HomeMy WebLinkAboutCSD-003-15 Clarftwn
Community Services
Report
If this information is required in an alternate accessible format, please contact the Municipal
Clerk at 905-623-3379 ext. 2102.
Report To: General Purpose and Administration Committee
Date of Meeting: March 30, 2015 GPI-a13�5
Report Number: CSD-003-15 Resolution:
File Number: N/A By-law Number:
Report Subject: Clarington Older Adult Strategy
Recommendations:
1. That Report CSD-003-15 be received;
2. That the Clarington Older Adult Strategy (Attachment 1) be approved in principle;
3. 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;
4. 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;
5. That staff report back with a recommended Terms of Reference for a Clarington Older
Adult Committee;
6. That the Older Adult Steering Committee members be thanked for their contributions to the
process; and
7. That all interested parties listed in Report CSD-003-15 and any delegations be advised of
Council's decision.
Municipality of Clarington
Report CSD-003-15 Page 2
Report Overview
This report is to present the Clarington Older Adult Strategy (Attachment 1) as prepared by the
Consultants in consultation with the Older Adult Steering Committee.
1 . Background
At the February 3, 2014 General Purpose & Administration Meeting Council received
Report CSD-002-14 which proposed the development of a Clarington Older Adult
Strategy be included as a part of the 2014 budget. This Report also outlined a Terms
of Reference that identified future facility development, staffing/volunteer resources and
programming as key factors for the development of the strategy.
Subsequently, the funds necessary to complete the Older Adult Strategy were
approved in the 2014 Operating Budget.
In March 2014 RFP 2014-3 was issued and closed on April 10, 2014. On June 16,
2014 Council meeting Resolution #GPA-396-14 was ratified:
"THAT COD-008-14 be received;
THAT the proposal received from Monteith Brown Planning Consultants, London,
Ontario being the highest ranked proponent meeting all terms, conditions and
specifications of Request of Proposal RFP 2014-3 be awarded the contract for the
provision of Consulting Services for the Clarington Older Adult Strategy with a bid
amount of$53,792.88 (net of H.S.T. Rebate);
THAT the funds required in the amount of$53,792.88 (net of H.S.T. Rebate) be drawn
from the Community Services Department Consulting Account 100-42-130-10085-
7160."
To facilitate the project a Project Steering Committee was developed and included:
Community Services Department Staff (3)
Joseph Caruana, Director of Community Services
Sharon Meredith, Recreation Services Manager
Erica Mittag, Community Development Coordinator
Clarington Older Adult Centre Board (3)
Cathie Ward, President
Municipality of Clarington
Report CSD-003-15 Page 3
Steve Coles, Past President
Angie Darlison, Executive Director
Region of Durham (1)
Audrey Andrews, Manager Diversity and Immigration
Community Representatives (2)
John Coffey
Julie Michalejko-Earle
An initial meeting was held on June 25th where John Coffey was appointed the Chair of
the Steering Committee. Strategy development took place between July 2014 and
February 2015.
2. Process
The development of the Clarington Older Adult Strategy was a comprehensive process
occurring over an eight month period. The plan was developed with input from the
Steering Committee as well as broad community consultation. Community consultation
included four public meetings held at locations across the Municipality (Courtice,
Bowmanville, Newcastle and Orono) as well as a paper and on-line survey. This
consultation was in addition to key informant interviews that were held with Council,
staff (municipal and Clarington Older Adult Association (COAA)) and older adult service
providers. The study was completed taking a comprehensive approach to
understanding future growth, service delivery and facility needs as well as the best use
of staff and volunteers.
The Steering Committee worked with the Consultants to ensure the planning process
was thorough and that the recommendations are practical, achievable and measurable.
The capacity to implement this plan will be dependent on a number of factors, including
approval of the necessary capital and operating budget requests and available human
resources.
The plan breaks down goals and associated recommendations into four main
categories:
Municipality of Clarington
Report CSD-003-15 Page 4
Category Goals
Service Delivery A) To offer a broad range of recreational opportunities for all
older adults in Clarington in a seamless fashion through
partnerships
B) To ensure that the older adult recreation service providers
have the resources to respond to a growing and changing
community
Staffing C) To increase the number of older adults participating in
quality and diverse recreational pursuits in Clarington
through organizational efficiencies, including diverse
populations and persons with disabilities, better coordination
with the collective of providers, and more robust promotional
efforts
Governance D) To re-align the work of volunteer governance in Clarington
to provide strategic advice on recreation program and
service provision for all older adults throughout the
community. A focus should be placed on greater
penetration of the older adult market, partnerships, and
inclusion of under-represented and diverse populations
Facility E) To maintain a primary hub for older adult recreational
Provision activities in the Municipality
F) To enhance convenience to all older adults through
programs and activities at satellite facilities and other
program locations throughout the Municipality
Once approved in principle, the Consultants and Steering Committee will host a public
open house to share the findings of this strategy with interested individuals and
organizations.
A copy of the Clarington Older Adult Strategy will be available on the municipal website.
3. Moving Forward
As the Clarington Older Adult Strategy contains many recommendations, financial
impact information is not available at this time. As staff advance to implement the
Municipality of Clarington
Report CSD-003-15 Page 5
strategy subsequent reports on the specific recommendations will be prepared which
will include any related financial considerations.
4. Concurrence
Not Applicable
5. Conclusion
It is respectfully recommended that the Clarington Older Adult Strategy be approved in
principle and that Council authorize staff to advance the strategy through preparation of
a further report that identifies costs to re-direct responsibility for older adult
programming to the Community Services Department. In addition, staff will develop
and recommend a revised structure and mandate for a new Clarington Older Adult
Committee.
6. Strategic Plan Application
The recommendations contained in this report conform to the Corporate Strategic Plan.
Submitted by: �'� � Reviewed by. �
Josoph P. Caruana, Franklin Wu,
Director of Community Services Chief Administrative Officer
Staff Contact: Sharon Meredith, Recreation Services Manager, 905-623-3379 ext. 2504 or
smeredith @clarington.net
Attachments:
Attachment 1 — Clarington Older Adult Strategy
The following is a list of the interested parties to be notified of Council's decision:
Cathie Ward, President, Clarington Older Adult Centre Board
Steve Coles, Past President, Clarington Older Adult Centre Board
Angie Darlison, Executive Director, Clarington Older Adult Association
John Coffey, Community Representative
Municipality of Clarington
Report CSD-003-15 Page 6
Julie Michalejko-Earle, Community Representative
Audrey Andrews, Manager of Diversity and Immigration, Region of Durham
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Acknowledgements
We would like to thank all of those who contributed to the development of the
Municipality of Clarington Older Adult Strategy. This document is a product of the vision
of the many Clarington residents and volunteers who provided valuable input to the
project. We are also thankful for the dedication and thoughtful feedback of the Project
Steering Committee, Municipal Council, and local organizations. The future of older
adult recreation opportunities in Clarington is most certainly in good hands!
Municipality of Clarington — Members of Council (2011-2014)
Adrian Foster, Mayor
Mary Novak, Regional Councillor (Wards 1 & 2)
Willie Woo, Regional Councillor (Wards 3 & 4)
Joe Neal, Councillor (Ward 1)
Ron Hooper, Councillor (Ward 2)
Corinna Traill, Councillor (Ward 3)
Wendy Partner, Councillor (Ward 4)
Municipality of Clarington — Members of Council (2015-2018)
Adrian Foster, Mayor
Joe Neal, Regional Councillor (Wards 1 & 2)
Willie Woo, Regional Councillor (Wards 3 & 4)
Steven Cooke, Councillor (Ward 1)
Ron Hooper, Councillor (Ward 2)
Corinna Traill, Councillor (Ward 3)
Wendy Partner, Councillor (Ward 4)
Project Steering Committee
John Coffey, Community Representative (Chair)
Joseph Caruana, Municipality of Clarington, Director of Community Services
Sharon Meredith, Municipality of Clarington, Recreation Services Manager
Erica Mittag, Municipality of Clarington, Community Development Co-ordinator
Angie Darlison, Clarington Older Adult Association, Executive Director
Cathie Ward, Clarington Older Adult Centre Board, President
Steve Coles, Clarington Older Adult Centre Board, Past President
Audrey Andrews, Region of Durham, Manager of Diversity and Immigration
Julie Michalejko-Earle, Community Representative
Project Consultants
Monteith Brown Planning Consultants
Tucker-Reid & Associates
March 2015 Page i
Clarington
Older Adult Strategy
Table of Contents
Page Section
Acknowledgements i
Table of Contents ii
Executive Summary iv
Section 1: Introduction 1
1.1 Overview 1
1.2 Goals & Objectives 1
1.3 Approach 3
Section 2: Planning Context 4
2.1 Community Profile 4
2.2 Trends and Best Practices 11
2.3 Key Plans and Studies 15
Section 3: Existing Programs & Resources 18
3.1 Current Roles and Responsibilities 18
3.2 Facility & Program Inventory 19
3.3 Participation Levels 21
Section 4: Public & Stakeholder Input 25
4.1 Community Survey 25
4.2 Stakeholder Interviews 39
4.3 COAA Open House 39
4.4 Public Input Meetings 39
4.5 Public Open House 42
Section 5: Recreation Service Delivery 43
5.1 The Role of Local Government 43
5.2 Current Service Delivery Model 44
5.3 Vision for the Provision of Older Adult Recreation Services 47
5.4 Proposed Service Delivery Model 48
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Older Adult Strategy
Section 6: Staffing & Governance — Form Follows Function 53
6.1 Current Situation 54
6.2 Key Observations and Drivers from a Staffing and Governance Perspective _56
6.3 Proposed Staffing Model 58
6.4 Proposed Governance Model 61
Section 7: Recreation Facilities for Older Adults 64
7.1 Current Facility Provision Model 64
7.2 Considerations for the Future 67
7.3 Summary of Inputs and Recommendations on Facility Provision 69
Section 8: Implementation Strategy 72
8.1 Implementation Plan 72
8.2 Measuring Performance 79
APPENDIX A— Listing of Stakeholder Interviews A-1
APPENDIX B — Listing of Older Adult Service Providers B-1
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Older Adult Strategy
Executive Summary
Study Purpose
The older adult population in the Municipality of Clarington is growing and will continue
to do so over the next 15 years. It is timely that the municipality in concert with the
Clarington Older Adult Centre Board of Directors is undertaking an Older Adult Strategy
to plan for future growth from a recreation provision perspective. A number of specific
objectives were identified for this Strategy relating to facilities, staffing, volunteer
resources, and programming. Key objectives include:
Facilities
• assess existing facilities with a focus on accessibility, safety, practicality, and
sustainability; this includes but is not limited to facilities that house the Clarington
Older Adult Centre Board and its programs
• examine short- and long-term options for meeting the needs of Clarington's older
adult community
Staffing and Volunteer Resources
• review the Clarington Older Adult Centre Board's existing staffing and volunteer
model
• make recommendations for aligning human resources with the proposed
program model, including the creation of a proposed staffing structure and
volunteer initiatives
Programminq
• create an inventory of older adult recreation programs and opportunities currently
available within Clarington and identify potential programming gaps and
partnership possibilities
• conduct a review of existing older adult recreation programming and consider
short- and long-term options for addressing current challenges and future growth
• identify and assess different program delivery models
March 2015 Page iv
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Older Adult Strategy
Study Methodology
The Older Adult Study was completed taking a comprehensive approach to
understanding future growth, service and facility needs as well as the best use of staff
and volunteers. The study methodology included:
• A determination of the demographics and future growth of the older adult
population in Clarington
• A review of background materials, statistics and previous studies
• Feedback from the public input sessions and key opinion leader interviews
• An analysis of over 603 completed surveys
• Trends within other municipally owned older adult centres within Ontario
• A review of the use of the various programs and services
• A determination as to who is being well served and who is not currently included
in the provision of programs and services
• A look to where there is duplication in the administration processes and ways of
eliminating duplication
• The development of a summary of all older adult recreation service providers in
the Municipality of Clarington
• A determination of the skills and competencies that are needed to serve older
adults in the future
• The development and weighing of options in terms of staffing and governance
• The development of recommendations and an implementation plan
Key Findings
Demographics
The older adult population will increase by approximately 15,000 residents by the year
2031.
Current Penetration Rates
The COAA has captured 10% of the older adult population within its current
membership. The full capture rate of all providers is not known at this time. A likely
target of 25-30% of the older adult population engaged in recreational pursuits would be
a reasonable target in the future. Groups need to work better together to achieve
greater penetration of the older adult market.
Need to Serve all Residents
More effort needs to be undertaken to reach out and serve persons with disabilities,
diverse and underrepresented populations.
March 2015 Page v
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Older Adult Strategy
Greater Collaboration with Other Providers
The most efficient and effective way to build capacity in Clarington is to assist self-
determining groups form and promote opportunities to all older adults in Clarington.
Focus on Needed Skills and Competencies
Needed staff skills and competencies include working with diverse populations,
partnership and sponsorship development, community development, recreation for
persons with disabilities, increasing volunteerism, including underrepresented groups.
Current Practises in Staffing and Governance
Few, if any, older adult centre boards in municipally owned centres within Ontario
employ staff at this point in time and are responsible for operations and compliance with
over 50 legislative acts. Typically, staff are employed by the municipality and report to
advisory committees on service delivery.
One Stop Shopping — Seamless Delivery
One central information source of all recreational opportunities for all residents is
needed. Real time promotions and communications will be critical to increase casual
and drop in opportunities.
Duplication of Efforts to Free Up Staff Time
1.6 full-time equivalents can freed up due to duplication of efforts. This time is better
spent addressing growth, collaboration, promotion and inclusion needs.
Skill and Competency Based Boards of Directors and Advisory Committees
In order to address the increase in the number of older adults, a broader responsibility
to the older adult population regarding recreation service delivery is needed through
working collectively with other providers.
Enhancing the Clarington Beech Centre as the Older Adult Hub
The Clarington Beech Centre, which is operated by the COACB, is the primary hub for
local older adult services, particularly those that emphasize social connections and
healthy living and that cater to an older demographic. The concept of a senior centre is
much more than just a physical facility— it is defined by how it promotes social
interaction, personal growth, and health and wellness. By maintaining the Clarington
Beech Centre as the hub for older adult activities, the Municipality will continue to have
a venue that can adequately accommodate community-wide programs particularly for
those that are currently age 70+ (traditional seniors).
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Older Adult Strategy
Expanding Physical Space to Satellite Facilities
Stand-alone older adult centres often have a challenge attracting baby boomers to their
facility due to the lack of components such as fitness centres, pools, and gymnasiums.
Expanding upon the Clarington Beech Centre as the hub, the recreational needs of the
burgeoning Boomer population can be addressed through expanded, integrated,
specialized, and value-added program offerings at satellite locations (such as existing
and future community centres); these will also be complemented by current and future
partnerships, self-determining groups, and private sector services. More specifically, the
Courtice Community Complex has the potential for reallocating and dedicating to the
COACB approximately 3,000 square feet. In addition, the Newcastle & District
Recreation Complex, as the major community focal point in the eastern portion of
Clarington, should provide a similar approach to that noted above for Courtice by
creating some (more limited) dedicated older adult space either through internal re-
organ ization/re-allocation of existing space or an expansion to this recreation complex.
Summary of Recommendations
The following is a summary of the recommendations associated with the Older Adult
Strategy for the Municipality of Clarington:
Service Delivery— Recommendations
Demographics and Growth
1. Develop an outreach program in partnership with social service agencies to
ensure that older adults with the greatest need can enjoy recreational pursuits.
Common Age Definition
2. Implement a common age minimum for older adults; investigate the impacts of
setting the age minimum at 60 years.
Access and Diversity
3. Introduce a "Diversity Lens" that prompts the program/service provider to reach
out to diverse populations in the development and delivery of programs.
4. Monitor demographics with respect to older adult growth, diversity, accessibility,
and those living at or below the poverty line as statistics become available.
5. Have annual focus groups with marginalized residents to ensure that programs
and services are accessible.
6. Work to ensure that staff, volunteers, and Clarington Older Adult Committee
members reflect the diversity of the community they serve over time.
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Older Adult Strategy
Working Better Together— Partnerships
7. The Municipality should coordinate regular meetings of all older adult recreation
service providers to jointly address the priorities in the older adult strategy and
share the leadership in delivering on the Older Adult Strategy.
8. Develop a service provider working group to develop a more coordinated
approach to older adult service delivery and determine overall capacity and
penetration.
Support for Self-Determining Groups
9. Develop a portal on the Municipal, Region of Durham, and all applicable websites
that lists all groups, opportunities and supports available for older adults in
Clarington. Make the link available to all service providers and partners.
10. Provide updates of research and promising practices in other jurisdictions to
providers of older adult recreation services.
Communications and Promotion of Opportunities
11. Look to available software (i.e. Meet-Up Durham) to promote casual
opportunities available on a weekly basis to invite residents to join in on the
opportunities.
Training and Professional Development
12. Develop training and professional development opportunities for all staff and
volunteers involved in the delivery of services for older adults and include
"Diversity Competency" training, enabling opportunities for older adults with
disabilities, respite programs, etc.
Transportation and Parking
13. Work with the Region of Durham to provide front door transit drop-off and pick-up
service during peak use hours at all facilities. Monitor the usage for one year to
evaluate its effectiveness.
14. Continue to coordinate transportation opportunities through the Wheels in Action
program.
15. Continue to encourage COAA members to carpool to events at the Clarington
Beech Centre to avoid parking congestion.
16. Continue to review the impacts of program/event scheduling on the parking
congestion at the Clarington Beech Centre and make adjustments where
possible.
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Older Adult Strategy
Volunteer Support
17. Investigate available volunteer software to attract, retain and recognize
volunteers, providing one central listing of volunteer opportunities and provide
webinars on common volunteer training modules.
Performance Measures — Penetration of the Older Adult Market
18. Gain an understanding as to what percentage of the population all service
providers and agencies are penetrating in the provision of recreational services in
Clarington. Set annual participation goals.
19. Collect data on the actual penetration and satisfaction levels of all programs and
services provided to older adults in Clarington.
Proposed Staffing Model — Recommendations
20. Facilitate sessions with the full staff team in Recreation Services with respect to
the expanded departmental culture, climate and values.
21. Identify needed training and professional development programs to increase staff
competencies and skills as identified.
22. Complete a compensation review of all new positions coming under the
Recreation Services Division to address any equity issues.
23. Complete a more detailed analysis and implementation of staffing positions
based on the compensation review and a more definitive skills inventory.
24. Develop processes and procedures to transfer administrative and other
duplicated responsibilities to the Municipality of Clarington from the COACB.
25. Restate the older adult budget with the efficiencies and compensation review for
consideration and Council review.
26. Develop an annual plan that delivers on the recommendations housed in the
Older Adult Strategy over the plan horizon.
27. Develop performance measures to address the penetration of older adult
programming, inclusion of under-represented populations, the impressions and
reach of communications, and participant satisfaction levels. Report to Council
against annual targets and compare year over year.
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Older Adult Strategy
Proposed Governance Model — Recommendations
28. Develop a new Terms of Reference and By-law for the revised governance
model that reflects the roles and responsibilities as outlined in this Older Adult
Strategy.
