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HomeMy WebLinkAboutPDS-020-26Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: March 2, 2026 Report Number: PDS-020-26 Authored by: Laila Shafi, Coordinator, Projects and Administration Submitted By: Darryl Lyons, Deputy CAO, Planning and Infrastructure Services Reviewed By: Mary-Anne Dempster, CAO By-law Number: Resolution Number: File Number: Report Subject: Parks, Recreation and Culture Master Plan – 2025 Annual Progress Report Recommendation: 1.That Report PDS-020-26, and any related delegations or communication items, be received for information. GG-055-26 Municipality of Clarington Page 2 Report PDS-020-26 Report Overview 1. Background 1.1 On September 8, 2025, Council received Report CAO-015-25 at the General Government Committee meeting, which presented a five-year action plan to advance priorities identified in the Parks, Recreation and Culture Master Plan (PRCMP). 1.2 The action plan included short-term recommendations (2024–2028) across policy, land acquisition, amenity development, cultural initiatives, and operational best pr actices. 1.3 Council directed staff to bring forward capital and operating budget requests through the annual budget process, to identify staffing and equipment requirements for new parks and facilities, and to report back annually on implementation progress. 1.4 Planning and Infrastructure Services is responsible for monitoring and tracking the implementation of the action plan and will report progress to Council annually in the first quarter of each year. 2. Key Achievements - 2025 2.1 The following highlights reflect progress made by lead departments and partners in 2025; a detailed status table is provided as Attachment 1. Policy and Planning 2.2 Parkland Dedication, Service Levels, and OP Review Preparation: Staff continued monitoring provincial legislative changes and prepared groundwork for 2026 Official Plan Review updates related to parkland dedication, alternative rates, exemptions, and service level targets. (Recommendations 3a–3j, 5a–5c) Municipality of Clarington Page 3 Report PDS-020-26 Capital Projects and Infrastructure 2.3 Sports Complex Lands: The Municipality entered the due diligence period to acquire approximately 52 acres (≈20 ha) to support future sports field capacity in 2025. (Recommendation 9) 2.4 Double Gym Conversion at Bowmanville Indoor Soccer Facility: Demolition, structural reinforcement, slab pours, and changeroom/lobby work advanced, with project completion projected for summer 2026. (Recommendation 26) 2.5 Completed Structural Assessment of Camp 30 Cafeteria Building: independent follow‑up review initiated. (Recommendation 62) 2.6 Playground Renewal Program: Playground replacements continued based on age/condition, with enhancements evaluated at time of renewal. (Recommendation 10) Partnerships and Service Delivery 2.7 Inclusive and Accessible Design: Universal design and accessibility principles applied to new and renewed park spaces. (Recommendation 11) 2.8 Crime Prevention Through Environmental Design (CPTED) and User Comfort Improvements: CPTED principles, seating, and signage enhancements incorporated into park renewal projects. (Recommendations 12–13) 2.9 Sports Field Operations: Portable washrooms expanded at sports fields; annual user‑group coordination continued. (Recommendation 35.a) 2.10 Facility Allocation Policy: Development of a formal Facility Allocation Policy advanced and prepared for alignment discussions with Arena Boards. (Recommendation 18) 2.11 School Board Collaboration: Maintained and strengthened partnerships to support community access to gymnasiums. (Recommendation 27) 2.12 STEM & Community Program Expansion: Piloted STEM programs with external providers; expanded partnerships including Netball. (Recommendations 80, 82) 2.13 Youth Safe Spaces: Continued partnership with the John Howard Society to support inclusive programming. (Recommendation 97) 2.14 Flexible Programming for All Ages: Expanded programming for youth and older adults in multipurpose spaces. (Recommendations 31, 32) Municipality of Clarington Page 4 Report PDS-020-26 Environment and Naturalization 2.15 Continued collaboration with CLOCA, SWNA, and Bowmanville Valley partners on naturalization, stewardship, and environmental initiatives, including wetland restoration funding applications. (Recommendation 14) Culture, Library and Museum 2.16 Completed a cultural mapping exercise and initiated cross‑collaboration on tools and resources. (Recommendation 61) 2.17 Visual Arts Centre: Feasibility study complete; 2025 grant application not successful; re‑application planned Q1 2026; design development/specifications prepared. (Recommendation 63) 2.18 Library Accessibility and Remote Access: First library locker launched at Darlington Sports Centre; space for SBRC locker integrated in design. (Recommendation 69) 2.19 Advanced CLMA’s Repatriation & Decolonization Strategy toward 2025 completion, with implementation slated for 2026. (Recommendation 76) 3. Current Work (What’s Underway) 3.1 This section summarizes initiatives that are actively in progress and form part of the Municipality’s ongoing implementation of the PRCMP. These items were initiated in 2025 or earlier and are currently being carried forward into 2026. They reflect work that is already underway, resourced, and in various stages of development, delivery, or coordination. Policy and Planning 3.2 Advancing the PRCMP corporate tracking framework and monitoring protocols. (Recommendations 99, 100) 3.3 Preparing inputs for the Official Plan Review including park hierarchy, dedication policies, alternative rates, and service level targets (Monitoring