Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
June 10, 2024
Executive Committee Meeting Agenda June 10, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Robinson For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca Members of the public may observe the meeting proceedings by viewing the livestream. A recording of the meeting will also be available on the City’s website following the meeting. Page 1. Call to Order/Roll Call 2. Disclosure of Interest 3. Delegations Members of the public looking to provide a verbal delegation to Members of the Executive Committee may do so either in person or through a virtual connection into the meeting. For more information, and to register as a delegate, visit www.pickering.ca/delegation, and complete the on-line delegation form or email clerks@pickering.ca. The list of delegates who have registered to speak will be called upon one by one by the Chair in the order in which they have registered. Delegates are allotted a maximum of 5 minutes to make their delegation. Please be advised that your name will appear in the public record and will be posted on the City’s website as part of the meeting minutes. 3.1 Sarah Sheehy, Chair, Pickering Public Library Board (In Person) Akeem Maginley, Vice-Chair, Pickering Public Library Board (In Person) Re: 2024 - 2028 Pickering Public Library Strategic Plan and Branding Update 3.2 Cynthia Davis, President & CEO, Lakeridge Health (In Person) Cordelia Clarke Julien, Chair of the Board of Trustees, Lakeridge Health (In Person) Re: Annual Lakeridge Health Update 3.3 Eva Reti, Board Chair, Hospice Whitby – Roger Anderson House (In Person) Re: Hospice Whitby - Roger Anderson House Capital Campaign Update 3.4 Shaun Collier, Chair, Durham Regional Police Services Board (In Person) Karen Fisher, Member, Durham Regional Police Services Board (In Person) Re: Durham Regional Police Service Board – Update 4. Matters for Consideration 4.1 Director, Corporate Service & City Solicitor, Report IT 01-24 1 Executive Committee Meeting Agenda June 10, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Robinson For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca IT Capability Assessment Staff/Consultant Delegation Paul Bigioni, Director, Corporate Services & City Solicitor (In Person) Dale Quaife, Division Head, Information Technology, City of Pickering (In Person) Josh Kleiman, Partner, Microsoft - Technology Strategy and Transformation, KPMG LLP (Virtual) Janine Lang, KPMG LLP (Virtual) Recommendation: 1. That Council endorse the IT Capability Assessment dated June 10, 2024 set out in Attachment 1; 2. That staff be directed to incorporate the recommendations of the IT Capability Assessment into future planning and budgeting processes for the City of Pickering; and, 3. That appropriate City officials be authorized to take the actions necessary to implement the Recommendations in this report. 4.2 Director, Community Services, Report CS 15-24 20 Draft Recreation & Parks – Ten Year Plan and Arena Strategy Consultant Delegation Steve Langlois, Principal Planner, Monteith Brown Planning Consultants (In Person) Recommendation: 1. That Council receive the draft Recreation & Parks - Ten Year Plan, as set out in Attachment 1, for information; 2. That Council endorse the Arena Strategy, as set out in Attachment 2; and, 3. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Committee Meeting Agenda June 10, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Robinson For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca 4.3 Chief Administrative Officer, Report CAO 04-24 385 Advertising Standards Policy Recommendation: 1. That Council approve the Advertising Standards Policy as set out in Attachment 1 to this Report; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.4 Director, Community Services, Report CS 14-24 391 2024 Community Events - Request to Permit Esplanade Park Recommendation: 1. That Council authorize staff to issue a park permit for the use of Esplanade Park by Jennifer O'Connell, MP Pickering-Uxbridge on Friday, July 19, 2024, for the purpose of hosting a free movie in the park to the general public, subject to terms and conditions satisfactory to the Director, Community Services and the Chief Administrative Officer; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary action to give effect hereto. 4.5 Director, Community Services, Report CS 16-24 396 Recommendation for a West Shore Community Safety Zone - Community Safety & Well-Being Advisory Committee Recommendation: 1. That Report CS 16-24 regarding Community Safety & Well-Being Advisory Committee recommendation to designate West Shore Boulevard as a Community Safety Zone and to decrease the speed limit from West Shore Boulevard, south from Surf Avenue, up to and including Beachpoint Promenade be received; Executive Committee Meeting Agenda June 10, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Robinson For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca 2. That the request to designate West Shore Boulevard as a Community Safety Zone and to decrease the speed limit as noted above be referred to the Director, Engineering Services for investigation, and to report back in Q3 2024; and, 3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 4.6 Director, Community Services, Report CS 17-24 399 Recognition of Paul White Recommendation: 1. That Report CS 17-24, regarding the recognition of Paul White’s contribution to the community, be received; 2. That the Mayor be requested to include funding in the amount of $10,000 in the City’s 2025 Current Budget to enable staff to undertake a public art installation, to be selected pursuant to Public Art Policy CUL130 and funded from the Public Art Reserve; and, 3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 4.7 Director, Community Services, Report CS 18-24 402 Sigrid Squire Commemoration in Bicentennial Garden Recommendation: 1. That Report CS 18-24, regarding Sigrid Squire Commemoration in Bicentennial Garden, be received; 2. That the Mayor be requested to include funding in the amount of $10,000 in the City’s 2025 Current Budget to enable staff to undertake a Commemorative Public Art Installation, to be funded from the Public Art Reserve; and, 3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Committee Meeting Agenda June 10, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Robinson For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca 4.8 Director, Economic Development & Strategic Projects, Report ECD 02-24 405 Family Physician Recruitment Program Recommendation: 1. That Council approve the Memorandum of Understanding (Attachment 2) among the City of Pickering, the Regional Municipality of Durham and all Durham local area municipalities to fund, create, and deliver a family physician recruitment program in Durham, dated May 2024; 2. That the Mayor and the City Clerk be authorized to execute the Memorandum of Understanding; and, 3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 4.9 Director, Engineering Services, Report ENG 08-24 448 Amendments to the Traffic and Parking By-law 6604/05 - Proposed Parking Restrictions on Various Streets Recommendation: 1. That the attached draft by-law be enacted to amend Schedule “2”, No Parking to By-law 6604/05 to provide for the regulation of parking restrictions on highways or parts of highways under the jurisdiction of The Corporation of the City of Pickering; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.10 Director, Engineering Services, Report ENG 10-24 465 Weed Harvesting in Frenchman’s Bay - Waterfront Visionary Advisory Committee Recommendation: That the recommendation from the Waterfront Visionary Advisory Committee for Council to reconsider the funding for a second cut of weeds in Frenchman’s Bay be received for information. Executive Committee Meeting Agenda June 10, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Robinson For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca 4.11 Director, Engineering Services, Report ENG 11-24 468 Fiddlers Court Parking Restrictions Recommendation: 1. That the attached draft by-law be enacted to amend Schedule “2”, No Parking of Traffic and Parking By-law 6604/05 to provide for the regulation of parking restrictions on highways or parts of highways under the jurisdiction of The Corporation of the City of Pickering. The amendments specifically provide for parking restrictions on Fiddlers Court; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.12 Director, Engineering Services, Report ENG 12-24 475 Diana, Princess of Wales Park - Dedicated Outdoor Pickleball Facility Recommendation: That Report ENG 12-24 providing an update regarding negotiations with Hydro One Networks Inc. for a dedicated outdoor pickleball facility in Diana, Princess of Wales Park be received for information. 4.13 Director, Operations, Report OPS 11-24 479 Supply & Delivery of Nine Midsize SUVs - Quotation No. Q2024-18 Recommendation: 1. That Request for Quotation No. Q2024-18 submitted by Marigold Ford Lincoln Sales Ltd., in the amount of $312,039.00 (HST excluded) be accepted; 2. That the total gross project cost of $352,604.00 (HST included), and the total net project cost of $317,531.00 (net of HST rebate) be approved; Executive Committee Meeting Agenda June 10, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Robinson For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca 3. That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $317,531.00 from the Vehicle Replacement Reserve as approved in the 2024 Capital Budget; and, 4. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.14 Director, Operations, Report OPS 12-24 483 Consulting Services for the Seaton Community Centre & Library - RFP2024-7 Recommendation: 1. That Request for Proposal No. RFP2024-7 for Consulting Services for the Seaton Community Centre & Library as submitted by Perkins + Will Canada Inc. in the amount of $7,150,000.00 (HST excluded) be received; 2. That the total gross project cost of $10,017,450.00 (HST included), and the total net project cost of $9,021,024.00 (net of HST rebate) be approved; 3. That the Director, Finance & Treasurer be authorized to finance the net project cost of $9,021,024.00 as approved in the 2020, 2021 and 2024 Capital Budgets and funded as follows: a) The sum of $6,898,430.00 from the DC - Parks & Recreation Reserve Fund; b) The sum of $225,526.00 from the Seaton Land Group FIA; c) The sum of $1,897,068.00 from the DC - Library Reserve Fund; 4. The Council direct the Chief Administrative Officer to provide operational and financial project updates based on the following schedule: December 2024, June 2025 and every six months thereafter until Substantial Performance of the project; Executive Committee Meeting Agenda June 10, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Robinson For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca 5. That staff be directed to proceed with the recommendations of the Recreation and Parks 10-Year Plan and Arena Strategy as the basis of design and amenities to be included in the Seaton Community Centre & Library; and, 6. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in the report. 4.15 Director, City Development & CBO, Report PLN 19-24 522 Pickering Official Plan Review - Proposal No. RFP2024-6 for Consulting Services for Public Engagement Recommendation: 1. That Request for Proposal No. RFP2024-6 for Consulting Services for Public Engagement for the City of Pickering Official Plan Review, submitted by Land Use Research Associates, in the amount of $149,905.00 (excluding HST), be accepted; 2. That the total gross project cost of $169,392.65 (HST included) and the net project cost of $152,544.00 (net of HST rebate), be approved; 3. That Council authorize the Director, Finance & Treasurer to finance the net project cost of $152,544.00 as approved in the 2024 Current Budget as follows: a) The sum of $68,645.00 to be funded by a transfer from the Development Charge Reserve Fund – Growth Related Studies; b) The sum of $83,899.00 to be funded from Property Taxes; and, 4. That the appropriate officials of the City of Pickering be authorized to take such actions as necessary to give effect to this report. 4.16 Director, City Development & CBO, Report PLN 20-24 526 Authorization to Execute a Memorandum of Understanding - Pre-Approval of Design Drawings for Detached Additional Dwelling Units - OPA 23-002P Executive Committee Meeting Agenda June 10, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Robinson For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca Recommendation: 1. That the Mayor and City Clerk be authorized to enter into a Memorandum of Understanding between the City of Pickering and the Town of Whitby, as set out in Attachment 1 to this report, for the sharing of resources to enable the preparation of pre-approved design drawings for detached Additional Dwelling Units, subject to minor revisions as may be required by the Director, Corporate Services & City Solicitor, the Director, City Development & CBO, and the Chief Administrative Officer; and, 2. That appropriate officials of the City of Pickering be authorized to take such action as is necessary to give effect to the recommendations in this report. 4.17 Director, City Development & CBO, Report SUS 06-24 537 Enhanced Blue Box and Green Bin Availability Recommendation: That Report SUS 06-24, providing an update on Enhanced Blue Box and Green Bin Availability, be received for information. 4.18 Director, City Development & CBO, Report SUS 07-24 544 Licence Extension with Infrastructure Ontario for Duffin Heights Plantings Recommendation: 1. That the Mayor and City Clerk be authorized to execute a Licence Extension and Amending Agreement with Ontario Infrastructure and Lands Corporation as set out in Attachment 1 to this report, subject to minor revisions as may be required by the Director, Corporate Services & City Solicitor, and/or Chief Administrative Officer; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.19 Director, City Development & CBO, Report SUS 08-24 551 2023 Sustainable Year-in-Review Executive Committee Meeting Agenda June 10, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Robinson For information related to accessibility requirements please contact: Council & Committee Coordinator 905.420.4611 clerks@pickering.ca Recommendation: That Report SUS 08-24, regarding the release of the 2023 Sustainable Pickering Year-in-Review, be received for information. 5. Member Updates on Committees 6. Other Business 7. Adjournment Report to Executive Committee Report Number: IT 01-24 Date: June 10, 2024 From: Paul Bigioni Director, Corporate Services & City Solicitor Subject: IT Capability Assessment -File: A-3700 Recommendation: 1.That Council endorse the IT Capability Assessment dated June 10, 2024 set out in Attachment 1; 2.That staff be directed to incorporate the recommendations of the IT CapabilityAssessment into future planning and budgeting processes for the City of Pickering; and 3. That appropriate City officials be authorized to take the actions necessary to implement the Recommendations in this report. Executive Summary: The purpose of this report is to present the City of Pickering IT Capability Assessment, as prepared by KPMG LLP, for Council’s endorsement. The Assessment describes the City’s growing demand for technology to support its day-to-day operations, and further describes the additional resources that are required to meet that growing demand. KPMG has concluded that the City requires an additional ten full time employees in the IT Division in a three year timeframe to meet the City’s growing needs to implement and support the systems necessary to serve the public and maintain day-to-day operations. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community, and Foster an Engaged & Informed Community. Financial Implications: The Recommendations in this report will have budgetary implications, which will be considered as part of future budgets to ensure that adequate resources are allocated to meet the City’s network, communications and technology needs effectively. Discussion: The purpose of this report is to present the IT Capability Assessment, prepared by KPMG LLP, for Council’s endorsement. The Assessment is Attachment 1 to this report. -01:Jof- Pl(KERJNG - 1 - IT 01-24 June 10, 2024 Subject: IT Capability Assessment Page 2 The IT Capability Assessment (the “Assessment”) addresses the pressing need to assess staffing levels and capacity requirements within the IT Division to support the City's digital initiatives and service delivery objectives. With technology playing an increasingly important role in municipal operations, it is essential that the IT Division is adequately resourced to meet current and future demands. In particular, cybersecurity, digital transformation, and service accessibility rely on the availability of sufficient IT staffing. Adequate IT staffing will safeguard City systems and improve efficiency. The Assessment evaluates the staffing needs of the IT Division and projects incremental staffing requirements over a three-year timeframe. KPMG LLP was retained to carry out the Assessment following its successful response to RFP 2022-5, which was issued on April 19, 2023. With over 750 municipal clients across Canada, KPMG has extensive experience advising municipal governments. Stakeholder input and peer benchmarking informed the Assessment's projections and headcount estimates. The Assessment involved extensive interviews and feedback sessions with IT Division senior staff. KPMG also surveyed the IT project requirements of all City Departments to validate workload factors and project demand assessments. Peer benchmarking was conducted to compare the City of Pickering's IT staffing needs and capacity requirements with those of similar municipalities, ensuring that the KPMG's findings were contextually relevant. Key Deliverables: A.The Assessment provides insight into the following: 1.Insights into Project Demand: The Assessment provides an analysis of project demandwithin the IT Division, including assessments of current and planned projects. This highlights capacity shortfalls and areas requiring additional resources to effectively manage project delivery. 2.Understanding of “business as usual” (BAU) Workload Drivers: By identifying andanalyzing six types of drivers influencing BAU workload, including volume, complexity,and stakeholder management, the Assessment provides valuable insight into the factors impacting staffing requirements. 3.Capacity Shortfall Identification: The Assessment identifies capacity shortfalls withinthe IT Division, identifying areas where additional resources are needed to maintainservice levels and support organizational goals. B.The Assessment’s Recommendations: 1.Align staffing levels with organizational needs: Implement the recommended staffingadjustments to ensure that the IT Division has adequate resources to meet current andfuture demands, including addressing capacity shortfalls identified in the assessment.KPMG’s conclusion is that the City requires an additional ten full time employees in the IT Division to meet the City’s growing needs to implement and support the systems necessary to serve the public and maintain day-to-day operations. These new FTEswould be introduced over a three-year timeframe. - 2 - IT 01-24 June 10, 2024 Subject: IT Capability Assessment Page 3 2.Strengthen IT capabilities, cybersecurity measures, and project management:Allocate resources to enhance cybersecurity measures, project management, and business analysis capabilities within the IT Division. Bolstering these areas will enable the City to effectively manage digital projects, analyze business requirements, and mitigatecybersecurity risks, thereby ensuring the successful implementation of IT initiatives andthe delivery of high-quality services to residents. 3.Conduct project assessments to evaluate IT capacity for new initiatives: Implement a process for conducting thorough project assessments to evaluate the IT Division's capacity to support new initiatives that rely on technology. By proactively assessing the ITDivision's readiness and capacity, the City can accurately gauge the potential impact ofnew projects, identify any resource constraints or gaps, and make informed decisions toallocate resources effectively. This will help ensure the successful implementation of new initiatives. Subject to Council’s approval, the Assessment will be used as a guide to staff when developing future staff work plans and drafting City budgets. Attachment: 1.IT Capability Assessment dated June 10, 2024 Prepared By: Prepared/Approved/Endorsed By: Dale Quaife Paul Bigioni Division Head, Information Technology Director, Corporate Services & City Solicitor DQ:PB Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original Signed By:Original Signed By: Original Signed By: - 3 - IT Capability Assessment City of Pickering Presentation to Executive Committee — June 10, 2024 Attachment 1 to Report IT 01-24 - 4 - 2© 2023 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organization. Overview of Pickering IT Division’s Journey Building Readiness for a Digital Transformation Bu s i n e s s G r o w t h Digital Transformation Last 20+ Years •IT Division headcount remained at 7 from 2000 to 2015 despite growth in community to 95K •In Jan. 2016, Prior and Prior Associates Ltd. conducted the first technology review and recommended changes: a) 3 positions immediately; b) 3 positions in the medium term; and c) 3 positions in the longer term •In 2016, Council approved 12 additional headcount for IT 2027 •IT Division should have 28 employees supporting a community of 114K: a) 5 new employees in early ‘25; b) 3 by the end of ‘26; c) 2 by end of ‘27 •The GIS function will be expanded to provide analytics support to the business •IT policies and procedures will be in place •Greater controls, and clearer governance and security practices will be adopted •The digital acumen of IT and business leaders will be strengthened •Focus on Succession Planning to recruit strong IT leadership to replace retiring managers 2024 •IT Division has 18 employees (16 active with 2 being onboarded)* supporting a community of 105K •IT regularly works overtime to meet the day to day needs of the business* (3 FTEs) •BAU backlog builds as service levels slide* (3.7 FTES) •Project backlog exists, with insufficient capacity* (shortfall of 2 FTEs) •Business leaders have a basic foundation in place for its digital journey •Business leaders have aggressive plans for Digital Transformation, Workforce Modernization & GIS Strategy 2029 + •Pickering’s Digital Transformation will be well underway •Emerging AI-driven threats, cyber-crime, and online service disruptions intensify cybersecurity challenges •IT will be fully supportive of hybrid working arrangement with Workforce Modernization •GIS Strategy will be implemented with sophisticated tools and functionality and IT providing deep analytics and insights for the business •Strong IT leadership will be in place to ‘partner’ with the business History Today In 3 Years In 5 Years Continued Growth NOTE: At the time of the analysis (May to September 2023), Pickering’s IT Division had 16 employees. II - 5 - 3© 2023 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organization. Context for the IT Capability Study –Executive Summary Context for the IT Capability Study The City of Pickering (“Pickering”) engaged KPMG to complete a study of the current staffing and capabilities within the IT Division and to assess the potential impact of strategic corporate initiatives such as the Digital Strategy, Workforce Modernization and GIS Strategy on the IT Division. The purpose of this project was to develop a workforce estimating tool or model that will enable Pickering to more proactively manage the workload changes over time. The current IT capabilities were expected to be insufficient to support the incremental demand from the business for IT support in the next three years and beyond. Pickering is facing a significant number of external factors impacting workload. The key external factors included the growing number of applications, community growth, increasing complexity of emerging technologies, and legislative changes. The key internal factors are an increasing number of projects related to the Digital Transformation, Business As Usual (BAU) and project demands triggered by the Workforce Modernization initiative, and the need to keep up with emerging technologies through ongoing learning, During this study, KPMG discovered that these internal and external factors are having a negative impact on service levels, the health and wellness of employees, and other risks. Peer Analysis Pickering considered a number of municipalities for inclusion in its peer analysis, before selecting seven that are most comparable to the estimated size of Pickering’s population in three to five years –the planning horizon for the study. These municipalities are deemed to play a similar role in supporting their municipalities’ digital agenda. The information below summarizes each municipality’s size, relative to Pickering’s 2026 estimated population of 114,800 (based on an average annual growth rate of 5%). Based on an analysis of this peer group chosen by Pickering, the size of all seven municipality’s IT divisions are considerably larger than Pickering’s IT Division. Supply and Demand Analysis The study found that Pickering’s 16 IT employees is insufficient to keep up with work demands, as evidenced by the BAU backlog that is equivalent to about 3.67 FTEs (See Appendix A for additional details). With the current BAU increasing every year, Pickering’s IT division will continue to experience an increasing amount of backlog –building up over the upcoming three year period to reach 6.05 FTE’s or about 2 FTEs per year. Due to the overtime, these 16 workers represent 18.35 FTEs. In short, the study suggests that 5 FTE’s are required in 2025 to address the overtime and BAU backlog, and an additional 3 FTEs and 2 FTEs would be required by the end of 2026 and 2027 respectively to keep pace with the growth. Since projects should not be resourced with full-time employees, an additional 2 external resources likely need to be secured to meet the current project workload of 1.96 FTEs.(See Appendix B for a breakdown of the project demand). This project estimate should be reassessed when the 2024 project approvals are complete in Q2 of 2024. NOTES: At the time of the analysis (May to September 2023), Pickering’s IT Division had 16 employees. A full-time equivalent indicates a full-time worker or 1.0 FTEs: 0.5 FTE signals a half-time worker - 6 - 4© 2023 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organization. Context for the Digital Strategy Context for the Digital Strategy Pickering is embarking on a transformational journey to become a municipal leader in citizen-centered digital services. Through the development and execution of a Digital Strategy, Pickering is setting the foundation for future service delivery by establishing a vision, an organization-wide commitment, and clear accountability and actions for the City’s digital future. The Digital Strategy will guide Pickering’s transformation through the approved future investments in people, processes, and technology, enabling the integration of digital technology into all areas of our business –fundamentally changing how we will operate and deliver value to our citizens and other stakeholders. In February 2024, Council approved the recommended Digital Strategy that was based on MNP’s Municipal Technology and Innovation Framework, which uses leading practices for leveraging modern technology to continuously improve municipal services. The three main focus areas of the Digital Strategy are: •Digital Transformation –This involves replacing manual processes with digital processes or replacing older digital technology with newer digital technology. •Technology Governance –This involves organizational change management of how technology is selected, managed and maintained. •Data and Analytics –This involves data architecture, privacy and cyber security. These digital initiatives are expected to commence in mid-late 2024 and may take eight years to fully realize, contingent on securing sufficient staff resources required to implement and support the Digital Strategy. Subsequent years place a significant focus on opportunities to increase digital literacy both for employees as well as the community, and enhancing the City’s ability to use data to make informed decisions. The recommended proposal from MNP Digital Inc. in response to RFP 2022-2 was approved by Council on September 6, 2022 and included in the 2022 Current Budget, which included a request for 12 additional resources to help realize the City’s transformation vision over the next two to five years (a combination of FTEs and contractors, as required). - 7 - 5© 2023 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organization. Define workforce requirements Model the workforce against hypothesis Categorize internal labourReview organization strategy Assess supply & demand Identify future needs 1 2 3 4 5 6 Workforce Model Development Approach –Six Stages Completed Completed Workforce Model Development Scope The workforce model development process has been designed to achieve Pickering’s goal of having a tool for determining the City's staffing needs over the targeted three year period, and refreshing the estimate over time. The scope of the workforce models includes both the business as usual (BAU) activities as well as the project workload that impacts the IT Division. When designing the IT workforce models, we created a separate model for each of the following four teams: •Application Development & Support •GIS •Network Security •Network Support The GIS model was included since it was in transition from the City Development Division to the IT Division. Since a fifth team is expected to be established in the next year, a workforce model ‘template’ was also constructed for a Project team that will report into the IT Division –which will be populated now that a Project Lead has been recruited. This section describes the approach to each stage of the process and presents the findings of all six stages that were completed. In other words, this section summarizes the four workforce models that have been designed and populated with the baseline data for the IT function. Workforce Model Development Completed Completed Completed Completed - 8 - 6© 2023 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organization. Engaging Internal Stakeholders During this project, KPMG engaged key stakeholders on four occasions to complete the process of developing and validating the workforce models for the four IT teams.The description below summarizes the goals and key activities related to each step in the stakeholder engagement process. The Engagement Process to Develop the Workforce Models The third step in the engagement process first involved a meeting to confirm the projects that would impact the various teams. As a follow-up, meetings were held with the IT Division Head and their direct reports to estimate the project demand for the next three years. The discussion also focused on identifying the demand drivers for BAU, weightings of each driver for each role, and the estimated increase of the current BAU activities over the next three years. The outputs of these interviews were used to populate the Step 2 Project Resource Plans, Step 3 Project Demand, and Step 4 BAU Drivers & Demand tabs. The final step in the engagement process was to meet with the IT Division Head and direct reports to review and finalize the model projections as well as populate the Step 6 Workforce Summary. KPMG reviewed the entire model with the direct reports to demonstrate the flow of the model, which included both the supply of labour as well as demand from various sources – overtime, succession planning, project workload, BAU growth over three years and BAU backlog. These inputs were used to facilitate making the final headcount estimating decision. The second step in the engagement process was to interview the IT Division Head and their direct reports to validate factors affecting workload, pain points, and the current supply of labour or headcount documented in the Step 1 Planning Assumptions tab.The data included the roles, employee name, current overtime levels and percentage of time each resource spends on Business as Usual (BAU) as well as project related activities. A peer analysis was also conducted with seven municipalities that were considered comparable to Pickering’s future state in three to five years. KPMG began the engagement process by interviewing the IT Division Head. The purpose of this interview was to obtain a perspective on the key factors or trends impacting workload in the next three years, the implications of these on the current operating model, and any hypotheses related to required headcount increases as input into Step 1 Planning Assumptions and Step 5 Top Down Hypothesis tabs. 03 Identify Needs and Validate Drivers 04 Finalize Model Projections02Validate Current State with Direct Reports01Review Strategy with Leadership - 9 - 7© 2023 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organization. Results of the IT Capability Study The study found that Pickering’s 16 IT employees is insufficient to keep up with work demands, as evidenced by the business as usual (BAU) backlog that is equivalent to about 3.67 FTEs (See Appendix A for additional details).With the current BAU increasing every year, Pickering’s IT division will continue to experience an increasing amount of backlog – building up over the upcoming three year period to reach 6.05 FTE’s or about 2 FTEs per year. Due to the overtime, these 16 workers represent 18.35 FTEs. In short, the study suggests that 5 FTE’s are required in 2025 to address the overtime and BAU backlog, and an additional 3 FTEs and 2 FTEs would be required by the end of 2026 and 2027 respectively to keep pace with the growth. Since projects should not be resourced with full-time employees, an additional 2 external resources likely need to be secured to meet the current project workload of 1.96 FTEs.(See Appendix B for a breakdown of the project demand). This project estimate should be reassessed when the 2024 project approvals are complete in Q2 of 2024. Sub-Team Current FTE (Unadjusted)Current FTE Overtime Current FTE (Adjusted for Overtime) Incremental BAU BAU Backlog(for ’26 /”27)Project Capacity Shortfall 2024 (FTEs) Total Capacity Required for the Planning Period Year 1 ( 2025)Year 2 (2026)Year 3 (2027) IT Division Head 1.00 0.28 1.28 0.00 0.00 0.00 0 0 0 Application Development and Support 3.00 0.07 3.07 0.76 0.77 1.12 1 -Start of the year0.5 -End of the year 0.5 0.5 GIS 2.00 0.36 2.36 0.66 0.4 0.47 1 -Start of the year 0 0 Network Security 2.00 0.43 2.36 1.22 0.5 0.03 2 -Start of the year 0.4 -End of the year 0.4 0.4 Network Support 7.35 1.72 9.21 *3.41 2 0.34 2 -Start of the year2 -End of the year 1 1 Total 15.35 3 18.35 6.05 3.67 1.96 8.9 1.9 1.9 * NOTE: Excludes Community Service resource and Summer Student - 10 - 8© 2023 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organization. Pickering considered a number of municipalities for inclusion in its peer analysis, before selecting seven that are most comparable to the estimated size of Pickering’s population in three to five years –the planning horizon for the study. These municipalities are deemed to play a similar role in supporting their municipalities’ digital agenda. The information below summarizes each municipality’s size, relative to Pickering’s 2026 estimated population of 114,800 (based on an average annual growth rate of 5%). Based on an analysis of this peer group chosen by Pickering, the size of all seven municipality’s IT divisions are considerably larger than Pickering’s IT Division. When adjusted for Pickering’s estimated population of 114,800 in 2026, this peer data suggests a range of 19 to 36 resources. If we assume that Ajax is the most relevant comparator, the results of the Peer Analysis suggest that another 8 resources are required. These results align with KPMG’s study, which also indicates that the City will need 8 additional resources over the next two years to address the current overtime, BAU backlog and growth. The study suggested a phased introduction of these 8 resources over the next two years, with the addition of 5 resources in 2025 and 3 resources by the end of 2026. While the peer analysis offers a current view of the comparator’s staffing levels, the study further evaluated the growth of the IT Division’s BAU workload. This further evaluation suggested that an additional 2 resources would be required by the end of 2027 to manage the projected growth. City Population Size3 IT Division Size Comparability Estimated Headcount for Pickering, when Adjusted for Population Size Differences City of Pickering 99,186 16 Included here for comparison N/A Town of Ajax 126,666 27 Approx. 10% larger than estimate 24 City of Barrie 147,434 51.6 Approx. 30% larger than estimate 36 Town of Chatham-Kent 103,988 40 Approx. 90% of estimate 44* City of Greater Sudbury 166,004 43 Approx. 45% larger than estimate 24 City of Kingston 132,485 55 Approx. 15% larger than estimate 47* City of Lethbridge 98,406 40 Approx. 85% of estimate 46* Town of Milton 132,979 23.6 Approx. 15% larger than estimate 19 Average for Peers 26 Results of the Peer Analysis * NOTE: Chatham-Kent, Kingston and Lethbridge are considerably larger as they are more evolved in their digital journey, and were therefore not included in the average for peers - 11 - 9© 2023 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organization. Implications of the Status Quo Implications of the Status Quo Pickering is reaching a tipping point where “doing more with less” is becoming unsustainable and has triggered some high-risk issues –particularly related to employee wellness, the implementation of Pickering’s Digital Transformation and Workforce Modernization initiatives, and security concerns as Pickering shifts to new ways of working. In the event that no additional headcount is approved, the resulting risks to the IT Division are summarized below. Issue Risks to IT Division Risk Level Inadequate resourcing Insufficient resources can significantly jeopardize Pickering’s Digital Strategy and IT operations. A lack of adequate resources can hinder the successful execution of a robust Digital Strategy, potentially causing missed opportunities for Digital Transformation and innovation. Additionally, day-to-day IT operations, including system maintenance, data protection and cybersecurity, may suffer –leading to inefficiencies and data breaches. High Employee Wellness, due to Overtime With overtime for the IT Division totaling 2.35 FTEs, the risk of stress and burnout associated with trying to meet the increasing workload is extremely high, particularly in Network Support where it represents 1.72 FTEs for the 7 staff members –even with help from a summer student (0.3 FTE). High Project Delays With a project capacity shortfall of 1.96 FTEs, Pickering’s ability to implement projects related to the Digital Transformation and Workforce Modernization will be negatively impacted. If the IT Division is expected to fund these automation projects through its annual budget, there will be negative impacts on BAU as well as other corporate projects. High Security Concerns As the prevalence of cyber threats towards municipalities continues to escalate, the associated risk level also significantly increases. A lack of adequate staffing could potentially result in incidents that pose a reputation risk for Pickering as it compromises the confidence of citizens in the City’s data protection capabilities. It is therefore imperativeto promptly address these vulnerabilities to uphold public trust and ensure the security of residents’ sensitive information. High Low Service Delivery Levels for BAU The Network Support and Application Development and Support teams both referenced the risk to service delivery or quality as employees fail to complete deliverables or meet internal SLAs on time, and incur backlog. The teams also identified risks associated with resiliency and knowledge transfer due to the current lean IT Division. Medium Lack of Talent Management / Staff Development Some employees mentioned that they are not able to remain up-to-date on industry best practices due to a lack of available time to dedicate to professional development.Medium - 12 - 10© 2023 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organization. Future Considerations To ensure the effective utilization of the model moving forward, Pickering should incorporate the following leading practices: Alignment to the Strategic Planning and Budget Process Pickering should consider integrating workforce planning into it’s annual strategic planning and/or budgeting refresh processes. Some organizations have adopted a leading practice of using the workforce model to anticipate the resources required to deliver the strategic priorities –and use this capacity estimate when completing the staffing portion of their annual budgets. A disciplined cadence of regular workforce model updates will ensure that Pickering has deeper insights into its current supply and cost of labour, upon which to base future labour estimates. Regular Updates The workforce model owners should consider updating their team’s workforce models on a scheduled basis (e.g., quarterly), rather than relying on ad hoc updates. This ensures the models remain up-to-date and limits the workload at year-end when preparing the model for the budget process. As an option, in some organizations Human Resources plays a role in triggering the workforce model updates as a follow up to the annual strategic planning process –to ensure that the capacity required in IT to support the business is known. Workforce Model Owners Pickering should consider assigning an owner to each team’s workforce model. The owner of each workforce model would assume all the responsibilities associated with the model including the updates and any scenario analysis. The single owner allows for version control, remains accountable for the model, and ensures that any sensitive information (e.g., retirement information) is not broadly available. Organizational Changes Pickering’s IT Division may consider implementing a more specialized team-based organizational structure. This includes implementing more specialized teams with distinct expertise. This will allow the IT Division to better align resources with strategic goals and will promote a deeper understanding of the City’s IT environment amongst staff. - 13 - Appendix - 14 - 12© 2023 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organization. Driver-Based Estimate The table below summarizes the BAU change and backlog for all IT Divisions. Based on a bottom-up driver based assessment, the BAU is expected to increase by 6.05 FTEs over the 3 year planning period, which equates to about 2 FTEs per year. The current capacity in the IT Division is insufficient to keep up with demand. As a result, there is a backlog that represents 3.67 FTEs overall. Appendix A: BAU Change and Backlog Sub-Team Current FTE (before OT)Current FTE (adjusted for OT)FTE Allocated for BAU Incremental BAU BAU Backlog IT Division Head 1.0 1.28 0 0 •Not applicable Application Development and Support 3.00 3.07 1.84 0.76 •One additional day a week (0.4 FTE) to overcome delay in request work •An additional 2 hours per day to increase the quality of support (0.29 FTEs). •Estimated additional 8% of total time required to allow team members to attend training and development sessions (0.08 FTEs). •Total Backlog of 0.77 FTEs GIS 2.00 2.36 2.13 0.66 •One additional day a week (0.4 FTEs total) for each of the team members to catch up on backlog. •This current unmet tasks depends on how the systems are designed (e.g., upfront automation will ease the workload demands of data uploads in the future, etc.).•Total Backlog of 0.4 FTEs Network Security 2.00 2.43 2.06 1.22 •Estimated 50% additional time for (0.5 FTE) at the beginning of FY24 to overcome patching backlog. •Expectation that current roles will be able to overcome backlog related to updating policies and procedures. •Total Backlog of 0.5 FTEs Network Support 7.35 9.21 7.68 3.41 •Filling Helpdesk Analyst vacancy along with a summer student may still require an additional FTE to manage the current helpdesk ticket backlog (1 FTE). •Require another Systems Administrator, for redundancy (1 FTE). •Total Backlog of 2.0 FTEs Total 15.35 18.35 13.71 6.05 •3.67 FTEs I I I I I - 15 - 13© 2023 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organization. Appendix B: Assess Project Demand Sub-Team Current FTE Average % Time on Projects Adjusted for % Allocated to Projects (FTE) Estimated Project FTE 2023 Estimated Project FTE 2024 Project Capacity Shortfall2023 (FTEs) Project Capacity Shortfall2024 (FTEs) Application Development and Support 3.07 28.33%0.87 1.49 1.93 0.71 1.12 GIS 2.36 10%0.23 0.46 0.69 0.23 0.47 Network Security 2.43 15%0.36 0.73 0.4 0.37 0.03 Network Support 9.21 16.6%1.53 2.13 1.67 0.70 0.34 Total 17.07 2.99 4.81 4.69 2.01 1.96 Project Demand To determine the project demand, the IT Division Head and direct reports validated a list of projects that are currently approved and ‘in flight’. As a next step, this project list was distributed to the team leaders to estimate their 2023 and 2024 hours for each role who will be involved in the project delivery. The table below summarizes the allocation of time for projects that each team has available, as well as the estimated demand or capacity that will be required to deliver the projects –expressed as an FTE for 2023 and 2024. The total project demand is 4.81 FTEs for 2023 and 4.69 FTEs for 2024. As a next step, project capacity shortfall was identified for 2023 and 2024, illustrating that 2 resources would be required to keep up with project demand for 2023 and 2024. Since leading practices suggests that project resources should be external consultants or contractors, it is assumed that full-time dedicated employees are not required to meet this project demand. - 16 - 14© 2023 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organization. Estimated Salary for Recruiting Purposes The salaries of individuals in the information technology industry are impacted by a number of factors, including a global talent shortage triggered by the Great Resignation, that has led to the demand for IT professionals with specialized skills (e.g., AI, cybersecurity, etc.) exceeding the supply –driving up salaries.. In addition, we’ve seen increasing employee expectations since COVID when staff were required to work from home, which has triggered the adoption of flexible work arrangements. It has also contributed to the practice of recruiting staff from larger geographical areas, which has implications for salaries e.g., attracting IT professionals who live in larger cities where higher salaries are paid. In other words, it is difficult to predict whether current IT salaries will be sufficient to retain staff. The chart below presents 2022 salary ranges for IT leadership positions in municipalities, as reflected on the publicized 2022 Sunshine List. Appendix C: Leadership Salary Data from Peer Analysis Work Team Range1 IT Directors / Chief Information Officers $145,000 to $185,000 IT Managers $110,000 to $150,000 Project Leaders $95,000 to $115,000 Application Development & Support Leaders $110,000 to 135,000 Network Support Leaders $100,000 to $125,000 Network Security Leaders $100,000 to $120,000 GIS Leaders $100,000 to $130,000 1.Source –Ontario Sunshine List 2022 - 17 - 15© 2023 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organization. Disclaimer This report has been prepared by KPMG LLP (“KPMG”) for the City of Pickering (“Client” or “the City”) pursuant to the terms of our engagement agreement with Client dated April 19, 2023 (the “Engagement Agreement”). KPMG neither warrants nor represents that the information contained in this report is accurate,complete, sufficient or appropriate for use by any person or entity other than Client or for any purpose other than set out in the Engagement Agreement. This report may not be relied upon by any person or entity other than Client or for any purpose other than set out in the Engagement Agreement.This report may not be relied upon by any person or entity other than Client, and KPMG hereby expressly disclaims any and all responsibility or liability to any person or entity other than Client in connection with their use of this report. The information provided to us by Client was determined to be sound to support the analysis. Notwithstanding that determination,it is possible that the findings contained could change based on new or more complete information. KPMG reserves the right (but will be under no obligation) to review all calculations or analysis included or referred to and, if we consider necessary, to review our conclusions in light of any information existing at the document date which becomes known to us after that date. Significant assumptions are included in the document and must be read to interpret the information presented. Parties using this information assume all responsibility for any decisions made based on the information. No reliance should be placed by Client on additional oral remarks provided during the presentation, unless these are confirmed in writing by KPMG. KPMG have indicated within this report the sources of the information provided. We have not sought to independently verify those sources unless otherwise noted within the report. KPMG is under no obligation in any circumstance to update this report , in either oral or written form, for events occurring after the report has been issued in final form. - 18 - The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation. © 2023 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organization. home.kpmg/ca - 19 - Report to Executive Committee Report Number: CS 15-24 Date: June 10, 2024 From: Laura Gibbs Director, Community Services Subject: Draft Recreation & Parks – Ten Year Plan and Arena Strategy -File: A-1440-001 Recommendation: 1. That Council receive the draft Recreation & Parks - Ten Year Plan, as set out inAttachment 1, for information; 2. That Council endorse the Arena Strategy, as set out in Attachment 2; and, 3.That the appropriate officials of the City of Pickering be authorized to take the necessaryactions as indicated in this report. Executive Summary: The purpose of this report is to share the draft Recreation & Parks - Ten Year Plan (the “Plan”) for information and to present the final Arena Strategy for endorsement. As per Council Resolution #218/23, Monteith Brown Planning Consultants Inc. was retained on June 5, 2023, to undertake the Recreation & Parks - Ten Year Plan, and Arena Strategy for the City of Pickering. The former Recreation & Parks Plan was completed in 2017, and much has changed since that time. The new Ten Year Plan (2024-2034) will inform and guide the City’s future parks and recreation needs and support key decisions on future infrastructure, programs and service delivery. The Plan is designed to address changes in current and future community demographics, changing recreational behaviour patterns and trends, aging community infrastructure, and future areas for growth and development. The scope of the Plan includes: (i)the development of indoor recreation facilities such as community centres, arenas, pools, senior/youth spaces, and sport facilities; (ii) outdoor recreation amenities such as sport fields,sport courts, playgrounds, splash pads, skate parks and community gardens; (iii) parkland,including acquisition to support future growth; and (iv) recreation services such as drop-in and registered programs, partnerships, community development, and related policies. The process included the development of a comprehensive Arena Strategy to address ice usage and facility needs. On April 2, 2024, Council received the draft Arena Strategy and on April 26, 2024, Council approved Resolution #461/24, receiving the Arena Strategy for information. Input on the draft Arena Strategy was sought in May 2024. The Arena Strategy was posted on Let’s Talk Pickering from April 26 through May 23 with an option for residents to share thoughts and provide comments. An Open House was held on May 7 at Don Beer Arena - 20 - CS 15-24 June 10, 2024 Subject: Draft Recreation & Parks – Ten Year Plan and Arena Strategy Page 2 during a hockey try-out evening to engage with ice users. The Arena Strategy and consultation opportunities were promoted widely on the City’s web page and shared with ice user groups and their members. Signage was put up in the two arena lobbies, and a social media campaign was executed through the City’s social media channels. The draft Plan is now complete and is included as Attachment 1 for information. Additional consultation will take place on the draft Plan. The Arena Strategy is now complete and is included as Attachment 2 for endorsement. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities to Advocate for an Inclusive, Welcoming, Safe & Healthy Community, to Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community, to Strengthen Existing & Build New Partnerships; and to Foster an Engaged & Informed Community. Financial Implications: There are no cost implications associated with this report. As strategic action items within the Arena Strategy move forward, those items requiring funding will be further evaluated and brought to Council for its consideration. Larger projects will be incorporated into the City’s Capital Budget Forecast. Discussion: The purpose of this report is to share the final draft Recreation & Parks - Ten Year Plan (the “Plan”) for information prior to its release to the public for a final phase of community consultation, as well as to seek Council endorsement on the Arena Strategy. The Plan contains 100 recommendations, while the Arena Strategy contains a total of eight recommendations. An extensive Community Consultation process was launched on both The Plan and the Arena Strategy in November and December 2023. The engagement campaign included a City-wide survey, two public Open Houses, community pop-ups at various locations in the City, a youth engagement initiative in collaboration with the School Boards, key stakeholder interviews, and Sport/Culture User Groups Feedback sessions. Over 2,200 surveys were completed providing invaluable feedback throughout the process. The entire campaign reached over 15,000 people and was highly successful in engaging the community in the planning process. The Plan will undergo further public and stakeholder engagement from June 26 to July 24, 2024, through Let’s Talk Pickering, and two Open Houses will be held on July 9 and 17, 2024, from 5:30 pm. to 9:30 pm. in the Chestnut Hill Developments Recreation Complex (CHDRC) lobby. The final Plan will be brought back to Council in September 2024. 1. The Plan 1.1 Key Themes - 21 - CS 15-24 June 10, 2024 Subject: Draft Recreation & Parks – Ten Year Plan and Arena Strategy Page 3 Feedback from residents included the following key messages: • Recreation and parks are critical to residents’ well-being. • New indoor spaces and programs are needed to keep pace with a growing population, especially pools and gymnasiums to support the Seaton community. • Demand is increasing for outdoor recreation opportunities such as trail use, racquet sports (tennis/pickleball), skateboarding, basketball, and outdoor skating. • Youth are seeking more after-school recreation and arts-based activities in accessible/convenient locations. 1.2 Draft Plan Recommendations The Plan contains 100 recommendations. The key recommendations are listed below: 1.2.1 Indoor Recreation Facilities • Continue to plan for the design and development of the new Seaton Recreation Complex & Library for 2029. Amenities to be included are a six to eight lane, two tank aquatic centre, triple gymnasium, two-pad arena, indoor track, fitness centre and studio, multi-use program rooms, administration area, destination playground, skate spot, and multiuse sport courts. • Initiate planning for the long-term revitalization of the CHDRC and consider relocating the indoor tennis courts to another location, possibly with an air-supported dome. • Introduce youth programming and space within the CHDRC. • Consider constructing the proposed Seniors & Youth Centre in Pickering’s City Centre prior to 2034. • Gradually reduce the number of community halls through attrition and/or improvements to nearby facilities; no new community halls are recommended. • Examine future programming needs and potential capital replacement of the Dunbarton Indoor Pool. • Prepare a business case to repurpose one racquetball court at the CHDRC for other in-demand uses i.e. group fitness space. • Provide one indoor pickleball court for every 10,000 residents, with a target of 15 indoor courts by 2034. The City will be able to meet its current target of 10 indoor courts through upgrades at the Pickering Soccer Centre (up to 6 courts) and CHDRC (4 courts) and also its 2034 target (15 courts) through the development of the Seaton Recreation Complex & Library. 1.2.2 Outdoor Recreation & Parks Facilities • Continue to advance park development in Seaton and growing neighbourhoods to address growth-related needs (playgrounds, splash pads, courts, etc.). • Earmark the Greenwood Conservation lands and future Seaton district park as locations for multiple sport fields. • Repurpose selected surplus ball diamonds in south Pickering. - 22 - CS 15-24 June 10, 2024 Subject: Draft Recreation & Parks – Ten Year Plan and Arena Strategy Page 4 • Develop up to 19 new outdoor pickleball courts by 2034, including dedicated courts in Diana, Princess of Wales Park, Dave Ryan Community Park, and another location in Seaton. • Continue with plans for a refrigerated skating rink/water feature within City Centre Park. • Consider a covered multi-use pad in Claremont Memorial Park to support extended use for floor sports (ball hockey, skating, etc.), camps, and events. • Work with TRCA to enhance Petticoat Creek Conservation Park as a signature park site for large events/festivals. 1.2.3 Parkland • Adjust the City’s parkland classification system (e.g. new park types in mixed use areas) and parkland dedication requirements identified in Bill 23. • Adopt a minimum City-wide parkland provision target of 1.5 hectares per 1,000 residents through to 2034. • Prepare a Parkland Acquisition Strategy to enhance current and future community access to parks; target the priority areas identified in the Plan. • Establish planning guidelines to evaluate proposals for privately-owned public spaces and strata parks and the need for appropriate legal agreements. • Adopt a “Parkland First” approach that prioritizes parkland conveyance over cash-in-lieu of parkland; actively pursue the direct purchase of land in priority acquisition areas as well as unserviced land with future parkland potential. • Continue to expand and connect the recreational trail network. 1.2.4 Recreation Services • Increase staffing levels by providing targeted leadership courses in aquatics, programs, and camps, and reach out to area school boards to assist. • Establish strategies to assist not-for-profit groups in the recruitment, training, and retention of volunteers to support community-led recreation/sport programs. • Seek sponsors and sustainable funding to reintroduce the Swim to Survive program. • Support the sport and recreation needs of Indigenous Peoples through collaboration with this community and supporting agencies. • Ensure that all public spaces are safe and welcoming spaces for all users and staff, including under-represented populations. • Develop a staff training and development continuum that identifies the necessary knowledge, skills, and competencies for each job type to support staff development and improve readiness for succession planning. • Develop a Ten-Year Staffing Plan that reflects approved levels of service and changes in population-driven service requirements. 2. Arena Strategy In addition to the Plan, the consultants were retained to conduct a comprehensive Arena Strategy (Attachment 2). The purpose of this specialized study was to examine the condition of - 23 - CS 15-24 June 10, 2024 Subject: Draft Recreation & Parks – Ten Year Plan and Arena Strategy Page 5 the City’s ice infrastructure, review current service levels and usage patterns, and review arena needs over a ten-year time horizon. Throughout the process, a number of themes became clear and a total of eight recommendations were identified. 2.1 Key Themes • Arena investment is a lower priority for many Pickering residents. • User groups are satisfied with current service levels. • Aging infrastructure at Don Beer Arena is a growing concern. • The pandemic had a negative impact on ice sport participation. • Organized ice sports are moving from local to regional. 2.2 Arena Strategy Recommendations • Begin planning to replace Don Beer Arena (three pads) with two new ice pads within the Seaton community no later than 2029 – the Seaton Recreation Complex & Library is the preferred site for the new arena. Once a new twin pad opens, the Don Beer Arena site may be disposed of as per the City’s Facilities Renewal Study, with proceeds used to offset the cost of replacement infrastructure. • Maintain Don Beer Arena until such time as the new twin pad facility is open. • Continue to operate and invest in two ice pads at CHDRC. • Consider longer-term arena needs (post 2034) with a focus on Northeast Pickering. • Lower the ice service provision from one ice pad per 500 registered youth participants to 400 to support current and future ice surface needs. • Based on current demand, plan for a provision for four ice pads in 2024 and five ice pads by 2043. • Continue to promote recreational and drop-in programs at CHDRC. • Work with the Town of Ajax to ensure that allocation practices and amounts of ice are consistently applied in both communities. 3. Community Engagement Process An extensive community engagement campaign was launched in November and December, 2023 for the Plan and Arena Strategy which included a City-wide survey (1,374), two public open houses (210), community pop-ups at various locations in the City (570), a Youth engagement initiative in collaboration with the School Boards (827), key Stakeholder interviews, and Sport/Culture User Groups Feedback sessions (26). Over 2,200 surveys were received and even greater input was sought through discussions and interactions with many residents, stakeholders, and user group members. In total, over 15,000 people provided input. 3.1 Consultation on the Arena Strategy Input on the Arena Strategy was sought in May 2024. The Arena Strategy was posted on Let’s Talk Pickering from April 26 through May 23, 2024, with an option for residents to share thoughts and provide comments. An Open House was held on May 7, 2024 at Don Beer Arena - 24 - CS 15-24 June 10, 2024 Subject: Draft Recreation & Parks – Ten Year Plan and Arena Strategy Page 6 during a hockey try-out evening, to engage with ice users. The Arena Strategy and consultation opportunities were promoted widely on the City’s web page and shared with ice user sport groups and their members. Signage was put up in the two arena lobbies, and a social media campaign was executed through the City’s social media channels. A total of 48 people viewed the Arena Strategy online and staff interacted with approximately 50 residents/stakeholders during the Open House. A total of 13 comments were received. Ice user groups shared the following comments: •A new arena site in Seaton will reach more families and is more accessible to the community. •Include space for a pro shop/skate sharpening service. •Include a walking track around the arena, a pool with slide/kids area, and include anaccessible/priority seating area in the arena for seniors/persons with disabilities. •Ensure that the new Seaton Arena is built with modern/new standards and combinedwith other recreational uses, such as pools, gym, running track. •Provide space for ball hockey (two pads) and women’s-only sports. •Agree with direction of building a new arena to serve the community but would like to see new arena built with four pads, not two, or build a third pad at Chestnut Hill Development Recreation Complex. Build NHL regulation-sized rinks to supporttournament hosting. Need space for floor hockey, lacrosse, dodgeball, and indoorpickleball. •Need more sports for toddlers and young kids – swimming programs and competitive sports (hockey/rollerblading), better parks for young kids with interactive structures. •Provide space that is convertible for alternate use and use year around i.e.: pickleball in summer. •Bring disability ice sports to Pickering, more casual gender-neutral ice sports, ensurerestrooms are universal/single stall facilities with open areas for hand washing. •Concern was expressed that it is unrealistic to expect kids to play hockey during earlymornings during the week. Ice booking process should be easier for people wishing to book time. •Concern with the number of ice pads being reduced from 5 pads to 4 pads givenPickering’s population growth and the ability to meet demand, now but especially in thefuture. Ice time is at a premium, and the City should look to support more recreational opportunities not limit them. The City should be adding more ice pads, not taking themaway. As part of the Arena Strategy, staff and the consultants reviewed ice schedules for the five ice pads currently available in Pickering. On a typical week at both Don Beer Arena and CHDRC Arena there are between 35-45 available hours of prime-time ice. Staff have reached out to the Town of Ajax to initiate a collaborative ice allocation process for the 2024/2025 season. Subject to Council's approval, the recommendations outlined in the Arena Strategy will be used by staff to guide strategic planning and decision-making for ice facilities over the next several years. The City remains committed to working with ice stakeholders to ensure that their annual ice needs continue to be met and that ice usage continues to grow and flourish. - 25 - CS 15-24 June 10, 2024 Subject: Draft Recreation & Parks – Ten Year Plan and Arena Strategy Page 7 4.Next Steps Further consultation will occur in July 2024 to garner feedback from residents and key stakeholders on the draft Plan. The Plan will be available on the Let’s Talk Pickering site from June 26 to July 24, 2024, to receive feedback and input. Two Open Houses will be held on July 9 and 17, 2024 from 5:30 pm to 9:30 pm in the Chestnut Hill Developments Recreation Complex Lobby for those wishing to interact with staff in person and provide feedback on site. Feedback will be consolidated and brought back to Council in September. Attachments: 1.Draft Recreation & Parks - Ten Year Plan 2.Arena Strategy Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Marilou Murray Laura Gibbs MBA, MSc. Manager of Community Services Director of Community Services Administration & Strategic Initiatives LG:mm Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 26 - Attachment 1 to Report CS 15-24 - 27 - City of Pickering Recreation & Parks – Ten Year Plan (2024 – 2034) DRAFT May 2024 - 28 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) i Table of Contents Acknowledgements ................................................................................. iii Executive Summary .................................................................................. v 1. Introduction ........................................................................................... 1 1.1 About the Ten Year Plan .................................................................................... 1 1.2 Study Process .................................................................................................... 2 1.3 Needs Assessment Methodology ....................................................................... 3 2. Community Context and Growth ......................................................... 6 2.1 Benefits of Recreation and Parks ....................................................................... 6 2.2 Recent Accomplishments ................................................................................... 8 2.3 Planning for Growth ........................................................................................... 9 2.4 Other Demographic Considerations ................................................................. 12 2.5 Leading Studies and Corporate Reports .......................................................... 14 2.6 Recreation and Parks Trends and Best Practices ............................................ 14 2.7 Preliminary Research Findings ........................................................................ 15 3. Community Engagement .................................................................... 19 3.1 Overview .......................................................................................................... 19 3.2 Summary of Public Input .................................................................................. 20 3.3 Summary of City Input ...................................................................................... 25 4. Strategic Framework .......................................................................... 29 5. Indoor Recreation Facilities ............................................................... 32 5.1 Recreation and Community Centres ................................................................ 32 5.2 Arena Facilities ................................................................................................. 44 5.3 Indoor Pools ..................................................................................................... 45 5.4 Gymnasiums .................................................................................................... 50 5.5 Indoor Fitness Spaces ..................................................................................... 52 5.6 Indoor Sport Facilities ...................................................................................... 53 5.7 Requests for Other Types of Facilities ............................................................. 58 6. Outdoor Recreation and Park Facilities ............................................ 60 6.1 Soccer and Multi-Use Fields ............................................................................ 60 6.2 Ball Diamonds .................................................................................................. 64 6.3 Cricket Pitches ................................................................................................. 67 6.4 Tennis Courts ................................................................................................... 68 6.5 Pickleball Courts .............................................................................................. 70 6.6 Basketball Courts ............................................................................................. 74 6.7 Splash Pads and Outdoor Aquatics ................................................................. 76 6.8 Outdoor Ice Rinks ............................................................................................ 79 6.9 Skateboard Parks ............................................................................................. 80 6.10 Playgrounds ..................................................................................................... 83 6.11 Outdoor Fitness Equipment.............................................................................. 84 6.12 Community Gardens ........................................................................................ 85 6.13 Off-Leash Dog Areas ....................................................................................... 87 - 29 - ii City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 6.14 Outdoor Event Spaces ..................................................................................... 89 6.15 Beach and Waterfront Facilities ....................................................................... 90 6.16 Other Outdoor Facilities ................................................................................... 92 7. Parkland .............................................................................................. 94 7.1 Planning Context .............................................................................................. 94 7.2 School Board Consultation ............................................................................... 95 7.3 Parkland Provision ........................................................................................... 97 7.4 Parkland Policy .............................................................................................. 120 7.5 Park Design, Maintenance, and Renewal ...................................................... 135 7.6 Recreational Trails ......................................................................................... 139 8. Recreation Service Delivery ............................................................. 144 8.1 Overview ........................................................................................................ 144 8.2 Sustaining Service Delivery............................................................................ 145 8.3 Expanding Programs and Services in a Growing Community ........................ 150 8.4 Increasing Participation of Diverse and Under-represented Residents .......... 154 8.5 Supporting a High-Performing Staff Team ..................................................... 158 9. Implementation ................................................................................. 162 9.1 Plan Evaluation and Monitoring...................................................................... 162 9.2 Financial Considerations ................................................................................ 163 9.3 Implementation Strategy ................................................................................ 165 Appendix Appendix A: Project Alignment Appendix B: Trend and Best Practice Review Appendix C: Analysis of Public Input Appendix D: Asset Inventory and Mapping Appendix E: Supporting Materials for Facility Needs Assessments (Trends, Input, Usage) Appendix F: Types of Partnerships and Approaches to Evaluation Appendix G: Description of Existing Park Type Appendix H: Parkland Policy Background - 30 - iii Acknowledgements We appreciate the valuable input provided by Pickering residents, community groups, and partners into this Recreation & Parks – Ten Year Plan. We also recognize the insightful contributions from elected officials and staff of the City of Pickering. Your passion for our recreational spaces and parks has been instrumental in crafting a plan that truly reflects the needs and aspirations of our community. City of Pickering Council (2022-26) Mayor Kevin Ashe Maurice Brenner, Regional Councillor - Ward 1 Linda Cook, Regional Councillor - Ward 2 David Pickles, Regional Councillor - Ward 3 Lisa Robinson, City Councillor - Ward 1 Mara Nagy, City Councillor - Ward 2 Shaheen Butt, City Councillor - Ward 3 City of Pickering Working Group Laura Gibbs, Director, Community Services Brian Duffield, Director, Operations Richard Holborn, Director, Engineering Services Marilou Murray, Manager, Community Services Administration & Strategic Initiatives Vince Plouffe, Division Head, Operations Services Rob Gagen, Manager, Parks & Property Arnold Mostert, Manager, Landscape & Parks Development Blaine Atwood, Senior Coordinator, Capital Assets Michael Cain, Supervisor, Safety, Security & Well-Being Karen Coleman, Manager, Recreation Services Kevin Hayes, Manager, Facilities Maintenance Paul Wirch, Principal Planner, Policy Chantal Whitaker, Manager, Sustainability & Strategic Environmental Initiatives Nicole Hann, Coordinator, Public Affairs & Corporate Communications Jaclyn San Antonio, Senior Advisor, Diversity, Equity & Inclusion Kelly Generoso, Administrative Assistant Project Consultants Monteith Brown Planning Consultants Ltd. Tucker-Reid & Associates MJMA Architecture & Design (Arena Strategy) Largo Facility Management (Arena Strategy) City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) - 31 - iv City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Land Acknowledgment We acknowledge that the City of Pickering resides on land within the Treaty and traditional territory of the Mississaugas of Scugog Island First Nation and Williams Treaties signatories of the Mississauga and Chippewa Nations. Pickering is also home to many Indigenous persons and communities who represent other diverse, distinct, and autonomous Indigenous nations. This acknowledgement reminds us of our responsibilities to our relationships with the First Peoples of Canada, and to the ancestral lands on which we learn, share, work, and live. - 32 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) v Executive Summary Pickering is a fast-growing and culturally-diverse community within the Greater Toronto Area, offering a blend of urban and rural settings along a picturesque Lake Ontario waterfront. The City boasts high quality parks, recreation, and culture programs and facilities that contribute to the personal health and wellbeing of residents and the community is so many ways. This Recreation & Parks – Ten Year Plan establishes progressive directions that support the City and community stakeholders in delivering responsive and sustainable facilities and services. Specifically, the Plan provides direction and guidance for managing parks and recreation programs, infrastructure, and investment in a fiscally responsible manner to the year 2034. In doing so, the plan identifies the general types, quantities, locations, and timing of recreation services, facilities, and parks that are required to serve existing and future populations. It also considers the timing and priority of the recommendations, along with implementation strategies. Rapid and significant population growth is the single biggest challenge that the City will face in the coming years. Over the ten-year projection period of this study (2024-34), the City is projected to grow to approximately 149,000 persons – growth of 45%.1 This Ten Year Plan will help position the City to respond to this growth, deliver efficient, inclusive, relevant, and valuable municipal services and, at the same time, remain fiscally prudent. In charting a course for the next decade, the Plan: •provides guidance on maintaining service levels in the face of rapid population growth, mostnotably for recreation facilities and parkland provision; •considers emerging activities where supported by demonstrated needs, including both structured and unstructured recreational activities; •identifies options for addressing aging infrastructure; •includes a comprehensive Arena Strategy (under separate cover) that identifies future needs and provision strategies; •offers new approaches for maximizing parkland supplies within growing neighbourhoods; •provides direction on how to unlock the benefits of participation for all, including under- represented populations; and •provides tools for managing a broad range of partnerships and relationships that buildcommunity capacity and enhance public access to quality services. 1 City of Pickering. Detailed 20 Year Population Forecast. March 2023. - 33 - vi City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) A comprehensive public and stakeholder engagement program was initiated to ensure that the Plan responds to local aspirations, values, and priorities. Where appropriate, additional consideration was also given to participation trends, leading practices, socio-demographic data, and growth projections. There is much to be learned from the input provided by Pickering’s youth, residents, and organizations. Just some of the key themes that emerged from the engagement program include: •Recreation and parks are critical to resident wellbeing. 92% of residents agree that Cityof Pickering recreation facilities are important to their quality of life. •New indoor spaces and programs are needed to keep pace with a growing population,especially pools and gymnasiums in the Seaton area. •Outdoor recreation demands are on the rise, such as trail use, racquet sports (tennis,pickleball, etc.), skateboarding, basketball, outdoor skating, and more. •Youth are seeking more after-school recreation and arts-based activities in accessible and convenient locations. Pickering strives to be a complete, world class city...inclusive, connected, caring and prosperous. A key part of this corporate vision is recognizing the important contributions that recreation and parks services make to the community’s health, wellbeing, and overall quality of life. These services also benefit other community priorities and the public realm, such as active transportation, climate change mitigation, social equity, economic growth and tourism, environmental health, and more. Recreation and parks are worthy of sustained investment and enhanced focus. To inform the recommendations of this Ten Year Plan – as well as future decisions related to its implementation –a strategic framework has been developed. Vision for Recreation and Parks: Responsive recreation and park services that foster an active, inclusive, and connected community where everyone can participate. Core Principles: 1.Exceptional Service2.Financial Sustainability 3.Equity, Diversity, and Inclusion 4.Community Connectivity and Belonging5.Adaptable and High Quality Spaces6.Environmental Leadership and Innovation7.Collaboration and Partnerships 8.Personal and Community Wellbeing - 34 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) vii Within the Ten Year Plan are 100 recommendations, organized by subject area and summarized in Section 9 (Implementation), along with timing and funding considerations. While the Plan identifies many key priorities, the most important indoor recreation requirement in the short-term is the delivery of the Seaton Recreation Complex & Library – a multi-use facility that will serve as the heart of the Seaton community and be accessible by residents and visitors of all ages and abilities. Other notable priorities are summarized below (see Section 9 for a complete listing). A.Indoor Recreation Facilities i.initiate planning for the long-term revitalization of the Chestnut Hill Developments Recreation Complex (CHDRC) and consider relocating the indoor tennis courts to another location, possibly within an air-supported dome ii.introduce youth programming and space within the CHDRC iii.consider constructing the proposed Seniors & Youth Centre in Pickering’s City Centre prior to 2034 iv.gradually reduce the number of community halls through attrition and/or improvements to nearby facilities; no new community halls are recommended v.examine future programming needs and potential capital replacement of the Dunbarton Indoor Pool vi.prepare a business case to repurpose one racquetball court at the CHDRC for other in- demand uses (e.g., group fitness space, etc.) vii.Provide one indoor pickleball court for every 10,000 residents with a target of 15 indoor courts by 2034. B.Arena Strategy (under separate cover) i.begin planning to replace Don Beer Arena (3 pads) with two (2) new ice pads within theSeaton community no later than 2029 – the Seaton Recreation Complex & Library is thepreferred site for the new arena ii.once a new twin pad opens, the Don Beer Arena site may be disposed of as per the City’sFacilities Renewal Study, with any proceeds to offset the cost of replacement infrastructure iii.a second site may be required for a multi-pad arena beyond 2034, possibly in NortheastPickering iv.work with the Town of Ajax to ensure that allocation practices and amounts are consistently applied in both communities C.Outdoor Recreation and Park Facilities i.continue to advance park development in Seaton and growing neighbourhoods to addressgrowth related needs (playgrounds, splash pads, courts, etc.) ii.earmark the Greenwood Conservation lands and future district park as locations for multiple sport fields iii.repurpose selected surplus ball diamonds in south Pickering iv.develop up to 19 new outdoor pickleball courts by 2034, including dedicated courts inDiana, Princess of Wales Park, Dave Ryan Community Park, and another location in Seaton - 35 - viii City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) v.continue with plans for a refrigerated skating rink/water feature within City Centre Park vi.consider a covered multi-use pad in Claremont Memorial Park to support extended use forfloor sports (ball hockey, skating, etc.), camps, and events vii.work with the TRCA to enhance Petticoat Creek Conservation Park as a signature park site for large events and festivals D.Parkland i.adjust the City’s parkland classification system (e.g., new park types in mixed use areas)and parkland dedication requirements identified in Bill 23 ii.adopt a minimum City-wide parkland provision target of 1.5 hectares per 1,000 residents through to 2034 iii.prepare a parkland acquisition strategy to enhance current and future community accessto parks; target the priority areas identified in the plan iv.establish planning guidelines to evaluate proposals for privately-owned public spaces (POPs) and strata parks and the need for appropriate legal agreements v.adopt a “Parkland First” approach that prioritizes parkland conveyance over cash-in-lieuof parkland; actively pursue direct purchase of land in priority acquisition areas andunserviced land with future parkland potential vi.continue to expand and connect the recreational trail network E.Recreation Service Delivery i.increase staffing levels by providing targeted leadership courses in aquatics, programs,and camps; reach out to area school boards to assist ii.establish strategies to assist not-for-profit groups in the recruitment, training, andretention of volunteers to support community-led recreation and sport programs iii.seek sponsorships and sustainable funding to reintroduce the Swim to Survive program iv.support the sport and recreation needs of Indigenous Peoples through collaboration withthis community and supporting agencies v.ensure that all public spaces are safe and welcoming spaces for all users and staff,including under-represented populations vi.develop a staff training and development continuum that identifies the necessaryknowledge, skills, and competencies for each job type to keep staff performing at a highlevel and improve readiness for succession planning vii.develop a Ten-Year Staffing Plan that reflects approved levels of service and changes inpopulation-driven service requirements Active implementation of the Recreation & Parks – Ten Year Plan is fundamental to its success. This requires coordinated efforts and a commitment from Council, staff, user groups, and the public, as well as a variety of funding sources. - 36 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) ix - 37 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 1 1. Introduction 1.1 About the Ten Year Plan Informed by extensive research and consultation with the community, the City of Pickering last prepared a Recreation and Parks Plan in December 2017. This plan has served as an effective guide for facility development, park planning, and service delivery since that time. However, much has changed in the past seven years. The City is now planning for additional growth beyond that contemplated in past plans, with new residents – many with diverse cultural backgrounds – moving to Pickering every day. New recreation activities have emerged and others have grown in popularity, partly fueled by the pandemic and greater time spent outdoors and in smaller group settings. Opportunities to secure parkland for future generations through the development process have been reduced (most recently through Bill 23), necessitating new approaches for community building. Furthermore, the City’s inventory of parks and recreation facilities is now a bit older, requiring greater attention to renewal and revitalization. The time has come to update the Recreation and Parks Plan and establish progressive directions that support the City and community stakeholders in delivering responsive and sustainable facilities and services. More specifically, this Ten Year Plan provides direction and guidance for managing parks and recreation programs, infrastructure, and investment in a fiscally responsible manner for the period of 2024-2034. In doing so, the plan identifies the general types, quantities, locations, and timing of recreation services, facilities, and parks that are required to serve existing and future populations. It also considers the timing and priority of the recommendations, along with implementation strategies. As noted in the City’s Corporate Strategic Plan, rapid and significant population growth is the single biggest challenge that the City will face. Over the ten-year projection period of this study (2024-34), the City is projected to grow to approximately 149,000 persons – growth of 45%. A goal of this Ten Year Plan is to help position the City to respond to this growth, deliver efficient, inclusive, relevant, and valuable municipal services and, at the same time, remain fiscally prudent. - 38 - 2 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Notable amenities and services addressed within the plan include (but are not limited to): •indoor recreation facilities such as community centres, arenas2, pools, seniors and youth space, sport facilities, and more; •outdoor recreation amenities such as sports fields, sport courts, playgrounds,splash pads, skate parks, community gardens, and more; •parkland, including future requirements across Pickering and within strategicgrowth areas (note: this Ten Year Plan will serve as a parks plan as required bythe Planning Act); and •recreation services, such as drop-in and registered programs, policies and practices, community supports, and more. This Ten Year Plan is being prepared with the assistance of a consulting team and being informed by a wide-ranging engagement program targeting input from both internal (City staff, Council) and external (public, service providers) stakeholders. Additional consideration was also given to participation trends, leading practices, socio- demographic data, and growth projections. 1.2 Study Process The Recreation & Parks – Ten Year Plan establishes an approach to planning for the provision of recreation and parks facilities and services across the entire City of Pickering. Its focus is on recreation and parks facilities owned and/or operated by or in partnership with the City that support participation in sport, recreation, and leisure activities. This includes places and spaces that facilitate both structured and unstructured recreational experiences for the benefit of individuals and communities. The methodology involved the preparation of a series of interim reports that build the foundation for the full plan, prepared by the Consulting Team and overseen by the City’s inter-departmental Steering Committee. This includes: (1) an Internal Consultation Report outlining key issues and priorities identified by City officials and staff; (2) a Situation Analysis Report containing demographic profiles of the City, facility inventory details, trends research, and summaries of related policy documents; (3) a Community Consultation Report summarizing the results of the initial phase of public and stakeholder consultation; and (4) a Needs Assessment Report containing evidence- based assessments for all in-scope facilities and services. The Recreation & Parks – Ten Year Plan was formed from these reports and includes a multi-year implementation strategy that identifies synergies and priorities across the city and for all facility types. 2 Note: Supported by the Ten Year Plan but delivered under separate cover is an Arena Strategy, a key initiative that was recommended within the 2017 Recreation and Parks Plan. - 39 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 3 Figure 1: Ten Year Plan Deliverables Additionally, an Arena Strategy was developed concurrently with the Ten Year Plan. Although the Arena Strategy is a distinct deliverable, the Ten Year Plan’s internal and external consultation program was designed to inform both studies. 1.3 Needs Assessment Methodology Creating a sustainable and equitable network of recreation facilities and parks for all community members requires considerable research and direction-setting. Regular monitoring and adjustments may be required as needs can be relative and may vary according to the type of facility and the communities they serve. In all cases, equity of access is the primary objective – ensuring that all residents have appropriate access to municipal recreation facilities and parks based on their interests. This Ten Year Plan employs a standards-based gap and provision analysis that will help Pickering identify and plan for new parks and facilities as the city grows and needs evolve. Provision targets incorporating a multitude of variables (e.g., current service levels, socio-demographic and growth factors, public and stakeholder input, trends research, municipal benchmarking, municipal policy, etc.) have been established through an understanding of current service levels, usage, and demand indicators. Examples of provision target types include: •Total Population: Used to assess facilities that serve people of all ages, such as recreation complexes. •Target Population: Used to assess facilities that serve distinct age groups, suchas youth-based facilities. •Registered Participants: Used to assess facilities that are mostly used throughpermitted rentals, such as arenas and sports fields. In t e r i m R e p o r t # 1 Internal Consultation (September 2023) In t e r i m R e p o r t # 2 Situation Analysis (October 2023) In t e r i m R e p o r t # 3 Community Consultation (January 2024) In t e r i m R e p o r t # 4 Needs Assessment (April 2024) Recreation & Parks – Ten Year Plan - 40 - 4 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) •Geographic Distribution: Used to assess facilities with localized service areasto which residents may reasonably expect to walk or bike, such as playgrounds and outdoor courts. The provision targets are evaluated against the spatial distribution and growth factors to determine potential gaps and needs now and into the future. To support this analysis, a comprehensive, integrated inventory of parks and facilities was prepared. It is vital that the City keep this inventory up-to-date to support future planning efforts and track progress. All targets are intended to be applied flexibly and may be modified over time to remain responsive to local needs. Different targets may be established for unique circumstances, such as stable and growing communities with different urban structures. They are not intended to be strictly adhered to at the local level as each community may have different needs based on its unique characteristics. - 41 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 5 - 42 - 6 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 2.Community Context and Growth This section provides summaries of supporting research, including the City’s demographic characteristics and growth forecasts. The implications of this information on facility and park planning are substantial and will assist in identifying key geographic areas and population groups that should be priorities for future investment. 2.1 Benefits of Recreation and Parks Access to recreation and parks services is a fundamental human need in all ages and stages of life. People participate in recreational activities for fun, enjoyment, fitness and health, social interaction, creative expression, a desire to connect with nature, relaxation and to enhance their quality of life. Most people also understand and support the beneficial role that recreation and parks play in community development. Recreation, parks, and related service providers play an important role in collectively enabling residents and families to reach their full potential. Each organization has an inherent responsibility to understand and respond to local social, environmental, and economic issues. Their role is to engage as many residents as possible in healthy and active pursuits, and to inform, educate, engage, and activate residents toward the common community good. All recreation and parks facilities and the services they provide play a role in placemaking, socialization, inclusion, physical activity, culture, and the city's history. Many also address key drivers such as beautification, environmental stewardship, and poverty reduction, all of which serve to position Pickering as a great city. Recreation and parks facilities and services also help build strong neighbourhoods and improve quality of life for residents. An effective combination of recreation spaces and parks in the right places can have a significant impact on resident interaction, community building, and positive social outcomes. A study “The Price of Inactivity: Measuring the Powerful Impact of Sport, Physical Activity and Recreation (SPAR) in Canada” was released in 2023 by the Canadian Parks and Recreation Association and the Canadian and Fitness Lifestyle Research Institute. Summarized below, this data and the respective impacts on Canadian society are compelling and can assist all levels of government and related organizations make evidenced-based decisions on investments in recreation and culture. - 43 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 7 Table 1: Summary of the Impact of Sport, Physical Activity, and Recreation in Canada Social Health •SPAR contributes $13.6 billion in •Physical inactivity accounts for $3.9 billionvolunteerismof annual healthcare expenditures •27% of Canadian adults actively volunteer •Certain conditions like heart disease,in SPAR related activities diabetes, obesity, anxiety, and depression • • • 76% of Canadians feel welcomed andincluded through SPAR activities Programs, especially engaging olderadults have the potential to reduce isolation and loneliness and improvesocial cohesion 69% of Canadians agreed that SPARcontributes to reduction in harmfulbehaviours such as suicide ideation • disproportionately affect equity-seekingpopulations, such as women, older adults,Indigenous persons, those withdisabilities and individuals from theLGBTQ2S+ community Physical inactivity is a risk factor formental illness; the cost associated withtreating depression in Canada isapproximately $409 million annually. A10% decrease in physical inactivity canreduce this cost by 17.3% •SPAR has the potential to enhancecognitive function and overall mentalhealth, crucial for quality of life andcommunity prosperity Economy Environment • • • • SPAR contributes $37.2 billion toCanada’s economy Retail sales of SPAR products reached$23.3 billion in 2022, a 7% increase from the previous year, contributing $21.5billion to GDP The amusement, recreation, and sportsector added 42,728 jobs in 2022compared to 2021 (not including thepublic sector) Canadian governments invested $2 billion in SPAR infrastructure in 2022, with $1.5 • • • The replacement value of replacing SPARinfrastructure is estimated at $42.5 billionannually If 1% of Canadians switched from car useto active transportation, $564 millioncould be saved in greenhouse gasemissions A 2% increase in bicycle infrastructureinvestment can prevent up to 18premature deaths and reduce carbonemissions by up to 142,000 tonnes over10 years billion coming from municipalities. Somemunicipal investment could be fromfederal or provincial/territorial funding(e.g., through grants and contributions) The benefits of participation in recreation for individuals and communities are well documented. By focusing on key community priorities and monitoring progress, recreation and parks facilities are important indicators of Pickering’s success. - 44 - 8 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 2.2 Recent Accomplishments Recreation and park facilities are vital contributors to strong, vibrant communities and help residents to achieve many of their personal goals. Pickering boasts high quality parks, sports fields, recreation and culture programs, and major parks and facilities such as the Chestnut Hill Developments Recreation Complex, Don Beer Arena, Pickering Museum Village, Pickering Soccer Centre, Petticoat Creek Conservation Park, and much more. These recreation and park services contribute to the personal health of residents as well as the wellbeing of the Pickering community. In recent years, the City has initiated and completed several significant projects – many that were advanced through the 2017 Plan – including (but not limited to) the following. a.Construction has begun on the Pickering Heritage & Community Centre, a new multi-use hub offering space for programs, events, and exhibitions. b.Planning is beginning on the Seaton Recreation Complex & Library, with the design process set to start in 2024, followed by construction starting in 2026. c.The Pickering Soccer Centre was reopened following significant damage from a winter storm. d.Council has confirmed the construction of City Centre Park (consisting of a water feature/skating rink, pavilion, public art, vendor space, etc.) as a priority; Phase 2 of the City Centre Project (including the proposed Senior & Youth Centre and Performing Arts Centre) has been deferred until 2028 for future consideration. e.The City has initiated negotiations with the Toronto and Region Conservation Authority to enhance park amenities and year-round programming within Petticoat Creek Conservation Park project. f.City of Pickering recreation programming has been expanded in Claremont and implementation continues on the Claremont Memorial Park concept plan. g.Restoration and rehabilitation of Rotary Frenchman's Bay West Park has been completed and work will soon begin on Beachfront Park. h.The West Shore Skate Spot opened in 2022. i.The running track at Beverley Morgan Park was recently replaced. j.Pickleball lines have been added to several tennis courts and the City is in process of adding 4 new (shared) pickleball courts in Shadybrook Park. k.Dunmoore Park tennis courts are being reconstructed this year. l.Various playground improvements have been completed across the city and more are underway. m.Planning and development of many new community parks, neighbourhood parks, and village greens for the Seaton community are underway. n.The Region is advancing planning for the Durham Meadoway, a proposed pedestrian and cycling route and linear park across Durham Region. - 45 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 9 2.3 Planning for Growth Until recently, population growth in Pickering has been quite. This has begun to change with the development of the Seaton community in Central Pickering and residential intensification within the City Centre and Kingston Road corridor. Between the 2016 and 2021 Census periods, the City grew from 91,771 to 99,186 persons. This is a five-year growth rate of 8%, representing an average annualized growth rate of 1.6%. Durham Region also grew by 8% over the same period. An estimate of 103,000 persons for 2024 will be used as a baseline population for this Ten Year Plan3. Pickering is set to undergo substantial growth in the years to come. Over the ten-year projection period of this study (2024-34), the City is projected to grow to approximately 149,000 persons – growth of 45%. By 2042, this figure is forecasted to grow to 185,044 – growth of 80% from 20244. The Region has also set a longer-term population forecast for Pickering of 256,370 persons by 2051 – this would require an expansion of the current urban area boundary.5 Part of this growth is attributed to the provincial housing target of 13,000 units to be achieved by 2031, an average of 1,300 units per year for the next decade. These forecasts are much higher than previous estimates, including the ones included in the 2017 Plan. Figure 2: City of Pickering Population Forecast for 2022 to 2042 Source: City of Pickering. Detailed 20 Year Population Forecast. March 2023. Planned population growth is allocated to new communities and strategic growth areas. This includes the Seaton community in central Pickering, which will be home to 70,000 new residents within a more traditional greenfield subdivision (featuring mixed housing 3 Rounded from the 2024 estimate of 102,919 persons from the City of Pickering Detailed 20 Year Population Forecast (March 2023). 4 City of Pickering. Detailed 20 Year Population Forecast. March 2023. 5 Region of Durham. Envision Durham: Official Plan (adopted). May 2023. 100,000 118,091 139,430 163,350 185,044 90,000 100,000 110,000 120,000 130,000 140,000 150,000 160,000 170,000 180,000 190,000 2022 2027 2032 2037 2042 - 46 - 10 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) styles and designated employment lands), integrated with a thriving agricultural community and an extensive Natural Heritage System. Furthermore, higher density residential intensification is planned for the City Centre, Brock Road, and Kingston Road Corridor area, which are intended to be compact, walkable, close to transit, and environmentally sustainable communities. The following map and table illustrate planned population growth to 2042 by neighbourhood based on active residential development applications and potential growth on vacant lands. Figure 3: Projected Population Change by Neighbourhood, 2022 to 2042 - 47 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 11 Recreation and parks facilities and services are essential to fostering complete communities, including areas that are beginning to experience residential intensification. Within these areas, more compact urban built forms (e.g., condominium towers, townhouses, etc.) are becoming more common, resulting in higher population densities and putting pressure on existing systems such as recreation centres and parks. Planning for this transformation has been many years in the making and remains ongoing. Life in mixed use areas with mid- to high-rise buildings will differ in several ways to that in traditional suburban neighbourhoods and people will interact with public space differently. Some of the anticipated considerations of these changes are noted below. •As the amount of private space shrinks, the public realm will increasingly becomean extension of people’s homes. Higher quality and more robust public amenities will be required, including “third places” where people can gather and socialize freely. •Given housing affordability challenges, families are likely to turn to condoownership as places to raise their children, placing pressure on recreation programs (e.g., swimming, etc.) and park spaces. The lack of backyard spacewill create challenges and place greater importance on the ability of public spaceto serve more people, more often, and in different ways. •Condo amenities can include leisure-activity spaces; however, these are not typically supervised or programmed in the same way as municipal facilities and will be generally be smaller and of variable quality. •Active transportation routes (trails, cycling corridors, etc.) and public transit thatconnect residents to key recreation and park destinations in other locations of the city will be vital to ensuring that residents have ready access to amenities and activities that are not possible to provide locally, such as sports fields andexposure to more naturalized settings. •Higher-order facilities such as recreation complexes, artificial turf fields, event venues, etc. may be more viable within high density areas due to the largermarket. However, land economics suggest that building footprints will need to besignificantly smaller, creating the need for multi-storey construction, reducedspace allocations, less parking, and space-saving partnerships. Conversely,there may be requests for extended hours and services. •Public spaces will be more diverse, accessible, flexible, dynamic, and safe,supporting year-round public life and setting the stage for daily social interactionand community building. As a Smart21 Community, Pickering will also seek toenhance and expand connectivity to Wi-Fi, digital sources, social media, eSports, artificial intelligence, virtual and self-serve technologies, and more within its public spaces and facilities. •In general, the changes in built form and population growth associated with thesegrowth areas will require innovative and integrated approaches to the funding - 48 - 12 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) and delivery of recreation services, including partnerships, co-locations, and more. New space and facilities should keep pace with growth to ensure that residents and workers will be served by new, improved, and expanded recreation facilities and parks. The City's ability to grow depends on responding to the demand for new or additional services and facilities in a timely and coordinated way. 2.4 Other Demographic Considerations Age Age is an important factor for planning recreation facilities and parks. While 26% of Pickering’s population is represented by adults ages 35 to 54 years, the size of this age cohort has been declining over the past 10-years as older adults (38%) and seniors (43%) have experienced the most significant increases (2021 Census). With the exception of youth who have decreased by a rate of 14%, the City has experienced an increase in each of the other age cohorts between 2011 and 2021. Pickering’s 40.8-year median age is slightly older than that of Durham Region (40.0 years), but younger than that of the Province (41.6 years). The following table and figure show the distribution and growth of Pickering’s population over the past three census periods. Table 2: Population by Age Group, City of Pickering (2011 to 2021) Age Cohort 2011 2016 2021 Change from 2011-2021 Children (ages 0 to 9) 9,035 9,455 10,785 19% Youth (ages 10 to 19) 13,425 11,750 11,530 -14% Young Adults (ages 20 to 34) 15,845 17,610 19,525 23% Adults (ages 35 to 54) 27,910 25,930 26,040 -7% Older Adults (ages 55 to 74) 17,945 21,575 24,800 38% Seniors (ages 75 and over) 4,550 5,470 6,525 43% Total 88,720 91,771 99,186 12% Median Age 40.7 41.6 40.8 0% Source: Statistics Canada, Census of Canada Looking forward to the year 2051, the population in Durham Region (and – by extension –Pickering) is forecasted to continue to get older, with the number of seniors (age 75+)expected to grow faster than all other age cohorts. Age-specific forecasts are not available only for the City of Pickering and it is possible that Pickering will experience different rates of growth across its age spectrum as development occurs within the city’sstrategic growth areas and new communities. - 49 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 13 Figure 4: Durham Region, Total Population Forecast Shares by Major Age Group, 2021 to 2051 Source: Region of Durham, Region-Wide Growth Analysis Technical Report (June 2021) Income Research has found that income levels influence (or at least are an indicator of) participation levels in recreation and sport opportunities. 2021 Census data indicates that the City’s median household income of $118,000 ($102,000 after-tax) was 10% higher than the Durham Region median and 30% above the provincial median. The City’s median household income rose by 18% from five years prior. Higher incomes can contribute to high expectations for recreation facility provision and service delivery. Municipalities are mindful of offering more low-to-no cost recreation offerings where possible. While Pickering’s households have higher incomes than most communities, the City provides several accessible low cost and subsidized recreation programs for residents. Income disparity is a growing concern in many Ontario communities as less affluent individuals are less likely to participate in leisure activities than their more affluent peers. Municipalities are mindful of offering more low-to-no cost recreation offerings where possible. In 2020, Pickering had 2,870 residents living below Statistics Canada’s low-income cut-off, after tax (LICO-AT), amounting to 2.9% of the overall population. This is down considerably from 2015, when 6.4% of the population was identified as low-income. For comparison, 2.9% of Durham Region residents and 5.3% of Ontario residents were below the low-income cut-off in 2020. 5% 10% 15% 20% 25% 2021 2026 2031 2036 2041 2046 2051 0-19 20-34 35-44 45-54 55-64 65-74 75+ - 50 - 14 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Immigration and Diversity Pickering has a diverse population that is represented by changing demands for recreation and sport. Notable is the significant population of visible minorities, which account for 52% of the population in 2021 (up from 43% in 2016). There are several studies that demonstrate that additional barriers to participation exist for residents of our BIPOC communities6. The distribution of official languages spoken most often at home in Pickering is 82% English, 0.4% French, and 12.3% non-official languages. Non-official languages are mainly represented by Tamil (2%), Urdu (2%), Tagalog (Pilipino, Filipino) (0.7%), Gujarati (0.6%), and Mandarin (0.6%). As the city has grown, its population has also become more diverse. Between the 2016 and 2021 Census periods, the number of Pickering residents born outside of Canada increased by 15% (adding 2,820 persons) – nearly two out of every five (38%) new residents in Pickering were newcomers to Canada. Whereas immigrants to Canada accounted for 34% of the population in 2016, newcomers comprise 36% of all Pickering residents in 2021 and this figure is expected to rise into the future. Newcomers to Canada are more likely to reside in growing areas such as Seaton and intensifying areas closers to Highway 401. 2.5 Leading Studies and Corporate Reports The City of Pickering and other public agencies have authored several studies, reports, and plans that help to directly and indirectly inform and guide the provision and delivery of recreation and parks services and facilities. A listing of all relevant reports reviewed during the planning process can be found in Appendix A; their relevant findings are described in more detail within supporting documents. 2.6 Recreation and Parks Trends and Best Practices Trends and best practices have played a significant role in shaping this Ten Year Plan. They serve as valuable guides and benchmarks for planning, helping to improve the relevance, innovation, and alignment of planning efforts. By staying informed and adaptive to evolving trends, this plan can effectively meet community needs now and in the future. Notable trends and best practices are listed in Appendix B and are described in more detail within supporting documents. 6 One such example: “More than one in three Black youth, one in four Indigenous youth, and one in five BIPOC youth reported having directly experienced racism in sport.” MLSE Foundation (2021). https://www.mlsefoundation.org/news-stories/mlse-foundation-reveals-change-the-game-research-results - 51 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 15 2.7 Preliminary Research Findings Key findings from the initial situation analysis phase are summarized below. These themes (which are listed in no particular order) were considered in subsequent project phases along with public input and local demand indicators to inform the Ten Year Plan’s recommendations. Population Growth After years of little change, Pickering is poised for substantial population growth. By 2042, the City’s population is forecasted to grow to 185,044 – an increase of 85%. These forecasts are much higher than previous estimates, requiring thoughtful but significant adjustments to past recreation and park planning strategies. New recreation and parks facilities will be required to address growth-related demands, as well as changing participation. Park creation is lagging behind past standards, making it more difficult to establish the land base required for active and passive uses. Greater pressure will also be placed on existing assets to meet the demands of a growing population. Urban Form As Pickering grows, its urban form will change. Population growth is allocated to new communities and strategic growth areas such as Seaton, City Centre, Brock Road, Kingston Road Corridor area, and emerging Northeast Pickering area. The City’s planning policies support higher population densities in strategic growth areas. Higher residential densities often mean less private space (e.g., living space, backyards, etc.), making it more critical that public spaces be accessible, well designed, and capable of accommodating more intense use. Participation Trends Pickering is changing and recreational needs are expanding as different interests and new trends emerge. Pickleball and outdoor activities are just some of the options that residents are looking for within the City’s facilities and parks. Flexible and inclusive spaces are needed to address current priorities and those to come. Monitoring of trends in sports and activities allows the City to look toward a balanced range of amenities when and where they are needed. Flexibility in park and facility design also helps the City respond to these changing participation patterns. - 52 - 16 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Evolving Demographic Profile Pickering’s population has been aging over the past decade, with increases in the number of older adults and seniors, coupled with a decrease in the youth population. This trend is forecasted to continue across Durham Region, with the number of seniors expected to grow faster than all other age cohorts. These trends have led to increased demand for a wider variety of interests, including both active pursuits (e.g., pickleball, hiking, etc.) and more passive activities (e.g., hobbies, socials, special events, etc.). With slower growth projected for child and youth cohorts, the demand for active sports amenities targeted to these populations can also be expected to slow. The current economic circumstances are challenging for many Pickering households, with many facing barriers in accessing leisure opportunities. Accessible spaces and affordable services are critical to ensuring that everyone can participate fully. Pickering also has a diverse population, including a large BIPOC community, and much of the City’s future growth is expected to be include newcomers to Canada. This will create new demands on recreation and parks services such as culturally-appropriate programming, picnic and special event spaces, cricket fields, etc. Pandemic Implications The pandemic will have a lasting impact on the recreation and parks sector, which is increasingly being viewed as essential not only to physical health, but also mental wellbeing. For example, unstructured park use has increased, helping people stay active and connected. Many recreation activities have grown or emerged through the pandemic as people have found new interests and are trying to catch up for lost time. Conversely, some organized sports have not fully rebounded and rising costs are becoming a new concern for many. Long-term planning and strategic investment are vital to support the significant role that these spaces play in our personal, social, and economic recovery and revitalization. Facility Provision & Benchmarking Facility provision ratios and municipal benchmarking are just some of the tools that are used in identifying long-term infrastructure needs. At a preliminary level, this data recognizes some gaps in facility distribution and identifies key priorities for growth-related facility development. With guidance from past plans, the City has several projects in the planning and construction pipeline that will help address growing needs relative to multi-use recreation centres, outdoor courts, and more. - 53 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 17 Project Alignment Recent and relevant policy direction provides a strong foundation upon which to build this Recreation & Parks – Ten Year Plan. Innovation, sustainability, and community building are just some of the common threads that are woven throughout the City’s planning documents – the plan’s strategic framework will seek alignment wherever possible. Previous Plan The 2017 Plan helped to guide the City’s recent capital program – 73% of its recommendations have been completed or are in progress. Short-term planning helps the City to respond to emerging needs in a timely fashion, while taking the long-view ensures that major infrastructure can be integrated into long-range financial plans. In the next phase of analysis, the recommendations from this previous plan will be reviewed and reassessed to align with current directions and updated information. Potential Impacts of Bill 23 The Planning Act has undergone several amendments in recent years that represent fundamental changes in how growth planning is carried out in the province – this includes Bill 23 (More Homes Built Faster Act). One area of notable change is updated direction regarding the conveyance of parkland through the development approvals process. The changes will make it extraordinarily challenging for the City to realize established targets for parkland conveyance, especially within strategic growth areas. The policy and financial implications will be wide ranging as the City strives to maintain appropriate park provision levels through acquisition and other tools. Bill 23 also made sweeping changes to the Development Charges Act, shifting some of the cost of growth from developers to municipalities to incentivize housing affordability and supply. Overall, the City’s estimated loss of Development Charge revenues is approximately $22.8 million over the next four years (2023-2026). This has the potential to delay the development of growth-related infrastructure or result in a reduction to service levels. Financial sustainability will be one of several goals advanced within this Ten Year Plan. - 54 - 18 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) - 55 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 19 3. Community Engagement Public engagement for this Ten Year Plan is essential to creating more inclusive, responsive, and dynamic recreation and parks facilities and services that truly reflect the needs and aspirations of the community. This section summarizes the many ways in which the public have been involved within this planning process, including key themes from the consultations. 3.1 Overview Key engagement tactics utilized for this Ten Year Plan have included: •Public Open Houses (in-person and virtual) to solicit input from the generalpublic (engaged 210 participants) – input was also solicited through Activation Boards (engaged 570 participants) available at key facilities. •An online Community Survey (1,374 respondents representing an estimated4,500 persons) to gather opinions and preferences from residents. •An extensive Youth Engagement Program led by the City of Pickering to engage students and local teens in the planning process – tactics included ayouth-focused survey (827 respondents), in-school presentations, and otherinformation gathering options. •Stakeholder Input (26 groups participated representing an estimated 5,800members) through a series of topic-based workshops and focused interviews togather input from community organizations, volunteer associations, and usergroups. To date, we have directly consulted with 3,000 persons, representing priorities for over 12,000 residents and recreation participants. - 56 - 20 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 3.2 Summary of Public Input Input from the plan’s community and stakeholder engagement is summarized below. These themes (which are listed in no particular order) have informed the Ten Year Plan’s recommendations. Additional detail can be found in Appendix C. Recreation and parks are critical to resident wellbeing Recreation and parks are the building blocks of healthy, happy, and vibrant communities. 