HomeMy WebLinkAboutCSD-002-14 Clarington REPORT
COMMUNITY SERVICES DEPARTMENT
Meeting: GENERAL PURPOSE AND ADMINISTRATION
Date: February 3, 2014 Resolution#: a-f By-law#: N/A
Report#: CSD-002-14 File#:
Subject: OLDER ADULT STRATEGY—TERMS OF REFERENCE
RECOMMENDATIONS:
It is respectfully recommended that the General Purpose and Administration Committee
recommend to Council the following:
1. THAT Report CSD-002-14 be received; and
2. THAT funding for the development of an Older Adult Strategy be referred to the
2014 Budget Process.
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Submitted by: - � Reviewed by:
Joseph P. Caruana Franklin Wu,
sirector, Community Chief Administrative Officer
ervices
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CORPORATION OF THE MUNICIPALITY OF CLARINGTON
40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T (905)623-3379 F (905)623-0830
REPORT NO.: CSD-002-14 PAGE 2
1.0 BACKGROUND
1.1 By 2017, for the first time Ontario will be home to more people over 65 than
children under the age of 15. With the increase in the aging and diversity of the
population, these trends will pose a challenge to the effective and efficient
delivery of older adult recreation and leisure programs over the next five years
and beyond. (Province of Ontario Bulletin, Ontario Launches Age-Friendly
Community Planning Guide)
1.2 We are living longer. Children born today have the prospect of living a longer life
than any generation before them. Every year, the percentage of people in our
province who are 65 years or older increases slightly. In 2031, it is anticipated
that Clarington will be home to approximately 41,220 adults 50 years and over,
which represents a 56% increase over 2011. (Clarington Community Forecast
Update 2012, prepared by Hemson Consulting Ltd.)
1.3 In 2011, approximately 12% of the population in Clarington was aged 65 and
over. As we see the Baby Boomers reach the age of 65, this percentage will
surely grow. Due to the changing demographics of an aging population as a
result of the Baby Boomers now entering their senior years, aspects of the
recreational and leisure needs of older adults will evolve and demand for different
programs and their delivery will occur.
1.4 The Municipality of Clarington, Community Services Department provides
recreation, aquatics and fitness programming and facilities for the residents of
the Municipality of Clarington. Our focus is on general activities that reach and
include a broad section of our residents.
1.5 Direct recreational and leisure programming for older adults in the Municipality of
Clarington is provided by the Clarington Older Adult Centre Board (COACB).
The COACB is a not-for-profit organization; it is operated by non-municipal staff
and is governed by a Board of Directors. Programming occurs primarily at a
municipally owned facility, the Beech Centre, located at 26 Beech Avenue,
Bowmanville, with partnership programs in satellite facilities in other communities
within Clarington.
2.0 CLARINGTON OLDER ADULT ASSOCIATION
2.1 The Clarington Older Adult Centre Board has been in operation since 1998 and
was formally established as a Board of Council in 2005 which operates the
Clarington Older Adult Association (COAA). Their mission statement is "To
promote the health and happiness of older adults by providing opportunities to
enhance their quality of life". The COACB has seen significant membership
growth with an initial membership of 266 in 1998 to 2,224 today.
REPORT NO.: CSD-002-14 PAGE 3
2.2 The vision of the Clarington Older Adult Association includes six (6) components:
• Continued growth in membership
• Facilities throughout Clarington designed for Older Adults
• Expanded programs and services
• Respected Community Partner
• Sustainable funding
• Effective governance and administrative processes
2.3 The property located at 26 Beech Avenue was acquired by the Municipality from
the Lions Club of Bowmanville in 1998. Since that time the property has been
home to the Clarington Older Adult Centre Board, Community Care (vacated in
March of 2010), The Lions Club Daycare (vacated in June of 2010), and the
Bowmanville Tennis Club, which has been in operation since the 1940's.
Currently, the Beech Centre building is now fully occupied by the COACB.
2.4 Over the years the Clarington Older Adult Centre Board has on a number of
occasions requested additional parking at the Beech Centre, as the current
parking available (79 spaces) is challenging during busy centre days and large
special events.
