■1■l ��Irir11�1 ■ :. 1111111111. L �. �f i�1��lll�lll�■ r r■Mrlrlrl� m �lil�� Iyl111111;1�11�111 lilIll III dkoit11m d% ltw�4i.w I. iL-+!«J3 ,tA� �w��■ y'. ■. I,��r.�, IS 40 .01 v 4� IL a -or . w . r f ar ■ ■r 7 ". r�'rsrj + sa ■ rs 416.. a� �. A R 1i 114111 it ii{11titi{►M��t��:�a .. +{ r . a�, 1.2 Location & Context The Zoo lands comprise 34 acres abutting King Street East and Mearns Avenue in Bowmanville. The lands are located north of the Bowmanville Cemetery and west of the newly developing residential area, Timber Trails. The map illustrates the relation of Timber Trails to the site and some of the development's planned park space adjacent to the lands and a stormwater management pond. A road adjacent to the park with houses only on the east side enables physical and visual access to the new park site through Timber Trails. The lands are connected to the Soper Creek Trail to the north and provides great opportunity to further develop and enhance the Soper Creek Trail system. J • Bowmanville Zoo Lands Context Map Page 4_3nicipality of Clarington I The Planning Partnership 1.3 How We Got Here When the Bowmanville Zoo closed after nearly 100 years of private operation, the land was sold to a developer and a portion (approximately 34 acres) was donated to the Municipality of Clarington for a public park. This tremendous opportunity started a process that would lead to the reimagination of the former Bowmanville Zoo lands as a public park. Clarington Council passed a resolution on December 31, 2021 directing staff of the Public Works Department to form a partnership with the Valleys 2000 organization to develop a concept plan for the Bowmanville Zoo lands. The purpose of the plan was to establish a vision for the park and to provide the basis for more detailed planning and design. Valleys 2000 is a volunteer charity organization with a board of community leaders. Their mandate is to raise funds to help develop, enhance, promote and preserve trails, naturalize river banks, enhance fish and wildlife habitat and improve interpretive signage along the Bowmanville and Soper Creek Valleys. Valleys 2000 gathered a group of diverse stakeholders together to share ideas on the possibilities for the site, at a "charrette" style design workshop. The feedback gathered at this workshop informed this high-level park concept for the Bowmanville Zoo lands. Lands were gratuitously Valleys 2000 hosted a design workshop with the dedicated to the Municipality of Clarington and local stakeholders to Municipality. develop a Vision and concepts for the lands. 2018 2021 December September 2022 Clarington Council passed a resolution directing staff of the Public Works Department to form a partnership with the Valleys 2000 organizationto develop a plan for the Bowmanville Zoo lands. February 2023 The high-level park concept produced through the workshop, was formalized in the Bowmanville Park Concept report, February 2023. 2023 May Council directed that the Bowmanville Park Concept be included as part of the Parks Recreation and Culture Master Plan. Staff authorized to further the design and assess the feasibility of the implementation by extending the scope of work of the consultants. 2023 November The extended scope was initiated in a kick-off meeting with staff. The Initial Concept was reviewed in the context of available based data l information. Bowmanville Park Master Plan Page 456 As part of the community engagement for the Bowmanville Park master plan, the Town conducted an online survey and an in-preson workshop to engage with residents who shared their opinions on the park design concept. The results of the online survey and comments from the workshop are included in Appendix A of this report. It is recommended that future consultation with Indigenous communities be undertaken, including circulation of the final Master Plan report. Valleys 2000 Workshop The Concept Plan was refined with, feedback from The extended scope commenced public consultation, stakeholders, staff and consultant with a workshop with staff and team. The Master Plan Report was prepared with stakeholders. The Initial Concept recommendations regarding programming, park was updated based on new elements, landscaping, and high-level costing/ information provided by staff. phasing. February 2024 May 2024 Next Steps 2024 April An in -person public workshop was held and an online survey was launched to present the updated concept and get input from the public / community (those results are summarized under section 1.4, on the following pages). (TBD) 2024 June The Final Master Plan Report was presented to Council. Page 4_Pnicipality of Clarington I The Planning Partnership - e - cD er G�e � sopYi_ � , AC,t - S �U as ' Legend Community, Culture and Edu- 1k cation i 1. Visitor /Welcome Centre 2. Gathering / Event Space 3. Performance Amphitheatre w i 4. Commemorative Forest 5. Demonstration Garden —- J Recreational /Play Elements 6. Trails \ r . Multi 8-use play field ab .� . Playground 9. Fitness Station ti rr, - R Landscape Typologies 10. Woodland ay ti - 11. Dry Meadow r 12. Wet Meadow Park Amenities Washrooms �v Parking 6 Bowmanville Park Master Plan Page 458 Q Vision and Concept Plan A bold, inspiring signature park for the community of Bowmanville that is tied to the natural and cultural history of the property by honouring the legacy of Soper Creek and the former zoo and integrating the lands into the broader trail system. The master plan presents a 21 st century vision for a new public park that will revitalize one of Bowmanville's most iconic destinations and landscapes. The former zoo lands will be transformed into a public space that celebrates the natural heritage of the site and creates a cultural hub for the community. Through this revitalization process, the park will assume a new and important role as a natural environment park and become a place for learning and for appreciating the flora and fauna of the Soper Creek Valley. The park will also showcase the extraordinary landscape of the Great Lakes Region that reestablished itself post glaciation, over ten thousand years ago, and was the territory of Indigenous peoples until colonization only a few hundred years ago. From the meandering cold -water creek to the meadows, wetlands and forests that define its character and ecological function today, the new