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Report To: General Government Committee
Date of Meeting: September 8, 2025 Report Number: CAO-015-25
Authored By: Justin MacLean, Director - Strategic Initiatives
Submitted By: Mary-Anne Dempster, Chief Administrative Officer
By-law Number: Resolution Number:
File Number:
Report Subject: Parks, Recreation and Culture Master Plan Five-Year Action Plan
Recommendations:
1.That Report CAO-015-25, and any related delegations or communication items, be
received;
2.That Council endorse the five-year action plan for short-term recommendations in the
Parks, Recreation and Culture Master Plan;
3.That Council direct staff to bring forward capital and operating budget requests through
the annual budget process to implement the five-year action plan outlined in this report;
4.That Council direct staff to identify staffing and equipment requirements along with
requests for capital funds for design and construction of new parks and facilities to
ensure Council has the full financial impact before approval is granted;
5.That Council direct staff to report back annually on implementation progress, and
6.That all interested parties listed in Report CAO-015-25, be advised of Council’s
decision.
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Report Overview
This action plan presents a structured approach to addressing the recommendations set out
in Clarington’s first Parks, Recreation and Culture Master Plan. The report focuses on short -
term recommendations for the period 2024 to 2028 and outlines achievable outco mes during
that time.
The recommendations cover a broad cross-section of critical areas such as policy
considerations, land acquisition, amenity development (net -new and repair/replace), cultural
initiatives and overall best practice.
The report further underscores the advancements made thus far, noting that multiple
recommendations have already been addressed or are currently underway.
Overall, the implementation plan has been designed to ensure the municipality remains
financially stable while making significant progress in enhancing community amenities and
laying the groundwork for future developments.
1. Background
1.1 At the Council meeting held on Monday, October 28, 2024, Council passed Resolution #
C-124-24.
“That Report CAO-007-24, and any related delegations or communication items, be
received;
That the Parks, Recreation and Culture Master Plan, attached to Report CAO-007-24,
as Attachment 1, be endorsed;
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;
That Council recognize and consider feedback received as part of the community
survey related to special projects and prioritizing future investment;
That the CAO, on behalf of Council, explore opportunities that may present itself to
meet the cultural needs of the community for a large field suitable for Ribfest, concerts,
and cultural events; and
That all interested parties listed in Report CAO-007-24, and any delegations be advised
of Council’s decision.”
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1.2 The Parks, Recreation and Culture Master Plan (PRCMP) included an implementation
strategy that provides guidance on community priorities and sets a general course of
action to meet the needs identified within the plan. The recommendations proposed are
staggered, recognizing the need for a phased implementation. The timing of initiatives in
the PRCMP is organized into three categories:
Short-term (2024 to 2028)
Medium-term (2029 to 2033)
Long-term (2034 to 2036)
Progress to Date
1.3 Council and staff are committed to enhancing the quality of life for residents today and
for future generations who will call Clarington home. Significant progress has already
been made to advance projects related to parkland/greenspace, recreational amenities
and cultural activities and events, building on commitments made through the 2024-27
Clarington Strategic Plan. They include:
1.4 Approved the Bowmanville Park Master Plan, with trail development to begin this
fall. Recommendation 66.
1.5 Approved the South Bowmanville Recreation Centre. Project construction begun in April
2025 – it will address:
Recommendation 21 (constructing an indoor aquatic centre)
Recommendation 24 (fitness studio space)
Recommendation 26 (convert the indoor turf to a double gymnasium)
Recommendation 28 (provide multi-purpose spaces in new or redeveloped
community centres)
Recommendation 34 (development of a full size indoor artificial turf field)
1.6 Approved three outdoor refrigerated skating rinks in Courtice (competed and opened),
Newcastle (opening December 2025) and Bowmanville (opening December 2026).
These were noted as a priority, with three being sufficient to meet current and future
needs. For reference, Municipalities with a smaller geographic span target at 1 per
100,000 residents, however, to provide this opportunity to our community 3 were
approved to provide greater reach across the Municipality.
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1.7 Opened the Newcastle Community Park at the Diane Hamre Recreation Complex, with
new tennis and pickleball courts, a tournament-grade baseball diamond, skate park and
walking paths.
1.8 Launched new outdoor amenities at the South Courtice Arena, including Clarington's
first outdoor accessible fitness area, two lit tennis courts, a multi-skill court including
basketball and ball hockey, and walking paths to the outdoor dog park.
1.9 Completed the construction of Middle Park, which includes a softball diamond, splash
pad, playground, shade structure, and walking paths. Recommendations 46a (splash
pad), 37 (baseball), 57 (playground).
1.10 Opened the Bruce Cameron Park, including a playground, shade structure, and walking
paths.
1.11 Opened the Brookhill Parkette, including a playground, shade structure, and walking
paths. Recommendations 15f, 57 (playground).
1.12 Completed the reconstruction of 9 playgrounds from 2023 to 2024, including enlarged
play pods, new playground equipment, benches, waste receptacles and reconstructed
park pathways. Recommendations 12, 13, 15d.
1.13 Rose Parkette completed in 2025. The PRCMP evaluated the Municipality’s existing
park hierarchy classification and recommends that parkettes remain in the hierarchy
and be required wherever it is deemed necessary to augment or provide a good
distribution of parks. Rose Parkette development aligns with the plan’s recommendation
to enhance distribution, covering an 800-metre service area and ensuring residents are
within walking distance of a park. The park is 1ha in size. Recommendations
12,13,15d,15f and 57.
1.14 Realty team is actively pursuing an acquisition opportunity for a large parcel of parkland.
The intent would be to provide space that has the potential to accommodate an outdoor
event space, sanctioned toboggan hill and multiple sports fields address ing many
recommendations in the PCRMP. Recommendations 9, 38 and 66.
1.15 Completed the design and tender for the reconstruction of four playgrounds and one
splashpad in 2025, including enlarged play pods, new playground and splashpad
equipment, benches and waste receptacles, refurbishing shade structures and
reconstructing park pathways. Recommendations 12, 13, 15d.
1.16 Initiated the design for the reconstruction of the Avondale Park and Westside Park
splashpads, expected to be complete in 2026. Recommendations 12, 13.
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1.17 Completed the replacement of the baseball lighting system at Orono Park.
Recommendation 37b.
1.18 Tendered for the reconstruction of the Solina Park Tennis Courts. Construction 2025.
Recommendations 39(d), 40.
1.19 CLMA has undertaken a cultural mapping exercise. Recommendation 61.
1.20 Undertook 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. Recommendation 62.
1.21 Bowmanville Library renovation to address space and design considerations, part of a
recently issued RFP. Recommendation 68.
1.22 Book Locker is operational in Hampton (Darlington Sports Complex). Another is
scheduled for South Bowmanville. And CLMA is assessing location for a third.
Recommendation 69.
1.23 Staff are working collaboratively to build a framework with other partners to assist in
building meaningful relationships and engagement opportunities. Recommendation 78.
1.24 Staff are working to assemble quotes to help build a sponsorship plan.
Recommendation 95.
Proposed PRCMP Five-year Action Plan
1.25 The PRCMP provided a total of 113 recommendations, divided into short, medium and
long-term categories.
1.26 Sections 2 through 7 of this report outline the recommendations that staff will action in
the short term (2024 to 2028). Of note, section headings and exact wording within
recommendations have been modified for ease of interpretation and overall readability.
The full listing from Monteith Brown’s report can be found in Attachment 1 for reference.
1.27 This action plan considers both resource and financial availability to ensure the
municipality remains fiscally stable.
2. Parks Plan
Official Plan and Policy Considerations
2.1 Staff propose to address the following policy-related recommendations outlined in the
PRCMP through the update of the Official Plan, including:
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Recommendation 1: Incorporate a new park hierarchy as part of the Municipality’s
Official Plan Review to ensure alignment with modern expectations and best
practices in different park types, particularly in emerging intensification areas.