2.5 On July 3, 2012, Council approved Resolution #C-230-12 which confirmed there
would be no increase to Beech Centre on-site parking, with a continued use of
on-street parking. In addition, the resolution directed staff to report back on an
alternate home, being another facility outside of the Clarington Beech Centre.
2.6 On June 17, 2013, Resolution #GPA-353-13 was approved:
THAT Report CSD-007-13 be received;
THAT the Terms of Reference for the Beech Avenue Community Liaison
Committee be approved (Attachment 1 to Report CSD-007-13); and
THAT all interested parties listed in Report CSD-007-13 be advised of Council's
decision.
In addition, Council approved the related Resolution #C-216-13:
"THAT the delegation of Angie Darlison and Steve Coles be received with thanks;
THAT the Community Services Department prepare a report of the Costs and
Draft Terms of Reference to retain a Consultant to develop a strategy that
addresses the future needs, timelines and associated costs for the provision of
an Older Adult Strategy and Older Adult Services within the Municipality of
Clarington; taking into consideration all the information that has been made
available through the COAA Strategic Plan 2010, the Community Services
REPORT NO.: CSD-002-14 PAGE 4
Department Strategic Plan 2008, and the Municipality of Clarington Official Plan
Review-Clarington Community Forecast Update 2012..."
2.7 The Older Adult Strategy Terms of Reference (Attachment 1) have been
developed in consultation with the Clarington Older Adult Centre Board.
2.8 The Terms of Reference will provide a framework for the consultant for the
development of an Older Adult Strategy and will address current challenges such
as facility space and will look forward to the future to address the impact on
programming and facilities of the anticipated growth of the older adult
demographic in Clarington.
3.0 PROJECT MANAGEMENT
3.1 The Project Team will consist of the Manager of Recreation Services, the
Community Development Coordinator and the Executive Director of the
Clarington Older Adult Association. The role of the Project Team will be to:
• Select consultant with assistance of Purchasing in accordance with
Purchasing By-Law;
• Solicit Steering Committee Members (as outlined below);
• Initial meeting with the selected Consultant to outline project deliverables and
expectations;
• Arrange meeting locations and resources;
• Manage the project and project team on a day to day basis;
• Monitor and track time and status of scheduled tasks;
• Address any issues or challenges that may arise, provide trouble shooting
and problem solving;
• Review draft report/ results for concurrence;
• Ensure the success of the project from the project initiation through to the
planning, delivery and close out phases;
• Achieve the defined project objectives within the allocated cost and schedule;
• Review proposed changes and assess their impact on the project costs and
schedule;
• Schedule and conduct status meetings during the entire project.
3.2 The Steering Committee will consist of representation from:
• Municipality of Clarington, Community Services Department
• Clarington Older Adult Centre Board (Staff, Board and General Membership)
• Regional Municipality of Durham, Social Services
• General Public (to be appointed by Council at a future meeting)
3.3 The Region of Durham, Social Services, Manager, Diversity and Immigration
position has been selected to participate in order to ensure that the Older Adult
Strategy that is developed for Clarington is inclusive in nature and will meet the
REPORT NO.: CSD-002-14 PAGE 5
needs of older adults living in Clarington today but also recognizes that as
Clarington grows so too will its cultural diversity and ultimately programming
needs and expectations.
3.4 The Steering Committee will participate in meetings with the Consultant and
provide information and input based on their representative organizations /
stakeholders that will lead to the development of an older adult strategy.
4.0 PROJECT OBJECTIVES
4.1 Project Objectives would include:
Facilities
• Review the existing facilities which house the Clarington Older Adult Centre
Board and its programs.
• Look at facility options, both immediate and long-term, which address the
current challenges and future growth anticipated within Clarington (discuss
and compare options which may include current facilities, relocation, new
construction opportunities, dedicated space, shared / multi-generational /
multi-purpose facilities, satellite programming with a focus on accessibility,
safety, practicality, sustainability).
• Include options which address transportation to and from older adult activities
for older adults in both urban centres and rural communities within Clarington
(focus on accessibility, safety, practicality, sustainability).
Staffing/Volunteer Resources
• Review existing staffing for the Clarington Older Adult Centre Board and
provide recommendations for current challenges, future growth and planning
as it relates to all locations within the Municipality of Clarington according to
the current and proposed programming model.