of provincial legislation continues; updates to be reflected through Official Plan Review and Parkland By‑law as required). (Recommendations 1, 2 – 3.j, 4, 5a. – 5c.) Capital Projects and Infrastructure 3.4 Advancing South Bowmanville Recreation Centre (SBRC) construction (indoor turf & double gym) and coordinating commissioning timelines toward 2026 milestones. (Recommendations 26, 34) Municipality of Clarington Page 5 Report PDS-020-26 3.5 Following due diligence period in 2025, 52 acres (≈20 ha) of land has been acquired by the municipality. A Park Master Plan will establish a phased approach to developing it into park with sports fields and event space. (Recommendation 9) Partnerships and Service Delivery 3.6 Finalizing the Facility Allocation/Use‑of‑Space policy framework; carrying forward impact analysis into 2026 to support full implementation. (Recommendations 18, 70) 3.7 Developing standardized partnership/service agreements (rural halls, squash, community partners) and a 2026 partnership framework work plan. (Recommendations 29, 85, 102, 109.b – 109.d) Environment and Naturalization 3.8 Continuing collaboration with CLOCA and community partners on environmental stewardship and naturalization projects. (Recommendation 14) Culture, Library and Museum 3.9 Ongoing discussions and coordination to prepare for 2026 implementation of the Repatriation & Decolonization Strategy. (Recommendation 76) Accessibility and Inclusion 3.10 Ongoing work on updating accessibility design measures in existing facilities as renewal opportunities arise. (Recommendation 11) 4. Upcoming Priorities for 2026 4.1 This section identifies recommendations that will begin or significantly advance in 2026 as part of the next phase of PRCMP implementation. Policy and Planning 4.2 Launch enhanced annual reporting tools and a refined tracking framework to support Q1 2027 reporting. (Recommendation 100) 4.3 Support the Official Plan Review deliverables related to parkland hierarchy, dedication, and service levels. (Recommendations 1, 3.a – 3.j, 4, 5a. – 5.c) Capital Projects and Infrastructure 4.4 Complete the sports complex acquisition and begin planning for phased development (fields and event space). (Recommendation 9) Municipality of Clarington Page 6 Report PDS-020-26 4.5 Continue SBRC construction to meet summer 2026 milestones (indoor turf; double gym conversion). (Recommendations 26, 34) Partnerships and Service Delivery 4.6 Advance a partnership framework and standardized agreements across sport, culture, and community organizations. (Recommendations 29, 85, 102, 109.b – 109.d) Culture, Library and Museum 4.7 Re‑apply for Visual Arts Centre funding (Q1 2026) and position the project for implementation subject to funding. (Recommendation 63) 4.8 Implement Clarington Library, Museums and Archives (CLMA’s) Repatriation & Decolonization Strategy (2026). (Recommendation 76) 4.9 Proceed with Special Events & Festivals Strategy (scope finalized Q3 2025; RFP Q1 2026; report Q4 2026). (Recommendation 75) 4.10 Expand Story Walks, outdoor cultural programming, and continue rolling out library lockers where feasible. (Recommendations 68, 69, 83) Accessibility and Inclusion 4.11 Undertake accessibility audits for municipally owned buildings identified in the 2026 capital program. (Recommendation 91) 4.12 Working with Durham Region lower-tier municipalities to create an Indigenous Engagement Guide which is expected to be completed in 2026. (Recommendations 76-78) 5. Financial Considerations 5.1 This report is for information. Financial impacts associated with implementing individual PRCMP recommendations are addressed through departmental operating and capital budgets and are brought forward to Council through the annual budget process. The Municipality and CLMA will continue to pursue grants, sponsorships, and partnerships to offset costs and enhance community benefits. 6. Strategic Plan 6.1 G.2.3: Develop and complete Parks, Recreation and Culture Master Plan, and Prioritize action items for implementation. Municipality of Clarington Page 7 Report PDS-020-26 7. Climate Change Many of the Recommendations and associated actions will have the opportunity to support climate change goals and objectives. 8. Concurrence This report has been reviewed by the Deputy CAO of Finance and Technology, Deputy CAO of Public Services and the CEO of Clarington Library, Museums & Archives, who concur with the recommendations. 9. Conclusion It is respectfully recommended that this report be received for information only. Staff Contact: Laila Shafi, Coordinator- Projects and Administration, lshafi@clarington.net. Adam Brooks, Projects and Capital Planning Manager, abrooks@clarington.net Attachments: Attachment 1- Table of 2025 PRCMP Updates Interested Parties: There are no interested parties to be notified of Council's decision. Attachment 1 - Report PDS-020-26 Recommendation Number Recommendation Timing/ Term Update 2025 1 Guided by this Master Plan, incorporate a new park hierarchy as part of the Municipality’s Short Official Plan Review to ensure that it reflects parks that exist or are planned in Clarington, as well as to align with modern expectations and best practices in different park types, particularly in emerging intensification areas. The Municipality should review and reclassify its park supply to align with the new hierarchy system. Will be addressed as part of Official Plan Review. 3 As part of the Municipality’s Official Plan Review, the following actions are recommended Short to be undertaken as it relates to Section 23.10 of the Official Plan (Parkland Dedication): N/A 3.a Identify that non-profit housing development, inclusionary zoning affordable units, and Short 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. Will be addressed as part of Official Plan Review. 