29. Ensure that the new governance structure and composition reflect the needed
skills and competencies, varying backgrounds, a balance with current COACB
member representation, and the diversity of Clarington, taking into account the
new Clarington-wide focus of the Committee.
30. That the staffing requirements become the responsibility of the Municipality of
Clarington.
31. Identify needed training and development required to support the new
responsibilities within the refined governance structure.
32. Consider changing the name and focus of the COACB to the Clarington Older
Adult Committee (COAC) to reflect its new municipal-wide purview.
33. That the membership of the COAC be made up of a combination of members
and residents with the competencies and skills needed to implement the Older
Adult Strategy. These skills, competencies, and backgrounds should focus on
(but not be limited) to skills in reaching out to diverse populations, marketing, and
communications.
34. Recruit members for the COAC from the broader population as well as from the
current membership.
35. That staff review applications and interview applicants in order to present
candidates to Council for approval.
36. Develop an annual work plan in concert with the COAC that moves from an
operational focus to a strategic focus.
37. That the COAC contribute to the implementation of the Older Adult Strategy
recommendations, specifically the actions relating to program and service
provision throughout the community.
38. Review the effectiveness of the new governance structure at appropriate
intervals to ensure that the new governance structure adds value to the
development and delivery of recreational services to older adults in Clarington.
March 2015 Page x
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Older Adult Strategy
Facility Provision — Recommendations
39. Maintain the Clarington Beech Centre as the primary hub for local older adult
services, particularly those that emphasize social connections and healthy living
and that cater to an older demographic.
40. Undertake an accessibility audit of the Clarington Beech Centre and develop a
plan to address deficiencies in a prioritized manner.
41. Provide dedicated older adult space at satellite locations to allow the Clarington
Older Adult Association to provide a greater range of recreational offerings (both
registered and drop-in) to older adults by:
(a) Re-allocating approximately 3,000 square feet of space at the Courtice
Community Complex
(b) Providing approximately 3,000 square feet of dedicated space at the
Newcastle & District Recreation Complex
42. Based on demand and as resources allow (staffing, volunteers and space),
optimize available spaces at existing community facilities to enhance the range of
recreation opportunities available to older adults and to reduce pressure on the
Clarington Beech Centre particularly during peak (high use) periods (e.g., Garnet
B. Rickard Complex, Bowmanville Indoor Soccer, South Courtice Arena,
community halls and library branches, in partnership with the Clarington Public
Library).
43. Explore opportunities for inclusive programming for older adults at future
community centres.
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Older Adult Strategy
Section 1 : Introduction
1.1 Overview
Across North America, many communities are recognizing and responding to the needs
of the growing older adult population, which is emerging as a dominant demographic
group as the trailing edge of the baby boomer generation is now at age 50. By 2031,
Clarington will be home to more than 41,000 adults over the age of 50. Of particular
note is the anticipated 126% increase in the number of older adults age 65 and over.
In response to this growth, through this Older Adult Strategy, the Municipality is striving
to be both an `age-ready' and `age-friendly' community that provides adaptable,
accessible, and inclusive recreation opportunities to older people with varying needs
and capacities. A key part of the Municipality's current and future success in meeting
the needs of Clarington's older adults is its partnership with the Clarington Older Adult
Centre Board and other valued community organizations and volunteers.
1.2 Goals & Objectives
The goal of this Older Adult Strategy is to address Clarington's current challenges with
respect to older adult active recreation opportunities (such as facility space) and to look
forward to the future to plan for emerging program and service needs for this important
demographic group. In this regard, the Clarington Beech Centre is a well-run and well
utilized older adult centre and has frequently been identified as a major community
asset. While the Centre serves its market well, over the past several years, the nature of
older adult centres in Ontario has started to change. The Municipality of Clarington, in
partnership with the Clarington Older Adult Association, has done well to respond to
these changes in a number of ways, including the introduction of programming at
satellite locations throughout the Municipality.
The scope of this study includes recreation facilities, programs, and opportunities
relative to the older adult population, and includes a realistic implementation plan that
will guide the Municipality and its partners for the next 10 years. For this study, "active
recreation" is defined as physical activity that is voluntarily undertaken during leisure
time.' Active recreation is but one aspect of"healthy aging", which is a term that refers
to the optimization of opportunities for physical, social, and mental health amongst all
older adults through various policies, programs, and interventions.
While the focus of this study is on those recreation opportunities delivered by the
Municipality of Clarington and the Clarington Older Adult Centre Board (COACB),
' Canada's Aging Population: The municipal role in Canada's demographic shift.
Federation of Canadian Municipalities. 2013
March 2015 Page 1
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Older Adult Strategy
relevant offerings provided by other agencies (e.g., volunteer groups and service clubs,
adjacent municipalities, provincial bodies, etc.) are also evaluated.
A number of specific objectives were identified for this Strategy relating to facilities,
staffing and volunteer resources, and programming. Key objectives include:
Facilities
• assess existing facilities with a focus on accessibility, safety, practicality, and
sustainability; this includes but is not limited to facilities that house the Clarington
Older Adult Centre Board and its programs
• examine short- and long-term options for meeting the needs of Clarington's older
adult community
Staffing and Volunteer Resources
• review the Clarington Older Adult Centre Board's existing staffing and volunteer
model
• make recommendations for aligning human resources with the proposed
program model, including the creation of a proposed staffing structure and
volunteer initiatives
Programming
• create an inventory of older adult recreation programs and opportunities currently
available within Clarington and identify potential programming gaps and
partnership possibilities
• conduct a review of existing older adult recreation programming and consider
short- and long-term options for addressing current challenges and future growth
• identify and assess different program delivery models
It should be noted that the programs and facilities provided by the Municipality's
Community Services Department and the Clarington Older Adult Association are just
some of the many factors in Clarington's efforts to become an `age-friendly' community.
The `age friendly' concept must be embraced through a broad community perspective
and should involve all Municipal departments and community stakeholders, including
those involved with recreation, transportation, engineering, planning, library, health and
social services, etc. Where appropriate, this Older Adult Strategy does address potential
and existing partnerships within these sectors, at various levels of government and
within the community-at-large.
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Older Adult Strategy
1.3 Approach
The development of this Older Adult Strategy has required extensive research, public
and stakeholder engagement, critical assessment of current assets/programs, and the
development of prioritized action plans to address key issues. Partnership opportunities
and high level cost implications have also been identified, where applicable.
The Municipality retained the Consulting Team of Monteith Brown Planning Consultants
and Tucker-Reid & Associates to prepare this Strategy. A Steering Committee
consisting of key representatives from the Municipality, Clarington Older Adult Centre
Board, Regional Municipality of Durham, and general public was formed to provide
guidance throughout the duration of the project.
March 2015 Page 3
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Older Adult Strategy
Section 2: Planning Context
This section identifies a number of important research inputs and considerations for this
Strategy, including a socio-demographic profile that examines the composition of the
current population and future growth potential, key trends and best practices in older
adult recreation facilities and program delivery, and other relevant initiatives and policies
of the Municipality and its partners that may influence services to the older adult
community.
2.1 -�ommunity Profile
Clarington Snapshot (Source: Municipality of Clarington, 2013)
Located just 40 km east of the Toronto border, Clarington is one of the largest
municipalities (611 km2 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 the 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. Its strategic
location provides easy access to Provincial Highways 401 and 35/115, CN Rail and CP
Rail lines, as well as the future extension of Highway 407 and 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 — and 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.
Population and Age
The Municipality of Clarington's population has more than doubled over the past twenty-
five years, growing from approximately 35,000 residents in 1986 to nearly 88,000
residents in 2011.2 This rapid rate of growth is expected to continue over the next
twenty years, as requirements of the Provincial Growth Plan and Region of Durham
2 Statistics Canada Census data, 1986-2011; including Census net-undercoverage
March 2015 Page 4
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Older Adult Strategy
Official Plan allocate an additional 52,700 people in Clarington (60% growth) by the year
2031 for a forecasted population of 140,400.3
Understanding the different markets of older adults and their relationship to the
Municipality's existing and emerging community profile is critical for this assignment.
Specifically, the following profile identifies demographic characteristics that may
influence the current and future direction of older adult programs and facilities in the
Municipality of Clarington, including characteristics relating to age, population
distribution, income, ethnicity, future growth, etc.
Clarington is home to several distinctive groups of older adults who have varied
expectations and service requirements. Groups such as older adults, active agers,
retirees, seniors, and the frail elderly have not only varied program and facility needs,
but will require the Municipality to consider different service delivery approaches.
Further, providing accessible opportunities to these groups in an efficient and effective
manner is a challenge given Clarington's large geographic land base and dispersed
population. In this demographic analysis, we have focused on the 50+ age group (which
the Clarington Older Adult Association currently uses to define older adults and potential
members) and the 65+ age group (which the Municipality of Clarington uses to define
older adults/seniors).
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. 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 opportunities over the next five years and beyond.
The 2011 Census reported Clarington's median age to be 38.6 years, increasing from
the median age of 36.9 years in 2006. This `aging' of the population is consistent with
recent provincial and national trends, and tends to be most prevalent in municipalities
with rural characteristics.
Population pyramids for both the Municipality of Clarington and the Province of Ontario
are shown in the following page. Both profiles are quite similar, although Clarington's
shows a more pronounced bulge in the 45 to 54 (and 15 to 19) age group.
3 Hemson Consulting. Memorandum to the Municipality of Clarington Re: Clarington
Community Forecast Update 2013. January 25, 2013.
March 2015 Page 5
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Older Adult Strategy
Municipality of Clarington Population-Pyramid_(201 1_Census data)
85+
80-84 6-%Male
75-79
70-74 a%Female
65-69
60-64
55-59
50-54
45-49 —
40-44
35-39
30-34
25-29 I�
20-24
15-19
10-14
5-9
0-4
-6 -4 -2 0 2 4 6
Source: Hemson Consulting. Memorandum to the Municipality of Clarington Re:
Clarington Community Forecast Update 2013. January 25, 2013.
Province of Ontario Population Pyramid (2011 Census data)____
85+
80-84 N%Male
75-79
70-74 a%Female
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
-6 -4 -2 0 2 4 6
Source: Statistics Canada, 2011 Census data.
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Older Adult Strategy
In 2011, approximately 31% of the population in Clarington was age 50 and over and
12% was age 65 and over. With the trailing edge of the Baby Boomer generation
currently at age 50, the percentage of older adults in Clarington by 2031 will be
similar to current proportions. Overall, the number of older adults age 50+ is
forecasted to increase by 56%, from 26,410 in 2011 to 41,220 in 2031. There will,
however, be a sizeable increase in the number of older adults age 65 and over,
from 10,250 in 2011 to 23,160 in 2031 - an increase of 126%.
The following tables illustrate population forecasts for Clarington's various communities,
as totals and then organized by key age groups4.
Municii2alitX of Clarin ton - Communit -s ecific Forecasts, 2011 to 2031
Community 2011 2021 2031 Growth, 2011-31
Bowmanville 36,100 41% 47,100 43% 64,200 46% 28,100 78%
Courtice 24,900 28% 31,300 29% 36,600 26% 11,700 47%
Newcastle 8,300 9% 12,200 11% 19,300 14% 11,000 133%
Rural 18,400 21% 19,100 17% 20,300 14% 1,900 10%
Total 87,700 100% 109,800 100% 140,400 100% 52,700 60%
Forecasted Population by Age Group, Municipality of Clarington
25,000
20,000 -
15,000 - - - - -
--- -- ---- ---- -- --- - - -
- -0-50-64
&-65-79
10,000 - - --<)-$0+
5.000 - -
0
2011 2016 2021 2026 2031
4 Hemson Consulting. Memorandum to the Municipality of Clarington Re. Clarington
Community Forecast Update 2013. January 25, 2013.
March 2015 Page 7
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Older Adult Strategy
Forecasted Population Age 50+ by Community,
Municipality of Clarington
Bowmanville
Courtice X2011
2016
2021
Newcastle 2026
■2031
Rural
0 5,000 10,000 15,000 20,000
Municipality of Claris ton -A e Cohort Forecasts, 2011 to 2031
' • - 2011 2021 • • 1
0-49 58,720 69% 70,350 67% 93,990 70% 35,270 60%
50-64 16,160 19% 20,170 19% 18,060 13% 1,900 12%
65-79 7,630 9% 11,430 11% 16,910 13% 9,280 122%
80+ 2,620 3% 3,800 4% 6,250 5% 3,630 139%
Total 85,130 100% 105,750 100% 135,210 100% 50,080 59%
Bowmanville-A e Cohort Forecasts, 2011 to 2031
Age 2011 2021 2031 t
0-49 25,710 74% 32,190 71% 44,970 7377 19,260 75%
50-64 5,670 16% 7,640 17% 8,440 14% 2,770 49%
65-79 2,540 7% 4,020 9% 6,060 10% 3,520 139%
80+ 1,050 3% 1,310 3% 2,180 4% 1,130 108%
Total 34,970 100% 45,160 100% 61,650 100% 26,680 76%
Courtice -Age Cohort Forecasts, 2011 to 2031
A• - 2011 2021 • • 1
0-49 17,660 73% 20,480 68% 23,520 67% 5,860 33%
50-64 4,400 18% 6,290 21% 5,350 15% 950 22%
65-79 1,590 7% 2,770 9% 5,040 14% 3,450 217%
80+ 545 2% 770 3% 1,420 4% 875 161%
Total 24,195 100% 30,310 100% 35,330 100% 11,135 46%
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Older Adult Strategy
Newcastle-Age Cohort Forecasts, 2011 to 2031
A• - 2011 2021 1 • 1
0-49 4,980 61% 8,230 70% 14,650 79% 9,670 194%
50-64 1,660 20% 1,720 15% 1,720 9% 60 4%
65-79 1,060 13% 1,290 11% 1,450 8% 390 37%
80+ 405 5% 580 5% 820 4% 415 102%
Total 8,105 100% 11,820 100% 18,640 100% 10,535 130%
Rural -Age Cohort Forecasts, 2011 to 2031
A• - 2011 2021 1 • 1
0-49 10,370 58% 9,450 51% 10,850 55% 480 5%
50-64 4,430 25% 4,520 24% 2,550 13% -1,880 -42%
65-79 2,440 14% 3,350 18% 4,360 22% 1,920 79%
80+ 620 3% 1,140 6% 1,830 9% 1,210 195%
Total 17,860 100% 18,460 100% 19,590 100% 1,730 10%
Source: Hemson Consulting. Memorandum to the Municipality of Clarington Re:
Clarington Community Forecast Update 2013. January 25, 2013.
Note: The age cohort forecasts exclude undercount and are less than the adjusted
forecasts shown on the previous page.
Based on the preceding data, the following demographic profiles have been created for
each of the Municipality's major settlement areas:
Bowmanville
Bowmanville is the Municipality's largest settlement area with a 2011 population of
nearly 35,000. It is also the Municipality's youngest community, with only 26% of
residents being age 50 and over, representing 35% of all older adults in Clarington.
Forecasts anticipate an additional 7,420 age 50+ residents by 2031, representing an
80% increase. Bowmanville is projected to remain Clarington's largest community and,
therefore, will continue to be home to the greatest number of the Municipality's
age 50+ residents (16,680 by 2031, representing 40% of all older adults in Clarington).
Bowmanville's growth rate in the age 50 to 64 bracket (49%) is particularly strong
compared to other communities.
Courtice
Courtice is the Municipality's second largest settlement area with a 2011 population of
approximately 24,200, 27% of which is age 50 and over (representing 6,535 residents
and 25% of all older adults in Clarington). Forecasts anticipate an additional 5,275 age
50+ residents by 2031, representing an 81% increase and increasing Courtice's share
of the Municipality's older adult population to 29%. Both Courtice and Bowmanville are
expected to see sizeable increases in their older adult population by 2031, although the
forecasted growth rate in Courtice's age 65 to 79 population is notably greater than
March 2015 Page 9
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Older Adult Strategy
Bowmanville's, suggesting a more rapidly aging population in Courtice (behind only
the rural areas).
Newcastle
Newcastle had a population of over 8,100 in 2011, as well as a relatively older
population profile with 39% of residents being age 50 and over (accounting for 12% of
all older adults in Clarington). Forecasts anticipate an additional 865 age 50+ residents
by 2031, representing a 28% increase. This figure is contrasted with an overall growth
rate of 130%, suggesting that Newcastle's population is getting younger. By 2031, only
21% of Newcastle's population is projected to be age 50 and over, representing only
10% of all older adults in Clarington.
Rural Areas
Clarington's rural areas —which include smaller settlement areas such as Orono,
Newtonville, Enniskillen, etc. — have an older population profile (42% of residents were
age 50 and over in 2011, representing 7,490 residents and 28% of Clarington's total
older adults population). Forecasts anticipate an additional 1,250 age 50+ residents by
2031, representing a 17% increase. The 65+ rural population is expected to more than
double by 2031 (with strong growth in the 80+ population), while the number of
residents age 50-64 is projected to decline by 42%, reducing the share of older adults
living in rural areas to 21%.
Other Socio-Demographic Characteristics
The following analysis is based on information from the 2011 short-form Census (which
contains the most recent count of the Municipality's population, age, household, and
language characteristics) and the 2011 National Household Surveys (which collected
information on immigration, income, employment, etc.).
According to the 2011 Census, 20% of Clarington residents 65 years and over lived
alone (74% of which were female) and 7% were living with relatives or non-relatives
(excluding spouses).
The following points are representative of the entire Clarington population as age-
specific data in not reported for language, immigration, or ethnicity data. Generally
speaking, Clarington's population is predominantly comprised of English-speaking,
Canadian-born persons of North American or European descent, although the
population can be expected to become more ethnically diverse over time due to
Clarington's proximity to Toronto and the rest of the GTA.
s The National Household Survey was a voluntary, self-administered survey conducted
for the first time in 2011 as a replacement for the long census questionnaire. Due to the
survey methodology, the Municipality of Clarington has a non-response rate of 28.1%,
which may affect data quality.
March 2015 Page 10
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Older Adult Strategy
According to the 2011 Census, English was reported as the language spoken most
often at home for 98% of Clarington's population. The 2011 National Household Survey
indicates that 11% of Clarington's residents were foreign-born (compared to 28%
Ontario-wide), but that only 1.2% of residents are recent immigrants that came to
Canada between 2001 and 2011. 5.6% of Clarington residents identify themselves as
visible minorities, with Black, Filipino, and South Asian being the predominant groups.
Comparatively, income levels in Clarington are high, although there are regional
variations in cost-of-living indicators. The median household total income in Clarington
was $83,439 in 2010, as identified in the 2011 National Household Survey. This is
slightly higher than the Regional average of$81,119 and substantially higher than the
Ontario average of$66,358. 6.1% of Clarington's population age 65 years and over are
considered to be low income based on the after-tax low-income measure (compared to
7.8% of the total population), much lower than the provincial average. Persons with
higher levels of income tend to exhibit higher participation in recreation activities,
suggesting that the Municipality is likely to have higher than average participation rates.
However, given the wide age spectrum that encompasses the term older adult — ranging
from age 50 to 100 and beyond —there are many older adults living on pensions and
other forms of fixed income, which can impact their ability to participate in recreation
and leisure opportunities. Affordability should continue to be an important consideration
for older adult services.