• Include a proposed staffing structure for the development and
implementation of recommended programming enhancements and
opportunities, identifying recommendations for implementation timelines.
• Review current opportunities and identify future opportunities for volunteering
within the Clarington Older Adult Centre Board. Identify any strategies that
could be used to encourage and retain volunteers with the Clarington Older
Adult Centre Board.
REPORT NO.: CSD-002-14 PAGE 6
Programming
• Review older adult programming, taking into consideration demographic data
as well as facility utilization patterns.
• Look at older adult programming options, both immediate and long-term,
which address current challenges and future growth anticipated within
Clarington (discuss and compare different program delivery models which
includes the current delivery model, municipal program delivery, other
program / service delivery providers or any other models used in other similar
municipalities).
• Ensure programming meets the needs of the community, identifying any
gaps in programming which may not engage or does not seem to include
various demographic groups (based on culture, gender etc.).
• Conduct an inventory of programs and services currently available within the
Municipality of Clarington and identify opportunities for partnerships with
providers that are not currently affiliated with the Municipality or the
Clarington Older Adult Centre Board.
5.0 PROJECT DELIVERABLES
5.1 An Older Adult Strategy outlining recommendations for the following:
• Future options for the Clarington Older Adult Centre Board facility location
including a timeline to be considered within the Municipality's capital budget
forecast; identifying any impacts to the COACB operating budget.
• An innovative framework and implementation plan outlining the Clarington
Older Adult Centre Board's and Municipality of Clarington's roles in service
delivery for a vast age span (50+) including priorities and implementation
actions for the next:
0 1-5 years (short term)
0 5-10 years (medium term) and
0 10+ years (long term)
• Identification of any partnership potential in the community.
• Identification of capital and operating impacts including cost / benefit analysis
for each phase of implementation (short, medium and long term).
REPORT NO.: CSD-002-14 PAGE 7
6.0 FINANCIAL IMPACT
6.1 The budget for the project is $60,000 plus HST. These funds are included in the
2014 Community Services Department budget request.
7.0 PROJECT TIMING
7.1 Through this report, the Community Services Department is requesting
consideration and approval of the attached Terms of Reference for a consultant
to lead and develop an Older Adult Strategy.
7.2 Should this project and associated funds be approved through the 2014 Budget
Process, the following project timeline is expected:
• March 13 Release of RFP
• April 3 RFP Closes
• April 14-25 Consultant Interviews
• May 26 RFP Award recommendation report to GP&A
• June 2 Award Ratified
• June 2014 First meeting with consultant
• December 2014 Consultant Report and Presentation to GP&A
8.0 COMMENTS
8.1 The Executive Director of the Clarington Older Adult Association, Angie Darlison,
was consulted in the development of the parameters included in the Terms of
Reference.
8.2 The Clarington Older Adult Centre Board passed the following motion at the
Board meeting of Friday, January 17, 2014:
"Motion to endorse the COAB Strategy Plan Report
Moved by Malcolm McCombe Seconded by John Hutchings
Carried"
9.0 CONCURRENCE — Not Applicable
CONFORMITY WITH STRATEGIC PLAN
The recommendations contained in this report conform to the general intent of the
following priorities of the Strategic Plan:
_ Promoting economic development
_ Maintaining financial stability
X Connecting Clarington
REPORT NO.: CSD-002-14 PAGE 8
_ Promoting green initiatives
X Investing in infrastructure
_ Showcasing our community
Not in conformity with Strategic Plan
Staff Contact: Joseph P. Caruana, Director of Community Services
Attachments:
Attachment 1 — Terms of Reference — Clarington Older Adult Strategy
List of interested parties to be advised of Council's decision:
Stephen Coles, President, Clarington Older Adult Association
Angie Darlison, Executive Director, Clarington Older Adult Association
Clarington Older Adult Strategy Attachment 1 to Report CSD-002-14
Background:
Located just 40 km east of the Toronto border, Clarington is one of the largest
municipalities (611 km' in land area) in the Greater Toronto Area (GTA). With this size
comes a fantastic diversity of urban and rural settings, modern and historic architecture
as well as innovative and traditional opportunities.
