HomeMy WebLinkAboutCSD-008-15 Clarftwn
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Report To: General Purpose and Administration Committee
Date of Meeting: June 22, 2015
Report Number: CSD-008-15 Resolution: j>pt a t_ka5 l�
File Number: N/A By-law Number:
Report Subject: Older Adult Strategy Governance
Recommendations:
1. That Report CSD-008-15 be received;
2. That Council provide direction regarding a preferred option and associated actions as
presented in this Report:
Option 1 — Status Quo
That By-law 2011-106 be amended to reflect a revised structure and the current standard
appointment process for municipal boards and committees.
Option 2 — Merging Staff Teams
-That By-law 2011-106 be repealed effective January 1, 2016.
-That all Clarington Older Adult Association (COAA) memberships be amended to expire on
or before December 31, 2015, and pro-rated refunds be issued by the Clarington Older
Adult Centre Board (COACB) for existing memberships with an expiry date after December
31, 2015.
-That staff develop a Terms of Reference for a Clarington Older Adult Advisory Committee
for Council approval.
-That all existing full time COAA staff be offered a position within the Community Services
Department staffing structure.
Municipality of Clarington
Report CSD-008-15 Page 2
-That the Community Services Department develop a 2016 Older Adult Budget as part of
the overall Community Services 2016 budget submission.
Option 3 — Hybrid
-That By-law 2011-106 be repealed effective January 1, 2016.
-That staff develop an Agreement for the use and operation of 26 Beech Avenue by the
COAA as a registered not-for-profit corporation.
-That the Agreement identify that the minimum qualifying age for membership with the
COAA be established at 60 years with the exception of current COAA members between
the ages of 50-59 years who will be grandfathered.
-That the COAA update the organization's information with the Province of Ontario Ministry
of Government Services in regard to their corporate status.
-That the mandate of the Community Services Department be expanded to include
responsibility for community programming for adults age 60 years and over living in
Clarington effective January 1, 2016.
-That the Community Services Department be given budget approval to recruit and hire an
Older Adult Co-ordinator and Older Adult Programmer (non-affiliated positions) with a start
date of August 2015, at a cost of approximately $72,400 including salaries and benefits for
2015.
-That the Community Services Department be given 2015 budget approval for $40,000 for
capital equipment purchases for the dedicated space at the Courtice Community Complex
and that the necessary funds be accessed from the Community Services Capital Reserve
Fund.
-That the Community Services Department develop a 2016 Older Adult Budget as a part of
the overall Community Services 2016 budget submission.
-That the COACB be directed to liaise with the Municipal Director of Finance /Treasurer on
the development of a revised 2015 budget.
Option 4 — COAA "Vision" Business Plan
-That Council adopt the COAA "Vision" Business Plan (Attachment 4) as the preferred
option in providing Older Adult services; and
3. That all interested parties listed in Report CSD-008-15 and any delegations be advised of
Council's decision.
Municipality of Clarington
Report CSD-008-15 Page 3
Report Overview
This Report is a follow up to the Older Adult Strategy which was presented to Council at the
March 30, 2015 General Purpose and Administration Committee meeting. The Report provides
the results of the requested Older Adult Services Satisfaction Survey, as well as four options,
which includes the Clarington Older Adult Centre Board's Business Plan, for Council
consideration. Staff is seeking Council direction on a preferred option for Older Adult service
delivery moving forward.
1 . Background
At the General Purpose and Administration Committee meeting held on March 30th Report
CSD-003-15 was considered by Committee. Along with the Report, Committee received a
presentation from the Consultant Todd Brown, Monteith Brown Planning Consultants.
At the April 13th Council meeting Council passed the following resolution:
"That Report CSD-003-15 be received;
That the Clarington Older Adult Strategy (Attachment 1 to Report CSD-003-15) be
considered by Council;
That staff undertake a comprehensive survey of seniors, community wide, on the
satisfaction level with the COACB;
That the COACB be requested to provide their business plan to deal with the gaps
identified in the consultant's report;
That the survey findings and plan be considered by staff and provided to Members of
Council;
That the Clarington Older Adult Centre Board provide detailed information and appropriate
documents both confidential and otherwise, as requested by the Community Services
Department, in order to allow for full impact analysis for Council consideration;
That staff report back on an implementation plan, timeline and the financial impact of
transferring the responsibility of the provision of older adult recreation services to the
Community Services Department and other options to be explored;
That staff report back with a recommended Terms of Reference for a Clarington Older
Adult Committee;
That the Older Adult Steering Committee members be thanked for their contributions to
the process; and
Municipality of Clarington
Report CSD-008-15 Page 4
That all interested parties listed in Report CSD-003-15 and any delegations be advised of
Council's decision."
On May 6t", the Community Services Department hosted an Older Adult Strategy Open
House at the Garnet B. Rickard Recreation Complex. The Open House was attended by
approximately 200 people who primarily represented the Clarington Older Adult
Association (COAA). There was a presentation by the Consultant followed by a question
and answer period.
2. Older Adult Services Satisfaction Survey
Staff were directed by Council to undertake a comprehensive survey of seniors,
community wide, on the satisfaction level with the Clarington Older Adult Centre Board
(COACB).
A survey was developed and distributed throughout the Municipality of Clarington at local
municipal facilities as well as close to 200 local businesses and establishments. The
survey was promoted on the Municipality's website, social media and through email blasts
to Community Services Department (CSD) members and program participants.
As well, paper copies of the survey, posters and collection boxes were placed at:
• Municipal Recreation Facilities
•Clarington Public Library — Bowmanville, Newcastle and Orono branches
•Clarington Museum — Sarah Jane Williams Heritage Centre
•Clarington Beech Centre
The survey was available for a two week period from Tuesday, April 28 through to
Tuesday, May 12. Overall, 813 total responses were received; 73% of respondents are
current Clarington Older Adult Association members and 27% past or non-COAA
members.
Included for Council's information is a summary of the survey results (Attachment 1A). In
addition, some of the results are further expanded upon in this section.
Of the 27% that identified as being a past member or non-COAA, 24% of that group
indicated they had been previous members, while the remaining 76% responded that they
have not been a member of the COAA in the past. Of the past or non-COAA members
who completed the survey, some respondents provided comments to explain why they
were not a member/ no longer a member of the COAA. These comments are
summarized in Attachment 1 B.
2.1 Demographic Profile of Survey Respondents
Age (n=796)
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Municipality of Clarington
Report CSD-008-15 Page 5
•The average age of the respondents was 76 years (year of birth: 1939)
•51% were Boomers between the ages of 50 and 68
•40% were seniors age 69 and older
• 9% of respondents did not indicate their year of birth
Location (n=780)
•60% live within the Bowmanville area (LIC)
• 13% live within the Courtice area (LIE)
• 17% live within the Newcastle area (L1 B)
•7% live outside of urban Clarington (LOB)
• 3% of respondents indicated postal codes outside of Clarington
Marital status (n=802)
•5% are single
•4% are living common-law
•64% are married
•8% are separated or divorced
• 19% are widowed
Living arrangements (n=805)
• 84% live independently
• 14% live with family/friends
• 1% have alternate / other living arrangements
•*5 respondents indicated living in assisted living or long-term care facilities
Gender (n=804)
•72% are female
•28% are male
The survey attempted to determine the familiarity of the respondents with the operation of
the COAA and the role of the COACB. Of the current COAA members who responded,
94% indicated they were aware the COAA is operated by a volunteer Board of Council
and 84% were familiar with the role of the COACB and the work that they do.
Past or non-COAA members were not as aware of the composition or role of the COACB
as members; 73% were aware the COACB was operated by a volunteer Board of Council
and 61% were familiar with the role of the COACB and the work that they do.
Of the current COAA members who completed the survey (n=596), 38% indicated they
had been a member for over five years. Of the total current membership, 51% of the
Municipality of Clarington
Report CSD-008-15 Page 6
members participate in programs / activities at the COAA 1-2 days a week, while 24%
participate 3-4 days a week and 9% attend less than once a month.
Current COAA members were asked to rate their satisfaction level with the following as
they relate to their participation at the Clarington Older Adult Association:
• Recreational activities (58% satisfied /very satisfied)
• Educational activities (63% satisfied / very satisfied)
• Fitness activities (68% satisfied /very satisfied)
• Social activities (69% satisfied /very satisfied)
•Opportunities to volunteer (59% satisfied /very satisfied)
•Socializing with friends (80% satisfied / very satisfied)
• Other (61% satisfied /very satisfied)
The past or non-COAA member respondents indicated a high activity level, with close to
100% participating in some form of passive or active recreational pursuit at various
locations including recreation centres, libraries and church /faith based organizations.
While they are not current COAA members, 69% of the respondents identified belonging
as a member to a formal organization or club such as a fitness centre, faith based group
or sport team / club.
All respondents were asked to identify their agreement with the following statements:
• 1 feel I have a voice in activities / services offered by the COAA (60% agree / strongly
ag ree)
• I feel valued through my participation with the COAA (67% agree / strongly agree)
• I feel the programs / activities offered by the COAA meet my needs (74% agree / strongly
agree)
• 1 feel there is a wide variety in types of programs / activities available through the COAA
(82% agree / strongly agree)
• I feel encouraged to take on a volunteer role with the organization (32% agree/strongly
agree)
Overall, the COAA members who responded to the survey were satisfied with the
programs and opportunities available to them at the COAA and feel like they have a voice
and are valued through their participation. Survey respondents were asked to suggest
ideas to improve recreation opportunities for older adults in Clarington. These
suggestions are summarized in Attachment 1C.
3. Options
The Older Adult Strategy contemplated two staffing options with strengths and challenges
identified for both options (pg. 58, Older Adult Strategy.)
Municipality of Clarington
Report CSD-008-15 Page 7
Staffing Option One — The Status Quo
Staffing Option Two — Merging the Staff Teams (of Clarington Older Adult Centre Board
and Community Services Department)
Of the two staffing options, Option Two — Merging the COACB staff within the CSD was
the model recommended by the consulting team.
For the purpose of this Report, staff have identified an additional option for the
consideration of Council. This option is identified as Option 3 (Hybrid Option), which
provides for a blended approach to providing older adult services to our community.
Also, as requested by Council the COAA has prepared a Business Plan identified as
Option 4 (COAA "Vision" Business Plan) and is submitted as Attachment 4 to this Report
for the consideration of Council.
3.1 Option 1 — Status Quo
The Municipality of Clarington, Community Services Department provides recreation,
aquatics and fitness programming and facilities for our residents. Our focus is on general
activities that reach and include a broad section of our residents.
Direct recreational and leisure programming for older adults has traditionally been
provided by the Clarington Older Adult Centre Board. Programming occurs primarily at the
municipally owned Beech Centre, located at 26 Beech Avenue, Bowmanville, with
partnership programs in satellite facilities in other communities within Clarington.
There is an opportunity for service delivery of older adult recreation programming to
remain unchanged, however, at a minimum, consideration should be given to amending
the current structure of the Board and appointment process to align with the standard
Council approved procedure for other municipal boards and committees. This change is
intended to ensure that a new governance structure and composition reflects the needed
skills, competencies, varying backgrounds, diversity and balance with current member and
non-member representation, taking into account a Clarington-wide focus of the Board.
This change would require amendments to Municipality of Clarington By-Law 2011-106
(Attachment 2).
Changing the Board appointment process would not only standardize the COACB with
most other Boards of Council but should allow for a more diverse Older Adult Board in
terms of geography (currently 82% of the Board reside in Bowmanville), varied skills /
backgrounds and diverse populations. In addition, under this option the Board would
represent the needs of both members and non-members, reflecting a municipal wide
purview for older adult services.
It is understood that if this option is selected the responsibility for implementation of the 40
plus recommendations contained within the Older Adult Strategy would be the
Municipality of Clarington
Report CSD-008-15 Page 8
responsibility of the COACB. The COACB would be expected to report to Council
accordingly on their implementation plan progress.
As this option is really a continuation of the existing model timing is really not a
consideration. If a change to the Board selection process were to take place it would be
recommended that By-law 2011-106 be amended in the fall to reflect the standard
appointment to boards and committees with the recruitment process beginning as soon as
the changes to the By-law are approved.
Financial Implications
The Municipality of Clarington provides significant funding to the COACB through an
annual grant. Since 2010, the Clarington Older Adult Association has received
$1,251,725 in funding from the Municipality.
GRANT $132,000 $170,500 $180,225 $204,000 $255,000 $310,000
% INCREASE *29.2% 5.7% 13.2% 25% 21.6%
*In 2011 the COACB assumed responsibility for utility costs for 26 Beech Avenue and a
portion of the increased grant was to off-set these transferred costs.
As the COAA grows and expands to continue to meet the needs of the growing older adult
demographic and its reach into various outlying communities within the Municipality,
additional resources (physical and human) may be required. Moving forward, efforts must
be undertaken to implement predictable budget submissions, allowing the Board and
Council to plan effectively for the future growth.
Focus on Growth
Should Council choose to remain status quo with service delivery for older adults, an
emphasis will need to be placed on offering more support and connection with the self-
determining groups in our community that offer programs and services to older adults.
This will build relationships, avoid duplication and encourage participation and
engagement of our volunteer and older adult community.
3.2 Option 2 — Merging the Staff Teams
Currently, the delivery of recreation services for older adults rests with the COACB, the
Municipality and various for-profit and not-for-profit organizations. The two primary
providers are the Clarington Older Adult Centre Board and the Community Services
Municipality of Clarington
Report CSD-008-15 Page 9
Department. The Older Adult Strategy recommends a merging of the two staff teams in
an effort to increase capacity and staff time to address current and future needs. The
Consultants identified duplication of efforts between the COACB and the Municipality in
terms of administrative process for payroll, budget, purchasing, promotion, human
resources, recruitment, hiring and training, registration and communications. By merging
the two staff teams it assumes that staff time could be more efficiently utilized, providing
more opportunities for older adults to be active and involved in the community. One of the
other key observations noted in the Strategy was a greater focus on collaboration and
building capacity. The plan recognizes that the most efficient way of increasing
participation is to support the development of self-organized and self-governing groups.
While there are currently many such groups in Clarington better collaboration,
communication and a collective and ongoing look at gaps in services will most effectively
service the residents into the future.
This option is the most complex with a number of factors that need to be reviewed and
understood. In this section of the Report staff will provide an overview of the required
action items and any known associated financial impacts.
The Clarington Older Adult Centre Board / Staff
In order to merge the two staff teams, Council would be required to repeal By-Law 2011-
106, which would formally dissolve the Board and all of its delegated powers. At that time,
all Clarington Older Adult Centre Board employees would become employees of the
Municipality of Clarington. The Municipality would be required to recognize the
employee's prior service and would be liable for any outstanding wages or entitlements.
Confidential Attachment 3 is a summary of all current full time positions (does not include
part time positions) and associated compensation and current entitlement details.
Merging the Older Adult staff into the Community Services Department would require a
review of each position and associated responsibilities and tasks. For the most part, as
the work being done by COACB staff is quite similar in nature to services the Community
Services Department provides for other demographics, it is anticipated that most positions
will fit seamlessly into the existing structure within Community Services. All applicable
positions moving into the Municipality will be subject to the municipal pay equity process.
For the purpose of attempting to identify all costs associated with this option a preliminary
review has been completed which anticipates where current full time COACB positions
would be placed on the municipal grid. The anticipated annual net increase of moving six
full time positions into the Municipality from the COACB is estimated to be $143,700,
which includes the anticipated difference in salary, benefit costs and the employer portion
of the OMERS pension contribution.
From a revenue perspective there would also be a potential impact under this option.
Currently the COAA charges an annual "membership fee" ($25.00) to participate in
programs and services of the COAA. This fee is in addition to any ticket price, drop-in or
registration fee. This represents approximately $39,000 in annual revenue for the
Municipality of Clarington
Report CSD-008-15 Page 10
organization. The Municipality typically does not sell a "membership" to be able to register
for programs and services. Any memberships that the Community Services Department
currently sells are inclusive of associated services / programs (i.e. swim, fitness centre);
additional fees are not charged. If older adult programs and services became a function of
the Community Services Department membership fees would cease to exist and any
associated revenue would not be realized.
Currently the COACB rents the Beech Centre to other organizations and private functions.
These rentals provide another source of revenue for the organization. The Community
Services Department is also in the business of facility rentals. Under the operation of the
Community Services Department facility rentals would continue, however, a review of
ongoing rentals and rental types would be undertaken, and consideration would be given
to the location and its proximity to the existing residential neighbourhood. Any changes in
this area could result in a potential loss of revenue.
Should this option be selected the transition will begin in the fall of 2015, with the official
transition of staff and programming moving into Community Services on January 1, 2016.
For the 2016 year, all annualized costs would be further refined and added to the 2016
CSD budget submission. It is clearly understood that the costs would be committed to
prior to final 2016 budget approval and are in essence a "pre-budget" approval of a tax
levy increase.
In undertaking this review there has been much discussion about the important role that
volunteers play with the COACB. In this option it assumes the valuable work done by the
many volunteers would continue. It would not be financially feasible to replace existing
volunteer hours with paid staff. Should the volunteers decide to withdraw their support it
would be necessary to adjust the current levels of service. In addition, it would be staff's
recommendation that the results of any fundraising efforts undertaken by the volunteers
be re-invested into older adult services at the discretion of a new Older Adult Advisory
Committee.
In this option the role of the COACB would change from one of governance to advisory.
The governance (management of day to day operations) for older adult services would
rest with the Municipality. An Older Adult Advisory Committee could be formed to work
co-operatively with staff with a municipal wide focus providing advice and guidance on
community outreach, gaps in service, marketing and communications. A Terms of
Reference would be required for this committee and would be completed and forwarded to
Council for approval upon selection of this option.
Since the release of the Older Adult Strategy there has been significant concern about the
potential impact on current COACB staff. It is staff's position that under Option 2 all
current COACB full time staff will be offered a position within the Community Services
Department. Should individuals choose not to accept the employment, a summary of
potential termination costs have been provided in Confidential Attachment 3.
Municipality of Clarington
Report CSD-008-15 Page 11
Estimated Annual Cost of Option 2
(Costs Associated with Merging of COACB and Municipal Staff)
Additional Staffing and Salary $97,700
Benefits Costs Pension Plan $19,200
Benefits $26,800
Total $143,700
Loss of Membership Community Services would $39,000
Revenue discontinue the
membership registration
fees but programs and
services would continue.