3.b Update the alternative rate in Section 23.10.3(a), (c) and (e) to one hectare of parkland Short per 600 dwelling units. Will be addressed as part of Official Plan Review. 3.c For the alternative rate, reflect that the amount of parkland conveyed or required as a Short 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. Will be addressed as part of Official Plan Review. 3.d Section 23.10.4 shall be updated to reflect that payment-in-lieu of parkland dedication will Short be calculated at a rate of one hectare per 1,000 dwelling units. Will be addressed as part of Official Plan Review. 3.e Identify that the dedication of land that is suitable for the development of parkland should Short be maximized to achieve the recommended parkland service level and accommodate the outdoor recreation facility needs as identified by this Master Plan. Will be addressed as part of Official Plan Review. 3.f Identify that parkland payment-in-lieu rates are frozen as of the date that a zoning by-law Short or site plan application is filed. The freeze is effective for two years after approval. Will be addressed as part of Official Plan Review. 3.g Identify that the Municipality spend or allocate at least 60% of money collected from Short payment-in-lieu of parkland dedication annually (based on the opening balance of the parkland reserve fund). Will be addressed as part of Official Plan Review. Short-term (2024 to 2028) Medium-term (2029 to 2033) Long-term (2034 to 2036) Attachment 1 - Report PDS-020-26 Recommendation Number Recommendation Timing/ Term Update 2025 3.h Develop policies guiding the acceptance of encumbered lands such as privately owned public space (POPS) and strata parks based on the guidance and best practices provided by this Master Plan, including Appendix A. Appropriate legal agreements must be established to address park design and construction standards, public access, maintenance, etc. These policies should only be developed if changes to the Planning Act come into effect that obligate municipalities to accept encumbered lands as part of parkland dedication. Short Will be addressed as part of Official Plan Review, if the applicable Planning Act changes come into effect. 3.i Establish location and development guidelines describing what constitutes acceptable parkland dedication from developers. These guidelines should consider restrictions for encumbered lands such as hazard lands, steep slopes and unstable lands, environmentally protected lands, rights-of-ways and easements, contaminated lands, etc. Short Will be addressed as part of Official Plan Review. 3.j Monitor Provincial announcements regarding new or updated legislation relevant to parkland and evaluate the impact on parkland dedication practices in Clarington. Updates associated with the implementation of Bill 23 or to understand regulations/criteria guiding parkland conveyance as it relates to encumbered parkland, strata parks, and POPS or other matters, and evaluate its impact on the Municipality’s Official Plan Review and Parkland Dedication By-law. Short Staff continue to monitor provincial updates. Relevant changes will be implemented as required, and considered as part of the Official Plan Review. 4 Update the Municipality’s Parkland and Open Space Dedication By-law to ensure that it aligns with the amended Planning Act. Refer to Recommendation #3 for applicable changes as part of the update process. Short Complete 5 Through the Official Plan Review, update the Municipality’s parkland service target to 2.0 hectares per 1,000 residents, including: N/A 5.a 1.1 hectares per 1,000 residents for Municipal Wide Parks and Community Parks. Short Will be addressed as part of Official Plan Review. 5.b 0.75 hectares per 1,000 residents for Neighbourhood Parks. Short Will be addressed as part of Official Plan Review. 5.c 0.15 hectares per 1,000 residents of Parkettes, and Urban Squares and Parks. Short Will be addressed as part of Official Plan Review. 9 Initiate a site selection process to identify and purchase a minimum of 30 hectares of land to create a sports complex to assist the Municipality in addressing longer-term sports field demand that cannot be accommodated in existing and future parks. Site criteria should include, but not be limited to, location and access, development potential and constraints, land compatibility, expansion opportunities, and user group support and partnership potential. Short Acquisition of 52 acres of land is in Due Diligence period. Phased approach to developing into park with sports fields and event space. Short-term (2024 to 2028) Medium-term (2029 to 2033) Long-term (2034 to 2036) Attachment 1 - Report PDS-020-26 Recommendation Number Recommendation Timing/ Term Update 2025 10 Prepare a Park Renewal Strategy to identify opportunities to: renew parks to replace aging components (e.g., like for like), redevelop to replace and/or repurpose amenities ensure they serve evolving community needs, and plan for park enhancements to add new amenities. Candidate parks should consider the age and condition of the park and components, changing demographics, opportunities to minimize service duplication, proximity to intensification areas serving MTSAs, opportunities to be repurposed under- utilized facilities to address other in-demand outdoor recreation opportunities, and other variables. Park renewal should be supported by community consultation. Short Playground replacements are prioritized based on their age based condition and at the time of replacement, opportunities for enhancements are evaluated. Timing of construction is planned to minimize service disruptions 13 Develop and renew parks with a focus on safety, incorporating Crime Prevention Through Environmental Design principles, enhancing naturalization efforts and including comfort amenities like shade, seating, signage, and other features to create inviting and welcoming spaces. Best Practice At the time of park renewal, CPTED principals are being taken into consideration, seating and signage is also being updated. 