Clarington is home to three urban areas, one village and 14 hamlets which include a
rich heritage dating back over 125 years. From Lake Ontario waterfront to Greenbelt
protected farmlands and the natural beauty of the Oak Ridges Moraine, Clarington
offers a wide variety of experiences for those who live, visit and work here. Our strategic
location allows us to take full advantage of access to Provincial Highway 401, Provincial
Highway 35/115, the future extension of Highway 407, CN Rail and CP Rail lines as well
as a future GO Train terminal.
Clarington is a collection of smaller communities including the urban centres of
Bowmanville, Courtice, Newcastle Village and Orono, which are surrounded by scenic
countryside. Clarington is a vibrant community with new development - both commercial
and residential - the local economy continues to grow and prosper. Affordable housing,
safe communities and the quality of life are just three reasons why so many continue to
choose Clarington. Characterized by a variety of landscapes, unique retail areas,
numerous tourist attractions and recreational opportunities, Clarington captures the
spirit of a small town without sacrificing the amenities of a large city.
By 2017, for the first time Ontario will be home to more people over 65 than children
under the age of 15. With the increase in the aging and diversity of the population,
these trends will pose a challenge to the effective and efficient delivery of older adult
recreation and leisure programs over the next five years and beyond.
We are living longer. Children born today have the prospect of living a longer life than
any generation before them. Every year, the percentage of people in our province who
are 65 years or older increases slightly. In 2031 it is anticipated that Clarington will be
home to approximately 41,220 adults 50+ years, which represents a 56% increase over
2011. This information is derived from the Official Plan Review, Clarington Community
Forecast Update 2012, prepared by Hemson Consulting Ltd. for the Planning Services
Department.
In 2011, approximately 12% of the population in Clarington was aged 65 and over. As
we see the Baby Boomers reach the age of 65, this percentage will surely grow. Due to
the changing demographics of an aging population as a result of the Baby Boomers
now entering their senior years, aspects of the recreational and leisure needs of older
adults will evolve and demand for different programs and their delivery will occur.
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Claringt®n Older Adult Strategy Attachment 1 to Report CSD-002-14
The Municipality of Clarington, Community Services Department provides recreation,
aquatics and fitness programming and facilities for the residents of the Municipality of
Clarington. Our focus is on general activities that reach and include a broad section of
our residents.
Direct recreation and leisure programming for older adults in the Municipality of
Clarington is provided by the Clarington Older Adult Centre Board (COACB). The
COACB is a not-for-profit organization; it is operated by non-municipal staff and is
governed by a Board of Directors. Programming occurs primarily at a municipally
owned facility, the Beech Centre, 26 Beech Avenue, Bowmanville (central Clarington)
with partnership programs in satellite facilities in other communities within Clarington.
The Clarington Older Adult Centre Board has been in operation since 1998 and was
formally established as a Board of Council in 2005, which operates the Clarington Older
Adult Association (COAA). The COACB has seen significant membership growth with
an initial membership of 266 in 1998 to 2,224 today.
Their mission statement is "To promote the health and happiness of older adults by
providing opportunities to enhance their quality of life". The Clarington Older Adult
Centre Board offers social, physical, educational and informational programs for the
active older adults living within the Municipality of Clarington.
The vision of the Clarington Older Adult Association includes six (6) components:
• Continued growth in membership;
• Facilities throughout Clarington designed for Older Adults;
• Expanded programs and services;
• Respected Community Partner;
• Sustainable funding;
• Effective governance and administrative processes.
The property located at 26 Beech Avenue was acquired by the Municipality from the
Lions Club of Bowmanville in 1998. Since that time the property has been home to the
Clarington Older Adult Centre Board, Community Care (vacated in March of 2010), the
Lions Club Daycare (vacated in June of 2010), and the Bowmanville Tennis Club, which
has been in operation since the 1940's. Currently, the Beech Centre building is fully
occupied by the COACB. The Beech Centre site is a 2.1 acre (excluding tennis courts
and Lion's Parkette) site located on a residential street in a Heritage Conservation
District.
Over the years the Clarington Older Adult Centre Board has on a number of occasions
requested Council to consider additional on-site parking at the Beech Centre, as the
current parking available (79 spaces) is challenging during busy centre days and large
special events.