Recommendation 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.
Recommendation 3a: Identify 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.
Recommendation 3b: Update the alternative rate in Section 23.10.3(a), (c) and (e)
to one hectare of parkland per 600 dwelling units.
Recommendation 3c: 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.
Recommendation 3d: 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.
Recommendation 3e: Identify the dedication of land 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.
Recommendation 3f: Identify parkland payment-in-lieu rates are frozen as of the
date a zoning by-law or site plan application is filed and effective for two years after
approval.
Recommendation 3g: Identify the Municipality spend/allocate at least 60% of
money collected from payment-in-lieu of parkland annually.
Recommendation 3h: 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.
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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.
Recommendation 3i: Establish location and development guidelines to constitute
acceptable parkland dedication from developers.
Recommendation 3j: Monitor Provincial announcements regarding new or
updated legislation relevant to parkland and evaluate the impact on parkland
dedication practices.
Recommendation 4: Update the Municipality’s Parkland and Open Space
Dedication By-law to ensure that it aligns with the amended Planning Act.
Recommendation 5a-c: Through the Official Plan Review, update the
Municipality’s parkland service target to 2.0 hectares per 1,000 residents.
o 1.1 hectares per 1,000 residents for municipal-wide and community parks.
o 0.75 per 1,000 residents for neighbourhood parks.
o 0.15 hectares per 1,000 residents for parkettes and urban square.
Parkland Acquisition
2.2 Staff continue to navigate ongoing legislative changes and other external factors, in an
effort to meet short-term recommendations regarding parkland service targets. The
successful progression of these recommendations is largely contingent on the
Municipality receiving development applications within approved and planned
secondary plan areas.
2.3 Recommendation 6: Acquire 105.3 hectares of parkland to achieve the recommended
parkland service target. Notably, action will be taken against this in the short-term, but
the full target will be planned to be addressed over the entire duration, out to 2036.
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2.4 The following Parks are approved and in progress:
Bowmanville Municipal Park (former Zoo lands) - phase one. The design and
construction of 500m of trails commenced in 2025 and are projected to open to the
public in Q2 2026. The trails will improve linkages and connect residents to existing
parks and recreational trails. Structural and heritage assessments of the existing
bridge structure are underway.
Timber Trails Subdivision Neighbourhood Park, 1.12ha, will be funded and
constructed by the developer. This park has pre-PRCMP approval agreements
prescribing the required amenities and financial responsibilities.
Smooth Run Subdivision Neighbourhood Park, 2.02ha, will be funded and
constructed by the developer. This park has pre-PRCMP approval agreements
prescribing the required amenities and financial responsibilities.
South Bowmanville Recreation Centre Community Park. This park is planned to
include a universally accessible playground with rubberized safety surface, splash
pad, shade structure, walkways, and supporting comfort amenities, a first of its kind
in Clarington. Data gathered during the background review phase of the PRCMP
suggest there could be as much as 22% of residents that would benefit from a
universally accessible park. Additionally, during the community engagement phase,
playgrounds and splashpads ranked 7th and 11th out of 41 categories for support for
additional investment. The development of this park is prioritized as it aligns with
Public Services’ established workplan for the construction of the SBRC project.
Foster Creek Neighbourhood Park, 1.35ha. Land for Foster Creek
Neighbourhood Park was received by the Municipality prior to the approval of the
PRCMP. The developer has installed walkways, planted trees, and seeded the park
in accordance with development agreements. Staff are working on the detailed
design of the park. The neighbourhood park is planned to include a playground,
shade structure, multi-skill court, and supporting comfort amenities.
Newcastle Waterfront Neighbourhood Park, 1.25ha. The neighbourhood park is
planned to include a playground, shade structure, walkways, and connections to the
waterfront trail.
2.5 Outside of the parks approved and in progress, staff are actively working to maximize
parkland opportunities, notably through Secondary Plans – addressing the following:
Recommendation 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
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encouraged; efforts to acquire a Community Park in the Soper Hills Secondary Plan
Area continues to be supported.
Recommendation 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, land
swaps/exchanges, partnerships, reallocation of surplus land, etc. Accepting a
combination of land and cash-in-lieu of parkland is also encouraged.
2.6 Given the prioritization of parkland, staff have worked to accelerate the following
recommendation:
Recommendation 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.
2.7 The following provides a current status of Clarington’s approach to meeting the 105.3ha
target:
79.22ha (estimated parkland in secondary plans – draft and recently approved – that
would be obtained through development approvals)
The remaining gap will depend on the final sizing of any acquisition against the 30ha
recommendation. Once a property is secured a more precise estimate of the gap or
exceedance will be provided.
Enhancing and Leveraging our Assets
2.8 Park enhancements are crucial for fostering vibrant and inclusive communities. By
focusing on safety, comfort amenities, and environmental sustainability, these
improvements aim to create inviting and welcoming spaces for all residents :
Recommendation 10: Parks Renewal Strategy to help guide investment in our
existing assets.
Recommendations 11 and 12: Include climate change and accessibility
considerations, to create sustainable and inclusive park designs for all age groups
and abilities.
Recommendation 13: Develop and renew parks with focus on safety, providing
comfort amenities, and other features to create inviting and welcoming spaces.
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Recommendation 14: Collaborate with conservation authorities, 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. Evaluate opportunities to construct natural
playgrounds in strategic locations.
Recommendation 15: Use the conceptual network in the PCRMP to guide future
development of recreational trail networks in Clarington through connecting existing
trail systems, both publicly and privately owned where feasible.
Recommendation 16: Update Clarington’s Waterfront strategy with the input
received and guidance provided in the PRCMP. This is underway and expected to
be before Council by the end of 2025 or early 2026.
Recommendation 40: Applying acrylic coatings during tennis court reconstruction.
Recommendation 45: Enlarging basketball courts where space permits.
Recommendation 56: Install outdoor fitness equipment at four parks to strengthen
geographic distribution.
Recommendation 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.
Recommendation 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.
3. Facilities Plan
3.1 The Facilities Plan is vital for ensuring that community facilities meet the evolving
needs of residents. By focusing on enhancements and maintenance, the plan aims to
create welcoming, safe, and accessible spaces that foster community engagement and
long-term operational success.
Net-new Development
3.2 As the Municipality grows, so too must the offerings and amenities. T he PRCMP
identifies several net-new amenities to be prioritized in the short-term. The following are
planned to be addressed through improvements of existing facilities or as land
becomes available through development approvals:
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Recommendation 35 (a,b,d): Optimize/improve existing rectangular fields to
maximize use and increase playing capacity.
Recommendation 37 (a, b): Construct up to 17 unlit equivalent ball diamonds
(equivalent to 11 lit ball diamonds) by 2036, by investigating suitable locations to
add lighting and prioritize filed enhancements of existing ball diamonds to increase
playing capacity.
Recommendation 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.
Recommendation 39: Construct 17 new tennis courts by 2036.
Recommendation 42: Develop multi-use courts for activities such as basketball
and ball hockey in the following areas:
o 1 court at Foster Creek Neighbourhood Park
o 1 court at North Newcastle Neighbourhood Park 2
o 1 court at Brookhill Parkette (TonnolDunbury)
Recommendation 46: Construct 14 new splash pads by 2036. Within the five-year
plan construct the following:
o 1 at South Bowmanville Recreation Centre
o 1 at Brookhill Neighbourhood Park 1
o 1 Southwest Courtice Neighbourhood Park
o 1 Port Darlington Neighbourhood Park
o 1 at North Newcastle Neighbourhood Park
Recommendation 51: A new dog park in North Bowmanville with consideration
given to site criteria identified in the Master Plan. This will advance as land is
acquired through the secondary plan process.
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4. Studies, Assessments and Best Practices
4.1 This section sets out the key studies, assessments, and best practices that will
underpin the advancement of the PRCMP. Focus areas include enhancing community
partnerships, optimizing space utilization, and increasing access to programs and
services. By implementing these best practices, the delivery of offerings will be
strengthened, helping ensure that the community's diverse needs are met effectively.