Loss of Fundraising It is anticipated that $68,200
Revenue fundraising efforts will
continue by volunteers,
however, it is
recommended that the use
of these funds be at the
discretion of the new Older
Adult Advisory Committee.
Potential Loss of Facility Unknown
Rental Revenue
Total Estimated Annual $250,900
Impact
Estimated One-Time Cost of Option 2
(Costs Associated with Merging of COACB and Municipal Staff)
COAA Outstanding Staff This is an estimation based $30,100
Vacation & Time in Lieu as on January 1, 2015
of July 1, 2015 entitlements and does not
take into account vacation
(One-time payment) taken between January 1 —
June 30, 2015 or lieu time
accumulated since April
17th, 2015.
Total Estimated One-Time $30,100
Impact
Municipality of Clarington
Report CSD-008-15 Page 12
3.3 Option 3 — Hybrid Option
As seen through the public consultation for Clarington's Older Adult Strategy and the
recent Older Adult Services Survey, there is a high level of satisfaction by COAA members
with the services provided by the COAA. There is a strong desire of the current COAA
members to continue to operate programs, primarily at the Clarington Beech Centre,
independently by a volunteer Board. Members expressed through the Older Adult
Services Survey the sense of family experienced at the Clarington Beech Centre, which
brings people together, improves the quality of life and provides health and social benefits
to the members.
However, through the Older Adult Services Survey, staff also heard from past or non
COAA members who do not currently participate in COAA activities for a variety of
reasons including:
• Program opportunities do not meet their needs
• Do not identify as an older adult
• Do not feel welcome at the COAA
• Schedule of activities does not meet their needs
In order to provide opportunities for the greater population and meet the needs of older
adults in our community, staff is also submitting a "hybrid" option for Council's
consideration.
Through the Hybrid Option, the COAA could continue to operate as a not-for-profit
corporation (which they were until 1991 when they were converted into a Municipal
Service Board) retaining the Beech Centre as a hub for local older adult services,
particularly those that cater to an older demographic, emphasizing social connections and
healthy living. As a not-for-profit corporation, employing Section 110 of the Municipal Act,
which provides property tax relief for a municipal service, the organization would have
autonomy over the operation of the Clarington Older Adult Association. A By-law or
Agreement would be necessary to clearly articulate the terms and conditions relating to
the use of municipal property at 26 Beech Avenue. This arrangement would be similar to
other current recreation based associations operating in Clarington; for example
Darlington Soccer Club, Clarington Girls Hockey Association, Clarington Swim Club,
Clarington Minor Lacrosse Association, Bowmanville Figure Skating Club, to name a few.
While typically it is expected that these organizations are self-funded through membership
and user fees, providing annual grant /funding to the COAA would be at Council's
discretion.
The mandate of the Community Services Department would be enhanced in this model to
provide community based recreation opportunities for older adults aged 60 years and over
in municipal recreation facilities, and in time community hall boards across the Municipality
(except 26 Beech Avenue).
Municipality of Clarington
Report CSD-008-15 Page 13
There would be a benefit for both organizations to continue to foster relationships and
develop partnerships with local self-determining groups who also provide recreation
opportunities for older adults in our community.
The Older Adult Strategy identifies that the percentage of older adults ages 65 years and
over will increase 126% by 2031 (10,250 in 2011 to 23,160 in 2031). When we look at
older adults aged 50 years and over the number increases to 41,220 in 2031. This
significant population growth coupled with increasing penetration rates will have a
dramatic effect on costs to provide services regardless of who is providing the service.
Today many individuals between 50 and 59 years do not identify with being an "older
adult" and generally are capable of pursuing independent, self-directed leisure
opportunities. Based on 2014 membership by age statistics less than 10% of the COAA
membership is 59 years or younger despite qualifying for membership at 50 years.
Currently Community Services uses 65 years as the minimum for age discounted
programs. The Older Adult Strategy recommends a common minimum age for older
adults as 60 years for both organizations in order to focus service delivery on the
demographic who are likely at greatest need for the services (those 60 years plus) and to
control the costs of providing the services. Staff concur with this recommendation,
however, recognize that there are current COAA members who would no longer qualify for
membership. In these cases staff recommend that these individuals be grandfathered
under the 50 plus age requirement if they wish to continue to participate with the COAA.
If Council selects this option it is recommended that an effective date of January 1, 2016
be established for Community Services to assume responsibility for community
programming and for By-law 2011-106 to be repealed and replaced with an Agreement
regarding the use of 26 Beech Avenue. This allows time for both organizations to put the
necessary plans in place to focus on their new mandates.
Financial Implications
As a result of limiting the reach of the COACB to one facility and thereby reducing the
amount of services provided through that organization, Council should expect to see a
reduction in the amount of funding required by the COABC through the annual budget
process. Under this option it would be expected that the Board would work with the
Municipal Treasurer on the development of a revised 2015 budget (eliminating budgeted
funds that were included for the Courtice dedicated space operation) and then submit a
2016 budget based on a revised scope of activity.
The COACB should at all times employ a thoughtful planning process when determining
their program offerings and consideration should be given to evaluating membership /
program fees and options, and manage program schedules based on attendance /
revenue targets, increased reliance on volunteers, and continued attempts to secure
external funding through a variety of methods (i.e. grants, sponsorships, donations,
fundraising), in order to provide an economical and responsible recreation opportunity for
older adults.
Municipality of Clarington
Report CSD-008-15 Page 14
Currently, the Community Services Department services older adults through adult
programs and activities such as aquafit, group fitness classes and fitness training facility,
public swimming, skating programs and various recreation programs. Should the mandate
of the Community Services Department be expanded to include community wide older
adult programming a compliment of full time and part time staff would be required to
implement the necessary programs and services. In order to have plans in place for the
opening of a Courtice older adult centre and community wide programming for January 1,
2016 it would be necessary to have a full time Older Adult Co-ordinator and Older Adult
Programmer (non-affiliated positions) in place for August 2015. These individuals would
work on program development, winter community guide submission, staff recruitment,
hiring and training as well as marketing and promotion in order to prepare for the launch of
the new services.
Community Services Department 2015 2016
Funding Request (5 months) (12 months)
Full Time Staff (Non Affiliated) Salaries $54,000 Salaries $129,000
- 2 positions Benefits $13,500 Benefits $32,300
OMERS $4,900 OMERS $12,800
Total $72,400 Total $174,100
Capital Furnishing and Equipment $40,000 $10,000
(CCC) (Estimate)
For 2016, an annual budget would be submitted for Council approval as a part of the
overall Community Services Department budget. There would be no additional full time
positions associated with this function requested at that time and the majority of expenses
would be related to program instructor fees, operating expenses for programs and
services, and contracted services for entertainment, all of which would have associated
revenues. It is clearly understood that the costs noted above would be committed to prior
to final budget approval and are in essence a "pre-budget" approval of a tax levy increase.
3.4 Option 4 — COAA "Vision" Business Plan
The COACB has provided their COAA "Vision" Business Plan for Council's review and
consideration, included as Attachment 4 to this Report.
Municipality of Clarington
Report CSD-008-15 Page 15
4. Financial Considerations
Financial consideration for this Report varies depending on the option selected. Financial
implications are presented within each option or attached for Council's consideration and
have been prepared in consultation with the Director of Finance /Treasurer.
5. Concurrence
This Report has been reviewed by Marie Marano, Director of Corporate Services, Nancy
Taylor, Director of Finance / Treasurer and Andy Allison, Municipal Solicitor who concur
with the recommendations.
6. Conclusion
It is respectfully recommended that Council select a preferred option for the provision of
older adult services in Clarington. Once a preferred option has been identified staff will
draft revised documents as necessary (By-laws, Terms of Reference etc.) for Council
approval.
7. Strategic Plan Application
Not applicable.
6
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Submitted by: �� �� Reviewed by;
Joseph P. Caruana, Franklin Wu,
Director of Community Services Chief Administrative Officer
Staff Contact: Sharon Meredith, Manager of Recreation, 905-623-3379 ext. 2504 or
smeredith @clarington.net
Attachments:
Attachment 1 — Clarington Older Adult Survey Results
Attachment 2 — Municipality of Clarington By-Law 2011-106
Attachment 3 — "CONFIDENTIAL" Summary of COACB Full and Part Time Positions and
Entitlements
Attachment 4 — COAA "Vision" Business Plan
Municipality of Clarington
Report CSD-008-15 Page 16
The following is a list of the interested parties to be notified of Council's decision:
Muriel Moynes, President, Clarington Older Adult Centre Board
Alan Tibbles, Vice President, Clarington Older Adult Centre Board
Angie Darlison, Executive Director, Clarington Older Adult Centre Board
Cathie Ward, Past President, Clarington Older Adult Centre Board
Steve Coles, Steering Committee Member
John Coffey, Steering Committee Member
Julie Michalejko-Earle, Steering Committee Member
Audrey Andrews, Manager of Diversity and Immigration, Region of Durham, Steering
Committee Member
Larry Gilks
JPC/SM/WG
Attachment 1A to CSD-008-15
Are you currently a How long have you been a
member of the Clarington member of the Clarington
Older Adult Association Older Adult Association?
(COAA)?
Less than 1 year 12%(72)
-- -- ---
Yes 73%(596)
1-3 years ® 28%(163)
'
No ® 27°!°(217) 3-5 years 23%(135)
More than 5 years 38%(222)
813 total responses,97%of submissions *592 total responses,71%ofsubmissions
As a member, how often do you participate in programs/activities
at the COAA?
4+days a week 6%(33)
3-4 days a week 24%(143)
1-2 days a week 51%(299)
1-2 days a month ® 11%(63)
Less than once a month 9%(50)
*588 total responses,70%of submissions
Why do you come to the COAA and how satisfied are you with the
opportunities below:
Very Very
Unsatisfied i Unsatisfied Neutral ■ Satisfied El Satisfied
Don't Know
■ Don't Total
Participate Responses
Recreational
Activities(eg.Bingo., 60% (503)
Bridge,
Woodworking,etc.)
Educational
Activities(eg.
Language,Cooking, '. 60% (498)
Computer,etc.)
Fitness Activities(eg.
Exercise Classes,
Yoga,'Urban Poling, ' ' 63% (523)
Soccer,etc.)
Social Activities(eg.
Hot meals,Dances, 59% (305) 62% (515)
etc.)
Opportunities to , : , 28% (136)
u
Volunteer 58/o (487)
Socializing with
Friends 62% (520)
I
Other: ��t°�.%��i�)�}�; �� 25% (207)
< r_
Are you aware the
Clarington Older Adult
Association is operated by
a volunteer Board of
Council?
Yes 94%(538)
No ' 3%(19)
Don't know 3%(17)
•574 total responses,59%of submissions
Are you aware of the role of the Clarington Older Adult Centre
Board and the work that they do?
Yes,quite familiar 39%(221)
Yes,somewhat familiar 45%(253)
No,not too familiar 12%(67)
Not familiar at all . 4°!0(20)
Don't know 1%(5)
*565 total responses,58%of submissions
Please select if you agree or disagree with each of the following
statements about the COAA:
Strongly 0 Disagree Neutral ■ Agree LI Strongly
Disagree Agree
Total
■ NIA Responses
The staff(office and
instructors)is 70% (589)
friendly&
welcoming
The staff(office and
instructors)is ! 81%(482) 79% (592)
helpful&
knowledgeable
The volunteers are
friendly& ! 84%(4 87) 70% (583)
welcoming
The volunteers are
helpful& 70% (587)
knowledgeable
The Board manages
resources(human, 70% (585)
physical&financial)
effectively
The Board provides
strong leadership I, -
and direction to the ! 69% (580)
organization
As a Member,do you
participate in activities at
a satellite facility of the
Clarincgton Older Adult
Association (Courtice
Community Complex,
Newcastle&District
Recreation Complex,etc)?
Yes j 39%(225)
No 61%(348)
*573 total responses,69%of submissions
Why do you not participate in activities at a satellite facility of the
Clarington Older Adult Association?Check all that apply.
Not in my neighbourhood 52%(132)
Nothing of interest for me there 30% (76)
Not affordable 1%(2)
Not the right environment for me ■ 5%(12)
Was not aware of these programs 4%
Other 27%(70)
"255 total responses,31%of submissions
Have you been a member Why are you no longer a
in the past of the member of the Clarington
Clarington Older Adult Older Adult Association?
Association?
94%(788)
Yes 24%(52)
a
No 76%(162) 6%(48)
(48)
Responses Blank
*214 total responses,26%of submissions *48 total responses,6%of submissions
Why are you not a member Are you aware the
of the Clarington Older Clarington Older Adult
Adult Association? Association is operated by
a volunteer Board of
84%(705) Council?
16%(131) Yes ''! 73%(156)
--_- _ - -- No ® 18%(39)
Don't know 9%(19)
Responses Blank
131 total responses,16%of submissions *214 total responses,26%of submissions
Are you aware of the role of the Clarington Older Adult Centre
Board and the work that they do?
Yes,quite familiar 24%®(51)
Yes,somewhat familiar 37%(80)
No,not too familiar 24%(51)
Not familiar at all 13%(28)
Don't know 3%(6)
*216 total responses,26%of submissions
What are you doing for recreation/social activity?Check all that
apply.
Sports—individual 28%(60)
Sports—teams 10%(22)
Fitness&health 58%(125)
Gardening 57%(123)
Reading - - it 61%(131)
Music 33%(72)
Playing cards&games 30%(64)
None 1%(2)
Other 39%(83)
*215 total responses,26%of submissions
Where are you participating in these recreation/social activities?
Check all that apply.
Recreation Centre/Facility 40%(85)
Library 22%(46)
Community Hall 11%(24)
Church/Faith-Based organization 22%(47)
Museum ` 4%(9)
Art Gallery . 5%(11)
None ® 10%(22)
Other 54%(116)
*213 total responses,25%of submissions
What organization(s)do you belong to as a member,if any?Check
all that apply.
Horticultural Society or Garden %(11)
Club
Art or Culture organization 7%(14)
Service Club 11%(23)
Fitness Centre/Gym 30%(62)
Faith based group i ; ;;.; 21%(44)
Music/Choral group 8%(17)
Hobby/Games group 6%(13)
Sport team or club 15%(31)
None 31%(64)
Other 22%(46)
209 total responses,25%of submissions
As a Non-Member,do you
participate in activities at
a satellite facility of the
Clarington Older Adult
Association (Courtice
Community Complex,
Newcastle&District
Recreation Complex,etc)?
Yes 23%(48)
No J , 77%(164)
'212 total responses,25%of submissions
Why not?Check all that apply.
Not in my neighbourhood 15%(24)
Nothing of interest for me there 19%(30)
Not affordable 2%(3)
Not the right environment for me 16%(25)
Was not aware of these programs I 21%(33)
Other 39%(63)
160 total responses,19%of submissions
Please rank your level of agreement with the following:
Strongly 0 Disagree Neutral ■ Agree Strongly
Disagree Agree
Total
■ NIA Responses
I feel I have a voice in j
activities/services '
offered by the COAA • 94% (788}
feel valued through
my participation
with the COAA
94% (787)
feel the programs/
activities offered by
the COAA meet my
0 95% (791 )
needs
I feel there is a wide
variety in types of
programs/activities 94% (787)
available through
the COAA
feel encouraged to
take on a volunteer ! 92% (767)
role within the
organization
If you could suggest the What year were you born?
top three things to
improve recreation
opportunities for older
adults in Clarington,what
would they be? 95%(796)
54%(455) j
46%(381)
5%(40)
Responses Blank
i
Responses Blank
*455 total responses,54%of submissions *796 total responses,95%of submissions
What are the first three What is your gender?
digits of your postal code?
951%(796)
Male -- 28%(228)
Female 72%(576)
5%(40)
®r
Responses Blank
*796 total responses,95%of submissions *804 total responses,96%of submissions
Which of the following currently describes your marital status?
Single 5%(41)
Living common-law 4%(29)
Married 64%(514)
Separated or Divorced ■ 8%(67)
Widowed f ' 19%(151)
802 total responses,96%of submissions
Which of the following best describes your current living
arrangements?
Live independently 84%(676)
Living with family/friends ® 14%(112)
Assisted Living 0%(4)
Long-term Care 0%(I)
Other r; 1%(12)
805 total responses,96%of submissions
Attachment 1 B to CSD-008-15
Survey Question:
Why are you no longer a member of the Clarington Older Adult Association?
Postal Code LOB
• 1 plan on joining again as I really like all that it offers.
• Programs offered at the centre are too seditary and do not allow active seniors
opportunities especially in the aerobic activities.
• They offer nothing for an active person like me. There are no programs with an
aerobic base. There is no hiking, no running, no biking, no skiing. There are no
outdoor activities in the winter. I am 66, not confined to a chair and not dead.
• Went south for 6 mos but plan to rejoin shorlty.
• Just have not gone in this year.
• Currently not involved with activities there. I will be in the future.
Postal Code L1 B
• Time availability and quality/credentials of instructors.
• Great organization, I am just too busy.
• Haven't got over yet but plan on it.
• Lack of time to be involved this year.
• 1 do not have the time.
• We moved and are now involved in activities in Wilmot Creek, but many of my
friends enjoy the Clarington Older Adult Association as members and volunteers,
Our friends thoroughly enjoy all the programs that are currently available through
the COAA and feel like valued members of society through their volunteer work.
Postal Code L1C
• Joined for the Baseball No more Baseball.
• Have not joined any classes.
Class time conflicted with other obligations.
• Do other volunteer work and do not have much time. Still help with
grandchildren.
• We winter in Florida and have not rejoined yet.
• 1 did a little traveling but will be rejoining again.
• 1 did a little traveling but will be rejoining again.
1 have just been late joining again.
• Cost and do not use it.
• Took computer and camera courses I needed Don't currently need any further
training and attend concerts with partner who is a member.
• The program I am interested in is during day and I do volunteer drives then,
• The program I am interested in is during day and I do volunteer drives then,
• Inappropriate behaviour of®.
per S.14 MFIPPA
Attachment 1 B to CSD-008-15
• 1 just haven't taken the time to renew it as I haven't been enrolled in an activity
yet this year.
• Too busy looking after grandchildren right now but intend on returning when my
time frees up.
• Only used membership once, didn't know anyone didn't return.