park will be a place of discovery to experience nature throughout the year. It will be a destination for people of all ages and abilities, for students, educators and wildlife observers and will serve as a backyard for local residents who can enjoy the trails and features of the park every day. An adventure playground with a natural environment theme will be a centre piece of the park attracting children and families from around the region. Culture will be imbued into all aspects of the park. There will be gathering spaces, including an outdoor amphitheatre for live performances, a big lawn for community celebrations and gatherings and art installations, both permanent and temporary, will be choreographed throughout the park. The park will also pay tribute to the 100 years of the Bowmanville Zoo history, recalling the extraordinary and exotic animals who lived there and were beloved by the community. Many of those animals were celebrities themselves and will be remembered through the interpretative program and commemorative installations. In the decades to come, this moment in time will signal the rebirth of the Bowmanville Zoo Lands into one of the country's most treasured natural environment and culture parks. The Brickworks, Toronto Page 4_'nicipality of Clarington I The Planning Partnership I gar\eY 00 G�esce�t • 64 r King Straat East Legend • Existing Trail —Type 1 (3.5m -4.0m) Type 2 (2.5 - 3.0m) _ Parking OVehicular Access 2.1 Access, Parking & Trails Access, parking and trails are important infrastructural elements that will enhance the function of the park. Access & Parking Vehicular access to the park will be from King Street East and Mearns Avenue. Access points will connect directly to parking areas. Two accesses are proposed along King Street East - the first, located to the west of the orientation centre, where a limited number of parking spaces will accommodate staff, visitors with mobility requirements and deliveries, will be located. The other access along this primary road will be the primary entrance to the park, where approximately 60 - 70 parking spaces will be provided. From this location, park visitors will have direct access to the orientation centre, the event space and the demonstration gardens. Trails will provide connection to the amphitheatre, butterfly garden and meadow. A secondary access is proposed along Mearns Avenue where approximately 40 - 45 parking spaces will be provided. From this location, park visitors will have access to the natural playground area as well as the wetland meadow feature. Trails Building on the existing trail system, a hierarchy of new trail types will be introduced throughout the park to enhance connectivity and circulation. A major north -south multiuse trail will extend from the King / Mearns intersection to the north end of the park. It will be a 3.5m-4.Om wide asphalt trail that potentially provides for designated pedestrian and cyclist areas. A second trail typology will connect the feature areas of the park and provide a 2.5m - 3.Om wide accessible route paved in asphalt. These are shown on the diagram to the left. A third trail typology will provide access into the natural areas of the park and will be either stone mulch or wood mulch depending on the surrounding ecology. The boardwalk is a fourth trail type and is specifically designed to provide access around the wetland meadow. Bowmanville Park Master Plan Page 460 ` rir`.Flo f i F ram:.. •. } J ., .a �� '�i• .. , 2.2 Landscapes The new and restored landscapes wrap around the core area of the park providing special features and destinations that are designed to enhance the experience of park visitors. They increase both the ecological diversity of the park and the experiential diversity. From the demonstration gardens that serve as an introduction and orientation to the ecological zones of the park to the streetscapes and neighbourhoods that line the edges of the park, to the wet and dry meadows, these new and restored landscapes will enrich both the ecology of the park and the visitor experience. They are intended to be immersive landscapes that are diverse and rich in both flora and fauna. They will serve as education touch points and part of the interpretive program of the park. The streetscapes surrounding the park will also be Soperi designed to create a strong frame around the park comprised of native tree and understory plantings and incorporate pedestrian and cycling paths. Existing Woodlands The woodlands create a strong armature that weaves throughout the park providing habitat for N a variety of wildlife including birds, reptiles and small and large mammals. The woodlands of the park are representative of the Soper Creek valley system and include both low and upland species. They provide critical shading for the cold -water creek. For visitors they provide for shaded walking trails through a variety of richly vegetated areas that are both wet and dry where visitors can experience walking through an understory of trilliums, ferns, moss covered logs. Existing Landscapes Mature trees / Woodland Soper Creek Meadow 10 Bowmanville Park Master Plan Page 462 Legend Park Landscape / Demonstration Gardens _ Street Edges Screening IIIIII� Wet Meadow Dry Meadow / Butterfly Gardens Existing Soper Creek The creek is a critical part of the natural environment weaving through the park creating discrete areas of the park. Four bridges cross the creek and provide points of interest to stop and look for fish, reptiles and other wildlife. The edges of the creek will be armored at some critical points to maintain infrastructure, but the other areas should be allowed to naturalize and erode as part of the natural process. New and Enhanced Landscapes The development of the park will include the creation of new landscapes associated with the focus areas of activity and enhancement of the existing woodlands and creek. The landscapes envisioned include: Park Landscape / Demonstration Gardens will be focused around the Main Entrance, the Adventure Playground and Mearns Parkette and organized around their respective activity, seating and circulation areas. The planting approach for these areas should highlight a native planting palette with some year-round ornamental interest. *` K79 Street East Enhanced / Restored Landscapes Sample plantings within the Park Landscape / Demonstration Gardens Black -Eyed Susan (Rudbeckia hirta) Wild Lupine (Lupinus perennis) Blazing Star (Liatris spicata) Page 4nnicipality of Clarington I The Planning Partnership 11 The landscape along the Street Edges should be arranged to define the boundary of the park, and create a strong and consistent presence within the public realm. The approach to planting should emphasizes large canopy trees to provide shade along the sidewalk and bold swathes of understorey plantings. The plantings along the interface of the park with adjacent private rear yards should provide a Landscape Screen that effectively defines the edges of the park and also creates pockets of shade and landscape interest for both park users and adjacent residents. Sample plants along the Street Edges Ironwood (Celtis occidentalis) Red Maple (Acer rubrum) The Wet Meadow landscape that is proposed at the Mearns Avenue and King Street East corner of the park currently functions as an open wetland habitat with soils that are saturated for part or all of the growing season. As a wet meadow landscape, the approach to planting should be characterized by predominantly herbaceous (non - woody) plants that may include any combination of grasses, sedges, rushes, ferns, and forbs. The vegetation may be low and sparse, or tall and dense, depending on environmental factors. Sample plants within the Screen Landscape Eastern White Pine (Pinus strobus) Redbud (Cercis canadensis) Quercus macrocarpa (Burr oak) Blackgum (Nyssa sylvatica) 12 Bowmanville Park Master Plan Page 464 Although standing water may be present at times, especially in winter or spring or after rainstorms, it may not persist for long, and many Wet Meadows have little if any standing water through much of the growing season. The Dry Meadow landscape is an open upland habitat typically found on thin, infertile soil and in this case, in an old field occupying the eastern portion of the park, framed on the north and south by woodlands. The vegetation is dominated by herbaceous (non -woody) plants and consists mostly of forbs and grasses tolerant of dry, nutrient -poor conditions. The Dry Meadow planting approach should feature drought -tolerant species established from a seed mix directly sown in -situ over a base layer of sand to provide a free -draining base for plant establishment. Sample plants within the Wet Meadow Landscape Bog Goldenrod Swamp Aster Blue Vervain (Solidago uliginosa) (Symphyotrichum puniceum) (Verbena hastata) Wild Bergamot (Monarda fistulosa) Golden Alexander (Zizia aurea) s .41 New York Ironweed Canada Wildrye (Vernonia noveboracensis) (Elymus canadensis) Page 463nicipality of Clarington I The Planning Partnership 13 2.3 Focus Areas The concept plan introduces six areas of focus that offer various educational, cultural destination, recreational experiences to the park user. These are generally arranged around the perimeter of the park, with access and visibility from the surrounding street fabric, and connected by the existing and new system of trails. 14 Bowmanville Park Master Plan Page 466 A. Park Entrance / King Street Node The main entry and arrival area on King Street is designed as a park orientation centre that will welcome local residents, visitors and school groups. The area will include a pavilion with interpretive signage, public art, demonstration gardens, parking, and trail connections into the park. It will be an inspirational introduction to the park where visitors will learn about the park's ecology including Soper Creek and its role in the larger watershed along the north shore of Lake Ontario. It will tell the story of Indigenous settlement over millennia and the colonial settlement of the area over the past few centuries. Importantly it will tell the story of the former Bownmanville Zoo and it's role in the evolution of the municipality. Demonstration gardens will provide a sampling of the types of ecology in the park and idi prove nfti ormaon on transfllil erabe ecoogcagardening approaches. .�' V# Site Elements Wayfinding / Interpretive Signage 2 Seating / Waste & Recycling Bins �n Bicycle Parking At Page 46' nnicipality of Clarington I The Planning Partnership 15 Features Al. Orientation Centre The property located on King Street East, to the west of the subject lands provide the opportunity to be developed as part of the gateway to the park. These lands, which are not currently owned by the municipality, should be considered for future acquisition. The existing building that currently sits on the property should be reimagined to create a new accessible visitor / welcome centre. The visitor centre shall be designed as an orientation, education and interpretation hub and include programmed interior and exterior spaces for community use. There is the opportunity to incorporate green building technologies into the design of the building as well as to make the buiding accessible, including the washrooms. A small parking lot should be provided on the west side of building. Here a small number of staff and accessible parking spaces may be provided along with space for deliveries. In general, parking lots in the park should be designed without barrier curbs and be graded to direct stormwater into adjacent landscaped areas. The areas around the building should be designed as a series of demonstration gardens where local species of shrubs, perennial and annuals may be incorporated. The addition of interpretive signage to enhance the user experience and opportunities for indigenous placemaking should be considered. Existing building Orientation Centre Orientation Centre - Outdoor Gardens 16 Bowmanville Park Master Plan Page 468 P,- , , I " tl.