Leisure time physical activity generally declines with age. According to the 2013
Canadian Community Health Survey, 47% of residents age 45 to 64 within Durham
Region and 57% of residents age 65 and over were moderately active or active during
leisure-time. The latter point is especially notable given that the Ontario average is 9%
less (48%) for residents age 65 and over, suggesting that older adult physical activity
levels are higher in Durham Region.
* " Trends and Best Practices
In this section, specific issues, trends, and best practices relating to older adult
opportunities are explored through primary and secondary research (e.g., local,
provincial, national, and global studies). Trends pertaining to lifestyle demands,
recreation interests, and service delivery approaches help to provide context and
rationale for many of the recommendations later in the study.
General Profiles of Older Adult Centres in Ontario
While older adult centres are generally regarded as an important part of the health care
and recreation sectors due to their many physical and social benefits, only about 10% of
Ontario's older adult population make use of their services (the ratio in Clarington is
quite similar). In general, older adult centres have been most successful in attracting
individuals from lower or middle income brackets, including a very high portion of single
women.
March 2015 Page 11
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Older Adult Strategy
The primary market for most older adult centres in Ontario is the 65-plus age group,
although membership tends to be available to those 50 or 55 years of age and older.
72% of the Clarington Older Adult Association's (COAA) members are age 65 or older,
while 8% is age 85 or older.
Because older adult centres are designed to appeal to such a wide age range,
members tend to stay involved for a very long time. A 2013 survey undertaken by the
COAA suggests that 39% of its members have been coming to the Beech Centre for
more than 5 years, which is actually lower than the Provincial average, suggesting the
COAA's membership is generally newer than the average centre in Ontario.
Members of older adult centres are also very healthy and have strong activity patterns
that help them remain physically well (55% of members described their level of physical
activity as fair/moderate, and 33% as good/excellent)6.
Evolving Interests Amongst Older Adults
Older adults are increasingly remaining active longer in life than past generations, as
well as continuing to work later in life, which has caused a shift in the type and intensity
of recreation activities pursued by the different age cohorts within this population. The
Baby Boomers, as a group, are more active and fit than those that came before them.
This will continue to be of interest as they age, and is expected to result in an increase
in drop-in, fitness, and education activities, as well as specialized programs tailored to
niche interests. However, there will also still be older adults that are interested in
traditional pursuits (e.g., cards, teas, bingo, etc.), which will require the continued
provision of a broad range of opportunities.
Increased Interest in Drop-in and Health/Wellness Opportunities
Lack of time is often identified as the number one barrier to participation for every age
group, including older adults. For many older adults, volunteering, travelling, caring for
family members (grandchildren, spouse, and/or parents), and working later in life can be
contributing factors. The Municipality and COACB currently offer a wide variety of drop-
in opportunities for older adults and new program offerings are added year after year.
In terms of program participation and demand across the Province, the Older Adult
Centres' Association of Ontario's 2010 Profile' indicates the following:
• Special events and trips and travel are the most used programs within centres (in
Clarington, special events, cards, and fitness were the most popular programs)
• Fitness activities are used by more than one-third of the members (in Clarington
it was approximately 40%)
6 Older Adult Centres' Association of Ontario. Buildinq Bridges to Tomorrow: User
Profile of Older Adults Centres in Ontario. 2010.
Ibid.
March 2015 Page 12
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• Educational classes are twice as popular as cards dispelling the myth that older
adult centres are primarily "card clubs" (in Clarington, participation levels for
cards were much higher than educational programs)
• Age has a major impact on program participation
• "Boomers" are more active in fitness and health type activities
• Members are very satisfied with leisure programs within centres and rate the
services higher than 9 out of 10 (similar results were seen in Clarington)
• Almost one-quarter of the members participate in health promotion programs (in
Clarington, 57% of members participate in health clinics offered at the COAA)
• Foot care is the most utilized health service (in Clarington, screening clinics were
the most utilized health service)
• Demand for weight loss programs and health promotion services are the two
most requested new programs (in Clarington, demand was greatest for health
and wellness, education, and special event programs)
• Non-members were most interested in physical activities, special events, trips
and travel, computers and technology, and health and wellness (similar results
were seen in Clarington)
For many older adults, recreational opportunities also provide a social connection that is
vital to both their physical and mental health. Most older adult centres are presently
providing only a small degree of health services with a major focus primarily on health
promotion. However, the Province recognizes the important role that older adult centres
play in serving as community hubs and is increasingly interested in their ability to deliver
health, social, and community care services$. Opportunities to expand health and
wellness programs and to work with other continuum of care providers may expand as
the population ages.
Accessible Programs and Facilities
The Accessibility for Ontarians with Disabilities Act(AODA) is gradually changing the
Province's regulations related to customer service, design of public spaces,
communications, transportation, and more. Certain standards have already taken effect
and others will be phased-in over time, with varying compliance timelines for public,
non-profit, and private sector organizations.
The purpose of the Act is to develop, implement, and enforce accessibility standards in
order to achieve accessibility for Ontarians with disabilities. Barriers are defined to
include "anything that prevents a person with a disability from fully participating in all
aspects of society because of his or her disability, including a physical barrier, an
8 Dr. Samir K. Sinha. 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. 2012.
March 2015 Page 13
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Older Adult Strategy
architectural barrier, an information or communications barrier, an attitudinal barrier, a
technological barrier, a policy or a practice9."
As the population of Clarington grows, so too will its proportion of older adults and those
with disabilities, requiring greater attention to accessibility. The Municipality has an
Accessibility Advisory Committee and operates several fully accessible recreational
facilities. As older adults age, many will acquire disabilities (e.g., mobility, dementia,
illnesses, etc.) that will need to be accommodated, with staff and volunteers receiving
proper training.
Access to recreation opportunities are a defining factor in age-friendly communities as
they create opportunities for greater physical activity, which is a proven factor in limiting
certain medical conditions, such as hypertension, heart disease, and depression90
Physical inactivity among seniors is particularly problematic as activity levels tend to
decline with age. A 2013 Elderly Persons Centre Impact Survey undertaken by the
COAA found that 76% of members agree that they are more physically active as a
result of participating at the Centre.
Increasing Diversity
Many municipalities — particularly those in the Greater Toronto Area (GTA) — are
experiencing increased diversity in the ethnic backgrounds of residents and this trend is
likely to continue. While Clarington is accommodating far fewer new Canadians than
most GTA communities, newcomers are likely to comprise a larger proportion of future
residents. Socio-demographic factors such as ethnicity can affect leisure preferences
and delivery models.
From an ethnicity perspective, older adult centres are fairly weak in terms of their
market share, which includes a very low participation level for visible minorities. For
municipal older adult centres across Ontario, attracting younger members was the
biggest issue followed by program space, recruiting volunteers, and attracting
minorities". These concerns also apply to Clarington's situation. Consideration will
need to be given to additional outreach efforts (such as working with multi-cultural
organizations), representing various ethnicities amongst staff and volunteers, and
facilitating services in multiple languages in an effort to ensure that municipal recreation
services are meeting the needs of the entire older adult community to the greatest
degree possible.
9 Province of Ontario. Accessibility for Ontarians with Disabilities Act. 2005.
10 Federation of Canadian Municipalities. Canada's Aging Population: The municipal
role in Canada's demographic shift. 2013.
" Older Adult Centres' Association of Ontario. A Profile of Older Adult Centres in
Ontario. 2013.
March 2015 Page 14
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Older Adult Strategy
Volunteerism
Volunteers are essential to the operation of leisure programs and special events across
the Province; the COAA is particularly highly reliant on their assistance. Although
volunteering research identifies volunteering rates to generally be steady in Ontario, our
experience in several other communities suggests that many leisure organizations still
struggle to find and retain volunteers. While approximately 47% of Ontarians (15 years
or older) volunteered in 2010, older residents (39%) were less likely to volunteer than
younger residents but those that did volunteered many more hours (an average of 246
hours/year for residents age 55 to 64 and 222 hours/year for residents age 65+)12.
2.3 Key Plans and Studies
The Municipality and its partners have developed several guiding documents over time
to provide direction to ongoing operations and future planning, such as (but not limited
to) Official Plans, Strategic Plans, and topic-specific studies. Where applicable, the
findings and directions of these studies have been incorporated into the relevant
sections of this Older Adult Strategy. There are, however, a number of higher-level
documents that provide strategic direction to this and other municipal initiatives; these
key documents are summarized below.
Municipality of Clarington, Strategic Plan 2011 to 2014 (2011)
The Strategic Plan provides a road map for Council and Staff in setting and addressing
Clarington's priorities over the planning period and beyond. The Municipality's current
mission statement is "Committed to leadership, respect, and the delivery of quality
services" and its vision statement is "Building a sustainable, creative, caring
community". The following six strategic priorities were identified — none of which
explicitly relate to the provision of recreation opportunities to older adults —with several
objectives and actions for each:
• Promoting economic development
• Maintaining financial stability
• Connecting Clarington
• Promoting green initiatives
• Investing in infrastructure
• Showcasing our community
12 Statistics Canada. 2010 Canada Survey of Giving, Volunteering, and Participating,
2010.
March 2015 Page 15
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Older Adult Strategy
Municipality of Clarington, Community Services Department Strategic Plan (2008)
This Strategic Plan addressed the full range of programs, service, and facilities under
the purview of the Municipality's Community Services Department. In relation to older
adults, the Plan suggested that older adults and younger seniors are best supported by
multi-use community centres that offer a variety of choices (along with some dedicated
space; e.g., lounge), rather than stand-alone seniors' centres. Further, it was
recommended that the future expansion or development of recreation centres in the
Municipality should consider the provision of dedicated senior's space for lounge and
administrative purposes. The Plan was also supportive of using existing and planned
community space during non-prime hours for the delivery of older adult programming,
particularly fitness and aquatic facilities.
Municipality of Clarington, Official Plan (1996, 2012 Office Consolidation)
The Official Plan provides a structural framework for future growth and development in
the Municipality of Clarington to 2016. In doing so, the Plan provides strategic directions
for the Municipality and establishes policies for land use, infrastructure, and services.
The Official Plan is currently under review.
It is a goal of the Municipality to "provide for a range of activities, facilities and services
to meet the evolving needs of residents of all ages and physical capabilities" (Section
18.1.1). Further, key Official Plan objectives (Section 18) relative to community services
include providing for the growth and appropriate distribution of community facilities,
optimizing the delivery of municipal services in an efficient and equitable manner, and
planning and delivering services in a manner which focuses on higher order institutions
and community facilities in Bowmanville. Key policies for community facilities include:
• locations in close proximity to centres of activity to enable joint use of facilities
• providing and incorporating civic open space areas in the planning and design of
these facilities, wherever possible
• encouraging their location in urban areas and hamlets
The following site development criteria for community facilities have been established in
policy 18.5.7 of the Official Plan:
a) Sufficient parking and loading areas
b) Safe and convenient access
c) High quality landscaping
d) Visual integration of the facility within the existing or planned surrounding uses
e) Fencing, screening and buffering from adjacent lands where appropriate and
necessary
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Older Adult Strategy
Clarington Older Adult Centre Board, Strategic Plan (2010)
The Clarington Older Adult Centre Board's mission statement is "To promote the health
and happiness of older adults by providing opportunities to enhance their quality of life".
The values and beliefs identified in the Plan include: accessible; caring; community
focused; fiscally responsible; member focused; and quality programs. The vision
established by the COACB includes the following 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
One strategic priority put forward through this process was the development of a Master
Plan addressing older adult facilities.
March 2015 Page 17
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Older Adult Strategy
Section 3: Existing Programs & Resources
This section contains a listing and description of key facilities, programs, and providers
involved in the delivery of recreation opportunities to older adult residents of the
Municipality of Clarington. The purpose of this information is not to establish an
exhaustive inventory, but rather to indicate the scope of services available to local older
adults, which is more fully assessed in subsequent sections of this report.
3.1 Current Roles and Responsibilities
The Municipality of Clarington's Community Services Department provides general
recreation, aquatics, and fitness programming, as well as supporting facilities, for a
broad cross-section of municipal residents. For older adults, the focus of municipal
programming is in the areas of aquatics and fitness, with direct recreation programming
provided in partnership with the Clarington Older Adult Centre Board.
The COACB is a Committee of Council that is operated by non-municipal staff (largely
comprised of volunteers) and is governed by a Board of Directors; it was formally
established as a Board of Municipal Council in 2005. Since 1998, the COACB has
operated the Clarington Older Adult Association (COAA) and has seen steady and
significant membership growth from 266 in 1998 to 2,547 at present. Compared to other
centres across the province, the COAA has a large and active membership and is
attracting approximately 9% of the Municipality's 2011 population age 50 and older.
COAA programming occurs primarily at a municipally-owned facility (the Clarington
Beech Centre located at 26 Beech Avenue in Bowmanville), with partnership programs
in satellite facilities in other communities within Clarington, including the Courtice
Community Complex, Newcastle Library, Newcastle & District Recreation Complex, and
Bowmanville Indoor Soccer Facility.
In 2009, the Municipality and COACB signed a Memorandum of Understanding that
provides the framework for the delivery of partnered programs. By all accounts, this
collaboration is highly successful as it allows residents to participate in structured
recreation programs and services at facilities throughout the Municipality (particularly
those living outside Bowmanville) with or without a COAA membership. In doing so, this
partnership also leverages COAA's extensive volunteer resources, improves non-prime
time use of Municipal facilities, reduces potential duplication of effort, and allows for
cross-promotion and marketing opportunities. Annual funding from the Municipality
(grants and utilities) represents 40% of the COACB's total revenue in its 2014 budget.
As per the terms of the agreement, registration revenue generated through partnership
programs is shared between the COACB and the Community Services Department
based on an 80/20 split. The COACB receives 80% of all registration revenues and is
responsible to pay all direct program costs, while the Municipality receives the
March 2015 Page 18
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Older Adult Strategy
remaining 20% of registration revenue to offset facility operating costs. The Municipality
also provides the COACB with an annual grant to assist with operations.
Public input has yielded many compliments regarding current recreational services to
the older adult community. The Municipality, COACB, and everyone involved in the
delivery of older adult services have much to be proud of.
There will continue to be a need to engage older adults in meaningful activities that
promote active and healthy living. While not all older adults are inclined to use seniors'
centres, it is the mandate of the Municipality, Region, and countless service providers to
ensure that the wellbeing of seniors is appropriately addressed. Although the focus of
the Municipality's recreation services to the older adult community is facilitated through
the COACB, expanded older adult programs — particularly those focused on physical
activity and wellness —will be required across various municipal venues.
3,7- acility & Program Inventory
The Municipality and Clarington Older Adult Centre Board are the primary providers of
older adult programs and facilities in Clarington, although there are a number of smaller
or more niche offerings available in the community. This section identifies the broad
range of programs and facilities currently available to older adults living in Clarington,
with a view toward understanding potential areas where gaps or duplication may exist.
Given the wide range of recreation service providers in the Municipality and Region, this
is not intended to be an exhaustive list, but rather an indicator of available opportunities.
Facilities
The Municipality's primary location for older adult programs is the Clarington Beech
Centre, located at 26 Beech Avenue. This site 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 1940s. Currently, the Beech Centre building is fully
occupied by the COACB. The Beech Centre is located on a 2.1 acre site (excluding
tennis courts and Lion's Parkette) on a residential street in a Heritage Conservation
District; however, the Beech Centre is not a heritage designated building.
Municipal or COACB-partnered recreation programs and opportunities are also provided
for older adults (and the general population) as part of the following municipal facilities:
• Courtice Community Complex
• South Courtice Arena
• Newcastle & District Recreation Complex
• Newcastle Library
• Bowmanville Indoor Soccer Facility
March 2015 Page 19
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Older Adult Strategy
Programs
The Municipality of Clarington offers a wide range of registered recreation programs and
memberships for residents of all age groups. While most programs are not specific to
the older adult community (some are offered in partnership with the COACB), many are
open to older adults. The Municipality specifically identifies seniors as being age 65+
and offers a 50% reduced rate for these residents; discounts are not available for those
programs offered in partnership with the COACB.
The COACB offers a broad selection of registered and drop-in programs including, but
not limited to, those identified below:
Sample COACB Drop-in Programs
• Cards & Games (500 Cards, Bid Euchre, Canasta, Cribbage, Duplicate Bridge,
Euchre Mexican Train Dominoes, Scrabble, Social Bridge, Texas Hold'em Poker,
Trivia)
• Arts (Choir, Jam Session, Open Art)
• Sports & Fitness (Badminton, Billiards, Darts, Shuffleboard, Table Tennis, Tone
and Strength)
• Dance (Square/Round Dance)
• Other (Book Club, Friendship Club, Woodcarving)
Sample COACB Registered Programs
• Cards & Games (Bridge Lessons, Euchre Lessons, Fun with Words)
• Arts (Drawing, Guitar Techniques, Painting, Pen and Ink, Stained Glass, Summer
Art)
• Sports & Fitness (Arthritis Fitness, Cardio, Chair Pilates, Cycling, Drums Alive
Fitness, Fabulous Muscles, Gentle Yoga, Golf, Golf Fitness, Hiking, Horseshoes,
Qigong, Pilates, Sit and Be Fit, Strength Training, Tai Chi, Yoga, Yogalates,
Zumba/Zumba Gold)
• Dance (Ballroom, Line, Tap)
• Other (African Drumming for Health, Photoshop Skills, Spanish, Writing Your
Legacy)
The Municipality and COACB are not the only providers of older adult programs and/or
facilities to Clarington residents. There are several community organizations, agencies,
and private sector businesses that provide support, programming, or volunteer
opportunities relative to the leisure interests of older adults, including (please note that
this is not an exhaustive list):
• Wilmot Creek adult lifestyle community (arts classes, fitness and wellness, lawn
bowling and golf, cards, special events, etc.)
• Clarington Public Library (Courtice, Bowmanville, Newcastle, Orono)
March 2015 Page 20
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Older Adult Strategy
• local organizations (e.g., Visual Arts Centre, Solina Silver Set, Horticultural
Societies, Women's Institute, Railroad Association, etc.)
• local sports clubs (masters swimming, squash, badminton, etc.)
• local service clubs (e.g., Rotarians, Lions, Kinsmen, Legion, etc.)
• regional agencies (e.g., CARP, Community Care Durham, etc.)
• loosely organized groups (e.g., book clubs, bridge clubs, etc.)
• private clubs (e.g., fitness clubs, golf courses, ski clubs)
• retirement and long-term care residences
• local churches
• seniors' centres in adjacent communities (e.g., Oshawa, Port Hope)
• private clubs in adjacent communities (e.g., curling, lawn bowling, cultural
centres, etc.)
3.3 Participation Levels
This section examines participation levels relative to older adult recreation opportunities,
including program registrations, drop-in visits, and membership in Municipal and
COACB offerings. Further analysis of this data is contained in Section 5.
As shown in the following table, there were 767 registrations in Municipally-administered
recreation programs in 2013 from older adults (age 65+), with the large majority being in
the area of aquatics (especially aquafit).