97% of residents agree that City of Pickering parks are important to their quality of life and 92% say the same about local recreation facilities. New indoor spaces and programs are needed to keep up with a growing population More than two-fifths (43%) of survey respondents indicated that they are not satisfied with the City’s breadth of recreation programming. In particular, there is high demand for aquatic programs and access to city pools for both residents and clubs. Needs are also rising for gymnasium sports such as volleyball, basketball, and pickleball. Additionally, requests were also received for expanded and new programming (e.g., youth, older adults, arts, general interest, etc.) that cannot be accommodated within existing venues. Access to community recreation spaces is of particular importance to residents living in the growing Seaton community. Outdoor recreation demands are on the rise Residents place a high value on Pickering’s parks and outdoor spaces. Unorganized outdoor activities increased during the pandemic and exposed residents to many traditional and emerging pursuits that remain in high demand, such as trail use, racquet sports (tennis, pickleball, etc.), skateboarding, basketball, outdoor skating, and more. Strong support was expressed for additional investment in outdoor spaces and amenities, including park washrooms, sport courts, playgrounds, splash pads, and open space to support events and picnicking. Youth are seeking more after-school activities Pickering’s children and youth want to participate in more activities but are just as time-constrained as their parents. Scheduling activities after-school is preferred, but they must be in accessible and convenient locations. They expressed interest in seeing more unstructured and drop-in recreation opportunities (such as swimming, beach volleyball, basketball, etc.), as well as an expanded range of creative arts programs. Expanded Wi-Fi in parks and facilities was also suggested. - 57 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 21 Sport participation is shifting As the city’s population grows and becomes more diverse (age, ethnicity, etc.), sport participation is also changing. Some traditional sports (such as ice hockey and baseball) are witnessing declining or stable participation profiles, while others (such as soccer, tennis, and swimming) are growing. Pickleball and cricket also represent just some of the emerging sports that are on the rise and need to be accommodated within the City’s parks system. Further, some lower participation sports (such as squash and racquetball) have strong local followings and expect that service levels be maintained. Many sports associations are regional – crossing municipal boundaries – and residents frequently travel outside of Pickering to access programs and spaces that are not available locally. It will be important to understand what options existing within the region and Pickering’s role in supporting the broader sport network. Some groups suggested a need to review the City’s permitting process to ensure that local organizations receive priority access. Maintaining affordability promotes participation and access Three-quarters (73%) of residents feel that Pickering’s program fees are reasonable and that maintaining affordability is a vital investment in the health of individuals and the community. Some community organizations and user groups expressed concern about rental rates and new pricing structures, but are largely satisfied with the level of service that these fees help to support. Improved public transit was also suggested as a way to ensure that the City’s recreation and parks spaces are inclusive of all needs. Challenges remain as we emerge from the pandemic The COVID-19 pandemic was an unprecedented time for the recreation and parks sector and many community organizations continue to be presented with new challenges in this post-pandemic period. Declining volunteerism, rising costs, retention of girls/women in sport, and a lack of facility access are concerns for several groups, many of which are seeking ways to reduce the impact on their members so they can maintain strong registration levels. Interest in virtual programming was also expressed as a way to enhance accessibility and inclusion for all. - 58 - 22 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Residents value access to the waterfront, trails and natural areas Walking is the most common activity for Pickering residents (followed by trail use and picnicking) and demand for trails and informal park spaces topped the list of infrastructure investments. Residents particularly enjoy access parks and trails along the waterfront and Frenchman’s Bay, and place a high value on open space properties (many of which are operated by others, such as the Petticoat Creek Conservation Area). Stakeholder groups expressed an interest in expanding the trails network, improving connections to Rouge National Park, and enhancing waterfront access for activities such as canoeing and dragon boating. Climate change, environmental sustainability, and greenspace protection are also becoming more prominent themes in the City’s future planning. Partnerships and collaborations will be important to moving forward There is a spirit of cooperation amongst community groups, as many recognize the challenges of facility development and are open to working together to achieve common goals. For example, some organizations are open to cost-sharing for facility enhancements. Long-term planning is essential to supporting a strong and diverse network of recreation providers, and community organizations are willing to collaborate. The two graphs below illustrate two key questions from the community survey that have helped to inform the plan’s recommendations, including: • resident/household participation in recreation and park activities; and • priority for public spending on various facility types. - 59 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 23 Figure 5: During the past 12 months, please indicate the types of recreational or park activities that you and/or any members of your household have participated in (n=1374) 9% 1% 2% 2% 2% 2% 3% 4% 5% 6% 7% 8% 8% 8% 9% 9% 11% 11% 11% 11% 13% 13% 14% 14% 16% 16% 17% 19% 19% 20% 22% 23% 25% 27% 29% 29% 35% 35% 36% 42% 52% 82% Other Bocce Racquetball Lawn Bowling Field Sports such as Rugby or Football Curling Beach Volleyball Cricket Squash Teen Programs (e.g., drop-in activities, etc.) Volleyball Skateboarding or Scootering Fishing Badminton Soccer (Indoor) Baseball or Softball Seniors Programs (e.g., luncheons, cards, etc.) Pickleball (Outdoor) Leisure Swimming (Outdoor) Basketball Lane Swimming Kayaking/Canoeing/Dragon Boating Tennis Pickleball (Indoor) Recreational Skating (Outdoor) Hockey or Figure Skating Soccer (Outdoor) Running or Jogging on Outdoor Tracks Beach Activities Weight-training Children’s Programs (plays, crafts, camps, etc.) Recreational Skating (Indoor) Splash Pads Cycling on Trails Special Events in Parks Cycling on Roads Use of Playground Equipment Leisure Swimming (Indoor) Fitness Programs and Classes Picnicking or Casual Use of Parks Use of Trails Walking or Hiking on Trails or Outdoor Tracks - 60 - 24 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Figure 6: To what degree do you oppose or support the City spending additional public funds to provide more of the following types of facilities in Pickering?(n=1052-1131) Note: “Don’t Know” responses not shown. 32% 33% 37% 38% 40% 40% 46% 45% 47% 49% 53% 53% 53% 54% 55% 56% 57% 57% 57% 58% 58% 60% 64% 65% 65% 66% 72% 72% 73% 75% 76% 77% 79% 80% 81% 87% 42% 36% 35% 38% 34% 33% 37% 31% 34% 35% 26% 32% 34% 37% 29% 26% 25% 29% 26% 23% 25% 24% 16% 22% 21% 21% 17% 15% 14% 16% 14% 14% 12% 13% 11% 9% Disc (Frisbee) Golf Courses Racquetball Courts Squash Courts BMX Bike Parks Football or Rugby Fields Cricket Fields Off-Leash Dog Parks Skateboard Parks Beach Volleyball Courts Baseball or Softball Diamonds Pickleball Courts (Outdoor) Arts Studios Arenas (Ice Sports) Bike Lanes (on-road) Community Halls or Banquet Rooms Dance/Fitness Studios Tennis Courts (Outdoor) Outdoor Fitness Equipment or Exercise Areas Basketball Courts (Outdoor) Special Event Parks Indoor Sport Fields (Soccer, etc.) Soccer Fields (Outdoor) Parkland Acquisition Fitness Centres (equipment-based) Community Vegetable Gardens Swimming Pools (Outdoor) Gymnasiums (Basketball, Volleyball, Pickleball,… Dedicated Seniors’ Space Dedicated Youth Space Outdoor Skating Rinks Splash Pads Swimming Pools (Indoor) Trails (off-road) Informal Spaces in Parks for Picnics and Free… Playgrounds Park Washrooms Support Oppose - 61 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 25 3.3 Summary of City Input Input from City Council and staff was equally important to the planning process. Key themes from these consultations are identified below (listed in no particular order). Population and Growth-Related Capital Needs After years of slow growth, Pickering’s population is on the rise with substantial growth on the horizon (Seaton, Cherrywood, Northeast Pickering, etc.). This development will be focused on greenfield areas as well as strategic growth areas such as the City Centre, bringing higher density residential forms to the city, placing pressure on existing parks and facilities and generating demands for more. A key priority for the City will be advancing the development of a multi-use recreation centre in the Seaton area, which is needed to address growing demands for aquatic services and recreational programming of all types. Longer-term, additional recreation facilities and park amenities will be needed to respond to growth (especially in the north), greater cultural diversity, and changing interests. A focus should be placed on flexible spaces that can adapt to shifting needs. Parkland Acquisition A growing community will require new lands for recreation, community gatherings, sports, events, and respite. Expanding the City’s parks system is a high priority, particularly larger parks that can support active play and sport as well as space for events and passive recreation. There have been regular requests for more amenities such as sport courts (basketball, pickleball), splash pads, skateboard parks, community gardens, and more. Recent changes to the Planning Act will reduce the amount and quality of lands (and funds) that the City can acquire for parkland in the future. The City must identify priorities and seek new and creative ways of securing lands, including optimizing existing spaces to respond to emerging needs. - 62 - 26 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Aging Facilities and Parks Pickering’s recreation facilities and parks are aging and many are approaching the end of their functional life, such as the West Shore Community Centre, Chestnut Hill Developments Recreation Complex, Don Beer Arena, and single purpose halls/centres. This means that they are not only unable to adequately accommodate modern demands and uses, but that they require increasing investment and run a greater risk of failure. Moving forward, an emphasis needs to be placed on flexible, multi-use spaces that are accessible to all (e.g., barrier-free), in locations that can be accessed by active transportation and transit. Outdoor Activities and Amenities Demand for year-round outdoor recreation is on the rise. From active sports that require courts and fields, to walking and hiking on connected trail systems, to gathering together for picnics and community events. The City has been responding to these trends, but there is little additional space in its parks system to accommodate more. In addition to new parks, park renewal projects are another way that the City can address evolving needs, such as the recent improvements at Rotary Frenchman’s Bay West Park. Installing services (e.g., parking, water, electrical, shade, etc.) in appropriate park sites will help to maximum functionality. Working with others to provide programming in parks and public spaces can also be anticipated. Equity, Diversity, Inclusion Pickering’s population is becoming more diverse and the range of needs is widening. The City has prided itself on offering a range of affordable activities and it is vital that Pickering’s parks, facilities, and programs continue to be designed to be welcoming and accessible to all, including equity-seeking populations. Greater intentional efforts are needed to include diverse populations in facility design, programs and services, as well as volunteerism and special events. - 63 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 27 Staffing Levels City staff are proud of the high quality and responsive services they offer. Employees work well together with the primary goal of serving the public interest. However, there is a sense that public needs are growing faster than staffing levels, creating gaps in service (e.g., aquatics, adult programming, service to growth areas, etc.). Creating a staff resource plan based on approved levels of service that supports incremental increases in staffing levels was suggested as a way to build capacity in line with community needs. How the City uses volunteers and works with community groups should also be reviewed. Technology and Innovation There is an interest in exploring new technologies and approaches that can create efficiencies, improve service, and measure performance. Digital and online services are one example that can increase user convenience while creating efficiencies. Different approaches are also being used to reduce environmental impacts and respond to climate change. Communication and Marketing The City has established effective networks and means of promoting services and opportunities, but there is a sense that more can be done to create public awareness of opportunities to participate and engage in recreation and parks services. There is also a desire to improve internal communication among staff teams, from daily tasks to corporate priorities. Safety and Security Staff have witnessed an increase in the number of volatile and aggressive behaviours from those using community facilities. Existing policies and procedures should be continually reviewed to ensure that intentional decisions are made to maintain the security of customers and staff. Funding and Implementation There is excitement as the City plans for Pickering’s new growth, but concern that there may not be enough funding to fully support these needs. Capital projects are currently impacted by rising capital construction costs and rising high interest rates, significantly impacting the timing and financing of these projects. Creative approaches, partnerships, and optimization of available funding are necessary to ensure that projects move forward in a timely fashion in line with population growth. Following through on corporate priorities will be one of the ways that the City’s performance is measured. - 64 - 28 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) - 65 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 29 4.Strategic Framework Pickering strives to be a complete, world class city...inclusive, connected, caring and prosperous. A key part of this corporate vision is recognizing the important contributions that recreation and parks services make to the community’s health, wellbeing, and overall quality of life. These services also benefit other community priorities and the public realm, such as active transportation, climate change mitigation, social equity, economic growth and tourism, environmental health, and more. Recreation and parks are worthy of sustained investment and enhanced focus. To inform the recommendations of this Ten Year Plan – as well as future decisions related to its implementation – a strategic framework has been developed. This framework creates focus for this plan and is intended to provide direction through Council to City staff and related partners and stakeholder groups. The proposed vision and core principles reflect the City’s values and express fundamentally how Pickering will approach investment and set priorities related to recreation and parks facilities and services over the long-term. To ensure alignment, connections have been made to the City of Pickering Corporate Strategic Plan (2024-2028). The vision and core principles are complementary and should be read and interpreted as a set. Vision for Recreation and Parks: Responsive recreation and park services that foster an active, inclusive, and connected community where everyone can participate. Core Principles for Recreation and Parks Corporate Strategic Plan Corporate Key: Good Governance/Customer Service Excellence 1.Exceptional Service: We are proactive and accountable to resident needs throughexceptional customer service, responsive programming, proactive workforce trainingand development, and coordinated service delivery. 2.Financial Sustainability: Recreation and parks services offer intrinsic benefits toour community, but they must be delivered in a fiscally responsible manner. We willseek to balance the impact to taxpayers by pursuing creative funding approaches that support our core services and community priorities. - 66 - 30 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Core Principles for Recreation and Parks Corporate Strategic Plan Priority 2: Advocate for an Inclusive, Welcoming, Safe & Healthy Community 3.Equity, Diversity, and Inclusion: We celebrate our diversity, support communitymembers with diverse needs, foster a sense of belonging, show respect for all, and strive for fairness in our decision-making. 4.Community Connectivity and Belonging: We strive to remove barriers toparticipation that allow community members – including youth, seniors, newcomers, and vulnerable populations – to feel connected and safe. In part, we achieve this through affordable programs and events and accessibility to public spaces, parks,trails, and waterfront spaces. Corporate Strategic Plan Priority 3: Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community 5.Adaptable and High Quality Spaces: Recreation facilities and parks are critical places and spaces that are welcoming for all. We aim to meet the needs of currentand future populations by optimizing existing assets and ensuring the timely deliveryof growth-related infrastructure. Corporate Strategic Plan Priority 4: Lead & Advocate for Environmental Stewardship, Innovation & Resiliency 6.Environmental Leadership and Innovation: We demonstrate environmentalleadership by designing healthy, resilient, and sustainable parks and facilities andthrough responsible management practices. We seek opportunities to incorporateinnovation in community infrastructure and operational practices. Corporate Strategic Plan Priority 5: Strengthen Existing & Build New Partnerships 7.Collaboration and Partnerships: We foster collaboration and communitypartnerships that help improve service delivery, build capacity, engage volunteers, attain shared goals, and achieve our vision of an active, inclusive, and connected community. Corporate Strategic Plan Priority 6: Foster an Engaged & Informed Community 8.Personal and Community Wellbeing: Participation and engagement in recreationcreates healthier individuals and communities. We include as many residents as possible by supporting a wide variety of accessible programs and opportunities. - 67 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 31 C - 68 - 32 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 5.Indoor Recreation Facilities From large recreation complexes to local community spaces, Pickering’s recreation facilities are critical places where residents come together to participate in structured and unstructured activities, develop skills, create friendships, and build the kind of community in which we all want to live. This section contains a needs assessment for indoor recreation facility, with recommendations supported by inventories, usage data, trends, public input, and related initiatives. While a focus is placed on needs for the next ten years (to 2034), a high-level, longer-term view is provided to 2042 given the amount of advance planning needed for major recreation infrastructure. An inventory of indoor recreation facilities can be found in Appendix D, along with comparisons to provision levels in other municipalities. Other supporting materials, such as facility-specific trends, community input summaries, and usage analyses are contained in Appendix E. 5.1 Recreation and Community Centres The City of Pickering offers three different types and scales of community and recreation spaces, with a variety of programming and operating models across these facility types: •recreation complexes •community centres •community halls These spaces are supplemented by stand-alone facilities offering sport- or activity- specific spaces, such as Dunbarton Indoor Pool, Don Beer Arena, Pickering Soccer Centre, Pickering Museum Village, etc. These facilities and their individual components are discussed in more detail in the sections that follow. Descriptions of existing, planned, and proposed community recreation facilities are summarized below, following the map of all municipal indoor recreation facilities in Pickering. - 69 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 33 Figure 7: City of Pickering Municipal Indoor Recreation Facilities - 70 - 34 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Table 3: Recreation Complexes in Pickering Recreation Complexes Detail Role / Description Recreation complexes are large-scale activity hubs that support a wide variety of indoor registered and drop-in City programming, casual use, rentals, and events that reflect the specific needs of area residents. They often include amenities such as indoor pools, gymnasiums, fitness rooms, space for youth/seniors, meeting spaces, and more. Supply The City currently has one such facility at the Chestnut Hill Developments Recreation Complex. There are plans to build another recreation complex (and library) in Seaton, proposed to be designed in 2024 and opening by 2028/29. Existing Facilities Chestnut Hill Developments Recreation Complex (CHDRC): Opened in 1983, CHDRC (formerly Pickering Recreation Complex) is the City’s primary hub for indoor recreation activities. The venue includes two arenas (Delaney and O’Brien), pools, indoor racquet sport courts, weight room, fitness studios, community rooms, banquet hall, and more. At 230,000 square feet, it is one of the largest municipal recreation complexes in the Greater Toronto Area (GTA). Several additions have been attached to the building since it opened, including squash courts and a second ice pad in the early 1990s, then doubles squash courts and fitness expansion in 2009. Most recent renovations included the Delaney Arena in 2015 and the main lobby and change rooms in 2021. Planned Facilities Seaton Recreation Complex & Library (SRCL): Identified as a top capital priority of Council in January 2024, the planned Seaton Recreation Complex & Library will serve the growing community of Seaton and surrounding areas. Located at Whitevale Road and Sideline 24, this facility is envisioned to include various program amenities including a 25M indoor pool with a separate warm-water leisure tank, fitness centre with a group fitness studio, full-size triple gymnasium, two indoor ice pads, walking track, multi-purpose program rooms, and library branch with a full suite of services. The introduction of an arena in this facility is subject to an Arena Strategy which is currently being undertaken in conjunction with this Ten Year Plan. This Plan has an opportunity to inform the functional program for this facility, as will subsequent community engagement and the Council approval process. - 71 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 35 Table 4: Community Centres in Pickering Recreation Complexes Detail Role / Description Community centres are smaller than recreation complexes, offering spaces that are used for City and community programming, meetings, and rentals such as activity rooms, gymnasiums, libraries, and more. Community centres are typically staffed (even if occasionally) and may be oriented to specific uses or markets (e.g., sports, youth, seniors, arts, etc.). Supply The City currently has three (3) community centres including Dr. Nelson F. Tomlinson Community Centre in Claremont (operated by a third-party), East Shore Community Centre, George Ashe Library & Community Centre. A fourth community centre – the Pickering Heritage & Community Centre – will soon be under construction and scheduled to open in 2026. Existing Facilities George Ashe Library & Community Centre (GALC): George Ashe Library & Community Centre (formerly Petticoat Creek Community Centre) opened in 2000 and contains 3 multi-purpose spaces (used for City programs, gatherings, rentals, etc.) and a branch library. Located along the Kingston Road corridor, the facility is well situated to serve both current residents and future growth. East Shore Community Centre (ESCC): The East Shore Community Centre (ESCC) was originally built as an elementary school in 1951, with a series of additions over the last 70 years. The facility contains a small gymnasium, a series of program and activity rooms, and a seniors centre (operated by the South Pickering Seniors' Club). The ESCC serves as the City’s primary hub for seniors programming. As the building is reaching end of its serviceable life, a replacement facility has been proposed in the form of a Senior & Youth Centre included within the City Centre development proposal (funding has not yet been approved for this project, which has been deferred until 2028 for further consideration). Dr. Nelson F. Tomlinson Community Centre: The Dr Nelson F Tomlinson Community Centre was built in 1997 within the Village of Claremont. The facility is co-located with a fire hall, newly renovated library branch, and community park. It contains a main hall (under-sized gymnasium), kitchen, and meeting room. The centre is managed under agreement by the Claremont & District Lions Club. The City has recently begun to offer direct programming to the community through this facility. - 72 - 36 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Recreation Complexes Detail Planned Facilities Pickering Heritage & Community Centre (PHCC): The PHCC will celebrate the City’s rich heritage by bringing together a museum, library, and community centre under one roof on the upper site of the Pickering Museum Village (Highway 7 & Greenwood Road). Construction on this facility has begun with opening anticipated in 2026. This facility will serve many purposes, including as a new visitor’s centre for the PMV, local history preservation, and providing a modern and accessible space for community groups (replacing the aging Greenwood Community Centre), programs, events, and exhibition space. PHCC is also designed to be zero-carbon, supporting Pickering’s journey of becoming one of the most sustainable cities in Canada. Senior & Youth Centre (proposed): There are longer-term plans to develop a Seniors & Youth Centre within the City Centre campus; however, funding has not yet been allocated by Council to this phase of work and has been deferred to 2028 for further consideration. This project includes a double gymnasium, dedicated spaces for youth and seniors, programs rooms, library branch, and the potential to partner with developer for residential above. It is designed to replace the aging East Shore Community Centre. Table 5: Community Halls in Pickering Recreation Complexes Detail Role / Description Community halls are single purpose buildings typically containing one or two meeting or activity spaces. These unstaffed buildings are primarily used for meetings, community events, and gatherings. Municipal programming is limited or non-existent. Many community halls are managed by volunteer associations and/or third-parties. They are typically older, repurposed facilities that are more commonly located in Pickering’s rural areas, receiving and intermittent use. Supply The City currently has six (6) community halls including one that is operated by the City (West Shore Community Centre) and five that are operated by third-parties (Brougham Hall – currently closed – and Greenwood Community Centre, Mt. Zion Community Centre, Whitevale Arts and Cultural Centre, and Whitevale Community Centre). Note: despite their naming conventions, these facilities have levels of service more closely aligned with “community halls” than “community centres” - 73 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 37 Recreation Complexes Detail Existing Facilities West Shore Community Centre (WSCC): West Shore Community Centre is located south of Highway 401. The centre is licensed to a nursery school on weekday mornings and available for community rentals on weeknights and weekends. The facility was constructed in 1972 and does not meet contemporary standards for a municipal building. Northern Community Halls: In total, the City owns five (5) community halls located in the rural north. There are plans to replace the aging and inaccessible Greenwood Community Centre through the construction of PHCC, which will reduce this number to four (4), all of which are not operated by local community associations through lease agreements. These four buildings are each at least 100 years old and require significant capital investment to renew and maintain. Planned Facilities none - 74 - 38 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Existing Facilities Many of the City’s existing recreation and community centres are reaching a point in their lifespan where they require significant renovation or rationalization. Implementing capital plans to address these challenges will be a key focus for Pickering during the course of this ten-year plan and beyond. The Chestnut Hill Developments Recreation Complex is the City’s cornerstone recreation facility, offering a wide range of services to residents and visitors. It is ideally located within the City Centre area and – through strategic upgrades and renewal projects – it will be capable of serving future residents for years to come. However, given its age (41 years in 2024), the City’s 2024 Facility Renewal Strategy indicates that strategically planned renovations and upgrades will become more critical within the years to come. The City currently has tens of millions identified in its budget forecast for capital projects over the next ten years, including tennis court resurfacing (2024), renovation of the O’Brien rink (2027), and renovation of the pool (2029). Intensification and growing demand will also place pressure on the facility and may accelerate the need for renewal and/or expansion. In the interim, some items for further consideration at the CHDRC are listed below, based on input and observations from the research and consultation phase. Specifically, future renovations may: •consider strategic re-purposing of under-utilized spaces to active programspaces (e.g., tenant spaces, etc.); •explore opportunities to improve public circulation and access between the arenawing and recreation complex wing; •given the complex’s premium location, consider relocating the indoor tenniscentre to another municipal recreation site (with consideration of an air-supported dome) when it reaches end of life; these courts function more independently from other spaces at the recreation centre and may benefit from another location thatcan support a minimum of four courts; •add a gymnasium and flexible programming space should the proposed Senior & Youth Centre project not proceed; •improve and/or expand office space for Recreation Department staff; and •consider additional recommendations for the arenas, as identified in the 2024 Arena Strategy. The East Shore Community Centre is reaching end of its serviceable life according to the Facility Renewal Study. This centre is also not barrier-free and was not purpose-built for its current uses. A replacement for this facility has been proposed through the Senior & Youth Centre project within the City Centre development; however, approval of funding for this project has been deferred until at least 2028. Should no replacement be constructed in the next 5 to 10 years, significant capital investment can be anticipated to address the gradual deterioration of the ESCC. Replacing the building on the same site - 75 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 39 is also possible, but would mean shuttering or displacing existing services during construction and is not recommended. The 2024 Facility Renewal Study indicates that the West Shore Community Centre is “beginning to show its age. Recent renovations and repairs have helped to extend its serviceable life, but consideration should be given to longer term intentions for this site and particular facility, which will likely reach end of life in the next 20 years.” Reinvestment in this property is not recommended due to its limited utility and community benefit. It is likely that local demand can largely be absorbed within other facilities (municipal, non-profit, private, etc.). Disposal of the full property is not currently recommended given its co-location with West Shore Skate Spot, but rather a future use options report should be prepared to examine longer-term options for the property. The City’s four northern community centres (Brougham Hall, Mt. Zion Community Centre, Whitevale Arts and Cultural Centre, and Whitevale Community Centre; excluding Greenwood CC which is set to be replaced through the construction of PHCC) are each at least 100 years old and require significant capital investment to renew and maintain, estimated to total over $5 million in capital costs over the next ten years. As recommended in the 2024 Facility Renewal Study, the potential closure and disposal of aging assets that would require significant costs to restore and maintain should be considered as other alternatives become available in the vicinity (e.g., Pickering Heritage & Community Centre, Seaton Recreation Complex & Library, etc.). These halls are not barrier-free, cannot accommodate a wide range of recreational activities, and are not conducive to City or other progressive programming. They serve as venues for occasional rentals, meetings, or small-scale community events. Most are legacy facilities located in rural areas, serving smaller local markets. Although they are not typically costly to operate as they rely on volunteer groups or third-party operators, capital renewal will be costly. Increasingly, these halls are viewed as liabilities and will require reinvestment if they are to remain in the inventory. It is recommended that the City examine its community hall operating model and prepare a study of options that examines local needs, capacity within area facilities, and long-term requirements prior to undertaking significant investment. Looking ahead, the City may review the closure of underused halls, particularly where their functions can be accommodated within nearby facilities. The City may also explore opportunities to divest buildings and/or sites to others where appropriate and not needed for service delivery. - 76 - 40 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Future Facilities Recreation complexes and community centres serve residents of all ages and abilities. They are planned based on geographic accessibility and population, serving multiple neighbourhoods. Facility components and programming may vary by location and will be based on the specific needs of each community. The trend has been toward larger, flexible facilities that support a wider array of activities, which is the model that the CHDRC was built upon and that the new Seaton Recreation Complex & Library carries forward. For planning purposes, provision targets of one recreation complex for every 75,000 residents and one community centre per 35,000 residents are recommended; consideration may also be given to service radii of 2.0 to 2.5 km. To achieve this planning target, 1 additional recreation complex (the planned Seaton Recreation Complex & Library) and 1 additional community centre (the Pickering Heritage & Community Centre, opening in two years) are required within the ten-year timeframe of this plan. As discussed earlier, several existing facilities should also be enhanced or rationalized, including the planned replacement of East Shore Community Centre with the proposed Seniors & Youth Centre. Table 6: Projected Long-term Needs for Recreation Complexes Target: 1 per 75,000 pop. Now (2024) In Ten Years (to 2034) Further Ahead (to 2042) Facility Needs 1.4 2.0 2.5 Current Supply (2024) 1 -- -- Surplus (Deficit) (0.4) (1.0) (0.5) Potential Strategies n/a Proposed Seaton Recreation Complex & Library Consideration of needs in Northeast Pickering Population forecasts: 2024 = 103,000; 2034 = 149,000; 2042 = 185,000 Table 7: Projected Long-term Needs for Community Centres Target: 1 per 35,000 pop. Now (2024) In Ten Years (to 2034) Further Ahead (to 2042) Facility Needs 3.0 4.3 5.3 Current Supply (2024) 3 -- -- Surplus (Deficit) 0.0 (1.3) (2.3) Potential Strategies n/a Pickering Heritage & Community Centre (opening 2026); Senior & Youth Centre (replacement for ESCC) future site in Seaton Population forecasts: 2024 = 103,000; 2034 = 149,000; 2042 = 185,000 - 77 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 41 No provision target is provided for community halls as new halls are not recommended. These are legacy facilities that will be gradually phased out over time in response to community need and in keeping with responsible asset management practices. Public interest is strong for new CRCs in growing communities. Looking beyond 2034, a second community facility is planned for Seaton (Thompson’s Corners) and planning should also begin for a new recreation complex in Northeast Pickering (including securement of land). These projects are described in more detail below. The Seaton Recreation Complex & Library will be the first multi-purpose recreation complex built in Pickering since the Chestnut Hill Developments Recreation Complex opened in 1983. The co-location of multi-purpose spaces with other recreation and civic amenities is a common approach that facilitates a broad range of localized activities, cross-programming opportunities, and economies of scale. Seaton Recreation Complex & Library Based on a review of indoor recreation facility needs throughout this section, the future Seaton Recreation Complex & Library should be designed as a multi-use and multi-generational destination. Major recommended facility components include: •Indoor Aquatics Centre: a 25-metre lane rectangular pool with a minimum of 6 lanes plus a separate leisure/therapeutic pool. •Triple Gymnasium: a triple gym that is designed to an appropriate specificationincluding adequate playout dimensions, ceiling heights, flooring, and supportamenities. •Fitness Centre: a training club with weight-training space and group fitness studios. •Multi-Purpose Rooms: for meetings, programs, and gatherings that enable aflexible range of community uses. •Arena: 2 NHL-size ice pads to replace the aging Don Beer Arena, as well as anindoor walking track (encircling an ice pad or the gymnasium). •Outdoor Spaces: identified through the outdoor facilities assessment, including a destination playground, skate spot, and more; the full extent of outdoor facilities willdepend on land availability. •Library: space needs are supported through the Library’s Strategic Plan. •General: provide sufficient spaces for casual social activity, change rooms, washrooms, storage, office space, etc. These components will be confirmed through architectural design to ensure that space exists on site to accommodate them along with vehicular parking and other servicing considerations. In the interim, the City will be expanding programming to the newly constructed Rick Johnson Memorial Park, including pre-registered, instructional programs for children - 78 - 42 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) and youth, as well as weekly cultural events including small-scale concerts and movie nights in 2024. With the ESCC reaching the end of its lifespan, a homebase is needed for seniors programming. As of 2021, nearly one out of every three (31.5%) Pickering residents were older adults 55 years of age or over. The proposed Seniors & Youth Centre is in a centralized and accessible location that offers convenient connections to higher-order transit that will help to support a flexible community hub within an area poised for growth in the future. It will be able to offer a wide range of activities that focus on active living, health and wellness, education, arts, sports, and more. Beyond this location, youth, seniors, and all-ages programming will continue to be delivered through other appropriate locations throughout Pickering in order to support inclusive and accessible opportunities. Flexible spaces where the entire population can become active and connected will be the preferred model over single-use or stand-alone facilities. Looking beyond 2034, additional facilities will be needed in strategic locations to support “complete communities”. Future opportunities are anticipated in both Seaton and Northeast Pickering. 1)The City has secured a second parcel of Seaton for a community centre in theThompson’s Corners neighbourhood. This site is located on 5th Concession (east of Brock Road) and is on a site adjacent to a future secondary school. Thisis a longer-term project that would seek to supplement (and not duplicate)services planned for the Seaton Recreation Complex & Library. Planning anddesign of this facility has not yet been initiated, but should be a priority over thecourse of this Ten Year Plan. Based on a preliminary needs assessment, the community centre could include a variety of activity spaces (e.g., multi-useprogram rooms, sport-specific spaces, outdoor amenities, etc.), but would notlikely include an indoor pool or arenas. 2)As the City’s next new community area, Northeast Pickering will require a fullrange of new community services and facilities, with consideration given to a new recreation complex and arenas, among other community facilities. The NortheastPickering Secondary Plan is underway and includes recreation planning at a highlevel that will be proportional to the amount of population planned for that area(approximately 45,000 people). Development of this area is beyond thetimeframe of this Ten Year Plan. It is also noted that, through the City’s Cultural Strategic Plan, a Performing Arts Centre has been proposed at the northwest corner of the CHDRC site. Funding has not yet been approved by Council for this long-term project, which would provide an auditorium and various spaces to host, display, and celebrate the arts both locally and beyond. The next term of Council is expected to advise on the timing and implementation of this project. - 79 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 43 Recommendations – Recreation Complexes and Community Space 1.As a high priority, continue to proceed with the timely development of the SeatonRecreation Complex & Library. At minimum, this facility should be designed toinclude a 25 metre 6-8 lane rectangular pool and separate warm water leisure pool, fitness centre and studios, full size gymnasium, walking track, multi- purpose spaces, two arena pads, and library. 2.Prior to undertaking significant capital renewal projects, initiate planning for themajor long-term revitalization of the Chestnut Hill DevelopmentsRecreation Complex as supported by the City’s Facility Renewal Study. The assessment should consider factors such as public input, asset management, facility and program needs, related initiatives, site and partnership opportunities,potential funding sources, and more. 3.Seek to construct the proposed Seniors & Youth Centre in Pickering’s CityCentre within the ten-year horizon of this plan (prior to 2034). Once open, the East Shore Community Centre should be closed and declared surplus, with programming transferred to the new facility. 4.Prepare a business case for the expansion of youth programming and spacewithin the Chestnut Hill Developments Recreation Complex. This should beviewed as an interim measure prior to opening the Seniors & Youth Centre and should be implemented through the repurposing of tenant spaces and/or under- utilized areas (not a physical expansion to the building). 5.As part of the next Ten Year Plan (around 2034), initiate high-level planning forthe development of a second recreation facility (Thompson’s Cornerscommunity centre) within the Seaton community on lands owned by the City (east of Brock Road, south of Highway 407). 6.Through the Northeast Secondary Plan process, designate land for communityfacilities suitable for the development of a future recreation complex and library. 7.Prior to undertaking significant investment in existing community halls (e.g.,West Shore Community Centre, Brougham Hall, etc.), prepare a study of options that examines local needs, capacity within area facilities, and long-termrequirements. The assessment should be used to guide options, including sale,third-party-lease, and/or reinvestment. Closure and sale of underused halls thatrequire significant investment is possible, particularly where these functions canbe accommodated within a nearby facility. New community halls should be discouraged. 8.As a general principle, design indoor recreation facilities to be flexible,accessible, multi-use (non-dedicated space, where possible), inclusive, and age-friendly community hubs. Consider models co-located with libraries and other community uses. Locate these sites in highly visible locations with strong pedestrian, cycling, and transit connections for convenient access. Involve thecommunity and stakeholders in the facility design process. - 80 - 44 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 5.2 Arena Facilities A comprehensive Arena Strategy has been prepared for the City of Pickering, the purpose of which is to guide planning and inform decisions for Pickering’s arena system for the next 10 years (to the year 2034). This strategy was recommended within the 2017 Plan to determine whether a net expansion to the City’s supply of ice pad and/or relocation of an existing ice pad(s) is warranted based on prevailing market forces and arena operating conditions. The Arena Strategy is presented under separate cover and includes considerable detail regarding arena usage, demand, operations, and approaches to provision. The recommendations from the strategy are identified below; for additional detail, reference should be made to the full 2024 Arena Strategy. Recommendations – Arena Facilities (2024 Arena Strategy) Update the participant-based target to 1 ice pad per 400 registered youthparticipants (residents ages 5 to 19) to support current and future ice surfaceneeds. This target applies to the arena supply and user base of arenas in bothPickering and Ajax, which must be considered together due to the cross-municipal boundaries of core user groups. Align arena demand to supply based on a need for 4 indoor ice padscurrently and 5 total ice pads by 2034. There is a surplus of ice at present;however, demand for ice sports will grow along with the population, graduallyeroding this surplus. Should programs be formed that attract new users to ice sports (or if total registration changes in any substantial way), this forecast shouldbe revisited. Pickering and Ajax should share equally in addressing thesedemands. Begin planning to replace Don Beer Arena (3 pads) with two (2) new ice padswithin the Seaton community no later than 2029 (next five years). The preferred site is the Seaton Recreation Complex & Library. If the selected sitecannot be expanded to a quad pad arena through a future phase of construction, asecond site may be required for a multi-pad arena beyond 2034, possibly inNortheast Pickering. Maintain at least 2 ice pads at Don Beer Arena until such time as the newtwin pad facility is open. In the interim, reduce capital spending at Don BeerArena unless necessary for structural or legislated safety requirements.Consideration may also be given to removing ice from Rink 1 to limit capital andoperating expenses (non-ice activities may be permitted, as appropriate) and/orlimiting off-peak hours of operation. Once deemed surplus, dispose of Don Beer Arena property and use proceeds to offset funding of replacement infrastructure. Continue to operate two ice pads at the Chestnut Hill DevelopmentsRecreation Complex for the foreseeable future. Capital requirements are - 81 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 45 Recommendations – Arena Facilities (2024 Arena Strategy) identified in the City’s long-term forecast, with further technical considerations within Section 4.1 of the Arena Strategy. Continue to promote recreational skating and drop-in programs at the ChestnutHill Developments Recreation Complex and consider providing additionalopportunities (e.g., Parent & Tot Skating, Parent & Tot Stick/Puck, Ticket Ice, etc.)to improve participation levels, accessible options for residents, and off-peakrevenue enhancement. Expand programming to the new arena when built. Consider adjustments to the City’s ice allocation practices to ensure that theyreflect local demand, provide adequate ice time to priority categories, and generateefficiencies. The submission of annual registration figures (including residency) byuser groups should be strictly enforced as a condition of approval. Further, the Cityis strongly encouraged to work with the Town of Ajax to ensure that allocation practices and amounts are consistently applied across both jurisdictions to create a fair and transparent approach to allocation. Should demand for ice rentals growover time, ice sport organizations should be encouraged to make efficient use ofnon-prime time hours and to adapt their programs to accommodate all participants,such as adjustments to practices, rosters, and scheduling. Through future Recreation & Parks Plan updates, consider longer-term arenasneeds (post-2034), with a focus on growth areas such as Northeast Pickering aswell as a capital revitalization strategy for the Chestnut Hill DevelopmentsRecreation Complex arenas. It will be important for the City to secure sufficientblocks of land to support major recreation infrastructure within the Northeast Pickering community. - 82 - 46 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 5.3 Indoor Pools Pickering operates two indoor aquatic pool locations, each of which offers a slightly different aquatic experience through their respective designs and in turn influences how the City programs them or how conducive they are for aquatic sports and activities. The City’s largest pool is located within the CHDRC and was built in 1983. The other is a smaller facility attached to Dunbarton High School, which opened in 1972. Municipal Indoor Pools in Pickering Indoor Pools Detail Role / Description Indoor pools offer a wide range of shallow and deep water swimming instruction and activities to the general public. Facilities may contain one or more indoor pool basins that are generally available year-round. Pools may be part of recreation complexes or co-located with schools, although the former model of provision is preferred as it offers greater public access and operational efficiencies. Supply The City currently has two (2) indoor pool facilities including a two-tank at the Chestnut Hill Developments Recreation Complex and a single tank facility at Dubarton Pool (attached to Dunbarton High School) There are plans to build an aquatic centre as part of the proposed Seaton Recreation Complex & Library. Existing Facilities Chestnut Hill Developments Recreation Complex: The CHDRC’s indoor aquatic centre opened in 1983 and consists of a 25-metre 8-lane tank and a separate shallow warm-water tank. Both are used for instruction and recreational swimming, while the largerrectangular tank is also used for lane swimming, training, andcompetition. It is home to the Pickering Swim Club, which has a broad membership. Dunbarton Pool: This pool is attached to Dunbarton High School and is owned and operated by the City on lands owned by the Durham District School Board. This pool consists of a 25-metre 6-lane tank. The City has access to the pool in the morning and after 5pm and on weekends, with the school accessing the pool during school hours. The pool is primarily used for swimming instruction and club rentals, but lacks many support amenities and conveniences (e.g., barrier-free change rooms, viewing areas, complementary activity spaces, etc.) that are available at the CHDRC. - 83 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 47 Indoor Pools Detail Planned Facilities Seaton Recreation Complex & Library: The Seaton Recreation Complex & Library will serve the growing community of Seaton and surrounding areas. Preliminary designs include a 25-metre 6-lane indoor pool with a separate warm water leisure tank, in addition to complementary activity and support spaces. A detailed design process is being initiated this year, with the goal of opening in 2028/29. Existing Facilities Aging infrastructure is a significant concern for the City’s indoor pool facilities as they are an average of 47 years old and reaching a typical lifespan for a facility of this type (50-70 years). For the CHDRC pool, the 2024 Facility Renewal Study indicates that “Minor repairs and upgrades have been completed on the pool at CHDRC over the years, but the space has never received a complete renovation, and could be considered overdue.” While the complex still has considerable life left, a recommendation has been made to begin long-term planning for its revitalization, which would also include the indoor pool facility. In the interim, several repairs to the CHDRC pools are planned to be undertaken in 2029, with the goal of extending their life and avoiding the need for a lengthy shutdown prior to the planned pool at the Seaton Recreation Complex & Library coming online. As the aquatics facilities at CHDRC are much larger than what is offered at Dunbarton Indoor Pool, they are critical to supporting municipal and community programming. By advancing the construction of an indoor pool in Seaton, it is anticipated that programs can be temporary shifted to accommodate a major revitalization project (currently identified for 2029 in the City’s long-term capital forecast) as the CHDRC pools are showing their age and could benefit from accessibility improvements. Dunbarton Indoor Pool was built in 1972 and – despite benefitting from several renovations in the last 15 years – its structural elements are expected to be within their last 10 years of serviceable life. The City’s 2024 Facility Renewal Study notes that: “Given the age and use of the building, additional renovation is not expected to be practical or cost effective, meaning that replacement at this or another location will need to be considered.” Any capital projects on the pool or school could impact both operations, thus coordination with the Durham District School Board is vital. It is understood that the school board does not currently have any major capital work planned for the site. It is recommended that the City undertake a study to examine future programming needs and potential capital replacement of the Dunbarton Indoor Pool. This study should consider the need for this facility to remain operational during any extended shutdown of the CHDRC and should be completed following a minimum of one year of the Seaton Recreation Complex & Library being fully operational. - 84 - 48 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Future Facilities The rate of population growth in Pickering lends support to the inclusion of indoor aquatic centres within all new recreation complexes and, where appropriate, community centres. A provision target of one indoor pool location per 45,000 persons is recommended, with any new or redeveloped aquatic centres including multiple tanks to accommodate expanded programming, where possible. To achieve this target, one additional indoor pool location (multiple tanks) is required within the ten-year horizon of this plan – this facility is recommended as part of the Seaton Recreation Complex & Library. Another indoor aquatic centre will be required to serve growth beyond this timeframe, possibly in Northeast Pickering. Table 8: Projected Long-term Needs for Indoor Pool Sites Target: 1 per 45,000 pop. Now (2024) In Ten Years (to 2034) Further Ahead (to 2042) Facility Needs 2.3 3.3 4.1 Current Supply (2024) 2 -- -- Surplus (Deficit) (0.3) (1.3) (2.1) Potential Strategies n/a Proposed Seaton Recreation Complex & Library Consideration of needs in Northeast Pickering Population forecasts: 2024 = 103,000; 2034 = 149,000; 2042 = 185,000 The CHDRC pool is currently the largest in Durham Region and often hosts regional-level meets (it is not certified for provincial or higher-level competition). In 2024, the Town of Whitby began construction on a new sports complex including a 25-metre 10-lane pool that will offer additional opportunities for athletic training and competition within the region. Given the regional nature of high performance sport, it is not necessary for Pickering to duplicate the same level of service (e.g., 10 lanes) in Seaton, but rather could consider a pool design that satisfied community-level needs. This supports the provision of a multi-tank pool within the Seaton Recreation Complex & Library, consisting of a 25-metre tank with 6 to 8 lanes and a separate warm-water leisure pool designed to allow barrier-free entry. Modern pool designs include multiple tanks with different water temperatures, universal change rooms, and barrier-free accessibility. Looking beyond 2034, there is anticipated to be sufficient demand to support a recreation complex and multi-tank indoor aquatic centre within the future Northeast Pickering community. Indoor recreation needs should be validated through ongoing planning of this community and future updates to this Ten Year Plan. Pickering has convenient access to modern 50-metre long-course indoor pools in both Markham and Scarborough – these facilities serve a broad market and require - 85 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 49 extensive partnerships and unique funding models to support. A 50-metre pool is not recommended for Pickering at this time. Recommendations – Indoor Pools 9.Provide multi-tank indoor aquatic centres within all new recreation complexes. A 25-metre tank with 6 to 8 lanes and a separate warm water leisure pool are recommended as part of the planned Seaton Recreation Complex & Library. 10.Prioritize the revitalization of the Chestnut Hill Developments RecreationComplex indoor aquatic centre as part of the proposed facility revitalizationstrategy. 11.Undertake a study to examine future programming needs and potential capital replacement of the Dunbarton Indoor Pool. This study should consider theneed for this facility to remain operational during any extended shutdown of theChestnut Hill Developments Recreation Complex and should be completedfollowing a minimum of one year of the Seaton Recreation Complex & Library being fully operational. - 86 - 50 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 5.4 Gymnasiums There are no regulation gymnasiums within the City’s facility inventory, although some spaces are used for court sports (sometimes on a modified basis). The City has agreements with local school boards to use selected gymnasiums on evenings and weekends in order to support registered and drop-in programming, including many youth activities. Table 9: Gymnasiums in Pickering Gymnasiums Detail Role / Description Gymnasiums offer open court areas for sports (e.g., basketball, volleyball, badminton, pickleball, etc.), registered and drop-in programs, rentals, special events, community meetings, etc. Supply The City currently has a variety of spaces that accommodate indoor court sports on a modified basis, although few would meet the contemporary definition of a gymnasium: •East Shore Community Centre – offers a small, non-regulationsize gymnasium •Dr. Nelson F. Tomlinson Community Centre – contains a hallthat can be used for active sports (non-regulation size) •CHDRC – the banquet hall has been used for pickleball,although active sports are a secondary use •Pickering Soccer Centre – under the dome is a futsal court thatcan also be used for sports such as volleyball, badminton, etc.(operated by Pickering FC) Additionally, the City has agreements with local schools to use selected gymnasiums (Dunbarton High School, Highbush Public School, Pine Ridge Secondary School, and St. Mary Catholic Secondary School) outside of school hours. Existing Facilities All gymnasium-like spaces in City community facilities are non- regulation and under-sized, limiting their utility. Planned Facilities There are plans to build gymnasiums as part of the proposed Seaton Recreation Complex & Library. New schools may also offer future opportunities for community and municipal use afterhours. Two gymnasiums are considered in the proposed Senior & Youth Centre (City Centre), a project that has been deferred until 2028 for further consideration. Gymnasiums are essential to supporting year-round organized sports programs and the City is striving to increase its capacity to offer more sports programming to match with growing demand. Over the past few years, the City has witnessed a remarkable surge - 87 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 51 in the popularity of various sports programs, with many programs having extensive wait lists. Drop-in (pre-registered) activities such as youth sports and pickleball are especially in high demand. The lack of regulation-size gymnasiums is limiting the City’s ability to address these needs in an equitable manner. The new sport courts at the Pickering Soccer Centre are well used for futsal (the Provincial championships are being hosted here), as well as sports such as volleyball. Pickering FC (which operates the facility under agreement) is currently working with the City to improve the flooring so that it can be used for other sports such as pickleball. Whereas older delivery models left the responsibility for gymnasium provision to schools, it has now become common practice for municipalities to include large gymnasiums within recreation complexes. This is driven by increased needs for municipal program delivery, particularly for youth and increasingly for seniors, as well as challenges with gaining reliable access to some school facilities throughout the year. There is no gymnasium at the CHDRC and the City of Pickering has a lower supply of municipal gymnasiums in comparison to other communities (benchmarking average of 1:38,200). If this provision rate was applied to Pickering, there would be a need for four (4) gymnasiums by 2034. Going forward for Pickering, it should be a best practice to include a gymnasium as part of any new recreation complex (e.g., Seaton, etc.) and gymnasiums should also be strongly considered within future community centres (e.g., Seniors & Youth Centre). To maximize program flexibility and allow use for sports such as basketball and volleyball, a triple gymnasium specification should be incorporated in the design of the proposed Seaton Recreation Complex & Library. The design of the gymnasium should allow for sufficient playout distance to the structural walls, have an appropriate ceiling height, and preferably use a sprung-wood flooring system. Amenities such as a scoreboard, spectator viewing, and generous storage would significantly improve the user experience and functionality of the space. In terms of accommodating the growing sport of pickleball, this plan recommends expanded opportunities for both outdoor (see Section 3) and indoor play using a variety of approaches. Pickleball is currently played indoors at the CHDRC Banquet Hall (4 courts) and though occasional use other community centre and school spaces for a total of 51 hours per week (drop-in and registered programming). To inform the City’s provision of indoor facilities, a guideline of one pickleball court per 10,000 residents is comparable to approaches in other municipalities (based on an average provision of one gymnasium per 40,000 persons and assuming that each gymnasium can accommodate 4 courts). Applying this measure to Pickering, the City will be able to meet its current target of 10 indoor courts through upgrades at the Pickering Soccer Centre (up to 6 courts and 42 hours/court per week) and also its 2034 target (15 courts) through the development of the Seaton Recreation Complex & Library. School gymnasiums and other spaces within the City’s inventory also offer opportunities to accommodate occasional use, as well as the potential for non-municipal providers which are becoming more common across the Greater Toronto Area. - 88 - 52 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Recommendations – Gymnasiums 12.Provide gymnasiums within all new and redeveloped recreation complexes (e.g., Seaton, etc.) and consider their provision within appropriate community centres (e.g., Seniors & Youth Centre, etc.). A triple gymnasium (FIBA regulati on) is recommended as part of the Seaton Recreation Complex & Library . 13.Provide one indoor pickleball court for every 10,000 residents, with a target of 15 indoor courts by 2034. The City will be able to meet its current target of 10 indo or courts through upgrades at the Pickering Soccer Centre (up to 6 courts) and CHDRC (4 courts) and also its 2034 target (15 courts) through the development of the Seaton Recreation Complex & Library. 14.Where additional access is required, expand agreements with local schoolboards to offer programming within school gymnasiums and other community spaces within Seaton and future growth areas. 5.5 Indoor Fitness Spaces The City operates a fitness centre at the CHDRC. Additionally, the City offers group fitness classes at locations such as East Shore and George Ashe community centres. There are also many private sector fitness and health/wellness providers within Pickering. Table 10: Fitness Centres in Pickering Fitness Centres Detail Role / Description Fitness centres provide opportunities for registered members to workout using weights and equipment and to participate in fitness classes. They are typically complemented by other activity spaces such as indoor swimming pools. Supply The City currently has one fitness centre location at the CHDRC. There are plans to build another fitness centre in Seaton, proposed to be designed in 2024 and opening by 2028/29. Existing Facilities Chestnut Hill Developments Recreation Complex (CHDRC): This fitness centre contains cardio and weight-training equipment along with fitness studios that offer floor-based programs. The facility is spread across two levels and also contains a small three- lane walking/running track. Planned Facilities Seaton Recreation Complex & Library: The Seaton Recreation Complex & Library is currently proposed to include an equipment-based fitness centre with several studio spaces. There are no widely accepted service level targets for municipal fitness centres based on population. Market economics guides private sector decisions as to whether they invest in equipment-based fitness centres; however, most municipalities view fitness studios for group programs as a core level of service while others – like Pickering – go further by operating fitness centres based on a wellness philosophy. - 89 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 53 Municipal fitness centres are in a more competitive environment as the private sector is now entrenched in the low-cost/discount membership market that used to be dominated by municipalities and YMCAs. While it is clear that there is competition in the fitness market from the private sector, the City has made a conscious decision to compete directly in this industry. In order to remain competitive in the marketplace, the City regularly invests in fitness equipment and the overall customer experience. Part of Pickering’s advantage is its ability to co- locate fitness centres with indoor pools and create convenient hubs where aquatic, fitness, and wellness activities are complemented by other spaces and services. This model differentiates the City’s fitness product from other providers and offers an affordable option for most residents. On this basis, there is strong rationale to include fitness space within future recreation complexes. These spaces will complement other components, offering user convenience and generating economies of scale. Inclusion of publicly-accessible indoor walking tracks within recreation complexes (elevated above a gymnasium or ice pad) is also recommended to reinforce opportunities for year-round physical activity and dry-land training for sports groups. The provision of a second fitness centre and studio space is recommended as a part of the Seaton Recreation Complex & Library. 15.Provide fitness centres and studios within all new and redeveloped recreationcomplexes (including the Seaton Recreation Complex & Library) to support thedelivery of health and wellness programming. Consider the provision of indoor walking tracks (free public access) within new recreation facilities, where appropriate. Recommendations – Indoor Fitness Spaces - 90 - 54 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 5.6 Indoor Sport Facilities Addressed in this section are additional sport-specific facilities that the City and its partners offer to the community, including: •Squash courts •Racquetball/handball courts •Indoor tennis courts •Indoor soccer/turf fields Note: Indoor pickleball is ideally played on gymnasium courts and is considered within the gymnasium section of this report. Table 11: Indoor Sport Facilities in Pickering Indoor Sport Facilities Detail Role / Description Indoor sport facilities are purpose-built spaces that accommodate specific sports and activities, often on an exclusive use or membership-driven model. These facilities typically support sports on a year-round basis. Supply The City and its partners currently offer. •8 squash courts (including 6 international single courts and 2doubles courts) at the CHDRC •2 racquetball courts (also used for handball) at the CHDRC •4 indoor tennis courts at the CHDRC •1 indoor turf field (divisible into up to four small-sided fields) atthe Pickering Soccer Centre Existing Facilities Chestnut Hill Developments Recreation Complex (CHDRC): This facility is home to one of the largest municipal squash, racquetball, and indoor tennis court complexes in the GTA. Courts are accessed via membership and pay-as-you-go models. Pickering Soccer Centre: The Pickering Soccer Centre is the City’s sole indoor turf facility, which is a municipal capital facility that is operated by Pickering FC under agreement. The facility offers a certified FIFA regulation soccer field that can be partitioned into smaller fields, an associated sprint track, and futsal/sport courts. Planned Facilities None, although there may be potential for smaller-scale sport facilities at future recreation complexes. - 91 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 55 Squash & Racquetball Courts Current and projected levels of usage for squash are adequate to support the continued provision of courts at the CHDRC, but insufficient to recommend additional facilities at this time. As a premier site for squash in Ontario, Pickering is currently providing one squash court per 13,000 residents, a rate nearly eight times greater than comparator communities (one per 105,000). Usage of squash courts and membership levels should be monitored to ensure that these spaces are optimized. Pickering is currently providing one racquetball court per 51,500 residents, a rate more than nine times greater than comparator communities (one per 475,000). Participation in racquetball lags well behind squash and many municipalities that had racquetball courts in their supply have been gradually converting them to other uses due to low demand. Following years of declining utilization, Pickering’s 2017 Plan recommended that one or more of the City’s racquetball courts be repurposed to another use (guided by public input) to enhance use of the space to benefit the broader community. This recommendation was met with opposition from members and in 2018 Council afforded the Racquetball Hub of Durham Region committee an opportunity to increase membership, usage, and revenues to reach City established targets over a 2-year period ending December 31, 2019. Despite the goals not being achieved over this period, in 2020 Council did not undertake further public consultation and did not support repurposing a racquetball court. As of 2023, the number of racquetball and handball players remains below past levels. The findings from the previous plan remain appropriate and it is recommended that staff prepare a business case to repurpose one racquetball court at the CHDRC for other in-demand uses (e.g., group fitness space, etc.) and seek out additional community input on the matter. Indoor Tennis There are 4 indoor tennis courts at the rear of the CHDRC. These courts are available to members and non-members, and classes and lessons are also offered. Members have access to the fitness centre, swimming pool, and/or squash/racquetball courts depending on the membership category. The courts are well used most of the year, but less so during the summer months when the sport shifts outdoors. The 2017 Plan found a surplus of indoor tennis courts and declining utilization levels (and efforts were subsequently made to trial the use of pickleball on these courts, unsuccessfully). From our experience in other communities, each indoor court should be able to support a minimum of 75 members; programs and lessons are in addition to this amount. Membership has since increased to 117 players in 2023 as demand for the sport has grown in recent years and there have been informal proposals to expand to other locations. There remains capacity for greater use at the existing indoor facilities. No new indoor tennis courts are recommended within the ten-year timeframe of this plan; however, should the City receive a proposal to install a season air-supported dome over outdoor courts at no cost to the municipality, this may be considered this through the partnership framework identified in Section 2.7 and Appendix F. - 92 - 56 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) It is also noted that a planning process for the long-term revitalization of the CHDRC has been recommended to be initiated during the next ten years. Given the large footprint that the existing indoor courts account for at the CHDRC – coupled with its high land value and related plans that Pickering has established for the site and surrounding City Centre lands – consideration may be given to relocating the indoor courts to another accessible location within Pickering in the longer-term (with consideration of an air-supported dome). The optimal use of this site may be more fully considered through the City Centre project and/or planning of the future parks and recreation facility sites. Indoor Turf Fields (Pickering Soccer Centre) The Pickering Soccer Centre is located in southeast Pickering and offers a FIFA regulation soccer field that can be partitioned into smaller fields, an associated sprint track, and futsal/sport courts. It is operated by Pickering FC under agreement with the City (it is a municipal capital facility). The air-supported dome was opened in 2014 and a new fabric was installed in 2023 (along with a new multi-use sports court) following heavy damage from a winter storm. Pickering FC indicates that its membership has grown since the pandemic, especially in younger ages and high performance streams. The club is projecting its membership to increase by 19% by over the next three years, generating greater demand for both outdoor fields and indoor turf time. One of the Club’s biggest challenges is the lack of indoor space as the group uses 98% of the hours on the Pickering Soccer Centre’s turf field during the winter season. Given these trends, there is very little capacity on the indoor turf field for non-soccer community rentals (e.g., other soccer clubs, football, softball, ultimate frisbee, lacrosse, cricket, rugby, etc.). Trends are shifting to greater year-round use and more and more sports and activities that can use these facilities are demonstrating sustainable growth. As the operator, Pickering FC administers rentals at the Pickering Soccer Centre and is not bound by municipal allocation policies. Creating opportunities for other sports and organizations to access the field, as well as utilization of the field for a broader variety of recreation programs during off-peak times, are opportunities that the City should consider in partnership with the facility operator. The Pickering Soccer Centre has been a significant success for the local club and City. Indoor turf fields such as this are becoming more common, with the average level of provision being approximately one municipal turf facility per 100,000 residents. The City should work with Pickering FC and other organizations to monitor the demand for indoor turf facilities (including the collection of utilization and registration data from the Pickering Soccer Centre and community organizations) to allow for a needs assessment for a second indoor turf facility beyond 2034 within the Seaton or Northeast Pickering community areas (e.g., Thompson’s’ Corner recreation site, future district park, etc.). - 93 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 57 Recommendations – Indoor Sport Facilities 16. Based on a monitoring period that has not yielded satisfactory improvements, prepare a business case to repurpose one racquetball court at the CHDRC for other in-demand uses (e.g., group fitness space, etc.) and seek out additional community input on the matter. 17. Consideration may be given to relocating the Chestnut Hill Developments Recreation Complex indoor tennis courts to another accessible location within Pickering in the longer-term, possibly through an air-supported dome. This is a matter that may be more fully examined through the recommended recreation complex facility revitalization study, the City Centre project, and/or planning of the future parks and recreation facility sites. 18. Encourage wider community access to the Pickering Soccer Centre field by working with Pickering FC to create an allocation framework and/or scheduling options that provide other youth-based organizations with access to the turf field within prime, shoulder, and non-prime times. 19. Monitor the demand for indoor turf facilities and examine the potential to develop a second indoor turf facility beyond the timeframe of this Ten-Year Plan. - 94 - 58 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 5.7 Requests for Other Types of Facilities Future requests for municipal participation in capital projects not identified in this plan can be expected. There are several other types of facilities that fall outside of the traditional municipal scope of provision, but may offer benefit to area residents and contribute greatly to the range of local services. The City’s Community Grant program can be used to support minor requests (typically under $3,000) from non-profit organizations. To evaluate and respond to more significant unsolicited requests, a formal partnership framework should be used to guide the parameters for these relationships. Municipal involvement in such proposals must be transparent and consider overall municipal priorities and the City’s capacity to participate in such projects. The evaluation of potential major capital partnerships should require the proponent to provide information such as (but not limited to): • a comprehensive needs analysis • a comprehensive business plan • the proponent’s financial capacity • a demonstration of the sustainability of the project • detailed evidence of community benefits • full risk analysis In cases where the City has decided to participate and/or invest in a proponent-initiated project, they will seek innovative solutions and/or partnerships (using a standardized partnership framework – see Appendix F) that enhance access to residents. Recommendations – Other Indoor Spaces 20. Adopt a partnership framework to evaluate and respond to major capital proposals from community organizations, with consideration given to overall municipal priorities and the City’s capacity to participate in such projects. A sample framework and criteria are identified with this Ten Year Plan (see appendix). - 95 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 59 - 96 - 60 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 6.Outdoor Recreation and Park Facilities Pickering’s parks contain a wide variety of sport and community recreation amenities, from courts to sports fields, playgrounds to splash pads, and much more. Demand for outdoor activities has been on the rise, underscoring the need to maintain and enhance outdoor amenities for current and future populations. This section contains a needs assessment for outdoor recreation and park facilities, with recommendations supported by inventories, usage data, trends, public input, and related initiatives. An inventory of outdoor recreation facilities can be found in Appendix D, along with comparisons to provision levels in other municipalities. Other supporting materials, such as facility-specific trends, community input summaries, and usage analyses are contained in Appendix E. 6.1 Soccer and Multi-Use Fields Soccer and multi-use fields are a core element of the City’s parks system and come in a wide variety of sizes. Fields are predominantly used for soccer, but some can also accommodate other fields sports such as football, rugby, and field lacrosse. The City of Pickering currently permits 46 soccer and multi-use fields to sport organizations, including some fields on school properties. The supply of permitted outdoor soccer and rectangular fields is well distributed throughout Pickering’s urban area. This inventory consists of •2 lit artificial turf fields •4 lit full size fields •13 unlit full size fields •11 9v9 (intermediate) fields •16 7v7 (mini) fields To account for extended playing capacity, lit artificial turf and lit grass fields are assumed to be equivalent to 3.0 and 1.5 unlit natural fields, respectively. As a result, Pickering has an effective supply of 52 unlit equivalent (ULE) soccer fields. The City is presently providing one field (ULE) per 2,000 residents, a higher rate than the comparator group (one field per 2,700 persons). These fields may be supplemented by school fields, which are permitted through the school boards but tend to be of lower quality. The indicators suggest that the number of rectangular sports fields is adequate at the present time, but demand is expected to increase as the City grows, generally in line with population growth. - 97 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 61 A city-wide provision target of one soccer/multi-use field per 100 registered youth and adult participants is recommended, a slight adjustment from the one per 90 players identified in the previous Ten Year Plan. This target responds to contemporary standards of play and considers appropriate usage/rest periods for fields. The number of registrants in the two largest organizations (Pickering FC and Durham Dolphins Football Club) was approximately 2,750 in 2023, an increase of 20% since 2018. This growth has largely been driven by increases in the number of soccer players with Pickering FC. Beyond these two groups, the total number of players using Pickering fields is not available. It is recommended that the City require reporting on membership levels as part of the annual permitting process to improve tracking of demand and usage. A population-based standard can be used in the interim until accurate data on the number of players using Pickering’s soccer and multi-use fields is known (future Ten Year Plan update). Recognizing that most larger fields are well used, but that there is some capacity within smaller or neighbourhood-based fields, a provision target of one field (unlit equivalent) per 3,000 persons is recommended to be applied to future growth. Looking ahead, additional fields will be required to address growth-related needs. Applying the provision target to the forecast of 46,000 new residents by 2034 equates to a growth-related need for 15.3 new fields over the next ten years. Table 12: Projected Long-term Needs for Soccer and Multi-use Fields Target: 1 field (ULE*) per 3,000 pop. Now (2024) In Ten Years (to 2034) Current Supply / Facility Needs 52* 15.3* more Potential Strategies n/a - new field development in Seaton - expanding capacity within existing parks - greater capacity through new artificial turf fields - working with partners - multi-field potential at Greenwood Conservation lands and/or District Park (longer-term) Demand derived by applying provision target to anticipated growth (46,000 new residents by 2034), plus any current shortfall in supply * Each lit soccer field is equivalent to 1.5 unlit fields (ULE) and each lit artificial field is equivalent to 3.0 unlit fields (ULE). As the City intensifies, sports fields are less likely to be provided in mixed use areas due to their large size, requiring users to travel outside of their community to access these facilities. The greatest short-term opportunity for new fields will be through park development in new communities such as Seaton. To address the full range of future needs, sports field development must focus on improving existing fields and parks (e.g., - 98 - 62 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) adding lights, installing artificial turf, expanding fields, etc.), acquiring land, and working in partnership with owners of other large sites to bring more fields online. Full-size fields with artificial turf that can support competitive play are in particularly high demand in Pickering, with several stakeholders seeking more as these fields can support more hours of use throughout and at the beginning and end of the playing season. Artificial turf presents a viable option due to its greater capacity for use (e.g., multiple sports, extended seasons, inclement weather, etc.) and lower maintenance cost, therefore reducing the need for land acquisition and operational resources. The needs of all field sports should be considered when designing new artificial turf fields. At this time, planned soccer field development includes 8 fields (8.5 unlit equivalents), a little more than half of what is recommended by 2034. This includes: • One (1) full lit field in Seaton (P-123). • One (1) full unlit field in the proposed Hydro Corridor Park north of Kingston Road (pending approval from Hydro One). • Six (6) 7v7 and/or 9v9 fields in Seaton (P-106, P-109, P-124, and P-131) and in the proposed Hydro Corridor Park north of Kingston Road (pending approval from Hydro One). Potential for additional fields may be realized through park redevelopment (e.g., converting an underutilized diamond at Maple Ridge Park to a soccer field) and future development opportunities such as at the Greenwood Conservation lands and future district park site – both of these sites would be good candidates to support a lit artificial turf field and multiple additional fields. The provision of an artificial turf field may also be considered at Seaton Recreation Complex & Library (or the community facility planned for Thompson’s Corners) should there be sufficient land. A variety of field sizes are needed in order to comply with Ontario Soccer guidelines and additional artificial turf fields will be necessary to accommodate growing needs. Should demand exceed the number of planned fields, the City may consider working more formally with school boards to permit suitably-sized school fields as schools are developed in new communities such as Seaton. This may require Pickering to allocate additional operating funding toward field maintenance, in agreement with the respective school boards. The City may receive requests from sport organizations for fields and specialized amenities (e.g., scoreboards, on-site washrooms and dressing room facilities, spectator seating, etc.). to support competitive and high performance teams. Proposals that go beyond the City’s established levels of service will typically require an appropriate cost- sharing agreement that maintains a level of public access to the site. - 99 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 63 Recommendations – Soccer and Multi-use Fields 21.Provide approximately 15 additional soccer and multi-use fields (unlitequivalents) over the next ten years to address growth-related needs. New fieldsmay be developed within community parks (with multiple fields per site) and appropriate neighbourhood park sites, as well as in partnership with other land providers such as schools. Where possible, a focus should be placed on full sizefields (both lit and unlit) and artificial turf fields as these provide greater capacityfor community use. In addition to new fields in the Seaton community,opportunities should be sought to enhance field supplies within existing parks (e.g., conversion of under-utilized assets such as in Maple Ridge Park). 22.Through the annual permitting process, track the number of registrants usingPickering sports fields (soccer, football baseball, cricket, etc.). At a minimum,data to be collected should include age (youth, adult, etc.) and residency(Pickering, other, etc.). This data will enable trend tracking, support future demand analysis, and inform allocation practices. - 100 - 64 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 6.2 Ball Diamonds The City of Pickering currently permits 27 ball diamonds to sport organizations. The diamonds are well distributed throughout Pickering’s urban area, with additional diamonds in rural areas. This inventory consists of • 4 hardball diamonds (3 with lights) • 23 softball diamonds (9 with lights) To account for extended playing capacity, lit diamonds are assumed to be equivalent to 2.0 unlit diamonds. As a result, Pickering has an effective supply of 39 unlit equivalent (ULE) ball diamonds. The City is presently providing one diamond (ULE) per 2,640 residents, a higher rate than the comparator group (one diamond per 3,900 persons). The indicators suggest that the number of ball diamonds is adequate at the present time, with available capacity for more use and/or repurposing of under-utilized diamonds. Pickering’s increasing ethnic diversity may mean a slower growth trajectory for baseball in the future, a sport that has more limited appeal amongst many newcomer groups. However, some demand can be anticipated as the City grows as there will be a need to enhance accessibility for those in the new Seaton community. A city-wide provision target of one ball diamond per 100 registered youth and adult participants is recommended. This target responds to contemporary standards of play. Pickering Baseball Association (minor ball) is the largest user of diamonds in Pickering, responsible for over 40% of all booked hours. The minor ball club reported an overall membership of 493 youth in 2023, down from a peak of 811 in 2016 – a 39% decrease. In addition, there are approximately six adult slo-pitch leagues that use City diamonds; current registration for these organizations is not known, but in 2016 was estimated to be approximately 1,075. With some registrants potentially not returning since the pandemic, it is likely that the number of adult players is slightly less than it was eight years ago. Beyond the minor baseball association, the total number of players using Pickering diamonds is not available. It is recommended that the City require reporting on membership levels as part of the annual permitting process to improve tracking of demand and usage. A population-based standard can be used in the interim until accurate data on the number of players using Pickering’s ball diamonds is known (future Ten Year Plan update). Recognizing that several diamonds are not currently used to capacity, a provision target of one diamond (unlit equivalent) per 8,000 persons is recommended to be applied to future growth. Looking ahead, additional diamonds will be required to address growth-related needs and improve geographic distribution with improved service to new communities. Applying the provision target to the forecast of 46,000 new residents by 2034 equates to a growth-related need for approximately six (6) new diamonds over the next ten years. - 101 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 65 Table 13: Projected Long-term Needs for Ball Diamonds Target: 1 diamond (ULE*) per 8,000 pop. Now (2024) In Ten Years (to 2034) Current Supply / Facility Needs 36* 5.8* more Potential Strategies n/a -new field development in Seaton -optimizing existing diamonds -multi-field potential atGreenwood Conservation landsand/or District Park (longer-term) Demand derived by applying provision target to anticipated growth (46,000 new residents by 2034), plus any current shortfall in supply *Each lit ball diamond is equivalent to 2.0 unlit diamonds (ULE). New diamonds will be required to serve the Seaton community in particular and many of these new fields will not be required until later in the ten-year cycle of this plan. Currently the City has plans to develop a lit ball diamond in Dave Ryan Community Park (P-123) in Seaton (2.0 unlit equivalents). Two additional lit diamonds (or 1 lit and 2 unlit diamonds) would be required to satisfy the balance of needs by 2034. Adult-size diamonds are recommended for maximum flexibility, with one diamond suited for hardball. Due to their size and buffer requirements (especially hardball fields), ball diamonds can be challenging to fit within many parks and are best provided within community or district parks where clustered fields can better support league play and tournaments. Where appropriate, supporting amenities should be provided including, but not limited to, parking and washrooms. The future Greenwood Conservation lands have potential to serve as a destination for field sports with multiple ball diamonds. Future demand should be addressed through a combination of strategies, including new field development, optimizing use of diamonds, and upgrading existing diamonds to fit with needs. As sports fields are less likely to be provided in strategic growth areas due to their land-based requirements, upgrades to existing diamonds may be necessary to address localized needs in some areas, including expanding under-sized fields where possible. Strategic diamond improvements may assist in dealing with potential shortfalls and should be further assessed through discussions with local baseball organizations. Despite ten-year growth-related needs amounting to nearly six (6) new diamonds, the City should also consider strategic opportunities to repurpose under-sized and under- utilized diamonds in areas with needs for other park amenity types. Examples include the ball diamonds at Maple Ridge Park, Lookout Point Park, and Greenwood Park, which may be considered further through park-specific planning exercises for conversion to other community and/or sport amenities or even informal open play spaces. - 102 - 66 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Recommendations – Ball Diamonds 23. Provide approximately 6 additional ball diamonds (unlit equivalents) over the next ten years to address growth-related needs. New fields should be developed within community parks (with multiple fields per site where possible), as well as in partnership with other land providers where appropriate. These needs can be largely satisfied through planned development at Dave Ryan Community Park (1 lit diamond) and future development on the Greenwood Conservation lands (multiple lit diamonds), including consideration of both hardball and softball needs. 24. Evaluate opportunities to repurpose surplus ball diamonds and to align the diamond supply and distribution with demand. Some candidates for conversion include under-utilized and/or under-sized diamonds at Maple Ridge Park, Lookout Point Park, and Greenwood Park. - 103 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 67 6.3 Cricket Pitches The City of Pickering provides one cricket pitch at Alex Robertson Park. With Pickering’s diverse population, the City can expect pressure for cricket facilities to continue to increase. This growth will also be supported by the establishment of new leagues for youth and shorter game formats that broaden the appeal of the sport. Furthermore, cricket viewership is rapidly increasing in Canada (a recent report estimated that there are 5 million or more cricket fans across the nation7) and the sport is being reintroduced into the Olympics in 2028. While the City’s current level of provision (one field per 103,000 residents) is slightly better that the average of the comparator communities (one field per 136,300 persons), the large land base associated with cricket fields is a deterrent to their broad provision in many municipalities. In Brampton, a community with a large South Asian and Black/West Indian population, this per capita ratio is closer to one field per 40,000 persons. For the immediate ten year needs of this plan, a target of one cricket field per 75,000 is recommended; this target reflects the growing appeal of the sport amongst Pickering’s diverse communities. By 2034, a total of 2 cricket fields are recommended, one more than is currently available. Table 14: Projected Long-term Needs for Cricket Fields Target: 1 cricket field per 75,000 pop. Now (2024) In Ten Years (to 2034) Current Supply / Facility Needs 1 0.9 more Potential Strategies n/a - new field development in Seaton - working with partners Demand derived by applying provision target to anticipated growth (46,000 new residents by 2034), plus any current shortfall in supply The cricket field at Alex Robertson Park is somewhat under-sized, but is suitable for youth and most levels of adult play. This location – which is on leased land from Ontario Power Generation – should be maintained for the time being but may not be a suitable long-term solution. While it is common to consider cricket as an interim use for lands with a longer-term purpose, this discourages investment and can be detrimental to the growth of the sport. Additionally, another field is recommended for the Seaton area to improve accessibility to new residents and to provide greater opportunities to support the sport in growing communities. Due to the amount of land required – it takes 2+ hectares to accommodate a cricket field that is up to 150 metres in diameter (plus buffers) – the 7 CulturalIQ. Cricket – The Fastest Growing Sport in Canada: A National Study. 2022. - 104 - 68 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) only sites able to potentially accommodate the sport are the Greenwood Conservation lands to the east of Seaton or the future District Park north of Highway 407. The first of these parks to be developed (likely the Greenwood Conservation lands) should include a regulation size cricket field. Some communities have had success overlaying a cricket field across two soccer fields, with the pitch placed between them. An overlay allows for one sport to be played at a time; cricket demand is highest on weekends, while soccer groups have historically concentrated their programming on weekdays. Recommendations – Cricket Fields 25.Include a regulation cricket field within the future Greenwood Conservation lands or other suitable location capable of serving Seaton and surrounding area. Consideration may be given to designing the pitch as an overlay across two full-size soccer fields. 6.4 Tennis Courts Pickering provides 24 lit tennis courts at nine parks. With the exception of the tennis courts at Claremont Memorial Park (2) and Village East Park (2), the City’s tennis courts are operated by neighbourhood clubs that provide tennis programming and leagues to members. Indoor courts are available at the CHDRC; however, summer usage of this facility is lower as many players prefer to play outdoors. Due to its international appeal, strong gender and age balance, low injury risk, and high profile Canadian professional athletes, tennis is a sport that should retain its popularity in Pickering for the next decade and beyond. The City has indicated that all of its tennis clubs have experienced an increase in membership participation over the past few years and entered into updated lease agreements with the clubs in 2023. New tennis courts will be needed to address growth. Recognizing this, the City has recently redeveloped the courts in Dunmoore Park, is planning to add 1 new tennis court at Shadybrook Park (shared with pickleball courts and accessible through the Amberlea Tennis Club), and has plans to construct 1 new public tennis court and 4 pickleball courts in the future Dave Ryan Community Park (P-123) in Seaton. Tennis and/or pickleball courts are also planned for Titanium Green (P-107) in Seaton and there may also be the potential for outdoor courts at the site of the planned recreation facility on Thompson’s Corners. The City is providing tennis courts at a slightly greater rate (one per 4,300 persons) than the comparator communities; however, there are fewer public courts available in Pickering (4 public courts, representing 17% of all courts) than most other similar communities as the majority of courts (20 club courts) are operated by clubs with exclusive rights to operate tennis programming. A provision target of 1 tennis court per 4,500 residents (public and club-based courts) is recommended, with a focus on improving the distribution of unrestricted public courts. Application of this target finds a need for 9 more courts to 2034, largely to serve growth in the Seaton area. - 105 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 69 Table 15: Projected Long-term Needs for Tennis Courts Target: 1 tennis court per 4,500 pop. Now (2024) In Ten Years (to 2034) Current Supply / Facility Needs 24 9 more Potential Strategies n/a - new court development in Seaton (public and club) - strategic investments in existing parks (e.g., Shadybrook Park) Demand derived by applying provision target to anticipated growth (46,000 new residents by 2034), plus any current shortfall in supply The following strategies are recommended to address the need for 9 new courts, with consideration of equitable distribution and opportunities for casual/public play: • add 1 new tennis court to the tennis complex at Shadybrook Park, in partnership with the Amberlea Tennis Club; • develop 2 public tennis courts at the future Dave Ryan Community Park (P-123) in Seaton; • develop 2 public tennis courts at Titanium Green (P-107) in Seaton; • develop 2 public tennis courts at P-086 in Duffins Heights; develop 4-5 club tennis courts at another site in Seaton (possibly at the community facility planned for Thompson’s Corners); and • work with the Greenwood Tennis Club to confirm the long-term need for these courts (usage is not tracked but though to be low) and consider shifting use to the aforementioned new courts planned for Seaton, allowing this space to be converted to other uses as defined by a future design process for this park. Within South Pickering, there is a good distribution of courts with several located near growing mixed use areas. There are limited opportunities to establish new tennis courts in this area, aside from expansions at some locations. Should membership decline significantly at existing clubs, consideration should be given to converting the courts to public use (e.g., tennis, pickleball, etc.). Due to its burgeoning popularity, the City added pickleball lines to its four public tennis courts to allow for shared use. City courts managed by community clubs are not ideal candidates for shared pickleball use due to the level of use and expectation of tennis club members. As discussed in the next section, new dedicated pickleball courts are needed and the shared-use model is not appropriate for most sites. As such, new tennis courts should be developed for tennis-only use (but may be co-located with other sport court uses) and be in groups of two or more. - 106 - 70 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Recommendations – Tennis Courts 26. Expand the number of public tennis courts (lit where possible) in growing communities through new court development in Seaton (4 courts at 2 parks) and Duffins Heights (2 courts at 1 park). Courts should be designed for tennis only, but may be co-located with other sport courts as part of a complex. 27. Consider the development of an outdoor tennis club complex (4-5 courts) at the site of the community facility planned for Thompson’s Corners. The complex should be operated by a community-based club under agreement with the City, allowing for public access during specified hours and/or low use periods. The potential for an air-supported dome to allow for year-round use of the courts (possibly as a long-term replacement for the indoor courts at the Chestnut Hill Developments Recreation Complex) may be considered further through a business plan that examines demand, partnerships, financial performance, and related factors. 28. Work with the local tennis club to confirm the long-term need for the courts at Greenwood Park and consider shifting use to new courts planned for Seaton, allowing this space to be converted to other uses as defined by a future redesign process for this park. 6.5 Pickleball Courts The City does not currently offer any dedicated outdoor pickleball courts, but does allow for the sport on 11 shared courts. Six (6) courts are shared with tennis on a first-come first-served basis (Village East Park and Claremont Memorial Park) and five (5) courts are on multi-use pads requiring portable pickleball nets. Plans are in place to expand this inventory by adding one new tennis court at Shadybrook Park that be converted to use as four (4) pickleball courts; it will be accessible to club members. In addition, the City has been working with the pickleball community to expand opportunities to play the sport indoors (see Section 2.4). Strong interest has been expressed by pickleball enthusiasts for more courts in Pickering, both indoor and outdoor, with demand for court time exceeding the facilities available within the City. In particular, the lack of dedicated outdoor courts for the sport has been an issue as the playing experience on shared courts is not ideal. For example, many shared courts require users to bring and/or set up portable nets, do not have dedicated times for the sport, and lack other supporting amenities that are becoming standard with new court complexes (e.g., proper fencing, wind screens, permanent lines, etc.). Dedicated courts are becoming commonplace in many municipalities and should form the primary focus for Pickering’s future capital projects. - 107 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 71 Looking ahead, the City currently has plans to construct: •four (4) dedicated pickleball courts in the Dave Ryan Community Park (P-123) in Seaton; •six (6) dedicated pickleball courts at the south end of Diana, Princess of WalesPark in place of the southernmost soccer field (requires approval from HydroOne); •four (4) pickleball courts shared with tennis at the Amberlea Tennis Club inShadybrook Park (2024); and •two (2) multi-use courts shared between pickleball and basketball at both Beechlawn Park (P-019) and at a future park in Duffin Heights (P-087). With the number of older adults expected to increase at a faster rate than the overall population, sustained demand for pickleball can be anticipated. Due to the smaller size of the courts, it is possible to fit two to four pickleball courts within the same footprint of one tennis court. With the rapid rise of the sport, very few municipalities have yet to establish firm targets for outdoor pickleball court provision. The benchmarking exercise indicates that Pickering offers more pickleball courts per capita than the average municipality, however, most of these are shared courts and dedicated courts are becoming more common due to the level of demonstrated demand and ability to support organized play. A goal of providing one outdoor pickleball court (dedicated or shared) per 5,000 residents is similar to tennis and represents a reasonable target for future planning at this time. This target suggests a need for 30 total outdoor courts by 2034 (dedicated and shared), 19 more than are currently provided. Table 16: Projected Long-term Needs for Pickleball Courts Target: 1 pickleball court per 5,000 pop. Now (2024) In Ten Years (to 2034) Current Supply / Facility Needs 11 (shared/overlay) 19 more (mostly dedicated) Potential Strategies n/a -dedicated court development incommunity parks -shared court development inneighbourhood parks -one to two club court locations(Diana, Princess of Wales Park,Thompson’s Corners) Demand derived by applying provision target to anticipated growth (46,000 new residents by 2034), plus any current shortfall in supply Going forward, the primary focus of pickleball court provision should be on dedicated courts (generally 4 or more courts per site) within community park sites to accommodate organized play. Although a lower priority, multi-lined shared courts can be effective to support casual play and may continue to be provided on an equitable - 108 - 72 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) basis through new construction and court rehabilitation/conversion projects within neighbourhood parks, being mindful of setback requirements to nearby houses. Additionally, the City lacks an outdoor multi-court (4 or more courts) site for pickleball in South Pickering. Working alongside Pickering Pickleball Club, the City has been investigating possible options for the construction of outdoor and indoor courts. The preferred location for this activity is at a park that offers access to nearby parking and washrooms and that is adequately separated from nearby residential properties. Given the mixed ownership of several park sites (and related development restrictions), lack of available open space, and the amount of buffer space required from adjacent uses, there are very few sites that could adequately accommodate a larger outdoor pickleball venue in South Pickering. The City is currently pursuing the development of six courts in Diana, Princess of Wales Park on lands owned by Hydro One. Opportunities for this to become a club-managed location (similar to Pickering’s tennis clubs) should be explored8. To summarize, recommended provision strategies to accommodate approximately 19 new outdoor pickleball courts to 2034 include: • four (4) courts shared with tennis at the Amberlea Tennis Club in Shadybrook Park (2024); • six (6) dedicated pickleball courts at the south end of Diana, Princess of Wales Park in place of the southernmost soccer field (requires approval from Hydro One), possibly operated in partnership with a club; • four (4) dedicated courts at the planned recreation facility in Thompson’s Corners, possibly operated in partnership with a club; • four (4) dedicated courts in the Dave Ryan Community Park (P-123) in Seaton; and • consideration of painting lines on selected multi-use basketball courts at locations such as Beechlawn Park (P-019) and selected neighbourhood parks in Duffins Heights and Seaton (e.g., P-086, etc.). Should the project in Diana, Princess of Wales Park not proceed – or should a second site for pickleball be required in the longer-term – Petticoat Creek Conservation Park may be considered further. Not only does PCCP meets the general locational criteria, but pickleball was one possible option site identified in the City’s preliminary review. The City is currently investigating the possibility of entering into a long-term lease or management agreement with TRCA for this property. In confirming and establishing new locations and provision strategies, a site evaluation process should be undertaken with consideration of the following criteria: 8 One useful metric for more formalized play has been established by the City of Mississauga, which uses minimum membership thresholds for the creation of new tennis and/or pickleball clubs: 2 to 3 courts = 100 members; 4 to 5 courts = 200 members; and 6 to 8 courts = 300 members. - 109 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 73 a) Pickleball courts may be established through conversion of under-utilized amenities or new construction. The City may establish minimum standards for court surfacing. b) Courts should be developed in pairs (ideally oriented north-south), using fixed pickleball net equipment and fencing to support dedicated use. Consolidating courts is more economically efficient, will help to leverage community partnerships, and can better support organized play. c) Shared use courts (e.g., pickleball, tennis, basketball, etc.) are less desired and will not typically be supported as long-term options. d) Court locations must consider potential for noise impacts on adjacent properties9. e) Nearby parking, washrooms, and/or lights for night play are desired, but will only be considered within appropriate park types. f) Enhanced levels of service (such as winds screens, acrylic surfacing, and other supporting amenities) may be considered through sponsorship or other partnership opportunities (e.g., community-based clubs). Recommendations – Pickleball Courts 29. Target the development of up to 19 new outdoor pickleball courts by 2034, with a focus on dedicated courts in appropriate locations. Projects should have consideration to the site evaluation and design criteria identified in this plan. The City should continue to work with pickleball organizations to monitor and assess the need for additional dedicated court complexes over time. Potential capital projects include: a. developing six (6) dedicated courts at the Diana, Princess of Wales, possibly operated in partnership with a club; a. developing four (4) dedicated courts at the site of the planned recreation facility in Thompson’s Corners, possibly operated in partnership with a club; b. developing four (4) dedicated courts in the Dave Ryan Community Park (P-123) in Seaton; and c. consideration of painting lines on selected multi-use basketball courts at locations such as Beechlawn Park (P-019, future) and selected neighbourhood parks in Duffins Heights and Seaton (e.g., P-086, etc.). 9 For a 2-court complex with no noise mitigation, guidelines from Pickleball BC suggest a minimum setback is 50-metres. This increases to 85 to 115m in a typical community park setting depending on the number of courts and noise attenuation measures. These guidelines should be considered as the city establishes or reinvests in outdoor pickleball sites. - 110 - 74 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 6.6 Basketball Courts With several new half courts being added to new parks, the City’s supply of outdoor basketball courts has increased in recent years to 17 (10 full courts and 7 half courts). More courts are planned to be added to growing areas, particularly in the Seaton community. Due to community requests, outdoor basketball courts have become a typical level of service in most neighbourhood parks within Seaton, to the point where some have been added following the parks’ initial construction. The provision target established in the previous ten year plan would seem to have been insufficient to address the needs of growing communities that have large youth populations and fewer opportunities for driveway basketball. To respond to growing demand, the City currently has plans to establish basketball courts in 11-12 park sites: • Seaton: Half courts at P-105, P-106, P-108, P-112, P-125, P-127 and multi-use courts at P-109 and P-124; there may also be the potential for one or more courts at the Seaton Recreation Complex & Library. • Duffins Heights: Full court at P-087. • South Pickering: Full court at Beechlawn Park (P-019). Court sizes are influenced by space availability; however, there is a general guideline of providing half courts in neighbourhood parks (and appropriate village greens) and full courts in community parks. Additional features for consideration include, but are not limited to, seating, shade, paint markings for other hard surface activities, landscaping, and appropriate sound buffering. In setting a reasonable target to guide court development, geographic distribution is a key determinant as courts are viewed as neighbourhood-level amenities that are walkable for most residents. On this basis, an 800-metre radius can be used to identify potential gaps in distribution and for planning in new community areas. Using this measure, the Liverpool neighbourhood (west of Liverpool Road) is currently underserved and additional courts will likely also be required along the Kingston Road corridor to serve future residential development. The City should evaluate existing and future park sites to provide outdoor basketball courts in these areas. A balanced distribution of courts should also be a goal for Seaton as this area develops. Currently, some proposed court sites (e.g., P-105, P-106, P-108, and P-109) are in close proximity to one another. Consideration should be given to reallocating one or more courts to parks in underserved areas (such as the southern portion of Lamoureax and/or the northern portion of the Wilson Meadows neighbourhood), subject to space availability. To guide future provision, a target of one court (full or half) per 5,000 residents is recommended. Application of this target suggests a need for 13 more courts by 2034. - 111 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 75 Planned court development will account for 10-11 of these sites, while the gaps noted above – if addressed – will alleviate the balance of these needs. Table 17: Projected Long-term Needs for Basketball Courts Target: 1 basketball court per 5,000 pop. Now (2024) In Ten Years (to 2034) Current Supply / Facility Needs 17 (10 full, 7 half) 13 more Potential Strategies n/a - new court development in Seaton and mixed use areas - address gaps in geographic distribution (Liverpool, Kingston Road corridor) Demand derived by applying provision target to anticipated growth (46,000 new residents by 2034), plus any current shortfall in supply Recommendations – Basketball Courts 30. Develop approximately 13 additional outdoor basketball courts by 2034 within growing communities (e.g., Seaton) and under-served areas (e.g., Liverpool, Kingston Road corridor) based on an 800-metre service radius. Half courts should generally be considered for neighbourhood parks (and appropriate village greens) and full courts for community parks. - 112 - 76 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 6.7 Splash Pads and Outdoor Aquatics Pickering offers three (3) splash pads located at Amberlea Park, Beachfront Park, and Foxtail Green. Each site contains a range of interactive features such as spray posts, spray creatures, waterfalls, and water jets. Facilities are unstaffed and available for community use during the warmer months. The City does not have usage data for its splash pads as they are casual use amenities. Splash pads appeal to young children and families looking for a fun and affordable way to cool off during the warmer weather months. These facilities complement other recreation facilities at their respective parks including playgrounds, seating, shade areas, and seasonal washrooms (amenities vary by location). With the increase number of heat alerts, splash pads were also identified as an important consideration through the City’s Climate Change Adaptation Plan. The City does not provide any additional outdoor aquatic facilities such as outdoor pools at this time. There is a splash pad and outdoor pool at TRCA-operated Petticoat Creek Conservation Park; however, these facilities have been closed in recent years due to needed repairs. Several requests have been received for splash pads in recent years and they have become a standard level of service in many newer parks across Ontario. Pickering’s supply of three splash pads (one per 34,300 residents) is well below comparable communities (one per 12,400 persons) and local residents have been seeking additional investment in this area. The previous Ten Year Plan recommended a provision target of one splash pad per 3,000 children ages 0 to 9 years. Based on 2021 Census data, this translates into a per capita target of one splash pad per 27,500 persons (all ages), a rate that lower than comparable municipalities. For long-term planning purposes, it is recommended that this target be adjusted to one per 20,000 persons (all ages) to account for the younger population anticipated to move into the Seaton community. Application of this provision target yields a need for five (5) additional splash pads within the next ten years. Table 18: Projected Long-term Needs for Splash Pads Target: 1 splash pad per 20,000 pop. Now (2024) In Ten Years (to 2034) Current Supply / Facility Needs 3 5 more Potential Strategies n/a -new park development in Seaton -evaluation of existing parks in South Pickering Demand derived by applying provision target to anticipated growth (46,000 new residents by 2034), plus any current shortfall in supply In providing Pickering’s children and families with suitable access to splash pads, two key factors should be considered: - 113 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 77 •that splash pads are equitably distributed across the city so that they are withinreasonable proximity of all residential communities; a service radius of 1.0 km (within new community areas and mixed use areas) to 1.5 km (within established areas) may be used to measure this; and •that splash pads are available within higher-order parks that serve as communitydestinations (busier parks can sustain larger splash pads with more features and have other necessary support amenities such as shade, seating, washrooms,parking, etc.), such as community parks. On this basis, notable gaps in distribution can be found in the City Centre, Duffins Heights, and Wilson Meadows neighbourhoods. The City is currently planning to install a splash pad in Stonepay Village Green (Duffin Heights, P-086), which will address one of these priority areas. Additionally, splash pads are proposed for several parks in Seaton, including the Seaton Recreation Complex & Library, P-123 (Dave Ryan Community Park), P-107 (Titanium Green), and P-131. Beyond 2034, it can be anticipated that additional splash pad development will be required in the Mount Pleasant area at minimum. Additional gaps may present themselves based on community growth and staging of development. Should the City remove the splash pad at Beachfront Park due to operational issues, another splash pad should be developed south of Highway 401, ideally in proximity to growth areas. Furthermore, although there are no splash pads within Pickering’s rural communities, provision is a low priority in these areas due to their small and dispersed populations. In consideration of parks south of Highway 401, the City will be working with the TRCA to advance the Petticoat Creek Conservation Park project. Currently operated by the TRCA as a day use area, the park contains a number of recreational amenities, including a splash pad and outdoor pool that has been closed for several years due to mechanical and infrastructure challenges. A preliminary study identified the potential for enhanced park amenities within non-regulated areas (e.g., event spaces, sport courts, possible replacement of the outdoor pool, winterized washrooms, etc.) and year-round programming. A park-specific planning study is recommended to more fully define future uses and costs for Petticoat Creek Conservation Park, including a decision on whether to remove the outdoor pool or replace it with a modern facility. Although the pool has historically been a draw to the park, its shape and design make it very difficult and costly to operate and lifeguard. With many outdoor pools across Ontario now reaching the end of their lifecycles, many communities are rationalizing pool replacement against issues such as rising costs, stagnant visitation, staffing challenges, and short operating seasons. As an outdoor pool would represent a new level of service for the City of Pickering and would potentially impact programming and staffing at its indoor pool facilities, the operation of an outdoor pool at this or any other location would be viewed as a lower priority within the scope of this Ten Year Plan. - 114 - 78 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Recommendations – Splash Pads 31.Continue with plans to construct 5 new splash pads / water play areas in Duffins Heights and the Seaton community by 2034; additional sites in Seaton and possibly City Centre will be required longer-term. Should the City remove the splash pad at Beachfront Park, it should be replaced at another location south of Highway 401 in proximity to growth areas. 