\S, ;471 Orientation Centre - View from King Street East J Page 4nnicipality of Clarington I The Planning Partnership 17 A2. Gathering / Event Space The proposed gathering area / event space is an extension of the visitor / welcome centre; together, these two areas of the plan should be viewed as the main gateway to the park and developed as such. The gathering / event space is anchored by an open air pavilion that forms a sculptural landmark on the site and anchors the space. The paved area on the east side of he pavilion is intended to function as a plaza, be flexible and accomodate a variety of formal and informal gatherings. Measuring approximately 120 square metres in size, this area could potentially accommodate 240 to 360 persons standing or 225 persons seated for performances, for example. The gardens framing this space will be planted in a similar fashion as the gardens around the visitor centre, and include demonstration gardens. Open Air Pavilion Orientation Centre - Outdoor Gardens A3. Pedestrian Bridge There are three pedestrian bridges proposed as part of the Master Plan. These will provide access across Soper Creek and connectivity to the trails system. The design of the bridges shall be coordinated and consistent throughout the park. A unifying design expression will draw from the character of the park context and also provide a counterpoint to the natural setting. A4. Potential Trail Connection A potenial trail connection will extend toward the eastern limit of the park and travel along the Soper Creek under King Street East to emerge on the south side of the Road. The potential trail would connect the park to the East Bowmanville Park and the overflow parking area located on the south side of King Street East. Event / Gathering Space 18 Bowmanville Park Master Plan Page 470 B. Wet Meadow The wet meadow will be enhanced, enlarged and developed as a special feature area and destination within the park. It will be planted with indigenous dry and wet meadow species. A boardwalk trail will connect through the wetmeadow providing controlled access for visitors to see the range of flora and fauna including turtles, frogs, and other wildlife. Interpretive signage will describe the importance of wet meadow in the regional landscape. Immediately adjacent to the west parking lot and drop off area will provide access for visitors including those with mobility issues. Site Elements Wayfinding / Interpretive Signage ' Seating / Waste & Recycling Bins Ir Bicycle Parking Boardwalk i. Page Opnicipality of Clarington I The Planning Partnership 19 Features B1. Boardwalk Trail A boardwalk trail will connect through the wetmeadow providing controlled access for visitors to potentially view the range of flora and fauna including turtles, frogs, and other wildlife. There are two portions of the boardwalk proposed - one accessed from King Street East and the other from Mearns Avenue. The design of the boardwalk should include integrated seating and visually permeable railings. Interpretive signage will be provided in key locations to describe the importance of the wetmeadow in the local and regional landscape. Boardwalks V Pedestrian Boardwalk 20 Bowmanville Park Master Plan Page 472 C. Natural Playground The playground is designed as a destination nature -based play area with natural elements including logs seating, moveable materials, nature gardens and water collectors. The proposed natural playground will be a new experience for the children of Bowmanville. The parking and drop off area immediately south of the playground will provide access for parents with small children and for those who require mobility devices. Site Elements Wayfinding / Interpretive ` Signage n=' Seating / Waste & Recycling{ Lv g Bins n, - Bicycle Parking Play Elements 1 Washroom Building Shade Structure / Canopy J ea ,- v p 1 v Page 4nnicipality of Clarington I The Planning Partnership 21 C1. Play Elements The natural playground area is intended to be a learning environment where children experiment with natural materials to create play environments. Key components include the use of natural materials such as tree logs, rocks, sand, branches, natural gardens etc. It's envisioned that there would be a limited number of fixed objects including climbing structures, swings and slides. The intent is for the children to experiment with materials and to create play environments that change based on their imaginations. Part of the play area will be dedicated to a water play component that has similar elements and attributes. A water play feature will be incorporated that references the nearby Soper Creek. The playground should be surrounded by canopy trees to provide shade. The playground will be designed by professionals with expertise in this type of installation. The playground must be accessible and designed for a range of ages and abilities. Washroom building with a shade canopy C2. Washroom Building A washroom building is proposed to be located to the south of the play area, immediately adjacent to the trail. In this location, which is intended to also be conveniently accessed from the boardwalk and amphitheatre areas, the new building will form a landmark/ focal point for the area. As such, it should be designed as a pavilion in the landscape and incorporate the use of natural, innovative and sustainable materials and technologies Natural playgrounds 22 Bowmanville Park Master Plan Page 474 C3. Shade Structure / Canopy A canopy structure is proposed to provide imme- diate cover over a seating / picnic area adjacent to the playground. The concept plan, and the image below depicts a canopy structure that is designed as an extension of the washroom build- ing. As such, its design shall be integrated with that of the washroom structure. �. L Natural / Adventure Playground Page O�nicipality of Clarington I The Planning Partnership 23 D. Mearns Park Mearns Park is located within an existing residential area, with frontage along Barley Mill Crescent. It serves as a local amenity for the neighbourhood and currently has a small playground, some seating and trails. The park has open areas of grass that are manicured with trees dotted within these areas. There are opportunities to introduce additional plantings in the park, to enhance the natural setting and to screen adjacent back yards while providing privacy for those residents. The Master Plan assumes that the existing playground will remain as is and new trails, site furnishings and signage will be organized around this space. k_ ! Ilk Wayfinding / Interpretive Signage Seating / Waste & Recycling Bins Bicycle Parking Playground �'` Seating Area III" Fitness Stations �� 24 Bowmanville Park Master Plan Page 476 Features D1. Playground A new playground is proposed to the southeast of the existing playground. Its location, at a transition to the woodlands, provides an opportunity to expand the amenity in this park and to create a playground that is nature based. As such, its design should emphasize the use of wood and natural