• No particular reason. Just busy with other things, but will definitely go back.
• It's a select click with ® as the ring leader.
• 1 plan on resuming my membership this fall, I could not do my chosen activities
(zumba, yoga, etc.) because of a shoulder problem but it is better now.
• Have 'issues' with their neighbourhood co-operation.
• Programs/events/time of day did not work with my schedule.
• 1 originally came for my mother who has since moved out of the region.
• 1 believe the COAA does NOT serve the best interests of the majority of older
adults in Clarington - only their elitist members.
• We were told by staff of the municipality we were not insured under the town's
insurance umbrella if we cycled outside of Clarington. Cycling all around Ontario
was the reason we joined.We have formed our own group 3 C's, cycling group
96+ members, with a waiting list of 35. We arranged our own insurance„ we
couldn't be happier.
• 1 was on various committees which were cancelled without notice, jobs taken
away from some volunteers and given to others. The communication from the
director was very poor. I was embarrassed by being told things in front of a
group of people, when they should have been handled in private. I have had
people approach me and say they see inappropriate behv'iour by a senior staff
member, such as the sexual jokes. They were very uncomfortable and never
went back. People don't like to speak up, and if you do, you could find yourself
shut out of communications and that causes great embarrassment.
We cannot commit to the sign-up classes as we are out of town every other
month.
• Not using the services.
• Just haven't renewed my membership.
• Even though I am 63 and my husband 84, we feel as if we are too young for this
organization.
Postal Code L1 E
• Our main interest is cycling and our territory was limited to Clarington so we have
formed a cycling group outside of the Association.
• On 3 separate occasions the courses that I signed up for had to be cancelled due
to insufficient enrolment. It was too frustrating to pay for a membership and not
be able to attend courses of interest to me.
• Courses were not available when I wanted them.
• Working.
® per S.14 MFIPPA
Attachment 1 B to CSD-008-15
• We had a cycling club within the COAA that decided to leave due to controversy
with the COAA director and the board president in 2013. We have since formed a
new cycling club, the Clarington Cycling Club.
• Have been very busy with my Charity, The Needlework Guild of Canada, Toronto
Branch - time spent purchasing from jobbers, executive meetings, etc. did not
allow me spare time to enjoy the activities Clarington Older Adult Assoc.present.
Postal Code - Not Specified
• Controversy re biking club. Responses of BOD of Coaa to biking members.
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
Survey Question:
if you could suggest the top three things to improve recreation opportunities for
older adults in Clarington, what would they be?
Postal Code LOA
• More opportunities/wider amount of programs offered at more facilities. Easier to
access.
• Larger Facility - central location.
• Programs to be where older adults reside, not feeling that they must belong to a
group in order to participate. I understand they do not need to belong to
participate, but feeling that is necessary is the impression I get.
• As a Primary Caregiver for my Aged Spouse I Cannot do More than Drop In at
Newcastle Once a Week. So my Answer is N/A.
• They have a variety of activities at the moment that meets what I want to do and
more.
• Take it over! Get rid of this lot ! Bunch of self serving whiners the municipality
should be looking after it. Need more access in other communities outside of the
BOWMANVILLE Exclusive.
• Improved parking at the Beech, try to avoid too many activities on the same day
as this limits choices, more large group activities at sites with ample parking.
Postal Code LOB
• Having a drop in rate for the fitness classes so members can attend an extra
class or 2 if they are not full.
• Cheaper water exercises Fitness centre in Newcastle Pool.
• 1 think that the recreational opportunities for older adults in Clarington is presently
being met by the COAX
• Find activities that would appeal more to men. A facility with better parking would
be of help.
• All that I need or want is already offered. They are perfectly organized. The
municipality shouldn't take over.
• Art in Newcastle.
• They are fine the way they are now.
• 1 believe a permanent, welcoming drop-in centre for COAA in Courtice would
build a stronger enrollment for a larger variety of programs. I know people my
age who hardly leave their homes. Maybe I could talk them into coming to the
drop-in centre with me. We'll see how it goes in September.
• Negotiating a free audit agreement with local colleges & universities. More
opportunities to dance without a "partner".
• Could have Pickle Ball held in Kendal Town Hall Basically everything a senior
could want to participate in the COAA is already providing. Reasonable cost. If
the Town takes over the costs will go up.
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
• More prime time hockey space for adult hockey.
• The only thing that they are missing is a pool and possibly tennis courts (if people
were interested but most of them source out other option if they are interested.
There are so many other options offered at the Center that I feel recreational
opportunities are well covered.
• Increasing availability of courses at Newcastle and Courtice.
• More locations.
• More advertising.
• A larger Senior building with more rooms and parking. More satelite programs,
Newcastle, Courtice & Bowmanville "new swimming pool" I think a Senior day
Swim program with teachers would be a good.addition. Sorry our Ballroom
advanced dance programs are gone.
• Some Saturday activities or weekends Various computer courses as more
services are accessed through internet.
• Provide a speakers series - various topics (finance, music, travel, global
awareness/issues, health, comedy etc) Recognize that there are two tiers of
seniors now - 50 year olds are different than 80 year olds and typically although
not always require different events/activities Better advertising as to what is .
available. Young seniors are still traveling a It whereas 80 year olds are typically
staying home more. Thus young seniors cannot be locked into an 8 week pay up
front program because more often than not, they will be missing some time due
to travel. Thus, young seniors need more flexibility with dropping in and out of
programs/events. Hope this helps! Good Luck!
• Improve use of and availability to sports facilities for older adults. ie. use of tennis
courts for other court sports and to maintain those facilities.
• Accessability; more programs, activites at nite.
• If it isn't broken why fix it!!!. I think the programs the VOLUNTEER group provide
are excellent and well advertised. I have volunteered over the years for various
organizations and feel that often volunteer groups get more done than paid
individuals with no personal commitment or connection. Spend the money on
assisting with programs! I have recently been thinking about joining the group
but as stated earlier my time is somewhat limited at the moment.
• More active activities.
• Try to get a buddy system going to encourage other seniors to come out.
• Embrace a wide variety of activities even if you don't understand them don't
assume all adults over 50 are sedentary accept advise from people who know
more than you do, don't just dismiss them.
• 1 think they are doing a wonderful job providing activities of all kinds for everyone.
• Get rid of the board they don't speak for everyone. I would suggest to have
shuttles from various facilities come to seniors residence and those with mobility
issues. Have accessibility in all Recreation centers.
1 really don't know much about coaa.
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
The Centre is always accepting new ideas to try. Some things will be dropped if
enrolment is too low. New programs are introduced over the internet between
sessions - fall, spring to see if there is interest. You do not have to wait for the fall
or spring booklet.
• 1 have taken part in activities at the Oshawa Senior Centres and what I really
enjoy is the feeling of community, from babies right up to senior seniors. So I
prefer the likes of the Courtice or Newcastle complexes and to expand along
those lines rather than keeping buildings strictly for seniors.
• Have access to all recreation facilities of the municipality.
• 1 . Continue to keep cost of classes reasonable. 2. Continue to offer classes in
a setting without children.
• 1 don't think there is.any.
= in Courtice and the local help she gets there is fantastic but the overall
COAA staff only cares about the Beech Centre.
Older adult programming to be offered in all our small villages and hamlets as
well as the bigger centers you currently offer them in... raise the age to a more
"age appropriate" age for a senior ie at least 60 offer a pass key to offer seniors a
discount into all the rec facilities and programs offered in all the smaller
communities that private groups have developed over the years...
Postal Code L1 B
• Discusion groups.
• Bigger building More parking or a new location.
• Don't know - most of the current activities do not interest me. Classical Music /
Opera, lectures - perhaps a bus to Concerts; Opera, drama in Toronto; Stratford;
Shaw (Niagara on the Lake) Festivals.
• Pay as you go would be better than paying ahead of time if you are unable to go
for variety of reasons !! Everything else couldn't be better, I love being a member
!!
• Instructors with high degree of training in classes such as yoga and sports in
which injury can occur. Otherwise coaa is a well run organization bringing
people together and improving quality of life and health benefits for members.
• More accessible parking, I'm happy with everything else.
• Acsessabilty,location,transportation.
• 1 suggest the age for eligibility to join the COAA should be 60yrs. I have two
daughter-in-laws who are 50 & if you suggested they were seniors they would be
insulted.
• Leave it alone. It is a treasure in our community.
• (1) more accessibiity to programs in Newcastle, where I live. (2) convenient times
in the evening (3) affordability.
• Have more facilities available for people in various areas to attend..Keep the
COAA independent, not part of C.S.D.
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
1 . Age group should be 60 and up. My children are 50 - do not call themselves
Senior. 2. More parking. 3. Transportation for seniors who can't drive.
• Evening programming.
One more afternoon of Duplicate Bridge.
0 By remembering we are not ALL doddering geezers once we're over the age of
60, you could offer: 1) Outdoor hiking adventures & social activities 2) Ongoing
education in how to maintain energized youthful attitudes & physical skills (even
via lessons in meditation, biofeedback, etc.) 3) At every level of activity, remind
participants that their chronological age need not be limiting them entirely just
because of the outside world's biases... remind them their 25-year-old self is still
within them, simply riding around in an older body.
• Affordable, daytime, easy access to transportation.
• Leave the COAA as is when you are planning your strategy. All their activities
are run by volunteers who do an amazing job. Add other services throughout
Clarington, but don't try to fix what is not broken at COAA.
• Transportation (in view of Municipality's to provide all Clarington citizens
Continue to develop satellite activities Realistically, municipality should provide
funds for more available at the centre Recreation opportunities in the
environment the Council envisions for future can only be developed if the Council
recognizes health, housing and poverty needs must be the focus for senior first.
• Expand satellite activities Provide local transit Add a swimming program.
• Let the people who know how do the job Keep cost reasonable- As COAA does
Get rid of consultants - They only confuse the issues. They think they are
experts on everything.
S Provide more local transportation to and from Beech Centre and satellite sites.
Expand satellite programs to provide more activities.
• Fitness classes over 50 esp. for women, bone density & cardio health.
Complimentary medical & health workshops- naturopath, chiropath, physio -
geared to 50 issues (prevention. Your changing "brain" education on the latest
developments in neuro plasticity and brain health; in plain language, written
resources, question & answer sessions & community resources.
• Make them available outside of Bowmanville. Offer more active programs, such
as pickleball.
• More classes offered where needed, such as yoga. Keep the costs affordable.
Yukelele classes.
n/a
i n/a
• Beginners Euchre and bridge when there is no partner.
9 More satellite programs in Newcastle improve wifi for the library/ pool computer
programs.
S 1 see numberous things to interest me but still active with friends & family who
are still in Toronto area.
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
® More funding for the Beech Centre.
• 1 would prefer to have most of the activities in one central location.
• Continue adding programs to Newcastle area (and other areas).
• In my opinion it is perfect as it is.
• Fitness facility at Newcastle complex Programs after work or evening.
• Personally I enjoy weightlifting,exercise machines and fitness.These are not only
health sustaining but help seniors maintain and keep mobility and strength which
is very important. I am 70+lm not my fathers generation.) am much more active
and fit than my parents where. 1.Add a weight training facility in Newcastle
2.COAA has difficulty getting men (&women) to attend their dance session.
So...make them a regular event 1-2/month.Live music,possibly dinner and people
will pay a little more to attend.
The Older Adults Association that presently exists does not need
improvement.From everyone I have spoken to that belongs presently,it is well run
and offers more than enough activities.
1) Council should continue to allow older adults to manage the direction and
scope of recreational/social activities through the existing COAA since it does an
excellent job of working with seniors and meeting their needs. 2) Continue to
provide funding to maintain and extend provide complexes.l
3)
Recognize the tremendous role and value that COAA volunteers
assisting with the running of the COAA programs and acknowledge that town
administered programs would never garner the same level of support. This
excellent program works because seniors feel that they have a voice and say in
determining what works best for them.
Value the opinions, expertise, and competence of the directors elected by
members of the Beech Centre. Do not treat seniors like children who need
parenting. We have years of experience, expertise, and many skills you don't
usually find all under one roof. Consider all viable options for solutions to
address parking, programming, appropriate facilities and interests of seniors for
now and in the future. Work as a cohesive group to find the optimal solutions.
Realize that the structures are only one component of what is needed. The
atmosphere has to be conducive to encouraging seniors to participate, to engage
with one and other, and then to feel like part of a family.
A fitness centre,walking group computer classes.
• Swimming free with membership. I need to swim during the winter to keep in
shape and imfind that it is very expensive. If you could follow the role of the
Oshawa older aduld association, then that would benefit many of us older adults.
Leave it in the format it now is Council support but not run the programs
encourage volunteers.
• Expand to all wards, have the municipality take it over and have access in all the
recreation centers and facilities.
per S.14 MFIPPA
Attachment 1 C.to CSD-008-15
• Have the municipality take it over, integrate it with Recreation facilities and
provide or improve transit to allow access. Also have a board that reflects all
wards and extend beyond just those over 50.
• Have the municipality take it over, integrate it with Recreation facilities and
provide or improve transit to allow access. Also have a board that reflects all
wards and extend beyond just those over 50.
• Have the municipality take it over, integrate it with Recreation facilities and
provide or improve transit to allow access. Also have a board that relflect all
wards and extend beyond just those over 50.
• Better parking. weight room in Newcastle, seminars on health and other topics
at Newcastle More pool classes and activities for seniors.
• 1 live I Wilmot Creek and take part in activities there.
• Cost and schedule. Some of us still work and would like to participate in evening
programmes.
• 1. Provide programming in the evenings as well as daytime 2. Fitness facility in
the east of Clarington 3. Include all of Clarington in programming it seems very
central to Bowmanville.
• Leave things the way they are! COAA is operating well and I do not see any need
to change things. There are many diverse opportunities both for recreation and
volunteering. I cannot think of a single thing that needs improvement.
• Better hiking trail maintenance and more hiking trails.
a As a retired female aged 62, 1 feel that the seniors age for the region of
Durham/Clarington should be 60 instead of 65. As I am on a fixed income I am
still paying for activity memberships(i.e. swimming) at the full cost.
• MORE PARKING.....DAYTIME EURCHER EXTRAVAGANZA.
I was very disappointed that the 20/20/20 Fitness class Spring session was
cancelled due to lack of participation. May need to advertise these programs
more in the Eastern end of Municipality.
• Many of the activities are offered in the morning. Only a few evening programs
but many people over 50 still work. It would be great if some of these programs
were offered starting at 6:30 p.m.
• Its good the way it is. but sure there could be be improved. get the member to
help with some of the changes, but I believe the fear of most members, is that
this programs you offer will shut down, and that the prices of membership. will
go up.sky hight.
• Love everything as is.
• 1 think the COAA is fantastic and always strive to think of new ideas and ways to
keep seniors active and knowledgeable and provide transportation for those who
need it. I would say to just keep doing what they do. I am totally satisfied with
everything there. I like that so much is in one place, so you can be with a large
group of people in your own life category.
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
Surveys,more facilities, I'm very satisfied with the current programs available but
I do feel that they could possibly be improved with more facilities available to
Clarington Older Adults.
1) Make weekend programs available.
Space, parking and financial support for the less affluent seniors.
• Bigger parking lot.
• Can't think of any, what counts more.
• No changes.
• age be built to highlight dancers/entertainers
1. more levels of line dancing, 2. a st
3.a bigger gym to accommodate more people for shows/dinners.
Things seem to be running just fine as is. Please keep the politics out of it.
I have absolutely no complaints and would be very upset if things changed too
drastically.
• Should be Older Adults. At least 55 plus. Better parking facilities.
• An indoor pool - I know there are pool facilities elsewhere later hours for the
programs (ie afternoon) encourage the people who are regulars and know
everyone to be more inclusive.
There has to be something available in the evenings....many younger seniors are
still working and in this economy people will be working longer so if you include
those that are in their 50's than there should be activities that meet the working
srs needs too.
• Continue to employ excellent instructors. Continue to use the skills of members
gained from pre retirement jobs. Listen to us and allow us to decide how our
activities should be offered. Access to pool time through Clarington Older
Adults...water Zumba etc.
Larger or more classes. Popular classes fill up fast. Better parking at Beech
Centre.
• Fitness, field trips, skills classes.
Postal Code L1 C
1 . Keep the polititions' hands off COAA, 2. The status quo is working very well. If
it ain't broke don't fix it. 3. Takeovers rarely benefit those at the grass roots level.
Leave it alone!
Increase the minimum age to 60 to reduce strain on facilities, parking problems
etc. Even 60 is not considered "older" these days. 2. Larger premises.Maybe
,
moveaway from a big house environment to a more custom designed facility
with on site pool, tennis courts etc. 3. More government funding to subsidize
programs.
1 feel center has helped my husband & I great deal with smiling faces when we
arrive, we gone to dances that we enjoyed. Meet wonderful people at hot
lunches. The meals are on time. We should have joined sooner.
per S.14 MFIPPA
Attachment 1C to CSD-008-15
0 More physical activities to gear to the younger adults... Have M listen more
to the younger adults ........
0 The Older Adults Centre offers everything we need.
0 The Municipality leave COAA as is and use the money they are wasting on
surveys, meetings, etc, to put back into the COAA to use as it knows best. Give
all Clarington Taxpayers a choice of whether they want the Municipality to waste
their money trying to fix something that works wonderfully. Larger facility with
parking.
0 Great as is.
0 Have swimming programs between 9 am & 3 pm for seniors Perhaps change the
schedule a little so that there are not so many large groups in at the same time.
i.e. The dance group requires more parking as well as a couple of others at the
same time. Could the dance be held in an evening?
0 Activities on the weekends Not to expect volunteers if taken over by the
Municipality.
0 1 don't have any suggestions as the centre meets our needs very well !!
0 1 hope the Bowmanville Pool will soon be operating.
0 The only thing that needs improvement at the COAA (Beech Centre) is the
parking - (at times).
0 Parking for the Town to leave COAA as is.
0 Improved bus service to sports/recreation facilities Improved hours of operation
for such facilities as swimming, skating.
0 Have one membership for COAA and Membership at all Municipal rec facilities.
0 1. Network with other facilities to determine programming for the younger Older
Adult population. Build a stronger relationship with our Community Services
Partners in regards to off times that some of our facilities are not being utilized
and provide programming during those time periods. Research the membership
to understand the type of programming they would like, and utilize more of the
satellite facilities.