Older Adult (age 65+) Registration in Municipality of Clarington Recreation
Pro rams, 2013
Program # of registrants % of total registration
• •
Aqua Fit 516 73%
Aqua Jogging / Deep 66 80%
Water A uaFitness
Shallow Water A uafit 60 72%
Nice & Easy A uafit 20 65%
Tai Chi /Yoga Combo 10 20%
Other 95 n/a
Total 767 n/a
Source: Municipality of Clarington, 2014
Similarly, the Municipality offers a variety of fitness and aquatic membership options for
its residents, including older adults (age 65+). As shown in the following table, there
were 620 unique older adult membership registrations in 2013, ranging from weekly
passes to annual memberships at facilities across Clarington.
March 2015 Page 21
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Older Adult Strategy
Older Adult (age 65+) Memberships in Municipality of Clarington Recreation
Facilities, 2013
Membership Type Pass Term # of registrants age 65+
Fitness 1 week 32
10 Ticket Pass 116
3 month 12
6 month 2
12 month 115_
Pool 10 Ticket Pass 76
1 month 58
12 month 110_
Squash 1 month 3
12 month 3 p
Swim/Skate 10 Ticket Pass 34
3 month 8
12 month 51
Total n/a 620
Source- Municipality of Clarington, 2014
In 2014, the COAA reported a membership of 2,547 patrons, a growth of nearly
160% in the last five years, and 38% (686 members) in the past year alone! The
COAA indicates that this recent membership surge can be attributed to four main
factors: greater demand, increased advertising, increased staff capacity, and attraction
of new members through satellite programs. In its 2014 budget, membership fees
account for approximately 7% of the COACB's total revenue.
COAA Members, 1998-2014
3,000 - ---
2,500 — -- -_
2,000
1,500 - - -
1,000 -- --- ------
500 - ------- - -
0
00 00 00 5Z, OA 00
�O �O r10 Ifs 1O f f If, rO 1�1 11 1�1 1L 1
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As shown in the following table, 28% of current members are less than 65 years old
(new member eligibility begins at age 50), 43% are between the age 65 and 74, and
29% are age 75 and above. The median age of the membership is approximately 70
years. A 2013 survey conducted by the COAA indicates that 82% of its members attend
programs once a week or more.
COAA Memberships b A e, 2014
Members Age Range A es 55 or less 77 3%
Ages 55-59 190 7%
Ages 60-64 445 17%
Ages 65-69 558 22%
Ages 70-74 541 21%
Ages 75-79 321 13%
Ages 80-84 213 8%
Ages 85+ 202 8%
Subtotal 2,547 100%
Source: COAA, 2014
56% of COAA members reside in the Bowmanville area, which is a decline from the
64% recorded in 2009, suggesting that the satellite programs have had a positive effect
on membership. In addition, 16% of current COAA members reside in the Newcastle
area, 11% in the Courtice area, 8% in smaller rural areas, and 9% are non-residents
(including 5% that live in Oshawa). (note: totals may not add due to rounding)
COAA Memberships by Communit 2014
Community Members Percent
Bowmanville 1,417 56%
Newcastle 402 16%
Courtice 276 11%
Orono 107 4%
Hampton 60 2%
Newtonville 28 1%
Enniskillen 13 _1%
Kendal 10 0%
Ha don 2 0%
Tyrone 2 0%
Leskard 1 0%
Outside Clarin ton 229 9%
Total 2,547 100%
Source: COAA, 2014
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Older Adult Strategy
The COACB offers a full array of programs (drop-in and registered), events, and trips for
members age 50 and over. These activities focus on social, physical, educational, and
informational programs for active older adults living throughout the Municipality of
Clarington. The large majority of its programming occurs at the Clarington Beech Centre
(Monday to Friday), although other municipality facilities throughout Clarington are also
used to deliver recreation opportunities to older adults and the general public. In its
2014 budget, programs account for approximately 23% of the COACB's total revenue.
As shown in the following table, 604 members accessed drop-in programs in 2013,
making it the most popular type of activity (with 13,124 visits). The fitness/exercise
programs (541 members and 9,767 visits) and meals (531 members and 6,735 visits)
are also accessed by a large number of members. Of note is that the number of
registrations in recreation programs, computers/photography programs, and workshops
have all more than doubled between 2011 and 2013.
COACB Pro ram ParticiL3ation fundui2licated re istrations , 2011 to 2013
Category 1 11 2012 2013 Change, 1
Drop-in Program 478 546 604 26%
Fitness/ Exercise 447 530 541 21%
Meals 459 456 531 16%
Fundraisers 249 256 359 44%
Information Sharing 317 193 251 -21%
Social Event 154 208 237 54%
Outdoor Program 200 222 222 11%
General Interest 177 162 220 24%
Recreation 89 145 213 139%
Dance 114 157 158 39%
Computers & Photography 36 85 112 211%
Music 27 96 90 233%
Workshops 16 6 80 400%
Art 52 55 47 -10%
Hair Stylist -- -- 27 n/a
Health Screening 22 20 10 -55%
Outings -- 44 -- n/a
Total 2,837 3,181 3,702 30%
Source: COAA, 2014
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Section 4: Public & Stakeholder Input
The public engagement program is a vital component of this community-responsive
Strategy. Throughout the project, the public, older adults, caregivers, volunteers,
COACB, and Municipal staff and officials have been consulted extensively to identify
key issues, ideas, and future strategies for the enhancement of older adult recreation
opportunities. Public input and feedback has been collected through a variety of means,
including:
• Community Survey
• Stakeholder Interviews
• COAA Open House
• Public Input Meetings
• Public Open House
In addition, the Consulting Team will present the report to Municipal Council in early
2015.
4.1 Community Survey
An online community survey was developed to solicit the opinions, preferences, and
needs of older adults in the Municipality of Clarington. The survey was designed to
gather input on existing facilities, programs, opportunities, what is needed, and what
can be improved. The survey was launched in August 2014 for a period of five-and-a-
half weeks and a web link was prominently displayed on the Municipal and COAA
websites. Hard copies were also made available at key facilities and upon request. The
survey was open to all residents, although it was predominately completed by those
over the age of 50 years. The topics explored by the survey included:
• Activities and locations of participation
• Barriers to participation in recreation activities and programs
• Activity levels
• Satisfaction with existing facilities and programs
• User fees
• Volunteerism
• Communication and promotion
• Demographic information
March 2015 Page 25
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Older Adult Strategy
A total of 603 surveys were completed, although respondents were not required to
complete all questions; where appropriate, the number of respondents per question is
identified. This survey is not intended to be statistically significant or representative of
the population, as it was self-administered and voluntary. Nonetheless, the insight
gained from this survey with regard to the needs and preferences of older adults is
pertinent to informing an Older Adult Strategy.
Respondents were required to provide their age in order for the cross-tabulation of
responses by age category (note that percentages below reflect only those that
provided their age; n=573):
• 5% of respondents were adults age under the age of 50
• 54% of respondents were Boomers between the ages of 50 and 68
• 40% of respondents were seniors age 69 and older
Findings are presented below by question, including discussion of findings from cross-
tabulations by age of respondent where applicable.
Participation
Respondents were asked which recreation activities they had participated in within the
past twelve months, as well as where they usually participate in these activities. The
most popular activities were reading (55%), walking for leisure (55%), and attending
shows/theatre (53%). It is interesting to note that the top ten most popular activities that
respondents participated in over the past year were unstructured activities. In general,
when communities are surveyed regarding participation, the majority of the top activities
tend to be self-scheduled or drop-in by nature. A summary of participation in various
recreation activities is contained in the following figure.
March 2015 Page 26
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Older Adult Strategy
Participation in Recreation Activities, Past 12 Months n=588
Reading 955%
Walking for Leisure - '55%
Attending Shows/Theatre 53%
Fitness or Aerobics 47%
Computers, Internet Surfing, Digital.. 46%
Gardening 39%
Cards and Games 38%
Outdoor day trips or outings 34%
Playing Cards 34%
Swimming 34%
Musical Performances 30%
Yoga, Pilates, Tai Chi 29%
Educational Classes, Lectures or.. :_ - 26%
Social Networking 26%
Hiking 23%
Visiting Art Galleries and Museums � 22%
Arts and Crafts 0 21%
Dancing 19%
Golf 17%
Cyc ling 15%
Bird Watching N �m 13%
Culinary,'rts �'^ 12%
Bowling 11%
Drawing or Painting 10%
Skating 9%
Sailing or Boating 9%
Quilting or Needlepoint 8%
Skiing (downhill or cross country) _ 7%
Pickleball 5%
Billiards or Pool 5%
Woodworking 5%
Hockey 4%
Baseball or Softball 4%
Craft Brewing 3%
Badminton or Basketball 3%
Soccer 3%
Tennis 3%
Lawn Bowling or Bocce 3%
Pottery 2%
Volleyball 1%
Martial Arts 1%
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Older Adult Strategy
When respondents were asked about the location of participation, 54% of respondents
reported participating most often at the Clarington Beech Centre and 34% participated
at home (respondents were allowed to select more than one location). Other common
locations, included municipal trails or parks (29%), the Courtice Community Complex
(26%), Newcastle & District Recreation Complex (16%), and the Bowmanville Branch
Library (12%).
Location of Recreation Activities, n=590
Clarington Beech Centre / COAA 54%
Home 34%
Municipal Trails or Parks 29%
Courtice Community Complex 26%
Newcastle & District Recreation.. 16%
Bowmanville Branch Library 12%
Clarington Fitness Centre 8%
Courtice Branch Library 7%
Private Club/Business 7%
Place of Worship 6%
Newcastle Branch Library 5%
Recreation Centres in Other.. 5%
South Courtice Arena 4%
Bowmanville Indoor Soccer 4%
Local Community Hall 4%
Clarington Museum 3%
Visual Arts Centre 2%
Orono Branch Library 1%
Schools , 1%
Darlington Sports Centre 1%
I
Orono Outdoor Pool 0%
March 2015 Page 28
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Older Adult Strategy
When respondents were asked if there was anything that was preventing them from
participating in recreation activities as often as they would like, the most common barrier
to participation was being too busy or lack of time (30%). This was followed by
affordability (20%), work (19%), and illness/injury/health concerns (18%). Additionally,
over two-third of the respondents indicated at least one barrier to participation.
Barriers to Participation, n=454
Too busy/ lack of time M ... ., Y 30%
Programs are too expensive 20%
Work 19%
Illness / Injury/ Health Concern 18%
Caring for family members 17%
Unsafe / limited parking 13%
Need a friend to go with 10%
Lack of safe bike routes 10%
Don't know what is available 10%
Travel 9%
Not enough interesting programs 9%
Lack of indoor activities offered 9%
Don't drive / own a car 7%
Lack of convenient public transit 7%
Lack of trails near my home 6%
Don't feel comfortable 6%
Too crowded 6%
Fear of participation 5%
Programs are too physically challenging 5%
Cost of transportation is unaffordable 2%
Lack of parks near my home 2%
Safety concerns 2%
Language barrier 0%
March 2015 Page 29
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Older Adult Strategy
Respondents were then asked to describe their current and anticipated future (5 years)
activity levels as either low, medium, or high. The following figure indicates that in the
next five years, respondents' intensity of participation in recreation activities will
generally remain unchanged, with a marginal decline in high intensity participation and
increase in moderate intensity participation. This may suggest that those who
participate in high intensity activities such as jogging and competitive sports may elect
to participate in moderate intensity activities such as speed walking and dancing.
Intensity of Participation
Intensity of Participation in Five Years
Current Intensity of Participation
49% 51%
38% 38%
I
12% 11% F
High Intensity (e.g. jogging, Medium intensity (e.g. Low intensity (e.g. walking,
cycling, competitive sports) dancing, speed walking) cards)
To further explore anticipated future demand for recreation pursuits, participants were
asked to estimate what their level of participation will be for a broad range of activities in
the next five years. Categories included active indoor recreation activities, active
outdoor recreation activities, passive indoor recreation activities, passive outdoor
recreation activities, lifelong learning, and arts and cultural activities. The options
provided were `more frequently', `same rate as now', `less frequently', and `don't know'.
The activity that respondents stated they would most likely participate more frequently, in
was lifelong learning (e.g. recreational reading, educational workshops/classes) (41%),
followed by passive indoor activities (e.g. cards, billiards and socials) (35%).
On the other hand, the activity that respondents stated they would most likely partake
less frequently was active outdoor recreational activities (e.g. hiking, golf, tennis, and
cycling) (17%), followed by arts and cultural activities (e.g. drawing, woodworking,
quilting, and music) (11%). These findings are not unexpected given the physical
limitations that are often associated with aging.
March 2015 Page 30
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Older Adult Strategy
Participation in Activities in the Next Five Years
19%
Arts and Cultural Activities 33%
37%
11%
Lifelong Learning 41%°
43%
6%
Passive Outdoor Activities 31
52
8%
Passive Indoor Activities 6% 35%
45%
Active Outdoor Recreational 24%
Activities 46%
17%
Active Indoor Recreational 29%
Activities 48%
10%
Don't Know More Frequently Same Rate As Now Less Frequently
Facility Use and Satisfaction
Respondents were asked if they visited the Clarington Beech Centre or any of the
satellite facilities over the past 12 months to participate in older adult activities. As a
follow-up, respondents were then asked to rate their level of satisfaction with the
recreational opportunities available at each facility they used. As illustrated in the
following figure, the most popular facility was the Clarington Beech Centre (58%). 65%
of respondents who use this facility indicated that they were satisfied or very satisfied
with the recreational opportunities offered at this facility. Overall, respondents generally
identified that they were satisfied or very satisfied with the older adult recreational
opportunities at all facilities.
March 2015 Page 31
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Older Adult Strategy
FacilitY_Use and Satisfaction Past 12 Months
Clarington Beech Centre 58%
- � 65%
Courtice Community Complex 240%o
- 54%
Newcastle & District Recreation 16%
Complex 53%
Newcastle Library 4%
56%
Additional feedback was sought from respondents to identify potential areas for
improving the Clarington Beech Centre with respect to programming, service delivery,
or the facility. There was clear consensus among the respondents that the Clarington
Beech Centre is currently experiencing a deficit in parking spaces and the problem will
only be exacerbated by the aging population. This was a prevalent concern among
respondents and peripheral to this are concerns relating to accessibility (the availability
of senior's parking and long walking distance between where participants are parked
and the proximity to the facility itself due to a lack of on-site parking) and negative public
perception on service delivery (respondents who have not visited the facility are
deterred from doing so due to, in one respondent's words, hearing about "the
horrendous parking issues" plagued by the Clarington Beech Centre).
Second to parking were concerns regarding the scheduling of popular programs and
activities offered at the Centre. Many respondents expressed regrets of their inability to
participate in activities that are of interest to them due to daytime work commitments.
Offering popular activities during after-work hours and extending weekend hours were
two common suggestions.
Equally prevalent to concerns regarding program schedules and related to the parking
problem faced by the Organization is the call by respondents for a larger facility and
additional space for program and activities that are susceptible to overcrowding. There
was a general consensus that the Clarington Beech Centre is at or over capacity. As the
aging population matures, more and more seniors will be patron to the Centre. Of note,
respondents expressed the need for additional space for the cafe and a larger room for
various classes that are offered at the location.
Other common feedbacks that had arisen were concerns on affordability, class variety
(seasonal classes, gender specific classes, and classes for those suffering from
March 2015 Page 32
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Older Adult Strategy
dementia), improved communication on the activities offered and information on age
eligibility, and a healthier selection of food served at the Centre.
User Fees
Respondents were asked to identify how reasonable the fees charged by the
Municipality and COACB were for registered programs for older adults, with the
following results:
• 58% felt the fees were very or somewhat reasonable
• 12% felt the fees were neither reasonable nor unreasonable
• 17% felt the fees were very or somewhat unreasonable
• 13% responded don't know/don't use
Respondents were also asked whether age, income and/or residency of an individual
that is registering for a program should impact the user fees paid. About half of the
survey respondents felt that user fees should be based on the income (52%) and/or
residency (51%) of the registrant. Conversely, 55% of respondents felt that the age of
the registrant should not be an impact on user fees.
Basis for User Fees
51% 52% 55%
35% 35% 33%
14% 13% 12%
Residency of Registrant Income of Registrant Age of Registrant
Don't Know No Yes
With respect to willingness to pay higher user fees, respondents were asked whether
they would be willing to pay higher fees for existing older adult programs and
opportunities. Only 15% responded that they would be willing to pay more for existing
programs and opportunities while, while 40% would not and 35% replied `maybe'.
Respondents were then asked if they would be willing to pay higher fees for more
specialized, higher skill level, or personalized programs or services for older adults.
Nearly one-third of respondents (27%) expressed that they would be willing to pay
higher user fees for enhanced programs (with an additional 38% replying `maybe').
About one-quarter of respondents (26%) indicated that they would not. Based on these
March 2015 Page 33
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Older Adult Strategy
findings, there is moderate indication that respondents are willing to incur additional
expenses for activities and programs that are more advanced and personalized.
Volunteering
Respondents were asked, on average, how many hours per month they serve as a
volunteer in the community. 54% of respondents stated they do not currently volunteer.
For those that do, the average amount of time volunteered is 17 hours per month. The
most common areas of volunteer interest include social services (38%), religious
institutions (33%), hospital and other health care facilities (27%), sports/recreation
(27%), arts/culture (26%), and training/education (25%). Note that respondents may
select more than one area of volunteering.
Most Common Areas for Volunteering, n=226
Social Services 38%
Religious / Faith-based 33%
Health / Hospital 27%
Sports / Recreation 27%
Arts / Culture 26%
Education /Training 25%
Local Governance 10%
Ethnic/ Cultural 3%
Don't Know 3%
As a follow up question, respondents were asked to identify how they felt their
volunteering habits might change in the next five years, 62% of the respondents
indicated that they plan to either maintain or increase their level of volunteerism, while
5% indicated that they may decrease their amount of time spent volunteering. 7% of
respondents do not intend to volunteer in the next five years and 26% of respondents
were unsure.
Respondents were asked to consider four options that may increase their willingness to
volunteer. Options included volunteer training, free or reduced programming costs in
exchange for volunteering, an open house or fair to promote volunteering opportunities,
and providing flexible volunteer schedules. The following figure indicates that
respondents would be more likely to volunteer if there was a flexible volunteer schedule
March 2015 Page 34
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Older Adult Strategy
(57%), followed by an open house of fair (52%) to learn about new volunteer
opportunities.
Likelihood of Volunteeringif...
Flexible volunteering schedules were 57%
available, such as for portions of the year
There was an open house or fair in which
you could learn more about available 52%
volunteer opportunities
Free or reduced cost programs were
offered in exchange for your volunteer 49%
hours -�-
Volunteer training was available to you 41%
Communications
Respondents were asked about the best ways to inform them about recreation services
for older adults, including traditional print, electronic outlets, and personal
communication. The most popular medium respondents felt should be used was the
COAA Program guide (63%), E-mail (54%), and the Municipality of Clarington
Recreation & Leisure Guide (48%). A summary of responses is contained in the
following figure.
These findings illustrate that older adults in Clarington are seeking information from a
variety of sources. As such, there will likely be a need to continue to pursue a variety of
methods of communication and promotion to ensure its older adults are able to access
information about recreation programs and services.