materials and should reference the main adventure playground and incorporate the use of wood play structures. The playground should be designed for children of all ages and abilities and incorporate a rubberized play surface for safety, ease of access and maintenance. D2. Seating Area A seating area is proposed to be located between the existing and new playground areas. Here, tables and chairs, some with shade structures such as umbrellas, shall provide opportunities for seating and gathering. D3. Fitness Stations Along the existing trail that extends northward from Mearns Park, intermittent fitness stations are proposed to activate the trail. The Master Plan concept shows three fitness stations however, more may be considered depending on the level of service that is to be identified. Natural playgrounds Page 01Pnicipality of Clarington I The Planning Partnership 25 E. Amphitheatre / Meadow The amphitheater is designed as an integrated gathering space for outdoor education and small outdoor concerts and theatre in the park. The materials of the amphitheater should blend with the surrounding environment using natural stone seating ledges and granular surface finishes. It will create a semi -circular seating area surrounded by trees and vegetation that create a spatial frame around it. Wayfinding / Interpretive Signage Seating / Waste & Recycling Bins Stone Seating Ledges Granular Walkways Butterfly Gardens 26 Bowmanville Park Master Plan Page 478 Amphitheatre Page O� nicipality of Clarington I The Planning Partnership 27 Features El. Stone Seating Ledges The proposed amphitheatre anchors the central portion of the park, situated between the adventure playground and multi -purpose field and connected to both, as well as the park main entrance by way of the network of trails. The amphitheatre shall be formed by a series of semi -circular, stepped seating ledges made up of large rectangular stones. E2. Granular Walkways The natural setting of the amphitheatre should be enhanced throught the use of low impact designs and materials; as such, walkways and paved surfaces in the area should be paved with a permeable material such as stone fines. E3. Butterfly Gardens The proposed butterfly gardens are part of the meadow landscape that encircle the multi -use field and provide a transition form this area to the amphitheatre. From the park main entrance, the main trail leads visitors across the new pedestrian bridge, and along a trail to access these gardens. Similarly, from the adventure playground, a second pedestrian bridge provides access across the Soper Creek to this feature. Butterfly garden Stone seating ledges Granular walkway 28 Bowmanville Park Master Plan Page 480 F. Multi -use Play Field The multi -use play field sits within the eastern portion of the park, accessed from the three main park entrances - Mearns Avenue, King Street East and Mearns Park (Barley Mill Crescent) by way of the network of trails and pedestrian bridges. The multi -use play field is also connected to the future subdivision by way of the future park and stormwater management pond facility in that plan. L71Ri f Site Elements ' Wayfinding / Interpretive Signage r Seating / Waste & Recycling Bins Bicycle Parking .r.. Mown Field ta•,�,r�AM- Meadow Rest Area Page 4$ynicipality of Clarington I The Planning Partnership 29 Features F1. Mown Field The multi -purpose field is designed to be a mown area within the larger meadow area of the park. It is intended to be used for community gatherings, cultural programming and sports activities. It will not be a manicured sports field but rather a robust sustainable grassed area. F2. Meadow The meadow areas that surround the mown lawn will be mowed once a year to ensure that meadow species are maintained and managed. F3. Rest Area The intersection of trails and trail connections provide opportunities for create rest areas that have seating and wayfinding / interpretive signage. A number of locations around the multi- purpose field may be develoment as rest areas. Rest area / trails in meadow Mown field within a meadow 30 Bowmanville Park Master Plan Page 482 Q Park Elements The character and functionality of Bowmanville Park will enhanced by a coordinated family of park / site elements. This will include seating, table & chairs, garbage / recycling receptacles, signage and lighting. Seating along the boardwalk trail Site Furniture should be of contemporary, resilient and robust in design. They will reflect the character of the park and where possible, incorporate wood and steel and create a strong identity that distinguishes the park from others in the municipality. Where possible natural materials should be used, including wood, stone and bare metals. The furnishings should be comfortable and be designed for a range of ages incorporating accessible design elements. There should be a wide range of furnishings for different conditions from traditional bench seats with backs to seating ledges to picnic tables and other types. Garbage receptacles should be designed to meet park maintenance requirements. Site furniture should be selected from a Canadian supplier for ease of maintenance and replacement when needed. The palette of furnishings should Seating / Play Element Trail seating and lighting element Page 4nnicipality of Clarington I The Planning Partnership 31 create a uniform aesthetic that is immediately recognizable as part of the park identification. A unified Signage system should be designed to contribute to the identity of the park. There should be a range of signage types including interpretive, directional and information related. The use of natural materials for the signposts and structures is recommended. The signage system should Waste / recycling receptacle Picnic table located in the meadow Picnick tables located at the main entrance and around the playground areas be highly graphic and intuitive and appealing for a wide range of users. Themes should include the Bownmanville Zoo, Soper Creek, Indigenous and Colonial settlement, park flora and fauna. Wayfinding / interpretive Signage located along a trail, in combination with a rest area. Wayfinidng / interpretive signage located within a woodland. Wayfinidng / interpretive signage located in a rest area and combined with a waste / recycling component. 