Recommendation 18: Continue engaging with independent Arena Boards in
Newcastle and Orono to maximize ice use to the benefit of Clarington area
organizations.
Recommendation 19: Engage the City of Oshawa and adjacent communities to
negotiate access to arena time for local organizations to alleviate short -term
demand for additional ice time.
Recommendation 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 for other uses.
Recommendation 24: Include fitness studio space or multi-purpose space to
support group fitness activities designed with the appropriate amenities in new and
redeveloped community centres. The new South Bowmanville Recreation Complex
has included this programming space.
Recommendation 27: Continue to work with school boards to maintain and
enhance access to school gymnasiums.
Recommendation 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.
Recommendation 29: Continue to work with rural community hall partners,
expanding recreation and leisure opportunities to ensure long-term operational
success.
Recommendation 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.
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Recommendation 31: Provide 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 provides, including the future South
Bowmanville Recreation Centre, potentially through satellite outreach programs in
partnership with community organizations.
Recommendation 32: Design indoor community facilities and outdoor parks with
an age-friendly lens to create welcoming, attractive, safe, and acce ssible spaces for
all residents, including youth and older adults. Consultation with youth and older
adult residents is encourages to guide design processes.
Recommendation 33: Work with Clarington Squash Club to maintain interest in the
sport.
Recommendation 36b: Explore partnerships to meet field needs, such as working
with school boards and OPG, as well as the private sector.
Recommendation 55: Work with others to create/encourage the development of
community gardens and private amenity spaces within intensification areas.
Recommendation 57: Provide playgrounds within 800-metres of residential areas
without crossing major barriers such as arterial roads, railways, and waterbodies.
Recommendation 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.
Recommendation 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.
Recommendation 70: Monitor the effect on space utilization resulting from the
implementation of the Space Use Policy.
Recommendation 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.
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Recommendation 91: Continue to complete Barrier Removal Accessibility Audits
of all Municipal buildings and make strategic investments, through the capital
budget, to improve access.
Clarington Library, Museum and Archives
4.2 Clarington Library, Museum and Archives (CLMA) will be responsible for leading
several initiatives within this phase of the PRCMP, and acting in a supporting role on
others. Progress to date has been identified in the corresponding section above. For
clarity, the actions to be led by CLMA include:
Recommendation 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.
Recommendation 68: Lead space and design considerations for accessible,
modern, and flexible library spaces that meet evolving needs and support all users.
Recommendation 69: Enhance access to library resources in Clarington's rural
areas by introducing a bookmobile service, installing two library lockers, and
considering book vending machines
5. Culture Plan
5.1 A coordinated and strategic approach to fostering and cultivating culture across
Clarington is a critical part of short-term implementation efforts. Steps include:
Recommendation 63: Undertake a feasibility study to update the Visual Arts
Centre.
Recommendation 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.
Recommendation 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.
Recommendation 76: Engage key groups like the Indigenous community and
Aboriginal Sports Council to advance reconciliation through various services and
inform related strategies.
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6. Delivering Services Plan
6.1 Service delivery and operational impacts focus on ensuring that the expan sion of public
amenities is matched by careful planning and resource allocation. This includes
analyzing operational and maintenance costs, determining appropriate staffing levels,
and investing in necessary equipment. The approach emphasizes efficiency,
accountability, and continuous improvement to support the evolving needs of the
community. These generally involve bolstering and increasing community and private
partnerships, negotiating reciprocal use agreements to offset space requirements and
monitoring, identifying and promoting underutilized assets. Staff are currently engaged
in assessing current practices in place and increasing the use of these best practices to
strengthen the delivery of recreation, leisure and culture programming.
6.2 Municipal staff across various departments will have the responsibility of helping to
support the delivery of the plan, including the Clarington Library, Museum, and
Archives (CLMA), which will be a critical partner.
Recommendation 79: Provide Municipal and CLMA staff with appropriate supports
to deliver exceptional services to function as a high-performing organization –
inclusive of appropriate staffing levels.
Recommendation 80: Municipality and CLMA should collaborate with community
partners to enhance STEM, outdoor, and creative programs for all ages, addressing
current gaps and future needs.
Recommendation 82: Municipality and CLMA should expand in-person and virtual
programs to reach a wider audience, partnering with community and other program
providers to share resources and space.
Recommendation 85: Regularly review and assess partnerships to share
resources, deliver joint programs, and minimize service duplication for improved
efficiency.
Recommendation 86: Work with community stakeholder groups and partners to
enhance volunteer recruitment and retention strategies.
Recommendation 88: Work with secondary schools to offer courses to support
staffing efforts (including aquatic leadership).
Recommendation 93: Regularly review CLMA collections, resources, and services
to ensure that they reflect the needs and interests of a diversifying community.
Recommendation 94: Increase allowance under the Access Policy for residents
experiencing low income as fees for services rise.
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Recommendation 97: Continue to work with community partners to provide social
services and resources for at risk and marginalized populations.
Recommendation 98: Continue to promote and raise awareness of the
Municipality’s Community Services Division and CLMA programs using various print
and digital tactics. Encourage cross-promotion and collaboration.
7. Implementation Strategy
7.1 By regularly tracking progress, evaluating outcomes, and making necessary
adjustments, we can ensure that the goals and objectives of the plan are met
effectively. This process helps maintain accountability, transparency, and
responsiveness to the evolving needs of the community.
Recommendation 30: Monitor program pre needs as population increases in
intensification areas with consideration given to partnership opportunities with the
development industry.
Recommendation 99: Regularly monitor the implementation of the PRCMP.
Recommendation 100: Preparing annual reports to recognize achievements.
Recommendation 101: Undertake a five-year update to the Master Plan.
Recommendation 102: Partnership opportunities with community organizations,
private sector, school boards, community groups.
Recommendation 103: Use the Financial Assessment Report prepared in support
of this Master Plan to inform the Municipality’s budget process, Developm ent
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, sponsorships, surcharges and user fees, capital
reserve contributions, leasing space from others, and other strategies to provide the
best value to residents.
Recommendation 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.
Recommendation 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.
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Recommendation 106: Articulate the levels of service for each discipline to
identify public expectations and the resources and efficiencies needed to achieve
them.
Recommendation 107: Identify the current costs of providing programs and
services, as well as the recommended cost recovery levels in setting a fair Pricing
Policy.
Recommendation 108: Identify service delivery targets in each discipline and
report to the community for public information.
Recommendation 109: Discuss and address the intersections between each
department referenced in the Parks, Recreation and Culture Master Plan (training,
opportunities for streamlining, etc.).
Recommendation 110: Refine and approve the draft Organizational Design
Principles provided in the Parks, Recreation, and Culture Master Plan so that they
can be used consistently in future staffing opportunities throughout the
Corporation.
Recommendation 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.
Recommendation 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.
Recommendation 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).
Implementation Plan Adjustments
7.2 After Staff's review, which balanced implementation feasibility, financial constraints and
strategic direction – the following adjustments are proposed.
7.3 Three recommendations be pulled forward from the medium term (2029 -2033) to the
short term:
Recommendation 65: Undertake a feasibility study to confirm the need for indoor
performing arts venue.
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Recommendation 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.
Recommendation 101: Undertake a five-year update to the Master Plan (2029).
7.4 Six recommendations be pushed out from the short term to the medium term:
Recommendation 36 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.
Recommendation 41: Construct 12 of the 20 dedicated pickleball courts required
by 2036 to address service gaps and population growth, particularly in emerging
Secondary Plan Areas where they can feasibly be accommodated.
Recommendation 49: Investigate opportunities to enhance skate park at Garnet
B. Richard Recreation Complex to improve the user experience.
Recommendation 50a: Construct six skate zones with introductory-level features
at existing or future parks, potentially co-located with basketball (Bowmanville).