21 Page
Clarington Older Adult Strategy Attachment 1 to Report CSD-002-14
Requests for additional on-site parking at the Beech Centre location have been denied
by Council. COACB Staff have been encouraging participants to carpool and to make
use of the Centre's shuttle van service, however parking still remains a challenge. As
the membership and participation grows, COACB staff have been working to develop
satellite programs in order to shift some of the pressure from the Beech Centre. While
the satellite programs have grown and have relieved some of the pressure, the
membership base continues to grow.
The Clarington Older Adult Centre Board has requested Clarington Council to consider
relocating them from their existing primary facility to a new location that better meets
their facility and parking needs today and into the future. In order to address the
challenges with the current facility's location and parking amenities, the development of
an Older Adult Strategy was recommended and subsequently approved by Council.
Clarington would like to undertake an Older Adult Strategy through a third party
consultant, to examine current and future facility, staffing and volunteer resources as
well as programming needs in order to accommodate this growing demographic.
31 Page
Clarington Older Adult Strategy Attachment 1 to Report CSD-002-14
Project Management:
The consultant will be selected by the Project Team and shall report to the Recreation
Services Manager, who will be the Project Lead and will work in conjunction with the
Project Team (outlined below).
Project Team:
The Project Team will consist of:
Manager, Recreation Services, Municipality of Clarington
Community Development Coordinator, Municipality of Clarington
Executive Director, Clarington Older Adult Centre Board
The role of the Project Team will be to:
• Select consultant with assistance of Purchasing in accordance with Purchasing
By-Law;
• Solicit Steering Committee Members (as outlined below);
• Initial meeting with the selected Consultant to outline project deliverables and
expectations;
• Arrange meeting locations and resources;
• Manage the project and project team on a day to day basis;
• Monitor and track time and status of scheduled tasks;
• Address any issues or challenges that may arise, provide trouble shooting and
problem solving;
• Review draft report / results for concurrence;
• Ensure the success of the project from the project initiation through to the
planning, delivery and close out phases;
• Achieve the defined project objectives within the allocated cost and schedule;
• Review proposed changes and assess their impact on the project costs and
schedule;
• Schedule and conduct status meetings during the entire project.
Steering Committee:
The project will be directed by a Steering Committee (outlined below). The Chair will be
determined at the first meeting of the Committee.
Municipality of Clarington (3)
• Director, Community Services
• Manager, Recreation Services
• Community Development Coordinator
41 Page
Clarington Older Adult Strategy Attachment 1 to Report CSD-002-14
Clarington Older Adult Centre Board(3)
• Executive Director, Clarington Older Adult Centre Board
• 2 Members (Board Member and / or General Membership)
General Public (2)
• Adult or Older Adult
• Clarington resident
• Available for daytime meetings
• Cannot be currently employed by the Municipality of Clarington or COACB
• Cannot be a current member of the Clarington Older Adult Centre Board
Regional Municipality of Durham— Social Services (1)
Manager, Diversity and Immigration
Steering Committee members (General Public) will be solicited using a standard format
through:
• Clarington This Week and Orono Weekly Times
• Municipality of Clarington website
• Clarington Older Adult Centre Board website
• Municipality of Clarington social media
• Program and Recreation & Leisure Guides
• Facility signage
Roles and Responsibilities of Steering Committee Members
• Participate in project meetings as requested by the Steering Committee Chair;
• Represent stakeholders that do not directly sit on the Steering Committee;
• Ensure equality and impartiality in decision-making;
• Act as a project champion throughout their representative organizations /
stakeholder groups;
• Inform the discussion and provide input to the development of the strategy based
on their representative organizations /stakeholder groups;
• Communicate project purpose and value to representative organizations /
stakeholders.
5 ) r' a
Clarington Older Adult Strategy Attachment 1 to Report CSD-002-14
Terms of Reference - Scope:
Consultant services are required to develop an Older Adult Strategy that addresses the
current challenges and future needs including timelines for the provision of staffing,
facilities, programs and services for Older Adults within the Municipality of Clarington.