32 Bowmanville Park Master Plan Page 484 Integrating Manmade Habitats for birds and insects should be integrated within the landscape to provide educational moments throughout the park. They should be designed to be visible, and informative and they should target specific birds, insects and other wildlife. They could be designed in collaboration with artist and ecologists. Interpretation should be integrated with the installations. Insect Hotel Insect Hotel Bird House Page 4Y3nicipality of Clarington I The Planning Partnership 33 Q Public Art Public Art should be integrated throughout the park. Public art provides the opportunity to animate the park and create focal points while recalling the legacy of the Bowmanville Zoo as well as the natural and cultural heritage of the area. The public art collection, developed overtime, should be curated and should include both permanent and temporary installations. Public art competitions should be professionally organized to ensure fairness and the highest quality. A public art master plan for the park should be developed as part of the next phase of design. -A 34 Bowmanville Park Master Plan Page 486 Q Costing & Phasing The order of magnitude costing is a high-lev- el exercise provided for budget allocation purposes only. The calculations are generally based on the areas and elements identified on the concept plan, multiplied by area unit costs gleaned from similar constructed public park projects. Since these costs are not based upon approved detailed designs, they do not account for any required infrastructure ser- vicing, detailed site investigations, site prepa- ration, supply of materials, labour costs and construction staging / phasing. The organization of the following summary of costs is intended to allow a potential phasing strategy based on focus areas. King Street East / Main Entrance ......................... $4,350,000 • Visitor Welcome / Orientation Centre • Shade Structure Pavilion • Parking Lot • Pedestrian Areas • Landscaped Areas • Benches, Waste/Recycling Receptacles • Lighting Wet Meadow / Boardwalk.....................................$2,000,000 • Pedestrian Boardwalk • Parking Lot • Pedestrian Areas • Landscaped Areas / Wet Meadow • Benches, Waste/Recycling Receptacles • Lighting Adventure Playground .......................................... $5,000,000 • Washroom Building / Canopy Structure • Playground / Splash Pad • Pedestrian Areas • Landscaped Areas / Demonstration Gardens • Benches, Waste/Recycling Receptacles Mearns Parkette................................................... $1,200,000 • Playground • Pedestrian Areas • Landscaped Areas • Benches, Waste/Recycling Receptacles • Lighting Amphitheatre....................................................... $1,170,000 • Terraced Seating • Pedestrian Trails • Landscaped Areas / Butterfly Gardens • Benches, Waste/Recycling Receptacles Multi -purpose Play Field ....................................... $1,150,000 • Play Field • Meadow / Butterfly Gardens • Benches, Waste/Recycling Receptacles • Trails Miscellaneous....................................................... $1,680,000 • Street Trees • Pedestrian Bridges (3) • Park Signage • Fitness Stations General Conditions (Mobilization)........................$1,800,000 Contractor Fee ...................................................... $ 655,500 Construction Contingency .................................... $1,640,000 Design Consulting Fees ....................................... $ 820,000 TOTAL................................................................$21,465,000 Page 4YPnicipality of Clarington I The Planning Partnership 35 Appendix A Public Consultation Detailed Analysis Online Survey Participants were able to pin comments to an interactive map on the Town's website, and upvote or downvote other comments. Clicking on the green thumbs up, yellow neutral, or red thumbs down on the map will also show the users comment/reasoning for the positive, neutral, or negative feedback, in many cases the `yes' is just a confirmation of their support for that proposed feature. Question 1 Summary of Results 1. Drop a pin on the design concept to leave your feedback • Drop pins on the map to let us know what you think about the design concept. Help us learn what features you like or dislike and tell us what you'd change. • Let us know if you agree with what others have suggested by upvoting their comments. There were 41 people who responded to this question with 155 people including "up votes" and 58 people including "down votes" on comments shared by others. Comments are included on the concept plan at the end of this document. Question 2 Summary of Results 2. Share your feedback on the draft design concept. • Select a category and leave your comments in the field below. There were 73 people who responded to this question with 792 people including "up votes" and 664 people including "down votes" on comments shared by others. Comments are included on the concept plan at the end of this document. The following is a summary of comments received. Category Up Down Comment Votes Votes 15 0 As someone who doesn't drive, will there be DIRT stops at the entrance? If there is will there be a way for people to cross Gateway/Park from the south? Entrance 0 Very happy with this proposal. It will bring a community gather- ing/green space to this underserved area. A splashpad would be a nice addition 0 Do we have a rough timeline yet? This park was announced years ago, but with such little progress so far, I'm concerned it may never happen. 2. 3 It's important to make all upgrades to our region with the new generation in mind. Tap n Go's, QR codes, mobile robotic info Visitor Welcome guides. 6 How about the inclusion of the First Nations peoples' contribu- Centre tions to the area in addition to a large posted Land Acknowl- edgment 3. 8 15 Why such excessive parking spaces? Bowmanville is not even that big and we shouldn't encourage car dependency Parking 7 More parking, enough that if there is a game on in the field, others are still able to park. 6 1 Would there be enough parking? How many spots for those who don't live within walking distance? Page 4Y 'nicipality of Clarington I The Planning Partnership 4. General Comments: Trail / Walkway — Don't build any more. We will have junkies living there plus drug dealers a new place to dump bodies more graffiti space. 