Recommendation 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.
Recommendation 89: Work with community partners to promote Canada’s
movement Guidelines for all age groups.
8. Financial Considerations
Capital and Operating Costing – Park Enhancements and Renewal
8.1 The park enhancement projects identified over the short-term represent repair and
replacement of existing facilities. The park enhancement projects have been forecasted
for inclusion in the 2025 to 2028 future capital budget. No additional operating costs are
anticipated as these are repair and replacement projects.
Capital and Operating Costing – Net-new Park Development and Studies/Assessments
8.2 The estimated capital costs associated with the new park development projects are
provided in Table 4 below. This will include 5.84 hectares of parkland, 500 meters of
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trail, 2 soccer fields, 7 playgrounds, 4 splash pads, 7 shade structures, and 1 cricket
pitch. The operating costs associated with the new amenities include general
maintenance contracts, equipment, and utilities. The staffing costs include 2 FTEs and 2
summer students. The table does not include any projects from 2025 that already have
approved funding. These estimates will be verified during the design phase of each
Park.
8.3
.
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2026 (partial year) 2027 (full year) *
Revenue
Rental Revenue $240,500 $750,300
Programming Revenue $167,200 $601,900
Aquatic Revenue 0 $748,100
Total Revenue $407,700 $2,100,300
Expenses
Full Time Labour $443,379 $1,481,528
Part Time Labour $280,050 $1,257,080
Operating Expenses $258,500 $963,750
Total Expenses $981,936 $3,702,358
Total Net Operating Cost $574,236 $1,595,818
Less BIS Net Operating Costs $260,210 0
Net Impact (Tax Levy) $314,026 $1,281,792
Table 2: Estimated Operating Costs of SBRC 2026-2028
*Detail of the 2027 operating impact will be included in the 2027 budget update put forward to
Council.
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8.6 Although the capital costs associated with new parks and recreation infrastructure are
eligible for development charge financing, the ability to fund projects from development
charges is subject to available cash flow.
8.7 The DC revenue forecast assumes that the current slowdown in DC revenue will
continue through 2025 and 2026 because of the economic uncertainty stemming from
interest rates and tariff threats. The forecast assumes that revenue will begin to
transition towards a more normalized pattern beginning in 2027. Changes from Bill 17,
including delayed DC payments, new exemptions, and possibly no interest on deferred
payments, will have a significant impact.
8.8 The SBRC park has been included in the 2027 cash flow projections to align with the
construction of the aquatic centre. The project was identified as a top priority for the
Municipality. However, based on the revenue forecast, sufficient cash flow to finance
the park from the Parks and Recreation DC reserve fund may not be available. An
offsetting inter-fund transfer may be required from other sources. There is the option of
borrowing funds from another DC reserve fund; however, the funds would be paid back,
with interest, over time. Given the current trend of DC collection, this may take an
extended period and push off other planned developments.
8.9 Given the unpredictably of DC revenue generation, staff have prioritized the list of short-
term projects and are recommending that projects be prioritized according to the
following schedule, should DC funding become available. DC revenue will be assessed
during the annual budget process and projects would be pulled forward at such time.
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Table 3: New Park Development Priority Project List
8.10 Alternatively, if DC funds do not become available over the short to medium term,
Council may decide to advance projects through the use of other reserve funds.
However, the majority of alternative reserve funds are tax levy supported and, if no
additional transfers are approved, any funds used on growth related projects would
delay the repair and replacement of existing infrastructure.
8.11 Additionally, staff will continue to pursue grant opportunities as a means of advancing
projects without the use of alternative reserve funds. Advancing design work on certain
projects is beneficial as this would create a pool of shovel-ready projects that could
advance if grant funding became available.
9. Strategic Plan
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.
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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.
10. Climate Change
Many of the Recommendations and associated actions will have the opportunity through
design and implementation to support climate change goals and objectives.
11. Concurrence
This report has been reviewed by the Deputy CAO Finance and Technology, Deputy
CAO Planning and Infrastructure and the Deputy CAO of Public Services who concur
with the recommendations.
12. Conclusion
It is respectfully recommended that the Staff recommendations be approved.
Staff Contact: Justin MacLean, Director Strategic Initiatives, jmaclean@clarington.net.
Attachments:
Attachment 1 – Parks Plan Recommendations
Interested Parties:
List of Interested Parties available from Department.
Municipality of Clarington Parks, Recreation and Culture Master PlanParks Plan RecommendationsRecommendationTimingResource ImplicationsShortMediumLong1. Guided by this Master Plan, incorporate a new park hierarchy as part of theMunicipality’s Official Plan Review to ensure that it reflects parks that exist or areplanned in Clarington, as well as to align with modern expectations and bestpractices in different park types, particularly in emerging intensification areas.The Municipality should review and reclassify its park supply to align with thenew hierarchy system.Staff time2. Use the recommended park facilities and amenities framework contained in thisMaster Plan as the basis for developing a detailed design manual to establishstandards for facilities and amenities for each park type according to therecommended park hierarchy. As a best practice, the development of indoorcommunity and recreation facilities on parkland should be minimized to ensurethat sufficient space is available to meet needs for outdoor recreation andcultural facilities and amenities.Staff time3. As part of the Municipality’s Official Plan Review, the following actions arerecommended 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 affordableunits, and additional residential units (as defined in the Planning Act) areexempt from parkland dedication and developments with affordable andattainable residential units are subject to reduced parkland dedicationamounts as identified by the Planning Act.b. Update the alternative rate in Section 23.10.3(a), (c) and (e) to one hectare ofparkland per 600 dwelling units.c. For the alternative rate, reflect that the amount of parkland conveyed orrequired as a payment-in-lieu of parkland shall not exceed 10% of land orStaff time
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLongvalue 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 parklanddedication 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 ofparkland should be maximized to achieve the recommended parkland servicelevel and accommodate the outdoor recreation facility needs as identified bythis Master Plan.f. Identify that parkland payment-in-lieu rates are frozen as of the date that azoning by-law or site plan application is filed. The freeze is effective for twoyears after approval.g. Identify that the Municipality spend or allocate at least 60% of moneycollected from payment-in-lieu of parkland dedication annually (based on theopening balance of the parkland reserve fund).h. Develop policies guiding the acceptance of encumbered lands such asprivately owned public space (POPS) and strata parks based on the guidanceand best practices provided by this Master Plan, including Appendix A.Appropriate legal agreements must be established to address park designand construction standards, public access, maintenance, etc. These policiesshould only be developed if changes to the Planning Act come into effect thatobligate municipalities to accept encumbered lands as part of parklanddedication.i. Establish location and development guidelines describing what constitutesacceptable parkland dedication from developers. These guidelines shouldconsider restrictions for encumbered lands such as hazard lands, steepslopes and unstable lands, environmentally protected lands, rights-of-waysand easements, contaminated lands, etc.