14 Collaborate with regional conservation authorities (e.g., CLOCA and GRCA), community groups, and other corporate departments to develop and implement strategies that enhance and promote environmental sustainability initiatives and naturalization in Clarington's parks and open spaces. Best Practice Ongoing support of SWNA committee, through financial support of environmental special events and environmental initiatives. Ongoing collaboration with CLOCA and Bowmanville Valleys group re fish ladder and area maintenance in Bowmanville Valley Partnership with CLOCA in Wetlands Conservation Partnership Program Funding Application for grant funding for restoration of wetland on municipally owned property directly east of SBRC. 18 Continue to engage independent Arena Boards in Newcastle and Orono to maximize ice use to the benefit of Clarington arena organizations. As part of these discussions, explore the possibility of aligning allocation practices of the Arena Boards with the Municipality to ensure that ice time is permitted in a fair and transparent manner. Best Practice A formal facility allocation policy, which codifies the Municipality's current framework and process, is actively under development. Upon finalization, this policy will be shared with the Arena Boards to explore the possibility of further aligning allocation practices. Short-term (2024 to 2028) Medium-term (2029 to 2033) Long-term (2034 to 2036) Attachment 1 - Report PDS-020-26 Recommendation Number Recommendation Timing/ Term Update 2025 19 Engage adjacent communities such as the City of Oshawa to negotiate access to arena time for local organizations to alleviate short-term demand for additional ice time. Short While our neighbouring municipalities faces similar constraints on prime time ice and resident prioritization, we continue to actively engage with them to facilitate referral options for our local groups when Clarington cannot accommodate their requests. 26 Move forward with converting the indoor artificial turf field at the Bowmanville Indoor Soccer Facility with a double gymnasium. Short Demolition complete as required; interior renovations underway. Structural reinforcements finished for new clerestory lighting and mechanical systems. Floors poured, facility leveled to one floor, and new changerooms plus lobby/washroom infrastructure being built. Expansion progressing with structural steel installation. Project remains on track for summer 2026 completion. 27 Continue to work with school boards to maintain and negotiate enhanced access municipal and community access to school gymnasiums. Best Practice Maintained active dialogue through regular scheduled meetings with school board representatives to solidify existing access agreements and identify potential inventory expansion. Short-term (2024 to 2028) Medium-term (2029 to 2033) Long-term (2034 to 2036) Attachment 1 - Report PDS-020-26 Recommendation Number Recommendation Timing/ Term Update 2025 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. Best Practice Additional multi-purpose spaces included at SBRC. Reviewing existing use of space agreements and identifying underutilized spaces. DHRC youth room - added daytime access for older adult programs. Collaborating with CLMA on complimentary and partnership programs 29 Continue to work with rural community hall partners explore expanding recreation and leisure opportunities for the rural community and to ensure long-term operational success. Facility enhancements and upgrades should be informed by building condition audits and based on maintaining a state of good repair and facility usage trends. Best Practice Working with rural hall boards, supporting the community association, delivering variety of programs at a variety of halls, fitness classes, social clubs, cooking workshops. Facility condition assessments planned for all sites in 2026. 31 Direct youth and older adult programming to multi-purpose spaces and community halls to bolster facility utilization to complement existing youth and older adult program and service providers, including at the future South Bowmanville Recreation Centre, potentially through satellite outreach programs in partnership with community organizations. Best Practice Q3 2025 - SBRC survey out to community, responses received, staff working on plans for SBRC programming. Existing service provider partnership and capital facility agreements in place for older adult (BOAA) and youth services (John Howard Society) 32 Design indoor community facilities and outdoor parks with an age-friendly lens to create welcoming, attractive, safe, and accessible spaces for all residents, including youth and older adults. Consultation with youth and older adult residents is encouraged to guide design processes. Best Practice CSD: New builds including SBRC include universal design standards outlined in Clarington's Accessibility Design Standards. Improvements to existing buildings considered as rehabilitations occur. Community survey for programming at SBRC conducted in Q4 2025 - feedback incorporated into program planning. Short-term (2024 to 2028) Medium-term (2029 to 2033) Long-term (2034 to 2036) Attachment 1 - Report PDS-020-26 Recommendation Number Recommendation Timing/ Term Update 2025 33 Work with the Clarington Squash Club to maintain interest in the sport, potentially increasing memberships, pay as you go users, and court bookings. Municipal support may be required to assist with court bookings, promoting club programming, and attracting new players. Monitoring court use will inform future assessments associated with the Alan Strike Aquatic and Squash Centre. Short Staff are reviewing the service partnership with Squash, including usage and member totals. 