Leadership
The Consultant shall provide leadership in every aspect of the project with support from
the Project Team and Steering Committee;
Meet with the Steering Committee in a manner that fosters participation and ownership;
Review and consider documentation including, but not limited to:
• COACB Strategic Plan 2010
• Municipality of Clarington, Community Services Department Strategic Plan, 2008
• Municipality of Clarington, Strategic Plan, 2011-2014
• Municipality of Clarington, Official Plan
• Review Clarington Community Forecast Update 2012
• A Profile of Older Adult Centres in Ontario 2013 - OACAO
• Living Longer, Living Well - Report Submitted to the Minister of Health and Long-
Term Care and the Minister Responsible for Seniors on recommendations to
inform a Seniors Strategy for Ontario, Dr. Samir K. Sinha, MD, DPhil, FRCPC,
Provincial Lead, Ontario's Seniors Strategy
• Building Bridges to Tomorrow 2009 — OACAO
• Finding the Right Fit: Age Friendly Community Planning, 2013
• And others...
Review similar strategies in other municipalities that share Clarington's demographics
and note their successes and best practices;
Identify emerging trends relating to older adults and facilities, programs and services
offered for older adults;
Hold stakeholder and general public information session(s) (3 meetings); meeting
format and structure to be determined by Consultant with input from Steering
Committee in order to maximize community feedback;
Constant communication with the Project Lead and Project Team to manage project
logistics, verify outcomes;
Prepare a draft report and present to the Project Team and Steering Committee;
Deliver a final report to Council (1 meeting) with the preferred plan and implementation
process with timelines and anticipated costs.
61 Page
Clarington Older Adult Strategy Attachment 1 to Report CSD-002-14
Facilities
Review the existing facilities which house the Clarington Older Adult Centre Board and
its programs;
Look at facility options, both immediate and long-term, which address the current
challenges and future growth anticipated within Clarington (discuss and compare
options which may include current facilities, relocation, new construction opportunities,
dedicated space, shared / multi-generational / multi-purpose facilities, satellite
programming with a focus on accessibility, safety, practicality, sustainability);
Include options which address transportation to and from older adult activities for older
adults in both urban centres and rural communities within Clarington (focus on
accessibility, safety, practicality, sustainability).
Staffing/Volunteer Resources
Review existing staffing for the Clarington Older Adult Centre Board and provide
recommendations for current challenges, future growth and planning as it relates to all
locations within the Municipality of Clarington according to the current and proposed
programming model;
Include a proposed staffing structure for the development and implementation of
recommended programming enhancements and opportunities, identifying
recommendations for implementation timelines;
Review current opportunities and identify future opportunities for volunteering within the
Clarington Older Adult Centre Board. Identify any strategies that could be used to
encourage and retain volunteers with the Clarington Older Adult Centre Board.
Programming
Review older adult programming, taking into consideration demographic data as well as
facility utilization patterns;
Look at older adult programming options, both immediate and long-term, which address
current challenges and future growth anticipated within Clarington (discuss and
compare different program delivery models which includes the current delivery model,
municipal program delivery, other program / service delivery providers or any other
models used in other similar municipalities);
Ensure programming meets the needs of the community, identifying any gaps in
programming which may not engage or does not seem to include various demographic
groups (based on culture, gender, etc);
7 1 P a g e
Clarington Older Adult Strategy Attachment 1 to Report CSD-002-14
Conduct an inventory of programs and services currently available within the
Municipality of Clarington and identify opportunities for partnerships with providers that
are not currently affiliated with the Municipality or the Clarington Older Adult Centre
Board;
Project Deliverables
An Older Adult Strategy outlining recommendations for the following:
• Future options for the Clarington Older Adult Centre Board facility location
including a timeline to be considered within the Municipality's capital budget
forecast; identifying any impacts to the COACB operating budget;
• An innovative framework and implementation plan outlining the Clarington Older
Adult Centre Board's and Municipality of Clarington's roles in service delivery for
a vast age span (50+) including priorities and implementation actions for the next:
0 1-5 years (short term)
0 5-10 years (medium term) and
0 10+ years (long term)
• Identification of any partnership potential in the community;
• Identification of capital and operating impacts including cost / benefit analysis for
each phase of implementation (short, medium and long term).
Study Budget:
The study budget is $60,000 plus HST.
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