March 2015 Page 35
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Older Adult Strategy
Promoting Recreation Services for Older Adults, n=558
Clarington Older Adult Association
Program Guide (newspaper insert) 63%
E-Mail F48%%
Municipality of Clarington Recreation &
Leisure Guide
Clarington Older Adult Association 27%
website
Newspaper 21%
Municipality of Clarington website 15%
Newsletters / Mail 15%
Word of Mouth 10%
Open Houses / Public Meetings / Focus 9%
Groups
Social Media (Twitter, Facebook, etc.) 7%
Posters / Bulletin Boards 3%
Sign Boards (e.g. roadside signs) 2%
Don't know 1%
Additional Comments / Suggestions
The survey also allowed respondents to provide additional comments and identify two
areas to improve recreation opportunities for older adults in the Municipality. The
suggestions are grouped into several key themes and are displayed in the following
figure. The most frequently identified elements are identified by the larger text.
The comment most frequently voiced by respondents was the need for the provision of
additional parking spaces for the more crowded facilities such as the Clarington Beech
Centre, followed by comments calling for lowered fees for various classes and activities
March 2015 Page 36
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Older Adult Strategy
such as lane swimming. Some respondents felt that lane swimming during off hours
should be free and others suggested that lane swimming be made free altogether for
seniors. There were also calls for an enhanced aquatic program with trained staff and a
larger space.
Proxim(fty`°�'fi` •aci it
CIa—Trans p o r t a t i o n
Differential pricing A
ccessi 0lity
^ ordabl'
Lity
BowlingParkingtk a 'RTrained staff qu tne ss
Fundmg Physical mailing list Trails SchiFdulin �edestrian safety
Horseshoe Pe
Online services Lower age restriction
The issue of space was high on the minds of the respondents, a significant number of
them felt that the existing facilities should be renovated and expanded on. The manner
in which these facilities should be expanded falls into three broad approaches. Many of
those that commented in this regard felt that the existing programs and activities
needed to `have a new home' in the form of a new, larger facility, and some called for a
centralized multi-purpose facility with a `one-stop-shop' model. That being said, a
substantial number of respondents would like to see the establishment of smaller scale
local branches of recreation centres in their neighbourhoods. With a geographic size
similar to that of the Greater Toronto Area, the Municipality of Clarington has the
somewhat unique situation of providing for a relatively small population that is very
much dispersed. Seniors are particularly vulnerable to the mobility challenges
associated with an expansive municipality. Not surprisingly, aside from having their own
`backyard recreation centres', many respondents also called for enhanced
transportation service to carry them to and from places where different classes and
programs are being held.
Another major theme that was reiterated many times by respondents were changes to
the scheduling and availability of the programs and classes currently offered. Many
older adults stated that they were still working on a full-time basis, but would still like to
participate in the activities offered by the COACB. They suggested that either extended
hours be given to popular activities, or additional classes be held after work hours and
during weekends to accommodate for the working population.
March 2015 Page 37
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Older Adult Strategy
Other prominent themes that were identified from respondents' suggestions were
increased promotion and advertising of senior's programs and facilities so older adults
are more informed of the resources available to them, safer bike lanes and community
trails for active recreation activities such as cycling, jogging, and urban pole walking,
and a wider variety of class and activities in general (suggested were more language
classes, beginner and advanced computer classes, arts and craft classes, lawn bowling,
and more local trips) coupled with better trained staff and class instructors.
Demographic Profile of Survey Respondents
Age (n=573)
• The average age of respondent was 66 years
® 5% of respondents were adults age under the age of 50
• 54% of respondents were Boomers between the ages of 50 and 68
• 40% of respondents were seniors age 69 and older
Location (n=556)
• 52% of respondents live within the Bowmanville area (FSA: L1 C)
• 20% of respondents live within the Courtice area (FSA: L1 E)
• 16% of respondents live within the Newcastle area (FSA: L1B)
• 10% of respondents live outside of urban Clarington (FSA: LOB)
Marital status (n=559)
• 64% of respondents are married
• 18% are widowed
• 8% are separated or divorced
• 7% are single
• 4% are living common-law
Residency Status
• 8% of respondents live outside of Clarington for a total of three months or more
during a typical calendar year (n=562)
• In terms of current living arrangements (n=558):
0 84% live independently
0 17% live with family/friends
0 0% have an assisted living arrangement
0 only one respondent was in long-term care
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Income (n=603)
• 8% of respondents have an annual income before taxes of under$20,000
• 16% of respondents have an annual income before taxes of between $20,000
and $39,999
• 20% of respondents have an annual income before taxes of between $40,000
and $59,999
• 14% of respondents have an annual income before taxes of between $60,000
and $79,999
• 10% of respondents have an annual income before taxes of between $80,000
and $99,999
11% of respondents have an annual income before taxes of$100,000 or more
Gender (n=567)
• 75% were female
• 25% were male
4.2 Stakeholder Interviews
In-person and/or telephone interviews were conducted with some members of Municipal
Council, Municipal Administration, Clarington Older Adult Centre Board, and local
organizations. A listing of individuals and groups consulted is contained in Appendix A.
The information collected from these interviews has been included in the analysis phase
and referred to as appropriate throughout the study.
4.3 COAA Open House
The Clarington Older Adult Association held its annual open house on September 3,
2014. The open house provides opportunities for participants to renew their
memberships and register for programs, as well as for prospective members to learn
more about the Association and its programs through a variety of demonstrations and
displays. An attended information booth was provided to create awareness for the Older
Adult Strategy and to promote the online survey, which was available to be completed
at the open house using mobile technologies.
4.4 Public Input Meetings
Four public input meetings were held in September 2014 to solicit comments and ideas
from residents and stakeholders on the state of older adult opportunities in Clarington.
The meetings were advertised through a variety of means, including:
• Web narrative on COAA and Municipality of Clarington websites
• Social media (Facebook) for COAA and Municipality of Clarington
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• Posters at recreation facilities, libraries, museum, Clarington Beech Centre, and
various community buildings (delivered to almost 200 locations)
• Mass email to Clarington Community Services fitness & pool (adult & senior)
members and aquafit registrants, as well as COAA members (sent by COAA)
• 15 drop boxes in various community buildings
• 4 banner-ups rotated through various community buildings
• Information booths at the Clarington Beech Centre and various municipal
recreation facilities
• Clarington This Week and Orono Weekly (four weeks)
• Various online calendars including www.clarington.net and
www.snapclarington.com
The dates and locations of these meetings were as follows:
• September 17, 2014: 1:00 pm to 2:30 pm at the Newcastle & District Recreation
Complex
• September 17, 2014: 7:00 pm to 8:30 pm at the Clarington Beech Centre
• September 30, 2014: 9:30 am to 11:00 am at the Courtice Community Complex
• September 30, 2014:6:30 pm to 8:00 pm at the Durham County Senior Citizens
Lodge
The sessions were attended by a total of 196 persons. Each session began with a brief
presentation outlining the purpose of the Older Adult Strategy, a summary of the
demographics of the Municipality, a discussion of trends in the provision of recreation
opportunities to older adults, and a series of questions addressing current and future
needs of older adults in Clarington. Groups were asked to brainstorm responses to each
question, and report back to the larger group.
The following summary is broken down by question, with the most common responses
listed first; responses from all sessions have been grouped together by question.
Municipality of Clarington Community Values
Those in attendance expressed that the availability of programs and continuous learning
opportunities in Clarington were highly valued among older adults. Attendees felt that
there were programs and activities that appeal to a broad range of interests and
abilities. Specific programs and activities that were identified include, but are not limited
to, arts and theatre, educational programs, day trips, fitness, walking, instructional
classes, guest speakers, and more.
Another key value that participants felt was important was the feeling of friendship,
particularly through the Clarington Older Adult Association, which provides a strong
social support system for creating connections with friends and strangers at the
Clarington Beech Centre and its associated satellite facilities. Several key features of
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the Clarington Older Adult Association were mentioned including the warm atmosphere,
friendly staff, activities, meals, and special events.
Removing Barriers to Participation
It was clear that the most common barrier to participating in recreation opportunities in
Clarington was insufficient parking available at the Clarington Beech Centre, thereby
preventing some older adults from participating in programs or activities. Participants
identified that parking is particularly a challenge during special events (e.g., COAA
Christmas Dinner and Dance), requiring members to arrive early or park on the street.
Other members also expressed that there is a lack of convenient transportation
between the settlement areas of Newcastle, Courtice, and Bowmanville.
Other common barriers that were identified by participants included the lack of
affordable activities and programs, health and physical barriers, the fear of attending
alone, and being unaware of the opportunities that are available.
Identifying Program and Activity Gaps
Although the availability of a range of programs and activities for older adults were
highly appreciated in Clarington, participants identified several programming gaps that
they indicated should be provided. The following table summarizes the most popular
requested programs and activities that were identified.
Top Program and Activity Gaps
• Indoor walking • Information sessions on healthy living
• Fitness and aerobics (e.g., living alone, safety, aging)
• Creative arts (e.g., stain glass, • Swimming and aquafit
music, quilting, tai-chi) • Programs for men
• Bowling • Curling
• Special guests and speakers • Social activities during the weekend
When participants were asked how these programs and activities should be provided, a
range of ideas were advanced, such as providing more opportunities during the
afternoons, evenings, and weekends. It was also noted that the parking lot at the
Clarington Beech Centre should be expanded in order to accommodate additional
programming as it was felt that parking at this facility is one of the biggest constraints in
improving programming. Others felt that programs should be held at one location to
allow users to participate in multiple activities throughout the day at a single location.
Offering different programs for different skill levels was also brought forward, as well as
staggering program sessions to accommodate those who desire to participate in
multiple activities.
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Exploring Service Delivery Models
Attendees were generally divided when evaluating the existing service delivery model of
a main activity hub (Clarington Beech Centre) and satellite facilities. The participants
identified that they enjoyed the fact that the Clarington Beech Centre was a central
location for programs, events, and socializing with the satellite facilities providing a
supporting role for older adults living in Courtice, Newcastle, and Orono. Some felt that
the existing Clarington Beech Centre is already at capacity for meeting the needs of
current older adults, particularly given existing parking challenges. As a result, it was
suggested that as the older adult population increases, there will be a need to expand
the Clarington Beech Centre or seek a larger facility. It was identified that any new
facility should be a stand-alone older adult centre, rather than a shared multi-
generational facility.
Participants felt that there should be more programs and activities at these sites to
alleviate pressures from the Clarington Beech Centre. Others identified that these
facilities should also be expanded to accommodate a wider range of local older adult
needs, thereby creating more dedicated facilities, akin to the service delivery model
found in the City of Oshawa.
With respect to exploring new service delivery models, participants expressed that
providing programs and activities at other community facilities should be considered,
such as churches, schools, community halls, and libraries. Services in rural areas
should also be expanded, as well as heightening transportation between satellite sites
and the Clarington Beech Centre. Combining programs between service providers
should also be considered to consolidate resources and participation.
Attracting and Retaining Volunteers
Several ideas were articulated by participants to assist the Municipality and the COACB
in attracting and retaining more volunteers. The following includes some of the solutions
that were identified, in no particular order.
• Seeking high school students and youth groups to complete community hours
• Provide clear job descriptions and expectations for each position available.
• Hire a volunteer coordinator
• Provide incentives for volunteers (e.g., free meals, snacks, discounts for
programs, etc.)
• Encourage people to volunteer in between programs
• Start a volunteer recognition program
• Provide volunteer training
4.5 Pubic Open house
A Public Open House is planned to present the recommendations of the Older Adult
Strategy.
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Section 5: Recreation Service Delivery
The development of the Older Adult Strategy in Clarington is very timely given that this
age cohort will increase significantly over the next 15 years. It is important to ensure
that providers of service have the capacity to work together to address an increase in
participation. A look at the whole service provision system will enable the partners to
address efficiencies, reduce duplication, and provide one "face" to participants so that
they may access programs and services easily and in a welcomed fashion.
The following analysis speaks to clarifying the role of the Municipality of Clarington, the
Clarington Older Adult Centre Board, and the other partners in providing recreation and
social programs. This preliminary summary will serve to:
• Clarify the role of local government in providing/enabling the provision recreation
programs and services for older adults;
• Identify the current service delivery model;
• Provide a vision for future service delivery;
• Provide guiding principles; and
• Outline the strengths, gaps, and recommendations in the delivery of programs
and services.
5.1 The !Role of Local Government
The Municipality of Clarington, like other municipal and local governments, has an
inherent part in providing and enabling recreational opportunities for older adults within
the community. The role of local government is to ensure that active and social activities
and like services for older adults are provided in the most cost effective and efficient
manner. Typically, communities enable various methods to ensure that older residents
can enjoy active and healthy lifestyles. Council must ensure that these approaches are
sustainable over time and can adapt to changing conditions like population growth,
diversity in the backgrounds of residents, the notion that older adults may lose some
mobility and mental capacity and live on defined incomes. The role of the municipality is
to anticipate and plan for these changes and develop the tools necessary to be
proactive and respond in partnership with other providers. Most successful communities
demonstrate strong communications, promotion and awareness of opportunities, the
development of a common vision and guiding principles, partnerships, joint
development and planning initiatives, start-up funding, and evaluation mechanisms. The
most proactive municipalities continuously have their pulse on the community, build
cohesion and a sense of purpose in all providers, and move toward the same vision and
goals.
Like and related service providers may have a distinct mandate from a health
promotions and social services perspective, or a faith based mandate to include older
adults through recreation and social pursuits. Private providers have a profit driven
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mandate and may well have a price break in order to better penetrate the older adult
market. All providers have a common objective in providing market driven services to
the older adult market although their motivation may differ. Effective communities
provide forums for discussions including all providers; common communications and
training tools and one stop shopping mechanisms for the older adult. Clarington and the
COACB have been most successful in working together and with major recreation
service providers for older adults. The collective is most responsibly evaluating the
complete system to proactively respond to a growing number of older adults, diversity in
backgrounds, and varying needs. Although there is a strong system in place; it cannot
be business as usual in order to respond effectively to the changing needs.
5.2 t current: 6ervice Oe ver'y= tv odei
The current program and service delivery model for older adults in Clarington takes a
two-pronged approach. Programs and services are provided directly through both the
COACB, the Community Services Department (CSD), and other providers. Staff
members and volunteers determine needs in concert with community and member
research/consultation and follow a continuum of developing, implementing, delivering,
evaluating, and improving service and program delivery. Other programs and
opportunities are provided through community groups, faith groups, non-profit
organizations, and the private sector which is considered indirect delivery. Through a
combination of direct program delivery and indirect delivery, as well as community
development tools where staff support community organization initiatives, the
Municipality strives to ensure a diverse and accessible range of recreational programs
and/or opportunities for all older adults, regardless of their background.
Program and Service Delivery methods include:
a) Direct Program and Service Delivery
The CSD and the COACB deliver programs and services across the municipality
in a variety of facilities and spaces and these programs and services are either
offered as membership based, registered programs, or as drop-in program
opportunities. Staff design, develop, and execute programs based on resident
interests and new trends. A registered program and member-based activity
(fitness) is a supervised activity/course; and residents register for the programs
and commit to attend the workshops or series of classes. Most often there is
learning and skill development involved in a structured environment and many of
the programs are standardized so the same program can be offered in multiple
locations. In addition to registered programs, flexible drop-in activities are
offered.
Drop-in programs offer the ability to participate in a range of recreation activities
without having to register beforehand. This provides an element of flexibility for
residents' busy schedules. Drop-in programs do not require older adults to
register beforehand, are generally offered at a lower cost, and can be accessed
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when the services are scheduled in the recreation facilities. Drop-in opportunities
are becoming more popular as older adults tend to like the notion of a more
casual form of recreation.
b) Indirect Program and Service Delivery
Beyond direct provision, the Municipality of Clarington supports the delivery of
recreation programs and services through partnerships with volunteers, not-for-
profit organizations, and other local service providers. A recent summary as
provided in Appendix B notes that there are over 60 groups and organizations
(including COACB and the CSD) providing services and recreational pursuits for
older adults. This support is provided in a variety of ways:
Permits
Recreation facilities are distributed throughout the Municipality and provide
valuable local space to many community-based recreation service providers.
Permits are provided for a wide range of activities including sports, special
events, arts, aquatics, meetings, social gatherings, fundraisers, and general
activities. These leased facility spaces are available to groups servicing older
adults and the Beech Centre also provides rental opportunities.
Memorandum of Understanding with the Clarington Older Adult Association
The Municipality and the COACB have developed and executed a Memorandum
of Understanding that outlines each party's obligations and responsibilities in
offering recreational opportunities for older adults. Both parties support the value
of social interaction and active lifestyles for older adults and the partnership is an
example as to how shared facility space and cooperation can extend leisure
pursuits to more residents.
Both parties offer programs and services to older adults but cooperate in terms of
not offering similar programs to avoid duplication of resources. COACB provides
a variety of programs, qualified instructors, supervision, and related supplies. The
CSD does not program specifically for the older adult market, however older
adult residents are welcome to join any and all adult programs and membership
based activities offered by the municipality. Revenue sharing of partnership
programs offered by the COACB assists in offsetting the operational costs of
satellite programs.
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Community Development and Enabling Self-Determining Groups
Clarington partners with local community organizations to facilitate the
development of strong relationships and build the group's capacity to sustain
their recreation and sport activities over time. Organizations that rely on
volunteers often do not have the capacity to recruit and train individuals to assist
with the program delivery. The Municipality assists these groups with volunteer
recruitment, governance structures, and policy templates and generally provides
guidance to ensure the groups have access to information on grants, fundraising,
and networking opportunities.
Community Services Grants Program
The Municipality of Clarington provides an annual grant program to volunteer and
non-profit groups to enable them to offset costs for community related projects.
Grants are extended to start up groups offering leisure and sport related
programs and services that serve to augment what the Municipality and other
providers such as the COACB can provide. The Grant Program is an excellent
way to broaden the reach of recreational pursuits as the older adult population
expands.
Various methods are used to provide a range of choice and deliver quality recreational
pursuits for the older adult in Clarington. It is important to understand the full range of
service providers as the older adult population increases. It will be important to
understand how groups can work better in partnership to garner the greatest efficiencies
in order to provide the number and scope of recreation programs and services that will
be needed. Clarington needs to begin to understand the penetration rate of these
combined groups and what numbers can be anticipated in the future. Developing some
baseline metrics around inputs, outputs, efficiencies, and effectiveness will better
determine the reach and effectiveness of these various approaches over time.
It cannot and should not be assumed that additional resources will be readily available;
resources and supports must be geared to the organizations who can self-organize,
have little overhead and have significant reach in including older adults. Further, the
focus on the delivery of programs and services must be geared to the age group that
most needs assistance in terms of subsidized programs and services. This is the only
way that adequate recreational opportunities for older adults can be sustained in
Clarington overtime.
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5.3 Vision for the Provision of Older Adult Recreation Service,
It is important to articulate the intended outcomes of engaging as many older adults in
active and social lifestyles in Clarington as possible. Research demonstrates that active
and social older adults enjoy:
• Reduced social isolation and a better quality of life
• Strengthened sense of belonging
• Decreased incidence of mental health issues
• Increased community capacity through volunteerism
• Increased mobility and intellectual strength through engagement in active
pursuits
• Longer independent living and less cost to the healthcare system
• Greater community pride and cohesion through community building initiatives
• A sense of accomplishment in learning new skills and pursuits
• A greater commitment to lifelong learning
The Municipality of Clarington and all of its partners work collectively to provide and
enable quality recreational and social opportunities for all older adults. It is the aim of
the partners within Clarington to ensure that "more older adults are active and
engaged more often".