32.The provision of an outdoor pool would represent a new level of service for the City and the reconstruction of the pool at Petticoat Creek Conservation Park is being considered. - 115 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 79 6.8 Outdoor Ice Rinks The City currently permits the creation of outdoor natural ice winter skating locations within three of its parks: Claremont Memorial Park (maintained by the City on a rink pad) and both Whitevale and Greenwood Parks (maintained by volunteers with support from the City). All three of these locations are in Pickering’s rural areas. These rinks support leisure skating (organized sports are prohibited) within cold weather months; however, due to changing weather patterns and volunteer commitments, not all rinks are operated every year. When not being used for skating, these amenities may serve other uses during the warmer months (e.g., unstructured play, open space, etc.). During the pandemic, additional outdoor rinks were a popular request in many Ontario municipalities. Unfortunately, climate change, unpredictable weather, and fluctuating volunteer commitments are having an impact on the viability of natural rinks. Temperature is the primary determinant of whether outdoor skating is feasible. Refrigerated outdoor rinks offer a safer and more reliable skating surface, and are also available for an extended season. Covering an artificial rink would provide for an extended season (60+ days per year, depending on weather and temperature variation) and improved ice conditions (and shade in the summer). However, artificial rinks represent a significantly higher level of service both in terms of capital and operational resources. For example, artificial rinks require support buildings for washrooms, change rooms, and mechanical systems; opportunities to co-locate them with other community facilities (such as arenas) or in community parks should be considered to generate efficiencies and enhance geographic accessibility. Operationally, refrigerated rinks require a greater level of care and maintenance, with regular ice checks, flooding, and activity scheduling much like municipal arenas. Indoor arenas remain the preferred venues for organized play and public skating opportunities. While there are no designated sites for outdoor skating in South Pickering or Seaton, City Council has identified the development of a refrigerated skating rink/water feature at City Centre Park to be a key capital priority. Applying the target of one refrigerated rink per 100,000 persons, this location would be sufficient to meet community needs over the next ten years. The use and reliability of this refrigerated rink should be tracked to inform the demand and viability of another location in the future (beyond 2034). Table 19: Projected Long-term Needs for Refrigerated Outdoor Skating Rinks Target: 1 refrigerated outdoor rink per 100,000 pop. Now (2024) In Ten Years (to 2034) Current Supply / Facility Needs 0 1 more Potential Strategies n/a - proposed for City Centre Park Demand derived by applying provision target to anticipated growth (46,000 new residents by 2034), plus any current shortfall in supply - 116 - 80 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) A future phase of the concept plan for Claremont Memorial Park included consideration of a covered and/or artificial rink. This site is on well water and does not have the capacity for a significant water draw, though water can be brought in to support the setting of a rink. Additionally, this park is used for several area events and activities during the summer months. There is an insufficient market to support the initial and ongoing investment associated with a refrigerated rink; however, consideration should be given to redeveloping the existing rink with a roof (but not enclosed) to provide an all-weather, four-season venue for ice skating, floor sports, camps, and events. Support of the volunteer-based neighbourhood rink program may be continued for current sites as long as they remain viable. New sites for natural ice rinks are not a priority at this time, but may be considered in appropriate parks that have access to water, lighting, and support buildings, as well as a suitable volunteer base. Recommendations – Outdoor Ice Rinks 33.Continue with plans to develop a refrigerated skating rink/water feature within City Centre Park. 34.Consider the development of an appropriately-sized covered multi-use pad inClaremont Memorial Park to support extended use for floor sports (ball hockey,skating, etc.), camps, and events. The ice pad should not be refrigerated. 6.9 Skateboard Parks The City of Pickering recognizes the importance of skateboarding as a form of recreation for the physical and creative well-being of its citizens of all ages and skill sets. The City’s only full size skateboard park is at Diana, Princess of Wales Park, located behind the Chestnut Hill Developments Recreation Complex. The park is at end of life and users are supportive of replacing it with a new park in a safer, more visible location. In an effort to expand local offerings, the City recently opened its first skate spot, adjacent to the West Shore Community Centre in 2022. Pickering also offers a mobile skate park during the summer months, with financial support initially provided by the Canadian Tire Jumpstart Foundation. Ramps, rails, banks, and other skate elements are set up outside the trailer to create mobile skate spots throughout the City. In 2023, this service was offered at West Shore, St. Mary’s High School, and Dr. N. Tomlinson Community Centre in Claremont. The City does not provide any dedicated BMX bike parks or pump tracks, which are becoming more common in many municipalities. In Pickering, these uses are generally accommodated within skateboard parks. Usage of skateboard parks is not tracked as they are mainly casual use amenities. However, City staff have noted increasing demand for pre-registered skateboard - 117 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 81 programs, especially for those interested in learning to skateboard. With only two designated outdoor permanent locations for skateboarding activities, a mobile skate park was implemented to address needs as the City’s future network of skateboard parks takes share. The planning and development of skateboard parks is led by the Skateboard Park Strategy 2017. This strategy examined current and forecasted participation rates in action sports and made recommendations toward the development of a network of skate park opportunities throughout the City to serve a variety of age groups and skill levels. Location criteria was established and evaluations of selected sites were completed. The Skateboard Park Strategy describes four different park typologies, including: • Skate Dots: these are generally less than 1,500 sf (the size of a street corner) • Skate Spots: these are generally 1,500 sf to 6,000 sf (the size of a half basketball court) • Neighbourhood Skate Parks: these are generally 6,000 sf to 12,000 sf (the size of a tennis court) • Community Skate Parks: these are generally 12,000 sf to 25,000 sf (the size of a hockey rink) Recommendations outlined in the Skateboard Park Strategy (developed in consultation with the local skateboarding community) include adding approximately 24,000 square feet of skateable area within South Pickering (through 1 community skate park and 5 skate spots) and over 33,000 square feet of skateable area within Seaton (through 1 community skate park and 3 skate spots) by 2029. Sites should be equitably distributed to maximize accessibility for area residents. Table 20: Projected Long-term Needs for Skateboard Parks Target: see Skateboard Park Strategy 2017 Now (2024) In Ten Years (to 2034) Current Supply / Facility Needs 2 (1 skate park and 1 skate spot) 1 more skate park Up to 7 skate spots Potential Strategies n/a - new park development in Seaton - evaluation of existing parks in South Pickering - replacement of existing skate park Demand derived by applying provision target to anticipated growth (46,000 new residents by 2034), plus any current shortfall in supply - 118 - 82 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) On this basis, the City currently has plans to develop the following outdoor skateboard locations: •A new skate spot in South Pickering at a location to be determined (community consultation will be undertaken in 2024, with construction in 2025); •A replacement skate park located along the proposed Hydro Corridor park northof Kingston Road (construction anticipated for 2026, pending approval from Hydro One – this facility would replace the aging skate park at Diana, Princess ofWales Park; and •A skate spot located Dave Ryan Community Park in Seaton (constructionanticipated closer to 2029). •Skate parks/spots are also being considered for the Seaton Recreation Complex& Library site and other appropriate park sites in Seaton as they are developed. In order to address the demand levels forecasted by the 2017 Strategy, additional sites beyond those identified above will be required to fully implement the planned network, particularly in South Pickering where these features are more likely to be integrated into existing parks. Geographic gaps exist in Amberlea, Liverpool, Duffins Heights, and Bay Ridges neighbourhoods. Among the highest rated potential sites evaluated within the Skateboard Park Strategy were Amberlea Park, Bay Ridges Kinsmen Park, Centennial Park, David Farr Memorial Park, and Shadybrook Park, although there may be other candidates. City Council did not support the recommendation for a skate park to be developed in front of the main entrance of the Chestnut Hill Developments Recreation Complex, and the City is now pursuing opportunities within the Hydro Corridor to the north. Because they can be used for a wide range of wheeled sports – scootering which is now a dominant use in many locations, in addition to skateboarding, BMX biking, and inline skating – the term “all wheels parks” in place of “skateboard parks” is becoming more common. It is also noted that bike parks and pump tracks are beginning to be introduced by many area municipalities (e.g., Whitchurch-Stouffville, Uxbridge, etc.). These are specially designed courses – often consisting of berms, rollers, ramps and/or similar features – used by cyclists to enjoy off-road cycling and build skills. These parks provide safe spaces for bikers to develop their skills and connect with others within a purpose-built environment, deterring property damage from illegal biking in environmental areas. Many are co-located with skate parks to create an “all wheels” environment. While not a high priority for Pickering at this time, a pump track may be considered through future park renewal or development projects, ideally in proximity to growing residential neighbourhoods. - 119 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 83 Recommendations – Skateboard Parks 35.Reclassify skateboard parks as “all wheels parks” and integrate this term intothe City’s signage and promotions. 36.Expand the network of all wheels parks by: a.replacing the aging community-level skate park at Diana, Princess of WalesPark at the proposed hydro corridor park to the north (pending approval fromHydro One); b.developing up to 4 new local skate spots in South Pickering; c. developing a community-level skate park in Seaton, possibly at the Seaton Recreation Complex & Library; and d.developing up to 3 new local skate spots in Seaton, including one DaveRyan Community Park. Determination of locations and designs will require additional community consultation and site evaluation, guided by the criteria and classifications established in the City’s Skateboard Park Strategy 2017. 37.Explore the potential for installing a pump track through a future community ordistrict park development project. - 120 - 84 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 6.10 Playgrounds The City provides playgrounds at 63 parks throughout Pickering. Most of the City’s playgrounds offer creative play structures and/or traditional play equipment; three sites provide swings only. The provision of playgrounds relies on equitable geographic distribution to enable ease of access within Pickering’s residential areas. The location of Pickering’s playgrounds has been assessed using an 800-metre radius; there are no significant gaps in playground provision based on this measure. Many more playgrounds are planned for the Seaton community, including (but not limited to) P-104, P-105, P-106, P-107, P-108, P-109, P-110, P-111, P-112, P-113, P- 121, P-124, P-125, P-126, P-127, P-131, P-132) and village greens in Duffins Heights (P-83 and P-87). Larger, destination playgrounds should be planned for prominent sites such as the Seaton Recreation Complex & Library, Dave Ryan Community Park (P-123), and Pickering Heritage & Community Centre (possibly at the adjacent Greenwood Park). At the City’s discretion, additional playgrounds should be considered to enhance geographic distribution and address equity, where appropriate. As the City replaces older play structures, consideration is being given to components that are barrier-free for persons with disabilities. The City should be strategic in these replacements, ensuring that destination sites such as community parks offer highly accessible playgrounds with rubber surfacing. Engineered wood fibre surfacing and accessible components are suitable for most installations in neighbourhood parks. With over sixty playground sites and an average lifespan of around 20 years per structure, the City can be expected to average three (3) replacements each year. Future budgets for playground reconstruction should be reassessed to reflect recent inflationary factors. 38.Continue to install playgrounds within appropriate park types in growth areas. At minimum, playgrounds should be located within 800 metres of residential areas(less in intensified areas), unobstructed by major pedestrian barriers such asvalleys, highways, and railways. Playground design should give consideration toplay value, variety in design, accessible features (focusing on community parksites), and supporting amenities such as pathways, seating, and shade. 6.11 Outdoor Fitness Equipment Outdoor fitness stations feature low-impact, joint-friendly equipment that use resistance created by a person’s own body weight; the equipment is stationary with no moving parts. Pickering currently offers basic outdoor fitness equipment at one location – St. Mary Park. The equipment is free to use and located adjacent to the playground. Recommendations – Playgrounds - 121 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 85 Pickering has a slightly lower level of provision of outdoor fitness stations compared to benchmarked municipalities. As these amenities become more common, per capita ratios can be expected to drop. Outdoor fitness equipment offers the community affordable opportunities to stay fit and should be considered for locations that offer an improved distribution within growing communities and destination parks. The preferred design involves clustering of components in relaxed park settings that are connected to a trail system and close to residential areas, with good access to parking and shade. Outdoor equipment is planned for several sites in Seaton, including a fitness circuit across P-124, P-126, and P-127. The City may consider distributing these locations more equitably throughout the new community area by applying a minimum catchment radius of 1-kilometre per site. Approximately five (5) locations can be anticipated in Seaton based on this measure. Opportunities should also be sought to establish designated outdoor open space exercise zones that can be used for permitted group fitness activities that are supported by the City’s parks by-law. Recommendations – Outdoor Fitness Equipment 39.Integrate outdoor fitness equipment into appropriate parks, focusing ondestination parks (e.g., selected community and waterfront parks) and growingcommunities (using a 1-km radius to support equitable distribution). 40.Develop guidelines to support the design of designated open space exercisezones where the community can organize fitness classes (yoga, tai chi, etc.). 6.12 Community Gardens The City has a large community garden site at the north end of Diana, Princess of Wales Park with 107 rentable plots that is administered by the City of Pickering in partnership with the Valley Plentiful Community Garden Committee. Additionally, the City runs a 55+ Plot to Plate program using 12 garden plots at the George Ashe Library & Community Centre site and has plans to extend this program to the Pickering Museum Village. With a growing and more diverse population, it is anticipated that the demand for community gardens in Pickering will rise. Smaller residential lots and more multi-storey buildings are also leading to fewer opportunities for backyard gardens, creating greater demand for community plots. These sites should be promoted as they bring residents together, offer improved food security and affordability, provide healthy food options, and offer educational and stewardship opportunities. In 2022, the City developed a Community Garden Policy to guide the establishment of new sites in partnership with community groups. Within the policy is a set of criteria that can be used to identify suitable locations for new community gardens. - 122 - 86 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Building on the recommendations outlined in the 2017 Plan, the City has been monitoring the use and evaluating opportunities to expand the number of garden plots available at Diana, Princess of Wales Park. In 2024, the City aims to expand the existing community garden east of Kingston Road in collaboration with the Valley Plentiful Community Garden Committee, the Region of Durham, and Hydro One staff. This collaboration will enhance Valley Plentiful by increasing the number of raised garden plots and creating an accessible parking lot. Also, acting on a recommendation from the 2017 Plan, the City will be expanding their largest community garden site to the north side of Kingston Road through the proposed Hydro Corridor Park (pending approval from Hydro One). This site will help to address the current wait list and help to support longer-term needs as this area intensified, but additional locations should be considered to improve geographic equity. As a newer amenity within the parks system, it can often be difficult to find appropriate locations for community gardens, Ideally, these amenities are supported by access to water, parking, fencing, shade, accessible features, and good visibility to improve safety and deter theft. It is understood that the City completed an assessment of potential locations, but that most existing parks are fully subscribed or not suitable for the placement of gardens. As the City builds new parks within new community areas, there is an opportunity to design community gardens into selected locations. - 123 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 87 Given the need for support amenities, locating a community garden on the same site as the Seaton Recreation Complex & Library or other higher-order park site in Seaton in partnership with community groups is recommended. Under-utilized lands can be used for gardens if they have the necessary infrastructure (e.g., water source, nearby parking, etc.) and community support. Preferred locations will be those in proximity to higher-density forms of housing as these residents will have more limited opportunities for “backyard gardening”. Consideration should be given to providing opportunities for raised garden beds to accommodate all abilities. The City does not need to be the only provider of community gardens. Different municipalities use various approaches in administering a community garden program based on considerations around management, access, cost, site suitability, partnerships, etc. Many communities have had success working with agencies in the management and expansion of community garden programs, and the City is encouraged to continue working with the development community and other property owners to promote the establishment of gardens on private lands. Additional direction was provided through the City’s Urban Agriculture Action Project, which is currently underway. Recommendations – Community Gardens 41.Support the establishment of community gardens on appropriate municipal lands and as an option in new and redeveloped parks able to meet the site criteria contained in the City’s Community Gardens Policy. Leveragepartnerships with agencies and private landowners to ensure an equitabledistribution across Pickering (including one or more sites in Seaton). 6.13 Off-Leash Dog Areas Leash-free areas are fully fenced areas that provide pet owners with an opportunity to legally exercise and socialize their dogs off-leash in a controlled area. The City of Pickering offers off-leash dog areas at three locations: Baldson Park, Dunmoore Park, and Grand Valley Park (2 separate areas). Additionally, there is an off-leash area within the portion of the Greenwood Conservation Area that is within the Town of Ajax. Off-leash areas are increasingly being provided by urban municipalities as one approach to reduce conflict within shared park spaces, as well as to offer a social opportunity for responsible dog owners. Pickering’s current level of provision (one location per 34,300 residents) is slightly lower than the comparator group. For long-term planning purposes, a target of one off-leash area per 30,000 residents is recommended, with consideration given to geographic accessibility. Application of the provision target indicates a need for two new off-leash dog areas over the next ten years. An equitable distribution of off-leash dog areas offers convenient access to residents, which is important as many users visit off-leash parks multiple times a week throughout the year. - 124 - 88 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Table 21: Projected Long-term Needs for Off-Leash Dog Areas Target: 1 off-leash location per 30,000 pop. Now (2024) In Ten Years (to 2034) Current Supply / Facility Needs 3 5 Potential Strategies n/a -new park development in mixeduse areas (City Centre) and newcommunities (Seaton) Demand derived by applying provision target to anticipated growth (46,000 new residents by 2034), plus any current shortfall in supply The City has plans to establish a new dog area in the proposed Hydro Corridor Park within the City Centre neighbourhood (pending approval from Hydro One), which will be ideally located to support future growth in this area. The City has done well to support off-leash sites within South Pickering – it can be difficult to identify appropriate sites within a mature parks system due to concerns of conflicting uses, nuisance, and perceptions of safety. Although the Grand Valley and Greenwood Conservation Area off-leash areas are centrally located for many, another location should be planned for the Seaton community. As Pickering grows, there may be opportunities to design off-leash areas into parks from the onset, to the benefit of users and area residents alike. However, given the premium placed on parkland in new communities, sites for new off-leash areas should also be sought on under-utilized lands, including remnant park spaces, naturalized lands (excluding sensitive habitats), surplus municipal lands, hydro corridors (approval required), and other partnered or alternate spaces. New sites should only be advanced in cases where location criteria can be met and in partnership with the volunteer working group that is responsible for general upkeep and safety of the sites. Some criteria that can be used to evaluate potential off-leash dog areas may include (but not be limited to): •Ability to maintain public safety for users and non-users, including animals; •Minimum size, appropriate configuration, and site characteristics; •Land ownership and cost; •Walkability and access; •Compatible and non-compatible adjacent uses, such as buffering from highlypopulated residential areas, busy sports parks, and environmentally significant areas; •Consideration of fencing, on-site parking, water and shade; •Community input and support from neighbours; •Interest from a volunteer committee to act as park stewards; and/or •Performance measures to monitor and evaluate facility conditions and operation. The demand for off-leash areas is expected to continue into the future due to a recent increase in pet ownership during the pandemic and greater residential densities that are - 125 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 89 reducing lot sizes, thereby increasing the reliance upon public space for exercising and toileting dogs. Leash-free areas serving missed use areas may require different approaches due to competing interests for parkland. High rise developers should be encouraged to provide pet-friendly spaces to support their residents (the City of Toronto’s recently published Pet Friendly Design Guidelines and Best Practices for New Multi-use Buildings may be a helpful reference in this regard). Recommendations – Off-Leash Dog Areas 42.Provide two (2) additional leash-free dog areas within the next ten years inresponse to community need and only in cases where location criteria can be met. Evaluate options for establishing an off-leash dog area in Seaton and continue with plans to develop an off-leash park in the proposed Hydro Corridorpark (pending approval from Hydro One). 43.Prepare an off-leash dog area policy to address the dynamics of providing,designing, and maintaining leash free dog areas in higher density neighbourhoods. 6.14 Outdoor Event Spaces Community events contribute to Pickering’s vibrancy and livability and are important economic drivers. Pickering is well known for its community events and festivals, such as Canada Day, Ribfest, Winter Nights City Lights, Cultural Fusion, Artfest, Dragon Boat Festival, Food Truck Festival, Summer Concert Series, various heritage events at Pickering Museum Village, and more. Many of these events occur within the parks system and are guided by the City’s Community Festival & Events Manual. Signature event parks in Pickering include: •Alex Robertson Park (waterfront) •Bruce Handscomb Park (waterfront) •Esplanade Park (City Centre) •Millennium Square (waterfront) The City also hosts a seasonal outdoor farmers’ market at the Chestnut Hill Developments Recreation Complex. Due to their location along the waterfront, many of the City’s signature event parks are in mixed ownership, have limited parking, and do not have permanent infrastructure to support large gatherings on a regular basis. Despite this, these parks are well used and the City’s Community Festival & Events Manual is an effective tool for ensuring that events are well coordinated. The City is witnessing greater demand for events, both large and small. Staff have indicated a need for a large park site that is capable of accommodating crowds of 5,000 or more persons. Event parks require suitable adjacencies, including sufficient parking - 126 - 90 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) and access to transit, as well as electrical connections, water and wastewater disposal connections, public washrooms, shade, etc. Flexibility and increased functionality are critical – when not programmed with animations or community events, these spaces could be adapted for use as casual congregation and community space. There is a growing case to be made for the development of flexible and multi-purpose outdoor community gathering areas and purpose-built event spaces in Pickering. Such spaces could host short-term and one-off events, as well as longer-term, ongoing, and larger-scale community events and activities (including cultural festivals, open-air markets, food festivals, and community gatherings). Through the ongoing discussions with the TRCA about a future operating model for Petticoat Creek Conservation Park, there may be an opportunity for the City to designate this park as a signature large event site within Pickering, supported by proper amenities and features. Strategies and additional resources will be needed to activate this and other event spaces for community benefit. Further, infrastructure projects capable of supporting smaller scale or pop-up events in a variety of locations should be considered, such as Greenwood Park which is adjacent to the Pickering Museum Village and new Heritage & Community Centre. The animation of parks and public spaces helps to make these venues more accessible and enjoyable for residents of all ages and provides an affordable outlet that connects the community. Recommendations – Outdoor Event Spaces 44.Work with the TRCA to enhance Petticoat Creek Conservation Park as asignature park site for large events and festivals. 45.As a general principle, consider and evaluate event hosting capabilities whendeveloping and redeveloping community and district parks, including the provision of support infrastructure (e.g., parking, electrical service, water and wastewater services, washrooms, shade, etc.). 6.15 Beach and Waterfront Facilities Pickering's waterfront is one of the city’s most prominent features and is host to a wide range of recreational opportunities including a wide range of beach, water, and paddling activities. The City works with other landowners such as Ontario Power Generation and TRCA to manage public access to waterfront lands, preserving the unique character of its waterfront. The City has recently completed extensive renovations to Rotary Frenchman's Bay West Park, including improvements to washrooms, trails and pathways, picnic areas, shoreline restoration, and a new accessible canoe/kayak launch. The City is also moving forward with reconstruction of Beachfront Park following significant damage from high-water levels and intense storm events in 2017 and 2019. - 127 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 91 Through focus group workshops, continued access to Pickering’s waterfront was voiced as a concern. Open input on the engagement boards identified waterfront revitalization as a top five priority for recreation and parks. Recently, the City announced its interest in purchasing Frenchman’s Bay from private interests in order to restrict development, maintain public access and recreational use, and enhance environmental stewardship. The City of Pickering is fortunate to have access to scenic beaches and waterfront lands, which are utilized for swimming, leisure activities, dragon boating, kayaking, and more. Given the popularity of beach and waterfront activities, similar municipalities are increasingly providing updated and accessible amenities such as changerooms, washrooms, pavilions, play areas, and accessible features (the AODA has specific regulations that apply to newly constructed and redeveloped beach access routes). Beach and waterfront facilities may also be used to support permitted gatherings and programs (such as yoga groups using pavilions). Outdoor water sports, such as stand-up paddleboarding and kayaking, have surged in popularity over the past few years. With people unable to travel during the pandemic, water sports provided an opportunity to get outdoors and experience their local water bodies. Water sports can be enjoyed for much of the year if the right equipment and wetsuits are provided. Additionally, inflatable equipment has become very popular which makes it easier to travel with and more accessible for the casual user to set up and use in their leisure time. Inflatable options also make paddleboards easier to store compared to the conventional paddleboard. In short, water sports have become easier for people to get involved in, with many opportunities to purchase or rent equipment, and even participate in lessons to improve their water skills. Through the consultation program, residents expressed how important these waterfront spaces are to them and the broader community as they not only bring people together, but play an important role in preserving greenspace and habitat. Waterfront parks received extremely high levels of use during the pandemic and - 128 - 92 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) are an important part the City’s special events network. Continued investment in the development and maintenance of key waterfront sites (e.g., recreational amenities, trail connections, conservation initiatives, public art, support buildings, wayfinding, etc.) should remain a top priority. Recommendations – Beach and Waterfront Facilities 46.Continue to place a high priority on the preservation and restoration ofwaterfront parks and beaches that support public access for residents andvisitors. 6.16 Other Outdoor Facilities The demands being placed on parks are rising every year. Beyond those facilities discussed above, there may be additional amenities provided within the parks system, such as (but not limited) to lawn bowling, bocce, disc golf, beach volleyball, kayak launches, running tracks, tobogganing hills, etc. Pickering has many of these facilities within its parks system at present. These amenities and features can add variety and value when supported by sufficient and sustained demand, effective management and maintenance, and successful partnerships. Opportunities will be evaluated on a case-by-case basis with reference to the key principles and actions of this Ten Year Plan. Larger community and district park sites may have the greatest capacity to accommodate new facilities, but any investment should be supported by demonstrated needs. The framework for evaluating capital proposals from community organizations identified in Section 2.7 may also be applied to outdoor capital amenities. Recommendations – Other Outdoor Facilities 47.Continue to monitor participation and trends in recreation and sport activities accommodated through the parks system (including those delivered in partnership with others) to inform future capital needs and strategies. - 129 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 93 - 130 - 94 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 7. Parkland Access to outdoor space matters as parks are increasingly being seen as critical social, health, and environmental infrastructure. Green spaces offer places of respite and improve air quality, provide venues for physical activity, and conserve natural and cultural heritage landscapes. The City of Pickering wishes to position itself with a modernized policy framework to support its current and future system of parks. This section contains an assessment of current parkland service levels and future needs and provides recommendations to assist the City in addressing its growth-related parkland needs and policy requirements. While this plan will inform many aspects of the City’s future planning, the following items are excluded from the scope of this analysis: •preparation of the Parkland Conveyance By-law; •calculating or setting fees for cash-in-lieu of parkland dedication payments; •financial or growth modelling, Official Plan policy development; •technical parkland design or development standards; •assessments of the natural heritage system or other lands not subject toparkland dedication under the Planning Act; and •land acquisition strategies or the identification of specific parcels to acquire. 7.1 Planning Context In November 2022, the Province of Ontario enacted the More Homes, Built Faster Act. This Act (also referred to as Bill 23) made significant adjustments to the parkland dedication requirements of the Planning Act, among amendments to several other regulations with this and other statutes.10 Bill 23 will result in considerably less parkland (and funding for land acquisition), particularly within higher density areas. Municipalities may also have less discretion over the acceptability of lands through the development process, leading to smaller parkland parcels and less suitable lands for public spaces. The current planning regime and potential impacts are discussed in more detail later in this section. New approaches to parkland dedication are needed to reflect current provincial policy and to support complete communities. This Recreation & Parks Plan presents an opportunity to review and establish an appropriate provision level that will guide future acquisitions and leverage a wider variety of growth-related policy and financial tools. This Ten Year Plan is intended to satisfy the provisions of the Planning Act – specifically the requirement for a Parks Plan identified in Section 42(4.1) – and to support the City’s 10 Note: As of writing, regulations are not currently in place for some of these legislative changes. - 131 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 95 next Official Plan review. The Ontario Planning Act now requires that a municipality prepare a parks plan prior to passing a parkland dedication by-law. 7.2 School Board Consultation Schools can play an important role in bolstering public access to parkland. School boards operating in urbanized communities share similar land-acquisition challenges as their municipal counterparts which is leading to greater collaboration and coordination among these parties across Ontario. Strategic coordination with local school boards in Durham Region is particularly important as schools are often encouraged to be co-located with neighbourhood parks. As future population growth continues, opportunities to continue working together will be paramount. At a minimum, consideration should be given to: • Understanding if/when surplus schools are identified where the City may benefit from purchasing them to meet outdoor parks and/or open space needs. • Joint land use planning activities, particularly when there is an opportunity to situate parkland adjacent to a school block with the intent of maximizing the amount of publicly accessible greenspace. Section 42 (4.2.a) of the Planning Act identifies that in preparing a parks plan, municipalities shall consult with school boards within the jurisdiction. School board representatives were engaged to understand any new schools or surplus school sites, how municipal parkland is currently used, capital priorities, and opportunities for partnerships and collaboration. Both the Durham District School Board and Durham Catholic District School Board participated in meetings in February 2024. The MonAvenir Conseil Scolaire Catholique and Conseil Scolaire Viamonde were invited but did not participate. New and Surplus Schools • The Durham District School Board (DDSB) has a total of nine sites in the Seaton community, with the first elementary school under development and scheduled to open in September 2025. The Board is working with the City to secure a location for the second school on a former public works site. As growth has slowed in Seaton, the board is able to accommodate most new students in nearby schools at this time. • The Durham Catholic District School Board (DCDSB) has identified five sites in Seaton and are in the process of developing their first elementary school (adjacent to the Rick Johnson Memorial Park), to accommodate a capacity of 620 students and include an EarlyON hub. • While most current student growth is occurring in the Seaton area, the boards are noticing increases in student enrollment in established areas as well. A future site for a new public elementary school has been identified on the City Centre - 132 - 96 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Neighbourhood Map 18 in the Pickering Official Plan to serve growth in this intensifying community. • Neither the DDSB nor the DCDSB have any surplus lands in Pickering and do not have any planned closures. • The boards expressed concern about the shrinking sizes and poor quality of new school sites, which creates challenges in offering sufficient outdoor green space for students. It is understood that the Province is working on guidelines for urban school models (e.g., podiums), which may become more prevalent in the future. Joint Use • Both boards have several schools adjacent to a municipal park or green space with agreements to support reciprocal use. The boards are keen to work with the City to ensure that school blocks continue to be planned adjacent to park sites. • Both school boards have joint use agreements with the City that enable them to use key City recreation facilities and parks and, in turn, facilitate public access to school facilities such as gymnasiums and sports fields. The City programs several gymnasiums (typically larger high school gyms; e.g., Dubarton, Pine Ridge, St. Mary’s, etc.) for use throughout the year. Both school boards spoke positively about these arrangements. • The boards also directly administer a community use of schools program that allows community organizations to rent spaces. Gymnasiums and lit fields are in the highest demand, especially Monday to Friday evenings (excluding summer). The boards have seen considerable growth in demand for rental activities such as badminton, cricket (softball), volleyball, and pickleball. Working Together • In terms of facility partnerships, the DCDSB mentioned that they are open to discussions for developing artificial turf fields on their school sites. For the DDSB, a City indoor pool is co-located with Dunbarton High School; the board indicated that, while there are no major capital improvements planned for the high school, they anticipated it to remain in their inventory for years to come. • Both school boards expressed a desire to collaborate with the City on park projects and future shared sites. DCDSB’s Father Fenelon elementary school was discussed as an example of how it may be more optimal to maintain green space rather than designating outdoor facilities (e.g., soccer fields), to allow for wider range of activities and uses. DCDSB also indicated that they are working toward creating more naturalized safety zone areas in playgrounds, outdoor classrooms, and social spaces. - 133 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 97 7.3 Parkland Provision Public parks are important places for building a sense of community, social belonging, and retaining and attracting residents and visitors. This section highlights the City’s parkland hierarchy and summarizes the parkland inventory based on park type. To ensure that the City keeps pace with land-based demands, this section also examines Pickering’s future parkland requirements. Defining Parkland Section 3.5 of Pickering’s Official Plan provides the basis for the “Open Space System”. This system includes a variety of key natural heritage and key hydrologic features, much of which is not in public ownership. The Open Space System also includes major parks, recreational, and conservation areas that are the focus on this Ten Year Plan. For the purposes of this plan, the following definitions and examples are used: “Parkland” refers to all lands owned, leased, and/or managed by the City and includes those lands that are classified in the City of Pickering Official Plan as “Active Recreational Areas”. Parkland typically consists of tableland suitable for the development or installation of built recreational or civic amenities (such as sports fields, playgrounds, courts, gardens, etc.) that may be used for both organized and unorganized activities, although these parks may also incorporate natural features11. In the context of this plan, the terms “park” and “parkland” are used interchangeably. “Open Space” refers to all lands owned, leased and/or managed by the City that are classified in the City of Pickering Official Plan as “Natural Areas”. These sites generally have no to low development potential and are primarily designated for purposes such as environmental conservation, stormwater management, buffers, etc. While it is important to recognize the benefits of open space lands, they are excluded from policies relating to parkland as they typically have limited opportunities for active recreation and have not traditionally been accepted as parkland through the development process. The focus of the analysis in this Ten Year Plan is on “parkland” as these are the lands that accommodate the majority of active recreation amenities and are typically acquired through the land development process (through dedication or cash-in-lieu). Parkland and open space may be provided by a variety of agencies and take different forms. All parks owned by the City of Pickering are available for public use and the City has supplemented this supply by entering into maintenance agreements for lands 11 Note: Bill 23 introduced changes to the Planning Act that will allow applicants the opportunity to identify the land they intend to convey to the municipality for parkland, including encumbered land. Clarification of these conditions will be provided by way of regulations (not yet released). - 134 - 98 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) owned by public agencies, such as Hydro One and Ontario Power Generation. The degree of public access and functions of these and other parklands will vary and can be different from what the City delivers through the sites that it owns. Regardless of ownership, all sites work together as key parts of the parkland and open space system by promoting physical and mental wellbeing and preserving ecological benefits. Table 22: Parkland and Open Space Providers in the City of Pickering Provider Comments City of Pickering City of Pickering parks vary in their size, design/configuration, and intended function(s). Some parks are co-located with community facilities and provide parking onsite, while others may simply have a playground, open play space, and/or seating, or may even be undeveloped. School Boards School grounds may include play structures, sports fields, and hard surface courts. The City has a joint-use agreements to enable public access to several school sites outside of school hours. School facilities are often designed and maintained to different standards than those of municipal parks and may not always be conducive to the needs of all residents or user groups. Consultations with local school boards were carried out as part of this plan. Conservation Authorities The Toronto and Region Conservation Authority (TRCA) owns and manages several notable properties in Pickering focused largely on conservation and protection of ecological systems. These lands provide a range of activities such as hiking and picnicking. Public access may be restricted or require an admission fee. Notable TRCA-managed properties include: Petticoat Creek Conservation Park (70 hectares, located along the Lake Ontario shoreline), Greenwood Conservation Area (675 hectares, located in both Pickering and Ajax, separated by Fifth Concession Road), Claremont Nature Centre (160 hectares, located along Duffins Creek), and Altona Forest (53 hectares). The City also maintains (under agreement) some TRCA-owned lands as municipal parks, such as Rotary Frenchman's Bay West Park, Bruce Handscomb Park, and Glen Ravine Park. - 135 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 99 Provider Comments Other Government Agencies Ontario Power Generation (OPG), which operates the Pickering Nuclear Generating Station, owns and maintains lands predominantly on Pickering’s waterfront. Alex Robertson Park, Bayridges Kinsmen Park, and Beachfront Park are operated by the City of Pickering under agreement with OPG. Hydro One is responsible for the hydro transmission corridors, several of which are operated under agreement by the City of Pickering as district and community parks (Diana, Princess of Wales Park and Beverley Morgan Park). Additionally, Transport Canada owns the land upon which Don Beer Memorial Park is located, an arrangement that came about through the realignment of Highway 7. Operated by Parks Canada, Rouge National Urban Park –one of the largest parks in an urban area in North America – is located along the entire westerly boundary of Pickering. Parts of the park are situated in rural northwest Pickering and in 2018 the City transferred additional lands to Parks Canada to help complete the park. This park is a unique combination of woodlands, valleys, meadows, and farmlands. Parks Canada is planning to expand the park’s trail network and link up with trails in Pickering and adjacent municipalities. Private Owners Parks held in private ownership are not typically considered part of the parkland inventory. Privately owned parks and any associated analyses of these lands generally fall outside of the scope of work for this plan. Although there are some privately owned lands within the open space designation, this is not to imply that these lands are publicly accessible or that the City or any other public agency is obligated to purchase the lands. Park Hierarchy and Classification System The parkland hierarchy is a core element of park planning, design, and development. The hierarchy system defines the range of characteristics found in municipal parks, such as their size, form, function, and/or level of amenity. Such definition encourages a broad range of park types and facility combinations that enables a consistent management approach that can be tailored to respond to community needs. The identification of common elements also helps to ensure compatibility with neighbouring land uses, while providing the community, developers, and planners with an understanding of what new or redeveloped parks may include. The City of Pickering Official Plan identifies the following parks hierarchy for the Seaton Urban Area (Section 11.13). While the classification system was developed for the Seaton community, it is understood that it is being applied in practice to parks in all areas of the City. - 136 - 100 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) The current classification system12 consists of: •District Park (also referred to as City-wide Parks) •Community Parks •Neighbourhoods Parks •Village Greens (also referred to as Parkettes) •Urban Squares Each of the above-noted park types are described in Appendix G, in accordance with the City’s Official Plan policies for the Seaton Urban Area. Pickering has historically grown through traditional suburban development forms and – while it will continue to do so – there is also a significant shift toward higher density developments and infill projects in the City Centre area and along key corridors. This intensification is creating pressures on existing and proposed parkland as land is more expensive and availability is highly restricted. New, innovative, and collaborative approaches are needed. A more nuanced parkland dedication regime that goes beyond the traditional park types identified above is required to reflect this urban context and to ensure that the growing city is well-served by its public parkland system. The proposed framework distinguishes the parkland hierarchy between Mixed Use Areas and Urban/Rural Residential Areas. Further, two new parkland classes are introduced to the Mixed Use Area hierarchy: Urban Parks and Linear Parks. The new park types will be required as the City’s parks system evolves to include new forms that respond to the changing urban structure. Guidelines for these new park types are shown in the following tables, along with the existing framework. It is also recommended that the City consider renaming its District Park designation to “City-wide Parks” to better reflect the level of service within this park type and, further, to amend related guidelines to allow for the dedication and/or reclassification of large blocks of land (greater than 20 hectares) that also support environmental education, interpretation, and nature-related recreation, thus serving a broader audience. This change is intended to allow for the inclusion of larger properties (ideally combined with parklands that support active recreation) that support linear and passive recreation, including events and amenities that would attract users from across the city. 12 Although the City’s Official Plan identifies “Trailheads” within the parkland classification system for the Seaton Urban Area, in practice this is a feature and not a park type. - 137 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 101 Table 23: Proposed Parkland Classification System Urban Residential Areas & Rural Settlements Mixed Use Areas Areas Covered South Pickering, Seaton Urban Area, Northeast Pickering, Claremont, Brougham, etc. City Centre, Nodes and Corridors Park Types District Park (City-wide Parks) Community Parks Neighbourhoods Parks Village Greens (Parkettes) Urban Park – proposed Urban Squares (Parkettes) Linear Park – proposed Table 24: City of Pickering Parks Hierarchy, Proposed Additions Park Type Proposed Guidelines Urban Park (proposed) Urban Parks are publicly-owned lands that are located in highly visible and accessible locations, typically in higher density residential and/or mixed use areas. They include a balance of active and passive uses and are intended to serve both the local community and city-wide needs. More specifically, Urban Parks are: •May be characterized by hardscaped areas for events andgatherings, fountains/waterplay, public art, seating areas, lighting,related civic uses, etc. They should also include soft surfaceelements for outdoor play, rest and shade, and outdoor urban life. •As significant gathering places that provide a strong sense of place,they are designed to a very high standard to support more intensifieduse and to promote universal/barrier-free access and user safety. •Generally 1ha or larger. •Situated to meet the needs of the local community (generally within a10-minute walking distance; approximately 800 metres) and in some instances may accommodate City-wide facilities. •Designed with frontage on at least one public street, but may be surrounded by public streets where the scale of the park isappropriate. The adjacent built form should have active frontagesfacing the park, where appropriate. - 138 - 102 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Park Type Proposed Guidelines Linear Park (proposed) Linear Parks are substantial corridor spaces that contribute to placemaking, connectivity, safety, and enhanced streetscapes within higher density mixed use areas. They may be destinations unto themselves with outdoor seating, restaurant and retail frontages, and public art. More specifically, Linear Parks are: • Typically located between adjacent building facades and the adjacent road right-of-way (but not within the right-of-way), running continuous along the length of the block. They may also be located along or near boulevards, rail lines, watercourses, or other public open space corridors. • Designed to accommodate an active pedestrian experience along with street-related activities such as vendor and exhibit space. • Designed to enable pedestrians to safely travel through the urban community quickly and easily through the provision of facilities such as pedestrian links with adequate lighting, seating/tables, recycling and waste receptacles, bike racks, and accessibility supports. • Will generally have a minimum width of 15 metres. • Typically publicly-owned spaces, but may be privately owned and publicly accessible in keeping with City policies. Recommendations – Park Hierarchy and Classification System 48. Modify and update the City’s parkland hierarchy through the next Official Plan update. This includes distinguishing between different types of parkland in Mixed Use Areas and Urban/Rural Residential Areas and updating the policies for existing designations as appropriate. Additionally, it is recommended that two new park categories (Urban Parks and Linear Parks) be created to support the emerging Mixed Use Area hierarchy. Consideration may also be given to renaming the District Park (to “City-wide Park”) and expanding the designation to allow for the inclusion of larger properties that support linear and passive recreation, such as city-wide events, environmental education, interpretation, and nature-related recreation. - 139 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 103 City-wide Park Supplies The City of Pickering manages 180.9 hectares of parkland distributed across 70 sites, exclusive of open space lands13. Nearly half of this supply is owned by other public agencies, but available for public access (through management agreements with the City). This level of provision translates into a ratio of 1.76 hectares per 1,000 residents. Public parkland and open space amounts owned and/or leased by the City of Pickering are identified in the following table. A full listing of existing and proposed parks is contained in Appendix D. Note: the City’s parkland database is maintained by the Operations Department, which uses a slightly different classification system than what is contained in the Official Plan; where possible, parkland categories have been blended to improve alignment. Table 25: Current Supply of Municipal Parkland, City of Pickering Park Type Number of Parks Lands Owned by City* (ha) Lands Owned by Others (ha) Total Land (ha) Community Parks 21 54.8 76.3 131.1 Neighbourhood Parks 22 39.9 0.6 40.5 Parkettes (Village Green, Urban Square) 27 8.7 0.6 9.3 Total Parkland 70 103.4 77.5 180.9 * Note: some lands are in mixed ownershipOther landowners include: Ontario Power Generation, Toronto Region Conservation Authority, HydroOne, Frenchman’s Bay Ratepayers, Transport Canada, and/or Regional Municipality of Durham. Due to changes in how the City categorizes its parks and open space, it is not possible to accurately compare changes in the supply from past planning cycles, although it is likely that the City’s parkland service ratio has decreased in recent years due to the declining sizes of parkland dedicated through development. It is recommended that a system be put into place to create a centralized database that will allow for tracking over time. Looking ahead, additional parkland will be dedicated to the City in the future as new development applications are approved, as well as through negotiated approvals for secondary plan areas. The supply of parkland in the City’s new community areas (e.g., Seaton, Northeast Pickering) will likely be less on a per capita basis than in South Pickering because of declining parkland dedication amounts through the Planning Act. While these new parks will be able to accommodate active and structured recreational amenities, smaller parks mean that there may be less space for unstructured or passive use, buffers and 13 Note: Significant open space portions of existing parks have been removed from the calculations to provide a more accurate depiction of the lands available for park purposes. - 140 - 104 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) setbacks, parking, etc. It also means that the City will need to design parks to accommodate greater capacity than traditional parks, with considerations of robust materials and designs that allow for greater use (e.g., artificial turf fields, multi-use courts, etc.). The community must also continue to rely on lands provided by other public agencies (e.g., schools, Hydro One, OPG, TRCA, etc.) to serve residents over the planning period. - 141 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 105 Table 26: Future Parkland Potential Across the City of Pickering Community Comments Seaton Urban Area Seaton has been planned as a sustainable urban community with a focus on walkable neighbourhoods and equitably distributed parks and recreational facilities. The majority of future parkland in Seaton has already been negotiated by way of the Neighbourhood Plans. There is approximately 95 hectares of parkland anticipated within Seaton according to the City’s database; this includes a 36.4 hectare district park within the Innovation Corridor. Nearly all of this parkland has yet to be dedicated to the City, but will be transferred as the area is developed. This translates into an average rate of provision of 1.36 ha/1000 residents. Mixed Use Areas Considerable growth is anticipated for the City’s mixed use areas such as the City Centre and Kingston Road Corridor. Parkland dedication is required through development and redevelopment applications, as guided by the City’s Official Plan. Larger sites may yield land for urban parks, which may not be viable on smaller development sites. As discussed later in this section, privately-owned public spaces and strata parks are becoming more common in intensification areas, with one currently being planned in Pickering’s Universal City development. Established Areas Mature, established parts of Pickering are unlikely to yield much in the way of additional parkland. There may be low potential through infill development (which would yield small park blocks or cash-in-lieu) or through the strategic acquisition of lands for park purposes by Council (such as the recent acquisition of waterfront properties). Northeast Pickering A secondary plan process is just getting underway for this new community area and a land use structure (and parkland amounts) has yet to be developed. A series of community parks, neighbourhood parks, village greens, a connected trail system may be anticipated. - 142 - 106 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Community Comments Other The City has a history of working with other public agencies (e.g., schools, Hydro One, OPG, TRCA, etc.) to supplement municipal parkland supplies. These arrangements should continue to be pursued to serve residents over the planning period. Notable non-municipal properties that may assist the City in meeting its long-term parkland and recreation goals include (but may not be limited to): •Petticoat Creek Conservation Park: These lands are owned andmanaged by TRCA; they are located in South Pickering along the Lake Ontario waterfront. The City has been studying the potential tointroduce new activities and programming to turn this into adestination park for all residents. An agreement and detailed design plan is required to more fully define future park uses and costs. •Greenwood Conservation Area: These lands are a former City of Toronto Landfill that are now owned and managed by TRCA. Theyare located in Central Pickering along the border with the Town ofAjax. There is a longer-term opportunity to develop a municipalsports field complex on approximately 20 hectares throughagreement with TRCA. •Future District Park north of Green River: A currentlyundeveloped and unserviced 36-hectare property has been securedfor a future District Park north of Highway 7 near Green Riveraccess off Sideline 32. This is a long-term project. •Durham Meadoway: This is a proposed pedestrian and cyclingroute and linear park that will connect people to destinations acrossmore than 27 kilometres of Durham Region. In addition to providinga significant east-west recreational facility and active transportationspine, the Durham Meadoway also has the potential to become amulti-faceted space for people that includes ecologicalenhancements, public art and community amenities. This space iscurrently in the design phase, being led by the Region of Durham. Recommendations – City-wide Park Supplies 49.Develop and maintain a comprehensive inventory database of parks and openspaces (linked to GIS and asset management databases) for the purposes ofevaluation and planning. - 143 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 107 Parkland Needs An appropriate supply and equitable distribution of parkland is critical to ensuring a high quality of life and maximizing accessibility to services and amenities that achieve community objectives. As the City grows, there will also be a growing need for more parkland to serve the increasing number of residents. Most municipalities use population-based targets to calculate and plan parkland supply. As it is becoming more complex and costly to secure quality parcels for parkland within new higher density forms of development, a parkland target can be a useful tool that informs the City’s parkland acquisition program. Parkland to population ratios are in common use throughout Ontario and beyond. The City’s current parkland provision rate is 1.76 hectares per 1,000 residents, excluding open space (e.g., natural areas); nearly half of this is not owned by the City of Pickering, but managed under agreement. As shown in the following figure, municipalities in the Greater Toronto Area with comparable characteristics to Pickering typically strive to achieve parkland provision rates around 2.0 hectares per 1,000 residents, with larger, more urbanized communities tending to have lower targets. It is notable that many of these targets have been set prior to recent changes to provincial legislation that place additional limits on parkland dedication amounts. Even prior to these changes, parkland service levels have been declining over time in most jurisdictions. Figure 8: Parkland Provision Targets in Selected Ontario Municipalities (hectares per 1,000) Source: Various Official Plans, Parks and Recreation Plans; compiled by Monteith Brown Planning Consultants 3.0 2.2 1.2 1.6 2.0 2.0 2.0 1.4 1.2 1.8 2.0 2.0 3.7 2.5 2.3 1.7 1.8 2.7 1.9 1.6 1.3 1.7 1.6 1.7 Parkland Target Actual Parkland Provision City of Pickering Actual Parkland Provision = 1.76 ha/1000 - 144 - 108 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Understanding current parkland dedication tools and prospective ratios is important in establishing a target that is both realistic and achievable. Through the Bill 23 provisions now within the Planning Act, application of the standard and/or alternative rate will generally result in parkland dedication ratios of between 0.2 to 1.0 hectares per 1,000 residents, well below current levels of supply in Pickering. The actual ratio will vary depending on the density of the development and the number of persons per unit. The following graph and tables in Appendix H provide several illustrations. Figure 9: Parkland Dedication Scenarios (Bill 23) Note: Parkland dedication is capped at 10% of the land or value of the land for development or redevelopment sites that are five hectares or less and at 15% of the land or value of the land for sites that are greater than five hectares. The current provincial policy regime and land economics mean that per capita parkland provision rates will continue to decline. Applying the City’s current parkland provision level to future growth is not attainable or realistic as all new residential development that occurs within Pickering will reduce the City’s overall ratios. It is common for current provision rates to be higher than established standards as this reflects historical land acquisition practices and the declining service levels anticipated for the future. Moving forward, needs are more likely to be focused on neighbourhood and community parks in new communities and growth areas. It is recommended that the City establish a municipal-wide provision target for parkland that is both attainable and that helps Pickering achieve its vision for a parks system that responds to resident needs. This means setting a target that will promote equitable distribution, expand in step with the community (and its many new young families), encourage quality sites that support a range of park types, and that is financially achievable. A target should be seen as a benchmark to guide long-term goals and against which to measure progress. 0.33 0.23 0.17 0.11 0.98 0.52 0.45 0.33 0.22 0.56 0.68 0.5 0.33 0.00 0.20 0.40 0.60 0.80 1.00 1.20 15 30 50 100 150 250He c t a r e s p e r 1 0 0 0 p e r s o n s Density (units per hectare) Standard Rate Alternative Rate (5ha site)Alternative rate (10ha) - 145 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 109 On the basis of this analysis, it is recommended that the City set a target of achieving – at minimum – a parkland provision level of 1.5 hectares per 1,000 residents by 2034 (City owned and leased parkland). This target should not be interpreted to be rigid and should be reviewed again in ten-years’ time. As time goes on, the City-wide target may be greater than what can be achieved solely through the provisions of the Planning Act and will potentially require other means of securing parkland, such as acquisitions, lease agreements, etc. It is also important to recognize that this target is supplemented by other public lands that are not defined as parkland, but that can provide valuable contributions to community life, such as open spaces, schools, conservation areas, etc. Further, it is recommended that this target be modified to address the specific needs and policy approaches within Pickering’s various urban, suburban, and rural contexts. With increasing intensification, more municipalities have been adopting different parkland targets for different urban contexts and trying to avoid over-reliance on a single measure. For Pickering, these recommended sub-targets (expressed as “minimums”) are as follows: 1)Mixed Use Areas: A minimum target of 0.5 hectares per 1,000 residents or 12%of total gross land area (whichever is greater) is recommended for mixed use areas such as the City Centre and growth nodes and corridors. This standard is 50% of the target for new communities and reflects the complex land economics ofdeveloping in intensification areas where parkland opportunities will be severelylimited. 2)New Communities: A minimum target of 1.2 hectares per 1,000 residents is recommended for suburban areas such as the Seaton Urban Area and Northeast Pickering. As new community areas are much larger in context and can be plannedas a complete community, there is a greater likelihood of achieving this target. Thedevelopment community should be encouraged to participate in achieving orexceeding this target as neighbourhood and community parks offer value to prospective buyers and are vital in designing complete communities. 3)Established Areas: A minimum target of 1.5 hectares per 1,000 residents isrecommended for mature residential areas in South Pickering and ruralsettlements. This largely reflects the current level of provision in these areas, whichwill see slower growth partially through infill developments over the next ten years. Application of the City-wide provision target calculates a need for 69.1 additional hectares of parkland by 2034 (to address population growth of approximately 46,079 residents). The following table illustrates minimum future parkland amounts required to achieve the recommended targets. City databases identify 61.6 hectares of parkland that are anticipated to be dedicated over time within the Seaton Urban Area (54.0 ha, much of which will be beyond 2034; excluding the planned District Park in the Innovation Corridor) and approved plans of subdivision in other areas of Pickering (7.6 ha). Discounting for these known conveyances, it is estimated that 7.4 to 18.0 additional hectares of parkland (over - 146 - 110 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) and above planned dedications) will need to be secured to meet the city-wide target. Of this, 11.8 hectares will be specifically intended to serve established areas and 6.3 hectares to serve mixed use areas (City Centre, Kingston Road Corridor, etc.). At this time, no additional parkland needs have been identified within the Seaton Urban Area beyond those that are currently planned. Table 27: Approximate Parkland Dedication / Acquisition Targets to 2034 Community Types Parkland Provision Target (minimum) Population Growth (2024-2034) Estimated Parkland Requirements (2024-2034) Known Parkland Dedication Parkland Deficit Mixed Use Areas (City Centre, Kingston Rd., etc.) 0.5 ha/1000 13,829 6.9 ha 0.6 ha 6.3 ha New Communities (Seaton) 1.2 ha/1000 19,732 23.7 ha 54.0 ha* n/a Established Areas (other urban and rural neighbourhoods) 1.5 ha/1000 12,518 18.8 ha 7.0 ha 11.8 ha City-wide 1.5 ha/1000 46,079 69.1 ha 61.6 ha* 7.6 ha to 18.0 ha Note: Parkland supplies and targets include City-owned parklands and non-owned parkland that is managed under agreement. * a large portion of these lands will be conveyed post-2034; excluded from this figure is the planned District Park in the Innovation Corridor (36.4 ha) Achieving these targets will require a variety of approaches, including direct acquisition, off-site conveyance, agreements with other landowners for public access (e.g., Petticoat Creek Conservation Park, Greenwood Conservation Area, etc.), etc. Beyond 2034, the City is planning a future District Park (36.4 ha) within the Innovation Corridor that will also offer significant opportunity to expand the supply of public parkland in the longer- term. Approaches to land acquisition are discussed further later in this section. Recommendations – Parkland Needs 50.Adopt a minimum City-wide parkland provision target of 1.5 hectares per1,000 residents through to 2034. This target (as well as defined targets for mixeduse areas, new community areas, and established areas) should be used toinform the review of development applications and secondary plans for the next ten years. Where possible, parkland provision targets should be linked to population and/or housing units. - 147 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 111 Park Distribution and Priority Acquisition Areas Equity is a foundational principle in assessing the adequacy of parkland provision. This can be measured by considering both access (e.g., gaps in geographic distribution) and supply (e.g., areas with parkland shortfalls). The City of Pickering Official Plan contains the following policy relating to a connected system of parks, trails, and greenspaces (Section 7.7): “Recognizing the importance that parks and green space have in providing healthy settings and opportunity for healthy lifestyles for residents, employees and visitors, City Council shall promote the establishment of an accessible, publicly-owned, connected system of parks, trails and greenspaces, providing within that system activities for people of different ages and different abilities.” A distributional analysis was undertaken by applying this service area to Pickering’s parks to understand where residents are located within walking distance to a park or where gaps exist. The City’s Official Plan identifies a measure of 400 to 800 metres to ensure accessibility to neighbourhood parks (5 to 10-minute walk). The following map illustrates the current distribution of parks (all parkland types) based on a 400-metre radius, adjusted for highways and creeks. By using the lower end of this range, there is a greater likelihood that those with limited mobility would have access to the many benefits that parks provide. As shown on the following map, Pickering’s parks are equitably distributed across the city. Any visible gaps in park distribution are a result of natural areas (e.g., ravines, woodlots, etc.), golf courses, schools, commercial, or industrial areas. While park coverage is excellent overall, intensification will amplify the need for equitable distribution and the constrained availability of land could challenge the City’s ability to address localized gaps in the future. For example, there is a minor gap within southern parts of the Woodlands, Dunbarton, and Liverpool areas (generally along the north side of Kingston Road between Whites Road and Pickering City Centre). With residential intensification planned along this corridor, it will be important to secure appropriate land for parks in this area to serve existing and future residents. - 148 - 112 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Figure 10: Current and Future Parkland Distribution, City of Pickering (400-metre radii) - 149 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 113 The City’s current (2024) and forecasted (2034) population was also assessed in relation to the parkland inventory using the City of Pickering’s neighborhood areas. This parkland to population ratio analysis provides another approach to determining areas of under-supply and identifying priority areas for future parkland acquisition. Specifically, this approach allows for: •a geospatial analysis of current and known future parkland supplies (all parklandtypes) across the City’s various neighbourhoods using a 400-metre radius; •identification of areas currently with low and high parkland supplies incomparison to the planning targets for their particular urban structure (e.g., mixeduse areas, new communities, and established areas) and an illustration of howthis may change over time (note: industrial areas are excluded from the analysis); •identification of areas of growth that will experience added pressure and demandfor parkland; •recognition of the differences in parkland supply, parkland needs, and population within different urban contexts, such as rural, suburban urban and establishedcommunities; and •a basis for considering different park provision targets or approaches across different urban contexts. The following tables and maps identify per capita parkland supplies by neighbourhood, both now (2024) and in the future (2034+). More than 50% of the City’s residential and rural neighbourhoods (11) currently have parkland provision ratios that are below the recommended targets. Some of this can be attributed to the pace of development in Seaton, where ratios are likely to improve as new parks come online in the future. Notably, parkland ratios are currently forecasted to decline substantially in the City Centre unless sufficient new parklands are secured through planned growth. - 150 - 114 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Figure 11: Parkland Provision by Neighbourhood, Existing (2024) - 151 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 115 Figure 12: Parkland Provision by Neighbourhood, Planned (2034+) - 152 - 116 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Table 28: Parkland Provision within Mixed Use Areas, Existing and Planned (Target = 0.5 ha/1000) Neighbourhood 2024 Population 2034 Population Population Change 2024-2034 Current Parkland (ha) 2024 Parkland Per 1,000 Future Parkland (ha) 2034 Parkland Per 1,000 8-City Centre 6,260 20,090 13,829 8.6 1.37 9.2 0.46 Mixed Use Area Total 6,260 20,090 13,829 8.6 1.37 9.2 0.46 Legend: Red = Below the parkland provision target for this type of community (priority acquisition area); Yellow = 0% to 100% above the target; Purple = more than 100% above the target Table 29: Parkland Provision by New Communities, Existing and Planned (Target = 1.2 ha/1000) Neighbourhoods 2024 Population 2034 Population Population Change 2024-2034 Current Parkland (ha) 2024 Parkland Per 1,000 Future Parkland (ha)** 2034 Parkland Per 1,000 16-Lamoreaux 4,205 11,752 7,547 2.2 0.52 6.8 0.58 17-Brock - Taunton 38 37 -1 0 0.00 0.5 13.58 18-Mount Pleasant 46 2,219 2,172 0 0.00 18.3 8.25 19-Wilson Meadows 1,595 7,142 5,547 0.2 0.13 22.4 3.14 20-Thompson's Corners 38 4,504 4,467 0 0.00 8.4 1.86 21-Innovation Corridor*32 32 0 0 0.00 0.0 0.00 New Communities Total 5,953 25,685 19,732 2.4 0.40 56.4 2.20 * industrial area, excluded from calculations ** a large portion of these lands will be conveyed post-2034; excluded from this figure is the plannedDistrict Park in the Innovation Corridor (36.4 ha) Legend: Red = Below the parkland provision target for this type of community (priority acquisition area);Yellow = 0% to 100% above the target; Purple = more than 100% above the target Table 30: Parkland Provision within Established Areas, Existing and Planned (Target = 1.5 ha/1000) Neighbourhoods 2024 Population 2034 Population Population Change 2024-2034 Current Parkland (ha) 2024 Parkland Per 1,000 Future Parkland (ha) 2034 Parkland Per 1,000 1-Rosebank 3,234 3,367 133 2.4 0.74 2.4 0.71 2-West Shore 6,893 6,830 -63 33.3 4.83 33.3 4.88 3-Bay Ridges 11,095 10,899 -196 45.1 4.07 45.1 4.14 4-Brock Industrial*12 12 0 0 0.00 0.0 0.00 5-Rougemount 3,087 4,933 1,846 0.7 0.23 0.7 0.14 6-Woodlands 3,370 4,410 1,040 2.6 0.77 2.6 0.59 7-Dunbarton 2,699 2,908 209 0.6 0.22 0.6 0.21 9-Village East 5,641 6,844 1,202 10.2 1.81 10.2 1.49 10-Highbush 6,156 6,164 9 2.7 0.44 2.7 0.44 11-Amberlea 12,965 12,740 -225 15.4 1.19 15.4 1.21 12-Liverpool 17,415 17,163 -252 28.6 1.64 28.6 1.67 13-Brock Ridge 6,702 8,007 1,305 14.8 2.21 14.8 1.85 14-Rouge Park 1,494 2,324 830 0.1 0.07 0.1 0.04 - 153 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 117 Neighbourhoods 2024 Population 2034 Population Population Change 2024-2034 Current Parkland (ha) 2024 Parkland Per 1,000 Future Parkland (ha) 2034 Parkland Per 1,000 15-Duffin Heights 5,754 12,069 6,315 3.6 0.63 8.9 0.74 Claremont & Area 1,092 1,263 170 2.5 2.29 4.2 3.33 Greenwood, Kinsale & Estate Clusters 621 699 77 2.7 4.35 2.7 3.86 Remaining Rural 2,477 2,593 117 4.6 1.86 4.6 1.77 Established Area Total 90,706 103,223 12,518 169.9 1.87 176.9 1.71 * industrial area, excluded from calculationsLegend: Red = Below the parkland provision target for this type of community (priority acquisition area);Yellow = 0% to 100% above the target; Purple = more than 100% above the target Table 31: Parkland Provision Area Totals, Existing and Planned All of Pickering 2024 Population 2034 Population Population Change 2024-2034 Current Parkland (ha) 2024 Parkland Per 1,000 Future Parkland (ha) 2034 Parkland Per 1,000 Mixed Use Areas 6,260 20,090 13,829 8.6 1.37 9.2 0.46 New Communities 5,953 25,685 19,732 2.4 0.40 56.4 2.20 Established Areas 90,706 103,223 12,518 169.9 1.87 176.9 1.71 City Total 102,919 148,998 46,079 Legend: Red = Below the parkland provision target for this type of community (priority acquisition area); Yellow = 0% to 100% above the target; Based on the preceding analysis, the following table identifies areas of the city where parks and parkland are not as locally accessible. It is suggested that these areas be considered priority areas for parkland acquisition. Table 32: Current and Future Parkland Shortfalls – Parkland Acquisition Areas (ranked by population, with populations over 5,000 persons bolded for emphasis) Future (2034)) 1.Amberlea (pop. 12,965)2.Duffin Heights (pop. 6,315)3.New Community (Seaton)neighbourhoods (pop. 5,953)*4. Highbush (pop. 5,754)5.Woodlands (pop. 3,370) 6.Rosebank (pop. 3,234)7.Rougemount (pop. 3,087)8.Dunbarton (pop. 2,699)9.Rouge Park (pop. 1,494) 1.City Centre (pop. 20,090)2.Amberlea (pop. 12,740)3.Duffin Heights (pop. 12,069)4.Lamoureax (pop.11,752)5.Highbush (pop. 6,164)6.Rougemount (pop. 4,933) 7.Woodlands (pop. 4,410)8.Rosebank (pop. 3,367)9.Dunbarton (pop. 2,908)10.Rouge Park (pop. 2,324) *lower priority due to new parkland coming online Many of the City’s mixed use areas have (or will have) below average supplies of parkland. As residential growth is anticipated within these locations, the pressure for Current (2024) - 154 - 118 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) parkland will continue to increase over time. It will be important to ensure that an adequate supply of parkland is available within these areas, or within walking distance, to respond to an increase in population over the long-term. The City should be prepared to acquire lands in these areas as they become available and to explore other strategies (both capital and programmatic) to enhance recreation and community activities in these areas. It is also noted that there are locations within Pickering’s urban area that are parkland deficient but are outside of the designated mixed use areas. These existing communities are generally older and well established with limited development potential that could generate parkland acquisition opportunities – these areas will generally be a lower priority for parkland acquisition. Equitable distribution is a key principle for the city’s parks system. Growing areas with inadequate parkland supplies should be a priority for the City to address through both the development process and direct acquisition via cash-in-lieu and other financial tools. In this way, the City can work to maintain parkland provision standards, while also improving accessibility to those that are most in need. The following strategies may be considered for addressing parkland gaps and shortfalls within Priority Acquisition Areas. These are generally listed in order of priority. 1)On an ongoing basis, evaluate proposed development applications for futurepark dedication and connectivity opportunities (e.g., sidewalks, trails, etc.). Whileexpansion to existing parks may not directly enhance overall accessibility, it canimprove economies of scale and should generally be encouraged. For development applications in other areas of the city, consider the potential for off- site conveyance within priority acquisition areas (where appropriate andsupported by policy). 2)Evaluate other municipal or public lands (not currently designated as parks)within these areas for their ability to be used as parkland or – at a minimum – accommodate a public playground. 3)Consider improvements to parks (including park programming) to enhance activeand passive recreational opportunities in the vicinity of the growth area. 4)Encourage voluntary conveyance, donations, gifts, and bequests from individualsor corporations. 5)Monitor real estate opportunities and seek to purchase (or swap) one or more properties that could be developed as a municipal park. This may be the highestcost option and would require additional resources. Recommendations – Park Distribution and Priority Acquisition Areas 51.Prepare a parkland acquisition strategy to enhance current and futurecommunity access to parks, with consideration of alternative acquisition tools. - 155 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 119 Recommendations – Park Distribution and Priority Acquisition Areas The strategy should confirm priorities for land acquisition (including opportunities to secure larger park blocks for community-serving amenities) and a budget for the annual allocation of funds. 52.Use the priority mapping in this plan to inform land acquisition and work withother municipal departments to secure land and/or enhance programming in highpriority areas (informed by the proposed parkland acquisition strategy). 53.Strengthen collaboration with public agencies (e.g., schools, local and other levels of government, utility and infrastructure agencies, etc.) to facilitatecommunity access to parks, trails, and recreation spaces on non-municipallyowned sites. Consider developing a framework to improve connections to (andprogramming of) these spaces. - 156 - 120 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 7.4 Parkland Policy This section examines policy approaches to be considered through future updates to the City’s Official Plan and parkland dedication procedures. Additionally, a comparative analysis of three other Greater Toronto Area municipalities was undertaken to inform the analysis of Pickering’s parkland policies and approaches (see Appendix H). Legislative and Policy Scan Summarized below are applicable provincial and local policies that have relevance to the analysis of parkland provision and policy. Provincial Policy Statement The Provincial Policy Statement (PPS), issued under the authority of the Planning Act, sets a vision for land use planning in Ontario. The PPS is a significant document since it provides policy direction on matters of provincial interest as it pertains to land use planning and development. Regional and local planning policies (including those prescribed through Official Plans) must be consistent with the PPS. On April 6, 2023, the province released for comment the proposed 2023 Provincial Planning Statement. It proposes to repeal “A Place to Growth – the Growth Plan for the Greater Golden Horseshoe” and the 2020 Provincial Policy Statement and replace both with an integrated policy statement. Policy 3.9 of the proposed policy statement addresses Public Spaces, Recreation, Parks, Trails and Open Space (see below). Healthy, active, and inclusive communities should be promoted by: a) planning public streets, spaces and facilities to be safe, meet the needs of persons of all ages and abilities, including pedestrians, foster social interaction and facilitate active transportation and community connectivity; b) planning and providing for the needs of persons of all ages and abilities in the distribution of a full range of publicly-accessible built and natural settings for recreation, including facilities, parklands, public spaces, open space areas, trails and linkages, and, where practical, water-based resources; c) providing opportunities for public access to shorelines; and d) recognizing provincial parks, conservation reserves, and other protected areas, and minimizing negative impacts on these areas. Among other items, the PPS also outlines the importance of active transportation and green infrastructure, mitigating impacts of climate change, and a clean and healthy environment. - 157 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 121 Ontario Planning Act Parkland conveyance authority is established in the Planning Act, R.S.O., 1990, c. P.13 and facilitated through the City’s Official Plan policies. Specifically, this includes Planning Act Section 42 (which pertains to parkland conveyances associated with development and redevelopment, to be imposed by by-law) and Sections 51.1 and 53 (which pertain to parkland requirements as a condition of plan of subdivision approval and consent). Figure 13: Parkland Dedication Sections in the Ontario Planning Act Under the Act, municipalities may levy a standard rate of 5% of developable residential lands (or cash-in-lieu) or 2% of commercial and industrial lands, or an alternative rate of up to one hectare of land for every 600 hundred residential units (this rate was 1 hectare per 300 units prior to November 28, 2022) or an equivalent to one hectare of land for every 1,000 units when requiring cash-in-lieu of land (this rate was 1 hectare per 500 units prior to November 28, 2022). The alternative rate typically generates more parkland when densities exceed 30 units per hectare when accepting land and 50 units per hectare when accepting payment, although recent changes to the Act have instituted caps on this (10% of land or its value for sites under 5 hectares, and 15% for sites greater than 5 hectares). Figure 14: Residential Parkland Dedication Rates in the Ontario Planning Act * no conveyance may exceed 10% of the land for sites under 5 hectares or 15% of the land for sites 5hectares or larger. Planning Act Section 42 (applies to development and redevelopment) Section 51.1 (applies to plans of subdivision)Section 53 (applies to consents) Alternative Rate:land value (1 ha per 1,000 units) -capped* Alternative Rate:land (1 ha per 600 units) -capped* Standard Rate:land or land value (5% of site) - 158 - 122 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) In recent years, significant changes have been proposed to the parkland dedication requirements established in the Planning Act: • Bill 108 (More Homes, More Choice Act, 2019) proposed sweeping changes to parkland dedication requirements, but these changes were not brought into force as they were ultimately further amended through Bill 197. • Bill 197 (COVID-19 Economic Recovery Act, 2020) introduced a sunset clause for existing parkland dedication by-laws that use the alternative rate (September 18, 2022); new by-laws are appealable to the Ontario Land Tribunal. • Bill 109 (More Homes for Everyone Act, 2022) amended parkland requirements on lands designated as transit-oriented communities, including allowances for encumbered lands; these changes would apply to planning in the Pickering GO Station area as this is designated as a Protected Major Transit Station Area. • Bill 23 (More Homes Built Faster Act, 2022) was introduced in October 2022 and came into effect on November 28, 2022. This Act introduced significant changes to parkland dedication requirements (among many other aspects of the Planning Act, Development Charges Act, etc.), including but not limited to reductions in the alternative parkland dedication requirement. The recent changes introduced by the COVID-19 Economic Recovery Act (Bill 197) and the More Homes Built Faster Act (Bill 23) will result in at least a 50% reduction in parkland provision in areas of higher density – and allow for the conveyance of poorer quality lands – in approved developments moving forward. A summary of some of these recent changes is provided below: • The maximum alternative dedication rate has been reduced by 50% to 1 ha/600 units for parkland and 1 ha/1000 units for cash in lieu. Further, the legislation caps the maximum alternative dedication rates at 10% of the land for sites under 5 ha and at 15% for sites greater than 5 ha. This will dramatically reduce parkland dedication and cash-in-lieu to the City for applications under Section 42 (development and redevelopment outside of plans of subdivision). Parkland requirements are not scaled to density. • Affordable residential units14, attainable residential units, inclusionary zoning residential units, non-profit housing, and additional residential unit developments are exempt from parkland dedication and cash-in-lieu requirements.15 This change will also reduce parkland dedication and cash-in-lieu to the City, possibly increasing the financial burden on taxpayers and/or leading to reduced levels of park service. 14 Most recently, the Province introduced the Affordable Homes and Good Jobs Act, 2023 (Bill 134) which amended the definition of affordable residential units. 15 As of the date of writing, this statutory exemption is not in effect for affordable residential units, attainable residential units, and inclusionary zoning residential units pending release of a bulletin. - 159 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 123 •Parkland rates are frozen as of the date that a zoning-by law or site planapplication is filed. The freeze is effective for two years after approval. This will reduce cash-in-lieu payments to the City. •To take effect at a future date, developers will be able to identify the land theyintend to convey to the municipality for parkland. These lands may includeencumbered lands and privately-owned public space (POPs). If agreement cannot be reached, the municipality or the landowner can appeal to the OntarioLand Tribunal. This may result in less suitable lands being accepted as parklanddedication. •There is a new requirement for municipalities to spend or allocate at least 60% of the monies in their parkland reserve account at the beginning of each year.This will create challenges for long-term planning and implementation of parkprojects. •Municipalities are required to develop a parks plan before adopting Official Plan policies imposing the alternative rate and passing a parkland dedication by-law. The Parks Plan must examine the need for parkland in the municipality, be madeavailable to the public (including as part of the legislated consultation process inpassing a parkland dedication by-law), and include consultation with every schoolboard that has jurisdiction in the municipality. Envision Durham Official Plan (2023) The 2023 Envision Durham Official Plan establishes the land use structure (urban, rural, green lands, and transportation systems) for Pickering and other lower-tier municipalities in Durham. Recreation and parks are supported throughout the Plan, including objectives that support strengthening these offerings in strategic growth areas and regional nodes. Several policies of council include support for the development of healthy, sustainable and complete communities that incorporate safe and publicly accessible recreation areas, parks, open spaces, trails and other recreation facilities. These include an integrated and easily accessible open space network with active recreational facilities, urban squares, green spaces, parks and informal gathering spaces generally within 500 metres of all residents. City of Pickering Official Plan (Edition 9) Section 16.29 of the City of Pickering’s Official Plan (Edition 9) provides policies for the conveyance, design, and development of parklands. These policies require the conveyance of land or payment in lieu to the municipality for park or other public recreational purposes in the following amounts: •for residential development, an amount not exceeding 5% of the proposed landto be developed; •for high density residential and mixed-use areas, a rate of up to one hectare foreach 300 dwelling units proposed; and - 160 - 124 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) •for commercial or industrial development, an amount not exceeding 2% of theproposed land to be developed. The Official Plan states the following in relation to the acceptability of parkland: “[the municipality] shall not accept as parkland conveyance lands required for drainage; valley and stream corridor or shoreline protection purposes; lands susceptible to flooding; steep valley slopes; hazard lands; lands required to be conveyed to a public agency other than the City of Pickering; and other lands unsuitable for park development.” These policies do not fully reflect the updated legislative changes made to the Planning Act and will need to be updated and brought into compliance. The provisions of the Planning Act override these policies and the provisions of the City’s current parkland conveyance by-law. The City is expected to review and update these policies during its Official Plan Review. Parkland Conveyance By-law (By-law Number 7955/22) The City passed a new Parkland Conveyance By-law on June 11, 2022. This was following royal assent of the COVID-19 Economic Recovery Act, 2020 (Bill 197) but prior to the passing of the More Homes Built Faster Act, 2022 (Bill 23), both of which created notable changes to parkland dedication requirements, allowances, exemptions, administrative processes, etc. Like Pickering’s Official Plan, the Parkland Conveyance By-law should be brought into compliance with the current Planning Act; until such time, the provisions of the Planning Act will override the provisions of the City’s current by-law. The current by-law implements the Official Plan policies for the conveyance of parkland (free and clear of all liens and encumbrances) or payment in lieu for residential (including high density and mixed use), commercial, and industrial development and redevelopment. Not identified herein, but important to the administration of a new by-law, are requirements related to exemptions, credits, land valuation (i.e., cost per residential unit), payment, reserve accounts, by-law administration and review, etc. These matters should be given appropriate consideration through the next by-law update and/or development of a parkland dedication procedure. - 161 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 125 Recommendations – Parkland Policy 54.Update the parkland dedication requirements and related policies within the Cityof Pickering’s Official Plan and Parkland Conveyance By-law to reflect thechanges enacted through the More Homes, Built Faster Act (Bill 23) and related legislation, with further consideration of the recommendations within this Ten Year Plan. Consideration may also be given to developing a procedureestablishing the guidelines and process for administering the ParklandConveyance By-law. The Relationship between Density and Parkland For many years, the parkland dedication tools within the Planning Act existed to respond primarily to the needs of communities that grew through lower density subdivision and greenfield site development, much like Pickering’s traditional development patterns. The standard 5% parkland rate generally provided parkland amounts that addressed the needs for neighbourhood and – to some extent – community parks. As communities began to grow inward and upward and densities rose, this 5% standard rate proved inadequate as it would not generate sufficiently-sized parkland parcels given the smaller development sizes. The alternative rate was then devised to better align parkland requirements with service needs in higher density areas. This alternative rate (initially 1 hectare per 300 units) was typically applied to residential developments or redevelopments outside of the subdivision process, often when densities exceeded 15 units per hectare, such as infill townhouses or other low to medium-density developments. In November 2022, this alternative rate was reduced by 50% to one hectare per 600 units (or one hectare per 1,000 units for cash-in-lieu) due to the much higher residential densities being experienced in Ontario’s larger urban centres. One reason for these changes is that the resultant parkland requirement had the potential to consume most or all of the development site (particularly for very high density developments), impacting the viability of the development. Furthermore, depending on the density of the development, the rates did not accurately reflect needs (keeping in mind that many apartments and condos have fewer persons per unit than traditional subdivisions), particularly for those in infill locations that were being promoted to achieve other city- building objectives. However, these changes have had a dramatic impact on the ability for municipalities to secure sufficient parkland to serve growth areas and are requiring new approaches to building complete communities. Striking an appropriate balance across Pickering’s various urban, suburban, and rural contexts is vital. While the standard 5% parkland rate remains an appropriate tool for addressing needs in Pickering’s lower density greenfield areas, the alternative rate is a more appropriate tool for the City’s built-up areas, such as the City Centre and key nodes and corridors. However, planning, designing, and maintaining parks in - 162 - 126 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) intensifying areas presents several new challenges, including smaller parkland blocks that are used more intensely and are thus more costly to construct and maintain. Given the scarcity and higher cost of land in these areas, new tools are required to acquire suitable land for parks and to program these parks to meet the unique range of needs. Encumbered Lands Two options that are becoming more common in urbanizing communities include Privately-Owned Public Spaces (POPs) and Strata Parks. While fee simple (municipal ownership) will always be the City’s first option and priority, it is expected that alternative options may be presented as potential opportunities to address a portion of growth-related parkland needs within intensification areas over time. Privately-Owned Public Spaces •As the name states, POPs are spaces provided by private landowners that are universally accessible and open to the public, such as plazas, courtyards, or pedestrian walkways that create the opportunity for community-building andinteraction. They are intended to be small “breathing spaces” that fit best indense urban environments. They seldom have playgrounds or mature trees. •To truly be accessible to the public, they must be in locations that complementand/or expand on existing or future parks. They have different levels of servicefrom public parks and should not be considered replacements for functionalparkland. •POPs can be secured through a variety of means, including through Section 37 of the Planning Act and Site Plan Agreements. Historically, few municipalitiesaccepted POPs toward the required public parkland dedication, but this has beenchanging with the new Bill 23 legislation. •Some allowance for privately-owned public spaces is currently made for urban squares in Seaton through Section 11.13(f) of Pickering’s Official Plan. Thecreation of POPs is also occurring as part of the Universal City developmentwithin the Pickering Major Transit Station Area. •Although POPs will generally be discouraged, the City of Pickering may considercounting them toward the parkland dedication requirement only whereappropriate legal agreements are established guaranteeing that the park space isdesigned, built, and maintained to City standards, and that it is open andaccessible to the public at all times (or otherwise to the satisfaction of the City). POPs are not appropriate in new community areas or any locations outside ofmixed use areas. - 163 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 127 Strata Parks •Strata ownership is used where a parkland element is to be built over the top of some underground structure or facility (such as a parking garage, stormwater management facility, highway underpass, etc.). •Strata parks can be owned by the City under agreements established through theCondominium Act and be fully accessible to the public. It is vital that they be accompanied by a management agreement and consideration of long-termmaintenance costs as strata parks have a more limited lifespan due to thewaterproofing membrane over structures, requiring significant disruption to thepark and park infrastructure above. These costs need to be captured in thefinancial valuation and long-term agreement. •Stratified parks often have encumbrances that prohibit certain types ofconstruction within the park due to weight limits or intrusions (e.g., tree roots,pilings, etc.) or other accessibility concerns. It is important that the municipalityexercise control over the design and development of the site to ensure that it contains necessary amenities and is designed to municipal standards (e.g., accessibility, maintenance, etc.). In recent years, strata parks have beenaccepted as partial parkland credits in some communities (at a discounted rate atthe discretion of the City). •Although strata parks will generally be discouraged, the City of Pickering may consider counting them toward the parkland dedication requirement at adiscounted rate at the discretion of the City and only where appropriate legalagreements are established to address park design and construction standards,public access, and maintenance costs. Traditionally, encumbered lands (e.g., POPs, strata parks, natural/hazard lands, etc.) were excluded from the required land dedication amounts by municipalities as they are not suitable replacements nor equivalent to community parkland. Through the Planning Act regulations being developed in support of Bill 23, landowners will now be allowed to identify lands to meet parkland conveyance requirements, within regulatory criteria (not yet developed). Municipalities may enter into agreements with the owners of the land to enforce conditions and these agreements may be registered on title. The suitability of land for parks and recreational purposes will be appealable by the municipality to the Ontario Land Tribunal. Encumbered lands are more expensive to maintain and harder to program. As a result, there are concerns that developer-identified lands may not fully contribute to the overall parks and open space as there is a greater potential for the lands to be in unsuitable locations, be under-sized, or not be functional to accommodate the required amenities. It is common for municipalities to have location and development criteria for parkland embedded within their Official Plans, including restrictions for encumbered lands, hazards lands, steep slopes and unstable lands, environmentally protected lands, rights-of-way and easements, contaminated lands, etc. - 164 - 128 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Accepting encumbered land for parks is a more complex process and one that requires long-term maintenance, cost-sharing, and access agreements with developers to ensure that the municipality can continue to maintain POPs and strata parks to municipal standards. Recommendations – Encumbered Lands 55.Establish policies surrounding privately-owned public spaces (POPs) andstrata parks. While these spaces will generally be discouraged, they may becounted toward the parkland dedication requirement at the discretion of the City(with strata parks being accepted at a discounted rate). Appropriate legal agreements must be established to address park design and construction standards, public access, maintenance, etc. POPs are not appropriate inlocations outside of mixed use areas. 56.Establish clear location and development guidelines describing whatconstitutes acceptable parkland dedication from developers. These guidelines should consider restrictions for encumbered lands, hazards lands, steep slopes and unstable lands, environmentally protected lands, rights-of-way andeasements, contaminated lands, etc. and be included within the Official Plan orparkland conveyance procedure. Parkland Acquisition There are several tools and options available to municipalities in Ontario as it relates to the acquisition and improvement of lands for parks purposes. Amongst these tools, the practice of requiring parkland dedications as a condition of subdivision or development has long been the primary tool for the City of Pickering. Use of cash-in-lieu to purchase parkland as well as other acquisition tools are projected to become more prominent in the future, especially for acquiring parkland outside of mixed use areas. Parkland dedication through the Planning Act (Bill 23) is likely to be insufficient to meet the full range of parkland needs. Furthermore, the ability to secure larger parcels for parkland is reduced within time due to land scarcity and higher land values, especially in areas undergoing intensification. Land dedication must be supplemented by other measures such as land use agreements, purchase, etc. As a result, it is recommended that the City adopt a “parkland-first” approach that directs staff to prioritize the dedication of land in appropriate locations rather than cash-in-lieu of parkland during the development review process. This means that: •Policies and practices that support on-site parkland dedication and encouragefront-end acquisition of parkland should be encouraged. •Parkland will be required when development will result in a park block that: (i)meets or exceeds the minimum size established for the park class; or (ii)expands an existing park site. - 165 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 129 •The City may still accept cash-in-lieu of parkland when it is determined to bemore beneficial, especially for development projects that would not meet the minimum requirements. For example, cash-in-lieu may be considered for higher density development or redevelopment sites that cannot physically accommodatea typical park block. In addition, POPs may be permitted, subject to the executionof an agreement acceptable to the City and other criteria established by the Cityfrom time to time. •Unless otherwise specified through the Planning Act, all lands to be dedicated forpark purposes must be to the City’s satisfaction and will not include restrictedlands such as Environmental Protection designated lands, hazard lands, steepslopes, contaminated lands, easements, stormwater ponds, etc. The City is not expected to be able to maintain parkland service levels or achieve targets through parkland dedication alone. A greater focus will need to be placed on park quality and partnerships with other land owners to ensure that residents have access to a varied and robust parks and open space system. Additionally, the City may need to utilize alternative financial tools and other parkland acquisition approaches beyond traditional parkland conveyance mechanisms to meet the City’s parkland targets. Some supplemental parkland acquisition strategies that the City may pursue, include (but are not limited to): a)Municipal land purchase or lease (ideally in priority parkland locations, expansionof existing park sites, or unserviced land as part of a future land banking strategy), funded from cash-in-lieu reserves, Community Benefits Charges,general tax funding, grants, donors, etc.;b)Land exchanges or swaps;c)Off-site conveyance of parkland (ideally in priority parkland locations);d)Donations, gifts, and bequests; e)Establishment of a Parks Foundation (e.g., community, corporate or municipaldonations towards parkland acquisition);f)Reallocating surplus municipal lands to park use; and/org)Partnership/joint provision of lands with local partners under agreement. In addition to other services not provided by Development Charges, Community Benefits Charges can be imposed to recover the costs for land for parks or other public recreational purposes in excess of lands conveyed or funded by cash-in-lieu of parkland payments under sections 42 and 51 of the Planning Act. Consideration may be given to updating the City’s Community Benefits Strategy and By-law to include the consideration of parkland acquisition beyond the amounts available under the provisions of the Planning Act. The following criteria may be used to assess the suitability of potential park sites on a case-by-case basis. As identified in the Official Plan, the location and configuration of land conveyed must be suitable for park development and shall not include: lands required for drainage; valley and stream corridor or shoreline protection purposes; lands susceptible to flooding; steep valley slopes; hazard lands; lands required to be - 166 - 130 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) conveyed to a public agency other than the City of Pickering. However, recent changes to the Planning Act (though not yet enacted through regulations) will allow developers to identify and dedicate encumbered lands. It is recommended that the City use this criteria to more fully develop clear guidelines describing what constitutes acceptable parkland dedication from developers. Table 33: Potential Parkland Site Evaluation Criteria Criteria Description Site Conditions Consider topography (tableland is strongly preferred), parcel configuration (square or rectangular), drainage, and soil conditions (e.g., free of environmental contaminants). Size Should meet or exceed minimum standards established for park classification. Centrality Proximity to the population to be served, in keeping with the service radius and population targets of the park type. Land Use Impacts Compatibility of adjacent land uses; conformity with Official Plan or Secondary Plan (if applicable). Connectivity Integration of trail and open space linkages or corridors (where applicable). Accessibility Site has substantial frontage on a public road, reasonable access to public transit and/or sidewalks (in urban areas), etc. Partnerships Potential joint use with school sites or other municipal assets. Visibility Ability to create a local or city-wide focus. Natural Features Park site is not encumbered by features of cultural or natural significance. Added Value Access to the waterfront, viewpoints, or vistas (where applicable). Constructability Active parks should generally not be built in floodplains, stormwater overflow areas, valleylands, easements, encumbered lands, etc. Services Active park sites have full municipal services (or the potential for full services, including water, storm sewers, and electrical services; sanitary servicing may be required for some higher-order parks) to the property line. Availability Timing of parcel availability should coincide with preferred timing of park development. Cost Reasonable land valuation (if applicable); publicly-owned lands offer the greatest potential. Recommendations – Parkland Acquisition 57. Adopt a “Parkland First” approach that prioritizes parkland conveyance over cash-in-lieu of parkland and privately-owned public spaces in order to address parkland requirements. 58. Consider updating the City’s Community Benefits Charges Strategy and By-law to include the consideration of parkland acquisition beyond the amounts available under the provisions of the Planning Act. - 167 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 131 Recommendations – Parkland Acquisition 59.Utilize alternative financial tools and other parkland acquisition approachesbeyond traditional land conveyance mechanisms as necessary to meet the City’s parkland targets to 2034. The City is encouraged to actively pursue directpurchase of land in priority acquisition areas and unserviced land with futureparkland potential. Cash-in-lieu Considerations Policies in the Official Plan provide the City with the discretion to take parkland or cash-in-lieu of parkland (or a blend of the two); however, there is little guidance to assist the City in making this determination. It is recommended that the City clearly articulate the criteria that will be used to determine when to accept cash-in-lieu of parkland dedication. Some potential criteria include (but should not be limited to): a)Where the area served by the development is determined (at the City’sdiscretion) to be have sufficient existing active public parkland to accommodate existing residents and needs (as well as projected population growth) b)Where the development would not result in a suitably-sized, shaped or functionalpark site; c)Where it is preferable to use the cash-in-lieu to expand existing parks directlyserving the area or where the City identifies land in a more appropriate or accessible location that has been, or is to be, acquired by the City; and/or d)Where the taking of parkland from the site may reduce the number of dwellingunits such that it renders the development or redevelopment unfeasible (note: Bill23 instituted alternative requirement caps of 10% to 15% to eliminate thispossibility). The City maintains a parkland dedication reserve fund with a balance of approximately $2.7 million as of the end of 2023. Nearly $6.3 million was added to this account January 2017 and June 2023, with a portion of these funds going to purchase an extension to the waterfront portion of Rotary Frenchman’s Bay Park West. Future amounts will fluctuate from year-to-year subject to how the funds are planned to be allocated and future levies collected by the City. The Planning Act now requires municipalities to spend or allocate 60% of monies in parkland reserve funds each year. This provision was recently undated by regulations for Bill 185 (Cutting Red Tape to Build More Homes Act, 2024) stipulating that these reports must include details on how the amounts spent addressed the need for parkland identified within the parks plan. This raises the significance of both short- and long-term planning for parkland and park assets. Frequent updates to this parks plan and recreation amenity needs assessments should be supported. - 168 - 132 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Since 2014, about one-half of the parkland cash-in-lieu funds have been used for land acquisition, while one-half has been used to support capital renewal or construction projects within parks. Given the anticipated need to acquire additional parkland to meet the targets established in this plan, the City is strongly advised to use cash-in-lieu of parkland for acquisition, rather than capital improvements in parks. The priority for acquisition of lands for public parkland should be in proximity to the development (generally within 400 metres). The funds in this account are accrued through a fee in lieu of parkland dedication that the City of Pickering charges for development and redevelopment when land is not required. Municipalities may require independent land appraisals for each development application in order to establish the fee and/or have the option of establishing set fees for various classes of residential dwellings. The City should conduct an assessment of its parkland valuation processes and fees to determine an approach that is equitable, transparent, consistent, and reflective of current land values. While the use of a per unit rate may be appropriate for some lower density residential developments in infill situations16, given the variation of land values within intensification areas, a land appraisal approach may be most appropriate for establishing the charge in mixed use areas. Appraisals shall be prepared by an accredited appraiser for approval by the City’s real estate division, with provisions established for disputes. Recommendations – Cash-in-lieu Considerations 60.Clearly articulate the criteria that will be used to evaluate the acceptance ofcash-in-lieu of parkland dedication. 61.Prioritize spending parkland cash-in-lieu funds on land acquisition, rather thancapital improvements in parks. 62.Institute a program to track the annual spending and allocation of cash-in-lieu funds in keeping with Planning Act requirements (at least 60% of moniesmust be spent or allocated at the beginning of each year) and to evaluate theperformance of this Ten Year Plan. 63.Conduct an assessment of cash-in-lieu of parkland valuation processes andfees, with the goal of ensuring that cash-in-lieu of parkland rates are reflective oflocal market conditions. 