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLongj. Monitor Provincial announcements regarding new or updated legislationrelevant to parkland and evaluate the impact on parkland dedication practicesin Clarington. Updates associated with the implementation of Bill 23 or tounderstand regulations/criteria guiding parkland conveyance as it relates toencumbered parkland, strata parks, and POPS or other matters, and evaluateits impact on the Municipality’s Official Plan Review and Parkland DedicationBy-law.4. Update the Municipality’s Parkland and Open Space Dedication By-law toensure that it aligns with the amended Planning Act. Refer to Recommendation#3 for applicable changes as part of the update process.Staff time5. Through the Official Plan Review, update the Municipality’s parkland servicetarget to 2.0 hectares per 1,000 residents, including:a. 1.1 hectares per 1,000 residents for Municipal Wide Parks and CommunityParks.b. 0.75 hectares per 1,000 residents for Neighbourhood Parks.c. 0.15 hectares per 1,000 residents of Parkettes, and Urban Squares andParks.Staff time6. Acquire 105.3 hectares of parkland to achieve the recommended parklandservice target including:a. 52.6 hectares of Municipal Wide Parks and Community Parksb. 48.7 hectares of Neighbourhood Parksc. 4.0 hectares of Parkettes, and Urban Squares and Parks.Staff timeBest Practice7. Maximize parkland dedication opportunities, particularly in Secondary PlanAreas with an emphasis on acquiring Neighbourhood Parks of sufficient size;working with landowners to prepare a Master Parks Agreement is encouraged;Staff timeBest Practice
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLongefforts 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 Parksor 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 timeBest Practice9. Initiate a site selection process to identify and purchase a minimum of 30hectares of land to create a sports complex to assist the Municipality inaddressing longer-term sports field demand that cannot be accommodated inexisting 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 time10.Prepare a Park Renewal Strategy to identify opportunities to: renew parks toreplace aging components (e.g., like for like), redevelop to replace and/orrepurpose amenities ensure they serve evolving community needs, and plan forpark enhancements to add new amenities. Candidate parks should consider theage and condition of the park and components, changing demographics,opportunities to minimize service duplication, proximity to intensification areasserving MTSAs, opportunities to be repurposed under-utilized facilities toaddress other in-demand outdoor recreation opportunities, and other variables.Park renewal should be supported by community consultation.Staff time and/or cost for further study11.Work with the Clarington Diversity Advisory Committee, Clarington AccessibilityAdvisory Committee, and other relevant groups to actively identify andimplement inclusive park design for all age groups and abilities, includingdevelopment of an Accessible Playground Distribution Strategy as outlined inthis Master Plan.Staff timeBest Practice
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLong12.Design new and redeveloped parks (and facilities) with a climate change lenswith regard for guiding frameworks such as the Clarington Corporate ClimateAction Plan to achieve the Municipality’s goal of reducing greenhouse gasemissions by 35% by 2030 and net-zero emissions by 2050.Staff timeBest Practice13.Develop and renew parks with a focus on safety, incorporating Crime PreventionThrough Environmental Design principles, enhancing naturalization efforts andincluding comfort amenities like shade, seating, signage, and other features tocreate inviting and welcoming spaces.Staff timeBest Practice14.Collaborate with regional conservation authorities (e.g., CLOCA and GRCA),community groups, and other corporate departments to develop and implementstrategies that enhance and promote environmental sustainability initiatives andnaturalization in Clarington's parks and open spaces.Staff timeBest Practice15.Use the conceptual network in this Master Plan to guide the future developmentof recreational trails in Clarington. Key strategies to strengthen the trail networkand 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 andbetween settlement areas, and to the rural area, including north-southconnections between the Waterfront Trail, Greenbelt Trail, Oak RidgesMoraine Trail, and Bowmanville Valley Trail to encourage activetransportation and expand the trail network. Leveraging the use of hydrocorridors should be explored, as well as strategies to connect to trail systemsin adjacent municipalities, such as the future Durham Meadoway.b. Continue to create a “circle of green” trail around Bowmanville, includingdeveloping solutions to overcome barriers, including crossing transportationcorridors, including Highway 401 and Highway 418, as well as otherroadways.Cost for trail development Additional staff requiredBest Practice
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLongc. 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 guideusers 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 municipallyowned lands such as cemeteries.f. Incorporate trail design features and comfort amenities in appropriate areasto enhance comfort including, but not limited to, signage, seating, shade,drinking fountains/bottle filling stations, bicycle parking, and accessibilityfeatures.g. Increase winter snow clearing in strategic areas to encourage year-roundphysical activity. Appropriate staffing levels will be required to support thisinitiative as well as training, such as being Smart About Salt Certified, asdirected by the Municipality’s Corporate Climate Action Plan. Evaluating thefeasibility of using salt alternatives is also recommended.h. Have regard for the Municipality’s Active Transportation Master Plan andWayfinding System Strategy to ensure seamless connectivity between off-road and on-road routes and bring greater awareness and promote the use ofClarington’s trail system.16.Update Clarington’s Waterfront Strategy to have regard for the input receivedand the guidance put forward through this Master Plan, including preservingenvironmentally sensitive areas such as along the Lake Ontario Shoreline andthe Samuel Wilmot Nature Area and undertaking enhancements to encouragegreater passive uses along the waterfront, including economic developmentopportunities, comfort features, and supporting amenities, while maintainingwildlife corridor connections along the waterfront.Staff time
Municipality of Clarington Parks, Recreation and Culture Master PlanFacilities Plan RecommendationsRecommendationTimingResource ImplicationsShortMediumLong17.Develop 2 new ice pads as an expansion to the Courtice Arena. Confirmation ofthe timing and associated amenities should align with the five-year update to theMaster Plan and be based on user group participation, ice pad utilization, sporttrends, and population growth, including changes in socio-demographiccharacteristics. Community user groups should be engaged to guide the designprocess.Cost for developmentAdditional staff required18.Continue to engage independent Arena Boards in Newcastle and Orono tomaximize ice use to the benefit of Clarington arena organizations. As part ofthese discussions, explore the possibility of aligning allocation practices of theArena Boards with the Municipality to ensure that ice time is permitted in a fairand transparent manner.Staff timeBest Practice19.Engage adjacent communities such as the City of Oshawa to negotiate accessto arena time for local organizations to alleviate short-term demand for additionalice time.Cost for negotiated access Staff time20.Undertake a life cycle and building condition audit of the Darlington SportsCentre to determine its lifespan and investment requirements to guide decisionsto maintain the facility for ice or repurpose to other uses.Cost for further study21.Explore the feasibility of constructing an indoor aquatic centre concurrently withthe first phase of the South Bowmanville Recreation Centre, which should bedesigned to support both community programming and competitions (althoughthis should not delay the current process). Engage community user groups aspart of the design process.Cost for further study anddevelopment
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLongAdditional staff required22.Assess the future of the Alan Strike Aquatic Centre and Squash Centre, withconsideration given to reinvestment to extend the life of the facility, adaptive re-use opportunities for community programs, or other uses. Decisions regardingthe future of the Alan Strike Aquatic and Squash Centre over the longer-termcould require an alternative site for another indoor aquatic centre (beyond thetime frame of this Master Plan).Cost for further study23.Undertake a feasibility study to guide enhancements to the indoor aquatic centreat the Courtice Community Complex to address a broader range of communityprogramming and uses, which may require expanding the facility to the west.Enhancements include reconfiguring and redesigning the teaching pool to reflectwhat is currently offered at the Diane Hamre Recreation Complex, constructing awarm water therapy pool, and enlarging changerooms.Cost for further study anddevelopmentAdditional staff required24.Include fitness studio space (or multi-purpose spaces) to support group fitnessactivities designed with appropriate amenities in new and redevelopedcommunity centres.Cost for developmentAdditional staff required25.As part of a twin-pad arena expansion to the South Courtice Arena, assess thefeasibility of incorporating an indoor walking track as part of the design, whichshould have a minimum of three lanes with a rubberized or coated surface.Cost for developmentAdditional staff required26.Move forward with converting the indoor artificial turf field at the BowmanvilleIndoor Soccer Facility with a double gymnasium.Cost for development