Guiding principles will serve to place emphasis on the way programs and services are
offered to older adults across the broad spectrum of service providers. A common
language will assist service providers in providing a blended approach to service
delivery and place priority actions where gaps are identified.
1. The social and health benefits of participation — Social and health benefits are
the main drivers to including more older adults, more often.
2. Equity— The partners within Clarington will take differing approaches to include
marginalized and under-represented older adults.
3. Seamless Delivery System —All older adults will have access to all activities with
one window shopping over time.
4. Inclusion and respect—All older adults will feel welcomed, included, and
respected in all activities.
5. Self-determination —Where possible, through self-determining groups, older
adults will determine what recreational services are of greatest need and will
develop and deliver these programs and services independently.
6. Quality— Continued professional development and training will ensure that all
providers can offer quality programs and services and be compliant with
legislative requirements.
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7. Volunteerism —Volunteers will feel welcomed and supported and are integral to
the effective delivery of service to older adults.
8. System-wide efficiencies — Efficiencies, in the form of partnerships and reduced
duplication, will enable a greater number of recreation and social opportunities
for older adults.
5.4 Proposes bervice Delivery Model
The following summarizes the strengths and challenges relative to service and program
delivery that have been articulated through the consultation and community
engagement exercise completed to date.
Service Delivery— Strengths
• There is a broad range of community offerings available to older adults in Clarington
(arts, culture, social, physical, heritage, environmental, outdoor activities etc.)
• Members and participants indicate a high level of satisfaction with services provided
through the COACB and the Municipality as well as other providers
• The COACB hosts a health fair annually to showcase all of the services that are
available to older adults
• The COACB has a robust array of programs and services and is nimble in
responding to new program and service requests
• The COACB and CSD has recognized that drop-in programs are gaining in
popularity and have increased these offerings for older adults during non-prime
hours with positive results
• The CSD has a mandate to work with self-determining groups who need assistance
in forming, governance, training, etc.
• The COACB is penetrating 10% of the current older adult population (age 50+)
• There is strong willingness to work together amongst service providers and
stakeholders to respond to the changing needs of older adults
• There are willing stakeholders who will share their knowledge and expertise within
the community and at the regional level
• There will be a growing number of older adults to serve in the future with an interest
in recreational pursuits
• The Region of Durham are willing partners in addressing social isolation, poverty in
older adults, transportation, health prevention and diversity
• Some partnerships exist to address older adults with disabilities
• The Region of Durham has piloted bussing to recreation centres and is a willing
partner in improving access for older adults
• The COACB has developed and maintains performance metrics on participation
levels and membership growth
• Many members and older adults in Clarington are computer literate and could
benefit from accessing all opportunities online
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Service Delivery—Challenges
Demographics and Growth
• The number of older adults will increase by 14,000 in the next 15 years to a total of
over 23,000 residents
• The population is becoming more diverse and a better understanding of including
diverse populations is needed
• Growth will bring with it more older adults with access needs
• Greater capacity and greater ability to reach out and include all older adults is
needed
Common Age Definition of an Older Adult
• A definitive age for older adults amongst COACB and the Municipality will support
the seamless delivery of service and the notion that those most in need receive the
benefit of limited resources
Accessibility and Diversity
• The COACB caters primarily to able bodied and minded older adults
• The number of older adults with disabilities will increase as the age cohort increases;
all programming needs to be inclusive and adaptive
• It is estimated that 20% of the population will have disabilities in the future due to the
aging population; there is no strategy in place in Clarington that addresses the
recreational needs of older adults with disabilities
Working Better Together— Partnerships
• Continued dialogue of the stakeholders needs to take place to increase cohesion
and the collective ability to serve older adults in Clarington
• There is little opportunity for like-minded service delivery organizations and groups
to have regular dialogue in order to improve service levels for older adults in
Clarington
• Partnerships will broaden the reach of programs and services
Support for Self-Determining Groups
• One of the more sustainable ways to address growth and an increased need for
programs and services is to support self-determining and volunteer non-profit groups
• The use of technology is available to support listing all weekly and upcoming events
provided by all groups. The software invite participants to attend various events and
quantifies confirmed attendance for the provider
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Communications and Promotion of Opportunities
• There is no one source where all recreational opportunities available for older adults
is captured in Clarington
• Continued efforts need to be supported to gain greater participation at satellite
centres
• Joint, ongoing communications and the use of social media are not, currently,
consistently frequent to promote opportunities
Training and Professional Development
• The population of Clarington is becoming increasingly diverse; staff and volunteers
need greater training in diversity, building community capacity, the provision of
services for older adults with disabilities, the development and delivery of respite
programs
Transportation and Parkinq
• Bus stops are currently at the edge of community centre properties and inhibit
access to seniors with mobility issues
• Parking at the Beech Centre is congested at peak times
Volunteers
• There is no one central listing of volunteer opportunities; a software program exists
in this endeavour but is underutilized
Performance Measures — Penetration
• There is no clear understanding as to how many older adults are being reached
through the many groups and agencies currently providing service
• There is no broader view of satisfaction levels
The following summarizes the goals and recommendations relative to service and
program delivery.
Service Delivery— Goals
a) To offer a broad range of recreational opportunities for all older adults in Clarington
in a seamless fashion through partnerships.
b) To ensure that the older adult recreation service providers have the tools to respond
to a growing and changing community. (Ability to include diverse populations,
cultural diversity, LGBTQ, gender equity, older adults with disabilities, caregiver
respite opportunities, and reaching out to older adults from lower income
backgrounds)
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Service Delivery— Recommendations
Demographics and Growth
1. Develop an outreach program in partnership with social service agencies to
ensure that older adults with the greatest need can enjoy recreational pursuits.
Common Age Definition
2. Implement a common age minimum for older adults; investigate the impacts of
setting the age minimum at 60 years.
Access and Diversity
3. Introduce a "Diversity Lens" that prompts the program/service provider to reach
out to diverse populations in the development and delivery of programs.
4. Monitor demographics with respect to older adult growth, diversity, accessibility,
and those living at or below the poverty line as statistics become available.
5. Have annual focus groups with marginalized residents to ensure that programs
and services are accessible.
6. Work to ensure that staff, volunteers, and Clarington Older Adult Committee
members reflect the diversity of the community they serve over time.
Working Better Together— Partnerships
7. The Municipality should coordinate regular meetings of all older adult recreation
service providers to jointly address the priorities in the older adult strategy and
share the leadership in delivering on the Older Adult Strategy.
8. Develop a service provider working group to develop a more coordinated
approach to older adult service delivery and determine overall capacity and
penetration.
Support for Self-Determining Groups
9. Develop a portal on the Municipal, Region of Durham, and all applicable websites
that lists all groups, opportunities and supports available for older adults in
Clarington. Make the link available to all service providers and partners.
10. Provide updates of research and promising practices in other jurisdictions to
providers of older adult recreation services.
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Communications and Promotion of Opportunities
11. Look to available software (i.e. Meet-Up Durham) to promote casual
opportunities available on a weekly basis to invite residents to join in on the
opportunities.
Training and Professional Development
12. Develop training and professional development opportunities for all staff and
volunteers involved in the delivery of services for older adults and include
"Diversity Competency" training, enabling opportunities for older adults with
disabilities, respite programs, etc.
Transportation and Parking
13. Work with the Region of Durham to provide front door transit drop-off and pick-up
service during peak use hours at all facilities. Monitor the usage for one year to
evaluate its effectiveness.
14. Continue to coordinate transportation opportunities through the Wheels in Action
program.
15. Continue to encourage COAA members to carpool to events at the Clarington
Beech Centre to avoid parking congestion.
16. Continue to review the impacts of program/event scheduling on the parking
congestion at the Clarington Beech Centre and make adjustments where
possible.
Volunteer Support
17. Investigate available volunteer software to attract, retain and recognize
volunteers, providing one central listing of volunteer opportunities and provide
webinars on common volunteer training modules.
Performance Measures — Penetration of the Older Adult Market
18. Gain an understanding as to what percentage of the population all service
providers and agencies are penetrating in the provision of recreational services in
Clarington. Set annual participation goals.
19. Collect data on the actual penetration and satisfaction levels of all programs and
services provided to older adults in Clarington.
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Section 6: Staffing & Governance — Form Follows Function
The Older Adult Strategy has shown that the service delivery system to provide and
enable older adult recreation in Clarington has been effective to date, but could be more
effective with some modifications. Greater emphasis needs to be placed on increasing
the capacity of other providers and coordination between all providers, respecting the
growth and diversity in the increase in the number of older adults in the future. It cannot
be business as usual — a modified delivery system must look for efficiencies in the
provision of services before recommending additional staff and resources. Additional
and specific skill sets are needed and the emphasis will need to be on engaging a
greater percentage of the older adult population in recreational pursuits through:
• Working better with all providers of older adult recreational opportunities in the
community;
• Addressing gaps in services, especially for those who have disabilities and are
from limited incomes and diverse groups;
• Increasing the number of self-determining groups to provide more opportunities;
and
• Providing promotions and communications to promote all of the opportunities
available in Clarington, supporting a one-stop shopping concept.
The staffing and governance review methodology included:
• A review of background materials, statistics and previous studies
• A review of local demographics and future growth of the older adult population
• Feedback from the public input sessions and key opinion leader interviews
• Trends within other municipally-owned older adult centres within Ontario
• A review of the use of the various programs and services
• A determination as to who is being well served and who is not currently included
in the provision of programs and services
• A review of where there is duplication in the administration processes and ways
of eliminating duplication
• A determination of the skills and competencies that are needed in the future
• Development and weighing of options in terms of staffing
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6.1 Current Situation
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 COACB and the CSD. Specifically, Clarington CSD staff provide direct
services in fitness and aquatics and a Community Developer works with groups to
assist with governance, grant applications, a municipal grants system, and assisting
new groups to develop. The COACB has the responsibility to provide and enable
services at the Beech Centre and the satellite facilities. Both organizations need
differing skill sets and better coordination to address the needs of a growing older adult
population (community development, diversity perspective, providing services for
persons with disabilities, etc.). There is also duplication of energies with respect to
financial controls, human resource needs, legislative compliance, administration,
building maintenance, and oversight, etc.
Current Organizational Structures (COACB)
The staffing model of the COACB reflects the support functions of maintenance,
transportation, administration, and program and service areas including hairdressing
service, programs, and special events/fundraising and volunteer coordination. In all
there are 5 full-time positions which include the Executive Director,
Administrative/Accounts, Events Coordinator, Head of Maintenance and Program
Coordinator. Part-time positions include transportation coordinator, maintenance staff,
summer students, part time office staff and contractor/part time instructors.
Current Staffing Structure of the Clarington Older Adult Centre Board
President of
the Board
Executive
Director
Head of Program Office Event
Transportation Satellite Staff
Maintenance Coordinator Administrator Coordinator
(PT) (FT) (FT) (FT) (PT) (FT)
Maintenace Summer
Staff Students Volunteers
(PT)
Instructors
(PT)
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Current Staffing Structure of the Community Services Department (Recreation Services
Division
Recreation Services
Manager
(FT)
Aquatic Coordinator Fitness & Customer Community Recreation
Service Coordinator Development Coordinator
(FT) Coordinator
(FT) (FT) (FT)
Aquatic Clerk II Community Recreation
Programmer Development Programmer
(2 FT) Programmer
(FT) (FT) (FT)
Aquatic Staff Fitness Staff Program Staff
80 Part-time 25 Part-time 98 Part-time
Customer Service
Representatives
25 part-time
The staffing and governance models are meeting current needs of able-bodied older
adults (with some modifications with respect to accountabilities for legislative
compliance, administration, and operations), but not necessarily geared to meet future
needs in-terms of growth demands, inclusion of diverse populations, and the need to
augment the skills and competencies of staff.
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6.2 Key Observations and Drivers from a Staffing and Governance
Perspective
Demographics
The older adult population will increase by approximately 15,000 residents by the year
2031. Staff must be prepared to accommodate the uptake in programs and services for
older adults. If the current rate of penetration at 10% continues; there may be an
increase of 1,500 members at a minimum and an increase in municipally-offered
programs.
Current Penetration Rates
The full penetration rates of all service providers within Clarington (including not-for-
profit and non-municipal providers) is not known at this time. While the COAA has a
membership rate of about 10%, a more realistic target involving the broader
participation habits of all older adults in Clarington might be 25 to 30% once the full
participation is known from all parties.
Focus on Collaboration and Building Capacity
The most efficient way of increasing participation is to support the development of self-
determining and self-governing groups serving older adults. Not all older adults want to
be a member of the COAA nor should they have to be to receive services. Many self-
determining groups are already in place to a certain extent in Clarington with over 60
groups providing opportunities for recreational services to older adults. Better
collaboration, better communications, and a collective and ongoing look at gaps in
services will most effectively serve the residents into the future. Staff should be
spending more time assisting in group development, grant administration, training (as
needed), and promoting all available recreational services for older adults.
Focus on Needed Skills and Competencies
The skills and competencies that are critically needed to best serve older adults in
Clarington over the course of the next 10 years include:
• Promotion and communication skills to promote all services available to older
adults on an ongoing and often daily basis. One central and accessible source of
opportunities is needed.
• Inclusion and accessibility competencies to work with agencies and individuals
with disabilities or from low-income backgrounds to assist in accessing barrier-
free services. This will further increase the number of opportunities for persons
with disabilities and caregivers.
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• The ability to work and engage diverse community groups and members in
creating a sense of belonging and develop services to meet diverse needs. This
may include the offering of different programs to meet diverse needs and may
also include introductory courses to typical Canadian older adult interests
• The ability to form partnerships, sponsorships, and alternate revenue streams in
order to offset the cost of recreational services to older adults.
• The ability to attract, retain, and recognize a network of volunteers and volunteer
groups in the delivery of recreational services for older adults.
• Training and professional development emphasis in ensuring that all staff and
volunteers have the skills and competencies needed to most effectively provide
recreational services to older adults.
Current Practices in Staffing and Governance
There are very few if any full and part-time staff reporting directly to Older Adult Centre
Boards in Ontario at this point in time. Municipalities have taken the burden of
administration, maintenance, and compliance with over 50 legislative acts out of the
hands of volunteer boards and rightly so. Currently staff in older adult centres report to
the Municipality for policy standards, and legislative compliance and further respond to
advisory committees for the development and delivery of programs and services. These
boards or committees also fundraise to provide equipment and added value services.
With limited volunteer hours available, the most effective approach is for volunteer
advisory committees to increase participation, provide resident driven programs and
services that are safe, and instill quality assurance and value for the dollar invested.
Duplication of Efforts
In order to free up some staff time to address future needs, it was important to identify
and address where there is current duplication of efforts between the COACB and the
CSD. There are duplication of efforts in terms of administrative processes for payroll,
budget control, purchasing, promotion, human resources, recruitment, hiring, training
and evaluation processes, legislative compliance, registration, communications, etc.
The Executive Director spends over 60% of her time on these administrative practices
and the Office Administrator spends 40 full-time hours/week addressing these
administrative tasks. Therefore 1.6 full-time equivalents would be freed up should the
Municipality absorb them into current departments. It is assumed that these tasks would
not require additional staff from the various departments.
Skill and Competency Based Boards of Directors
Many volunteer boards of directors are being recruited from beyond the membership of
the respective organization to include the skills and competencies needed to address
the work at hand. This is one way of garnering the needed expertise to move the
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organization forward to deliver on strategic initiatives. There is still a need to balance
the board with member based positions to ensure that the history of the organization is
understood and respected. This balanced approach is considered a best practice in the
advancement of volunteer boards to move an organization forward.
6.3 Proposed Staffing Model
There are essentially two viable options regarding staffing to support the delivery/
enabling of recreation services to older adults in Clarington.
Staffing Option One —The Status Quo
This option would essentially keep everything intact with the 2 primary organizations
responsible for delivering services to older adults.
Staff ina Option One — Strengths
• There would be little resistance to change as everything would remain the same
Staffing Option One — Challenges
• Additional staff would be required in both organizations for promotions,
communications, partnerships, sponsorships, diversity, accessibility and inclusion
• The COACB would continue to be stretched to be accountable for administrative
work and legislative compliance (work which some may or may not be qualified
to do)
• Less emphasis may be placed on program and services development for a
growing number and diverse older adults
• There will be a capacity issue and a need for additional resources as the
pressure to provide a greater number of services presents itself
• There would be continued difficulty in filling the positions on the COACB
• It would be difficult to take a broader view of all recreational service provision for
older adults in Clarington
Staffing Option Two — Merging the Staff Teams
This option would see the Executive Director become an Older Adult Coordinator
reporting in through the Manager of Recreation Services within the Municipality of
Clarington. The Manager of Recreation Services or her/his designate would liaise with a
newly formed and expanded Clarington Older Adult Committee. It is imperative that no
staff person lose employment because of the merger. Staff whose positions are
absorbed would receive retraining to complete new tasks to support the provision of
service for older adults.
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Staffing Option Two — Strengths
• Absorbing administrative and operational responsibility to staff within the
Municipality (who are already completing these tasks)with the needed expertise
creates efficiencies and frees up COACB and staff time
• Developing skills and competencies in staff will ensure that older adult population
growth and diversity can be addressed in a timely fashion
• The mandate to increase capacity through new resident groups addresses
growth and diversity in an efficient manner
• The existing municipal grant program can assist new older adult groups form
• Aligned groups providing older adult programs will have one central source to
support their efforts
• Older adults will have one source for a multitude of recreational opportunities
• A compensation review will address issues of pay equity
Staffing Option Two — Challenges
• The merger would need to handled thoughtfully and with utmost care
• Staff may feel vulnerable and unsupported
• Greater supports and communications will be needed upfront in order for the new
structure to be successful
Proposed Staffing Model — Merging the COACB staff within the CSD
The proposed staffing model creates efficiencies through the reduction of 60% of the
former position of the Executive Director's time spent on supervision and administration
and the absorption of the administrative duties within the Municipality. In total, 1.6 full-
time equivalents would be freed up to be retrained to address the needs of inclusion for
persons with disabilities, access for residents from lower incomes, reaching out to
diverse populations, partnerships, sponsorships, and ongoing promotion and
communications.
The following summarizes the strengths and challenges relative to the proposed staffing
model.
Proposed Staffing Model — Strengths
• Staff from both the COACB and the CSD have a passion for providing an excellent
level of service
• Coordination between the two key organizations is improving
• The number of members at the COACB has been increasing, demonstrating the
staff are membership-driven and well aware of trends and best practices
• Greater efficiencies can be achieved through eliminating duplication (essentially
having the Municipality absorb the functions that they are already undertaking, such
as human resources, payroll, accounts payable and receivables, legal advice,
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budget control, registration, etc.); this will free up 1.6 full-time equivalents toward
increasing program and service provision to older adults in Clarington
• Eliminating the current duplication of efforts will create adequate efficiencies to
develop the needed skills and competencies by merging the staff teams into the
CSD
Proposed Staffing Model — Challenges
• There are very few older adult recreational staff in Ontario reporting directly to older
adult centre boards; this has been changed to eliminate the focus and onus on
legislative compliance, staffing, and to better focus on service provision
• Both the CSD and the COACB need staff with greater expertise in community
development, diversity, persons with disabilities, and reaching out to other service
providers; recommending that these skills be duplicated in both organizations is
inefficient and further duplicates efforts
• There is duplication in the two primary organizations (COACB and the CSD) such as
staff hiring, supervision, payroll, legislative compliance, maintenance and capital
planning, etc.