34 Proceed with the development of a new full size indoor artificial turf field as part of the South Bowmanville Recreation Centre to replace the existing facility at the Bowmanville Indoor Soccer Facility. While no additional facilities are recommended during this planning period, the Municipality should monitor the use of the new facility to inform future needs. Short Construction is on schedule with installation of footings and foundation underway - a significant milestone in the project. Remains on schedule for summer 2026 takeover. 35.a Undertake strategic improvements to outdoor rectangular fields to maximize the use of existing outdoor rectangular fields, which may include, but not be limited to, enhanced drainage and turf management practices, and adding irrigation, as well as modernizing features such as paved pathways, temporary or permanent washrooms, player and spectator seating, parking, and more. Working with the Darlington Soccer Club and other field users to identify and prioritize field improvements is recommended and to maximize the use of the field supply. Short Increased number of sports fields serviced with portable toilets in 2025 and moving forward. Continued annual meeting with sports field user groups in Fall of 2025 with Parks and Planning staff included. 35.b Identify suitable locations to install lighting at existing outdoor rectangular fields to increase playing capacity. Candidate sites should have regard for minimum setback distances to adjacent land uses and the use of LED lighting that produces sharp lighting cutoff. Short no update - reviewed as specific fields are scheduled for renewal but would require additional budget beyond approved capital projects 35.d Engage the Darlington Soccer Club to investigate opportunities to use the Darlington Hydro Fields to accommodate other renters during available time when the fields are not being used by the organization. Short A legal agreement grants priority access of the property to Darlington Soccer Club. Darlington is responsible for maintenance and currently utilizes the majority of the prime time. With the closure of four soccer fields at Clarington Fields due to SBRC construction, the Darlington Hydro Fields are critical to the Club's current operation. 37 Construct up to 17 unlit equivalent ball diamonds (equivalent to 11 lit ball diamonds) by 2036 in the following manner: N/A Short-term (2024 to 2028) Medium-term (2029 to 2033) Long-term (2034 to 2036) Attachment 1 - Report PDS-020-26 Recommendation Number Recommendation Timing/ Term Update 2025 37.a Investigate suitable locations to add lighting to existing ball diamonds to increase playing capacity. Candidate sites should have regard for minimum setback distances from adjacent land uses and the use LED lighting that produces sharp lighting cutoff. Short no update - reviewed as specific fields are scheduled for renewal but would require additional budget beyond approved capital projects 37.b Identify and prioritize enhancements to existing ball diamonds to improve utilization including, but not limited to, addressing drainage and grading, irrigating outfields, and adding, replacing, or modernizing amenities to support ball diamond use such as paved pathways, lighting, fencing, spectator seating, washrooms, parking, sunscreens, and lining. Consultation with ball diamond users is recommended. Short No change - Several improvement projects have been budgeted for in 2026 including improvements at Optimist Park and Clarington Fields. 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. Short 801 Maple Grove site was identified for full-size cricket pitch in accordance with PRCMP to locate large land consuming fields in a sports complex. 39 Construct 17 new outdoor tennis courts by 2036 to address service gaps and population growth, particularly in emerging Secondary Plan Areas where they can feasibly be accommodated, in the following manner: N/A 39.a Construct 10 tennis courts at five parks in Bowmanville (+10). The Municipality should engage the Bowmanville Tennis club to monitor membership levels to determine if/when additional club-courts are required; club-courts should be provided at a rate of one per 50 to 75 members. Short/Medium/ Long No change - courts are being planned for in new parks being provided through parkland dedication through development approvals 39.b Construct four tennis courts at two parks in Courtice (+4) Short/Medium No change - courts are being planned for in new parks being provided through parkland dedication through development approvals 40 Establish a plan to resurface aging tennis courts with acrylic coating. Short Future tennis court rehabilitation capital projects are planned to include an acrylic surface. Solina Park Tennis Courts were resurfaced with new acrylic coating 42 Provide eight multi-use courts for activities such as basketball and ball hockey in the following manner, preferably at parks in emerging Secondary Plan Areas where they can be feasibly accommodated N/A Short-term (2024 to 2028) Medium-term (2029 to 2033) Long-term (2034 to 2036) Attachment 1 - Report PDS-020-26 Recommendation Number Recommendation Timing/ Term Update 2025 42.a Construct five multi-use courts in Bowmanville (+5). Short/Medium/ Long Roswell multi-skill court initiated and continuing into spring 2026. Brookhouse parkette court re- constructed. Solina Park - tennis multi-skill court re-constructed. 