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Home My WebLink About10-28-24 Council Post-Meeting Agenda Date:October 28, 2024 Time:6:30 p.m. Location:Council Chambers or Microsoft Teams 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: Michelle Chambers, Legislative Services Coordinator, at 905-623-3379, ext. 2101 or by email at mchambers@clarington.net. Alternate Format: If this information is required in an alternate format, please contact the Accessibility Coordinator, at 905-623-3379 ext. 2131. Audio/Video Record: The Municipality of Clarington makes an audio and video record of Council meetings. If you make a delegation or presentation at a Council meeting, the Municipality will be recording you and will make the recording public by publishing the recording on the Municipality’s website, www.clarington.net/calendar. 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 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. Pages 1.Call to Order 2.Moment of Reflection 3.Land Acknowledgement Statement 4.Declaration of Interest 5.Announcements 6.Presentations / Delegations 6.1 Presentation to the Clarington Minor Lacrosse U15 Team 6.2 Presentation to the Clarington Minor Lacrosse U17 Team 6.3 Presentation by Todd Brown, President, Principal Planner, Monteith Brown Planning Consultants, regarding Report CAO-007-24 - Parks, Recreation and Culture Master Plan 6 6.4 Delegation by Lisa Kletts, Junior Planner, D.G. Biddle and Associates, regarding Report PDS-041-24 - Draft Plan of Subdivision and Rezoning for 74 Residential Units at 922 Green Road, Bowmanville 16 *6.5 Pankaj Panchal, Unity in Diversity, regarding a request for Fireworks during Diwali *6.6 John Colville regarding Report PDS-041-24 - Draft Plan of Subdivision and Rezoning for 74 Residential Units at 922 Green Road, Bowmanville 7.Consent Agenda 7.1 Council and Standing Committee Minutes 7.1.1 Minutes from the regular meeting of Council dated September 23, 2024 18 7.1.2 Minutes from the General Government Committee Meeting dated October 7, 2024 32 Council Agenda October 28, 2024 Page 2 7.1.2.1 Correspondence from Stacey Hawkins, Executive Officer, Durham Region Homes Builders' Association, regarding Report FSD-040-24, Green Development Framework – Update and Program Implementation 41 7.1.3 Minutes from the Planning and Development Committee Meeting dated October 21, 2024 44 7.1.3.1 Memo-009-24 - Clarington Cellular Service Enhancement Project - Update (Item 7.1) 54 7.2 Advisory Committee and Local Board Minutes 7.2.1 Minutes from the Newcastle Village Community Hall Board meetings dated April 16, May 21, June 18, September 17 and October 9, 2024 55 7.2.2 Minutes from the Newcastle Memorial Arena Board meeting dated September 10 (Revised) and October 8, 2024 73 7.2.3 Minutes from the Bowmanville Santa Clause Parade Committee meeting dated September 11 and October 9, 2024 81 7.2.4 Minutes from the Samuel Wilmot Nature Area Management Advisory Committee meeting dated September 17, 2024 84 7.2.5 Minutes from the Clarington Heritage Committee meeting dated September 17, 2024 88 7.2.6 Minutes from the Tyrone Community Hall Board meeting dated September 25, 2024 93 7.2.7 Minutes from the Clarington Agricultural Advisory Committee meeting dated August 8 and October 10, 2024 97 7.2.8 Minutes from the Clarington Diversity Advisory Committee meeting dated October 17, 2024 105 7.2.8.1 Motion regarding consideration for a Cricket Pitch in the Parks, Recreation and Culture Master Plan 111 (Councillor Anderson intends to introduce the attached motion) 7.3 Communications Council Agenda October 28, 2024 Page 3 7.4 Staff Reports and Staff Memos 7.5 By-laws 7.5.1 2024-044 - Being a By-law to amend the Exotic Animal By-law 2012-045 that regulates prohibited animals in the Municipality of Clarington 112 Arising out of Resolution #C-083-24 7.5.2 2024-045 - Being a by-law to close and to authorize the sale of part of a road allowance 115 Arising out of Resolution #GG-122-24 7.5.3 2024-046 - Being a By-law to establish, lay out and dedicate certain lands as public highways Clarington, to assume certain streets within Clarington as public highways in Clarington, and to name them. 116 Bowmanville Village Item 6.4 of the General Government Committee Minutes 7.5.4 2024-047 - Being a By-law to establish, lay out and dedicate certain lands as public highways Clarington, to assume certain streets within Clarington as public highways in Clarington, and to name them. 117 Northglen West Phase 8 Item 6.5 of the General Government Committee Minutes 7.5.5 2024-048 - Being a By-law to establish, lay out and dedicate certain lands as public highways Clarington, to assume certain streets within Clarington as public highways in Clarington, and to name them. 118 Northglen West Phase 4 Item 6.6 of the General Government Committee Meeting 7.5.6 2024-049 - Being a By-law to amend By-law 84-63, the Comprehensive Zoning By-law for the Corporation of the Municipality of Clarington 119 922 Green Road, Bowmanville Item 6.1 of the Planning and Development Committee Minutes 8.Items for Separate Discussion Council Agenda October 28, 2024 Page 4 9.Business Arising from Procedural Notice of Motion 10.Unfinished Business 10.1 Report CAO-007-24 - Parks, Recreation and Culture Master Plan – Final Report 123 (Arising out of the September 16, 2024 Special General Government Committee Meeting) 10.1.1 Correspondence from Steven Cooke and Tenzin Shomar, Clarington Public Library Board regarding Parks, Recreation and Culture Master Plan 398 *10.2 Memo-008-24 - Budget Decision on the Cafeteria Building at Camp 30 399 (Arising out of the September 16, 2024 Special General Government Committee Meeting) [Attachment 1 has been Added] 10.3 Bowmanville Zoo Lands Park Master Plan 444 (Referred from the September 16, 2024, Special General Government Committee Meeting) 11.Confidential Items 11.1 Verbal Update from the Deputy CAO/Solicitor regarding Camp 30 OLT Appeals 11.2 Report CAO-008-24 - A matter related to a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board 12.Confirming By-Law 13.Adjournment Council Agenda October 28, 2024 Page 5 Parks, Recreation & Culture Master Plan Council Presentation October 28, 2024 Page 6 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. 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. Page 7 Project Process Page 8 Draft Master Plan Feedback Over 400 public feedback submissions were received online, in addition to written comments from the public, community organizations, school boards, Central Lake Ontario Conservation Authority, Indigenous Peoples, and the development community. Over two-thirds of online respondents supported the Draft Master Plan’s recommendations. Written comments supported recommendations including: •A need for more parkland and promotion of non-municipal parks in the rural area (e.g., Orono Crown Lands). There was support for locating schools next to major parks and for strategic park investment to renew aging infrastructure and planting native species. •Constructing the South Bowmanville Recreation Centre, with specific mention of an indoor pool and need for programming. •More sports facilities, particularly pickleball and a dedicated cricket field. •Continued trail development to connect all areas of Clarington and to adjacent municipalities, using the hydro corridors along trails was suggest. •Expanding library space, including support for a future branch in the north end of Bowmanville. Page 9 Draft Master Plan Feedback (continued) •Greater investment and promotion of Clarington’s arts and cultural opportunities (e.g., farmers markets, programming and performance space, and using existing community space). Protecting and preserving built and natural heritage features was also supported. •Making greater use of existing sports fields, including building upon or exploring new partnerships with non - municipal landowners. •Recognizing Clarington’s Indigenous roots through public art, programming and special events, and planning for future parks and facilities. •Protecting and preserving the natural environment, as well as investment in park amenities and spaces to creating welcoming and inclusive public spaces. •Continued waterfront development for parks, recreation, and cultural uses. Page 10 Draft Master Plan Feedback (continued) Less support was received including the following: •Respondents expressed the desire for a twin pad arena in the short-term. The development of two new pads at the South Courtice Arena continues to be the recommended option, subject to confirming needs as part of a five -year update to the Master Plan. •The development industry raised concerns regarding the recommended minimum size for Neighbourhood Parks and requested that planned parks within Secondary Plan Areas be maintained. No changes are made to the Neighbourhood Park size to recognize the need to accommodate a range of outdoor recreation facilities (including sports fields). Staff will need to determine the best way forward to implement the Master Plan’s recommendations to address parkland requirements. •Concerns were raised about the amount of investment required to implement the recommendations, although respondents generally recognized that there is a need to make investments to keep pace with population growth. Page 11 Finalizing the Master Plan The following changes were made to finalize the Master Plan: •The parkland hierarchy was revised to encourage the co-location of Municipal Wide Parks and Community Parks with schools and to recognize that indoor facilities may be located within larger parks if Council is satisfied that needs for outdoor recreation facilities and amenities are satisfied. •Language is added to further recognize Indigenous Peoples and ensure that they are engaged in planning parks and facilities. •References is added to recognize non-municipal parks and outdoor spaces (e.g., conservation areas and land trusts) in and around the Municipality that can be used by the public for passive activities such as hiking and outdoor enjoyment. •Recognition of sports fields that are not issued permits by the Municipality but are used by others. •A recommendation was added to explore trail connections to municipal lands (e.g., cemeteries), along hydro corridors, and connecting to the Durham Meadoway. Page 12 Finalizing the Master Plan (continued) •The recommendation for modernizing the Visual Arts Centre was expanded to include exploring potential enhancements to the outdoor space to accommodate small scale events. •The inventory of cultural facilities was revised to recognize additional cenotaphs and other providers such as churches. •Revisions were made to permit multi-lining pickleball and tennis courts in locations that may have lower use to make efficient use of space such as in rural areas. Dedicated sport courts in urban areas continues to be recommended. •Site evaluation criteria is added to provide guidance on addressing future library space needs. •Language is added to recognize that staffing implications may be influenced by partnerships, volunteerism, internal efficiencies, and other factors. Additional consultation will also be required to understand expectations for service levels. •Language is added throughout the Master Plan to incorporate themes relating to raising awareness and protecting and preserving the natural environment and waterfront. Page 13 Implementation Implementation of recommendations are intended to be phased in towards 2036. Undertaking five -year reviews 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, as 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. Page 14 Thank You! Page 15 From:no-reply@clarington.net To:ClerksExternalEmail Subject:New Delegation Request from Klets Date:October 23, 2024 1:10:43 PM EXTERNAL A new delegation request has been submitted online. Below are the responses provided: Subject 922 Green Road, Bowmanville Action requested of Council N/A Date of meeting 10/28/2024 Summarize your delegation Attendance to council for any questions or concerns Have you been in contact with staff or a member of Council regarding your matter of interest? No Will you be attending this meeting in person or online? In person First name: Lisa Single/Last name Klets Firm/Organization (if applicable) D.G. Biddle and Associates on behalf of 1494339 Ontario Limited Job title (if applicable) Junior Planner Address Page 16 Town/Hamlet Oshawa Postal code Email address: Phone number Do you plan to submit correspondence related to this matter? No Do you plan to submit an electronic presentation (i.e. PowerPoint)? If yes, the file must be submitted to the Municipal Clerk’s Department by 2 p.m. on the Friday prior to the meeting date. No I acknowledge that the Procedural By-law Permits seven minutes for delegations. Yes [This is an automated email notification -- please do not respond] Page 17 If this information is required in an alternate format, please contact the Accessibility Co-ordinator at 905-623-3379 ext. 2131 Council Minutes Date: Time: Location: September 23, 2024 6:30 p.m. Council Chambers or Electronic Participation Municipal Administrative Centre 40 Temperance Street, 2nd Floor Bowmanville, Ontario Members Present: Mayor A. Foster, Councillor G. Anderson, Councillor S. Elhajjeh, Councillor L. Rang, Councillor C. Traill, Councillor W. Woo, Councillor M. Zwart Staff Present: M. Dempster, R. Maciver, T. Pinn, L. Reck, J. Gallagher, M. Chambers Other Staff Present: L. Backus, P. Da Silva, J. MacLean, J. O'Meara, B. Rice, K. Richardson, A. Tapp, M. Westover _____________________________________________________________________ 1. Call to Order Mayor Foster called the meeting to order at 6:33 p.m. 2. Moment of Reflection Councillor Rang led the meeting in a moment of reflection. 3. Land Acknowledgement Statement Councillor Rang recited the Land Acknowledgement Statement. 4. Declaration of Interest There were no disclosures of interest stated at this meeting. 5. Announcements Members of Council announced upcoming community events and matters of community interest. Page 18 September 23, 2024 Council Minutes 2 6. Presentations / Delegations 6.1 Recognition of Dylan Weatherdon for Achievements at the Canadian Taekwondo National Championship Tournament Mayor Foster noted that Dylan has been taking Taekwondo for six years and recently began competing at the high-performance international level. Mayor Foster added that after completing in Provincials twice, Dylan qualified for the national tournament. The Canadian Taekwondo National Championship Tournament took place on July 7, 2024, in W innipeg, Manitoba. After four thrilling and challenging matches, winning 2 fights and losing 2 fights, Dylan brought home the bronze medal with pride. Mayor Foster thanked Dylan for representing Clarington and a certificate was presented. 6.2 John McDermott, McDermott & Associates Limited, regarding Report PDS- 033-24 - Bowmanville East Urban Center Secondary Plan John McDermott, McDermott & Associates Limited, was present regarding Report PDS-033-24 - Bowmanville East Urban Center Secondary Plan. John was present on behalf of the property owners and supports deferring the matter. J. McDermott explained that there are concerns being brought forward and the deferring would provide more time to discuss with staff. 6.3 Andrew Rice regarding Report PDS-033-24 - Bowmanville East Urban Center Secondary Plan Andrew Rice was present regarding Report PDS-033-24 - Bowmanville East Urban Center Secondary Plan. Andrew supports referring the Report and, is looking forward to further discussion with staff, and thanked the Members of Council. 6.4 Bill Grainger regarding Report PDS-033-24 - Bowmanville East Urban Center Secondary Plan Bill Grainger was present regarding Report PDS-033-24 - Bowmanville East Urban Center Secondary Plan. Bill noted concerns with the soil testing data and requested that this information be made available to the public. B. Grainger added that people should know what will be released into the air, ground, and water when the building is demolished. Bill requested that an independent soil testing company should be hired by the Municipality as not all testing is the same and the public should be made aware of the results. B. Grainger asked where the trucks are taking the soil from the demolition site and what is being done with that soil. Bill asked why the demolition has come to an abrupt stop. B. Grainger supports housing in that area but has concerns with the lack of notification, chemicals going into the soil , and the Bowmanville Creek, and increased traffic. Bill answered questions from the Members of Council. Page 19 September 23, 2024 Council Minutes 3 6.5 Aralia Grainger regarding Report PDS-033-24 - Bowmanville East Urban Center Secondary Plan Aralia Grainger was present regarding Report PDS-033-24 - Bowmanville East Urban Center Secondary Plan. Aralia is concerned for the animals, the Bowmanville Creek, and fish due to the potential chemicals and pollution in the air and the water as a result of the demolition of the Goodyear Plant. A. Grainger does not support a new modern building, is concerned with the noise and for the residen ts of the nearby senior's residence. Aralia is concerned with the increased traffic and how the closure of Queen Street could impact the Bowmanville hospital and the impact on the downtown businesses. Aralia feels the soil testing needs to be made public to address concerns related to contamination of the soil. A. Grainger answered questions from the Members of Council. 6.6 Kathi Moyer regarding Report PDS-033-24 - Bowmanville East Urban Center Secondary Plan Kathi Moyer notified the Clerk's Division prior to the meeting to withdraw the delegation. 6.7 Ryan Guetter, Weston Consulting, regarding Report PDS-033-24 - Bowmanville East Urban Center Secondary Plan Ryan Guetter, Weston Consulting notified the Clerk's Division prior to the meeting to withdraw the delegation. 7. Consent Agenda 7.1 Council and Standing Committee Minutes 7.1.1 Minutes from the regular meeting of Council dated June 24, 2024 Resolution # C-081-24 Moved by Councillor Anderson Seconded by Councillor Elhajjeh That the minutes from the regular meeting of Council dated June 24, 2024, be adopted. Carried Page 20 September 23, 2024 Council Minutes 4 7.1.2 Minutes from the General Government Committee Meeting dated September 9, 2024 Resolution # C-082-24 Moved by Councillor Anderson Seconded by Councillor Elhajjeh That the minutes from the General Government Committee meeting dates dated September 9, 2024, be approved, with the exception of Items 6.6, 5.4, and 7.1. Carried 7.1.2.1 Item 6.6 - LGS-032-24 - Exotic Pet By-law – Backyard Chickens Resolution # C-083-24 Moved by Councillor Zwart Seconded by Councillor Woo Whereas the Exotic Pet By-law 2012-045 prohibits livestock, including chickens, on land that is not in an Agricultural Zone; And whereas Council wishes to allow Clarington residents in rural hamlets, rural clusters, and the Village of Orono, to keep backyard chickens, for the purpose of egg laying, on non-agriculturally zoned lands; Now therefore be it resolved: 1. That Report LGS-032-24 be received; 2. That Staff be directed to prepare a by-law, for the October 28, 2024, Council agenda, to amend the Exotic Pet By-law 2012-045 to permit backyard chickens for the purpose of egg laying within rural hamlets, rural clusters, and within the boundaries of the Village of Orono; 3. That the amendment include the regulations set out in Section 6.3 of Report LGS-032-24; 4. That, if unmanageable enforcement issues result, Staff shall report the matter to Council and may include a recommendation to repeal the amendment; 5. That all interested parties listed in Report LGS-032-24, and any delegations be advised of Council’s decision. Carried Page 21 September 23, 2024 Council Minutes 5 Item 5.4 - Delegation by Judith Hanson, CEO, Autism Home Base Durham Inc., Regarding Request for Funding Through External Agencies Budget Resolution # C-084-24 Moved by Councillor Rang Seconded by Councillor Elhajjeh That the Delegation of Judith Hanson, CEO, Autism Home Base Durham Inc. regarding a Request for Funding Through External Agencies Budget, be received with thanks. Carried Item 7.1 - LGS-030-24 - Appointments to the Ganaraska Forest Recreational User Committee and Property Standards Committee Resolution # C-085-24 Moved by Councillor Woo Seconded by Councillor Zwart That Report LGS-030-24, and any related delegations or communication items, be received; That the resignation of Marven Whidden, from the Ganaraska Forest Recreational User Committee and Property Standards Committee, be received; That the Committee consider the applications for appointments to the Ganaraska Forest Recreational User Committee and Property Standards Committee, and that the vote be conducted to appoint the citizen representatives, in accordance with the Appointment to Boards and Committees Policy; and That all interested parties listed in Report LGS-030-24, and any delegations be advised of Council’s decision. Carried as Amended, see following motions Resolution # C-086-24 Moved by Councillor Woo Seconded by Councillor Rang That the foregoing Resolution #C-085-24 be amended by adding the following after paragraph two: "That a note of condolence be sent to the family of Marven Whi dden, from the Chair of the Property Standards Committee." Carried The foregoing Resolution #C-084-24 was then put a vote and carried as amended. Page 22 September 23, 2024 Council Minutes 6 Main Motion as Amended Resolution # C-087-24 That Report LGS-030-24, and any related delegations or communication items, be received; That the resignation of Marven Whidden, from the Ganaraska Forest Recreational User Committee and Property Standards Committee, be received; That a note of condolence be sent to the family of Marven Whidden, from the Chair of the Property Standards Committee; That the Committee consider the applications for appointments to the Ganaraska Forest Recreational User Committee and Property Standards Committee, and that the vote be conducted to appoint the citizen representatives, in accordance with the Appointment to Boards and Committees Policy; and That all interested parties listed in Report LGS-030-24, and any delegations be advised of Council’s decision. 7.1.3 Minutes from the Special General Government Committee meeting dated September 16, 2024 Resolution # C-088-24 Moved by Councillor Traill Seconded by Councillor Woo That the minutes from the Special General Government Committee meeting dated September 16, 2024, adopted, with the exception of Item 7.2. Carried Item 7.2 - PUB-012-24 - Camp 30 Cafeteria Building and Jury Lands Foundation Grant Application Resolution # C-089-24 Moved by Councillor Traill Seconded by Councillor Woo That Report PUB-012-24, and any related delegations or communication items, be received for information; 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; 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; Page 23 September 23, 2024 Council Minutes 7 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); and That all interested parties listed in Report PUB-012-24, and any delegations, be advised of Council’s decision. Yes (7): Mayor Foster, Councillor Anderson, Councillor Elhajjeh, Councillor Rang, Councillor Traill, Councillor Woo, and Councillor Zwart Carried as amended on a Recorded Vote Later in the Meeting, See following Motions (7 to 0) Resolution # C-090-24 Moved by Councillor Traill Seconded by Councillor Woo That the foregoing Resolution #C-089-24 be amended by replacing paragraph two with the following: "That Council endorse the Jury Lands Foundation’s Legacy Grant application." Carried The foregoing Resolution #C-089-24 was then put a vote and carried as amended on a recorded vote. Main Motion as Amended Resolution # C-091-24 That Report PUB-012-24, and any related delegations or communication items, be received for information; That Council endorse the Jury Lands Foundation’s Legacy Grant application; 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; 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); and That all interested parties listed in Report PUB-012-24, and any delegations, be advised of Council’s decision. Page 24 September 23, 2024 Council Minutes 8 7.1.3.1 Completed Jury Lands Legacy Fund Application This matter was considered during the discussion of Item 7.2 of Special General Government Committee Minutes. 7.1.4 Minutes from the Planning and Development Committee meeting dated September 16, 2024 Resolution # C-092-24 Moved by Councillor Woo Seconded by Councillor Anderson That the minutes from the Planning and Development Committee me eting dated September 16, 2024, be adopted with the exception of Items 6.1 and 10.1.1. Carried Item 6.1 PDS-033-24 - Bowmanville East Urban Centre Secondary Plan Recommendation Report Resolution # C-093-24 Moved by Councillor Anderson Seconded by Councillor Rang That PDS-033-24 - Bowmanville East Urban Centre Secondary Plan Recommendation Report be referred to November 18, 2024, Council Meeting. Carried Item 10.1.1 - PDS-035-24 - Zoning By-law Amendment Application to Facilitate the Severance of a Surplus Farm Dwelling on Concession Road 6 in Darlington Resolution # C-094-24 Moved by Councillor Woo Seconded by Councillor Elhajjeh That Report PDS-035-24 and any related communication items, be received; That the By-law to amend Zoning By-law 84-63 attached to Report PDS-035-24, as Attachment 1, be approved; and That all interested parties listed in Report PDS-035-24, and any delegations, be advised of Council’s decision. Yes (7): Mayor Foster, Councillor Anderson, Councillor Elhajjeh, Councillor Rang, Councillor Traill, Councillor Woo, and Councillor Zwart Carried on a recorded vote (7 to 0) Page 25 September 23, 2024 Council Minutes 9 7.1.4.1Correspondence from Lee English, BLG, regarding Report PDS-034-24, Addition to the Municipal Register, and Heritage Designation as a Condition of Approval of Development Applications of Redevelopment at 98 Concession Street East, Bowmanville This matter was considered during Item 7.1.4. 7.2 Advisory Committee and Local Board Minutes Resolution # C-095-24 Moved by Councillor Zwart Seconded by Councillor Woo That all Items listed in Section 7.2, be approved on consent in accordance with the agenda, with the exception of Items 7.2.9 and 7.2.6 . Carried 7.2.1 Minutes from the Samuel Wilmot Nature Area Management Advisory Committee meeting dated May 21 and June 18, 2024 That the minutes from the Samuel Wilmot Nature Area Management Advisory Committee meeting dated May 21 and June 18, 2024, be received for information. 7.2.2 Minutes from the Newcastle Memorial Arena Board meeting dated June 4, July 9, August 13, and September 10, 2024 That the minutes from the Newcastle Memorial Arena Board meeting dated June 4, July 9, August 13, and September 10, 2024, be received for information. 7.2.3 Minutes from the Clarington Heritage Committee meeting dated June 18,2024 That the minutes from the Clarington Heritage Committee meeting dated June 18, 2024, be received for information. 7.2.4 Minutes from the Tyrone Community Hall Board meeting dated June 19, 2024 That the minutes from the Tyrone Community Hall Board meeting dated June 19, 2024, be received for information. 7.2.5 Minutes from the Clarington Diversity Advisory Committee Special meeting dated August 12, 2024 That the minutes from the Clarington Diversity Advisory Committee Special meeting dated August 12, 2024, be received for information. 7.2.7 Minutes from the Solina Hall Board meeting dated August 16, 2024 That the minutes from the Solina Hall Board meeting dated August 16, 2024, be received for information. Page 26 September 23, 2024 Council Minutes 10 7.2.8 Minutes from the Active Transportation and Safe Roads Advisory Committee meeting dated August 29, 2024 That the minutes from the Active Transportation and Safe Roads Advisory Committee meeting dated August 29, 2024, be received for information. 7.2.10 Minutes from the Clarington Accessibility Advisory Committee meeting dated June 19, 2024 That the minutes from the Clarington Accessibility Advisory Committee meeting dated June 19, 2024, be received for information. 7.2.6 Minutes from the Bowmanville Santa Claus Parade Committee meeting dated August 14, 2024 Resolution # C-096-24 Moved by Councillor Rang Seconded by Councillor Zwart That the minutes from the Bowmanville Santa Claus Parade Committee meeting dated August 14, 2024, be received for information . Carried Resolution # C-097-24 Moved by Councillor Rang Seconded by Councillor Zwart Whereas Section 5.8 of the Bowmanville Santa Claus Parade Committee Terms of Reference states that “If a member is absent for three consecutive meetings, the Committee, by resolution, may request that Council remove t he Member, including a Member of Council, from the Committee;” and Whereas Bowmanville Santa Claus Parade Committee member Sajith Gnanasikhamani, (Kevin) has been absent for three consecutive meetings; Therefore be it resolved that S. Gnanasikhamani, (Kevin) be removed from the Bowmanville Santa Claus Parade Committee and the vacancy be filled. Carried Page 27 September 23, 2024 Council Minutes 11 7.2.9 Minutes from the Clarington Diversity Advisory Committee meeting dated September 12, 2024 Resolution # C-098-24 Moved by Councillor Rang Seconded by Councillor Woo That the minutes from the Clarington Diversity Advisory Committee meeting dated September 12, 2024, be received for information. Carried 7.2.9.1 Motion regarding an Additional Rainbow Crosswalk Resolution # C-099-24 Moved by Councillor Rang Seconded by Councillor Woo Whereas The Clarington Diversity Advisory Committee (CDAC) has recommended an additional Rainbow Crosswalk be implemented in Clarington in 2025; Therefore be it resolved that Council endorses the recommendation of the CDAC and directs staff to explore the cost and process for installing an additional rainbow crosswalk in 2025 and report back to Council; and That all interested parties be notified of Council’s decision. Carried 7.2.9.2 Motion regarding Removal of a Committee Member Resolution # C-100-24 Moved by Councillor Anderson Seconded by Councillor Rang Whereas Section 5.9 of the Clarington Diversity Advisory Committee (CDAC) Terms of Reference states that “If a member is absent for three consecutive meetings, the Committee, by resolution, may request that Council remove the Member, including a Member of Council, from the Committee;” and Whereas CDAC member A. Ruddock has been absent for three consecutive meetings without any communication with the CDAC Staff Liaison or Chair; and Whereas the CDAC has passed a motion to request Council to remove A. Ruddock from the committee Therefore be it resolved that A. Ruddock be removed from the Clarington Diversity Advisory Committee and the vacancy be advertised, and That all interested parties be notified of Council’s decision. Carried Page 28 September 23, 2024 Council Minutes 12 7.3 Communications 7.4 Staff Reports and Staff Memos 7.5 By-laws Resolution # C-101-24 Moved by Councillor Rang Seconded by Councillor Elhajjeh That leave be granted to introduce By-laws 2024-040 to 2024-041; and That the said by-laws be approved. Carried 7.5.1 2024-040 - Being a by-law to designate the property known for municipal purposes as 127 Church Street North Orono Municipality of Clarington as a property of historic or architectural value or interest under the Ontario Heritage Act RSO 1990 Chapter O.18 7.5.2 2024-041 - Being a By-law to amend By-law 84-63, the Comprehensive Zoning By-law for the Corporation of the Municipality of Clarington 8. Items for Separate Discussion 9. Business Arising from Procedural Notice of Motion 10. Unfinished Business 10.1 Delegation of Authority By-law (Report LGS-026-24) Resolution # C-102-24 Moved by Councillor Anderson Seconded by Councillor Woo That Report LGS-026-24, and any related delegations or communication items, be received; That the draft Delegation of Authority By-law, attached to Report LGS-026-24, as Attachment 2, excluding the columns titled “Recommended Action” and “Notes”, be approved; and That the following be rescinded and replaced with the delegation of authority within the draft by-law: 1. The Council approval of Resolution #GG-077-23 from March 20, 2023, regarding the authority to enter into Defibrillator Program Agreements; Page 29 September 23, 2024 Council Minutes 13 2. The Council approval of Resolution #GG-201-23, from December 4, 2023, regarding the authority to execute any future amendments to the trail Licence Agreement required to accommodate the operational needs of either Ontario Power Generation or the Municipality; 3. The last paragraph of Resolution #C-190-15, from June 1, 2015, regarding the authority to appoint private parking enforcement officers. That the Flag Protocol Policy and Proclamation Policy be updated to refer to the Delegation of Authority By-law; That all interested parties listed in Report LGS-026-24, and any delegations be advised of Council’s decision. Carried 10.1.1 Memo-005-24 - Delegation of Authority By-law – Court Matters This matter was considered during Item 10.1. 10.1.2 2024-042 - Being a By-law to provide delegations of authority from the Council of the Municipality of Clarington to Committees and Clarington Municipal Staff Resolution # C-102-24 Moved by Councillor Zwart Seconded by Councillor Anderson That leave be granted to introduce By-law 2024-042; and That the said by-law be approved. Carried 10.2 Report CAO-003-24 - Name for New Neighbourhood Park at 3301 Middle Road Resolution # C-103-24 Moved by Councillor Woo Seconded by Councillor Anderson That Report CAO-003-24, and any related delegations or communication items, be received; That Council endorse Middle Park as the name of the new park at 3301 Middle Road in Bowmanville, based on Clarington’s Park Naming Policy; That Council direct staff to install a memorial bench, in a location meaningful to the family, in recognition of Spencer McCracken, a Bowmanville resident who tragically died in a traffic accident and received an outpouring of community support for memorial recognition; and that the $3,107.50 fee for the bench be waived; and Page 30 September 23, 2024 Council Minutes 14 That all interested parties listed in Report CAO-003-24, and any delegations be advised of Council’s decision. Carried 10.2.1 Memo-006-24 - Name for New Neighbourhood Park at 3301 Middle Road This matter was considered during Item 10.2. 11. Confidential Items 12. Confirming By-Law Resolution # C-104-24 Moved by Councillor Rang Seconded by Councillor Elhajjeh That leave be granted to introduce By-law 2024-043, being a by-law to confirm the proceedings of the Council of the Municipality of Clarington at a regular meeting held on the 23rd day of September, 2024; and That the said by-law be approved. Carried 13. Adjournment Resolution # C-105-24 Moved by Councillor Rang Seconded by Councillor Elhajjeh That the meeting adjourn at 8:15 p.m. Carried Page 31 1 If this information is required in an alternate format, please contact the Accessibility Co-ordinator at 905-623-3379 ext. 2131 General Government Committee Minutes Date: Time: Location: October 7, 2024 9:30 a.m. Council Chambers or Electronic Participation Municipal Administrative Centre 40 Temperance Street, 2nd Floor Bowmanville, Ontario Members Present: Mayor A. Foster, Councillor G. Anderson, Councillor S. Elhajjeh, Councillor L. Rang, Councillor W. Woo, Councillor M. Zwart Regrets: Councillor C. Traill Staff Present: M. Dempster, J. Newman, L. Turcotte, R. Maciver, T. Pinn, L. Reck, D. Lyons, D. Speed _____________________________________________________________________ 1. Call to Order Mayor Zwart called the meeting to order at 9:32 a.m. Councillor Rang joined later in the meeting at 9:44 a.m. 2. Land Acknowledgement Statement Councillor Woo led the meeting in the Land Acknowledgement Statement. 3. Declaration of Interest There were no disclosures of interest stated at this meeting. 4. Announcements Members of Committee announced upcoming community events and matters of community interest. 5. Presentations/Delegations 5.1 Delegation by John Wildeboer, Co-Director, Brunchkins, Regarding Community Funding Grant Appreciation John Wildeboer, Co-Director, Brunchkins, was present to thank Committee for their Community Funding Grant. John provided an overview of Brunchkins, noting they will soon be opening a third location. John and the Brunchkins team delivered breakfast bags to Members of Committee. Page 32 General Government Committee Minutes October 7, 2024 2 May Rhynold served with Brunchkins for eight years and thanked Council for their financial support. J. Wildeboer read a thank you letter from a family, displayed a video of the children at Brunchkins, and provided Members of Committee with a certificate of thanks. John answered questions from Members of Committee. Councillor Rang joined the meeting at 9:44 a.m. Resolution # GG-146-24 Moved by Councillor Rang Seconded by Mayor Foster That the Delegation of John Wildeboer, Co-Director, Brunchkins, regarding Community Funding Grant Appreciation, be received with thanks. Carried 5.2 Delegation by Brian Sweny, Regarding Report PUB-015-24 - Open Air Burn By-law Brian Sweny was present regarding Report PUB-015-24 - Open Air Burn By-law. Brian expressed concerns regarding the restrictions to the by-law. B. Sweny stated that Mitchells Corners is not an urban area, and most properties have large brush piles, due to fallen trees. Brian explained that the burning happens when there is no wind. B. Sweny requested a change to the by-law to lower the requirement to one-two acres. Brian answered questions from Members of Committee. 5.3 Presentation by Sahar Foroutani, Area Manager, Homeless System Team, Region of Durham, Regarding Report CAO-005-24 - Tourism Office - Winter Warming Location Sahar Foroutani, Area Manager, Homeless System Team, Region of Durham, was present regarding Report CAO-005-24 - Tourism Office - Winter Warming Location. Sahar provided an overview of winter warming centres and the role of Durham Region in addressing homelessness. S. Foroutani outlined the 2023- 2024 season highlights, and the lessons learned. Sahar provided an overview of the homelessness numbers, shelter capacity, and outreach team interactions with the Municipality of Clarington. S. Foroutani explained Clarington's challenges, highlighted the benefits of the 181 Liberty Street South location, and answered questions from Members of Committee. Page 33 General Government Committee Minutes October 7, 2024 3 Alter the Agenda Resolution # GG-147-24 Moved by Mayor Foster Seconded by Councillor Woo That the Agenda be altered to consider Report CAO -005-24 - Tourism Office - Winter Warming Location, at this time. Carried 6. Consent Agenda 6.8 CAO-005-24 - Tourism Office - Winter Warming Location Resolution # GG-148-24 Moved by Mayor Foster Seconded by Councillor Elhajjeh That Report CAO-005-24, and any related delegations or communication items, be received; That Council direct the Deputy CAO/Solicitor to execute a short-term lease of the former Tourism Office located at 181 Liberty Street South to The Regional Municipality of Durham, for the purposes of a Winter Warming Centre from November 2024 to April 2025 for a nominal rent; That Council request The Regional Municipality of Durham to engage and communicate with nearby businesses, residents and appropriate agencies to ensure they are informed of the Warming Centre at this site, what it involves and who to contact if individuals require support; and That all interested parties listed in Report CAO-005-24, and any delegations be advised of Council’s decision. Yes (6): Mayor Foster, Councillor Anderson, Councillor Elhajjeh, Councillor Rang, Councillor Woo, and Councillor Zwart Absent (1): Councillor Traill Carried on a recorded vote (6 to 0) 6. Consent Agenda Resolution # GG-149-24 Moved by Mayor Foster Seconded by Councillor Rang That all items listed in Section 6, with the exception of Items 6.3 and 6.7, be approved on consent, in accordance with the Agenda. Carried Page 34 General Government Committee Minutes October 7, 2024 4 6.1 PUB-013-24 - Scugog Street Storm Sewer Outfall Resolution # GG-150-24 That Report PUB-013-24, and any related delegations or communication items, be received; That Council approve an expenditure of up to $1,000,000 to complete the required repair to the Scugog Street storm sewer outfall and the funds for this project come from the Municipality’s annual allocation of the Ontario Community Infrastructure Fund (OCIF) grant; and That all interested parties listed in Report PUB-013-24, and any delegations be advised of Council’s decision. 6.2 PUB-014-24 - Hall Board Sustainability Project – Update Resolution # GG-151-24 That Report PUB-014-24, and any related delegations or communication items, be received; That Council rescind Resolution GG-460-20 which authorized the extension of the head-lease agreement with the Kendal Community Centre and sub -lease agreements with Kendal Lions Club and Kendal Postal Outlet until December 31, 2025, and the CAO be authorized to terminate the leases; That Council authorize the CAO to execute Municipal Capital Facility Agreements (MCFA), in a form acceptable to the Deputy CAO/Solicitor, once confirmation has been received of registered Not-For Profit status of the entity for the operation of the following: a. Hampton Community Hall b. Brownsdale Community Centre c. Memorial Park Clubhouse d. Newtonville Town Hall e. Kendal Community Centre f. Orono Town Hall That the Kendal Community Centre MCFA include provisions to permit the party to enter into sub-lease agreements with Kendal Lions Club and Kendal Postal Outlet; That all subsequent agreement extensions be executed by the CAO, in accordance with the Delegation of Authority By-Law; That Council authorize staff to work with Haydon Community Association to develop a community partnership engagement framework; Page 35 General Government Committee Minutes October 7, 2024 5 That staff assess the operation of the Haydon Community Hall and manage operating costs within the 2025 Community Services operating budget, and those ongoing costs be included in the 2026 operating budget update; and That all interested parties listed in Report PUB-014-24, and any delegations be advised of Council’s decision. 6.4 PDS-038-24 - Bowmanville Village Plan, 40M-2657 Assumption By-Law Resolution # GG-152-24 That Report PDS-038-24, and any related delegations or communication items, be received; That the Deputy CAO of Planning and Infrastructure Services be authorized to issue a ‘Certificate of Acceptance’ for the Surface Works, which includes final stage roads and other related works constructed within Plan 40M-2657; That the draft By-law (Attachment 2) to Report PDS-038-24, be approved; and That all interested parties listed in Report PDS-038-24 and any delegations be advised of Council’s decision 6.5 PDS-039-24 - Northglen West Phase 8, Plan 40M-2610 Assumption By-law Resolution # GG-153-24 That Report PDS-039-24, and any related delegations or communication items, be received; That the Deputy CAO of Planning and Infrastructure Services be aut horized to issue a ‘Certificate of Acceptance’ for the Surface Works, which includes final stage roads and other related works constructed within Plan 40M-2610; That the draft By-law (Attachment 2) to Report PDS-039-24, be approved; and That all interested parties listed in Report PDS-039-24 and any delegations be advised of Council’s decision. 6.6 PDS-040-24 - Northglen West Phase 4, Plan 40M-2633 Assumption By-Law Resolution # GG-154-24 That Report PDS-040-24 and any related delegations or communication items, be received. That the Deputy CAO of Planning and Infrastructure Services be authorized to issue a ‘Certificate of Acceptance’ for the Surface Works, which includes final stage roads and other related works constructed within Plan 40M-2633; That the draft By-law (Attachment 2) to Report PDS-040-24, be approved; and That all interested parties listed in Report PDS-040-24 and any delegations be advised of Council’s decision. Page 36 General Government Committee Minutes October 7, 2024 6 6.9 FSD-042-24 - Renovation of Clarington Emergency and Fire Services Station 1 Resolution # GG-155-24 That Report FSD-042-24, and any related delegations or communication items, be received; That the proposal received from Snyder Construction. with a bid amount of $1,160,064.00 (Net HST Rebate) being the lowest bidder meeting all terms, conditions and specifications of CL2024-38 be awarded the contract for the completion of the renovations of Emergency and Fire Services Station 1; and The total funding required for this project is $1,276,071.00, which includes the construction costs of $1,160,064.00(Net HST Rebate) and other related costs such as contingency in the amount of $116,007.00 (Net HST Rebate) be funded from the approved budget; and That all interested parties listed in Report FSD-042-24, and any delegations be advised of Council’s decision. 