• There is no measurement of the penetration levels of all of the service providers in
Clarington and the effectiveness of the services
• Greater communications and promotions is needed for residents to understand all of
the programs and services that are available
• There is no one source of information for older adult recreational opportunities
• There is no central staff person who is coordinating all recreational services for older
adults in Clarington
• There are inequities in terms of compensation for staff doing similar work serving the
same population
• Merging staff teams must be carried out in a very thoughtful manner
The following summarizes the goals and recommendations relative to the proposed
staffing model.
Proposed Staffing Model — Goal
a) To increase the number of older adults participating in quality and diverse
recreational pursuits in Clarington through organizational efficiencies, including
diverse populations and persons with disabilities, better coordination with the
collective of providers, and more robust promotional efforts.
Proposed Staffing Model — Recommendations
20. Facilitate sessions with the full staff team in Recreation Services with respect to
the expanded departmental culture, climate and values.
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21. Identify needed training and professional development programs to increase staff
competencies and skills as identified.
22. Complete a compensation review of all new positions coming under the
Recreation Services Division to address any equity issues.
23. Complete a more detailed analysis and implementation of staffing positions
based on the compensation review and a more definitive skills inventory.
24. Develop processes and procedures to transfer administrative and other
duplicated responsibilities to the Municipality of Clarington from the COACB.
25. Restate the older adult budget within the overall Community Services
Department budget with the efficiencies and compensation review for
consideration and Council review.
26. Develop an annual plan that delivers on the recommendations housed in the
Older Adult Strategy over the plan horizon.
27. Develop performance measures to address the penetration of older adult
programming, inclusion of under-represented populations, the impressions and
reach of communications, and participant satisfaction levels. Report to Council
against annual targets and compare year over year.
6.4 Proposea ouvernanc;e i I Viociei
The COACB is supported by a municipal by-law and has a recent memorandum of
understanding that speaks to the offering of partnered programs with the Municipality of
Clarington. Essentially, the organization is responsible for offering programs and
services for older adults at the Clarington Beech Centre and satellite facilities. Implicit in
the operation of the Centre and considering the independent nature of the current board
of directors, the COACB is accountable for the following responsibilities at a minimum:
• the recruitment, selection, supervision, and evaluation of staff;
• compliance with over 50 federal and provincial legislative acts;
• fiscal compliance with respect to HST and taxation laws;
• legal, human resources, and implications of its work;
• health and safety of the facility, staff, and patrons; and
• the development, presentation, monitoring, and control of the annual budget;
The main focus in the future needs to surround the development of meaningful
programs and services that appeal to older adults from varying backgrounds. A strategic
focus on implementing the Older Adult Strategy will place limited volunteer resources
best where they are needed for future growth.
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The following summarizes the strengths and challenges relative to the proposed
governance model.
Proposed Governance Model — Strengths
• The work of current volunteers is stellar in that they provide excellent work and
reduce the cost of services significantly
• Programs and services offered by the COACB are well appreciated by the
participants
• The Fundraising Committee (which is a function of the COACB) fundraises
approximately $40,000 to $50,000 annually
• The COACB responds in a nimble fashion to new program requests
• There is strong belief in the benefits and outcomes of active and engaged older
adults
Proposed Governance Model — Challenges
• The current COACB is accountable for approximately 50 legislative acts in the
oversight of the Clarington Beech Centre and staffing requirements
• There is not an overwhelming response to volunteering for the Board of Directors,
nor has there been for the last few years
• Most programs and services are designed for able-bodied older adults; emphasis
needs to be placed on including persons with disabilities and other diverse and
under-represented populations
• The focus in the future needs to place much greater emphasis in developing
capacity in other providers of services, as well to include older adults from diverse
backgrounds
• The Board would be viewed as more inclusive if the membership represented the
diversity of Clarington (persons with disabilities, the LGBTQ community, low-income
backgrounds, etc.) to bring diverse perspectives to the table
Proposed Governance Model — Goal
a) To broaden the work of volunteer governance in Clarington to provide strategic
advice on recreation program and service provision for all older adults throughout
the community. A focus should be placed on greater penetration of the older adult
market, partnerships, and inclusion of under-represented and diverse populations.
Proposed Governance Model — Recommendations
28. Develop a new Terms of Reference and By-law for the revised governance
model that reflects the roles and responsibilities as outlined in this Older Adult
Strategy.
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29. Ensure that the new governance structure and composition reflect the needed
skills and competencies, varying backgrounds, a balance with current COACB
member representation, and the diversity of Clarington, taking into account the
new Clarington-wide focus of the Committee.
30. That the staffing requirements become the responsibility of the Municipality of
Clarington.
31. Identify needed training and development required to support the new
responsibilities within the refined governance structure.
32. Consider changing the name and focus of the COACB to the Clarington Older
Adult Committee (COAL) to reflect its new municipal-wide purview.
33. That the membership of the COAC be made up of a combination of members
and residents with the competencies and skills needed to implement the Older
Adult Strategy. These skills, competencies, and backgrounds should focus on
(but not be limited) to skills in reaching out to diverse populations, marketing, and
communications.
34. Recruit members for the COAC from the broader population as well as from the
current membership.
35. That staff review applications and interview applicants in order to present
candidates to Council for approval.
36. Develop an annual work plan in concert with the COAC that moves from an
operational focus to a strategic focus.
37. That the COAC contribute to the implementation of the Older Adult Strategy
recommendations, specifically the actions relating to program and service
provision throughout the community.
38. Review the effectiveness of the new governance structure at appropriate
intervals to ensure that the new governance structure adds value to the
development and delivery of recreational services to older adults in Clarington.
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Section 7: Recreation Facilities for Older Adults
This section examines the supply and adequacy of recreation facilities for older adults in
the Municipality, with a focus on the Clarington Beech Centre and satellite program
sites.
7.1 Current Facility Provision Model
Clarington Beech Centre
The primary location for older adult programming in Clarington is the Clarington Beech
Centre, which is operated by the COACB. A popular and well-used location, the amount
of parking has been identified as an issue for a number of years. There are
approximately 79 parking spaces on-site, including 27 spaces that were added in 2002,
as well as on-street parking in the vicinity.
With significant membership and program growth in the last few years, the COACB
indicates that parking challenges are increasing. These concerns are especially acute
on busy days and during large special events (the COACB runs approximately 40
special events per year and also runs concurrent programming at various times of the
day).
The Municipality and COACB have implemented several strategies over the years to
address the parking shortage, including the elimination of most non-COACB uses,
promotion of carpooling, and the initiation of a daily shuttle service for COAA members.
In 2011, ROCG Global Consultants were retained to undertake a review of the
COACB's commitment and support of the COAA Strategic Plan. This report contained
several findings and recommendations including (but not limited to) the following:
• Retain the Clarington Beech Centre as the `hub' for COAA administration and
further development of its 'social space'.
• Maintain the tennis courts, green space and parking 'as is'.
• Gradually transition high-volume events (COACB programs and hall rentals)
away from the Clarington Beech Centre to other recreation/ community facilities
that will be able to accommodate parking.
• Increase the number of shuttle vans and/or consider the purchase/lease of a
mini-bus.
• Engage the COACB in discussion about bringing-on other space; this space will
be designed for older adults and designated for use by older adults, within mixed-
use community facilities.
On July 3, 2012, Council approved Resolution #C-230-12 which confirmed there would
be no increase to Clarington Beech Centre on-site parking, with a continued use of on-
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street parking. In addition, the resolution directed staff to report back on an alternate
home, being another facility outside of the Clarington Beech Centre. 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 was witnessed through the
consultation programme for this Older Adult Strategy).
Physical accessibility is also a key consideration for public facilities, particularly older
adult facilities due to the greater prevalence of users with mobility challenges. Many
aspects of the Clarington Beech Centre are accessible for persons with disabilities,
however, it is an older facility that was built prior to the introduction of contemporary
facility accessibility design standards. While it is not required to comply with new
accessibility legislation until such time as it undergoes a major renovation, it lacks many
modern and barrier-free design amenities. Examples include narrow door and corridor
widths, inaccessible emergency exits, under-sized washrooms, a lack of vehicular drive
/ drop-off area, and entrances with power-assisted doors.
Note: Additional recommendations pertaining to parking can be found in Section 5 of
this Older Adult Strategy.
Alternate Home of the Clarington Beech Centre
In the recent past, the COACB has requested that the Municipality consider relocating
their facility and programs to an entirely new site that better meets their expanding short
and long-term needs.
At its meeting on May 30, 2012, the COACB passed the following motion, "We move
that in the best interest of our membership that the COAA plan to move from the Beech
Centre facility. A new location would have to address the major problem of adequate
onsite parking and allow for the inevitable growth of our membership in the future." This
motion was similar to the direction identified in the COAA's 2010 Strategic Plan, which
some interpreted to suggest that the Clarington Beech Centre was a short-term solution
that would serve needs until multi-use community facilities with designated space for
older adults were developed in partnership with the Municipality.
In 2013, the Municipality began a process to identify sites for consideration for the
development of an alternate home for the Clarington Beech Centre. A total of eleven
sites were evaluated by the Community Services Department for Council consideration,
but a preferred site was not selected or pursued. Top-rated sites identified by the
Community Services Department included 212 Church Street, Courtice Community
Complex, 116 Ontario Street, and Newcastle & District Recreation Complex. Additional
study and input through this Older Adult Strategy is expected to provide direction on this
matter.
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Satellite Sites
As the membership and participation grows, COACB staff have also been working to
develop satellite programs in order to shift some of the pressure from the Clarington
Beech Centre. These satellite sites currently include the Courtice Community Complex,
Newcastle & District Recreation Complex and the Clarington Public Library - Newcastle
Branch. Further, it should be noted that on June 30, 2015, the lease agreement with the
Theatre Dance Academy Company Ltd. will be terminated creating opportunity within
the Courtice Community Complex for dedicated for use by the COACB. However, the
future vacated space is not expected to be sufficient to meet the needs of the COACB
and this space lacks visibility and ease of access for older adults. As such, discussions
with Municipal staff indicate the potential for the existing dividable multi-purpose room
and some entrance space to be reallocated to the COACB and that municipal
programming could be re-located to the vacated space. This would effectively provide
approximately 3,000 square feet dedicated to the COACB immediately off of the
Courtice Community Complex's main entrance. This space would allow the COACB to
enhance its satellite programming to older adults in the Courtice area in keeping with
other recommendations contained in this Strategy and is consistent with the need for
additional opportunities by Courtice residents during the community consultation
process.
The Newcastle & District Recreation Complex is a major community focal point in the
eastern portion of Clarington. Continuing to enhance opportunities for older adults at
this location would provide a similar approach to that noted above for Courtice by
creating dedicated older adult space at this facility. Provision of such space would
effectively provide a `home base' from which to provide older adult programs with an
expectation that non dedicated spaces will be utilized when available at the Complex,
branch library or other community facilities.
A 2013 COAA survey suggests that at least 37% of its members have used satellite
locations. While the satellite programs have grown and have relieved some of the
pressure, the membership base continues to grow. The Clarington Beech Centre
remains the primary location for older adult activity and is particularly popular with the
more "senior" members of the COAA as it is a longstanding destination within the
community that offers a wider range of programs and non-structured social
opportunities. In general terms, the satellite locations tend to be better used by younger
COAA members but with enhanced opportunities (space), the uptake from older users
can be expected to also increase (providing some relief on the high demands placed on
the Beech Centre). Essentially, the Clarington Beech Centre would continue to be the
hub for the COACB with satellite locations providing more local older adult opportunities
closer to the homes of those residents living outside of Bownmanville.
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7.2 Considerations for the Future
A traditional stand-alone older adult centre like the Clarington Beech Centre is much
more than just a facility— its staff, volunteers, programs, and services have helped to
create a supportive community through which social interaction, a sense of belonging,
personal growth, and health and wellness are all promoted. This club-like social network
is very difficult to replicate in a multi-use facility that contains other spaces available to
the general public and people of all ages and where there is a sense of belonging
dispersed in all directions.
At the same time, stand-alone older adult centres often have a challenge attracting
boomers to their facility due to the lack of components such as fitness centres, pools,
and gymnasiums. In more urbanized communities where there are other options,
whether they are in the municipal sector (e.g., Courtice Community Complex, Newcastle
& District Recreation Complex, etc.) or private sector (e.g., fitness clubs, arts clubs,
etc.), the challenge of drawing new older adults into a more socially-oriented building is
more difficult.
Communities are increasingly moving towards providing dedicated space for older
adults within community centres that can offer a greater focus on active living and
wellness programs and drop-in opportunities. This approach affords opportunities for
cross-programming, multi-generational participation, and access to a `one-stop
shopping' destination. The purpose of the satellite programming is not to necessarily
replace the core functions of the Clarington Beech Centre, but rather to offer a range of
additional opportunities closer to those that reside outside of Bowmanville.
Multi-use and multi-generational facilities are more likely to appeal most to the boomer
generation, many of whom are interested in program options that can be tailored to their
specific skill levels or desired outcomes. Furthermore, many boomers are willing to pay
more for these specialized programs. While boomers also want the camaraderie and
inclusion that comes with group activities and events, many are seeking this out in ways
that are different from a traditional older adult centre format.
Nevertheless, it is important not to lose sight of the fact that, in general, the current
Boomer population (ages 50 to 68) will gradually replace the current generation of
seniors over the next ten to thirty years or so. While the boomers may currently live
more active lifestyles (which will be expected to continue, albeit at a more moderate
pace), they will eventually move into a stage of their life that is more fitting with the
services and supports offered at a facility like the Clarington Beech Centre. As a result,
we anticipate that there will continue to be strong membership demand at the Beech
Centre for the foreseeable future.
The research and analysis undertaken for this Older Adult Strategy reinforced these
recommendations, particularly the need for maintaining access to the Clarington Beech
Centre and the desire to provide expanded older adult services (focused on active living
and wellness) at existing and future community centres.
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Many high-performing flagship older adult centres in other communities (e.g., Oshawa
Senior's Centre — John Street Branch, Evergreen Seniors Centre in Guelph, Sackville
Seniors Centre in Hamilton, etc.) are in the range of 20,000 to 25,000 square feet. The
current Clarington Beech Centre is listed at 17,648 square feet, slightly under this
threshold, but perhaps adequately sized to meet current needs given the Municipality's
population and the recommended expansion to opportunities at satellite facilities.
However, not being a purpose-built building means that many of the Clarington Beech
Centre's spaces have been retrofitted to serve new purposes, which can result in an
inefficient use of space.
The Older Adult Centres' Association of Ontario found that the current average provision
of space amongst older adults centres across Ontario was 10.75 square feet per
member in 2013. Accounting for only the Clarington Beech Centre, Clarington's current
provision level is 6.8 square feet per member, although this figure would be higher if a
portion of the shared spaces used for off-site programming are included.
Although these metrics are supportive of a modest increase in the amount of older adult
space, an expansion to the Clarington Beech Centre is not possible given the size of the
current site and associated parking. However, any move away from the Clarington
Beech Centre would come with it concerns about a loss in membership and volunteers,
as many live within walking distance of the facility given its location in the core of
Bowmanville and proximity to a wide array of housing choices. The augmenting of
space through satellite facilities is expected to reduce the pressure on the Clarington
Beech Centre and improve opportunities for older adults in other parts of Clarington.
Primary options include the following:
1. Maintaining the status quo — This option would not address the Clarington Beech
Centre's current challenges and would not allow for growth, but would allow for
the continuation of a valued service location at a more economical cost.
2. Replacing the Clarington Beech Centre at another site through new construction
— While this could provide for a larger and more functional facility, this would be a
more costly option as Development Charges could not be used to fund the
replacement portion of the facility (development charges can only be used for the
growth-related portion of the building and, even then, only up to 90% of that new
space). In addition, the Municipality does not anticipate construction of a new
community centre in Bowmanville for some time which would delay the potential
for a multi-use, multi-generation facility.
3. Combining Options 1 or 2 with an enhanced reliance on programming at existing
and future satellite locations — Because many of the satellite sites have shared
activity spaces that cannot be provided at the Clarington Beech Centre (e.g.,
gymnasiums, swimming pools, fitness centres, etc.), much of the satellite
programming may hold an appeal for the younger/more active senior.
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It is recommended that the Clarington Beech Centre continue to be the primary hub for
local older adult services, particularly those that emphasize social connections and
healthy living and that cater to an older demographic. The concept of a senior centre
is much more than just a physical facility— it is defined by how it promotes social
interaction, personal growth, and health and wellness. Adequate drop-in space and
lunch programs help to promote a sense of belonging and can also serve as a gateway
to other community supports, such as health and information services. Furthermore, we
anticipate that the COACB and its many volunteers will continue to play an integral role
in the day-to-day operation of the Centre, as well as its long-term vision. Only through
the efforts of local volunteers can so many valued programs and opportunities be
offered.
With a growing community comes increased demand for services for all age groups.
Despite Clarington's relatively youthful profile, its older adult population is also growing
along with expectations for quality and accessible services. By maintaining the
Clarington Beech Centre as the local hub for older adult activities, the Municipality will
continue to have a venue that can adequately accommodate community-wide programs
for those that are currently age 70+ (traditional seniors). Furthermore, the recreational
needs of the burgeoning Boomer population can be addressed through expanded,
integrated, specialized, and value-added program offerings at satellite locations (such
as existing and future community centres); these will also be complemented by current
and future partnerships, self-determining groups, and private sector services. It should
be noted that the Municipality's recreation infrastructure needs are broader than just
facilities for older adults. For example, there is interest in developing a multi-use
recreation centre in South Bowmanville, a project that has the potential to provide
program and activity space for all ages; timing for this project is uncertain as funding will
be a function of future growth.
7.3 Sup n-lacy cat Inputs and Recommendations on Facility Provision
The following summarizes the strengths and challenges relative to facility provision that
have been articulated through the consultation and community engagement exercise.
Facility Provision — Strengths
• The ambiance and feel of the Clarington Beech Centre facility.
• Member comfort with the Clarington Beech Centre, which is centrally located in the
Municipality.
• The Clarington Beech Centre is a major anchor in Downtown Bowmanville.
• Use of existing community facilities for satellite programming allows for maximization
of existing assets and resources, particularly during the daytime where the
community centres are not highly utilized.
• Satellite program sites enhance convenience for residents living outside of the
Bowmanville area.
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• Satellite program sites help to introduce new programs to other community residents
that may not be members of the COAA.
Facility Provision — Challenges
• Lack of space at the Clarington Beech Centre for expanded or additional
programming.
• Parking is the greatest concern at the Clarington Beech Centre.
• Barrier-free accessibility at the Clarington Beech Centre.
• There would be no Development Charges funding should the Municipality decide to
replace the Clarington Beech Centre.
• Programming at satellite sites can be logistically challenging and not as convenient
for core Clarington Beech Centre users.