16 Note: additional residential units and non-profit housing are exempt from parkland dedication. - 169 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 133 Open Space Planning Open space lands and natural areas (e.g., wetlands, valleylands, woodlands, environmentally constrained areas, and a variety of other natural heritage landscapes) – addressed under Section 3.5 of Pickering’s Official Plan – serve numerous functions: they protect and conserve natural features; they preserve habitat for various species, including threatened and endangered species; they provide buffers to development (protecting people and property from damage); they provide visual breaks within an otherwise urban/suburban landscape; and they enhance air and water quality. They are not counted toward parkland dedication requirements. In Pickering, these lands are in a blend of public and private ownership. Conservation areas, school boards, other government agencies, and private landowners may also own and make lands available for public use from time to time. The City is encouraged to continue working with partners to support community access to parks and open spaces. The City’s Official Plan recognizes the role of these open spaces in contributing to opportunities available for the public to experience the outdoors and in supplementing municipal parkland supplies. Where appropriate, open space lands may be conveyed to the City or other public authority at no cost (gratuitous conveyance). Additional options for the securement of open space and environmentally significant lands include land exchange, donation/land trusts, conservation easement/purchase of development rights, leasing, purchase, and partnerships. Conservation easements are particularly useful when protecting open space lands as they allow title to the land to remain in private ownership, but development rights to be restricted based on the specific conservation requirements. However, not all lands need to be publicly owned in order to be permanently protected. Environmental policies and practices at the municipal and provincial levels are in place to manage sensitive areas. Within the context of this plan, a key priority for open space conservation are those lands that provide connections between parks and other public areas to allow for a continuous parks and open space system, including active transportation opportunities. Passive maintenance and development of these lands is anticipated, as directed by site-specific management plans (often in partnership with other agencies). Initiatives that encourage residents to learn more about their parks and protected areas should also be supported. This can be achieved by establishing walking trails within or surrounding key open space lands (while respecting policies relating to the protection of sensitive wildlife and natural habitat). Open space lands can also offer tremendous opportunity for experiential learning and cultural interpretation, which in turn can assist with educating the public about the need for active conservation and restoration. - 170 - 134 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Recommendations – Open Space Planning 64. As opportunities arise, evaluate the potential to secure and/or protect open space lands that are outside the parks system and that provide important connections between parks, trails, and other public areas, having regard to the Official Plan and partner agency requirements. - 171 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 135 7.5 Park Design, Maintenance, and Renewal City of Pickering parks are well maintained and cared for. There is variety of design within the parks system, with different park types performing diverse functions, such as community gatherings, athletics, passive recreation, free play, open space buffers, environmental appreciation and conservation, civic beautification, and more. Notable observations include: •The City regularly inspects its parks and playgrounds, addressing any issues ina prompt fashion. •The lifecycle condition of park assets is monitored and addressed throughcapital projects on a priority-basis, although the amount of deferred maintenance(e.g., playground replacement) is growing. •Many of the City’s parks contain mature trees, providing shade to park users and contributing to environmental goals such as reducing heat and air pollution. •Naturalization initiatives are supported by the City’s Sustainability Department.Community education remains important to the successful implementation of this program. •Public art is prevalent in destination parks, guided by a robust Public Art policy,procedure, and three-year plan. •Winter maintenance occurs on park pathways that serve as local routes to schools. •Cameras are being added to high use park sites to bolster security. •Park signage (both informational and regulatory) is extensive and generally consistent (rollout of the signage program continues as resources allow). •Support infrastructure – such as benches/picnic tables, washrooms, and off-street parking – varies by site, but is generally compatible with contemporarydesign and provision practices. •Off-street parking is less common in newer communities due to smaller parksizes and more compact community development standards. •The community survey found demand for additional park washrooms, which is a common request in all communities, but is not typically feasible to provide in allpark types. •The City’s waterfront parks are well supported by the community, with requestsfor additional improvements that support the unique role of these parks as destinations for both residents and visitors. •A large portion of the City’s parkland is owned by outside agencies (e.g., HydroOne, Ontario Power Generation, etc.). Permission is required before the City alters or invests in these properties (such as through the addition or renewal of park amenities) and there are limitations on what will be allowed. For example, - 172 - 136 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) development of lands within Hydro Corridors is restricted and it is becoming increasingly challenging to receive approvals, even for infrastructure replacement. These lands are encumbered and are not typically eligible for senior government grants, thus they cannot be considered a complete replacement for municipally-owned parkland. •Many of the City’s newer parks are built by developers, allowing them to beprovided earlier in the community development phase. The City has input into the designs and retains control over approvals. •Most of Pickering’s stormwater (SWM) ponds have perimeter fences due tomitigate safety concerns caused by their slopes and pond depths. Somemunicipalities have adopted landscape design guidelines (e.g., strategic planting of thorn bearing trees and shrubs) that serve as effective barriers in place offencing (where supported by SWM engineering standards), making theenvironment more appealing for walking and passive recreation around theperimeter. The public consultation program and the evolution of the City’s parks system support a continued broadening of the range of recreation opportunities within local parks. Although new parkland will be required to serve future residents, the focus should be on making the best use of existing park sites, keeping parks relevant considering changing demographics, and improving connectivity and accessibility. Examples include (but are not limited to): adding new elements such as pavilions, unique play experiences, sport courts, and community gardens; piloting outdoor programming and educational initiatives; and expanding operational practices such as naturalization. Designing and improving parks requires a strong understanding of community needs, contemporary design practices, operational requirements, and programmatic considerations. These elements require adequate forethought in the planning of the park parcel itself, well in advance of conveyance and detailed design. Designing spaces to be multi-use or flexible – including spaces that are inclusive, open, and affordable for casual use – helps the City to adapt to shifting needs over time. The following are best practices that the City of Pickering may use as guidelines in designing or redeveloping parks. Many of these are reflected in recent park designs, but not formalized in writing. a)incorporating a blend of active and passive spaces (multi-use) and amenities forpeople of all ages and backgrounds (multi-generational); b)following accessibility legislation (AODA) and guidelines to accommodatepersons with disabilities; c)applying Crime Prevention Through Environmental Design (CPTED) principlesfor enhanced safety and security; d)considering the needs of a diverse and aging population through washrooms andaccess to potable water, seating, shade (trees, shelters, shade sails, etc.), - 173 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 137 pathways, picnic areas and pavilions, and bicycle racks (note: some amenities may not be appropriate for all park types); e)enhancing connections to nature and preserving and emphasizing cultural and heritage environments, including interpretive content; f)considering four-season programming and applying design principles toencourage usage throughout the year; g)promoting designs that encourage sustainable maintenance practices andclimate resilience; h)incorporating native and drought resistant vegetative features that are biologically robust and increase the amount of park space that is dedicated to naturalized,bio-diverse pollinator areas; i)designing parks adjacent to schools to withstand higher use and sustain healthyturf in order to withstand higher use (e.g., in-field drainage, irrigation, soil specifications that lessen compaction and increase drainage, soil treatments that stimulate plant growth, etc.); j)recognizing, consulting with, and considering the needs of Indigenous Peoples inpark design and programming; k)utilizing materials that are robust, durable, and mindful of future maintenance requirements; l)applying consistent signage and information about park contents, accessibility,etc.; m)seeking innovative and engaging initiatives that encourage naturalization andenvironmental stewardship, including opportunities for public education and access; n)encouraging public art and spaces for cultural expression; and, o)promoting active transportation connections and a linked open space system. With many of Pickering’s parks in latter stages of their life span, improvements and enhancements are necessary to address asset lifecycle requirements and to respond to changing needs. Common triggers for park redevelopment include state of good repair requirements (aging amenities), under-utilized and/or redundant facilities, emerging needs, partnership opportunities, nearby residential growth and increased demand for programable space, coordinated civic works projects, and more – usually multiple factors play into the decision to launch a major capital project. The possibilities for parkland renewal are limitless, but typically include new and upgraded amenities and accessibility enhancements. Park renewal and development projects should be accompanied by public and stakeholder input, park-specific design plans, and business planning to obtain accurate costing associated with any capital works. Once a park is identified as a candidate for redevelopment, the City develops a detailed park design plan with input from the community and stakeholders. Concept plans are developed, with consideration of - 174 - 138 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) phasing and impact on existing uses. Funding is then sought through the long-term capital budget and sometimes supplemented from other sources (e.g., grants, partners, etc.). This process can take several years and is often reflective of site-specific circumstances and the availability of funding. In recent years, the City has prepared park design plans for several sites such as: •Rotary Frenchman’s Bay West Park – capital works completed in 2023 •Beachfront Park – capital works schedule to begin in 2024 •Claremont Memorial Park – phase one is complete (improvements to balldiamond, etc.) with phase two (improvements to outdoor rink and playground,and possibly a new skate spot) currently unfunded •Hydro Corridor Park (north of Kingston) – draft design prepared (includes newskateboard park, community gardens, off-leash dog area, one senior and onejunior soccer field, and off-street parking); development requires approval fromHydro One •Seaton Parks – several park concepts (e.g., Dave Ryan Community Park, etc.)have been prepared or are in progress as this new community is developed In the near term, park-specific planning is anticipated to begin for: •Maple Ridge Park – site is adjacent to school with aging park amenities; potential to convert under-used ball diamond to alternative uses •Greenwood Community Park – the new Pickering Heritage & Community Centrewill replace the aging Greenwood Community Centre, presenting an opportunity rethink this park and its ability to complement programming at the adjacent Pickering Museum Village Partnership and growth opportunities may also necessitate the need for site-specific planning for other key park properties across Pickering. For example, the City is working with TRCA to examine the potential to introduce new activities and programming at the Petticoat Creek Conservation Park. Additionally, sites in proximity to high density mixed use centres (e.g., Ernie L. Stoud Park, Beechlawn Park, etc.) may also have the ability to serve a greater range of needs through improvements or partial redevelopment. Recommendations – Park Design, Maintenance, and Renewal 65. Continue to maintain a commitment to universal accessibility, safety, andcomfort within the City’s parks and trails system by: a.Regularly consulting with the City’s Accessibility Advisory Committee and ensuring compliance with the Accessibility for Ontarians with DisabilitiesAct (AODA), recognizing that some parks and trails may include areas ofnatural terrain that are more difficult to access. - 175 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 139 Recommendations – Park Design, Maintenance, and Renewal b.Emphasizing the provision of amenities such as washrooms,benches/seating areas, bike racks, and shade (structures, tree canopy, etc.) in appropriate park types to address the needs of all age groups. c.Engaging qualified personnel to undertake a review of all parks and trailsusing Crime Prevention Through Environmental Design (CPTED)principles to identify safety concerns relative to access, sightlines, etc. 66. Continue to provide a balance of active and passive spaces within the parks system to support all-season recreation and sports, casual use and unstructuredplay, special events, and cultural activities. 67. Continue to support outdoor education, stewardship, and climate changemitigation initiatives through the open space system, such as tree plantings,naturalization efforts, community gardens, butterfly/pollinator parks, and adopt-a- park/trail programs, in conjunction with community partners. 68. Continue to initiate park redevelopment projects at key sites requiring renewaland evaluate park sites within or adjacent to high density mixed use areas forlonger-term redevelopment. Park redevelopment projects should be identified inthe City’s long-term capital plan and include additional public and stakeholder consultation. 7.6 Recreational Trails With the Lake Ontario waterfront, Rouge River, Duffins Creek, and notable naturalized lands in north Pickering, the city boasts an impressive trails system that offers access to local lands as well as trails systems in adjacent communities. The City of Pickering owns and/or maintains over 40 kilometres of recreational trails – several of which are connected – including Waterfront Trail and West Duffins Trail. The Trans Canada Trail generally follows the Waterfront Trail (including some on-road segments) and portions of the Duffins Creek Trail, extending north through Greenwood (Pickering Museum Village) into Uxbridge. Additionally, A volunteer group coordinates maintenance of the Seaton Trail and the Rouge National Urban Park maintains a significant trails system along the city’s western edge, with connections in the south and the north. Many local parks also offer internal trail systems, such as Rotary Frenchman’s Bay West Park, Grand Valley Park, Diana, Princess of Wales Park, and properties managed by TRCA. The City has made significant recent improvements along the Waterfront Trail, with more improvements planned for the short-term. There are also plans to expand the trail - 176 - 140 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) system to create a more comprehensive network, such as through connected trails system in Seaton and region-wide initiatives like the Durham Meadoway17. The trails are complemented by an extensive sidewalk network, cycling routes, and park pathways that connect users to a variety of destinations within the city. For on-road active transportation routes, reference should be made to the Integrated Transportation Master Plan (ITMP, 2021), which is Pickering’s long-term, strategic planning document that directs transportation policies, programs, and infrastructure. Recreational trails are one of the most highly desirable amenities in any community. They facilitate low-cost outdoor physical activity opportunities and can be used by residents of all ages. The demand for trails has been growing in response to an aging but more active population, as well as outdoor recreation trends that began during the pandemic. Research completed by Trans Canada Trail indicates that 72% of Canadian use trails, with 89% stating that trails add value to the quality of life in their community. Furthermore, 69% of Canadians say that easy access to trails and outdoor activities have an impact on where they choose to live.18 During the COVID-19 pandemic, communities across the Province experienced a strong increase in trail usage, highlighting the importance of providing a connected trail network that connects residents within the city. Trails also have an environmental benefit as they alleviate road congestion and minimize vehicular emissions, land consumption, and costs for road construction and maintenance. Active transportation can heighten community and social vibrancy by encouraging compact developments and more livable communities where individuals are more likely to have personal contact with one another. The popularity of recreational trails in Pickering was demonstrated throughout the consultation process as 52% of households responding to the community survey indicated that they use trails (while 27% reported cycling on trails), which ranked 2nd out of 41 listed activities. Four-fifths (79%) indicated they support the City spending additional funds to provide more trails (off-road) in Pickering, which ranked 4th out of 36 facility types. Suggestions were received for more trail connections, improved trails (e.g., Seaton Trail, connections to Rouge National Urban Park), lighting, trash cans, and the introduction of programming. Safety and comfort are important components of a successful trail system, including natural landscaping, signage, shade, benches, rest areas and parking. 17 The Durham Meadoway is a proposed pedestrian and cycling route and linear park that will connect people to destinations across more than 27 kilometres of Durham Region. In addition to providing a significant east-west recreational facility and active transportation spine, the Durham Meadoway also has the potential to become a multi-faceted space for people that includes ecological enhancements, public art and community amenities. 18 National Léger Survey Reveals Canadians’ Trail Use on the Rise in 2023. Trans Canada Trail, April 16, 2023. https://tctrail.ca/news/national-leger-survey-reveals-canadians-trail-use-on-the-rise-in-2023/ - 177 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 141 The key to developing an effective trail network is to create a connected system of routes that are safe, accessible, and conveniently link users to key destinations (e.g., parks, recreation facilities, schools, commercial areas, waterfront areas, regional trail networks, etc.). The opportunities for enhancing trail connectivity in Pickering are primarily through: (1) new community area development (e.g., Seaton, Northeast Pickering); (2) regional trail networks that connect to adjacent municipalities; and (3) new trail development along existing corridors (e.g., Meadoway). The latter will require collaboration with other public agencies and landowners, but represents an important long-term opportunity for the City and its residents. In terms of Northeast Pickering, trail connectivity with the open space system and adjacent neighbourhoods (e.g., Seaton, Ajax) will be important to optimizing access for future residents. In relation to trails, the 2021 ITMP recommended: •Completing a multi-use trail design and safety audit to identify recommendedupgrades to existing multi-use trails to enhance safety for both cyclists andpedestrians; •undertaking an active transportation wayfinding study and pilot project, focusedon key trails and cycling corridors; and •preparing a cycling and trails amenities plan to identify existing and futurelocations for amenities within the public right-of-way along major active transportation corridors. In 2019, TRCA developed a Trail Strategy for the Greater Toronto Region. Key strategies include working with partners to complete, expand, manage, and celebrate the Greater Toronto Region Trail Network, and developing a connected trail network within the regional greenspace system. The Strategy serves as a framework to protect potential trail alignments and to guide the planning, development, and management of these trails. In addition to its several strategic objectives and initiatives for the region’s trail system, the Strategy acknowledges the City of Pickering as one of several municipal governments who collaborated with the federal and provincial governments to form Rouge Park, the largest urban wilderness park in North America. The Park’s historic Seaton Trail and the active transportation corridor of the Meadoway (an ongoing initiative with the Region and area municipalities) provide linkages to Pickering and its growing Seaton community. The Strategy also recognizes that growing and new communities in Pickering hold exciting prospects to acquire east-west greenway corridors that would link the Rouge River and Duffins Creek systems to the Oak Ridges Moraine. - 178 - 142 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Figure 15: TRCA Trails Strategy (2019), North East Concept Plan Recommendations – Recreational Trails 69. Continue to expand and connect the recreational trail network. This includes planning trails within new community areas and working with partners to leverage public sites (such as utility rights-of-ways and other linear corridors) for trail use as appropriate. Improvements to the on-road cycling network should be guided by the City’s Integrated Transportation Master Plan. 70. Continue to enhance the trail network by installing and maintaining safety and comfort features – such as lighting, signage, seating, etc. – in appropriate locations and addressing the recommendations for a multi-use trail design and safety audit, wayfinding study and pilot project, and trails amenities plan within the City’s Integrated Transportation Master Plan. - 179 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 143 - 180 - 144 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 8. Recreation Service Delivery 8.1 Overview The City of Pickering believes there is a significant return on investment in parks, recreation, and culture. Some benefits include active and engaged residents, positive health and social outcomes, as well as pride and cohesion within the community. These benefits inspire staff and community providers to deliver high quality, enjoyable, and safe opportunities for residents and visitors. Furthermore, continued efforts are being made to ensure that under-represented populations are being welcomed and included, in turn providing a full range of opportunities and equitable participation across Pickering. Efforts focus on increasing participation and improving service delivery to provide accessible, local, and enjoyable opportunities. The City has a strong commitment to the residents to promote City-wide opportunities, provide support to not-for-profit groups and coordinate a wide range of services through partnerships, and third-party providers. The City of Pickering’s recreation delivery system has been strengthened over the years through approaches that allow for adaptability to changing conditions, including an increasing number of additional residents, older adults, and newcomers to Canada. This includes volunteer efforts that offer expanded programs, increased capacity for events, and community engagement. Pickering residents have come to enjoy a recreation delivery system that emphasizes: •A wide range of choices for all residents delivered by the City and otherproviders, including leisure opportunities, sports, creative arts, STEAM (Science,Technology, Engineering, Arts, and Mathematics), general interest programs, etc. •Quality assurance, safety, and legislative compliance in the delivery ofservice, regardless of who is providing the program or service. •Collaboration with all providers to identify gaps in service, with the City directly addressing gaps where there is no suitable community provider. •Priority allocation and support to eligible not-for-profit volunteer groups,especially those activities serving children and youth. Volunteerism isrecognized as the backbone of the sport and recreation delivery system. •Intentional efforts to include under-represented communities and/or individualsthrough policy and intentional actions. •A range of service price points, including free universal opportunities, low-costopportunities, and enhanced service levels to best include all residents. •Accountability to the public by open reporting on the number of residentsparticipating, satisfaction levels, and efforts to improve service delivery. - 181 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 145 This recreation service delivery review takes into consideration relevant trends, promising practices, the impacts of the COVID-19 pandemic, participation and utilization data, corporate and departmental initiatives, and input from the public, staff, and Council. Specifically, the review includes direction on the service improvements highlighted below. Table 34: Suggested Focus for the Future of Recreation Services Focus Objectives Sustaining Service Delivery •Supporting recreation staff in leadership development •Supporting volunteerism and assisting community groups •Encouraging community development and partnerships Expanding Programs and Services in a Growing Community •Sustaining the Swim to Survive program •Planning for aquatic, fitness, and recreation programs •Quality assurance in the delivery of services •Fill rate targets for programs and services •Promoting physical activity •Working inter-municipally in the allocation of facilities Increasing Participation of Diverse and Under-represented Residents •Revising the Access to Recreation Policy •Addressing gender equity in sport and recreation •Creating an equity lens toolkit •Providing safe and welcoming public spaces Supporting a High-Performing Staff Team •Confirming levels of service •Developing a ten-year staffing plan •Supporting staff training and development •Setting performance targets and measures 8.2 Sustaining Service Delivery Sustaining the current quality of recreation services within Pickering will take some preparatory thoughts and actions for the future. Residents have come to expect a variety of quality services and programs that meet the needs of all age groups. To be prepared for increased participation due to growth and growing participation rates, staff will need to focus on increasing the number of part-time staff members, assisting community groups to attract and retain volunteers, fostering partnerships, and building capacity within the community (community development). Supporting Part-Time Recreation Staff and Leadership Development Some of the challenging post-pandemic aspects in delivering programs and services has been keeping pace with the need for part-time staff to deliver services. For example, aquatics requires specific certifications to teach and lifeguard. These certifications require years of training and were disrupted during this time. Leadership - 182 - 146 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) courses for camp counsellors in training were also lessened and, therefore, the capacity to deliver on current participant needs cannot always be met. The City of Pickering recognized these challenges and has developed plans to increase leadership training opportunities and offering some training at a reduced or no cost. This momentum will need to be maintained for the next few years as the population increases and more program leaders are needed. There have been some innovative approaches that have been taken place throughout Ontario that are also suggested for Pickering. Examples include targeting leadership training in neighbourhoods where program opportunities are lacking, as well as working with school boards to promote and support leadership training opportunities. Supporting Volunteerism and Assisting Community Groups A recent study19 found that 79% of Canadians over the age of 15 years volunteered in 2018 (prior to the pandemic). In 2022, 55% of Canadian not-for-profits and charities identified a reduction in the number of volunteers. Many of Pickering’s community groups echoed this observation, with several sport and recreation organizations experiencing difficulty in attracting and retaining volunteers. This research study also identified that women from the Baby Boomer and millennial generations tend to volunteer at a greater rate than men, as do Canadians with higher educational backgrounds. The “I-generation” (Internet-Generation born after 1996) volunteer at a greater rate than most age cohorts, likely due to a secondary school graduation requirement. The ability to recruit, train, supervise, retain, and recognize volunteers is an ongoing requirement for the success of all not-for-profit community stakeholder groups. Operations depend on having a volunteer corps and local groups indicated that they are currently having difficulty attracting and retaining volunteers. Pickering – through its role in assisting community groups in the delivery of their recreation and sports services – could play a vital role in promoting all volunteer postings, along with their volunteer opportunities. The City of Richmond Hill has had a system in place for many years and has increased its volunteerism as a result.20 Other municipalities are also providing benefits for volunteers such as free or subsidized access to public swim and skate opportunities. 19 Made in Canada. Volunteer Work Statistics in Canada. 2024. https://madeinca.ca/volunteer-work- statistics-canada/ 20 The City of Richmond Hill publishes a list of all community sport, recreation, and cultural groups and encourages potential volunteers to contact the groups directly. Not-for-profit community groups are encouraged to list volunteer opportunities and the City will post them on their volunteer site. Richmond Hill will also provide training to community groups on volunteer recruitment and retention. These efforts have assisted community groups in maintaining sustainable operations. - 183 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 147 Encouraging Community Development and Partnerships Community development is an approach to increase the capacity of programs and services whereby the municipality provides support to community groups that offer aligned services. In an ideal scenario, all parties work to identify needs and groups are established and supported in numerous ways depending on needs. A menu of supports offered by the municipality typically includes: a)Identifying community needs; b)Finding and allocating appropriate spaces; c)Coordinating joint promotions and communications; d) Sharing grant and funding opportunities; e)Offering municipal grants to assist with start-ups and special projects; f)Information sharing regarding legislative compliance, industry standards, qualityassurance models, etc.; g)Sharing and/or supporting virtual training content (access and equity training, legislative compliance, quality assurance models, etc.); h)Assisting with volunteer recruitment and retention; and i)Providing governance assistance where needed. The City of Pickering helps community groups on an ongoing basis and regularly communicates to share upcoming events and facility allocation procedures. No staff are explicitly dedicated to this function, but program and facility staff undertake these communications annually or on an as-needed basis. It is recommended that the Community Services Department study the potential to advance a community development model in order to increase the capacity of the entire recreation system. Most recreation departments in Ontario have a focused goal to provide meaningful programs and services to all residents cost-efficiently. These programs and services enhance user experiences and create a sense of accomplishment through skill development. There are often opportunities to work with other service providers and third parties to broaden choices and the number of services offered. In terms of more formal types of collaboration, the City of Pickering has historically collaborated with community partners to reduce duplication, share costs and physical assets, and maximize efforts to expand programs and services. For example, the City works with school boards to gain access to selected school gymnasiums and spaces to offer after-school programing to youth. The City has also invested in artificial turf fields and all-weather track facilities at local schools in order to maximize the benefit of these assets for the community. Seeking out partners can serve to share resources and reduce duplication. In a growing community, the use of partnerships becomes more important as the demand for programs and services increases. The City should proactively seek - 184 - 148 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) partnerships and determine when best to directly provide services or seek out an aligned partner organization to assist. Given the degree of pent-up demand for children’s summer camps, this may be an area that could benefit from the application of a decision-making framework. A general rule embraced by many municipalities is to provide core services internally and specialized services through third-party provision, particularly where the municipality lacks the expertise and/or resources. A key deciding factor is whether a financial gain (through cost avoidance or revenue enhancement) can be realized without unduly affecting quality assurance, customer satisfaction, and legislative compliance. Table 35: Considerations for Third-party Program and Service Providers Scenario Conditions Continue to Provide Programs and Services Directly 1.The program or service is considered core to the Department, suchas learn to swim lessons to prevent water incidents or older adultservices where a relationship is critical to the success of the programand service. 2.The program meets a sustainable resourcing need such as youthleadership development to enable future skilled staffing in programand service delivery. 3.The program development and delivery meet strong priorities and require municipal-centric coordination, such as better serving under-represented populations. Consider Seeking a Third-party Provider 1.The program is specific to a unique population that would be mostappropriately provided by a community partner where the expertiselies. 2.The program or service requires specialized knowledge, resources,and/or equipment that is not considered part of the municipality’s introductory and developmental approach to program provision. 3.The program or service meets a required need of the residents andcost-sharing of space, and the partnership provides cost efficiency toboth parties. - 185 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 149 Scenario Conditions Seeking Out & Implementing Strong Partnerships: (see also Appendix F: Types of Partnerships and Approaches to Evaluation) 1.There is an identified need for the service. 2.The terms and conditions are clear as to what service needs to beprovided and when and how the service provider will intersect withthe municipal staff. 3.There are labour conditions that allow open procurement of theservice. 4.A comparison is developed as to which provider will deliver the service most effectively – the municipality or the other provider(s). 5.A thorough investigation of past performance in partnership withother municipalities is undertaken. 6.The merits outweigh the current service delivery model. Publicengagement is sought where appropriate. 7.A contract is developed with the successful third-party providercomplete with detailed performance expectations, legislativecompliance, quality assurance, levels of service, targets, and performance. A regularly scheduled evaluation of the third-party arrangements and other performance metrics (e.g., participant satisfaction levels) is an essential element in continually providing quality programs and services through partnerships. Recommendations – Sustaining Service Delivery 71. Provide targeted leadership courses in aquatics, programs, and camps untilappropriate staffing levels are achieved. Reach out to area school boards to assistin this endeavour. 72. Establish strategies to assist not-for-profit community groups in the recruitment,training, and retention of volunteers to support community-led recreation andsport programming. 73. Create objectives and strategies to enhance community capacity and increaseaccess to recreation and parks services for residents through an expandedcommunity development model. 74. Regularly review agreements with partners to ensure an appropriate andsustainable distribution of operational and financial responsibilities. 75. Identify opportunities to enhance and grow community partnerships thatincrease the range of recreation, parks, sport, and community opportunities in support of future population growth. - 186 - 150 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 8.3 Expanding Programs and Services in a Growing Community The City’s recent focus has been on recovering from the lower program, service, and staffing levels experienced during the pandemic. Staffing shortages in some areas have created challenges in offering a robust range of choices for all age groups. As a result, the City has made targeted changes to schedules to ensure the efficient use of staff and resources. The following table illustrates a comparison of pre-pandemic (2019) and post-pandemic (2023) data for selected registered and drop-in opportunities. Registration Levels of Selected Recreation Programs and Services 2019 and 2023 Year 2019 2019 2023 2023 Program Type Registration Fill Rate Registration Fill Rate Recreation Programs: Summer Camps 3,031 88% 3,168 97% March Break 208 65% 250 99% Active Programs 1,734 49% 2,138 74% Creative 248 61% 370 77% General Interest 1,613 43% 2,212 49% Total - Recreation 6,834 60% 8,138 71% Drop-in Activities: Fitness Classes 774 65% 671 78% Health Club 593 119% 776 182% Youth 6,347 59% 5,041 46% Older Adult N/A N/A 425 49% Rouge Hill SC 110 55% 73 36% South Pickering Seniors Club 784 52% 755 50% Pickering Lawn Bowling 163 81% 145 72% Total – Drop-in 8,608 61% 7,741 52% Aquatics Programs: Pre-School 3,177 93% 2,938 93% Children 3,827 85% 4,515 89% Youth 505 79% 354 79% Adult 1,414 93% 742 93% Total – Aquatics 8,923 89% 8,549 90% Family/Public Swim 68,981 31% 77,890 42% Source: City of Pickering, 2024 - 187 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 151 Overall, 2023 participation levels in registered programs have surpassed 2019 (pre-pandemic) levels by 19%. Camps have recovered to the pre-pandemic levels and have a high fill rate of 97% (percent of registrants as compared to the capacity); a high fill rate would indicate that there is a waitlist for summer camps. Participation in drop-in aquatic programs has increased by 11% since 2019, supporting a national trend in the popularity of casual use of facilities. The Health Club is particularly oversubscribed. Staff monitor the number of active members to ensure that there is not overcrowding of changerooms and fitness spaces during peak hours. Sustaining the Swim to Survive Program According to the Lifesaving Society (Ontario Branch), there was one fatal drowning for every four non-fatal drownings in 2023. There are typically 150 fatal drownings in Ontario each year; most occur in open water and are preventable. Children and youth under 20 years of age make up the highest number of emergency visits due to non-fatal drownings, with males accounting for two-thirds of non-fatal drownings. The most important preventative measure for drowning centres on education and learning to survive in and around water. The Lifesaving Society (Ontario Branch) oversees the Swim to Survive program along with grant funding to assist municipalities. Often the program is offered through the schools and some municipalities offer family- oriented opportunities. Pickering has traditionally offered the Swim to Survive Program but has recently declined due to the lack of sustainable funding. This program is critical in a diverse community that has its southern boundary as Lake Ontario. Going forward, it is important that the City play its part in drowning prevention by seeking out sustainable funding sources for this program, including sponsorships and/or tax-based funding if necessary. Planning for Aquatic, Fitness, and Programs With anticipated population growth, the City should begin to plan for future program and service requirements in programs, aquatics, and fitness, all of which will be substantially expanded through the new Seaton Recreation Complex & Library. By identifying current penetration rate (the number of unique clients in programs and services), the City can establish a baseline figure of participants to measure against. Data should also indicate how many programs and services each unique client participates in each year. With this information, the City can anticipate future program and service needs within neighbourhoods and service areas and plan accordingly. Development of a program plan will allow staff to recruit and train leaders, and anticipate budget and resourcing requirements. Quality Assurance in the Delivery of Services The City of Pickering embraces industry standards and quality assurance programs in the delivery of programs and services. Programs that have been utilized to varying degrees include HIGH FIVE in supporting children’s development in recreation, Youth Friendly Communities (although the criteria are currently under review), and Active - 188 - 152 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Aging through Parks and Recreation Ontario. Further, the Aquatic Safety Management Program is a worthwhile undertaking in ensuring that aquatic policies and operations meet the highest standard. These quality assurance tools should continue to be utilized to ensure that the quality of recreation services is maintained and can be regularly audited for improvements. Fill Rate Targets for Programs and Services Municipal recreation service providers are especially cognisant of maximizing the use of public spaces for appropriate purposes and ensuring that programs and services are filled to near capacity. This work involves scheduling programs during times that each age group can participate. A common goal is to fill program spaces to 85% of capacity, which helps to ensure that programs remain financially sustainable. Admittedly, ensuring that a public swimming pool is used to capacity during a public swim makes swimming less enjoyable, thus the capacity of program spaces should be designed to accommodate the respective activity. An 85% fill rate in programs is appropriate and should be a benchmark for the department going forward. Promoting Physical Activity Canada’s Physical Activity Report produced by ParticipACTION continues to identify Canadians as receiving a failing grade to sustain adequate health outcomes through physical activity. Canada’s 24-Hour Movement Guidelines have replaced Canada’s Physical Activity Guidelines. These guidelines were introduced in 2020 and depict the amount of time various age groups should “Sweat, Step, Sleep and Sit” in a 24-hour period. This is viewed as more a helpful tool for Canadians as the new guidelines speak to the amount of recreational screen time that is appropriate from a health perspective each day. The table below highlights daily movement guidelines for children and youth between the ages of 5 and 17. Posting these movement guidelines for each age group in appropriate community spaces will continue to remind residents to become more active and limit sedentary behaviours. Table 36: Canada's 24-Hour Movement Guidelines for Children and Youth Activity Time per Day Sweat 60 minutes of moderate to vigorous physical activity Step Several hours of moderate physical activity Sleep 9 to 11 hours for 5 to 13-year-olds Sit 8 to 10 hours for 14 to 17-year-olds Source: Canadian Society for Exercise Physiology (csepguidelines.ca) - 189 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 153 Working Inter-Municipally in the Allocation of Facilities Many facilities and organizations in Pickering attract participants from outside the community, particularly the neighbouring town of Ajax which forms part of many regional West Durham Region sport alliances. As a result, many groups rent fields and facilities in both jurisdictions; this was a key finding of the City of Pickering 2024 Arena Strategy. Coordination is necessary to ensure that groups are afforded equitable and appropriate access and that municipal facilities are maximized. To this end, it is important that allocation formulas are similar and based on standard guiding principles, allowing eligible groups to expand their services without being unduly impacted by historical allocations; this concern was expressed by multiple groups during the consultation for this plan. Recommendations – Expanding Programs and Services in a Growing Community 76. Seek sponsorships and sustainable funding to reintroduce the Swim to Survive program for students and families (once staffing shortages are addressed). Place additional emphasis on the need for children and families to be safe in and aroundwater. 77. Develop an Aquatic, Fitness and Program Strategy that reflects current andfuture programming needs to identify the scope of future program needs and to maximize community resources. 78. Implement quality assurance programs in the delivery of service in recreation toreflect the quality and safe programming for all age groups. Some examplesinclude: HIGH FIVE (Principles of Healthy Child Development and Active Aging),Youth Friendly Communities, Lifesaving Society Aquatic Safety Management program, etc. 79. Work to achieve an 85% fill rate in all recreation services and programs(calculated as participation divided by capacity). 80. Promote Canada’s 24-Hour Movement Guidelines to encourage greaterphysical activity levels (frequency, intensity, and duration) in Pickering residents. 81. Work with the Town of Ajax to develop common principles in the allocation ofcommunity facilities that are commonly used by organizations that operateacross the West Durham area. - 190 - 154 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 8.4 Increasing Participation of Diverse and Under-represented Residents Confirming which populations are equity-deserving in Pickering is the first step in building an effective outreach initiative. The following table identifies key populations that are traditionally under-represented in recreational activities based on Statistics Canada and other leading research. Table 37: Estimates of Equity-Deserving Groups in Pickering Diverse Population Group Percentage of Pickering’s Population Approximate Population (out of 103,000) 2SLGBTQ+** 4% (estimated*) 4,800 Indigenous Identity 1% 1,400 Visible Minorities - Racialized Populations 44% 45,300 Girls and Women 51% 52,500 Persons Experiencing Low Income (Lower Income measure – After Tax) 5% 5,500 Persons with Disabilities 15 to 22% (estimated*) 15,500 to 22,700 *Estimates based on Statistics Canada data, various sources **Two-Spirit, lesbian, gay, bisexual, transgender, queer, intersex, and additional people who identify as part of sexual and gender diverse communities The most important principle in developing meaningful programs and services in a diverse community is to engage the people who may be participating. Practitioners cannot assume that they know what activity preferences exists nor current barriers for any equity-deserving population. The identification of equity-deserving populations allows the City to inventory and assess outreach and inclusionary policies and practices that are in place and that many be missing. Outreach to these populations is critical in enabling greater representation in recreation and sport activities. Revising the Access to Recreation Policy The Access to Recreation Policy in Pickering allows people experiencing low income to receive subsidies to participate in a program of their choice. Participants qualify by being on income support through the government or living at the Lower Income Cut-off This policy provided over 600 Pickering residents with subsidized recreation in 2022. Pickering also provides many free and low-cost opportunities for residents to be active regardless of their income level. During an undertaking to develop a fair-minded use fee policy, residents receiving subsidies provided feedback as to how this policy might improve, including suggestions for providing free programs close to where residents - 191 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 155 live, ensuring sustainable funding levels, and ensuring equity throughout the subsidy application process. Addressing Gender Equity in Sport and Recreation Over 90% of girls and women believe that sport benefits their physical and mental health, but less than 50% continue to participate once they have reached puberty21. The Federal government has declared that Canada will achieve gender equity in sport by 203522. Canadian Women & Sport (CWS, a non-governmental organization) supports and enables girls, women, and gender diverse people in pursuing sport and active lifestyles, and keeps women actively engaged in building community capacity. CWS’ priority and focus is to develop and support welcoming environments and sustainable models where women are trained to lead and promote active opportunities in concert with community partners such as municipalities, universities, and not-for-profit organizations. They have many resources that are readily available to audit policies and practices and help to build capacity within community organizations (e.g., Gender Equity Temperature Check, Game On, etc.). Female participation in community-driven sport and recreation should be identified as a priority in Pickering as it has the potential to engage one-half of the population and include equity-deserving populations. Female and gender diverse participation in sport and recreation warrants assessment and the development of a multi-year plan where inequities exist. Pickering’s Equity, Diversity, and Inclusion Strategy The City of Pickering has developed its own Equity, Diversity, and Inclusion (EDI) Strategy. Key advances are anticipated in education and awareness, structure and resources, community engagement, integration into policies and practices, and measurement. Specific initiatives that are relevant to the delivery of recreation and parks include: a)embedding the principles of EDI into the organizational culture; b)ensuring that there is diverse representation at all levels of staff and within the volunteer core;c)training on the EDI Strategy and the development of a training curriculum for full-time staff, part-time staff, and volunteers;d)developing a practical guide/handbook for staff to provide services with an equity lens (see next subsection on creating and equity lens toolkit), including terms that are acceptable; 21 Canadian Women & Sport and Canadian Tire Jumpstart Charities. Rally Report. 2022. https://womenandsport.ca/rally-report-2022 22 Government of Canada. The Government of Canada Is Taking Concrete Steps to Achieve Gender Equity in All Levels of Sport. https://www.canada.ca/en/canadian-heritage/news/2019/03/the-government-of-canada-is-taking-concrete-steps-to-achieve-gender-equity-in-all-levels-of-sport.html - 192 - 156 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) e)creating dedicated spaces for prayer in community facilities;f)developing performance metrics to assist in evidenced-based decision-makingsurrounding EDI; g) reviewing all policies, operating manuals, and standard operating procedures with an EDI lens. Creating an Equity Lens Toolkit During the staff engagement in developing this plan, participants felt strongly that staffing and program offerings must reflect the diverse needs of the community. It was indicated that many efforts have been made to discuss needs with diverse populations. Modifications have been assessed and evaluated with participant's input and this process will continue to continually embrace service excellence. Staff identified the need for a toolkit to enable proactive action at the local level. The municipalities of Oshawa, Oakville, and Brampton are examples of recreation departments that have adopted and refined resources to assist staff and volunteers provide equitable and inclusive programs and services. It is anticipated that Pickering’s Equity, Diversity, and Inclusion Plan will set about to achieve developing equity and inclusion tools and a lens for staff and volunteers. The aforementioned communities have adopted Equity and Inclusion Lens Guidelines, the concept for which was originally developed through the Non-Profit Association of Oregon. The goal of the guidelines is to ensure that staff and volunteers are aware of promising practices and can act with the right tools and thought processes. The guidelines prompt staff to: •Consider their own diversity; •Check their assumptions; •Ask about inclusion; •Apply this knowledge to their own work; and •Be a change agent by taking action. The Equity and Inclusion Lens Guidelines provide checklists as staff undertake planning and policy work, plan projects, strengthen communications, and recruit and lead staff. This resource would be an excellent starting point for Pickering to develop a toolkit that meets the needs of staff and residents. One area where this lens can be applied is through recognition of Indigenous Peoples and their stories. Several recent national-level reports speak to the role that Canadians have in reconciling with Indigenous Peoples over our shared history. All communities have a role to play in recognizing the land that Indigenous Peoples previously lived on and in being inclusive of this population. In turn, many recreation, parks, and culture organizations are emphasizing the role of Indigenous Peoples through education, arts, sports, parks amenities and interpretation. Meaningful local supports can only be determined through open discussions with local Indigenous Peoples and organizations. - 193 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 157 Some resources that can be utilized at the local level to ensure that staff and volunteers are including the voice of Indigenous Peoples include: •Aboriginal Sport Circle: The Aboriginal Sport Circle is a not-for-profit organization that is designated as Canada's governing body and voice for Aboriginal sportthroughout the country. Each Province and Territory is represented and is anexcellent resource for recreation providers. It advocates for the Aboriginalcommunity to engage in healthy and active lifestyles. The Regional Coordinators in Ontario work to better engage the community and offer grants to fund programs and activities through the Power to Play Program. •IndigenACTION: The Assembly of First Nations is a national organizationrepresenting First Nations peoples in Canada. The group has developed an IndigenACTION Strategy which serves to develop partnerships with communitylevel sport and recreation leaders to ensure that First Nations youth can livehealthier lifestyles and overall well-being through recreation and sport. Providing Safe and Welcoming Public Spaces The Ontario Council of Agencies Serving Immigrants developed the Positive Spaces Initiative through Citizen and Immigration Canada to denote public spaces that are safe for and welcoming to the 2SLGBTQ+ community. Signage including the Pride flag in the graphic denotes that the space is positive for this population. Recommendations – Increasing Participation of Diverse and Under-represented Residents 82. Refine and expand the Access to Recreation Policy to include stabilized funding based on need, equity in the registration process, and other findings based on input from recipients. 83. Conduct an audit of municipally-supported recreation and sport opportunitiesavailable to all genders and work to increase participation by girls, women, andpersons identifying as female or gender diverse. 84. Consider the recommendations of the City’s Equity, Diversity, and InclusionStrategy through the implementation of recreation and parks services includingthose related to key principles, representation, training, space design,guide/handbook, and performance metrics. 85. Develop a Community Engagement Plan to welcome and involve all residents in recreation and parks opportunities. 86. Work with the Aboriginal Sport Circle and IndigenACTION to discuss ways ofcollaborating with Indigenous People to reflect sport and recreation needs inPickering. 87. Ensure that all public spaces are safe and welcoming spaces for staff and users as outlined in the Safe Spaces Canada criteria. - 194 - 158 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 8.5 Supporting a High-Performing Staff Team There is a strong commitment in Pickering to innovate service delivery, expand community engagement, and enhance satisfaction levels. To this end, key initiatives that staff should undertake internally to heighten the ability of staff and volunteers to be even better skilled and prepared to respond to changes within the community have been identified below. Confirming Levels of Service In a community that is increasing in population and recreation and sport demands, it is important to confirm and document the levels of service that are provided to the public and the resources that it takes to provide them. In this way, future requirements for resourcing and staffing can be determined for Council approval well in advance of implementation. For instance, the operating impacts of capital projects can be determined by the services that will be provided within new or improved spaces and the operating impacts can be approved at the time that the capital allocation is approved. Many levels of service standards are in place, but likely many are not articulated and approved by Council. The process to articulate levels of service is shown below. Figure 16: Framework for Establishing Levels of Service Articulate what levels of service (LOS) exist for each program/ service and quantify the frequency per year they are completed Identify the ideal conditions and efficiencies in which they are offered (new technologies, patnerships etc.) Identify the current resources (staff and equipment) that are needed to produce the LOS Identify the departmental and corporate supports that assist with offering the service. Review LOS every other year to capture greater efficiencies and changes. - 195 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 159 Developing a Ten-Year Staffing Plan Once the levels of service have been developed and approved by Council, the process to develop a ten-year staffing plan can begin. This plan will serve to plan the number and type of staff in the context of additional facilities and services to respond to a growing population. The plan should also address average levels of staff turnover, pending and potential retirements, succession planning, and ensuring that the staff team reflects the community that they serve. In the meantime, organizational structural guidelines can be used to determine if the current organizational structure is designed with equity and consistency. Utilizing the following guidelines, the City can assess its structure on an annual basis or as staff changes occur in order to seek opportunities for efficiencies. Typical guidelines used in a municipal organizational system include: a)Organizational levels – a maximum number of staff levels (ideally less than 5) between the Director and the public should be established b)Functions and customer focus – each staff unit should be designed aroundcommon customers and like functions c)Equitable distribution of workloads – where possible, positions should bedesigned that have equitable accountabilities and responsibilities d)Reduction of duplication of efforts – positions with overlapping responsibilities (booking, allocating, etc.) should be reviewed for potential efficiencies. e)Span of control – each management/supervisory level could have between fourand seven direct reports f)Sole contributors – there should be few if any one-on-one reporting relationships unless the direct report is a sole contributor to the organization. Supporting Training and Development A standardized training and development plan ensures that all staff and volunteers have the skills and competencies to provide a high level of service. An inventory of skills needed per position type is a required undertaking. Common requirements such as customer service standards, inclusion, diversity, equity and accessibility, and sustainability in the delivery of services are all common competencies and can be packaged and offered online, in-person, or a combination thereof. More specialized training such as evacuation procedures per facility type, and emergency response measures can be offered through the various disciplines. Ensuring that each staff person can provide an exceptional level of service and is aware of refined and innovative approaches will enable the City to continue to effectively respond to needs. Setting Performance Targets and Measures Recreation staff collect participation, utilization, and service satisfaction data to analyze current service delivery levels and to measure performance against the previous year's - 196 - 160 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) results. This is completed to demonstrate that there has been movement in addressing key goals and initiatives and that residents are well satisfied with service and program provision. Annual attendance and registration statistics are captured and shared with staff to allow improved planning for the next session and accommodate pent-up demands. Annual reporting establishes transparency in the operations and demonstrates to the public that there is excellent value in the investment of tax dollars. Recommendations – Supporting a High-Performing Staff Team 88.Articulate and seek Council approval for all recreation and parks levels ofservice in preparation for the need for expanded growth-related services. This work will entail working with a third-party to identify all services, how often and the standards to which they are delivered, resources required, and potentialefficiencies. 89.Develop a Ten-Year Staffing Plan that reflects the approved levels of serviceand changes in service requirements (e.g., staffing levels, office space, etc.) due to the growth of the population. 90.Develop a Staff Training and Development Continuum that identifies thenecessary knowledge, skills, and competencies for each job type. This exerciseshould document current trends and developments that will keep staff performingat a high level and improve readiness for succession planning. 91.Refine existing performance metrics and prepare a concise annual reportcard to reflect changes in participation rates, service delivery, volunteerism,utilization of public spaces, satisfaction levels, and other outcomes fromrecreation and parks participation. - 197 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 161 - 198 - 162 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 9. Implementation Active implementation of the Recreation & Parks – Ten Year Plan is fundamental to its success. This requires coordinated efforts and a commitment from Council, staff, user groups, and the public, as well as a variety of funding options to implement certain aspects of the Plan. This section provides guidance on the Plan’s implementation, including a summary of all recommendations and their intended timing. 9.1 Plan Evaluation and Monitoring The City should regularly review, assess, and update the recommendations of this Plan to ensure that they continue to reflect local conditions and that they are responsive to the changing needs of the community. This will require monitoring population data and growth patterns, tracking activity trends and user satisfaction levels, coordinating with community organizations and the public, reporting on progress, and undertaking a comprehensive ten-year update to the Plan. Through these strategies – or as a result of other internal or external factors – adjustment of resource allocations and priorities identified in this plan may be required. The Plan should be reviewed annually as part of the City’s budget cycle. The following steps may be used to conduct an annual review of the Ten Year Plan: a)review of the past year (recommendations implemented, capital projectsundertaken, consideration of new and existing initiatives, changes in participation levels, emerging issues and needs, etc.); b)identification of issues impacting the coming year (anticipated financial andoperational constraints, emerging opportunities, etc.); c) cursory review of the plan for direction regarding its recommendations; d)preparation of a staff report to indicate prioritization of short-term projects and determination of which projects should be implemented in the following year based on criteria established by staff (e.g., financial limitations, community input,partnership/funding potential, etc.); e)communication to staff and Council regarding the status of projects, criteria usedto prioritize projects and projects to be implemented in the following year; and f)budget requests/revisions as necessary. Lastly, additional data collection and evaluation has been recommended to inform performance measures and targets. Monitoring the efficiency and effectiveness of service delivery and facility management will be an important part of this plan moving forward, as will regular reports to the public on progress and implementation priorities. - 199 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 163 Recommendations – Plan Evaluation and Monitoring 92.Regularly monitor progress of the Ten Year Plan, including tracking of growthand demographic characteristics, activity patterns, facility usage, participationlevels, trends, and completed recommendations. 93.Ensure that planning for major capital projects includes meaningful communityengagement and feasibility studies that validate building program and servicerequirements and are aligned with community needs, partnership opportunities,and financial capabilities. 94.Develop a communications plan following approval of the Ten Year Plan to create awareness about its key messages and recommendations amongst residents and stakeholders. Implement a system for the regular reporting of theplan, including an annual report card to the community. 95.Establish annual work plans to identify recommendations requiringimplementation within the coming year. Work plans should identify departmental leads, partners, funding requirements and sources, etc. 96.Undertake a comprehensive review and update of the Ten Year Plan to beginno later than 2033. Timing may be accelerated based on the pace ofimplementation and changes within the community. 9.2 Financial Considerations The Ten Year Plan calls for continued financial investment and outlines a series of planning priorities for the provision of new and upgraded recreation and parks infrastructure for the next ten years. The amount of funding required to support some or all major capital recreation projects will place pressure on the City’s debt capacity. The City has limited resources and cannot afford to do everything that the community desires; underscoring the importance for undertaking the plan in the first place. Although Pickering may experience various challenges in providing sufficient resources to achieve the plan’s recommendations, it is expected that the City will make every effort to implement these strategies through appropriate means. Pickering’s recreation and parks capital projects are primarily funded from development charges, community benefit charges, asset management levy (tax-base) and other capital reserves, special reserves (e.g., gaming revenues, municipal accommodation tax, etc.), debt, and outside sources such as senior government grants and third-party contributions. The City’s annual budget and long-term forecast contains considerable detail regarding capital projects to be undertaken during the next ten-year period (subject to change based on needs/priorities, funding availability, etc.). This Ten Year Plan will have an influence on the projects that are included in the town’s long-term capital forecast and should be used as a resource in developing secondary plans and related studies. Through implementation of the plan, the City will take into consideration available capital and operating funding via available sources to identify potential budget shortfalls - 200 - 164 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) or overruns and areas for adjustment. On an annual basis, the City should reconcile the recommendations with its fiscal capacity and focus on the highest priority items. The City will lean on its creativity and leadership to enable full implementation of this plan. It is vital that growth-related funding sources are maximized. Financial processes and practices will support the maximization of available funds and be supplemented by other approaches, where possible. Approaches that are financially sustainable will be encouraged, such as partnerships that leverage assets and resources to provide the best value to residents, building cost-effective multi-use facilities rather than those designed for a single use, seeking senior government grants and fundraising, etc. The City routinely seeks grants, sponsorships, naming rights and advertising revenue as a means to offset the costs of services. Recommendations – Financial Considerations 97.Use this Ten Year Plan as a resource in establishing the City’s annual budgetdocuments, capital forecasts, development and community benefits charges studies, secondary plans, and other related studies. 98.Where appropriate and consistent with City policies and priorities, consideralternative funding and cost-sharing approaches such as (but not limited to)fundraising, grants, private-public partnerships, sponsorships, surcharges, capitalreserve contributions, and various forms of collaboration to provide the best value to residents. 99.Assess and ensure that operating budget implications are identified andappropriately resourced prior to approving major capital projects. 100.Conduct feasibility studies and business plans (with input from the public)prior to undertaking major capital projects to ensure that projects are aligned with community needs, partnership opportunities, and financial capabilities. 101.Foster effective partnerships and co-location opportunities with landownersand public agencies (e.g., public libraries, schools, etc.) that support theimprovement, provision, and expansion of recreation, parks, and communityfacilities that address demonstrated needs. - 201 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 165 9.3 Implementation Strategy Throughout this Ten Year Plan, recommendations have been identified at the end of each section. This is not intended to be a definitive list of recommendations as ongoing capital projects/repairs, operating expenditures, and other initiatives outside the scope of this plan may be identified and prioritized by the City on an ongoing basis. By approving this Ten Year Plan as a guiding document, the City is not bound to implementing every recommendation; rather, this plan provides guidance on community priorities and sets a general course for meeting community needs as they are presently defined. Priority is generally synonymous with timing – the higher the priority, the sooner the recommendation should be implemented. All recommendations within this plan are important and, if properly implemented, will provide the community with enhanced recreation and parks services in Pickering. The priority/timing of recommendations is organized into the following three categories: •Short Term priority (1-3 years) •Medium Term priority (4-6 years) •Long Term priority (7-10+ years) The proposed priority/timing of each recommendation has been determined based on an assessment of need, as identified throughout the planning process (including public consultation, trends and demographic variables, assessment of parks, facilities, services, etc.), and is based on current and anticipated circumstances. Budget pressures, changes in participation rates or demographics, availability of resources, and other factors may impact the implementation of these recommendations. The pursuit of external funding opportunities and partnership opportunities may also assist in accelerating implementation. The following tables contain the recommendations in the order in which they are presented in the body of the plan. Where applicable, estimated capital costs are articulated for each recommendation, which are based on published budget figures and/or industry norms. Costs are shown in 2024 dollar figures; however, inflation is at its highest level in decades, and all costs identified in this plan should be confirmed though further study. - 202 - 166 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Table 38: Indoor Recreation Facilities Recommendations # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 1.As a high priority, continue to proceed with the timelydevelopment of the Seaton Recreation Complex &Library. At minimum, this facility should be designed toinclude a 25 metre 6-8 lane rectangular pool andseparate warm water leisure pool, fitness centre andstudios, full size gymnasium, walking track, multi-purpose spaces, two arena pads, and library. Design and construction costs included in 2024 budget and long-term forecast ($243 million). 2.Prior to undertaking significant capital renewal projects,initiate planning for the major long-term revitalizationof the Chestnut Hill Developments RecreationComplex as supported by the City’s Facility RenewalStudy. The assessment should consider factors such aspublic input, asset management, facility and programneeds, related initiatives, site and partnershipopportunities, potential funding sources, and more. Costs to be determined through future study. 3.Seek to construct the proposed Seniors & YouthCentre in Pickering’s City Centre within the ten-year horizon of this plan (prior to 2034). Once open, the EastShore Community Centre should be closed anddeclared surplus, with programming transferred to the new facility. Design and construction costs estimated at $56.3 million. 4.Prepare a business case for the expansion of youthprogramming and space within the Chestnut HillDevelopments Recreation Complex. This should be viewed as an interim measure prior to opening theSeniors & Youth Centre and should be implementedthrough the repurposing of tenant spaces and/or under- utilized areas (not a physical expansion to the building). Staff-led (business plan). Costs to be determined through future study. - 203 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 167 # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 5.As part of the next Ten Year Plan (around 2034), initiate high-level planning for the development of a secondrecreation facility (Thompson’s Corners communitycentre) within the Seaton community on lands owned by the City (east of Brock Road, south of Highway 407). Consultant: $100,000 for needs and feasibility study. 6.Through the Northeast Secondary Plan process,designate land for community facilities suitable for thedevelopment of a future recreation complex and library.Secondary planning process is ongoing. 7.Prior to undertaking significant investment in existingcommunity halls (e.g., West Shore Community Centre,Brougham Hall, etc.), prepare a study of options thatexamines local needs, capacity within area facilities, andlong-term requirements. The assessment should beused to guide options, including sale, third-party-lease,and/or reinvestment. Closure and sale of underusedhalls that require significant investment is possible,particularly where these functions can beaccommodated within a nearby facility. New community halls should be discouraged. Staff-led / best practice. Reports may be prepared on an as-needed basis. 8.As a general principle, design indoor recreationfacilities to be flexible, accessible, multi-use (non-dedicated space, where possible), inclusive, and age-friendly community hubs. Locate these sites in highlyvisible locations with strong pedestrian, cycling, andtransit connections for convenient access. Considermodels co-located with libraries and other communityuses. Involve the community and stakeholders in thefacility design process. Staff-led / best practice. - 204 - 168 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation X Arena Facilities – Recommendations for arena provision and investment are contained within the 2024Arena Strategy (under separate cover).See 2024 Arena Strategy. 9. Provide multi-tank indoor aquatic centres within allnew recreation complexes. A 25-metre tank with 6 to 8lanes and a separate warm water leisure pool arerecommended as part of the planned SeatonRecreation Complex & Library. Costs included in facility-specific budgets. 10. Prioritize the revitalization of the Chestnut HillDevelopments Recreation Complex indoor aquaticcentre as part of the proposed facility revitalizationstrategy. $5 million estimate contained within long-term capital forecast; to be confirmed through future study. 11. Undertake a study to examine future programming needs and potential capital replacement of theDunbarton Indoor Pool. This study should consider theneed for this facility to remain operational during anyextended shutdown of the Chestnut Hill DevelopmentsRecreation Complex and should be completed followinga minimum of one year of the Seaton RecreationComplex & Library being fully operational. May be staff-led or require outside services ($50,000). 12. Provide gymnasiums within all new and redevelopedrecreation complexes (e.g., Seaton, etc.) and considertheir provision within appropriate community centres (e.g., Seniors & Youth Centre, etc.). A triple gymnasium(FIBA regulation) is recommended as part of the SeatonRecreation Complex & Library. Costs included in facility- specific budgets. X - The Arena Strategy is comprised of eight seperate recommendations - 205 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 169 # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 13. Continue to pursue immediate options to accommodateindoor pickleball activities with ten indoor Pickleball Courts, including the Pickering Soccer Centre. An additional five courts will be provided at the Seaton Recreation Complex & Library (anticipated opening 2028/29) meeting the service provision of one court per 10,000 residents. Costs to be determined based on selected option. 14. Where additional access is required, expandagreements with local school boards to offerprogramming within school gymnasiums and othercommunity spaces within Seaton and future growth areas. Staff-led / best practice. 15. Provide fitness centres and studios within all new andredeveloped recreation complexes (including the SeatonRecreation Complex & Library) to support the delivery ofhealth and wellness programming. Consider theprovision of indoor walking tracks (free public access)within new recreation facilities, where appropriate. Costs included in facility-specific budgets. 16. Based on a monitoring period that has not yieldedsatisfactory improvements, prepare a business case torepurpose one racquetball court at the CHDRC forother in-demand uses (e.g., group fitness space, etc.)and seek out additional community input on the matter. Staff-led. Costs to be determined through future study. - 206 - 170 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 17. Consideration may be given to relocating the ChestnutHill Developments Recreation Complex indoortennis courts to another accessible location withinPickering in the longer-term, possibly through an air- supported dome. This is a matter that may be more fullyexamined through the recommended recreation complexfacility revitalization study, the City Centre project, and/or planning of the future parks and recreation facility sites. Costs and implementation strategies to be determined through future study. 18. Encourage wider community access to the PickeringSoccer Centre field by working with Pickering FC tocreate an allocation framework and/or scheduling options that provide other youth-based organizationswith access to the turf field within prime, shoulder, andnon-prime times. Staff-led, in cooperation with Pickering FC. 19. Monitor the demand for indoor turf facilities andexamine the potential to develop a second indoor turffacility beyond the timeframe of this Ten-Year Plan.Consider as part of Ten Year Plan update. 20. Adopt a partnership framework to evaluate andrespond to major capital proposals from communityorganizations, with consideration given to overallmunicipal priorities and the City’s capacity to participatein such projects. A sample framework and criteria areidentified with this Ten Year Plan (see appendix). Staff-led. Example provided in Appendix. - 207 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 171 Table 39: Outdoor Recreation and Park Facilities Recommendations # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 21. Provide approximately 15 additional soccer and multi-use fields (unlit equivalents) over the next ten years toaddress growth-related needs. New fields may bedeveloped within community parks (with multiple fieldsper site) and appropriate neighbourhood park sites, aswell as in partnership with other land providers such asschools. Where possible, a focus should be placed onfull size fields (both lit and unlit) and artificial turf fields as these provide greater capacity for community use. Inaddition to new fields in the Seaton community,opportunities should be sought to enhance field supplies within existing parks (e.g., conversion of under-utilizedassets such as in Maple Ridge Park). Costs included within park development budgets. Construction benchmarks are $200,000 to $500,000+ for an unlit field, $100,000 to $250,000 to add lights, and $1.0 to $2.0+ million to add artificial turf. 22. Through the annual permitting process, track thenumber of registrants using Pickering sports fields (soccer, football baseball, cricket, etc.). At a minimum,data to be collected should include age (youth, adult,etc.) and residency (Pickering, other, etc.). This data willenable trend tracking, support future demand analysis,and inform allocation practices. Staff-led / best practice. - 208 - 172 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 23. Provide approximately 6 additional ball diamonds (unlit equivalents) over the next ten years to address growth-related needs. New fields should be developed withincommunity parks (with multiple fields per site where possible), as well as in partnership with other landproviders where appropriate. These needs can belargely satisfied through planned development at Dave Ryan Community Park (1 lit diamond) and futuredevelopment on the Greenwood Conservation lands(multiple lit diamonds), including consideration of bothhardball and softball needs. Costs included within park development budgets. Construction benchmarks are $200,000 to $500,000+ for an unlit field and $100,000 to $250,000 to add lights. 24. Evaluate opportunities to repurpose surplus balldiamonds and to align the diamond supply anddistribution with demand. Some candidates for conversion include under-utilized and/or under-sizeddiamonds at Maple Ridge Park, Lookout Point Park, andGreenwood Park. Staff-led / best practice. Costs to be determined based on selected option(s). 25. Include a regulation cricket field within the futureGreenwood Conservation lands or other suitablelocation capable of serving Seaton and surroundingarea. Consideration may be given to designing the pitch as an overlay across two full-size soccer fields. Costs included within park development budget. Construction benchmarks are $400,000 to $800,000 per field. 26. Expand the number of public tennis courts (lit wherepossible) in growing communities through new courtdevelopment in Seaton (4 courts at 2 parks) and DuffinsHeights (2 courts at 1 park). Courts should be designedfor tennis only, but may be co-located with other sport courts as part of a complex. Costs included within park development budgets. Construction benchmarks are $400,000 for a 2-courts complex. - 209 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 173 # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 27. Consider the development of an outdoor tenniscomplex (4-5 courts) at the site of the community facilityplanned for Thompson’s Corners. The complex shouldbe operated by a community-based club under agreement with the City, allowing for public accessduring specified hours and/or low use periods. Thepotential for an air-supported dome to allow for year- round use of the courts (possibly as a long-termreplacement for the indoor courts at the Chestnut HillDevelopments Recreation Complex) may be consideredfurther through a business plan that examines demand,partnerships, financial performance, and related factors. Construction benchmarks are $750,000 for a 4- courts complex. Additional costs for a dome to be defined through future business plan, including partnership potential. 28. Work with the local tennis club to confirm the long-termneed for the courts at Greenwood Park and consider shifting use to new courts planned for Seaton, allowingthis space to be converted to other uses as defined by a future redesign process for this park. Staff-led. Costs to be determined based on selected option(s). - 210 - 174 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 29. Target the development of up to 19 new outdoorpickleball courts by 2034, with a focus on dedicatedcourts in appropriate locations. Projects should haveconsideration to the site evaluation and design criteria identified in this plan. The City should continue to workwith pickleball organizations to monitor and assess theneed for additional dedicated court complexes over time. Potential capital projects include: a. developing six (6) dedicated courts at Diana,Princess of Wales Park, possibly operated inpartnership with a club; b. a. developing four (4) dedicated courts at the site ofthe planned recreation facility in Thompson’s Corners, possibly operated in partnership with a club; c.developing four (4) dedicated courts in the DaveRyan Community Park (P-123) in Seaton; and d.consideration of painting lines on selected multi-usebasketball courts at locations such as BeechlawnPark (P-019, future) and selected neighbourhoodparks in Duffins Heights and Seaton (e.g., P-086, etc.). Costs included within park development budgets. Construction benchmarks are $250,000 for two courts and $500,000 for six courts. 30. Develop approximately 13 additional outdoorbasketball courts by 2034 within growing communities(e.g., Seaton) and under-served areas (e.g., Liverpool,Kingston Road corridor) based on an 800-metre serviceradius. Half courts should generally be considered forneighbourhood parks (and appropriate village greens) and full courts for community parks. Costs included within park development budgets. Construction benchmarks are $100,000 to $150,000 per court. - 211 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 175 # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 31. Continue with plans to construct 5 new splash pads /water play areas in Duffins Heights and the Seaton community by 2034; additional sites in Seaton and possibly City Centre will be required longer-term. Should the City remove the splash pad at Beachfront Park, is being considered. Costs included within park development budgets. Construction benchmarks are $400,000 to $700,000 per location. 32. The provision of an outdoor pool would represent anew level of service for the City and the reconstruction ofthe pool at Petticoat Creek Conservation Park is notviewed as a priority within the scope of this Ten Year Plan. Although not recommended, the cost for pool design and construction is estimated at $11.5 million (KPMG, 2023). 33. Continue with plans to include a refrigerated skatingrink/water feature within City Centre Park.Costs included within park development budget. 34. Consider the development of an appropriately-sizedcovered multi-use pad in Claremont Memorial Park tosupport extended use for floor sports (ball hockey,skating, etc.), camps, and events. The ice pad shouldnot be refrigerated. Construction benchmarks are $1.0 to $1.25 million. 35. Reclassify skateboard parks as “all wheels parks” andintegrate this term into the City’s signage andpromotions.Staff-led. - 212 - 176 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 36. Expand the network of all wheels parks by: a. replacing the aging community-level skate park atDiana, Princess of Wales Park at the proposedhydro corridor park to the north (pending approval from Hydro One); b. developing up to 4 new local skate spots in SouthPickering; c.developing a community-level skate park in Seaton,possibly at the Seaton Recreation Complex & Library; and d.developing up to 3 new local skate spots inSeaton, including one Dave Ryan Community Park. Determination of locations and designs will require additional community consultation and site evaluation, guided by the criteria and classifications established in the City’s Skateboard Park Strategy 2017. Costs included within park development budgets. Construction benchmarks are $350,000 to $750,000 per location. 37. Explore the potential for installing a pump track through a future community or district park development project. Staff-led. Construction benchmarks are $200,000 to $400,000 per location. 38. Continue to install playgrounds within appropriate park types in growth areas. At minimum, playgrounds shouldbe located within 800 metres of residential areas (less inintensified areas), unobstructed by major pedestrian barriers such as valleys, highways, and railways.Playground design should give consideration to playvalue, variety in design, accessible features (focusing oncommunity park sites), and supporting amenities suchas pathways, seating, and shade. Costs included within park development budgets. Construction benchmarks are $150,000 to $500,000 per location, depending on scope of work. - 213 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 177 # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 39. Integrate outdoor fitness equipment into appropriate parks, focusing on destination parks (e.g., selectedcommunity and waterfront parks) and growingcommunities (using a 1-km radius to support equitable distribution). Costs included within park development budgets. Construction benchmarks are $75,000 to $150,000 per location. 40. Develop guidelines to support the design of designatedopen space exercise zones where the community canorganize fitness classes (yoga, tai chi, etc.).Staff-led. 41. Support the establishment of community gardens onappropriate municipal lands and as an option in new andredeveloped parks able to meet the site criteriacontained in the City’s Community Gardens Policy.Leverage partnerships with agencies and privatelandowners to ensure an equitable distribution acrossPickering (including one or more sites in Seaton). Staff-led / best practice. Construction benchmarks are $100,000 to $250,000 per location. 42. Provide two (2) additional leash-free dog areas withinthe next ten years in response to community need andonly in cases where location criteria can be met.Evaluate options for establishing an off-leash dog area inSeaton and continue with plans to develop an off-leashpark in the proposed Hydro Corridor park (pendingapproval from Hydro One). Costs included within park development budgets. Construction benchmarks are $100,000 to $200,000 per location. 43. Prepare an off-leash dog area policy to address thedynamics of providing, designing, and maintaining leash free dog areas in higher density neighbourhoods.Staff-led. - 214 - 178 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 44. Work with the TRCA to enhance Petticoat CreekConservation Park as a signature park site for largeevents and festivals. Costs will be dependent on agreement and scope of improvements. Preliminary capital cost estimate is $35.8 million (KPMG, 2023). 45. As a general principle, consider and evaluate eventhosting capabilities when developing and redevelopingcommunity and district parks, including the provision ofsupport infrastructure (e.g., parking, electrical service,water and wastewater services, washrooms, shade, etc.). Staff-led / best practice. Costs to be determined based on selected option(s). 46. Continue to place a high priority on the preservation andrestoration of waterfront parks and beaches thatsupport public access for residents and visitors. Staff-led / best practice. Costs to be determined based on selected option(s). 47. Continue to monitor participation and trends inrecreation and sport activities accommodated throughthe parks system (including those delivered inpartnership with others) to inform future capital needsand strategies. Staff-led / best practice. - 215 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 179 Table 40: Parkland Recommendations # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 48. Modify and update the City’s parkland hierarchythrough the next Official Plan update. This includesdistinguishing between different types of parkland inMixed Use Areas and Urban/Rural Residential Areasand updating the policies for existing designations asappropriate. Additionally, it is recommended that twonew park categories (Urban Parks and Linear Parks) becreated to support the emerging Mixed Use Area hierarchy. Consideration may also be given to renamingthe District Park (to “City-wide Park”) and expanding thedesignation to allow for the inclusion of larger properties that support linear and passive recreation, such as city-wide events, environmental education, interpretation,and nature-related recreation. To be considered through Official Plan Review. 49. Develop and maintain a comprehensive inventory database of parks and open spaces (linked to GIS andasset management databases) for the purposes ofevaluation and planning. Staff-led. 50. Adopt a minimum City-wide parkland provision targetof 1.5 hectares per 1,000 residents through to 2034. Thistarget (as well as defined targets for mixed use areas,new community areas, and established areas) should beused to inform the review of development applicationsand secondary plans for the next ten years. Wherepossible, parkland provision targets should be linked topopulation and/or housing units. To be considered through Official Plan Review and development review processes. - 216 - 180 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 51. Prepare a parkland acquisition strategy to enhance current and future community access to parks, withconsideration of alternative acquisition tools. Thestrategy should confirm priorities for land acquisition (including opportunities to secure larger park blocks forcommunity-serving amenities) and a budget for theannual allocation of funds. Consultant: $150,000 (may be combined with other corporate land needs). Excludes cost for land acquisition. 52. Use the priority mapping in this plan to inform landacquisition and work with other municipal departments tosecure land and/or enhance programming in high priorityareas (informed by the proposed parkland acquisition strategy). Staff-led / best practice. 53. Strengthen collaboration with public agencies (e.g.,schools, local and other levels of government, utility andinfrastructure agencies, etc.) to facilitate communityaccess to parks, trails, and recreation spaces on non-municipally owned sites. Consider developing aframework to improve connections to (and programming of) these spaces. Staff-led. 54. Update the parkland dedication requirements andrelated policies within the City of Pickering’s OfficialPlan and Parkland Conveyance By-law to reflect thechanges enacted through the More Homes, Built Faster Act (Bill 23) and related legislation, with furtherconsideration of the recommendations within this TenYear Plan. Consideration may also be given todeveloping a procedure establishing the guidelines andprocess for administering the Parkland Conveyance By- law. May be staff-led or require outside services. To be considered through Official Plan Review and related planning processes. - 217 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 181 # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 55. Establish policies surrounding privately-owned publicspaces (POPs) and strata parks. While these spaceswill generally be discouraged, they may be countedtoward the parkland dedication requirement at the discretion of the City (with strata parks being accepted ata discounted rate). Appropriate legal agreements mustbe established to address park design and construction standards, public access, maintenance, etc. POPs arenot appropriate in locations outside of mixed use areas. May be staff-led or require outside services. To be considered through Official Plan Review and development review processes. 56. Establish clear location and development guidelinesdescribing what constitutes acceptable parkland dedication from developers. These guidelines shouldconsider restrictions for encumbered lands, hazardslands, steep slopes and unstable lands, environmentally protected lands, rights-of-way and easements,contaminated lands, etc. and be included within theOfficial Plan or parkland conveyance procedure. May be staff-led or require outside services. To be considered through Official Plan Review and development review processes. 57. Adopt a “Parkland First” approach that prioritizes parkland conveyance over cash-in-lieu of parkland andprivately-owned public spaces in order to addressparkland requirements. To be considered through Official Plan Review and development review processes. 58. Consider updating the City’s Community BenefitsCharges Strategy and By-law to include theconsideration of parkland acquisition beyond theamounts available under the provisions of the PlanningAct. Consultant-led through CBC Strategy Update. - 218 - 182 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 59. Utilize alternative financial tools and other parklandacquisition approaches beyond traditional landconveyance mechanisms as necessary to meet theCity’s parkland targets to 2034. The City is encouraged to actively pursue direct purchase of land in priorityacquisition areas and unserviced land with futureparkland potential. Staff-led / best practice. Land costs to be determined on a site-specific basis. 60. Clearly articulate the criteria that will be used to evaluatethe acceptance of cash-in-lieu of parkland dedication.To be considered through Official Plan Review. 61. Prioritize spending parkland cash-in-lieu funds on landacquisition, rather than capital improvements in parks.Staff-led / best practice. 62. Institute a program to track the annual spending andallocation of cash-in-lieu funds in keeping withPlanning Act requirements (at least 60% of monies must be spent or allocated at the beginning of each year) andto evaluate the performance of this Ten Year Plan. Staff-led. Regulatory requirement. 63. Conduct an assessment of cash-in-lieu of parklandvaluation processes and fees, with the goal of ensuring that cash-in-lieu of parkland rates are reflectiveof local market conditions. May be staff-led or require outside services ($50,000). 64. As opportunities arise, evaluate the potential to secureand/or protect open space lands that are outside theparks system and that provide important connectionsbetween parks, trails, and other public areas, havingregard to the Official Plan and partner agency requirements. Staff-led / best practice. Land costs to be determined on a site-specific basis. - 219 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 183 # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 65. Continue to maintain a commitment to universalaccessibility, safety, and comfort within the City’sparks and trails system by: a.Regularly consulting with the City’s Accessibility Advisory Committee and ensuring compliance withthe Accessibility for Ontarians with DisabilitiesAct (AODA), recognizing that some parks and trails may include areas of natural terrain that are moredifficult to access. b.Emphasizing the provision of amenities such aswashrooms, benches/seating areas, bike racks,and shade (structures, tree canopy, etc.) inappropriate park types to address the needs of allage groups. c.Engaging qualified personnel to undertake a review of all parks and trails using Crime PreventionThrough Environmental Design (CPTED)principles to identify safety concerns relative toaccess, sightlines, etc. Staff-led / best practice. Additional costs can be anticipated in order to implement AODA accessible public spaces standard, CPTED principles, and robust support amenities within parks. 66. Continue to provide a balance of active and passivespaces within the parks system to support all-seasonrecreation and sports, casual use and unstructured play,special events, and cultural activities. Staff-led / best practice. 67. Continue to support outdoor education, stewardship,and climate change mitigation initiatives through theopen space system, such as tree plantings,naturalization efforts, community gardens,butterfly/pollinator parks, and adopt-a-park/trailprograms, in conjunction with community partners. Staff-led / best practice. Additional costs can be anticipated (to be determined through program development). - 220 - 184 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 68. Continue to initiate park redevelopment projects at key sites requiring renewal and evaluate park sites within oradjacent to high density mixed use areas for longer-termredevelopment. Park redevelopment projects should be identified in the City’s long-term capital plan and includeadditional public and stakeholder consultation. May be staff-led or require outside services for design (approximately $25,000 to $50,000 per park for design, plus site-specific construction costs). 69. Continue to expand and connect the recreational trailnetwork. This includes planning trails within newcommunity areas and working with partners to leveragepublic sites (such as utility rights-of-ways and other linear corridors) for trail use as appropriate.Improvements to the on-road cycling network should beguided by the City’s Integrated Transportation Master Plan. Staff-led. Additional costs can be anticipated (to be identified on a project-specific basis). 70. Continue to enhance the trail network by installing andmaintaining safety and comfort features – such aslighting, signage, seating, etc. – in appropriate locations and addressing the recommendations for a multi-usetrail design and safety audit, wayfinding study and pilotproject, and trails amenities plan within the City’s Integrated Transportation Master Plan. Staff-led. Additional costs can be anticipated (to be identified by Engineering Services on a project-specific basis). Table 41: Recreation Service Delivery Recommendations # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 71. Provide targeted leadership courses in aquatics, programs, and camps until appropriate staffing levels areachieved. Reach out to area school boards to assist inthis endeavour. Staff-led. There will be a defined fiscal impact on foregone revenue for leadership training. - 221 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 185 # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 72. Establish strategies to assist not-for-profit community groups in the recruitment, training, and retention ofvolunteers to support community-led recreation andsport programming. Staff-led. There may be added costs to develop materials. 73. Create objectives and strategies to enhance communitycapacity and increase access to recreation and parksservices for residents through an expanded communitydevelopment model. Staff-led. There may be added costs to develop materials and support groups. 74. Regularly review agreements with partners to ensurean appropriate and sustainable distribution of operationaland financial responsibilities.Staff-led. 75. Identify opportunities to enhance and grow communitypartnerships that increase the range of recreation,parks, sport, and community opportunities in support of future population growth. Staff-led. There may be added costs to support groups. 76. Seek sponsorships and sustainable funding toreintroduce the Swim to Survive program for studentsand families (once staffing shortages are addressed). Place additional emphasis on the need for children andfamilies to be safe in and around water. Staff-led. Operating costs to be determined through program development. 77. Develop an Aquatic, Fitness and Program Strategythat reflects current and future programming needs toidentify the scope of future program needs and tomaximize community resources. Consultant: $50,000. - 222 - 186 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 78. Implement quality assurance programs in the delivery of service in recreation to reflect the quality and safeprogramming for all age groups. Some examplesinclude: HIGH FIVE (Principles of Healthy Child Development and Active Aging), Youth FriendlyCommunities, Lifesaving Society Aquatic SafetyManagement program, etc. Staff-led. Operating costs to be determined through program development. 79. Work to achieve an 85% fill rate in all recreationservices and programs (calculated as participationdivided by capacity).Staff-led. 80. Promote Canada’s 24-Hour Movement Guidelines toencourage greater physical activity levels (frequency,intensity, and duration) in Pickering residents.Staff-led. There may be added costs to promote. 81. Work with the Town of Ajax to develop commonprinciples in the allocation of community facilitiesthat are commonly used by organizations that operateacross the West Durham area. Staff-led. 82. Refine and expand the Access to Recreation Policy to include stabilized funding based on need, equity in theregistration process, and other findings based on inputfrom recipients. Staff-led. Fiscal impact to be determined. 83. Conduct an audit of municipally-supported recreationand sport opportunities available to all genders and workto increase participation by girls, women, and personsidentifying as female or gender diverse. Staff-led, with resources from the Canadian Women in Sport Organization. - 223 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 187 # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 84. Consider the recommendations of the City’s Equity,Diversity, and Inclusion Strategy through theimplementation of recreation and parks servicesincluding those related to key principles, representation, training, space design, guide/handbook, andperformance metrics. Staff-led, with resources from the Coalition of Inclusive Municipalities, the Canadian Centre for Diversity & Inclusion, and other municipalities. 85. Develop a Community Engagement Plan to welcomeand involve all residents in recreation and parksopportunities.Staff-led. 86. Work with the Aboriginal Sport Circle andIndigenACTION to discuss ways of collaborating withIndigenous People to reflect sport and recreation needsin Pickering. Staff-led. There may be added costs to support groups. 87. Ensure that all public spaces are safe and welcomingspaces for staff and users as outlined in the SaferSpaces Canada criteria. Staff-led. There may be added costs for training (note: the Safe Zone Project is a free online resource). 88. Articulate and seek Council approval for all recreationand parks levels of service in preparation for the needfor expanded growth-related services. This work will entail working with a third-party to identify all services,how often and the standards to which they are delivered,resources required, and potential efficiencies. Consultant: $80,000 to $100,000 89. Develop a Ten-Year Staffing Plan that reflects the approved levels of service and changes in servicerequirements (e.g., staffing levels, office space, etc.) dueto the growth of the population. Staff-led or consultant: $75,000 - 224 - 188 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 90. Develop a Staff Training and DevelopmentContinuum that identifies the necessary knowledge,skills, and competencies for each job type. This exerciseshould document current trends and developments that will keep staff performing at a high level and improvereadiness for succession planning. Staff-led (Human Resources). There may be added costs for training. 91. Refine existing performance metrics and prepare aconcise annual report card to reflect changes inparticipation rates, service delivery, volunteerism,utilization of public spaces, satisfaction levels, and otheroutcomes from recreation and parks participation. Staff-led. Table 42: Implementation Recommendations # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 92. Regularly monitor progress of the Ten Year Plan,including tracking of growth and demographic characteristics, activity patterns, facility usage,participation levels, trends, and completedrecommendations. Staff-led. Coordinate with all involved departments as appropriate. 93. Ensure that planning for major capital projects includes meaningful community engagement and feasibilitystudies that validate building program and servicerequirements and are aligned with community needs, partnership opportunities, and financial capabilities. Project-specific. May be staff-led or require outside services. - 225 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 189 # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 94. Develop a communications plan following approval of the Ten Year Plan to create awareness about its keymessages and recommendations amongst residents andstakeholders. Implement a system for the regular reporting of the plan, including an annual report card tothe community. Staff-led. 95. Establish annual work plans to identifyrecommendations requiring implementation within thecoming year. Work plans should identify departmentalleads, partners, funding requirements and sources, etc. Staff-led through annual budget process. 96. Undertake a comprehensive review and update of theTen Year Plan to begin no later than 2033. Timing maybe accelerated based on the pace of implementation andchanges within the community. Consultant: $200,000 97. Use this Ten Year Plan as a resource in establishingthe City’s annual budget documents, capital forecasts,development and community benefits charges studies,secondary plans, and other related studies. Staff-led. Coordinate with all involved departments as appropriate. 98. Where appropriate and consistent with City policies andpriorities, consider alternative funding and cost-sharing approaches such as (but not limited to) fundraising, grants, private-public partnerships,sponsorships, surcharges, capital reserve contributions,and various forms of collaboration to provide the best value to residents. Staff-led / best practice. 99. Assess and ensure that operating budget implicationsare identified and appropriately resourced prior toapproving major capital projects.Staff-led / best practice. - 226 - 190 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) # Recommendation 1-3 years 4-6 years 7-10+ years Costs / Implementation 100. Foster effective partnerships and co-locationopportunities with landowners and public agencies(e.g., public libraries, schools, etc.) that support theimprovement, provision, and expansion of recreation, parks, and community facilities that addressdemonstrated needs. Staff-led / best practice. - 227 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) 1 - 228 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Table of Contents Appendix A: Project Alignment Appendix B: Trend and Best Practice Review Appendix C: Analysis of Public Input Appendix D: Asset Inventory and Mapping Appendix E: Supporting Materials for Facility Needs Assessments (Trends, Input, Usage) Appendix F: Types of Partnerships and Approaches to Evaluation Appendix G: Description of Existing Park Type Appendix H: Parkland Policy Background - 229 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) A-1 Appendix A: Project Alignment The following documents and studies were reviewed and integrated as appropriate into the analysis within this Ten Year Plan. Sector / Provincial Documents •Framework for Recreation in Canada •Parks for All •Ontario Culture Strategy •Ontario Planning Act •Provincial Policy Statement •Accessibility for Ontarians with Disabilities Act City of Pickering Documents •Corporate Strategic Plan (2023) •Recreation and Parks Master Plan (2017) •Skateboard Strategy (2017) •Official Plan (Edition 9) •Envision Durham Official Plan (2023) •Development Charges Background Study (2022) •Capital Budget (2023) •Northeast Pickering Secondary Plan – Community Services and Facility Study (2023) •Five-Year Accessibility Plan 2021-2025 •Cultural Strategic Plan (2014) •Age Friendly Community Plan (2019) •Integrated Transportation Master Plan (2021) •Asset Management Plan (AMP) (2020) •Community Safety & Wellbeing Plan (2023-draft) •Public Art Plan (2023/2026) •Corporate Energy Management Plan (2019-2024) •Recreation User Fee Study (ongoing) •Facilities Renewal Study (2024) •Digital Strategy (ongoing) •Community Tourism Plan (ongoing) •Equity, Diversity and Inclusion Strategy (ongoing) •Community Climate Adaptation Project (ongoing) - 230 - B-1 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Appendix B: Trend and Best Practice Review Below are several trends that are influencing the demand for and delivery of recreation and parks services in Canadian municipalities. Some of these trends have emerged as a result of the COVID-19 pandemic, while others have been affecting service provision for several years. These trends have been considered against other study inputs (such as public consultation and local usage levels) to inform the Plan’s recommendations. Additional detail on each trend can be found in the Ten Year Plan’s supporting materials (Interim Report #2). General Participation Trends, Behaviours, and Policy Responses • Promoting Health and Wellness • Engaging the Aging Population • Combating High Levels of Physical Inactivity • Participating in Sport • Growing Concerns over Affordability • Meeting the Demand for Unstructured, Self-Directed Activities • Encouraging Outdoor and Free Play • Accommodating Emerging Activities • Focusing on Inclusion and Access • Improving Gender Equity and Women’s Sports & Fitness • Using Recreation and Parks to Support Indigenous Reconciliation • Offering Safe Spaces for Marginalized Populations • Sport Specialization and Long-term Player Development Models Service Delivery Trends • The Necessity of Partnerships • Data, Technology and Digital Transformation • Declining Volunteerism Infrastructure Trends • Rationalizing and Addressing Aging Infrastructure • Designing Facilities to be Sport-Friendly • Parks as Critical Outdoor Spaces • Supporting Active Transportation • Growing Emphasis on Neighbourhoods and Local Opportunities • Increasing Focus on Environmental Design and Climate Change Pandemic Impacts and Possible Future Implications • Social Infrastructure is Vital to our Mental and Physical Health • Parks Continue to be Appreciated and Well Used • Virtual Programming has Emerged as an Option • Many are Returning to Play, but Affordability is a Rising Concern • Evolving Financial and Staffing Challenges - 231 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-1 Appendix C: Analysis of Public Input The following is a summary of public and stakeholder input received through the Ten Year Plan’s community engagement program. A1. Public Open Houses Broad community input was sought through drop-in open houses, pop-up booths, and a community-wide survey (the latter is described in the next section). Four public open house sessions (three in- person and one virtual) were held to engage interested residents, community partners, and user groups in the planning process. The open houses were available for all community members to attend. In total, over 210 participants attended these sessions to discuss their ideas with the Consulting Team and City staff. 1.November 14, 2023 (Morning), Chestnut HillDevelopments Recreation Complex2.November 15, 2023 (Afternoon), Chestnut Hill Developments Recreation Complex 3.November 15, 2023 (Evening), Chestnut HillDevelopments Recreation Complex4.November 28, 2023 (Evening), VirtualConsultation These sessions were promoted through the City’s website, email networks, roadside signs, posters in City facilities, social media accounts, and traditional media. The in-person events consisted of information boards detailing the scope and process, sticky notes on display boards, comment sheets, a priority polling station and child’s voice drawing station to identify public priorities. The virtual session provided a presentation followed by a facilitated discussion and group chat for interactive feedback. In addition to these sessions, feedback provided by residents via the activation boards also contributed to public open house input. - 232 - C-2 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Additionally, City staff used smaller versions of the open house displays to create awareness about the community survey and to engage community members throughout Pickering. Pop-up sessions were held at: •Don Beer Arena •Delaney & O'Brien Arenas •East Shore Community Centre •George Ashe Library and Community Centre •Pickering GO Station •Pickering City Centre (shopping centre) •Special events, including Fall Fling and Winter Nights City Lights Key Themes from the Open Houses Common themes that emerged from Public Open house discussions, emails, display boards, comment sheets, and priority polling station are summarized below. Summary of Feedback from Public Open House Display Boards Requested Improvements or Additions Indoor Recreation Outdoor Recreation and Parks Swimming •Additional, larger, warmer pool (4) •Indoor slide, diving board (4) •More swim times (classes, public) (4) •Outdoor water play (i.e., splash pads) Pickleball Courts •Dedicated facility (indoor and /oroutdoor) (6) Additional Programming •Parent classes, pottery and summer youth (3) •Evening and weekend options (2) Improved changerooms and washrooms •Better showers, hockey changerooms, working locks (3) •Accessible washrooms •Female only washrooms Fees •Better facility rental rates for residents •Reduced personal trainer rates •Free gymnastics Basketball Courts •Accessible and safe courts across thecity •Areas for teenagers to hangout •New courts in Seaton area Environment •Supporting trail connections (3) •Acknowledging conservation areas and wildlife spaces amongst the City’spark locations •Pursuing environmental partnerships,events, and protecting native plants Playgrounds •More and bigger playgrounds (2) •Fun accessible playgrounds Pickleball Courts •Dedicated outdoor courts (3) - 233 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-3 Requested Improvements or Additions Indoor Recreation Outdoor Recreation and Parks Sign-up •More capacity for programs with largewaitlists (2) Outreach •Advertise facilities in the community,cross promote with other communityservices •Encourage more usage of high schools Basketball Court / Gymnasium •New basketball court (2) Community Centre •Providing larger facility in the core •Providing a new facility in Seaton Racquetball Courts •Maintaining existing courts (2) Other Mentions •Indoor playground, rock climbing wall(2), improving gym capacity, adding aconcession to the recreation complex Skateboarding •Facility near White Road and BrockRoad •Facility in an allocated area to attractteenagers •The skate park on Bayly seemsunderutilized Splash Pads •Splash pads throughout Pickering (2) Swimming •Outdoor pool (2), possibly atFrenchman’s Bay Other Mentions •Cricket fields (2), Outdoor rinks (2),Water park (2), Community gardens, Lawn bowling, Outdoor track Sample Comments Indoor Recreation Outdoor Recreation and Parks “More options for swimming lessons to meet demand” “Dedicated indoor pickleball facility” “Better options for recreation programs on the weekend and in the evening” “Accessible washroom near sports clinic” “Eliminate paid parking at Waterfront” “Carry on with Century club program - to keep people motivated for exercise” “Better playgrounds with splash pads” “Allocate areas for facilities that would attract teenagers such as basketball and skate boarding, too many youth hanging out in the mall” “We are fortunate to have some beautiful parks and open green areas in Pickering. These could be used to hosting city sponsored activities in the summer like yoga, meditation, and regular talks by experts on how the seniors can promote their physical and mental health and well-being.” - 234 - C-4 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Furthermore, through the interactive voting stations, open house attendees were asked to select amongst a series of recreation and parks facility activities to indicate which ones they wanted to see more of. Top priorities included: •Tennis (13%) •Pickleball (11%) •Playgrounds & Outdoor Play (9%) •Walking & Cycling on Trails (9%) •Special Events & Festivals (8%) Figure 17: Public Open House Poll Results – What Activities do you Want More of in Pickering? (n = 668) Respondents also provided the following suggestions: racquetball (2), badminton, cricket, disc golf, dog areas, handball, and ping pong. Key Themes from Engagement Boards Three engagement boards were displayed at the Chestnut Hill Developments Recreation Complex (CHDRC) and made available at other area facilities to interact with users and community members, asking the public questions about recreation and park strengths, potential improvements, and priorities. A total of 570 community members interacted with the engagement board about key priorities. 2% 4% 4% 5% 6% 6% 6% 7% 7% 8% 9% 9% 11% 13% Skateboarding & BMX Ice Sports Gymnasium Sports Arts & Cultural Spaces Outdoor Field Sports Fitness & Wellness Activities Child & Youth Spaces Swimming & Waterplay Adult & Older Adult Spaces Special Events & Festivals Walking & Cycling on Trails Playgrounds & Outdoor Play Pickleball Tennis - 235 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-5 Summary of Feedback from Engagement Boards What improvements would you like to see for recreation and parks in the city? The themes presented for question one include improving facilities, courts (volleyball), arenas, park washrooms, and the city’s waterfront. There is a desire for more swimming lessons and art programming as well as the improvement of playgrounds and splash pads. Demand for new dog parks and improved bike lanes in the City are also apparent. Lastly, there is a want for more year-round City events. What do you like best about City recreation and parks (facility, programs, or services)? The themes present for question two are similar to the improvements from question one. Although community members believe there is a need for improvement in recreational facilities, residents still enjoy participating in programming and events hosted by the City. The sense of community that the City of Pickering provides can be seen through staff’s interaction with the public and recreation users. What are your top five priorities for our recreation and parks? From gathering community members’ priorities through a sticker-dot matrix, the graph on the following page illustrates that community members placed a priority on new or improved outdoor skating rinks, playgrounds, art studios, gymnasiums, park washrooms, children’s programming, splash pads, indoor swimming pools, waterfront revitalization, and parks and open space. Community members’ priorities generally align with their requests for improved recreation and parks amenities. - 236 - C-6 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Key Facility Priorities from Engagement Boards In comparison with the open house voting station (which focused on activities that residents want to see more of), opportunities for playgrounds and outdoor play were also highly ranked through the engagement boards. 58 61 62 67 90 104 114 118 125 126 12 11 11 44 6 18 16 13 17 31 6 3 4 2 3 0 2 3 4 2 16 25 21 3 10 9 12 18 8 15 Park Washrooms Parks and Open Space Swimming Pools (Outdoor) Arenas (Ice Sports) Gymnasiums (Basketball, Volleyball, Pickleball,etc.) Splash Pads Art Studios Playgrounds Swimming Pools (Indoor) Outdoor Skating Rinks CHRDC Arenas East Shore Community Centre Pickering City Centre (Shopping Mall) - 237 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-7 A2. Community Survey To support the development of this Ten Year Plan, the City of Pickering hosted an online community survey that was available from October 25, 2023 to December 7, 2023. The survey was promoted through a variety of means (e.g., email blasts, social media, traditional media, roadside signs, posters, etc.) and was available through the project website. hard copies were also made available at City facilities. A total of 1,374 responses (representing approximately an estimated 4,500 person residents) were received. The response rate is strong and – when combined with other consultation tactics and inputs – provides a solid basis for future planning. Being a voluntary, self-directed survey, response rates varied by question; response levels have been identified for each question (n=”x”) within the pages that follow. The purpose of the community survey was to elicit information on the recreation and park preferences of Pickering residents. Specifically, the survey gathered information regarding: residency; participation rates in a variety of recreation and park activities and facilities; programs / activity gaps; facility priorities; opinions on various statements; preferred methods of communication; and demographics. Participation Participants identified the various types of recreational and park activities that they or members of their household have participated in the last 12 months. The most common responses include passive activities such as walking or hiking on trails or outdoor tracks (82%), use of trails (52%), and picnicking or casual use of parks (42%). Following these responses were many more active recreational and park activities such as fitness programs and classes (36%), indoor leisure swimming (35%), and use of playground equipment (35%). A chart showing the results of this question is contained in Section 3.2 of this report. Participation profiles also resulted in the following observations: •Respondents living in the rural areas north of Highway 407 (Claremont, etc.) are less likely to participate in leisure swimming and picnicking; •Respondents living between Highway 407 and Finch Avenue (Seaton, etc.) are less likely to participate in pickleball; •Respondents living south of Highway 401 are more likely to use trails (and cycle on them) and participate in beach and paddling activities; and •Respondents that speak a language other than English and French at home are more likely to participate in leisure swimming and children’s programs (and participate in swimming outside of Pickering). - 238 - C-8 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Over half (52%) of survey respondents identified that they are able to participate in recreational and park activities as often as they would like. Four-in-ten (43%) respondents identified that they are not able to participate as often as they would like. Are you or members of your household able to participate in recreational and park activities as often as you would like? (n=1374) For those that do not participate as often as desired, the most common reasons included poor or inadequate facilities (44%), inconvenient program times (39%), too busy to participate (25%), cost to participate is too high (24%), and lack of programs that interest me (24%). It was also found that respondents living in the rural areas north of Highway 407 (Claremont, etc.) are more likely to indicate that they cannot participate in recreation and park activities as often as they would like. Respondents identifying as a person with a disability and those that speak a language other than English and French at home are more likely to indicate that costs are a barrier to participation. Yes52% No43% Don't Know5% - 239 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-9 If not, what are the top reasons preventing you and your household from participating as often as you would like? (Multiple responses) (n=655) Two-fifths (40%) of survey respondents indicated that “all” or “most” of their recreation and parks needs are met within Pickering. Conversely, 27% indicate that only “some” or “none” of their needs are met locally. Generally, what percentage of your household's recreational and parks needs are met within Pickering? (n=963) Most (88%) of survey respondents have a portion of their recreational and park activities met elsewhere outside of Pickering. Common responses for the types of needs met elsewhere include trail use (48%), park use (46%), swimming (31%), and special events (28%). Respondents living north of Finch Avenue (Claremont, Seaton, etc.) are more likely to participate in recreation and park activities outside of Pickering. 