0 1. Network with other facilities to determine programming for the younger Older
Adult population. Build a stronger relationship with our Community Services
Partners in regards to off times that some of our facilities are not being utilized
and provide programming during those time periods. Research the membership
to understand the type of programming they would like, and utilize more of the
satellite facilities.
0 Aqua fitness in Bowman villa IF WE HAD A POOL. Need a warm water pool for
exercises for those with arthritis. Classes are often full. Tried to register for
urban pole walking but class is full.
0 Lower the cost of membership and program fees - expand the facilities and
programs in the satellite areas.
0 Guitar lessons, piano lessons, take down treasured trees and pave
the back-yard!
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
• Need more adequate space to meet demanding population Adequate parking
gym at the same facility.
• Weekend activities, beginner classes and excursions.
• Everything things seems good to me!
• Have a survey on website & all locations periodically Have suggestion box for
ideas for programs for COAA at all Municipal Recreation Locations. In program
guide ask people for suggestions or requests for recreation ideas.
• Continue to expand variety of courses offered i.e. woodworking, bird watching,
etc.
• Swimming facility Nail and foot care Keep smiling.
• Parking More Hot Meals More local aqua fitness.
• It is great just the way it is.
• Really !?! The COAA does any amazing job. Keep up the good work. No
interference from the Municipality is the best route to follow.
• WE should more places in our surrounding areas for activities such as satellite
facility of the Clarington Older Adult Association ( Courtice Complex and
Newcastle Complex.)
• Everything is really well put together.
• WE should more places in our surrounding areas for activities such as satellite
facility of the Clarington Older Adult Association ( Courtice Complex and
Newcastle Complex.)
• Keeping costs reasonable Allow volunteers to continue, don't pay Union wage for
a job a volunteer can do Allow for programming input.
• More affordable. I would join in more activities if I could afford them all.
• Baseball Tennis.
• Lack of parking.
• Easy access to the waterfront trail by bicycle Bigger parking lot More bike paths.
• Leave management of centre as it is, it's operating well. Some of the fees for Art
& Music Programs could be lowered $84 - $89 1 find might be a little expensive
for many on low fixed incomes.
• Increase parking.
• Better parking Bigger building.
• Depends on demand and level of enrolment.
• Needed is a facility, both central to town residents and with far more parking than
is now available.
• Parking. Larger building.
• A senior focus - present now with COAA. Increased indoor & outdoor space for
activities. Keep focus from becoming too political or combined with other
services. Concerns: 1. You will lose volunteers and have to pay more for staff
which will lead to higher fees. Why reinvent "the wheel"? 2. The current COAA is
sustainable , all-inclusive and has a variety of courses/activities that are suited to
our needs. 3. Yes, we pay taxes and vote.
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
• Wood carving should have a room for having some heavy equipment tools put in.
• The Municipality to consult with the expertise of staff in working with older adults
To reduce costs of Municipality run programs to be affordable for seniors (i.e.
Aquafit) To collaborate with COAA to develop a broader "spectrum" of programs
for older adults.
• More craft opportunities. Things are wonderful and should be left as they have
been doing. Why change something that is working so well?
• Larger building, a larger parking facility. How about baseline Rona building,
everything's on one floor, parking galore, in and out access.
• Friendships Community meals more often.
• Nothing.
• Pay as you go classes - eg. yoga is a registered program and if you are away
part of the year you can not participate without paying for the full program which
may not fit in with your travels, I am sure there are other programs like this.
• COAA aquatic program (i.e. Aquafit) Don't make current COAA staff Municipal
Employees ! The current system is great ! They go above and beyond to meet
our needs with minimum "red tape" If larger facility is needed, why not the now
vacant Target store in Bowmanville? (our Beech Ave group are seniors who are
physically and mentally capable, so if the Municipality wants to accommodate the
disabled, day programs, respite, etc. this "Target" location could be divided
appropriately for Municipality to run).
• Increase COAA van service versus increased parking Ultimately, larger activity
space with better parking.
• Larger buildings Increased parking Volunteers to require more training.
• Keep costs down to members.
• Cost Accessibility Advertising on TV.
• Every program is great.
• Larger facility.
• More space for activities. Parking space.
• Cannot improve perfection! That COAA continue exactly as present within a
facility with adequate parking.
• Would like a ticket system for people who can only come to class occasionally.
For people who work part-time.
• More dancing (ballroom) opportunities More venues for activities Increase social
activities offered.
• Senior activities programmed in the evening and all across the Municipality and
not just Bowmanville.
• Actually I think Community Services already provides a good range. As well as
fitness programs the Beech Centre provides the social aspect which a
Government Dept. doesn't.
• More seminars i.e. wills, investments & other areas too (health related, retirement
residences, procedural things to transition to residences) Continue with & expand
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
trips - cruises, bus trips, event trips to T.O. Continue with current & expand
learning i.e. computers, cameras (seminars/help) opportunities - art classes,
learning languages, learning card games, etc..... Encourage use of satellite
facilities for all ages 50-100+yrs Expand aquafit programs to Courtice.
• 1 have trouble coming up with something so things must be OK with me.
• Gym at NDRC.
• Leave the COAA as is.
• Lets get this program accessible to all seniors!!! Apply the consultants report in
it's entirety!!! Get rid of® and the board!
• More venues, better advertising of available programs.
• ?
• N/A
• Stop treating older adults like children. Why do we have to constantly be playing
cards or dancing? What's wrong with doing nothing once in a while?
• More exercise classes Evening classes.
• More advertising in local stores There are a lot of us that are not on a computer.
• Bowling Alley.
• Larger facility. Larger parking lot. Library.
• Keep Red Tape - Government Out They will mess things up.
• If it isn't broke - it doesn't need fixing!
• Leave well enough alone it runs like a well oiled ship !!
• Increased parking area.
• Cannot see where any improvements are needed.
• Parking Transportation Financial Assistance.
• No parking in bicycle lanes. No space for activities for COAA. Town to BUTT
OUT - use Town Council time and money to improve road surfaces in Clarington
which are worst in Ontario.
• Parking Transportation Financial Assistance.
• Additional recreation classes (that would benefit those who work) - additional
locations locations for recreation programs - expand all opportunities possible.
• 1 need to learn more about the COAX
• Offer evening fitness/dance programs Remain a board run facility not munical
Keep membership affordable.
• Can't think of anything to suggest, quite happy with the centre.
• Keeping it centrally located - easy to get there. More parking space.
• Bigger building with more parking.
• Better bus service to the different locations, more parking at the beech centre,
get the tennis club moved to a better location so they can have a club house.
• As a semi retired senior, with arthritis issues, would like to see or have access to
pool programs to improve flexability and exercise sore joints, again when I check
locations times I find classes are full or at a time I can't do and are extemely
limited, Access to a personal trainer type service and small classes (max 4)
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
where individual assistance and accommodations can be provided to permit
growth within the scope of my changing capabilities Educational programs,
computer, photography, social media, bridge, mental stimulation to offset natural
losses due to age, apathy.
i Have some evening programs.
• Offer evening programs more locations.
• As I am not a long term member, I am quite satisfied with the programmes
offered right now.
• There are plenty of opportunities available now Parking remains an issue in
Bowmanville.
• More computer and dance classes.
• Bowling Alley.
Aqua Fitness Parking More Frequent Programming.
• Swimming programs.
e More programs More reciprocal privileges More water sports (classes).
• Very satisfied with the current services.
• 1 would like to see more craft project sessions (ceramics, folk art, etc. I think
COAA is doing a great job and I don' like the oroposed changes. It would be nice
to have more singles opportunities (dances, etc).
• Would like to have mild fitness classes twice a week at least, eg, Zumba Gold,
instead of just once a week. I love this club and the people that run it and go to
enjoy it. There is nothing wrong with it, "If it ain't broken, don't try to fix it".
• Better parking.
• Bowling Alley.
• Fix the roads - Dangerous for bicycles Make real bicycle trails.
® No Council participation.
• Collaborate with COAA with Parking.
i All Exceptionally well run.
Occasional Movie Bowling More Evening Events.
• Let COAA remain non-profit.
• Allow members to pay per diem rate if room in class Teach safe skating program
for seniors.
Y Keep Costs to Participants Down.
0 1 cannot think of anything just love it When I visit in other centers ie. Oshawa,
Ajax they are good but boy ours are the best. Well done to our wonderful staff
and volunteers.
o I would not change a thing except the city charges too much for their recreation
programs. They are very impersonal and I cannot afford their programs and the
bus fare. Where at the COAA I can afford both :)
• Keep Costs Reasonable Allow breaks for snowbirds that are away so they don't
have to pay for full sessions.
Communication, inclusiveness, affordability.
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
• Bocce Courts.
• Council to provide more facilities Council to provide more money Full support of
Council for COAA Executive & Staff.
• Convenient PARKING at whatever facility - especially at BEECH Fitness &
Sports be done at the designated LARGER facilities only.
• More Evening Activities (Fitness, Meditation).
• Transit connection to the Beech Centre door, more parking so the street parking
is unnecessary, and access to a Municipality swimming pool for swimming or
water exercises, during off peak time/s.
• More space needed.
• More parking at the Beech Centre.
• Transportation for mobility challenged. Activities for groups with similar inabilities.
Warmer swimming pools.
• 1 can't believe you think 50 yr old are the older adults- we are just entering our
prime- target the 70 year +.
• The only issue I have is insufficient parking availability.
• 1 am very involved in volunteering at the hospital and golfing in the summer, so
just go there for exercise - (yoga).
• More evening and weekend drop-in activities.
• They should really take a look at and the way she speaks to
some of the seniors. She is very abrupt and can be quite nasty when things don't
run the way she wants them. I will not renew my membership there because of
her and also some others on her staff...another name is who
can also be very rude.
• More room for some fitness programs.
• Know of none!
• More evening activities, more drop in programs and more facilities.
• Update offerings to the 21 st century. What is available now is what I expect to
find if I end up in an old age home. But I would not want to upset the darlings.
Leave them alone. I would not join under any circumstances.
• 1. Better funding from Clarington to reduce fees for those seniors who can't
afford to take part. 2. Enforce sidewalk clearing in winter so it is safer to walk.
• Get community services off the back of COAA and start supporting them. This
take over nonsense rumors are a joke.
• More dances and concerts.
• More art instructors, bicycle group to have no restrictions on routes, drop in trial
of program to see if suitable before paying.
• Better Communications About What is Going On More Secure Facilities
Permanent Places to Meet that are Convenient for Seniors & Transportation.
• 1 made a comment that questioned one day. I have not been welcomed
back since. We need an Executive Director not and Executive Dictator.
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
• My needs are being met Transportation to facility is taken care of for ambulatory
individuals but it would be nice to have a wheelchair accessible vehicle as an
option for people that wish to participate in the facility programs. It is difficult to
go to programs for me if I decide spontaneously that I would like to attend. When
I attend I can see that there is scarce available parking.
• Newcomers Club - when went to the Beach Centre I didn't know anyone and no
one spoke to me, I didn't feel welcome and didn't return.
• Fitness, Social Activities, and Awareness of help in the community.
• Happy with what the COAA offers. Especially the affordable costs.
• Get a bigger building in order to provide more recreation opportunities.
• Right now I am very satisfied because of the time I have.
• Let like minded adults of any age or sex enjoy their company.
• Parking.
• Socializing, fitness, dances.
• Socializing, fitness, dances.
• All the opportunities now offered are extensive enough for me.
• Take it over get rid of those self serving people and make it easier for us to get
to.
• Lower the age for the seniors discount in the recreational facilities in Clarington. I
still pay full price for aquafit and gym facilities that I don't pay as much for at the
COAX I feel that some of the staff do not take seniors seriously, that our
concerns do not matter, so an attitude adjustment. Facilities available for walking
during the day. I am no longer an early bird so the early morning walking does
not appeal but I would like to be able to walk during the day.
Evening classes for older adults who are still in the workforce full-time.
• 1. More courses on internet security, etc. 2. Courses for both knitting and
crocheting 3. Scrapbooking sessions
• Leave what exists alone until the new building is built. Town should not be
taking over the COAA. If the town takes over you will lose all the volunteers.
Parking seems to be the biggest concern. Take over the parkette for parking.
• Do not have one person in control of everything Have an outside person that
volunteers can go to for assistance Safety Instructions.
• One central place for information on all recreational activities for older adults in
Clarington. The age to qualify as a "Senior" to be the same at all facilities
including COAA.
• Multiple larger locations with lots of parking Varied Programs throughout the
weekdays and weekends No Extra Fee to join to become a Member.
• Keep up asking us what we want and what we think.
• 1 . More educational programs, computers, iPad, etc. 2. Alternate days for like
programs mainly cards etc. 3.
• Get rid of= and the Board bunch of flakes, take it over and make it better for
all! Accessibility is a huge problem and the board doesn't speak for all members.
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
® The room used for drop-in art was altered to accommodate a hairdressing salon -
there is now no running water or sink for the art. Constant disturbance from the
salon makes it impossible to enjoy this activity. Meanwhile, the craft room with
running water and sink sits unused.
• COAA is functioning well and the Municipality of Clarington should not mess up
something that is well utilized and operating efficiently.
• Don't double up on programs that are offered at other places such as the library
ie, Computer classes that are free.
• More small fitness groups.
• More parking at the Beach Centre!
• I feel the Beech Centre has everything covered, the van service is available for
people who need it.
• 1 don't have any suggestions because the COAA has a wide variety of social and
learning opportunities. I don't need anything more at the moment but I see the
facilities being used well and hear from people that they enjoy the programs.
• New ping pong tables.....better parking.....better coffee house facility.
• 1 am using this space to point out that an important activity to me, ART, should be
included as an educational activity in the list above. It was not clear to me
whether I should check recreational (like woodworking) or educational. BOTH
these activities are learning opportunities for many. I have no suggestions for
improvement. The recreational and educational opportunities for older adults are
excellent.
• Weekend and Evening programs as some of us are still working or involved in
daytime grandchild daycare. More COAC Involvement/representation in the
Durham Senior Games through better access to information. As we are an ever
culturally growing society more diverse cultural activities.. cooking classes, card
and board games, music etc.
• New Horseshoe pits at the COAA New bowling alley in Bowmanville - 5 and 10
pin Cineplex Theatre open one weekday afternoon during the school term.
• New horseshoe pits are needed at the COAA COAA affiliation with the Fitness
Centre in the future for swimming Cineplex Theatre open one weekday afternoon
for older adults to use.
• More parking.
• 1.Provide new facilities to serve seniors throughout Clarington. 2.Provide
sufficient parking at Beech St. facility. 3.Provide weight rooms at COAA
buildings.
O Everything's great the way it is.
• Member run boards, parking.
i More advanced exercise programs; -more advanced computer programs; - would
like to see a Bocce Court and would like to be able to bring senior guests to play.
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
0 Find the Clarington Older Adult Association a larger facility with better parking.
Leave the COAA as it is, well run, welcoming and a place where a single person
can attend activities alone and be welcomed.
0 More parking.
a More parking, More room for activities.
• A facility where there was more space. A facility where there was more parking.
0 1.transportation to recreational activities for those in need. 2. Many seniors are
not aware of what is here for them, more info (promotions) about the
opportunities,etc. perhaps through churches, senior living areas, etc 3.Open
houses ( COAA provides this ) to see and try what is there for all ages andlevels
of health and mobility.
More satellite activities Better transportation Activities for seniors who can't afford
classes.
0 Any time I have attended, I have found the staff to be great. At present I am
travelling etc, so do not use all the amenities, but still maintain my membership,
as I know that when I wish, I am able to use them.
0 A) better availability times for older adults to use facilities and pools at all
Community buildings I.e. Weekday time (not 9pm at night) B) more fitness
classes geared to older adults C) more social events for older adults.
0 Walking groups at facilities at various times of day - not just morning Programs
that accommodate seniors with some mobility restrictions e.g. arthritis.
0 Provide a space for older adults to simply socialize at no cost. Allow older adults
to drop in without every activity being scheduled. Allow participation in activities
without registration (space permitting).
0 I think everything is great!
0 Food, nutrition and cooking classes .would be of interest.
0 1 have recently moved to Bowmanville and I am very impressed with the services
at COAA.
Keep the volunteers (152 in total) involved, make them feel they are needed and
have a say in the day to day operation of the centre. Should all these volunteers
resign because of the changes being suggested and replaced by municipal staff
being paid Union wages, this would increase operating costs of the centre by
tens of thousands of dollars. Members of the centre are happy who I have
spoken to are very happy with the facilities and the programs Don't try fixing it if it
isn't broke.
0 They are excellent. Although sometimes parking is an issue. I DO like the
convenience of things being offered right in town (Bowmanville).
0 1 volunteered when I first joined COAA. Found it very difficult to fit into the
clique.there seems to be an inner circle. Also I feel some of the participation fees
are unnecessary. To come and knit in the cafe it costs $1.35. 1 bring my own
project and also buy a coffee. What exactly do I get for my membership fee? It
seems you need to be financially well off to be a member.
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
0 Fitness equipment, ie treadmills, stationary bikes, weight equipment.
0 Make sure that all ages from 50 plus have a variety of choice. Make some
programs available in the evenings and on weekends.
0 More space to offer a bigger variety of programs and more parking too!
0 Expand variety of courses offered - depending on instructors availability
Schedule activities better - too much conflict of times at present I do not
participate as much as I would like due to "cliques" at the centre.
0 Safer biking routes/roads. Nash is in terrible condition. Seniors only swims.
0 1 am quite satisfied with what is available now.
0 Pedicure manicure opportunities at the facilty To have a computer at the
reception (I volunteer there).
0 1. Provide access to the aquafit program to all seniors including those with
mobility problems. 2. Arrange to have our vans drive people to the aquafit
programs. 3. Extend the hours of operation.
0 Increase parking.
0 Spa like pedicures/manicures. badminton in the primary facility Pool at the
primary facility.
0 Clogging.
0 Would be nice to have a pool at the actual facility because I don't drive Spa
opportunities like massage, pedicure, nails.
0 Recreation opportunities are already very good. I play Pickleball, Soccer, Ping-
Pong, Billiards, etc and card games, bingo, art/music/cooking classes, etc are
also offered at the centre. Not sure what else could be done to improve
recreation opportunities, other than make it more widely known that the Centre
offers all these activities and encourage people to take part. Also let people know
that the Centre offers rides any time at a very minimal cost. As a volunteer driver
I know that people love this service because some of them would be house
bound without the rides.