0 YOU ARE DESTROYED 8 Play structure, soccer field, baseball area and splash park. Washrooms and picnic areas. 3 Looks good! Would be cool to have a park app like the valleys has to encourage recreation as well. 19 1 Would love to see a bicycle/scooter pump track like they have in Uxbridge Skating Trail: I would like the addition of an ice-skating trail please. There is one setup 2.5 hours away at Arrowhead Provincial Park, too 4 far! 4 9 1 want to see an ice-skating trail in the park. 9 13 1 want to see an ice-skating trail in this area, and a splash pad for. A place where we can be outdoors. Bowmanville is losing its charm. 16 1 would love to see an outdoor skating trail or rink at the old Bowmanville zoo. It would be a great family recreational activity for all Y 0 17 22 21 18 Where on this plan is the ice-skating trail??? Would like to see refrigerated trail. Refrigerated ice skate trail An ice-skating trail would be such an amazing attraction for locals and visitors alike. 0 1 do not agree with having a skating trail in this park. Too expensive, very exclusive and the weather does not always cooperate. 22 The ice-skating trail that residents are requesting will be a great addition to their community Bowmanville Park Master Plan I Appendix A Publics%rdlt4" Detailed Analysis 1 17 Why have you dismissed the overwhelming requests for a re- frigerated skate trail? Why ask residents what they want when it is always ignored 1 think the ice-skating trail sounds like a fantastic idea. It's a 19 great idea for families to be active, get outdoors & enjoy time together. 16 What happened to having a winter skating trail here? We need stuff to do in the winter, as well as summer months. 1 17 With our rinks used by hockey and sport I would love to see the skating trail, as promised for leisure skating in winter. 1 would like to see an ice-skating trail as well within the park. 16 We have to get families active, outside and together. 19 Where is the wonderful outdoor ice-skating trail that was proposed? Would be lovely in winter & would have many other uses in warm weather. 16 Please add an ice-skating trail to the park. Sounds like an amazing fun idea. I Would love to see an ice-skating trail 9 17 21 Please add a refrigerated ice-skating trail! 18 Would love to see a skating trail also!! 17 This is very exciting but I would love to see an outdoor skating trail! Page 01pnicipality of Clarington I The Planning Partnership 6. 1 A fully accessible playground would be the first of its kind in the area, with rubber surface is needed for equality for all Playground 2 A pool/ splashpad, ice-skating rink/trail, and tennis/pickleball courts would be awesome additions if these are not already part of it Please consider needs of adults with disabilities who LOVE 0 to visit parks especially swings! See Activefit Outdoor Fitness, Port Perry 1 would love to see a bigger splash park, a skate park perhaps? ' 9 We have nothing for our 10-15 year olds to do! 0 Have more than one accessible washroom and family wash- room. Have accessible playgrounds for children using wheelchairs. Please include decent playgrounds, more like the parks in 21 0 Whitby. Inclusive/different playground for all ages. 8 It would be great to see a basketball court included. One simi- lar to the court at Tyrone Park would be fantastic. 1 15 Will there be an ice rink at the park? 12 A tree zip line would be awesome - like treetop trekking. A large splash pad would also be super appreciated - we need more of those Bowmanville Park Master Plan I Appendix A Publics%rdltO-2 Detailed Analysis 7. 4 1 According to zoning, we were told no permanent structures are to be built on this land. How is it a washroom structure is being Washroom Pavil- proposed? I'm concerned about bathrooms, there only appears to be one. ion 2 Maybe another somewhere closer to King or Barley Hill? 1 0 Focus on wetland integrity and not an Amphitheatre. This will offer park visitors the opportunity to experience nature first Amphitheatre hand 0 Having the Amphitheatre intact or with any necessary renova- tions will be another great way to showcase the local creative arts scene. 0 Love that there are gardens and forest areas to preserve wild- life and green spaces. Amphitheatre a great idea too. 0 1 would like to see a place for outdoor artists to play music in the park and a place to have great coffee & hot cinnamon donuts like Tyrone 9. 0 Most looks great, I see 2 picnic areas but no washrooms in those areas, is that correct? Picnic Area 10. Demonstra- 0 Beautiful natural setting. Teaching/giving gardens. Raised beds tion Gardens for seniors & people with physically challenges. Outdoor space for families. 11 . Commemo- 14 As an owner of 2 dogs, and being walking distance to this park, rative Forest I would love a designated off leash dog area! 12. -- Wetland / Wet Meadow Board- walk Page 4"nicipality of Clarington I The Planning Partnership 13. 2 3 Will there be a safe area for dogs to run around? Would also love for there to be plenty of trash cans. And native flowers/ Multiuse Play plants! 6 1 Incorporating a full-sized tiled outdoor basketball court more Field suitable for teens and adults to play would be incredible. 16 Please consider this space for park model low cost affordable homes for purchase so that people can afford to enter the housing market. Please do not waste money on an ice-skating trail or dog park. 8 Let's celebrate our natural heritage and green spaces with this park. 22 Would be nice to Include a bit of a dog park somewhere 24 25 24 Some sort of off leash dog area would be nice! 18 4 1 think something for the winter is a good idea, but a refrigerat- ed skate trail is very expensive. Still, maybe an outdoor rink? 14. 0 Looks amazing. Can you consider a fishing pond?? Not many places for kids to fish for panfish and such. Would be nice to Wet Meadi have a safe spot. 1 think it would be great if low impact development Stormwater 5 features were used. Also a spot for Indigenous ceremony. 16. 4 To keep my children away from the dogs inevitably brought to this park, I would encourage the city to include a fenced off - Woodlands leash area. 11 2 I Mountain bike flow track. 29 A campground like the one at Beavermead Park in Peterbor- ough or Victoria Park in Cobourg might be a good idea. 0 In general, all trees, shrubs and plants should be native to On- tario in order to support and conserve our remaining wildlife. 