16% 2% 3% 3% 4% 6% 15% 18% 24% 24% 25% 39% 44% Other Don't Know Poor health Do not feel welcome or safe in facilities Lack the confidence or knowledge to participate Lack of child minding Facility too far away (no transportation) Unaware of opportunities Lack of programs that interest me Costs to participate is too high Too busy to participate Inconvenient program times Poor or inadequate facilities 3% 2% 25% 30% 31% 9% Don’t Know None (0%) Some (1-33%) About Half (34-66%) Most (67-99%) All (100%) - 240 - C-10 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) If a portion of your needs are met elsewhere, what recreational and park activities do you or members of your household participate in outside of Pickering? (n=1218) Half (47%) of survey respondents participate in recreation and parks activities outside of Pickering due to their desired facility or program not being available in the City. Other common responses include the quality of facilities or programs being superior to what is available in Pickering (33%), facility or program is not available at their preferred time (23%), and the activity being less expensive elsewhere (17%). These indicate areas where the City can focus improvements to encourage residents to use local facilities rather than travelling to other municipalities. Why does your household participate in these activities outside of Pickering? (Multiple responses) (n=1120) 17% 6% 15% 18% 21% 23% 23% 28% 31% 46% 48% Other Activity (Not Listed Above) None Other Sports Field Sports (Soccer, Baseball, etc.) Court Sports (Tennis, Pickleball, etc.) Ice Sports (Hockey, Skating, etc.) Fitness Special Events Swimming Park Use Trail Use 17% 0% 7% 9% 11% 13% 17% 23% 33% 47% Other Don't Know Closer to other activities or shopping Tournaments / Special events/ Travel teams “Connected” to the other community / Used to … Closer to home, work or school Less expensive Facility/program not available at the preferred time Quality of facility / program is superior Facility/program is not available in Pickering - 241 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-11 Programs/Activity Gaps Participants were asked to rate their satisfaction with the available recreational programs and activities for different age groups. The age groups that generally had an even distribution of satisfaction/dissatisfaction were families, adults, and children. Seniors and older adults were generally more satisfied than dissatisfied with programs and activities. The age group that was more dissatisfied than satisfied were teens, suggesting that this may be an area of future focus for the City (the youth survey provides more information on this topic). In general, please rate how satisfied you are with the recreational programs and activities available in Pickering to the following age groups (n=987-1068) Note: “Don’t Know” responses not shown. Respondents living north of Finch Avenue (Claremont, Seaton, etc.) and those that speak a language other than English and French at home are more likely to be dissatisfied with recreation program and activity options for children and youth, as well as festivals and events provided by the City. Respondents living north of Highway 407 (including Claremont) are more likely to be dissatisfied with options for older adults and seniors. Over half (57%) of survey respondents would like to see additional recreational and park activities or programs that are not currently available in Pickering. Nearly one-in-four (24%) suggested they would like to see more swimming offered in Pickering, followed by pickleball (15%), skating (15%), splash pads (8%), and cycling (7%). 31% 14% 34% 29% 28% 32% 28% 18% 32% 19% 15% 32% Children (0-12 yrs) Teens (13-19 yrs) Adults (20-49 yrs) Older Adults (50-64 yrs) Seniors (65+) Families Satisfied Dissatisfied - 242 - C-12 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) What recreational and park activities or programs would you like to see offered in Pickering? (Open-ended) (n=704) Facility Priorities Survey respondents were asked whether they oppose or support the City spending additional funds to provide more of a variety of facility types in Pickering. The most supported facilities for added investment include: • Playgrounds (81%) • Informal spaces in parks for picnics and free play (80%) • Trails (79%) • Indoor swimming pools (77%) • Splash pads (76%) • Outdoor skating rinks (75%) • Dedicated youth space (73%) • Dedicated seniors’ space (72%) • Gymnasiums (72%) The least amount of support was expressed for more specialized or niche facilities, such as squash and racquetball courts, disc golf, BMX parks, and cricket, football and rugby fields. Respondents living in the rural areas north of Highway 407 (Claremont, etc.) are more likely to support investment in outdoor pickleball courts and BMX bike parks. Respondents that speak a language other than English and French at home are less likely to support investment in ball diamonds, BMX bike parks, off-leash dog areas, and outdoor pickleball courts. A chart showing the results of this question is contained in Section 3.2 of this report. 4% 5% 5% 6% 6% 7% 8% 15% 15% 24% Accessible Programming Basketball Waterfront Activities Senior Programming Playgrounds Cycling Splash Pads Skating Pickleball Swimming - 243 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-13 Statements A variety of statements were provided to survey respondents to determine their level of agreement. Please share your level of agreement with the following statements. (n=1163-1201) Note: “Don’t Know” responses removed and remaining values recalculated. 57% 70% 71% 73% 78% 81% 83% 89% 89% 92% 97% 43% 30% 29% 27% 22% 19% 17% 11% 11% 8% 3% I am satisfied with recreation programming providedby the City of Pickering, such as aquatics, camps, fitness, seniors services, and more. I feel that I am aware of the recreation and parkopportunities that are available in my area. I am satisfied with the festivals and special eventsprovided by the City of Pickering. Recreation programs offered by the City ofPickering are affordable for my household. I am satisfied with the gardens and horticulturaldisplays in City parks and facilities. I consider City parks to be accessible for people of all abilities. Building new recreation and parks facilities shouldbe a high priority for City Council. I feel safe in City of Pickering parks and recreationspaces. Upgrades to existing recreation and parks facilitiesshould be a high priority for City Council. City of Pickering recreation facilities are important tomy quality of life. City of Pickering parks are important to my qualityof life. Agree Disagree - 244 - C-14 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) The most agreed upon statement (97%) was “City of Pickering parks are important to my quality of life”; similarly, 92% agreed that “City of Pickering recreation facilities are important to my quality of life”. Conversely, over two-fifths (43%) of respondents disagreed with the statement “I am satisfied with recreation programming provided by the City of Pickering, such as aquatics, camps, fitness, senior services, and more”. Also of note, 27% disagreed with the statement that “Recreation programs offered by the City of Pickering are affordable for my household”. Communication Preferred methods of communication to learn about City of Pickering events, programs, and activities include the City of Pickering website (69%), emails and digital newsletters (52%), roadside or digital signs (27%), and the City of Pickering Facebook page (25%). What are your preferred methods of learning about City of Pickering events, programs, and activities? (Multiple responses) (n=1211) 6% 6% 7% 10% 11% 17% 18% 25% 27% 52% 69% Other (specify) Communications through Community or SportsOrganizations City of Pickering Twitter / X Page Newspapers Word of Mouth Other Social Media Channels Posters or Paper Flyers City of Pickering Facebook Page Roadside or Digital Signs Emails and Digital Newsletters City of Pickering Website - 245 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-15 Additional Comments An open-ended response allowed for survey respondents to further share their ideas or comments. Common topics of discussion involved fees (10%), accessible/available programs (9%), improved outdoor facilities (8%), pickleball (6%), and a new recreation facility (6%). Demographic Profile of Survey Respondents Demographic information was collected from survey respondents to gain a better understanding of who participated. The survey represents an estimated 4,500 people in responding households, for an average of 3.3 persons per household. As is typical in surveys of this type, families with young children are somewhat over-represented in the survey, while young adults are somewhat under-represented. There was a very good response rate from older adults and seniors, indicating strong interest in the topics amongst these age groups. It should be noted that input from youth was also specifically sought through a separate survey and related tactics. Including yourself, what is the total number of persons within your household that fall into the following age categories? (n=1142) The average age of survey respondents was 53 years (1970 birth year). 29% 20% 26% 38% 33% 26% 16% 11% 15% 24% 19% 15% 11% 12% 20% 19% 22% 17% 0%5%10%15%20%25%30%35%40% Under 10 years 10-19 years 20-34 years 35-49 years 50-64 years 65 years and over 2021 Census (Pop) %% of People % of Households - 246 - C-16 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) In what year were you born? (n=1048) The most commonly spoken language in responding households is English (99%), which is not a surprising finding given that the survey was provided in English only. Of interest, however, is that 18% of responding households also speak a language other than English or French at home. What languages are spoken in your household? (n=1171) Prior to 1950 (74 yrs or older), 7% 1950 to 1959 (64 to 73 yrs), 19% 1960 to 1969 (54 to 63 yrs), 19% 1970 to 1979 (44 to 53 yrs), 19% 1980 to 1989 (34 to 43 yrs), 27% 1990 to 1999 (24 to 33 yrs), 10% 2000 or later (23 yrs or younger), 0% English99% French7% Other Language18% - 247 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-17 8% of participants identified themselves as a person with a disability. Do you identify as a person with a disability? (n=1168) 95% of respondents live in the City of Pickering. The remaining 5% who responded live outside the City of Pickering in adjacent areas including Ajax (2.4%), Scarborough (0.8%), and Whitby (0.7%). Almost half (49%) of survey respondents identified their postal code as beginning with L1V which is the area generally between Highway 401 and Finch Avenue. This is followed by 24% of survey respondents with the postal code L1X (North of Finch Avenue [Seaton, etc.]), and 19% with the postal code L1W (South of Highway 401). A small number of residents in the L0H postal code area (Rural) were represented through the survey. Residents with the postal code L1Y (Claremont and area) were over-represented by 5% compared to Canada Post forward sortation areas. Yes 8% No89% Prefer not to answer4% - 248 - C-18 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) If living in Pickering, what are the first three characters of your postal code? (n=1305) Forward Sortation Areas (FSAs) in Pickering Source: Canada Post Almost half (47%) of survey respondents living in Pickering have lived locally for more than 20 years. Conversely, one-fifth (18%) of survey respondents are generally newcomers to the area, having lived in Pickering for less than 5 years. How long have you lived in Pickering? (n=1300) L0H0% L1V49% L1W19% L1X24% L1Y8% Don’t Know0% Less than 5 years18% 5 to 10 years16% 11 to 20 years19% More than 20 years47% Don't Know0% - 249 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-19 A3. Youth Engagement Youth engagement is crucial in the development of the Ten Year Plan. As youth are one of the largest user populations for the City, it is essential to understand their priorities for improving recreation and parks for Pickering. The City of Pickering conducted youth engagement consultations through several classroom presentations and dot-mocracy exercises at Pine Ridge S.S., Dunbarton S.S., St. Mary C.S.S., and various elementary schools. Additionally, an online youthsurvey was promoted by the City to engage students. A focus group session was alsoheld with members of PACT4Teens (Pickering Activity Council for Teens) and the City of Pickering’s Central Library TAG (Teen Advisory Group). The key findings from the survey are summarized below. In-school Consultations In-school Youth Consultation Methodology Tactic Description Student Leadership Team City staff worked with student leadership teams at Pine Ridge S.S. to administer surveys to their peers during lunch hour and gain feedback for the plan. The leadership team also promoted participation in the priority dot-matrix exercise to students. Classroom Presentations City staff designed presentations to focus on strategic planning and the importance of long-term planning in a community and personal context. Students learned community engagement skills, strategic planning, the importance of civic participation, and lastly, the decision-making process and how their input impacts the development of our community. Students completed the youth survey and participated in an interactive priority dot-mocracy exercise as part of the presentation. Elementary School – Grades 7 & 8 Interactions with elementary schools consisted of presenting in school classrooms with a brief overview of the project and articulating the importance of their feedback in the planning process for their community. With City staff's guidance, students could complete a city-wide youth survey and participate in the interactive priority dot-matrix exercise. Smaller versions of the engagement boards were taken to pop-ups at local Pickering elementary schools and secondary/high schools. Around 800 youth participated in this activity. The following graphs below show the top 10 priorities for both levels of schooling. It is evident that youth community members' priorities are for recreational facilities and programming. - 250 - C-20 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Facility Priorities – Elementary School and Result (top ten) Facility Priorities – Secondary/Highschool and Result (top ten) Youth Survey The youth survey was open to community members between 12 and 24 years of age, and achieved 827 online survey submissions. This survey was modelled off the community survey, but included some youth-specific questions. By undertaking youth 16 18 5 13 14 15 41 7 20 34 1 1 7 4 1 2 7 8 2 4 1 4 10 9 3 6 15 8 6 22 9 2 20 8 35 26 23 Beach Activities Indoor Sports Fields (Soccer, etc.) Skateboard Parks Swimming Pools (Indoor) Soccer Fields (Outdoor) Playgrounds Arenas (Ice Sports) Beach Volleyball Courts Gymnasiums (Basketball, Volleyball, Pickleball,… Basketball Courts (Outdoor) E.B. Phin Public School Biidaasige Mandamin Public School Glengrove Public School Bayview Heights Public School 25 12 24 26 21 23 19 31 16 30 5 15 21 21 32 27 22 18 34 32 21 26 16 17 11 23 35 29 30 23 Swimming Pools (Outdoor) Arenas (Ice Sports) Soccer Fields (Outdoor) Playgrounds Beach Volleyball Courts Basketball Courts (Outdoor) Parks & Open Space Swimming Pools (Indoor) Teen Programs Gymnasiums (Basketball, Volleyball, Pickleball,… Pine Ridge Secondary School St. Mary Catholic Secondary School Dunbarton High School - 251 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-21 consultations at local schools in Pickering and promoting the survey across the community, City staff were able to engage youth and gain an immense amount of feedback for the plan. Information regarding the grades of respondents and the schools they attend was collected to gain a better understanding of who participated. The majority of the surveys’ respondents were in grades 7 to 12, with Grade 9 (28%) having the highest representation. What Grade are you in? (n=827) One-third (33%) of respondents attended Pine Ridge Secondary School, followed by St. Mary’s Catholic School (24%), Dunbarton High School (15%), Elizabeth B Phin Public School (10%), and Bayview Heights Public School (8%). 1% 0% 2% 2% 13% 13% 17% 28% 13% 12% Other (please specify) Still Deciding Working/Looking for Work College/University Grade 12 Grade 11 Grade 10 Grade 9 Grade 8 Grade 7 - 252 - C-22 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Which School do you attend? (n=783) One-in-two (50%) indicated they identify as a female, whereas 44% indicated they identify as a male, 2% indicated they identify as transgender, and 1% indicated they identify as non-binary. Additionally, 21% indicated they identify as a Racialized Person and 14% indicated they speak a first language other than English. 5% 1% 2% 4% 8% 10% 15% 24% 33% Other (please specify) St Elizabeth Seton Catholic School Biidaasige Mandamin Public School Glengrove Public School Bayview Heights Public School Elizabeth B Phin Public School Dunbarton High School St. Mary's Catholic School Pine Ridge Secondary School - 253 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-23 Tell us a bit about yourself (n=749) Respondents identified the various types of recreational and park activities that they have participated in the last 12 months. The most common responses include passive activities such as walking or hiking on trails or outdoor tracks (47%), hanging out at my school (38%), hanging out/casual use of parks (34%), and leisure swimming (indoor) (30%). Volleyball (33%) was also amongst the top five responses, representing a more organized recreation activity. Walking or hiking on trails or outdoor tracks was also the most common response on the community survey, as were passive and unstructured activities such as use of trails, and picnicking or casual use of parks. furthermore, participation rates for most active sports (aside from Pickleball) were higher on the youth survey. 1% 1% 1% 1% 2% 3% 3% 4% 14% 21% 44% 50% I identify as non-binary I identify as an Indigenous person I identify as a person with a disability I am a parent/guardian of a child under 18 yearsof age I identify as transgender I immigrated to Canada within the last 5 years I do not wish to answer this question I identify as a member of the 2SLGBTQI+community I speak a first language other than English I identify as a Racialized Person I identify as a male I identify as a female - 254 - C-24 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) During the last 12 months, please indicate the types of recreational or park activities that you have participated in. (Select all that apply). (n=801) 5% 0% 1% 1% 1% 2% 3% 5% 7% 8% 8% 9% 9% 10% 10% 11% 11% 11% 12% 13% 13% 14% 14% 16% 17% 17% 17% 20% 22% 23% 23% 24% 26% 27% 28% 28% 30% 33% 34% 38% 47% Other (please specify) Racquetball Curling Squash Bocce Lawn Bowling Pickleball (Outdoor) Pickleball (Indoor) Cricket Lane Swimming Baseball or Softball Field Sports such as Rugby or Football Kayaking/Canoeing/Dragon Boating Beach Volleyball Tennis Splash Pads Skateboarding or Scootering Recreational Skating (Outdoor) Fishing Hockey or Figure Skating Special Events in Parks Beach Activities Leisure Swimming (Outdoor) Cycling on Trails Recreational Skating (Indoor) Fitness Programs and Classes Soccer (Indoor) Use of Trails Basketball - Indoor Basketball - Outdoor Use of Playground Equipment Cycling on Roads Weight-training Soccer (Outdoor) Running or Jogging on Outdoor Tracks Badminton Leisure Swimming (Indoor) Volleyball Hanging Out/Casual Use of Parks Hanging out at my school Walking or Hiking on Trails or Outdoor Tracks - 255 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-25 Over one-half (55%) of students identified that they are able to participate in recreational and park activities as often as they would like. One-in-five (21%) identified that they are not able to participate as often as they would like. Are you able to participate in recreational and park activities as often as you would like? (n=809) The top reasons identified to be preventing youth from participating as often they would like included too busy to participate (65%), unaware of opportunities (34%), lack of programs that interest me (32%), costs to participate is too high (29%), and facility too far away (no transportation) (25%). What are the top reasons preventing you from participating as often as you would like, if any? (Select up to three responses) (n=167) 55% 21% 24% Yes No Don't know 1% 1% 4% 8% 11% 13% 17% 20% 25% 29% 32% 34% 65% Lack of child minding Poor health Do not feel welcome or safe in facilities Don’t know Other (please specify) Lack of confidence or knowledge to participate Poor or inadequate facilities Inconvenient program times Facility too far away (no transportation) Costs to participate is too high Lack of programs that interest me Unaware of opportunities Too busy to participate - 256 - C-26 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Respondents identified what they like to do in their free time. Responses were led by less active types of activities such as chilling at home or a friend’s house (81%), watching tv/movies/streaming (74%), playing music (58%) and video games (56%), proceeded by playing organized sports (soccer, basketball, hockey) (41%). What do you like to do in your free time? (Select all that apply) (n=787) 5% 11% 12% 15% 22% 24% 28% 31% 33% 39% 41% 56% 58% 74% 81% Other (please specify) Participating in arts or cultural programs andevents (dance, theatre, art, choir) Group/club activities (books, chess, graphicnovel, STEM, Glee) Volunteer in the community Participate in unstructured activities(skateboarding, swimming, pick-up ball) Visit a library or community centre Painting/drawing/designing Reading/writing Go to a restaurant or coffee shop Hang out in a park Play organized sports (soccer, basketball,hockey) Play video games Play music Watch tv/movies/streaming Chill at home or a friend’s house - 257 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-27 Respondents identified when they prefer to attend activities and/or events during the school year. The leading response consisted of after school between 3-6pm (62%), followed by Saturday afternoon (28%), Monday to Thursday evenings after 6pm (27%), Friday evenings after 6pm (25%), and Saturday evening (20%). When do you prefer to attend activities and/or events during the school year? (n=782) Respondents identified when do they prefer to attend activities and/or events during the summer. One-in-two (50%) respondents identified weekday afternoons, followed by Weekday evenings (36%), Saturday afternoon (35%), Sunday afternoon (26%), and Saturday evening (24%). When do you prefer to attend activities and/or events during the summer? (n=768) 8% 13% 15% 19% 19% 20% 25% 27% 28% 62% Before school Sunday morning Saturday morning Sunday afternoon During lunch Saturday evening Friday evenings after 6pm Monday to Thursday evenings after 6pm Saturday afternoon After school between 3-6pm 15% 16% 21% 24% 26% 35% 36% 50% Sunday morning Saturday morning Weekday mornings Saturday evening Sunday afternoon Saturday afternoon Weekday evenings Weekday afternoons - 258 - C-28 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Respondents identified what would make them want to use Pickering’s recreation programs and facilities more. Top responses were led by Public Wi-Fi (70%), followed by More drop-in/free gym time (41%), Youth or teen nights/events (36%), Volunteer/work opportunities (35%), and Friendly and welcoming staff (32%). What would make you want to use Pickering’s recreation programs and facilities more? (n=783) Respondents identified what additional recreational and park activities or programs they would like to see offered in Pickering. In general, active sport amenities (e.g., gymnasiums, arenas, basketball courts, etc.) ranked higher for youth than they did on the broader community survey, though playgrounds, park washrooms, and swimming pools rated highly on both surveys. Youth also rated arts studies much higher than the community survey. Top facility priorities from the youth survey included: • swimming pools (indoor) (32%) • playgrounds (30%) • gymnasiums (basketball, volleyball, pickleball, etc.) (30%) • arenas (ice sports) (29%) • arts studios (27%) • basketball courts (outdoor) (27%) 5% 7% 20% 27% 30% 32% 35% 36% 41% 70% Other (please specify) Partnerships with youth-serving organizations and agencies (disability, Aboriginal, LGBTQ2S,… Promotion of youth programs and activitiesthrough social media Bright/comfortable spaces and furniture Youth Spaces or Chill Zones Friendly and welcoming staff Volunteer/work opportunities Youth or teen nights/events More drop-in/free gym time Public Wi-Fi - 259 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-29 From the list below, what recreational and park activities or programs would you like to see offered in Pickering? (n=769) 1% 2% 2% 3% 4% 4% 6% 7% 8% 8% 9% 10% 11% 11% 11% 11% 12% 12% 13% 13% 13% 14% 16% 16% 17% 18% 18% 18% 22% 23% 26% 27% 27% 29% 30% 30% 32% Racquetball Courts Squash Courts Parkland Acquisition Pickleball Courts (Outdoor) Dedicated Seniors’ Space Disc (Frisbee) Golf Courses Other (please specify) Community Vegetable Gardens Informal Spaces in Parks for Picnics and Free… Cricket Fields Baseball or Softball Diamonds Outdoor Fitness Equipment or Exercise Areas Tennis Courts (Outdoor) Special Event Parks Football or Rugby Fields Community Halls or Banquet Rooms Skateboard Parks Dance/Fitness Studios Splash Pads Dedicated Youth Space BMX Bike Parks Off-Leash Dog Parks Fitness Centres (equipment-based) Bike Lanes (on-road) Outdoor Skating Rinks Trails (off-road) Soccer Fields (Outdoor) Indoor Sport Fields (Soccer, etc.) Swimming Pools (Outdoor) Beach Volleyball Courts Park Washrooms Basketball Courts (Outdoor) Arts Studios Arenas (Ice Sports) Playgrounds Gymnasiums (Basketball, Volleyball, Pickleball,… Swimming Pools (Indoor) - 260 - C-30 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Respondents shared their level of agreement with a set of statements. Statements with the highest rates of agreement consisted of: •89% of respondents agree that upgrades to existing recreation and parks facilities should be a high priority for City Council. •86% of respondents agree that building new recreation and parks facilities shouldbe a high priority for City Council. •81% of respondents agree that I feel safe in City of Pickering parks andrecreation spaces. •81% of respondents agree that City of Pickering parks are important to my wellbeing. •80% of respondents agree that City of Pickering recreation facilities are importantto my wellbeing. Statements regarding affordability and promotion/awareness exhibited the highest levels of disagreement, as they did on the community survey. - 261 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-31 Please share your level of agreement with the following statements (n=772) 66% 64% 72% 73% 79% 80% 81% 81% 86% 89% 34% 36% 28% 27% 21% 20% 19% 19% 14% 11% Recreation programs offered by the City ofPickering are affordable. I feel that I am aware of the recreation andpark opportunities that are available in myarea. I am satisfied with recreation programmingprovided by the City of Pickering, such asaquatics, camps, fitness, youth services, andmore. I am satisfied with the festivals and specialevents provided by the City of Pickering. I consider City parks to be accessible for people of all abilities. City of Pickering recreation facilities areimportant to my wellbeing. City of Pickering parks are important to mywellbeing. I feel safe in City of Pickering parks andrecreation spaces. Building new recreation and parks facilitiesshould be a high priority for City Council. Upgrades to existing recreation and parksfacilities should be a high priority for CityCouncil. Agree Disagree - 262 - C-32 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Youth identified the best way to tell them about programs and services available in the City of Pickering. Top responses consisted of by Instagram (46%), the City of Pickering website (44%), TikTok (42%), posters or messages at school (38%), and email (34%). What is the best way to tell you about programs and services available in the City of Pickering? (n=760) Youth were asked “How can recreation and parks facilities be designed to be more youth-friendly?” The leading responses are detailed below. How can recreation and parks facilities be designed to be more youth-friendly? (n = 501) 1.Free Wi-Fi 5.Affordability 2.Inclusivity 6.Friendly Staff 3.Accessibility 7.Volunteer Opportunities 4.Safety 8. Engaging/Colourful 2% 2% 12% 16% 18% 20% 20% 21% 31% 34% 38% 42% 44% 46%Instagram (@cityofpickering) City of Pickering website TikTok Poster or messages at my school Email From my teachers Snapchat From my parents Paper flyer Text X/Twitter (@cityofpickering) Facebook (@cityofpickering) From my settlement worker Other (please specify) - 263 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-33 Students were also asked “Do you have other ideas to share or any additional comments that are important for the Recreation and Parks Plan? For example, are there any new programs or activities you would like to see?" The leading responses are detailed below. “Do you have other ideas to share or any additional comments that are important for the Recreation and Parks Plan? For example, are there any new programs or activities you would like to see?" (n = 578) 1.Swimming Pools 5.Basketball Courts 2.Art Programs 6.Badminton Courts 3. Volunteer Opportunities 7.Skating Rink (Outdoor/Indoor) 4.Volleyball Courts (Beach/Indoor)8. Fitness Youth Focus Group Session A focus group session was held on November 15th at the Chestnut Hill Developments Recreation Complex with four (4) Pickering youth, including members of the TAG Public Library Group. Discussion was guided by the following questions and resulted in these key themes. Participation – What recreation, sport, and cultural activities do you and other youth participate in? How do these benefit you? •Fitness Centre – A healthy body improves mental health and sleep quality •Public Skating – Is a fun way to meet new people (i.e., indoor and outdoor rinks) •Soccer Club – Drills, practices, and scrimmages boost motivation Improvements – What recreation facilities and parks do you use the most? What improvements would make them more youth-friendly? •Fitness Centre – Needs to be expanded and provide more equipment •Basketball Courts – More open courts are needed in Pickering as it is currentlydifficult for friends from different schools to find a spot to meet and play; outdoorlocations with forests behind them should be fenced •Gymnasiums / Fitness Centre – Would like to see one to two hours of space designated exclusively for young girls •Pools – More open swim times Barriers – Are recreation facilities, programs and services for youth inclusive, safe, accessible and affordable? What barriers prevent you from participating as often as you would like? •Lighting – All public spaces require sufficient lighting for safety and use duringmonths when it gets dark outside earlier in the evening •Park Monitoring – Locations in more isolated areas can feel unsafe - 264 - C-34 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) •Language/Culture – New immigrant residents may not be aware of recreationand park services and community events. •Affordability and Availability – Various programs may be more difficult toparticipate in and spaces for school events may be difficult to secure. •Security at Facilities – Concern about safety at public facility spaces (i.e., library study rooms, washrooms). •Public Transportation – Isn’t always dependable Working together – How can we work together to provide youth in Pickering with more opportunities in the future? •Niche Sports – Support less popular or thriving activities to keep participantsengaged (i.e., Rugby) •Youth Outreach – Introduce programs to elementary school students •Female Participation – Provide an encouraging environment that is judgementfree. •Volunteering – More opportunities for youth. A4. Stakeholder Input A series of workshops and interviews were held to engage community user groups and key stakeholders and to solicit their input on a range of topics such as participation trends, facility utilization, satisfaction levels, current and future facility and programming needs, opportunities to partner, and more. The community user groups and stakeholders participating in the sessions consisted of those serving various sectors such as sports, arts and culture, seniors, youth, special interests, and government agencies. The distribution list included approximately 75 user groups, community organizations, service providers, and partners involved in the delivery of recreation and parks services across Pickering. Over 25 organizations participated, representing approximately 6,300 members. Sessions were held virtually on the following dates: •Sports User Groups - November 6, 2023, from 6:30 pm to 8:00 pm •Special Interest User Groups - November 7, 2023, from 6:30 pm to 8:00 pm •Seniors User Groups - November 8, 2023, from 1:30 pm to 3:00 pm •Arts and Cultural User Groups - November 9, 2023, from 6:30 pm to 8:00 pm •Key Informant / Agency Interviews – February 2024 (various) - 265 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-35 Stakeholder Organizations Participating in the Workshops and Interviews Organization Type Reported Membership Affiliation for Inspiring Youth Upliftment (AFIYU) Community Sport 30 members Amberlea Tennis Club Community Sport 40 members Central Lake Ontario Conservation Authority Government Agency N/A Cricket Club Community Sport 50 members CSWB Committee Cultural/Community N/A Durham Catholic District School Board Government Agency N/A Durham Champions Cricket Club Community Sport 90 members Durham District School Board Government Agency N/A Durham Recreational Sports League Community Sport N/A Ontario Handball Association Community Sport N/A Pickering Accessibility Advisory Committee Cultural/Community 7 members Pickering Club Community Sport 500 members Pickering Dragon Boat Club Community Sport N/A Pickering FC / Pickering Soccer Centre Community Sport 3500 members Pickering Men’s Slow Pitch Community Sport 675 members Pickering Public Library Government Agency N/A Pickering Rouge Canoe Club Community Sport 525 members Pickering Squash Club Community Sport 120 members Pickering Swim Club Community Sport 400 members Pine Ridge Art Council Cultural/Community N/A Racquetball Community Sport 50 members Rouge National Urban Park Government Agency N/A Toronto Region Conservation Authority Government Agency N/A Waterfront Visionary Advisory Committee Cultural/Community N/A Westshore Slo-Pitch Community Sport 180 members 55+ Program Committee Cultural/Community N/A Additional workshop sessions were held with youth and arena user groups. Input from the youth session is summarized in the previous section, input from the school boards is summarized in Interim Report #4, and input from the arena session is contained in the Arena Strategy (under separate cover). - 266 - C-36 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Strengths Stakeholders suggested the following as being core strengths of the City’s recreation and parks facilities and services: •groups expressed satisfaction with the facilities they use, including Chestnut HillDevelopments Recreation Complex (great location), with reasonably pricedservices •groups expressed satisfaction with the resourcefulness of City Staff and theiropenness to collaborate with local organizations •parking at green spaces was identified as an asset for outdoor recreationfacilities •the City’s skateparks are used consistently and cleared off in the winter •the sport courts at the Pickering Soccer Centre are well used for futsal (the Provincial championships are being hosted here), as well as sports such as volleyball •the City’s trails were highlighted as a strength (though improvements were alsosuggested) and have been well used since the pandemic •there may be potential to leverage sites such as Petticoat Creek Conservation Area (TRCA) to support recreation programing and events Trends Organizations are influenced by many trends. Stakeholders indicated the following: •tennis, skateboarding, and soccer have seen notable increases in participation since the pandemic •Pickering FC (soccer) has seen growth since the pandemic (especially inyounger ages and high performance streams) and the club is projecting itsmembership to grow by 19% by over the next three years, generating greaterusage of outdoor fields and indoor turf time; •demand for cricket is growing, including for youth and women’s teams •concern was expressed that sports and activities are going to be stretched with Pickering’s future growth over the next 10 years, including impacts of rising costs of living •several groups sought clarification around permitting and fees (the City’s permitprocess is being revised for the coming year) •some groups noted a drop off in participation amongst young women in sportsaround the ages of 15 and 16 years •waitlists for meeting spaces, pre-competitive swim programming were noted •some suggested that there is sustained demand for virtual programming,especially for seniors Barriers and Challenges Many of Pickering’s organizations experience challenges. Stakeholders suggested the following: - 267 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-37 •improved accessibility between facilities (e.g., soccer dome) and publictransportation was identified as a suggestion to address barriers •there is a shortage of locations to support aquatic program demand •difficulty accessing the waterfront was noted as a barrier •advertising programs and gaining new members (e.g., squash – requested access to CHDRC digital screens) •communicating with the City prior to weekend tournaments to ensure propercoordination •lack of accessibility in Frenchman’s Bay poses safety concerns and requires thePickering Dragon Boat Club to hire an external truck to launch their boats •TRCA has noted challenges with state of good repair at sites such as Petticoat Creek Conservation Area and encourages partnerships to assist with funding of major capital projects •there was concern that water-based activities in Frenchman’s Bay may beimpacted by pending land sales •parking capacity at the CHDRC during peak times •Millennium Square washrooms have no access during early spring for thePickering Dragon Boat Club; parking can also be a challenge at this location •programming is limited with only two courts for racquetball and handball •skateparks do not have a reputable public perception and older facilities are notdesigned well •the cricket field and clubhouse at Alex Robertson Park has electricity but norunning water to support the group’s growing demand •some trails do not have enough lighting and trash cans •there are currently no plans to develop new trailheads on the Pickering side of the Rouge National Urban Park at this time; however, a visitor’s centre will soon be built in the Park that will offer new opportunities to learn about the Park and the broader ecosystem •transit access to trails and greenspaces in rural or peripheral locations was noted as a barrier by local conservation authorities Facility Needs Organizations identified a wide range of facility and service needs. Stakeholders suggested the following: •a new multi-use recreation facility in Seaton •completion of the Youth/Seniors Centre project •several groups are seeking affordable rental space for meetings and activities •new indoor pool facility to support demand (minimum 25 metres, competition- ready) •more indoor and outdoor pickleball courts;o operators of the Soccer Centre are currently working with the City to improve the flooring so that it can be used for pickleball o preference for outdoor courts to be dedicated (not shared with other uses) •continued expansion of the skatepark network: - 268 - C-38 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) o want to see quicker action for a new skatepark as they already have a budgetfor a smaller facility and need to choose a locationoadd pump tracks at David Farr Memorial Park, the Hydro Corridor, and on Liverpool Rd. North o add a skate spot at Kinsmen Bay Ridges Park and consider St. Mary’s Parkas a location for a skatepark with a sculptural skate dotoconsider skate dots for older park renovations (simple ledges or sculptures)that can be skated on in the shared public space, and skateparks and spots at new parks in North Pickering (without murals, gravel parking lots, or Honey Locust trees – which create challenging conditions) •another cricket pitch for adult games; could consider a cricket/soccer field overlay •soccer fields in neighbourhood parks and shared fields could be opportunities tosupport soccer and other sports moving forward, in addition to lit rectangularfields being developed in Seaton (many young families and diverse populations);a variety of field sizes are needed in order to comply with Ontario Soccerguidelines and additional turf fields (or even a stadium field) are desired in order to accommodate growing needs •soccer fields in Beverly Morgan Park are in need of revitalization •Pickering FC cited a lack of indoor space as the club uses 98% of available hours at the Pickering Soccer Centre’s; there is very little capacity on the indoor turf field for non-soccer community rentals •improvements to ball diamonds at Forestbrook Park •the City is lacking an accessible water facility at Frenchman’s Bay for the canoeclub •bigger event spaces (indoor and outdoor), like Esplanade Park, MillenniumSquare, Kinsmen Park, Dunmore Park •enhanced trails, including north/south connecting trails within the city, improving the Seaton Trail connection, and connecting to the hydro corridor and RougeNational Park •the Toronto and Region Conservation Authority (TRCA) is implementing a trails strategy in cooperation with several other partners; the Gatineau portion of the Meadoway corridor trail is currently a focus. •public washrooms that coincide with the times that parks are open •clubhouse improvements and providing storage space for equipment at AlexRobertson Park •adding a canteen for athletes and a snack shop facility in the Chestnut HillDevelopments Recreation Complex •improving squash court lighting and general maintenance (i.e., floor gaps, cleaning walls) •partnering with the City to use waterfront for programming Implementation Organizations were asked about their future plans, including threats and opportunities to their sustainability. Stakeholders suggested the following: - 269 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) C-39 • having groups work together in Pickering to improve outdoor facilities, rather than competing against each other for permits • concern over registration fees being impacted by facility rate changes (i.e., would the City consider 1.5-hour permits?); one group requested that the City review its permitting process to optimize access for local groups • Accessibility Committee could be involved in more public meetings to contribute accessibility insight when designing new facilities • providing soft infrastructure in parks to serve as community hubs (e.g., bake ovens, bbq’s, seating, etc.) • pursuing partnership opportunities for park space to leverage keystone properties such as Petticoat Creek Conservation Area, Rouge National Urban Park, Greenwood Conservation Lands, Meadoway corridor, etc. o the TRCA specifically highlighted the potential withing the Petticoat Creek Conservation Area and is about to enter into discussions with the City about broader uses (e.g., community events, recreation, sports, etc.) and management o the Greenwood Conservation Lands also have potential to serve as a district park with several sports fields when the City moves forward with this initiative • local conservation authorities and Rouge National Urban Park expressed a desire to work with the City to improve trail routes, looped trails, and connections of greenspace across Pickering, including the new Seaton community • the aforementioned agencies also deliver a wide range of nature-based and educational programming and expressed an interest in working more closely with the City on events and programming • providing more centralized facilities in Pickering • swimming programs should be assessed as demand is significant and growing • more creative senior programming (for younger seniors), including use of trails • time sharing on shared tennis and pickleball courts (designated times) • maintaining affordability was noted as a key objective by several groups • tap payment technology at all recreation centres - 270 - D-1 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Appendix D: Asset Inventory and Mapping Listing of Existing Indoor Recreation Facilities Facility Supply Locations Recreation Centres 1 Chestnut Hill Developments Recreation Complex Community Centres 3 Dr. Nelson F. Tomlinson Community Centre*; East Shore Community Centre, George Ashe Library & Community Centre Community Halls (stand-alone) 6 Brougham Hall*; Greenwood Community Centre*; Mt. Zion Community Centre*; West Shore Community Centre; Whitevale Arts and Cultural Centre*; Whitevale Community Centre* Cultural Venues 1 Pickering Museum Village Ice Pads 5 Chestnut Hill Developments Recreation Complex (2), Don Beer Arena (3) Indoor Pools 2 Chestnut Hill Developments Recreation Complex (25m), Dunbarton Indoor Pool (25m) Fitness Spaces 1 Chestnut Hill Developments Recreation Complex (health club and 3 fitness studios) Indoor Tennis Courts 4 Chestnut Hill Developments Recreation Complex (4) Indoor Turf Fields 1 Pickering Soccer Centre* Squash Courts 8 Chestnut Hill Developments Recreation Complex (6 international, 2 doubles) Racquetball Courts 2 Chestnut Hill Developments Recreation Complex (2) Gymnasiums (municipal) 2 Dr. Nelson F. Tomlinson Community Centre*; East Shore Community Centre (plus school board gymnasiums through the Community Use of Schools agreement) Note: City gymnasiums are undersized/non-regulation Multi-Purpose Rooms 18 Various locations Older Adult Space 1 East Shore Community Centre * operated by third-party - 271 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) D-2 Listing of Existing Outdoor Recreation Facilities Facility Supply Locations Soccer & Multi-Use Fields 46 (52 ULE) Artificial Full (Lit) 2 Bay Ridges Kinsmen Park, Beverley Morgan Park Full (Lit) 4 Bay Ridges Kinsmen Park (3), Dunmoore Park Full (Unlit) 13 Amberlea Park, Bay Ridges Kinsmen Park, Beverley Morgan Park (4), Creekside Park, Diana, Princess of Wales Park, Glengrove Park, J. McPherson Park, Rick Johnson Memorial Park, St. Mary Park (2) 9v9 (Unlit) 11 Bay Ridges Kinsmen Park (2), Brockridge Community Park (2), Douglas Park, Maple Ridge Park, Shadybrook Park (2), Village East Park (3) 7v7 (Unlit) 16 Diana, Princess of Wales Park (3), Dunbarton High School (9), Glengrove Park, Rick Hull Memorial Park (2), Whitevale Park Ball Diamonds 27 (39 ULE) Hardball (Lit) 3 Amberlea Park, Brockridge Community Park, Don Beer Memorial Park Hardball (Unlit) 1 S.M. Woodsmere Park Softball (Lit) 9 Bay Ridges Kinsmen Park (4), Centennial Park, Claremont Memorial Park, Dunmoore Park (2), Greenwood Park Softball (Unlit) 14 Amberlea Park, Beverley Morgan Park, Brockridge Community Park (2), Forestbrook Park (2), Glengrove Park, J. McPherson Park, Lookout Point Park, Major Oaks Park (2), Maple Ridge Park, Southcott Park, Valleyview Park Cricket Fields 1 Alex Robertson Park Tennis Courts Club (Lit) 24 Bay Ridges Kinsmen Park (4), Claremont Memorial Park (2), David Farr Memorial Park (4), Dunmoore Park (4), Greenwood Park (2), Maple Ridge Park (2), Rick Hull Memorial Park (2), Shadybrook Park (2), Village East Park (2) Pickleball Courts 11 Overlaid 5 Amberlea Park, Diana, Princess of Wales Park (3), Rick Hull Memorial Park Overlaid with Tennis 6 Claremont Memorial Park (4), Village East Park (2) - 272 - D-3 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Facility Supply Locations Basketball Courts 17 (13.5 FCE) Full 10 Beverley Morgan Park, Diana, Princess of Wales Park, Don Beer Memorial Park, East Woodlands Park, Frenchman's Bay Rate Payers Memorial Park, Glengrove Park (2), Rick Hull Memorial Park, St. Mary Park, Valleyview Park Half 6 Beverley Morgan Park, Canadian Green, Creekside Park, Major Oaks Park, Rouge Valley Park, St. Mary Park, Usman Green Outdoor Ice Rinks 3 Claremont Memorial Park, Greenwood Park, Whitevale Park Skateboard Parks 2 Skate Park 1 Diana, Princess of Wales Park Skate Spot 1 West Shore Community Centre Splash Pads 3 Amberlea Park, Beachfront Park, Foxtail Green Playgrounds (locations) 63 Amaretto Park, Amberlea Park, Balsdon Park, Bay Ridges Kinsmen Park, Bayshore Tot Lot, Beechlawn Park, Beverley Morgan Park, Bidwell Tot Lot, Bonita Park, Brockridge Community Park, Bruce Hanscomb Memorial Park, Canadian Green, Centennial Park, Chickadee Park, Claremont Memorial Park, Clearside Park, Creekside Park, David Farr Memorial Park, Denmar Park, Diana, Princess of Wales Park, Don Beer Memorial Park, Douglas Park, Dunmoore Park, East Woodlands Park, Erin Gate Park, Ernie L. Stroud Park, Forestbrook Park, Foxtail Green, Frenchman's Bay Rate Payers Memorial Park, Glen Ravine Park, Glendale Park, Glengrove Park, Green River Park, Greenwood Park, Hollyberry Green, J. McPherson Park, Lookout Point Park, Lynn Heights Park, Major Oaks Park, Maple Ridge Park, Martin's Tot Lot, Mitchell Park, Mulmer Tot Lot, Nature Haven Park, Pinegrove Park, Progress Frenchman's Bay East Park, Rick Hull Memorial Park, Rick Johnson Memorial Park, Rosebank South Park, Rouge Valley Park, S.M. Woodsmere Park, Shadybrook Park, Shadybrook Tot Lot, Southcott Park, St. Mary Park, Summer Park, Sunbird Trail Park, Usman Green, Valleyview Park, Village East Park, Whitevale Park, William Jackson Green, Woodview Tot Lot Outdoor Fitness Locations 1 St. Mary Park Community Gardens 2 Diana, Princess of Wales Park – 107 plots (plus future phase proposed to the north), George Ashe Library & Community Centre – 12 plots (55+ Plot to Plate Program) - 273 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) D-4 Facility Supply Locations Off-Leash Dog Areas 3 Balsdon Park, Dunmoore Park, Grand Valley Park (2) Bocce Courts 4 Centennial Park (4) Beach Volleyball Courts 5 Diana, Princess of Wales Park (5) Lawn Bowling Greens 2 East Shore Community Centre (2) Running Tracks 2 Beverley Morgan Park, St. Mary Park Note: The inventory excludes sports fields permitted by school boards. *Each lit soccer field is equivalent to 1.5 unlit fields; each lit artificial turf field is equivalent to 3.0 unlit fields (unlit turf is equivalent to 1.5 fields) (ULE). Each lit ball diamond is equivalent to 2.0 unlit diamonds (ULE). Each half court is equivalent to 0.5 of a full basketball court (FCE). Benchmarking Against Comparator Municipalities Facility City of Pickering Municipal Benchmarking Provision Ratio Indoor Facilities 1 facility per “x” residents Community Centres 25,800 32,900 Ice Pads 20,600 20,000 Indoor Pools 51,500 45,400 Fitness Spaces 103,000 47,700 Indoor Tennis Courts 25,750 212,000 Gymnasiums (municipal) 51,500 38,200 Older Adult Spaces 103,000 63,600 Youth Spaces None 73,400 Outdoor Facilities 1 facility per “x” residents Soccer & Multi-Use Fields 2,200 2,700 Ball Diamonds 3,800 3,900 Basketball Courts 7,600 6,700 Beach Volleyball Courts 20,600 190,800 Cricket Fields 103,000 136,300 Lawn Bowling Greens 51,500 190,800 Off-leash Dog Parks 33,340 22,700 Outdoor Fitness Locations 103,000 86,700 - 274 - D-5 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Facility City of Pickering Municipal Benchmarking Provision Ratio Playgrounds 1,600 1,700 Skateboard Parks 51,500 46,200 Splash Pads 34,300 12,400 Tennis Courts 4,300 4,700 Pickleball Courts (shared/dedicated) 9,400 21,900 Community Gardens (plots) 900 2,100 Parkland Active Parkland 1.8 ha/1000 2.0 ha/1000 Notes: The comparator group includes eleven regional and/or large urban municipalities in Ontario: Ajax, Barrie, Burlington, Clarington, Guelph, Markham, Milton, Oakville, Oshawa, Richmond Hill, and Whitby. Unless otherwise noted, the data includes facilities that are owned and/or permitted for public use by the municipality, including facilities that are leased or under agreement (such as school board fields and facilities for which the City of Pickering has an agreement for public use). Per capita provision rates for City of Pickering based on 2024 estimated population of 103,000 persons. The City of Pickering does not currently have any dedicated outdoor Pickleball Courts. Listing of Existing Parks Park # Existing Park Park Type Ownership Neighbourhood Parkland Area (ha) Open Space Area (ha) P-001 Pinegrove Park Neighbourhood City Highbush 0.6 1.7 P-002 Balsdon Park Neighbourhood City Bay Ridges 1.2 -- P-003 Frenchman's Bay Rate Payers Memorial Park Neighbourhood Frenchman’s Bay Ratepayers Bay Ridges 0.6 -- P-004 Douglas Park Neighbourhood City Bay Ridges 1.6 2.9 P-005 Mitchell Park Parkette City Bay Ridges 1.3 -- P-006 Lookout Point Park Neighbourhood City West Shore 1.9 -- P-007 Rick Hull Memorial Park Neighbourhood City Rosebank 2 -- P-008 Centennial Park Community City Brock Ridge 3.5 0.2 P-009 Glengrove Park Neighbourhood City Liverpool 4 -- P-010 Maple Ridge Park Neighbourhood City Liverpool 2.4 -- P-011 David Farr Memorial Park Community City Liverpool 4.9 -- P-012 Major Oaks Park Community City Brock Ridge 3.5 1.2 P-013 J. McPherson Park Neighbourhood City Amberlea 2.1 -- P-014 Shadybrook Park Neighbourhood City Amberlea 2.8 -- P-015 Forestbrook Park Community City Liverpool 3.2 6.9 - 275 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) D-6 Park # Existing Park Park Type Ownership Neighbourhood Parkland Area (ha) Open Space Area (ha) P-016 East Woodlands Park Parkette City Woodlands 0.4 -- P-017 Valleyview Park Neighbourhood City Highbush 1.6 -- P-018 Village East Park Neighbourhood City Village East 2.1 -- P-019 Beechlawn Park Neighbourhood City Village East 1.5 -- P-020 Denmar Park Neighbourhood City Village East 0.6 -- P-021 Southcott Park Neighbourhood City Brock Ridge 1.4 -- P-022 Ernie L. Stroud Park Neighbourhood City Woodlands 2.2 -- P-023 Woodview Tot Lot Parkette City Highbush 0.3 -- P-024 Bay Ridges Kinsmen Park City OPG Bay Ridges 13.6 1.6 P-025 Dunmoore Park Community City/TRCA West Shore 6.3 -- P-026 Brockridge Community Park Community City Brock Ridge 5.9 3.2 P-027 Amberlea Park Community City/Region Amberlea 3.7 -- P-028 St. Mary Park Community City Amberlea 3.4 -- P-029 Beverley Morgan Park Community City/Hydro One Liverpool 10.6 3.4 P-030 Diana Princess of Wales Park Community Hydro One City Centre / Village East 12.1 -- P-031 Alex Robertson Park City OPG Bay Ridges 21.8 -- P-032 Beachfront Park City OPG Bay Ridges 3.6 3.2 P-033 Shadybrook Tot Lot Parkette City Amberlea 0.4 -- P-035 Bayshore Tot Lot Parkette City Bay Ridges 0.4 -- P-037 Bidwell Tot Lot Parkette City West Shore 0.4 -- P-038 Bonita Park Parkette City Dunbarton 0.4 -- P-039 Bruce Handscomb Memorial Park Neighbourhood City/TRCA West Shore 3.4 0.7 P-040 Chickadee Park Parkette City Highbush 0.2 -- P-041 Clearside Park Parkette City Brock Ridge 0.2 -- P-043 Esplanade Park City City City Centre 2.5 -- P-044 Amaretto Park Parkette City Amberlea 0.1 -- P-045 Progress Frenchman's Bay East Park Community City Bay Ridges 1 -- P-046 Glendale Park Neighbourhood City Liverpool 1.1 -- P-048 Erin Gate Park Parkette City Dunbarton 0.2 -- P-049 Nature Haven Park Parkette City Rouge Park 0.1 -- P-050 Lynn Heights Park Neighbourhood City Liverpool 1.3 3.1 P-051 Martin's Tot Lot Parkette City Remaining Rural 0.2 -- - 276 - D-7 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Park # Existing Park Park Type Ownership Neighbourhood Parkland Area (ha) Open Space Area (ha) P-052 Mulmer Tot Lot Parkette City Liverpool 0.3 -- P-057 Sunbird Trail Park Parkette City Amberlea 0.2 -- P-058 Creekside Park Neighbourhood City Duffin Heights 1.9 -- P-061 Rotary Frenchman's Bay West Park City TRCA West Shore 20.8 -- P-064 Rosebank South Park Parkette City Rosebank 0.4 -- P-065 Rouge Valley Park Parkette City Rougemont 0.7 2.2 P-066 Bicentennial Arboretum Parkette City Amberlea 0.1 -- P-067 Summer Park Parkette City Amberlea 0.2 -- P-070 Glen Ravine Park Parkette TRCA West Shore 0.5 2.6 P-072 S.M. Woodsmere Park Neighbourhood City Amberlea 2.4 -- P-073 Grand Valley Park City TRCA Duffin Heights / Liverpool 1.7 40 P-074 Green River Park Parkette City Remaining Rural 0.5 -- P-075 Whitevale Park Community City Remaining Rural 1.1 0.5 P-076 Greenwood Park Community City Greenwood, Kinsale & Estate Clusters 2.7 1.6 P-077 Claremont Memorial Park Community City Claremont & Area 2.5 -- P-078 Town Hall Park Parkette Public Works Canada Remaining Rural 0.1 -- P-080 Don Beer Memorial Park Community Public Works Canada Remaining Rural 2.7 -- P-081 William Jackson Green Parkette City Duffin Heights 0.4 -- P-082 Canadian Green Parkette City Duffin Heights 0.4 -- P-085 Usman Green Parkette City Brock Ridge 0.3 -- P-101 Foxtail Green Parkette City Lamoureax 0.4 -- P-102 Rick Johnson Memorial Park Neighbourhood City Lamoureax 1.8 -- P-114 Hollyberry Green Parkette City Wilson Meadows 0.2 -- Source: City of Pickering, 2024 Note: open space parcels excluded - 277 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) D-8 Listing of Future Parks Park # Future Park Park Type Ownership Neighbourhood Area (ha) P-083 Carousel Green Village Green City Duffin Heights 0.5 P-086 unnamed Neighbourhood City Duffin Heights 2.7 P-087 Stoneypay Village Green Neighbourhood City Duffin Heights 0.6 P-088 City Centre Park Urban Park City City Centre 0.6 P-103 unnamed Parkette City Lamoureax 0.1 P-104 unnamed Parkette City Lamoureax 0.3 P-105 Hawkridge Green Parkette City Lamoureax 0.3 P-106 Smoothwater Green Parkette City Lamoureax 0.4 P-107 Titanium Park Neighbourhood City Lamoureax 1.3 P-108 Zircon Green Parkette City Lamoureax 0.3 P-109 Sea Mist Park Neighbourhood City Lamoureax 1.4 P-110 Winding Woods Green Parkette City Lamoureax 0.3 P-111 Virgo Green Parkette City Lamoureax 0.2 P-112 Heartwood Green Parkette City Wilson Meadows 0.4 P-113 Scarlett Green Parkette City Wilson Meadows 0.2 P-115 unnamed Community City Wilson Meadows 11.1 P-116 unnamed Parkette City Mount Pleasant 0.3 P-117 unnamed Community City Mount Pleasant 1.4 P-118 unnamed Parkette City Mount Pleasant 0.3 P-119 unnamed Parkette City Mount Pleasant 0.7 P-120 unnamed Neighbourhood City Mount Pleasant 1.3 P-121 unnamed Parkette City Mount Pleasant 0.6 P-122 unnamed Community City Mount Pleasant 1.6 P-123 Dave Ryan Community Park Community City Wilson Meadows 4.7 P-124 Brickyard Park Neighbourhood City Thompson's Corners 1.5 P-125 Joshua Tree Green Parkette City Thompson's Corners 0.3 P-126 Passionfruit Green Parkette City Thompson's Corners 0.3 P-127 Blazing Star Green Parkette City Thompson's Corners 0.5 P-128 unnamed Neighbourhood City Thompson's Corners 1.5 P-129 unnamed Community City Thompson's Corners 4.2 P-130 unnamed Community City Brock Taunton 0.5 P-131 unnamed Neighbourhood City Wilson Meadows 1.7 P-132 unnamed Parkette City Wilson Meadows 0.3 P-133 unnamed Parkette City Wilson Meadows 0.3 P-134 unnamed Neighbourhood City Wilson Meadows 1.7 P-135 unnamed Neighbourhood City Wilson Meadows 1.5 P-136 unnamed Parkette City Wilson Meadows 0.3 P-137 unnamed Parkette City Mount Pleasant 0.3 P-138 unnamed Parkette City Mount Pleasant 0.3 - 278 - D-9 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Park # Future Park Park Type Ownership Neighbourhood Area (ha) P-139 unnamed Parkette City Mount Pleasant 0.4 P-140 unnamed Parkette City Mount Pleasant 0.4 P-141 unnamed Open Space City Mount Pleasant 8.0 P-142 unnamed Open Space City Mount Pleasant 2.4 P-143 unnamed Parkette City Mount Pleasant 0.3 P-144 unnamed District Park City Innovation Corridor 36.4 P-145 Scenic Lane Park Neighbourhood City Duffin Heights 1.4 P-146 Forsythe Farm Park Neighbourhood City Claremont 1.7 Source: City of Pickering, 2024 - 279 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) D-10 Mapping of City Recreation Facilities and Park Amenities City of Pickering Municipal Indoor Recreation Facilities - 280 - D-11 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) City of Pickering Soccer and Multi-use Fields (including permitted non-municipal fields) - 281 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) D-12 City of Pickering Ball Diamonds - 282 - D-13 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) City of Pickering Outdoor Tenns and Pickleball Courts - 283 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) D-14 City of Pickering Outdoor Basketball Courts - 284 - D-15 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) City of Pickering Playgrounds, with 800-metre catchment - 285 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) D-16 City of Pickering Splash Pads - 286 - D-17 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) City of Pickering Other Outdoor Recreation Facilities - 287 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) E-1 Appendix E: Supporting Materials for Facility Needs Assessments (Trends, Input, Usage) 1)Recreation and Community Centres Market Trends In this era of user convenience and cost recovery, most municipalities are centralizing multiple recreational and cultural facilities under one roof to offer a “one-stop-shop” experience – a key feature of the CHDRC. Best practices in facility design consider safety, comfort, connectivity with active and public transportation systems, and opportunities for community gathering and socialization. This may include strategic placement of seating areas, proximity to washroom facilities, and open concept design features. Increasingly, these facilities are being designed as “community hubs” that provide a central access point for a range of needed health and social services – along with cultural, recreational and greenspaces – to nourish community life. Partnerships with service providers can help municipalities leverage resources and reach new audiences. This may include partnering with public libraries, school boards, service clubs, or other emerging activities. A future multi-use recreation complex in the Seaton community will fill many of these roles. Community Engagement The public expressed a high degree of satisfaction with the Chestnut Hill Developments Recreation Complex, including its location and range of reasonably-priced services. Among the top priorities expressed by residents was the need for a new multi-use recreation facility (with indoor pool, gymnasiums, etc.) in Seaton. Many stakeholders also highlighted a desire for additional affordable rental space for meetings and activities. In addition, public input indicates that older adult and seniors’ services are highly valued. Through focus group workshops, a permanent hub for youth was suggested and the youth survey also found significant support for extended teen programming. Nearly three-quarters (73%) of survey respondents support additional spending on space for youth in Pickering and 72% support additional spending on space for seniors. Usage Profile Recreation complexes and community centres contain a wide variety of spaces, from meeting and activity rooms to specialized spaces such as pools and fitness centres. The City tracks the utilization of spaces that are rentable and/or programmable. - 288 - E-2 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) On average, the usage rate for municipal meeting and activity rooms in 2023 was 38%. As this figure includes all open hours, including non-prime time, this level of usage is strong and shows that larger, more flexible spaces within multi-use facilities are in highest demand. Usage data is not available for stand-alone community halls, but anecdotal information suggests that hall usage would be substantially lower. Table 43 : Recreation/Community Space Usage (2023) Facility Hours of Usage per Room (2023) Usage Rate CHDRC Banquet Halls 3,260 71% CHDRC Meeting Rooms (2) 358 8% CHDRC O’Brien Room 1,757 38% Don Beer Arena Hall 1,483 32% East Shore CC Gymnasium 1,591 35% East Shore CC Meeting Rooms (3) 1,804 39% George Ashe CC 2,513 55% West Shore CC* 2,239 49% Total Utilization 18,971 38% *Leased to nursery school provider Usage of other spaces within recreation and community facilities is captured under the analysis of activity-specific components in subsequent sections. 2)Indoor Pools Market Trends Swimming is the most popular organized recreation activity and pools are used to deliver aquatic programs for a wide range of age groups, interests, and abilities. While municipal outdoor pools provide a similar range of recreation experiences in the summer, indoor pools deliver year-round aquatic programming in a controlled environment. With that said, indoor aquatic centres are among the most intensive and expensive recreation facilities to operate, and their provision must be carefully evaluated. Further, the pandemic reduced opportunities for many municipalities to offer certification programs for lifeguards, which – coupled with the elimination of swim and lifeguard training from the Canadian Red Cross in 2022 – has created additional challenges in attracting and retaining sufficient qualified lifeguards and aquatic instructors. The most common minimum design template for a publicly operated indoor pool is a 25- metre rectangular tank with six swimming lanes. Trends in pool construction and retrofitting have seen an evolution in public pool design that offers more variety and that accommodates a growing diversity of users, thereby raising the bar in facility quality. - 289 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) E-3 Facility providers including the City of Pickering are responding to user demands for modern amenities including, but not limited to, family or universal change rooms, warmer pool temperatures, spray features, updated viewing galleries, and universal design elements. Smaller secondary pool tanks (like at CHDRC) are sometimes incorporated into facility design to support warm water therapy, training, and lessons for young children, older adults, or persons with disabilities. Indoor pools are frequently co-located with other recreation facilities such as gymnasiums, fitness space, and/or seniors recreation space in order to bolster overall usage, provide opportunities for cross-programming cross-subsidization among facility operating units, and create a holistic and convenient experience at a single destination. Community Engagement The community engagement program yielded very strong interest in expanding indoor swimming activities, with 77% of survey respondents supporting additional spending on more indoor swimming pools, ranking 5th out of 36 facility types. Indoor pools were also highlighted through the youth engagement, where they were ranked by secondary/high schools as the 3rd highest facility priority. Specific requests were received for new, larger, and/or warmer pool in the Seaton community with accessible features (the CHDRC pools do not offer ramped or beach entry, creating challenges for some users). Furthermore, swimming is a top activity amongst many age groups. The community survey found that more than one-third (35%) of Pickering households participate in indoor leisure swimming. While many residents use the pools in Pickering, swimming was noted as one of the main activities that they travel outside of the City to participate in (e.g., Audley Recreation Centre in Ajax). Usage Profile The City provides a broad range of registered swim programs from learn to swim to aquatic leadership. Programs are structured to appeal to all ages of the community. The pandemic had a significant impact on the City’s ability to maintain aquatic programming across all levels due to a shortfall of lifeguards and instructors. However, Pickering has worked hard to address service levels and, as shown in the chart below, the City exceeded pre-pandemic registration figures for children’s lessons in 2023 and largely regained pre-pandemic registration levels overall. The City’s aquatics programming is running around a 90% fill rate at this time and many programs and time slots have wait lists. Additional direction on staffing levels and programming is contained in Section 5. - 290 - E-4 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Figure 18: Aquatic Program Registrants, 2014-2023 (not all years shown) Pickering also offers public swim programs to accommodate residents and users that prefer swimming on their own schedule. Public swimming is a popular activity, aligning with broader national trends that suggest that there is a strong desire for unstructured, drop-in programs for people with increasingly busy lifestyles. In 2023, the City reported nearly 78,000 drop-in participants, an increase of 13% over 2019 figures (69,000 visits). These statistics suggest growing demand for aquatic services in line with population growth. 3)Gymnasiums Market Trends Gymnasiums facilitate a variety of indoor sports and recreation opportunities that require a hard surface, a large open space, and high ceilings, such as basketball, volleyball, badminton, pickleball, group fitness, and other active programs. While many other activities may take place in these facilities (e.g., special events), non-sport related rentals are sometimes discouraged to ensure that gymnasiums are used for high demand recreation uses and to protect floor finishes from damage. Gymnasiums are designed with adaptability and flexibility to accommodate a wide range of activities. While there is no standard template, gymnasiums are typically influenced by community needs, although the minimum gymnasium size should be large enough to accommodate a school-sized basketball court with high ceilings. It is common for larger communities to provide gymnasiums large enough for multiple basketball courts, with dividing walls to facilitate simultaneous activities, and various painted lines that delineate several indoor sports. Gymnasium amenities may also include storage, change rooms, seating areas, a stage, and/or kitchen. 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 2014 2016 2019 2023 Pre-school Children Youth Adult/Older Adult - 291 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) E-5 The supply of municipal gyms is typically bolstered by school boards that provide after school access to their gyms through the Province’s Community Use of Schools initiative. This approach has strong merits in principle as it reduces the need for municipalities to construct their own facilities and avoid tax-funded duplications in service, while maximizing geographic distribution. The City of Pickering has a long history of working with school boards to maximize public access to these facilities (and will continue to do so through new school developments) and is also striving to include gymnasiums as part of all new recreation complexes. Community Engagement Through the community survey, 72% of residents support additional spending on gymnasiums in Pickering, ranking 9th out of 36 facility types. Approximately 14% of households indicated that they play indoor pickleball, 11% play basketball, 8% participate in badminton, and 7% play volleyball. Youth are especially interested in more gymnasiums that can support basketball, volleyball, badminton, etc. – gyms were the highest priority identified by high school students and the 2nd priority by elementary school students (behind indoor pools). Engagement board feedback also identified new or improved gymnasiums as a high priority and there were similar requests from community organizations through the focus group workshops. 4)Indoor Fitness Spaces Market Trends The growing emphasis on personal health and wellbeing is translating into increasing demand for private and public sector fitness services, including active living programming centred on general health and wellness, weight-training, cardiovascular training, and stretching activities. The provision of fitness space varies by municipality due to the robust nature of private-sector fitness centres. The private sector can often expend greater resources to provide an enhanced level of service to their members. For municipalities such as Pickering that operate their own fitness centres, the rationale is usually to promote overall community health and to offer members a high-quality fitness experience as an affordable alternative to the private sector. Group fitness programming has become one of the fastest growing segments of the fitness sector, requiring additional spaces within many facilities to accommodate the various requirements. Indoor walking tracks are also more commonly being provided within municipal facilities as they offer a safe and controlled year-round environment for walking. - 292 - E-6 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Community Engagement Users indicated a high level of satisfaction with the fitness centre at the CHDRC, among a few suggestions to improve the overall experience. Interest was also expressed for expanding fitness and wellness activities to the Seaton community through a future recreation complex. The community survey found that fitness programs and classes are among the top activities that Pickering residents participate in, ranking 4th out of 41 options (this activity ranked 9th on the youth survey). Nearly two-third (65%) of respondents support additional spending on more equipment-based fitness centres in Pickering, ranking 11th out of 36 facility types (fitness centres ranked 15th on the youth survey). Usage Profile The City offers a membership system that residents may purchase to access an unlimited number of fitness programs and services, including cardio workouts, yoga, stretching and strength training, cycling, and more. Different membership packages are available. Non-members may drop-in to access the fitness centre or to participate in a fitness class on a pay-as-you-go basis. Figure 19: Fitness Memberships Sold (selected categories) Overall fitness and health club memberships grew by 13% between 2014 and 2019, illustrating steady growth prior to the pandemic. In 2023, total memberships have nearly reached pre-pandemic levels, with health club packages actually exceeding 2019 figures. Additionally, the City offers registered active fitness programs, which are general recreation activities aimed at promoting and encouraging physical activity. Due to the variety of active fitness programs that are offered, these activities take place in several locations. 1, 8 5 3 29 6 11 9 21 9 1, 8 7 9 28 7 25 2 26 4 1, 9 9 3 34 8 55 40 6 2, 0 3 0 32 5 58 26 2 0 500 1,000 1,500 2,000 2,500 Health Club Basic Fitness &Specialty Fitness Combination &Golden Special / Promotional 2014 2016 2019 2023 - 293 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) E-7 5)Indoor Sport Facilities Market Trends Indoor artificial turf facilities provide enhanced recreation experiences that complement outdoor fields and respond to increasing demand for year-round play. While the primary use of artificial turf fields is for soccer, these facilities can also accommodate other field sports such as rugby, lacrosse, football, baseball, team conditioning and training, and fitness pursuits. Indoor fields are typically provided by a municipality, the private sector, a community group, or a combination of the three to share financial and operating responsibility. Many municipalities that have constructed permanent structures have tended to do so by integrating them with other municipal recreation facilities and usually operate such facilities autonomously given that there are already municipal staff onsite to schedule, maintain, and provide access to the fields while overhead costs are usually built into the entire facility budget. The size of indoor fields varies considerably. Some municipalities have designed fields around the dimensions of an ice pad (including some that have converted surplus ice pads) while templates employed by other communities take the shape of a rectangular field. Even the size of an indoor rectangular field differs by community as some provide a full-size field that can be divisible into smaller fields while others provide fields that are divisible in two (or are not divided at all). Squash courts in Ontario are primarily provided by the private sector, although some municipalities like Pickering offer courts. The sport was at its peak in the 1970s and 1980s, with many jurisdictions reporting declines since the mid-1990s. Squash was recently approved as an Olympic sport for the 2028 Los Angeles Games, which may help raise its profile. From our experience, there are fewer municipal racquetball courts in Ontario than squash courts, due to racquetball having lower appeal. Courts are often provided by private sector fitness and racquet clubs. Racquetball Ontario recognizes the sport as both a stand-alone sport and a complementary “off season” activity, capable of improving one’s athletic abilities23. Most municipal squash and racquetball courts are legacy facilities; there are very few new courts being developed within municipal recreation facilities. Some municipalities are converting their courts to allow for other activities such as group fitness, golf simulators, rock climbing walls, etc. 23 Racquetball Ontario. (2024). https://racquetballontario.ca/clubs-with-programs/ - 294 - E-8 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Community Engagement Indoor court and field sports do not have the same broad appeal as the other community-serving facilities covered above. For example, through the survey, it is estimated that 14% of households participate in tennis (indoor or outdoor), 9% in indoor soccer (more popular amongst youth), 5% in squash, and 2% in racquetball. While there was moderate support for additional spending on indoor sports fields (ranking 16th out of 36 facility types), support was lowest for spending on squash and racquetball courts (ranking 34th and 35th, respectively). Stakeholders expressed interest in additional indoor handball courts and improvements to squash courts (i.e., lighting, general maintenance – addressed in 2024). The importance of continuing to have two handball / racquetball courts was also mentioned as this helps to support training, leagues, and tournaments. Usage Profile The City offers racquet court memberships (tennis, squash, racquetball), which provide unlimited access to the courts and benefits including discounts on supporting and access to restricted fitness areas. Non-members may also purchase court time on a pay-as-you-go basis. Data provided by the City indicates that over the past three years, membership purchases for racquetball and squash have declined, while indoor tennis memberships have grown. As a regional destination for racquet sports, the courts at the CHDRC attract both residents and members from outside Pickering. Figure 20: Court Memberships Sold (selected years) 57 49 45 29 188 187 183 167 86 73 69 117 0 20 40 60 80 100 120 140 160 180 200 2014 2016 2019 2023 Racquetball Squash Tennis - 295 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) E-9 6)Soccer and Multi-Use Fields Market Trends Registration in Ontario Soccer’s affiliated organizations has been declining for well over a decade. In 2018, Ontario Soccer reported approximately 287,000 players which is 25% below registrations from 10 years prior.24 This decline is driven by factors such as demographic trends, growing competition from other sports and activities, and the emergence of elite soccer clubs and academies that are not affiliated with the provincial governing body. Despite this, soccer continues to be a popular sport due to its worldwide appeal, high fitness quotient, and relatively low cost to participate. With Pickering being a high-growth municipality, additional demand for soccer can be anticipated. Since Ontario Soccer adopted its LTPD model, organizations have been evolving the delivery of their programs. With less emphasis on scoring and winning, LTPD focuses on improved coaching, fewer games, more ball time, and skill development throughout the year. Some of these new standards have a direct impact on the provision of fields, particularly with respect to standards for field sizes and the number of players per team. This has impacted the demand for field time as there can be fewer players per team, more practices, and a need for smaller field templates. Participation in youth football is cyclical in nature, with many regional differences across the province. Greater concerns over head injuries have been a limiting growth factor, although some groups have introduced flag football (non-contact) with good success. Some organizations have difficulty securing field access due to the large field dimensions and potential for turf damage. Artificial turf fields help to mitigate field damage by shifting use away from grass fields. Football groups tend to appreciate the quality of artificial surfaces and value these fields’ resilience to inclement weather that can occur in the spring and fall. Community Engagement Through focus group workshops, soccer was identified to have seen a notable increase in participation since the pandemic. Sport organizations suggested that new fields in Seaton be a priority, that existing fields be revitalized where necessary, and that the City offer additional support and coordination for weekend tournaments. Pickering FC is projecting its membership to increase by 19% by over the next three years, generating greater demand for both outdoor fields and indoor turf time. The following findings were gleaned from the community survey: •One out of six (17%) of responding households participated in outdoor soccerand 2% participated in field sports such as rugby or football, which ranked 16 and38 out of 41 activities, respectively. 24 Ontario Soccer Association. Annual General Meeting Reports. - 296 - E-10 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) •Three out of five (60%) respondents support the City spending additional funds toprovide more outdoor soccer fields and two out of five (40%) support spending for more football or rugby fields in Pickering, which ranked 15 and 30 out of 36 facility types, respectively. The following findings were gleaned from the youth survey: •One out of four (27%) indicated they participate in outdoor soccer, which ranked 8 out of 41 activities. •One out of ten (9%) indicated they participate in field sports such as rugby orfootball, which ranked 30 out of 41 facility types. •One out of five (18%) indicated they would like to see outdoor soccer fields offered in Pickering, which ranked 11 out of 36 facility types. •One out of ten (11%) indicated they would like to see football or rugby fieldsoffered in Pickering, which ranked 23 out of 36 facility types. Usage Profile Pickering’s natural grass fields are generally available for booking between the third Monday of May until the last Sunday of September while artificial turf fields are available for rent from March to the end of October. Until 2024, the City did not charge for field rentals and many were blanket booked. This created challenges in assessing field utilization rates and did not generate revenue to reinvest in field maintenance or upgrades. To help bridge the gap, the City conducted a review of club websites to determine when fields may have been used in 2023. It was estimated that Pickering’s fields were used for approximately 13,575 hours in 2023, representing a total utilization rate of 377 hours per field across 36 fields. Higher quality fields are used the most, with the artificial turf fields at Bay Ridges Kinsmen Park and Beverley Morgan Park leading the way (about 883 hours annually per field). With the City now beginning to levy a charge for field rentals, improved tracking of utilization can be anticipated. Table 44: Estimated Soccer and Multi-Use Field Usage by Field Type (2023) Field Type Estimated Hours of Use Number of Fields Hours per Field Artificial Turf Field (Lit) 1,766 2 883 Full Size Soccer Field (Lit) 1,952 4 488 Full Size Soccer Field (Unlit) 3,485 13 268 Intermediate Size Soccer Field 2,460 11 224 Mini/Micro Soccer Field 3,912 16 245 Totals 13,575 46 295 - 297 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) E-11 Source: City of Pickering, 2023 Pickering’s estimated field usage rates (an average of about 300 hours per field annually) are in-line with field capacities and contemporary turf management guidelines. While some additional usage could likely be accommodated on existing grass fields, care must be taken not to overuse the fields or allow usage during wet conditions to as to maintain appropriate turf quality. Pickering FC (soccer) is the largest user of rectangular fields in Pickering, responsible for nearly 90% of all booked hours. Other notable users include the Durham Dolphins Football Club, adult soccer leagues, recreational users, and various other clubs. 7)Ball Diamonds Market Trends Baseball and its variations (including softball, fastball, etc.) have been experiencing a slight resurgence in recent years, particularly youth hardball. Baseball Ontario reported over 15,000 competitive participants in 2019, which was a growth of 36% compared to 2009, though that figure excludes recreational/house leagues and non-affiliated ball groups (thus actual participation figures are greater).25 The renewed interest is driven by several factors such as a greater focus on skill development, and grassroots programs to engage children and youth at a young age to participate in the sport. Suitable competition formats and facility types are core components of baseball’s Long-Term Player Development model. Full size diamonds with lights are in the greatest demand in most municipalities; many diamonds-built decades ago are too small to accommodate adult sports and may require expansion or fencing. Community Engagement Interest and demand for ball diamonds were generally found to be a low priority through the consultation program. Through the community survey, it was found that 9% of households participate in baseball or softball (ranking 27 out of 41 activities) and 49% support the additional spending on baseball or softball diamonds (ranking 27 out of 36 facility types). From the youth engagement conducted by in school consultations, ball diamonds were not identified as a top ten facility priority by students. Findings from the youth survey indicated that 8% of youth participate in baseball or softball (ranking 31 out of 36 activities) and 9% of youth would like to see more baseball or softball diamonds offered in Pickering (ranking 27 out of 36 facility types). 25 Baseball Ontario. Annual General Meeting Reports. - 298 - E-12 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Usage Profile Ball diamonds are generally available for booking between early-May and mid-October. Until 2024, the City did not charge for field rentals and many were blanket booked. This created challenges in assessing field utilization rates and did not generate revenue to reinvest in diamond maintenance or upgrades. To help bridge the gap, the City conducted a review of league websites to determine when diamonds may have been used in 2023. It was estimated that Pickering’s diamonds were used for approximately 5,186 hours in 2023, representing a total utilization rate of 192 hours per diamond across 27 fields. Lit diamonds are used the most given their additional capacity for evening play. With the City now beginning to levy a charge for diamond rentals, improved tracking of utilization can be anticipated. Table 45: Estimated Ball Diamond Usage by Field Type (2023) Field Type Estimated Hours of Use Number of Fields Hours per Field Hardball (Lit) 848 3 283 Hardball (Unlit) 171 1 171 Softball (Lit) 2,626 9 292 Softball (Unlit) 1,542 14 110 Totals 5,186 27 192 Source: City of Pickering, 2023 Pickering’s estimated diamond usage rates (an average of nearly 200 hours per diamond annually) indicate additional capacity for use. There were a small number of diamonds that did not receive any formal use in 2023. While there is value in keeping some diamonds in the inventory for casual use, the usage data suggests that there is a surplus of fields at this time. 8)Cricket Pitches Market Trends Cricket is experiencing strong growth in Canada due to immigration from cricket-playing countries (largely from South Asia and the Caribbean). Cricket Canada estimates that there are approximately 130,000 players and 820 clubs across the country, with the largest concentration of players residing in Southern Ontario. Due to its fast growth and large land requirement, there is generally a shortage of cricket fields across the province. At the community level, many groups have adapted the sport to make it more accessible, such as short-format cricket (e.g., T20/T25 which can be played within a one-to-four-hour period) and tape-ball cricket (which uses a wrapped tennis ball for added safety). A field overlay consisting of a wicket between two soccer fields is a common practice for municipalities that are looking to balance field - 299 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) E-13 demands. Games are popular social events for non-participating family members and should be supported by picnic areas and other recreational amenities. Community Engagement Two area cricket clubs attended the stakeholder workshops and indicated that the sport is growing, including amongst youth and women. These groups currently use the field at Alex Robertson Park, but noted that the lack of running water limits their ability to use it and their clubhouse more often. There were suggestions for creating a regulation cricket field to host adult games, either as a dedicated pitch or through a cricket/soccer field overlay. Interest in cricket was not evident though the surveying, with only 4% of households playing the sport (ranking 35 out of 41) and 40% supporting additional facilities (ranking 30 out of 36 facility types). However, it is likely that South Asian and other cultures closely associated with cricket were under-represented within the survey. Usage Profile Two clubs offer organized cricket in Pickering; the Pickering Cricket Club, which reported 50 members in 2003; and the Durham Champions Cricket Club, which reported 90 members in 2023 but primarily uses a field in Ajax. Additionally, many residents may play the sport casually or as part of clubs in other communities. Between the two clubs, the field at Alex Roberston Park was used for an estimated 371 hours in 2023. 9)Tennis Courts Market Trends Research suggests that tennis is experiencing a resurgence over the past several years. This has also been confirmed through strong growth in local tennis clubs. Tennis Canada reported that 6.5 million Canadians played tennis at least once in 2018 (45% of these are considered frequent players), translating to growth of more than 32% since 2012. The study also found that over 50% of Canadians have played tennis in their lifetime and 61% of Canada’s tennis players utilize outdoor courts. The sport’s popularity carried forward through the pandemic as it was deemed one of the safer sports to play at the time. The popularity of tennis can be attributed to a number of factors such as the growing segment of baby boomers that seek social, lower impact activities (tennis has the second fewest injuries after baseball), and its appeal to diverse populations (23% of Canadian tennis players were born outside of the country). There is also a focus on promoting the sport at the grassroots level. Tennis Canada reported that in 2018, over 2 - 300 - E-14 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) million children and youth aged 17 years and under played tennis in the past year.26 Part of this growth can also be linked to the success of Canadian men and women currently competing on the professional tours. However, many municipal tennis courts were built in the 1970s and 1980s during a wave of popularity and are deteriorating. Some are being repurposed to other uses (e.g., pickleball courts, ball hockey, etc.), while others are being redeveloped to today’s standards. Furthermore, most tennis players want to play year-round. In 2019, Tennis Canada prepared a Municipal Tennis Facilities Strategy and Partnership Framework to advocate for more covered courts and to get more people playing tennis more often. Community Engagement Input from the public open houses indicated strong support for continued investment in both indoor and outdoor tennis courts. Comments were received that tennis participation has increased in Pickering since the pandemic and that sharing of court with other sports has been challenging for many users. The community survey found that 14% of households participate in tennis (ranking 20 out of 41 activities) and that 57% support the provision of more outdoor tennis courts in Pickering (ranking 18 out of 36 facility types). About 10% of youth indicated playing tennis and 11% would like to see more courts. 10)Pickleball Courts Market Trends Pickleball is experiencing a popularity boom across North America. Older adults wishing to remain physically active and have fun are driving participation growth in pickleball to levels where it is now the fastest growing recreational sport in Canada. Pickleball is a lower intensity sport that can be played on a modified tennis court (pickleball courts are smaller in size with a slightly lower net height) and in gymnasiums. It is an accessible, affordable, and social sport, able to be played by newcomers and more seasoned players alike. Due to its primary demographic, daytime usage is currently more frequent than evening use. As the sport of pickleball matures in Canada, participation is becoming broader and more diverse. This includes more competitive leagues (leading to the establishment of sport organizations and advocates for higher-quality facilities) and instructional programs for youth (it is beginning to be taught in schools). Additionally, exposure to the sport is growing and there are now three North American professional tours and hopes of the sport qualifying for the Olympics as soon as 2032. 26 Tennis Canada. 2019. Let’s Play Year-Round. Retrieved from https://www.tenniscanada.com/wp-content/uploads/2019/07/02.-Executive-Summary.pdf - 301 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) E-15 A survey completed in January 2022 by Pickleball Canada showed that 8% of Canadian households report at least one household member plays pickleball once per month. This suggests that there are now one million Canadians playing pickleball at least once a month, a near tripling of the number of pickleball players in Canada in two years. As an emerging sport, Ontario municipalities are gradually adopting strategies to address needs, although many responses would appear to be ad hoc, testing demand along the way. For example, it has now become common for pickleball lines to be painted on outdoor public tennis courts, sometimes at the time of court resurfacing. This may be supported by designated times or court booking systems for the two sports to avoid conflict. Some communities have provided storage boxes to provide for the use of portable pickleball nets that can run cross-court, creating multiple pickleball courts on one tennis court. This approach of creating shared courts is often seen in communities where there is capacity for added use due to lower demand for tennis. Where tennis demand is significantly lower, some courts are permanently converted to pickleball. Compared to tennis, which is generally played with two or four players, a group of 16 pickleball players can occupy the same amount of court space. The provision of purpose-built dedicated pickleball courts is also becoming more common, either through new construction or the permanent conversion of tennis courts. Multi-court complexes of 4 to 16 courts (accompanied by access to parking, washrooms, and shade) are becoming commonplace, often in partnership with local pickleball clubs. Increasingly, municipalities have cited problems with pickleball courts being located too close to residential areas due to both the racquet noise and the social nature of the game. There have been successful court challenges in Ontario that have resulted in pickleball activity being eliminated from various locations. A recent acoustics study evaluated potential setbacks and noise attenuation measures for pickleball (e.g., earth berms, engineered barriers, etc.). Recommendations for residential setbacks ranged from 30 to 160 metres depending on the use of noise barriers and the nature of terrain between the courts and residences.27 The lower end of this range represents a location that consists of a small number of courts, noise barriers, and intervening terrain that is acoustically soft (e.g., grass). Lastly, the private sector has generally been responsive to pickleball, recognizing that it is an emerging market and potential revenue stream. Many tennis clubs have begun offering pickleball and most are having difficulty keeping up with demand. Operators are also starting to convert warehouses and under-utilized retail spaces into pickleball hubs offering professional instruction and leagues. 27 Pickleball BC. A Guide to Pickleball Court Planning and Operation. (2023) https://www.pickleballbc.ca/uploads/1/4/2/5/142597665/pbc_court_guidelines__r1[1]_sept_30_2023.pdf - 302 - E-16 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Community Engagement Interest in more pickleball courts – especially dedicated times and/or dedicated courts – was expressed through all facets of the public consultation program The community survey found that 14% of responding households participate in pickleball (ranking 25 out of 41 activities) and 53% indicated support for more outdoor pickleball courts in Pickering (ranking 24 out of 36 facility types). Pickleball was amongst the most common responses when asked what programs or activities residents wanted to see more of in the city. Interest was lower from students, with 3% indicating that they have played the sport in the last 12 months and 3% seeking more outdoor courts. 11)Basketball Courts Market Trends The popularity of basketball is on the rise due to its affordability and growing appeal, with courts becoming a standard element of park design. Compared to some other sports, basketball is easy to learn, safe, affordable, and can be played individually or in small groups. Outdoor basketball courts range from simple asphalt to high quality acrylic surfaces with lights for evening play. Some municipalities have had success with multi-use court templates that are designed to accommodate a variety of activities throughout the year (e.g., ball hockey, futsal, ice skating, etc.). Community Engagement The community survey found that 11% of responding households participate in basketball (ranking 23 out of 41 activities) and 57% support more outdoor courts in Pickering (ranking 18 out of 36 facility types). Suggestions were received for basketball courts that are safe and accessible for youth across the city, particularly for teenagers in the Seaton area. From the in-school youth engagement, outdoor basketball courts were the highest priority for elementary school students and the fifth highest priority for high school students. Through the youth survey, it was found that nearly one-quarter (23%) of youth play basketball outdoors (ranking 12 out of 41 activities) and 27% would like to see more courts (ranking 6 out of 36). 12)Splash Pads and Outdoor Aquatics Market Trends Splash pads have gained popularity in recent years, sought after by young families seeking affordable and accessible opportunities to cool down on a hot day. They - 303 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) E-17 provide opportunities for unstructured, spontaneous play, and are an ideal way to activate public spaces. Splash pads are best located at community parks as they serve multiple neighbourhoods and are complementary to other on-site amenities such as parking, playgrounds, seating, and washrooms, although consideration is also given to geographic accessibility. Splash pads can vary with different components and spray functions to create unique and engaging experiences. There are three types of splash pads – freshwater (or flow through) systems that drain directly to municipal sewers (all of Pickering’s are flow through systems); recirculating systems that filters, collects, treats, and re-uses the splash pad water; and greywater systems that collects splash pad water for other public uses such as irrigating greenspaces and landscapes, as well as and watering gardens. Community Engagement Input from surveys, engagement boards, and open houses indicates that the community is supportive of new or improved splash pads. Three-quarters (76%) of community survey respondent support additional spending on more splash pads in Pickering, ranking 6 out of 36 facility types. 13)Outdoor Ice Rinks Market Trends Recreational skating outdoors is a Canadian tradition although the ability to maintain outdoor rinks has become increasingly difficult due to warming climates. Natural ice rinks are the most affordable method to build and maintain given that expenses are largely relegated to water and staff time. Consistently cold temperatures are required to provide a safe and level skating surface. However, municipalities across Ontario are experiencing increasingly warmer winters which is not suitable for outdoor skating since maintenance is cumbersome when temperatures are near or above the freezing mark during the winter. As a result of milder winters, municipalities are forced to shorten skating seasons and, in some cases, outdoor rinks are closed completely. For example, local outdoor rinks were operational for only three days in 2023 due to above-average winter temperatures and thus were not able to deliver value in relation to the operational costs of setting up and maintaining the rinks. Alternatively, municipalities can construct refrigerated outdoor rinks or skating trails although this approach requires a greater upfront capital expenditure due to the mechanical infrastructure along with associated operating costs. In addition to cost challenges, there are other limiting factors specific to outdoor ice rinks including safety and liability concerns, proximity to residences, less daylight in the winter, having electrical and water services in place, etc. However, outdoor skating opportunities can enhance social connections among individuals during the winter months when people tend to spend more time indoors, thereby allowing the community to come together and provide passive recreation activities in a convenient, drop-in manner. - 304 - E-18 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Community Engagement Despite only 16% of households responding to the community survey indicating that they participate in ice sports and recreational skating (ranking 17 out of 41 activities), 75% of all respondents support the City spending additional funds to provide more outdoor skating rinks in Pickering (ranked 7 out of 36 facility types). Lower support was expressed through the youth survey, with 17% of respondents wanting to see more outdoor rinks provided. 14)Skateboard Parks Market Trends All-wheels parks (skateboarding, scootering, BMX biking, inline skating), skateboard parks, and pump tracks are now a standard level of service in most municipalities. They respond to increasing interest in unstructured, low-cost activities and support physical activity. Participation in these sports has a broad appeal to both youth and young adults, as well as an emerging market for young families. For many youth, action sports are an outlet for self-expression and an opportunity to find a sense of belonging that they cannot get elsewhere. By their very nature, action sports build independence and resilience. Skateboard parks take many forms and formats depending upon their intended type of use, skill level, and fit within a park and its surrounding land uses. Many parks are designed to accommodate not only skateboards, but a growing number of two-wheel scooters, in-line skaters, BMX users, etc. Scooters are now the predominant type of equipment seen at many skate parks. Community Engagement The youth survey found moderate support for expanded skate park opportunities: •11% indicated they participate in skateboarding or scootering, which ranked 25out of 41 activities (compared to 8% of households, ranking 31st on thecommunity-wide survey). •12% indicated they would like to see more skateboard parks offered in Pickering, which ranked 21 out of 36 facility types (compared to 45% of households, ranking29th on the community-wide survey). •Amongst elementary school students, skateboard parks were the eighth most supported facility type. Through focus group workshops, skateboarding was identified to have seen a notable increase in participation since the pandemic. Facility needs addressed by user groups included continued expansion of the skatepark network through new locations, as well as consideration of pump tracks and skate dots at existing parks. - 305 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) E-19 15)Playgrounds Market Trends Playgrounds can be found in nearly all park types. They provide amenities that benefit childhood development, foster cognitive development and social skills, and encourage physical activity. Playgrounds are typically provided within walking distance of major residential areas (5-to-10-minute walk), without having to cross major barriers such as arterial roads, highways, railways, and waterbodies. Traditional playground equipment generally consists of swings, slides, and an array of climbing structures designed to offer creative and unique play experiences. Accessible playgrounds and playground components are also becoming standard elements in locations such as community parks – the City has recently converted several playgrounds over to rubber tile surfacing to improve accessibility. Additionally, natural and adventure playgrounds are becoming more popular around the world. Using the existing landscape and materials such as wood, logs, ropes, stones, and boulders, these playgrounds create more daring opportunities and are proven to stimulate greater sensory and imaginative play compared to traditional plastic structures. Natural playgrounds are designed in compliance with provincial standards but appear more precarious, which aligns to the concept of “risky play” to encourage imagination, decision-making, and resiliency amongst children. These installations typically require less maintenance and receive less vandalism than traditional play structures. The City is considering the installation of a natural playground at Whitevale Park in 2024. Community Engagement There is strong public support for enhancing the supply and quality of Pickering’s playgrounds. The community survey found that 35% of responding households use playground equipment (ranking 5 out of 41 activities) and 81% support the City spending additional funds to provide more playgrounds in Pickering (ranking 2 out of 36 facility types). High usage rates and priorities were also found amongst elementary school and secondary school students. Suggestions from the open houses included providing more unique, larger, and accessible playgrounds. 16)Outdoor Fitness Equipment Market Trends Popular throughout the United States and Europe, Canadian municipalities have begun introducing outdoor fitness equipment that allow people to participate in free outdoor activities and engage more people in the public realm. During the pandemic, interest in outdoor unstructured recreation activities soared, making outdoor fitness an important option for many. - 306 - E-20 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Outdoor fitness stations can be used by teenagers, adults, and seniors. Experience in other area municipalities suggests that their appeal is strongest with active older adults and seniors (particularly new Canadians), an age group that will increase over the study period. These stations can provide several benefits, from improved balance, speed, and coordination to reduced isolation and associated mood ills like depression. Community Engagement While interest in more fitness and wellness activities was expressed through the public open houses, demand was higher for indoor opportunities than outdoor. The community survey found that 57% of respondents support more outdoor fitness equipment or exercise areas in Pickering, which ranked 18 out of 36 facility types. 17)Community Gardens Market Trends Community gardens are sites located on City-owned or leased/licensed lands that are approved to be divided into plots and operated by a community garden committee for a community garden group to grow produce, herbs, and flowers for not-for-profit use. Interest is rising for improved food security, affordability, and healthy food options. Community gardens are integral to building a healthy, sustainable city with a strong, resilient food system. Community food gardens play a valuable role in the City. These unique spaces have many benefits for participants including: •allowing residents to grow fresh, healthy produce; •reducing family grocery bills; •creating pride and knowledge of where the organic produce came from; •increasing local food security; •growing food for the local food bank; •providing opportunities for gardeners to interact with people from their communitythey may have otherwise not met; and •providing locations where residents of all ages and cultures can come together to enhance spaces in their community. Smaller residential lots (and more multi-use buildings) are leading to fewer opportunities for backyard gardens, creating greater demand for community plots. Under-utilized portions of City parks or other lands can be used for gardens if they have the necessary infrastructure and community support. Raised garden beds for greater accessibility are one of the key elements to consider in their design. The City has long recognized the importance of urban agriculture in addressing food supply, food security, and sustainable urban development, which reduces carbon emissions and provides opportunities for social interaction and community cohesion. - 307 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) E-21 The City has implemented initiatives tailored to support urban agriculture, including (but not limited to): • Supporting Official Plan policies and zoning provisions that encourage community gardens in all land use categories and zones. • Approving a Community Garden Policy (ADM 240) to provide a framework for the City to work with Community Groups on future community garden sites on municipally owned, leased/licensed land. • Coordinating annual in-person and virtual educational workshops and webinars. These sessions increase awareness about the benefits of growing food and teach residents how to grow food regardless of the size of their space, e.g., plot gardens, container and balcony gardening. • Hosting an award-winning City Centre Farmers’ Market, through which the City provides access to locally grown fresh produce, as well as supports local small businesses. • Providing funds through the City’s Environmental School Grant and Community Grant. These grants provide funds that have helped schools, Valley Plentiful Community Garden (VPCG) and not-for-profit groups implement urban agriculture initiatives. • Working with the VPCG committee to facilitate the operation of a large-scale community garden (over 100 plots). • Working with builders for new development in the City to encourage community gardens on private lands. • Advocating for community gardens within the City’s draft Comprehensive Zoning By-law and the Region of Durham Meadoway Study. Community Engagement Of the community survey’s respondents, 65% indicated they support the City spending additional funds to provide more community vegetable gardens in Pickering, which ranked 11 out of 36 facility types. The addition of community gardens including orchards, herb gardens, and nut trees was suggested at the public open houses. 18) Off-Leash Dog Areas Market Trends With by-laws regulating the use of leashes, off-leash dog areas provide owners an opportunity to exercise and socialize with their dogs in a controlled area. Off-leash dog areas should not be viewed strictly for pets as best practices suggest that they are also beneficial for residents and community interaction among those who share a common interest. Off-leash dog areas have proven to be very successful, particularly in highly urbanized communities that tend to have several such facilities as opportunities for dogs to run freely may be limited. For many municipalities, off-leash dog areas can be opportunities for community organizations or the private sector to get involved through assisting with operations, - 308 - E-22 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) fundraising or partnerships. While off-leash dog areas are popular amenities for pet owners, finding the right site for the development of new locations can be a challenge due to noise concerns. Careful consideration, planning and consultation is a best practice when identifying new off-leash locations with consideration given to a range of factors. As a best practice, municipalities should evaluate factors, including, but not limited to, setback and layout requirements, accessibility, site buffers, impact on the natural environment, future development potential, compatibility with other users, and more. Community Engagement Nearly one-half (46%) of community survey respondents support more off-leash dog areas in Pickering, which ranked 28 out of 36 facility types. Suggestions were also received on the engagement boards for additional dog parks. 19) Outdoor Event Spaces Market Trends Outdoor and unstructured activities have grown in popularity since the pandemic. Communities are responding to this demand by enhancing locations (or partnering with other landowners) to provide festival and outdoor event space oriented to community-based event organizers. Smaller-scale, locally-organized outdoor events are another effective approach for communities to stay engaged. These events are inclusive and often express the culture of a community. Locations can be created through tactical urbanism approaches, a typically low-cost model involving temporary pop-up initiatives to help test out concepts or projects. Another option is the creation of a community events hub, such as The Exchange in the City of Niagara Falls, which is a multi-purpose event space that provides shared spaces for local artists, businesses, musicians, food vendors and patrons. Interest in indoor space that can be used in the event of inclement weather is a common request. Community Engagement The consultation program for the Ten Year Plan found strong interest in outdoor spaces and amenities, including open space to support events. At least one of four (28%) community survey respondents indicated they participate in special events outside of Pickering. Year-round special events and festivals in Pickering were identified as a top priority amongst public open house and engagement board participants. Stakeholder groups suggested there may be an opportunity for the City to leverage sites that deliver a wide range of nature-based and educational programming. Groups such as Petticoat Creek Conservation Park and other TRCA lands were identified as having significant capacity to host more events and programming. - 309 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) E-23 20)Parkland Provision and Use Trends Access to outdoor space matters as parks are increasingly being seen as critical social, health, and environmental infrastructure. Green spaces in urbanized areas often offer places of respite and improve air quality, provide venues for physical activity, and conserve natural and cultural heritage landscapes. This section identifies several trends that are influencing the demand for and delivery of parks in Canadian municipalities. These trends should be considered alongside other study inputs to inform future strategies. Parks Support Physical and Mental Wellness For many, municipal parks services provide critical supports to maintain personal health and physical activity by addressing inactivity levels, social isolation, stress and anxiety. Access to outdoor spaces, physical literacy, and affordable, accessible leisure activities are key determinants in engaging people in active recreation. The large majority (82%) of Canadians said that parks and outdoor spaces have become more important to their mental health during COVID-19 and 70% indicated that their appreciation for parks and green spaces had increased during the pandemic28. There is evidence that larger parks have a more direct impact on physical activity as they have the space to accommodate a wider variety of amenities and experiences. Proximity to parks and facilities is also correlated with higher levels of physical activity.29 Dog ownership is often linked to higher levels of activity and social engagement, providing support to pet-friendly public spaces. Parks Support Active Transportation Active transportation offers many personal health and wellness benefits and is a core element of complete communities. During the pandemic, municipalities observed a surge in recreational trail use as residents participated close-to-home and sought connections with nature. Expanded use of these networks can be expected to continue –interest in bike lanes, off-road trails and cycling infrastructure are common requests inmost communities. Active transportation is environmentally-friendly as it reduces roadcongestion and vehicle-related greenhouse gas emissions. Parks Build Resilience to Climate Change The many environmental benefits of parks and public spaces – such as reducing the urban heat island effect, mitigating flooding, and improving air quality – illustrate the critical importance of their role as public infrastructure and lend support for further 28 Park People. COVID-19 and Parks Survey. July 2020. https://parkpeople.ca/2020/07/16/covid-19-and-parks-highlights-from-our-national-surveys 29 Urban Institute. The Health Benefits of Parks and their Economic Impacts: A Review of Literature. February 2022. - 310 - E-24 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) investment. Parks are increasingly helping communities achieve their environmental goals by offering more naturalized spaces close to where people live, and contributing to climate resilience and urban biodiversity. Already thought of as “green infrastructure”, parks are being positioned to be more environmentally sustainable through reducing grass cutting and naturalization initiatives, planting of native species, tree canopy targets, and programs that educate about local natural heritage features (e.g., outdoor classrooms or interpretive signage). More communities are also experimenting by piloting new approaches in parks, such as bioswales, rain gardens, pollinator gardens, habitat restoration, and biodiversity initiatives. Parks and Outdoor Recreation were Rediscovered During the Pandemic Communities witnessed increased park use and demand for unstructured outdoor recreation activities within parks and trails during the COVID-19 pandemic as people found or rediscovered new ways to remain active and connected. Parks were increasingly used as “outdoor living rooms” across all four seasons, strengthening connections with nature and introducing many people to new activities within their neighbourhood. Access to public spaces and programs is a fundamental service for Canadians and we are living in a time where we need more public space, not less. Resident Expectations are Rising and Needs are Becoming more Sophisticated As interest rises, residents are expecting more from their parks in terms of amenities and quality. Many communities are reimagining existing spaces in creative ways, such as car-free streets (or temporary street closures), outdoor workout areas, and open space enhancements that allow for creative programming and community interaction (e.g., Wi-Fi in parks, increased seating options, creation of new activity zones, etc.). Public demand is especially strong for year-round washrooms in parks and natural areas. Further, there continues to be great potential to animate unused or non-traditional outdoor spaces for community activities and nature-based programming. Municipalities must also consider higher standards for accessibility and inclusion. Recent surveys have found that 87% of Canadians support more investment in parks, including more places to experience nature close to home.30 Park Use is Changing The variety of activities and sports available today is much broader than in the past and the popularity of recreation and sport activities are affected by a variety of socio- demographic and lifestyle trends. Many of these new recreational pursuits have emerged in the past few decades that were never contemplated in the design of older parks. 