Encourage people to register for activities at the satellite locations, esp. high
volume classes instead of the Beech centre to help parking Assign class
locations based upon where the majority of class participants live. Have a "Cozy
Cafe" set up with chairs/tables and refreshment at each satellite location, so
people can take time to relax, meet, mingle and talk over a coffee.
Recreation opportunities are already very good. I play Pickleball, Soccer, Ping-
Pong, Billiards, etc and card games, bingo, art/music/cooking classes, etc are
also offered at the centre. Not sure what else could be done to improve
recreation opportunities, other than make it more widely known that the Centre
offers all these activities and encourage people to take part. Also let people know
that the Centre offers rides any time at a very minimal cost. As a volunteer driver
I know that people love this service because some of them would be house
bound without the rides.
0 Improve communications. Make new members feel comfortable. Fairness.
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
• 1) Acknowledge that a lot of older adults still work full time and therefore need
more programs or recreational opportunities available in the evening. 2) Take
resume's into a computer file for prospective programs and volunteers that would
be suitable for running the program. 3) Offer more... lot's more in the way of
seminars addressing the health concerns of older adults. Bring in professionals
to educate the public in the prevention of conditions and disease.
• Pool, swimming - love it how it is, not really much we can improve for us - no
change for the beech centre.
• More "drop-in" options for those of us who spend much of the year out of country.
The other option might be signing up and paying for those sessions you know
you will be available for.
• Parking is very difficult sometimes so maybe improving that. It doesn't stop us
from coming but it would be helpful to know I can get a parking spot when I
come.
• 1 done know if there is anything else needed.
• Not sure of anything:
Parking at the beech centre - wider scope of courses - more money available.
• Excellent the way it is.
• More active sports opportunities for you younger set (Tennis. squash, baseball).
• More parking Larger facility utilize larger facilities we have.
• Should be more trips (day trips).
• Fundraising.
• Parking.
• 1 . leave a volunteer board in a position of leadership and governance to
implement any improvements; 2. reduce the demand on Beech Centre by
providing additional municipally funded venues to accommodate new programs
and to achieve dispersed program delivery; 3. consult minority, disabled and
financially impaired communities about programs which would interest them.
• I can not add anything to what is currently being done.
• Allow COAA to continue to administrate and supervise the activities for Older
adults in our community. Continue to provide the socialactivities that encourage
friendship and fellowship amongst the members. Continue to provide the varied
range of age appropriate activities for all ages of seniors in our community.
• It doesn't need to be improved - I love it how'it is.
O Excellent how it is.
O More parking.
9 The city stay out it.
® Include the New Horizons Band members for seniors to be involved with COAA
Presently many are members here but not included in performing for others at
luncheons or activities held there.
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
® Stress to others that it is a facility of 50+ with wide range of activities. Keep us
active to keep us healthy - free up the hospitals and doctor's offices. Great
environment to make new and lasting friends.
® 1 don't know.
• Keep it out of the Municipality's hands. It will end up as a 9 to 5 operation and
the volunteers that now make it work will disappear.
• Parking.
• Develop more satellite site programmes (e.g.. social bridge in Courtice) Make
sure the sites are accessible and central (Beech Centre is great) Try to always
develop or offer new and different programmes, courses.
• Not sure. Programs meet my needs at this time.
0 There would not be anything about the COAA I would want to change. We
seniors are so fortunate to have this well run organization providing all our
recreation and social needs. How did we get so lucky-it's a great time to be a
senior!
• Parking .... That is all!
• 1 . offer various time slots for programs; i.e. one season one time, next season a
different time for the same program to allow for those unable to do original time
2. continue to improve the level of instructors that teach programs.
• 1 . A larger facility to hold more people during the winter months. 2. A co-
operative program with existing facilities, etc. swimming, pole walking 3. Increase
the annual fee to $35 to relieve some of he stress of fund raising.
• I am very satisfied with all the opportunities that are offered to the older adults.
• Keep the municipality's hands off of the COAA.
• Advertise available transportation More parking but you could not get a better
location There is more than enough going on that we need to avoid overtaxing
staff.
9 1 don't want the age limit to change. Letting the 50yr olds join keeps the center
lively and keeps us young. Please don't change it. I won't volunteer if the town
takes over and the staff changes.
® More beginners courses. It is sometimes difficult to join a class where
participants have been attending for a number of years. Would also like to see
weekend activities during the winter months.
• Collaboration with the municipality to provide facilities to accommodate activities
such as aquatic programmes ; collaboration with the municipality to provide
facilities for satellite programmes; collaboration with the municipality to address
parking issues.
Educational programs - more advanced computer courses.
®. Some way of providing free activities for the mentally ill and seniors living in
rooming houses.
• Enlarge Parking Lot-get rid of Tennis Court.
• Activities in smaller places.
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
• COAA has it all covered!
• I enjoy my time at the COOA and I wish I had more time for more programs.
There is something for everyone no matter what the interests. I personally am
completely happy with the programs available.
• Increase access to Municipal facilities by COAA to include pool and tennis court
availability Allow the COAA to remain a member driven association Continue
financial support to the COAA from the Municipality.
• More evening or early morning fitness classes. Like many people 50+ 1 still work
full time and very few fitness opportunities exist on evenings or weekends at the
Bowmanville location to participate in age appropriate group fitness. The same
can be said fo municipal run fitness oppurtunities in BOWMANVILLE. After
working all day i font want to drive to Newcastle or Courtice To work out. Why
did Bowmanvilke get left out when we are the biggest in population? Private
gyms cater to the young and I can't physically do their classes biecause they
cause pain. You need demographics on working vs retired 50+ people in the
municipality to effeciively arrange group classes to fairly accommodate all. Very
few are rich enough to retire at age 50 and this assumption is flawed.
• Inclusiveness in every aspect, not just for those steriotypically old or religious. It
is a new world where not everyone is interested in playing cards, dancing or
holds to a christian religion or a religion of any kind.
• More locations to attend activities with times outside of Monday to Friday daytime
hours.
• Leave it alone - the older adults have done a great job of providing and
organizing for over 20 years ... why now do you want to change it? More Parking
at Beech Centre as was promised when purchased.
• 1 . Offer more times in the evenings 2. Offer more programs for the young 50+.
• Wider access to general older adult programming to the general public at
municipal facilities-not through a "membership" to an older adult centre or in a
facility specifically for older adults.
• Most importantly, keeping the age to 50 and not changing it to 60. Early "active
aging" is essential - waiting till 60 for lifestyle changes is too late.
• Give us access to swimming pools as part of COAA Give us access to the tennis
courts as part of COAA Provide regular, uninterrupted access to Indoor Soccer
facility.
• Early evening hrs 5-7:30. If you are still working there is nothing until 8:30. It's too
late at night. Dark in winter. Have to up early.
• PUBLIC TRANSPORT Public Transport with a stop close to COAA.
• Very pleased. No suggestions.
• Better parking facilities in Bowmanville Better transportation means.
per S.14 MFIPPA
Attachment 1C to CSD-008-15
Postal Code LIE
• More courses at the satellite locations. Reduced membership fees. Having
standard age of 60 for all recreation and courses across Clarington.
• Lower Prices and have the Municipality take over. Better transportation for
people with disabilities. Access to the Courtice Pool for people with disabilities.
Chairs that don't give us back problems. The Courtice Older Adults have not
received so much as a tea bag from the Bowmanville Older Adults. For the first 6
months I supplied a kettle and instant coffee and when another member came in
May she supplied tea bags. The coffee maker and the coffee we have now was
supplied by the Rotary Club and that was because = was hired in Sept 2013
and belongs to that club. She is the best thing and only thing Beech St has done
for us. They tried very hard to discourage us from having an Older Adult Group
in Courtice. I sat several months alone until a few of my friends from Oshawa
came to keep me company. And then a few Courtice people started to come. I
don't know what they do with their money but Courtice does not benefit by it and
my guess is Newcastle is not better off than us. All of Clarington pays taxes not
just Bowmanville.
• Walking Tours Quilting Activities Computer Programs (not intro or basic)
photography.
• Bowmanville has enough members to open at least one more satellite there, i.e.
Baseline Community Centre, to ease parking congestion at the main Beech hub!
Do not increase membership age to.60 or 65, or the younger "seniors" will join
other COAA or its satellites, and these valued, energetic possible members will
fall thru the cracks. Younger seniors are the FUTURE of the COAA and Senior
Clubs. Even though we know that a huge number of the "tidal wave" of seniors
rolling into Clarington in the future are simply NOT joiners, and will never join
above clubs, ps keep the Beech Centre as the "family" hub, directed by our
Board, together with the satellites; and reach out to the outlying residents of
Clarington, like Hampton, Enniskillen, etc., with smaller organizations (clubs)
maintained by Mr. Caruana's Community Services Staff, who will also learn how
to offer and work with seniors, in the pleasantest way possible. Keep the Staff we
love working at COAA !!
• More facility space at the gym. It is really busy and crowded. How is a dance
academy allowed to rent public space when that space is needed to expand the
gym facility.
• More cultural events of world-class quality which can only be found in Toronto.
eg. ballet, symphony, live theater, opera, or other live events. As a senior living
alone with decreased mobility it is a major physical challenge to get to and from
Toronto by GO Train. The new Union Station is like a maze and if the event gets
out late, then I am travelling alone late at night. I would attend many more
events if I could go in a group with a driver. I'm not a fan of casinos and dinner
theatre.
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
• Enlarge the facility where more parking is available and is accessible via a bus
route. Have the whole association under the jurisdiction of the municipal council.
More satellite facilities available as we have a large municipality.
• Better communication More courses Better publicity.
• Lower cost More parking Looked into volunteering but they wanted a big
commitment of time.
• First of all, a location that has the availability of lots of parking. Secondly, a wider
variety of programs. I found the ones offered catered too much towards an age
bracket of 68+. Not everyone is interested in knitting or cards.
• Cards Bingo Exercise Yoga.
• A better awareness of what is available..
• Availability @ Courtice - dedicated space Availability @ Newcastle - dedicated
space.
• Let the municipality run it. Integrate it with recreational facilities and I love the
- transit idea. The consultants report is right on the money and progressive. Time
to get rid of this elitist club.
• 1 feel the level of fitness could be more intense. Although I am a senior, I think
the program ie strenghen muscles is too placid.
• Leave it alone; its has saved my life.
• More programs at the Courtice Community Complex to support a large senior
population More Tai Chi programs offered Perhaps Courtice Seniors could have
more programs (independent) of the Bowmanville Branch. We have a wonderful
facility here with unlimited easy stress-free parking.
• More activities at Courtice Community Centre Afternoon activities at Courtice
Community.Centre.
• More programs in the evenings/weekends More locations Specific programs for
younger seniors (50-65 group).
• Leave COAA alone Bigger Facility Parking.
• Better advertisement of our Association, positive action to provide more parking,
no interference from Clarington council, the Association is doing a great job
providing what its members truly want.
• I'm unsure as I do not participate in Clarington.
• Satisfied with the current opportunities provided.
• Get Biking back.
• Start a cribbage group one night a week.
• More Parking More Evening Classes More Exercise Classes for Men in Evening.
• Lower Cost To Many Friends the Director has, it is her family Some
(management) have an attitude (not friendly).
• Fire the Director Make the Board Represent More than Just the Beech Courtice's
Marie, is Always Helpful and Friendly to Everyone.
• 1 think that there is something for everyone regardless of age or limitations - I
have nothing to think of that could be improved. You are doing a wonderful job!
per S.14 MFIPPA
Attachment 1C to CSD-008-15
• If the Association is for people over 50 years old, as I am, many of us are still
working but would love to join up. Have some programs (not just cards) in the
evening and/or weekend.
• Reduce the age for a senior membership at the Courtice community center from
65 to 60.
• Reduce the age for a senior membership from 65 to 60 at the community
centers.
• Tell them about it, not everybody knows.
• Replace The Current Board To Better Reflect The Wider Community Replace
The Current Board To Better Reflect The Wider Community Replace The Current
Board To Better Reflect The Wider Community.
• Offer More Craft Programmes.
• Improve Parking Improve Transportation Improve Communications.
• Permanent Meeting Places Transportation Issues Costs.
• More art (painting) programs, more art teachers.
• Off hand can't think of anything that is missing but I do want to say that this
organisation is wonderful and I look forward to somewhere close to home to go to
with friends and meet new people. I would obviously prefer if there was a full
centre like this in Courtice I love their shuttle service.
• Offer NIA and crafts......make more time, on other days for arthritis fitness and
zumba gold.
• I miss the cultural experiences that are offered in Toronto: concerts, plays, etc,
which are changing all the time, so there is always something new to see and
hear. I belong to a group (based in Toronto) that seeks out classical music
events and offers a discount on tickets. I love this! However, I don't like
travelling home alone after the concert gets out late at night. Would there be
sufficient interest to offer such events to our group along with transportation? My
disability makes walking on uneven terrain difficult because my balance is poor. I
don't want to use a walker until absolutely necessary. It would be nice to have a
seniors' representative at City Hall to help us deal with issues like being taken
advantage of by local developers who use intimidation to get property owned by
seniors (especially widows) at less than market value.
• Satellite programs help with congestion of parking at COAA, but participants like
the setting better at Beech St. as that is where their friends are and also the cafe.
I have had to not take a program only because of overlapping with something
else at the same time. I would like to see more fitness programs going every day
of the week.
• More activities in Courtice Follow up on past members Better information
regarding courses offered.
• More events held to introduce those of us non-members of what is available,
maybe more open house events, and advertise these events so we can attend
and see the facilities.
per S.14 MFIPPA
Attachment 1 C to CSD-008-15
® More Summer Activities , indoors & outdoors.
® Work jointly with other facilities that seniors use to increase outreach eg. library,
churches. More satellite programs.
® Keeping COAA an independently run association, gym access in the
Bowmanville area with priority for older adults. A full function Cafeteria run by
paid personnel in Bowmanville Centre.
® Can't think of anything that isn't already offered.
• More outside trips i.e. theatre, shows, day trips. I am not able to be a
volunteer on a regular basis due to my immobility.
• Since our municipalityis large and spread out between several towns and a
dozen plus hamlets, I feel that 3 autonomous sites spread out over our
community where we have population density would better serve the residents
needs.
6 To have a dedicated "Beech Street" in Courtice-to have transportation for those
that require it to (it) and to have it staffed by the same type of staff and volunteers
that Beech Street has.
• Nothing to offer at the moment.
e Build and operate an indoor shooting range in Clarington.
• More classes in Courtice. more variety especially tap dance and please don't
take the Beech center from us.
9 Live Theater, Acting lessons for seniors, Writing for seniors.
® Activities at Courtice CC are mostly in the am. Would like to have more added to
the afternoons. eg Walking, Dancing and Bingo. This would increase the hours of
our Program Assistant. She is the best! The CCC needs more soundproof walls,
so voices from other meetings cannot be heard on either side. It was quite
annoying that City Council held a meeting here in April and we were told to be
quiet...looking forward to having our own dedicated space here to solve that
problem. Comments - I really enjoy coming to the CCC 3 mornings a week. I
have made new friends and we now socialize outside of the COAA. I do come to
events at the Beech Centre and enjoy that as well. I have recently started going
to the Newcastle Drop In on Tuesday afternoons and enjoy that as well. I have
met lots of wonderful people thru the COAA and I can't imagine it not being a part
of my life.
® Older adults are working people too. Services should work to retain the active
adult population. They are economically valuable to the larger community.
® 1 - Could use more parking availability at the Beech Centre -- possibly move the
Tennis Club to another location???? 2 - Other than that, all else seems to be
operated very well at the COAA.
® Right now I can't think of anything I would improve.
• Better leadership Fair distribution of funds for satellite locations Better facilities.
® Better parking for big events or better bus service around the town....larger dance
studio would be lovely....more drop in activities ei pool,cards,drawing ....
per S.14 MFIPPA
Attachment 1C to CSD-008-15
Postal Code L1 G
• Can't be improved and it is excellent the way it is.
Postal Code L1 H
• Reduce senior age from 65 to 60 to join the community centers in Clarington.
• Reduce the age from 65 to 60 to benefit from the seniors cost to join the
Community center ie. Courtice community center. I buy swim tickets but will not
join until 65 as I can't afford it now.
Postal Code L1J
• My only suggestion would to be offered more choices than soup and muffins for
the daily lunches...especially when I am in morning and afternoon classes. Even
though I live in Oshawa, I grew up and worked/volunteered in Bowmanville and
the only reason I had to move to Oshawa was because there were absolutely no
condos available in Bowmanville and so many seniors, when they can no longer
keep up with owning their own house, sadly have to relocate outside of the
Bowmanville area...away from everything that was familiar to them.
Postal Code L1 K
• More weekend, evening activities Provide more transit to Beech Centre Expand
lounge area.
Postal Code — Not specified
• Support for local groups, easily accessible facilities, understanding seniors vary
greatly in physical and mental status, younger ,fitter seniors interests may be
very different from more informed seniors.
• Oshawa price is much less for older adult.
• You won't win an argument with M. She will do things her way, right or
wrong.
• Advertise them so people are aware. Use social media to get the word out.
• 1 feel everything is covered.
per S.14 MFIPPA
Attachment 2 to CSD-008-15
THE CORPORATION OF THE MUNICIPALITY OF.CLARINGTON
By-Law 2011-106
Being a bylaw to establish a Municipal Services Board to
provide social and recreational opportunities to the Older
Adults of Clarington through the operation of the Clarington
Older Adult Centre and to repeal By-law 2001-216.
WHEREAS Section 196 of the Municipal Act, 2001 authorizes the Council of a
Municipality to establish Municipal Services Boards;
AND WHEREAS Section 198 of the Municipal Act, 2001 provides that a municipality
may give a Municipal Services Board the control and Management of such services and
activities of the municipality as the municipality considers appropriate and shall do so by
delegating the powers and duties of the municipality to the Board.