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLong27.Continue to work with school boards to maintain and negotiate enhanced accessmunicipal and community access to school gymnasiums.Cost for negotiated accessStaff timeBest Practice28.Provide multi-purpose spaces in new or redeveloped community centres that areflexibly designed in a variety of sizes and with supporting features toaccommodate community programs, rentals, and arts and cultural activities,potential library use, as well as youth and older adult uses.Cost for developmentAdditional staff requiredBest Practice29.Continue to work with rural community hall partners explore expandingrecreation and leisure opportunities for the rural community and to ensure long-term operational success. Facility enhancements and upgrades should beinformed by building condition audits and based on maintaining a state of goodrepair and facility usage trends.Cost for facility enhancementsStaff timeBest Practice30.Monitor program space needs as population increases in intensification areaswith consideration given to partnership opportunities with the developmentindustry to incorporate multi-purpose programmable space within condominiumbuildings where a gap in the provision of programmable space is identified,which should have regard for public access, flexible, and sufficiently sizedspaces, parking accommodations, and supporting amenities such as storagespaces and countertops.Staff timeBest Practice31.Direct youth and older adult programming to multi-purpose spaces andcommunity halls to bolster facility utilization to complement existing youth andolder adult program and service providers, including at the future SouthBowmanville Recreation Centre, potentially through satellite outreach programsin partnership with community organizations.Additional staff requiredBest Practice
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLong32.Design indoor community facilities and outdoor parks with an age-friendly lens tocreate welcoming, attractive, safe, and accessible spaces for all residents,including youth and older adults. Consultation with youth and older adultresidents is encouraged to guide design processes.Staff timeBest 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 clubprogramming, and attracting new players. Monitoring court use will inform futureassessments associated with the Alan Strike Aquatic and Squash Centre.Staff time34.Proceed with the development of a new full size indoor artificial turf field as partof the South Bowmanville Recreation Centre to replace the existing facility at theBowmanville Indoor Soccer Facility. While no additional facilities arerecommended during this planning period, the Municipality should monitor theuse of the new facility to inform future needs.Cost for developmentAdditional staff required35.A total of 31.5 unlit equivalent outdoor rectangular fields (equivalent to 21 litoutdoor rectangular fields) are required by 2036. Emphasis should be placed onshort-term solutions to optimize the use of existing rectangular fields andreplacing the four Clarington Fields through the following strategy.a. Undertake strategic improvements to outdoor rectangular fields to maximizethe use of existing outdoor rectangular fields, which may include, but not belimited to, enhanced drainage and turf management practices, and addingirrigation, 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 toidentify and prioritize field improvements is recommended and to maximizethe use of the field supply.Cost for development
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLongb. Identify suitable locations to install lighting at existing outdoor rectangularfields to increase playing capacity. Candidate sites should have regard forminimum setback distances to adjacent land uses and the use of LED lightingthat produces sharp lighting cutoff.Cost for developmentc. Provide a minimum of two lit outdoor rectangular fields with supportingamenities at a future Community Park.Staff timed. Engage the Darlington Soccer Club to investigate opportunities to use theDarlington Hydro Fields to accommodate other renters during available timewhen the fields are not being used by the organization.Staff time36.As part of a five-year review of the Master Plan, re-evaluate outdoor rectangularfield needs with consideration given to field usage levels, participation rates, andthe success of short-term strategies to address field needs. The followingstrategy is recommended to meet medium to long-term needs:a. Direct new outdoor rectangular fields to future parks where opportunitiesexist, such as at a future sports complex.Cost for developmentb. Explore partnership opportunities to meet field needs such as working withschool boards to enhance the quality of school fields (including addinglighting and other amenities), permit additional school fields, or partner withother landowners such as OPG and the private sector to construct new fields.Cost for development Staff timeBest Practice37.Construct up to 17 unlit equivalent ball diamonds (equivalent to 11 lit balldiamonds) by 2036 in the following manner:a. Investigate suitable locations to add lighting to existing ball diamonds toincrease playing capacity. Candidate sites should have regard for minimumsetback distances from adjacent land uses and the use LED lighting thatproduces sharp lighting cutoff.Cost for development
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLongb. Identify and prioritize enhancements to existing ball diamonds to improveutilization including, but not limited to, addressing drainage and grading,irrigating outfields, and adding, replacing, or modernizing amenities tosupport ball diamond use such as paved pathways, lighting, fencing,spectator seating, washrooms, parking, sunscreens, and lining. Consultationwith ball diamond users is recommended.Cost for developmentc. Direct the majority of new ball diamonds to future Municipal Wide Parks (suchas at a sports complex) or Community Parks to create multi-diamond siteswith amenities to support use such as field lighting and parking; newNeighbourhood Parks of sufficient size acquired in Secondary Plan Areasthrough parkland dedication, purchase of lands, and or a combination ofthese, should also be pursued to support localized playing opportunities.Cost for developmentBest Practiced. Pursue partnerships to construct new diamonds, or secure access to existingdiamonds, to meet needs, including school boards, OPG, private landowners,etc.Staff timeBest Practice38.Identify a suitable site for a full-size cricket field to be used as the primarylocation for rentals. Once a suitable site has been established, monitor usage(including other sports field demand) to determine the future of the cricket field atCourtice Memorial Park.Cost for developmentStaff time39.Construct 17 new outdoor tennis courts by 2036 to address service gaps andpopulation growth, particularly in emerging Secondary Plan Areas where theycan feasibly be accommodated, in the following manner:a. Construct 10 tennis courts at five parks in Bowmanville (+10). TheMunicipality should engage the Bowmanville Tennis club to monitormembership 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
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLongb. Construct four tennis courts at two parks in Courtice (+4).Cost for development+2 +2c. Construct two tennis courts at a park in Newcastle (+2).Cost for development+2d. Construct one tennis court in the rural area (+1). Recognizing that there is aneed to serve the rural area, but the level of use may be lower compared tourban areas, consideration could be given to multi-lining courts for tennis andpickleball.Cost for development+140.Establish a plan to resurface aging tennis courts with acrylic coating.Staff time41.Construct 20 dedicated pickleball courts by 2036 to address service gaps andpopulation growth, particularly in emerging Secondary Plan Areas where theycan feasibly be accommodated, in the following manner:a. Construct 14 dedicated pickleball courts in Bowmanville, including six to eightcourts at a Municipal Wide or Community Park to create a pickleball complex(potentially operated with a sports organization). Remaining courts should belocated at existing and future parks, potentially at parks serving secondaryplan areas (+14).Cost for development+10 +2 +2b. Construct four dedicated pickleball courts in Courtice, potentially two courtsat a neighbourhood park in the north end and two courts at a neighbourhoodpark in the south end (+4).Cost for development+2 +2c. Construct one dedicated pickleball court at a neighborhood park inNewcastle. A second court may be considered to support simultaneous play(+1 to +2).Cost for development+1 to+2+4+10+400
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLongd. Construct one dedicated pickleball court at a park in the rural area. A secondcourt 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 usemay be lower compared to urban areas, consideration could be given tomulti-lining courts for tennis and pickleball.Cost for development+1 to+242.Provide eight multi-use courts for activities such as basketball and ball hockey inthe following manner, preferably at parks in emerging Secondary Plan Areaswhere they can be feasibly accommodated:a. Construct five multi-use courts in Bowmanville (+5).Cost for development+1 +2 +2b. Construct one multi-use court in Newcastle (+1).Cost for development+1c. Construct two multi-use courts in the rural area (+2).Cost for development+243.Investigate opportunities to provide one multi-use court in the north end ofCourtice (north of Nash Road) to address a service gap and strengthengeographic distribution.Cost for development44.To accommodate two new ice pads at the South Courtice Arena, relocate theexisting multi-use court to another location within the site or to another park inCourtice.Cost for development45.At the time of basketball court replacement, investigate the feasibility ofenlarging half courts or undersized shooting pads to full-size multi-use courts.Cost for developmentBest Practice46.Construct 14 new splash pads by 2036 in the following manner at parks in areasserving households with children, including in emerging Secondary Plan Areas:
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLonga. Construct six splash pads in Bowmanville, with a minimum of one serving thecentral area of the community (+6).Cost for development+2 +2 +2b. Construct four splash pads in Courtice, with a minimum of one serving thewest or north area of the community (+4).Cost for development+3 +1c. Construct one splash pad in Newcastle (+1).Cost for development+1d. Explore the feasibility of constructing up to three small-scale splash pads inthe rural area (+3).Cost for development+1 +1 +147.To complement the splash pad supply, provide a minimum of one cooling stationat a park in or near Clarington’s two MTSAs, which could feature a limitednumber of spray nozzles integrated into the hardscape or as posts, orincorporated as part of a public art display, water fountains, boulders, or otherfeature.Cost for development48.Create a capital renewal plan for the outdoor pool and associated amenities atOrono Park. A cost benefit analysis should be undertaken prior to making anyfuture capital decisions.Cost for development49.Investigate, at the time of renewal, opportunities to enhance the skate park atGarnet B. Rickard Recreation Complex to improve the user experience,including, but not be limited to, improving visibility and supporting amenities.Cost for development50.Construct six skate zones with introductory-level features at existing or futureparks, potentially co-located with basketball courts, in the following manner:a. Construct three skate zones in Bowmanville, with some potentially at futureSecondary Plan Areas (+3).Cost for development+1 +1 +1+20
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLongb. Construct two skate zones in Courtice, with one serving the north end andone serving the south end (+2).Cost for development+1 +1c. Construct one skate zone on the east side of Newcastle (+1).Cost for development+151.Continue with establishing a new dog park in north Bowmanville withconsideration given to the site criteria identified in this Master Plan, includingproperty ownership, minimum size, public access, site condition, appropriatesetbacks, and parking. The design should be similar to what is available atClarington’s other locations, including a fenced enclosure with separate areas forlarge and small dogs and supporting amenities such as shade, lighting andseating.Cost for developmentStaff time52.Construct two compact leash-free dog parks in the Courtice and BowmanvilleMTSAs. The Municipality is also encouraged to work with the developmentsector to create pet-friendly amenity spaces within all future developments.Cost for development53.Identify a permanent site to relocate the Bowmanville Allotment Gardens. Sitecriteria for selecting a community garden location should include (but not belimited to), soil quality, grade, sun exposure, drainage, access to amenities, freeof hazards, and proximity to medium and high-density residential areas. Inclusivedesign should also be considered including pathways and raised garden beds.Cost for developmentStaff time54.Establish a community garden in Courtice, which should be contingent onworking with a community partner to oversee daily operations. Site criteria forselecting a community garden location should include (but not be limited to), soilquality, grade, sun exposure, drainage, access to amenities, free of hazards, andproximity to medium and high-density residential areas. Inclusive design shouldalso be considered including pathways and raised garden beds.Cost for developmentStaff time
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLong55.Work with others to create and/or encourage the use of existing non-publiccommunity gardens (e.g., churches) and with the development sector to createprivate amenity space, including rooftop gardens in Clarington’s MTSAs.Staff time56.Install outdoor fitness equipment at four parks to strengthen geographicdistribution. New installations should be at parks in high traffic areas such asalong the waterfront trail in Newcastle and Bowmanville (to be reconfirmedthrough the Waterfront Strategy), Municipal Wide or Community Parks, or in gapareas including at two parks in Courtice’s Secondary Plan Areas. Long-termopportunities to provide outdoor fitness equipment in MTSAs should also beexplored.Cost for development57.Provide playgrounds within 800-metres of residential areas without crossingmajor barriers such as arterial roads, railways, and waterbodies. New andredeveloped playgrounds should feature high quality design with accessiblefeatures. An emphasis should be placed on locating new playgrounds in futureparks serving Secondary Plan Areas, which could result in approximately 30 newplayground sites by 2036.Cost for developmentStaff timeBest Practice58.Develop an Accessible Playground Distribution Strategy to identify geographiclocations where enhanced and focused accessibility standards can beimplemented to the highest level of service.Cost for further study anddevelopment59.Evaluate opportunities to construct natural playgrounds in strategic locationssuch as at Municipal Wide and Community Parks, along the waterfront, andparks serving MTSAs. Incorporating natural playgrounds in strategic opengreenspaces and natural areas may also be considered to complement thesurrounding area.Cost for developmentBest Practice
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLong60.Promote the use of the existing outdoor lacrosse box to increase utilization whilemaximizing the space for a variety of activities such as pickleball, ball hockey,etc.Staff timeBest Practice61.Undertake a cultural mapping exercise to establish a full understanding ofcultural resources that are available from the Municipality, CLMA, communityproviders, private businesses, etc. as a tool for bringing awareness andpromoting what’s available in Clarington.Staff time62.Undertake a building condition assessment of the Camp 30 Cafeteria Building tounderstand the requirements to ensure that the structure is stable to allow for anevaluation of long-term opportunities.Cost for further study63.Undertake a feasibility study to update the Visual Arts Centre, includingenhancing accessibility and modernizing the building to support programmingopportunities and achieve long-term success. Enhancements to the outdoorgathering space should also be explored to support programs and small-scaleevents such as shows and performances.Cost for further study64.Continue to deliver and expand general arts and cultural programs withinexisting and future indoor and outdoor spaces and ensure that they are designedto accommodate such uses with consideration given to supporting amenities andfeatures. Engaging the arts and cultural community to provide programmingwithin municipal spaces is encouraged.Staff timeBest Practice65.Undertake a feasibility study to confirm the need for an indoor performing artsvenue to consider space considerations (e.g., traditional main hall, communityspace, amenities, etc.), evaluate potential locations, partners, design, financialanalysis, and consider public and community organization input.Cost for further study
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLong66.Enhance opportunities to provide outdoor productions and performances such asalong the waterfront, Bowmanville Park on the former Zoo Lands, or otherlocations as they become available.Staff timeBest Practice67.Undertake feasibility studies to implement the recommended library facilitystrategy outlined in this Master Plan.Cost for further studiesa. Add approximately 20,000 square feet of library space in Bowmanville. Aportion of library space needs should be met through a future expansion ofthe South Bowmanville Recreation Centre. A facility fit exercise should beundertaken to confirm the square footage of library space that can beaccommodated (preferably in the 12,000 square foot range). The remainingbalance should be provided at another location, preferably in the north end ofBowmanville with consideration given to site criteria identified in this MasterPlan.b. Expand the Courtice Library Branch to add approximately 10,200 square feetof 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 thislocation cannot be expanded, undertake a feasibility study to determinealternatives to providing library branch space in Courtice.c. Add approximately 2,100 square feet to the west, south or east side of theNewcastle Library Branch.68.As part of library space development and redevelopment, consider leadingspace and design considerations to provide accessible, fresh, and modernspaces that are relevant and responsive to all users, and are inclusive andflexible to support evolving needs, services, and programming.Staff timeBest Practice
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLong69.Increase access to library resources in smaller hamlets and the rural areas ofClarington through alternative service delivery models by providing a bookmobileservice 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 lockers70.Monitor the effect on space utilization resulting from the implementation of theUse of Space Policy and, if necessary, undertake policy revisions.Staff time71.Explore alternative historical and/or cultural uses for the Sarah Jane WilliamsHeritage Centre following completion of renovations to the Bowmanville BranchLibrary, which will absorb museum artifacts and exhibits, and archives.Staff time72.Proceed with co-locating Clarington’s heritage buildings in Bowmanville to createa centralized hub, in alignment with CLMA’s Strategic Plan.Cost for development73.Create a plan to bolster museum programming and use of archives with a focuson maximize the use of enhancing CLMA spaces to celebrate and better connectresidents to Clarington’s past.Staff time
Municipality of Clarington Parks, Recreation and Culture Master PlanCulture Plan RecommendationsRecommendationTimingResource ImplicationsShortMediumLong74.Create a Public Art Policy to provide guidance on evaluating and approvingpublic art installations to animate spaces, spark creativity and imagination,showcase historical and cultural values, and recognize Indigenous Peoples. APublic Art Reserve Fund should also be created to assist with acquisition,development, installation, and maintenance; funding which could be madethrough gifts, bequests, fundraising, levy, or other funding source.Staff time75.Prepare a Special Events and Festivals Strategy that defines the roles andresponsibilities of the Municipality, community organizers, and the CLMA indelivering and facilitating special events. The Strategy should articulate fundingand staffing requirements, promotional and awareness strategies targeted toresidents and tourists, strategies to address relevant actions of the Municipality’sInclusion, Diversity, Equity and Anti-Racism (IDEA) Strategy, and identify howexisting and future physical infrastructure can be incorporated as part of parksand facility designs to deliver quality experiences. This Strategy should ensurethat the Municipality meets legislative requirements and relevant approvals forpublic events and festivals that do not restrict Indigenous and culturalexpression.Costs for further study76.Regularly engage key groups such as the Indigenous community and AboriginalSports Council to identify ways to advance reconciliation through parks,recreation, culture, and library services, as well as to inform the Municipality’sEngagement and Relationship Building Strategy, actions articulated inClarington’s IDEA Strategy, and CLMA’s Repatriation and DecolonizationStrategy; there may be synergies in working collaboratively to develop strategiesand programs aimed at engaging Indigenous Peoples.Costs for further studyStaff time