30 Park People. https://parkpeople.ca/blog/park-people-parks-platform-2023-toronto-parks-as-core-urban-infrastructure - 311 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) E-25 In general, there has been a shift toward multi-use, multi-purpose experiences within parks. People are choosing more informal and individual recreation activities that are more convenient and affordable. Activities and spaces such as pickleball, cricket, off- leash dog areas, splash pads, sport courts, disc golf, skateboarding and BMX biking, outdoor skating, public fitness, challenge courses and adventure play, community gardens, and trails are increasing in demand. Casual group spaces for diverse exercise and recreation experiences are growing in popularity (e.g., tai chi, BBQ pits, picnic spaces, etc.), as are demands for more special events (both small and large). Park Activation and Year-Round Programming Municipalities across Canada are experiencing increased demand for “activation” and programming in parks, such as social gatherings, community events, art displays, movie nights and more. During the pandemic, many indoor events were moved outdoors, helping to expand the scope of use and engaging a broader range of residents and visitors, leading to experiential learning, participation, and community mobilization. Non- programmed facilities oriented to social interaction and gathering can also draw people from their homes and into the park setting. Land Assembly Challenges As municipalities continue to grow inwards and upwards, it has become more challenging to assemble parkland in mixed use areas due to land scarcity and land cost. Specifically, areas of residential intensification generate less parkland per capita than greenfield development – and smaller park blocks – making it difficult to accommodate the desired recreational activities that residents have come to expect from the City’s parks system. The challenges have become more acute through recent changes to the Planning Act as municipalities have lost significant potential revenue that could have been dedicated to purchasing and/or developing quality parks. Rising Costs of Land and Park Development Land values have exploded in recent years, making it more difficult for municipalities to purchase land for parks using reserve funds. Considerable purchasing power can be lost as municipalities accrue these funds to use on strategic acquisitions. The cost of park construction and materials are also rising, leading to project deferrals and delays as municipalities bolster funding or seek alternative approaches. These factors are also impacted by provincial changes to funding formulas (e.g., Development Charges, Community Benefits Charges, caps on cash-in-lieu of parkland, etc.) that are leading to reductions in growth-related funding mechanisms. Urban Park Types are Emerging Urbanization generally means that parks are becoming smaller and non-traditional park-like spaces are beginning to emerge, often supported by partnerships and agreements. The increasing focus on the integration of “places” and “destinations” through urban design practices seeks to create comfortable, connected, flexible, and sustainable streetscapes. High quality park development can increase the attractiveness and - 312 - E-26 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) marketability of new development areas, while redevelopment of parkland can similarly act as a catalyst for revitalizing established neighbourhoods. Additionally, investments in urban parks can also result in positive economic impacts, although it is noted that construction costs of urban/hardscape parks are quite significantly greater than traditional neighbourhood parks. - 313 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) F-1 Appendix F: Types of Partnerships and Approaches to Evaluation Many forms of partnerships may be considered by the City of Pickering for managing services and providing facilities. The most prevalent is partnerships that advance specific social issues and broader goals, such as capital arrangement regarding facility development. Using the appropriate partnership arrangement or combination of options should be an informed choice. Partnership examples in a recreation and parks context include: a) Public/Public Partnerships – Service delivery and/or the joint work to address social issues with other publicly funded organizations. b) Public/Not for Profit Partnerships – Joint arrangements with non-profit organizations. c) Public/Private Partnerships – Joint arrangement where costs and risks are shared. d) Joint Service Delivery – A service provided by two parties, each contributing some resources. e) Service Contracts – The service provider manages a particular aspect of a municipal services. The requirements are specific and service levels are articulated in a service contract often predicated through a competitive process. f) Management Contract – The provider is accountable to manage all aspects of a municipal services. This may or may not include capital investment and is administered through a competitive process and a contract arrangement. g) Lease / License – A lease or license arrangement turns the responsibility and accountability for a municipal asset to one or more service providers. A rental agreement is put in place with deliverables and compliance issues in exchange for payment to the municipality. To be effective, partnerships must be strategic and work toward specific goals in the delivery of service. Specific to recreation and parks, partnerships are a way of including more residents in active and outdoor pursuits and expanding service delivery affordably. Partnerships are currently assessed on a case-by-case basis and projects that increase access to public services and space for all are encouraged. Guidance is needed to establish a consistent and uniform municipal response to potential relationships with those wishing to partner with the City on facility development or program delivery. A standardized partnership framework could set out why and how the City plans to work with others in fulfilling its mandate and the parameters for these relationships. The standardized partnership framework on the following page may be adapted by the City to evaluate potential partnerships and/or unsolicited proposals. - 314 - F-2 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Standardized Partnership Framework Criteria Yes No Response Is the initiative consistent with the municipal mandate and service philosophy? Do not consider municipal involvement in the project. Is there a municipal role to play in providing the program or service? Do not consider municipal involvement in the project. Is there a demonstrated need for the proposed service or program? Do not consider municipal involvement in the project. Does the proposed service or initiative conform to municipal priorities and is it in operating and capital budget forecasts? Either do not consider municipal involvement in the project or consider alternate forms of capital financing or ongoing funding sources. Can requirements ensure compliance with the department’s vision, mandate, values, strategic priorities and service standards? Consider providing the service using a traditional municipal self-managed approach (direct delivery). Can financial risks be reasonably mitigated through an arrangement with the group(s)? Consider providing the service using a traditional municipal self-managed approach (direct delivery). Are there suitably equipped and properly qualified organizations who can contribute or provide the service or program? Consider providing the service using a traditional municipal self managed approach (direct delivery). Can responsibility of the delivery of the service or program be assigned to another organization while mitigating all risks to the organization? Issue a request for proposal or other procurement process specified by purchasing policies. Is there consensus regarding the terms, conditions, standards of delivery and accountabilities? Negotiate a mutually acceptable operating agreement and monitoring of performance standards. Establish a relationship with an outside entity to develop the facility or delivery the program or service and adopt a mutually agreeable monitoring system. Source: Adapted from various municipal recreation plans - 315 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) G-1 Appendix G: Description of Existing Park Types City of Pickering Parks Hierarchy, Existing (Source: Picketing Official Plan, Edition 9) Park Type Relevant Policy – Official Plan District Park District Parks are intended to provide for a range of illuminated recreational facilities. Note: These are the largest active recreational park type (generally 50 hectares or greater). The City’s Official Plan currently only identifies one such site as a District Park (north of Green River), which is designated for future development. Community Parks Community parks are intended to provide for a range of illuminated recreational facilities as well as some non-illuminated mini-baseball and soccer fields servicing the adjacent residents. Community parks and recreation centres shall be located near frequent transit services. Adjacent natural heritage system lands are intended to be an integral part of each community park providing for passive recreational areas and buffer areas adjacent to the recreational fields. Note: The Official Plan does not define a minimum size for these parks, but it is recommended that they generally be a minimum of 4 hectares. Neighbourhoods Parks Neighbourhood Parks are intended to perform an array of functions and accommodate play structures as well as one non-illuminated mini-recreational field and possibly tennis or bocce courts, and passive areas. Neighbourhood Plans shall: (i) be easily accessible and generally centrally located for residentswithin a 400 to 800 metre radius (5 to 10 minute walk); (ii) have a size of approximately 1.5 hectares to 1.8 hectares; (iii) have road frontage on a minimum of two sides, where possible; and (iv) be supported by on-street parking. - 316 - G-2 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Park Type Relevant Policy – Official Plan Village Greens Village Greens are intended to provide greenspace for each neighbourhood and accommodate play structures and open informal play areas. Village Greens are smaller components of the open space system and shall: (i) have a size of approximately 0.3 to 0.6 hectares subject todemonstration of the functionality of the village green configuration; (ii) be easily accessible for residents within a 200 to 400 metre radius (3to 5 minute walk) without the need to cross arterial roads; and (iii) have road frontage on three sides, but may be less where otherdesign alternatives are used to achieve public view and access; Urban Squares Urban Squares are intended as formal pedestrian spaces, in support of the adjacent higher density, mixed use development. Urban Squares shall be provided within the commercial and mixed use components of the Community Nodes and Mixed Corridors and shall: (i) be located to provide easy access and multiple opportunities for rest,relaxation and visual interest; (ii) be provided in a location determined in consultation with City staff atsite plan approval; (iii) generally have a minimum frontage on the abutting sidewalk of 5.0metres, and a minimum depth of 5.0 metres; (ed. note: these sizes are quite small and may be reconsidered through the Official Plan Review) (iv) on large development parcels include a single, large-scale urbansquare and/or a series of smaller urban squares; (v) count as part of the block face in calculating the minimum block facerequirement as per Section 11.8(e) of the Official Plan; (vi) contribute to the required parkland dedication, whether or not theland is dedicated to the City, provided an agreement is executedbetween the City and landowner which ensures that: (1) the urban square is designed and built by the landowner to thesatisfaction of the City; (2) the urban square is maintained by the landowner to the satisfaction ofthe City; and (3) the owner(s) and/or the condominium corporation is made aware that the urban square is to be considered as a public space and is to be openand accessible to the public at all times. - 317 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) H-1 Appendix H: Parkland Policy Background Parkland Policy Jurisdictional Scan A comparative analysis of three other Greater Toronto Area municipalities was undertaken to inform the analysis of Pickering’s parkland policies and approaches. Municipalities included the Town of Oakville, City of Vaughan, and Town of Markham – all three of these communities have recently completed a series of comprehensive parkland assessments that have supported updated planning policies and approaches. The exercise included research into the following items, with information culled from official plans, parks plans, and parkland by-laws or procedures: •parkland hierarchy; •parkland targets; •parkland acceptability; •encumbered parkland and ownership; and •parkland cash-in-lieu policies. Note: The summaries below are paraphrased. For additional information, specific reference should be made to the applicable by-laws, procedures, or studies. Jurisdictional Scan – Parkland Hierarchy Municipality Summary of Parkland Hierarchy Town of Oakville The Town has adopted a two tier parkland hierarchy. Sizes, catchment areas, uses/functions, and general design guidelines are identified for each. Traditional Hierarchy – Established Neighbourhoods and Greenfields: •Community Parks •Neighbourhood Parks •Parkettes •Eco Parks (new) Urban Hierarchy – Strategic Growth Areas: •Public Commons •Urban Squares •Promenades •Other Urban Parks (Connecting Links, Pocket Parks, Sliver Parks) Additional classifications are identified for passive parkland and open space. - 318 - H-2 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Municipality Summary of Parkland Hierarchy City of Vaughan The City has adopted a two tier parkland hierarchy. Sizes, catchment areas, uses/functions, and general design guidelines are identified for each. Traditional Residential Communities and Delineated Greenfield Residential Communities: •Regional Parks •District Parks •Neighbourhood Parks Strategic Growth Areas •Urban Parks •Public Squares •Public Commons (new) •Promenades (active transportation component; not accepted asparkland dedication) New park typologies to be considered, subject to further review and criteria, include: •Eco-Parks that support environmental education and nature-relatedrecreation •Parkettes to support the social fabric within traditional greenfieldresidential communities by providing parkland within a 5-minute walkfrom home City of Markham City Park Classifications: •Community Parks •Neighbourhood Parks o Active ParksoUrban SquaresoParkettes o Urban Parkettes •Open Space Lands (not accepted as parkland dedication) Sizes, catchment areas, uses/functions, and general design guidelines are identified in the Official Plan for each park type. - 319 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) H-3 Jurisdictional Scan – Parkland Targets Municipality Summary of Parkland Targets Town of Oakville Townwide target of 2.2 ha/1000 persons to the horizon year of 2031. Note: The definition of parkland has recently been broadened to include unconstrained lands in the natural heritage system. Minimum of 12% of the Gross Land Area within Strategic Growth Area, such that all residents are within a 2.5 minute walk (200 metres) from a defined Public Common, Urban Square or Promenade. City of Vaughan Citywide target of 2.0 ha/1000 persons. Note: The definition of parkland has recently been broadened to include unconstrained lands in the natural heritage system. Prior to the introduction of Bill 23, the City gave consideration to designating a 20% Gross Land Area parkland requirement within a comprehensively planned intensification area. City of Markham Citywide target of 1.2 ha/1000 persons. A target of 0.4 ha/1000 persons has been established for intensification areas, with the balance of needs being accommodated outside of the area. Note: The City has adopted a reduced alternative rate of 0.55 ha/500 units for medium and high density residential apartments. - 320 - H-4 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Jurisdictional Scan – Parkland Acceptability Municipality Summary of Parkland Acceptability Town of Oakville Lands must be in a condition satisfactory to the town and in accordance with the requirements of the town’s Official Plan…Lands shall be free of any/all title encumbrances. Potentially acceptable lands for parkland dedication (accepted at a reduced rate) include: •Lands that are subject to a Strata Park arrangement; •Privately Owned Public Spaces (POPs) where located within a SGA subject to required legal agreements; •Lands that are within the designated Natural Heritage System, but are not specifically identified as a core natural feature; •Lands that include slopes between 5 percent and 15 percent, that are not included within the Natural Heritage System; and/or, •Lands that include designated cultural heritage resources or culturalheritage landscapes. Unacceptable lands for parkland dedication include: •Lands that are an identified core natural heritage feature as defined in theOfficial Plan, or an applicable Secondary Plan, or as identified in anEnvironmental Impact Study accepted by the town; •Lands that are identified as Hazard Lands, have poor drainage, erosionissues, extreme slopes (greater than 15 per cent) or other environmental or physical conditions that would interfere with the lands potentialdevelopment or use as a public park; •Lands that are required to accommodate storm water managementfacilities. And, where lands for parks purposes include stormwatermanagement facilities, that portion of the land that includes a stormwater management facility shall not be included in the area calculation forparkland conveyance; •Lands that are deemed to be contaminated in any way; •Lands used for utility corridors or any other infrastructure; and/or, •Lands that are encumbered by easements or similar legal instruments thatprohibit public use. City of Vaughan Lands must be permit-ready for public programming, designed and developable to City standards, open and accessible to the public at all times, and meet requirements of applicable legislation and polices. Council may accept off-site land dedication. Unacceptable lands include lands: •with poor drainage, erosion issues, extreme slopes and other adversephysical conditions; •with open storm water management facilities; •deemed by the City to be contaminated in any way; and •that prohibit or restrict public programming. - 321 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) H-5 Municipality Summary of Parkland Acceptability City of Markham Parks shall generally: •have frontage on one or more public streets or publicly accessible privatestreets; •serve park users within a 2 to 10 minute walk from residential and mixed-use neighbourhoods; •not be encumbered by driveways, access lanes, garbage storage areas,utility vaults or other such uses that would take away from the enjoymentor use of the park; and •be recognizable by the park user as a public and publicly accessible park. Table 46: Jurisdictional Scan – Encumbered Parkland & Ownership Municipality Summary of Encumbered Parkland Policies Town of Oakville Within all areas, the town will consider Strata Ownership under the Ontario Condominium Act for Neighbourhood Parks and Parkettes, subject to a land area discount, in recognition of lifecycle cost issues, to the satisfaction of the town. Within Strategic Growth Areas, the town may augment the urban parkland system with Privately Owned Public Spaces (POPs). The town may consider providing parkland dedication credit, where the following criteria are met, to the satisfaction of the town: •It is an integral element, and is directly connected to the broader urbanparkland system and the adjacent public sidewalk system; •It can be defined only as an Other Urban Park element, and is not a PublicCommon, Urban Square, or Promenade; •An appropriate legal agreement has been established between the ownerand the town that guarantees that the space is designed, built andmaintained to town standards, and is open and accessible to the public atall times (or as otherwise to the satisfaction of the town); and, •The land area of the POPs is appropriately discounted, in recognition ofthe town’s lack of programming control, to the satisfaction of the town. Theactual amount of the land area discount shall be determined on a case-by-case basis, at the sole discretion of, and to the satisfaction of the town. City of Vaughan The City’s 2022 By-law allows for the dedication for land for passive recreation uses. Acceptable lands (full credit) for parkland dedication include: strata parks; land encumbered by underground storm water facilities, utility corridors, and other publicly owned infrastructure; land that forms part of the Natural Heritage Network and associated buffers; land encumbered by floodplains or sustainability features; and land within the Greenbelt or Oak Ridges Moraine. Agreements may be required for such lands. The By-law also allows Council the discretion to accept privately owned public space (POPs) at full credit, subject to an agreement with the City. - 322 - H-6 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Municipality Summary of Encumbered Parkland Policies City of Markham The City may accept parkland where the ownership of the land is stratified or where the parkland is encumbered, including by underground structures. Typically, strata parks are located in mixed-use neighbourhoods in the form of a Neighbourhood Park such as an Urban Square or Urban Parkette. The value of the contribution to the parkland conveyance of any strata park shall be discounted at the discretion of the City. Table 47: Jurisdictional Scan – Parkland Cash in Lieu Policies Municipality Summary of Parkland Cash in Lieu Policies Town of Oakville First priority is fee simple (municipal ownership). The town anticipates that approximately 25% of the land or cash in lieu within Strategic Growth Areas will be acquired within the area where it was generated. The remaining 75% generated through parkland dedication will be allocated elsewhere within the town in accordance with its parkland dedication procedure. Within the established neighbourhoods and Greenfield communities, land dedication shall always be the first priority. The Town does not use a per unit fee for calculating parkland dedication amounts, rather bases the amount of land appraisals coordinated through Realty Services, at the cost of the owner. Cash in lieu funds are allocated as follows: •First priority is the acquisition of parkland on the subject site. •Second priority is the acquisition of parkland within 400 metres of thesubject site. •Third priority is the acquisition of parkland anywhere in the town. •Fourth priority is the acquisition of lands for pathways, trails and associated infrastructure throughout the town (with a focus on missinglinks), the erection, improvement, or repair of buildings used for park orother public recreational purposes, and/or the acquisition of vehicles andequipment used for parks maintenance or other public recreationalpurposes. - 323 - City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) H-7 Municipality Summary of Parkland Cash in Lieu Policies City of Vaughan First priority is fee simple (municipal ownership). At its discretion, the City may allow for payment in lieu where no reasonable prospect for land dedication exists, including •where land conveyance would render the remaining portion of the subjectlands unsuitable or impractical for development or redevelopment; •where the amount of land conveyance does not meet the City’s OfficialPlan definitions of parklands or provide a parkland configurationacceptable to the City; or •where existing parks and other recreational spaces are available anddeemed sufficient by the City Per unit cash in lieu fees for stand-alone residential additions and multi-unit residential buildings are established within the by-law, with increases phased in annually until 2025. For multi-unit buildings, these fees will increase from $11,300 per unit in 2022 to $27,994 per unit in March 2025. The use of cash-in-lieu funding is prioritized at the City’s discretion to support the acquisition of additional land and/or the completion of park enhancements or park redevelopment to meet the City’s parkland objectives. City of Markham Instances where payment in lieu of parkland are not identified within the City’s Parkland By-law. The citywide average per unit charge for all residential types is approximately $33,200. - 324 - H-8 City of Pickering: Recreation & Parks – Ten Year Plan | May 2024 (Draft) Parkland Dedication Scenarios under the Planning Act Parkland Dedication Scenarios under the Planning Act, 5-hectare development site Units per Hectare Total Units (5-hectare site) Estimated Persons per Unit Total Persons Dedication Rate Applied Parkland Dedication or Cash-in-Lieu Hectares per 1,000 residents 15 75 3.4 255 Standard Rate 0.25 ha (land or CIL) 0.98 ha/1000 30 150 3.2 480 (5% of site) 0.25 ha (land or CIL) 0.52 ha/1000 50 250 3.0 750 Alternative 0.42 ha (land) or 0.25 ha (CIL) 0.56 ha/1000 100 500 2.2 1,100 Rate 0.5 ha (land – capped) or 0.5 ha (CIL) 0.45 ha/1000 150 750 2.0 1,500 (1ha:600 units or 1ha:1000 0.5 ha (land – capped) or 0.5 ha (CIL) 0.33 ha/1000 250 1,250 1.8 2,250 units CIL) 0.5 ha (land – capped) or 0.5 ha (CIL) 0.22 ha/1000 Note: Parkland dedication is capped at 10% of the land or value of the land for development or redevelopment sites that are five hectares or less. Parkland Dedication Scenarios under the Planning Act, 10-hectare development site Units per Hectare Total Units (10-hectare site) Estimated Persons per Unit Total Persons Dedication Rate Applied Parkland Dedication or Cash-in-Lieu Hectares per 1,000 residents 15 150 3.4 510 Standard Rate 0.5 ha (land or CIL) 0.98 ha/1000 30 300 3.2 960 (5% of site) 0.5 ha (land or CIL) 0.52 ha/1000 50 500 3.0 1,500 Alternative 0.83 ha (land) or 0.5 ha (CIL) 0.56 ha/1000 100 1,000 2.2 2,200 Rate 1.5 ha (land – capped) or 1.0 ha (CIL) 0.68 ha/1000 150 1,500 2.0 3,000 (1ha:600 units or 1ha:1000 1.5 ha (land – capped) or 1.5 ha (CIL) 0.50 ha/1000 250 2.500 1.8 4,500 units CIL) 1.5 ha (land – capped) or 1.5 ha (CIL) 0.33 ha/1000 Note: Parkland dedication is capped at 15% of the land or value of the land for development or redevelopment sites that are greater than five hectares. - 325 - Arena Strategy Recreation & Parks - Ten Year Plan March 20, 2024 - Final DRAFT ��Monteith• Brownplanning consultants Attachment 2 to Report CS 15-24 - 326 - Arena Strategy Recreation & Parks – Ten Year Plan March 20, 2024 – Draft - 327 - City of Pickering Arena Strategy | March 2024 – Final Draft Page i Table of Contents Section Page 1.0 Introduction ...................................................................................... 1 1.1 Project Overview ........................................................................................ 1 1.2 Study Process ............................................................................................ 2 2.0 Existing Conditions .......................................................................... 3 2.1 Arena Inventory ......................................................................................... 3 2.2 Local Arena Utilization ............................................................................... 8 2.3 Local Participation ................................................................................... 11 2.4 Regional Arena Inventory ........................................................................ 13 2.5 Population Factors ................................................................................... 14 2.6 Arena Participation & Ice Sport Trends .................................................... 16 2.7 Arena Provision & Design Trends ............................................................ 21 3.0 Stakeholder Engagement ............................................................... 26 3.1 Input from Arena Organizations ............................................................... 26 3.2 Input from the Community ........................................................................ 29 3.3 Summary of Key Themes ........................................................................ 30 4.0 Operational Assessment................................................................ 32 4.1 Review of Existing Arena Condition & Operations ................................... 32 4.2 Recreational Skating Review ................................................................... 39 5.0 Arena Needs Assessment .............................................................. 41 5.1 Arena Needs ............................................................................................ 41 5.2 Considerations for a Multi-Purpose Event Arena ..................................... 46 5.3 Arena Provision Options .......................................................................... 48 6.0 Recommendations ......................................................................... 54 Appendix A: Typical Arena Facility Program ...................................... A-1 Limitations: This report was prepared by Monteith Brown Planning Consultants Ltd., Largo Facility Management, and MJMA Architecture & Design for the account of the City of Pickering. The material in this report reflects the consultant’s best judgment considering the information available to it at the time of preparation. Any use which a third party makes of this report, or any reliance on or decisions to be made based on it, are the responsibility of such third parties. The consultants accept no responsibility for damages, if any, suffered by a third-party because of decisions made or actions based on this report. - 328 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 1 1.0 Introduction 1.1 Project Overview The purpose of this Arena Strategy is to guide planning and inform decisions for Pickering’s arena system for the next 10 years (to the year 2034). Specifically, the Strategy evaluates options for maintaining and/or reinvesting in Pickering’s two municipal arena facilities and examines growth-related needs to provide additional facilities into the future. These assessments are based on a comprehensive analysis of background research, trends and best practices, demographics, and understanding of local and regional arena supply and usage levels. The Don Beer Arena is of specific focus to determine the future for this facility due to its life expectancy and the feasibility of this location. The following objectives have been established for the Arena Strategy: •Review background research including facility condition assessments, localdemographics, and other documents pertinent to the Arena Strategy. •Consider arena trends such as ice sport participation, facility design, and accessibility. •Project future arena demand with consideration given to local and regionalsupply, distribution, utilization, operating performance, planned capitalinvestments, and the ability to serve current and future residents. •Consult with local arena and indoor facility users, the public, City staff, andCouncil to gather input and feedback on current and future ice needs. •Project future ice surface demand based on the items above and make recommendations for major capital requirements over the next ten years. The Strategy shares the same planning horizon as the City’s updated 2024 Recreation & Parks – Ten Year Plan. As part of the plan’s scheduled five-year update, the 2017 Master Plan recommended for an Arena Provision Strategy or comprehensive arena assessment to be prepared to determine whether a net expansion to the City’s supply of ice pad and/or relocation of an existing ice pad(s) is warranted based on prevailing market forces and arena operating conditions. - 329 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 2 1.2 Study Process To achieve the Strategy’s objectives, a work plan was devised that involved public and stakeholder consultation, thorough background research, evidence-based needs assessment, and evaluation of options. All inputs from this process are represented within this Strategy. Figure 1: Arena Strategy Phasing The demand analysis relies largely on data provided by the City of Pickering (usage data, registration figures, population projections, etc.) and stakeholder consultation, as well as trends in the sector. Furthermore, because several local organizations have amalgamated with other centres and have membership boundaries that extend beyond Pickering, arena participation and demand in Ajax is also examined at a high level to gain a more accurate understanding of local arena demand. Outdoor skating facilities are not able to satisfy requirements for organized play and are beyond the scope of this analysis. They are examined further within the Recreation and Parks Plan. - 330 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 3 2.0 Existing Conditions The City of Pickering’s arena inventory is described in this section, along with other arenas in the region that may be used by local organizations. Local arena utilization and participation rate trends are also examined, as well as broader trends impacting ice sports. 2.1 Arena Inventory The City owns and operates two (2) arena facilities containing a total of five (5) pads for ice and dry floor uses. The Chestnut Hill Developments Recreation Complex (2 pads) and Don Beer Arena (3 pads) are shown on the map below along with other municipal recreation facilities within Pickering’s built-up area. Figure 2: Arenas and Municipal Recreation Facilities, Built-up area of Pickering Until 2019, the Art Thompson Iceplex (a privately-owned twin pad arena) was also available for rentals, largely being used for adult leagues. This facility has since been closed and demolished. There are no longer any private arenas in Pickering. - 331 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 4 Chestnut Hill Developments Recreation Complex The Chestnut Hill Developments Recreation Complex (CHDRC) is located at 1867 Valley Farm Road, just north of Highway 401 and in the Pickering City Centre, surrounded by residential and commercial properties. The CHDRC is home to the Delaney and O’Brien pads, which are co-located with other recreational amenities (e.g., indoor pool, fitness centre, racquet courts, multi-purpose rooms, etc.). Current rink dimensions are less than NHL standard 200 x 85 feet: Delaney Rink – 190 x 85 feet; O’Brien Rink – 185 x 85 feet. The Delaney Rink was constructed in 1983 (renovated in 2015) and the O’Brien Rink in 1992; both share common amenities including change rooms, storage areas, referee and coach rooms, concessions, lobby entrance, and customer service reception area. It is worth noting that the rinks do not share refrigeration systems and each ice rink has its own dedicated refrigeration plant room. The Delaney Rink has seating for approximately 850 spectators. The seating capacity appears to currently serve the needs of the associations and teams currently playing at this rink – this pad is predominately used by the Pickering Panthers ice hockey team and the Pickering Skating Club. The O’Brien Rink has a seating capacity of approximately 200. Again, this smaller capacity seems to work well for the associations and teams that use this ice pad – this rink is used mainly by Durham West Girls Hockey and the Ajax Pickering Ringette Association. Summer ice is only offered at O’Brien. - 332 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 5 Figure 3: Delaney and O’Brien Rinks – Chestnut Hill Developments Recreation Complex - 333 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 6 Don Beer Arena Don Beer Arena provides three (3) pads and is located south of Highway 401 in the City’s Brock industrial and light commercial neighbourhood (940 Dillingham Road). The facility is also used for ball hockey and lacrosse in the summer months. The original pad was built in 1967, a second rink added in 1972, and expanded to include a third ice pad in 2003. Accessibility and green improvements were undertaken in 2011, marking the last major renovation. Each ice pad is supported by amenities including change rooms, referee/coach rooms, storage, spectator seating, and concessions. It is worth noting that Rinks 1 and 2 share a refrigeration system, while Rink 3 has its own. The facility does not offer the level of amenity or comforts that people are looking for in today’s recreational facilities such as walking tracks, larger dressing rooms, and extended heated viewing areas. Playing surfaces are not to today’s standards and all rinks are below a standard NHL size (200 x 85 feet). Current rink sizes are: Rink 1 – 185 x 85 feet; Rink 2 – 185 x 85 feet; and Rink 3 – 190 x 85 feet. Long term direction is needed for the arena as there have been few recent investments into the facility and it is showing its age. The facility’s location in an industrial area not on a public transit route also creates accessibility challenges for some users. Further, the arena is not part of a multi-use facility like CHDRC, further limiting its appeal and efficiencies. Furthermore, the Don Beer Arena parking lot is almost entirely situated on lands leased from Hydro One, which adds to the annual operating cost (the lease is approximately $100,000 annually and is subject to inflation indexing). Hydro One has also requested that the City of Pickering invest in a storm water collection program for the parking area, which will prove to be an expensive endeavour. In speaking with City of Pickering staff, there is currently no solution to rectify this issue due to design/capital costs and on-site logistical challenges. There are no funds identified currently in the capital budget to address this issue (estimated at $3+ million). - 334 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 7 Figure 4: Don Beer Arena - 335 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 8 2.2 Local Arena Utilization The City’s Ice Allocation policy (prepared in 2013 and revised in 2018) contains several directives, including: (a) meeting the needs of existing users whenever possible; (b) maximizing the use of existing facilities; (c) maintaining a high level of fiscal responsibility to the residents of Pickering; and (d) providing for the development of new users and user groups. The policy applies to the weekly allocation of ice time, beginning on the 3rd Saturday of September and extending for 28 weeks. The policy aims to allocate ice times in an equitable, transparent, and consistent manner that prioritizes City program rentals, followed by affiliated organized minor and adult users, Junior A teams, schools, and other users. The designation of prime-time ice is determined by the City of Pickering and posted prior to the start of the ice allocation process for each coming season. Special event and tournament ice requests are limited to three consecutive days. Weighting factors for ice times are employed in the allocation process and are based on age, skill level, number of players per team, and the number of teams on the ice. The policy states that residency requirements may apply to the determination of ice allocation and that groups are required to submitted registration figures annually. The City’s parameters for prime and non-prime time ice are defined below: Table 1: City of Pickering Definition of Prime Time, Shoulder, and Non-Prime Time Hours Days of the Week Prime Time Hours Non-Prime Time Hours Total Monday to Friday 5:00 pm – 11:00 pm 6:00 am – 5:00 pm n/a Saturday and Sunday 8:00 am – 9:00 pm 6:00 am – 8:00 am 9:00 pm – 11:00 pm n/a Total Weekly Hours per Rink 56 hours 63 hours 119 Hours Total Weekly Hours across 5 City Rinks 280 hours 315 hours 595 Hours 28 Weeks across 5 City Rinks 7,840 hours 8,820 hours 16,660 Hours Ice pad usage is the strongest during prime-time hours and this will be the focus of the ice pad needs assessment. While municipal programming, public skating, and community access are important aspects of arena use, some of these opportunities take place during non-prime time hours and when ice times are generally not booked for rentals. An estimated 11% of non-prime hours are used on a weekly basis – this is the time that youth are in school and many adults are working or otherwise unavailable, thus demand is quite low. - 336 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 9 Peak week usage data provided by the City indicates that in 2022/23, 92% of available prime-time arena hours were utilized. This remains slightly below the 95% level experienced pre-pandemic (2018/19). At 96%, prime-time usage is strongest at the Delaney and O’Brien Rinks (CHDRC). However, prime time rentals have been declining at the Don Beer Arena, down from 94% in 2018/19 to 87% in 2022/23. This suggests waning demand for ice rentals, particularly at the older Don Beer Arena. Figure 5: Summary of Prime-Time Arena Utilization, 2018/19 to 2022/23 (City of Pickering) Note: 2020/21 and 2021/22 data (from during the COVID-19 pandemic) is not included. Utilization includes prime time only during November and February (peak times). Source: City of Pickering, 2023. Comparatively, an analysis completed by the Town of Ajax in 2019 for their Recreation and Parks Master Plan indicated that this community was using 79% of peak hours at the time. More recently, with the amalgamation of minor hockey organizations, the Town of Ajax saw significant turnback of ice from this group and in response has since closed one pad to ice activities (Village Arena). Discussions with the Town of Ajax suggest that there remains capacity for additional rentals – by their definition, approximately 16% of weekly prime time hours are unallocated in 2023/24. The City of Pickering has established the following priority list of non-profit groups that have demonstrated stability and ongoing viability for the allocation of ice time. The City’s allocation policy allows Pickering to recognize a new ice organization or emerging ice sport to provide for unmet community needs from time to time. Ice times may be allocated to enable organizations or groups who have demonstrated that there a need for programs and services. 91%91%89%95%91%92% 90% 91% 89%94% 93% 87% 91% 90% 89% 96% 88% 96% 75% 80% 85% 90% 95% 100% 2014/2015 2015/2016 2016/2017 2018/2019 2019/2020 2022/2023 All Arenas Don Beer Arena CHDRC - 337 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 10 Table 2: Ice Allocation User Groups – Priority Listing (City of Pickering) User Groups – Priority Order for Access to Ice Time 1.City of Pickering Programs (includes leisure skate and instructional programs) 2.Affiliated Minor Associations, Organizations and Groups 3.Junior A – Pickering Panthers (outside of contract allocation on Delaney) 4.Boards of Education, elementary, secondary, LOSSA, seasonal 5. Occasional, non-affiliated, non-resident and commercial users The table below illustrates the typical distribution of ice time for each user group from the current season (2023/24) in the City of Pickering. Approximately 88% of these hours are prime time (an estimated 257.5 hours), with 12% being non-prime (an estimated 34.25 hours). Minor changes in allocation can be expected from week to week. Table 3: Weekly Ice Utilization (Prime and Non-Prime Hours), 2023/24 (City of Pickering) Organization Mon Tue Wed Thu Fri Sat Sun Total Ajax Pickering Minor Hockey Association 13 16 10 13 10 30 31 123 Durham West Girls Hockey Association 7 1 1.5 5 2 5 10.5 32 Ajax Pickering Ringette Association -- 8 -- 7 -15 Pickering Skating Club 2 3 3 2 3 13 Pickering Panthers Jr A Hockey Club 1 2 2 2 2 -3 13 Pickering Oldtimers --6.25 ---8.5 14.75 City of Pickering 6.5 5 5 2 6 2 3 29.5 Others 8 7.5 5.5 10 11.5 6.5 2.5 51.5 Total 37.5 34.5 38.25 35.0 31.5 52.5 61.5 291.75 Source: City of Pickering, 2023. Based on current schedules and allocations, approximately two-thirds (67%) of ice time is used by youth-serving ice sport organizations (largely boys and girls minor hockey), 23% is allocated toward adult or other user groups, and 10% is used for City of Pickering programming (public skating, etc.). Arena schedules in the Town of Ajax were also reviewed to better understand usage in arenas that share the same base of users. Similar allocations between youth and other/adult uses were evident, as were trends in usage, which generally saw a decline in rentals in recent years (highlighted by the closure of one ice pad in 2021). It is also notable that the three cross-municipal organizations use different proportions of ice time - 338 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 11 in each community, with boys’ minor hockey generally receiving more ice time in Pickering and girls’ minor hockey receiving more time in Ajax. However, each municipality accommodates an equal share of total usage from these three groups combined in proportion to their arena supply (Pickering at 55% with 5 rinks and Ajax at 45% with 4 rinks). Table 4: Share of Weekly Ice Rentals for Regional Youth Ice Sport Organizations, 2023/24 Organization Usage of City of Pickering Arenas (5) Usage of Town of Ajax Arenas (4) Total Ajax Pickering Minor Hockey Association 60% 40% 100% Durham West Girls Hockey Association 41% 59% 100% Ajax Pickering Ringette Association 58% 42% 100% Total 55% 45% 100% Lastly, there is little conclusive evidence that the closure of the Art Thomson Iceplex has led to increased demand for municipal arenas from adult-serving groups. While the Town of Ajax is accommodating more private rentals during prime time, this may also be a function of additional availability due to the decline in rentals from boy’s minor hockey. As per the City of Pickering’s ice allocation policy, rentals to adult-serving and commercial groups are attributed the lowest priority, yet some prime-time and ample non-prime time hours remain available for these and other groups. 2.3 Local Participation Recent and known historical registration numbers for local ice sport organizations are noted below. A focus is placed on youth-serving organizations as these groups are the predominant users of prime time ice. In 2023/24, there were approximately 2,225 youth registered within local minor ice sport organizations using Pickering arenas; several of these groups are also served by arenas in Ajax. Of this, it estimated that approximately 42% of youth registrants are residents of Pickering, amounting to 925 local registrants. This accounts for approximately 5% of all youth (ages 5 to 19) living in Pickering. The balance of users live in Ajax and beyond. In terms of trends, overall registration levels declined by 4% (93 participants) between the 2014/15 and 2023/24 seasons, but have fluctuated from year to year including impacts during the pandemic years. Data for the most recent seasons is also inflated due to mergers between minor sport organizations. Past data from the early 2000s indicates that participation rates were much higher. - 339 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 12 More recently, participation declined by 9% from the previous season (208 participants) and has not increased with recent population growth, suggesting that the participation rate in ice sports continues to slowly decline. Table 5: Ice Sport Organizations, Total Registration Figures (Pickering, Ajax, etc.) Primary Youth User Groups Pickering Residents (2023/24) Total Members2014/15 Total Members2015/16 Total Members 2016/17 Total Members2022/23 Total Members2023/24 Ajax Pickering Minor Hockey Association 44% 1,026 910 924 1,257 1,198 Durham West Girls Hockey Association** 20% 525* 480* 425* 383 390 Ajax Pickering Ringette Association 33% 300* 300* 303 317 308 Pickering Skating Club 71% 445 445 337 454 307 Pickering Panthers Jr A Hockey Club n/a 22 22 22 22 22 Total 42% 2,318 2,157 2,011 2,433 2,225 *estimated; ** excludes seniors program (age 18+)Source: City of Pickering, minor sport organizations As noted, each of the first three ice sport organizations identified above are also served by arenas in Ajax. Not shown in the table is the Ajax Skating Club, which is also identified as a core user by the Town of Ajax. The Town’s Recreation and Parks Master Plan notes a registration level of 457 skaters in 2019, which has been used for assessing youth registration across both Pickering and Ajax (for a total of 2,682 youth participants). Figure 6: Youth Ice Sport Registration Figures, City of Pickering & Town of Ajax (2023/24) - 340 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 13 2.4 Regional Arena Inventory The following map illustrates the locations of other arenas in adjacent municipalities. Figure 7: Regional Inventory of Arenas - 341 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 14 In general, Pickering is providing ice pads at a similar rate as the comparator group – one ice pad per 20,600 residents in Pickering, compared to an average of one ice pad per 20,015 persons elsewhere. Pickering’s provision rate is a little more favourable when one examines the youth population only (1 per 3,400 youth in Pickering compared to 1 per 3,750 youth elsewhere). With 2,225 youth registrants in 2023/24, Pickering is providing one ice pad for every 445 youth registrants. However, it is estimated that only about two-fifths (925) of these participants are Pickering residents. When the supply of arenas in Ajax is included in this equation, the overall level of service changes to one ice pad per 298 youth participants between Pickering and Ajax as many participants are served by facilities in both communities. The regional nature of Pickering/Ajax minor sports makes it difficult to compare to other jurisdictions with registration boundaries that more closely align with their municipal boundaries. Table 6: Regional Arena Inventory and Provision Rates Municipality Estimated Population No. of Ice Pads Provision Rate (all ages) Provision Rate (ages 5 to 19) Youth Registrants Registrants per Ice Pad Pickering 103,000 5 1:20,600 1:3,400 2,225* (2023/24) 445* Ajax 126,666 4 1:31,700 1:6,200 2,353* (2023/24) 588* Clarington 116,346 7 1:16,600 1:2,800 1,981 (2022-23) 283 Oshawa 191,600 10 1:19,160 1:3,400 2,240 (2022/23) 320 Whitby 138,501 11 1:12,600 1:2,600 4,840 (2019/20) 440 Comparator Average 143,278 8 1:20,015 1:3,750 2,854 408 Note: The Town of Ajax recently closed a single pad arena due to low demand (Village Arena) *Includes several organizations that operate in a regional catchment area also serving non-residents. 2.5 Population Factors The City of Pickering has an estimated population of 103,000 residents (2024). Between 2016 and 2021, the City demonstrated a growth rate identical to Durham Region (8%). Over the last ten years, Pickering’s population had grown the most amongst seniors aged 75 and over by 43%, older adults aged 55 to 74 by 38%, young adults aged 20 to 34 by 23%, and children aged 0 to 9 by only 19%. - 342 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 15 Looking ahead, Pickering is set to undergo substantial growth. Over the ten-year projection period of this study (2024-34), the City is projected to grow to approximately 149,000 persons – growth of 45%. By 2042, the City’s population is forecasted to grow to 185,044 – growth of 80%1. Planned population growth is allocated to new communities and strategic growth areas, including the Seaton community, which will account for 70,000 new residents at build out. There are currently no municipal indoor recreation facilities or arenas in this area, though a new recreation complex is planned in the short-term. The City has recently initiated a secondary plan for Northeast Pickering, which is being planned for approximately 45,000 residents but is beyond the 10-year horizon of this Arena Strategy. While population growth will lead to more children and youth in Pickering (the age group that is the predominant user of arenas), this cohort is forecasted to grow at a slightly slower rate than the rest of the population beyond 2034. Figure 8: Durham Region, Total Population Forecast Shares by Major Age Group, 2021 to 2051 Source: Region of Durham, Region-Wide Growth Analysis Technical Report (June 2021) Pickering’s population is also diverse, with 52% represented by visible minorities and 12% speaking non-official languages (2021 Census). Recent immigrants, referring to individuals who first obtained landed immigrant or permanent resident status between 2016 and 2021, represented 2.8% of Pickering’s residents in 2021. Pickering residents who are newcomers to Canada are more likely to reside in growing areas such as Seaton and intensifying areas closer to Highway 401. 1 City of Pickering. Detailed 20 Year Population Forecast. March 2023. 5% 10% 15% 20% 25% 2021 2026 2031 2036 2041 2046 2051 0-19 20-34 35-44 45-54 55-64 65-74 75+ - 343 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 16 These indicators of Pickering’s diversity may have an influence on demand if newcomers are more likely to choose other recreation activities over participating in arena programs and sports. 2.6 Arena Participation & Ice Sport Trends Communities across Canada have experienced a decline in ice sport participation over the past several years. Understanding trends at the national, provincial, regional, and local level can help anticipate needs for arenas. This section explores current and emerging trends in ice sport participation that could affect the demand for arenas in Pickering. •Declining Participation in Ice Sports •Growing Emphasis on Skill Development and Competition •Narrowing Perception of Prime Time •Uncertain Impact of Hockey Canada Scandals •Female Sport Participation May be Declining After Years of Growth •Other Activities are Emerging and Creating Greater Diversification AmongstSports •Partnerships can Offer Opportunities to Share Risks and Attract New Markets Declining Participation in Ice Sports Youth hockey registration in Ontario has generally declined, with nearly 178,190 registrants in 2023, representing 7.5% of all Ontario youth (aged 5 to 19 years). This is an 18% decline in registration since peaking in the 2012-13 season. This can be linked to several factors, such as the high cost of hockey, concerns over safety, competing interests, aging populations, the uncertain impact of Hockey Canada scandal and competition from leagues/organizations that are not sanctioned by Hockey Canada. Figure 9: Youth Hockey Registration in Ontario, 2012/13 to 2022/23 Source: Hockey Canada Annual Reports. Includes players registered in youth hockey (U7 to U21). Note: Player registration was negatively affected in 2020/21 due to COVID-19 and is still recovering. 120,000 140,000 160,000 180,000 200,000 220,000 - 344 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 17 Since the 2020/21 season when the COVID-19 pandemic first began and registration was at its lowest, youth hockey registration in Ontario has increased by 30%, but is still 14% below 2019/20 registration levels. There is also a risk that young children that would have been eligible to begin learn-to-play hockey or skating initiation programs during the pandemic have missed their opportunity due to program/facility shutdowns, and may never pick up the sport. This could lead to further challenge sin regaining past participation levels and create a “void cohort”. This nation-wide decline in participation is most prevalent amongst boys (but increasingly being seen in girls’ participation as well) and can be attributed to several factors, such as: •changing demographics factors such as an aging of the population, immigrationfrom countries that do not play ice sports, growing polarization between household incomes, etc.; •significant and escalating costs borne by households (for equipment, travel, icerentals); •lack of time for households to commit to sport, especially at the competitive/rep level; •difficulties in finding and/or compensating qualified coaches and volunteers; •volunteer burnout leading to shortages at the executive level and among parent-coaches; and •growing competition from other sports (e.g., indoor soccer, basketball, etc.) aswell as unstructured, self-scheduled activities. On the aforementioned point about affordability, research from 2018 found that the cost of children’s activities put a strain on the finances of a majority (55%) of Canadian parents. As many as one in three (32%) Canadians used debt to fund the extracurricular activities of their children. Hockey topped the list as the most expensive extracurricular activity (an average cost of nearly $750 annually) and the research found that parents were increasingly less likely to enroll their children in hockey as a result.2 These results are compelling considering today’s challenging economic climate. Growing Emphasis on Skill Development and Competition Demand remains strong for competitive development experiences and opportunities. The higher the level of play and the greater the focus on athlete development, the more time that is required for practices, games, and camps. While this “professionalization” of minor hockey helps to support skill development for many athletes, it also comes at a cost (in terms of both time and money) that can raise barriers for many families. Several sport governing bodies in Canada are implementing the Long-Term Player Development (LTPD) model that emphasizes player growth, maturation, and development. This model identifies the needs of players at various stages of their development and addresses the appropriate stages for the introduction and refinement 2 Ipsos. One in Three (32%) Families Going into Debt to Fund their Children’s Extra-Curricular Activities, Up 5 Points from Last Year. 2018. https://www.ipsos.com/en-ca/news-polls/back-to-school-2018 - 345 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 18 of technical, physical, mental, and tactical skills. Pickering’s Learn to Skate programs are currently experiencing high demands with waitlists. The adoption of the LTPD model has transformed the way many ice organizations deliver programming, such as a greater emphasis on skill development. Additionally, in 2018, Hockey Canada mandated that novice participants play half ice (or cross ice) to boost fun and skill development. The standards of play mandate minimum thresholds for game and practice time, which can be particularly challenging for the higher levels of play that require greater access. Narrowing Perception of Prime Time Historically, municipal arenas experienced strong or steady ice usage during the early mornings or late-night hours. However, usage profiles of arenas – in Pickering and across Ontario – have changed in recent decades. Families are less willing to use early morning weekday ice and interest in late night times for adult hockey has declined. Some communities are also challenged with filling weekend hours. There are more tournaments and a focus on skill development, which has also placed a premium on access to prime-time ice, particularly during the week. In short, the prime-time window is shrinking, which is making it more difficult to make use of shoulder and non-prime hours. Uncertain Impact of Hockey Canada Scandals Hockey Canada – our nation’s governing body for hockey – has been under intense scrutiny recently due to several sexual assault claims and settlements, to the point that the Canadian government froze its federal funding in June 2022. This followed calls in recent years for improved player safety (programmatic changes have since been made to reduce the risk of concussion) and a culture of inclusion and acceptance (a Policy Paper on Anti-Racism was released in 2020). Canadians are concerned about these issues and they may be impacting their choices to participate in the sport. A public opinion survey from 2021 (prior to the recent sexual assault allegations) found that nearly two-thirds (63%) of players and coaches believe that hockey has a culture problem with players bullying kids outside of the rink. This survey also found an issue with affordability, with 88% of Canadians indicating that organized hockey is too expensive for lower-income people to play.3 A more recent survey found that more than half (56%) of Canadians with a connection to youth hockey see sexual misconduct in hockey culture as a major issue. While most Canadians are supportive of actions announced so far (Hockey Canada prepared an open letter in July 2022 promising change and outlining new complaint mechanisms and 3 Angus Reid Institute. Game Misconduct: Canadians may love their hockey, but they also see serious problems with its culture. May 2021. https://angusreid.org/hockey-culture/ - 346 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 19 a review plan), only one-quarter (27%) are confident that the environment will improve for women around the game.4 Female Sport Participation May be Declining After Years of Growth Although hockey registration is largely male, participation in girls’ hockey had been rising due to growth in minor and international sport opportunities (such as women’s hockey), changing lifestyle and personal commitments, and gender equity efforts that remove participation barriers for females. In Ontario, girls’ hockey represented one-fifth (21%) of all participants affiliated with Hockey Canada for the 2021/22 season, which is a 5.3% increase from the 2012/13 season ten years prior.5 However, there are signs that this growth may be levelling off or declining. Starting in late adolescence, one-in-three women leave sport (including, but not limited to, ice sports) as compared to one-in-ten boys.6 This trend has worsened since the onset of the pandemic, when it was reported that over 93% of female sport participants were negatively impacted (specifically young women ages 6 to 18 years old). The research suggests that young women are participating substantially less than they did pre-pandemic and that 25% were non-committal in returning to sport after the pandemic.7 Among the barriers cited, girls stated low levels of confidence, low body image, lack of skills and feeling unwelcomed in a sport environment. To bolster participation among women, the Federal government established a goal of achieving equity in sport participation by the year 2035. Other Activities are Emerging and Creating Greater Diversification Amongst Sports The popularity of recreation and sport activities changes with time and can be affected by several factors, most notably socio-economic characteristics, lifestyle trends, and the exposure and accessibility of the activity. National registration figures indicate that, where once ice hockey and baseball were dominant, soccer has taken rise since the 1990s. More recently, a national study found that interest in children’s activities was beginning to shift away from these sports towards other less formal extracurricular activities, such as music lessons, dance lessons, language classes, and drama classes.8 4 Angus Reid Institute. Vast majority say Hockey Canada needs new leadership going forward. August 2022. https://angusreid.org/hockey-canada-sexual-misconduct/ 5 Hockey Canada. Annual General Meeting Reports. 6 Canadian Women & Sport. The Rally Report. 2020. https://womenandsport.ca/wp- content/uploads/2020/06/Canadian-Women-Sport_The-Rally-Report.pdf 7 Canadian Women & Sport and E-Alliance. COVID Alert Pandemic Impact on Girls in Sport. 2021. Retrieved from: https://womenandsport.ca/wp-content/uploads/2021/07/COVID-Alert-final-English-July-2021.pdf. 8 Ipsos. One in Three (32%) Families Going into Debt to Fund their Children’s Extra-Curricular Activities, Up 5 Points from Last Year. 2018. https://www.ipsos.com/en-ca/news-polls/back-to-school-2018 - 347 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 20 In terms of ice sports, they have become more specialized over recent years with a growing focus on skill development and athletic achievement. This has led toward more camps, specialized programs, and service providers, including sport academics and private training providers. Private training facilities have sprung up in many communities, offering paid instructors that teach the area hockey skills, often on synthetic ice. This had led to growing requests for ice time at municipal arenas from commercial renters representing broad geographic memberships. Partnerships can Offer Opportunities to Share Risks and Attract New Markets Throughout Ontario municipal recreation departments are increasingly challenged to provide and maintain top quality facilities, services, and programs within defined budget envelopes. And as financial pressures mount and the need for cost containment rises, many departments are examining new and creative service provision methodologies including developing relationships with outside entities. There are three types of relationships that are generally available to municipalities interested in pursuing alternative approaches to deliver, operate, or program recreation and sport infrastructure: •A Public/Private Partnership (P3) – a relationship between the municipality and a private sector entity; •A Public/Public Partnership (P2) – a relationship between the municipality andpublic sector agency such as another municipality or a school board; •A N-F-P Partnership – a relationship between the municipality and a not-for-profitorganization such as a local sports organization. Some municipalities are gradually shifting from a traditional direct delivery model to one of these structured relationships. Within certain jurisdictions creative approaches has resulted in: •the development “core facilities” that would not have been possible had themunicipality addressed the project on its own (e.g., Toronto’s arrangement withthe Ford Performance Centre quad pad arena); •the provision of “non-core” facilities that represent new levels of service availableto local residents (e.g., Pickering’s arrangement with the Football Club to operatethe Pickering Soccer Centre); •operating results that are beyond the usual performance thresholds of a municipally delivered service (e.g., Hamilton’s arrangement with a private arenaoperator for the Mohawk 4 Ice Centre); and •contracting out operations to a third-party service provider (e.g., London’s arrangement with the YMCA for the Stoney Creek YMCA and Community Centre). - 348 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 21 2.7 Arena Provision & Design Trends This section explores the following existing and emerging arena provision trends: •Approaches to Arena Provision in Other Communities •Aging Arenas are a Growing Challenge •Repurposing of Surplus Arenas •The Rise of Multi-use Recreation Facilities as Community Hubs •Inclusivity of Persons with Disabilities and Barrier Free Facilities •Climate Change and Green Designs Approaches to Arena Provision in Other Communities Changing demands and participation levels, evolving facility requirements, and a growing stock of facilities have created surplus ice time in several communities. Certain municipalities have explored adaptive re-use of redundant arena facilities, or closed arenas outright. In the City of Toronto, the range of other recreational activities, availability of private rinks, changing demographics, and rising costs of ice sport participation have led the City to plan for the gradual reduction of the number of municipal ice pads, despite Toronto’s population being expected to grow by 500,000 by 2041.9 Similar plans are also in place in communities such as Mississauga, while those municipalities that are planning new facilities over the long-term (e.g., Hamilton) are doing so at a rate much lower than population growth. This is elaborated upon in the following chart that shows the current rate of ice pad provision across a selection of large urban municipalities, as well as future plans for arena provision. Pickering is currently providing ice pads at a higher rate compared to other more urbanized municipalities. Looking to the future, most municipalities have plans to expand their arena supply to address significant population growth, but will do so at a much lower rate (approximately 1 ice pad per 112,000 residents). 9 Matt Gurney. End of an ice age, Part 1: Is youth hockey dying? 2020. https://www.tvo.org/article/end-of-an-ice-age-part-1-is-youth-hockey-dying - 349 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 22 Table 7:Ice Pad Provision Rates and Future Planning, Selected Large GTAH Municipalities Municipality Current Ice Pad Supply Ice Pads per Capita Future Provision Target Future Ice Pad Needs Anticipated Population Growth New Arenas Per Capita Column: A B C D E F Source: Master Plan Pop.’n ÷ Column A Master Plan Master Plan Master Plan Column E ÷ Column D Pickering 5 1:20,000 tbd tbd (2022-2042) 85,044 tbd Ajax 4 1:31,700 1:800 participants 0-2(2021-2031) 20,000 n/a Brampton 20 1:32,800 1:800 participants 0 (2017-2031) 237,000 n/a Hamilton 25 1:23,800 1:4,500 youth residents 3 (2021-2051) 236,000 1:78,700 Markham 10 1:33,900 1:400 youth participants 1 (2022-2031) 81,900 1: 81,900 Mississauga 25 1:28,700 1:37,500 residents 0 (2019-2028) 50,000 n/a Oakville 13 1:16,400 1:650 youth participants 1 (2017-2031) 52,600 1:52,600 Oshawa 10 1:17,500 1:500 youth participants 0 (2023-2031) 38,000 n/a Richmond Hill 8 1:25,300 1:27,000 residents 1 (2022-2031) 39,000 1:39,000 Toronto 65 1:43,000 1:50,000 residents 1 (2019-2038) 450,000 1:450,000 Vaughan 8 1:40,400 1:500 youth participants 2 (2018-2031) 100,000 1:50,000 Whitby 11 1:12,600 1:750 youth participants 1 (2023-2031) 32,500 1:32,500 Average 18 27,827 n/a 1 1:121,500 1:112,000 Source: Community-specific Recreation Master Plans Aging Arenas are a Growing Challenge Communities across Canada are experiencing similar provision and design trends as many facilities are reach the end of their lifecycles. The 2019 Canadian Infrastructure Report Card reported that 39% of Canada’s municipal arenas and pools are in fair to very poor condition. Many of these facilities were built between 1956 and 1980 whose - 350 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 23 age and/or deferred infrastructure renewal/maintenance activities have accelerated the number of facilities in need of replacement. Municipal approaches to addressing these aging / end of life cycle arenas include renewal projects, converting facilities into dry pads for other recreational uses, or supporting the facilities demand by replacing with a more efficient twin or quad pad. Arena users and spectators are drawn to new facilities that offer modern conveniences. New facility designs typically involve: barrier-free spaces; larger and gender-specific dressing rooms; warm viewing areas; multi-pad arenas that generate efficiencies; amenities such as walking tracks and shooting pads; and more. Multi-pad arenas offer economies of scale in operation, are more convenient for user groups, and enhance tournament and event potential. The Don Beer Arena, originally built over 50 years ago, is a local example of a facility with several building components that have reached or are approaching the end of their useful life. Certain grant and shared funding programs have been introduced by senior levels of government over the past 15 years to renew aging recreation facilities including the 2011 RInC program, the Building Canada Fund, and most recently the Investing in Canada Infrastructure Program. While these programs have gone a long way toward reducing the infrastructure deficit, significant shortfalls remain in municipalities across the country. Repurposing of Surplus Arenas Changing demands and participation levels, evolving facility requirements, and new multi-pad arena projects have created surplus ice time in several communities. Certain municipalities have explored adaptive re-use of redundant arena facilities for purposes such as: •community centre space (e.g., Kingsdale Community Centre in Kitchener) •indoor soccer (e.g., Syl Apps Community Centre in Paris, Ontario) •gymnasiums (e.g., Ken Giles Recreation Centre in Brampton) •indoor playgrounds (Vancouver) •indoor skateboarding (e.g., Zurich, Ontario) •dry floor activities / theatre venue (New Hamburg Arena in Wilmot Township,Alliston Arena in New Tecumseth) •temporary storage (e.g., AMA Arena in Amherstburg, Ontario – since demolished) •commercial or institutional uses (e.g., former Maple Leaf Gardens in Toronto) Other examples of adaptive re-uses include curling rinks, indoor tennis, box lacrosse, and roller derby. Repurposing can extend the life of an existing facility but can be just as costly as building new given the need to refurbish and reconfigure building components. As a result, the most common response in Ontario has been to decommission and demolish surplus arenas. - 351 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 24 The Rise of Multi-Use Recreation Facilities as Community Hubs A community hub is a central access point for a range of needed health and social services, along with cultural, recreational, and green spaces to nourish community life. A community hub can be a school, neighbourhood centre, an early learning centre, a library, an elderly persons’ centre, a community health centre, an old government building, a place of worship, or another public space. This concept is gaining traction across Ontario as it offers tremendous social benefits, strengthens community cohesion, and fosters enhanced quality of life by providing a central location to deliver a range of services. In an era of user convenience and growing emphasis on cost recovery, many municipalities are centralizing recreation services into multi-use facilities. There are a range of benefits of multi-use facilities including the creation of a destination where all household members can gather and engage in recreation activities, thereby contributing to sport development, tourism, and operational efficiency. This is part of what makes the Chestnut Hill Developments Recreation Complex such a destination for Pickering’s residents. Most recent arena projects across Ontario have been in the form of multi-pad and multi-use venues. While the specific nature and degree of above noted benefits will depend on local circumstances, facility design and operation, and other factors, there is no denying that multi-use recreation facilities have the potential to generate substantial economic, social, and environmental gains for local municipalities. Inclusivity of Persons with Disabilities and Barrier Free Facilities The Accessibility for Ontarians with Disabilities Act (AODA) directs municipalities to consider the needs of persons with disabilities through facility design and service delivery. By 2025, municipalities are required to remove all barriers within new and redeveloped municipal facilities, including those related to physical space as well as customer service through training. The City of Pickering 2021 to 2025 Five Year Accessibility Plan contains several actions to improve accessibility and remove barriers within the corporation, although none are specifically identified for the arenas. The uncertainty surrounding the future of the Don Beer Arena has limited the City’s investment until a path forward is determined for that facility. Potential Impacts of Climate Change Environmental concerns are often a top-of-mind issue among Canadians as there is an increasing need to maximize the efficient use of resources. Relative to ice sport participation and arena design and operations, climate change is contributing to: •Increased outdoor air temperatures and/or rain leading to the following challenges for indoor ice arenas: - 352 - City of Pickering Arena Strategy | March 2024 –Final Draft Page 25 o added loads on refrigeration equipment to withstand the warmertemperatures; o having to increase capacity with cooling towers/condensers on warmer degree days in the winter; o added loads on dehumidification equipment inside of ice pad envelopes;and o trouble controlling indoor facility temperatures due to the swing of outdoorair temperatures; fluctuation is hard to control and creates challenges with regulating comfort levels. •Longer than typical usage of outdoor recreation amenities. For example, racquetsport courts are being used into the winter and earlier in the spring, which addsto the workloads of recreation and parks staff that typically would be operating arena facilities during these seasons. •Reduced opportunities for natural ice outdoor ice rinks due to warmertemperatures and shorter seasons, impacting casual skating activities andopportunities for new participants to try ice skating in a non-controlled environment. This is coupled with increased operating costs and greater volatilityfor refrigerated outdoor ice rinks. Many municipalities have demonstrated environmentally conscious awareness in the design of new facilities that utilize state-of-the-art technologies to enhance environmental efficiency. Pickering has taken steps to reduce its environmental impact through its Corporate Energy Management Plan. - 353 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 26 3.0 Stakeholder Engagement A public and stakeholder consultation program was launched to gather input and critical insights relating to this Strategy and the Recreation & Parks – Ten Year Plan. Several community consultation tools were utilized to solicit input from members of the public, arena stakeholder groups, City Staff, and Council. Tactics consisted of surveys, workshops, open houses, and youth engagement. 3.1 Input from Arena Organizations To gain insight into local ice demand factors and to inform strategies for the long-term provision of ice surfaces, City of Pickering’s primary arena user groups were consulted through a workshop. This virtual session was held on September 26th, 2023 and was facilitated by the consulting team. Topics of discussion included: a)participation trends and barriers; b)organizational challenges;c)facility usage;d)existing facilities;e)future needs; andf)priorities and implementation. The following organizations were contacted to provide input through the workshop: •Ajax Pickering Minor Hockey Association (APMHA) •Durham West Girls’ Hockey Association (DWGHA) •Pickering Skating Club •Ajax Pickering Ringette Association •West Durham Minor Lacrosse Association •Pickering Old-Timers Hockey League (POHL) – did not attend Note: The following represents the opinions of local ice organizations at the time of the consultation. Confirmation of ice utilization and future needs is addressed through subsequent sections of this report; input from ice organizations is one of several inputs used in the future demand model. Minor Hockey – Boys The Ajax Pickering Minor Hockey Association provides all levels of programming, including hockey school, house league, and competitive levels up to AAA hockey (Raiders) to residents of both Pickering and Ajax. The hockey school program is for players aged 4-8 years old. House league currently provides two divisions; U7-U15 and U18/U21. Competitive levels represent U9-U18. The total number of registrants for the minor hockey association in the current year is 1,198 (of which 526 live in Pickering). This is a decline of 59 players from 2022/23 (5%). The group runs three tournaments - 354 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 27 out of the Don Beer Arena annually and indicated that there is demand to host more events in Pickering. Due to the pandemic, the group noted that participants aged 15 and over are slower to return to house league, with some not returning at all. Meanwhile, the younger age groups playing in house league or hockey school have returned much quicker than their older counterparts. Another trend relates to shifting demographics, as the organization is seeing more players with diverse cultural backgrounds and new Canadians that want to get involved, learn, and play hockey. Additionally, the group works hard to keep house league fees low, which has been helpful in attracting more members outside of the local area. One challenge identified by the group is the location and travel time to access the Don Beer Arena. Many of those living in the central and north areas of urban Pickering find it difficult to drive down Brock Road to reach the arena location. As a result, members have been lost to organizations such as West Hill and Stouffville. Another challenge is a lack of volunteers and difficulty finding people willing to help coach. Concerning facility usage, minor hockey is generally satisfied with their current ice time provisions. The group does not use ice times during weekday mornings. One suggestion was to better consolidate ice time blocks to allow for more effective scheduling; smaller slots of time can restrict the group’s programming. Minor Hockey – Girls The Durham West Girls’ Hockey Association provides house league and rep hockey programming for females U7 to Senior. At present, the club has approximately 520 participants and has nearly regained its pre-pandemic registration levels. The distribution of participants is approximately 20% from Pickering, 30% from Ajax, and 50% from peripheral communities such as Scarborough, Markham, Whitby, etc. (unlike boys minor hockey, their governing body does not place boundaries on where girls can play). The Association mainly uses Pickering’s O’Brien Rink and has tried to consolidate their junior house league program to Pickering, but the group also rents ice time in Ajax. The association is struggling to maintain its house league programming, which feeds the rep teams. As of 2023/24, only 18% of teams are junior house league. Many older players that had left the organization during the pandemic have not returned and the group is having challenges growing the program locally within Pickering. The club suggested that introducing youth first to floor hockey or CANskate could help to spark greater interest in hockey. Some parents are also hesitant to pay the upfront cost for a sport their child may not like, therefore introducing them into cheaper but essential components of skating may help spark interest. Concerning facility usage, the group also agrees that larger blocks of ice time together would be more efficient in providing programming over the current schedule. There is enough ice available at the moment, but the time is not always preferable. - 355 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 28 Figure Skating The Pickering Skating Club provides programming such as CAN Skate and STARSkate to those aged 3 years old up to and including adults. There are approximately 307 participants (of which 218 live in Pickering). Two seasons of skating are provided within the fall and winter. Most registrants are ages 6 to 15 years, with only a small group representative of adults. Most members are from the Pickering area, with others joining from Ajax mainly. All classes provided were at full capacity last year, and the organization expects to fill all classes again this upcoming season. The organization has sufficient volunteers and coaches as its current operations require coaches to be paid and STARSkate participants are required to volunteer as part of their programming requirements. One barrier with facility usage is the number of hours allotted for their organization. As demand becomes greater and classes are already hitting capacity, there are no opportunities to expand programming without more allotted time. Ringette The Ajax Pickering Ringette Association provides ringette programs for those aged 5 to 18 and up. They use both arenas in Pickering as well as the arena in Ajax for their programming. Members total up to 308 in 2023/24 (of which 103 live in Pickering). The organization provides opportunities at events for residents to try ringette to increase interest. Prior to the pandemic there were two ringette organizations, but they have since amalgamated. Registration in younger age groups has been increasing and more members from Ajax have been joining the organization as well. The ringette association provides early bird discounts and a reduction in fees to incentivize people to join and register. They also experience challenges with gaining volunteers and have had to switch back to using paid coaches. Lacrosse The West Durham Minor Lacrosse Association provides programming in both the spring and summer. Ajax sport fields are used in the spring months and the Don Beer Arena floor is used in the summer months. The organization contains 6 rep teams with about 100 participants on these teams. Comments on Existing Arenas User groups emphasized quality of arenas to a greater extent than expanding the supply, providing several suggestions for improving existing facilities. Upgrades to change rooms to provide gender neutral options was mentioned, as well as providing equipment more suitable for smaller/younger players who do not fit into the standard equipment comfortably. Adding a pro shop at CHDRC was suggested to make it easier for arena users to have access to skate sharpening services. Meeting rooms and retrofitting for media to stream events are a priority to provide opportunities for - 356 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 29 competitions or events in Pickering. Don Beer Arena was noted as needing many upgrades to allow for a revenue stream from events. Upgrades include improving washroom and change room sizes, a working sound system, better Wi-Fi and seating, brighter lighting, and a warmup area off the ice for both teams. Future Facility Needs and Suggestions Concerning future needs, there were comments about providing sport friendly infrastructure for competitions. This includes a large spectator rink (number of seats were not defined) with all the required amenities, as well as providing enough hotels to host visitors from outside Pickering. Running tournaments provides many user groups with revenue required to run their programs, therefore this is a priority to provide an adequate space for these special events. 3.2 Input from the Community Several community consultations were held to collect public input into the City’s Recreation & Parks – Ten Year Plan. In general, interest in arenas and arena programming was not identified as a key priority through these consultations. Additional detail is provided below. Community Survey From the Recreation & Parks – Ten Year Plan community survey, respondents identified the following input related to arenas and related activities: •Nearly one-quarter (23%) of respondents or their household membersparticipated in indoor recreational skating, ranking 11th out of 42 listed activities.This is a decline from 28% that participated in 2017 •Further, 16% of respondents or their household members participated in hockey or skating, ranking 16th out of 42 listed activities. This is a decline from 25% thatparticipated in 2017. •More than half (53%) support spending additional public funds to provide more arenas (ice sports) in Pickering, ranking 24th out of 36 responses categories, making it a lower priority overall. This is also a decline from the. •Demand for casual outdoor skating opportunities consistently ranked higher thanindoor ice sports in terms of priority amongst community survey respondents. Public Open Houses The following input was gathered on arenas and arena activities through the Recreation & Parks – Ten Year Plan open houses: •4% of public open house poll results identified ice sports as an activity they wantmore of in Pickering (ranking 13th out of 14 options). - 357 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 30 •From the sticker-dot matrix engagement boards, arenas (ice sports) wereidentified as a medium-priority, prioritized by 106 participants (ranked 7th out of 10 options). Youth Engagement Pickering youth were engaged through presentations at local schools, online surveys, and focus group sessions. The following input was received relating to arenas and related programming: •From the youth community survey, 13% of respondents identified that theyparticipated in hockey or figure skating during the past 12 months, ranking as the22nd most popular recreational activity. Despite this, 29% of youth surveyrespondents identified they would like to see more arenas for ice sports, ranking as the 4th highest facility priority. •From the dot-mocracy exercise, arenas (ice sports) were identified as the 4th highest facility by elementary school students and the 9th highest priority by highschool students, suggesting that ice sports are more popular amongst children. •Youth focus group participants identified public skating as a fun way to meetingnew people. 3.3 Summary of Key Themes Several key themes have emerged from the community input provided by participants, categorized below: Table 8: Summary of Key Themes from Research and Consultation Finding Description 1.Arena investment is a lower priority for many Pickeringresidents. Pickering residents generally indicated that investment in arenas and the development of new arenas was a much lower priority compared to other facility priorities such as park amenities, swimming pools, gymnasiums, and multi-use spaces. 2.User groups are satisfied with current service levels. Most user groups are largely satisfied with the City’s provision of arenas, indicating that the existing five ice pads are meeting their needs at the present time. No requests for additional ice time were received – groups appear to be getting enough time to meet their needs at this time. Some groups recommended changes to scheduling (or different times) but are satisfied with the overall allocation of time. - 358 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 31 Finding Description 3.Aging infrastructure at Don Beer Arena is a growing concern. Stakeholders indicated that several upgrades are needed at this facility, including improved changerooms and washrooms, lighting, sound system, Wi-Fi, and a warmup area. The location of this facility also poses challenges for many Pickering residents, particularly those living in growth areas to the north. 4.The pandemic had anegative impact onparticipation. Following the pandemic, house league hockey experienced a slower return, particularly amongst older age groups. 5.Participation isbecoming morediverse. Organizations have noted that their participant profiles are becoming more diverse and they are instituting programs to introduce their sports to newcomers. 6.Convenientopportunities will help the City keep up with growth-related needs. As Pickering grows, local organizations felt that demand will also rise for ice sports. The provision of more arena opportunities in proximity to residents may help organizations searching for more ice time (e.g., figure skating). Some groups also expressed a need for more volunteers to help sustain their operations. 7.Organized ice sportsare becoming moreregional. Aside from figure skating, all of Pickering’s youth ice sports organizations have amalgamated to some degree with neighbouring Ajax to enhance the level of competition and find efficiencies in the face of declining registration. Some groups prefer to play in certain jurisdictions, creating a “home base” for their operations. An examination of ice schedules indicate that each municipality accommodates an equal share of total usage from these groups in proportion to their current arena supply. - 359 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 32 4.0 Operational Assessment This section examines the condition of existing City of Pickering arena facilities and makes recommendations for their continued operation and programming. 4.1 Review of Existing Arena Condition & Operations Below is an assessment of the current condition and operations of City of Pickering arena assessments as completed by Largo Facility Management. Observations and recommendations are based on site visits in September 2023, reviews of relevant reports made available by the City, input from stakeholders, discussions with municipal staff, and operational best practices from similar jurisdictions. Arena facilities and associated amenities are described in Section 2. Chestnut Hill Developments Recreation Complex The CHDRC contains two indoor ice pads – Delaney and O’Brien. The O’Brien ice pad has been identified by the City as a candidate for renovation and has included funds within the City’s 10-year capital plan. The scope of renovations (anticipated for 2027) would include replacement of the slab and boards, change room improvements, etc. In total the City has allocated approximately $10.5 million over the next 10 years within its capital plan for the CHDRC arenas. The City’s Facilities Renewal Study (2024) notes that, as the CHDRC approaches 50 years within the next decade, it would be prudent for the City to begin long-term planning for facility reinvestment or replacement at that time. The entire building has a facility condition index of 0.26 (fair condition), with an overall condition score of 3.09, ranking it as the 15th out of 23 municipal capital assets studied (with the lowest ranking facilities being candidates for disposal). Our general observations of the CHDRC arenas are as follows: •Both ice rinks are in very good condition from an operational perspective. Rinkstaff should be complimented on the facility’s upkeep and overall maintenance. •Both ice surfaces look to be in very good condition during the walk through withice sport line markings clear and not cut out. It is evident that operations stafftake pride in providing a quality ice surface. •Rink boards and rink glass shielding appear to be in fair condition with spectatorsafety netting in place as precautionary protection from pucks making their wayover the rink glass. Consideration be given to future year capital replacements asit is noted to be budgeted for replacement in 2027 (O’Brien). •While the main entrance to the rinks is separate from the main entrance of theCHDRC, this has both pros and cons. An advantage is that ice sports can belouder than other types of sports at the CHDRC, so this keeps the added noise of - 360 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 33 ice sports away from the quieter recreational activities such as swimming and fitness. Conversely, separate entrances can be confusing for participants and spectators showing up for ice sports and trying to find the rink entrance, as well as limiting for cross-programming. •Parking would appear to be in high demand at this site, particularly during peaktimes. As part of its investments in the City Centre, the City is considering severalmajor capital projects that will have implications on parking in the vicinity. The construction of above- and below-grade parking structures will be considered by City Council as part of the City Centre projects. •Both ice rinks are slightly smaller than NHL regulation; however, this was notraised as a significant concern by user groups during the stakeholder engagement sessions. •In review of the 2023 operating budget, utility costs appear to be in line with thistype of facility. The City may consider completing a more detailed energy analysis with a focus in achieving Zero Carbon Building Design Standards, which has been a prerequisite for recent grant applications. The analysis should provide solutions to the challenges noted in this facility. Table 9: Refrigeration Room Assessment, CHDRC Arenas Observations Recommendations Delaney Rink: •Consists of three 50 horsepowercompressors. •Refrigeration plant had a refresh in 2004and again in 2015. •A Desiccant unit services both ice pads. •Service is up to date and well maintained. •System is controlled by a T775 controllerutilizing supply and return temps and aslab temp sensor. O’Brien Rink: •Consists of multiple compressors thattotal 200 horsepower. •Refrigeration plant received a refresh lessthan 5 years ago. •Efficient plant with an abundance of heatrecovery available for use. •System is controlled by a T775 controllerutilizing supply and return temps. •Implement infrared red cameras (IRC’s)on both ice surfaces to control therefrigeration systems call for refrigeration.These IRC’s read the actual temperatureof the ice surface and allow for greaterefficiency. •Implement a refrigeration control systemso that different schedules can be used tocontrol differing ice temperatures such asa night set back temperature so that theice surface is warmed up slightlyovernight. •Monitor cooling tower water treatment toprevent scaling on the tube bundle whichleads to reduced efficiencies. •The City may consider completing a moredetailed energy analysis with a focus inachieving Zero Carbon Building DesignStandards, which has been a prerequisite for recent grant applications. The analysisshould provide solutions to the challengesnoted in this facility. - 361 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 34 Observations Recommendations •System is in very good condition and inconsulting with staff, the system worksefficiently. •New and emerging heat recoverytechnologies to heat the pool, tennisenclosure, etc. should continue to beexplored when replacing equipmentthrough capital upgrades. Examples ofheat recovery systems include ‘Thermastore’ tanks or ‘Doucette’desuperheaters. This heat recovery canbe used to heat domestic water, pool water, and ice resurfacer snow pits, etc.As part of the Energy Management studybeing conducted in 2024, consideration should be given to exploring full utilizationof heat recovery. Advancements in thepast few years has the waste heat fromrinks being used to heat multi-homedevelopments. See figure below. Figure 10: Example of Heat Recovery Technology - 362 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 35 Table 10: Ice Resurfacer Room Assessment, CHDRC Arenas Observations Recommendations •Both ice rinks share the ice resurfacerroom. •There is a snow pit in the room butunsure of the effectiveness of snow meltability. •Olympia ice resurfacer is used as theprimary ice resurfacer while a Zamboni isused as the backup/secondary iceresurfacer. •Both ice resurfacers are currentlypowered by fossil fuels. •Resurfacer room is large and serves formaintenance bay for operational taskssuch as blade changes etc. •During next ice resurfacer replacement,consideration be given to switching to anelectric ice resurfacer as part of greenenergy enhancements. •Installing a level ice system on the currentice resurfacers to assist the operator inachieving a level ice surface while maintaining a desired ice thickness toimprove efficiencies both on therefrigeration plant run times and also the reduced hours for staff on icemaintenance. Both Olympia and Zambonihave level ice systems that can be retrofitted onto the current primary iceresurfacer.10 The following points provide a summary of key findings and opportunities: 1.As part of the planned Energy Management Study being conducted in 2024,consideration should be given to heat recovery and the possibility to reclaim waste heat from refrigeration plant to heat the pool and tennis court area. 2.Consider the use of electric ice resurfacers during the next replacement cycle. 3.Consider using a level ice system for the current primary ice resurfacer. 4.Consider building automation system for refrigeration plants. 5. Consider ‘sub-zero’ ice management tool. This tool would elevate the facilities ice management process to a higher level while also aiding the operations team in completing their regular ice depth checks. 6.This capital plan within the City’s long-term capital forecast is appropriate for thisfacility while recognizing the age and operational changes that the facility mustmeet such as barrier-free accessibility requirements. Don Beer Arena The Don Beer Arena contains three ice pads. Short-term upgrades identified in the City’s capital forecast include external door replacements, lighting, plant work (rink 3) and building envelope. The forecast also includes for the partial retrofit of rinks 1 and 3 in 2027 and 2028 (e.g., boards, roof, dehumidifier, etc.). The City’s Facilities Renewal Study (2024) finds that all three rinks are coming due for replacement of their refrigerated slabs and aprons, representing major capital costs. 10 https://canadianrinkservices.com/level-ice - 363 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 36 Current projections estimate that over $20 million will need to be invested at Don Beer Arena just to keep the facility in good condition over the next 10 years. The entire building has a facility condition index of 0.42 (poor condition), with an overall condition score of 3.11, ranking it as the 13th out of 23 municipal capital assets studied (with the lowest ranking facilities being candidates for disposal). Consideration may be given to whether it is practical to reinvest in this asset or better to replace its amenities at another location. Our general observations of the Don Beer Arena are as follows: •The arena dasher boards and glass systems are in good condition and appear tohave been updated regularly. •Upon our review, ice conditions appear to be in excellent shape with ice depths within an ideal range with no cut out of lines, etc. •Facility operators do an excellent job with resurfacing and ice maintenance. •In review of the 2023 operating budget, utility costs appear to be in line with this type of facility. •The arena ceilings are very low with younger aged summer lacrosse using thefacility; however, the height does not appear to be an issue. Table 11: Facility Assessment, Don Beer Arena, Part 1 Refrigeration Room Ice Resurfacer Rooms •Rinks 1 & 2 share a refrigeration plant with 200 horsepower and a plate and frame heatexchanger. •The refrigeration plant is automated with a1000 E with both slab and camera sensors. •There is no underfloor heating system dueto the age of the facility. •Rink 3 has a dedicated refrigeration plantwith 150 horsepower and a plate and frameheat exchanger. •The cooling tower water treatment is notperforming as it should be with evidence ofscaling, leading to inefficiency of the plant. •The underfloor heating system is currentlynot working so the City is unable tomaintain summer ice operations. •Rinks 1, 2, & 3 all have desiccantdehumidification that perform well, althoughin the shoulder season times with higheroutdoor air temperatures/precipitation, thecurrent equipment does not have thecapacity to maintain humidity levels. •Rink 1 and 2 share a small room between the 2 rinks that has difficultyhousing the ice resurfacer and isrestricted to a side dump ice resurfacer. •There is no access to outside from thisroom. Staff dump ice shavings inside. The current process is to empty thenmelt with hot water. •Unable to perform ice resurfacermaintenance in this room due to beingtoo small. •Rink 3 has a larger, more traditional sizeice resurfacer room. •Has access to outdoors for dumping ofice shavings. •Serves as the maintenance bay for allice resurfacers. - 364 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 37 Table 12: Facility Assessment, Don Beer Arena, Part 2 Dressing Rooms Accessibility •Rinks 1 & 2 are very small and outdatedand do not meet accessibility standards. •Older aged teams need to use 3 rooms toaccommodate the number of players. •Rink 3 has 6 change rooms and are larger,however they too do not meet accessibilitystandards. •Facility is deemed accessible bystandards at the time but would not meetcurrent accessibility requirements. •A significant investment would need tobe made to meet current OntarioBuilding Code requirements. The following points provide a summary of key findings and opportunities: 1.If Hydro One mandates the stormwater management implementation for the parking lot (to be completed by the City of Pickering at the City’s expense), thisproject will add significant costs (estimated at $3 million or more) to the facility’slong term capital plan. This is in addition to the approximately $100,000+ annualcost to lease the parking lot lands from Hydro One. 2.The 2023 operating budget for Building Repairs & Maintenance was identified at $213,606. This amount represents a significant operational cost annually thatspeaks to the challenges of maintaining an aging facility. 3.Operationally, the City may consider the following if the facility is to bemaintained as an arena for several more years: a.Rinks 1, 2 & 3 refrigeration plant control systems (1000E) are outdated and are no longer supported or serviceable by contractors. It is recommended thatthese refrigeration controls systems be replaced (estimated cost $75,000 perice plant of which there are two, including new sensors, hardware, andsoftware with tie-in to the dehumidification unit). There may be utility conservation grants through "Save on Energy" through prescribed engineering improvements. b.With no underfloor heating system in Rinks 1 & 2, there is no ability toeffectively run summer ice. The Rink 3 cooling tower water treatment is notperforming as it should; an accumulation of scale is visible which leads to decreased heat transfer leading to additional run hours on equipment, whichshould be addressed. Further, the Rink 3 underfloor heating system is nolonger working and is unable to maintain summer ice operations. c.Heat reclamation: Although the facility is aging, there is still opportunity for reclaiming waste heat from the refrigeration systems and providing building heat, offsetting the domestic hot water heating demand, or using waste heatto assist with melting snow from the ice resurfacing process. The refrigerationsystems both have a generous supply of waste heat opportunity not beingutilized. - 365 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 38 d.‘Sub-Zero’ ice management tool: This tool would elevate the facilities icemanagement process to a higher level while also aiding the operations teamin completing their regular ice depth checks. e.‘Level Ice System’: This system would be mounted on the current ice resurfacers and assist the operators in achieving a level ice surface whileensuring a consistent ice thickness is maintained leading to improvedoperational efficiency. f.Cooling tower scaling: It was noticed during the walk through that there was evidence of scaling within the cooling tower of the refrigeration system. We would recommend a further review of the water treatment system and ensurethat the water chemistry is being maintained so that scale is being removed toeliminate build up on the hot gas coils so that improved heat transfer can beachieved leading to decreased run times on the equipment. 4.Due to lower demand levels, the City may consider having the Don Beer Arena “go dark” throughout daytime hours (Monday to Friday) to improve efficiencies,where possible. This will allow for utility savings, reduce wear and tear on anaging facility, and allow for staff to be redeployed to other areas of the operation. The age of the original Don Beer Arena deems it has outlived an acceptable lifespan, which the Ontario Recreation Facility Association identifies at 30 to 40 years. The original Don Beer Arena is now 55 years old, although other parts of the facility are newer. To improve the facility at the current site with the extra costs associated with the parking lot lease and need for a stormwater management plan, as well as the need for accessibility improvements represents a serious financial risk for the City. On this basis, strong consideration should be given to decommissioning the Don Beer Arena within approximately the next five years to avoid major capital expenditures. Following this, the property may be disposed of upon opening of a replacement ice facility that aligns with local needs. This approach could be completed over a multi-year timeframe, subject to planning for capital replacement through new arena infrastructure at another location. The following steps may be considered in implementing this direction. - 366 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 39 Table 13: Approach for Decommissioning Don Beer Arena Phase Recommendations Phase 1: Limit capital spending & establish replacement strategy •Facility remains active and an integral part of the City of Pickering icesports programming and facility rental inventory •Begin to limit spending but maintain all operating budgets •Confirm site for a new facility build including a funding plan •Begin scaling back capital repairs and improvements other than bareminimum life safety improvements and necessary accessibilityrequirements •Work with Hydro One and ask for an extension on stormwatermanagement collection Phase 2: Facility nearing end of life •No capital improvements unless necessary for structural or legislated safety requirements •No operating projects and only operate using a day-to-day operating expense •Construction has begun on new facility Phase 3: Closure and transition •Grand opening of new facility •Declare Don Beer Arena as surplus for decommissioning/retirement;consider sale as adaptive re-use to alternative uses would not rectifysite issues and would require considerable reinvestment Note: Timing / phasing will depend on arena replacement plans. 4.2 Recreational Skating Review In addition to rentals, the City offers registered skating (e.g., learn to skate) and drop-in skating programs (e.g., public skating, shinny, etc.) at both ice facilities. Registered programs are offered during prime and non-prime times, while drop-in activities are mostly scheduled during non-prime times. For the 2023/24 season, City programs accounted for 29.5 weekly hours of use across the system (nearly 6 hours per rink). In examining the available options, there is a very good cross section of opportunities available for all ages. In particular, the pre-registered Learn to Skate program is well attended and offers a wide selection of opportunities to all ages and skating abilities. It is understood that there is currently a waitlist for these registered programs. This is a trend seen in many other communities as some families are still trying to get “caught up” from the pandemic and learning to skate is an activity that is important for many newcomers (including both youth and adults). Overall participation in drop-in skating programs has been in decline, decreasing by 28% since 2014. If this trend continues, it may be attributed to Pickering’s increasingly diverse population and a growing number of residents that have little interest or skills in - 367 - City of Pickering Arena Strategy | March 2024 – FInal Draft Page 40 ice sports. Contrary to this finding, however, many residents expressed greater interest in outdoor skating opportunities through the latest Recreation & Parks – Ten Year Plan community engagements, suggesting that this is the preferred environment for this activity and/or that residents are seeking more affordable participation options as outdoor rinks are typically free to use. Outdoor rinks are not capable of accommodating organized play requirements and are not part of the assessment within this report. Table 14: Participation in Drop-in Skating Programs (2014-23) Drop-in Program 2014 2023 Change (#) Change (%) Public Skate 6,655 5,084 -1,571 -24% Shinny 302 223 -79 -26% Parent & Tot 723 117 -606 -84% Senior Skate 2,243 1,733 -510 -23% Total 9,923 7,157 -2,766 -28% Source: City of Pickering. To improve participation levels, accessible options for residents, and off-peak revenue enhancement, the City may wish to consider: •increasing the number of Learn to Skate time slots to address the currentbacklog of demand (City programs have priority over other uses within the City’sIce Allocation Policy); •providing additional Parent & Tot Skating and Parent & Tot Stick/Puck as theseare only offered once per week; •offering “Ticket Ice - Figure Skating” to support Skate Canada Members; and/or •moving the shinny hockey program to the CHDRC; doing so would consolidate all recreational skating opportunities (drop in & pre-registered) at one facility. - 368 - City of Pickering Arena Strategy | March 2024 – FInal Draft Page 41 5.0 Arena Needs Assessment This section evaluates the overall supply of indoor ice pads in the City of Pickering based on a qualitative and quantitative analysis. The projection period is to the year 2034, however a longer-term horizon is considered where possible. 5.1 Arena Needs In identifying current and future ice facility needs, several inputs have been considered. Ice demand is heavily influenced by local participation and programming. Registration data, arena usage, and input from stakeholders are the key building blocks to our analysis. Community growth projections are then layered in to forecast future needs. These inputs are documented in previous sections. Figure 11: Factors considered in the Ice Needs Assessment Current Demand All indicators suggest that there is capacity within the current arena supply to accommodate more users. For example: •Prime-time usage sits around 92% (87% at Don Beer Arena), leaving approximately 25 hours of prime time ice available for use on a weekly basis –this is equivalent to nearly 0.5 ice pads of excess supply. Demand isparticularly soft on Saturday evenings. •User groups are not requesting additional time and are not pressured to use shoulder or non-prime hours (e.g., weekday mornings). They appear to begetting as much ice time as they need to run their programs either locally or inAjax. •In Pickering, youth participation in ice sports declined by 8% (203 participants) between the 2014/15 and 2023/24 seasons, after several years of additionaldeclines – across Ontario, youth participation in ice sports peaked in 2012/13.Participation has not increased with recent population growth, suggesting that theparticipation rate in ice sports continues to slowly decline. Population Factors (Section 2.5) •PopulationCharacteristics,such as age andimmigration •Growth Forecasts Arena Utilization (Sections 2.1, 2.2, and 2.4) •Ice Utilization •Limitations of CityFacilities•Availability of OtherArenas in theVicinity Participation & Trends (Sections 2.5 and 5.1) •General Trends inRecreation•Ice SportRegistration Levelsin Pickering Public & Stakeholder Input (Section 3) •Challenges andOpportunities•Requests forAdditional Ice Time - 369 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 42 •Of the 2,225 estimated youth ice sport participants making regular use of theCity’s arenas, it estimated that approximately 42% (925) are residents of Pickering. This accounts for 5% of all youth (ages 5 to 19) living in Pickering, meaning that 1 out of 20 youth play organized ice sports locally. This is notablylower than participation rates that we have seen in other communities where wehave conducted similar analysis, and likely in the range of half of the provincialaverage. While trends in ice sports do not suggest rising participation rates, the 5% rate is a reasonable figure to use for projecting participation over the next ten years. Participation levels should be collected by the City to ensure that thisassumption remains valid. •The Town of Ajax has also been seeing reduced demand for ice time for several years, leading them to reduce their supply from 5 ice pads to 4 ice pads throughthe closure of Village Arena. The Town indicates that there remains capacity foradditional use during prime time hours (roughly calculated at 0.6 ice pads ofexcess supply). Ice permits are guided by an ice allocation policy that is similar innature to the one employed by the City of Pickering. •Pickering is currently providing ice pads at a similar rate to other areamunicipalities but a higher rate than more urbanized municipalities, which theCity is transitioning into. As Pickering grows beyond 2034, the rate at which itprovides ice pads could potentially decline in response to efficiencies, regional supplies, and participation trends. While many larger municipalities are planningto expand their arena supply to address growth pressures, they are doing so at asignificantly lower rate. On the basis of these findings, it would appear that the City has some degree of surplus ice at this time and is under no immediate pressure to expand its supply in the short-term. An examination of current usage levels suggests that – with increased coordination of ice rentals with the Town of Ajax to ensure sufficient allocation of time to core minor groups – the City could consider reducing its supply to 4 ice pads. Estimating Future Participation As noted, any projection of local ice demand must consider jointly the needs of the City of Pickering and the Town of Ajax as the primary arena user groups offer service to residents of both municipalities (aside from figure skating). Presently, there are 9 ice pads (5 in Pickering and 4 in Ajax) serving approximately 2,682 youth registrants (see Figure 5 in Section 2.3) – including residents of Pickering, Ajax, and beyond – for a current average of 298 players per rink. The projected number of ice participants can be calculated by applying overall participation rates to the forecasted population of the identified age groups. By applying the age cohort assumptions established for Durham Region to the City of Pickering’s population forecast, it is estimated that the City’s population aged 5 to 19 years will grow at a rate of approximately 50% over the next ten years, slightly higher than the City’s projected growth rate of 45%. If the youth ice sport participation remains steady at 5% for the ten-year projection period, this suggests that arena registration amongst - 370 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 43 Pickering residents will also grow by 50%, an increase of 460 players by 2034. Both the projected youth population and participation rate are lower than estimates from previous plans, which will have a dampening effect on future arena requirements. Arena demand generated from those living outside of Pickering (but served by local or regional groups) must also be considered. It is noted that Pickering’s population is expected to grow more than twice as fast as Ajax’s, thus Pickering’s share of youth participants is likely to increase at a greater rate over time that than of Ajax. A youth growth a rate of 20% over the next ten years has been applied to estimate the number of future youth ice users from municipalities beyond Pickering. The following table illustrates an updated forecast of youth registration levels in Pickering (and more broadly for West Durham minor sports groups) to the year 2034. Table 15: Projection of Registered Youth Ice Sport Participants, City of Pickering and Town of Ajax (present to 2034) Category Current (2023/24) Forecast (2034) Change (2024 to 2034) Change (2024 to 2034) City of Pickering Population, ages 5 to 19 years (estimated 50% growth rate) 18,400 27,650 9,250 50% Youth Registrants – City of Pickering residents only (5% local participation rate) 925 1,385 460 50% Youth Registrants – Outside Pickering (Ajax, etc.) (estimated 20% growth rate) 1,757 2,108 351 20% Youth Registrants – Total 2,682 3,493 811 30% Population sources include Region of Durham, Region-Wide Growth Analysis Technical Report (June 2021), Envision Durham Official Plan (2023), and City of Pickering. Detailed 20 Year Population Forecast (March 2023). Where necessary, population forecasts have been interpolated to match the projection period. With consideration of demographic forecasts and participation rates, it is projected that the number of youth ice sport participants registered within affiliated local organizations will increase by 30% over the next ten years. This represents growth of 811 participants, from 2,682 in the 2023/34 season to approximately 3,493 registrants in 2034. Changes in the population forecasts along with unforeseen factors influencing ice sport participation rates are two notable factors that could impact estimated future ice demand. The absence of age-cohort population forecasts for Pickering has led to the use of several assumptions in the projection model. Any substantial increase or decrease in the child and youth population or the rate at which they participate in organized ice sports could impact the analysis of arena needs. The City is encouraged to closely monitor this data and potential impacts on the needs assessment over the coming years. - 371 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 44 Establishing a Target for Future Provision Use of a participant-based service target for forecasting arena demands is preferred over a population-based target as it is better able to reflect local participation levels and trends and is more strongly aligned with standards of play. Using registration data from local user groups, market-driven targets can also assist municipalities in tracking demand over time. Through updated research and consultation with stakeholders, a youth-based provision target is recommended moving forward as prime time ice needs for youth organizations – the primary user of municipal arenas – have become more apparent. This approach better reflects how the City allocates ice time and ensures that youth have reasonable access to ice time outside of school hours. Adult ice usage also tends to be more volatile as they require less ice time per participant and are generally more flexible in when and where they rent ice time. A service target of one ice pad per 400 to 500 minor participants is typically used to project future needs in comparable mid-sized municipalities. For planning purposes, an appropriate provision target for the City of Pickering is one ice pad per 400 youth participants. This target must also be applied to arenas in the Town of Ajax as both Pickering and Ajax arenas generally serve the same registrants. For the 2023/24 season, there is an average of 298 youth participants using the nine ice pads operated by the City of Pickering and Town of Ajax. The provision target of 1 ice pad per 400 registered youth assumes that youth will continue to use the large majority of prime time hours and that, over the long-term, the intent is to accommodate the needs of all local groups and their residents within Pickering and/or Ajax. The target is intended to represent a reasonable supply-demand equilibrium that recognizes the high cost of building and operating areas and balances this against the expectation that most user groups will have to accept some hours at the edges of prime-time and/or adjust their programs to maximize the use of available ice time. It is also set at a level that will allow for modest growth in City programming during prime times, as well as occasional tournaments, and adult usage during shoulder hours. - 372 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 45 Projecting Current and Future Needs The following table illustrates application of the preferred provision target, assuming the estimated participation rate (5% of Pickering youth) and that the youth market segment changes at the forecasted rate. Based on a current supply of 9 ice pads, this analysis identifies a surplus of 2.3 ice pads at present between both Pickering and Ajax, declining to a modest surplus of 0.3 ice pads by 2034. Table 16: Projection of Ice Pad Needs, City of Pickering and Town of Ajax to 2034 Category Current (2023/24) Forecast (2034) Youth Registrants – Total (Pickering, Ajax, etc.) 2,682 3,493 Number of Ice Pads Required (based on 9 pads at present and a provision target of 1 ice pad per 400 youth registrants) 6.7 pads 8.7 pads Additional Ice Pads Required (Pickering & Ajax) surplus of 2.3 pads surplus of 0.3 pads Although beyond the projection period of this strategy – based on the stated assumptions and forecasts – the long-term (2042) projection is estimated to be in the range of 10 to 11 ice pads, which would be 1 to 2 ice pads more than are currently available between Pickering and Ajax. The current calculated surplus of 2.3 ice pads is greater than that stated on municipal ice schedules, which show that there is the equivalent of about 1.1 ice pad of unused prime time at present between the City of Pickering and Town of Ajax, some groups are likely receiving additional time over and above typical standards of play. In a scenario where supply and demand are in equilibrium, these groups would be expected to modify their programming to align with standards of play, which should enable them to continue to meet their targeted level of service. It should be noted that, although this exercise includes a forecast of arena needs for the Town of Ajax, endorsement of this calculation has not been sought from this municipality. This regional projection of arena demand is not binding on the Town of Ajax and assumptions are required as to the degree to which these arena needs will be met by the Town in the future, if any. Reference should be made to the Town of Ajax’s approved Recreation and Parks Master Plan which identifies arena needs to the year 2031. - 373 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 46 Allocating Needs Between Municipalities Currently, the City of Pickering supplies 5 indoor arena pads and Town of Ajax operates 4 pads. For the purposes of this Arena Strategy, it is assumed that arena needs will be shared equally (50/50) by both Pickering and Ajax as these two municipalities are projected to have similar total populations by the year 2034. Based on this assumption, the City’s localized demand is currently for 3.4 ice pads (1.6 pads surplus), growing to a need for 4.4 ice pads by 2034. Table 17: Allocation of Ice Pad Needs, City of Pickering and Town of Ajax to 2034 Category Current (2023/24) Forecast (2034) Total Number of Ice Pads Required 6.7 pads 8.7 pads City of Pickering – 50% of requirement 3.4 pads 4.4 pads City of Pickering – less existing supply (5 pads) surplus of 1.6 pads surplus of 0.6 pads Town of Ajax – 50% of requirement 3.4 pads 4.4 pads Town of Ajax – less existing supply (4 pads) surplus of 0.6 pads deficit of 0.4 pads If these assumptions and growth rates remain accurate, a longer-term projection to the year 2042 results in a local need for roughly 5 to 6 ice pads in Pickering. 