45 At the time of basketball court replacement, investigate the feasibility of enlarging half courts or undersized shooting pads to full-size multi-use courts. Best Practice Opportunities for basketball court enlargement at the time of park reconstruction is being reviewed on a case by case basis. 46.a Construct six splash pads in Bowmanville, with a minimum of one serving the central area of the community (+6). Short/Medium/ Long Middle Park Splash Pad opened in July 2025 51 Continue with establishing a new dog park in north Bowmanville with consideration given to the site criteria identified in this Master Plan, including property ownership, minimum size, public access, site condition, appropriate setbacks, and parking. The design should be similar to what is available at Clarington’s other locations, including a fenced enclosure with separate areas for large and small dogs and supporting amenities such as shade, lighting and seating. Short Actively looking for appropriate site to suit the construction of a new dog park in north Bowmanville 56 Install outdoor fitness equipment at four parks to strengthen geographic distribution. New installations should be at parks in high traffic areas such as along the waterfront trail in Newcastle and Bowmanville (to be reconfirmed through the Waterfront Strategy), Municipal Wide or Community Parks, or in gap areas including at two parks in Courtice’s Secondary Plan Areas. Long-term opportunities to provide outdoor fitness equipment in MTSAs should also be explored. Short/Medium/ Long No change - awaiting direction from Waterfront Strategy Short-term (2024 to 2028) Medium-term (2029 to 2033) Long-term (2034 to 2036) Attachment 1 - Report PDS-020-26 Recommendation Number Recommendation Timing/ Term Update 2025 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. Best Practice Q4 2025 staff are investigating a grant opportunity with MLSE to provide youth, gender specific programming in Q4 of 2026. The Lacrosse Bowl is currently closed due to the SBRC construction. Promotion for facility rentals to increase utilization for various activities will be included in future efforts once the site is preparing to reopen and accept bookings. 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. Short CLMA completed a community mapping exercise in 2024 - CLMA & Community Services will be meeting early in the new year to discuss further mapping and opportunities for cross-collaboration of tools and resources 62 Undertake a building condition assessment of the Camp 30 Cafeteria Building to understand the requirements to ensure that the structure is stable to allow for an evaluation of long-term opportunities. Short Structural Condition Review completed Q3 2025. Review indicated imminent collapse possible. Council motion to allow Jury Lands Foundation consultant to complete an independent assessment, results expected mid Q4 2025. 63 Undertake a feasibility study to update the Visual Arts Centre, including enhancing accessibility and modernizing the building to support programming opportunities and achieve long-term success. Enhancements to the outdoor gathering space should also be explored to support programs and small-scale events such as shows and performances. Short Feasibility study completed Q2 2022. VAC indicated an interest to proceed with the project, funding via fundraising efforts, mainly OTF. Grant applied for Q2 2025, was not successful, will re-apply Q1 2026 . Design development and specifications completed. Short-term (2024 to 2028) Medium-term (2029 to 2033) Long-term (2034 to 2036) Attachment 1 - Report PDS-020-26 Recommendation Number Recommendation Timing/ Term Update 2025 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. Best Practice CSD: Continue working with CLMA to deliver arts and culture programs across the municipality. Supportive space features included in SBRC design. Continue to work with. Outdoor special event spaces captured in recommendation XX CLMA: Continue working with MOC to deliver arts and culture programs across the municipality - arts & cultural community are regularly engaged to provide programming. 68 As part of library space development and redevelopment, consider leading space and design considerations to provide accessible, fresh, and modern spaces that are relevant and responsive to all users, and are inclusive and flexible to support evolving needs, services, and programming. Best Practice Bowmanville Library renovation and centralization of heritage services is in process, with renovations anticipated to begin later in 2026. Further considerations and evaluations of spaces are ongoing to provide exceptional service. A reading garden has been created at the Newcastle Library through a grant opportunity with the Province of Ontario. 