6.3 PUB-015-24 - Open Air Burn By-law Resolution # GG-156-24 Moved by Councillor Rang Seconded by Councillor Elhajjeh That Report PUB-015-24, and any related delegations or communication items, be received; That By-law 2012-062, to regulate open-air burning, be repealed; That a by-law be brought forward to reflect scenario 3, outlined in Report PUB - 015-24; and That all interested parties listed in Report PUB-015-24, and any delegations be advised of Council’s decision. Motion Withdrawn Resolution # GG-157-24 Moved by Councillor Elhajjeh Seconded by Councillor Rang That Report PUB-015-24, be referred back to Staff, to report back by the end of the year, incorporating scenarios two and three, stated in Report PUB-015-24, so both urban and rural residents can burn on their property; and That Staff review the size of the fire pits, respecting fire bans, and permitting. Carried Page 37 General Government Committee Minutes October 7, 2024 7 6.7 FSD-040-24 - Green Development Framework – Update and Program Implementation Resolution # GG-158-24 Moved by Councillor Woo Seconded by Mayor Foster That Report FSD-040-24, and any related delegations or communication items, be received; That the proposal received from The Urban Equation Corporation, the second highest scoring proponent meeting all terms, conditions and specifications of RFP2024-6 be awarded the contract for the provision of Green Development Framework – Update and Program Implementation; That the funds required to complete this project be funded from the approved budget; and That all interested parties listed in Report FSD-040-24, and any delegations be advised of Council’s decision. Carried 7. Items for Separate Discussion 7.1 Correspondence from Nancy and Hugh Towie, Regarding Clarington Polar Bear Swim - January 1, 2025 Resolution # GG-159-24 Moved by Councillor Woo Seconded by Councillor Anderson That Item 7.1, Correspondence from Nancy and Hugh Towie, Regarding Clarington Polar Bear Swim - January 1, 2025, be referred to Staff. Carried 8. Unfinished Business Page 38 General Government Committee Minutes October 7, 2024 8 9. New Business 9.1 Garbage Receptacles - Councillor Rang Resolution # GG-160-24 Moved by Councillor Rang Seconded by Councillor Elhajjeh Whereas there have been a growing number of complaints from residents and businesses concerning the amount of litter in the downtown core and the downtown core is a major driver of economic activity and current trash receptacles may be insufficient to address the growing challenge; Therefore be it resolved that Staff be directed to study the feasibility and cost of adding receptacles – or replacing existing receptacles – to better address this challenge. Carried 9.2 Budget Meetings - Mayor Foster Resolution # GG-161-24 Moved by Mayor Foster Seconded by Councillor Woo Whereas, when the multi-year meeting schedule was approved, November 25, 2024, was set as a Special Budget Meeting; Whereas there is a need to move the meeting date for consideration of Council amendments to the Annual Update to the 2024-2027 Clarington Multi-Year Budget; Now therefore be it resolved that, in accordance with subsection 4.16.1 (b) of the Procedural By-law, the November 25, 2024, Special Budget meeting, be cancelled; That consideration of Council amendments to the Annual Update to the 2024 - 2027 Clarington Multi-Year Budget will take place during the January 13, 2025 , General Government Committee (GGC) meeting; and That, in accordance with subsection 4.4.2 of the Procedural By-law, a Special Budget meeting be called for immediately following the January 13, 2025 , GGC meeting, in the Council Chambers and via electronic means, to consider recommendations from GGC regarding “Council amendments to the Annual Update to the 2024-2027 Clarington Multi-Year Budget.” Carried Page 39 General Government Committee Minutes October 7, 2024 9 Resolution # GG-162-24 Moved by Councillor Rang Seconded by Councillor Elhajjeh That in accordance with Section 7.16.5 of the Procedural By-law, a New Business Item, regarding Non-Property Tax Revenue, be added to the Agenda. Carried 9.3 Non-Property Tax Revenue - Councillor Rang Resolution # GG-163-24 Moved by Councillor Rang Seconded by Councillor Elhajjeh Whereas, the Municipality of Clarington is a growing community with increasing financial needs; And whereas, the Municipal Act, 2001 legislates how the Municipality may earn revenue; Be it resolved that Staff report back to the January 13, 2025, General Government Committee meeting, on the non-property tax revenue options available to the Municipality, an overview on the required process for implementation and required resources. Carried 10. Confidential Items 11. Adjournment Resolution # GG-164-24 Moved by Mayor Foster Seconded by Councillor Elhajjeh That the meeting adjourn at 11:40 a.m. Carried Page 40 Mayor Foster & Members of Council Municipality of Clarington 40 Temperance Street Bowmanville, ON L1C 3A6 October 4, 2024 Re: Staff Report FSD-040-24 Green Development Framework – Update and Program Implementation The Durham Region Home Builders’ Association (DRHBA) represents the residential construction industry in Durham Region. DRHBA is in receipt of Report FSD-040-24 pertaining to issuing a Request for Proposal for the creation of a Green Development Standard (RFP2024-6) and would like to voice our concerns to the General Government Committee about approving this RFP. Ultimately, the Association feels that this would be a waste of taxpayers’ money, as any mandatory green standards implemented by the municipality would be illegal and unenforceable. As such, DRHBA cannot support the municipality spending close to $200,000 and utilizing valuable staff time on a project that will not achieve its goals. It is not within the Municipality’s scope to mandate building requirements that go above and beyond the Ontario Building Code (OBC) and the Planning Act. According to the Ontario Building Code Act: Municipal by-laws 35(1) This Act and the building code supersede all municipal by-laws respecting the construction or demolition of buildings. 1992, c.23, s. 35 (1). Different treatments (2) In the event that this Act or the building code and a municipal by-law treat the same subject matter in different ways in respect to the standards for the use of a building described in section 10 or standards for the maintenance or operation of a sewage system, this Act of the building code prevails and the by-law is inoperative to the extent that it differs from this Act or the building code. 1992, c. 23, s.35 (2); 1997, c. 30, Sched. B, s. 18 (1). Page 41 In addition, Building Officials cannot inspect/approve aspects that are above and beyond the OBC, which renders any type of mandatory green standards unenforceable. It should also be noted that green standards often mandate items that cannot be achieved because of issues that are out of the control of the builder/developer. These issues include, but are not limited to: inadequate hydro infrastructure, contradictory municipal policies/bylaws, trade shortages, requirements that last beyond closing, and where developers/builders have no control over how a homeowner utilizes their home/property. Both the National Building Code and the Ontario Building Code are moving toward increased building efficiency and resiliency. The Canadian Board for Harmonized Construction Codes (CBHCC) is responsible for the development of Canada’s National Model Codes, which contain objectives related to health, safety, the protection of buildings from fire and structural damage and the protection of the environment. The CBHCC, which is made up of representatives from provincial, territorial, and federal public services, approves the content of the National Model Codes and works within a system of groups that provide oversight, advice, and develop proposed changes. Stakeholders across Canada are encouraged to submit Code Change Requests (CCR) to the Board as codes are continuously evolving to accommodate new technologies, materials, construction practices, research, and the changing needs of Canadian society. This process ensures uniformity across Canada and assists in meeting the national and provincial harmonization under the Canadian Free Trade Agreement. The Ontario Building Code was initially created to eliminate a patchwork of regulations across the province, thus increasing efficiency and decreasing costs as builders/developers had one set of standards that must be achieved, no matter what municipality they were working in. By creating a set of standards that apply only to the Municipality of Clarington, builders/developers would need to revise plans to suit these specific needs – increasing the cost of housing. In a time of a housing affordability crisis, it seems unnecessary and irresponsible to add more red tape to building and increase costs even more. The Durham Region Home Builders’ Association supports the move to building more efficient and more resilient housing, and the Association works closely with many stakeholders to help move this forward. The Association often hosts workshops and seminars for our members to help them learn about new technologies and building Page 42 methods that will help them build better homes. The Association has members that are building to Net Zero, Energy Star® and other energy efficient labels, and supports opportunities to educate our members and help them push for greener and more sustainable homes. However, the DRHBA will not support any standards that mandate requirements that go above and beyond the OBC or the Planning Act. The Durham Region Home Builders’ Association would welcome an opportunity to work with staff on programs that could provide incentives to builders to create greener homes, or to work together to overcome the current obstacles that are in the way of building more sustainable communities. It is our strong belief that working together will produce a far greater outcome that will be of benefit to the municipality, taxpayers, and more importantly, to families that are purchasing new homes. Sincerely, Stacey Hawkins Executive Officer Durham Region Home Builders’ Association Cc: Nick Henley, President, DRHBA Tiago Do Couto, Chair, GR Committee, DRHBA DRHBA Membership Page 43 1 If this information is required in an alternate format, please contact the Accessibility Co-ordinator at 905-623-3379 ext. 2131 Planning and Development Committee Minutes Date: Time: Location: October 21, 2024 5:00 p.m. Council Chambers or Electronic Participation Municipal Administrative Centre 40 Temperance Street, 2nd Floor Bowmanville, Ontario Members Present: Mayor A. Foster, Councillor G. Anderson, Councillor S. Elhajjeh, Councillor L. Rang, Councillor C. Traill, Councillor W. Woo, Councillor M. Zwart Staff Present: M. Dempster, J. Newman, L. Turcotte, D. Lyons, L. Backus, A. Tapp, K. Richardson, L. Reck, J. MacLean _____________________________________________________________________ 1. Call to Order Councillor Anderson called the meeting to order at 5:00 p.m. Mayor Foster joined later in the meeting at 5:44 p.m. 2. Land Acknowledgment Statement Councillor Zwart led the meeting in the Land Acknowledgement Statement. 3. Declaration of Interest There were no disclosures of interest stated at this meeting. 4. Announcements Members of Committee announced upcoming community events and matters of community interest. 5. Presentations/Delegations 5.1 Delegation by Daniel Segal, Segal Construction, Regarding Municipal Housing Development Daniel Segal, Segal Construction, was present via electronic means regarding Municipal Housing Developments. Daniel stated that they are requesting that funding be allocated in capital budgets for attainable home ownership programs. D. Segal provided an overview of their concept, which is to partner with the municipality to build and sell attainable homes at a lower price. Page 44 Planning and Development Committee Minutes October 21, 2024 2 Daniel stated that they would work with Staff to determine wha t zoning by-law amendment requirements are needed in order to increase density. D. Segal concluded by stating that the concept is a viable solution to the housing crisis and requested that Committee either pass a motion or refer the matter to staff. Daniel answered questions from Members of Committee. Resolution # PD-069-24 Moved by Councillor Zwart Seconded by Councillor Traill That the Delegation of Daniel Segal, Segal Construction, Regarding Municipal Housing Development, be referred to Staff. Carried 5.2 Delegation by Daniel Gibbons, CEO, Shared Tower Inc., Regarding Report CAO-006-24 - Clarington Cellular Service Enhancement Project Daniel Gibbons, CEO, Shared Tower Inc., was present regarding Report CAO- 006-24 - Clarington Cellular Service Enhancement Project. Daniel provided an overview of Shared Tower Inc., noting that they work to address connectivity challenges by building host towers for cellular networks. D. Gibbons stated that they look for a more strategic approach to increase connectivity. Da niel outlined the other municipalities they work with and explained they have worked with Staff to identify municipal properties for the towers. D. Gibbons answered questions from Members of Committee. Alter the Agenda Resolution # PD-070-24 Moved by Councillor Traill Seconded by Councillor Elhajjeh That the Agenda be altered to consider Item 7.1, Report CAO -006-24, at this time. Carried 7. Items for Separate Discussion 7.1 CAO-006-24 - Clarington Cellular Service Enhancement Project Resolution # PD-071-24 Moved by Councillor Elhajjeh Seconded by Councillor Rang That Report CAO-006-24, and any related delegations or communication items, be received; Page 45 Planning and Development Committee Minutes October 21, 2024 3 That Staff be directed to negotiate an agreement with Shared Tower Inc. for the construction and operation of telecommunication towers at Fire Station 1, Fire Station 3, and South Courtice Arena as identified in Report CAO -006-24; That Staff be directed to negotiate an agreement with Shared Tower Inc. for the construction and operation of a telecommunications ante nna / tower system to support addressing cellular coverage gaps in north Bowmanville, subject to identifying an appropriate Municipally owned property location; That the CAO be delegated the authority to execute the agreements or any other required documents, in a form satisfactory to the Deputy CAO, Legislative Services / Solicitor; That Staff be directed to support Shared Tower Inc. in seeking the necessary carrier agreements to advance licensing and construction of the antenna systems as quickly as possible; That Staff report back to Council on the results of engagement with the Boards of the Solina Community Hall and Tyrone Community Centre as identified in Report CAO-006-24; and That all interested parties listed in Report CAO-006-24, and any delegations be advised of Council’s decision. Carried Councillor Anderson left the Chair. Councillor Zwart chaired this portion of the meeting. Mayor Foster joined the meeting. Resolution # PD-072-24 Moved by Councillor Anderson Seconded by Councillor Traill Whereas the Municipality of Clarington is geographically the largest Municipality in the Region of Durham; and  Whereas stable and reliable cell phone service is vital community infrastructure akin to roads and other utilities, particularly from an emergency management standpoint; and Whereas cellular service is not a municipal responsibility, but Clarington has stepped up to assist in rectifying the problem and will continue to treat cellular as an essential service; and Whereas the Official Plan is a visionary document that can be used to promote and encourage the telecommunication industry to provide further opportunities to improve connectivity throughout Clarington. Page 46 Planning and Development Committee Minutes October 21, 2024 4 Now therefore be it resolved that Staff be directed through the Official Plan Review and ongoing Secondary Plan program to explore opportunities to promote and encourage cellular connectivity throughout Clarington; and Further that, should additional cellular infrastructure be required, Staff are directed to advise proponents about the option t o utilize municipal lands as facilities for potential installation of equipment. Yes (7): Mayor Foster, Councillor Anderson, Councillor Elhajjeh, Councillor Rang, Councillor Traill, Councillor Woo, and Councillor Zwart Carried on a recorded vote (7 to 0) 6. Consent Agenda Councillor Anderson chaired this portion of the meeting. Resolution # PD-073-24 Moved by Councillor Elhajjeh Seconded by Councillor Rang That all Items listed in Section 6, be approved on consent, in accordance with the Agenda. Carried 6.1 PDS-041-24 - Draft Plan of Subdivision and Rezoning for 74 Residential Units at 922 Green Road, Bowmanville Resolution # PD-074-24 That Report PDS-041-24 and any related delegations or communication items, be received; That the Zoning By-law Amendment application submitted by 1494339 Ontario Limited be approved with minor modifications and the By-law contained in Attachment 1 to Report PDS-041-24 be approved; That the application for Draft Plan of Subdivision S -C-2022-0001 submitted by 1494339 Ontario Limited be supported, subject to the conditions approved by the Deputy CAO of Planning and Infrastructure Services; That once all conditions contained in the Clarington Official Plan and Zoning By- law 84-63 with respect to the removal of the (H) Holding Sym bol and the conditions of the Subdivision and Site Plan are satisfied, the By-law authorizing the removal of the (H) Hold Symbol be approved by the Deputy CAO of Planning and Infrastructure Services; That the Region of Durham Planning and Economic Development Department and Municipal Property Assessment Corporation be forwarded a copy of Report PDS-041-24 and Council’s decision; and That all interested parties and any delegations be advised of Council’s decision. Page 47 Planning and Development Committee Minutes October 21, 2024 5 6.2 PDS-042-24 - Relocation of a Listed Heritage House - Lambert House, 47 Liberty Street; Lakeridge Health Bowmanville Hospital Redevelopment Project Resolution # PD-075-24 That Report PDS-042-24, and any related delegations or communication items, be received; That Council approve the relocation of the Lambert House to a different location on the Hospital property, 47 Liberty Street, Bowmanville, as demonstrated on the conceptual site plan; That the Heritage Impact Assessment (HIA) and Conservation Management Plan (CMP) prepared by Vincent J. Santamaura, Architect Inc., be accepted and adopted (Attachment 1); That the recommendations outlined in the CMP be implemented, including but not limited to: i. Relocate the Lambert House and mothballing, ii. Restore the exterior elevation, iii. Install protective measures around the Lambert House to protect its heritage attributes during redevelopment of the Hospital; and iv. Renovate the building to upgrade the building to the current building standards; That the Lambert House be designated under Section 29, Part IV of the Ontario Heritage Act following the relocation and restoration, and completion of the hospital construction in accordance with the Clarington Heritage Committee’s Motion 24.38 and recommendations from the HIA; and That all interested parties listed in Report PDS-042-24, and any delegations be advised of Council’s decision. 6.3 PDS-043-24 - New Provincial Planning Statement, 2024 and Proposed Ontario Regulation for Additional Residential Units; Overview and Comments Resolution # PD-076-24 That Report PDS-043-24, and any related delegations or communication items, be received; That Report PDS-043-24 be adopted as the Municipality of Clarington’s comments to the Province on matters of transition to the new Provincial Planning Statement, 2024 (ERO Posting No. 019-9065); Page 48 Planning and Development Committee Minutes October 21, 2024 6 That Report PDS-043-24 be adopted as the Municipality of Clarington’s comments to the Province on proposed Ontario Regulation 299/19 (Additional Residential Units) (ERO Posting No. 019-9210); That a copy of Report PDS-043-24 and Council’s decision be sent to the Ministry of Municipal Affairs and Housing, the Region of Durham, conservation authorities, and the other Durham Region area municipalities; and That all interested parties listed in Report PDS-043-24, and any delegations be advised of Council’s decision. 8. Unfinished Business 9. New Business Recess Resolution # PD-077-24 Moved by Councillor Traill Seconded by Councillor Elhajjeh That the Committee recess until 6:30 p.m. Carried The meeting reconvened at 6:30 p.m. with Councillor Anderson in the Chair. 10. Public Meetings (6:30 p.m.) 10.1 Public Meeting for a Proposed Zoning By-law Amendment and Proposed Draft Plan of Subdivision Janice Jones was present in opposition to the application. Janice expressed concerns regarding the height increase from 12 to 25 storeys, traffic, and transit availability. J. Jones stated that the area is not within a major transit area. Janice added that Courtice Road is dangerous for active transportation and questioned if bike lanes would be added. J. Jones explained the need to expand community services, including schools and day care. Janice stated that the development will impact Emergency and Fire Services and health care. J. Jones noted that the highest storey building in Courtice is 6 storeys. Suspend the Rules Resolution # PD-078-24 Moved by Councillor Traill Seconded by Councillor Elhajjeh That the Rules of Procedure be suspended to extend the delegation of Janice Jones for an additional 3 minutes. Carried Page 49 Planning and Development Committee Minutes October 21, 2024 7 Janice requested that Committee decline the application as 25 storeys is not a fit for Courtice. J. Jones stated that the design is architecturally pleasing and answered questions from Members of Committee. Lisa Klets, Junior Planner, DG Biddle and Associates was present on behalf of the landowners to the West of the proposal. Lisa stated they have no objections to the application and requested coordination with the applicant and Staff, for the alignment of roads and functionality of both the sites. Ian Franklin, KLM Planning Partners, was present on behalf of the owners of the subject lands. Ian provided an overview of the location and context, preliminary statistics, and park land area. I. Franklin outlined the existing Official Plan designation, zoning, and proposed zoning by-law amendment. Ian answered questions from Members of Committee. 10.1.1 PDS-044-24 - Applications for a Zoning By-Law Amendment and Draft Plan of Subdivision – Courtice Road and Bloor Street Resolution # PD-079-24 Moved by Councillor Elhajjeh Seconded by Councillor Zwart That Report PSD-044-24 and any related communication items, be received for information only; That Staff receive and consider comments from the public, review agencies, and Council with respect to the Zoning By-Law Amendment and Draft Plan of Subdivision applications submitted by KLM Planning Partners on behalf of 2056421 Ontario Inc., and continue processing the applications including the preparation of a subsequent recommendations report; and That all interested parties listed in Report PSD-044-24 and any delegations be advised of Council’s decision. Carried 10.2 Public Meeting for a Proposed Official Plan and Zoning By-law Amendment Daivd Oshier was present in opposition to the application. D. Oshier stated that they live on Champine Square, beside the development, and expressed concerns regarding quiet enjoyment, number of parking spaces and traffic. David added that the commercial businesses will have no parking for their customers. D. Oshier answered questions from Members of Committee. Kevin Boricic was present in opposition to the application. Kevin stated that they live on Champine Square and expressed concerns regarding the look of the development and traffic. K. Boricic noted that less storeys would be more suitable. Page 50 Planning and Development Committee Minutes October 21, 2024 8 Mariyah Wars was present in opposition to the application. Mariyah explained that there is no clear plan for green infrastructure, innovation and sustainability. M. Wars expressed the importance of strengthening existing infrastructure before growth as all new developments put immense pressure on schools, parks, health care, and grocery stores. Scott Turnbull was present in opposition to the application. Scott explained that the original plan was supposed to be a strip mall, which residents were looking forward to. S. Turnbull expressed concerns regarding traffic, safety, lack of infrastructure including gas stations, and school capacity. Scott questioned whether the development will be rentals or for ownership. Mayor Foster left the meeting at 7:43 p.m. Cameron Sellers, IPS Innovative Planning Solutions, was present on behalf of the owners. Cameron provided the background of the consulting team and Cortel Group. C. Sellers outlined the site and surrounding context and the development concept, noting that the homes are for ownership no t rental. Cameron explained the design considerations and landscape plans. C. Sellars provided an overview of the Official Plan designation, Official Plan amendment, zoning, and Zoning By- law amendment. Cameron outlined the required studies, traffic analysis, servicing analysis, and a shadow study. C. Sellars outlined the applicable planning policies and public open house comments. Cameron stated that the development provides needed housing at the intersection of 2 higher order transportation corridors, in an area of current and future growth in Bowmanville. Cameron, and John Northcote, JD Engineering, and Greg Raspin, SRN Architects Inc. answered questions from Members of Committee. 10.2.1 PDS-045-24 - Applications for a Clarington Official Plan Amendment and Zoning By-law Amendment - Mearns and Concession Road 3 Resolution # PD-080-24 Moved by Councillor Elhajjeh Seconded by Councillor Rang That Report PDS-045-24 and any related communication items, be received for information only; That Staff receive and consider comments from the public, review agencies, and Council with respect to the Clarington Official Plan Amendment and Zoning By- Law Amendment applications submitted by Innovative Planning Solutions on behalf of Eiram Development and continue processing the applications including the preparation of a subsequent recommendations report; and That all interested parties listed in Report PDS-045-24 and any delegations be advised of Council’s decision. Carried Page 51 Planning and Development Committee Minutes October 21, 2024 9 10.3 Public Meeting for a Proposed Official Plan and Zoning By-law Amendment Karel Fennema was present in opposition to the application. Karel expressed concerns regarding the height, removal of forested areas, lack of sunlight, traffic congestion, and water runoff. K. Fennema noted that they had a rat infestation with the development at 1505 Bowmanville Avenue and is concerned it will get worse with the new development. Karel answered questions from Members of Committee. Helena Whittington was present in opposition to the application. Helena stated they live on Trewin Lane and expressed concerns regarding traffic, transit times, parking, overflow of schools, and affordable housing. H. Whittington questioned who is responsible if the retaining wall shifts and if there is easy-to-read documentation for the public regarding the application. Helena answered questions from Members of Committee. Rose Watkins was present in opposition to the application. Rose noted that they have lived on Trewin Lane for 31 years and expressed concerns regarding removal of the mature trees, drainage, changes to the environment, and parking. R. Watkins suggested townhomes over high-rise buildings and answered questions from Members of Committee. Christian Jattan, Senior Planner, GHD was present on behalf of the applicant. Christian outlined the location and context, site plan, landscape plan, 3D renderings, and answered questions from Members of Committee. 10.3.1 PDS-046-24 - Proposed Official Plan and Zoning By-law Amendment for 448 Residential Units in Bowmanville Resolution # PD-081-24 Moved by Councillor Rang Seconded by Councillor Traill That Report PDS-046-24 and any related communication items, be received for information only; That Staff receive and consider comments from the public and Council with respect to the Official Plan and Zoning By-law Amendment applications; and That all interested parties listed in Report PDS-046-24 and any delegations be advised of Council’s decision. Carried The Public Meeting concluded at 9:05 p.m. 11. Confidential Items Page 52 Planning and Development Committee Minutes October 21, 2024 10 12. Adjournment Resolution # PD-082-24 Moved by Councillor Elhajjeh Seconded by Councillor Traill That the meeting adjourn at 9:06 p.m. Carried Page 53 MEMO The Corporation of the Municipality of Clarington, 40 Temperance Street, Bowmanville, ON L1C 3A6 1-800-563-1195 | Local: 905-623-3379 | info@clarington.net | www.clarington.net If this information is required in an alternate format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: Council From: Mary-Anne Dempster, CAO Date: October 23, 2024 Memo #: Memo-009-24 File No.: Re: Clarington Cellular Service Enhancement Project - Update As part of CAO-006-24 the following recommendation was included in Resolution #PD-071-24 and endorsed by Committee: That Staff report back to Council on the results of engagement with the Board of the Solina Community Hall and Tyrone Community Hall as identified in Report CAO-006-24. Given the challenges with cellular connectivity and need to prioritize construction, Staff are recommending that these two sites be included in the grouping of locations to be prioritized for agreement negotiation for the construction and operation of a telecommunications antenna / tower system. The Hall Boards at both Solina and Tyrone would be engaged and consulted as part of the process. It is respectfully recommended that Recommendation 6 the staff report be amended to the following: That Staff be directed to negotiate agreements with Shared Tower Inc. for the construction and operation of telecommunication towers at Solina Community Hall and Tyrone Community Centre and that the respective Hall Boards be engaged and consulted as part of the process. Page 54 1 NEWCASTLE COMMUNITY HALL BOARD Meeting April 16 2024 7:00 PM Council Chambers In Attendance: C. Yaki, Chair W. Woo, Regional Councillor B. Carmichael J. Calder-Roswell P. Martin Staff In Attendance: G. Bell, Secretary K. Symak, Custodian 1. LAND ACKNOWLEDGEMENT Councillor W. Woo opened the meeting with the Land Acknowledgement statement. 2. APPROVAL OF AGENDA Motion by J. Calder-Roswell Seconded by P. Martin April 16 2024 Agenda is accepted as circulated with Add to 4.2 Business Arising Correspondence. “CARRIED” 3. APPROVAL OF MINUTES Motion by B. Carmichael Seconded by W. Woo That the minutes and of March 19 2024 are accepted as circulated. “CARRIED” 4. BUSINESS ARISING 4.1 Purchase of Dishwasher G. Bell reported there will be no charge to break lease with Trichem J. Calder-Roswell has information on a dishwasher company, G. Bell will contact to request information and quote. Page 55 2 4.2 C. Yaki brought forward request from Historical Society to hang two donated paintings by Local Artist, Jane Eccles, of dresses of historically significant Newcastle women, Olive Wilmot and Anna Vincent Massey. The request is to hang the paintings in the 2nd floor stairwell. B. Carmichael will investigate the current pictures hung in the stairwell. Question of ownership and insurance will be discussed with Historical Society before a decision is made. 5. FINANCE COMMITTEE 5.1 Discussed members on the finance committee. Tabled until newly appointed Board member is in place. 5.2 Finance Report – G. Bell Motion by J. Calder-Roswell Seconded by B. Carmichael To renew GIC when it comes due in May 2024. “CARRIED” Motion by J. Calder-Roswell Seconded by B. Carmichael To set aside $50,000.00 in GIC for A/C fund. “CARRIED” Motion by B. Carmichael Seconded by J. Calder-Roswell Financial report is accepted as presented. “CARRIED” 6. CUSTODIAL REPORT – K. Symak 6.1 Health and Safety no incidents to report 6.2 Reported that 2 upright fridges (one in kitchen and one in bar area) are starting to have problems suggest we should plan for replacement. The black cooler (which is over 30 years old) in the bar area is also not up to proper cooling temperature. We will investigate cost of replacing the two fridges and if we require an additional third fridge to replace the old cooler. 7. EVENTS 7.1 Open House J. Calder-Roswell reported tenants have been contacted, response is positive to participating. June 2 2024 in the Main Hall has been booked for this event. Page 56 3 8. COMMUNITY CONNECTIONS 8.1 Film Durham C. Yaki reported tour of NCH will be arranged for April 18th 9. BOARD GOVERNANCE 9.1 Board Vacancy C. Yaki has received information from Municipality that there are 2 applications received. Council will ratify at May 27 meeting, newly appointed member will attend June meeting. 9.2 Board Open Discussion 10. OTHER BUSINESS 10.1 Liquor License Motion by W. Woo Seconded by J. Calder-Roswell Purchase a 2 year liquor license at a cost of $1055.00 for Hall Board events such as Village Concerts (wine/cheese on the patio), concert fundraiser, etc. “CARRIED” 10.2 Corn hole League Motion by J. Calder-Roswell Seconded by P. Martin Weekly Tuesday rental of the main hall to Cornhole League approved, contract will be drawn up. 10.3 Fire Inspection Certificate Report from secretary on 2023 Fire Inspection Certificate from EPI requested through the Municipality was received April 12 2024. 10.4 Policy Updates from Municipality March 5 2024 email sent to Community Development Coordinator at Municipality of Clarington, requesting updated versions of 8 policies we have on file received from Municipality dating back to 2006. April 12 2024 updated policies received. 10.5 Smart TV B. Carmichael is investigating pricing of components for AV equipment. Secretary noted that requests are for Smart TV rather than a screen. 10.6 Fog Machine Page 57 4 Request for use of fog machine in main hall – currently this is not permitted as it will set off smoke alarms. The secretary contacted fire department and was told we would have to seek permission from the fire safety officer. This could also involve fire watch being required by Newcastle Community Hall if alarms were turned off. Board agreed we would not pursue this request for use of fog machines. 11. CLOSED SESSION 9:09 PM Motion by W. Woo Seconded by B. Carmichael That in accordance with Section 239 (2) of the Municipal Act, 2001, as amended, the meeting be closed for the purpose of discussing matter that deals with: Personal Information about an identifiable individual at 8:47 pm “CARRIED” 12. RISE AND REPORT FROM CLOSED SESSION 9:28 PM Motion by J. Calder-Rowsell Seconded by W. Woo Motion to Rise and Report on Personal Information about an identifiable individual/s. Items were discussed in “closed” session in accordance with Section 239 (2) of the Municipal Act, 2001, as amended. 12.1 Resolution passed to hire Janel Tutak for part time position of Office Administrator. 13. ADJOURNMENT Motion by W. Woo Adjourn at 8:50 PM “CARRIED” Page 58 1 NEWCASTLE COMMUNITY HALL BOARD Meeting May 21 2024 7:00 PM Council Chambers In Attendance: C. Yaki, Chair B. Carmichael J. Calder-Rowsell Staff In Attendance: J. Tutak, Secretary K. Symak, Custodian Regrets: W. Woo, Regional Councillor Absent: P. Martin Also in Attendance: G. Bell P. Thexton 1. LAND ACKNOWLEDGEMENT K. Symak opened the meeting with the Land Acknowledgement statement. 2. APPROVAL OF AGENDA Motion by B. Carmichael Seconded by J. Calder-Rowsell May 21, 2024 Agenda is accepted as circulated. “CARRIED” With the additions to Business Arising: Correspondence, Summer schedule, Catering, Focus on Youth, Smoking 3. APPROVAL OF MINUTES Motion by J. Calder-Rowsell Seconded by B. Carmichael Corrections to J. Calder-Rowsell’s name. Motion to adjourn at 9:30pm That the minutes and closed session of April 16 2024 are accepted as circulated. “CARRIED” Page 59 2 4. PRESENTATION – P. Thexton A few plants were lost over the winter, three had been dug up. Cenotaph garden had ants so a nontoxic Horse Spray was purchased and seems to be working well. Plants for the patio have been purchased to go in after the Municipality has filled in the win dow wells. Volunteers are needed to help mulch the gardens. C. Yaki to email municipality to see if garden contracted company is available to assist with laying mulch on May 29th or June 3rd. The interlock in the parkette is to be edged. 5. BUSINESS ARISING 5.1 Purchase of Dishwasher Waiting for a quote, no update. 5.2 Paintings Donated paintings by Jane Eccles of historically significant dresses in stairwell will remain property of the Historical Society, framing with a plaque. Further discussion on where current photos will be moved to. 5.3 Fridges B. Carmichael looked into fridges at Paddy’s Market. Current fridges came from Dayco, waiting to hear back for a quote. B. Carmichael and K. Symak will continue to investigate and will report back for the next meeting. Looking to add a second cooler in the bar area. 5.4 Liquor License G. Bell called Director of Finance, T. Pinn to see if having a liquor license will affect insurance. Waiting to hear back. 6. FINANCE COMMITTEE 6.1 Finance Report – J. Tutak Motion by J. Calder-Rowsell Seconded by B. Carmichael Financial report is accepted as presented and move $35,000 into the GIC at Newcastle CIBC. “CARRIED” 7. CUSTODIAL REPORT – K. Symak Health and Safety Good. AED annual check done this morning, all went well. Page 60 3 8. EVENTS 8.1 Community Events Harvest Fest – Sat Oct 5 Tree lighting – hall board take over lighting of the hall Santa parade – Sunday, November 17th, 5:30pm Santa breakfast - Sunday, December 1st, 8-11am 8.2 Booking Update – J. Tutak Discussed an upcoming request for a wedding in the parkette. 8.3 Open House June 2 2024 has been booked for this event. 1 – 3pm, posters to be printed Décor set up chandelier, railings, ceiling treatment, bunting on table from 100th, staff to attend. Motion made by J. Calder-Rowsell Seconded by B. Carmichael Motion made to spend $500 on advertising for the open house “CARRIED” 8.4 Village Concerts List of bands are set, 10 sponsors so far. Main hall will not be booked Tuesday evenings so that concerts may be moved indoors so no rain date needed. 9. COMMUNITY CONNECTIONS 9.1 Film Durham C. Yaki reported tour of NCH occurred April 18. Offered to come take photos. Will follow up the beginning of June 9.2 Volunteer Appreciation Lunch Board members attended. Mayor Foster presented C. Yaki and P. Thexton with a Challenge coin for a symbol of appreciation and gratitude for the positive impact they have made on the community. 10. BOARD GOVERNANCE 10.1 Board Terms of Reference C. Yaki spoke with L. Turcotte, Committee Coordinator, Municipality is currently working on Terms of Reference for NCH. Can expect them within the next month. 11. OTHER BUSINESS 11.1 Snowblower – discussed selling of snowblower for $600, as it is not needed. Page 61 4 Motion by B. Carmichael Seconded by J. Calder-Rowsell Motion to remove the snowblower from the property to have it repaired for future sale “CARRIED” 11.2 Capital C. Yaki to follow up on outstanding 2023 Capital projects. 1. Windows in the main halls 2. plaster in the main hall. Municipality has assessed and it will be a 5 -6 weeks shut down to fix the plaster. Windows do not have a date yet. 11.3 Municipal Introduction No update 11.4 Correspondence – Peninsula Canada received for information. Request to use the parkette for music for fundraising for Bethesda House, looking for Saturdays. C. Yaki to respond. 11.5 Summer Schedule –There will be no board meetings over the summer (July and August) 11.6 Catering – Discussed request that came from staff regarding food prep. 11.7 Focus on Youth – A student from the Focus on Youth at KPR District School Board will be coming in over the summer (July 3 – August 16) to work. Student has WHIMIS, ladder training, First Aid training. School board will be send over a copy of WSIB certificate as the student is insured and paid by the school board. 11.8 Smoking – Noticing excessive cigarette littering. No smoking allowed on the property. Refer to section 8 in current contract. 12. CLOSED SESSION 9:15 PM Motion by B. Carmichael Seconded by J. Calder-Rowsell That in accordance with Section 239 (2) of the Municipal Act, 2001, as amended, the meeting be closed for the purpose of discussing matter that deals with: Page 62 5 Personal Information about an identifiable individual “CARRIED” No resolutions were passed. 13. RISE AND REPORT FROM CLOSED SESSION 9:26pm Motion by J. Calder-Rowsell Seconded by B. Carmichael Motion to Rise and Report on Personal Information about an identifiable individual/s. Items were discussed in “closed” session in accordance with Section 239 (2) of the Municipal Act, 2001, as amended. “CARRIED” 14. ADJOURNMENT Motion by B. Carmichael Adjourn at 9:30pm Page 63 1 NEWCASTLE COMMUNITY HALL BOARD Meeting June 18, 2024 7:00 PM Council Chambers In Attendance: C. Yaki, Chair B. Carmichael J. Calder-Rowsell P. Martin Virtual Attendance: V. Wong joined 7:18pm W. Woo, Regional Councillor Staff In Attendance: J. Tutak, Secretary K. Symak, Custodian 1. LAND ACKNOWLEDGEMENT P. Martin opened the meeting with the Land Acknowledgement statement. 2. APPROVAL OF AGENDA Motion by B. Carmichael Seconded by P. Martin June 18, 2024 Agenda is accepted as circulated with removal of dishwasher. “CARRIED” 3. APPROVAL OF MINUTES Motion by J. Calder-Rowsell Seconded by B. Carmichael That the minutes and closed session of May 21 2024 have been approved as corrected. “CARRIED” 4. BUSINESS ARISING 4.1 Accessibility Training – Reminder for the board to complete the mandatory training online and send the certificate of completion to J. Tutak Page 64 2 5. FINANCE COMMITTEE 5.1 Finance Report – J. Tutak Motion by J. Calder-Rowsell Seconded by W. Woo, Regional Councillor Financial report is accepted as presented “CARRIED” 6. CUSTODIAL REPORT – K. Symak Health and Safety Good. One large window on the west side needs caulking, Clarington to repair this week. Discussed the need for an entrance button for the accessibility washroom. K. Symak is currently working on this with the municipality. 7. EVENTS 7.1 Community Events Currently waiting on a quote for Christmas lights for the hall, J. Calder-Rowsell to update once received to decide on next steps. Discussed option of participating in the Santa Claus parade, deferred until next meeting. Discussed option of setting up a table during Harvest Festival, deferred until next meeting. 7.2 Booking Update – J. Tutak 7.3 Open House Report – C. Yaki June 2, 2024, 1:00 - 3:00 pm the Open House was held. Thank you to staff, board and tenants for participating. 16 people in attendance. Total Spent: 484.04, Total Budgeted: 500.00. It is noted that some of the cost was for table cloths that can be re-used. C. Yaki discussed the option of possibly re-using A-frame poster again and suggested that future open house be held during other larger community of interest events in order to guarantee attendance. 7.4 Village Concerts Village Concerts start Tuesday, June 25. This is the only date the hall wa s previously booked. 8. Other Business 8.1 Kitchen & Bar Fridges - Motion by J. Calder-Rowsell Seconded by W. Woo, Regional Councillor Page 65 3 Motion to purchase two fridges from Ancaster with removal of old fridges. “CARRIED” 8.2 Cornhole Discussed fee for rental of main hall for Cornhole League of $300/event. Board would like a formal proposal before deciding if it will be a sub committee of the hall. 8.3 Snowblower – Snowblower has been dropped off and is ready to sell at brand new condition. Motion by J. Calder-Rowsell Seconded by P. Martin Motion to purchase a $50 gift card for work on snowblower. “CARRIED” 8.4 Capital – received email June 15 from J. Stycuk, Supervisor – Building Operations of the Municipality, that she or R. Groen will update C. Yaki, Chair, later this week. 8.5 Municipal Introduction – W. Woo, Regional Councillor to coordinate for next meeting. 9. CLOSED SESSION 8:20 PM Motion by B. Carmichael Seconded by W. Woo, Regional Councillor That in accordance with Section 239 (2) of the Municipal Act, 2001, as amended, the meeting be closed for the purpose of discussing matter that deals with: Labour relations “CARRIED” Page 66 4 10. RISE AND REPORT FROM CLOSED SESSION 8:27 PM Motion by J. Calder-Rowsell Seconded by W. Woo, Regional Councillor Motion to Rise and Report on Labour relations. One item was discussed in “closed” session in accordance with Section 239(2) of the Municipal Act, 2001. Motion by J. Calder-Rowsell Seconded by W. Woo, Regional Councillor That the employee discount policy be approved. ”CARRIED” 11. ADJOURNMENT Motion by J. Calder-Rowsell Adjourn at 8:29 PM Page 67 NEWCASTLE COMMUNITY HALL BOARD Meeting September 17, 2024 7:00 PM Council Chambers In Attendance: C. Yaki, Chair B. Carmichael J. Calder-Rowsell P. Martin V. Wong W. Woo, Regional Councillor Staff In Attendance: J. Tutak, Secretary K. Symak D. DeJong 1. Call to Order Chair C. Yaki called the meeting to order at 6:59pm 2. Land Acknowledgement P. Martin opened the meeting with the Land Acknowledgement statement. 3. Approval of Agenda Motion to approval the agenda with the addition of Planters under Other Business. Motion made by W. Woo, seconded by V. Wong Carried 4. Approval of Minutes Motion to approve the minutes from June 18 th 2024 and July 19th 2024 Motion made by J. Calder-Rowsell, seconded by B. Carmichael Carried 5. Presentations 5.1. G. Bell G. Bell thanked the Board for her retirement gathering. 6. Business Arising 6.1. Draft Terms of Reference Page 68 7. Finance 7.1. Report – J. Tutak Motion was made to accept the financial report Motion made by B. Carmichael, seconded by V. Wong Carried 7.2. Finance Committee Motion was made to look for a community volunteer to fill remaining position on the Finance Committee. Motion made by P. Martin, seconded by W. Woo Carried 8. Custodial Report – K. Symak K. Symak gave the Custodial Report. Health and Safety are all good. The hall is busy with the fall wedding season but events are well staffed. J. Calder-Rowsell to work with employees on suggested staffing for events and hall rental contract to bring back to Board proposed suggested changes and modifications. 9. Community Events 9.1. Christmas Hall Lighting J. Calder-Rowsell presented the Board with two quotes for exterior hall Christmas lighting. Newcastle BIA will have an 18-foot tree arrive November 15, 2024. Tree/hall lighting will be the same night as the Santa Claus Parade, November 17 2024 at 5:00pm. Motion made to proceed with Skedaddle for the hall lighting at a cost of $4,740.00 Motion made by W. Woo, seconded by V. Wong Carried 9.2. Santa Claus Parade C. Yaki to check about trailer/repairs to last year’s float. 9.3. Harvest Festival Held October 5, 2024 from 9:00am – 3:00pm following with the Rotary Club’s Octoberfest event. 10. Other Business 10.1. Cornhole Motion made to have the Cornhole League run their event exclusively. Motion made by J. Calder-Rowsell, seconded by V. Wong Carried Page 69 10.2. Planters Motion made to purchase four fall planters from Bloomfields for $56.50 each. Motion made by J. Calder-Rowsell, seconded by B. Carmichael Carried 11. Adjournment Motion was made to adjourn the meeting at 9:30 pm Motion made by W. Woo Carried Page 70 NEWCASTLE COMMUNITY HALL BOARD Meeting October 8, 2024 6:00 PM Council Chambers In Attendance: C. Yaki, Chair B. Carmichael J. Calder-Rowsell P. Martin W. Woo, Regional Councillor (arrived at 6:05) Regrets: V. Wong Staff In Attendance: J. Tutak, Secretary (left at 6:25pm) 1. Call to Order Chair C. Yaki called the meeting to order at 6:00pm 2. Land Acknowledgement C. Yaki opened the meeting with the Land Acknowledgement statement. 3. Approval of Agenda Motion to approval the agenda Motion made by J. Calder-Rowsell, seconded by B. Carmichael Carried 4. Approval of Minutes Motion to approve the minutes from September 17th 2024 Motion made by B. Carmichael, seconded by P. Martin Carried 5. Business Arising 5.1 Garden Committee On September 27, 2024 C. Yaki received notice that B. Carmichael and P. Thexton are resigning from the garden committee commencing next year. 5.2 Events B. Carmichael proposed a new event fundraiser for the hall: Epic Eagles band. B. Carmichael to provide more information for the next board meeting. 