NOW THEREFORE the Council of the Corporation of the Municipality of Clarington
HEREBY ENACTS as follows:
1. Location:
THAT the building and grounds at 26 Beech Avenue, in the Municipality of
Clarington (Town of Bowmanville)will be known as the Clarington Beech Centre;
2. Board of Management:
The name of the organization shall be "CLARINGTON OLDER ADULT CENTRE
BOARD" (COAC Board)previously known as 'The Clarington Older Adult
Association'(COAA). This latter name may continue to be used as a general
descriptor for and by the membership.
a) Composition
THAT the CLARINGTON OLDER ADULT CENTRE BOARD shall be established to
manage the Clarington Beech Centre and related satellite programs:
The affairs of the organization shall be governed by a board of up to 11 directors,
one of whom shall be the immediate Past President. If there is no past President
or if the immediate past President ceases to be a member of the COAC Board or
chooses not to be a director, the board shall consist of up to ten directors: Two
of the directors will be Council members appointed by the Municipality of
Clarington.
The Community Services Department shall assign a representative whom will act
as a staff liaison to the Clarington Older Adult Centre Board. As the Municipal
staff liaison this individual will attend Board meetings as a resource person and a
non-voting participant.
The Clarington Older Adult Centre Board Executive Director is an employee of
the Board whom is expected to attend Board meetings as a non-voting
participant.
The Board is accountable to Council for all aspects of operating, capital and legal
operations.The Board will at all times act in accordance with any and all
legislation affecting the Board, its employees, its operations and all its actions.
1 of 6
b) Election Process &Termination
Each director shall;
i) be a member;
ii) support the objectives of the COAC Board;
iii) not be an un=discharged bankrupt or a mentally incompetent person; and
iv) meet the criteria set out in Section 6.02, 6.04 and 9.01 of the Clarington
Older Adult Centre Board By-law No. 1.
If a person ceases to be qualified by the COAC By-law criteria set out in 6.02 (a),
6.04 and 9.01 therein, that person ceases to be a director. The members of the
COAC Board may, by resolution passed by at least two thirds of the votes cast at
a general meeting of which notice specifying the intention to pass such resolution
has been given, remove any director before the expiration of his/her term of
office and may, by majority of the votes cast at such a meeting, elect any
member in his or her stead.
Any individual interested in being nominated as a director to the Clarington Older
Adult Centre Board should have been a member of the COAA for a minimum
period of one(1)year preceding the nomination process.
All members of the Board .except the two municipal representatives shall be
elected by the membership at the annual general meeting of members, each for
a two-year term for a maximum of six (6) years. The two-year terms shall be
staggered so that half of the board shall stand for election annually.
Vacancies shall be filled by resolution of the Board as required. In the event a
director does not complete the two-year term, a new director may be appointed
for the remainder of the unfinished term. This new director shall then be deemed
to complete the remainder of the available term.
Written nominations accompanied by a resume moved and seconded by three
members, shall be submitted, in a sealed envelope, to the chair of the nominating
committee at least one month (30 days) prior to the annual meeting. The
nominating committee will open the nominations after the closing date to receive
nominations. All nominees meeting qualifying criteria shall be on the ballot for the
annual meeting. No nominations will be accepted from the floor at the general
meeting.
Members must be in attendance at the annual general meeting to cast a ballot.
No proxy votes will be accepted.,
c) Vacancy
Any changes to the Board composition/membership will be forwarded to Council
for ratification of the new member appointment in accordance with the Municipal
Act as soon as reasonably possible.
d) Remuneration
The directors shall serve as such without remuneration, excluding Clarington
Older Adult Centre Board expenses. A director may be paid for pre-approved
instructor fees relating to course instruction costs that he or she may teach to
members of the COAC Board.
e) Quorum
A majority of the members of the Board shall constitute a quorum.
2 of 6
3. Conflict of Interest
A director shall declare a conflict of interest if he/she or any member of his/her family
has a pecuniary or personal interest in a matter before the board. The director shall
disclose the reason for the conflict and at the discretion of the board will absent
him/her from voting and/or the meeting, The conflict of interest and any subsequent
action by the board will be recorded in the minutes of the meeting.
The Board shall be governed by the Municipal Conflict of Interest Act.
No employee or member of Council shall have any contract, other than employment,
with the Board or have any pecuniary interested direct or indirect in any contract
work relating to the operations or functions of the Board.
4. Purchasing and Contracts
a) Procurement
In accordance with the Municipal Act Section 270 (2) the Board shall by
resolution, adopt procurement policies. The Municipal purchasing by-law may be
used as adapted by the Board to the specific requirements of the Beech Centre.
b) Contracts/Agreements/Leases
Other than for normal operating or Administrative processes, the Board will not
enter into any contract, or agreement which has the potential to commit funds,
oblige, or encumber the Municipality without prior written Council approval, or
specific approval detailed by resolution in the annual budget process.
5. Board Mandate
Subject to such limitations and restrictions as Council may from time to time impose
by bylaw or resolution, the Board may:
a) Meeting
Fix the times and places for meetings of the Board and the mode of calling and
conducting the meetings and make regulations governing the conduct of its
members and employees.
b) Chair/Committees
Elect a President, Vice President, 2"d Vice President, Treasurer, Secretary and
committee chairs as determined necessary by the Board, all of whom shall hold
office at the pleasure of the Board or for such period as the Board may prescribe.
c) Employment (Hire & Termination)
Employ such full time and part time persons, prescribe their duties and fix their
salaries and other benefits of employment as the Board considers to be
necessary and appropriate, provided that:
(1) ,Salaries, Benefits, and Performance Appraisals:The Board shall by
resolution, adopt hiring policies with respect to hiring of its employees and
shall be responsible to abide by all applicable laws governing employment
practices.
(ii) COAC employees are not considered Municipal employees, or have any
claim on the Municipality for any employment actions or decisions by the
Board or its Employees.
Annual Board recommended increases for salary or performance that are within
the Council approved budget, will only need to be detailed in the budget
estimates,for approval.
'3 of 6
d) Hours of Operation
Fix the hours when the Clarington Beech Centre shall be open to the public and
required payment of fees or charges for admission thereto or the use thereof and
prescribe such fees and charges.
e) Admission
Adopt policy for rules for the use of the Centre and for the admission thereto or
the use thereof and prescribe such fees and charges.
f) Sales
Sell within the Centre souvenirs, crafts, baked goods and refreshments at such
prices as the Board may decide.
g) Publications
Produce, copy and distribute publications and documents related to the older
adults of the Municipality.
h) Volunteer Groups
Encourage and develop volunteer groups to assist in the further development of
the Clarington Older Adult Centre Board matters within the Municipality.
S. Meetings
a) Pubfic
The meetings of the Board shall be open to the public, in accordance with
Section 239(2) of the Municipal Act and no person shall be excluded there from
except for improper conduct.
b) Records
The Board shall keep minutes of its meetings and all books papers and
documents used in and pertaining to the business of the Board and all such
minutes, books, papers and documents shall be open to the members of Council
and to any other person or persons appointed for that purpose by Council in
accordance with the Municipal Freedom of Information and Protection of Privacy
Act. The minutes of all Board meetings are to be submitted to the Municipal Clerk
within ten (10) business days following the meeting.
7. Finance
a) Budge
The Board shall on or before the 1st day of February in each year prepare and
submit to Council an estimate of its financial requirements for the ensuing
financial year and the Municipal Director bf Finance shall pay to the Board out of
the moneys appropriated for it by Council such amounts as maybe requisitioned
from time to time or shall pay the accounts approved by the Board directly in
respect to and to the limitations of the approved budget revenues and
appropriation. The Board will only use those funds for the purposes indentified in
its estimate of its financial requirements approved by Council
b) Debt
The Board shall not incur any debt or long term financial obligation without the
prior written approval of Council.
8. Donations
The Board shall keep distinct and regular accounts of its receipts (including any
private donations received by it and the terms, if any, upon which such donations
were made).payments credits and liabilities. All receipts for tax purposes must be
issued in accordance with the requirements of the Canada Revenue Agency.
4of6
9. Audit
The accounts and transactions of the Board shall be audited by the Municipal
Auditor in the same manner as the accounts of the Municipality and all minutes,
books, records, documents,transactions, accounts and vouchers of the Board shall
be open to the Auditor's inspection at all times.
Immediately after its accounts and transactions have been audited the Board shall
submit the audited statement together with an annual report of its affairs to Council.
10. Centre Development Fund
The Board may, with the approval of Council, establish a Centre Development Fund,
into which donations and net revenues, if any, may be placed for future Centre
development projects and may apply any private donations in such manner as it
deems advisable but not inconsistent with the terms upon which any amount was
donated. Any funds intended for purposes beyond the calendar year will be
automatically tumed over to the Municipality prior to December 31St of the year of
receipt of funds, for deposit into Municipal accounts identified for Clarington Older
Adult Centre Board purposes with the exception of the funds required by the Board
for on-going operational requirements, and will be maintained by the Municipality's
Director of Finance.
Original documents will be turned over to the Municipality upon receipt by the Board.
The Board will notify the Director of Finance of all such funds received and the
Director-of Finance will provide a status report semi-annually on reserve fund
activities.
11.Assets
A physical or tangible asset used, assigned, donated or acquired by the Board is the
property of the Municipality. Any Asset acquired must be registered with the
Municipality immediately upon receipt.
12. Legacy Funds
All legacy funds are to be forwarded within 10 business days after receipt by the
Clarington Older Adult Centre Board,to the Municipality along with all original
documentation supporting such bequests. Funds will be invested on the Clarington
Older Adult Centre Board's behalf and accessible by request of the Board, based on
the specific requirements of the will or based on'Council's approval of projects
identified for the use of such funds, as applicable.
13. Insurance and Risk Management
As the Board is a Board of Council, insurance protection is provided to the Board, its
employees, and volunteers under the Municipality's Master Insurance Policy terms
and conditions. The Board or its employees shall forward to the Director of Finance
appropriate documentation of all claims or potential claims. The Board shall
undertake all its activities keeping in mind general risk management practices in
order to prevent or minimize claims, injuries or damages.
5of6
14. Clarington Beech Centre
The Board shall provide daily maintenance from an operational perspective including
but not limited to custodial care, snow clearing and elevator maintenance, and in
consultation with the Director of Operations, plan and provide for any internal
improvements to the building. The Municipality is responsible for the building
envelope and physical plant through its annual budget process. The Board or its
employees shall not physically alter or contract to alter any physical aspect of the
building or grounds without written approval of the Municipality. The Board will be
responsible to ensure the well being and safety of their staff, volunteers and public
while the Building is in use.
By-Law#2001-216, is hereby repealed,
BY-LAW passed in open session this 5th day of December, 2011.
Adrian Oster, Mayor
C.Anne Greentree, Deputy Clerk
6 of 6
Confidential Attachment 3 to CSD-008-15
Distributed under Separate Cover
Attachment 4 to CSD-008-15
COAA " Vision
Business Plan
Ciarington Calder
` Adult Association
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COAA"Vision"
Contents
1. Executive Summary..............................................................................................................................3
A. Penetration(Membership)..............................................................................................................3
B. Governance&Organization.............................................................................................................4
C. Outreach(Facilities)..........................................................................................................................6
D. Diversity............................................................................................................................................7
E. Retention...........................................................................................................................................7
F. Finances............................................................................................................................................7
G. Volunteers........................................................................................................................................7
H. Self-Determination...........................................................................................................................8
I. Parking at Beech Centre...................................................................................................................8
J. "Action Card"....................................................................................................................................8
2. Outreach(Facilities).............................................................................................................................9
A. The Beech Centre.............................................................................................................................9
B. Courtice Community Complex.........................................................................................................9
C. Orono Arena&Community Centre...............................................................................................10
D. Tyrone Community Hall.................................................................................................................11
E. Solina Community Hall...................................................................................................................11
F. Baseline Community Centre(BCC).................................................................................................12
G. Newcastle&District Recreation Complex.....................................................................................12
H. Implementation Plan......................................................................................................................13
3. Volunteers..........................................................................................................................................13
4. Advertising&Promotion...................................................................................................................14
5. Diversity..............................................................................................................................................15
A. Short term:.....................................................................................................................................15
B. Mid-term..........................................................................................................................................16
C. Long term.........................................................................................................................................16
D. On-going.............................................................:...........................................................................17
6. Penetration(Membership)................................................................................................................18
7. Programs.............................................................................................................................................21
8. Finances..............................................................................................................................................22
9. Alternative Revenue Sources.............................................................................................................25
10. Conclusion .......................................................................................................................................25
COAA"Vision" 2
1. Executive Summary
We are pleased to be given the opportunity to present our Business Plan for the COAA "Vision" for
programs for older adults in the Municipality of Clarington. Our Plan is, in effect, an "outsourcing" offer
to the Municipality where COAA would undertake to absorb full responsibility for the social, recreational
and fitness needs of the older adult community, It's a new concept because it relies heavily upon a
contract of services that each side—the Municipality and COAA—will provide. The Municipality will agree
to provide, rent-free,the facilities identified within the plan,according to a mutually acceptable schedule
and would remain responsible for ensuring that these facilities are maintained in good order. The
Municipality would also agree to continueto provide new facilities as the older adult population increases.
COAA,for its part,will operate the facilities,will provide the programs and aggressively pursue alternative
revenue sources with.a view to a systematic reduction of the Municipal grant. Our plan is realistic and
achievable providing both sides accept that this is a collaborative venture. We envisage the contract
would be for 5-year periods, renewable if mutually-agreed deliverables have been achieved.
Our objectives are simple. To provide services and programs that are both practical, achievable and
realistic but, of more importance, appropriate to the needs of the community we serve. We strongly
believe that the needs of older adults in our Municipality cannot be addressed by an agency that does not
specialize in services for this demographic. Furthermore,we firmly believe that COAA is the only agency,
either municipal or private, with the necessary experience to provide dedicated services for older adults
in Clarington.
Our plan addresses the following requirements,as identified by The Clarington Older Adults Strategy,(The
Strategy), published in March, 2015, plus a few extra considerations:
A. Penetration (Membership)
Increase our membership levels progressively, reaching over 11% penetration of the older adult
cohort by the 3rd year of operation. Each year thereafter, we will increase penetration reaching 13%
in the 101h year of operation and 15% by the 15th year. The following chart shows the anticipated
population growth of older adults in Clarington over the next 15 years.
Population (seniors over 50)
145000
90000
35000
30000 - =�-
25000
20000
55000
10000
5000
0
2015 2016 2017 2018 2019 2020 2021 2022 202.3 2024 2025 2025 2027 2028 2029 2030 203i
COAA"Vision" 3
The next chart shows our anticipated penetration rate of the older adult population compared to the
requirements suggested in the Clarington Older Adult Strategy.
Older Adult Strategy Benchmark VS LikA Tair a.:
6000
5000
4000
3000
2000
1030
0
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
Older Adult Strategy Bench, ---= COAATarget
B. Governance &Organization
Implement a new management structure that more appropriately represents the needs,of the
organization. We pride ourselves today on being nimble and able to implement(and de-implement,
on occasion) new programs and services. However, the addition of a variety of new facilities
throughout the Municipality, demands an organization structure that is more attuned to a
geographically diversified operation.
To this end, we will be recruiting a COAA Administrator to lead the organization but, more
importantly, to actively pursue alternate revenue sources and grants (see Section 9 — Alternative
Revenue Sources), act as the interface to the Municipality and the COAA Board, and to look after
public relations, marketing and membership recruitment.
We will create a new position, responsible for implementing our expanded program initiatives
including implementation of satellite operations throughout the Municipality. This position will be
assumed by the current Executive Director.
We will also appoint program coordinators with responsibilities for specific hub and/or satellite
locations. This will ensure continuity of, and stability within, each centre and will help ensure that
programs are attuned to the needs of each site.
COAA"Vision" 4
The following chart shows the new organization structure;
COAA ADMINISTRATOR
I;B.A
Municipal Liaison EPC Reporting
Board of Directors Grants Community Partnerships (Part-time position-2Sliourspera.reek)
-- -- Funding Resources Business Development
Membership Recruitment.
Advertising&Publicity Public Relations
OFFICE MANAGER CArFRING MANAGER SENIOR MANAGER,PROGRAMS
Stella Riccio Sharon Mansfield Angie Darlison
Bookkeeping/Accounrs - Catering forfundr=_isers * Instructors
- Maintenance &tverns - Programs
Finance Tuesday lunch - Events/Fundraising
Rentals - COAMCafe - Satellites
Transportation " "- -- 1 I Volunteers
Database managernent j --r -
SAIFI CITE COORDINATOR $ATEWTE COORDINATOR -
TRANSPORT COORDINATOR MAINTENANCE L Olivia Lean Chelsea Wolf
Sharon Spooner J Tom Shotton
Robin Thompson
I
RNANEECOMMITrEE PROPERTY COPAWITEL PROGRAMS COMMITTEE
r VOLUNTEM COMMITTEE _
Chaired by Treasurer — Chaired by Dir Property Chaired LyDil.Programs Cltairecl by Dil.Vulwlle<_r,—
-Other Guard membe -Other boa rd members -VOiun.__rs -VZdurt?ers
We also plan to change the structure of our Board of Directors to include four Ward representatives
appointed by Council and to reduce our membership-elected directors from 10 to 8.
Board of Directors
• President(1)
• Immediate Past President
•
V.P.(1)
Secretary(1)
Treasurer(1)
• Director, Events& Fundraising(1)
• Director, Membership&Volunteers(1)
• Director, Programs(1)
• Director, Properties(1)
• Council representative
• Ward 1 representative(2)
• Ward 2 representative(2)
• Ward 3 representative(2)
• Ward 4 representative(2)
• CSD Liaison (non-voting)
• COAA Administrator(non-voting)
1.Elected by membership,appointed by Board
2.Appointed by Council
COAA"Vision" 5
C. Outreach (Facilities)
Implement a broader spectrum of programs across a variety of communities throughout the
Municipality:
• Beech Centre(the central hub for Wards 2&3)
• Baseline Community Centre(as an overflow/extension to The Beech Centre)
• Tyrone Hall Community Centre and Hampton Hall (added satellite facilities serving Wards 2 &3)
• Orono Arena and Community Centre(the main hub supporting Ward 4 programs)
• Enhanced facilities at Newcastle & District Recreational Complex (for Ward 4 recreational
programs)
• Enhanced facilities at the Courtice Community Complex(the main hub for Ward 1 programs)
• Solina Community Centre (a secondary Ward 1 centre)
• Newtonville Community Hall (for special,occasional events reaching the extremities of Ward 4)
�o
o a
Main Hubs,Satellites and Out-Reach to more remote communities
COAA"Vision" 6
D. Diversity
Implement vigorous and sustained Public Relations/Marketing initiatives to under-represented
groups by reaching out to various clubs,organizations,places of worship,community care groups,etc.
in order to identify and develop programs suitable for seniors currently not being reached.