69 Increase access to library resources in smaller hamlets and the rural areas of Clarington through alternative service delivery models by providing a bookmobile service for rural residents and installing two library lockers for pick-up and drop-offs. Library book vending machines should also be considered. Short First library locker has been launched at the Darlington Sports Centre. Space at SBRC for a book locker has been integrated into design drawings. Further opportunities for lockers that provide access to materials are being investigated. Short-term (2024 to 2028) Medium-term (2029 to 2033) Long-term (2034 to 2036) Attachment 1 - Report PDS-020-26 Recommendation Number Recommendation Timing/ Term Update 2025 70 Monitor the effect on space utilization resulting from the implementation of the Use of Space Policy and, if necessary, undertake policy revisions. Short Development of the Allocation Policy is underway to formalize space usage. Operational best practices were phased in for 2025; 2024 cost data has been compiled, and impact analysis will continue through 2025 (partial) and 2026 (full implementation) 75 Prepare a Special Events and Festivals Strategy that defines the roles and responsibilities of the Municipality, community organizers, and the CLMA in delivering and facilitating special events. The Strategy should articulate funding and staffing requirements, promotional and awareness strategies targeted to residents and tourists, strategies to address relevant actions of the Municipality’s Inclusion, Diversity, Equity and Anti-Racism (IDEA) Strategy, and identify how existing and future physical infrastructure can be incorporated as part of parks and facility designs to deliver quality experiences. This Strategy should ensure that the Municipality meets legislative requirements and relevant approvals for public events and festivals that do not restrict Indigenous and cultural expression. Short Anticipated timeline: Scope developed Q3 2025, RFP Q1 2026, Report Q4 2026 76 Regularly engage key groups such as the Indigenous community and Aboriginal Sports Council to identify ways to advance reconciliation through parks, recreation, culture, and library services, as well as to inform the Municipality’s Engagement and Relationship Building Strategy, actions articulated in Clarington’s IDEA Strategy, and CLMA’s Repatriation and Decolonization Strategy; there may be synergies in working collaboratively to develop strategies and programs aimed at engaging Indigenous Peoples. Short CLMA: Repatriation and Decolonization Strategy to be complete by the end of 2025 and implemented in 2026. Further opportunity for collaboration with the MOC will be explored. MOC: Working with Durham Region lower- tier municipalities to create an Indigenous Engagement Guide - expected to be completed in 2026 78 Engage Indigenous Peoples, including Mississaugas of Scugog Island First Nation and other Williams Treaties First Nations as part of site selection for future parks and community facilities to ensure that Traditional Knowledge and areas of significance (e.g., cultural heritage, environmental, etc.) are recognized, preserved, protected, and avoided. Best Practice Working with Durham Region lower- tier municipalities to create an Indigenous Engagement Guide - expected to be completed in 2026 Short-term (2024 to 2028) Medium-term (2029 to 2033) Long-term (2034 to 2036) Attachment 1 - Report PDS-020-26 Recommendation Number Recommendation Timing/ Term Update 2025 79 Provide Municipal and CLMA staff with appropriate supports to deliver exceptional services, which may include, but not be limited to, technology and equipment, professional development and training, and other supports to function as a high performing organization. Appropriate staffing levels must also be considered to implement the recommendations of this Master Plan and should be guided by the organizational and staffing review provided under a separate cover. Best Practice CLMA has received a grant from the Region to provide crisis intervention training & mental health first aid to 40 staff, including MOC staff, to be delivered in Q1 2026. Further supports, including technology & equipment, are continuously being investigated. 80 Collectively, the Municipality and CLMA should engage with community partners to expand STEM program opportunities, outdoor programming, and creative programming for all age groups to address current gaps and plan for meeting future needs. As part of this, evaluate potential interest in programs oriented towards Indigenous heritage and culture to break down barriers and foster inclusion; providing pilot programs may be a strategy to test demand. Short Community Services is piloting STEM programming with a couple of service providers. Fitness, 55+ and camps provide seasonal outdoor programming opportunities. The Community Funding Program continues to have a lens towards creative, educational program opportunities CLMA continues to expand STEM program opportunities & creative programming. Opportunities for outdoor programming, including storytimes, will be available in summer 2026, with the opening of the Newcastle Reading Garden and StoryWalks to outdoor spaces. Short-term (2024 to 2028) Medium-term (2029 to 2033) Long-term (2034 to 2036) Attachment 1 - Report PDS-020-26 Recommendation Number Recommendation Timing/ Term Update 2025 82 The Municipality and CLMA should continue to offer and expand its range of in-person and virtual programs to reach a wider audience, which may be done in partnership with community partners and other program providers to share resources and space. Short Added new partnerships programs and workshops with Netball, STEM providers in Q2, and Q3. CLMA continues to offer & expand range of in-person programs, and offer virtual programs, where deemed appropriate, to reach a wider audience. 