5.3 Board Governance Reminder emails went out to B. Carmichael, P. Martin and V. Wong. 5.4 Draft Terms of Reference Page 71 Chair C.Yaki will work on comments, suggestions and additions added by the Board and prepare final suggested TOR copy for submission to the Municipality. 6. Adjournment Motion was made to adjourn the meeting at 9:11pm Motion made by B.Carmichael Carried Page 72 Newcastle Memorial Arena Management Board Minutes – September 10, 2024 - 7:00 p.m. Newcastle Memorial Arena Approved by the Board Present: Gary Oliver - Vice Chair, Josh Turner – Manager Shea-Lea Latchford- Secretary Todd Taylor- Treasurer Sue White Jim Vinson Regrets – Councillor Margaret Zwart, Bryan Hutchison, Omar Patel 1. Declarations of Pecuniary Interest 2. Land Acknowledgment Statement ANOUNCEMENT: Gary Oliver announced on behalf of the Board that Josh Turner was the successful candidate for the Manager’s position at the Arena. 3. Adoption of Minutes - Motion #24-026 - Moved by Gary Oliver, seconded by Todd Taylor THAT: The minutes of September 10, 2024, be accepted as presented. CARRIED 4. Manager’s Report – Safety – Josh informed the Board that there were no on-ice or off-ice incidents. New hires and returning staff will be informed of all training requirements at the pre-season meeting. Legal Awareness #1 & #2 are the next two programs Josh will attempt to complete before the arena opens for the season. A binder will be in the office listing all employees and courses they have completed and the expiry dates. Risk Management - Completed and recorded August’s fire equipment report. The AED weekly and monthly reports were completed. Josh received the fire safety drawings, but they are incorrect. An email was sent to Rob and Tim at the Municipality and Josh will reach out to Councillor Zwart for assistance. Rentals – The website was updated and posted on Facebook. All August invoices for pad activities were mailed. An agreement has been reached with Josh Christian Lea regarding his outstanding invoice. Additional advertisers have reached out for ads on the boards. Josh has requested that we replace the Home and Visitors signs above the benches. Repairs/Maintenance – The natural gas hook-up has been completed and the stands have been painted. The faucet in dressing room #5 needs to be replaced and the shower head for dressing room #4 needs to be installed. Page 73 2. Repairs/Maintenance cont’d The Janice Parish sign needs to be installed above the time clock. MOC has cut the grass and the parking lot construction is well under way. Josh has a target date of September 20th as a completion date for the parking lot. Inspections/Municipal Operations – No inspection for the month of August was scheduled. Ken Ferguson is going to schedule a walk-about though the arena to ensure we are ready for the season. ORFA Update - Josh will follow up with new guidelines appropriate for our facility/operations. Other – The art show did happen as scheduled, but the rate was discounted due to the parking lot construction. The ice making process began on Monday, September 16th and Clarington will oversee the painting. If everything proceeds Josh is hoping for an opening date of September 23, 2024. Risk Management Follow-Up - Daily checklist completed and Sue will schedule a walk though of the building and review risk management ideas and strategies. Staff – The staff that was laid off for the summer have returned giving a total of eight staff members. Josh would like to add three additional staff members: two attendants and one operator. 5. Financial Report – Todd provided the Board with an update of our revenue for January 1st to September 10, 2024. He does not see any problems looking ahead to the fourth quarter. 6. Old Business – Advertising Update – Sue advised the Board that 10 of the 18 rink boards have been sold plus two wall boards above the Home and Visitor benches, have been with an estimated annual revenue of $6,940. Terms of Reference – Attached you will find a list of our concerns /issues which emailed to Lindsey Turcotte for clarification. The Board discussed the rates of pay for students, attendants (non-students) and operators. Motion #24-027 - Moved by Gary Oliver, seconded by Sue White THAT: The rate of pay for operators will be $20/per hour. CARRIED 7. Round Table Discussion - A round table discussion followed. 8. Next Board Meeting – Tuesday, October 8, 2024 –7:00 p.m., Newcastle Memorial Arena 9. Adjournment - Motion #24-028 - Moved by Shea-Lea Latchford, seconded by Sue White THAT: The meeting adjourn at 8:48 p.m. CARRIED Page 74 Hello Lindsey, I must say that my first reading of this new terms of reference was that the spirit of cooperation that once existed between the Board and the Municipality is now gone. I hope that this is not the case, but it seems like the legal department certainly had a hand in developing this ToR. I guess I can list items for discussion numerically then it will be easier to follow for anyone else. Mandate #3 The board is responsible for the operation, maintenance, care, and use of the Newcastle Memorial Arena and the cost of all utilities…” But in line #9 it states, “The Board shall always maintain the NMA in an orderly and hygienic condition as determined by the Municipality”. Is there a cleanliness guideline? Will we be subject to inspections? Why is this line even there? #4 “This responsibility includes the safe operation and maintenance of the refrigeration plant in accordance with applicable statutes and regulations”. I believe this is a new line in the TOR and seems a little much to expect a volunteer board of citizens to know applicable laws for refrigeration systems. #5 “If the Board desires to make any alterations or additions to the NMA…..” This line previously read “MoC would not withhold unreasonable approval”. Can this be added back #7 “It is the Board’s responsibility to hire any employees and administer any human resource matters, including payroll to be paid for out of the Board’s budget. Any employee of the Board will be considered an employee of the Board and will be subject to the appropriate laws and regulations regarding employment and will not be considered an employee of the Municipality of Clarington under any circumstances. “ Is it too much to ask that a board get some assistance with certain HR matters from the MoC? Municipality Responsibilities: #11 “The Municipality shall retain responsibility for structural repairs or replacements to the roof, foundation or load bearing walls, building envelope and/or the mechanical equipment associated with the Newcastle Memorial Arena. The Municipality retains absolute and sole discretion for decisions relating to such repairs or replacements, and all expenditures shall have budgetary approval by the Municipality.” When is the time to address Council for “budgetary approval” #12 “The Municipality shall be responsible for grass cutting on this property.” Should this not include” Property Maintenance” and encompass hedge/tree trimming/maintenance? #15 “The Public Services Department of the Municipality shall assign a representative who will act as a Staff Liaison to the Board. As the Municipal Staff Liaison, this individual will attend Page 75 Board meetings as a non-voting resource person when requested.” Do we know who our Liaison Rep is? When will this commence? Election of Positions on the Board: #20 “The Board shall elect a Chair, Vice-Chair, Treasurer, and Secretary annually, from among its voting membership. Members of Council sitting on the Board are not eligible to fill the position of Chair or Vice-Chair, except as Election Chair, as outlined in this By-law.” I’m not sure annual elections are required. We are a small board, perhaps elections could happen “as required”? Public Participation and Delegations: #51 “Members of the public are not permitted to participate in the Board discussions but may appear as a delegation before the Board. Delegations shall be for a maximum of 5 minutes. Those wishing to appear as a delegation at a Board meeting must advise the Chair or Secretary a minimum of five days before the meeting.” 5 minutes seems awful short? Can we just remove this all together and we can manage this on our own? Insurance: #67 “The Municipality represents that general commercial liability insurance coverage is provided to the Board, its employees, and volunteers under the terms and conditions Municipality's Master Insurance Policy. The Board or its employees shall forward to the Municipality, appropriate documentation of all claims or potential claims. The Board shall undertake all of its activities in a manner consistent with that of a prudent in order to prevent or minimize claims, injuries, or damages, and shall work co-operatively with the Municipality's insurer in the investigation and defence of all claims.” Looks like you’re missing a word after prudent. Budget: #71 “The Municipality will request input from the Board recommendations for inclusion in the Capital Budget Program. These recommendations will be considered within the approved Capital Budget Prioritization criteria. Items not considered as part of the Municipality’s responsibility would include interior painting; movable equipment/furnishings and program related betterments/upgrades.” What are the timelines for these kinds of recommendations? #72 “Any operating budget requests shall be submitted to the Municipality of Clarington in accordance with the budget timelines established by the Deputy CAO / Treasurer and shall be considered with all other budget requests.” Again, what are the timelines for these budgets? Page 76 Purchasing/Procurement Policy: #75 “All purchases shall be in accordance with the Municipality’s Purchasing/Procurement By- law and within the Board’s approved budget. All expenses that exceed the Board’s approved budget require Council approval.” We need to be exempt from this. How are we to function if we must come to Council for approval for every expense? Additional Notes: Can we be included in the MoC Waste Oil pick up? We need a way of disposing of waste oil from the compressor and would like to be included in the Municipalities contract for waste oil removal. Does item #25 mean Board members can’t petition for a new arena? Schedule A -Nominations item #5 “A member can be nominated for more than one position but can only hold one position at a time.” If there is a lack of candidates to fill these positions can a member be allowed to hold more than one position. Page 77 Newcastle Memorial Arena Management Board Minutes – October 8, 2024 - 7:11 p.m. Newcastle Memorial Arena Not approved by the Board Present: Gary Oliver - Vice Chair (Remote) Shea-Lea Latchford - Secretary Todd Taylor - Treasurer Bryan Hutchison Sue White Jim Vinson Regrets – Josh Turner (Manager) Absent – Omar Patel 1. Declarations of Pecuniary Interest 2. Land Acknowledgment Statement 3. Adoption of Minutes - Motion #24-029 - Moved by Gary Oliver, seconded by Todd Taylor THAT: The revised minutes of September 10, 2024, be accepted as presented. CARRIED 4. Manager’s Report – Safety – Josh informed the Board that there was an incident as a staff member was backing up the Olympia. Josh made Gary aware of the problem and Welmar repaired the door. All staff members have been informed that all training /certificates must be completed by the end of October. Risk Management – The fire equipment for September was completed and recorded. The Fire Safety drawings were subsequently received, but they are incomplete. The AED weekly and monthly reports were completed. All unused paint cans have been properly disposed of. The emergency contact list has been updated. A PPM/Ammonia sheet was created, and the emergency procedure posted on the compressor room door. The light covers above the ice still need to be installed. The SW rink emergency exit door closer needs to be repaired. The canteen emergency light battery needs replacing. Rentals – The winter schedule is posted on our website. All September invoices for ice activities were mailed. An additional rink ad board has been purchased by SunSpace giving us a total of 9 rink boards and 2 wall boards. Josh requested that we replace the Home and Visitors signs above the benches, and he is waiting for a reply from James Printing. Futuresign has repaired/replaced the video board in the lobby and all outstanding invoices were paid. Page 78 2. Repairs/Maintenance The faucet in dressing room #5 needs to be repaired/replaced. The bathroom door on the gender- neutral washroom needs to be repaired. The shower head in room #4 repaired and the Janice Parish sign still needs to be installed above the time clock. Furnace “B” is not working, and a service call was placed. The parking lot paving is complete, the new fence post was installed, and the fencing should be erected shortly. Staff – Josh has placed a job posting for an attendant and an operator. A staff meeting was held to inform every one of their responsibilities and a follow-up meeting will be held shortly to so see what areas can be improved. Inspections/Municipal Operations – No inspection was conducted for the month of September. Ken Ferguson completed his walk though and was impressed with the operation of the arena. ORFA Update - Josh has started the Legal Awareness #1 certificate and once completed with proceed with Level #2 time permitting. 5. Financial Report – Todd provided the Board with an update of our revenue for January 1st to October 8, 2024. He does not see any threats to the budget and will continue to provide regular updates to the Board. 6. Risk Management – Sue completed a walk-though with Josh and pointed out the following items: a) several paint cans from the construction need to be disposed of; b) emergency light requires a new battery (as identified in monthly report); c) water on the floor in front of the new mechanical room. Not sure if due to the rain or a roof issue. Josh will monitor; d) door closer on SW emergency exit is broken; e) emergency contact list needs to be updated; f) lights over the ice area are missing covers. This issue reported to MOC; g) Fire Safety drawings are not correct, still waiting for revised copy; h) Josh has posted criteria for Compressor Room entry/Ammonia level outside the room; i) the red warning light along the south wall of the arena needs to be identified. 7. Business Arising from Previous Minutes - Advertising Update – Sue advised the Board that another rink board has been sold to SunSpace. Sue inquired if anyone has any other business we can approach. Terms of Reference – The Board was unable to approve the Term of Reference and has requested further discussion and clarification from the municipal staff. 8. New Business – Ice Rates - Motion #24-030 - Moved by Jim Vinson, seconded by Bryan Hutchison THAT: The ice rates will hold until August 2025. CARRIED Page 79 3. Round Table Discussion – A discussion followed. 9. Next Board Meeting – Tuesday, November 12, 2024 – 7:00 p.m., Newcastle Memorial Arena 10. Adjournment - Motion #24-031 - Moved by Gary Oliver, seconded by Sue White THAT: The meeting adjorn at 8:19 p.m. CARRIED Page 80 Bowmanville Santa Claus Parade Committee Minutes September 11, 2024 7:00 PM Municipality meeting room Present in the meeting room: Jonathan Taylor- Chair, Kelly Maika, Rick Bellamy, Crystal Labelle, Saranya Anantharaman, Ashley Maika, Cailey Hinbest, Dory Strikwerda Absent: Counselor Rang, Jonathan Kevin, Ron Hooper Jonathan Taylor called the meeting to order at 7:00 pm Minutes taken by Saranya Anantharaman- Secretary 1. Land Acknowledgement Statement Ashley Maika led the meeting in the Land Acknowledgement Statement 2. Declaration of Pecuniary Interest None declared 3. Adoption of Minutes Moved by Jonathan Taylor, seconded by Rick Bellamy That the minutes of the meeting August 2024 be approved Carried 4. Discussions & updates o Bands o Pylons o Treasurer update o Reach out to businesses o Buttons o Clothing line update o Apple fest o Unicycle o Floats o Social media o Costumes o Noses 5. Next meeting schedule In-person meet on 9th Oct at 7pm 6. Adjournment Moved by Jonathan, Crystal seconded. Motion adjourned at 7:56pm Carried Page 81 Bowmanville Santa Claus Parade Committee Minutes October 09, 2024 7:02 PM Municipality meeting room Present in the meeting room: Jonathan Taylor- Chair, Crystal Labelle, Saranya Anantharaman, Cailey Hinbest Present on phone: Kelly Maika, Rick Bellamy, Ashley Maika Absent: Counselor Rang, Jonathan Kevin, Ron Hooper, Dory Strikwerda Jonathan Taylor called the meeting to order at 7:02 pm Minutes taken by Saranya Anantharaman- Secretary 1. Land Acknowledgement Statement Crystal Labelle led the meeting with the Land Acknowledgement Statement 2. Declaration of Pecuniary Interest None declared 3. Adoption of Minutes Moved by Jonathan Taylor, seconded by Saranya Anantharaman That the minutes of the meeting September 2024 be approved Carried 4. Discussions & updates o Bands o Pylons o Lawn signs o Treasurer update o Volunteers o Buttons o Apple fest o Floats o Social media o Costumes o Noses o Merchandise o Parade day o Winterize floats Page 82 5. Next meeting schedule In-person meet on 6th Nov at 7pm 6. Adjournment Moved by Jonathan, Kelly seconded. Motion adjourned at 7:53pm Carried Page 83 If this information is required in an alternate format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Samuel Wilmot Nature Area Management Advisory Committee MINUTES September 17, 2024 Municipality of Clarington Building Room 1 C Participation: Y/N Person Y/N Person y Brian Reid (Past Chair) Y Leanne Fernandez y Carmen Aeillo R Leo Blindenbach y Councillor Margaret Zwart (Council Liaison) R Y Patrick Bothwell Kayla Stevens R Kate Potter (Chair) Y Tom Hossie (Vice Chair) Y Ken Mercer (Staff) R Rod McArthur Y Leah Bourgeois Y Meg Vanbaily Agenda Items 1. Call To Order And Welcome - in Kate’s absence, Vice-Chair Tom chaired the meeting and welcomed everyone, including guest Jennifer Smith, Manager of Park Services. Tom also read the land acknowledgment. 2. Additions To The Agenda / Adoption Of The Agenda – moved by Meg , seconded by Leah - CARRIED 3. Adoption Of Minutes Of Previous Meeting a. [June 17, 2024, no quorum for Aug meeting] Moved by Carmen, seconded by Leah - CARRIED 4. Committee Administration a. Annual report to Council – Kate [on hold until next meeting]. Tom suggested that Kate could use some assistance in pulling relevant material together. He will assist and Kayla offered to assist as well. Our blog is a good record of what we have done for the past several years. Page 84 5. SWNA Workplan: a. Q3 and Q4  Moth week Event– Tom provided details of another successful moth week which included identifying 122 species of moths , some of which are new to the SWNA and five of which are species of concern in Ontario. A summary of this year’s moth week and its findings is contained in the blog article posted last week.  Monarch tagging event – Tom, Brian et al. – by all accounts this was another successful event with a strong public turnout . The original date was to have been September 7th but poor weather forced postponement to the 14th. Despite posting notice of postponement on our various social media platforms, some persons did show up on the 7th. We will take steps to ensure additional notification measures are taken should this situation arise again in the future. The number of monarchs tagged during the event itself was quite low. However, everyone seemed to enjoy the event. It was pointed out that later that same day, Tom and Brian tagged 100 on the Cobbledick side and over the next two days, with minimal time spent, another 125 were tagged by Carmen, Brian and Deb. Members who still have tags were urged to make use of them while the favourable weather pattern continues Consideration will also be given to holding the event on the Cobbledick side of SWNA next year since the numbers of monarchs there is much higher than along Lakebreeze Drive. Additional planting of goldenrod or other late blooming plants next spring was suggested as a way to increase the number of monarchs found along Lakebreeze. It was also suggested that we acquire additional nets to supplement our current number. Ken believes he could cover the cost from the Operations budget. Brian and Tom will identify the vendor and advise Ken accordingly.  Atlantic salmon – Leah [2pm October 20th @ Diane Hamre] Advertising, logistical support & member availability – Leah reported that only some of the logistical issues remain to be sorted out: > she will design and distribute a poster >Ken will arrange for the appropriate a/v equipment to be available > Leah and Ken will confirm start time and setup time required by the speaker Page 85 > Meg indicated that her daughters will staff an information table with things like colouring sheets etc for children attending > Brian will contact the Orono Times Members ( so far ) indicating they can attend are: Tom, Leah, Brian, Carmen, Kate, Marg, Meg  Bird box maintenance (fall) – on track for early November  Christmas bird count – Brian has initiated contact with someone responsible for the count in this part of the region. Details will be available closer to the time of the event, likely to be the first week in January, 2025 b. Last quarter (Q1)  LEAF program – on hold  SWNA codes – stickers etc. are all still in place without damage. Tom will update the Committee quarterly on user volume c. 2025 workplan ideas?  Stormwater pond path / trail – Tom enquired about the possibility of “formalizing” the current haphazard trail that runs around the storm water pond, noting the area has recovered nicely and hosts a variety of plant and animal species that are of interest . He also pointed out that defining the trail more clearly would prevent damage to the area from trampling etc.. Staff pointed out that there are potential liability and maintenance issues associated with designating something as an actual “ trail “ but will investigate further. A variation or alternative could be a small platform, possibly placed to the south of the Baldwin Cairn , to allow for viewing the area. 6. External Projects: a. (Update) Special projects / general update on relevant items from the Municipality of Clarington (Ken)  Management Plan – nothing to report  Parks and Recreation Plan – Marg reported this has now gone to council committee  Waterfront Strategy – nothing to report  Stormwater Plant work - this project is well underway. Our concerns remain about remediation. It was suggested that this be reflected in the Report to Council referred to above. Page 86  NOTE: the days following this meeting, Brian received a response from the Regional Project Engineer via Regional Councilor Willy Woo to whom he had written about the above concerns. A copy of the response has been circulated to the members under separate cover. 7. Other Business a. By-law infractions (camping, fishing, mountain biking/pits, harvesting) – nothing to report except the continuing practice by some of having campfires on the beach b. Fall Cleanup – after some discussion, it was agreed that a small scale cleanup should be done as the salmon fishing season nears an end. This will take place on Saturday November 2nd starting at 9:00 a.m. We will meet in the Toronto Street parling lot. The fishing line receptacles will be emptied at that time as well. 8. Round Table – All Members – Carmen advised that he and Deb had removed a small area of dog strangling vine near the south lookout/junction approximately 6 weeks ago and that as recently as yesterday there had been very little regrowth. . Kayla has enjoyed walking and birdwatching there in recent weeks. Meg noted that the limited access to the trail system recently has meant she has confined her visits to the beach area. Tom and Brian continue to be regular visitors to SWNA 9. Next Meeting - October 22nd – Location TBD 10. Adjournment: moved by Meg, seconded by Leanne CARRIED Page 87 **Subject to Advisory Committee Approval** Clarington Heritage Committee Meeting Minutes September 17, 2024 - 1 - If this information is required in an alternate format, please contact the Accessibility . Co-ordinator at 905-623-3379 ext. 2131 Minutes of the Clarington Heritage Committee Meeting was held as a hybrid meeting in person at 40 Temperance Street, Bowmanville, and via Microsoft Teams on September 17, 2024, at 7:00 PM. Members Present: Peter Vogel, Steve Conway, Ron Hooper, Heather Graham, Joseph Dalrymple, Ron Sproule, Laura Thiel-Convery (Museum), Noel Gamble, Colin Maitland, Jason Moore (ACO), Sitara Welch Regrets: Sher Leetooze (NVDHS), Victor Suppan, Councillor Elhajjeh, Brian Jose (NVDHS) Staff Present: Sarah Allin, Jane Wang, Planning and Infrastructure Services Guests: Vincent J. Santamaura Vincent J. Santamaura, Architect Inc; Carrie Ann Szorady, Lakeridge Health; Marina Moukhortova, Lakeridge Health; Maureen Wong, Lakeridge Health; Zackary Stefani; Mary Ann and Stan Found; Stephen Found. New committee member Sitara Welch attended the Committee meeting for the first time. She introduced herself to the Committee. 1 Declaration of Interest There were no disclosures of interest stated at this meeting. 2 Land Acknowledgement Statement P. Vogel read aloud Clarington’s Land Acknowledgement Statement. 3 Adoption of Agenda 24. 34 Moved by S. Convey, seconded by R. Sproule That the Agenda be adopted. “Carried” 4 Adoption of Minutes of Previous Meeting 24. 35 Moved by R. Hooper, seconded by J. Moore That the minutes of June 18, 2024, the Clarington Heritage Committee meeting be adopted. Page 88 **Subject to Advisory Committee Approval** Clarington Heritage Committee Meeting Minutes September 17, 2024 - 2 - “Carried” 5 Delegations/Presentations: 5.1 V. Santamaura, Vincent J. Santamaura, Architect Inc., presented the proposal of relocating the Lambert House on the property at 47 Liberty St S, where the Lakeridge Health Hospital is located. The hospital plans to build a new facility and renovate existing facilities to provide enhanced patient care for the community. To facilitate the hospital redevelopment project, it is proposed that the heritage building - Lambert House- be relocated to a different location on the property facing Liberty Street. The Lambert House is listed on the Municipal Register under the Ontario Heritage Act. Relocation of the building requires consultation with the Heritage Committee and Council’s approval. The Heritage Impact Assessment and Conservation Management Plan report has been prepared to guide the preservation of the heritage home and the relocation process. The report has been circulated to Committee members for review. 5.2 Zackary Stefani, property owner of 5085 Main St. Orono, proposed replacing the door with more energy-efficient material. The original wood door jammed and leaked. It is not energy-efficient. The property owner proposed to replace the door for safety and Health reasons. He also provided options of paint, door knob and door pattern. Committee members asked a few questions and explored the possibility of maintaining the wood door and keeping the transom visible. 6 Business Arising 6.1 Cultural Heritage Documentation and Salvage Report (Goodyear Property 45 Raynes Avenue, Bowmanville) Staff provided an update on the previous proposal reviewed by the Committee in the June 18, 2024 meeting, not retaining the Powerhouse (Building 1). The property owner confirmed that not pursuing this proposal. The new development will retain the Powerhouse (Building 1) and integrate it into the project design, which conforms to the Council’s approval. R. Hooper mentioned that the Museum keeps the trophy related to the Goodyear. 7 Project Reports 7.1 Municipal Inventory/ Register: no updates 7.2 Public Outreach/Education Heritage Barn Project No updates 8 Correspondence and Council Referrals: No updates 9 New Business: Page 89 **Subject to Advisory Committee Approval** Clarington Heritage Committee Meeting Minutes September 17, 2024 - 3 - 9.1 2774 Concession Rd 6 Heritage Impact Assessment Staff provided the overview of the heritage impact assessment for the property at 2774 Concession Road 6. The property is located east of Clements Road, a large traditional farm parcel. The property is identified as Primary in the Clarington Cultural Heritage Resource List. The owner proposes the severance of the farmhouse from the surrounding agricultural lands. According to the Clarington Official Plan, the Heritage Impact Assessment was required to support the application. The Assessment, conducted by a professional heritage consultant, recommended the parcel containing the fieldstone farmhouse be considered for designation under the Ontario Heritage Act. The property owner asked a few questions. Staff and Committee members explained the planning processes of the consent application and requirements for maintaining the integrity of designated heritage buildings. 24.36 Moved by J. Dalrymple, seconded by R. Hooper That the Heritage Committee recommends to Council that the farmhouse on the property at 2774 Concession Road 6 be considered for designation under Section 29 of the Ontario Heritage Act. “Carried” The designation is planned to be finalized after the completion of the land severance. The Statement of Significance will be reviewed by the Committee. 9.2 Heritage Permit Application: HPA 2024-008 5085 Main St, Orono The property owner proposed to replace the front door with a high-energy-efficient upgraded material door that maintains the original style. The sidelights and transom will be preserved in appearance. The decorative transom will be displayed inside behind a clear energy-efficient transom to maintain this unique element. The new door material would be painted, smooth fiberglass with insulation. The decorative moulding around the door will not be impacted by the new door or installation. The property was designated by By-law 90-20. The moulded pilasters and entablature and the sidelights and transom surrounding the front door, particularly the delicate rectilinear glazing of the transom , are designated heritage attributes. 24.37 Moved by J. Dalrymple, seconded by R. Sproule That the Committee recommends approval of the proposed front door panel replacement for 5085 Main St, Orono as a minor alteration that is subject to the Deputy CAO of Planning & infrastructure Service’s approval, subject to the following conditions (i) replacing the front door, sidelights panel with similar pattern Page 90 **Subject to Advisory Committee Approval** Clarington Heritage Committee Meeting Minutes September 17, 2024 - 4 - and design (ii) preserving the transom and ideally visible from outside, and (iii) painting in the colours that match the original. “Carried” 9.3 Lambert House relocation (Lakeridge Health Bowmanville Hospital Redevelopment) The Lambert House is listed on the Municipal Register under the Ontario Heritage Act. Relocation of the building requires consultation with the Heritage Committee and Council’s approval. The Heritage Impact Assessment and Conservation Management Plan report has been submitted to support the house relocation proposal. The Committee discussed the proposal after the presentation. The Committee appreciated Lakeridge Health’s effort to preserve the Lambert House. The Heritage Impact Assessment sufficiently evaluated the building's heritage significance. It indicated the property should be considered for designation under the Ontario Heritage Act for its cultural heritage significance. The Conservation Plan provided a detailed implementation plan to relocate the building and preservation measures during the project construction. The Committee is satisfied with the documents and supports the approach to conserve heritage resources in the hospital redevelopment project, which are all critical to the community. The Committee members also commented on the mature trees on the property. It is recommended to give consideration to keeping the trees, as possible. 24.38 Moved by S. Conway, seconded by R. Sproule That the Committee recommends to Council to approve: I. The relocation of the Lambert House to a different location on the Hospital property at 47 Liberty Street, Bowmanville as demonstrated on the conceptual site plan; II. The Conservation Management Plan prepared by Vincent J. Santamaura, Architect Inc., dated September 6,2024, be adopted and executed to relocate the Lambert House, and to stabilize and mothball, restore the exterior elevation, build an envelope to maintain its heritage attributes, and renovate the building shell to upgrade the building to current building standards; and III. Designate the Lambert House under Part IV of the Ontario Heritage Act following the relocation, restoration, and completion of the hospital construction. “Carried” 10 Other Committee Updates: 10.1 Bowmanville, Orono and Newcastle CIP: No updates Page 91 **Subject to Advisory Committee Approval** Clarington Heritage Committee Meeting Minutes September 17, 2024 - 5 - 10.2 ACO—Clarington Branch: ACO had a meeting. ACO was made aware that the public event planned on the Camp 30 land was postponed. 10.3 NVDHS – No updates. 10.4 Museum: The Museum will host a few programs in the fall. Including Celebrating Courtice History, paranormal Paint Night and Keeping Your Keepsakes. 10.5 Heritage Conservation District: No updates 10.6 Wilmot Creek Heritage Park: No updates 10.7 Jury Lands Foundation: The Foundation made a delegation to the Council meeting and updated the preparation status for the federal funding application for the heritage property. The public event planned on the Camp 30 ground was cancelled/postponed. The walking tours are still scheduled. 11 Standing items: 11.1 81 Scugog Street: Staff had emailed the property owner three times regarding the house reparation and the heritage permit issue. No response was received. Staff will follow up with registered mail. 11.2 Fletcher Tree: No updates R. Sproule raised questions on the staff report regarding 98 Concession Street East. Staff briefed the intention of the report and the approach for working with the property owner to achieve designation at the end of the development. The Chair P. Vogel encouraged Committee members to consider sharing more Committee responsibilities. The Committee had discussions and will give some thought to opportunities at a subsequent meeting. Adjournment: 8:30 p.m. Next Meeting: October 15, 2024, 7:00 p.m. Page 92 Tyrone Community Centre Monthly Meeting Minutes Date: Wednesday September 25, 2024 Time: 7:00-8:00 1) Welcome 2) Land Acknowledgement 3) Approval of the Agenda - Kyle and Dave - Carried 4) Approval of Minutes from June - Dave and Kyle - Carried 5) Reports a) Chair i) We need to go over the Bylaws sent out by the municipality. (1)As for notes, we did have a few Under Board composition. We have numerous people who can no longer live in Clarington that are senior citizens because they can’t get into any of the retirement homes that are in the municipality of Clarington, so our board feels that there needs to be an amendment to the bylaws that states the majority of individuals need to be living in Clarington, but any of the historical board members that need to move outside will be given honourable member status or something along those lines we truthfully don’t feel that it is acceptable that because the municipality of Clarington doesn’t have numerous retirement homes in our area where that I have openings that we should get rid of hard-working members on our board. (2)Under absences point 26 we feel that sometimes life happens and not notifying the chair 24 hours should not mean that they can’t then come again. We have individuals who are looking after sick parents sick children have emergency jobs such as first responders Page 93 that sometimes they can’t give us that 24 hours so we would like it to say when possible members unable to attend a board meeting shall notify the chair at least 24 hours in advance of the meeting. (3)Under quorum,we would like to not have to cancel the meeting or have it be rescheduled rather to table motion for future meetings because often times there are still things that need to be discussed that don’t require a vote for example,an event we are planning some new rentals where we need to make sure the hall is set up or The bar is cleaned up etc.etc. (4)Under relationship with municipality point 60 we would like to ask does that include janitorial services as well as bartenders for the use of the hall due to the fact that that is an expense to the board at that point. (5)The Board would like me to ask about the budget point 68 upon BOARD dissolution all assets,including bank account shall be transferred to the municipality and all business records shall be turned over to the municipality.Does this mean because it stated that we have to dissolve the board at every AGM so that we can vote back in individuals.Does that then mean that we will lose our bank account at our next AGM? b)Maintenance i)Can we request to get some picnic tables and benches for the summer?-Danielle will ask ii)The ice rink application has been filled out and will be dropped off this month. iii)The fire extinguishers have been updated and new tags are on them iv)We will need a new floor machine as the “motherboard”is not working.Larry will do some research and send out information prior to the next meeting for us to vote on. Page 94 Marlene W.offered for Larry to go to her school and see the machines that she uses. v)The lines in the parking lot need to be redone.-Danielle will email the town about this. vi)Kathy,a member of our community,would like to come to the next meeting to talk about the importance of the accessible washrooms and what is needed there. vii)Could we add a changetable to the men’s washroom or to the new washrooms.-Danielle will ask the town if this is possible. viii)There is a little water in the basement -Kyle will continue to keep an eye on it. ix)The grading starts on Monday,there will be orange snow fencing around the building.We can continue to rent the building;we just need to let the renters know. x)There is no signs of rodents c)Rentals i)We have rentals throughout the month and the fitness classes are back and running ii)We will need to purchase a few more things at the next meeting to ensure that we are following the not-for-profit criteria. d)Treasurer -Absent e)Secretary -Vacant -Danielle filling in f)Events -All i)Halloween Dance -October 26,2024 we need a DJ ii)We would like to purchase a giant screen -Crystal will bring all the information to the next meeting and we can choose what we would like to purchase. iii)Board event December 7,2024 -Dinner to be catered iv)Breakfast with Santa December 7,2024 -Danielle will create a Jotform for this and then allow people to register for this event. v)New Year ’s Eve -Try to find a DJ -at the next meeting we will have information Page 95 6)Old Business a)None at this time 7)New Business a)Shed -we had two local people come and fix the shed.We will purchase them a gift card and send it to them from us. 8)Adjourn -Larry and Petra -Carried Next Meeting:Wednesday October 16,2024 7:00 -9:00 Page 96 * Subject to Advisory Committee Approval * Agricultural Advisory Committee of Clarington August 8, 2024 Agricultural Advisory Committee of Clarington Meeting Minutes Date: Thursday, August 8, 2024 Time: 7:30 p.m. Location: Microsoft Teams or Meeting Room 1C, Municipal Administrative Centre 40 Temperance St., Bowmanville, Ontario Members Present: Henry Zekveld (Chair), Tom Barrie, Eric Bowman, Richard Rekker, John Cartwright, Craig Rickard, Jordan McKay, Mitch Morawetz (DRFA), Councillor Zwart Regrets: Brenda Metcalf, Jennifer Knox, Ryan Cullen Staff Present: Sylvia Jennings, Jane Wang – Planning and Infrastructure Services Guests: Allison De Vos, Lori Talling – Invest Durham, Ian Nokes – Ontario Federation of Agriculture, Wayne Caldwell – Greenbelt Foundation, Allison Hansen, Janice Freund – Rodenticide Free Ontario 1. Welcome and Introductions H. Zekveld welcomed all to the meeting, with introductions. 2. Land Acknowledgement Statement H. Zekveld recited Clarington’s Land Acknowledgement Statement. 3. Declarations of Interest None 4. Approval of Minutes of 024-011 Moved by Eric Bowman, Seconded by Richard Rekker That the Minutes of the June 13, 2024, meeting by approved. Carried 5. Presentations / Delegations 5a. Presentation on Battery Energy Storage Systems Ian Nokes, policy analyst for the Ontario Federation of Agriculture (OFA), provided a presentation on Battery Energy Storage Systems (BESS). He described how BESSs could potentially address various challenges to providing power across the Province. Challenges include transmission bottlenecks, and the need for energy sources that can be turned on and off to meet changing demand. He reviewed how a lack of available power was preventing certain industries, such as greenhouses, Page 97 Agricultural Advisory Committee of Clarington August 8, 2024 from growing. While more transmission corridors are being built, this is a costly solution. Natural gas has typically been used to address on-demand power needs, but this is planned to be phased out to meet emissions targets. As wind and solar are being promoted, a storage solution is needed since times of peak power generation likely won’t match when power is most demanded. BESSs can help alleviate these challenges. I. Nokes described how the Province, working through the Independent Electricity System Operator (IESO), is considering BESS projects. In response to this emerging issue, the OFA is seeking to inform municipalities and farmers so that they can make informed decisions when BESSs are proposed. The OFA has developed policy recommendations with the intention of minimizing the risks associated with BESS projects and ensuring that farmland is protected. This included recommendations such as adopting standards from other jurisdictions, minimum set back distances, and fire codes. I. Nokes answered questions from committee members related to battery capabilities, and the OFA’s position on which jurisdiction should regulate BESSs. I. Nokes noted that stakeholders should be informed so that they can balance the risks of these projects with their benefits. H. Zekveld thanked I. Nokes for his presentation. 5b. Presentation on Housing Needs for the Agricultural Sector W. Caldwell shared a brief description of the Greenbelt Foundation’s study on housing and actions for the agricultural sector in rural greenbelt communities. Clarington has been chosen as one of the case studies for the study. W. Caldwell asked the group for their insights into their experience with housing needs on farms. Committee members brought up the following: • Conflicts between farmers and newly rural residents living on severed parcels of former farmland • Building additional housing on farms to accommodate family members working on the farm without severing • Renting a house on the farm to a non-farmer • Building migrant worker housing • Working to educate municipalities on migrant worker housing • Considering options for under utilized surplus housing on farms W. Caldwell then asked the group for any insights into policies that are working well, or that should be reviewed. Committee members brought up the following: • Housing shortage overall is a huge concern. Allowing more additional dwelling units could be the correct policy. • Additional education for municipalities on farm worker housing could be helpful. Municipalities like Clarington often understand the nuances, but that’s not consistent across the province. • On-farm family or worker housing is encouraged, but new housing on farms shouldn’t be permitted to sever due to MDS conflicts and breaking up the countryside. H. Zekveld thanked Wayne for attending the meeting. Page 98 Agricultural Advisory Committee of Clarington August 8, 2024 6. Business Arising from Previous Meeting 6a. Update on CP Rail Crossing at Bennett Road S. Jennings provided a brief update on work at Bennett Road and the CP Rail Crossing. Work is expected to commence in September. The farmer leasing the land is in communication with the Municipality’s Manager of Infrastructure. 7. Correspondence, Council Items and Referrals S. Jennings shared the following for information: • Letter from Rodenticide Free Ontario • Ontario expanding the Farmer Wellness Initiative to farm workers • Ontario increasing financing available through Feeder Cattle Loan Program 8. Liaison Reports 8a. Durham Agricultural Advisory Committee – T. Barrie No report. 8b. Durham Region Federation of Agriculture M. Morawetz provided the update. DRFA received correspondence regarding expanding the Rouge National Park, the Toronto Region Conservation Authority, and a study on the logistics of using ferries to export agricultural products. Brock Council will be going ahead with permitting backyard chickens in some circumstances. The Touch a Truck event will be held on August 23 in Oshawa. 8c. Durham Farm Connections – B. Metcalf No report. 8d. Durham Agricultural Economic Development Update – A. De Vos A. De Vos and L. Talling provided the update. An education campaign focusing on the apple value chain in Durham will be rolled out this month to investor channels and social media. The North Durham OFDU study is ongoing. Consultation was completed in July and received good feedback. Recommendations are now being developed and will be presented for consultation before going to Council in December. C. Rickard spoke about his recent success in raising awareness of agriculture using a yard sign and social media to demonstrate the impact of agriculture. Durham Farm Connections will be considering expanding yard signs in the future. 9. New Business 9a. Farmer’s Parade of Lights Subcommittee 024-012 Moved by Craig Rickard, Seconded by Councillor Zwart That a subcommittee be formed to organize the Farmer’s Parade of Lights and that this subcommittee report back at the December AACC Meeting. Carried Page 99 Agricultural Advisory Committee of Clarington August 8, 2024 10. Date of Next Meeting October 10, 2024 11. Adjournment 024-013 Moved by Tom Barrie, Seconded by Richard Rekker That the meeting adjourn at 9:34 p.m. Carried Page 100 * Subject to Advisory Committee Approval * Agricultural Advisory Committee of Clarington October 10, 2024 Agricultural Advisory Committee of Clarington Meeting Minutes Date: Thursday, October 10, 2024 Time: 7:30 p.m. Location: Microsoft Teams or Meeting Room 1C, Municipal Administrative Centre 40 Temperance St., Bowmanville, Ontario Members Present: Henry Zekveld (Chair), Tom Barrie, Eric Bowman, Richard Rekker, John Cartwright, Jordan McKay, Brenda Metcalf, Jennifer Knox Regrets: Craig Rickard, Mitch Morawetz (DRFA), Councillor Zwart, Ryan Cullen Staff Present: Sylvia Jennings, Jane Wang, Lisa Backus – Planning and Infrastructure Services Guests: Allison De Vos – Invest Durham, Bianca Witzke – Witzke’s Greenhouses, Allison Hansen, Janice Freund, Lindsey Zehel – Rodenticide Free Ontario 1. Welcome and Introductions H. Zekveld welcomed all to the meeting, with introductions. 