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLong77.Undertake a review of all internal and public-facing documents, information, andprogramming to ensure that an Indigenous presence is reflected in Clarington’sCommunity Services and CLMA’s materials.Staff time78.Engage Indigenous Peoples, including Mississaugas of Scugog Island FirstNation and other Williams Treaties First Nations as part of site selection forfuture parks and community facilities to ensure that Traditional Knowledge andareas of significance (e.g., cultural heritage, environmental, etc.) are recognized,preserved, protected, and avoided.Staff timeBest PracticeDelivering Services PlanRecommendationTimingResource ImplicationsShortMediumLong79.Provide Municipal and CLMA staff with appropriate supports to deliverexceptional services, which may include, but not be limited to, technology andequipment, professional development and training, and other supports tofunction as a high performing organization. Appropriate staffing levels must alsobe considered to implement the recommendations of this Master Plan andshould be guided by the organizational and staffing review provided under aseparate cover.Additional staff requiredBest Practice80.Collectively, the Municipality and CLMA should engage with community partnersto expand STEM program opportunities, outdoor programming, and creativeprogramming for all age groups to address current gaps and plan for meetingfuture needs. As part of this, evaluate potential interest in programs orientedtowards Indigenous heritage and culture to break down barriers and fosterinclusion; providing pilot programs may be a strategy to test demand.Additional staff required
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLongClarington’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 retentionrates of the various age cohorts in recreation, culture, library, and sport activitiesincluding programs offered in all municipal, school and library facilities(registered and drop-in opportunities).Staff time82.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 inpartnership with community partners and other program providers to shareresources and space.Additional staff required83.Expand the CLMA’s StoryWalk program within Clarington’s parks system,particularly along trails and pathways.Staff time84.Undertake an update to the Older Adult Strategy by engaging older adults and allrelated partners to ensure services are inclusive of an aging and increasinglydiverse older adult population.Costs for further study85.Regularly review, identify, and assess partnerships or collaborations asprograms and services are planned to share resources, deliver joint-programsand services, cross program, and minimize service duplication with the view ofimproving efficiencies.Staff time86.Work with community stakeholder groups and partners to enhance volunteerrecruitment and retention strategies.Staff timeBest Practice87.Audit participation among females and those who identify as females to identifystrategies to increase participation, in partnership with Canadian Women inSport Association.Staff time
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLong88.Work with secondary schools to offer leadership courses for a credit toward ahigh school diploma and look to subsidize leadership courses (including aquaticleadership) until adequate staff numbers are achieved.Staff time89.Work with community partners to promote Canada’s Movement Guidelines for allage groups.Staff timeBest Practice90.Create a technology strategy for CLMA, potentially in partnership with theMunicipality, 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 theMunicipality should also be an on-going initiative.Staff time and/or costs for further study91.Continue to complete Barrier Removal Accessibility Audits of all Municipalbuildings and make strategic investments, through the capital budget, to improveaccess.Costs for accessibility retrofitsStaff timeBest Practice92.Develop a resource to assist the Community Services Division and CLMA inidentifying and engaging underrepresented populations to increase participationand ensure that opportunities are inclusive of all residents. Having regard forrelevant actions contained in the Municipality’s Inclusion, Diversity, Equity andAnti-Racism (IDEA) Strategy is recommended.Staff time93.Regularly review CLMA collections, resources, and services to ensure that theyreflect the needs and interests of a diversifying community.Staff timeBest Practice94.Increase the allowance under the Access Policy for residents experiencing lowincome as fees for services rise to ensure that the number of opportunitiesremains similar on an annual basis. The program should be reviewed regularly toStaff time
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLongensure 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 time96.Ensure all staff and volunteers are trained to ensure that Municipality and CLMAfacilities are safe spaces for all through Safe Spaces Canada.Staff time97.Continue to work with community partners to provide social services andresources for at risk and marginalized populations, while balancing the need toprovide safe and welcoming spaces for all.Staff timeBest Practice98.Continue to promote and raise awareness about the programs and servicesprovided by the Municipality’s Community Services Division and CLMA using arange of print and digital tactics. Opportunities for cross promotion andcollaboration between the Municipality and CLMA is encouraged.Staff timeBest Practice
Municipality of Clarington Parks, Recreation and Culture Master PlanImplementation StrategyRecommendationTimingResource ImplicationsShortMediumLong99.Regularly monitor implementation of the Master Plan, including trackingpopulation growth and trends, development of intensification areas, monitoringfacility use and program participation, group registration, and regular dialoguewith the community.Staff timeBest Practice100. Prepare annual reports to recognize achievements and work plans to identifyrecommendations to be implemented over the coming year.Staff time101. Undertake a five-year update to the Master Plan (2029). Timing may beadjusted depending on the pace of implementation or changes to the community.Costs for further study102. Partnership opportunities with community organizations, private sector,school boards, community groups, and others should be explored as part ofimplementing the Master Plan, taking into consideration the benefits and risks ofthe partnership, which may be supported by feasibility studies and thedevelopment of standardized partnership agreements.Staff timeBest Practice103. Use the Financial Assessment Report prepared in support of this Master Planto inform the Municipality’s budget process, Development Charges BackgroundStudies, Community Benefits Charges Strategy, and related resources. Whereappropriate, alternative funding and cost-sharing approaches should beconsidered including (but not limited to), fundraising, grants, private-publicpartnerships, sponsorships, surcharges and user fees, capital reservecontributions, leasing space from others, and other strategies to provide the bestvalue to residents.Staff timeBest Practice104. Prior to facility development, or as part of a five-year review of this MasterPlan, conduct a review to reconfirm recommended capital funding requirementsStaff timeBest Practice
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLongfor 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 andpartnership considerations) prior to undertaking major capital projects to ensurethat projects are aligned with community needs and financial capabilities.Costs for further studyBest Practice106. Articulate the levels of service for each discipline to identify publicexpectations and the resources and efficiencies needed to achieve them.Staff timeBest Practice107. Identify the current costs of providing programs and services, as well as therecommended cost recovery levels in setting a fair Pricing Policy.Staff time108. Identify service delivery targets in each discipline and report to thecommunity for public information.Staff time109. Discuss and address the intersections between each department referencedin the Parks, Recreation and Culture Master Plan, including but not limited to:Staff timeBest Practicea. 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; andd. The viability development of a Service Level Agreement between theCorporation 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 theParks, Recreation, and Culture Master Plan so that they can used consistently infuture staffing opportunities throughout the Corporation.Staff time
Municipality of Clarington Parks, Recreation and Culture Master PlanResource ImplicationsShortMediumLong111. Further rationalize required staffing levels based on anticipated participationrates due to population growth, current participation rates, and the staffingimplications in the Parks, Recreation and Culture Master Plan.Staff time112. Develop a Corporate Succession Plan to ensure organizational sustainabilityand the development of a pool of staff with the skills and competencies tocompete for upcoming positions.Staff time113. Develop a Training and Development Plan summarizing the skills andcompetencies needed to provide quality services and leadership at allorganizational levels and providing consistent training and developmentopportunities (possibly online).Staff time