E. Retention
Implement a new process that will focus on ensuring that older adults do not leave COAA for reasons
related to our programs or services. In other words, an ongoing evaluation of the suitability of all
programs in all locations.
F. Finances
Aggressively pursue alternative revenue sources. We currently rely upon revenues from the
Municipality,from Provincial grants and from membership fees, programs and fundraising. However,
we strongly believe that there are a wide variety of grants available to organizations like COAA that
are being overlooked.
Increase our membership numbers. This, commensurate with an increase in program registrations
and drop-ins will inevitably increase our revenues (see Section 8, Finances). It is difficult to predict
the amount that can be ploughed back into enhanced or extended programs or how much will be
used to reduce our dependency upon our annual Municipal grant. However, it is reasonable to
assume that our financial situation will improve to the benefit of the Municipality as a whole.
There are costs associated with expansion,especially related to the Newcastle and Courtice facilities.
These costs relate to furnishings to equip the reception facilities (touch screens, desks, computers,
filing cabinets,etc),and equipment for the kitchen areas(stoves, dishwashers, fridges, etc.). We are
anticipating that these amounts will be raised through special fundraising activities. Additionally,
there are ongoing costs that will be borne through our operating revenues (telephone, internet and
utilities).
G. Volunteers
Ensure that every publication, promotion or advertisement includes a "call for volunteers". We also
intend to introduce localized versions of our currently, highly successful Volunteer Appreciation
dinners.
COAA"Vision" 7
Volunteers are the backbone of our organization. In 2014 we used over 22,000 volunteer hours
running programs, cooking, raking grass, fundraising, looking after our front desk, driving our
minivans, etc. Their needs must be nurtured, recognized and rewarded for without them we cannot
function. Moreover,we must ensure that this supply does not diminish,regardless of where the COAA
finds itself providing older adult services.
H. Self-Determination
Encourage the establishment of self-determining program committees in each area.
Provide program coordinators that are dedicated to specific locations, thus ensuring a continuity of
local awareness. While the programs and services provided by COAA must conform to an overall
framework in orderto maintain standards of delivery,we recognize that a"one size fits all"philosophy
may not be appreciated in all communities.
I. Parking at Beech Centre
Offload many of the services and programs at Beech Centre to Baseline Community Centre (see
Section 2. F).
This will significantly reduce the parking congestion at the hub and also to allow the program planners
to balance their schedules more comfortably. This will be viewed positively by our neighbours on
Beech Avenue.
J. "Action Card"
Introduce an enhancement to our basic membership, called the "Action Card". This will provide
enhanced recreational/fitness programs utilizing the facilities of the Municipality's Community
Services Department. Programs such as swimming, pickleball and badminton will be provided under
this level of membership.This is targeted towards the younger,more active older adult who may not
ordinarily join COAA. We will introduce this card in September, 2016 and all revenues from this will
accrue to Community Services Department.
COAA"Vision" 8
2. Outreach (Facilities)
We have conducted extensive research of a great deal of Municipally-owned facilities throughout
Clarington and have consulted with representatives of the management of these facilities. Our
conclusions are that we will operate 3 main hubs:
• The Beech Centre
• Courtice Community Complex
• Orono Arena and Community Centre
As far as outreach is concerned,we have concluded that there are four facilities that uniquely satisfy
COAA's plans for membership expansion to the further reaches of the Municipality:
• Tyrone Community Hall
• Solina Community Hall
• Baseline Community Centre
• Newcastle& District Recreation Complex
A. The Beech Centre
-- This will continue to be the main hub for Wards 2 & 3
and the administrative centre for COAA. There are
significant problems with this facility—running costs are
too high ($100,000 per year), office space is too small,
" door frames broken and warped, etc. — but it's a
charming building much loved by the members. It's also
' very conveniently located. If Beech Avenue was serviced
by a bus route, many of the access problems would be
resolved.
B. Courtice Community Complex
a The enhancements recently announced will make this
facility an ideal hub for COAA programs in Ward 1. Its
location is extremely convenient for members and easily
INCE` i accessible from The Beech Centre.
COAA"Vision" 9
C. Orono Arena &Community Centre
Contact Michael Pogue,Facility Manager.
This is situated in the fairgrounds in Orono with
excellent parking. It is located in the middle of Ward 4
and is uniquely suitable to support older adults
Naft programs for rural communities such as Starkville,
Kendal, Kirby and Leskard. It's also very convenient for
Newcastle and Newtonville residents.
We are particularly interested in the large hall above the
arena. Given that COAA activities occur largely during
weekdays, during the daytimes, our programs are
unlikely to conflict with any other activities,with the obvious exception of the annual fair. During
these times and on occasions when the hall is rented,COAA would not schedule any activities.
Otherwise, the hall is unused for large portions of the year. In discussions with the Facility
Manager,he sees no reasons why COAA could not establish a full program of activities throughout
the year, providing we pay for any out-of-pocket expenses associated with cleaning.
The hall is accessible by an elevator and has a kitchen. It's also large enough to accommodate
some of COAA larger activities such as Zumba dancing, Choir,Yoga, Pilates, euchre tournaments
and, on occasion, lunches with entertainment (square dancing, open mic, etc.). There is ample
room to accommodate multiple, concurrent small activities such as cards, scrabble, art class,
computer courses, etc.
The hall on the ground floor is also available and is a good size. However, it is already furnished
with large,somewhat immovable tables so we may not be able to use this room on a regular basis.
The Orono hub is ideally positioned to provide outreach to Kendal, Leskard and Newtonville.
Our current facilities in Newcastle are limited and not conducive to a broad spectrum of programs.
The Clarington Older Adult Strategy recommends provision of 3,000 square feet of dedicated
"older adult"space in the Newcastle Recreation complex but no date for this has been specified.
Until that is completed, and depending upon its design, we would plan to continue to use the
existing facilities at Newcastle,but use the Orono Arena Hall as our main hub for Ward 4 activities.
COAA"Vision" 10
D. Tyrone Community Hall
Contact,Corinne van de Grootevheen
This lovely hall is located in the northern part of Ward 3,
ideally suited to servicing the older adult needs of Wards
2 & 3 rural communities such as Haydon, Burketon,
Hampton and Tyrone. It is a well-used and well-run
facility but, by and large, remains unused during
weekdays. This makes it ideal for COAA activities.
It has a large hall, stage and kitchen and it is wheelchair
accessible. The contact for this facility has indicated a
1 high level of interest in working with COAAto implement
programs for seniors. At this time we cannot see any limitations at this facility that would prevent
COAA from importing any program.
E. Solina Community Hall
Contact,Ron Whitbread
- This excellent facility has a capacity of 150 people with 2
halls, one up, one down. There is an elevator and the
washrooms on the upper floor (the main hall) are
wheelchair accessible. Like most community halls in the
Municipality, it is under-used, especially during the
week. It is occasionally rented out for events such as
weddings and parties.
Solina is a very small community but it would offer an
attractive alternative to residents in the north parts of
Ward 1—residents that would not want to travel to the Courtice Complex. It could attract seniors
from Haydon, Mitchells Corners and Enfield.
While the hall is capable of supporting almost any type of small or large program,the population
is unlikely to be large enough to support a varied slate of activities. Therefore,we would see this
supporting small activities such as cards,dominoes,canasta,bridge,etc.and occasional programs
such as cardio fitness and yoga.
Also,this hall would expect a payment from COAA for facilities-$75 for a morning's rental. This
will need to be considered because we cannot afford to operate programs or drop-ins at a loss.
COAA"Vision" 11
F. Baseline Community Centre(BCC)
This facility is located on Baseline Road in Bowmanville
" and is largely unused. The Operations Department of
i the Municipality has just released an RFP (Request For
Proposal, May 29`h, 2015)for interested parties to lease
? this facility. We hope the Municipality reconsiders this
facility decision because this f
ty will provide a low cost
solution to some urgent problems we are experiencing
at The Beech Centre. First, our parking situation is
critical at certain times during the week. If we move
programs from Beech to BCC at these critical times we
would see an immediate reduction in parking congestion. Secondly,we will be able to move some
low attendance programs to BCC thus freeing up larger rooms at Beech for programs with bigger
space requirements. Another bonus is that we can move evening programs to BCC when there
are large, midweek rentals taking place at Beech. This would further help the parking problem.
BCC is about 4,500 square feet on the ground floor,accessible and with a kitchen. It has excellent
parking and is only about 2 kilometers from the Beech Centre. Moreover,we have the facilities to
conveniently transport members between sites in the event that they wish to attend programs in
both centres. It is also ideal for evening programs.
The operating cost of BCC is about $9,800 per year with no extra staff costs since most of the
programs at BCC will be operated by volunteers. We believe we can recover at least$4,500 of
this cost with evening and weekend rentals. So,the bottom line will be an annual cost of about
$5,300 — a small price to pay for such significant benefits to COAA, its members and, more
importantly,to our residential neighbours on Beech Avenue.
Therefore, we have identified this facility as the major catalyst'to effect a real impact upon the
programming and parking congestion at the Beech Centre.
G. Newcastle& District Recreation Complex
This facility will continue to be used for pickleball and
badminton,which will be activities covered by the new
"Action Card". Hopefully,members will also be able to
take advantage of the pool at this excellent facility.
L..
COAA"Vision" 12
H. Implementation Plan
The implementation of each facility depends upon availability,staffing,development of programs,
coordination of local volunteers, etc. However we do not anticipate any major difficulties and
expect all facilities to be operational by the end of 2016. We have shown Hampton Hall on the
plan. This small facility, like many of the other community halls, is largely unused during the
daytimes and could be deployed although, given its proximity equi-distant from Tyrone and
Solina,we did not consider it as a short term opportunity.
Our suggested implementation is as follows:
Curren(2015) 2016 2011 2018 2019 2020
Wmter SprlSum Fall W*r 4rlsuml Fall 16terISKISuml Fall INnItrISprIMI Fall Inter Spr6um Fall
Beech Centre
Temporary Newcastle facility
Enhanced Newcastle FadI4
owkw& amn¢a cede
Sa MCOmmur*CMh
Tyune Hall CommunilyCerke
Hampbnffdlll
Speaaleser�promnlbnal - le,lei,}�}doro,Newca�leGallpub,Boisman�BaTennis�ub,elC
While we have mentioned the possibility of using Hampton Hall we're not certain about either its
suitability or location at this time. Decisions will depend upon the success of our Tyron and Solina
initiatives.
3. Volunteers
In order for COAA to expand into additional facilities, we need to increase our dependence upon our
volunteer community and recruit new volunteers directly from the locales where we are establishing
programs:
• Identify existing members that live in the communities into which we are expanding.
• Solicit their assistance with identifying programs that might be appropriate for their communities.
• Recruit these members to coordinate or assist with program implementation.
• Recruit volunteers from existing community halls by offering them incentives to join or help COAA.
• Use local volunteers to help us reach out to the community— local knowledge of"where to find
the older adults".
• Use advertising not only to promote the COAA but also to recruit volunteers.
COAA"Vision" 13
4. Advertising & Promotion
We will maintain a sustained program to advertise and promote COAA — its programs and services, its
locations and events and the need for volunteers. This will take many forms:
• Program Guide—expanded to cover the new facilities
• COAA information sheets-3-fold brochures
• Introduction of a monthly newsletter
• "Did You Know" promotion card stock
• Poster promoting recreational,social and fitness aspects of COAA
• Paper place mats for distribution to restaurants
We will extend our reach by distribution of promotional material to:
• Health Care facilities, Doctor's and Dentist's offices, Podiatrist's offices and Retirement
communities(to promote well-being programs)
• Tourist centres, Real Estate offices and Builder's sales centres (to reach out to newcomers to the
Municipality)
• Local libraries and all Municipal facilities notice boards and reception desks
• Drug stores,Spas and Massage therapists
• Display tables at local events — Maplefest, Applefest, Home Show, Orono Fair, Orono street
market,Clarington Sports& Leisure Fair, etc.
• Wilmot Creek
• Adams House, Comfortable Alternatives, Rosewood Manor and York House
• Glen Hill Terrace,Seasons, Harmony Estates,White Cliffe Terrace, Marnwood and FosterBrooke.
• Reach out to disability groups: CNIB,Canadian Hearing Society, Heart and Stroke Society.
We will advertise in:
• Clarington Promoter
• The Village Voice
• Orono Weekly Times
• Social media (Facebook&Twitter for event promotion)
• Rogers Cable Channel:
• "Daytime Durham", "Senior's Talk"
• www.villageofnewcastle.ca web page
We will utilize our members in outlying communities by asking them to speak to their community via
men/women's groups,social clubs, ethnic organizations,church groups, etc.
We will develop a prepared text and Powerpoint to be used by Board members to speak to service clubs,
the Board of Trade, special interest groups.clubs,etc.
Expand the use and dependency upon our"My Seniors Centre"software to be used for targeted event or
program participation and use of our automated telephone call capability to contact specific members to
notify them of program changes.
COAA"Vision" 14
Expand COAA website to include the new facilities.
With the Municipality's cooperation,add a new"seniors"tab to the clarington.net website. This will direct
them to a portal that will link to all older adult services and facilities throughout the region. Similarly,the
COAA website will provide links to other services for seniors in the Municipality.
Maintain a closer relationship with Municipal councilors in order to stay more in touch with events and
senior's needs in their communities.
Develop special promotional material that describes programs which may be of interest to people
recovering from illness or grief. Provide this material to social workers, grief counsellors and funeral
parlours.
5. Diversity
Our goals are clear. Provide programs to older adults that promote sociability, recreation and fitness.We
also have to ensure that our programs are relevant to the community in terms of their cultural significance
but also strive to make them accessible to older adults with special interests and needs.
There are many ways in which we can attract members and, at the same time, identify the type of
programs and activities that are needed in each community:
A. Short term:
Activity Outcome
• Fall Open Houses and Registration Days held at • Increase in membership registration.
Newcastle, Courtice and Bowmanville locations to • Increase awareness of drop-in
include opportunities for members to request programs.
different programs and activities • Opportunity to promote COAA
activities in satellite locations.
• Opportunities to learn from new
members with regards to their
program preferences.
• Offer classes at Baseline Community Centre - yoga, • Increases capacity in Beech Centre
pilates,Zumba,20/20/20 and bingo. thus helping to relieve parking
congestion and freeing up space for
more programs.
• Better space for classes that are now
limited by space restrictions.
• Increase awareness of the COAA to
residents of south Bowmanville.
COAA"Vision" is
• Develop a public relations plan for Courtice to engage • Encourages greater membership
the membership and solicit their help and advice for commitment at this location.
implementation of new programs and activities. • Relieve overcrowding at Beech Centre
• Increase variety of programs offered at Courtice . Supports a sense of community at this
location with more social programing. location.
• Utilize the kitchen to support a lunch program,
cooking classes and special events.
B. Mid-term
Activity Outcome
• Open House/Demo Days at satellite locations. • Increase awareness of COAA and its
• Presentations to service clubs, social clubs, special programs in remote locations.
interest groups (social, religious, etc)to understand • Provides a forum for feedback from
their needs the community as to the needs for
recreational activities in that
area/community
• Host special events in satellite locations, such as • Increases visibility of COAA but also
theatres, dances, card tournaments,etc encourages participation from older
adults who live further away or even
from seniors outside the Municipality.
• Education workshop/Health Workshop • Provide community support and
• Bring in speakers and health professionals to provide awareness.
workshops in local community halls • Establish core community members
who could act as contact people
within the community and help
establish teams that would support
future programing.
C. Long term
Activity Outcome
• Provide regular fitness, social and special interest • Respond to the specific needs of the
programing at Orono Area community as assessed by feedback
gathered from Open House and
Special Events hosted at this location.
• Build the core group that would
support future growth
COAA"Vision" 16
D. On-going
Activity Outcome
• Maintain ongoing contact with special interest • Increases awareness of COAA
groups,such as: programs
• Community Care • Allows COAA to build programs of
• Religious community groups interest and relevance to specific
• Senior's homes groups and specific demographics.
• Doctor's offices and clinics • Build the core group that would
• Social clubs support future growth
• Wilmot Creek Community Association
• Service Clubs
• Sponsor development of local community program • Ensures COAA programs remain in
committees. _ step with user's needs
• Provide regular fitness, social and special interest • Enhances penetration opportunities
programing at Tyrone Community Hall
We also intend to approach the following Social Services agencies:
• AIDS Committee of Durham, 22 King Street West,Suite 202,Oshawa 905-576-1445
• Alzheimer's Society of Durham
• Canadian Hearing Society,575 Thornton Rd. N,Suite 7,Oshawa, 1-888-363-0373
• Durham Deaf Services
• Heart&Stroke Foundation, 2-105 Consumers Drive,Whitby, (905) 666-3777
• March of Dimes,Oshawa
• Canadian Cancer Society, 3-12 Stanley Court,Whitby, 1-800-668-7830
• Canadian Diabetes Association, 144 Old Kingston Road,Ajax, 1-866-463-6910
• Canadian Mental Health
• CNIB, 1 Mary Street North,Oshawa, (905)436-7732
• Canadian Parkinson's Disease Association
• Alcoholics Anonymous
• Alanon
• Narcotics Anonymous
• Victorian Order of Nurses...they provide SMART exercise program
• Distress Centre, Durham Region, 1-800-452-0688
• CARP magazine
• Gay, lesbian and transgender community groups
• PFLAG(parents and friends of gays and lesbians)
• Community Development Council, Durham for dances
COAA"Vision" 17
6. Penetration (Membership)
According to the Clarington Older Adult Strategy,the population of seniors in Clarington will increase
year over year by 3%. Given that we are currently restricted by our limited facilities, our ability to
reach out to other areas of the Municipality will be predicated upon the provision of satellite facilities,
If these facilities are made available according to the timetables outlined in Section 2 we will be able
to absorb the projected growth, increase penetration and provide diversified program to large and
small communities throughout the Municipality.
The following charts show the numbers and revenues associated with membership expansion. We
are proposing that COAA be given a contract to operate as an "outsourcer"to the Municipality under
5-year contracts. Therefore,the following charts show the projected revenues from membership for
three,5-year contracts.