2. Land Acknowledgement Statement H. Zekveld recited Clarington’s Land Acknowledgement Statement. 3. Declarations of Interest None 4. Approval of Minutes of August 8, 2024 024-014 Moved by Eric Bowman, Seconded by Richard Rekker That the Minutes of the August 8, 2024, meeting by approved. Carried 5. Presentations / Delegations 5a. Delegation from Witzke’s Greenhouses concerning Migrant Worker Housing Bianca Witzke from Witzke’s Greenhouses delegated to the Committee concerning a recent issue with migrant worker housing. Witzke’s has a duplex and two trailers on site to provide housing for migrant farm workers. After a recent fire inspection, they were given an Order to Comply with a list of changes that needed to be resolved. B. Witzke reported that they were not able to receive a building permit to Page 101 Agricultural Advisory Committee of Clarington October 10, 2024 resolve the issues because of zoning issues. They are now concerned that they will not be able to comply with the order prior to January when the migrant workers would be arriving. B. Witzke expressed their concern that there doesn’t seem to be a clear process for how to resolve the issue, and they are uncertain about timelines for getting the necessary approvals in place to start the compliance work. B. Witzke reported that they have been in touch with other farmers who have experienced similar issues, typically when seeking to house migrant workers specifically in trailers. These farmers suggested a meeting between themselves and various municipal department heads to discuss the issue. Some farmers must put in applications for migrant workers this fall so that they’ll be able to work in the spring, so they are concerned about timelines. Committee members suggested that there be a meeting with farmers currently experiencing this issue and municipal department heads. The following motion was passed. 024-015 Moved by Tom Barrie, Seconded by Richard Rekker That the AACC requests that heads of planning, fire, building, and health meet with growers who are dealing with the problem of acquiring permits for migrant worker housing. Carried A committee member suggested that after this meeting has occurred, an education meeting for a larger audience should be held. H. Zekveld thanked B. Witzke for sharing this concern. 6. Business Arising from Previous Meeting 6a. Discussion on Battery Energy Storage Systems The Committee discussed Battery Energy Storage Systems as presented at the previous meeting. They agreed to take no action at this time. 7. Correspondence, Council Items and Referrals S. Jennings shared the following for information: • Council direction to permit backyard chickens in rural areas • Staff Report on Backyard Chickens • Additional funding available through the Sustainable Canadian Agricultural Partnership • Open Farm Days in Alberta The Committee members discussed the Council direction to permit backyard chickens in rural areas in Clarington. Committee members described their concerns with permitting backyard chickens without a registry that could be used to trace Page 102 Agricultural Advisory Committee of Clarington October 10, 2024 chicken owners in case of avian flu, or other issues. The following motion was passed. 024-016 Moved by Brenda Metcalf, Seconded by Richard Rekker That the AACC recommends a licensing or registry system with fees to ensure traceability for backyard flocks in case of avian flu. Carried 8. Liaison Reports 8a. Durham Agricultural Advisory Committee – T. Barrie T. Barrie provided the update. The Hamilton-Oshawa Port Authority is expanding its grain operations. The Region of Durham shared plans for new road improvements in 2025. The 2024 DAAC farm tour had a last minute change in venue but was still a success with 131 participants. The DRFA has requested that Durham Paramedic Services acquire a vehicle with off-road capacities after an incident on a farm. 8b. Durham Region Federation of Agriculture No report. 8c. Durham Farm Connections – B. Metcalf B. Metcalf provided the update. The Celebrate Ag Gala is on October 25th at the Royal Ashburn Golf Club. The grade 3 program will be returning to Brooklin in March, with an open house on April 2nd. Durham Farm Connections has expressed interest to Food and Farm Care to host a “Breakfast on the Farm” event. 8d. Durham Agricultural Economic Development Update – A. De Vos A. De Vos provided the update. Invest Durham is currently marketing “Gather on the Farm” to encourage people to visit special events, farm stands, and farm markets this fall. An educational campaign highlighting the apple value chain is being shared through social media, newsletters, and with local school boards. The North Durham On-Farm Diversified Use study is continuing, with public consultation aimed for next month. Invest Durham is hosting field trips for high school students to learn more about agricultural related jobs including equipment mechanics and precision agriculture. 9. New Business Committee members shared miscellaneous items: • Suggestion to invite the new fire chief to speak at a future meeting; • October 7-13 is Agriculture week, with World Agriculture Day on October 11; and • Planning and Infrastructure Services has a new Deputy CAO, Darryl Lyons. 10. Date of Next Meeting November 14, 2024 Page 103 Agricultural Advisory Committee of Clarington October 10, 2024 11. Adjournment 024-017 Moved by John Cartwright, Seconded by Eric Bowman That the meeting adjourn at 9:15 p.m. Carried Page 104 If this information is required in an alternate format, please contact the IDEA Officer at 905-623-3379 ext. 2563 Clarington Diversity Advisory Committee Minutes for October 17, 2024 Microsoft Teams Need help? Join the meeting now Meeting ID: 241 379 956 663 Passcode: Crdbfd Dial in by phone +1 289-274-8255, 384371305# Present: Tenzin Shomar Pranay Gunti Councillor Anderson Ron Hooper Lauren Reyes-Grange Joe Solway Bev Neblett Regrets: Vincent Wong Rochelle Thomas Dione Valentine Also Present: Pinder DaSilva, Municipality of Clarington 1. Call to Order: Meeting called to order at 7:05 pm 2. Land Acknowledgement Land Acknowledgement read by P. DaSilva 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 that resilience and their longstanding contributions to the area now known as the Municipality of Clarington. 3. Declaration of Interest There were no disclosures of interest stated at this meeting. Page 105 Clarington Diversity - 2 - October 17, 2024 Advisory Committee 4. Review and approval of Agenda Moved by P. Gunti, seconded by J. Solway That the agenda for October 17, 2024, be approved with the following additions: feedback on PRC Master Plan (P. Gunti) and Land Acknowledgement (J. Solway) added to Other Business. Carried 5. Adoption of Minutes Moved by R. Hooper, seconded by B. Neblett That the meeting minutes for September 12, 2024, be approved Carried 6. Guest Speaker – Jeannette Whynot – Clarington Accessibility Coordinator Presented the Clarington Accessibility Design Standards (CADS) that were recently approved by Council. CADS is a best practices document on how to make our facility and services as accessible and inclusive as possible. Important to present CADS to CDAC as there are significant benefits for CDAC in the document as it follows the 9 guiding principles of inclusive design which also focuses on inclusivity. Supporting DEI lens through such things as universal design, signage and pictograms, multi-faith rooms, universal washrooms and changerooms, baby change table in all multi- stall washrooms. CADS is based on the social model of disability which states that disability is not an inherent trait of an individual but rather a result of barriers in our system (facilities, programs, services etc.). Need CADS to ensure that our spaces are for everyone and that people with disabilities can access our facilities and programs. Misconception that we will need to spend lots of money but that is not true. CADs looks at the things we already must do when we build something but doing them in a more accessible and inclusive way (counter tops heights, colours, washrooms etc.). At minimum, will be reviewing the document every 5 years but likely will be updating it more often than that. Page 106 Clarington Diversity - 3 - October 17, 2024 Advisory Committee Changes needed to document will happen with approval from CAO, and in consultation with Senior Leadership Team. CADS applies to all municipal owned and managed facilities where we have programs and operations. Incorporated CNIB approved guidelines for those with low or no vision Committee members asked how involved J. Whynot and P. DaSilva are when new facilities are being built or old ones are being updated. Shared that part of the planning process is engaging with IDEA and Accessibility staff so that feedback on projects can be provided. This includes bringing some of those projects to various committees, including the Accessibility Advisory Committee. Shared that J. Whynot is also supports digital accessibility when needed although the Comm’s team is very well versed in AODA standards. She is responsible for providing Creating Accessible Document training to new staff who are responsible for developing internal or external documents. 7. Approval of Motions at Council Meeting Removal of CDAC youth member due to lack of attendance. Recruiting for a total of 6 positions (5 terms ending Dec 31st, 2024, and 1 position to replace removal of youth member). P. DaSilva has completed a skills and representation matrix to support Council in selecting members. Representation gaps identified by committee include representation from the Indigenous and 2SLGBTQIA+ communities. Rainbow Crosswalk for 2025 – P. DaSilva will be researching cost, vendors, timelines before moving onto community engagement. CDAC has requested to look at the locations shortlisted before it goes out to public so that they can also provide feedback. 8. CDAC Workplan Update Student Bursary - review of 2023 - 2024 process + next steps Discussed if there is anything that needs to be adjusted from the inaugural year. Members agreed that moving forward need to further develop guidelines and criteria used to award the bursary. Working group members explained that was always the intention but due to time constraints, they couldn’t formalize the process as much as they wanted to. Will need to look back at which high schools didn’t have students apply and make sure we market to that school also. Page 107 Clarington Diversity - 4 - October 17, 2024 Advisory Committee For 2025, P. DaSilva will need to determine the budget and number of bursaries that can be awarded within the budget. If it’s possible to have 2 bursaries for next year. P. DaSilva asked the committee to consider one of the bursaries be for an Indigenous student Look at establishing a mentorship or internship process for the recipients. Youth Civic Engagement The working group has not met yet. L. Reyes-Grange requested that she be removed from this working group due to time constraints. P. DaSilva will send out another doodle poll to get the remaining members to start planning P. DaSilva shared that she has some staff members who are also interested and able to support the planning and implementation of the initiative. Diversifying community events Working group shared ideas; currently waiting for community services to hire the new Director before making any decisions around next years events. 9. Council Update Councillor Anderson shared recent discussions at Regional Council meetings about the proportionally high violent and threatening behaviour towards racialized elected offices and the importance of keeping this discussion going. Locally, doing a lot of upgrades to facilities and always pushing to look at the demographics to ensure everyone will feel welcomed and included in the facilities and in the programs. J. Solway shared that as a community, big organizations that are implementing events in Clarington also need to do their best to be more inclusive and ensure that their marketing goes out far and wide to allow the maximum number of people to participate. Shared that, while building cell towers is not a municipal service, staff were directed to find new and creative ways to help facilitate investment, eliminate barriers and work to get more cell infrastructure built in our community. At Planning and Development Committee Meeting on Monday October 21, Clarington Council will be considering a report to address cellular gaps in our Municipality. View the full agenda for the meeting: https://brnw.ch/21wNPSf 10. Community Update P. DaSilva provided information on an initiative that the Municipality and CLMA are collaborating on for Black History Month: • Nadine Williams facilitates a collective public art project in celebration of the The International Decade for People of African Descent Page 108 Clarington Diversity - 5 - October 17, 2024 Advisory Committee • CLMA will run a registered community event for about 40 community members on December 10th from 2-4 pm. Nadine will work with the community members to create designs on 8 ½ x 11 papers which she will take back to her team to create a 7 ft x 8 ft quilt that will be hung up at the libraries and municipal facilities. • Goal is to market Dec 10th event to the Clarington Black community. • The quilt will be unveiled at the Feb 8th Black Vendor Village. Pride celebrations for Clarington P. DaSilva shared that in 2025, Clarington will host its’ first Pride event. Provided the committee with the dates of other Pride events that are already scheduled in June across Durham. Committee selected Saturday, June 21st for Clarington event. P. DaSilva advised that the Municipality will be conducting a flag raising ceremony for Transgender Awareness Week and Transgender Day of Remembrance on Nov 15th at 10 am and invited all interested and available committee members to attend. 11. CABRTF Update No update as D. Valentine was not able to attend the meeting. 12. Other Business Parks, Recreation and Culture (PRC) Master Plan and Cricket Pitch P. Gunti brought forward a request for support of a cricket pitch in Clarington. Although there is a temporary at Courtice Memorial Park, very few people are using it as it is small, not fully developed and it is on concrete instead of grass. Committee members asked P. Gunti for further clarification on what the community is wanting given that a brand new cricket pitch is one of the recommendation made in the PRC Master Plan. P. Gunti shared that the PRCMP is a 10-15 year plan and although the cricket pitch is recommended in the plan, it could be many years before a suitable pitch is developed. He is interested in finding a way to speed up the process as the recommendation could take years before it’s implemented Stated the community is also looking for the Municipality to identify a park (perhaps Lord Elgin) where a better but temporary pitch could be put. Committee members shared that it would be worthwhile for the cricket community to continue to make a presence at Committee and Council meetings, similar to how other sport organizations are doing this. P. Gunti confirmed that the cricket group has submitted feedback on the PRC Master Plan. The committee members agreed to the following motion: Page 109 Clarington Diversity - 6 - October 17, 2024 Advisory Committee Moved by P. Gunti; seconded J. Solway That the PRC Master Plan give some priority to identifying a space for a proper cricket pitch given that the demand for such a pitch is growing and the current pitch is not useable. Carried Land Acknowledgement J. Solway stated that he was recently in a meeting where there was a discussion on working with local Legions to include a Land Acknowledgement as part of the Remembrance Day Ceremony but was advised there were some challenges with this happening. P. DaSilva shared that she had reached out to the Bowmanville Legion 178 with two requests: 1. Could the Legion start the ceremony with a land acknowledgement recongizing the treaty and traditional territories that Clarington is located on; and 2. If the MP could mention that Nov 8th is National Indigenous Veterans Day, which federally recognizes and honours the over 8,000 Indigenous soldiers who sacrificed their lives during World War 1 and 2 and the Korean War. P. DaSilva shared that she was advised this would not be possible at this time. The committee decided they will make the effort to communicate this request earlier in preparation for Remembrance Day 2025. Carried 8. Adjournment No motion to adjourn as there was no quorum at the time the meeting came to a close. The meeting ended at 9:30 pm Next Meeting: November 14th at 7 pm via Teams Page 110 Municipality of Clarington Council Date: October 28, 2024 Moved By: Councillor Anderson Seconded By: That the PRC Master Plan give some priority to identifying a space for a proper cricket pitch given that the demand for such a pitch is growing and the current pitch is not useable. Page 111 If this information is required in an alternate format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. The Corporation of the Municipality of Clarington By-law 2024-044 Being a By-law to amend the Exotic Animal By-law 2012-045 that regulates prohibited animals in the Municipality of Clarington. Whereas Subsection 11 of the Municipal Act 2001, as amended, authorizes a municipality to pass by-laws respecting animals; And whereas, arising out of Report LGS-032-24, the Council of the Municipality of Clarington has deemed it desirable/necessary to amend the Exotic Animal By-law to permit the keeping of chickens for the purposes of egg-laying within specific areas in the Municipality; Now therefore the Council of the Municipality of Clarington enacts as follows: 1. That the following definitions be added to Part I: “Coop” means a fully enclosed weatherproof insulated building where chickens are kept to prevent them from escaping and includes nest boxes for egg-laying, perches for the chickens to sleep on and for the keeping of food and water containers. “Urban Chicken” means an egg laying hen kept within the property boundaries of a rural hamlet, rural cluster, or the Village of Orono. 2. That the following section and wording be added: 14.2 Sections 11 and 12 shall not apply to any Urban Chicken kept in accordance with Part IV of this By-law.” 3. That the following words/section be added as Part IV: PART IV – Urban Chickens 33. No person shall keep Urban Chickens outside a Residential Hamlet (RH) Zone, Rural Cluster (RC) Zone, or the boundaries of the Village or Orono. 34. No person shall keep Urban Chickens on any property containing multiple Dwellings, including but not limited to a Converted, Duplex, Fourplex, Link Townhouse, Linked, Maisonette, and Triplex Dwellings, or Apartment Buildings. Page 112 35. Urban Chicken Owners must reside at the property in which the Urban Chickens are kept. 36. No person shall keep fewer than 2 Urban Chickens and no more than 4 Urban Chickens on a property. 37. No person shall keep Urban Chickens less than 4 months of age. 38. No person shall keep any roosters within their flock. 39. Urban Chickens shall only be kept for the purpose of egg-laying: a. The sale or gifting of eggs or chicken products is not permitted, and b. Urban Chickens shall not be slaughtered for meat consumption. 40. Every Owner shall keep their Urban Chickens in a Coop with an enclosed exercise area that: a. is located in the rear of the property, b. provides for an appropriate amount of space for roosting and exercise based on the number of birds kept, c. is no taller than 2 metres in height at its tallest peak, d. is no large than 10 m2 all inclusive, e. is setback a minimum of 2 metres from any property line, and f. is setback a minimum of 10 metres from any neighbouring building. 41. Urban chickens shall be confined in their coop between the hours of 9:00 p.m. and 6:00 a.m. 42. Coops and runs shall be maintained in a state of good repair, free of obnoxious odours, and vermin and pests. Page 113 43. Every Owner shall ensure: a. sufficient food and water is provided, b. food is kept secured in rodent proof containers, c. waste and manure is removed and disposed of in a sanitary manner, a minimum of twice per week, and d. deceased chickens are disposed of by means of a veterinary service or deadstock removal professional. 4. That subsequent sections and subsections be renumbered. 5. That in Schedule “A” of By-law 2012-045, the table be amended as follows: ADD: “Urban Chickens kept in accordance with Part IV” as Exception 6. That this by-law shall come into force and effect on the date of passing. Passed in Open Council this 28th day of October 2024. _____________________________________ Adrian Foster, Mayor _____________________________________ June Gallagher, Municipal Clerk Written approval of this by-law was given by Mayoral Decision MDE-2024-008 dated October 28, 2024. Page 114 If this information is required in an alternate format, please contact the Accessibility Co-ordinator at 905-623-3379 ext. 2131 The Corporation of the Municipality of Clarington By-law 2024-045 Being a by-law to close and to authorize the sale of part of a road allowance WHEREAS the Council of The Corporation of the Municipality of Clarington deems it desirable to pass this by-law; and WHEREAS the Council of The Corporation of the Municipality of Clarington at its meeting on September 9, 2024, approved the recommendations in Report LGS-033-24. NOW THEREFORE BE IT ENACTED AND IT IS HEREBY ENACTED AS A BY-LAW OF THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON AS FOLLOWS: 1. Those parts of the unopened road allowance between Lots 34 and 35, Concession 1 (Darlington), being Part 1, 40R-31088, Municipality of Clarington, Regional Municipality of Durham, are hereby closed by The Corporation of the Municipality of Clarington. 2. That the Municipal Solicitor be authorized to take all necessary action to effect the transfer. Passed in Open Council this 28th day October, 2024. _____________________________________ Adrian Foster, Mayor _____________________________________ June Gallagher, Municipal Clerk Written approval of this by-law was given by Mayoral Decision MDE-2024-008 dated October 28, 2024. Page 115 If this information is required in an alternate format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. The Corporation of the Municipality of Clarington By-law 2024-046 Being a By-law to establish, lay out and dedicate certain lands as public highways in the Municipality of Clarington, to assume certain streets within the Municipality of Clarington as public highways in the Municipality of Clarington, and to name them. Now therefore the Council of the Municipality of Clarington enacts as follows: 1. That the blocks shown on Plan 40M-2657, and listed below in this section, being in the Municipality of Clarington, in the Regional Municipality of Durham, is hereb y established, laid out, and dedicated by The Corporation of the Municipality of Clarington as public highway: Blocks 96, 97, 98, 99. 2. That the streets and blocks shown on Plan 40M-2657, and listed below in this section, being in the Municipality of Clarington, in the Regional Municipality of Durham, are hereby accepted by the Corporation of the Municipality of Clarington as public highways, and assumed by the said corporation for public use: Blocks 96, 97, 98, 99. Woolacott Lane, Mcphail Avenue. Passed in Open Council this 28th day October, 2024. _____________________________________ Adrian Foster, Mayor _____________________________________ June Gallagher, Municipal Clerk Written approval of this by-law was given by Mayoral Decision MDE-2024-008 dated October 28, 2024. Page 116 If this information is required in an alternate format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. The Corporation of the Municipality of Clarington By-law 2024- Being a By-law to establish, lay out and dedicate certain lands as public highways in the Municipality of Clarington, to assume certain streets within the Municipality of Clarington as public highways in the Municipality of Clarington, and to name them. Now therefore the Council of the Municipality of Clarington enacts as follows: 1. That the blocks shown on Plan 40M-2610 and Blocks on Plan 40M-2579, and listed below in this section, being in the Municipality of Clarington, in the Regional Municipality of Durham, is hereby established, laid out, and dedicated by The Corporation of the Municipality of Clarington as public highway: Blocks 147, 148 and 149 (40M-2610) and Blocks 116,117, 118, 119,120, 121, 122, 123 and 124 (Plan 40M-2579) 2. That the streets and blocks shown on Plan 40M-2610 and Blocks in Plan 40M- 2579, and listed below in this section, being in the Municipality of Clarington, in the Regional Municipality of Durham, are hereby accepted by the Corporation of the Municipality of Clarington as public highways, and assumed by the said corporation for public use: Blocks 147, 148 and 149 (40M-2610) Blocks 116, 117, 118, 119, 120, 121, 122, 123, and 124 (40M-2579) Bruce Cameron Drive Crombie Street Albert Christie Street Arthur Mc Laughlin St Bill Cole Court William Fair Drive Passed in Open Council this 28th day October, 2024. _____________________________________ Adrian Foster, Mayor _____________________________________ June Gallagher, Municipal Clerk Written approval of this by-law was given by Mayoral Decision MDE-2024-008 dated October 28, 2024. Page 117 If this information is required in an alternate format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. The Corporation of the Municipality of Clarington By-law 2024-048 Being a By-law to establish, lay out and dedicate certain lands as public highways in the Municipality of Clarington, to assume certain streets within the Municipality of Clarington as public highways in the Municipality of Clarington, and to nam e them. Now therefore the Council of the Municipality of Clarington enacts as follows: 1. That the blocks shown on Plan 40M-2633, and Blocks on Plan 40M-2497 and listed below in this section, being in the Municipality of Clarington, in the Regional Municipality of Durham, is hereby established, laid out, and dedicated by The Corporation of the Municipality of Clarington as public highway: Blocks 54, 55, 56, 57, and 58 (40M-2633) Blocks 138 and 139 (40M-2497) 2. That the streets and blocks shown on Plan 40M-2633 and Blocks shown on 40M- 2497 and listed below in this section, being in the Municipality of Clarington, in the Regional Municipality of Durham, are hereby accepted by the Corporation of the Municipality of Clarington as public highways, and assumed by the said corporation for public use,: Blocks 54, 55, 56, 57, and 58 (40M-2633) Blocks 138 and 139 (40M-2497) Ronald Hooper Avenue and Tait Crescent Passed in Open Council this 28th day October, 2024. _____________________________________ Adrian Foster, Mayor _____________________________________ June Gallagher, Municipal Clerk Written approval of this by-law was given by Mayoral Decision MDE-2024-008 dated October 28, 2024. Page 118 If this information is required in an alternate format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131 The Corporation of the Municipality of Clarington By-law Number 2024-049 Being a By-law to amend By-law 84-63, the Comprehensive Zoning By-law for the Corporation of the Municipality of Clarington Whereas the Council of the Corporation of the Municipality of Clarington deems it advisable to amend By-law 84-63, as amended, of the Corporation of the Municipality of Clarington for ZBA 2022-0002; Now Therefore Be It Resolved That, the Council of the Corporation of the Municipality of Clarington enacts as follows: 1. Section 14.6 “Special Exceptions – Urban Residential Type Three (R3) Zone” is hereby amended by adding thereto, the following new Special Exception Zone 14.6.78 as follows: 14.6.78 Urban Residential Exception (R3-78) Zone Notwithstanding Sections 3.16 c. iii), 14.3 and 14.4, those lands zoned R3-78 shall be subject to the following regulations and the applicable provisions not amended by the R3-78 zone: a. In the case of street townhouse dwellings, the following provisions apply: i) Lot Area (minimum) a) Interior Lot 190 square metres b) Exterior Lot 300 square meters ii) Lot Frontage (minimum) a) Interior Lot 6.0 metres b) Exterior Lot 9.0 metres iii) Yard Requirements (minimum) a) Front Yard 6.0 metres to private garage or carport and 3.0 metres to a dwelling b) Interior Side Yard 1.2 metres; nil where building has a common wall with any building on an adjacent lot c) Exterior Side Yard 3.0 metres d) Rear Yard 7.5 metres iv) Dwelling Unit Area (minimum) 85 square metres v) Lot Coverage (maximum) 55 percent for dwelling; 60 percent for all buildings and structures Page 119 vi) Landscaped Open Space (minimum) a) Lot 30 percent b) Front Yard 40 percent soft landscaping vii) Building Height (maximum) 11 metres viii) A maximum driveway width of 3 metres shall be permitted . ix) All garage doors shall not be located any closer to the street line than the dwellings first floor front wall or exterior side wall or covered porch projection. x) A covered and unenclosed porch/ balcony having no habitable space above it shall be permitted subject to the following: a) In the case of an interior lot, an unenclosed porch/ balcony up to a maximum area of 12.0 metres shall be permitted provided it is located in the front yard of the lot and shall not be calculated as lot coverage; b) In the case of an exterior lot, an unenclosed porch/ balcony up to a maximum of 20.0 square metres shall be permitted provided it is located in the front and/ or exterior side yard of the lot and shall not be calculated as lot coverage. b. In the case of link townhouse dwellings, the following provisions shall apply as if each dwelling is located on a lot for the purpose of establishing regulations for each link townhouse, unless stated otherwise: i) Density (for entire block) 35 to 45 units per hectare ii) Lot Frontage (minimum) 5 metres iii) Yard Requirements (minimum) a) Front Yard from Public Street or Private Lane 6.0 metres to private garage or carport and 3.0 metres to a dwelling b) Side Yard 1.5 metres; nil where building has a common wall with any building on an adjacent lot c) Rear yard 6.0 metres; nil where a building has frontage on both a private lane and public road iv) Utility Building Setbacks (minimum) a) From Public street 7.0 metres b) From Private Lane 3.0 metres c) From any other lot line, including link townhouse dwelling lot 2.0 metres Page 120 v) Dwelling Unit Area (minimum) 85 square metres vi) Lot Coverage (maximum) 55 percent for dwelling; 60 percent for all buildings and structures vii) Landscaped Open Space (minimum) a) Dwelling Lot 30 percent b) Front Yard 40 percent soft landscaping; where building has frontage on both a private lane and public road the yard where the parking space is provided shall not reduce the soft landscaping below 40 percent viii) Minimum Outdoor Amenity Space (shared) 4.0 square metres per unit ix) Building Height (maximum) 12 metres x) A maximum driveway width of 3 metres shall be permitted. xi) All garage doors shall not be located any closer to the private lane than the dwellings first floor front wall or exterior side wall or covered porch projection. Where a building has frontage on both a private lane and public road, garage doors can project up to 3 metres from the second floor front wall, provided outdoor amenity space is provided above. Schedule ‘3’ (Bowmanville) to By-law 84-63, as amended, is hereby further amended by changing the zone from: “Agricultural (A) Zone” to “Holding - Urban Residential Exception ((H)R3-78) Zone” “Agricultural (A) Zone” to “Environmental Protection (EP) Zone” as illustrated on the attached Schedule ‘A’ hereto. 2. Schedule ‘A’ attached hereto shall form part of the By-law. 3. This By-law shall come into effect on the date of passing hereof, subject to the provisions of Section 34 and Section 36 of the Planning Act. Passed in Open Council this 28th day October, 2024. _____________________________________ Adrian Foster, Mayor _____________________________________ June Gallagher, Municipal Clerk Written approval of this by-law was given by Mayoral Decision MDE-2024-008 dated October 28, 2024. Page 121 049 28th October Page 122 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: Council Date of Meeting: October 28, 2024 Report Number: CAO-007-24 Authored by: Justin MacLean, Director, Strategic Initiatives Submitted By: Mary-Anne Dempster, CAO By-law Number: Resolution Number: File Number: Report Subject: Parks, Recreation and Culture Master Plan – Final Report Recommendations: 1. That Report CAO-007-24, and any related delegations or communication items, be received; 2. That the Parks, Recreation and Culture Master Plan, attached to Report CAO-007- 24, as Attachment 1, be endorsed; 3. That the CAO be directed to develop a five-year action plan, inclusive of a financing strategy, to address top short-term priorities identified in the Parks, Recreation and Culture Master Plan, and report back to Council in Q1 2025; 4. That Council recognize and consider feedback received as part of the community survey related to special projects and prioritizing future investment; 5. That all interested parties listed in Report CAO-007-24, and any delegations be advised of Council’s decision. Page 123 Municipality of Clarington Page 2 Report CAO-007-24 Report Overview Following the initial presentation of the draft Parks, Recreation and Culture Master Plan (PRCMP) on September 16, staff initiated the final period of public engagement on this cross-functional project, to confirm support of the Master Plan by Council, the public, key stakeholders and community groups. The following report provides an overview of survey results, feedback received, and changes made to finalize the draft, based on community input. The report also includes the final Parks, Recreation and Culture Master Plan for endorsement. 1. Background 1.1 As directed by Council in April 2023 in Report PDS-26-23, the Municipality of Clarington has developed 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 PRCMP 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, an d Council through a variety of engagement tactics; as shared with Council in Report PDS-011-2024.  Phase 3 included staff review of an initial draft PRCMP.  In Phase 4, the draft master plan was shared with Council and the public for final review and comment. At the Special General Government Committee meeting on September 16, 2024, Report CAO-004-24 presented the draft Parks, Recreation and Culture Master Plan. A presentation was given to Committee members to provide an overview of the draft PRCMP’s key recommendations and next steps to test the document with the public. This report outlines the feedback received and changes made to the draft to finalize the PRCMP for Council’s approval.  The project is now at Phase 5: Final Approval and Implementation of Master Plan. Page 124 Municipality of Clarington Page 3 Report CAO-007-24 2. Public Engagement Campaign 2.1 As part of Phase 4 of the project, a public engagement campaign ran between September 17 - October 15, 2024, to encourage residents to www.clarington.net/PRCMP to review the full draft PRCMP (or highlights) and complete the survey. Respondents were asked to rank their level of agreement with the draft and submit any further feedback for consideration by the project team and consultant. 2.2 Overall, 447 public feedback submissions (424 survey submissions, 23 written e-mails) were received from members of the public, community organizations, Central Lake Ontario Conservation Authority (CLOCA), the local Indigenous community, and representatives of landowner groups. School boards were also invited to review and provide feedback on the draft PRCMP. Feedback was received by the Peterborough Victoria Northumberland and Clarington Catholic District School Board; no comments were received from the Kawartha Pine Ridge District School Board, French Catholic Board: Conseil Scolaire Catholique Mon Avenir or French Public Board: Conseil Scolaire Viamonde. 2.3 The survey was widely promoted to the community through a variety of tactics, including direct mail, social media, newsletters, digital screens, press releases and paid advertising (radio, newspaper and online). Residents were also incentivized to participate by having the chance to win an iPad mini. 2.4 Promotion of the feedback survey resulted in:  10,987 people visiting www.clarington.net/PRCMP.  424 people responding to the survey (+23 e-mails to PRCMP inbox).  The full draft PRCMP was downloaded 1,097 times. Summary of public feedback on draft PRCMP 2.5 Overall, the draft Master Plan was well received with more than two thirds of respondents in support of the PRCMP. It received an average rating of 66 out of 100, based on 424 survey respondents (ratings were between 0-strongly disagree to 100- strongly agree). The below chart shows the distribution of survey respondents by rating: Page 125 Municipality of Clarington Page 4 Report CAO-007-24 2.6 The general sentiment about the draft PRCMP was positive, with residents overall supporting the proposed investments in the community to improve parks, recreation, culture, and library opportunities in Clarington. 2.7 For those respondents that were less supportive of the draft PRCMP, public feedback focused on the need for a twin pad arena in the more immediate term. The development of two new pads at the South Courtice Arena continues to be supported, subject to confirming arena needs as part of a five-year update to the draft PRCMP. However, no change to the timing of the provision of new indoor ice pads has been made as there are higher priority needs within the community. 2.8 General feedback was received that raised concerns about the amount of investment required to implement the recommendations of the draft PRCMP. 2.9 Keeping pace with growth was recognized by the community. Written comments indicated support for many of the draft PRCMP’s recommendations including:  A need for more parkland and to recognize non-municipal parks in rural areas that can be used by the public such as Orono and Kendal Crown Lands and conservation areas. There was support for locating schools adjacent to major parks (e.g., Municipal Wide and Community Park). Strategic Park investments were also supported, including planting native species and renewing aging park infrastructure.  Constructing the South Bowmanville Recreation Centre, with specific mentions supporting the development of a new indoor aquatic centre to provide access to more aquatic programming.  A dedicated cricket field.  The need for more sport courts, particularly for pickleball.  Continued trail development to encourage healthy lifestyles and to connect all areas of Clarington (e.g., within each urban area, Courtice to Newcastle, rural areas, 27151317123934667966560 (STRONGLY DISAGREE)1020304050 (NEUTRAL)60708090100 (STRONGLY AGREE)SURVEY RESPONDENTS BY RATING Number of Respondents Page 126 Municipality of Clarington Page 5 Report CAO-007-24 waterfront and adjacent communities). Suggestions were made to utilize hydro corridors for trails and provide connections to the future Durham Meadoway in Oshawa.  Expanding library space, including support for a library branch in the north end of Bowmanville.  Greater investment and promotion of Clarington’s arts and culture opportunities, particularly for events such as farmers markets, programming and performance space, as well as using existing community spaces and preserving and protecting built and natural heritage features.  Making greater use of existing sports fields, including building upon or exploring new partnerships with non-municipal landowners.  Recognizing Clarington’s Indigenous roots through public art, programming and special events, and planning for future parks and facilities.  Protecting and preserving the natural environment, as well as investment in park amenities and spaces to create welcoming and inclusive public spaces including, but not limited to, shade, seating, gardens, and spaces for all ages and abilities.  Continued waterfront development for parks, recreation and cultural uses. 2.10 In addition to the public feedback that was submitted, written feedback was received from several representatives from the development industry regarding the recommended parkland hierarchy, particularly with respect to the minimum size for Neighbourhood Parks. It was also requested that parks planned through on going or completed Secondary Plan Areas and/or development applications be maintained. No changes to the minimum size for Neighbourhood Parks have been made as there is a need to accommodate a range of outdoor recreation facilities, including sports fields (ball diamonds, rectangular fields) that are typically expected in this type of park and to provide meaningful park experiences. The draft PRCMP recognizes that during the planning period, additional parkland will be required to accommodate outdoor recrea tion facilities and spaces to meet the needs of residents. Municipal staff will need to determine the best way forward to implement the draft PRCMP’s recommendations, including working with the development community to address parkland requirements as development occurs through future amendments to planning documents (e.g. Official Plan, Parkland Dedication By-Law, etc.). Summary of public feedback on the prioritization of unique community spaces 2.1 As directed by Council via Resolution #GG-137-24, staff added a question to solicit community feedback to determine how investment should be prioritized for the following unique community spaces, as identified in the Clarington Strategic Plan:  Bowmanville Community Park (former Zoo lands)  Camp 30 Building Revitalization  Clarington Waterfront Strategy (with a focus on Courtice waterfront development) Page 127 Municipality of Clarington Page 6 Report CAO-007-24 2.2 The below charts outline the results of this survey question. Rankings are weighted. The formula calculates a score for each option by multiplying the weight of the rank by the number of responses for that rank, and then averaging that score across all responses. This approach helps to identify the most favored options based on both their ranking and the number of supporters): 1 2 3 Count Score Avg Rank Bowmanville Community Park 42.07% 175 43.27% 180 14.66% 61 416 2.23 1.73 Courtice waterfront development 41.42% 169 34.80% 142 23.77% 97 408 2.09 1.82 Camp 30 Building Revitalization 19.80% 80 20.30% 82 59.90% 242 404 1.52 2.40 Score: sum of the weight of each ranked position, multiplied by the response count for the position choice, divided by the total contributions. Weights are inverse to ranked positions. Avg Rank: Sum of the ranked position of the choice, multiplied by the response count for the position choice, divided by the total ‘Count’ of the choice. 0 0.5 1 1.5 2 2.5 Camp 30 Building Revitalization Courtice waterfront development Bowmanville Community Park Prioritization of Special Community Projects (first to least) Score results Page 128 Municipality of Clarington Page 7 Report CAO-007-24 2.3 The above is shared with Council to help inform decision-making about prioritizing investment in these unique community spaces. The Bowmanville Zoo Lands Park and Camp 30 Cafeteria Building are being presented for Council’s consideration in respective concurrent reports. Staff are working to advance Council's vision for a future Courtice Waterfront Park and an update will be provided at the Nov. 4 General Government Committee meeting. 3. Overview of PRCMP changes based on feedback 3.1 The public feedback received was considered as part of finalizing the Parks, Culture and Recreation Master Plan. Generally, the feedback received was in support of the recommendations contained in the draft PRCMP. Some comments received were specific in nature and typically not considered at the master planning level, such as specific locations for new facilities, as this is typically evaluated as part of the implementing recommendations, although it is helpful information for staff and Council to make future decisions. Other feedback was beyond the scope of the Master Plan. 3.2 The following is a summary of changes that were made to finalize the Master Plan.  The parkland hierarchy was revised to encourage the co -location of Municipal Wide and Community Parks with schools.  Language added to further recognize the history and presence of Indigenous Peoples in Clarington through programming and special events. Recommendations were added to review and revise public documents with an Indigenous lens, and to engage Indigenous Peoples in planning future parks and facilities.  References were added to recognize non-municipal parks and outdoor spaces in and around the Municipality (such as conservation areas and land trusts) that can be used by the public for passive activities, such as hiking and outdoor enjoyment.  Language was added to recognize that there may be some sports fields that are not municipally owned but offer access to recreation opportunities (e.g. fields at Knox Christian School).  A recommendation was added to explore potential trail development opportunities and connections to municipally owned lands such as cemeteries. Additional trail routes were also proposed to be explored, such as utilizing hydro corridors and connecting to the Durham Meadoway in Oshawa.  Revisions were made to the Municipality’s cultural facilities, including correcting key dates and recognizing cenotaph locations and other cultural facility providers such as churches. The recommendation to study modernizing the Visual Arts Centre was expanded to include exploring potential enhancements to the outdoor space to support small-scale events such as shows and performances.  While the Master Plan recommends the development of dedicated tennis and pickleball courts to avoid conflict between users, revisions were made to consider Page 129 Municipality of Clarington Page 8 Report CAO-007-24 multi-lined courts in the rural area, recognizing that levels of use may be lower compared to urban areas, although this should be considered on a case-by-case basis.  Site evaluation criteria was provided to assist the Municipality and Clarington Library, Museums & Archives in addressing future library space needs.  