85 Regularly review, identify, and assess partnerships or collaborations as programs and services are planned to share resources, deliver joint-programs and services, cross program, and minimize service duplication with the view of improving efficiencies. Short CSD: Completed inventory of existing agreements. In the process of reviewing and introducing service partner agreements with current recreation providers. CLMA has implemented a community partnership agreement form and regularly reviews these partnerships. A meeting with Community Services will take place in the new year to identify opportunities for collaboration between CLMA and MOC. 86 Work with community stakeholder groups and partners to enhance volunteer recruitment and retention strategies. Best Practice Participate in Durham Region Association for Volunteer Administration, promote through Community Connections newsletter, provide in-kind support to community organizations based on request i.e. Newcastle Community Garden Short-term (2024 to 2028) Medium-term (2029 to 2033) Long-term (2034 to 2036) Attachment 1 - Report PDS-020-26 Recommendation Number Recommendation Timing/ Term Update 2025 91 Continue to complete Barrier Removal Accessibility Audits of all Municipal buildings and make strategic investments, through the capital budget, to improve access. Best Practice 2026 Capital budget request includes accessibility audits for all Municipally owned buildings not already completed through Rick Hansen Accessibility Audits in 2023 (DHRC) and 2024 (RRC). 93 Regularly review CLMA collections, resources, and services to ensure that they reflect the needs and interests of a diversifying community. Best Practice Review is regular & continuous 94 Increase the allowance under the Access Policy for residents experiencing low income as fees for services rise to ensure that the number of opportunities remains similar on an annual basis. The program should be reviewed regularly to ensure the funding provided and eligibility requirements continue to achieve the objectives of the program. Short A review of the Access Program is underway, including the addition of recreation passes available through CLMA programming. A benchmarking meeting with other Durham municipalities was held in Q4 to explore collective opportunities. The program and associated budget will be assessed as part of the next multi‑year budget cycle for 2028. 95 Create a sponsorship program to offer free Municipal programming for residents. Short In the midst of contracting with sponsorship audit company to develop sponsorship and naming program. Short-term (2024 to 2028) Medium-term (2029 to 2033) Long-term (2034 to 2036) Attachment 1 - Report PDS-020-26 Recommendation Number Recommendation Timing/ Term Update 2025 97 Continue to work with community partners to provide social services and resources for at risk and marginalized populations, while balancing the need to provide safe and welcoming spaces for all. Best Practice CSD: Continued partnership with John Howard Society, provide safe spaces for youth to recieve programming, social services and resources. Providing recreational programming at no-cost for participants of an IPV awareness event, ensuring access for all interested parties. CLMA: Continued partnerships with John Howard Society, ODSP, Durham Community Health Centre, Community Development Council Durham, Durham College Community Employment Services, Making Employment Transitions Attainable, and Participation House to offer social services and resources through CLMA. 98 Continue to promote and raise awareness about the programs and services provided by the Municipality’s Community Services Division and CLMA using a range of print and digital tactics. Opportunities for cross promotion and collaboration between the Municipality and CLMA is encouraged. Best Practice Program/service guides from MOC and CLMA are regularly cross- promoted at facilities and CLMA locations. Programs/services are regularly cross-promoted on CLMA and MOC social media channels and websites. 102 Partnership opportunities with community organizations, private sector, school boards, community groups, and others should be explored as part of implementing the Master Plan, taking into consideration the benefits and risks of the partnership, which may be supported by feasibility studies and the development of standardized partnership agreements. Best Practice CSD: existing legacy partnerships / agreements inventory completed. Staff working on papering agreements and ensuring compliance to fees & chargers or service provider agreements in place. 2026 workplan item to develop a partnership framework Short-term (2024 to 2028) Medium-term (2029 to 2033) Long-term (2034 to 2036) Attachment 1 - Report PDS-020-26 Recommendation Number Recommendation Timing/ Term Update 2025 109.b The development of Standardized Partnership Agreements; Best Practice CSD: existing legacy partnerships / agreements inventory completed. Staff working on papering agreements and ensuring compliance to fees & chargers or service provider agreements in place. 2026 workplan item to develop a partnership framework 109.c Streamlining one point of contact for community sport field users; and Best Practice Staff continue to direct user groups to use bookings@clarington.net as the main point of contact for community sport field users. To report deficiencies or maintenance needs, users can also submit using the Service Clarington portal. Parks operations ad Parks Planning are included in annual user groups meetings to mainatin relationships with user groups. 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). Short Operational progress has continued throughout 2025 within Public Works. With the addition of the first Training Officer, staff have been advancing the development of automated training modules in preparation for the launch of the Learning Management System (LMS). The initial module under development focused on Customer Service Training. Leadership of this module has since transitioned to the CAO’s Office, where it will remain until the completion of the CRM implementation. Short-term (2024 to 2028) Medium-term (2029 to 2033) Long-term (2034 to 2036)