28 23 Is there room for an off -leash dog park somewhere within the 34 acres? That would be a lovely addition to this already beau- tiful plan. Bowmanville Park Master Plan I Appendix A Publics%rdltOv Detailed Analysis 17. 3 10 https://www.clarington.net/en/news/clarington-unveils-de- signs-for-the-municipal ity-s-first-ever-outdoor-refrigerated-skat- Potential Trail ing-rink.aspx#:—:te Connection Other Comments a 0 It would be great to see educational and interactive signage along the trails. Maybe some permanent exercise equipment to promote health 11 Affordable housing lands is the MAJOR need at the moment for 0 seniors and young families. Clarington could be a model in this initiative. Not exactly sure what action could be taken but some effort 0 should be put into protecting the Soper Creek and native fish in the park! Would like to see some youth -oriented infrastructure in the 1 park, basketball courts, picnic tables, shady areas (umbrellas possibly), etc. 1 More accessible washroom spaces spread out in the park. 16 24 21 Please keep as many existing trees as possible and make the park as natural as it can be. No dog parks. Don't need more of them Will there be dedicated spaces to butterfly sanctuaries and/ 1 or wildflower gardens? Would be nice to see our native plants given love! The old zoo's splash pad was excellent. If the plumbing is still 0 intact, why not use it? Bathrooms too! 11 Splash pad and ice-skating trail! 3 Overall, the park concept is great. I would love to see the com- munity park reflect some aspect of a zoo theme to recognize the previous use 21 1 want to see an ice-skating trail on the former Zoo site 1 Page 4"nicipality of Clarington I The Planning Partnership In -person Workshop Comments An in -person public workshop was held on April 16, 2024, where The Planning Partnership presented the vision and park concept. There were two 2-hour sessions (one at 3:30pm and the other at 6:30pm), held at the Municipal Administrative Centre (Town Hall) in Bowmanville There was a total of 20 participants who then made notes/comments on the concept plan, organized under the subheadings of Environment and Ecology, Access and Circulation, Building and Structures, Play and Recreation, and Education and Culture. Environment and Ecology • Please don't take down mature trees • No lighting behind houses • Butterfly garden? • Plant natural wild flowers/plants • Adequate waste containers that are emptied regularly • No excessive lighting to protect wildlife • Cut as few existing trees as possible • That you for including greenspaces, gardens and forest • Keep an organic feel • Want lots of wild areas — for insect populations • What happens to the present vegetation • Attract for birds — over and above existing wildlife • Replanting with native flora and trees • Community garden • CLOCA? Protected lands? • What is being done to protect the fish and wildlife? (Salmon and trout, deer, coyotes) • Instead of just a stormwater pond is it possible to introduce a natural pond? Access and Circulation • Wet area let grow in • Mixed use can produce "conflicts" e.g. cyclists vs pedestrians • No issues with access and circulation — good job with concept design • Love idea of wooden pedestrian bridges • Limit the amount of parking to the circle of green • Security? /Squatters? • Walkway entrance over king st • Parking Fees! • Free Parking Please • Will the visitor welcome centre be manned? If so, will it be manned by volunteers? • Great plan for trails for walking, biking • Mearns traffic is already VERY bust • Impact on Mearns residences on our property, we were told we could not build because of flood zone Building and Structures • Take out this part of path, avoids cutting trees + place here instead — already cleared • Minimal structures and buildings • Thank you for washroom building and visiting welcome centre • Keep buildings looking `natural' and not modern and shiny (no primary colours) • Like references to zoo and installations referring to. Like idea of wooden structures for play — which allows all age groups to use • Amphitheatre — great idea — keep it. #8 love and outdoor classroom • Love board walks Bowmanville Park Master Plan I Appendix A Public Fw@4§6 Detailed Analysis • Amphitheatre acoustics? Tree surrounded? Private? Great idea • How many storeys? • Cost of maintenance? • Lighting for pathways • Designated parking/ no parking on side streets and Mearns Ave. • Has the original bridge over the creek been retained? • What are the CLOCA rules for structures? • Washroom location — why not by parking? — how is waste going to be dealt with in flood situation? Play and Recreation • Can we consider another dog park in these plans. The current dog park near the marina has become too small for the population as well, the overhead hydro lines shock people and dogs • Creative play structure • Natural `work-out' station — you can stop + do chin ups, etc. • NO dog parks • NO refrigerated ice skating trail — waste of money — climate change • Greensward — where informal games/sports/ play can occur #13 • Park benches for relaxing • Exercise stations build along major paths • Use pond for skating • Permits for park use? • Bike park i.e. bmx — bump track? • More things for children to play with "pump park" • Intent of Amphitheatre? Noise? Time of use? • Remove bike lane on Mearns to encourage use of the trails • Privacy fence - Mearns Education and Culture • You mentioned Indigenous place keeping, what are the plans? Some sort of land acknowledgement • Provide power in amphitheater on pavilion for education presentations, public events • Love the amphitheater idea (multi use space) • Add zoo history plaques — with old photos of zoo and brief history • Keep park as a natural space — a space that celebrates green area and Bowmanville's natural spaces • Organic, minimalist natural colours and materials • Skating parks • Seasonal? • Bike/walk trails — stops • Splash pads • High Park model • Amphitheatre • Gravel vs asphalt • BBQ • Cost for educational purposes/ schools • What historic features of the original zoo have been retained? If not, more needs to incorporated • Have indigenous considerations been consulted? • include a sculpture/representation of the elephant Page 4"nicipality of Clarington I The Planning Partnership