Additional language was added to Section 7.4 on staffing implications to recognize that additional consultation with public and stakeholde rs will be required to better understand expectations on service levels, which may result in increasing staffing requirements. Staffing levels may also be influenced by community partnerships, volunteerism, and other internal efficiencies, which also need to be considered as the community grows.  Language was added throughout the Master Plan to incorporate themes related to raising awareness and protecting and preserving the natural environment and waterfront. 3.3 The draft PRCMP was refined based on the feedback received, and staff are recommending the final PRCMP (Attachment 1) be endorsed. 4. Financial Considerations 4.1 Following Council’s approval, staff will develop a five-year action plan, inclusive of a financing strategy, to address top short-term priorities identified in the Parks, Recreation and Culture Master Plan, and report back to Council in Q1 2025. 5. Strategic Plan 5.1 G.2.3: Develop and complete Parks, Recreation and Culture Master Plan, and Prioritize action items for implementation. C.4.1: Promote and support local arts, culture, and heritage sectors, and Implement the Parks, Recreation and Culture Master Plan. G.3: Unique community spaces are prioritized:  G.3.1: Determine the future of the historic Camp 30 cafeteria building  G.3.2: Consider the creation of a community park on the former Bowmanville Zoo Lands  G.3.3: Enhance Clarington’s waterfront 6. Climate Change 6.1 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 Page 130 Municipality of Clarington Page 9 Report CAO-007-24 guiding frameworks such as the Clarington Corporate Climate Action Plan to achieve the Municipality’s goal of reducing greenhouse gas emissions by 35 per cent by 2030 and net-zero emissions by 2050. 7. Concurrence 7.1 This report has been revie wed by the Deputy CAO of Planning and Infrastructure and Deputy CAO of Public Services, who concur with the recommendations. 8. Conclusion 8.1 It is respectfully recommended that Council endorse the Parks, Recreation and Culture Master Plan and direct staff to develop a five-year action plan, inclusive of a financing strategy, to address top short-term priorities identified. Staff Contacts: Justin MacLean, Director, Strategic Initiatives, 905-623-3379 ext. 2017 or jmaclean@clarington.net and Melissa Westover, Manager of Communications, 905-623-3379 ext. 2019 or mwestover@clarington.net. Attachments: Attachment 1 – Parks, Recreation and Culture Master Plan Interested Parties: List of Interested Parties available from Department. Page 131 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 1 October 2024 Attachment 1 to Report CAO-007-24 Page 132 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I i 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 Page 133 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I i 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 ....................................................................................................... 51 4.1 Arenas ............................................................................................................ 54 4.2 Indoor Aquatics Centres .................................................................................. 60 4.3 Fitness Spaces ............................................................................................... 65 4.4 Indoor Walking Tracks ..................................................................................... 67 4.5 Gymnasiums ................................................................................................... 68 4.6 Multi-Purpose Spaces and Community Halls .................................................. 71 4.7 Dedicated Youth and Older Adult Spaces ....................................................... 74 4.8 Squash Courts ................................................................................................ 77 4.9 Indoor Artificial Turf Fields ............................................................................... 79 4.10 Outdoor Rectangular Fields ............................................................................ 81 4.11 Ball Diamonds ................................................................................................. 89 4.12 Cricket Fields .................................................................................................. 94 4.13 Outdoor Tennis Courts .................................................................................... 95 4.14 Outdoor Pickleball Courts ............................................................................. 100 4.15 Basketball Courts .......................................................................................... 105 4.16 Outdoor Splash Pads and Outdoor Pools ..................................................... 109 Page 134 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I ii 4.17 Skate Parks and Pump Tracks ...................................................................... 114 4.18 Leash-Free Dog Parks .................................................................................. 118 4.19 Community Gardens ..................................................................................... 122 4.20 Outdoor Fitness Equipment .......................................................................... 126 4.21 Playgrounds .................................................................................................. 127 4.22 Outdoor Skating Surfaces ............................................................................. 131 4.23 Outdoor Lacrosse Boxes .............................................................................. 132 4.24 Arts and Culture Facilities ............................................................................. 134 4.25 Library Space ................................................................................................ 140 4.26 Museum and Archives Space........................................................................ 148 5. Culture Plan ........................................................................................................ 150 5.1 Providing a Foundation for Culture ............................................................... 151 5.2 Cultural Diversity in Clarington ...................................................................... 152 5.3 Public Art ....................................................................................................... 152 5.4 Special Events and Festivals ........................................................................ 154 5.5 Supporting and Engaging Indigenous Peoples ............................................. 157 6. Delivering Services ............................................................................................ 160 6.1 Service Delivery Model ................................................................................. 160 6.2 Programs, Services and Resources .............................................................. 162 6.3 Diversity, Equity, and Inclusivity .................................................................... 175 6.4 Communication and Marketing ..................................................................... 181 7. Implementation Strategy ................................................................................... 182 7.1 Monitoring, Reviewing and Updating the Plan .............................................. 182 7.2 Partnership Development.............................................................................. 183 7.3 Financial Considerations ............................................................................... 184 7.4 Staffing Implications ...................................................................................... 188 7.5 Building Internal Capacity to Implement the Master Plan .............................. 205 7.6 Implementation Strategy ............................................................................... 214 Appendix A: A Framework for Accepting Encumbered Lands .............................. 243 Appendix B: Parkland Dedication Scenarios Under the Planning Act ................. 245 Appendix C: Facility Service Level Benchmarking ................................................ 247 Page 135 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I iii 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 June 2024) .................................................................................................................... 33 Figure 7: Conceptual Trail Network ............................................................................... 47 Figure 8: Key Factors in Analyzing Facility Needs ........................................................ 51 Figure 9: Prime Time Arena Utilization Rate, 2023/2024 Season .................................. 56 Figure 10: Historical System-Wide Arena Utilization Rates during Prime Time ............. 56 Figure 11: Diane Hamre Recreation Complex Gymnasium Utilization .......................... 69 Figure 12: Historical Bowmanville Indoor Soccer Facility Utilization Rates during Prime Time .............................................................................................................................. 80 Figure 13: Distribution of Rectangular Fields ................................................................ 88 Figure 14: Distribution of Ball Diamonds ....................................................................... 93 Figure 15: Distribution of Tennis Courts ........................................................................ 99 Figure 16: Distribution of Pickleball Courts .................................................................. 104 Figure 17: Distribution of Basketball Courts ................................................................ 108 Figure 18: Distribution of Splash Pads ........................................................................ 113 Figure 19: Distribution of Skate Parks ......................................................................... 117 Figure 20: Distribution of Leash-Free Dog Parks ........................................................ 121 Figure 21: Distribution of Community Gardens ........................................................... 125 Figure 22: Distribution of Playgrounds ........................................................................ 130 Figure 23: Distribution of Clarington Library, Museum & Archives Facilities ................ 141 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 Table 4: 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 ................................ 53 Table 10: Projected Ice Pad Needs, 2026 to 2036 ........................................................ 58 Table 11: Projected Indoor Aquatic Centre Needs, 2026 to 2036 .................................. 62 Page 136 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I iv Table 12: Projected Indoor Aquatic Centre Needs by Community, 2026 to 2036 .......... 62 Table 13: Projected Gymnasium Needs, 2026 to 2036 ................................................. 70 Table 14: Projected Outdoor Rectangular Fields Needs, 2026 to 2036 ......................... 83 Table 15: Projected Ball Diamond Needs, 2026 to 2036 ............................................... 90 Table 16: Projected Tennis Court Needs by Community ............................................... 97 Table 17: Projected Pickleball Court Needs by Community, 2026 to 2031 .................. 101 Table 18: Projected Basketball Court Needs by Community, 2026 to 2031 ................. 106 Table 19: Projected Splash Pad Needs, 2026 to 2036 ................................................ 110 Table 20: Service Level Comparison, Library Square Feet Per Person ...................... 140 Table 21: Projected Library Space Needs ................................................................... 142 Table 22: Projected Library Space Needs by Community ........................................... 143 Table 23: Municipality's Role in Special Events and Festivals ..................................... 154 Table 24: Registered Community Services Programming, 2022 ................................. 163 Table 25: Drop-in Community Services Programming, 2022 ....................................... 163 Table 26: Canada's 24-Hour Movement Guidelines .................................................... 167 Table 27: Participation in Library Programs by Type ................................................... 169 Table 28: Library Materials and Resources ................................................................. 171 Table 29: Estimated Population of Select Population Groups ..................................... 175 Table 30: Preliminary Capital Cost Estimates for New Facility Needs ......................... 186 Table 31: Parks Operations Staffing Impacts of the Master Plan Recommendations .. 192 Table 32: Summary of Changes to Parks Operations Staff Complement .................... 195 Table 33: Community Services Staffing Impacts of the Master Plan Recommendations .................................................................................................................................... 197 Table 34: Summary of Changes to Community Services Staff Complement ............... 200 Table 35: Summary of Arts and Culture Staff Increases .............................................. 201 Table 36: CLMA Staffing Impacts of the Master Plan Recommendations .................... 203 Table 37: Summary of Changes to CLMA Staff Complement ...................................... 204 Table 38: Performance Measures and Targets to Consider ......................................... 207 Table 39: Organizational Design Principles ................................................................. 210 Page 137 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 1 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. Diane Hamre Recreation Complex Bond Head Parkette Bowmanville Library Page 138 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 2 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. Page 139 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 3 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. Page 140 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 4 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 2021 2026 2031 2036 Bowmanville 47,777 58,327 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. 1 Municipality of Clarington mid-2024 population. 2 Durham Region. 2023. Envision Durham Adopted Official Plan, As Amended. Page 141 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 5 • 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 Page 142 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 6 Figure 1: Key Areas of Future Population Growth Page 143 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 7 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. • Public Open Houses (4 in-person and 1 online, 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) • Online Draft Master Plan Feedback Survey (407 Responses) • Written Submissions. Page 144 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 8 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. Page 145 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 9 • 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. Page 146 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 10 Figure 2: Support for Additional Public Investment in Parks, Recreation and Culture Facilities (n= 2,482 to 2,515) 85% 84% 80% 79% 76% 75% 73% 71% 71% 71% 70% 69% 68% 68% 64% 62% 60% 60% 60% 57% 56% 54% 52% 51% 51% 51% 50% 49% 48% 46% 46% 46% 45% 44% 43% 42% 42% 41% 29% 24% 21% 5% 4% 7% 5% 5% 11% 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% 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 Strongly Opposed or Somewhat Opposed Page 147 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 11 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 allows the public to understand what a park might include and ensures 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. There are opportunities for adjustments to reflect Clarington’s existing parks system, respond to planning legislation, and reflect best practices in park design and the public’s desire for enhanced amenities and features. 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). Recommended park sizes are based on the types of outdoor active recreation facilities that are permitted in each classification and not all may be accommodated at each individual park. Page 148 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 12 The 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 hierarchy. Table 2: Recommended Park Hierarchy Park Type 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. Indoor recreation facilities (e.g., community centres, arenas, aquatic centres, gymnasiums, etc.) may be permitted where Council is satisfied that the needs of Clarington residents for outdoor recreation facilities and amenities exist or are planned within the Municipality. Where possible, Municipal Wide Parks should be located adjacent to a school. 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. Indoor recreation facilities (e.g., community centres, arenas, aquatic centres, gymnasiums, etc.) may be permitted where Council is satisfied that the needs of Clarington residents for outdoor recreation facilities and amenities exist or are planned within the Municipality. Where possible, Community Parks should be located adjacent to a school. 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. Page 149 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 13 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. 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. 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. Page 150 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 14 Table 3: Park Facility and Amenity Framework Facilities and Amenities Municipal Wide Community Wide Neighbourhood Parkette Urban Rectangular Field (Lit Artificial)   Rectangular Field (Lit Grass)   Rectangular Field (Unlit Grass)   Ball Diamond (Lit)   Ball Diamond (Unlit)   Cricket Grounds   Sport Courts (Tennis, Pickleball, Basketball)     Outdoor Pools   Splash Pads   Spray Features    Skate Parks  Skate Zones   Pump Tracks  Leash-Free Dog Parks   Community Gardens   Outdoor Fitness Equipment     Playgrounds     Skating Surfaces (Refrigerated)    Skating Surfaces (Natural)   Outdoor Lacrosse Boxes   Special Event Spaces    Parking Lot   Park Seating      Park Shade Structures      Park Washrooms (Permanent)*   Park Washrooms (Temporary)**  Public Art     Bicycle Parking      Pathway/Trail Linkages      Drink Fountains / Bottle Filling Stations    Unprogrammed Open Spaces      Naturalized Spaces      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.  = Mandatory  = Optional Page 151 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 15 Recommendations 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. Page 152 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 16 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). Page 153 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 17 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 a new 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. Page 154 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 18 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 Page 155 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 19 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. Recommendations 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. Page 156 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 20 Recommendations 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. i. 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. 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 #3 for applicable changes as part of the update process. Page 157 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 21 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 Park Supply (hectares) Current Service Level* Municipal Wide Parks 95.9 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. Page 158 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 22 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 Park Type Existing Official Plan Target Recommended Target Municipal Wide Parks and Community Parks 1.0 hectares per 1,000 residents 1.1 hectares per 1,000 residents Neighbourhood Parks 0.8 hectares 0.75 hectares per 1,000 residents Parkettes/Urban Parks and Squares Per 1,000 residents 0.15 hectares per 1,000 residents Total (sum of the park targets) 1.8 hectares per 1,000 residents 2.0 hectares per 1,000 residents Page 159 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 23 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) Existing Park Supply (pop=108,757) 2036 Park Supply Requirements (pop=162,640) Additional Park Needs Municipal Wide Park / Community Park (1.1 hectares per 1,000 residents) 126.3 178.9 +52.6 Neighbourhood Park (0.75 hectares per 1,000 residents) 73.3 122.0 +48.7 Parkettes/Urban Parks and Squares (0.15 hectares per 1,000 residents) 20.4 24.4 +4.0 Total (2.0 hectares per 1,000 residents) 220.0 325.3 +105.3 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 Page 160 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 24 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 Page 161 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 25 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. Page 162 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 26 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 Page 163 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 27 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 Potential Sports Field Complex Facility Needs Estimated Area Per Facility * Facility Area 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 Sub-Total Facility Area 27.2 hectares Miscellaneous Space Requirements (10%) 2.7 hectares Total Site Requirements 29.9 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 Potential and Constraints The preferred site should have suitable grading and be large enough to accommodate multiple sports fields (phased in over time 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 Opportunities The preferred site has the potential for long-term expansion to accommodate other outdoor uses and features. User Group Support and Partnership Potential The preferred site should be supported by user groups with the potential to partner with an organization(s). Page 164 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 28 Figure 3: Distribution of Existing and Future Parks Page 165 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 29 Figure 4: Distribution of Existing and Future Parkland, Courtice and Bowmanville Page 166 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 30 Figure 5: Distribution of Existing and Future Parkland, Newcastle and Orono Page 167 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 31 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. 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. Newcastle Cenotaph Page 168 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 32 Complementing Parks with Open Greenspaces and Natural 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 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 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. Proposed uses may change and are subject to feasibility and/or technical study. 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. Other open greenspaces and natural areas include the Samuel Wilmot Nature Area, Darlington Provincial Park, Land Trusts, lands owned by others such as the Central Lake Ontario Conservation Authority (CLOCA) and Ganaraska Region Conservation Authority (GRCA) and others that provide public access to large, high-functioning natural areas. Since the COVID-19 pandemic, a greater public emphasis is being placed on connections to nature and natural heritage features and thus, these areas will continue to be an important part of the open space system. Opportunities may exist to work collaboratively with upper levels of government, conservation authorities, and others to explore securing greenspaces and natural areas for protection, preservation and management. Recognizing that these types of lands are generally not suitable for the development of most outdoor active recreation amenities, some low impact features may be accommodated in appropriate areas such as trails, which should be determined in consultation with others such as conservation authorities. Page 169 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 33 Figure 6: Preliminary Concept for Bowmanville Park on the former Zoo Lands (Draft June 2024) Note: Proposed uses identified in the preliminary concept may change and are subject to further feasibility and/or technical study. Source: Bowmanville Park Master Plan, 2024 Page 170 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 34 Recommendations 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. Page 171 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 35 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. 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; Clarington Arms Parkette Page 172 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 36 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. Page 173 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 37 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. Page 174 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 38 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 (including Indigenous gardens featuring local and bioculturally significant tree and plan species), 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. Given 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 Orono Park Page 175 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 39 the use of impervious surfaces, and more. Opportunities to enhance and promote environmental sustainability opportunities and naturalization within the park system should be pursued, potentially in collaboration with others such as regional conservation authorities (e.g., CLOCA and GRCA), 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). 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. Tooley’s Mill Park Page 176 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 40 Recommendations 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 (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. 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 regional conservation authorities (e.g., CLOCA and GRCA), community groups, and other corporate departments to develop and implement strategies that enhance and promote environmental sustainability initiatives and naturalization in Clarington's parks and open spaces. Page 177 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 41 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. Page 178 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 42 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 non-municipal trails located on in and around Clarington that are owned by Central Lake Ontario Conservation Authority, Ganaraska Region Conservation Authority, Orono Crown and Kendal Crown Land Trusts, 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 (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 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. Port Darlington Park East Beach Page 179 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 43 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. Page 180 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 44 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. A focus 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 (e.g., conservation authorities), 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 for trails such as along hydro corridors. 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 Rotary Park Page 181 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 45 been a standard design practice for the Municipality’s new and redeveloped parks. 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, CLOCA and GRCA, Land Trusts, and others. Where possible, connections to trail systems in adjacent municipalities are also supported, such as the future Durham Meadoway. 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. Page 182 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 46 Recommendations 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 (e.g., conservation authorities), landowners, agencies, and other levels of government to improve connectivity within and between settlement areas, and to the rural area, 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. Leveraging the use of hydro corridors should be explored, as well as strategies to connect to trail systems in adjacent municipalities, such as the future Durham Meadoway. b. Continue to create a “circle of green” trail around Bowmanville, including developing solutions to overcome barriers, including crossing transportation corridors, including Highway 401 and Highway 418, as well as other roadways. c. Establish active transportation routes within future residential areas, particularly in Secondary Plan Areas with connections to the existing network. d. 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.). e. Investigate trail development opportunities and connections to municipally owned lands such as cemeteries. f. 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. g. 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. h. 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. Page 183 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 47 Figure 7: Conceptual Trail Network Page 184 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 48 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. Public input related to enhancing the waterfront included the following: • Build 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). • Provide space for picnics and special events, cultural activities such as performing arts, outdoor skating, personal watercraft launch, public art, and parking. • Establish a greater commercial presence such as retail and restaurants. • Protect and preserve the environment along the waterfront. Page 185 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 49 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 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. • Educate the public and implement strategies to protect and preserve hazards and environmentally sensitive areas such as the Samuel Wilmot Nature Area and along the Lake Ontario shoreline. Page 186 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 50 • Maintain wildlife corridor connections along the waterfront, with consideration for CLOCA’s Wildlife Corridor Enhancement Action Plan. Recommendations 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 along the Lake Ontario Shoreline and 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, while maintaining wildlife corridor connections along the waterfront. Port Darlington West Beach Page 187 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 51 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 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 Page 188 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 52 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 #97). 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 #95). 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 Page 189 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 53 Table 9: Future Facility Needs by Type Based on Needs Analysis Current Facility Supply 2036 Facility Supply Requirements Additional Facility Needs Arenas 5 7 +2 Indoor Aquatic Centres 3 4 +1 Indoor Walking Tracks 1 2 +1 Gymnasiums 3 3 0 Multi-Purpose Space / Group Fitness Space 31 32 +1 Dedicated Youth and Older Adult Spaces 4 4 0 Squash Courts 2 2 0 Indoor Artificial Turf Fields 1 1 0 Outdoor Rectangular Fields 50 unlit equivalent fields 81.5 unlit equivalent fields +31.5 unlit fields or 21 lit fields Ball Diamonds 37 unlit equivalent diamonds 54 unlit equivalent diamonds +17 unlit equivalent 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 Tracks 5 5 0 Skate Zones 0 5 +5 Leash Free Dog Parks 3 4 +1 Compact Leash Free Dog Parks 0 2 +2 Community Garden 3 3 +1 (Replace Bowmanville Allotment Gardens) Playgrounds 63 93 +30 Outdoor Fitness Equipment 2 6 +4 Refrigerated Outdoor Skating Surface 3 3 0 Outdoor Lacrosse Box 1 1 0 Arts and Culture Facilities Various n/a +1 Library Space 4 Branches (47,704 sq. ft. feet) 80,004 sq. ft. plus a bookmobile. 32,300 sq. ft. plus a bookmobile Museum and Archive Space 3 3 0 Includes components to be included as part of the South Bowmanville Recreation Centre and other ongoing capital projects. Page 190 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 54 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 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://quickbitenews.com/ Garnet B. Rickard Recreation Complex Page 191 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 55 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. Rickard Recreation Complex had the highest utilization level at 96%. Conversely, Ice Pad #2 at the same facility had the lowest utilization level at 88%. • 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. Page 192 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 56 Figure 9: Prime Time Arena Utilization Rate, 2023/2024 Season Figure 10: Historical System-Wide Arena Utilization Rates during Prime Time 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. 90%90% 93% 96% 88% 91% South Courtice Arena #1 South Courtice Arena #2 Darlington Sports Centre Garnet B. Rickard Recreation Complex #1 Garnet B. Rickard Recreation Complex #2 Arena Utilization Rate System Wide Utilization Rate 92%92%93% 91% 93%92% 87% 91% 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2022/23 2023/24 Page 193 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 57 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. Page 194 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 58 Table 10: Projected Ice Pad Needs, 2026 to 2036 2026 2031 2036 Projected Minor Registration (Based on current minor capture rates) 2,901 3,376 3,813 Number of Ice Pads Required (Based on 1 ice pad per 500 players) 5.8 6.8 7.6 Ice Pads Needed (Based on a supply of 5 municipally operated ice pads) 0.8 1.8 2.6 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 Page 195 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 59 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. Page 196 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 60 Recommendations 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. Page 197 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 61 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 Page 198 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 62 level of one per 38,782 residents, which is within the recommended range and higher compared to the benchmark average of one per 46,195 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 2026 2031 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 (Based on a supply of 3 indoor aquatic centres*) 0.5 0.6 1.6 * 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 Bowmanville 1* 79,972 2 +1 Courtice 1 40,286 1 +0 Newcastle 1 20,417 1 +0 Rural/Orono 0 21,955 0 +0 Total 3 162,640 4 +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. Page 199 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 63 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. Page 200 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 64 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 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. Alan Strike Aquatic and Squash Centre Page 201 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 65 • 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. Recommendations 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, Page 202 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 66 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. Page 203 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 67 Recommendations 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 Page 204 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 68 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. Recommendations 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. Page 205 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 69 Gymnasiums are supported by 64% of household survey respondents for additional investments, ranking 15th 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 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 22%21%24% 33% 40% 55% 46% 56% 2010 2011 2012 2013 2014 2019 2022 2023 Diane Hamre Recreation Complex Page 206 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 70 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 2026 2031 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 Page 207 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 71 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). Recommendations 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. Page 208 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 72 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, Page 209 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 73 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 Page 210 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 74 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. Recommendations 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. Page 211 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 75 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 12th 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. BOAA’s 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. Page 212 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 76 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. Page 213 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 77 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. Recommendations 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. Page 214 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 78 • 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 Page 215 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 79 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. Recommendations 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. Page 216 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 80 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 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 FIFA field (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). 73% 65%62%59% 51% 33% 60% 2010 2011 2012 2013 2014 2022 2023 Page 217 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 81 Recommendations 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. There may also be other outdoor rectangular fields in the Municipality that are used by others, including in the rural area. 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. 6 Ontario Soccer Association. Annual General Meeting Reports. Page 218 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 82 • 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 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.7 • 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 7 Filion, P. 2024. Can we really grow this game? Retrieved from https://www.thinklacrosse.ca Page 219 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 83 the Municipality, there is available capacity within the existing field supply rationalizing 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 2026 2031 2036 Projected Registration (Based on current minor and adult capture rates) 5,569 6,480 7,320 Number of Outdoor Rectangular Fields Required (Based on 1 field per 90 registrants) 62.0 72.0 81.5 Additional Outdoor Rectangular Fields Needed (Based on a supply of 50 unlit fields) 12.0 22.0 31.5 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 Page 220 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 84 replacing the four Clarington Fields. With this in mind, the following strategies are recommended. • 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, Page 221 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 85 stakeholder input and the results of the previously noted strategies. The following strategies are recommended over the medium and long-term. • 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). Page 222 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 86 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 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. Recommendations 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, 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 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 Page 223 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 87 Recommendations and other amenities), permit additional school fields, or partner with other landowners such as OPG and the private sector to construct new fields. Page 224 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 88 Figure 13: Distribution of Rectangular Fields Page 225 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 89 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. There may also be other ball diamonds in the Municipality that are used by others, such as in the rural area. 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. Page 226 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 90 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 2026 2031 2036 Projected Population 123,730 143,970 162,640 Number of Ball Diamonds Required (Based on 1 diamond per 3,000 residents) 41.0 48.0 54.0 Additional Ball Diamonds Needed (Based on a supply of 37 unlit equivalent diamonds) 4.0 11.0 17.0 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, Page 227 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 91 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. Page 228 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 92 • 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. Recommendations 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. Page 229 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 93 Figure 14: Distribution of Ball Diamonds Page 230 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 94 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). • 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). Courtice Memorial Park Page 231 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 95 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. Recommendations 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. Page 232 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 96 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. 8, 9 • 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. 8 Tennis Canada. 2018 Annual Report. 9 Charlton Strategic Research. 2014 Canadian Tennis Brand Health Study. Page 233 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 97 Table 16: Projected Tennis Court Needs by Community Timing for Development Community Current Supply Projected 2036 Supply* Short-Term 2025 – 2026 Medium-Term 2027 – 2031 Long-Term 2032 – 2036 Bowmanville 6 16 (+10) +6 +2 +2 Courtice 4 8 (+4) +2 +2 0 Newcastle 2 4 (+2) 0 +2 0 Rural/Orono 3 4 (+1) +1 0 0 Total 15 32 (+17) +9 +6 +2 *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. Recognizing that there is a need to serve the rural area, but the level of use may be lower compared to urban areas, consideration could be given to multi-lining courts for tennis and pickleball. 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 Page 234 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 98 forward through all future designs. High level observations also suggest that court surfacing could be undertaken at Avondale Park, Green Park, and Solina Park. Recommendations 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). Recognizing that there is a need to serve the rural area, but the level of use may be lower compared to urban areas, consideration could be given to multi-lining courts for tennis and pickleball. 40. Establish a plan to resurface aging tennis courts with acrylic coating. Page 235 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 99 Figure 15: Distribution of Tennis Courts Page 236 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 100 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 Page 237 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 101 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 Timing for Development Community Current Supply Projected 2036 Supply** Short-Term 2025 – 2026 Medium-Term 2027 – 2031 Long-Term 2032 – 2036 Bowmanville 2* 16 (+14) +10 +2 +2 Courtice 4 8 (+4) +2 +1 +1 Newcastle 3 4 (+1) 0 0 +1 Rural/Orono 3 4 (+1) +1 0 0 Total 12 32 (+20) +13 +3 +4 *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. Page 238 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 102 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). Page 239 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 103 • 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). Recognizing that there is a need to serve the rural area, but the level of use may be lower compared to urban areas, consideration could be given to multi-lining courts for tennis and pickleball. Recommendations 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). Recognizing that there is a need to serve the rural area, but the level of use may be lower compared to urban areas, consideration could be given to multi-lining courts for tennis and pickleball. Page 240 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 104 Figure 16: Distribution of Pickleball Courts Page 241 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 105 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 26th 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 Page 242 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 106 Table 18: Projected Basketball Court Needs by Community, 2026 to 2031 Timing for Development Community Current Supply Projected 2036 Supply* Short-Term 2025 – 2026 Medium-Term 2027 – 2031 Long-Term 2032 – 2036 Bowmanville 10 15 (+5) +1 +2 +2 Courtice 7 7 (+0) 0 0 0 Newcastle 3 4 (+1) 0 0 +1 Rural/Orono 2 4 (+2) +2 0 0 Total 22 30 (+8) +3 +2 +3 *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. Page 243 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 107 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. Recommendations 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. Page 244 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 108 Figure 17: Distribution of Basketball Courts Page 245 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 109 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: • 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 11th 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 16th. 