• Expanded use of satellite sites for older adult programming may have implications
on service delivery (e.g., roles, staffing, marketing, etc.).
The following summarizes the goals and recommendations relative to facility provision.
Facility Provision — Goals
a) To maintain a primary hub for older adult recreational activities in the Municipality.
b) To enhance convenience to all older adults through programs and activities at
satellite facilities and other program locations throughout the Municipality.
Facility Provision — Recommendations
39. Maintain the Clarington Beech Centre as the primary hub for local older adult
services, particularly those that emphasize social connections and healthy living
and that cater to an older demographic.
40. Undertake an accessibility audit of the Clarington Beech Centre and develop a
plan to address deficiencies in a prioritized manner.
41. Provide dedicated older adult space at satellite locations to allow the Clarington
Older Adult Association to provide a greater range of recreational offerings (both
registered and drop-in) to older adults by:
(a) Re-allocating approximately 3,000 square feet of space at the Courtice
Community Complex
(b) Providing approximately 3,000 square feet of dedicated space at the
Newcastle & District Recreation Complex
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42. Based on demand and as resources allow (staffing, volunteers and space),
optimize available spaces at existing community facilities to enhance the range of
recreation opportunities available to older adults and to reduce pressure on the
Clarington Beech Centre particularly during peak (high use) periods (e.g., Garnet
B. Rickard Complex, Bowmanville Indoor Soccer, South Courtice Arena,
community halls and library branches, in partnership with the Clarington Public
Library).
43. Explore opportunities for inclusive programming for older adults at future
community centres.
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Section 8: Implementation Strategy
8.1 Implementation Plan
This Older Adult Strategy provides guidance on a variety of priorities and sets a general
course for meeting the recreational needs of Clarington's older adults as they are
presently defined. Specific goals and recommendations have been identified throughout
the body of this Strategy. By approving this Strategy, the Municipality has an obligation
to make every reasonable effort to implement these strategies through appropriate and
acceptable means. It is expected that the Municipality and its partners will make
decisions on individual projects and funding sources annually through the operating and
capital budget process.
The timing of the service and facility initiatives proposed in this Strategy recognizes the
need for phased implementation. As a result, the proposed timing for some
recommendations may not immediately align with funding capacities. As part of the
annual budget process, this Strategy will be reviewed to identify areas where the
availability of resources may affect the timing of implementation.
Determining priorities is an exercise that should be revisited each year prior to the
Municipality's capital and operating budget development exercise. In addition to funding
availability, factors that might change priorities year to year may include:
• capital lifecycle and considerations of safety;
• legislation and mandated requirements;
• changes to service standards;
• public input and community interests;
• emerging trends and changes in usage;
• participation of partners; and
• socio-demographic changes and growth forecasts.
The Older Adult Strategy recognizes the need for a phased implementation of the action
plans. It is important to recognize that the implementation plan provides guidance on the
sequencing of the recommendations. However, staff will need to weigh these
recommendations against other competing priorities within the Community Services
Department and consider both staffing and volunteer resources. It is suggested that
staff bring forward an annual plan that includes the recommendations that can be
achieved over the course of the following year. As a point of departure, timing has been
divided into the following categories with priority generally synonymous with timing —the
higher the priority, the sooner the recommendation should be implemented: short-term,
medium-term, long-term and ongoing.
The following tables contain a listing of all recommendations contained in this Strategy,
along with their proposed timing. Please note that the recommendations are numbered
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according to the order in which they are presented in the body of the study and are not
listed in priority order.
Service Delivery Model
Goals:
a) To offer a broad range of recreational opportunities for all older adults in Clarington
in a seamless fashion through partnerships.
b) To ensure that the older adult recreation service providers have the tools to respond
to a growing and changing community. (Ability to include diverse populations,
cultural diversity, LGBTQ, gender equity, older adults with disabilities, caregiver
respite opportunities, and reaching out to older adults from lower income
backgrounds)
Other
Service Delivery Recommendations Timing Considerations
1. Develop an outreach program in partnership with Short- This will need to
social service agencies to ensure that older adults term be completed in
with the greatest need can enjoy recreational discussion with
pursuits. the Region of
Durham
2. Implement a common age minimum for older Short- Budget
adults; investigate the impacts of setting the age term implications and
minimum at 60 years. phasing may be
considered
3. Introduce a "Diversity Lens" that prompts the Short-
program/service providers to reach out to diverse term
populations in the development and delivery of
programs.
4. Monitor demographics with respect to older adult Medium-
growth, diversity, accessibility, and those living at or term
below the poverty line as statistics become
available.
5. Have annual focus groups with marginalized Short-
residents to ensure that programs and services are term
accessible.
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Other
Service Delivery Recommendations Timing Considerations
6. Work to ensure that staff, volunteers, and Medium-
Clarington Older Adult Committee members reflect term
the diversity of the community they serve over time.
7. The Municipality should coordinate regular Short-
meetings of all older adult recreation service term
providers to jointly address the priorities in the older
adult strategy and share the leadership in delivering
on the Older Adult Strategy.
8. Develop a service provider working group to Short-
develop a more coordinated approach to older adult term
service delivery and determine overall capacity and
penetration.
9. Develop a portal on the Municipal, Region of Medium-
Durham, and all applicable websites that lists all term
groups, opportunities and supports available for
older adults in Clarington. Make the link available to
all service providers and partners.
10. Provide updates of research and promising Medium-
practices in other jurisdictions to providers of older term
adult recreation services.
11. Look to available software (i.e. Meet-Up Durham) to Short-
promote casual opportunities available on a weekly term
basis to invite residents to join in on the
opportunities.
12. Develop training and professional development Short-
opportunities for all staff and volunteers involved in term
the delivery of services for older adults and include
"Diversity Competency" training, enabling
opportunities for older adults with disabilities,
respite programs, etc.
13. Work with the Region of Durham to provide front Short-
door transit drop-off and pick-up service during term
peak use hours at all facilities. Monitor the usage
for one year to evaluate its effectiveness.
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Other
Service Delivery Recommendations Timing Considerations
14. Continue to coordinate transportation opportunities Ongoing
through the Wheels in Action program.
15. Continue to encourage COAA members to carpool Ongoing
to events at the Clarington Beech Centre to avoid
parking congestion.
16. Continue to review the impacts of program/event Ongoing
scheduling on the parking congestion at the
Clarington Beech Centre and make adjustments
where possible.
17. Investigate available volunteer software to attract, Short-
retain and recognize volunteers, providing one term
central listing of volunteer opportunities and provide
webinars on common volunteer training modules.
18. Gain an understanding as to what percentage of the Short-
population all service providers and agencies are term
penetrating in the provision of recreational services
in Clarington. Set annual participation goals.
19. Collect data on the actual penetration and Medium-
satisfaction levels of all programs and services term
provided to older adults in Clarington.
Staffing Model
Goal:
To increase the number of older adults participating in quality and diverse recreational
pursuits in Clarington through organizational efficiencies, including diverse populations
and persons with disabilities, better coordination with the collective of providers, and
more robust promotional efforts.
Other
Staffing Recommendations Timing Considerations
20. Facilitate sessions with the full staff team in Short-
Recreation Services with respect to the expanded term
departmental culture, climate and values.
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Other
Staffing Recommendations Timing Considerations
21. Identify needed training and professional Short-
development programs to increase staff term
competencies and skills as identified.
22. Complete a compensation review of all new Short-
positions coming under the Recreation Services term
Division to address any equity issues.
23. Complete a more detailed analysis and Short-
implementation of staffing positions based on the term
compensation review and a more definitive skills
inventory.
24. Develop processes and procedures to transfer Short-
administrative and other duplicated term
responsibilities to the Municipality of Clarington
from the COACB.
25. Restate the older adult budget with the Short-
efficiencies and compensation review for term
consideration and Council review.
26. Develop an annual plan that delivers on the Ongoing
recommendations housed in the Older Adult
Strategy over the plan horizon.
27. Develop performance measures to address the Medium-
penetration of older adult programming, inclusion term
of under-represented populations, the impressions
and reach of communications, and participant
satisfaction levels. Report to Council against
annual targets and compare year over year.
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Governance Model
Goal:
To broaden the work of volunteer governance in Clarington to provide strategic advice
on recreation program and service provision for all older adults throughout the
community. A focus should be placed on greater penetration of the older adult market,
partnerships, and inclusion of under-represented and diverse populations.
Other
Governance Recommendations Timing Considerations
28. Develop a new Terms of Reference and By-law Short-
for the revised governance model that reflects the term
roles and responsibilities as outlined in this Older
Adult Strategy.
29. Ensure that the new governance structure and Short-
composition reflect the needed skills and term
competencies, varying backgrounds, a balance
with current COACB member representation, and
the diversity of Clarington, taking into account the
new Clarington-wide focus of the Committee.
30. That the staffing requirements become the Short-
responsibility of the Municipality of Clarington. term
31. Identify needed training and development required Short-
to support the new responsibilities within the term
refined governance structure.
32. Consider changing the name and focus of the Short-
COACB to the Clarington Older Adult Committee term
(COAC) to reflect its new municipal-wide purview.
33. That the membership of the COAC be made up of Short-
a combination of members and residents with the term
competencies and skills needed to implement the
Older Adult Strategy. These skills, competencies,
and backgrounds should focus on (but not be
limited) to skills in reaching out to diverse
populations, marketing, and communications.
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Other
Governance Recommendations Timing Considerations
34. Recruit members for the COAC from the broader Short-
population as well as from the current term
membership.
35. That staff review applications and interview Short-
applicants in order to present candidates to term
Council for approval.
36. Develop an annual work plan in concert with the Ongoing
COAC that moves from an operational focus to a
strategic focus.
37. That the COAC contribute to the implementation Ongoing
of the Older Adult Strategy recommendations,
specifically the actions relating to program and
service provision throughout the community.
38. Review the effectiveness of the new governance Medium-
structure at appropriate intervals to ensure that term
the new governance structure adds value to the
development and delivery of recreational services
to older adults in Clarington.
Facility Provision Model
Goals:
a) To maintain a primary hub for older adult recreational activities in the Municipality.
b) To enhance convenience to all older adults through programs and activities at
satellite facilities and other program locations throughout the Municipality.
Other
Facility Provision Recommendations Timing Considerations
39. Maintain the Clarington Beech Centre as the Ongoing
primary hub for local older adult services,
particularly those that emphasize social
connections and healthy living and that cater to an
older demographic.
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Other
Facility Provision Recommendations Timing Considerations
40. Undertake an accessibility audit of the Clarington Short-
Beech Centre and develop a plan to address term
deficiencies in a prioritized manner.
41. Provide dedicated older adult space at satellite (a) Short-
locations to allow the Clarington Older Adult term
Association to provide a greater range of (b)
recreational offerings (both registered and drop-in) Medium-
to older adults by: term
(a) Re-allocating approximately 3,000 square feet
of space at the Courtice Community Complex
(b) Providing approximately 3,000 square feet of
dedicated space at the Newcastle & District
Recreation Complex
42. Based on demand and as resources allow Ongoing
(staffing, volunteers and space), optimize
available spaces at existing community facilities to
enhance the range of recreation opportunities
available to older adults and to reduce pressure
on the Clarington Beech Centre particularly during
peak (high use) periods (e.g., Garnet B. Rickard
Complex, Bowmanville Indoor Soccer, South
Courtice Arena, community halls and library
branches, in partnership with the Clarington Public
Library).
43. Explore opportunities for inclusive programming Long-
for older adults at future community centres term
8.2 Measuring Performance
The recommendations speak to a more collaborative and broadened service delivery
system for older adult recreation in Clarington that will seek to engage older adults more
often. In order to determine the effectiveness of service delivery and create baseline
data in year one, the following performance metrics are suggested.
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What Could be Measured Description Comments
Capacity and fill rates of Categories could include This data would indicate
recreational opportunities visual and performing arts. where there is interest,
by category active lifestyles, social gaps, unmet demands and
activities, lifelong learning, the need to create
environmental, civic additional programs and
advocacy, etc. services
Volunteerism and the May include opportunities The existing online
Economic Impact and fill rates of volunteer volunteer program can
opportunities, total number recruit volunteers by
of volunteers in the category, offer
database, average number opportunities, and track
of hours per year per volunteerism in order to
volunteer, the economic indicate where additional
impact of volunteerism efforts are needed to
(number of hours attract, recruit, and retain
multiplied by a fair hourly volunteers
rate)
Diversity and Accessibility The number of programs The measure would
and services that are fully indicate year over year the
accessible and welcoming efforts that are made to be
to diverse populations fully inclusive and
accessible
Communications and Total impressions and Measures the
Promotions reach by promotional type / effectiveness of various
year promotional mediums such
as social media, online
directory, newspapers,
recreation guide, etc.
Partnerships/Sponsorships Measures the value of This information can
various sponsorships and quantify the value of
partnerships in either partnerships and
expenditure reduction or sponsorships in the
revenue enhancements delivery of service
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What Could be Measured Description Comments
Participant Satisfaction A standard and simple This information will
measure that tests indicate where there is
participant satisfaction in satisfaction with current
the programs and services programs and services and
with respect to where improvements may
organization, promotion, be made
inclusion, safety, fun
quotient, social
opportunities, etc.
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Older Adult Strategy
APPENDIX A — Listing of Stakeholder Interviews
In-person and/or telephone interviews were conducted with the following members of
Municipal Council, Municipal Administration, Clarington Older Adult Association &
Board, and local organizations.
Councillors:
• Mayor Adrian Foster
• Regional Councillor Mary Novak
• Joe Neal
• Ron Hooper
• Wendy Partner
Municipal Administration:
• Frank Wu, COA, Municipality of Clarington
• Joe Caruana, Department Head, Director of Community Services
• Sharon Meredith, Manager of Recreation Services
• Marie Marano, Department Head, Director of Corporate Services
• Fred Horvath, Department Head, Director of Operations
• Nancy Taylor, Department Head, Director of Finance
• Curry Clifford, Corporate Initiatives Officer
Clarington Older Adult Association:
• Angie Darlison, Executive Director with full and part time staff (Group Discussion)
• Older Adult Centre Board (Group Discussion)
Other Organizations (Group Discussion):
• Linda Kent, Clarington Public Library
• Sally Barrie, Community Care Durham
• James Campbell, Visual Arts Centre
• Charles Taws, Clarington Museum and Archives
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APPENDIX B — Listing of Older Adult Service Providers
Listing of Groups and Organizations Providing Services and Recreational
Pursuits for Older Adults in the Municipality of Clarington
Arts
1. A Gift of Art: http://agiftof-art.com/
2. Clarington Concert Band: hftp://claringtonconcertband.ca/
3. Clarington New Horizons Band: hftp://newhorizonsclarington.orq/
4. Concerts in the Park (Bowmanville):
https://www.facebook.com/bowmanviIleconcertsinthepark
5. Driftwood Theatre: http://www.driftwoodtheatre.com/
6. Joyfull Noise Choir: http://www.woyfull-noise.com/
7. Lakeshore New Horizons Band: http://lakeshorenhbands.org/
8. Newcastle Village Concerts: None
9. Visual Arts Centre of Clarington: http://www.vac.ca/
Environment/ Outdoors
10.Bowmanville Allotment Gardens: hftp://bowmanvillegardenallotments.webs.com/
11.Bowmanville Ecology Garden: http://www.durhamdigs.ca/bowmanville/
12.Bowmanville Horticultural Society: http://www.gardenontario.org/site.php/bowman
13.Newcastle Horticultural Society: http://www.newcastlegarden.com/
14.Orono Agricultural Society: http://www.oronofair.com/
15.Orono Horticultural Society:
http://www.gardenontario.orci/soc/soc detail.php?ID=290
Leisure & Recreation
16.Bowmanville Badminton Club: http://www.bowmanvillebadmintonclub.com/
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17.Bowmanville Creek Anglers:
http://bowmanvillecreekanalers.weebly.com/bloc/archives/12-2013
18.Bowmanville Men's Town League Hockey: None
19.Bowmanville Tennis Club: None
20.Bowmanville Townsports Oldtimers: None
21.Clarington Cycling Club: http://claringtoncycleclub.ca/
22.Clarington Museum & Archives: http://www.claringtonmuseums.com/
23.Clarington Public Library: http://www.clarington-librarV.on.ca/
24.Clarington Squash Club: None
25.Clarington Swim Club: http://clarinatonswimclub.ca/
26.Durham East Softball Association: http://desafunleague.ca/portal/
27.Long Sault Snowmobile Club: http://www.IoncsauItsnowmobileclub.com/
28.Oak Ridges' Trail Association: http://www.oakridgestrail.org/
29.Running Maniacs: http://www.runningmaniacs.com/
30.Valleys 2000: http://valleys2000.ca/
Service Clubs
31.Beehive Rebekkah #125: None
32.Bowmanville Kinsmen Club: .http://www.kincanada.ca/find-a-club/?Province=ON
33.Bowmanville Legion — Royal Canadian Branch #178:
http://www.on.legion.ca/branches/getBr.asp?branch=178
34.Bowmanville Legion Ladies Auxiliary-
http://www.on.legion.ca/branches/getBr.asp?branch=178
35.Bowmanville Lions Club: http://www.e-clubhouse.org/sites/bowmanviIIeon/
36.Bowmanville Orange Lodge: http://www.freewebs.com/longsault/
37.Bowmanville Salvation Army: http://www.salvationarmy.ca/
38.Courtice Rotary: http://www.courticerotary.org/index.html
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39.Kendal Hills Ladies Orange Benevolent Association #1420:
http://www.grandorangelodge.ca/index.php?g=gallery&g2 itemld=332
40.Kendal Lions CIub:http://www.e-clubhouse.org/sites/kendaIon/
41.Kendals Orange Lodge-
http://www.q ra ndora nge lodge.ca/i nd ex.ph P?ci=QaI lervU2 itemld=332
42.Knights of Columbus: None
43.Lions Club of Newcastle: http://e-clubhouse.orq/sites/newcastleon/
44.Oddfellow & Rebekkah Centre: None
45.Rotary Club of Bowmanville: http://www.bowmanvillerotaryclub.org/
Social
46.Bowmanville Friendship Club: None
47.Seniors of Newcastle: None
48.Tyrone Seniors Club: None
Special Interest
49.Durham Region Astronomical Association: http://www.drastronomv.com/news.php
50.Newcastle Village & District Historical Society: None
51.Soper Valley Model Railroad Association: http://www.svmra.ca/
52.Taoist Tai Chi Society: http://toronto.taoist-tai-
chi.org/content/standard ca to.asp?name=CA Central Toronto Whitby
53.Toastmasters, http://643656.toastmastersclubs.or-g
Support
54.Bethesda House: http://bethesdahouse.ca/
55.Canadian Mental Health Association: http://www.cmha.ca/
56.Canadian National Institute for the Blind: http://www.cnib.ca/en/Pages/default.aspx
57.Community Care Durham: .http://www.communitycaredurham.on.ca/
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58.Community Living Association (Oshawa / Clarington)
hftip://www.communitylivingoc.ca/
59.COPE Mental Health: Through Community Care Durham
60.Distress Centre Durham: http://www.distresscentredurham.com/
61.Region of Durham (various Departments) : www.durham.ca
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