5.2 Considerations for a Multi-Purpose Event Arena As Pickering grows, there may be greater interest in larger capacity facilities that can support the City’s economic and tourism goals, in addition to community-based recreation needs and/or goals for supporting high-performance athletics. The service delivery model articulated in the 2017 Recreation and Parks Master Plan supports a broad range of opportunities for residents of all ages and abilities, with a focus on community-based programming. This model does not explicitly include or exclude projects with expanded economic or tourism benefits, but does emphasize the importance of special events in the community. A multi-purpose/spectator event arena is not necessary to satisfy community recreation needs. City of Pickering programming and events, as well as the programs offered by local ice sport organizations, are capably accommodated within current facilities, notwithstanding the potential for one-off events or provincial/national level events. Currently, the highest level of play in Pickering – and thus the likeliest to draw the most spectators on a regular basis – is the Junior A Panthers Hockey Club, which typically draws less than 200 spectators per game. Tournaments and events can draw more attendees, but are generally able to be accommodated by the 850 seats in the Delaney Rink. - 374 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 47 Based on our knowledge of multi-use event venues in Ontario (such as facilities that host Ontario Hockey League teams, typically with 4,000+ seats), most of these facilities are rarely used for community recreation (e.g., municipal programming, minor sports, etc.) due to their lack of consistent availability during prime time and are not typically included in the calculation of local facility requirements. Municipal arenas commonly provide 200 to 1,200 seats to meet community-level needs, a range that is largely provided for in Pickering at the CHDRC. The size of the market and ability to attract hundreds of events year over year are key considerations to creating a viable business plan for a multi-use event venue that can, at minimum, break even operationally. The nearest large indoor spectator venues to Pickering include the Pickering Casino in Pickering (“The Arena”, a 2,500-capacity entertainment venue with retractable seats) and Tribute Communities Centre in Oshawa (home of the Oshawa Generals and a capacity of up to 7,300 persons). There are also several large-capacity venues closer to downtown Toronto with ready-access to the GO Train. The initial capital outlay for these facilities is sometimes justified based on the argument of indirect benefits to the community, such as economic spin-offs, increased tax assessments from nearby landowners, job creation, enhanced civic marketability, tourism, etc. Increasingly, many of these facilities are supported by public-private partnerships that leverage private funding. The return on investment is defined differently in these scenarios, compared to community-based recreation facilities that are supported on the basis of greater social cohesion, individual health, and community wellbeing. A detailed viability assessment is beyond the scope of this study, but with many spectator and event facilities already available in the Greater Toronto Area, it is possible that the inventory is saturated. A more detailed evaluation is recommended should there be interest in further evaluating the viability of a multi-use spectator event centre to support both ice activities and other high-profile events in Pickering (e.g., stadium-style arena with seating for 3,000+ spectators). The City may also wish to consider the ability to modify one of the rinks at the CHDRC to meet expanded needs. The following items may be considered to identify options and viability of a multi-use event venue in Pickering: 1.Situational Assessment: •Alignment with corporate objectives, financial capabilities, etc. •Gap analysis and identification of potential uses, tenants, events, etc. •Market demand analysis (consideration of other facilities within market-shed) •Case study analysis (best practices from comparable facilities and models) - 375 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 48 2.Opportunities: •Location assessment (site, servicing, parking, transit, adjacencies, etc.) •Impact on existing municipal facilities •Partnership analysis (including private sector contributions) •Economic impact analysis / risk assessment 3.Costing and Implementation: •Conceptual design (building features, seat count, etc.) •Cost estimation (capital and operating) •Governance and management structure •Funding strategy 5.3 Arena Provision Options The analysis above supports the provision of up to 4 indoor ice pads in Pickering to meet current community needs (1 less than are currently provided), with demand for a fifth ice pad anticipated closer to 2034. There is sufficient capacity to accommodate all affiliated minor sports organizations within prime time through a coordinated effort involving both Pickering and Ajax. This assessment is based on the Town of Ajax providing equal access to cross-jurisdictional minor sport organizations and no private arenas being established in the region.11 Note: Although the City may pursue the development of refrigerated outdoor skating rinks in the future, outdoor pads are intended for leisure skating uses and are not able to satisfy the requirements for organized play. On this basis, outdoor rinks are not considered within this report. Options Based on the analysis in this report, two options for meeting community-based arena needs over the next ten years have emerged (numbered for ease of reference): Option 1: Reinvest in Don Beer Arena Under this option, the CHDRC and at least two pads at the Don Beer Arena would be maintained for at least the next ten years, with the goal of keeping them operational much longer. This option will require continued investment in both facilities, most notably Don Beer Arena which has immediate and significant capital requirements despite being underutilized. To right-size supply with 11 The Town of Ajax, which recently closed the Village Arena due to low demand (single pad) has a recommendation in its 2022 Recreation & Parks Master Plan to consider the addition of a twin pad arena to the Audley Recreation Centre (Phase 3 expansion) subject to demonstrated community need. This project is not currently within the Town’s 2024 to 2033 long-range capital forecast and it is currently not known if and when it will proceed. The Town of Whitby’s decision to add another ice pad to its inventory may also provide some additional capacity for the Central Durham area. - 376 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 49 demand, closure of one ice pad could be considered (likely Rink 1 as this is the oldest ice pad, has the smallest change rooms, and needs capital repair), which would limit both capital and operating expenses and offer the potential to use the floor for non-ice activities. Note: City of Pickering staff do not recommended proceeding with closure of any ice pads. Option 2: Replace Don Beer Arena with a new Twin Pad Two (2) arena pads may be built within approximately the next five years (by 2029), coupled with the closure and decommissioning of Don Beer Arena. With Seaton being the continued focus of new residential development in Pickering, consideration may be given to building a new twin pad facility in this area (e.g., Seaton Recreation Complex & Library site). Ideally, the new facility should be built with the ability to expand to four ice surfaces if the need arises. Alternately, an additional site may be required to accommodate a multi-pad arena to meet longer-term needs (this would the subject of further study). Timing of this option will need to be optimized so that significant renewal costs are avoided at Don Beer Arena and that the opening of the new facility coincides with the closure of Don Beer Arena to ice activities. Each option has a different scale of cost and service implications, which need to be considered in relation to how capital reinvestment addresses community needs in the short, medium, and longer-terms. This analysis, combined with the information and findings from previous sections of this Arena Strategy, is intended to inform Council’s decision regarding future arena investment in Pickering. The following table contains a summary of the key attributes of each option. Table 18: Key Attributes of the Proposed Arena Provision Options to satisfy needs to 2034 Category OPTION 1: Reinvest in Don Beer Arena OPTION 2: Replace Don Beer Arena with a Twin Pad Service Level • 5 ice pads at 2 locations •Average age of construction = 1982 (currently 42 years old) •Don Beer Arena would remain ininventory •4 ice pads at 2 locations •Average age of construction = ~2004 (approx. 20 years old) •Don Beer Arena would beconsidered surplus andpotentially sold (revenue offset) Demand & Usage •Location of Don Beer Arenawould remain an impediment tooptimal use •Removal of ice from 5th ice padcould be considered to realizecost efficiencies and potentialuse for non-ice activities •Greater potential for year-rounduse •New ice pads would be locatedcloser to growth areas andyounger families, increasingusage potential - 377 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 50 Category OPTION 1: Reinvest in Don Beer Arena OPTION 2: Replace Don Beer Arena with a Twin Pad Operational Considerations •Long-term lease of parking lotfrom Hydro One is essential tooperation at Don Beer Arena(increasing annual cost) •Resolution needed to stormwatermanagement mitigation at DonBeer Arena (estimated cost of$3+ million) •Unable to fully resolve severaloperational challenges (e.g., iceplant/resurfacer room, energy use, etc.) •Purpose-built design that meetsclient requirements •Opportunity to include moderntechnologies within new ice pads(energy efficient) •New arenas could be co-locatedwith other recreational amenities,creating economies of scale •Lower initial maintenance costs Capital Costs • Don Beer Arena: estimate of $20 million (next 10 years) in deferred maintenance •Don Beer Arena has exceededits functional lifespan and willrequire significantly more investment beyond this 10-yeartime period •CHDRC: approximately $10.5million (next 10 years) •$60 to $87 million (new twinpad), with lower capital renewalcosts in short-term •Replacement facilities may needto draw on reserves/financing asnot be eligible for growth-related funding •CHDRC: approximately $10.5million (next 10 years) Accessibility & Design •Barrier-free accessibility issuesat Don Beer Arena are unlikelyto be fully resolved •No ice pads within the currentinventory are NHL standard size •Change rooms at Don Beer areunder-sized and do not meetpublic expectations •2 new ice pads would have fully-accessible support spaces •If possible, the site and buildingshould be designed to add 2additional rinks (to form a quadpad) through a future phase ofconstruction •Ice pads would be designed toNHL-standards •Change rooms and supportspaces would be designed tocontemporary standards Location Considerations In seeking a location for a new arena facility, it would not be prudent or cost-effective to expand any of the City’s current arena facilities to address future needs – both sites are fully subscribed and additional arenas would not be the highest priority for either site. Furthermore, the construction of a single pad arena is strongly discouraged due to financial, operational, and functional inefficiencies relative to multi-pad designs. Any future needs should be accommodated through twin or quad pad facilities. - 378 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 51 Consideration should also be given to the communities served by these facilities. •CHDRC is conveniently located in the City Centre, offering good access to most residents living within established areas of Pickering, as well as future residents within the growing City Centre and Kingston Road areas. This location also offersexcellent access to Highway 401 for regional users and tournaments. With twoice pads at present, it is not a candidate for expansion but is ideally suited tomeet needs in South Pickering. •The Don Beer Arena is located south of Highway 401 and east of Frenchman’sBay, in a light industrial and commercial area without ready access to publictransit. The immediate area has no nearby residential communities and is only1.5 kilometres away from the CHDRC as the crow flies (about 3.5-kilomtres if driving). As noted throughout this report, the location of this facility compromisesits ability to serve as a community designation and its eventual closure should becarefully considered. •The Seaton area is Pickering’s emerging residential community and currently lacks any indoor recreation facilities. The planned Seaton Recreation Complex & Library (in the area of Whitevale Road and Sideline 24) will be entering its designphase in 2024 and construction commencing in 2026. There is also a secondrecreationally designated site that could potentially house an arena, although it isnot likely to be ready for development during the desired timeframe. By 2042, Seaton is projected to have 41,200 persons, growing to a build-out population of 70,000. Additionally, there are nearby areas such as Duffin Heights that couldalso benefit from such an arena in the vicinity. Arenas would be a good fit for thiscommunity as it continues to grow, including many young families. •Longer-term, the new community in Northeast Pickering may also be a candidate for arena provision. While a secondary plan for this area is just gettingunderway, residential development is many years away, which does not alignwith the timeframes being recommended for the Don Beer Arena replacement. Capital Costs In terms of capital cost, through its examination of other major capital projects, the City has noted the dramatic rise of construction costs in recent years. At a high level, a twin pad arena expansion can be estimated to be up to 90,000 square feet in size (depending on the degree to which other common spaces are included in the base community centre build). Based on recent tendered prices of $675 to $775 per square foot, this equates to a minimum construction cost of $60 million. An additional 25% may be added for design and contingency fees. There are several factors that could lead to cost increases beyond this figure, including phased construction, challenging sites (e.g., soil stabilization or remediation), co-located amenities, environmental objectives (e.g., geothermal heating, net zero energy, zero carbon, etc.), the need for additional spectator seating or parking, specialized finishings, and more. - 379 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 52 To inform future analysis, general design considerations for new arenas are identified below and Appendix A contains a typical arena facility program. These are to be confirmed through detailed design and in consultation with stakeholders. General •Follow the City of Pickering's Accessibility Plan to design facilities above andbeyond the minimum standards of the Ontario Building Code and continue todemonstrate leadership with facilities and services that are inclusive to all. •Arenas are one of the highest energy costs for a municipality. The PickeringIntegrated Sustainable Design Standards, Version August 2022, does notspecifically address energy and emission limits for recreation or arena facilities.As a supplement to this standard, the Canada Green Building Council’s Zero Carbon Building Standard for Design and Performance can provide guidance andspecific building performance metrics that will help the City respond to theClimate Emergency by reducing green house gas emissions and developingresilient public infrastructure for its communities. Site •Develop the site to strengthen or develop multimodal access to the facility topromote active lifestyles, reduce car and minimize parking requirements. •Arena parking lots are often designed to accommodate the facility’s largest events, leaving large expanses of pavement empty the majority of the time. Consider parking lot configurations that allow partitioning the lot into differentzones which can support outdoor activities. For example, court sports havepotential to activate these areas, increasing the useability of the site. •Maximize opportunities to develop outdoor amenities that include both active andpassive enjoyment. Outdoor spaces that are integrated with adjacent indoorareas expands program possibilities and enhances the quality of the facility withdirect access to nature and views. Arena Facility •Arenas can bring the community together for more reasons than sport orpractice. Including room for socializing in spaces that are part of the lobby and inthe middle of the action, rather than removed, often on the second floor abovethe change rooms, helps build community spirit. •Consider each space of the facility in terms of daily and year-round use early, toensure maximum flexibility and spatial efficiency is integrated into the designfrom the beginning when changes do not cost much. For example, spacerequirements for smaller program like skate rentals, or storing rink dividers and ice rink covers to big program like spectator seating, can significantly affect the overall organization of the building. - 380 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 53 •Team rooms in older facilities often limit who can use the ice rink comfortably.Private showers and washrooms with enough space for those with assistive devices to maneuver can make a big difference. •Refrigeration systems that use natural refrigerants should be specified to futureproof the system from HFC phase down under the Kigali Agreement, anamendment to the Montreal Protocol. Safety standards and CSA requirements for operation should also be part of this discussion. •There are many systems that can help reduce the environmental impact of anarena while improving the overall comfort of the facility, including highperformance building envelope, heat recovery for spectators, electric ice re- surfacers for improved indoor air quality and high efficiency air and humiditycontrol, to name a few. All possible measures should be reviewed by operationalstaff to determine best long-term solutions. - 381 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 54 6.0 Recommendations Based on the preceding analysis, this study makes the following recommendations: 1.Update the participant-based target to 1 ice pad per 400 registered youthparticipants (residents ages 5 to 19) to support current and future ice surfaceneeds. This target applies to the arena supply and user base of arenas in both Pickering and Ajax, which must be considered together due to the cross- municipal boundaries of core user groups. 2.Align arena demand to supply based on a need for 4 indoor ice pads currentlyand 5 total ice pads by 2034. There is a surplus of ice at present; however,demand for ice sports will grow along with the population, gradually eroding this surplus. Should programs be formed that attract new users to ice sports (or if total registration changes in any substantial way), this forecast should berevisited. Pickering and Ajax should share equally in addressing these demands. 3.Begin planning to replace Don Beer Arena with two (2) new ice pads withinthe Seaton community no later than 2029 (next five years). The preferred site is the Seaton Recreation Complex & Library. If the selected site cannot be expanded to a quad pad arena through a future phase of construction, a secondsite may be required for a multi-pad arena beyond 2034, possibly in NortheastPickering. 4.Maintain at least 2 ice pads at Don Beer Arena until such time as the new twin pad facility is open. In the interim, reduce capital spending at Don Beer Arena unless necessary for structural or legislated safety requirements. Oncedeemed surplus, dispose of Don Beer Arena property and use proceeds to offsetfunding of replacement infrastructure. Consideration may also be given toremoving ice from Rink 1 to limit capital and operating expenses (non-ice activities may be permitted, as appropriate) and/or limiting off-peak hours of operation. Note: Although this recommendation may result in operationaland economic efficiencies, City of Pickering staff do not recommendremoving any ice pads from the inventory at this time. 5.Continue to operate two ice pads at the Chestnut Hill Developments Recreation Complex for the foreseeable future. Capital requirements are identified in the City’s long-term forecast, with further technical considerationswithin Section 4.1 of the Arena Strategy. 6.Continue to promote recreational skating and drop-in programs at theCHDRC and consider providing additional opportunities (e.g., Parent & Tot Skating, Parent & Tot Stick/Puck, Ticket Ice, etc.) to improve participation levels, accessible options for residents, and off-peak revenue enhancement. Expandprogramming to the new arena when built. - 382 - City of Pickering Arena Strategy | March 2024 – Final Draft Page 55 7.Consider adjustments to the City’s Ice Allocation Policy and practices toensure that they reflect local demand, provide adequate ice time to prioritycategories, and generate efficiencies. The submission of annual registration figures (including residency) by user groups should be strictly enforced as a condition of approval. Further, the City is strongly encouraged to work with theTown of Ajax to ensure that allocation practices and amounts are consistentlyapplied across both jurisdictions to create a fair and transparent approach toallocation. Should demand for ice rentals grow over time, ice sport organizations should be encouraged to make efficient use of non-prime time hours and to adapt their programs to accommodate all participants, such as adjustments topractices, rosters, and scheduling. 8.Through future Recreation & Parks Plan updates, consider longer-term arenasneeds (post-2034), with a focus on growth areas such as Northeast Pickering as well as a capital replacement strategy for the Chestnut Hill Developments Recreation Complex arenas. It will be important for the City to secure sufficientblocks of land to support major recreation infrastructure within the NortheastPickering community. - 383 - City of Pickering Arena Strategy | March 2024 - Final Draft A-1 Appendix A: Typical Arena Facility Program Note: The following program is considered a starting point for new arena design and construction on an undefined site. All figures are preliminary and should be confirmed through detailed design and in consultation with stakeholders. Table 19: Typical Arena Facility Program Program – Floor Area Breakdown Square Feet (sf) Lobby / Entrance -- Public Area (includes area for warm viewing) 5,382 Reception 54 Admin 431 Washrooms - Universal 1,076 Elevator 97 Snack Bar 269 Vending 161 Skate Shop and Rentals 431 Arena -- Rink - NHL Size - 200 ft x 85 ft (includes apron, team, scorekeeper and penalty boxes) 23,142 Spectator Area 200 Seats 2,691 Spectator Area 500 Seats 5,920 Walking Track 7,535 Dressing Room (6 per sheet minimum / 8 preferred) 592 Showers and Washrooms (Private cubicles ) 431 Referee Room 334 First Aid 161 Warm-up Area 484 Media Box 538 Sound Lighting Controls 129 Meeting Room 538 Storage 2,153 Janitor Rooms 269 Equipment Room (all mechanical and electrical services, resurfacer garage, storage, snow melt pit, workshop) 8,611 Gross-up Area Add 25% - 384 - Report to Executive Committee Report Number: CAO 04-24 Date: June 10, 2024 From: Marisa Carpino Chief Administrative Officer Subject: Advertising Standards Policy -File: A-1440 Recommendation: 1.That Council approve the Advertising Standards Policy as set out in Attachment 1 to this Report; and, 2.That the appropriate officials of the City of Pickering be authorized to take the necessaryactions as indicated in this report. Executive Summary: The purpose of this report is to seek Council’s approval of the Advertising Standards Policy which establishes clear criteria for the acceptance or rejection of advertising opportunities within the City of Pickering. By implementing this policy, City staff will be equipped with guidelines to make informed decisions regarding advertising placements. This framework aims to optimize communication effectiveness, while minimizing the potential risks of being associated with inappropriate third-party content. Ultimately, the policy seeks to enhance transparency and accountability in the City's advertising practices, ensuring that all communications align with the values and objectives of the Pickering Corporate Strategic Plan, and Equity, Diversity & Inclusion Strategy. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Foster an Engaged & Informed Community. Financial Implications: Individual City departments have approved budgets with advertising envelopes for specific programs and initiatives, and place advertisements based on target audiences and available funding. However, funds in the amount of $31,000.00 are allocated to Public Affairs & Corporate Communications (10010 cost centre) to cover the cost of Statutory Notice advertising across all departments. Department staff have been advised to work with Corporate Communications when a Statutory Notice requires placement in a newspaper. - 385 - CAO 04-24 June 10, 2024 Subject: Advertising Standards Policy Page 2 Discussion: The purpose of this report is to seek Council’s approval of the Advertising Standards Policy which establishes clear criteria for the acceptance or rejection of advertising opportunities within the City of Pickering. The development and implementation of the Advertising Standards Policy within the City of Pickering are critical measures to safeguard the City's reputation and uphold its brand integrity. This policy establishes clear criteria and is designed to ensure that all advertising initiatives align closely with Pickering's core values and commitment to Equity, Diversity, and Inclusion (EDI). The Advertising Standards Policy specifically safeguards the City by avoiding advertising in media that may give space to malicious or aggressive opinion pieces, convey negative messages targeting a specific faith, religion, ethnicity, sex, and/or sexual orientation, or originate from non-family friendly industries (including but not limited to) tobacco, cannabis, or weapons. It also aims to prevent demeaning or derogatory portrayals that could offend any segment of the community. By upholding stringent standards for advertising placements, the City of Pickering demonstrates its commitment to ethical advertising practices and responsible engagement with the public. This proactive approach not only protects the City's reputation, but also fosters trust and confidence among residents, businesses, and stakeholders. It reinforces Pickering's dedication to promoting a positive and inclusive community image through all communication channels. In summary, the implementation of the Advertising Standards Policy underscores Pickering's commitment to reputational management and ethical advertising practices, including our dedication to EDI. Council approval of this policy is essential to formalize these principles and empower staff to uphold these standards effectively, ensuring that any advertising initiatives do not erode the City's overall image and relationship with its diverse population. Attachment: 1. Advertising Standards Policy - 386 - CAO 04-24 June 10, 2024 Subject: Advertising Standards Policy Page 3 Prepared By: Approved/Endorsed By: Farnaz Patel Mark Guinto Strategic Initiatives & Division Head, Public Affairs & Corporate Priorities Advisor Corporate Communications MG:FP Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original Signed By Original Signed By Original Signed By - 387 - Policy Procedure Title: Advertising Standards Policy Policy Number ADM 280 Reference Date Originated (m/d/y) May 6, 2024 Date Revised (m/d/y) Pages 3 Approval: Chief Administrative Officer Point of Contact Division Head, Public Affairs & Corporate Communications Attachment 1 to Report CAO 04-24 Policy Objective The purpose of the Advertising Standards Policy is to develop a set of guidelines and criteria regarding acceptable Industry Standards, as it pertains to the development and placement of City Advertisements based on objectives, scope of the initiative, target audience, approved budget, and available funding. The purpose of the Advertising Standards Policy is also to ensure that City of Pickering Advertisements reach the appropriate audience in the most effective and efficient manner. The objective of this Policy is to: 1.Ensure transparent government communications, which promote public input. 2.Adhere to generally accepted Industry Standards. 3.Promote a positive image of the City. Index 01 Definitions 02 Criteria for Qualification 03 Additional Requirements 01 Definitions 01.01 Advertise – means the distribution of City messages through a medium that has a placement cost or would normally have a placement cost. For the purposes of this Policy, Advertisement and Advertising shall have the same meaning. 01.02 Advertising Mediums – means print publications such as (newspaper, magazine, etc.); broadcast (television and radio); digital/online (e.g. websites, social media, podcasts, etc.); consumer and business magazines; and out of home and transit - 388 - Policy Title: Advertising Standards Policy Page 2 of 3 Policy Number: ADM 280 (e.g. billboards, message boards, transit shelter, bench advertising, etc.) or other mediums available to and used by the City for Advertising. 01.03 Industry Standards – refers to generally-accepted code of standards, practice and ethics as it relates to print publications and broadcast (standards such as those of the National NewsMedia Council, Canadian Press, the Canadian Association of Journalists, the Canadian Broadcasting Standards Council, etc.). 01.04 Vendor – refers to an individual or company offering the sale of their goods or services through various Advertising Mediums. 02 Criteria for Qualification The paid placement of messaging by the City of Pickering is to educate and inform the general public and target audiences about City services, programs, initiatives, and meet legislative requirements. 02.01 Vendors must meet all criteria listed below for the City of Pickering to consider placement of an Advertisement: a) where applicable, provide proof that they have published consecutive issues (daily or weekly) for a period of no less than one year. The minimum publication frequency acceptable to the City of Pickering shall be at least a week or less; b) publish in a format consistent with Industry Standards; c) be professional, credible and provide return on investment; and, d) ensure the editorial content does not: • promote racial hatred; • promote discrimination of any kind; and, • promote the subversion of Canada’s democratic system of government. 02.02 The City will not Advertise in Advertising Mediums that publishes op-eds, opinion pieces, or third-party content that: • violates any City Policy; • is not in alignment with the City’s Corporate Priorities or Commitment to Equity, Diversity, and Inclusion; • are malicious or overly aggressive in tone, and can be perceived as harassing, intimidating, or bullying community members; • conveys a negative religious message that might be deemed prejudicial to religious groups; • whose main business is derived from the sale of tobacco and/or cannabis; • whose main business is derived from the support of, or involvement in the production, distribution, and sale of weapons and other life-threatening products; • presents demeaning or derogatory portrayals of individuals or groups or contains anything, which is likely to cause deep or widespread offence; - 389 - Policy Title: Advertising Standards Policy Page 3 of 3 Policy Number: ADM 280 • is in direct competition with City of Pickering services, programs or initiatives; or, • any other content deemed inappropriate by the City of Pickering with such determination being made by the Division Head, Corporate Communications & Public Affairs in coordination with the Chief Administrative Officer. 03 Additional Requirements 03.01 Print Media Vendors must provide: • the last three consecutive issues of the print publication (daily or weekly); and • the original copy of the Publisher’s Sworn Statement of Circulation completed and signed by the publisher and sworn before a commissioner for oaths, lawyer, notary or another authorized official. 03.02 Broadcast Media Vendors must provide: • a link to their latest news broadcasts; and, • an audience measurement report (e.g. radio listenership, television viewership, etc.) certified by a third-party auditor. 03.03 Compliance with the criteria for qualification and/or additional requirements does not guarantee that the City of Pickering will place Advertisements with any specific Vendor. - 390 - Report to Executive Committee Report Number: CS 14-24 Date: June 10, 2024 From: Laura Gibbs Director, Community Services Subject: 2024 Community Events -Request to Permit Esplanade Park-File: A-1440-001 Recommendation: 1. That Council authorize staff to issue a park permit for the use of Esplanade Park by Jennifer O'Connell, MP Pickering-Uxbridge on Friday, July 19, 2024, for the purpose of hosting a free movie in the park to the general public, subject to terms and conditions satisfactory to the Director, Community Services and the Chief Administrative Officer; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary action to give effect hereto. Executive Summary: The purpose of this report is to seek Council’s authorization that staff permit the use of Esplanade Park for a movie night, hosted by MP Jennifer O’Connell on July 19, 2024. The Community Festivals and Events Policy CUL 070 (the “Policy”) outlines the criteria, guidelines and processes by which requests to host private and/or public events in City Parks are received and considered for approval. Prospective applicants are supported by the community events staff team and the Community Festivals & Events Manual, which provides key information, timelines and required documentation to apply for events in City parks. Identified in the Policy are Signature Parks which consist of Esplanade Park, Millennium Square, Alex Robertson Park and Bruce Hanscombe Park. As per Section 05.02 (b) of the Policy, the permitting of Esplanade Park for public events is subject to the approval of Council. Jennifer O’Connell, MP Pickering-Uxbridge, would like to host a free movie night in Esplanade Park on Friday, July 19, 2024. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan to Strengthen Existing & Build New Partnerships. Financial Implications: There are no financial implications for the City regarding the proposed event. The organizer is responsible to coordinate and operate all aspects of the event including: - 391 - CS 14-24 June 10, 2024 Subject: 2024 Community Events Page 2 •marketing •event organization and operation •setup and cleanup according to the terms and conditions set out by the City of Pickering •all costs associated with application fees including park permit fees, table rentals, garbage/recycling receptacles, etc. (as per the Summary of Fees and ChargesSchedule) •costs associated with paid duty police officers and/or contracted security guards asrequired by the City Discussion: The purpose of this report is to seek Council’s authorization that staff permit the use of Esplanade Park. Partner Events Applicant Proposed Dates 2024 (includes event setup, operation and cleanup) Movie in the Park MP Jennifer O’Connell’s Office Friday, July 19, 2024 1.Community Event Requirements City of Pickering staff from applicable departments support the event, in principle, subject to various event/festival requirements being met by the applicant during the event planning process. The requirements include but are not limited to the following: •proof of liability insurance •rentals of event equipment and supplies •Durham Health Community Special Events Form for Event Coordinators/Organizers •locates completed for all staked equipment •rental of all required portable restroom and hand-washing stations (if applicable) •submission of site plan and emergency response plan •adherence to the City’s Emergency Weather Standard Operating Procedure •hiring of site security and police officers to monitor event operations (if applicable) •operation within applicable public health guidelines 2.Event Description Jennifer O’Connell, MP Pickering-Uxbridge, would like to host a free movie night for the community this summer. As such, Jennifer O’Connell, MP Pickering-Uxbridge, has requested to permit Esplanade Park on Friday, July 19, 2024. MP Jennifer O’Connell is also requesting the use of electrical, garbage and recycling units and facility restrooms at City Hall. The event will begin at 6:00 pm and conclude at 10:00 pm. In the event that weather prevents an outdoor showing, the Delaney rink has been booked as a rain location. - 392 - CS 14-24 June 10, 2024 Subject: 2024 Community Events Page 3 3.Approved Community Events in Signature Parks in 2024 In November 2023, via Report CS 28-23 (Resolution #327/23), Council approved a number of Community Events to take place in Esplanade Park in 2024. Approved 2024 Events: Partner Events Applicant Proposed Dates 2024 (includes event setup, operation and cleanup) Pickering Ribfest Rotary Club of Pickering Wednesday June 12 to Monday, June 17, 2024 (inclusive) National Indigenous Peoples Day Carea Community Health Centre Friday, June 21, 2024 Pickering Food Truck Festival Canadian Food Truck Festivals Thursday, August 8 (includes set up time) to Monday, August 12, 2024 (inclusive) Sing-A-Long Apostolic Pentecostal Church Tuesday, August 13, 2024 and Tuesday, August 20, 2024 (rain date) Movie in the Park Affiliation For Inspiring Youth Upliftment Enterprise (A.F.I.Y.U) Saturday, August 17, 2024 and Sunday, August 25, 2024 (rain date) Festival of India’s Independence Indo-Canadian Cultural Association of Durham Inc. Sunday, August 18, 2024 MPP BethlenfalvyCommunity BBQ ’s Ontario Conservative electoral District Association Saturday, August 24, 2024 Since that time, MP Jennifer O’Connell has submitted a request to permit Esplanade Park for a free movie night on July 19, 2024. The date requested is available. Therefore, as per the Policy, staff seek Council’s authority to issue a park permit at Esplanade Park for this purpose. Attachment: 1.Site Map Diagram - 393 - CS 14-24 June 10, 2024 Subject: 2024 Community Events Page 4 Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Krystal Roberts Laura Gibbs MBA, MSc. Manager, Cultural Services Director Community Services KR:cf Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 394 - Esplanade North City Hall Library Esplanade South Va l l e y F a r m R o a d Courtyard Parking Lot Attachment 1 to Reports CS 14-24 Audience Screen Gazebo (Popcorn) Tents Garbage Bins x x x x x - 395 - Report to Executive Committee Report Number: CS 16-24 Date: June 10, 2024 From: Laura Gibbs Director, Community Services Subject: Recommendation for a West Shore Community Safety Zone - Community Safety & Well-Being Advisory Committee - File: A-1440-001 Recommendation: 1. That Report CS 16-24 regarding Community Safety & Well-Being Advisory Committee recommendation to designate West Shore Boulevard as a Community Safety Zone and to decrease the speed limit from West Shore Boulevard, south from Surf Avenue, up to and including Beachpoint Promenade be received; 2. That the request to designate West Shore Boulevard as a Community Safety Zone and to decrease the speed limit as noted above be referred to the Director, Engineering Services for investigation, and to report back in Q3 2024; and 3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to share the recommendations of the Community Safety & Well-Being Advisory Committee (CSWBAC) to designate a Community Safety Zone on West Shore Boulevard and to reduce the speed limit along West Shore Boulevard, south from Surf Avenue, up to and including, Beachpoint Promenade. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Advocate for an Inclusive, Welcoming, Safe & Healthy Community. Financial Implications: There are no direct financial implications to this report. Discussion: The purpose of this report is to share the recommendation of the CSWBAC to designate a Community Safety Zone and reduce the speed limit on West Shore Boulevard. A. The CSWBAC identified safety hazards related to vehicle traffic on West Shore Boulevard - 396 - CS 16-24 June 10, 2024 Subject: Recommendation for a Westshore Community Safety Zone Page 2 Members of the CSWBAC identified several hazards that increase the risk to pedestrian safety due to traffic: • West Shore Boulevard is a bypass used to get to Highway 401 from Oklahoma Drive, which creates conditions for speeding traffic. The posted speed limit on West Shore Boulevard is 40 km/hour. • There are two pedestrian crossings on West Shore Boulevard that are used frequently by students and pedestrians. • West Shore Boulevard adjoins Rotary Frenchman’s Bay West Park where pedestrians using the park frequently cross the street. • Frenchman’s Bay Public School is located in the area, with students frequently traversing and crossing West Shore Boulevard. The CSWBAC passed a motion on April 11, 2024: • That the Community Safety & Well-Being Advisory Committee recommends that the West Shore Boulevard be designated as a Community Safety Zone; • That the Community Safety & Well-Being Advisory Committee recommends a speed limit reduction along West Shore Boulevard, south from Surf Avenue, up to and including, Beachpoint Promenade; and, • That further to the recommendation of the Community Safety and Well-Being Advisory Committee, that Council be requested to direct staff to consider this request and provide a report with recommendations. B. Community Safety Zones and Traffic Safety A Community Safety Zone is an area designated by municipal by-law to identify a road segment of higher risk or concern. Certain Highway Traffic Act fines (including speeding) are doubled in Community Safety Zones, and many Community Safety Zones are located close to schools and school zones where children tend to walk, run and play. Pickering utilizes Automated Speed Enforcement (ASE) to enforce speed limits in Community Safety Zones. Pickering was the 16th municipality to sign onto the Ontario ASE program. This initiative is in support of Durham Vision Zero, a long-term plan to ensure a safe transportation system that sees no lives lost or serious injuries on Durham Region’s roadways. C. Road Safety and the Community Safety & Well-Being Plan The Community Safety & Well-Being Plan identifies road safety as a key component to Community Safety. Consistent with the City’s Corporate Priority to Advocate for an Inclusive, Welcoming, Safe & Healthy Community, the following Community Safety & Well-Being Draft Plan action items support the recommendations of this report: • Improve road safety, in collaboration with the Integrated Transportation Master Plan. Examples include ASE traffic camera program implementing additional Radar Speed Board signage, converting existing streetlighting infrastructure, introducing Traffic Calming measures, participating in the Road Watch Program, facilitating residents with the Slow Down Sign campaign, and adding cycling facilities. - 397 - CS 16-24 June 10, 2024 Subject: Recommendation for a Westshore Community Safety Zone Page 3 •Participation in the Durham Vision Zero and Road Safety Action Plan initiative. Attachment: None Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Michael Cain Laura Gibbs, MBA, MSc. Supervisor, Safety, Security & Well-Being Director, Community Services LG:mc Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 398 - Report to Executive Committee Report Number: CS 17-24 Date: June 10, 2024 From: Laura Gibbs Director, Community Services Subject: Recognition of Paul White - File: A-1440-001 Recommendation: 1. That Report CS 17-24, regarding the recognition of Paul White’s contribution to the community, be received; 2. That the Mayor be requested to include funding in the amount of $10,000 in the City’s 2025 Current Budget to enable staff to undertake a public art installation, to be selected pursuant to Public Art Policy CUL130 and funded from the Public Art Reserve; and, 3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to provide an update on Resolution #449/24 regarding the recognition of the contributions of Paul White. At the Council Meeting on April 2, 2024, Council directed staff to undertake an evaluation of installing a commemorative bench or otherwise recognizing Paul White, and that staff report back to Council with recommendations no later than Q2, 2024 (Resolution #449/24). The bench commemoration program is currently oversubscribed, with a waitlist. Staff instead recommend recognizing the contributions of Paul White with a small-scale public artwork at Fairport Community Park. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan to Advocate for an Inclusive, Welcoming, Safe & Healthy Community. Financial Implications: The cost of commissioning an artist to recognize Paul White with a small-scale art piece is $10,000, which will be funded in the 2025 Current Budget from the Public Art Reserve. This amount will cover artist fees, materials, design drawings, site visits, transportation, insurance, signage, and installation of the artwork. - 399 - CS 17-24 June 10, 2024 Subject: Recognition of Paul White Page 2 Discussion: The purpose of this report is to provide an update on Resolution #449/24 regarding the recognition of Paul White. Paul White is one of the longest serving Presidents of a community association in Pickering. His leadership of the Fairport Beach Neighbourhood Association has and continues to provide a range of community support for the betterment of Pickering, such as helping families in need, donations to the foodbank, providing aid to the animal shelter and negotiating the sale of Association property to the Toronto and Region Conservation Authority (TRCA), which subsequently enabled the seamless construction of the Waterfront Trail from Petticoat Creek to West Shore Boulevard. 1. Bench Commemoration Resolution #449/24 directed staff to undertake an evaluation of installing a commemorative bench recognizing Paul White. The Commemorative Tree and Bench Program (the “Program”) primarily commemorates residents posthumously. That said, the Program has been used on occasion to commemorate community organizations and service clubs. The Commemorative Bench Program currently has eight locations for new benches at Beachpoint Promenade, with fourteen people on the waitlist. For each new bench location, staff meet with the applicant on site to determine the best location for the commemorative bench. Following a site visit, eight to fourteen weeks are typically required to install the bench and plaque. Given the oversubscription of the Commemorative Bench Program, staff recommend that another commemorative opportunity be considered. 2. Commemoration Artwork Staff recommend recognizing Paul White with a small-scale public artwork. The ideal location for the artwork is Fairport Community Park, located in the heart of the Fairport Beach Neighbourhood. Fairport Community Park provides access to the Waterfront Trail from Park Crescent and Cliffview Road. Fairport Community Park has three existing commemorative benches as well as a plaque recognizing the contribution of the Fairport Beach Neighbourhood Association. A butterfly garden is also located at the park entrance. The paved trail through Fairport Community Park is used extensively by residents and visitors for walking, jogging, cycling, and enjoying the views of Lake Ontario. There are several locations at the entrance to the Park, and along the trail that would support an art installation. Based on the contributions by Paul White, and the current use and location of the Park, staff recommend artwork that is inspired by the local neighbourhood, natural environment, and use of the park. Artwork that is durable and appropriate for the location will be considered through the selection process. Artwork that enhances enjoyment or use of the park, such as artist-designed park furniture, rock/wood carvings, or recognition of local wildlife will be considered. Signage in the form of a freestanding sign or plaque that recognizes the contributions of Paul White will accompany the artwork. - 400 - CS 17-24 June 10, 2024 Subject: Recognition of Paul White Page 3 3.Timeline and Process Staff will adhere to the Public Art Policy CUL 130 (the “Policy”) and select an artist through an Open Call to Artists. Artists will be required to submit a design concept for selection. Staff will consult with the Fairport Beach Neighbourhood Association and Paul White before issuing the Call. The Call to Artists will be advertised through the City of Pickering website as well as external third-party marketing channels to boost the visibility of this opportunity. As per Section 09.01 of the Policy, a Public Art Jury will be formed. The Public Art Jury will evaluate the artists’ proposals in accordance with the Selection Considerations in Section 11 of the Policy. Staff will invite representatives from the Fairport Beach Neighbourhood Association to participate in the Jury process. Staff will undertake consultation with residents of the Fairport Beach Neighbourhood as part of the selection process. The Public Art Jury will select the best proposal received in response to the Call to Artists. This selection will be reviewed by the Cultural Advisory Committee for endorsement before the project is officially awarded to the winning Artist. Subject to Council’s approval of this report, and provided that adequate funding is included in the 2025 Current Budget, public artwork recognizing the contributions of Paul White will be installed and unveiled in Spring, 2025. Attachment: None Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Krystal Roberts Laura Gibbs, MBA, MSc. Manager, Cultural Services Director, Community Services LG:kr Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 401 - Report to Executive Committee Report Number: CS 18-24 Date: June 10, 2024 From: Laura Gibbs Director, Community Services Subject: Sigrid Squire Commemoration in Bicentennial Garden - File: A-1440-001 Recommendation: 1. That Report CS 18-24, regarding Sigrid Squire Commemoration in Bicentennial Garden, be received; 2. That the Mayor be requested to include funding in the amount of $10,000 in the City’s 2025 Current Budget to enable staff to undertake a Commemorative Public Art Installation, to be funded from the Public Art Reserve; and, 3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to provide an update on the work carried out by staff in response to Resolution #349/23, the Tribute to Sigrid Squire in the Bicentennial Gardens. On November 27, 2023, Council directed staff to undertake an evaluation of a commemorative plaque or otherwise, recognizing Sigrid Squire at the Bicentennial Garden; and that staff report back to Council with their recommendations no later than Q2, 2024. Staff recommend a small-scale public artwork be installed in tribute to Sigrid Squire in Bicentennial Garden, located in the north parking lot at the Chestnut Hill Developments Recreation Complex (1867 Valley Farm Road). Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan to Advocate for an Inclusive, Welcoming, Safe & Healthy Community. Financial Implications: The cost of commissioning an artist to create the Sigrid Squire Commemorative Public Art piece is $10,000, which will be funded from the Public Art Reserve. The amount will cover artist fees, materials, design drawings, site visits, transportation, insurance, signage, and installation of the art piece. - 402 - CS 18-24 June 10, 2024 Subject: Sigrid Squire Commemoration in Bicentennial Garden Page 2 Discussion: The purpose of this report is to provide an update on the work carried out by staff in response to Resolution #349/23, the Tribute to Sigrid Squire in the Bicentennial Gardens. 1. Sigrid Squire’s Contribution to Pickering Sigrid Squire is a distinguished resident of Pickering who has devoted her time and contributed in many ways to the beautification of the City of Pickering through the Pickering Horticultural Society. Ms. Squire has had a remarkable 20-year tenure as a dedicated member of the Pickering Horticultural Society, during which she held the position of president for four years. Ms. Squire generously donates her time as the editor of Peony Post, a publication affiliated with the Pickering Horticultural Society, also donating her time to the Pickering Blooms Garden Showcase as a judge and mentor. In 2011, Ms. Squire received a Civic Award from the City of Pickering for her significant individual volunteer work. Ms. Squire and the Pickering Horticultural Society designed and planted the Bicentennial Garden (located at 1867 Valley Farm Road in Pickering) in 2011 as part of the City’s Community in Blooms entry and to commemorate Pickering’s 200th anniversary. 2. Commemoration Artwork Sigrid and the Horticultural Society designed the three Bicentennial Gardens to represent plants used in residential gardens 200 years ago,100 years ago and present day. The Staff recommend installing a modest piece of public art and plaque in the Bicentennial Garden. Through consultation with Sigrid Squire, it was determined that the inspiration for the artwork will be Sigrid’s favourite flower, a peony. Pickering Horticultural Society will be consulted on choosing a location for the artwork to ensure it complements their previous work. 3. Timeline and Process Staff will adhere to the Public Art Policy (CUL 130) (“The Policy”) and select an artist through an Open Call to Artists. The Call to Artists will be advertised through the City of Pickering website as well as external third-party marketing channels to boost the visibility of this opportunity. As per Section 09.01 of The Policy, a Public Art Jury will be formed. The Public Art Jury will evaluate the artist’s proposals in accordance with the Selection Considerations in Section 11 of the Policy. Staff will invite representatives from the Pickering Horticultural Society to participate in the Jury process. The Public Art Jury will select the Top Artist based on the received artwork concepts. This selection will be reviewed by the Cultural Advisory Committee for endorsement before officially awarding the project to the Artist. Subject to Council’s approval of this report, and to the Mayor’s consideration to include funds in the 2025 Budget for this purpose, the Sigrid Squire Commemorative Public Art can be installed and unveiled in May 2025. Attachment: None - 403 - CS 18-24 June 10, 2024 Subject: Sigrid Squire Commemoration in Bicentennial Garden Page 3 Prepared By: Approved/Endorsed By Original Signed By Original Signed By Krystal Roberts Laura Gibbs MBA, MSc. Manager, Cultural Services Director, Community Services KR:sb Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 404 - Report to Executive Committee Report Number: ECD 02-24 Date: June 10, 2024 From: Fiaz Jadoon Director, Economic Development & Strategic Projects Subject: Family Physician Recruitment Program - File: D-1600-002 Recommendation: 1. That Council approve the Memorandum of Understanding (Attachment 2) among the City of Pickering, the Regional Municipality of Durham and all Durham local area municipalities to fund, create, and deliver a family physician recruitment program in Durham, dated May 2024; 2. That the Mayor and the City Clerk be authorized to execute the Memorandum of Understanding; and, 3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to seek Council’s approval of the City’s participation in the Durham Family Physician Recruitment Program. The Durham Family Physician Recruitment Strategy (Attachment 1) was endorsed by Regional Council in January of 2024 (Region of Durham Report 2024-COW-3). It identifies a shortage of approximately 145 family physicians, impacting nearly 180,000 Durham residents. The Strategy recommends the creation of a program to attract and retain family medicine trainees and family physicians to Durham, and the hiring of a full-time permanent family physician recruiter by the Durham Ontario Health Team (DOHT). The annual funding for the program will be $225,000.00 beginning in 2025, with escalation annually at a rate equal to the Consumer Price Index plus two per cent. The cost will be shared among the Region of Durham and all local area municipalities in three-year increments. The cost for each municipality is proportionate to its population in Durham, with the Region of Durham absorbing 50 per cent of the total cost. City of Pickering’s share for the remainder of 2024 will be $3,913.00, which will be paid from the existing budget in the Consulting & Professional Fees account under Economic Development & Strategic Projects’ cost centre (502230.10050). The annual cost starting in 2025 will be $16,008.00 and will increase to $17,481.00 in 2027. The funding will be proposed as a line item under Consulting & Professional Fees in the 2025 Budget and subsequent years. - 405 - ECD 02-24 June 10, 2024 Subject: Family Physician Recruitment Program Page 2 In order for Pickering to participate in the Durham Family Physician Recruitment Program, City staff recommend that the Memorandum of Understanding (MOU) contained in Attachment 2 to this Report be approved and executed. Relationship to the Pickering Strategic Plan: The recommendations in this report responds to the Pickering Strategic Plan Priorities of Champion Economic Leadership & Innovation; Advocate for an Inclusive, Welcoming, Safe & Healthy Community; and Strengthen Existing & Build New Partnerships. ______________________________________________________________________________ Financial Implications: City of Pickering’s share of the cost of the MOU will be $3,913.00 (HST included) in 2024 and will be funded from the Consulting and Professional Fees (502230.0000) G/L account in Economic Development & Strategic Projects (10050) cost centre. The agreement cost in 2025 is estimated to be $16,008.00 (HST included). The program will be indexed to inflation plus two per cent in 2026 and 2027. Discussion: The purpose of this report is to seek endorsement for the City of Pickering’s participation in the Durham Family Physician Recruitment Program. On January 31, 2024, Durham Regional Council endorsed the recommendations in Report 2024-COW-3 to create a Region-wide Family Physician Recruitment Program to attract and retain family medicine trainees and family physicians to Durham and to fund the Durham Ontario Health Team (DOHT) to hire a full-time permanent family physician recruiter, with core funding expenses shared among the Region and local municipalities, and to report on that arrangement to Durham Regional Council. That recommendation was based on the Durham Family Physician Recruitment Strategy, which identified a shortage of family physicians impacting nearly 180,000 Durham residents. Furthermore, each year over 1,500 babies born in Durham Region are discharged without a primary care physician. Simultaneously, approximately 27 per cent of Durham’s family physicians are over the age of 60 and nearing retirement from clinical practice. With the recent and anticipated growth in Durham, the supply of family physicians is unable to keep up with the current and future demand. Without planning for replacements, the number of patients in the Region without a family doctor will rise by nearly 14,000. The Strategy identifies that, specifically in the City of Pickering, that 26,025 patients, equivalent to 25.2 per cent, are currently without a family physician. This represents approximately a shortage of 19 family physicians in Pickering. The success of this program will be monitored by staff in collaboration with the Durham Physician Recruitment Team and the Durham OHT. The first year will consist of program development and the establishment of regular monitoring and reporting functions. KPIs will be established to track outreach, retention of learners, retention of existing physicians, and satisfaction with the recruitment process. Over time, changes in the number of family doctors to population will be tracked, with granularity by community. Beginning in January 2025, the funding will be used to hire one FTE professional regional physician recruiter housed within the Durham Ontario Health Team for a 10-year term. Contribution will include attraction and retention programming and will be reviewed in three year increments to ensure the program meets established performance metrics. - 406 - ECD 02-24 June 10, 2024 Subject: Family Physician Recruitment Program Page 3 The Durham Ontario Health Team is a collaborative group of organizations and patient, family and care partner advisors working in partnership to improve access and delivery of coordinated health services. The group is comprised of partners from across the care continuum, including primary care providers, hospitals, mental health and addiction services, social support services, home and community care support services, and long-term care. The shortage of family physicians is not unique to Durham. Competition for recruitment is growing across the Province, with many other communities establishing or enhancing dedicated family physician recruitment programs. As a municipal service, such a program can serve to improve long-term health and wellness of the community, reduce the overloading of urgent care services, and address inequalities across diverse populations. An assessment of 12 communities revealed varying incentive packages to attract new physicians, with benefits ranging from housing benefits to relocation expenses. On average, these incentives equate to about $19,875.00 annually in exchange for an average five-year commitment by the physician. These types of incentives were considered for Durham; however, it was determined that Durham’s geographic location, vibrant communities, and quality of life, are sufficiently competitive and that financial incentives are not called for. Instead, the program will carry out concerted marketing and recruitment activities. The proposed funding model for the program between July 1, 2024, and December 31, 2027, provides for a total maximum cost of $55,000.00 in 2024, increasing to $225,000.00 in 2025 and indexed to inflation plus two per cent in 2026 and 2027. The budget of $225,000.00 per year will be allocated to salaries, operational expenses, marketing, settlement/ local activities, travel and events, and professional stipends. Approximately 50 per cent will be shared by all local area municipalities based on their proportion of population. The remaining 50 per cent will be covered by the Region of Durham. Based on City of Pickering’s population of 106,505, 14 per cent of Durham Region’s total population, Pickering will be responsible for 7.1 per cent of the total funding. This results in estimated costs of $3,913.00 in 2024, $16,008.00 in 2025, $16,728.00 in 2026, and $17,481.00 in 2027. The Strategy also recommends the creation of an administrative body responsible for overseeing the physician recruitment program. The body will include representatives from healthcare organizations, local government, and community stakeholders. It is recommended that the body be established consisting of three Regional Councillors nominated by the Regional Council and representing north Durham, west Durham, and east Durham alongside seven professionals and experts from the health sciences and community sectors to be chosen by staff based on skill set, system and community knowledge. The program will be regularly assessed for effectiveness and necessary adjustments will be made based on data and feedback. In the Council endorsed Corporate Strategic Plan, under priority two, the City is called upon to advocate for and work with partners to increase access to health care facilities and medical practitioners. As the City of Pickering continues to grow in population, the shortfall in health care will continue to grow, impacting the quality of life for residents. The opening of Jerry Coughlan Health & Wellness Centre marked an important milestone for the community as the only health care facility in the City of Pickering. Regrettably, however, given the growing demand and - 407 - ECD 02-24 June 10, 2024 Subject: Family Physician Recruitment Program Page 4 declining supply of family physicians, the Centre will not be sufficient to meet the growing demand for health care services. Staff recommend that the MOU be approved by Council, and that the Mayor and City Clerk be authorized to execute it. Attachments: 1. Durham Family Physician Recruitment Strategy2. Memorandum of Understanding3. Proposed Cost Sharing Funding Model Prepared By: Approved/Endorsed By: Laraib Arshad, MBA Fiaz Jadoon, Ec.D., CEcD, MPM, B.COMM Manager, Economic Development & Director, Economic Development & Marketing Strategic Projects FJ:la Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original Signed By:Original Signed By: Original Signed By: - 408 - 1 Durham Family Physician Recruitment Strategy December 2023 Attachment 1 to Report ECD 02-24 - 409 - 2 Contents Executive Summary: Physician Recruitment Strategy for Durham Region ................................................... 4 1. Introduction .......................................................................................................................................... 6 2. Background ........................................................................................................................................... 7 2.1 Unique Needs and Challenges in Durham Region .......................................................................... 8 2.2. Family Physician Recruitment and Retention in Durham Region .................................................. 9 2.2.1. Physician Recruitment Initiatives and Medical Trainees in Durham ........................................... 9 2.3 Medical Training in Durham Region ................................................................................................ 9 3. Where We Are Today .......................................................................................................................... 11 4. Future Needs Assessment .................................................................................................................. 11 4.1. Population Growth ...................................................................................................................... 11 4.2. Aging Population ......................................................................................................................... 12 4.3. Physician Retirement ................................................................................................................... 12 4.4 Jurisdictional Competition ............................................................................................................ 12 4.5. Estimating the Additional Number of Family Physicians Required .............................................. 14 5. Physician Recruitment Strategies ....................................................................................................... 14 5.1. Marketing and Promotion ........................................................................................................... 15 5.2. Incentives and Support ................................................................................................................ 15 5.3. Community Engagement ............................................................................................................. 16 5.4. Data-Driven Approach ................................................................................................................. 16 6. Governance Framework ..................................................................................................................... 16 6.1. Regulatory Compliance ................................................................................................................ 16 6.2. Ethical Standards ......................................................................................................................... 17 6.3. Administrative Structure ............................................................................................................. 17 6.4. Resource Allocation ..................................................................................................................... 19 7. Monitoring and Evaluation ................................................................................................................. 21 7.1. Key Performance Indicators (KPIs) ............................................................................................... 21 7.2. Data Collection and Analysis ........................................................................................................ 21 7.3. Stakeholder Feedback ................................................................................................................. 21 7.4. Regular Reporting ........................................................................................................................ 21 7.5. Continuous Improvement ............................................................................................................ 21 8. Conclusion .......................................................................................................................................... 21 - 410 - 3 Appendix 1. Durham Physician Engagement Team Activity Report ............................................................ 22 Introduction ........................................................................................................................................ 22 Support and Engagement ................................................................................................................... 22 Information Hub ................................................................................................................................. 22 Community Engagement .................................................................................................................... 22 Short-Term Objectives (End of 2024) .................................................................................................. 22 Long-Term Goals ................................................................................................................................. 23 Appendix 2: Governance Framework and Timeline for 2024-2025 Work Plan ......................................... 24 2024-2025 Workplan .......................................................................................................................... 24 Appendix 3. Understanding Regional Needs and Competition .................................................................. 26 Appendix 4. Primary Care, Primary Health Care and Comprehensive Care Definitions ............................. 28 Primary Care ........................................................................................................................................... 28 Primary Health Care ............................................................................................................................... 28 Description of Comprehensive Care / Services ...................................................................................... 29 Appendix 5. Governance Model Evaluation ............................................................................................... 31 Abbreviations ............................................................................................................................................. 33 - 411 - 4 Executive Summary: Physician Recruitment Strategy for Durham Region Background and Urgent Need Durham Region is currently facing a significant challenge: a substantial gap in primary care access attributed to a shortage of approximately 145 family physicians (Table 1). This deficit affects nearly 180,000 Durham residents (Table 1). This shortfall not only undermines community health but also threatens the region's economic stability as accessible healthcare becomes increasingly important for individuals and businesses. Similar challenges are faced by many communities across Ontario and many Ontario communities are actively developing or enhancing strategies to recruit and retain family physicians, intensifying the competition for these professionals across the province. The Region of Durham and its area municipalities of Ajax, Brock, Clarington, Oshawa, Pickering, Scugog, Uxbridge and Whitby, are now exploring the development of its own long-term strategy for recruiting and retaining family physicians who will practice in, and serve, communities across the Region. This work is being led by a group called the Durham Physician Engagement Team (DPET). This team has developed the following recommendations for the Region to consider and implement, to achieve these goals. Key Recommendations and Cost: 1.That the current leadership and structure of the Durham Physician Engagement Team (DPET) team remain in place to December 31, 2024, with the purpose of program and logistic development. Oversight will remain at the Clarington Board of Trade and that bridge funding be provided for the months of August through December 2024. Cost of Recommendation 1 is $55,000 one-time funding. 2.That the region contributes to the hiring of one (1) FTE professional regional physician recruiter housed with the Durham Ontario Health Team (DOHT) for a 10-year term, beginning in January 2025. Contribution will include attraction and retention programming and should be reviewed in 3-year increments to ensure the program meets established performance metrics. Cost of Recommendation 2 is $225,000 per year with an annual escalation of cost at CPI +2%. The Governance Governance is designed to leverage the unique capabilities of a wide range of stakeholders. An oversight Taskforce (the Durham Physician Recruitment Oversite Taskforce or “Taskforce”), which works in harmony but remains functionally distinct from the Durham OHT, will guide program initiatives, and evaluate success through key performance indicators. It is carefully curated to ensure a rich blend of perspectives and expertise. This Taskforce will consist of 10 members: 3 Regional Councillors nominated by the Regional Council and representing north Durham (Brock, Uxbridge, Scugog), west Durham (Pickering, Ajax, Whitby) and east Durham (Oshawa, Clarington) alongside 7 professionals and experts from the health sciences and community sectors to be chosen by staff based on skill set, health system and community knowledge. Conclusion The Durham Physician Recruitment Program, designed to be adaptable, hinges on hiring a regional physician recruiter and involves a triennial review of attraction and retention strategies, with input from key regional partners, ensuring customization to Durham’s needs. The immediate launch is critical to build upon the establishment of the new Queens Lakeridge Campus ensuring an uninterrupted focus on filling the physician gap through 2024 and beyond. Equally important is developing strong programing to repatriate Canadian Physicians being trained abroad. The recommendations offer Durham a responsive, collaborative approach, merging local and external resources to make primary care accessible and holistic, enhancing the community’s health and economic prosperity. - 412 - 5 Durham Family Physician Recruitment Strategy - 413 - 6 Physician Recruitment Strategy for Durham Region 1. Introduction Access to primary care is the cornerstone of an effective healthcare system. Comprehensive care provided by family physicians plays a vital role in this system. Primary care providers are often the initial point of contact between patients and the healthcare system, encompassing illness prevention, health promotion, diagnosis, treatment, rehabilitation, and counseling. Extensive evidence demonstrates that access to primary care physicians improves health outcomes and reduces overall healthcare costs. Unfortunately, as previously mentioned, recent data indicates that approximately 2.2 million1 Ontarians, and over 6 million Canadians, lack a family physician, and the situation is expected to worsen2 in the coming years. While the healthcare portfolio is the primary role and responsibility of Ontario Health and the Province of Ontario, there is a critical role for local communities to contribute to the success of physician retention and attraction. We can work with provincial officials in support of our shared objectives (i.e. recruiting and/or graduating sufficient family doctors to meet the needs of Ontario and all its residents). At the same time, we need to focus on the health care needs of Durham’s residents. Durham Region is experiencing rapid growth, and most family physicians in the region already have full patient rosters. Consequently, an increasing number of Durham residents are searching for family physicians. It is imperative for the community to collaborate and address the growing shortage of family physicians in Durham. A successful regional physician recruitment program will ensure that Durham's residents, including our most vulnerable populations, have proper access to primary healthcare services. In Ontario, each family physician has an average patient load of 1,3803 patients. There are approximately 377 family physicians providing comprehensive care to residents in Durham. Data from the Ministry of Health suggests that up to 180,000 Durham residents lack access to a family physician, while others have physicians located at a distance, making access challenging. Furthermore, approximately 100 of Durham’s family physicians are over the age of 60 and nearing retirement from clinical practice. The situation with access to family medicine is, indeed, cause for concern. Nonetheless, there are opportunities to grow the family physician complement in Durham, even in this highly challenging environment. There is an opportunity to foster relationships with family medicine trainees who are already in Durham. The Queen’s University satellite medical campus in Durham Region continues to grow in size and stature. Partnerships between Queen’s University Faculty of Health Sciences, Lakeridge Health, and local physicians were established in 2012 with the 2-year family medicine training program called QBOL (Queen’s – Bowmanville – Oshawa – Lakeridge Health)4. In addition to this, Queen’s and Lakeridge Health have developed a first-in-Canada, innovative medical education program5 for training family medicine trainees in our region which combines undergraduate and postgraduate training into a continuous program. Distinct features of this program include a specialized admission process tailored to identify students committed to pursuing comprehensive Family Medicine from the onset of their medical education. They benefit from an integrated, purpose-built 1 More than 2.2 million Ontarians Left without a Family Doctor ontariofamilyphysicans.ca February 9, 2023 2 One in four Ontarians may be without a family doctor by 2026, analysis says Globe and Mail, October 26, 2023 3 Family Physician Supply Plan Update, City of Kingston, December 1, 2020 4 Queen's-Bowmanville-Oshawa-Lakeridge (QBOL) Family Medicine Residency Program, Queen’s University, 2023 5 Queen’s-Lakeridge Health MD Family Medicine Program, Queen’s University 2023 - 414 - 7 curriculum and early exposure to diverse family medicine environments, starting in their first year. Collaborative engagements with communities are integral, facilitating immersive learning experiences. This ground-breaking cooperative initiative is setting a precedent for other provinces and medical schools to follow in addressing the scarcity of family physicians6. The first cohort in this new Queen’s-Lakeridge Health program started in September 2023, and will be graduating in 2029. Additionally, a few family physician groups in Durham have strong ties with the Faculty of Medicine at the University of Toronto, and Lakeridge Health has affiliation agreements with all medical schools in Ontario. Durham Region is uniquely positioned to become a leader in training family physicians within our own community. Emphasizing engagement and support of locally trained family physicians will be crucial for successful recruitment in Durham. These trainees are already familiar with our region and its physicians, and a unified and coordinated community-led recruitment strategy can leverage these valuable partnerships. However, we must not overlook the recruitment potential of family medicine trainees from across Canada and Canadian trainees studying abroad who may also be interested in joining our Durham communities. Finally, we cannot overlook the opportunity to recruit beyond our community, ensuring we work to attract family physicians from across Ontario, and those family medicine graduates from across Canada and internationally who are from Ontario and would like to return. In this document, we will identify the unique needs of Durham and its municipal partners. Using available data and local insights, we will estimate the additional number of family doctors required in Durham. We will review strategies employed by other communities to attract physicians and identify best practices that Durham can adopt. Furthermore, we will examine the regulatory and governance frameworks necessary for a long-term recruitment plan. Recommendations will be developed to enhance the delivery of services for attracting and retaining family physicians, along with community healthcare delivery models. The document will also evaluate the structure needed to support marketing, research, direct recruitment, settlement services, succession planning support, and data management and analysis. Finally, we will compare incentive packages across similar communities and provide recommendations for financial resources required for the program. 2. Background In March 20227, the Ontario Government unveiled an ambitious plan for educational expansion, earmarking the addition of 160 undergraduate seats and 295 postgraduate positions over the next five years—a milestone representing the most significant growth in undergraduate and postgraduate medical education in over a decade. Queen's University's School of Medicine partnered with Lakeridge Health to create a regional campus in Oshawa, focusing on training comprehensive care family physicians8. A Joint Steering Committee formed four Working Groups: Admission, Curriculum, Community Engagement, and Faculty Engagement. The Admission Working Group devised recommendations to identify distinctive traits for selecting future family physicians, while the Curriculum Working Group 6 New SFU medical school will include dedicated family doctor program: minister, Vancouver Sun, September 20, 2023 7 Ontario Training More Doctors as it Builds a More Resilient Health Care System, Government of Ontario, March 15, 2022 8 Queen’s University and Lakeridge Health Establish Collaboration to Address Physician Shortage, Lakeridge Health, May 2, 2022 - 415 - 8 innovated curricular models tailored to comprehensive care family physician training. In parallel, the Community Engagement Working Group crafted strategies to actively involve Durham Communities and provide crucial support to learners during their training years. Lastly, the Faculty Engagement Working Group established recommendations to engage Durham-based physicians in recruitment as faculty for the new medical school, complemented by plans for robust local faculty development. This collaborative endeavor is poised to shape the future of medical education and improve healthcare delivery in the region. The inauguration of the Queen's Lakeridge Health Campus prompted the formation of the Durham Physician Engagement Team, dedicated to supporting learners at this innovative medical campus. Through the Durham Economic Development Partnership, the Region of Durham, Municipality of Clarington, City of Oshawa, Town of Whitby, Town of Ajax, City of Pickering, Township of Uxbridge, Brock Township, and the Town of Scugog, came together to collaboratively provide financial support to ensure the initial need of the first cohort were met and that resources were available to develop a long-term solution to this important initiative. Initially, the team focused on addressing the immediate needs of the incoming 2023 cohort of family medicine students and residents. However, it is now imperative to develop a comprehensive medium- and long-term physician recruitment strategy to address physician retirements, population growth, and the needs of an aging population and other vulnerable groups, ensuring sustainable access to medical care. This strategy is also essential for the successful development and operation of the new tertiary care hospital in the Durham Region over the next decade. The shortage of family physicians is not unique to Durham; competition for recruitment is growing across the province, with many other communities establishing or enhancing9 dedicated family physician recruitment programs. Niagara Region10 has had a successful physician recruitment program in place for over a decade. Durham cannot rely solely on ad hoc efforts to address this Health Human resource challenge. A coordinated, professional effort involving resources from across Durham Region is required, with readiness to welcome the nine postgraduate family medicine trainees completing their training in May 2024 and entering family practice. 2.1 Unique Needs and Challenges in Durham Region Durham Region encompasses eight diverse municipalities; several unique needs and factors must be considered to effectively recruit family physicians: 1.Diverse Community Needs: Each municipality in Durham Region has its own unique demographic, socio-economic, and cultural characteristics. Understanding these varied community needs is crucial for matching the right physicians with the right areas. 2.Urban vs. Rural Requirements: The region includes both urban and rural areas. Rural areas might face more significant challenges in attracting physicians due to perceived remoteness and limited resources. Tailoring recruitment strategies to address these differences is essential. 3.Indigenous Health Needs: In order to meet the specific needs of Indigenous communities within the region, it's important to recruit and educate physicians who are knowledgeable and sensitive to specific health needs and cultural contexts. 9 Brantford Council looking to solve physician shortage, Brant Beacon November 17, 2023 10 Niagara Physician Recruitment Program, 2023 - 416 - 9 4.Cultural Competence and Diversity: With a diverse population, it's important to recruit physicians who are culturally competent and can cater to the health needs of various ethnic, racial, and cultural groups. 5.Infrastructure and Facility Variations: Different municipalities may have varying levels of healthcare infrastructure. Recruiters need to be aware of the facilities available in each area, including hospitals, clinics, and specialized healthcare services. 6.Work-Life Balance Opportunities: Prospective physicians often seek a balance between their professional and personal lives. Understanding and promoting the lifestyle benefits of each area, such as recreational activities, educational opportunities, and community involvement, can be attractive. 7.Professional Development Opportunities: Highlighting opportunities for continuous learning, professional growth, and career development within the region can be a key factor in attracting and retaining physicians. 8.Collaborative Environment: Promoting a collaborative and supportive professional work environment, including relationships with local healthcare networks and community organizations, can be appealing to potential recruits. 9.Family Considerations: Understanding and addressing the needs of physicians' families, such as access to quality education and spousal employment opportunities, can be crucial in their decision to relocate. 10.Support for International Graduates: If recruiting internationally trained physicians, support in navigating the licensing process in Ontario and adapting to the Canadian healthcare system would be important. 2.2. Family Physician Recruitment and Retention in Durham Region 2.2.1. Physician Recruitment Initiatives and Medical Trainees in Durham In the past, some Durham communities, including Clarington, Oshawa, and Whitby, have made formalized community-focused efforts to attract new family physicians and enjoyed some success in doing so. Currently, family physicians in Durham Region participate in training family medicine residents and already have familiarity with our region, patient population, physicians, and other affiliated healthcare professionals through Queen's University and the University of Toronto. Additionally, all six of Ontario's medical schools collaborate with the Rural Ontario Medical Program11 (ROMP), and directly with Lakeridge Health, to organize medical trainee placements in underserviced rural communities, including Clarington, Port Perry, and Uxbridge. 2.3 Medical Training in Durham Region 2.3.1. Undergraduate Medical Trainees (Medical Students) Undergraduate medical trainees on the path to earning their Doctor of Medicine (MD) degree undergo placements in hospital and community settings during their pre-clinical (years 1 & 2) and clinical clerkship or rotation (years 3 & 4) years in Durham Region. These trainees are not compensated during their training and typically graduate with substantial debt. 11 Rural Ontario Medical Program (ROMP), 2023 - 417 - 10 2.3.2. Postgraduate Medical Trainees (Medical Residents) Upon graduating with a MD degree, postgraduate medical trainees from all six Ontario universities receive specialty training in community and hospital settings. The training environment can significantly influence these trainees' eventual practice locations. Postgraduate trainees typically earn modest incomes during their residency period. 2.3.2.1. Queen's University School of Medicine The Queen's University Family Medicine Training Programs in Durham Region, including the Queen's- Bowmanville-Oshawa-Lakeridge Health (QBOL) Family Medicine Program, have been training family physicians in Durham since 201212. Initially, the program graduated 8 residents per year, but it now graduates nine 2nd-year Family Medicine Residents annually. It is expected that this program will continue to grow. The newly opened Queen's-Lakeridge Health MD Family Medicine Program13 (QLEP) is a progressive medical education model specifically designed to address the family physician shortage. This program aims to graduate practice-ready, community-focused, family physicians capable of providing comprehensive care in southeastern Ontario. The program has experienced rapid development and is based at the Queen's satellite medical campus at Lakeridge Health in Durham Region. It is anticipated that this program will graduate 20 medical trainees each year, with the first batch of 20 trainees having begun their training in September 2023. The Queen’s Lakeridge Health MD Family Medicine Program will grow exponentially over the next 6 years, to a capacity of 120 dedicated Family Medicine trainees in the program by 2028. Extensive collaboration and research efforts have gone into the development of these programs and partnerships. Figure 1: Number of Family Medicine Trainees related to Queen’s University’s Undergraduate and Postgraduate programs. 2.3.2.2. Other Family Medicine Trainees The University of Toronto’s School of Medicine also trains some family medicine residents in Durham, primarily in Uxbridge and Port Perry. Additionally, there are Family Medicine trainees from other 12 Residency program sought to allay family doctor shortage, The Sarnia Observer, December 31, 2018 13 Family doctor shortage: Medical education reform can help address critical gaps, starting with a specialized program, The Conversation, October 2, 2023 38 58 89 120 120 120 120 9 9 9 9 20 20 20 0 20 40 60 80 100 120 140 2023 2024 2025 2026 2027 2028 2029 Queen's Satellite Campus Growth Practice Ready Family Medicine Graduates - 418 - 11 universities who participate in 8-week placements through Ontario's ROMP program. These trainees represent potential new family physicians for the Durham community. It is important to note that there is a significant number of Canadian family medicine trainees studying medicine abroad, many of whom hope to return to Ontario to practice. In 2011, almost 3,600 Canadians were studying medicine at schools in the United Kingdom, Australia, Poland, the Caribbean and elsewhere, in addition to the approximate 10,500 medical learners in Canada14. Ontario’s physician regulator, the College of Physicians and Surgeons of Ontario (CPSO), recently made it easier for doctors who were trained in the U.S., Ireland, Australia, and Britain to get licensed in Ontario as jurisdictions around the country compete to remove licensing barriers to address chronic shortages in health care15. This presents an opportunity that should not be overlooked. 3. Where We Are Today In summary, we are in a transitional phase with several medical training programs in place and significant growth expected in the coming years in our region. Immediate needs include supporting the current cohort of medical trainees and developing a comprehensive physician recruitment and retention program for Durham. The existing medical training programs and partnerships provide a unique opportunity to create a synergistic approach to recruitment, training, and retention of family physicians in Durham Region. Helping our medical trainees feel at home here in Durham is critical to our ability to recruit and retain these physicians for the long term. 4. Future Needs Assessment A key component of developing an effective recruitment strategy is determining how many family physicians are needed to meet the current and future healthcare needs of Durham Region. Estimating the number of family physicians required involves considering various factors, including population growth, the aging demographic, and the number of physicians retiring from practice. Table 1 Health Force Ontario Data 2023 Census Sub Division (CSD) Name POPULATION (Health Card Holders) Number of patients not rostered % of patients without a family physician Shortage of Family Physicians Roster Ratio Ajax 139,742 37,126 26.6% 27 1380 pts/Dr Brock 9,852 3,499 35.5% 3 1380 pts/Dr Clarington 103,709 21,829 21.0% 16 1380 pts/Dr Oshawa 184,960 47,452 25.7% 34 1380 pts/Dr Pickering 103,334 26,025 25.2% 19 1380 pts/Dr Scugog 26,593 4,155 15.6% 3 1380 pts/Dr Whitby 142,426 34,257 24.1% 25 1380 pts/Dr Uxbridge 22,660 3,740 16.5% 18 793 pts/Dr Durham Region 733,276 178,083 24.3% 144.34 - Population = # Health Card Holders. Rostered = Health Card Holders Rostered to a Physician Engagement Model (PEM) Family Physician somewhere in Ontario Not Rostered = Population – Rostered The average roster size of the PEM physicians is 793 patients/physician although provincial standards are about 1380 patients/physician. 14 Too many Canadians studying medicine overseas, CBC News, February 22, 2011 15 CPSO Removes Barriers for Internationally Educated Physicians, College of Physicians and Surgeons of Ontario, April 4, 2023 - 419 - 12 4.1. Population Growth One of the significant drivers of the need for more family physicians in Durham Region is population growth. Durham Region has been experiencing steady population growth over the past several years, driven by a combination of natural population growth (births minus deaths) and net migration (people moving into the region). According to 2022 census data, the population of Durham Region is estimated to be approximately 751,50016 residents. This population is projected to continue growing in the coming years, driven by factors such as new residential developments, economic opportunities, and the overall attractiveness of the region. 4.2. Aging Population Another critical factor to consider is the aging demographic within Durham Region17. As the population ages, there is an increased demand for healthcare services, including primary care provided by family physicians. The proportion of adults aged 65 and older within Durham ranges from 13.1% to 24.1%. Older adults often have more complex healthcare needs and require ongoing management of chronic conditions. Additionally, the retirement of older family physicians can further exacerbate the shortage of primary care providers, as younger physicians may need to take on a larger patient load. 4.3. Physician Retirement The impending retirement of a significant number of family physicians in Durham Region is a pressing concern. About 100 of Durham's family doctors are aged 60 and above, nearing retirement, and their departure from clinical practice will create a larger gap in primary care services. If we do not plan for the replacement of these retiring physicians to ensure uninterrupted access to healthcare for patients, the number of patients without a family doctor will rise by nearly 14,000. 4.4 Jurisdictional Competition The Region of Durham, amidst a province-wide competition for family physicians, must address shortages affecting its two-tier municipality structure spanning eight communities. The competition is intensified by well-established recruitment programs in many other Ontario communities. An assessment of 12 communities revealed varying incentive packages to attract new physicians, with perks ranging from housing benefits to relocation expenses. On average, these incentives equate to about $19,875 annually in exchange for an average 5-year commitment by the physician (Appendix 2). Furthermore, several communities have dedicated recruitment initiatives with varying budgets, staff structures, and organizational frameworks. Strategies Employed by Various Municipalities for Physician Recruitment: 1.Recruitment Staff: ●Woodstock, Hamilton, Niagara Region, Haliburton, Peterborough, City Kawartha Lakes: Employ a full-time physician recruiter. ●Saugeen, Kincardine (Bruce Power): Employs a 0.6 FTE Physician Recruitment Manager. 2.Program Budget & Structure: 16 Durham Monitoring of Growth Trends, File: D01-02-01 December 2, 2022 17 2021 Census of Population – Regional Municipality of Durham Information Report, September 16, 2022 - 420 - 13 ●Prince Edward: $150,000 budget, integrated in Family Health Team, supported by the county. ●Hamilton: $180,000 budget, a collaboration involving the city, Hamilton Academy, and Chamber of Commerce, employs a full-time physician recruiter. ●Windsor: $25,000 contribution to a medical program aiming to retain graduating doctors. ●Saugeen, Kincardine (Bruce Power): $105,000 budget, employs a 0.6 FTE Physician Recruitment Manager. ●Peterborough: $36,200 budget, operates a not-for-profit family health team, employs a full-time staff. ●City Kawartha Lakes: Operates through a separate charity organization, employs a full-time physician recruiter. 3.Financial Incentives: ●Quinte West: $100,000 over 5 years, includes 100% rent coverage and a boat slip. ●Hastings: $150,000 over 4 years, includes $75,000 for relocation expenses. ●Kingston, Belleville, North Grenville, Prince Edward: $100,000 - $150,000 over 5-6 years. ●St. Thomas: $33,000 over 4 years, includes moving expenses. ●Niagara Falls: $50,000 over 5 years, includes $5,000 for moving expenses. ●Haliburton: $150,000 over 6 years. ●Wasaga Beach: $65,000 over 5 years. ●Woodstock, Southern Georgian Bay: Offers moving expenses of $4,000 - $5,000. 4.Collaborative Efforts: ●Prince Edward: Program integrated within the Family Health Team and supported by the county. ●Hamilton: A collaborative effort of the city, Hamilton Academy, and the Chamber of Commerce. ●City Kawartha Lakes: Recruitment managed by a separate charity organization. ●Saugeen, Kincardine (Bruce Power): Recruitment managed possibly by the Municipality of Kincardine. It is worth noting that these collaborative efforts precede the advent of Ontario Health Teams. 5.Tailored Approaches: ●Strategies tailored to the unique needs and resources of each community, with a mix of financial incentives, collaborative structures, and dedicated staffing to optimize physician recruitment and retention efforts. Each municipality is employing a mix of dedicated staff to optimize their physician recruitment and retention efforts, financial incentives, and structural collaborations, tailored to their unique community needs and resources. The first step in successful recruitment programs is the establishment of dedicated staff and resources to develop, manage and implement competitive programming. - 421 - 14 The importance of place for this work has been evaluated based on Readiness, Finance, Administration, Management, and Connection to Medical Learners and existing physicians. The value of connection to Medical Learners cannot be overlooked. Strong engagement and support in navigating the community and healthcare systems will strongly influence decisions on where they will settle upon graduation. This said, medical learners are not the only audience. We also need to keep focus on repatriating Canadians training abroad and interest within the communities through medical clinics and hospital work. The Canadian Association of Physician Recruiters18 is a national membership organization for physician recruitment professionals. With membership spanning across the country, this resource provides a broad view for structure. Most recruiters are stationed within hospitals or medical organizations. With the development of Ontario Health Teams, there is a growing trend to place recruitment efforts within these organizations as well. For Durham to effectively attract and retain family physicians, it's imperative to collaboratively craft a competitive strategy leveraging recent unique opportunities in the region. This strategy tailored for Durham should integrate industry best practices and distinctly define roles for both the Region and lower- tiered municipalities. 4.5. Estimating the Additional Number of Family Physicians Required To estimate the additional number of family physicians required in Durham Region, a detailed analysis of the current physician workforce, population demographics, and projected retirements is necessary. This analysis should consider factors such as the average patient load per physician, the distribution of physicians across different communities within Durham Region, and the expected growth in the number of residents. Team-based collaborative care models involve interdisciplinary healthcare providers working together to deliver comprehensive and personalized patient care. In this approach, a diverse group of healthcare professionals, including doctors, nurses, nurse practitioners, pharmacists, social workers, and specialists, collaborate and share their expertise to address the unique needs of each patient. They communicate regularly and make collective decisions to ensure that care is coordinated, evidence-based, and patient- centered. This model fosters a culture of respect and shared responsibility among team members, which enhances the quality of care, improves health outcomes, and increases patient satisfaction. Through the integration of varied skills and knowledge, the team ensures that the patient’s physical, mental, and social needs are met in a holistic manner. Team-based collaborative care models that involve multiple healthcare providers can help address the demand for primary care services more efficiently. 5. Physician Recruitment Strategies Recruiting family physicians to practice in Durham Region requires a multifaceted approach that leverages various strategies and resources. Taking a dyad approach to this work will prove most effective pairing leadership from the Department of Family Medicine and the community of Durham. Successful recruitment efforts should be proactive, targeted, and tailored to the specific needs and preferences of physicians. Below are key physician recruitment strategies employed in other communities across Canada that can be successfully implemented in Durham Region: 18 Canadian Association of Physician Recruiters, caspr.ca 2023 - 422 - 15 5.1. Marketing and Promotion 5.1.1. Develop a Strong Brand and Identity: Create a compelling and unique brand for Durham Region's physician recruitment program. This brand should highlight the region's attractions, quality of life, and the supportive academic and medical community. Note that Invest Durham, Durham Region’s Economic Development Department and Tourism Department, has been building strong brand identities to promote the region’s quality of place and creativity for the attraction of tourists and a talented workforce. This work could be leveraged. 5.1.2. Online Presence: Establish a comprehensive online presence, including a dedicated website that provides information about practicing in Durham Region. The website should feature testimonials from current physicians, opportunities at the academic institutions (Ontario Tech, Durham College, Queen’s University, Trent University) and other healthcare training programs, details about local healthcare facilities, and resources for newcomers. 5.1.3. Social Media: Utilize social media platforms to showcase the region, share success stories of recruited physicians, and engage with potential candidates. 5.1.4. Targeted Marketing: Identify key recruitment markets and tailor marketing efforts to reach medical trainees, recent graduates, and practicing physicians in those markets. Consider attending medical conferences and events to connect with potential candidates in Ontario, Canada, and the UK to ensure community recognition through awareness generation activities. 5.2. Incentives and Support 5.2.1 Competitive Compensation: In Canada, community-specific attraction incentives19 are widely used, each presenting unique risks and opportunities20. It's essential for these incentives to be strategically considered at a regional level, particularly in the Region of Durham. This approach aims to create uniformity in primary care access across Durham, minimizing internal competition. Key incentives to deliberate include salary enhancements, signing bonuses, office setup reimbursements, and student loan repayment schemes. 5.2.2. Relocation Assistance: Provide relocation assistance to help physicians and their families transition to Durham Region seamlessly. This may include support with housing, childcare, spousal employment support and other logistical aspects of moving. It will be important to develop strong relationships and leverage expertise with local resources in real estate, workforce, social supports, and immigration. Note that the Durham Local Immigration Partnership has developed strong, fundamental resources and community connections, in this regard, which could be leveraged. 5.2.3. Mentorship and Support Programs: Establish mentorship programs that pair new physicians with experienced practitioners in the region. This can help newcomers navigate the local healthcare system and integrate into the community. 19 HealthForceOntario Northern and Rural Recruitment and Retention Initiative Guidelines, Ministry of Health and Long-Term Care, 2023 20 City of Welland offers $1 million in physician recruitment incentives to triage doctor shortage, myniagaraonline.com, June 28, 2023 - 423 - 16 5.2.4. Continuing Medical Education: Highlight opportunities for professional development and continuing medical education in Durham Region. Support physicians in pursuing additional certifications or specializations. Durham's esteemed academic institutions, including the ground-breaking Queen's Lakeridge Health Campus, specializing in Family Medicine, represent invaluable educational assets in our region. 5.3. Community Engagement 5.3.1. Physician-Led Recruitment: The involvement of local physicians in the recruitment process cannot be underestimated. When prospective physicians explore potential practice locations, it is important to provide insight into the lived experience of practice in community. Current practitioners can serve as ambassadors for the region and help foster connections and build meaningful relationships with potential recruits. 5.3.2. Community Integration: Promote the benefits of living and working in Durham Region. Proactively assist and provide settlement assistance including amenities, recreational opportunities, schools, post- secondary institutions, and cultural attractions that make the area an attractive place to settle down. Durham Tourism, the Chambers and Boards, and the local area municipalities’ tourism groups will be valuable partners for this critical activity. 5.3.3. Partner with Educational Institutions: Strengthen partnerships with local medical schools, including Queen's University and the University of Toronto, to facilitate the transition of medical trainees into practicing physicians within Durham Region. 5.4. Data-Driven Approach 5.4.1. Data Collection: Establish a robust data collection and analysis system to track physician recruitment efforts, including the number of recruited physicians, retention rates, and demographic information. 5.4.2. Feedback Mechanism: Implement a feedback mechanism that allows recruited physicians to provide input on their experiences in Durham Region. Use this feedback to make continuous improvements to the recruitment program. 5.4.3. Market Research: Continuously conduct market research to identify trends in physician preferences and recruitment challenges. Stay updated on changes in the healthcare landscape. 6. Governance Framework A well-defined governance framework is essential for the effective operation of the physician recruitment program in Durham Region. This framework should address ethical and administrative aspects of physician recruitment and retention. Key components of the framework include: 6.1. Regulatory Compliance - 424 - 17 6.1.1. Incentives Contracts: Ensure that incentive contracts for recruited physicians comply with all relevant laws and regulations, including those related to compensation, working conditions, and professional standards, as well as the Ontario Municipal Act, 2001. 6.1.2. Immigration and Work Authorization: Address immigration and work authorization requirements for physicians recruited from outside Canada, including necessary permits or licensing requirements. 6.2. Ethical Standards 6.2.1. Fair Recruitment Practices: Establish guidelines for fair and equitable, inclusive, and ethical recruitment practices, including focusing on various community (including equity-deserving and marginalized communities) needs, transparency in the recruitment process, avoidance of conflicts of interest, and adherence to professional codes of conduct. The integration of equity, diversity, inclusion, indigeneity, and accessibility in Durham Region's physician recruitment program is vital for fostering a healthcare system that truly reflects and serves its diverse community. Emphasizing these values ensures that the recruitment process not only attracts a wide range of talent but also resonates with the varied cultural and individual needs of the population. The development of this program will leverage the resources of Durham Region’s Diversity, Equity, and Inclusion Division. By prioritizing indigeneity, the program acknowledges and respects the unique health needs and perspectives of Indigenous communities, contributing to more culturally sensitive healthcare. Accessibility is crucial in removing barriers and creating an inclusive environment for both practitioners and patients with disabilities. Overall, embracing these principles in physician recruitment leads to a more inclusive, competent, and effective healthcare workforce that can better address the multifaceted health concerns of the Durham region, ultimately leading to improved patient care and community well-being. 6.2.2. Patient Care Standards: Maintain high standards of patient care and ethical conduct among recruited physicians, emphasizing patient safety and quality of care. 6.3. Administrative Structure 6.3.1 Program Oversight: Create an administrative body or Taskforce responsible for overseeing the physician recruitment program. This body should include representatives from healthcare organizations, local government, and community stakeholders. It is recommended that a Taskforce be established consisting of 10 members: 3 Regional Councillors nominated by the Regional Council and representing north Durham (Brock, Uxbridge, Scugog), west Durham (Pickering, Ajax, Whitby) and east Durham (Oshawa, Clarington) alongside 7 professionals and experts from the health sciences and community sectors to be chosen by staff based on skill set, system and community knowledge. Complimentary work is currently underway with common goals on building and sustaining a robust Primary Care/Family Medical community in the Region of Durham. The new Department of Community and Family Medicine at Lakeridge Health is building bridges for our Healthcare system, residents, and Family Physicians to collaborate and work together for strengthened community healthcare. - 425 - 18 Ontario Health has recently prioritized primary care in its healthcare delivery planning. The Durham Ontario Health Team has been approved for the one of the 12 accelerated programs21 development and is composed of representation across the regional municipalities, healthcare agencies and the Primary care community in Durham Region. While the Durham Ontario Health Team is in its initial stages, an independent body should oversee the program on behalf of the Durham Region municipalities for the next few years. The Durham Physician Engagement Team (DPET) has been established and focused on integrating the inaugural cohort of 20 students from the Queens Lakeridge Health MD Family Medicine Program into the community, fostering strong local connections. Moreover, the DPET team is also developing both short- term and long-term strategies aimed at enhancing physician recruitment in the Region of Durham. This initiative includes, but is not limited to, leveraging the Queens Lakeridge Health MD Family Medicine (QLEP) and Queen’s Bowmanville Oshawa Lakeridge (QBOL) Family Medicine residency programs to build a robust physician recruitment framework. The DPET consists of a strategic mix of community, academia and healthcare including: •Queens MD Campus in Oshawa: Arun Bala •Lakeridge Health Academic Affairs: Heidi McHattie •Chief of Family Medicine: Dr. Joel Kennedy •Community Family Physician: Dr. Tony Stone •Community Representative: Sheila Hall •Ontario Health Representative: Jill Cappa •Durham Region Liasson: Simon Gill These collaborative efforts of the Durham Physician Engagement Team are likely to significantly enhance the recruitment of new family doctors in Durham. However, at present, there isn't a definitive immediate placement for these recruits. The DPET team developed, and currently maintains, robust connections with key stakeholders, including the Durham OHT, the Department of Community and Family Medicine at Lakeridge Health, the Queens Lakeridge Health Medical Campus, and a committed and passionate group of existing family physician leaders in Durham. These relationships are instrumental in supporting and advancing our recruitment objectives. The Durham Ontario Health Team (OHT)22 is a collaborative group of organizations and patient, family and care partner advisors working in partnership to improve access and delivery of coordinated health services. The group is comprised of partners from across the care continuum, including primary care providers, hospitals, mental health and addiction services, social support services, home and community care support services, and long-term care. To enhance the effectiveness of physician recruitment in Durham, the initial focus will be on strengthening the connection between the community and physicians. This will be further supported as a professional physician recruiter is hired and recruitment efforts intensify. It's crucial that the community recruiter and a physician-lead representative from the community collaborate closely in this process. 21 Minister's Update: Accelerating Ontario Health Teams (OHTs), RISE September 27, 2023 22 Durham Ontario Health Team doht.ca 2023 - 426 - 19 For optimal structuring of these efforts, a phased approach is advised. Presently, the Clarington Board of Trade has the resources to oversee the Physician Engagement Team until July 2024. The eventual goal is to integrate this initiative within the Durham Ontario Health Team in collaboration with Durham Primary Care Network structure. However, an immediate transition could present challenges as Durham OHT is yet to be incorporated and define its relationship with Primary Care Network Durham23 (PCND) through a governance structure. Maintaining the current momentum and preserving the knowledge and background of ongoing work is essential, necessitating a phased collaborative and strategic approach. Stage 1: The Clarington Board of Trade will continue as the administrative body until the end of 2024 or until the Durham Ontario Health Team completes steps to establish Primary Care Network Durham. During this time, work will be structured to ensure proximity to all medical learners with a focus on developing primary care partnerships and long-term strategies for collaborating with the community and physicians and enhancing family physician recruitment efforts. Stage 2: The administration and oversight of Family Physician Recruitment efforts will transition to the Durham Ontario Health Team in collaboration with Primary Care Network Durham. This phase will ensure continued independent oversight and involve stakeholders from Family Medicine and the Durham community. The Durham OHT maintains strong relationships within community agencies, physician networks, healthcare institutions and government leadership in healthcare. This structure will allow for a balanced and independent approach to recruitment and retention for the Region of Durham community. 6.3.2. Accountability: Accountability for roles, financial management, and reporting will be with the administrative body in collaboration with the Durham Physician Engagement Team. 6.3.3. Evaluation and Reporting: Establish mechanisms for program evaluation and reporting to track progress, assess outcomes, and make data-driven decisions. 6.4. Resource Allocation 6.4.1. Budgeting: Implementing a Regional Physician Recruitment program will require both financial and in-kind resources. There will be a role for both regional and lower tier governments in Durham. With a 23 Primary Care Network Durham primarycarenetworkdurham.ca 2023 - 427 - 20 budget of $225,000.00 per year funded by Durham Region, this program can be delivered with budget allocations as follows: Salaries $120,000.00 Operational expenses $ 5,000.00 Marketing $ 15,000.00 Settlement/Local Activities $ 40,000.00 Travel and Events $ 20,000.00 Professional Stipend (Physician) $ 25,000.00 $225,000.00 In-kind contributions will be realized through location costs, general supplies and access to related programs and efforts across the Region. It has been noted that recruitment of Family Physicians is extremely competitive and that most communities are offering significant signing incentives in return for a 5-year commitment to family practice. In our research, we recognized that many two-tier communities are offering incentives in very different ways, however we want to highlight the Niagara model. The regional programming for attraction and retention is supported at the regional level and, each municipality in the region is responsible for any attraction incentives. Although there are no clear guidelines, there seems to be a standard practice to not out-bid or poach from each other. Durham Municipalities should be respectful and clear on this topic and share common parameters around incentives being offered. A crucial step is crafting a strategy that fosters mutual support, rather than competition, between these communities. If area municipal incentives are contemplated, it is recommended that there be a resolution of Regional Council stipulating the acceptable parameters for these incentives, to prevent inter-municipal competition. 6.4.2. Funding Sources: Considering the critical need for family physician recruitment and retention in Durham Region, it is essential to emphasize the vital role of local governments’ investment in this initiative. The delivery of key objectives outlined in Durham Region's Strategic Plan, particularly those concerning community health and wellness, hinges on the access to healthcare in the region. Therefore, the investment by local government is not just a matter of resource allocation; it is imperative to ensure that residents have access to essential primary healthcare services. This is increasingly important as the region faces a significant shortage of family physicians, impacting the health and economic stability of the community. Furthermore, it is recommended that the funding for this crucial initiative be a shared responsibility between the Regional and area municipal governments. Such a collaborative financial approach underscores the collective commitment to enhancing community health and well-being. By pooling resources and efforts, both tiers of government can effectively address the challenges of physician shortages and ensure the availability of comprehensive healthcare services across Durham Region. This joint funding strategy also reflects a unified response to a common challenge, demonstrating a strong partnership in prioritizing the health needs of our community. - 428 - 21 7. Monitoring and Evaluation Continuous monitoring and evaluation are essential components of a successful physician recruitment program. Regularly assess the effectiveness of the program's strategies and initiatives, and make necessary adjustments based on data and feedback. Monitoring of Key Performance Indicators (KPIs) as outlined below, serve as the foundational metrics through which the effectiveness and impact of the project or initiative are gauged. Beyond these performance metrics, an insightful evaluation also considers the projected needs related to space and staffing. By anticipating these future requirements, this family physician recruitment program can better align its resources and planning to ensure the sustained success of goals and objectives. 7.1. Key Performance Indicators (KPIs) Establish KPIs to measure the success of physician recruitment efforts. Examples of relevant KPIs include: 1.Number of recruited family physicians 2.Retention of family medicine learners in Durham 3.Retention rates of recruited family physicians 4.Physician satisfaction with the recruitment process 5.Patient attachment to and satisfaction with primary care services. 7.2. Data Collection and Analysis Implement data collection mechanisms to gather information on physician recruitment, retention, and patient outcomes. Use this data to identify trends, strengths, weaknesses, and areas for improvement. 7.3. Stakeholder Feedback Seek feedback from various stakeholders, including recruited physicians, patients, healthcare organizations, and the community. Use this feedback to make informed decisions and enhance the recruitment program. 7.4. Regular Reporting Provide regular reports on the status and impact of physician recruitment efforts to relevant stakeholders, including local government authorities, healthcare organizations, and funding partners. 7.5. Continuous Improvement Based on the findings from monitoring and evaluation, continually refine recruitment strategies, incentives, and support programs to optimize outcomes. 8. Conclusion Developing an effective physician recruitment and retention strategy for Durham Region involves a comprehensive and collaborative approach that addresses the unique needs and challenges of the region. By conducting a thorough needs assessment, implementing targeted recruitment strategies, establishing a robust regulatory framework, and continuously monitoring and evaluating the program's effectiveness, Durham Region can attract and retain the family physicians needed to provide high-quality primary care services to its growing and diverse population. Additionally, forging partnerships with medical schools and other stakeholders will be instrumental in ensuring the long-term success of the recruitment program. - 429 - 22 Appendix 1. Durham Physician Engagement Team Activity Report Introduction In July 2023, the Region of Durham, in collaboration with the Clarington Board of Trade (acting as the oversight organization), initiated a pivotal agreement to advance physician recruitment and bolster support for Medical Trainees in Durham. The result of this collaboration was the successful establishment of the New Queens Lakeridge Medical Campus, which opened its doors on August 28, 2023, ready to welcome its inaugural cohort of 20 students. This pioneering group has provided valuable insights, fortifying our preparedness for the 2024 cohort. Support and Engagement •To ensure a comprehensive understanding of our trainees' needs, we conducted surveys to emphasize the significance of their role within the Durham community. •The Durham Physician Engagement Team orchestrated a dynamic and welcoming Orientation week, fostering connections among students and their future mentors in residency training. •Our support initiative has been aptly branded as the "Durham Physician Engagement Team," and we maintain an unwavering commitment to consistent outreach to cater to trainees' evolving needs. Information Hub •Recognizing the importance of accessible information, we are diligently developing a centralized website to serve as a one-stop resource hub. This platform will provide doctors and trainees with comprehensive insights into the educational and community opportunities available within Durham. Community Engagement •Our efforts extend beyond the confines of the medical campus, as we have actively engaged with various local communities to share the mission of this initiative, underscore the benefits for the community, and garner local insights that will shape our future endeavors. Short-Term Objectives (End of 2024) 1.Manage and provide support to the Medical Trainees in the 2023 QLEP and QBOL programs. 2.Create and secure funding for a family physician recruitment and retention program tailored to Durham region communities. 3.Establish resources and partnerships to facilitate the attraction and settlement of Family Physicians. 4.Strengthen partnerships with organizations such as ROMP and explore additional avenues for attracting medical talent. 