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 Rickard Neighbourhood Park Page 246 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 110 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 Timing for Development Community Current Supply Projected 2036 Supply* Short-Term 2025 – 2026 Medium-Term 2027 – 2031 Long-Term 2032 – 2036 Bowmanville 9 15 (+6) +2 +2 +2 Courtice 3 7 (+4) +3 +1 0 Newcastle 3 4 (+1) 0 0 +1 Rural/Orono 1 4 (+3) +3 0 0 Total 16 30 (+14) +8 +3 +3 *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). Page 247 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 111 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 Page 248 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 112 Recommendations 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. Page 249 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 113 Figure 18: Distribution of Splash Pads Page 250 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 114 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. 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. Courtice Community Complex Page 251 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 115 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. 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). Example of a skate zone next to a basketball court Page 252 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 116 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. Recommendations 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). Page 253 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 117 Figure 19: Distribution of Skate Parks Page 254 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 118 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 Page 255 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 119 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., 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 f uture 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. Page 256 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 120 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. Recommendations 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. Page 257 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 121 Figure 20: Distribution of Leash-Free Dog Parks Page 258 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 122 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 Page 259 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 123 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. Page 260 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 124 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. Recommendations 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. Page 261 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 125 Figure 21: Distribution of Community Gardens Page 262 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 126 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 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 Rickard Neighbourhood Park Page 263 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 127 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. Recommendations 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 Page 264 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 128 • 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 7th 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. Page 265 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 129 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. Recommendations 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. Page 266 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 130 Figure 22: Distribution of Playgrounds Page 267 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 131 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 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. Courtice Community Complex Outdoor Skating Rink Rendering Page 268 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 132 Three-quarters of respondents to the community survey for the Master Plan supported additional investment in outdoor skating rinks, ranking 6th 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.10 • 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.11 10 Filion, P. 2024. Can we really grow this game? Retrieved from https://www.thinklacrosse.ca 11 Ontario Lacrosse Association. OLA’s Heritage. Retrieved from https://ontariolacrosse.com/heritage Page 269 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 133 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 39th 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. 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 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.). Recommendations 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. Clarington Fields Outdoor Lacrosse Box Page 270 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 134 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, churches, 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 and promote cultural programs in the community, foster future partnerships and collaborative opportunities, 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 s ignificant 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. Page 271 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 135 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 incorporated in 1976. 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. Enhancements to the outdoor gathering space could also be explored to support programs and small-scale events such as shows and performances. In addition to the Visual Arts Centre, the Municipality 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. Visual Arts Centre Page 272 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 136 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 Page 273 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 137 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 4.25 and 6.0 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. The Tyrone Cenotaph is also located at the Tyrone Community Centre. These cenotaphs are often used as the location for the Municipality’s annual Remembrance Day services. Page 274 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 138 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 19th 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. Page 275 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 139 Recommendations 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 support programming opportunities and achieve long-term success. Enhancements to the outdoor gathering space should also be explored to support programs and small-scale events such as shows and performances. 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. Page 276 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 140 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 2021 Population Library Branches Total Area (Sq. Ft.) Service Level (Sq. 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 4 94,360 0.50 Clarington (2024) 108,757 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. Page 277 Municipality of Clarington Parks, Recreation and Culture Master Plan Monteith Brown Planning Consultants I Tucker-Reid & Associates I Watson & Associates Economists Ltd. I 141 Figure 23: Distribution of Clarington Library, Museum & Archives Facilities Page 278 Municipality of Clarington Parks, Recreation and Culture Master Plan 142 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 CLMA’s 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.) Based on a target of 0.55 sq. ft. per resident 68,052 79,184 89,452 Additional Library Space Needs (sq. ft.) Based on 48,704 sq. ft. of existing library space +19,348 +30,480 +40,748 Page 279 Municipality of Clarington Parks, Recreation and Culture Master Plan 143 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 Community Library Space Needs 2026 2031 2036 Projected Population 58,327 69,456 79,972 Bowmanville Library Space Needs (sq. ft.) Based on a target of 0.55 sq. ft. per resident 32,080 38,201 43,985 Additional Library Space Needs (sq. ft.) Based on 24,000 sq. ft. of existing library space at the Bowmanville Library Branch +8,080 +14,201 +19,985 Projected Population 31,984 36,421 40,286 Courtice Library Space Needs (sq. ft.) Based on a target of 0.55 sq. ft. per resident 17,591 20,032 22,157 Additional Library Space Needs (sq. ft.) Based on 12,000 sq. ft. of existing library space at the Courtice Library Branch +5,591 +8,032 +10,157 Projected Population 13,074 16,813 20,417 Newcastle Library Space Needs (sq. ft.) Based on a target of 0.55 sq. ft. per resident 7,191 9,247 11,229 Additional Library Space Needs (sq. ft.) Based on 9,100 sq. ft. of existing library space at the Newcastle Library Branch -1,909 +147 +2,129 Projected Population 20,345 21,290 21,955 Rural/Orono Library Space Needs (sq. ft.) Based on a target of 0.55 sq. ft. per resident 11,190 11,710 12,075 Additional Library Space Needs (sq. ft.) Based on 3,604 sq. ft. of existing library space at the Bowmanville Library Branch +7,586 +8,106 +8,471 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 Page 280 Municipality of Clarington Parks, Recreation and Culture Master Plan 144 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. A facility 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 to resolve a gap area where future population growth is expected. While there is currently no preferred location at present, Appendix D contains details on site evaluation criteria that staff can use as the basis for future analysis to determine a future location. Site criteria to consider includes location and access, size and availability, placemaking potential, planning and site development potential, known constraints, and building design and functional considerations. • 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 Page 281 Municipality of Clarington Parks, Recreation and Culture Master Plan 145 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 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 Page 282 Municipality of Clarington Parks, Recreation and Culture Master Plan 146 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. 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. Page 283 Municipality of Clarington Parks, Recreation and Culture Master Plan 147 Recommendations 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 with consideration given to site criteria identified in this Master Plan. 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. Page 284 Municipality of Clarington Parks, Recreation and Culture Master Plan 148 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 https://www.heritagetrust.on.ca Waverley Place Page 285 Municipality of Clarington Parks, Recreation and Culture Master Plan 149 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. 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. Recommendations 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. Kirby Schoolhouse/Clarke Museum Page 286 Municipality of Clarington Parks, Recreation and Culture Master Plan 150 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. • 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 Newcastle Cenotaph Page 287 Municipality of Clarington Parks, Recreation and Culture Master Plan 151 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. 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 https://www.jobbank.gc.ca/trend-analysis/job-market-reports/ontario/sectoral-profile- information-and-culture Public art in Bowmanville Page 288 Municipality of Clarington Parks, Recreation and Culture Master Plan 152 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 Page 289 Municipality of Clarington Parks, Recreation and Culture Master Plan 153 community through 700 individual hand painted tiles.17 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.18 Continued investment and provision in public art is encouraged to animate spaces, spark creativity and imagination, and showcase historical and cultural values. Recognizing Indigenous Peoples, their culture, history, and presence in the community should also be highlighted through public art given Clarington’s presence of Traditional and Treaty Territory and proximity to Mississaugas of Scugog Island First Nation (MSIFN). MSIFN is proud of their artists who have contributed to public art installations in Ontario and could be engaged as part of future public art initiatives. The creation of a Public Art Policy is recommended to provide guidance on evaluating and 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. 17 https://www.clarington.net/en/recreation-and-tourism/community-art-mosaic-project.aspx 18 https://www.clarington.net/en/your-community/public-art-project.aspx Public art in Orono Page 290 Municipality of Clarington Parks, Recreation and Culture Master Plan 154 Recommendations 74. Create a Public Art Policy to provide guidance on evaluating and approving public art installations to animate spaces, spark creativity and imagination, showcase historical and cultural values, and recognize Indigenous Peoples. A Public Art Reserve Fund should also be created to assist with acquisition, development, installation, and maintenance; funding which could be made through gifts, bequests, fundraising, levy, or other funding source. 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’s Role in Special Events and Festivals Involvement Corporate/Department Led Events Community Driven / Other Events Organizational components   Set-up and take down of equipment   Maintenance and waste management   Legislative compliance   Coordination with agencies and organizations   Lease/rental agreements  Page 291 Municipality of Clarington Parks, Recreation and Culture Master Plan 155 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 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 10th 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, Page 292 Municipality of Clarington Parks, Recreation and Culture Master Plan 156 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. • A plan that ensures that the Municipality meets legislative requirements and relevant approvals for public events and festivals that do not restrict Indigenous and cultural expression, such as rules around smudging. 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 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. Recommendations 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. This Strategy should ensure that the Municipality meets legislative requirements and relevant approvals for public events and festivals that do not restrict Indigenous and cultural expression. Page 293 Municipality of Clarington Parks, Recreation and Culture Master Plan 157 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 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 19 https://www.clarington.net/en/your-community/indigenous-support-and-resources.aspx 20 Truth and Reconciliation Commission of Canada. 2015. Truth and Reconciliation Commission of Canada: Calls to Action. Page 294 Municipality of Clarington Parks, Recreation and Culture Master Plan 158 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. Other strategies may be considered including, but not limited to, undertaking a review of all internal and public-facing documents, information, and programming to ensure that an Indigenous presence is reflected in Clarington’s Community Services and CLMA’s materials. 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. As a best practice, Indigenous Peoples, particularly Mississaugas of Scugog Island First Nation and other Williams Treaties First Nations should be engaged as part of site selection for future parks and community facilities to ensure that Traditional Knowledge and areas of significance (e.g., cultural heritage, environmental, etc.) are recognized, preserved, protected, and avoided. Page 295 Municipality of Clarington Parks, Recreation and Culture Master Plan 159 Recommendations 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. 77. Undertake a review of all internal and public-facing documents, information, and programming to ensure that an Indigenous presence is reflected in Clarington’s Community Services and CLMA’s materials. 78. Engage Indigenous Peoples, including Mississaugas of Scugog Island First Nation and other Williams Treaties First Nations as part of site selection for future parks and community facilities to ensure that Traditional Knowledge and areas of significance (e.g., cultural heritage, environmental, etc.) are recognized, preserved, protected, and avoided. Page 296 Municipality of Clarington Parks, Recreation and Culture Master Plan 160 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. 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. Bowmanville Library Page 297 Municipality of Clarington Parks, Recreation and Culture Master Plan 161 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. Page 298 Municipality of Clarington Parks, Recreation and Culture Master Plan 162 Recommendations 79. 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, including programs centered around learning Indigenous heritage and culture (e.g., language) that could break down barriers and foster inclusion among Indigenous and non-Indigenous residents. 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 Page 299 Municipality of Clarington Parks, Recreation and Culture Master Plan 163 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. 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 Program Type Preschool Children Youth/Young Adult Adult Older Adult Sport, active, general interest, specialty 710 640 230 1,550 2,800 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 aquafit programming included in sport, active, general 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 Activity Annual Participation Drop-in Swimming 66,300 Drop-in Skating 12,700 Total 79,000 Page 300 Municipality of Clarington Parks, Recreation and Culture Master Plan 164 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 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. Page 301 Municipality of Clarington Parks, Recreation and Culture Master Plan 165 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. 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. Page 302 Municipality of Clarington Parks, Recreation and Culture Master Plan 166 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. Page 303 Municipality of Clarington Parks, Recreation and Culture Master Plan 167 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 / Day 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 Page 304 Municipality of Clarington Parks, Recreation and Culture Master Plan 168 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%. Page 305 Municipality of Clarington Parks, Recreation and Culture Master Plan 169 Table 27: Participation in Library Programs by Type Program Type 2018 2019 2022 2023 Change (%) 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 programming 1,621 713 479 1,187 -27% Community development programming 3,734 4,687 4,562 11,425 206% Total 27,222 29,135 13,153 32,923 21% Clarington’s growing population creates an opportunity for CLMA to 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. Page 306 Municipality of Clarington Parks, Recreation and Culture Master Plan 170 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. Page 307 Municipality of Clarington Parks, Recreation and Culture Master Plan 171 Table 28: Library Materials and Resources 2018 2019 2022 2023 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 Sessions 847,964 975,141 1,745,741 1,566,242 85% Public Computer Access Sessions 58,097 52,520 23,497 24,932 -57% 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. Page 308 Municipality of Clarington Parks, Recreation and Culture Master Plan 172 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/nordicity-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 Page 309 Municipality of Clarington Parks, Recreation and Culture Master Plan 173 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. Recommendations 80. 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. As part of this, evaluate potential interest in programs oriented towards Indigenous heritage and culture to break down barriers and foster inclusion; providing pilot programs may be a strategy to test demand. Clarington’s Community Funding Program should continue to recognize the value community partners provide in providing community-based programs. 81. Expand municipal data collection to determine the penetration and retention rates of the various age cohorts in recreation, culture, library, and sport activities 24 Urban Libraries Council. Leadership Brief: Digital Equity in the Age of COVID-19. www.urbanlibraries.org/files/Leadership-Brief_Digital-Equity.pdf Page 310 Municipality of Clarington Parks, Recreation and Culture Master Plan 174 Recommendations including programs offered in all municipal, school and library facilities (registered and drop-in opportunities). 82. 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. 83. Expand the CLMA’s StoryWalk program within Clarington’s parks system, particularly along trails and pathways. 84. 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. 85. 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. 86. Work with community stakeholder groups and partners to enhance volunteer recruitment and retention strategies. 87. Audit participation among females and those who identify as females to identify strategies to increase participation, in partnership with Canadian Women in Sport Association. 88. 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. 89. Work with community partners to promote Canada’s Movement Guidelines for all age groups. 90. 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. Page 311 Municipality of Clarington Parks, Recreation and Culture Master Plan 175 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 Population Segment Proportion of 2021 Census Population Estimated Clarington Population Indigenous Peoples 3% 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. Page 312 Municipality of Clarington Parks, Recreation and Culture Master Plan 176 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. Page 313 Municipality of Clarington Parks, Recreation and Culture Master Plan 177 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 Page 314 Municipality of Clarington Parks, Recreation and Culture Master Plan 178 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. Page 315 Municipality of Clarington Parks, Recreation and Culture Master Plan 179 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. Page 316 Municipality of Clarington Parks, Recreation and Culture Master Plan 180 Recommendations 91. Continue to complete Barrier Removal Accessibility Audits of all Municipal buildings and make strategic investments, through the capital budget, to improve access. 92. 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. 93. Regularly review CLMA collections, resources, and services to ensure that they reflect the needs and interests of a diversifying community. 94. 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. 95. Create a sponsorship program to offer free Municipal programming for residents. 96. Ensure all staff and volunteers are trained to ensure that Municipality and CLMA facilities are safe spaces for all through Safe Spaces Canada. 97. 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. Page 317 Municipality of Clarington Parks, Recreation and Culture Master Plan 181 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. Recommendations 98. 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. Page 318 Municipality of Clarington Parks, Recreation and Culture Master Plan 182 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. Recommendations 99. 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. 100. Prepare annual reports to recognize achievements and work plans to identify recommendations to be implemented over the coming year. Page 319 Municipality of Clarington Parks, Recreation and Culture Master Plan 183 Recommendations 101. 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): Page 320 Municipality of Clarington Parks, Recreation and Culture Master Plan 184 • 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. Recommendations 102. 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. Page 321 Municipality of Clarington Parks, Recreation and Culture Master Plan 185 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. Page 322 Municipality of Clarington Parks, Recreation and Culture Master Plan 186 Table 30: Preliminary Capital Cost Estimates for New Facility Needs Facility Type Projected 2036 Facility Needs Unit Cost Total 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 sq. ft.) $600 per sq. ft. + 25% $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 Fields 31.5 unlit fields (or 21 lit fields) $350,000 per unlit field or $500,000 per lit field $10,500,000 to $11,025,000 Ball Diamonds 17 unlit equivalent diamonds (or 11 lit diamonds) $350,000 per unlit diamond or $500,000 per lit diamond $5,500,000 to $5,900,000 Cricket Fields +1 field $350,000 per unlit field or $500,000 per lit field $350,000 to $500,000 Outdoor Tennis Courts +17 courts $150,000 per unlit court or $240,000 per lit court $2,550,000 to $4,080,000 Outdoor Pickleball Courts +20 courts $100,000 per unlit court or $150,000 per lit court $$2,000,000 to $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 Zones +6 $100,000 $600,000 Leash-Free Dog Parks +1 $140,000 $140,000 Compact Leash-Free Dog Parks +2 $100,000 $200,000 Community Gardens +1 $175,000 $175,000 Outdoor Fitness Equipment +4 $200,000 per location $800,000 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. Page 323 Municipality of Clarington Parks, Recreation and Culture Master Plan 187 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. Recommendations 103. 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. 104. 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. 105. 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. Page 324 Municipality of Clarington Parks, Recreation and Culture Master Plan 188 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. Page 325 Municipality of Clarington Parks, Recreation and Culture Master Plan 189 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. Page 326 Municipality of Clarington Parks, Recreation and Culture Master Plan 190 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. Page 327 Municipality of Clarington Parks, Recreation and Culture Master Plan 191 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. The Plan recommends that staff consult the public and stakeholders on the levels of service that are currently offered. Work to develop and gain approval for levels of service involves articulating legislative requirements, industry standards, efficiencies in equipment and vehicles and translating the work hours required into a refined staffing requirement. This public consultation process may result in increased public expectations which could impact staffing levels in certain services. The staffing numbers projected within this report provide an order of magnitude and may change based on community partnerships, the level of volunteerism, and further efficiencies that might be gained. These numbers are offered to give Council and the public the staff numbers that are required to implement the Master Plan’s recommendations. 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. Page 328 Municipality of Clarington Parks, Recreation and Culture Master Plan 192 Table 31: Parks Operations Staffing Impacts of the Master Plan Recommendations Staffing Requirement Parks Recommendations Level of Service FT PT Seasonal #6. Acquire 105.3 hectares of parkland Includes grass cut once per week from May1 to Oct 31, spring and fall clean ups of leaves and debris; regular pruning and maintenance of trees, new tree establishment and tree health; maintenance of shrub and garden beds; Garbage collection 2xLEO, 4xLabourer, 1xLeadHand; 0.5xArborist, 0.5xLEO; 1xLabourer 2 Labourer (Garbage) 15xSummer Student (13 Grass, 1 Forestry, 1 Garbage); 10xFall Temp Labourers (Grass); 1xSeasonal Labourer (Hort); #9. Identify and acquire a minimum of 30 hectares of land to create a sports complex Includes grass cut once per week from May1 to Oct 31, spring and fall clean ups of leaves and debris; regular pruning and maintenance of trees, new tree establishment and tree health 2xLEO 0.3xArborist; 3xSummer Student (Grass) #15. e) Increase winter snow clearing in strategic areas Can not estimate without defined area; could absorb out of additional staff (LEOs and Labourers) above; approx. 0.00005 per m2 #35/36. Provide 31.5 unlit equivalent outdoor rectangular fields Assume these fields are within the parkland/sports complex identified above. Incremental FTE for increased frequency of grass cutting at twice per week. 0.3xLEO Page 329 Municipality of Clarington Parks, Recreation and Culture Master Plan 193 Parks Recommendations Level of Service FT PT Seasonal #37. Construct up to 17 unlit equivalent ball diamonds Assume these fields are within the parkland/sports complex identified above. Incremental FTE for increased frequency of grass cutting at twice per week. Also, maintenance of infields, warning tracks, benches/bleachers, pitching mounds, home plates, etc. 0.2xLEO, 1xLabourer 2 Summer Students #38. Identify a suitable site for a full-size cricket field Assume this field is within the parkland/sports complex identified above. Incremental FTE for increased frequency of grass cutting at twice per week. Additional maintenance of pitch/wickets. 0.25xLabourer #39. Construct 17 new outdoor tennis courts Assume would be within the parkland/sports complex identified above. Incremental FTE for installation of nets in spring, removal of nets in fall; weekly inspections and maintenance; repairs as required 0.75xLabourer #41. Construct 20 dedicated pickleball courts Assume would be within the parkland/sports complex identified above. Incremental FTE for installation of nets in spring, removal of nets in fall; weekly inspections and maintenance; repairs as required 1xLabourer #42. Provide eight multi-use courts for activities Assume would be within the parkland/sports complex identified above. Incremental FTE for weekly inspections and maintenance; repairs as required 0.25xLabourer #46. Construct 14 new splash pads by 2036 Assume would be within the parkland/sports complex identified above. Incremental FTE for weekly inspections, cleaning and other maintenance as required; opening and closing, repairs as needed 1xLabourer Page 330 Municipality of Clarington Parks, Recreation and Culture Master Plan 194 Parks Recommendations Level of Service FT PT Seasonal #50. Construct six skate zones Weekly inspections and maintenance; repairs as required 0.25xLabourer #51. Establish a new dog park in Bowmanville Assume this is within the parkland identified above. Only incremental FTE for repairs is needed. 0.25xLabourer #52. Construct two compact leash-free zones. Assume this is within the parkland identified above. Only incremental FTE for repairs is needed. 0.25xLabourer #54. Establish a community garden in Courtice Primarily administrative, and could be absorbed by current staff – Community Garden is run by their own board #57. Provide 30 new playground sites by 2036 Assume this is within the parkland identified above. Incremental FTE for inspection once per month, maintenance of playground surfacing annually, maintenance and repairs of equipment as needed 2xLEO 1xSummer Student Current Staff Shortages to Meet Industry Standards Current levels of service are being met within parks 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 to Reduce Duplication There will be an efficiency that can be attained through the sharing of staff with Public Works once the added parkland has been developed and is ready to be maintained. Page 331 Municipality of Clarington Parks, Recreation and Culture Master Plan 195 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 Existing Staff Complement Full- Time Part- Time Students/ Temporary Labourers Total 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% Page 332 Municipality of Clarington Parks, Recreation and Culture Master Plan 196 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 Plan recommends that staff consult the public and stakeholders on the levels of service that are currently offered. Work to develop and gain approval for levels of service involves articulating legislative requirements, industry standards, efficiencies in equipment and vehicles and translating the work hours required into a refined staffing requirement. This public consultation process may result in increased public expectations which could impact staffing levels in certain services. The staffing numbers projected within this report provide an order of magnitude and may change based on community partnerships, the level of volunteerism, and further efficiencies that might be gained. These numbers are offered to give Council and the public the staff numbers that are required to implement the Master Plan’s 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-Ti me (FT), Part-Time (PT) and Seasonal. Page 333 Municipality of Clarington Parks, Recreation and Culture Master Plan 197 Table 33: Community Services Staffing Impacts of the Master Plan Recommendations Staffing Requirement Facility Recommendations Level of Service FT PT Seasonal #17. Develop two new ice pads as an expansion to the Courtice Arena Hours of operation 6: 00 a.m. to midnight, seven days per week, 12 months per year. Two operators and a part-time person per shift. 3 Operators 3 Operators 10 Maintenance 1 Recreation Coordinator (24 hrs) 10 Recreation Staff (instructors/skate patrol) 5 Customer Service Reps #21. Explore the feasibility of constructing an indoor aquatic centre at the South Bowmanville Recreation Centre Existing staff resources will work with consultant to complete feasibility study estimated at $25K 2 Operators 1 Aquatic Coordinator 2 Deck Supervisors PT Aquatic Instructors (40) PT maintenance 4 #23. Undertake Enhancements to the indoor aquatic centre at the Courtice Community Complex (teaching pool, warm water therapy pool and enlarging the changerooms, etc.) Expansion of existing indoor aquatic facility to the current standard of programming Diane Hamre facility. 2 Deck Supervisors 2 Lifeguards 3 Instructors 2 Maintenance Page 334 Municipality of Clarington Parks, Recreation and Culture Master Plan 198 Facility Recommendations Level of Service FT PT Seasonal #24. Include fitness studio (multi-purpose) space with appropriate amenities in new and redeveloped community centre. Expansion of current service level established at Diane Hamre facility – expansion into recreational therapeutic programming 1 fitness coordinator 1 Fitness Coordinator 10 Fitness Instructors #25. Walking track as part of the expansion at South Courtice Arena (3 lanes, rubberized or coated surface) Expand the standard to this facility as proposed in SBRC project, currently underway. Incorporate track into major facility amenities. 2 Program/ Fitness Instructors #26. Artificial turf field conversion to a double gymnasium and multi-purpose space at the Bowmanville Indoor Soccer facility Spaces will be available for private rentals, and municipal programs/activities. The standard will replicate that of Diane Hamre facility. This space will incorporate the existing 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. 1 Facility Supervisor 1 Recreation Coordinator 1 Lead Hand 4 Operators 1 Clerk II 3 Operators 5 Maintenance 20 Program staff 8 Customer Service Reps Camp Staff Page 335 Municipality of Clarington Parks, Recreation and Culture Master Plan 199 Facility Recommendations Level of Service FT PT Seasonal #28. Provide multi-purpose spaces in new or redeveloped community centres Expand current programming standards – for every 3 expansions in programmable space (in addition to SBRC) would need to add another full- time staff to program and part-time staff to operate/deliver services 0.5 recreation coordinator (for every 3 programming spaces 3 operators (every 10,000sq ft of expansion) Program staff Maintenance staff #29. Expand recreation and leisure opportunities in rural areas with community hall partners Goal is to expand minimum levels of programming geographically. .25 recreation Coordinator 1 Recreation Supervisor 5 Program Instructors #31. Direct youth and older adult programming to multi- use spaces Potential for expanding current partnership with John Howard Society to offer some youth programs (non- dedicated space). Additional municipal youth and older programs/activities will be offered. 0.25 recreation coordinator 1 Recreation Supervisor 5 Recreation Instructors #33. Work with Clarington Squash Club to assist with court bookings, increase programming, attract new players and monitor court use. Some support is in place currently from a liaison and booking perspective. any enhanced support would require additional support 1 PT Recreation Coordinator (24 hrs) Page 336 Municipality of Clarington Parks, Recreation and Culture Master Plan 200 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 Full-Time Part-Time Volunteers Total 2024 68 351 (including 1 permanent part-time position) 35 454 Full Implementation of Growth-related recommendations 23 141 20 184 Total 91 492 55 638 Percentage Increase 34% 40% 57% 41% Page 337 Municipality of Clarington Parks, Recreation and Culture Master Plan 201 Table 35: Summary of Arts and Culture Staff Increases Staffing Requirement Arts and Culture Recommendations Level of Service FT PT Seasonal #63. Update Visual Arts Centre to bolster programming There is currently no one staff person directly and fully assigned to the arts and culture portfolio. With the increase in the population and citizen expectations, it is anticipated 1 4 - #64. Expand general arts and cultural programs firstly by engaging the arts community to provide programs in municipal spaces that the Municipality of Clarington will need to gain the leadership of a full-time Cultural Coordinator and 4 part- time staff to develop and oversee expanded cultural programming and community development efforts. #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 Page 338 Municipality of Clarington Parks, Recreation and Culture Master Plan 202 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. The Plan recommends that staff consult the public and stakeholders on the levels of service that are currently offered. Work to develop and gain approval for levels of service involves articulating legislative requirements, industry standards, efficiencies in equipment and vehicles and translating the work hours required into a refined staffing requirement. This public consultation process may result in increased public expectations which could impact staffing levels in certain services. The staffing numbers projected within this report provide an order of magnitude and may change based on community partnerships, the level of volunteerism, and further efficiencies that might be gained. These numbers are offered to give Council and the public the staff numbers that are required to implement the Master Plan’s recommendations. For each associated recommendation the implications of effort and staffing requirements have been identified as Full-Time (FT) and Part-Time. Page 339 Municipality of Clarington Parks, Recreation and Culture Master Plan 203 Table 36: CLMA Staffing Impacts of the Master Plan Recommendations Staffing Requirement CLMA Recommendations Levels of Service FT PT #67. Provide 48,880 square feet of library space a) Add approximately 20,000 square feet of library space in Bowmanville (12,000 square feet at the South Bowmanville 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 A new library branch in Bowmanville would require at minimum 10 FTEs to operate full-service hours (~72 hours a week). An addition to the Courtice Library would require at minimum 2 FTEs to continue operating with full-service hours (~72 hours a week). A new library branch in Courtice would require 7 FTEs. An addition to the Newcastle Library would not require additional FTEs. 4 3 6 4 #69. Increase access to library resources in hamlets and rural areas of Clarington (bookmobiles, library lockers, vending machines etc.) To implement fulsome service to hamlets and rural areas of Clarington, including bookmobiles, book lockers, and other community outreach initiatives, CLMA would require a minimum of 3 FTEs. 2 2 #73. Bolster museum programming and the use of archives by enhancing the use of existing CLMA spaces. To bolster Museum programming and services within existing spaces, CLMA would require a minimum of 1.5 FTEs. 1 0.5 Page 340 Municipality of Clarington Parks, Recreation and Culture Master Plan 204 CLMA Recommendations Levels of Service FT PT #75. Prepare a Special Events Strategy and articulate funding and staffing requirements. A designated Special Events Coordinator would be required. 1 - Current Staff Shortages to Meet Industry Standards Current Staffing Levels as compared to the Ontario Library Planning Guidelines 1 24 Suggested Staff Efficiencies to Reduce Duplication It is anticipated that a full-time Events Coordinator could be shared between 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 Complement Full-Time Part-Time Total 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% Page 341 Municipality of Clarington Parks, Recreation and Culture Master Plan 205 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 Page 342 Municipality of Clarington Parks, Recreation and Culture Master Plan 206 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 operationalized, 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. Page 343 Municipality of Clarington Parks, Recreation and Culture Master Plan 207 Table 38: Performance Measures and Targets to Consider Measure What is Important Suggested Target & Performance Measure Inputs a) Budget b) FTEs c) Square feet of facility space d) Investment level per capita These are baseline inputs and will be compared year to year. Increasing outputs, efficiencies and effectiveness with similar resources becomes the focus of staff. Outputs a) Facility utilization against capacity b) Direct program utilization against capacity c) Drop-in and casual use opportunities against capacity d) Permit/rental/utilization e) Volunteerism levels a) 80-90% of prime-time hours and 50-70% of non-prime hours utilized b) 80-90% of capacity based on facility time available and budget parameters c) 50-75% of capacity depending on the activity d) 75% use of available hours Efficiencies a) Efficiencies as a result of better equipment, technology, streamlined processes, grants, partnerships, sponsorships etc. a) An indication of cost avoidance, increased funding through alternate sources, reaching greater participation through partnerships and unit costs. Effectiveness a) Facility cleanliness rating b) Satisfaction levels with programs and services c) Satisfaction levels with community development, outreach, and sport development services d) Staff engagement levels a) 80-90% rating b) 80-90% rating c) 80-90% rating d) 50-75% rating Page 344 Municipality of Clarington Parks, Recreation and Culture Master Plan 208 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 Page 345 Municipality of Clarington Parks, Recreation and Culture Master Plan 209 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; Page 346 Municipality of Clarington Parks, Recreation and Culture Master Plan 210 • 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 Organizational Design Principle Observations Organizational Layers The implementation of Deputy CAO positions added a layer to 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 & Customer Driven Structural Design Each department is consistently designed around standard functions and common users of the respective service. Alignment with Common Strategic Goals Each department under study demonstrates alignment with the Corporate Strategic Plan as reports are approved by Council. Each policy or program initiative requires public input to ensure alignment with resident priorities. Page 347 Municipality of Clarington Parks, Recreation and Culture Master Plan 211 Organizational Design Principle Observations Equitable Workload Distribution A more thorough review of equitable workload will be 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 One Reporting Relationships There are no apparent one-on-one reporting relationships within the organizational structures provided. 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. Page 348 Municipality of Clarington Parks, Recreation and Culture Master Plan 212 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. Page 349 Municipality of Clarington Parks, Recreation and Culture Master Plan 213 Recommendations 106. 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. 107. 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. 108. Identify service delivery targets in each discipline and report achievements annually to the community for public information. 109. 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.) 110. 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. 111. 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. 112. 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. 113. 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). Page 350 Municipality of Clarington Parks, Recreation and Culture Master Plan 214 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 29 for facility specific costs) or further study, if additional staffing will be required for operations, management, service delivery (see Recommendation #75), 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. Page 351 Municipality of Clarington Parks, Recreation and Culture Master Plan 215 Parks Plan Recommendations Recommendation Timing Resource Implications Short Medium Long 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. Staff time  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. Staff time  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 Staff time  Page 352 Municipality of Clarington Parks, Recreation and Culture Master Plan 216 Resource Implications Short Medium Long 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. i. 