2016 through 2020:
Statistics from Older Adult Strategy Report: 2016 2017 2018 2019 2020
Population(seniors over 50) 29725 30617 31535 32481 33455
Penetration% 8 10 11 12 13
Target number of members 2378 3062 3469 3898 4349
Revenues: 2016 2017 2018 2019 2020
Memberships and Drop-in revenues 121363 145636 160199 171413 194335
Membership fee 20 20 20 20 20
Drop-in fee(HST not included) 2 2 2 2 2
Members 2520 3024 3326 3559 3737
Penetration percentage 8 10 11 11 11
"Action Card"members 252 302 333 356 374
"Action Card memberships 3780 4536 4990 5339 5606
"Action Card"annual fee(HST included) 15 15 15 15 15
Non-member Program registrants 313 391 488 610 763
Numberof Drop-ins 40320 48384 53222 56948 59795
Program registration revenues 177600 213120 255744 306893 337582
Special Event revenues 16500 18150 19965 21962 24158
Revenues from members,programs&events 319243 381442 440898 505607 561680
Costs: 2016 2017 2018 2019 2020
Program-related costs:
Instructor fees 159840 191808 230170 276204 303824
Equipment costs(satelliites) 5328 6394 7672 9207 10127
Advertising&Promotion 2664 3197 3836 4603 5064
Cleaning costs 7104 8525 10230 12276 13503
Transportation costs(programs) 888 1066 1279 1534 1688
Special Event-related costs: 0 0 0 0 0
Staffing requirements 2475 2723 2995 3294 3624
Transportation costs(events) 1650 1815 1997 2196 2416
Advertising&Promotion(events) 1 2475 2723 2995 3294 3624
Costs associated with Programs&Events 1 1824241 2182491 2611731 3126081 343869
COAA"Vision" 18
2021 through 2025:
Statistics from Older Adult Strategy Report: 2021 2022 2023 2024 2025
Population(seniors over 50) 34459 34976 35501 36033 36574
Penetration% 13 13 13 13 13
Target numberof members 4480 4547 4615 4684 4755
Revenues: 2021 2022 2023 2024 2025
Memberships and Drop-in revenues 223672 234856 246598 258928 271875
Membership fee 25 25 25 25 25
Drop-in fee(HST not included) 2 2 2 21 2
Members 3924 4120 4326 45431 4770
Penetration percentage 11 12 12 13 13
"Action Card"members 392 412 433 454 477
"Action Card memberships 5886 6180 6489 6814 7155
"Action Card"annual fee(HST included) 15 15 15 15 15
Non-member Program registrants 954 1192 1490 1863 2328
Numberof Drop-ins 62785 65924 69221 72682 76316
Program registration revenues 371340 408474 449322 494254 543679
Special Event revenues 26573 29231 32154 35369 38906
Revenues from members,programs&events 627472 678741 734563 795365 861615
Costs: 2021 2022 2023 2024 2025
Program-related costs: 0 0 0 0
Instructor fees 334206 367627 404390 444829 489311
Equipment costs(satelllites) 11140 12254 13480 14828 1631
Advertising&Promotion 5570 6127 6740 7414 8155
Cleaning costs 14854 16339 17973 19770 21747
Transportation costs(programs) 1857 2042 2247 2471 2718
Special Event-related costs: 0 0 0 0
Staffing requirements 3986 4385 4823 5305 5836
Transportation costs(events) 2657 29231 3215 3537 3891
Advertising&Promotion(events) 3986 43851 4823 5305 5836
Costs associated with Programs&Events 1 378256 4160821 457690 503459 553805
We have allowed for increase in the amounts we charge for membership and drop-ins. These
increases will take place at the start of the 2"d and 3`d of the 5-year periods. However, no attempt has
been made to apply Net Present Values to the financial numbers.
COAA"Vision" 19
2026 through 2030:
Statistics from Older Adult Strategy Report: 2026 2027 2028 2029 2030
Population(seniors over 50) 37122 37679 38244 38818 39400
Penetration% 13 13 13 13 13
Target number of members 4826 4898 4972 5046 5122
Revenues: 2026 2027 2028 2029 2030
Memberships and Drop-in revenues 285469 299742 314729 330465 346989
Membership fee 25 25 25 25 25
Drop-in fee(HST not included) 2 2 2 2 2
Members 5008 5259 5522 5798 6088
Penetration percentage 13 14 14 15 15
"Action Card"members 501 526 552 580 609
"Action Card memberships 7512 7888 8282 8696 9131
"Action Card"annual fee (HST included) 15 15 15 15 15
Non-member Program registrants 2910 3638 4547 5684 7105
Numberof Drop-ins 80132 84138 88345 92762 97400
Program registration revenues 598047 657852 723637 796001 875601
Special Event revenues 42797 47076 51784 56962 62659
Revenues from members,programs&events 933825 1012558 1098433 1192125 1294380
Costs: 2026 2027 2028 2029 2030
Program-related costs: 0 0 0 0 0
Instructor fees 538243 592067 651273 716401 788041
Equipment costs(satelhites) 17941 19736 21709 23880 26268
Advertising&Promotion 8971 9868 10855 11940 13134
Cleaning costs 23922 26314 28945 31840 35024
Transportation costs(programs) 2990 3289 3618 3980 4378
Special Event-related costs: 0 0 0 0 0
Staff ingrequirements 6420 7061 7768 8544 9399
Transportation costs(events) 4280 4708 5178 5696 6266
Advertising&Promotion(events) 6420 7061 7768 8544 9399
Costs associated with Programs&Events 609185 670104 737114 810826 891908
Attention is drawn to year 2020. We anticipate that, with a membership approaching 5,00.0, our
facilities, including the satellites, will become saturated at about this time. Furthermore, we believe
that a 13%penetration rate is as high as we can reasonably expect to achieve given the geographical
size of our Municipality. Having said this,there are significant changes happening in our Municipality
over the next few years, especially those related to the Highway 407 extension and the introduction
of GO Transit facilities. These will inevitably"urbanize" communities that are undeniably rural today,
and this may impact both the number of older adults and the accessibility of traditionally remote
communities. The Clarington Older Adult Strategy identifies a huge growth in population in
Bowmanville and Courtice over the next 15 years. If this becomes a reality then, clearly, The Beech
Centre and the 3,000 square feet Courtice facility will become inadequate to support the
Municipality's requirements for senior's recreational and social facilities.
No matter who is charged with providing services for seniors — Municipal or "outsourced" — the
problem will be the same and should be considered with some urgency.
COAA"Vision" 20
7. Programs
We currently offer a broad array of programs and activities to suit seniors from all walks of life:
Fitness Programs: Recreational: Diversity:
Badminton Choir French lessons
Pickleball Darts Spanish lessons
Boot Camp fitness Billiards Chinese yoga
Hiking Book club Tai Chi
Strength training Cooking lessons African drumming
Weight training Art class Chinese water colours
Yoga Open mike
Yoga on the ball Social lunches Workshops
Zumba Dances Blood pressure clinic
Pilates Knitting group Wills& Estates
Bicycle club Scrabble Chronic Pain Workshop
Arthritis fitness Bingo Roles of an Executor
Cardio fitness Theatre group Healthy Choices
Pole walking Dominoes
Soccer Shuffleboard Programs being considered
Table tennis Gardening Music appreciation
Learn to run Jam sessions Art history
Lawn bowling Ukulele lessons English as a second language
Wood carving Canadian history
Technical Horse shoes Softball
Apple computing Bocci ball
Digital Camera controls Mahjong
iPad fundamentals Cards Chess
Windows 8&8.1 Canasta Boot camp
Exploring the Internet Cribbage Nia
Social bridge Chair Zumba
Dance Poker 20/20/20
Square dancing Euchre Weight Training
Tap dancing Duplicate bridge Dr.Carla King-Naturopath
Ballroom dancing Brain fitness
Latin dancing Learn to play Euchre
Diva Dance
In addition,we plan to engage our membership, especially in the satellites,to identify new programs
and activities in their facilities.
COAA"Vision" 21
8. Finances
The following spreadsheets illustrate the overall Operating Statement for three,5-year periods using the
"outsourcing" model. Attention is drawn to the Municipal Grant revenue item which will reduce each
year as memberships,grants&drop-in revenues increase. It also includes incentive salary increases based
upon achievement of targets.We have also introduced an expense item,"Transfer to Capital Fund".This
will be a provisional fund used to pay for new equipment and furnishings,etc.
There is an assumption that all facilities will be rent free and available according to the schedule outlined
in section 2 Outreach (Facilities).
Operating Statement 20161 20171 20181 2019 2020
Revenues:
Federal/Provincial Grants $42,000 $42,000 $42,000 $42,000 $42,000
Grants(Other) $20,000 $24,000 $28,800 $34,560 $41,472
Scheduled programs $177,600 $213,120 $255,744 $306,893 $337,582
Membership&Drop-ins $121,363 $145,636 $160,199 $171,413 $194,335
Revenues from "Action Card" $3,780 $4,536 $4,990 $5,339 $5,606
Donations/Sponsorship $11,000 $12,100 $13,310 $14,641 $16,105
Fundraising $71,000 $78,100 $85,910 $94,501 $103,951
Rental revenues-Baseline Centre $4,500 $4,725 $4,961 $5,209 $5,470
Facility Rentals $28,000 $30,800 $33,880 $37,268 $40,995
Event revenues $17,000 $18,150 $19,965 $21,962 $24,158
Caf6&Cate ring $53,000 $55,650 $58,433 $61,354 $64,422
Revenues before Grant $549,243 $628,817 $708,192 $795,140 $876,095
Municipal Grant $322,761 $303,512 $282,641 $271,998 $250,496
Revenues after Grant $872,004 $932,329 $990,832 $1,067,138 $1,126,591
Expenses:
Administration&Office $67,000 $69,000 $71,000 $73,000 $75,000
Maintenance $49,000 $51,000 $52,000 $54,000 $56,000
Utilities $42,000 $43,000 $45,000 $46,000 $48,000
Fundraising $30,000 $32,000 $34,000 $35,000 $37,000
Running costs-Baseline Centre $9,800 $10,094 $10,397 $10,709 $11,030
Salaries/Benefits $415,000 $427,450 $440,274 $453,482 $467,086
Contingency $10,000 $11,000 $12,000 $13,000 $15,000
Scheduled Programs/events $182,424 $218,249 $261,173 $312,608 $343,869
Caf6&Catering $33,000 $36,000 $40,000 $44,000 $48,000
Action Card revenues to CSD $3,780 $4,536 $4,990 $5,339 $5,606
Transfer to Capital Fund $30,000 $30,000 $20,000 $20,000 $20,000
Total Expenses $872,004 $932,329 $990,832 $1,067,138 $1,126,591
Increase in Drop-in fees to$1.75 (before HST)
An increase in"Drop-in"fees to$2(before HST)
Introduction of"Action Card"
Hire of COAA Administrator
Annual 3%incentive salary increase for all staff if membership&drop-in revenue targets are achieved
Progressive reduction of dependency upon Municipal grant
Transfer to Capital Fund to pay for equipment/transport replacement&repairs
Rental revenues and Operating costs of Baseline Community Centre
COAA"Vision" 22
The next spreadsheet shows the second operating period from 2021 to 2025.
Operating Statement 2021 2022 2023 2024 2025
Revenues:
Federal/Provincial Grants $42,000 $42,000 $42,000 $42,000 $42,000
Grants(Other) $49,766 $59,720 $71,664 $85,996 $103,196
Scheduled programs $371,340 $408,474 $449,322 $494,254 1 $543,679
Membership&Drop-ins $223,M $234,856 $246,598 $258,928 $271,875
Revenues from "Action Card" $5,886 $6,180 $6,489 $6,814 $7,155
Donations/Sponsorship $17,716 $19,487 $21,436 $23,579 $25,937
Fundraising $114,346 $125,781 $138,359 $152,195 $167,414
Rental revenues-Baseline Centre $5,743 $6,030 $6,332 $6,649 $6,981
Facility Rentals $45,094 $49,604 $54,564 $60,020 $66,023
Event revenues $26,573 $29,231 $32,154 $35,369 $38,906
Cafe&Catering $67,643 $71,025 $74,576 $78,305 $82,220
Revenues before Grant $969,781 $1,052,388 $1,143,494 $1,244,110 $1,355,386
Municipal Grant $238,821 $213,108 $194,136 $172,287 $14S,841
Revenues after Grant $1,208,602 $1,265,496 $1,337,630 $1,416,397 $1,501,227
Expenses:
Administration&Office $78,000 $80,000 $82,000 $85,000 $87,000
Maintenance $57,000 $59,000 $61,000 $63,000 $65,000
Utilities $49,000 $50,000 $52,000 $53,000 $55,000
Fundraising $39,000 $41,000 $43,000 $45,000 $47,000
Running costs-Baseline Centre $11,361 $11,702 $12,053 $12,414 $12,787
Salaries/Benefits $481,099 $495,532 $510,398 $525,710 $541,491
Contingency $16,000 $18,000 $19,000 $21,000 $24,000
Scheduled Programs/events $378,256 $416,082 $457,690 $503,459 $553,805
Cafe&Catering $53,000 $58,000 $64,000 $71,000 $78,000
Action Card revenues to CSD $5,886 $6,180 $6,489 $6,814 $7,155
Transfer to Capital Fund $40,000 $30,000 $30,000 $30,000 $30,000
Total Expenses $1,208,602 $1,265,496 1$1,337,630 $1,416,397 $1,501,227
An increase in"Basic"membership to$25(Before HST)
Annual 3%incentive salary increase for all staff if membership&drop-in revenue targets are achieved
Progressive reduction of dependency upon Municipal grant
Transfer to Capital Fund to pay for equipment/transport replacement&repairs
As described in Section 6 Penetration (Membership), we believe that we will reach a critical mass at
this time with our membership and drop-in numbers.
COAA"Vision" 23
The final spreadsheet shows the third operating period from 2026 to 2030.
Operating Statement 2023LI 20221 20231 20241 2025
Revenues:
Federal/Provincial Grants $42,000 $42,000 $42,000 $42,000 $42,000
Grants(Other) $123,835 $148,602 $178,322 $213,986 $256,784
Scheduled programs $598,047 $657,852 $723,637 $796,001 $875,601
Membership&Drop-ins $285,469 $299,742 $314,729 $330,465 $346,989
Revenues from"Action Card" $7,512 $7,888 $8,282 $8,696 $9,131
Donations/Sponsorship $28,531 $31,384 $34,523 $37,975 $41,772
Fundraising $184,156 $202,571 $222,828 $245,111 1 $269,622
Rental revenues-Baseline Centre $7,330 $7,697 $8,081 $8,485 $8,910
Facility Rentals $72,625 $79,887 $87,876 $96,664 $106,330
Event revenues $42,797 $47,076 $51,784 $56,962 $62,659
Cafe&Catering $86,331 $90,648 $95,180 $99,939 $104,936
Revenues before Grant $1,478,633 $1,615,347 $1,767,243 $1,936,286 $2,124,734
Municipal Grant $133,961 $84,667 $38,817 ($13,931) ($78,146)
Revenues after Grant $1,612,593 $1,700,015 $1,806,060 $1,922,355 $2,046,588
Expenses: $0 $0 $0 1 $0 $0
Administration&Office $90,000 $93,000 $95,000 $98,000 $101,000
Maintenance $66,000 $68,000 $70,000 $73,000 $75,000
Utilities $57,000 $58,000 $60,000 $62,000 $64,000
Fundraising $50,000 $52,000 $55,000 $57,000 $60,000
Running costs-Baseline Centre $13,170 $13,565 $13,972 $14,392 $14,823
Salaries/Benefits $557,725 $574,457 $591,691 $609,441 $627,725
Contingency $26,000 $29,000 $31,000 $35,000 $38,000
Scheduled Programs/events $609,185 $670,104 $737,114 $810,826 $891,908
Cafe&Cate ring $86,000 $94,000 $104,000 $114,000 $125,000
Action Card revenues to CSD $7,512 $7,888 $8,282 $8,696 $9,131
Transfer to Capital Fund $50,000 $40,000 $40,000 $40,000 $40,000
Total Expensesl$1,612,593 $1,700,015 $1,806,060 $1,922,355 $2,046,588
Annual 3%i ncentive salary increase for all staff if membership&drop-in revenue targets are achieved
Progressive reduction of dependency upon Municipal grant
Transfer to Capital Fund to pay for equipment/transport replacement&repairs
If our projections and the predictions shown in the Older Adult Strategy are correct,we can anticipate
that reliance upon the Municipal Grant will end during this period. Operating surpluses can be
ploughed back into programs, used to supplement the Capital Fund or returned to the Municipality.
COAA"Vision" 24
9. Alternative Revenue Sources
There are many opportunities available for obtaining revenues from grants, sponsorships, donations, etc.
that, if given the opportunity,we plan to pursue. For example:
• Ontario Ministry of Health's, Healthy Communities Fund
• The federal governments New Horizons for Seniors Program offers funding of up to$25,000 per year
for capital assistance to fund projects that engage seniors and address one or more of the program's
five objectives:volunteering,mentoring,expanding awareness of elder abuse and social participation.
There were over 1,850 community-based projects that received awards in 2014/2015 under this
program.
• We shall pursue corporate sponsorships for special projects promoting senior's fitness in the
Municipality.
• We shall pursue partnerships/sponsorships with suppliers of senior's products.
• The SMILE Theatre is a not-for-profit group that travels the province staging theatre productions for
older adults. We are currently running three or four productions each year to full houses at each
performance and, as a result of a generous donation each year from Ontario Power Generation, we
are able to reduce the ticket price down to$5 and still make a healthy profit. We intend to implement
more sponsored activities of this nature.
10. Conclusion
The revenue calculations in our proposal are based upon the predictions illustrated in the Clarington
Older Adult Strategy. Providing we are given the opportunity to expand our services to the identified
satellites,even if the growth predictions are incorrect,we still believe we can increase our penetration
into the older adult demographic and maintain our estimates of income.
We also believe that we are the only agency in the Municipality that is capable of achieving the required
levels of penetration while continuing to provide excellent, relevant and timely programs and services.
Finally,we think our proposal for a fully outsourced older adult agency, working collaboratively with the
Community Services Department,will develop into a strong partnership that combines the skills and
capabilities of both parties for the benefit of all older adults in our Municipality.
COAA"Vision" 25