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. Page 353 Municipality of Clarington Parks, Recreation and Culture Master Plan 217 Resource Implications Short Medium Long 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, strata parks, and POPS or other matters, 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. Staff time  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. Staff time  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. Staff time Best Practice 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; Staff time Best Practice Page 354 Municipality of Clarington Parks, Recreation and Culture Master Plan 218 Resource Implications Short Medium Long 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. Staff time Best Practice 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. Staff time  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. Staff time and/or cost for further study  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. Staff time Best Practice Page 355 Municipality of Clarington Parks, Recreation and Culture Master Plan 219 Resource Implications Short Medium Long 12. 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. Staff time Best Practice 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. Staff time Best Practice 14. Collaborate with regional conservation authorities (e.g., CLOCA and GRCA), community groups, and other corporate departments to develop and implement strategies that enhance and promote environmental sustainability initiatives and naturalization in Clarington's parks and open spaces. Staff time Best Practice 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 (e.g., conservation authorities), landowners, agencies, and other levels of government to improve connectivity within and between settlement areas, and to the rural area, 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. Leveraging the use of hydro corridors should be explored, as well as strategies to connect to trail systems in adjacent municipalities, such as the future Durham Meadoway. b. Continue to create a “circle of green” trail around Bowmanville, including developing solutions to overcome barriers, including crossing transportation corridors, including Highway 401 and Highway 418, as well as other roadways. Cost for trail development Additional staff required Best Practice Page 356 Municipality of Clarington Parks, Recreation and Culture Master Plan 220 Resource Implications Short Medium Long c. Establish active transportation routes within future residential areas, particularly in Secondary Plan Areas with connections to the existing network. d. 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.). e. Investigate trail development opportunities and connections to municipally owned lands such as cemeteries. f. 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. g. 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. h. 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 along the Lake Ontario Shoreline and 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, while maintaining wildlife corridor connections along the waterfront. Staff time  Page 357 Municipality of Clarington Parks, Recreation and Culture Master Plan 221 Facilities Plan Recommendations Recommendation Timing Resource Implications Short Medium Long 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. Cost for development Additional staff required  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. Staff time Best Practice 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. Cost for negotiated access Staff 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. Cost for further study  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. Cost for further study and development  Page 358 Municipality of Clarington Parks, Recreation and Culture Master Plan 222 Resource Implications Short Medium Long 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 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). Cost for further study  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. Cost for further study and development Additional staff required  24. Include fitness studio space (or multi-purpose spaces) to support group fitness activities designed with appropriate amenities in new and redeveloped community centres. Cost for development Additional staff required  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. Cost for development Additional staff required  26. Move forward with converting the indoor artificial turf field at the Bowmanville Indoor Soccer Facility with a double gymnasium. Cost for development  Page 359 Municipality of Clarington Parks, Recreation and Culture Master Plan 223 Resource Implications Short Medium Long 27. Continue to work with school boards to maintain and negotiate enhanced access municipal and community access to school gymnasiums. Cost for negotiated access Staff time Best Practice 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. Cost for development Additional staff required Best Practice 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. Cost for facility enhancements Staff time Best Practice 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. Staff time Best Practice 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. Additional staff required Best Practice Page 360 Municipality of Clarington Parks, Recreation and Culture Master Plan 224 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, including youth and older adults. Consultation with youth and older adult residents is encouraged to guide design processes. Staff time Best Practice 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. Staff time  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. Cost for development Additional staff required  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. Cost for development  Page 361 Municipality of Clarington Parks, Recreation and Culture Master Plan 225 Resource Implications Short Medium Long 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. Cost for development  c. Provide a minimum of two lit outdoor rectangular fields with supporting amenities at a future Community Park. Staff time  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. Staff time  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 exist, such as at a future sports complex. Cost for development   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. Cost for development Staff time Best Practice 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. Cost for development  Page 362 Municipality of Clarington Parks, Recreation and Culture Master Plan 226 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 support ball diamond use such as paved pathways, lighting, fencing, spectator seating, washrooms, parking, sunscreens, and lining. Consultation with ball diamond users is recommended. Cost for development  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. Cost for development Best Practice d. Pursue partnerships to construct new diamonds, or secure access to existing diamonds, to meet needs, including school boards, OPG, private landowners, etc. Staff time Best Practice 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. Cost for development Staff time  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. Cost for development +6 +2 +2 Page 363 Municipality of Clarington Parks, Recreation and Culture Master Plan 227 Resource Implications Short Medium Long b. Construct four tennis courts at two parks in Courtice (+4). Cost for development +2 +2 c. Construct two tennis courts at a park in Newcastle (+2). Cost for development +2 d. Construct one tennis court in the rural area (+1). Recognizing that there is a need to serve the rural area, but the level of use may be lower compared to urban areas, consideration could be given to multi-lining courts for tennis and pickleball. Cost for development +1 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 (potentially operated with a sports organization). Remaining courts should be located at existing and future parks, potentially at parks serving secondary plan areas (+14). Cost for development +10 +2 +2 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). Cost for development +2 +2 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). Cost for development +1 to +2 Page 364 Municipality of Clarington Parks, Recreation and Culture Master Plan 228 Resource Implications Short Medium Long 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). Recognizing that there is a need to serve the rural area, but the level of use may be lower compared to urban areas, consideration could be given to multi-lining courts for tennis and pickleball. Cost for development +1 to +2 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). Cost for development +1 +2 +2 b. Construct one multi-use court in Newcastle (+1). Cost for development +1 c. Construct two multi-use courts in the rural area (+2). Cost for development +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. Cost for development  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. Cost for 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. Cost for development Best Practice 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: Page 365 Municipality of Clarington Parks, Recreation and Culture Master Plan 229 Resource Implications Short Medium Long a. Construct six splash pads in Bowmanville, with a minimum of one serving the central area of the community (+6). Cost for development +2 +2 +2 b. Construct four splash pads in Courtice, with a minimum of one serving the west or north area of the community (+4). Cost for development +3 +1 c. Construct one splash pad in Newcastle (+1). Cost for development +1 d. Explore the feasibility of constructing up to three small-scale splash pads in the rural area (+3). Cost for development +1 +1 +1 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. Cost for development  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. Cost for development  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. Cost for development  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). Cost for development +1 +1 +1 Page 366 Municipality of Clarington Parks, Recreation and Culture Master Plan 230 Resource Implications Short Medium Long b. Construct two skate zones in Courtice, with one serving the north end and one serving the south end (+2). Cost for development +1 +1 c. Construct one skate zone on the east side of Newcastle (+1). Cost for development +1 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. Cost for development Staff time  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. Cost for development  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. Cost for development Staff time  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. Cost for development Staff time  Page 367 Municipality of Clarington Parks, Recreation and Culture Master Plan 231 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 private amenity space, including rooftop gardens in Clarington’s MTSAs. Staff time  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. Cost for development    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. Cost for development Staff time Best Practice 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. Cost for further study and development  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. Cost for development Best Practice Page 368 Municipality of Clarington Parks, Recreation and Culture Master Plan 232 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, etc. Staff time Best Practice 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. Staff time  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. Cost for further study  63. Undertake a feasibility study to update the Visual Arts Centre, including enhancing accessibility and modernizing the building to support programming opportunities and achieve long-term success. Enhancements to the outdoor gathering space should also be explored to support programs and small-scale events such as shows and performances. Cost for further study  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. Staff time Best Practice 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. Cost for further study  Page 369 Municipality of Clarington Parks, Recreation and Culture Master Plan 233 Resource Implications Short Medium Long 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. Staff time Best Practice 67. Undertake feasibility studies to implement the recommended library facility strategy outlined in this Master Plan. Cost for 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 with consideration given to site criteria identified in this Master Plan.  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. Staff time Best Practice Page 370 Municipality of Clarington Parks, Recreation and Culture Master Plan 234 Resource Implications Short Medium Long 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. Costs to establish library bookmobile and two library lockers  70. Monitor the effect on space utilization resulting from the implementation of the Use of Space Policy and, if necessary, undertake policy revisions. Staff time  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. Staff time  72. Proceed with co-locating Clarington’s heritage buildings in Bowmanville to create a centralized hub, in alignment with CLMA’s Strategic Plan. Cost for development  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. Staff time  Page 371 Municipality of Clarington Parks, Recreation and Culture Master Plan 235 Culture Plan Recommendations Recommendation Timing Resource Implications Short Medium Long 74. Create a Public Art Policy to provide guidance on evaluating and approving public art installations to animate spaces, spark creativity and imagination, showcase historical and cultural values, and recognize Indigenous Peoples. A Public Art Reserve Fund should also be created to assist with acquisition, development, installation, and maintenance; funding which could be made through gifts, bequests, fundraising, levy, or other funding source. Staff time  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. This Strategy should ensure that the Municipality meets legislative requirements and relevant approvals for public events and festivals that do not restrict Indigenous and cultural expression. Costs for further study  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. Costs for further study Staff time  Page 372 Municipality of Clarington Parks, Recreation and Culture Master Plan 236 Resource Implications Short Medium Long 77. Undertake a review of all internal and public-facing documents, information, and programming to ensure that an Indigenous presence is reflected in Clarington’s Community Services and CLMA’s materials. Staff time  78. Engage Indigenous Peoples, including Mississaugas of Scugog Island First Nation and other Williams Treaties First Nations as part of site selection for future parks and community facilities to ensure that Traditional Knowledge and areas of significance (e.g., cultural heritage, environmental, etc.) are recognized, preserved, protected, and avoided. Staff time Best Practice Delivering Services Plan Recommendation Timing Resource Implications Short Medium Long 79. 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. Additional staff required Best Practice 80. 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. As part of this, evaluate potential interest in programs oriented towards Indigenous heritage and culture to break down barriers and foster inclusion; providing pilot programs may be a strategy to test demand. Additional staff required  Page 373 Municipality of Clarington Parks, Recreation and Culture Master Plan 237 Resource Implications Short Medium Long Clarington’s Community Funding Program should continue to recognize the value community partners provide in providing community-based programs. 81. 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). Staff time  82. 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. Additional staff required  83. Expand the CLMA’s StoryWalk program within Clarington’s parks system, particularly along trails and pathways. Staff time  84. 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. Costs for further study  85. 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. Staff time  86. Work with community stakeholder groups and partners to enhance volunteer recruitment and retention strategies. Staff time Best Practice 87. Audit participation among females and those who identify as females to identify strategies to increase participation, in partnership with Canadian Women in Sport Association. Staff time  Page 374 Municipality of Clarington Parks, Recreation and Culture Master Plan 238 Resource Implications Short Medium Long 88. 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. Staff time  89. Work with community partners to promote Canada’s Movement Guidelines for all age groups. Staff time Best Practice 90. 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. Staff time and/or costs for further study  91. Continue to complete Barrier Removal Accessibility Audits of all Municipal buildings and make strategic investments, through the capital budget, to improve access. Costs for accessibility retrofits Staff time Best Practice 92. 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. Staff time  93. Regularly review CLMA collections, resources, and services to ensure that they reflect the needs and interests of a diversifying community. Staff time Best Practice 94. 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  Page 375 Municipality of Clarington Parks, Recreation and Culture Master Plan 239 Resource Implications Short Medium Long ensure the funding provided and eligibility requirements continue to achieve the objectives of the program. 95. Create a sponsorship program to offer free Municipal programming for residents. Staff time  96. Ensure all staff and volunteers are trained to ensure that Municipality and CLMA facilities are safe spaces for all through Safe Spaces Canada. Staff time  97. 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. Staff time Best Practice 98. 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. Staff time Best Practice Page 376 Municipality of Clarington Parks, Recreation and Culture Master Plan 240 Implementation Strategy Recommendation Timing Resource Implications Short Medium Long 99. 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. Staff time Best Practice 100. Prepare annual reports to recognize achievements and work plans to identify recommendations to be implemented over the coming year. Staff time    101. 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. Costs for further study  102. 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. Staff time Best Practice 103. 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. Staff time Best Practice 104. 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 Page 377 Municipality of Clarington Parks, Recreation and Culture Master Plan 241 Resource Implications Short Medium Long for facilities and, at this time, assess associated operating impacts to inform the decision-making process. 105. 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. Costs for further study Best Practice 106. Articulate the levels of service for each discipline to identify public expectations and the resources and efficiencies needed to achieve them. Staff time Best Practice 107. Identify the current costs of providing programs and services, as well as the recommended cost recovery levels in setting a fair Pricing Policy. Staff time  108. Identify service delivery targets in each discipline and report to the community for public information. Staff time  109. Discuss and address the intersections between each department referenced in the Parks, Recreation and Culture Master Plan, including but not limited to: Staff time Best Practice 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.) 110. 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. Staff time  Page 378 Municipality of Clarington Parks, Recreation and Culture Master Plan 242 Resource Implications Short Medium Long 111. 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. Staff time  112. 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. Staff time  113. 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). Staff time  Page 379 Municipality of Clarington Parks, Recreation and Culture Master Plan 243 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. Page 380 Municipality of Clarington Parks, Recreation and Culture Master Plan 244 • 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. Page 381 Municipality of Clarington Parks, Recreation and Culture Master Plan 245 Appendix B: Parkland Dedication Scenarios Under the Planning Act Parkland Dedication Scenarios under the Planning Act, 5-hectare development site Units per Hectare Total Units (5-hectare site) Estimated Persons per Unit Total Persons Dedication Rate Applied Parkland Dedication or Cash-in-Lieu Hectares per 1,000 residents 15 75 3.4 255 Standard Rate 0.25 ha (land or CIL) 0.98 ha/1000 30 150 3.2 480 (5% of site) 0.25 ha (land or CIL) 0.52 ha/1000 50 250 3.0 750 Alternative 0.42 ha (land) or 0.25 ha (CIL) 0.56 ha/1000 100 500 2.2 1,100 Rate 0.5 ha (land – capped) or 0.5 ha (CIL) 0.45 ha/1000 150 750 2.0 1,500 (1ha:600 units or 1ha:1000 0.5 ha (land – capped) or 0.5 ha (CIL) 0.33 ha/1000 250 1,250 1.8 2,250 units CIL) 0.5 ha (land – capped) or 0.5 ha (CIL) 0.22 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. Page 382 Municipality of Clarington Parks, Recreation and Culture Master Plan 246 Parkland Dedication Scenarios under the Planning Act, 10-hectare development site Units per Hectare Total Units (10-hectare site) Estimated Persons per Unit Total Persons Dedication Rate Applied Parkland Dedication or Cash-in-Lieu Hectares per 1,000 residents 15 150 3.4 510 Standard Rate 0.5 ha (land or CIL) 0.98 ha/1000 30 300 3.2 960 (5% of site) 0.5 ha (land or CIL) 0.52 ha/1000 50 500 3.0 1,500 Alternative 0.83 ha (land) or 0.5 ha (CIL) 0.56 ha/1000 100 1,000 2.2 2,200 Rate 1.5 ha (land – capped) or 1.0 ha (CIL) 0.68 ha/1000 150 1,500 2.0 3,000 (1ha:600 units or 1ha:1000 1.5 ha (land – capped) or 1.5 ha (CIL) 0.50 ha/1000 250 2.500 1.8 4,500 units CIL) 1.5 ha (land – capped) or 1.5 ha (CIL) 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. Page 383 Municipality of Clarington Parks, Recreation and Culture Master Plan 247 Appendix C: Facility Service Level Benchmarking A facility 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 Municipality 2021 Population Supply Service Level Ajax 126,666 8 1 : 15,833 Kitchener 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 Average 247,771 10 1 : 24,119 Clarington (2024) 108,757 7 1 : 15,537 Page 384 Municipality of Clarington Parks, Recreation and Culture Master Plan 248 Outdoor Skating Rinks Municipality 2021 Population Supply Service Level 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 Average 247,771 1 1 : 181,699 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 Municipality 2021 Population Supply Service Level 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 247,771 5 1 : 46,195 Clarington (2024) 108,757 3 1 : 36,252 Page 385 Municipality of Clarington Parks, Recreation and Culture Master Plan 249 Fitness Spaces and Indoor Walking Tracks Municipality 2021 Population Supply Service Level 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 247,771 5 1 : 50,472 Clarington (2024) 108,757 1 1 : 108,757 Outdoor Fitness Equipment Municipality 2021 Population Supply Service Level 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 Average 247,771 9 1 : 26,207 Clarington (2024) 108,757 1 1 : 108,757 Page 386 Municipality of Clarington Parks, Recreation and Culture Master Plan 250 Gymnasiums Municipality 2021 Population Supply Service Level 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 Average 247,771 10 1 : 25,957 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 Municipality 2021 Population Supply Service Level 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 Vaughan 323,100 0 n/a Whitby 138,501 3 1 : 46,167 Average 247,771 3 1 : 90,849 Clarington (2024) 108,757 2 1 : 54,379 Page 387 Municipality of Clarington Parks, Recreation and Culture Master Plan 251 Dedicated Older Adult Space Municipality 2021 Population Supply Service Level 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 Average 247,771 5 1 : 53,441 Clarington (2024) 108,757 2 1 : 54,379 Indoor Artificial Turf Fields Municipality 2021 Population Supply Service Level 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 Average 247,771 1 1 : 194,667 Clarington (2024) 108,757 1 1 : 108,757 Page 388 Municipality of Clarington Parks, Recreation and Culture Master Plan 252 Library Space Municipality 2021 Population Library Branches Total Area (Sq. Ft.) Service Level (Sq. 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 4 94,360 0.50 Clarington (2024) 108,757 4 48,704 0.45 Rectangular Sports Fields Municipality 2021 Population Supply Service Level 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 90 1 : 2,745 Clarington (2024) 108,757 52 1 : 2,091 Page 389 Municipality of Clarington Parks, Recreation and Culture Master Plan 253 Ball Diamonds Municipality 2021 Population Supply Service Level 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 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 Average 247,771 55 1 : 4,505 Clarington (2024) 108,757 37 1 : 2,939 Cricket Fields Municipality 2021 Population Supply Service Level 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 Average 247,771 2 1 : 136,274 Clarington (2024) 108,757 1 1 : 108,757 Page 390 Municipality of Clarington Parks, Recreation and Culture Master Plan 254 Tennis Courts Municipality 2021 Population Supply Service Level 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 247,771 60 1 : 4,111 Clarington (2024) 108,757 15 1 : 7,250 Pickleball Courts Municipality 2021 Population Dedicated Supply Shared Supply Service Level 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 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 247,771 5 13 1 : 13,103 Clarington (2024) 108,757 10 2 1 : 9,063 Page 391 Municipality of Clarington Parks, Recreation and Culture Master Plan 255 Basketball Courts Municipality 2021 Population Supply Service Level 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 Average 247,771 32 1 : 7,667 Clarington (2024) 108,757 21 1 : 5,179 Splash Pads Municipality 2021 Population Supply Service Level 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 Average 247,771 17 1 : 14,975 Clarington (2024) 108,757 16 1 : 6,797 Page 392 Municipality of Clarington Parks, Recreation and Culture Master Plan 256 Skate Parks Municipality 2021 Population Supply Service Level 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 4 1 : 56,781 Clarington (2024) 108,757 5 1 : 21,751 Leash-Free Dog Parks Municipality 2021 Population Supply Service Level 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 Average 247,771 3 1 : 71,723 Clarington (2024) 108,757 3 1 : 36,252 Page 393 Municipality of Clarington Parks, Recreation and Culture Master Plan 257 Community Gardens Municipality 2021 Population Supply Service Level 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 5 1 : 54,510 Clarington (2024) 108,757 3 1 : 36,252 Playgrounds Municipality 2021 Population Supply Service Level 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 Average 247,771 128 1 : 1,934 Clarington (2024) 108,757 63 1 : 1,726 Page 394 Municipality of Clarington Parks, Recreation and Culture Master Plan 258 Outdoor Lacrosse Boxes Municipality 2021 Population Supply Service Level 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 247,771 1 1 : 214,078 Clarington (2024) 108,757 1 1: 108,757 Page 395 Municipality of Clarington Parks, Recreation and Culture Master Plan 259 Appendix D: Library Space Site Evaluation Criteria The Master Plan identifies the need for more than 32,300 square feet of additional library space to meet the needs of current and future residents living in Clarington’s urban areas by 2036. This may be achieved through expanding existing library branches, while new sites may also need to be acquired for new construction. The following site evaluation criteria should be used as the basis for selecting the preferred location, additional feasibility study will be required to confirm facility fit as part of the acquisition process. Site Size and Location 1. The site is of a sufficient size to accommodate the proposed library. Multi-level space may also be considered to reduce overall building footprint and therefore, land area requirements or maximize greenspace. 2. The site is owned by the Municipality of Clarington or is currently for sale or could be negotiated for acquisition. 3. The site is located along a major arterial or collector road. 4. The site is located within 800 metres of a public transit stop. 5. The site is located within the vicinity of a sidewalk or walkway with lighting and is not impacted by any major barriers that would limit accessibility for pedestrians, cyclists and other users of the active transportation network. 6. The site is adjacent to or near compatible and complementary land uses (e.g., cultural or recreational amenities, medium to high density residential areas, or institutional uses) and away from non-compatible land uses (e.g., industrial areas). Placemaking Potential 7. The site is situated in a highly visible spot with a ‘street presence’. 8. The site has the ability to encourage, enhance or complement community revitalization or rejuvenation. 9. The site should be able to accommodate complementary partners interested in sharing space and contributing to capital and/or operating costs including, but not limited to, Municipality Departments, agencies, institutions, or other organizations. Page 396 Municipality of Clarington Parks, Recreation and Culture Master Plan 260 Planning and Development Potential 10. The site or building conditions are optimal for development/redevelopment. 11. The site complies with Official Plan and Zoning By-law regulations. 12. The site has reasonable long-term expansion potential. Known Constraints 13. The site is not restricted by easements or other built barriers, does not require site remediation, and has appropriate soil conditions. 14. The site does not require the elimination of necessary parkland or other vital land use. 15. The site does not pose any safety risks due to traffic, crime, adjacent uses, etc. 16. The site has adequate servicing capacity (e.g., sewer, water, etc.) Building Design and Functional Considerations (if the site has an existing building) 17. It meets AODA standards or can be modified to do so within a reasonable budget. If there is no existing building, it is expected that a new development would meet AODA standards. 18. It provides an aesthetically pleasing environment or can be modified to do so within a reasonable budget. If there is no existing building, it is expected that a new development would be designed to be aesthetically pleasing with consideration given to the Municipality’s sustainability goals. 19. It provides sufficient space to support library operations such as customer service, sorting and processing, staff areas, and storage. If there is no existing building, it is expected that a new development would be designed with these space needs in mind. Page 397 Municipality of Clarington Council 40 Temperance Street Bowmanville, ON L1C 3A6 RE: Parks, Recreation and Culture Master Plan Dear Mayor Foster and Members of Council: The Clarington Public Library Board has reviewed the Parks, Recreation and Culture Master Plan (PRCMP) and commends all staff and members of Council for the strategic directions provided within. The Clarington Public Library Board passed the following motion at our September 26, 2024 meeting: (Motion #LB0064-24): THAT the Clarington Public Library Board endorse the recommendations in the PRCMP that are relevant to the CLMA and advise Council of the endorsement; The PRCMP affirms that the CLMA is a community asset, and the services, spaces and cultural experiences enrich the lives of residents in Clarington. Through our Chief Executive Officer, the Board looks forward to advancing the recommendations of the PRCMP in continued partnership with the Municipality of Clarington. Sincerely, Steven Cooke Tenzin Shomar Chair, Board of Directors Vice-Chair, Board of Directors Clarington Public Library Board Clarington Public Library Board chair@cplma.ca Page 398 MEMO The Corporation of the Municipality of Clarington, 40 Temperance Street, Bowmanville, ON L1C 3A6 1-800-563-1195 | Local: 905-623-3379 | info@clarington.net | www.clarington.net If this information is required in an alternate format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: Council From: Lee-Ann Reck, Deputy CAO Public Services and Mary-Anne Dempster, Chief Administrative Officer Date: October 28, 2024 Memo #: Memo-008-24 File No.: Re: Budget Decision on the Cafeteria Building at Camp 30 At the September 16, 2024, Special General Government Committee, PUB-017-24 provided the following recommendation: “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).” Staff have completed additional follow-up to provide Council information for consideration when making this decision.  Staff met with consultants and have identified a risk for cost escalations on this project. The proposed $4.5 million for the project of stabilization and abatement could escalate given the uncertainty of actual state of the building, this is the amount submitted for the grant application. This project would not see the building usable and would only provide an opportunity to assess and provide a cost estimate for future phases of the project (Stage 5 of the project outlined in the report).  In 2022, staff had an engineering assessment completed for the building that provided a cost projection for full restoration of the building, in today’s numbers the starting project budget for full restoration is estimated to be $21,855,424.  Financing options for the stabilization and restoration were outlined in the staff report PUB-017-24.  Should Council direct staff to include the stabilization project in the 2025 capital budget, a tax increase of approximately 6% would be required as all available financing has been allocated to other Council priorities and asset management needs per the asset management plan required under provincial legislation. Page 399 (Insert Reference Number if applicable) Page 2 The Corporation of the Municipality of Clarington, 40 Temperance Street, Bowmanville, ON L1C 3A6 1-800-563-1195 | Local: 905-623-3379 | info@clarington.net | www.clarington.net  Engagement results from the Parks, Recreation and Culture Master Plan identified this project as ranking third in community priorities.  Additional risks to consider is the lack of identified future use (proposed stage 4 of the project) and unidentified operating costs based on future use . Given the current lack of business plan for operation, there is no current or future revenue associated with this site. Once future use is identified, associated operating costs will be assessed and brought back to Council to achieve the proposed service levels to the site. This would lead to an increase in the operating budget in the appropriate year.  The Jury Lands Foundation has requested a Capital and Operating lease with the Municipality. Once the expectations are known, fully vetted and costed, staff will request an operating and capital budget to support the ongoing needs and expectations for the site. Currently, staff do not have a budget and any work completed at the site falls to the bottom line as an over-expenditure.  Staff identify the need to preserve the Heritage Significance of this site. As such, an alternative approach Council may consider is to provide direction to staff to undertake a Heritage Risk Assessment to provide alternative options and costing to commemorate the building rather than full restoration. Given the number of variables and unknowns with budget, anticipated cost escalations, the lack of identified future use and operational planning costs, staff ’s advice is to proceed with a Heritage Impact Assessment to provide alternative paths to commemorating the site. _______________________ Lee-Ann Reck Deputy CAO, Public Services ________________________ Mary-Anne Dempster Chief Administrative Officer Page 400 Camp 30/Bowmanville Boys School Bowmanville (GBCA Project No: 23032) ` Stabilization & Security Measures Report for Building 5 - Cafeteria Hall October 2024 Prepared by GBCA Goldsmith Borgal & Company Ltd Architects Page 401 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 TABLE OF CONTENTS 1. EXECUTIVE SUMMARY 2 2. BACKGROUND AND SITE PHOTOGRAPHS 3 3. CONDITION REVIEW 8 Building 5 - Cafeteria/Dining Hall 4. STABILIZATION & SECURITY MEASURES 40 5. PRELIMINARY OPINION OF HARD COSTS 45 6. RECOMMENDATIONS AND NEXT STEPS 46 7. CLOSURE 46 APPENDICES APPENDIX I - Building Plans and Elevations showing condition and Stabilization and Security actions and Rough Structural Layout by GBCA APPENDIX II - Maintenance Checklist APPENDIX III - Representational 3D views by GBCA Goldsmith Borgal & Company Ltd. Architects 1 Page 402 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 1. EXECUTIVE SUMMARY GBCA was retained in June 2023 to recommend stabilization and security measures for the cafeteria at the former Boys Training School/Camp 30 property at 2020 Lambs Road, Bowmanville, speciﬁcally: Building 5 – Cafeteria/Dining Hall This report is a compilation of documentation which includes: 1. Record drawings and photographs of the cafeteria building along with a current condition survey and drawings by GBCA. These documents form the core of the work undertaken and informed the recommendations presented here. These documents are also valuable tools for moving forward as they can be used as the base for subsequent and related work. Observations are annotated on the appended drawings. 2. Stabilization: The process of closing up a building temporarily to slow down its deterioration and to secure it from future vandalism. This is necessary to protect the building while planning for the property’s future. Acknowledging that historic buildings are irreplaceable, stabilization and installation of adequate security features minimizes the risk of arson, unauthorized entry, vandalism, ﬁre hazards, and dangers to public health, while ensuring the integrity of the existing heritage attributes against weather damage, theft, loss, deterioration and neglect. If stabilization is deferred too much longer, deterioration will accelerate exponentially such that, the building may become unsalvageable within a short period of time. The steps discussed in this report can protect buildings for periods from ﬁve to ten years which is dependent on the course of action taken at the outset of the stabilization process (this, of course, is tied to the available budget). Long-term success is dependent on continued close monitoring and maintenance. The monitoring is an especially important component in this instance since the vacant building is in a location that is relatively remote. . It is strongly recommended that the Cafeteria/Dinning Hall Building be occupied as soon as possible at minimum should be put into temporary use. A vacant building cannot survive indeﬁnitely in a boarded-up condition, and so even marginal interim uses, are generally preferable to sitting vacant. Granting temporary lease for temporary occupation by a third party has a number of advantages including improving security and less risk of decay. A ﬁnal component of GBCA’s contract is the provision of advice on the future uses for the buildings in their current context. It is our understanding that the Town of Clarington and the Jury Land Foundation are currently in discussions with the stakeholders. Goldsmith Borgal & Company Ltd. Architects 2 Page 403 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 2. BACKGROUND AND SITE PHOTOGRAPHS A considerable amount of information exists with regards to the site’s history and the structures on the site. The site has been well- researched and documented as part of the National Historic Sites and Monuments Board report. In addition, primary research was undertaken by GBCA, including the sourcing of original architectural drawings from various archival repositories, including the Clarington Museums and Archives, the Archives of Ontario, and Special Collections at the University of Waterloo Library. The history of the site was reviewed in order to understand not only the historic importance and the heritage deﬁning elements, but also to determine the various uses and building programs over time. The various ownerships and usages can provide clues about past alterations to the buildings. The chronology of the overall site usage can be summarized as follows: •The Bowmanville Boys School was opened in August 1925 on lands donated to the Government of Ontario for this purpose. Several buildings were constructed under the direction of the Provincial Architect James Govan and later George A. White. The remaining buildings are representative examples of the work of these notable architects. The ﬁrst buildings to be built were the Jury House/dormitory (Building 6) in 1925; the Dining Hall Cafeteria (Building 5) in 1925; and, the Kiwanis House/dormitory (Building 3) in 1927. This was followed by the Triple Dormitory (Building 2) in 1928; the Gymnasium (Building 1) in 1929; and, the Hospital/Inﬁrmary (Building 4) in 1937. •The Bowmanville Boys School is recognized as one of the few juvenile reform schools that were purpose-built in the interwar period that embodies in its architecture and layout a modern philosophy of juvenile social reform (HSMB Report, 2012). •In 1941 the federal government expropriated the Bowmanville Boys Training School and established Camp 30 on the site, reusing the existing buildings and adding other structures to the site.The buildings on site are recognized as the only extant buildings that once functioned as a WWII prisoner-of-war detention centre in Canada (HSMB Report, 2012). •After Camp 30 was closed in April 1945 the school buildings were repaired and the property was returned to the Province of Ontario. In 1947, the school resumed its pre-war activities. Over several decades, the school was renamed (the ﬁnal institution was Pine Ridge School) and operational policies amended, until Training Schools in Ontario were eliminated. •In 1983 the Province offered the vacant buildings and the property to the Municipality at fair market value. The Council declined. •In 1983: Ministry of Government Services accepted an offer from How Kheng Ang, in Trust, to purchase the school. T •1988: Members in Christ Assemblies of Ontario purchased the site in 1987 and leased a portion of the property for the St. Stephen’s Catholic Secondary School. •1999 to 2005: Became known as the Great Lakes College. It housed students from Hong Kong. During this time the owners ﬁled an application (in 2002) for an Ofﬁcial Plan amendment. •2005 to 2006: May 2005 property sold to Madressa Ashraful Uloom, which ran Islamic University called Darul Uloom. The Kaitlin Group proposed to acquire the northerly and southerly parcels for future development purposes. Planning Services Staff supported the severance application as the northerly and southerly parcels are within the boundary of the Bowmanville Urban Area and the valley lands were to be dedicated to the Municipality as part of the severances. The applications were approved on March 13th, 2006. Conditions of approval were not fulﬁlled, and the approval lapsed. Goldsmith Borgal & Company Ltd. Architects 3 Page 404 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 •2007: Property was purchased by Lambs Road School Property Ltd. (Kaitlin). Darul Uloom, the Islamic University continued to operate until they relocated in October of 2008. •2008: The site has been vacant and unused since the closing of the school. Considerable vandalism has caused damage to all of the structures with loss of materials and ﬁttings. Local Property Standards enforcement and the Fire Department issued notices about the state of the site to the owner in late 2008. •2008: The owner (Kaitlin) approached the Municipality to discuss demolition. Report PSD-016-09 placed all of the buildings on the site on the Municipal Heritage Register which effectively provided the Municipality with 60 days to respond to a demolition permit if it were submitted. The Municipality contacted the Provincial Government, Ontario Heritage Trust and the Federal Government to engage the other levels of government in the discussion on future use and alternatives to demolition. •2009: The former administration building 14 and gymnasium/ natatorium building 13 sustained substantial ﬁre damage. •2009: Council received a petition containing over 800 signatures which also informed that a Clarington branch of the Architectural Conservancy of Ontario (ACO) had been formed to preserve our history and to educate the public on the heritage of our area. One of the ﬁrst priorities of this ACO branch is the preservation of Camp 30 the last remaining intact German POW camp in Canada. •2009: The Owner, Clarington Staff, and Clarington Museum and Archives worked with a ﬁnal year studio class at Ryerson University to help generate alternatives for the long term use of the site. •2009: Applications for an Ofﬁcial Plan Amendment, Rezoning and Subdivision on the southern third of the property were ﬁled with the Municipality. Council to date of the current report not rendered a decision on this application. •2010: The Camp 30 site was opened to the public for Doors Open Clarington by the ACO Clarington Branch. Over 1400 people attended the site in a single day. •2011: The ACO held a ticketed Camp 30, 90 minute tour event which included vignettes. 300 tickets sold out for the day. The funds raised are set aside for the formation of a Foundation. •2011: Council and the Owner authorized the Clarington Museums and Archives to prepare a submission to the National Historic Sites and Monuments Board. •2013: The Minister of Environment and Parks Canada notiﬁed the Owner, Municipality and Clarington Museum and Archives that the site had been designated a National Historic Site •2013: Clarington Council formed a committee to nominate interested persons to the group that will form a Foundation and a Task Force that will explore future uses of the site. Goldsmith Borgal & Company Ltd. Architects 4 Page 405 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 Goldsmith Borgal & Company Ltd. Architects 5 Cafeteria building, south east side, July 2024 Cafeteria building, east side, July 2024 Cafeteria building, interior photograph, July 2024 Page 406 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 Goldsmith Borgal & Company Ltd. Architects 6 Department of Provincial Secretary, James Gov- an, Architect: Main Dining Room, Ground Floor Plan, September 1, 1924 Cafeteria Plan, 1978 Page 407 Camp 30/Bowmanville Boys School -Stabilization & Security Measures October 2024 Goldsmith Borgal & Company Ltd. Architects 7 Department of Public Works, George Williams, Chief Architect: Main Dining Room, New Glass Screen in opening between Staff Dining Room and Kitchen, January 5, 1949 Page 408 Camp 30/Bowmanville Boys School -Stabilization & Security Measures October 2024 3. CONDITION REVIEW GBCA undertook the condition survey on June 27th and July 17th 2024. Observations were annotated on the drawings that are appended to this report, and were also recorded in the following pages of this report. Each building component has its own speciﬁed state of repair. In describing the conditions in this report, the following relative terminology was used: Good / Fair / Poor / Very Poor / Unsalvageable. Good = functional with minimal risk to the heritage fabric Fair = functional, may be in need of repair Poor = neglected and in need of repair Very poor = may be nearing functional failure, urgent need for action Unsalvageable = beyond repair, too far compromised to warrant retention The overall condition of this building can be classiﬁed as poor. Some building components are in good, fair or poor condition due to the sixteen years of vacancy at which time the elements have taken their toll and deterioration will quickly accelerate as the buildings remain unoccupied in the near future. In addition, it was noted the building has been subjected to some serious vandalism. The condition review undertaken by GBCA provides a general overview of the current conditions. The assessment is not exhaustive and was focused on the general condition and soundness for the purpose of preparing a stabilization and security plan plan. The condition review is what we used to set priorities for repairs necessary to stabilize the property for both the short. Each element that is assessed can then be rated on a scale of their importance to the integrity and signiﬁcance of the building. Those features of the highest priority will receive preference when repairs or protection measures are outlined as part of the process. It is generally preferred that the building be prepared in advance of the condition assessment (for example, overgrown vegetation should be removed to expose foundations to view, and interior debris should be removed) however, GBCA’s review was undertaken without the beneﬁt of this step of the process. It is important to note that GBCA’s review was limited by the amount of debris and one of the recommendations of this report is to remove the majority of the debris as soon as possible. No destructive tests were performed, so the condition assessment was restricted to visual observation only. Goldsmith Borgal & Company Ltd. Architects 8 Page 409 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 3.1 CONDITION REVIEW - CAFETERIA/DINING HALL The Dining Hall/Kitchen and Cafeteria (c1924-25) is a one-storey brick building with partial basement. It is has an approx. footprint 8,095 square feet. Unlike the other buildings on site, the Dining Hall does not have cementitious coating on the red brick with only a band of stucco under the roof eaves. Currently the masonry of this building is generally in fair condition. There are localized areas of damage where the brick is either bulging away such as the chimney and a portion of the east wall leaning forward. The Dining Hall is distinguished by the clerestory level that is set back from the ground ﬂoor rooﬂine. These clerestories create high ceilinged interiors allowing ample light to ﬁlter in. There are approximately 54 openings/doors and windows. Openings have been partially boarded up. The building is currently secured by a perimeter eight foot chain link fence with one padlocked gate at the north east corner. Goldsmith Borgal & Company Ltd. Architects 31 Page 410 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 Goldsmith Borgal & Company Ltd. Architects 32 Building #5 - East Elevation, 2024 Building #5 - South Elevation, 2024 Building #5 - West Elevation, 2024 Building #5 - North Elevation, 2024 Page 411 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 3.1.1 Wood Exterior wood elements consist of wood canopies with brackets, wood cove & fascia and T&G wood sofﬁts and siding and original doors in several locations. Roof joists seem to be constructed of wood. CONDITION •Overall condition of wood elements vary from good to very poor. •Condition of the wood fascia and sofﬁt are in very poor condition caused by moisture or water penetration and/or freeze thaw cycles. Sofﬁts appear to have collapsed in particular wherever downspouts once existed. •Bird nests appear through the fascia in many locations. Paint is peeling. •Original wood doors and windows, where existing, are missing all glazing. Paint is peeling and much of the hardware is missing. •Wood canopies are in very poor condition and severely deteriorated. •Wood cove mouldings appear to be in good condition. •Overall condition of structure (wood structure, decking and steel) reviewed by BBA structural engineer engaged by Town of Clarington) Goldsmith Borgal & Company Ltd. Architects 33 Wood canopy and bracket Wood Sofﬁt, Fascia Board & Cove moulding Page 412 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 Goldsmith Borgal & Company Ltd. Architects 38 Mold apparent in lath and concrete ceilings.Collapsed lath and plaster ceiling including wood decking and joists. Wood window frame inside south-east addition. Wood ceilings joists in very poor condition where ceiling has caved in. Page 413 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 Goldsmith Borgal & Company Ltd. Architects 39Corresponding interior view of south wall showing deterioration of wall and ceiling at the ﬁrst tier. Exterior view of south wall showing evidence of water accumu- lation at the ﬁrst tier clerestory level. Water accumulation on third level roof, even the top tier, is rotting out walls, window frames and ceiling and roof joists. The rooﬁng situation is at a critical level for both heritage preservation and human safety. If the ceilings continue to rot, this will result in a clean up requiring hazmat procedures. Wood window frames are typically without glazing throughout. Example of horizontal wood siding on clerestories neglected to the point there is no paint remaining. It was noted that some boards have been removed or have come loose. Page 414 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 3.1.2 Masonry Exterior masonry consists of Ground ﬂoor brick structure including foundation and chimney. There is a stucco cornice around the perimeter. Some interior walls are made of clay tiles. CONDITION •Overall condition of masonry elements vary from fair to very poor depending on location. •Condition of the masonry structure is in poor condition in certain locations such as the chimney and at doorway openings and exterior stair. •The foundation appears to be in fair condition. •The remaining masonry and lime mortar joints are in fair to poor condition. There is evidence of deterioration is shown through efﬂorescence, extreme grafﬁti and holes from hoarding attachments. •There are cracks in the on the east elevation wall. •Some areas have deteriorated and missing mortar. •Portions of exterior stairs are in very poor condition with crumbling bricks. •Window sills are in fair condition. There are some broken areas that can be repaired. Paint to be removed. •The stucco cornice is in good condition with a few cracks and minimal grafﬁti. Goldsmith Borgal & Company Ltd. Architects 40 Holes in brick. This surface hoarding is damaging to the brick. Broken bricks around doorway sills in a few locations requiring reconstruction. Page 415 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 Goldsmith Borgal & Company Ltd. Architects 38 Old repairs to damaged foundation on west side . Crack in north window well. Chimney with tree and large bulge that will require rebuilding. Steps on north side extensively deteriorated and may have been sub- jected to vandalism Cracks in west side wall. Page 416 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 3.1.3 Metals Exterior metal consists of ﬂashing around the perimeter of all roof tiers plus railings, gutters and downspouts. Interior metals include support columns and ceiling lathe. Potential metal beams are not visible at this time but likely support the base of all tiers. CONDITION •Condition of the interior structure will be addressed by a structural engineer. •The condition of the metal ﬂashings, downspouts and gutters is very poor or non-existent. There were no downspouts apparent on visits. Remaining gutters seemed to be non-functional and the ﬂashings were ripped apart. •There aren’t any gutters on the upper tiers of the building. •Interior metal lathe was extensively rusted due to roof leakage. It is collapsed in many locations. Goldsmith Borgal & Company Ltd. Architects 39 Missing rain water leaders typical. Torn ﬂashings, missing gutter. Page 417 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 Goldsmith Borgal & Company Ltd. Architects 38 Metal basement window with metal barri- er and typically sloped sill. Metal door to the boiler room in the basement. A rec- tangular door in an arched opening. Steel Column encased in clay tile and parging. Page 418 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 3.1.4 Roof Roof is almost universally mod bit ﬂat rooﬁng on three tiers, sloped consistently to the outer edges and ﬂashed to drain. There are two small canopies on the north side of the building with sloped wood roof structure but no rooﬁng remaining. CONDITION •The rooﬁng is in an unsalvageable condition and needs immediate attention in order to salvage the building. •The two canopies are devoid of rooﬁng and the underlying plank sheathing is half is no longer present. •The small cupola on the ﬁrst tier may have a metal roof, in unknown condition. Goldsmith Borgal & Company Ltd. Architects 38 Roof Plan showing soiling at west side Page 419 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 Goldsmith Borgal & Company Ltd. Architects 39Remains of Canopy roof facing north. Small cupola as it appeared in 2014. N Small cupola in boarded up condition in 2024 Close up of Roof Plan and chimney Roof Plan and chimney Page 420 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 4. Stabilization & Security Measures A vacant building cannot survive indeﬁnitely in a boarded-up condition and even marginal interim uses where there is regular activity and monitoring are generally preferable. Since a longer-term vacancy is anticipated this will require: •. stabilization of the structural components and cladding •securing the exterior envelope from moisture penetration •pest control •properly designed security protection •. introduction of natural passive ventilation •. continued maintenance and monitoring plan Stabilization measures should not result in permanent damage, and each treatment should be weighed in terms of its reversibility and its overall beneﬁt. Any materials that need to be removed from the building or the site as part of the stabilization effort should be photographed, tagged with a number, inventoried and safely stored, preferably in the building, for later retrieval. Recording all actions taken on the building will be helpful in the future. Goldsmith Borgal & Company Ltd. Architects 40 Page 421 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 4.1 Structural stabilization •A site visit and structural assessment has been undertaken by Doug Mclaughlin from BBA •Provide shoring for temporary support of structure. Refer to structural engineer report. •Do localized repairs to existing roof wood planks with 3/4” plywood sheathing. Refer to structural engineer report. •Structurally reinforce and stabilize roof structure as required. Refer to structural engineer report. •Bulging chimney to be dismantled and rebuilt and provide cap. Refer to structural engineer report. •Interior patching of plaster is required wherever structure has become exposed. This is not for aesthetic purposes but rather for ﬁre safety purposes. •Rooﬁng support structural support is visibly deteriorated and will require replacement in certain areas to support new rooﬁng. Refer to structural engineer report. 4.2 Securing the exterior envelope from moisture penetration Water ingress is one of the major causes of damage in historic buildings. Vacant properties are particularly vulnerable to damage from water as leaks can go undetected for long periods. To the greatest extent possible, these weatherization efforts undertaken should not harm historic fabric. Non-historic or modern materials may be used to cover historic surfaces temporarily, but these treatments should not destroy valuable evidence necessary for future preservation work. •Remove vegetation from the roof of the building. •The rooﬁng must be replaced as it has reached the end of its life. Remove existing roof membrane, all legacy mechanical and plumbing penetration through roof. •Patch fascia boards, remove deteriorated ﬂashing and gutters throughout and install new ﬂashing with drip edge, gutters and rain water leaders required for the entire perimeter (for both upper and lower levels). Sealant should be applied to opened joints between pieces of ﬂashing. Run off from downspouts should be directed far away from any walls. •Windows (all levels) require an integrated passive ventilation system while boarded up. Upper windows boards to incorporate built in grille for ventilation. •Install upper plywood window/door plugs. •For the most part, the foundations appear to be in fair condition. Cracks in foundation walls should be temporarily protected from water inﬁltration by means of a sealant. •Bulging chimney is in a hazardous condition and requires to be dismantled and rebuilt. Refer to structural stabilization report. •Remove stone and debris that may have gathered in window wells as these trap water and moisture close to the foundation. (Area not accessible at time of visit) Goldsmith Borgal & Company Ltd. Architects 41 Page 422 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 •Remove all interior and exterior debris as these trap water, mold and moisture. Remove anything ﬂammable. •Remove all vegetation around the perimeter of the building - at minimum, within 7 feet of the building - the brush and vegetation keep moisture close to the foundation and the exterior masonry. To keep vegetation under control, put down a layer of black polyethylene sheeting or ﬁbre mesh matting covered with gravel where soft scraping abuts the building. 4.3 Pest Control Empty buildings can provide a habitat for various animals, birds and insects, which can damage building fabric. It is important to keep birds out of buildings because their droppings are highly acidic and can damage materials. Where a building has been empty for some time, layers of droppings may have built up which can be dangerously toxic. Rodents gnaw through materials and droppings may cause damage or health risks. •In our on-site reviews, no major issues with pests were detected. •Ensuring that all door and window openings are covered will prevent access to the buildings. Canopies under eaves should be removed and placed in storage since they provide access to the roof. •Install insect screens in all areas of possible access, including the louvers on the recommended window coverings. •Monitor external sills, roofs and gutters for bird nests. 4.4 Security Securing vulnerable entry points to the building from vandals, break-ins and natural disasters is vital to the security process. Vacant buildings are usually boarded up. Inﬁll materials for closing door and window openings include plywood, corrugated panels, metal grates, chain fencing, metal grills, and cinder or cement blocks. The method of installation should not result in the destruction of the opening and all associated sash, doors, and frames should be protected or stored for future reuse. •Exterior doors – generally exterior doors need to be reinforced and provided with strong locks, but if weak historic doors would be damaged or disﬁgured by adding reinforcement or new locks, the original wood doors is to be removed temporarily and stored and replaced with secure modern doors. •A few of the doors should be secured with a temporary closure system to facilitate regular inspection. The choice of material (wood versus metal) is dependent on the amount of time that the building will be vacant. If plywood panels are installed in any doorways, they should be screwed in place, as opposed to nailed, to avoid crowbar damage each time the panel is removed. •Windows – the most common security feature is the closure of window openings with wooden or pre-formed panels, metal sheets or concrete blocks. There are a number of ways to set insert plywood panels into window openings to avoid damage to frame and sash. The choice of material (wood versus metal) is also dependent on the amount of time that the building will be vacant. Goldsmith Borgal & Company Ltd. Architects 42 Page 423 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 •Clerestory window openings should have louvers with insect screens to allow for proper ventilation. •Security systems – Add barbwire on top of existing exterior perimeter chain link fence. •A combination ﬁre and smoke detection is needed to keep the building in good order while vacant. •Power and intrusion alarms, security lighting and smoke detectors should be installed. Connection to an annunciator panel or similar. To be speciﬁed by Electrical Engineer. •Determine which utilities and services are existing and working if any. To be speciﬁed by Electrical Engineer. 4.5 Providing passive ventilation to the interior is imperative once the exterior has been made weathertight and secure. Without adequate air exchange, humidity may rise to unsafe levels, and mold, rot and insect infestation are likely to thrive. •Some window openings should have louvers with insect screens to allow for proper ventilation. This is preferable in the clerestory windows where vandalism is more difﬁcult. •Leave interior doors open for ﬂow of air throughout the buildings. •There is no exact science for how much ventilation should be provided for each building - a study could be undertaken, perhaps in conjunction with a mechanical engineer, to determine how much ventilation is necessary. 4.6 Maintenance and monitoring plan (read in conjunction to APPENDIX II Maintenance Checklist) While every effort may have been made to stabilize the property and to slow the deterioration of materials, natural disasters, storms, undetected leaks, and unwanted intrusion can still occur. A regular schedule for surveillance, maintenance, and monitoring should be established. The ﬁre and police departments should be notiﬁed that the property is vacant. A walk-through visit to familiarize these ofﬁcials with the buildings’ locations, construction materials, and overall plan may be invaluable if they are called on in the future. The optimum schedule for surveillance visits to the property will depend on the location of the property. The involvement of neighbours and community groups in caring for the property can ensure its protection from a variety of circumstances. •The current damage to the building is due primarily to the vacant state of the building, vandalism and the deterioration will be exponentially faster •No matter what security features are employed, vandalism will likely continue to happen. •A determination of the length of time before restoration is important to know in order to make proper decisions on the stabilization methods and materials used. •Regular monitoring by a security company. A contact number should be displayed so that a member of the public can report any damage witnessed. Goldsmith Borgal & Company Ltd. Architects 43 Page 424 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 •A planned maintenance schedule should be drawn up which identiﬁes the tasks, responsibilities and frequency for each element of the building to be maintained. •Monitor roofs for further failure. Goldsmith Borgal & Company Ltd. Architects 44 Page 425 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 5. PRELIMINARY OPINION OF COSTS by GBCA(Architects) and BBA (Structural Engineer) Goldsmith Borgal & Company Ltd. Architects 45 Page 1 of 3 BUILDING ELEMENT DESCRIPTION (LOCATION, NUMBER) MATERIAL CONDITION STABILIZATION AND SECURITY RECOMMENDATION Roofing Clerestory: Flat (+/- 710 sq. ft.) Middle Tier Flat (+/- 1700 sq. ft.) Lower level: Flat (+/- 5600 sq. ft.) Cupola Flat (+/- 110 sq. ft.) Tar and gravel Tar and gravel Tar and gravel Tar and gravel Poor. Moderate moss growth. Fair. Moderate moss growth. Very poor. Large holes and tree growth. Poor. Moderate moss growth. Slope to exterior walls. Structural assessment by structural engineer Re-roofing required by structural engineer. Monitor quarterly. Gutters and Rainwater Leaders Upper, intermediate and lower levels RWLs missing (all levels) Pre-finished metal Very Poor. Drainage system has failed in the entire building. Gutters and downspouts are broken/ missing allowing water infiltration. Fascia is rotten at many places Install new downspouts and gutters throughout to lead water away from the building. Flashing Upper, intermediate and lower levels Pre-finished metal Very Poor. Flashing at interface w/ vertical walls (clerestory, etc.) is damaged or missing allowing water infiltration Install new flashing to entire building, including at chimney and any roof penetrations. Chimney One (North elevation) Brick (red) w/ pre-finished metal cap Very Poor: Most of the mortar joints are broken, missing and/ or defective. Some bricks are damaged beyond repair. Side is considerably bulged due to tree growing inside.It is a safety hazard.Graffiti and efflorescence are visible 5 year old pine tree growing Dismantle Chimney and Rebuild Re-Install cap flashing Seal openings on top. Doors South, East and West facades (two on each façade) North façade (two doors) Wood w/ muntin bars Steel (former kitchen) Wood frames and doors are poor. Glazing is missing (typical). Flaking paint. Hardware: only the hinges are in fair condition. Other hardware (panic bars, door closers, locks, etc.) condition is poor. Remove original wood doors and place in storage for protection. Exterior doors: Remove metal doors and install temporary closure system. Note: Interior doors to be kept open for air-flow. Windows All facades (31 units) Wood (Casement and double hung) 2 North windows (at Kitchen): Steel 2 North windows (at Kitchen): Glass block Wood windows: sashes are missing (basement, ground floor and clerestory) Steel windows: pane of glasses are missing or broken Glass blocks: 90% are broken Install temporary cover (typical). Install some louvers w/ insect screens in selected locations in each elevation to allow some ventilation (upper story windows). Other openings (chimney, vents, etc) Exhaust hood, vent pipes Galvanized metal or steel Servicable but unecessary Remove when replacing roof October 25, 2024 Branden Grigg – Supervisor of Building/Deputy CBO Planning and Infrastructure Services Municipality of Clarington 40 Temperance Street, Bowmanville ON L1C 3A6 Phone: 905 623 3379 RE: Preliminary Opinion of Hard Cost for Stabilization of Cafeteria Building, camp30 Per requested, find below preliminary Opinion of Hard Costs dated August 29' 2024. GBCA and Doug McLaughlin (BBA) together arrived at these high-level estimates for combined Structural Stabilization and Building Envelope Work for the Cafeteria Building camp30 20241025 Preliminary Estimated Opinion of Costs PHASE 1A- Structural Stabilization and building envelope ROUNDED COSTS 1 Remove debris from interior and exterior including anything flammable $50,000.00 2 Provide shoring for temporary support of roof structure $200,000.00 3 Remove collapsing interior ceiling lath and plaster and dispose (abatement not inc) $30,000.00 4 Do localized repairs to existing roof wood planks with 3/4' plywood sheathing of estimated 40% of roof area. Remove existing roof membrane and any vegetation, all legacy mechanical and plumbing penetration through roof. Patch fascia boards, remove deteriorated flashing and gutters throughout and install new flashing, gutters and rwls. Install roof membrane on entire roof $1,600,000.00 5 Structurally reinforce and stabilize roof structure as required by structural engineer. (linear meter @ $350) $200,000.00 6 Remove roots from trees and other vegetation. By arborist consultant (to ascertain what is the best herbicide to use) and authorities having jurisdiction (to see what is permitted in the area) TBD 7 Bulging chimney to be dismantled and rebuilt $15,000.00 8 Upper plywood window/door plugs with ventilation grille $40,000.00 9 Masonry repairs $50,000.00 TOTAL $2,135,000.00 *Abatement Expenditures excluded *The above costs are approximate and based on market rates at the time of the opinion. *As the inspections were visual and not all areas could be accessed, the amount of any unforeseen additional works may vary. An additional contingency is recommended for unforeseeable conditions. *To be determined after structural engineer assessment. *The above amounts do not include H.S.T. * Mobilization and demobilization and overhead and profit * Removal of trees and other vegetation excluded Page 426 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 6. RECOMMENDATIONS AND NEXT STEPS •GBCA to provide high level specifications and unit prices to accompany tender package. •Procurement and Tender per Town of Clarington •Abatement to be conducted in its entirety in one phase. Awarded abatement company to engage structural engineer for required structural reinforcement. Not in GBCA’S scope of work. •Engagement of Structural Engineer Consultant by the town of Clarington to review submitted shop drawings by abatement company. Not in GBCA’s scope of work. •Once abatement has been completed with structural support, GBCA and Structural Engineer to do more in-depth investigation and prepare more detailed construction documents. •Town of Clarington to determination future use of cafeteria building and GBCA to begin schematic design process 7. CLOSURE The information and data contained herein represents GBCA’s best professional judgment in light of the knowledge and information available to GBCA at the time of preparation. GBCA denies any liability whatsoever to other parties who may obtain access to this report for any injury, loss or damage suffered by such parties arising from their use of, or reliance upon, this report or any of its contents without the express written consent of the GBCA and the client. Goldsmith Borgal & Company Ltd. Architects 46 Page 427 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 APPENDIX I Building Plans and Elevations showing condition and Stabilization and Security Actions and Rough Structural Layout by GBCA Goldsmith Borgal & Company Ltd. Architects 47 Page 428 20241025 1 ISSUED FOR STABILIZATION AND SECURITY MEASURES 23032 SEE DRAWING NG SI CAMP 30 BOWMANVILLE TOWN OF CLARINGTON 40 Temperance Street Bowmanville, ON L1C 3A6 DESCRIPTIONDATE SCALE: REVIEWED BY:DRAWN BY: PROJECT NO.: DRAWING NO. NO. PROJECT: FOR: TITLE: Contractor must verify all dimensions and be responsible for same. Report any discrepancies to the Architect and await further instruction before commencing work. Do not scale drawings. All drawings are the property of Goldsmith Borgal & Co. Ltd. Architects and must be returned upon request. Drawings Goldsmith Borgal & Co. Ltd Architects, Toronto, Ontario, Canada. Reproduction in whole or in part is forbidden without written permission. This drawing is not to be used for construction purposes unless counter signed. by: date : 0'8'16'24'4'12' N BUILDING 5 BASEMENT FLOOR PLAN A5.1 BASEMENT CEILING PARTIAL BASEMENT BOILER ROOM BASEMENT BOILER ROOM DOOR Page 429 DN R 1 24032 SEE DRAWING NG SI CAMP 30 BOWMANVILLE TOWN OF CLARINGTON 40 Temperance Street Bowmanville, ON L1C 3A6 DESCRIPTIONDATE SCALE: REVIEWED BY:DRAWN BY: PROJECT NO.: DRAWING NO. NO. PROJECT: FOR: TITLE: Contractor must verify all dimensions and be responsible for same. Report any discrepancies to the Architect and await further instruction before commencing work. Do not scale drawings. All drawings are the property of Goldsmith Borgal & Co. Ltd. Architects and must be returned upon request. Drawings Goldsmith Borgal & Co. Ltd Architects, Toronto, Ontario, Canada. Reproduction in whole or in part is forbidden without written permission. This drawing is not to be used for construction purposes unless counter signed. by: date : 0'8'16'24'4'12' N BUILDING 5 GROUND FLOOR PLAN A5.2 A-INTERIOR LOOKING NORTH B-INTERIOR LOOKING SOUTH WEST B A STRUCTURALLY REINFORCE AND STABILIZE ROOF STRUCTURE AS REQUIRED BY STRUCTURAL ENGINEER REMOVE COLLAPSING INTERIOR CEILING LATH AND PLASTER AND DISPOSE. REFER TO HAZARDOUS SUBSTANCE REPORT FOR ABATEMENT ISSUED FOR STABILIZATION AND SECURITY MEASURES20241025 REMOVE DEBRIS FROM INTERIOR AND EXTERIOR INCLUDING ALL FLAMMABLE 100% REMOVE DEBRIS FROM INTERIOR AND EXTERIOR INCLUDING EVERYTHING FLAMMABLE REMOVE COLLAPSING INTERIOR CEILING LATH AND PLASTER AND DISPOSE. REFER TO HAZARDOUS SUBSTANCE REPORT FOR ABATMENT REMOVE COLLAPSING INTERIOR CEILING LATH AND PLASTER AND DISPOSE. REFER TO HAZARDOUS SUBSTANCE REPORT FOR ABATEMENT STRUCTURALLY REINFORCE AND STABILIZE ROOF STRUCTURE AS REQUIRED BY STRUCTURAL ENGINEER Page 430 1 23031 SEE DRAWING NG SI CAMP 30 BOWMANVILLE TOWN OF CLARINGTON 40 Temperance Street Bowmanville, ON L1C 3A6 DESCRIPTIONDATE SCALE: REVIEWED BY:DRAWN BY: PROJECT NO.: DRAWING NO. NO. PROJECT: FOR: TITLE: Contractor must verify all dimensions and be responsible for same. Report any discrepancies to the Architect and await further instruction before commencing work. Do not scale drawings. All drawings are the property of Goldsmith Borgal & Co. Ltd. Architects and must be returned upon request. Drawings Goldsmith Borgal & Co. Ltd Architects, Toronto, Ontario, Canada. Reproduction in whole or in part is forbidden without written permission. This drawing is not to be used for construction purposes unless counter signed. by: date : 0'8'16'24'4'12' N BUILDING 5 NORTH ELEVATION A5.3 DETERIORATED FLASHING, FACSIA AND SOFFIT HOLES IN BRICKS DETERIORATED CANOPYDETERIORATED CANOPY AND BRACKET DETERIORATED EXTERIOR STAIRS BULGING CHIMNEY AND VEGETATION GROWTH ISSUED FOR STABILIZATION AND SECURITY MEASURES20241025 REMOVE DEBRIS FROM EXTERIOR INCLUDING ANYTHING FLAMMABLE 100% REMOVE ROOTS, TREES AND OTHER VEGETATION. BY ARBORIST CONSULTANT AND AUTHORITIES HAVING JURISDICTION BULGING CHIMNEY TO BE DISMANTLED AND REBUILT. STABILIZATION BY TO BE SPECIFIED BY STRUCTURAL ENGINEER MASONRY REPAIRS FASCIA AND SOFFIT TO BE PATCHED DETERIORATED CANOPY AND BRACKETS TO BE REMOVED AND STORED DETERIORATED CANOPY AND BRACKETS TO BE REMOVED AND STORED UPPER PLYWOOD WINDOW/ DOORS PLUGS TO INCORPORATE VENTILATION GRILLE Page 431 1 24032 SEE DRAWING NG SI CAMP 30 BOWMANVILLE TOWN OF CLARINGTON 40 Temperance Street Bowmanville, ON L1C 3A6 DESCRIPTIONDATE SCALE: REVIEWED BY:DRAWN BY: PROJECT NO.: DRAWING NO. NO. PROJECT: FOR: TITLE: Contractor must verify all dimensions and be responsible for same. Report any discrepancies to the Architect and await further instruction before commencing work. Do not scale drawings. All drawings are the property of Goldsmith Borgal & Co. Ltd. Architects and must be returned upon request. Drawings Goldsmith Borgal & Co. Ltd Architects, Toronto, Ontario, Canada. Reproduction in whole or in part is forbidden without written permission. This drawing is not to be used for construction purposes unless counter signed. by: date : 0'8'16'24'4'12' N BUILDING 5 WEST ELEVATION A5.4 4LEANING BRICK WALL CHIMNEY SHOWING VEGETATION GROWTH HEAVILY DAMAGED SOFFIT DETERIORATED MORTAR JOINTS OVERALL WEST ELEVATION DETERIORATED ROOF CAVING IN AND BIOLOGICAL GROWTH DETERIORATED ROOF SHOWING SOIL AND BIOLOGICAL GROWTH ISSUED FOR STABILIZATION AND SECURITY MEASURES20241025 UPPER PLYWOOD WINDOW/DOORS PLUGS TO INCORPORATE VENTILATION GRILLE MASONRY REPAIRS. ESTIMATED 35% DO LOCALIZED REPAIRS TO ALL THREE LEVELS OF EXISTING ROOF WOOD PLANKS WITH 3/4" PLYWOOD SHEATHING. ESTIMATED 40% OF ROOF. REMOVE EXISTING ROOF MEMBRANE AND ANY VEGETATION, ALL LEGACY MECH & PLUMBING PENETRATION THROUGH ROOF. PATCH FASCIA BOARD, REMOVE DETERIORATED FLASHING AND GUTTERS THROUGHOUT AND INSTALL NEW FLASHING, GUTTERS, AND RWL'S. INSTALL 5 YEAR TEMPORARY ROOF MEMBRANE ON ENTIRE ROOF Page 432 24032 SEE DRAWING NG SI CAMP 30 BOWMANVILLE TOWN OF CLARINGTON 40 Temperance Street Bowmanville, ON L1C 3A6 DESCRIPTIONDATE SCALE: REVIEWED BY:DRAWN BY: PROJECT NO.: DRAWING NO. NO. PROJECT: FOR: TITLE: Contractor must verify all dimensions and be responsible for same. Report any discrepancies to the Architect and await further instruction before commencing work. Do not scale drawings. All drawings are the property of Goldsmith Borgal & Co. Ltd. Architects and must be returned upon request. Drawings Goldsmith Borgal & Co. Ltd Architects, Toronto, Ontario, Canada. Reproduction in whole or in part is forbidden without written permission. This drawing is not to be used for construction purposes unless counter signed. by: date : 0'8'16'24'4'12' N BUILDING 5 SOUTH ELEVATION A5.5 ROOF STRUCTURE HEAVILY DETERIORATED AT EDGE. FASCIA AND SOFFIT SEVERELY DETERIORATED AND DAMAGED. NO GUTTERS OVERALL SOUTH ELEVATION DETERIORATED CHIMNEY SHOWN SIGNS BULGING AND VEGETATION GROWTH FROM THE FLUE ELEVATION SHOWING VANDALISM TRIPPLE HEIGHT ROOF FORM SHOWING ABSENCE OF GUTTERS DETERIORATED FLASHING AND ROOF 1 ISSUED FOR STABILIZATION AND SECURITY MEASURES20241025 UPPER PLYWODD WINDOW/DOOR PLUGS TO INCORPORATE VENTILATION GRILLES BULGING CHIMNEY TO BE DISMANTLED AND REBUILT PER STRUCTURAL ENGINEER PATCH FASCIA BOARDS AND REMOVE DETERIORATED FLASHING AND GUTTERS THROUGHOUT Page 433 23032 SEE DRAWING NG SI CAMP 30 BOWMANVILLE TOWN OF CLARINGTON 40 Temperance Street Bowmanville, ON L1C 3A6 DESCRIPTIONDATE SCALE: REVIEWED BY:DRAWN BY: PROJECT NO.: DRAWING NO. NO. PROJECT: FOR: TITLE: Contractor must verify all dimensions and be responsible for same. Report any discrepancies to the Architect and await further instruction before commencing work. Do not scale drawings. All drawings are the property of Goldsmith Borgal & Co. Ltd. Architects and must be returned upon request. Drawings Goldsmith Borgal & Co. Ltd Architects, Toronto, Ontario, Canada. Reproduction in whole or in part is forbidden without written permission. This drawing is not to be used for construction purposes unless counter signed. by: date : 0'8'16'24'4'12' N BUILDING 5 EAST ELEVATION A5.6 OVERALL EAST ELEVATION DETERIORATED ROOF AND BIOLOGICAL GROWTH DETERIORATED MORTAR JOINTS DETERIORATED CHIMNEY SHOWN SIGNS BULGING AND VEGETATION GROWTH FROM THE FLUE 1 ISSUED FOR STABILIZATION AND SECURITY MEASURES20241025 DO LOCALIZED REPAIRS TO ALL THREE LEVELS OF EXISTING ROOF WOOD PLANKS WITH 3/4" PLYWOOD SHEATHING. ESTIMATED 40% OF ROOF. REMOVE EXISTING ROOF MEMBRANE AND ANY VEGETATION, ALL LEGACY MECH & PLUMBING PENETRATION THROUGH ROOF. PATCH FASCIA BOARD, REMOVE DETERIORATED FLASHING AND GUTTERS THROUGHOUT AND INSTALL NEW FLASHING, GUTTERS, AND RWL'S. INSTALL 5 YEAR TEMPORARY ROOF MEMBRANE ON ENTIRE ROOF REMOVE ROOTS, TREE AND OTHER VEGETATION MASONRY REPOINTINGE REPAIRS. ESTIMATED 35% UPPER PLYWOOD WINDOW/DOOR PLUGS W/ VENTILATION UPPER PLYWOOD WINDOW/DOOR PLUGS W/ VENTILATION Page 434 Masonry Rebuild Masonry Repairs Soffit & Fascia patching Canopy Storage Window vents Window & Door Hoardings 9 2 brackets ≈65 ft²stair walls & doorway ≈250 ft²cracks, pointing etc. ≈555 ft²2 layers plywood plus strapping ≈70 linear ft Masonry Repairs Soffit & Fascia patching Window vents Window & Door Hoardings 6 ≈300 ft²cracks, pointing etc. ≈455 ft²2 layers plywood plus strapping 12x12s upper tiers only ≈45 linear ft 12x12s upper tiers only Canopy Storage 2 brackets Tyvec upper tier wall sheathing ≈450 ft² Tyvec upper tier wall sheathing ≈410 ft² Masonry Repairs Soffit & Fascia patching Window vents Window & Door Hoardings 5 ≈260 ft²cracks, pointing etc. ≈386 ft²2 layers plywood plus strapping ≈35 linear ft 12x12s upper tiers only Masonry Repairs Soffit & Fascia patching Window vents Window & Door Hoardings 4 ≈290 ft²cracks, pointing etc. ≈420 ft²2 layers plywood plus strapping ≈20 linear ft 12x12s upper tiers only Chimney dismantle to stable ht. Debri removal exterior Gutters & RWLs Roof Flashing (interior & exterior edges) Roofing 8200 ft² ≈1050 linear ft ≈700 linear ft & 60 ft RWL ≈5000 ft² ≈260 ft² Roof Sheathing 3280 ft² close remaining opening primarily lowest tier total area total area total perimeter total perimeter Tyvec upper tier wall sheathing ≈410 ft²Tyvec upper tier wall sheathing ≈450 ft² APPROXIMATE QUANTITIES, REFER TO ELEVATIONS AND ROOF PLAN Page 435 2 AS2 DN R 1 2 AS2 AS2 20241025 1 ISSUED FOR STRUCTURAL REPORT 23032 SEE DRAWING YU SI CAMP 30/ Cafeteria BOWMANVILLE CITY OF CLARINGTON 40 TEMPERANCE STREET BOWMANVILLE ON. L1C 3A6 DESCRIPTIONDATE SCALE: REVIEWED BY:DRAWN BY: PROJECT NO.: DRAWING NO. NO. PROJECT: FOR: TITLE: Contractor must verify all dimensions and be responsible for same. Report any discrepancies to the Architect and await further instruction before commencing work. Do not scale drawings. All drawings are the property of Goldsmith Borgal & Co. Ltd. Architects and must be returned upon request. Drawings Goldsmith Borgal & Co. Ltd Architects, Toronto, Ontario, Canada. Reproduction in whole or in part is forbidden without written permission. This drawing is not to be used for construction purposes unless counter signed. by: date : AS1 N 1 GROUND FLOOR: ASSUMED STRUCTURE PLAN 1/8"=1'-0"2 BASEMENT: ASSUMED STRUCTURE PLAN 1/8"=1'-0" 0'8'16'24'4'12' GENERAL NOTE: 1.STRUCTURAL INFORMATION WAS EXTRACTED FROM ORIGINAL DRAWING DATING BACK TO 1924 CAMP 30 BUILDING 5 CAFETERIA: ASSUMED STRUCTURE PLANS Page 436 20241025 1 ISSUED FOR STRUCTURAL REPORT 23032 SEE DRAWING YU SI CAMP 30/ Cafeteria BOWMANVILLE CITY OF CLARINGTON 40 TEMPERANCE STREET BOWMANVILLE ON. L1C 3A6 DESCRIPTIONDATE SCALE: REVIEWED BY:DRAWN BY: PROJECT NO.: DRAWING NO. NO. PROJECT: FOR: TITLE: Contractor must verify all dimensions and be responsible for same. Report any discrepancies to the Architect and await further instruction before commencing work. Do not scale drawings. All drawings are the property of Goldsmith Borgal & Co. Ltd. Architects and must be returned upon request. Drawings Goldsmith Borgal & Co. Ltd Architects, Toronto, Ontario, Canada. Reproduction in whole or in part is forbidden without written permission. This drawing is not to be used for construction purposes unless counter signed. by: date : AS20'8'16'24'4'12' 2 WEST-EAST SECTION: ASSUMED STRUCTURE 1/8"=1'-0" GENERAL NOTE: 1.STRUCTURAL INFORMATION WAS EXTRACTED FROM ORIGINAL DRAWING DATING BACK TO 1924 CAMP 30 BUILDING 5 CAFETERIA: ASSUMED STRUCTURE SECTIONS 1 NORTH-SOUTH SECTION: ASSUMED STRUCTURE 1/8"=1'-0" Page 437 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 APPENDIX II Maintenance Checklist Goldsmith Borgal & Company Ltd. Architects 48 Page 438 Maintenance List Building # 5 - Dining Hall Oct 25, 2024 Page 1 of 3 BUILDING ELEMENT DESCRIPTION (LOCATION, NUMBER) MATERIAL CONDITION STABILIZATION AND SECURITY RECOMMENDATION Roofing Clerestory: Flat (+/- 710 sq. ft.) Middle Tier Flat (+/- 1700 sq. ft.) Lower level: Flat (+/- 5600 sq. ft.) Cupola Flat (+/- 110 sq. ft.) Tar and gravel Tar and gravel Tar and gravel Tar and gravel Poor. Moderate moss growth. Fair. Moderate moss growth. Very poor. Large holes and tree growth. Poor. Moderate moss growth. Slope to exterior walls. Structural assessment by structural engineer Re-roofing required by structural engineer. Monitor quarterly. Gutters and Rainwater Leaders Upper, intermediate and lower levels RWLs missing (all levels) Pre-finished metal Very Poor. Drainage system has failed in the entire building. Gutters and downspouts are broken/ missing allowing water infiltration. Fascia is rotten at many places Install new downspouts and gutters throughout to lead water away from the building. Flashing Upper, intermediate and lower levels Pre-finished metal Very Poor. Flashing at interface w/ vertical walls (clerestory, etc.) is damaged or missing allowing water infiltration Install new flashing to entire building, including at chimney and any roof penetrations. Chimney One (North elevation) Brick (red) w/ pre-finished metal cap Very Poor: Most of the mortar joints are broken, missing and/ or defective. Some bricks are damaged beyond repair. Side is considerably bulged due to tree growing inside.It is a safety hazard.Graffiti and efflorescence are visible 5 year old pine tree growing Dismantle Chimney and Rebuild Re-Install cap flashing Seal openings on top. Doors South, East and West facades (two on each façade) North façade (two doors) Wood w/ muntin bars Steel (former kitchen) Wood frames and doors are poor. Glazing is missing (typical). Flaking paint. Hardware: only the hinges are in fair condition. Other hardware (panic bars, door closers, locks, etc.) condition is poor. Remove original wood doors and place in storage for protection. Exterior doors: Remove metal doors and install temporary closure system. Note: Interior doors to be kept open for air-flow. Windows All facades (31 units) Wood (Casement and double hung) 2 North windows (at Kitchen): Steel 2 North windows (at Kitchen): Glass block Wood windows: sashes are missing (basement, ground floor and clerestory) Steel windows: pane of glasses are missing or broken Glass blocks: 90% are broken Install temporary cover (typical). Install some louvers w/ insect screens in selected locations in each elevation to allow some ventilation (upper story windows). Other openings (chimney, vents, etc) Exhaust hood, vent pipes Galvanized metal or steel Servicable but unecessary Remove when replacing roof Page 439 Maintenance List Building # 5 - Dining Hall Oct 25, 2024 Page 2 of 3 BUILDING ELEMENT DESCRIPTION (LOCATION, NUMBER) MATERIAL CONDITION STABILIZATION AND SECURITY RECOMMENDATION Foundations All facades Brick w/ cement parging Condition was not assessed due to the existence of parging covering most of the foundation, although in places where parging has failed, seems to be in fair condition. No visible signs of dampness were observed No immediate work is necessary. Exterior materials All elevations Brick Assume Wood siding at clerestory level Graffiti on all facades (typical). Poor: Isolated mortar joints are missing or broken. Isolated bricks are broken. East elevation: localized cracks Efflorescence: basically linked to water infiltration from failed drainage system Cut out and repair missing and broken mortar joints. Replace damaged bricks with appropriate mortar. Install crack monitors to verify condition (active or dormant). After monitoring during at least for one year, new assessment is required. Graffiti and efflorescence can be addressed during rehabilitation Exterior porches/steps Two canopies at North elevation, each with stairs Stairs to basement at North elevation Wood canopies, concrete steps Canopies are in very poor condition. Fascias are missing. No roof membrane. Wood seem to be rotten. Brackets and in poor condition but can be repaired. Some brackets are missing. Stairs and steps: handrails are rusted at interface with concrete steps. Canopies: Remove both canopies to secure storage area for future rebuild. Steps and stairs: Record existing for future rebuild. Structural Systems Refer to structural stabilization report by structural engineer Entire building Steel columns and steel beams with wood joists Concrete slab (ground floor) Fair to poor: No visible signs of deflection were observed. Steel lintels over windows are rusted. Cover areas were stucco has failed and steel is exposed to minimize fire risk. Pests Birds Vandals Install insect screens in all areas of possible access (new louvers included). Prevent any animals/birds from entering by securing all openings (doors, windows, etc). Interior finishes All rooms Metal lath and cement stucco Wall tile (former kitchen) Very poor: flaking paint. Missed in several areas. Flooring is damaged Patch plaster with drywall on locations where fire rating of the structure is at risk. Site drainage Site All facades Window wells: concrete Poor: Window wells are blocked with stones and debris Remove stone and debris from window wells. Monitor exterior for vegetative growth nearby. Page 440 Maintenance List Building # 5 - Dining Hall Oct 25, 2024 Page 3 of 3 BUILDING ELEMENT DESCRIPTION (LOCATION, NUMBER) MATERIAL CONDITION STABILIZATION AND SECURITY RECOMMENDATION Monitor perimeter existing chain-link fence and install barb wire at top of fence. Other (specify) Debris inside and outside Asbestos Remove all interior and exterior debris (which poses fire and security hazards). Review Hazardous Material Assessment. Install hazard placards. Page 441 Camp 30/Bowmanville Boys School - Stabilization & Security Measures October 2024 APPENDIX III Representational 3D views by GBCA Goldsmith Borgal & Company Ltd. Architects 49 Page 442 +/- 26 2 1 3 +/- 2987 0 +/- 7264+/- 7564+/- 25883 +/- 3353+/- 1981+/- 1930+/- 29235 PROJECT NO.:SCALE: DRAWN BY: REVIEWED BY: FOR: TITLE:PLOT DATE:GENERAL NOTES Contractor must verify all dimensions and be responsible for same. Report any discrepancies to the Architect and await further instruction before commencing work. Do not scale drawings. All drawings are the property of Goldsmith Borgal & Co. Ltd. Architects and must be returned upon request. Drawings Goldsmith Borgal & Co. Ltd Architects, Toronto, Ontario, Canada. Reproduction in whole or in part is forbidden without written permission. This drawing is not to be used for construction purposes unless counter signed. By: Date : PROJECT NORTH: PROJECT: 40 TEMPERANCE STREET BOWMANVILLE ON. L1C 3A6 DRAWING NO. BOWMANVILLE ON. L1C 3A6 CAMP 30 BUILDING 5 CAFETERIA 3D VIEWS 2024-10-16 3:44:52 PMHS2 23032 YU SI CITY OF CLARINGTON CAMP 30/ Cafeteria Cafeteria 3D North View1 Cafeteria 3D South View23D South-North Section3 3D West-East Section4 DATE NO. DESCRIPTION 20241025 1 ISSUED FOR rREPORT. Page 443 MUNICIPALITY OF CLARINGTON COUNCIL MEETING RESOLUTION # DATE: October 28, 2024 MOVED BY Councillor SECONDED BY Councillor The following Resolution #GG-143-24 was referred from the September 16, 2024, Special General Government Committee meeting: 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; and 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 . Page 444