5.Identify the optimal structure for housing Physician Recruitment initiatives. 6. Develop and allocate resources for support and incentives aimed at attracting and retaining physicians. 7. Define the roles and responsibilities of Regional and Local governments in the physician recruitment process. 8. Develop impactful marketing collateral to promote Durham as a preferred destination. 9.Maintain a comprehensive family physician database specific to the Durham region. - 430 - 23 Long-Term Goals 1.Sustain and enhance our collaboration with the Queen’s University Medical Education Programs, such as QLEP and QBOL programs. 2.Expand outreach efforts to internationally trained family physicians. 3.Initiate outreach to repatriate Canadian Family Physicians. 4.Cultivate strategic partnerships to fortify our recruitment and support efforts. 5.Advocate for healthcare workforce needs, particularly within the realm of Health Human Resources. This strategic healthcare plan is emblematic of our unwavering commitment to fostering a robust healthcare ecosystem within Durham and ensuring it remains a welcoming and prosperous destination for medical professionals and trainees alike. - 431 - 24 Appendix 2: Governance Framework and Timeline for 2024-2025 Work Plan The physician recruitment program in Durham is governed through a multi-tiered structure. This Taskforce will consist of 10 members: 3 Regional Councillors nominated by the Regional Council and representing north Durham (Brock, Uxbridge, Scugog), west Durham (Pickering, Ajax, Whitby) and east Durham (Oshawa, Clarington) alongside 7 professionals and experts from the health sciences and community sectors to be chosen by staff based on skill set, health system and community knowledge and will provide overarching oversight. In the interim, the Durham Physician Engagement Team (DPET), known for effectively integrating medical students into the community and shaping physician recruitment strategies, will lead the program. This arrangement will continue until the Durham Ontario Health Team's (OHT) Primary Care Networks are operational. The immediate goal is to enhance the ties between the community and physicians, under the guidance of a professional recruiter and a physician leader. Currently, the Clarington Board of Trade oversees the Durham Physician Engagement Team (DPET) and will continue to do so until 2025. Post-2025, management responsibility will shift to the Durham Primary Care Network, operating under the Durham Ontario Health Team. This stepwise transition is designed to maintain momentum and consistency and foster active stakeholder participation, aligning with Durham's wider objectives of enhancing primary care and promoting collaborative. 2024-2025 Workplan Year Quarter Primary Tasks Subtasks 2024 Q1 Council Approval for Physician Recruitment Initiatives Finalize the governance structure 2024 Q2 Launch Durham Physician Recruitment Initiative Website Launch and Online Presence Establishment Physician lead and physician Recruiter, Job posting, candidate screening, and interviews, Orientation, onboarding. Brand development and marketing strategy - 432 - 25 Year Quarter Primary Tasks Subtasks Website Content development and technical setup 2024 Q3 Governance and Administrative Structure Establish Administrative Infrastructure and Information System Data Collection and Data Coordination Community practice outreach 2024 Q4 Physician recruitment Targeted Marketing Social media Campaign Development of Educational Opportunities 2025 Q1 Governance and Administrative Structure Review Implement a monitoring system Alignment with Durham Ontario Health Team (OHT)’s Primary Care Initiatives Regular reporting, stakeholder feedback, and continuous improvement initiatives 2025 Q2 National and international campaign Initiate national and international campaign to attract prospective candidates 2025 Q3 Transition Planning to Durham OHT Development of transition roadmap and resource allocation Coordinated Physician Recruitment Strategy 2025 Q4 Finalize the transfer of responsibilities to Durham Primary Care Networks Implement a monitoring system to assess the transition effectiveness Ensure operational readiness, staff training, and system integration. Regular reporting, stakeholder feedback, and continuous improvement initiatives - 433 - 26 Appendix 3. Understanding Regional Needs and Competition The challenge of attracting family physicians isn't solely a concern for Durham and its affiliated communities. Given its structure as a two-tier municipality, Durham Region must address distinct challenges across all eight of its communities. A crucial step is crafting a strategy that fosters mutual support, rather than competition, between these communities. Ontario is a very competitive ground, with numerous communities already having implemented well- established physician recruitment programs. Yet, recent unique opportunities such as Queen’s Lakeridge Health Campus present Durham with an advantageous position. Collaborating with community partners now offers a golden opportunity to build an effective recruitment program that stands out and achieves optimal results in attracting and retaining family physicians. To inform our approach, we've surveyed 12 Ontario communities to understand the incentive packages they extend to new physicians. County/Municipality Tier Incentive Commitm ent Term (Years) Per Year Equiv. Housing Other Quinte West Single $100,000 5 $20,000 Rent (100%) Boat Slip Hastings Upper $150,000 4 $37,500 $75,000 Relocation Expenses Kingston Single $100,000 5 $20,000 Belleville Single $150,000 6 $25,000 North Grenville Lower $100,000 5 $20,000 Prince Edward Single $100,000 5 $20,000 Woodstock Lower $5,000 moving expenses St. Thomas Lower $33,000 4 $8,250 moving expenses Niagara Falls Lower $50,000 5 $10,000 $5,000 moving expenses Haliburton Upper $150,000 6 $25,000 Wasaga Beach Lower $65,000 5 $13,000 Southern Georgian Bay Lower $4,000 moving expenses Average $19,875 - 434 - 27 In addition, we have started to gather insights for where dedicated and formal programs are established. County/ Municipality Tier Program Budget Staff Structure Prince Edward Single $150,000 Integrated in Family Health Team, supported by County Woodstock 1 FTE (Physician Recruiter) Further research needed Hamilton Single $180,000 1 FTE (Physician Recruiter) Recently moved from City of Hamilton to local OHT, Niagara Region Upper 1 FTE (Physician Recruiter) Niagara Region Public Health Haliburton Upper 1 FTE (Physician Recruiter) Further research needed Windsor $25,000 Contribution to medical program with aim to keep doctors after grad Further research needed Saugeen, Kincardine (Bruce Power) Lower $105,000 0.6 FTE (Physician Recruitment Manager) Municipality of Kincardine Blue Mountain, Collingwood, et al Lower Further research needed Peterborough Single $36,200 1 FTE Not for profit family health team City Kawartha Lakes Single 1 FTE (Physician Recruiter) Separate Charity organization - 435 - 28 Appendix 4. Primary Care, Primary Health Care and Comprehensive Care Definitions Primary Care Primary Care is the cornerstone of healthcare in Canada, with family medicine as its principal medical specialty. Family physicians (referring to both family physicians and general practitioners) offer comprehensive healthcare services that span across all age groups, genders, and medical conditions. Public opinion consistently underscores the invaluable role family doctors play in patient care. While family medicine may appear to be a broad field, it is, in reality, a meticulously honed discipline that integrates a unique blend of biomedical, behavioral, and social sciences. Family physicians employ a diverse range of cognitive and procedural skills to provide a system of front-line healthcare that is accessible, high-quality, comprehensive, and continuous. They individually assume responsibility for overseeing proactive medical care, ensuring patient follow-up, facilitating care transitions, and making referrals when necessary. More than just a set of tasks, the essence of their work lies in establishing relational continuity and upholding a commitment to a broad scope of practice. Through these efforts, family physicians meaningfully address the complexities of healthcare, ultimately contributing to the overall health improvement of the population. Primary Health Care The fundamental premise of primary health care (PHC) is that every individual, regardless of location or circumstance, has the right to attain the highest possible level of health. PHC represents a holistic societal approach aimed at effectively organizing and strengthening national health systems, bringing health and well-being services closer to communities. It comprises three core components: 1.Integrated Health Services: PHC ensures the provision of integrated health services that meets people's health needs throughout their entire life journey. 2.Addressing Determinants of Health: It involves addressing the broader determinants of health through cross-sectoral policies and actions, acknowledging that health is influenced by various factors beyond healthcare. 3.Empowerment: PHC empowers individuals, families, and communities to actively manage their own health, fostering a sense of control and responsibility. PHC empowers health systems to cater to a person's comprehensive health requirements, spanning from health promotion and disease prevention, to treatment, rehabilitation, palliative care, and more. This approach also ensures that healthcare is person-centered, respecting individual preferences. PHC is widely recognized as the most inclusive, equitable, and cost-effective means to achieve universal health coverage. It plays a pivotal role in strengthening health systems, making them more resilient in the face of shocks and crises. Every day, thousands of Canadians receive primary health care (PHC) services, primarily from nurse practitioners, general practitioners, or family physicians. Additionally, nurses, dietitians, physiotherapists, and social workers may contribute to PHC. These services encompass routine care, addressing minor or common health concerns, mental health support, maternal and child healthcare, psychosocial services, - 436 - 29 coordination with home care, health promotion, disease prevention, nutrition counseling, and end-of-life care. Moreover, PHC is a vital resource for preventing and managing chronic diseases. Many of these services can now be provided virtually through email, telephone, messaging, and other technologies, expanding accessibility and convenience for patients. Explore comprehensive information on primary care, including indicators, data tables, reports, and other essential resources. Description of Comprehensive Care / Services24 Health Assessments 1.When necessary, take a full history, including presenting complaint if any, past illnesses, social history, family history, review of systems and perform a complete physical examination. 2.Periodically take a specific history and perform a physical examination as required to screen patients for disease. 3. Regularly take a specific history and perform physical examination as required to respond to patient complaints and/or to manage chronic problems. Diagnosis and Treatment Assess and plan for patients’ care based on the outcome of a history and physical examination aided by investigations and consultations as determined to be appropriate according to the results of complete, periodic, or regular health assessments. Care for and monitor episodic and chronic illness or injury. In the case of acute illness or injury, offer early access to assessment, diagnostic, primary medical treatment and advice on self-care and prevention. Primary Reproductive Care Provide primary reproductive care, including counselling patients on birth control and family planning, and educating about, screening for, and treating sexually transmitted diseases. Primary Mental Health Care Offer treatment of emotional and psychiatric problems, to the extent that the physicians are comfortably able to provide such treatment. Where appropriate, refer patients to and collaborate with psychiatrists and appropriate mental health care providers. Primary Palliative Care Provide palliative care or offer to provide support to the team responsible for providing palliative care, to terminally ill patients. Palliative care shall include offering office-based services, referrals to Community Care Access Centres or to such other support services as are required, and making home visits, where appropriate. Support for Hospital, Home and, Where Applicable, Long-Term Care Facilities Where applicable and where possible, assist with discharge planning, rehabilitation services, out-patient follow-up, and home care services. 24 Description of Comprehensive Care / Service, Ontario Ministry of Health, 2023 - 437 - 30 In northern and rural areas, physicians must have active or associate in-patient hospital privileges and involvement, with discharge planning, rehabilitation services, out-patient follow-up, and home care services, unless otherwise agreed to by the community, hospital, and the ministry. Service Co-ordination and Referral Co-ordinate referrals to other health care providers and agencies, including specialists, rehabilitation and physiotherapy services, home care and hospice programs, and diagnostic services, as appropriate. Co- ordinate referrals for secondary and tertiary care, where and when required. Monitor the status of patients who have been referred for additional care and collaborate on the medical treatment of such patients. Patient Education and Preventive Care Use evidence-based guidelines to screen patients at risk for disease, to attempt early detection and institute early intervention and counselling to reduce risk or development of harm from disease, including appropriate immunizations and periodic health assessments. Where disease is detected, institute early intervention and counselling, including appropriate immunizations and periodic health assessments, to reduce risk or development of harm. Access to Pre-Natal, Obstetrical, Post-Natal, and In-Hospital Newborn Care Provide maternal services, including antenatal care to term, labour and delivery, and immediate maternal and newborn care. If the physicians do not offer full maternal care, they shall make best efforts to arrange for patients to receive these services. Arrangements for 24/7 Response Provide service to patients through a combination of regular office hours, extended office hours, and the THAS which allows twenty-four hours a day, seven days a week response to patient health concerns. - 438 - 31 Appendix 5. Governance Model Evaluation Across the Province of Ontario communities are promoting their locations as unique and exciting places for doctors to set up their family practice. Population, demographics, geography, and financial incentives are as unique as they are common. Durham has a great deal to offer through our healthcare sector and hospital system. Our expanding educational opportunities, clinic research and engaged community provide opportunities for growth and diversity in work for our medical professionals and learners. The importance of place for this work has been evaluated based on Readiness, Finance/Admin, Management, and Connection to Medical Learners and existing physicians. The importance of connection to Medical Learners cannot be overlooked. Strong engagement and support in navigating the community and healthcare systems will strongly influence decisions on where they will settle upon graduation. This said, medical learners are not the only audience. We need to keep focus on repatriating Canadians training abroad and interest within the communities through medical clinics and hospital work. (Locums etc.) The Canadian Association of Physician Recruiters is a national membership organization for physician recruitment professions. With membership spanning across the country, this resource provides a broad view for structure. Most recruiters are situated within hospitals or medical organizations. In Ontario, with the development of Ontario Health Teams, there is a growing trend to place recruitment efforts within these organizations as well. Hamilton Recruitment has moved into the OHT and Caledon is working towards this as well. Durham Ontario Health Team The Durham Ontario Health Team is one of 12 teams to be part of the OHT Acceleration Program. They are an established entity with 18 signatory partners in the healthcare community and are currently working on a Primary Care Action Plan in the Region of Durham. Pros - Proposed that there will be primary care network across the OHT that will engage with all primary care practitioners, staff will have direct access to primary care physicians. - Proposed that primary care planning will be a responsibility of the OHT. - Would specialist recruitment be a responsibility of the OHT across multiple hospital sites? -Existing relationship Cons -Newer organization, structure and governance details need to be identified and confirmed. -Very early in the development stage. -Availability to house not until 2025. Reporting: OHT would have to provide reports to the Region of program deliverable - 439 - 32 Region of Durham The Region of Durham will be the main funder for Physician Recruitment and have structure in place to easily inject a new position either in the department of Economic Development or Strategic Initiatives. Pros - They are the funder and have direct oversight over staff and work. - Will be able to utilize their connections with the municipalities. - Existing marketing experience for Regional and community assets. - Will be able to access internal resources of staff, office space, etc. of the Region. -Ease of office setup. Cons -Loss of local and medical specific oversight -Loss of proximity to learners -Distant from existing family doctors -Higher potential for distracted focus -Need to build relationships. Reporting: easy reporting to funder how would work be reported to medical community? Lakeridge Health – Department of Family Medicine Lakeridge Health has connection to the entire health system in Durham Region. The new Queens Lakeridge Medical Campus is currently located in the Oshawa Hospital Site with strong connections with Department of Family Medicine, Queens University, Lakeridge Academic Affairs and Health Human Resources. Pros - Staff will have direct access to learners – medical students and residents. - Staff will have direct access to the chief of family medicine, medical and academic affairs, office, chief of staff office. - Will be able to access internal resources of staff, office space, mature administrative infrastructure etc. of Lakeridge Health. Cons -Limited community access and knowledge -Perception of Hospital recruitment vs. community recruitment Reporting: hospital would have to provide reports to the Region of program deliverables - 440 - 33 Abbreviations CBOT Clarington Board of Trade CPSO College of Physicians and Surgeons of Ontario CSD Census Subdivision DOHT Durham Ontario Health Team DPET Durham Physician Engagement Team FTE Full Time Equivalent QBOL Queen’s University’s postgraduate Family Medicine Residency program in Durham Region (Queen’s-Bowmanville-Oshawa-Lakeridge) QLEP Queen’s Lakeridge Health Medical Education Expansion Program that created the innovative Queen’s Lakeridge Health MD Family Medicine Program. OHT Ontario Health Team PCN Primary Care Network PCND Primary Care Network, Durham - 441 - 1 Family Physician Recruitment Program: Memorandum of Understanding This purpose of this memorandum of understanding, dated 24 May 2024, is to guide discussions to fund, create and deliver a family physician recruitment program in Durham, with costs shared between the following municipalities: The Regional Municipality of Durham (the “Region”); The Corporation of the Town of Ajax (“Ajax”); The Corporation of the Township of Brock (“Brock”); The Corporation of the Municipality of Clarington (“Clarington”); The Corporation of the City of Oshawa (“Oshawa”); The Corporation of the City of Pickering (“Pickering”); The Corporation of the Township of Scugog (“Scugog”); The Corporation of the Township of Uxbridge (“Uxbridge”); and The Corporation of the Town of Whitby (“Whitby”). At its meeting on 31 January 2024, Durham Regional Council endorsed the recommendations in Report #2024-COW-3 to create a Region-wide Family Physician Recruitment Program to attract and retain family medicine trainees and family physicians to Durham and to fund the Durham Ontario Health Team to hire a full-time permanent family physician recruiter (the “Program”),with core funding expenses shared between the Region and local municipalities, and to report on that arrangement to Durham Regional Council. The proposed funding model for the Program between 1 July 2024 and 31 December 2027 provides for a maximum cost of $55,000 in 2024, increasing to $225,000 in 2025 and indexed to inflation plus 2 per cent in 2026 and 2027. Each municipality recognizes that its council approval may be required to take part in such a cost- sharing arrangement, and that any arrangement that results from these discussions might take the form of a binding agreement between one or more parties and the Durham Ontario Health Team. 1.The parties acknowledge that the discussions and their respective plans are preliminary. Each party’s participation in this cost-sharing arrangement is subject to the condition that that party receives its council’s approval or delegated authority for (a)this memorandum of understanding; (b)a funding agreement with the Durham Ontario Health Team, and (c)budget approval in each of 2024, 2025, 2026 and 2027 for any funds disbursed or scheduled to be disbursed. 2.The parties intend to fund the Program costs according to the table attached to this memorandum of understanding (attachment 1). The Program cost on which each party’s proportionate share is based will be adjusted as of 1 January 2026 and as of 1 January 2027, calculated according to this formula: N = (1+ (I + 2 %)) × 225,000 Attachment 2 to Report ECD 02-24 - 442 - 2 In this formula, the following applies: N = the total Program cost, in dollars I = the average year-over-year percentage growth in the all-items Consumer Price Index for Ontario published by Statistics Canada for the then most recent year 3.The parties intend to discuss, among other things, how that Program’s success will be measured, the contents of a binding agreement with the Durham Ontario Health Team, and oversight of that Program and that binding agreement. 4.The parties intend that any discussions will take place in good faith. Each party shall make reasonable efforts to engage in the discussions competently and promptly. 5.The parties are not prohibited from negotiating with from anyone else or from engaging in their own family physician recruitment strategies, whether existing or new. 6.The parties may share that a partnership is being explored related to the Program as part of community engagement and public presentations. 7.Each party will be responsible for its own expenses related to this memorandum of understanding. 8.No party will be liable to any other party for any loss that other party suffers because of this memorandum of understanding or any failure to enter a binding agreement with the Durham Ontario Health Team. 9.This memorandum of understanding will become effective for each party when that party has signed it. Each party may sign this memorandum using an electronic or handwritten signature, which are of equal effect. If the parties sign this memorandum of understanding in several counterparts, each will be deemed an original but all counterparts together will constitute one instrument. 10.If a party signs this memorandum of understanding but fails to date their signature, the date the Region receives the signing party’s signature will be deemed to be the date the signing party signed this memorandum of understanding. 11.This memorandum of understanding will continue to apply to a party until the earlier of (1) the date that party notifies the other parties that it no longer wishes to proceed with the Program, (2) that party enters a binding agreement for the Program, and (3) 31 December 2027. Signature pages follow. - 443 - 3 The Regional Municipality of Durham Date: ________________________, 2024 By: __________________________ Nancy Taylor Commissioner of Finance Authorized by: #2024-COW-3 The Corporation of the Township of Ajax Date: ________________________, 2024 By: __________________________ Name: Title: Authorized by: The Corporation of the Township of Brock Date: ________________________, 2024 By: __________________________ Name: Title: Authorized by: The Corporation of the Municipality of Clarington Date: ________________________, 2024 By: __________________________ Name: Title: Authorized by: The Corporation of the City of Oshawa Date: ________________________, 2024 By: __________________________ Name: Title: Authorized by: - 444 - 4 The Corporation of the City of Pickering Date: ________________________, 2024 By: __________________________ Name: Title: Authorized by: The Corporation of the Township of Scugog Date: ________________________, 2024 By: __________________________ Name: Title: Authorized by: The Corporation of the Township of Uxbridge Date: ________________________, 2024 By: __________________________ Name: Title: Authorized by: The Corporation of the Town of Whitby Date: ________________________, 2024 By: __________________________ Name: Title: Authorized by: - 445 - 5 Attachment 1: Proposed Funding Model Proposed Funding Model Municipality Population1 Pop. % Funding % 2H 2024 ($) 2025 ($) 2026 ($) 2027 ($) Total Program Cost $ 55,000 $ 225,000 225,000 × (CPI + 2%) Prior Yr × (CPI + 2%) Durham 748,495 100% 50.0% 27,500 112,500 Ajax 135,930 18% 9.1% 4,994 20,430 Brock 13,760 2% 0.9% 506 2,068 Clarington 107,770 14% 7.2% 3,960 16,198 Oshawa 187,080 25% 12.5% 6,873 28,118 Pickering 106,505 14% 7.1% 3,913 16,008 Scugog 22,505 3% 1.5% 827 3,383 Uxbridge 22,605 3% 1.5% 831 3,398 Whitby 152,340 20% 10.2% 5,597 22,897 1 Source: #2023-INFO-102, Monitoring of Growth Trends, File: D01-02-01, as of May 2023 - 446 - Municipality Population Pop. %Funding %2H 2024 2025 2026 2027 Total Program Cost 55,000$ 225,000$ 225,000 x (CPI+2%)Prior Yr x (CPI+2%) Durham 748,495 100%50.0%27,500$ 112,500$ 117,563$ 122,853$ Ajax 135,930 18%9.1%4,994$ 20,430$ 21,350$ 22,311$ Brock 13,760 2%0.9%506$ 2,068$ 2,161$ 2,258$ Clarington 107,770 14%7.2%3,960$ 16,198$ 16,927$ 17,689$ Oshawa 187,080 25%12.5%6,873$ 28,118$ 29,384$ 30,706$ Pickering 106,505 14%7.1%3,913$ 16,008$ 16,728$ 17,481$ Scugog 22,505 3%1.5%827$ 3,383$ 3,535$ 3,694$ Uxbridge 22,605 3%1.5%831$ 3,398$ 3,550$ 3,710$ Whitby 152,340 20%10.2%5,597$ 22,897$ 23,927$ 25,004$ Assumption of Annual CPI:2.5% Contract Escalation:4.5%(to be calculated end of each funding year based on actual CPI) Proposed Funding Model Attachment 3 to Report ECD 02-24 - 447 - Report to Executive Committee Report Number: ENG 08-24 Date: June 10, 2024 From: Richard Holborn Director, Engineering Services Subject: Amendments to the Traffic and Parking By-law 6604/05 -Proposed Parking Restrictions on Various Streets-File: A-1440 Recommendation: 1. That the attached draft by-law be enacted to amend Schedule “2”, No Parking to By-law6604/05 to provide for the regulation of parking restrictions on highways or parts of highwaysunder the jurisdiction of The Corporation of the City of Pickering; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to request that Council amend Traffic and Parking By-law 6604/05 to provide for the inclusion of parking restrictions at various locations throughout the City. In response to concerns from area residents and to promote traffic safety, Engineering Services staff propose parking restrictions at the following locations: •Rosefield Road, east and north sides, from 60 metres south of Fieldlight Boulevard to 82 metres south of Fieldlight Boulevard. •Radom Street, south side, from 105 metres west of Douglas Avenue to 140 metres west ofDouglas Avenue. •Glenanna Road, north side, from Echo Point Court to 80 metres west of Echo Point Court. •Strouds Lane, south side, from Alder Court to 40 metres west of Alder Court. •Saffron Avenue, north and west sides, from 45 metres east of Sunflower Street to 70 metres east of Sunflower Street. •Krosno Boulevard, north and west sides, from 30 metres east of Zator Avenue to 85 metreseast of Zator Avenue. - 448 - ENG 08-24 June 10, 2024 Subject: Amendments to the Traffic and Parking By-law 6604/05 Page 2 • Sheppard Avenue, south side, from 380 metres east of Whites Road to 410 metres east of Whites Road (extension of existing parking restrictions). • Major Oaks Road, both sides, from Brock Road to Beaton Way. Financial Implications: The installation of all posts and signs can be accommodated within the 2024 Current Budget. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Corporate Key to Deliver on Good Governance, Open & Transparent Decision Making, and Customer-Focused Program & Service Delivery. Discussion: The purpose of this report is to request that Council amend Traffic and Parking By-law 6604/05 to provide for the inclusion of parking restrictions at various locations throughout the City. The draft by-law amendment to Schedule “2”, No Parking, By-law 6604/05 is presented in Attachment 9 to this report. In response to concerns from area residents and to promote traffic safety, Engineering Services staff propose the following modifications to Traffic and Parking By-law 6604/05: 1. Parking restrictions are proposed on the north inner curve on Rosefield Road where pedestrians cross to get to the pathway that leads into Glengrove Park / Glengrove Public School At the southwest corner of Rosefield Road, residents have expressed concerns regarding vehicle parking on the inner curve. Parents/Guardians and students cross at this location to get to the pathway that leads into Glengrove Park and Glengrove Public School. Engineering Services staff have reviewed sightlines and determined that vehicles do park on the inner curve, which creates sightline and safety issues. It is therefore recommended that parking restrictions be placed on the inner curve on Rosefield Road in this location. The proposed parking restrictions on Rosefield Road are shown graphically in Attachment 1. 2. Parking restrictions are proposed on the south side of Radom Street to improve sightlines when exiting the residences at 1235 Radom Street The Manager of the condominium complex at 1235 Radom Street contacted the City to request parking restrictions on Radom Street at the driveway of 1235 Radom Street. Engineering Services staff reviewed sightlines and observed that vehicles on Radom Street are parking right up to the driveway at the residences at 1235 Radom Street. This creates difficulty for motorists exiting the condominium as they are having difficulty seeing vehicles on the street. - 449 - ENG 08-24 June 10, 2024 Subject: Amendments to the Traffic and Parking By-law 6604/05 Page 3 Based on the review and observations, it is recommended that parking restrictions be placed 15 metres from both sides of the driveway at 1235 Radom Street to improve sightlines for motorists exiting the condominium complex. The proposed parking restrictions on Radom Street are shown graphically in Attachment 2. 3. Parking restrictions are proposed on the north side Glenanna Road near Echo Point Court due to sightline restrictions Residents on Echo Point Court have expressed sightline and safety concerns when vehicles park on Glenanna Road to the west of Echo Point Court. This concern was reviewed by Engineering Services staff, and the main contributing factors were determined to be as follows: • There is a curve and hill to the west of Echo Point Court, which reduces sightlines of westbound traffic to see eastbound traffic. • Although a vehicle can currently park on Glenanna Road west of Echo Point Court at any time, the busiest times are during the pick-up and drop-off times at the school, which makes it very difficult to see eastbound traffic. Based on the review, Engineering Services staff placed parking restrictions on the north side of Glenanna Road from Echo Point Court to 30 metres west of Echo Point Court. This parking restriction was implemented based on the Traffic and Parking By-law that allows City staff to restrict parking 30 metres from an intersection provided that signs are present. It is, however, recommended by staff that the existing parking restrictions be extended by 50 metres to alleviate the sightline concern. It is therefore recommended that the existing parking restrictions on the north side of Glenanna Road be extended another 50 metres to the west on Glenanna Road.. Affected residents have been contacted and informed that parking restrictions are being proposed. The proposed parking restrictions on Glenanna Road are shown graphically in Attachment 3. 4. Parking restrictions are proposed on the south side Strouds Lane to address sightline concerns when exiting Alder Court Residents on Alder Court have expressed sightline and safety concerns when vehicles park on Strouds Lane to the west of Alder Court. - 450 - ENG 08-24 June 10, 2024 Subject: Amendments to the Traffic and Parking By-law 6604/05 Page 4 This concern was reviewed by Engineering Services staff, and the main contributing factors were determined to be as follows: •Alder Court is the first street to the east of the school crossing at Highbush Public School andmany parents/guardians park in the area contributing to the sightline concern. •There is a curve and hill to the west of Alder Court, which reduces the sight of eastbound traffic when vehicles are parked on the south side of Strouds Lane near Alder Court. Based on the review, Engineering Services recommends that parking restrictions be placed on the south side of Strouds Lane to alleviate the sightline concerns from Alder Court to 40 metres west thereof. The proposed parking restrictions on Strouds Lane are shown graphically in Attachment 4. 5.Parking restrictions are proposed on the north side of Saffron Avenue At the most southeast portion of Saffron Avenue, residents have expressed concerns regarding vehicle parking on the inner curve, citing difficulty to navigate this corner when vehicles are parked in this location. Engineering Services staff reviewed sightlines and determined that vehicles do park on the inner curve, which creates sightline issues that make it difficult to maneuver. It is therefore recommended that parking restrictions be placed on the inner curve on Saffron Avenue at the southeast corner. The proposed parking restrictions on Saffron Avenue Lane are shown graphically in Attachment 5. 6.Parking restrictions are proposed on the inner curve on Krosno Boulevard east of ZatorAvenue Residents advise that it is difficult to navigate the southeast corner of Krosno Boulevard east of Zator Avenue due to vehicles parking along the inner curve. Engineering Services staff reviewed this concern and determined that vehicles do park on the inner curve, which makes the curve difficult to navigate and maneuver. There are already parking restrictions on the east side (outer curve) of Krosno Boulevard, however, due to the length of the curve, it is recommended that parking restrictions be placed on the inner curve on Krosno Boulevard at the southeast corner east of Zator Avenue near house number 808. The proposed parking restrictions on Krosno Boulevard are shown graphically in Attachment 6. - 451 - ENG 08-24 June 10, 2024 Subject: Amendments to the Traffic and Parking By-law 6604/05 Page 5 7.Parking restrictions are proposed to be extended 30 metres on the south side ofSheppard Avenue near house number 791 Residents have expressed concerns with respect to parked vehicles creating access and sightline issues on Sheppard Avenue near house number 791. The primary concern is with residents exiting their property on both the south and north side of the street. Engineering Services staff have reviewed this and determined that the parking area can be shortened by approximately 30 metres to eliminate the concern, improve the sightlines for residents, and leave ample parking on Sheppard Avenue for residents and visitors. The proposed parking restrictions on Sheppard Avenue are shown graphically in Attachment 7. 8.Parking restrictions are recommended on both sides of Major Oaks Road from BrockRoad to Beaton Way Residents have expressed concerns with parking on Major Oaks Road where the left turn lane extends from Brock Road to Beaton Way. Engineering Services staff have reviewed this and confirm the following: •There is a painted left-turn lane on Major Oaks Road which extends from Brock Road toBeaton Way. This area of the road is where the majority of the parking takes place. •On-street parking is more frequent when the Pickering Islamic Centre is active and people arelooking for a place to park. •There are currently parking restrictions on the south side of Major Oaks Road from Brock Roadto 30 metres west of Brock Road. This parking restriction was implemented based on the Traffic and Parking By-law that allows City staff to restrict parking 30 metres from anintersection provided that signs are present. Based on the review, Engineering Services staff recommend that parking restrictions be placed on Major Oaks Road between Brock Road and Beaton Way on both sides of the street. On the south side of Major Oaks Road, the parking would be extended to Beaton Way from where it currently ends 30 metres west of Brock Road. These parking restrictions are recommended because it can be difficult to drive in the right-hand lane between Brock Road and Major Oaks Road when parked vehicles are present and there are vehicles queued to turn in the left-turn lane. The proposed parking restrictions on Major Oaks Road are shown graphically in Attachment 8. - 452 - ENG 08-24 June 10, 2024 Subject: Amendments to the Traffic and Parking By-law 6604/05 Page 6 Attachments: 1. Proposed Parking Restrictions – Rosefield Road 2.Proposed Parking Restrictions – Radom Street 3.Proposed Parking Restrictions – Glenanna Road4.Proposed Parking Restrictions – Strouds Lane5.Proposed Parking Restrictions – Saffron Avenue6.Proposed Parking Restrictions – Krosno Boulevard 7.Proposed Parking Restrictions – Sheppard Avenue 8.Proposed Parking Restrictions – Major Oaks Road9.Draft by-law, Amendment to Schedule “2”, No Parking, to By-law 6604/05. Prepared By: Approved/Endorsed By: Nathan Emery Richard Holborn, P. Eng. Coordinator, Traffic Programs & Operations Director, Engineering Services Nadeem Zahoor, P. Eng., M.Eng. Manager, Transportation & Traffic NE:mjh Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original signed by:Original signed by: Original signed by: Original signed by: - 453 - NTS May, 2024 Engineering Services Department Proposed Parking Restrictions Rosefield Road N Rosefield R o a d Glengrove Public School Fieldlight B o u l e v a r d Existing Stopping Restriction around curve7:30 am - 4:30 pm, Monday to Friday Proposed Parking Restriction (anytime) Attachment 1 to Report ENG 08-24 - 454 - NTS May, 2024 Engineering Services Department Proposed Parking Restrictions Radom Street N Proposed Parking Restrictions (anytime) Rado m S t r e e t Attachment 2 to Report ENG 08-24 - 455 - NTS May, 2024 Engineering Services Department Proposed Parking Restrictions Glenanna Road N Ec h o P o i n t C o u r t Gl e n a n n a R o a d Heath s i d e C r e s . Existing Parking Restrictions (anytime) Proposed Parking Restrictions (anytime) Attachment 3 to Report ENG 08-24 - 456 - NTS May, 2024 Engineering Services Department Proposed Parking Restrictions Strouds Lane N Proposed Parking Restrictions (anytime) Attachment 4 to Report ENG 08-24 - 457 - NTS May, 2024 Engineering Services Department Proposed Parking Restrictions Saffron Avenue N Usman Park S u n f l o w e r R o a d S a f f r o n A v e n u e Proposed Parking Restriction (anytime) Existing Parking Restriction (anytime) Attachment 5 to Report ENG 08-24 - 458 - NTS May, 2024 Engineering Services Department Proposed Parking Restrictions Krosno Boulevard N Krosno B l v d . Z a t o r A v e n u e Bem Avenu e Proposed Parking Restriction (anytime) Existing Parking Restriction (anytime) Attachment 6 to Report ENG 08-24 - 459 - NTS May, 2024 Engineering Services Department Proposed Parking Restrictions Sheppard Avenue N Proposed Parking Restriction (anytime) Extension Existing Parking Restriction (anytime) Existing Parking Restriction (anytime) Attachment 7 to Report ENG 08-24 - 460 - NTS May, 2024 Engineering Services Department Proposed Parking Restrictions Major Oaks Road N B r o c k R o a d Proposed Parking Restrictions (anytime) Existing Parking Restrictions (anytime) Attachment 8 to Report ENG 08-24 - 461 - The Corporation of the City of Pickering By-law No. Being a by-law to amend By-law 6604/05 providing for the regulating of traffic and parking, standing and stopping on highways or parts of highways under the jurisdiction of the City of Pickering and on private and municipal property. Whereas By-law 6604/05, as amended, provides for the regulating of traffic and parking on highways, private property and municipal property within the City of Pickering; and Whereas, it is deemed expedient to amend Schedule 2, to By-law 6604/05 to provide for the regulation of parking on highways or parts of highways under the jurisdiction of the Corporation of the City of Pickering. Specifically this by-law is to provide for the inclusion of parking restrictions on Rosefield Road, Radom Street, Glenanna Road, Strouds Lane, Saffron Avenue, Krosno Boulevard, Sheppard Avenue, and Major Oaks Road. Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. Schedule 2 to By-law 6604/05, as amended, is hereby further amended thereto by the following: Schedule 2 No Parking Column 1 Column 2 Column 3 Column 4 Highway Side Limits (From/To) Prohibited Times or Days Delete Sheppard Avenue South Whites Road to 380 metres East; and Fairport Road to 315 metres West Anytime Attachment 9 to Report ENG 08-24 - 462 - By-law No. Page 2 Schedule 2 No Parking Column 1 Column 2 Column 3 Column 4 Highway Side Limits (From/To) Prohibited Times or Days Add Rosefield Road East and North 60 metres south of Fieldlight Boulevard to 82 metres south of Fieldlight Boulevard Anytime Radom Street South 105 metres west of Douglas Avenue to 140 metres west of Douglas Avenue Anytime Glenanna Road North Echo Point Court to 80 metres west of Echo Point Court Anytime Strouds Lane South Alder Court to 40 metres west of Alder Court Anytime Saffron Avenue West and North 45 metres east of Sunflower Road to 70 metres east of Sunflower Road Anytime Krosno Boulevard West and North 30 metres east of Zator Avenue to 85 metres east of Zator Avenue Sheppard Avenue South Whites Road to 410 metres East; and Fairport Road to 315 metres West Anytime Major Oaks Road Both Brock Road to Beaton Way Anytime - 463 - By-law No. Page 3 By-law passed this 24th day of June, 2024. ____________________________ Kevin Ashe, Mayor ________________________________ Susan Cassel, City Clerk - 464 - Report to Executive Committee Report Number: ENG 10-24 Date: June 10, 2024 From: Richard Holborn Director, Engineering Services Subject: Weed Harvesting in Frenchman’s Bay -Waterfront Visionary Advisory Committee-File: A-1440 Recommendation: 1. That the recommendation from the Waterfront Visionary Advisory Committee for Councilto reconsider the funding for a second cut of weeds in Frenchman’s Bay be received forinformation. Executive Summary: The purpose of this report is to present to Council the motion that was carried at the March 18, 2024 meeting of the Waterfront Visionary Advisory Committee: “That the Waterfront Visionary Advisory Committee request that Council reconsider the funding of a second cut of weeds in Frenchman’s Bay”. Staff from various departments have reviewed and discussed the motion, and are not able to support this request for 2024. Additional funding to reinstate a second round of weed cutting, if necessary to maintain open water for recreational boating activities on Frenchman’s Bay , could be considered during preparation of the 2025 Current Budget. The pilot project should, however, be transitioned into a sustainable weed management program that must include the owners of the Bay. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Corporate Key to Deliver on Good Governance, and Open & Transparent Decision Making. Financial Implications: There are no 2024 Current Budget implications to this report. Discussion: The purpose of this report is to present to Council the motion carried by the Waterfront Visionary Advisory Committee regarding weed cutting in Frenchman’s Bay. During the March 18, 2024 meeting of the Waterfront Visionary Advisory Committee, there was a discussion regarding water quality and weed control in Frenchman’s Bay. The committee was aware that in the 2024 Current Budget, approved funding was sufficient for only one weed cutting, rather than the two cuts that were performed in previous years. The committee was concerned that with projected lower water levels and higher summer temperatures, boating and other recreational activities would be disrupted due to excessive weeds in the Bay. Alternate weed control methods and the role that the Pickering Harbour - 465 - ENG 10-24 June 10, 2024 Subject: Weed Harvesting in Frenchman’s Bay Page 2 Company (PHC) has in maintenance of the Bay were discussed. Following these discussions, the following motion was moved and carried by the committee: “That the Waterfront Visionary Advisory Committee request that Council reconsider the funding of a second cut of weeds in Frenchman’s Bay”. The cuttings completed over the last three years have been done in collaboration with PHC, the owner of a significant portion of the Bay, as a pilot project to provide the information required to develop a sustainable weed management program. The Toronto and Region Conservation Authority (TRCA) is conducting a Water Testing and Aquatic Vegetation Survey that will be concluded in Q3 2024, and this will provide important information to guide future weed management plans. As Council is aware, the PHC real estate holdings, which include portions of the Bay, are currently being marketed for sale; as such, ownership of the Bay could change. Any ongoing weed management program will depend on the City’s future relationship with the owner of the Bay and their willingness to participate in weed management on their property. While it is not usual for the City to fund work on lands it does not own, the City is mindful of the public interest in enabling recreational use of parts of the Bay. Information collected by the City and by TRCA will assist in the formulation of a weed management program that serves the public interest. With reduced weed height in areas previously cut, and given the uncertainty surrounding ownership of the Bay, the 2024 Budget was set to allow for one cut this year. Thereafter, the pilot project will have met its goals and should then transition to a sustainable weed management program that involves the Bay owners, and is informed by the findings of TRCA’s Water Testing and Aquatic Vegetation Survey. PHC has confirmed that it will continue with its weed control in the navigation channels to the marina and to the Frenchman’s Bay Yacht Club for the 2024 summer season. Attachment: None Prepared By: Approved/Endorsed By: Arnold Mostert, O.A.L.A. Richard Holborn, P.Eng. Manager, Landscape & Parks Development Director, Engineering Services Brian Duffield Director, Operations AM:mjh Original signed by:Original signed by: Original signed by: - 466 - ENG 10-24 June 10, 2024 Subject: Weed Harvesting in Frenchman’s Bay Page 3 Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original signed by: - 467 - Report to Executive Committee Report Number: ENG 11-24 Date: June 10, 2024 From: Richard Holborn Director, Engineering Services Subject: Fiddlers Court Parking Restrictions -File: A-1440 Recommendation: 1.That the attached draft by-law be enacted to amend Schedule “2”, No Parking of Traffic and Parking By-law 6604/05 to provide for the regulation of parking restrictions onhighways or parts of highways under the jurisdiction of The Corporation of the City ofPickering. The amendments specifically provide for parking restrictions on Fiddlers Court;and, 2.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to request that Council enact a by-law to provide for parking restrictions on Fiddlers Court. In response to concerns raised by residents on Fiddlers Court regarding increased on-street parking by parents/guardians using Fiddlers Court to drop off children attending Elizabeth B. Phin Public School, Engineering Services staff initiated consultation with residents on Fiddlers Court and Tomlinson Court with respect to parking restrictions on the north and east sides of the street. A total of 39 households were included in the consultation. The consultation generated ten replies with eight in support of imposing parking restrictions, and two opposed. Based on the review, Engineering Services staff recommend that parking be restricted on: •The north and east side of Fiddlers Court from Altona Road to 170 metres east of Altona Road – Monday to Friday, 7:00 am to 9:00 am, 2:00 pm to 4:00 pm, September 1 to June30. •At all times on the inner curve on the south side of Fiddlers Court. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to Pickering Strategic Plan Priorities of Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community; Advocate for Inclusive, Welcoming, Safe & Healthy Community; and Foster an Engaged & Informed Community. - 468 - ENG 11-24 June 10, 2024 Subject: Fiddlers Court Parking Restrictions Page 2 Financial Implications: The installation of all required posts and signs can be accommodated within the 2024 Current Budget. Discussion: The purpose of this report is to request that Council enact a by-law to provide for parking restrictions on Fiddlers Court. In 2020 and 2021, during the course of the COVID-19 pandemic, the Durham District School Board closed the kiss-and-ride for pick-up and drop-off of students at Elizabeth B. Phin Public School for safety reasons such as social distancing. During the time of the closure, parents started parking on Fiddlers Court as an alternative since Fiddlers Court has a pedestrian pathway that leads onto the school grounds. The school has since reopened the kiss-and-ride however, parents/guardians continue to use Fiddlers Court and other streets as an alternative, largely because of the increased number of school buses that use the kiss-and-ride. Elizabeth B. Phin Public School has continued to increase in school population over the years, this is mainly due to an increasing number of school children being bussed in from the Seaton area, which currently does not have an elementary school. A.City staff have heard from numerous residents on Fiddlers Court about theincreased parking on their street Residents on Fiddlers Court have voiced their concerns over the increased frequency and volume of parking on their street, specifically during the morning drop-off and afternoon pick-up times at Elizabeth B. Phin Public School. In response to these concerns, the City previously installed temporary parking restrictions (anytime) on one side of Fiddlers Court, so that two-way traffic, and larger emergency vehicles could still pass through. Although this achieved the anticipated result during school hours, restricting parking at all times, on one side of Fiddlers Court, prevented on-street parking outside of school hours. These temporary parking restrictions have since been removed. B.Community Consultation with area residents indicates support for parkingrestrictions during school hours On January 8, 2024 a letter was sent out to all residents on Fiddlers Court and on Tomlinson Court (off of Fiddlers Court). A total of 39 households were included in the consultation. The letter asked for feedback regarding implementing permanent parking restrictions on Fiddlers Court similar to the temporary restrictions; however, restrictions would be imposed only from Monday to Friday, 7:00 am to 9:00 am, 2:00 pm to 4:00 pm, September 1 to June 30. The survey generated ten replies with eight in support and two opposed. Based on the review, staff also recommend additional parking restrictions around the inner curve on Fiddlers Court and a shortening of the original proposed restricted area by approximately 35 metres to accommodate for additional on-street parking. - 469 - ENG 11-24 June 10, 2024 Subject: Fiddlers Court Parking Restrictions Page 3 Many residents asked about how parking would affect service contractors that park on the street. Given the short duration for which parking controls would be in effect each day, and given that parking would be allowed on the other side of the street, staff believe that the impact would be minimal. C.Conclusion Based on the review, Engineering Services staff recommend that parking be restricted on: •The north and east side of Fiddlers Court from Altona Road to 170 metres east of Altona Road – Monday to Friday, 7:00 am to 9:00 am, 2:00 pm to 4:00 pm, September 1 to June30. •At all times on the inner curve on the south side of Fiddlers Court. The proposed parking restrictions on Fiddlers Court are shown graphically in Attachment 1. The draft by-law amendment to Schedule “2”, No Parking, By-law 6604/05 is presented in Attachment 2. Attachments: 1.Proposed Parking Restrictions – Fiddlers Court2.Draft by-law, Amendment to Schedule “2”, No Parking, By-law 6604/05. Prepared By: Approved/Endorsed By: Nathan Emery Richard Holborn, P. Eng. Coordinator, Traffic Programs & Operations Director, Engineering Services Nadeem Zahoor, P. Eng., M.Eng. Manager, Transportation & Traffic NE:mjh Original signed by:Original signed by: Original signed by: - 470 - ENG 11-24 June 10, 2024 Subject: Fiddlers Court Parking Restrictions Page 4 Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original signed by: - 471 - Al t o n a R o a d Fiddlers Court Tomlinson Court Proposed Parking Restriction,7:00 am - 9:00 pm,2:00 pm to 4:00 pm, Monday to Friday,September 1 to June 30 Proposed Parking Restriction (anytime) Engineering Services Department N.T.S.SCALE:DRAWN DATE:May, 2024 Proposed Parking Restrictions Fiddlers Court N Attachment 1 to Report ENG 11-24 - 472 - The Corporation of the City of Pickering By-law No. Being a by-law to amend By-law 6604/05 providing for the regulating of traffic and parking, standing and stopping on highways or parts of highways under the jurisdiction of the City of Pickering and on private and municipal property. Whereas By-law 6604/05, as amended, provides for the regulating of traffic and parking on highways, private property and municipal property within the City of Pickering; and Whereas, it is deemed expedient to amend Schedule 2, to By-law 6604/05 to provide for the regulation of parking on highways or parts of highways under the jurisdiction of the Corporation of the City of Pickering. Specifically this by-law is to provide for the inclusion of parking restrictions on Fiddlers Court. Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. Schedule 2 to By-law 6604/05, as amended, is hereby further amended theretoby the following: Schedule 2 No Parking Column 1 Column 2 Column 3 Column 4 Highway Side Limits (From/To) Prohibited Times or Days Add Fiddlers Court North and East Altona Road to 170 metres east of Altona Road 7:00 am to 9:00 am, 2:00 pm to 4:00 pm, Monday to Friday September 1 to June 30 Attachment 2 to Report ENG 11-24 - 473 - By-law No. Page 2 Schedule 2 No Parking Column 1 Column 2 Column 3 Column 4 Highway Side Limits (From/To) Prohibited Times or Days Add Fiddlers Court South 95 metres east of Altona Road to 120 metres east of Altona Road Anytime By-law passed this 24th day of June, 2024. ____________________________ Kevin Ashe, Mayor ________________________________ Susan Cassel, City Clerk - 474 - Report to Executive Committee Report Number: ENG 12-24 Date: June 10, 2024 From: Richard Holborn Director, Engineering Services Subject: Diana, Princess of Wales Park -Dedicated Outdoor Pickleball Facility-File: A-1440 Recommendation: 1.That Report ENG 12-24 providing an update regarding negotiations with Hydro OneNetworks Inc. for a dedicated outdoor pickleball facility in Diana, Princess of Wales Parkbe received for information. Executive Summary: The purpose of this report is to update Council on the progress of ongoing negotiations to receive approval from Hydro One Networks Inc. (HONI) with respect to the construction of a dedicated pickleball facility in Diana, Princess of Wales Park. Staff have had preliminary discussions with HONI, have prepared a design for the proposed pickleball facility and have made a submission to HONI, for their review and comment. The outdoor pickleball courts would be located at the south end of the park, in place of one soccer pitch that is currently underutilized. The space allows for a total of six courts with a connecting pathway to the gravel parking lot. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community; and Advocate for an Inclusive, Welcoming, Safe & Healthy Community. Financial Implications: There are no financial implications to this report. Discussion: The purpose of this report is to update Council on the progress of receiving approval from HONI with respect to the construction of a dedicated pickleball facility in Diana, Princess of Wales Park, as directed by Council Resolutions #360/23 and #361/23 (Attachment 1). The proposed facility would be located at the south end of the park, in place of one soccer pitch that is currently underutilized due to its proximity to the parking lot and entrance driveway. The space available allows for a total of six courts with a connecting pathway to the gravel parking lot. A Concept Plan for the proposed outdoor pickleball facility is Attachment 2 to this report. - 475 - ENG 12-24 June 10, 2024 Subject: Diana, Princess of Wales Park Page 2 Staff met with HONI representatives to review concept plans and to obtain initial comments regarding the construction of a pickleball facility within the hydro corridor. HONI has advised that no shade structures would be permitted and that the use of metal components must be kept to a minimum. Staff prepared a concept plan for the proposed facility and made a formal submission to HONI on March 25, 2024, for their review and comment. HONI have circulated the concept plan to their engineering staff as well as to Infrastructure Ontario (IO) who is the land owner. Staff received preliminary comments from IO on May 8, 2024, indicating the requirement for an Archaeological Assessment to be completed for this area. Staff have since requested further information regarding the requirements for the Archaeological Assessment. No other comments have been received at this time. Should HONI and IO provide general approval for the construction of the proposed outdoor pickleball facility, staff will prepare detailed drawings for HONI's final approval and will consider recommending funds in the 2025 Capital Budget for its construction. Attachments: 1.Council Resolutions #360/23, #361/23 2.Concept Plan – Pickleball Facility Prepared By: Approved/Endorsed By: Arnold Mostert, OALA Richard Holborn, P. Eng. Manager, Landscape & Parks Development Director, Engineering Services AM:am Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original signed by:Original signed by: Original signed by: - 476 - Legislative Services Division Clerk’s Office Directive Memorandum December 15, 2023 To: Richard Holborn Director, Engineering Services From: Susan Cassel City Clerk Subject: Direction as per Minutes of the Meeting of City Council held on December 11, 2023 Director, Engineering Services, Report ENG 16-23 Dedicated Outdoor Pickleball Court Options – South Pickering Council Decision Resolution #360/23, #361/23 Please take any action deemed necessary. Susan Cassel Copy: Director, Community Services Chief Administrative Officer 1.That Report ENG 16-23 regarding dedicated outdoor pickleball court options inSouth Pickering be received; 2.That staff be directed to continue discussions with the Toronto and RegionConservation Authority with respect to possible arrangements for a dedicatedpickleball facility in the Petticoat Creek Conservation Park; 3.That staff be directed to continue negotiations with Hydro One with respect to the possibility of dedicated pickleball facility in Diana Princess of Wales Park,and that staff report back on their findings to Council no later than Quarter 2 of2024; 4.That staff be directed to continue the investigation of a potential site for a dedicated outdoor pickleball facility within South Pickering through theRecreation and Parks Master Plan update, and to continue dialogue with the 1stPickering Pickleball Club regarding site selection and facility design; and, 5.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Attachment 1 to Report ENG 12-24 - 477 - Attachment 2 to Report ENG 12-24 - 478 - Report to Executive Committee Report Number: OPS 11-24 Date: June 10, 2024 From: Brian Duffield Director, Operations Subject: Supply & Delivery of Nine Midsize SUVs - Quotation No. Q2024-18 - File: A-1440 Recommendation: 1. That Request for Quotation No. Q2024-18 submitted by Marigold Ford Lincoln Sales Ltd., in the amount of $312,039.00 (HST excluded) be accepted; 2. That the total gross project cost of $352,604.00 (HST included), and the total net project cost of $317,531.00 (net of HST rebate) be approved; 3. That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $317,531.00 from the Vehicle Replacement Reserve as approved in the 2024 Capital Budget; and, 4. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to award Quotation No. Q2024-18 for the supply and delivery of nine midsize SUVs. City staff currently utilize various midsize SUVs for a variety of work tasks. Vehicles #780 (Parks), #421 (Municipal Law Enforcement), #645, #646, #650 (Engineering), #648 (Water Resources), and #585, #576 (Fire Services) have met or exceeded their scheduled replacement dates. An additional new vehicle was also approved in the 2024 Capital Budget for Community Services due to growth. Request for Quotation No. RFQ2024-18 was placed on the City’s bids&tenders portal on April 9, 2024. Ten companies responded by the closing date of May 10, 2024. Marigold Ford Lincoln Sales Ltd. was the lowest compliant response with a price of $312,039.00 (HST excluded). In accordance with Purchasing Policy Item 06.11(c), where the compliant quotation or tender meeting specifications and offering best value to the City is acceptable, or where the highest scoring proposal is recommended and the estimated total purchase price is over $250,000.00, the Manager may approve the award, subject to the approval of the Director, Finance & Treasurer, CAO, and Council. - 479 - OPS 11-24 June 10, 2024 Subject: Supply & Delivery of Nine Midsize SUVs Page 2 Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority of Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community. Financial Implications: 1. Quotation Amount Quotation No. Q2024-18 $312,039.00 HST (13%) Total Gross Quotation Cost 40,565.07 $352,604.07 2. Estimated Project Costing Quotation No. Q2023-47 $312,039.00 HST (13%) 40,565.00 Total Gross Project Costs $352,604.00 HST Rebate (11.24%) (35,073.00) Total Net Project Cost $317,531.00 3. Approved Source of Funds Description Account Code Source of Funds Available Budget Required Midsize SUV (new) C10200.2401 Vehicle Replacement Reserve $65,000.00 $35,281.00 Midsize SUV Replacement C10320.2422 Vehicle Replacement Reserve 45,000.00 35,281.00 Midsize SUV Replacement C10425.2401 Vehicle Replacement Reserve 45,000.00 35,281.00 Midsize SUV Replacement (3) C10500.2401 Vehicle Replacement Reserve 135,000.00 105,845.00 Midsize SUV Replacement C10510.2401 Vehicle Replacement Reserve 45,000.00 35,281.00 Midsize SUV Replacement (2) C10700.2405 Vehicle Replacement Reserve 100,000.00 70,562.00 Total Funds $435,000.00 $317,531.00 - 480 - OPS 11-24 June 10, 2024 Subject: Supply & Delivery of Nine Midsize SUVs Page 3 Project Cost under (over) approved funds by $117,469.00 Discussion: The purpose of this report is to award Quotation No. Q2024-18 for the supply and delivery of nine midsize SUVs. Vehicles #780 (Parks), #421 (By-Law), #645, #646, #650 (Engineering), #648 (Water Resources), and #585, #576 (Fire Services) have met or exceeded their scheduled replacement dates. An additional new vehicle was also approved in the 2024 Capital Budget for Community Services due to growth. Midsize SUV’s are efficient and economical vehicles that allow for additional cargo space for transporting tools and material. They also allow for improved visibility as they sit higher than most other vehicles. The City uses midsize SUVs across most departments, including Fire Services, Engineering, Public Works, and Municipal Law Enforcement. Request for Quotation No. RFQ2024-18 was placed on the City’s bids&tenders portal on April 9, 2024. Ten companies responded by the closing date of May 10, 2024. Marigold Ford Lincoln Sales Ltd. was the lowest compliant response with a price of $312,039.00 (HST excluded). After careful review of all submissions received, Operations Department staff recommend that Quotation No. Q2024-18 submitted by Marigold Ford Lincoln Sales Ltd. in the amount of $312,039.00 (HST excluded) be accepted and that the total net project cost of $317,531.00 (net of HST rebate) be approved. Attachment: None. Prepared By: Approved/Endorsed By: Original Signed By: Original Signed By: Matt Currer Stan Karwowski, MBA, CPA, CMA Manager, Fleet Operations Director, Finance & Treasurer Original Signed By: Original Signed By: Brian Duffield Cathy Bazinet, CPPB, NIGP-CPP Director, Operations Manager, Procurement BD:mc - 481 - OPS 11-24 June 10, 2024 Subject: Supply & Delivery of Nine Midsize SUVs Page 4 Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Chief Administrative Officer - 482 - Report to Executive Committee Report Number: OPS 12-24 Date: June 10, 2024 From: Brian Duffield Director, Operations Subject: Consulting Services for the Seaton Community Centre & Library - RFP2024-7 - File: A-1440 Recommendation: 1. That Request for Proposal No. RFP2024-7 for Consulting Services for the Seaton Community Centre & Library as submitted by Perkins + Will Canada Inc. in the amount of $7,150,000.00 (HST excluded) be received; 2. That the total gross project cost of $10,017,450.00 (HST included), and the total net project cost of $9,021,024.00 (net of HST rebate) be approved; 3. That the Director, Finance & Treasurer be authorized to finance the net project cost of $9,021,024.00 as approved in the 2020, 2021 and 2024 Capital Budgets and funded as follows: a. The sum of $6,898,430.00 from the DC - Parks & Recreation Reserve Fund; b. The sum of $225,526.00 from the Seaton Land Group FIA; c. The sum of $1,897,068.00 from the DC - Library Reserve Fund; 4. The Council direct the Chief Administrative Officer to provide operational and financial project updates based on the following schedule: December 2024, June 2025 and every six months thereafter until Substantial Performance of the project; 5. That staff be directed to proceed with the recommendations of the Recreation and Parks 10-Year Plan and Arena Strategy as the basis of design and amenities to be included in the Seaton Community Centre & Library; and, 6. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in the report. Executive Summary: The purpose of this report is to award professional consulting services for the design and associated costs required for the Seaton Community Centre & Library to be located on a ten hectare site at the southeast corner of the future intersection of Alexander Knox Road and Burkholder Drive. Anticipated to be roughly 185,000 square feet in size, the new facility will be designed to deliver the amenities recommended by the Recreation - 483 - OPS 12-24 June 10, 2024 Subject: Consulting Services for the Seaton Community Centre & Library Page 2 and Parks Ten Year Plan, Arena Strategy and Library Facilities Plan, subject to Council’s approval and endorsement. Staff will be referring to the project as the Seaton Recreation Complex & Library as a working name, as it better reflects the active nature the nature of this facility. This working name is used throughout the Discussion section of this report. Request for Proposal No. RFP2024-7 was advertised, to the Consultant’s pre-qualified under RFSQ2024-2, on the City’s Bids&Tenders portal on April 12, 2024, and closed on May 13, 2024. All three pre-qualified proponents submitted bids. The Evaluation Committee, consisting of staff from the Office of the CAO, Operations, Community Services, Engineering Services and Pickering Public Library reviewed and evaluated the proposals received using criteria outlined in the bid document. Subject to receipt and approval of all pre-conditions of award required in accordance with the bid document, the top-ranked proposal submitted by Perkins + Will Canada Inc., in the amount of $8,079,500.00 (HST included), is recommended for approval. The total gross project cost is estimated to be $10,017,450.00 (HST included) and the total net project cost is estimated $9,021,024.00 (net of HST rebate). Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Corporate Key of Good Governance - Customer Service Excellence, and Corporate Priorities of Advocate for an Inclusive, Welcoming, Safe & Healthy Community; Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community; Lead & Advocate for Environmental Stewardship, Innovation & Resiliency; and Foster an Engaged & Informed Community. Financial Implications: 1. RFP Amount RFP2024-7 $7,150,000.00 HST (13%) 929,500.00 Total Gross Quotation Cost $8,079,500.00 2. Estimated Project Costing Summary RFP2024-7 $7,150,000.00 Associated Costs Building Permit Fees 300,000.00 540,000.00 Other Permits & Approvals 175,000.00 Contingency 700,000.00 Total Project Cost $8,865,000.00 HST (13%) 1,152,450.00 Total Gross Project Costs $10,017,450.00 HST Rebate (11.24%) (996,426.00) Total Net Project Cost $9,021,024.00 - 484 - OPS 12-24 June 10, 2024 Subject: Consulting Services for the Seaton Community Centre & Library Page 3 3. Approved Source of Funds – Operations Capital Budget Approved Code Source of Funds Approved Budget Funds Required C10260.2101 (CommCtr) DC - Parks & Recreation Services Reserve Fund $17,760,659.00 $6,898,430.00 C10260.2101 (CommCtr) Seaton FIA Reserve Fund 389,341.00 176,883.00 C10905.2101 (Library) DC – Library Reserve Fund 4,861,225.00 1,897,068.00 C10905.2101 (Library) Seaton FIA Reserve Fund 113,775.00 48,643.00 Total Funds $23,125,000.00 $9,021,024.00 The Seaton Community Centre & Library was included in the 2022 DC Background Study, and the design component for this project was included in the 2020, 2021 and 2024 Capital Budgets. At this time, it is recommended that all of the design costs be charged to project code C10260.2101 and funded accordingly as referenced in Table 3 above. Once the detailed design is complete, and the footprint split is confirmed between the library and other community and recreational uses, the construction costs will be allocated to the respective capital accounts, once construction begins. As shown above, the funding of the design component will not require any debt financing which is “good news”. This good news can be partially attributable to the fact that the design cost is substantially below the project budget. The lower bid price is partially due to the current competitive environment and the fact that the City being a government entity is a reliable business partner, combined with the inflated current costs of construction having broken the traditional relationship between design and construction costs. The schedule below presents a preliminary estimate of the year-end balance for the two DC funding components. Preliminary Estimate DC Balance for Library and Parks & Recreation ($) As shown below, after funding this cost component, there are still sufficient funds in these two DC components to undertake other growth related expenditures and avoid issuing debt. Included in Table 2, is an estimate for the cost of Building Permit (BP) fees. The final fee amount will be based on the final design of the building. City Development staff will invest their time and expertise to review the extensive drawings for this multi-faceted building and this cost is included in this project to recover City Development staff time. To put another way, City staff are treating this project in a similar fashion as a private sector development. Project Cost under (over) approved funds by $14,103,976.00 - 485 - OPS 12-24 June 10, 2024 Subject: Consulting Services for the Seaton Community Centre & Library Page 4 Understanding the (Full) Financial Commitment For This Project The awarding of this architect contract only represents one component of the full financial commitment of this project and the architect cost is arguably the lowest cost. The other two components are construction and on-going operating costs. The current preliminary estimated construction cost is approximately $210.0 million. The City will have to borrow funds and have Durham Region issue debt on the City’s behalf to fund these costs. The current work plan is to bring a Report to Council, in the first quarter of 2026, for Council consideration to award the construction contract. This report will also include a revised Annual Repayment Limit (ARL) calculation that would include the construction debt amount plus those projects where the debt hasn’t yet been issued and for those projects that have been approved but not yet started, including a debt financing component. In other words, that future report will provide an up-to-date debt picture for Council’s information and consideration. It should be noted that the determination of the ARL is based on some uncontrollable factors such as interest rates and capital cost inflation. If the current interest rates decrease, the corresponding annual debt payments would be lower, resulting in a lower use of debt capacity. The ARL is a Provincial Regulation whereby the City’s annual debt payments cannot exceed 25 percent of its Net Revenues. In non-technical terms, the ARL could be viewed as the City’s credit card limit. Today, the City’s debt payments (excluding the Pickering Heritage & Community Centre) is around five percent, consistent with where you would find a large majority of municipalities. When staff bring forth the report to award the Seaton Community Centre & Library construction contract, the ARL calculation may indicate that the City is around the 20 percent level. In other words, the City will be using almost 80 percent of its debt capacity under this scenario with the debt limit being so high, the opportunity for the next term of office to consider using debt to finance capital projects may be severely limited. Under this scenario, the new Council would have to adopt a “Pay as you Go” philosophy for capital projects. In other words, the City would have to have the cash in the bank before signing any construction contract. Using existing budget cost profiles, Finance staff estimated the financial impact of the facility’s operating cost on the budget levy. Based on 2024 dollars, if the facility opened on January 1, 2024, the budget levy would have to increase by 4.0 percent for the Seaton Community Centre DC - Library DC - Parks and Rec A 2024 Opening Balance (10,914,839) (59,297,265) B Est. 2024 Revenue Contribution (2,900,000) (15,900,000) C = A+B Funds Available (13,814,839) (75,197,265) D 2024 & Prior Commitments 2,620,777 55,953,508 E Add: Seaton Design 1,897,068 6,898,430 F = D+E Total Commitments 4,517,845 62,851,938 G = C-F Est. 2024 December 31 Ending Balance (9,296,994)$ (12,345,327)$ - 486 - OPS 12-24 June 10, 2024 Subject: Consulting Services for the Seaton Community Centre & Library Page 5 & Library. Therefore, with the 2024 Budget levy increase being 3.99 percent, the total theoretical increase would have been slightly under 8 percent. The programs being offered will impact the revenue stream that in-turn, will have a financial impact on the budget levy increase. Therefore, when the doors open in 2029, Council should expect a “bump up” in the budget levy in addition to the regular annual increase. In addition to the City’s standard procurement processes and procedures, P1 Consulting were retained through a separate competitive process to function as independent fairness monitors. The fairness monitor’s role was to review all procurement documents and observe the procurement process to ensure openness, fairness, and transparency. A summary report of their findings is provided as Attachment 1, confirming that they were satisfied that the City followed procedures applicable to the RFP documents and purchasing policy, and that the participants followed the procedures and fairly applied the evaluation criteria. Discussion: The purpose of this report is to award professional consulting services for the design and associated costs required for the Seaton Community Centre & Library to be located at the southeast corner of the future intersection of Alexander Knox Road and Burkholder Drive. The project site is roughly 10 hectares (25 acres) sloping gradually from north to south, expected to feature a new facility located towards the north end to front onto Alexander Knox Road. Parking and site amenities will be located further south. Residential development exists immediately to the east, with natural ravine features to the south. A stormwater pond and other related features will also be required at the south end of the property, with their design already separately and significantly advanced. Based on review of other facilities with similar amenities to those recommended by the City’s Recreation and Parks Ten Year Plan and Arena Strategy, a building size of approximately 185,000 square feet is anticipated, along with required parking and outdoor features. Specific details will be developed during design, which will include the development three distinct concepts to be presented for public consultation. One preferred option, to be confirmed by Council following the public consultation period, will then be selected for detailed design development, with a tentative construction start date in early 2026. For clarity, it is worth noting that this project was listed as the Seaton Community Centre & Seaton Regional Library in past Development Charge Background Studies. The term has been in the title of this report and prior to this section for consistency. The Recreation & Parks Ten Year Plan instead references the combined facility as the Seaton Recreation Complex & Library. Since the ‘Seaton Recreation Complex & Library’ has also been used to promote this project publicly and is more reflective of the type of facility that is being designed, it is recommended that the facility be called the Seaton Recreation Complex & Library moving forward as a working name throughout the design process. City staff will be seeking sponsorship for naming rights for this facility, which may change the long term name of this facility. - 487 - OPS 12-24 June 10, 2024 Subject: Consulting Services for the Seaton Community Centre & Library Page 6 This will be the City’s first new major recreation complex built since 1983, and only the second such facility in Pickering. It will also be the City’s first new library since the George Ashe Library & Community Centre opened in 2000, and is also the first major City facility to directly service the Seaton community. Its function as a key site for public service delivery must reflect both diverse and emerging needs, explore and leverage new technologies, while also providing opportunities to better engage with and provide services to City of Pickering residents. As part of the City’s commitment to sustainability and responsible environmental stewardship, the building will be designed to meet the latest Net-Zero Carbon Design requirements, as set out by the Canadian Green Building Council, meeting or exceeding past Council direction to ensure that all Seaton facilities be designed to LEED silver or equivalent. Net-Zero design has also become a common requirement for major grant funding opportunities, and will help to reduce future operating costs. On April 24 and 25, Tante Consulting Inc., in collaboration with SAFFY, delivered six, two-hour workshops to City of Pickering staff, members of Council, community partners, and the Library Board of Directors. These workshops aimed to gather insights, perspectives and imaginations, informing a vision for the Seaton Recreation Complex & Library that will be considered and embraced within its design. The workshops resulted in some key themes that form an overall vision for the facility. The Seaton Recreation Complex & Library will be: • a community gathering space • welcoming and inclusive • a space that includes Indigenous representation • designed with the future in mind • designed to be open and intuitive, featuring natural elements • appealing to a multigenerational community • both an indoor and outdoor experience; with outdoor spaces treated as an equal priority • fully accessible The most common themes heard in the vision workshops indicate the Seaton Recreation Complex & Library should be welcoming, inclusive, open, and adaptable; a gathering space with ample outdoor space. The results of the vision workshop are included as Attachment 2. Recreation & Parks Ten Year Plan and Arena Strategy The former Recreation & Parks Plan (“The Plan”) was completed in 2017 and identified the Seaton Recreation Complex & Library as essential to delivering recreation programs and services to the growing Pickering community, especially to the new residents in Seaton. The 2017 Plan recommended the following amenities for the facility: • 25 metre, six lane indoor pool with a separate warm water leisure tank - 488 - OPS 12-24 June 10, 2024 Subject: Consulting Services for the Seaton Community Centre & Library Page 7 • fitness centre with a group fitness studio • full size double gymnasium • walking track • dedicated youth space • multi-purpose spaces, designed with the potential to be re-purposed as an older adult space if needed • consideration of a multi-pad arena The 2017 Plan recommended that Seaton’s new multi-use recreation facility should be designed in a manner that could be expanded to add a multi-pad arena (subject to a future arena assessment) as well as dedicated space for older adults, should longer-term demand necessitate. The facility should be positioned to accommodate both community uses and the local sport tourism market to attract indoor sports tournaments. As a result, consideration should be given to a range of sport friendly design elements where possible including, but not limited to, parking, accessibility features, circulation and gathering areas, spectator seating, electronic score clocks and timers, sufficiently-sized change rooms, storage areas, viewing areas, and other amenities determined through future planning processes. In 2023, the City engaged Monteith Brown Planning Consultants to renew the Recreation & Parks Plan. The new Ten Year Plan (2024-2034) included extensive community consultation that has provided more current data on the recreation needs of the community. The draft Recreation & Parks Ten Year Plan includes more refined recommendations on the amenities for the Seaton Recreation Complex & Library, including amenities in the park adjoining the facility. Planning for the Recreation & Parks Ten Year Plan included the development of a comprehensive Arena Strategy to address ice usage and facility needs. On April 2, 2024, Council received the draft Arena Strategy and on April 26, 2024, Council approved Resolution #461/24, receiving the Arena Strategy for information. Input on the draft Arena Strategy was sought in May 2024. The Strategy was posted on Let’s Talk Pickering from April 26 through May 23 with an option for residents to share thoughts or provide comments, and an Open House was held on May 7 at Don Beer Arena during a hockey try-out evening to engage with ice users. The Strategy and consultation opportunities were promoted widely on the City’s web page, shared with ice user sport groups and their members, signage was put up in the two Arena lobbies, and a social media campaign was executed through the City’s social media channels. An extensive Community Consultation process was launched on both The Plan and The Strategy in November & December, 2023. The engagement campaign included a City-wide survey, two public Open Houses, community pop-ups at various locations in the City, a Youth engagement initiative in collaboration with the School Boards, key stakeholder interviews, and Sport/Culture User Groups Feedback sessions. Over 2,200 surveys were completed providing invaluable feedback throughout the process. The entire campaign reached over 15,000 people and was highly successful in engaging the community in the development process. Community Consultation completed in 2023 informed the recommendations for the amenities required at the Seaton Recreation Complex & Library. - 489 - OPS 12-24 June 10, 2024 Subject: Consulting Services for the Seaton Community Centre & Library Page 8 Recommended amenities now include: Indoor Amenities • An Indoor Aquatics Centre: with a 25-metre lane rectangular pool with a minimum of six lanes plus a separate leisure/therapeutic pool. • A Triple Gymnasium: designed to an appropriate specification including adequate playout dimensions, ceiling heights, flooring and supporting amenities. • Fitness Centre: a training club with weight-training space and group fitness studios. • Multi-Purpose Rooms: for meetings, programs, and gatherings that enable a flexible range of community uses. • Arena: two NHL-size ice pads, as well as an indoor walking track (encircling the ice pad or gymnasium). • Full Service Library: (with Maker Space, collections, printing centre, small meeting rooms, teen area, children’s area, and work/study spaces). • General: provide sufficient spaces for casual social activity, change rooms, washrooms, storage, office space, lobby, etc. Outdoor Amenities • Destination Playground: A large, interactive playground providing space for physical activity and play. • Splash Pad: An attractive and interactive aquatic play area. • Sports Courts: Consideration of multi-sport courts including basketball, pickleball, and tennis. • Skate Spot: A variety of skateable features. Pickering Public Library Facilities Plan The Pickering Public Library Board approved the Library’s Facilities Plan in 2023. This Facilities Plan projects what new library space will be needed in the future based on Pickering’s population growth. In order to meet community demand for library services, the Board has recommended a 30,000 square foot library in Seaton. Pre-Design Work and Schedule Staff are already working to develop the functional program needs of the building, establishing various rooms and other component needs of the building early to help fast-track development of design concepts as soon as the consultants are retained. Schematic designs must develop three initial concepts by September 2024 to enable public and stakeholder consultation to proceed in October-November of this year. Based on feedback collected, one option will be recommended to Council. If accepted, detail design development and construction drawings will follow in 2025. Extensive cost review will be performed throughout the design process to ensure adherence to the project budget. Subject to receipt of all required regulatory approvals, the project will be tendered for construction in early 2026 with a target completion date in late 2028. Following a short fit-out period, the Seaton Recreation Complex & Library would open in early 2029. - 490 - OPS 12-24 June 10, 2024 Subject: Consulting Services for the Seaton Community Centre & Library Page 9 Regular progress updates will be provided to Council in the form of information reports, commencing in December 2024, and every six months thereafter until the project is substantially complete. Program Diversification As reflected in the findings of the Facilities Renewal Study, received for information by Council as part of Report OPS 02-24, many of the City’s existing facilities are aging and in need of retrofit, renovation, or even consideration for future decommissioning. The City currently has a limited number of locations currently available to offer services and programming to residents. By prioritizing the construction of the Seaton Recreation Complex & Library, in accordance with Council’s stated Capital Project Priorities as set by Report FIN 01-24 in January of this year, the City will diversify this offering and provide opportunities to review and address issues related to aging infrastructure by expanding its options across multiple facilities. Construction of the Seaton Recreation Complex & Library will likewise provide alternate venues for programming in cases where short term shutdowns are required for maintenance or renovation at other existing facilities. Currently, such work must either be deferred or limited in scope to avoid impacting programming, unfortunately contributing to ongoing deterioration of existing buildings. Public Engagement Community Consultation for the Seaton Recreation Complex & Library design is based on a Five Phase approach. 1. Phase One (March to August 2024): Residents and sport user groups were consulted on the Arena Strategy from March to May. This included consultation on the recommended two pad Arena at the Seaton Recreation Complex & Library. Residents and sport user groups will be consulted on the draft Recreation & Parks Ten Year Plan through the summer. This phase of consultation will include resident input on the recommended amenities for the Seaton Recreation Complex & Library. 2. Phase Two (April 2024): Six Visioning sessions were conducted involving key stakeholders, members of Council, the Pickering Public Library Board, and City staff. This phase of consultation created a vision for the facility. 3. Phase Three (May 2024): Facility Benchmarking was completed with four Recreation facilities in Milton, Markham, Oakville and Toronto. Facility benchmarking provided data on similar projects and considerations for design. 4. Phase Four (June to October 2024): A comprehensive community engagement will be undertaken in Phase four to determine the preferred design concept for the facility, selected from three design concepts. Phase four is anticipated to result in feedback that may result in adjustments to the overall design, layout or amenities of the facility. The results of Phase Four consultation will be presented in a Report to Council in December, 2024 for Council’s selection of one preferred option to proceed to detailed design development and construction drawings. - 491 - OPS 12-24 June 10, 2024 Subject: Consulting Services for the Seaton Community Centre & Library Page 10 5. Phase Five (December 2024): Phase Five comprises the summation phase, including a “What We Heard” summary, to provide participants of the community engagement with a summary of community feedback. A more detailed version of this community consultation plan can be found in Attachment 3. Associated Costs identified as part of the project costs include: geotechnical studies, third party systems commissioning, land surveys, legal fees, promotional and marketing materials, geothermal and hydrology reports, and any related or required assessments or investigations that may be needed to determine existing conditions, existing potential and suitability for alternative or sustainable technologies, etc., where such work cannot be undertaken by Perkins + Will Canada Inc. or where it is in the City’s interest to retain the third party to complete this work independently. Request for Proposal No. RFP2024-7 was advertised, to the Consultant’s pre-qualified under RFSQ2024-2, on the City’s Bids&Tenders portal on April 12, 2024, and closed on May 13, 2024. All three pre-qualified proponents submitted bids. The Evaluation Committee, consisting of staff from the Office of the CAO, Operations, Community Services, Engineering Services and Pickering Public Library reviewed and evaluated the proposals received using criteria outlined in the bid document. Proposals were evaluated and ranked based on the consultant’s project team composition, proposed project plan, and their pricing. Perkins + Will Canada Inc. was the top-ranked Proponent and is recommended for the award. Subject to receipt and approval of all pre-conditions of award required in accordance with the bid document, the top-ranked proposal submitted by Perkins + Will Canada Inc., in the amount of $8,079,500.00 (HST included), is recommended for approval. The total gross project cost is estimated to be $10,017,450.00 (HST included) and the total net project cost is estimated $9,021,024.00 (net of HST rebate). Attachments: 1. Fairness Monitor’s Report by P1 Consulting, dated May 23, 2024 2. Visioning Workshop and Facility Benchmarking Summary 3. Community Consultation Plan Prepared By: Approved/Endorsed By: Original Signed By: Original Signed By: Vince Plouffe, OAA, MRAIC Cathy Bazinet, CPPB, NIGP-CPP Division Head, Operations Services Manager, Procurement - 492 - OPS 12-24 June 10, 2024 Subject: Consulting Services for the Seaton Community Centre & Library Page 11 Original Signed By: Original Signed By: Brian Duffield Laura Gibbs Director, Operations Director, Community Services Original Signed By: Richard Holborn Director, Engineering Services Original Signed By: Jackie Flowers CEO/Director of Public Library Original Signed By: Stan Karwowski, MBA, CPA, CMA Director, Finance & Treasurer BD:vp Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Chief Administrative Officer - 493 - City of Pickering Request for Proposals for Consulting Services for the Design of the Seaton Community Centre and Library Fairness Monitor’s Report May 23rd, 2024 FINAL Attachment 1 to Report OPS 12-24 - 494 - City of Pickering Request for Proposals for Consulting Services for the Design of the Seaton Community Centre and Library Fairness Monitor’s Report May 23rd, 2024 Page 2 of 5 Table of Contents 1.Project Highlights ................................................................................................................... 3 1.1 Introduction and Project Background ........................................................................... 3 1.2 Scope of the Fairness Monitor Engagement ................................................................. 3 2.Request for Expression of Interest Process ......................................................................... 4 2.1 Development of the RFP ..................................................................................................... 4 2.2 Evaluation Preparation ....................................................................................................... 4 2.3 Submission Receipt .............................................................................................................. 4 2.4 Evaluation of the Proposals ............................................................................................... 4 2.5 Pricing Evaluation and Final Ranking ............................................................................ 4 2.6 Debriefing ................................................................................................................................ 5 3.Conclusion .............................................................................................................................. 5 - 495 - City of Pickering Request for Proposals for Consulting Services for the Design of the Seaton Community Centre and Library Fairness Monitor’s Report May 23rd, 2024 Page 3 of 5 1. Project Highlights 1.1 Introduction and Project Background City of Pickering (the City) issued a Request for Proposals (RFP 2024-7) as an invitation to prequalified proponents to submit proposals for Consulting Services for the Design of the Seaton Community Centre and Library. The RFP was preceded by Request for Supplier Qualifications No. RFSQ2024-2, which was completed in early 2024. Three (3) proponents were prequalified as part of that process for the provision of architectural, landscape, engineering and other consulting services, including contract administration and all fees and services in accordance with the requirements of the RFP. The selected proponent will be requested to enter into direct contract negotiations to finalize an agreement with the City for the provision of the Deliverables as described within the RFP. 1.2 Scope of the Fairness Monitor Engagement P1 Consulting was retained in April 2024 by the City to perform fairness monitoring services and provide an independent attestation on the RFP process. Our mandate was to review and monitor the RFP documents and communications, provide advice on best practices, review and monitor the evaluation and decision-making processes to confirm their fairness, equity, objectivity, transparency and adequate documentation throughout the evaluation process. In particular, in our role as Fairness Monitor, we ascertained that the following steps were taken to support an open, fair and transparent process: • Review of the RFP: P1 Consulting reviewed the RFP, and all other supplied documents related to the procurement process to confirm that they were fair, open and transparent. • Evaluation Meetings: P1 Consulting attended and observed RFP evaluation meetings, where the evaluation results were discussed. Additionally, during the evaluation process, we provided verbal and written advice with respect to fairness, objectivity, consistency of process, conflict of interest and confidentiality to confirm strict accordance with the specifications and criteria set out in the RFP documents. All of the tasks above were completed in a manner that was fair, open and transparent. - 496 - City of Pickering Request for Proposals for Consulting Services for the Design of the Seaton Community Centre and Library Fairness Monitor’s Report May 23rd, 2024 Page 4 of 5 2.Request for Expression of Interest Process 2.1 Development of the RFP P1 Consulting reviewed the RFP and our comments related to fairness were satisfactorily addressed by the City during the open period process. 2.2 Evaluation Preparation The evaluation procedure documentation was reviewed in advance of the evaluation process. All participants in the evaluation process participated in a training session in preparation for their role in the process, which included the roles and responsibilities of participants and the approach to the evaluation. Each evaluator confirmed they were not in a position of conflict of interest and their continued commitment to the avoidance of conflicts and respect of confidentiality commitments throughout the procurement within the City’s online procurement system. There were no conflicts identified of which we were aware, which prevented a participant from participating in the RFP evaluation. 2.3 Submission Receipt The RFP Closing Date was May 13, 2024, at 2:00 PM EST. The City received submissions from the following three Proponents via their online procurement system: •Diamond and Schmitt Architects Incorporated •MacLennan Jaunkalns Miller Architects Ltd. •Perkins + Will Canada Inc. 2.4 Evaluation of the Proposals In accordance with the RFP, the proposals first were reviewed to confirm they met the mandatory submission and mandatory technical requirements of the RFP. All three proposals were found to pass the mandatory compliance stage and were eligible to continue to the Non- price rated requirements evaluation stage. The City’s evaluation team undertook individual evaluation and scoring of the proposals against the RFP criteria. Subsequent to completion of the individual evaluations, the Team attended an “enhanced consensus” scoring session to discuss and finalize the evaluation results. All proposals met the established minimum thresholds specified in the RFP for the non-price rated criteria and were eligible to proceed to the next stage of evaluation. 2.5 Pricing Evaluation and Final Ranking The pricing evaluation was automatically calculated within the City’s online procurement system, in accordance with the RFP. Based on the cumulated scoring of the evaluated criteria, Perkins + Will Canada Inc. was identified as the top-scoring Proponent to enter into negotiations with the City. - 497 - City of Pickering Request for Proposals for Consulting Services for the Design of the Seaton Community Centre and Library Fairness Monitor’s Report May 23rd, 2024 Page 5 of 5 2.6 Debriefing At the time of this report, no debriefings have been conducted related to this solicitation. 3.Conclusion Our fairness review was conducted without influence and as of the date of this report, we confirm that we are satisfied that, from a fairness perspective, the City of Pickering’s RFP for Consulting Services for the Design of the Seaton Community Centre and Library process was conducted in a fair, open and transparent manner. As Fairness Monitor for this Project, we are satisfied that the City has followed the procedures in accordance with the applicable RFP documents and procurement policy, and that the participants followed the procedures and fairly applied the evaluation criteria. Stephanie Braithwaite Director of Fairness Services, P1 Consulting Inc. Lead Fairness Monitor - 498 - Page 1 of 21 Vision Workshop and Facility Benchmarking Summary June 10, 2024 Attachment 2 to Report OPS 12-24 - 499 - Page 2 of 21 Vision Workshop and Facility Benchmarking Summary June 10, 2024 Part One: Vision Workshops Presented by tante consulting inc., in collaboration with SAFFY Contact: Terrilyn Kunopaski, Principal, tante 647.888.6358 | terrilyn@tanteconsulting.com Presented to Seaton Recreation Complex & Library Steering Committee Contact: Laura Gibbs, City of Pickering Director, Community Services 905.420.4660 ext. 3709 | lgibbs@pickering.ca Introduction The following pages summarize findings from a series of workshops delivered, to inform a vision and design for the City of Pickering’s Seaton Recreation Complex & Library. Process Summary On April & 25, tante consulting inc., in collaboration with SAFFY, delivered six, two-hour workshops to City of Pickering team members, community partners, and the Library Board of Directors (‘participants’). These workshops aimed to gather insights, perspectives and imaginations, informing a vision for the Seaton Recreation Complex & Library (‘SRCL,’ ‘the Complex’) that will be considered and embraced within its design. Workshop Summary Each workshop kicked off with an introduction to the Seaton community and the plans for the Complex as presented in the Recreation & Parks—Ten-Year Plan. From there, participants formed small groups to participate in an “essence exercise,” tasked with imagining the ideal essence (i.e., intangible vibe) for the new Complex and how this essence is manifested in physical elements (i.e., colour, materials, etc.). They were then challenged to transform this essence into a visual representation, such as a doodle, icon, vision board, logo, etc. Through this activity, participants: ·Discussed how they want people to feel when they enter the complex; ·Considered how the various elements of the Complex work together to inform an overall experience; ·Imagined how the community can use and interact with the various spaces within the Complex; ·Contemplated the design, flow and construction of the Complex; and ·Envisioned the value and role of the Complex to the Seaton community and Pickering residents more broadly. - 500 - Page 3 of 21 An example of Activity one results: After sharing their Activity 1 creations, Activity 2 tasked participants to fast-forward to 2043—15 years after the Complex opened—and write a letter to their 2024 self, reflecting on the state of the SRLC and their role in bringing it to life. A template was provided to guide imaginations of why they are visiting the facility in 2043: what they felt and noticed while they were there; what they were proud of (having been part of the visioning process); and what they might do differently if they could “go back” and participate in the visioning process again. Through this activity, participants: ·Thought about how the visions and priorities identified now will (or will not be) enveloped in the Complex design and development; ·Articulated possible wins and challenges that could manifest within the Complex, based on the planning and design process happening at this stage of the project; ·Imagined who will be using the Complex and how users interact with the spaces; and ·Considered less-than-ideal outcomes for the Complex, and proactive solutions to avoid gaps and/or failures. - 501 - Page 4 of 21 An Example of Activity 2: Vision & Guiding Principles Based on workshop outcomes, we have defined the following vision to guide the next steps in the SRCL’s development: The Seaton Recreation Complex and Library is a vibrant community gathering place, where people from across Pickering and beyond feel welcomed, represented and engaged. Recommended guiding principles include: 1. Connection and community 2. Adaptability and sustainability 3. Wellness and accessibility Note: These elements are not further developed due to the scope of this Report. - 502 - Page 5 of 21 What We Heard The following pages summarize the ideas, themes and concerns shared throughout the workshops. Note that these findings represent recurring/prominent themes identified and do not necessarily reflect the views of all people engaged. Analysis is not included within this section; it is simply a summary of “what we heard,” presented as visions for the Complex. The SRCL is a community gathering space. We heard hopes that the Complex is a destination with an air of excitement, creating spaces that foster connection between community members. Participants echoed a desire to see the SRCL as a place where folks go not just because they need to, but because they want to; where people of all ages can hang out, read a book, participate in/seek out programming, or drop by to see what’s going on and who’s there. We heard a desire to see some sort of “wow” factor within its design, establishing the SRCL as an iconic space and point of pride for locals, thereby further encouraging regular visits. Additionally, they shared a vision for a facility where caregivers can drop their children off, and instead of leaving the property until pick-up time, they stay to participate in a class, grab a bite to eat, or find a place to relax. While a sense of energy and vibrancy are key to creating this community gathering space, participants say that calm and quiet areas must also be incorporated for those seeking an escape. Ultimately, participants see the SRCL as a place that strengthens users' social, physical, and emotional wellness. The SRCL is welcoming and inclusive. Participants shared a vision for the SRCL to be a welcoming, inclusive and inviting space. They shared that, practically speaking, this means having multiple entry points and no front desk immediately inside the doors, creating easy flow into the building and open sight lines. There were a number of visions for how a “welcoming and inclusive” space is fostered otherwise, particularly in ways that allow the community diversity to be reflected. For instance: featuring public art, inside and out; offering spaces that can be used for community and cultural events; including non-gendered toilets; incorporating multilingual services and/or wayfinding; using bright and warm colours; and providing comfortable seating. Accessibility, mental wellness and trauma-informed design considerations are also noted, as well as accessible program pricing. One recommendation shared is to lean on the City’s Equity, Diversity and Inclusion Strategy in the Complex’s planning and development. Finally, participants brought up the need to consider local houseless folks, and how the SRCL might be able to offer a reprieve or safe space for them. The SRCL includes Indigenous representation. Participants acknowledged the potential for the SRCL to embrace a responsibility regarding decolonization and reconciliation. We heard that its proximity to Indigenous burial grounds makes this especially important. One suggestion is that the City consider renaming the Complex, for example by incorporating an Indigenous language. - 503 - Page 6 of 21 The SRCL is designed now with the future in mind. Participants discussed how City projects are often developed to fit within a budget rather than having budgets fit the project's needs. They shared that this leads to greater costs down the line, to make up for initial shortcomings. We heard that there is a deep aspiration that the SRCL project budget be expanded so the Complex can be built with the future in mind, proactively addressing challenges that can be identified now. For instance, participants shared that the structure itself must be flexible, adaptable and designed for different uses. On one hand, this refers to the ability to adapt courts, ice pads and other spaces to host various activities (i.e., the ice pads can be converted for roller skating). On the other, adaptability means having the physical infrastructure in place to allow for physical expansion and development as needs change. There is a desire to invest in stacked parking now, knowing this will be a need as the community grows, and to provide more outdoor space which addresses a current gap that will only deepen as the population continues to grow. Sustainability—considering durable, maintenance-friendly and resilient materials—is another consideration brought forward, within the theme of future-proofing the Complex. Finally, participants proposed incorporating technology to enhance the experience and provide connections to the Complex without being there physically. The SRCL design is open and intuitive, featuring natural elements. We heard visions for the Complex to “bring the outdoors in,” featuring natural materials (i.e., exposed wood, stone) and walls of windows overlooking the outdoor spaces, also letting the natural light in. Some suggested incorporating a courtyard, gardens and greenery inside the building, as a way to provide green space year-round. (This also lends to prospective programming.) Participants shared hopes that the design allows visitors to intuitively find where they need to go, supported by clear wayfinding. Additionally, they hope there are windows throughout the building so visitors can see into various spaces/the activities taking place, which inspires them to participate while adding energy to the building overall. Further, we heard visions for the open design concept to lend to library programming and services to be incorporated into the recreation spaces and common areas. The SRCL appeals to a multigenerational community. We heard that multigenerational perspectives must inform the SRCL’s design and programming. Participants shared a desire for a genuinely seniors-friendly facility, made possible through parking, signage and security considerations. They also suggested engaging local youth to understand how the Complex is developed to cater to their needs and interests. Including children’s programming and passive uses of the space were also recurring themes, as was an opportunity to provide City services onsite—for example, offering “one-stop shop” kiosks where visitors can also pay their taxes or apply for permits. Small considerations with major impacts, such as easy access to wifi, were discussed when considering how to appeal to various user groups. Finally, participants pointed to a need to consider how to create positive work environments for City staff who work at the SRCL. - 504 - Page 7 of 21 The SRCL’s outdoor spaces are an equal priority. There was a resounding theme of disappointment regarding the shrinking outdoor space within the Complex available for public use (beyond parking). Some participants suggested that the City build a smaller facility with more outdoor space. Still, we heard that the outdoor space presents an opportunity for public gatherings year-round and beyond the Complex’s operating hours. Participants hope to see the outdoor space connected directly to the facility (versus being separated from the building by the parking lot). We heard ideas to include social areas, shade structures, toilets accessible after hours, and green walls (instead of fences). Participants also discussed opportunities to connect the Complex to nearby trails (through wayfinding, public art, etc.) and potentially provide equipment for trail exploration (i.e., bike or snowshoe rentals, available via the Library). Additionally, participants identified an opportunity to activate the Complex’s rooftop as a usable outdoor space, for example, as a place for a community garden. The SRCL is fully accessible. Participants spoke to accessibility in all senses of the word. When it comes to physical accessibility, they flagged specific considerations such as parking, ramps and elevators. One specific note was to ensure main entrances are wheelchair accessible, as to not “other” folks with disabilities (i.e., by sending them to an entrance behind the building). Multisensory experiences were also discussed, particularly to appeal to folks who are neurodiverse. Creating easy access to the Complex was another point of conversation, as we heard a need for increased transit, bike lanes and/or shuttle services to the Complex. Key Words Terms and considerations repeated throughout the workshop sessions, as captured in the above “What We Heard” summary include: Design Sustainable Adaptable* Modern Safe Open* Fluid Natural Bright Ample outdoor space* “Wow” factor Essence Welcoming* Inclusive* Gathering space* Community Destination Energetic/Vibrant Warm Uses & Users Diverse Multigenerational * indicates most-repeated themes - 505 - Page 8 of 21 Ideas Throughout our discussions, participants had several specific ideas regarding visions for the SRCL. As follows: ·Create spaces where local entrepreneurs can host pop-ups or small markets can take place. ·Consider an art-lending program via the Library as a way to source public art for display throughout the Complex. ·Provide cooling stations and EV charging stations as outdoor amenities. ·Develop cross-connections between the SRCL and the Chestnut Hill Recreation Centre rather than approaching each as a singular entity (i.e., in programming). ·Consider opportunities to develop the SRCL for sport tourism. ·Approach Complex design in pursuit of certifications such as Leadership in Energy and Environmental Design (LEED) and WELL. ·Provide a scooter and/or bike-sharing program for easy access to/from the Seaton neighbourhood, potentially led by the Library. - 506 - Page 9 of 21 Part Two: Facility Benchmarking Staff from the Seaton Recreation Complex & Library working group visited facilities that were constructed recently to identify beneficial design features and lessons learned on what not to do from municipal staff that led the projects. Facility visits took place on May 1 and 2 and included staff from Engineering Services, Operations Community Services and Pickering Public Library. Sixteen Mile Sports Complex (under construction) 3170 Neyagawa Boulevard, Oakville Construction cost: ·The 2023 facility construction budget was $57,369,000 plus contingency. ·The community centre & library construction tender closed in March 2023. The lowest bid submitted was $74,818,000 plus contingencies. ·In 2023 an additional $16,500,000 was added to the construction budget for the Sixteen Mile Community Centre and Library budget and $2,225,000 was added for the construction of Sixteen Mile Park. ·The total budget is: $76,094,000. Year opened: Community Centre opening 2025 Key amenities: Indoor Facilities: ·Double Gymnasium & change rooms ·Library (vimeeting rooms, reading area, staff rooms, outdoor play area, outdoor terrace, children’s collection, creation zone) ·6 lane pool with separate warm water leisure tank ·Pool change rooms ·Lobby and reception ·Indoor athletic track ·Weight and cardio room ·Fitness studio ·Meeting and multi-use rooms - 507 - Page 10 of 21 Sixteen Mile Community Centre and Public Library: Level 1 Floor Plan Sixteen Mile Community Centre and Public Library: Level 2 Floor Plan Outdoor facilities: ·Field House ·Natural turf field with lighting and spectator seating ·Artificial turf field with lighting and spectator seating ·Cricket pitch ·Fitness space ·Splash pad ·Playground ·Skate/scooter park ·Pump track ·Beach volleyball court ·Tennis courts ·Pickleball courts ·Cricket batting cage ·Basketball courts ·Dog park - 508 - Page 11 of 21 Sixteen Mile Community Centre and Library Adjacent Park Plan Aaniin Community Centre 5665 14th Avenue, Markham Size: facility is 122,000 square feet; on 13 acres. Construction cost: $52,000,000 Year opened: 2018 Key indoor amenities: ·Double gymnasium ·Teaching kitchen ·Library (includes various program and meeting rooms, youth room) ·Aquatics centre (25 metre pool with warm water leisure tank and climbing wall) ·Performance space in foyer with amphitheater seating ·Food concession ·Fitness studios ·Health centre with cardio and weight equipment ·Indoor playground ·Sensory room ·Older adults room ·Multi-purpose program rooms Outdoor amenities ·Destination playground ·Sculpture garden and large illuminated public art feature ·Basketball courts ·Large shaded areas - 509 - Page 12 of 21 Aaniin Library. The interior staircase is mirrored by a wide, heated and shaded outdoor concrete amphitheater seating that is used year round. Aaniin Community Centre & Library and Adjacent Park Layout Sherwood Community Centre and Library - 510 - Page 13 of 21 6355 Main Street West, Milton Overview: 130,000 square feet Construction cost: $45,000,000 Year opened: 2019 Key indoor amenities: ·Two Arenas ·Pool (lap pool and warm water leisure pool with climbing wall) ·Fitness studio ·Meeting rooms and event spaces ·Library ·Concession stand Outdoor amenities: ·Basketball court ·An outdoor frisbee court and trails are located in the large park behind the community centre ·Skate Park - 511 - Page 14 of 21 Sherwood Community Centre and Library main foyer Ethennonnhawahstihnen Community Recreation Centre and Library 100 Ethennonnhawahstihnen Lane, North York Toronto. Overview: 218,000 square feet Square footage of key spaces: - Recreation centre: 38,000 sf - Aquatic centre: 27,000 sf - Library: 13,000 sf - Child Care Centre: 6,400 sf - 196 space underground parking lot is included in total sf count. Construction cost: $81,000,000 Year opened: 2024 Key amenities: ·Fitness/dance studios (2) ·Double gymnasium ·Indoor pool and separate warm water leisure tank ·Teaching kitchen ·Lounge ·Multipurpose rooms (5) ·Weight/ cardio room ·Walking track - 512 - Page 15 of 21 Outdoor amenities: ·Splash pad ·Playground ·Sports field ·Outdoor skating rink Ethennonnhawahstihnen Walking Track and Gymnasium Facility Benchmarking: Design Features Facility design highlights are summarized below. Aquatics Centres Aquatics Centres include pools that are typically 25 metres in length with six to eight lanes. Several pools include play features like climbing walls, and spray features. Many warm water tanks included a deep end suitable for shallow aquafit or swim lessons. Other design considerations include: ·Accessible pool entry (i.e. ramps) built into pool design. ·Spectator areas incorporated into the pool design. Aaniin had a separate entry to the spectator area. This helps to keep the Aquatic Centre clean as spectator are not walking through the pool area with shoes on. ·Staff offices and lifeguard spaces were integrated with large windows and clear sight lines. ·Municipal staff recommended building more square footage into pool decks to allow for maintenance, cleaning and spectator areas. - 513 - Page 16 of 21 Aaniin Aquatics Centre Changerooms Sport complexes have chosen to construct universal changerooms with maximum sight lines directly from the pool. Most facilities included a large block of universal wet changerooms. Several facilities had both wet and dry changerooms to service the pool and gymnasium separately. Dry changerooms in Toronto and Markham are gender- specific and all wet changerooms are universal. All Toronto and Oakville recreation facilities are being designed with universal only changerooms for pool use. ·Changeroom design included large windows for clear sight lines from the hallway through to the pool ·Changerooms are large and typically spanned the full length of the pool; 30 self contained changerooms in Sherwood Community Centre; 46 self contained changerooms at Aaniin. ·Large universal changerooms are designed to be divided into two spaces. This allows for a portion of the changerooms to be closed for cleaning or maintenance without disruption to patrons. ·Individual washrooms are included in changeroom spaces. ·Many changerooms are also outfitted with benches, hooks and child change tables. Universal changerooms had zero sightlines for self contained units; however, did have a two to four inch gap at the bottom of each stall. - 514 - Page 17 of 21 From top left: Ethennonnhawahstihnen clear views to the pool; view of Ethennonnhawahstihnen changeroom from adjoining hallway; Sherwood Community Centre & Library clear views to the pool. Library Spaces Library spaces ranged from 13,000 square feet to 22,000 square feet on a single floor or split over two floors. The libraries had some design features in common: ·Clear sightlines ·Optimal zoning and adjacencies to ensure a variety of spaces for different levels of noise and levels ·Large, children’s area ·Dedicated spaces for teens ·Laptop bars along large windows for work and study ·Large windows that offer natural light · Beneficial design features include: ·Large, open entrance that offers appealing collections and a variety of moveable furniture ·Multiple small study rooms and meeting spaces of various sizes. ·Public art that reflects the community ·Play spaces for young children ·Maker spaces support independent project work and programming ·Program rooms that adjoin both the library and the community centre, for shared use. The Aaniin library shared a large, dividable program room, youth room and café (volunteer run) with the Community Centre. - 515 - Page 18 of 21 Teen Space adjoining both the Library and Community Centre, and a block of independent workstations at Aaniin Library. Outdoor Amenities In many of the facilities, outdoor spaces were integrated into the community centre functionality, and were used as year-round passive spaces. This was achieved with various design features. Input we received from municipal staff was that these outdoor spaces were used year-round, so incorporating shade as well as heat sources was important. Outdoor terraces at Ethennonnhawahstihnen: The Outdoor Terrace (pictured left) adjoins a large, dividable program room and teaching kitchen. The rooftop terrace (pictured right) includes a sink and table top, with some seasonal seating. The rooftop terrace is adjacent to the Lounge, a passive use space. - 516 - Page 19 of 21 Outdoor Program Space at Sherwood Community Centre and Library There is a small outdoor program space accessible from the (pictured through the library window). The program space includes shade structures and high- quality outdoor furniture. The Library animates this space by running programs. It is also used for passive use and there was a variety of outdoor games (i.e. large Jenga), chalk and activities for kids available. This program space included gardens and library staff include garden/seed programs in this space. Outdoor Spaces at Aaniin Community Centre & Library Aaniin has several areas where amphitheater seating has been incorporated into the design, including in the main foyer and in the outdoor space adjoining the Library (pictured below, left). Aaniin library staff indicated that the outdoor amphitheater space is used frequently as a study space, gathering spot, lunch space, and as a hangout for teens and youth. The tiles are heated in the winter, and the space is shaded from the sun. Aaniin also has outdoor spaces that accommodate both passive use and also larger scale programs or events (pictured below, right). The overhang of the roof provides shade and also a connection between the outdoor space and the interior of the facility. Municipal staff indicated the outdoor spaces are widely used by residents. - 517 - Page 20 of 21 Program & Passive Use Spaces The quality of furniture, equipment and finishes varies greatly between facilities. Incorporating a range of furniture options and high-quality, finishes like flooring, wall tile and audio/visual equipment contribute to a welcoming environment. Ethennonnhawahstihnen has particularly high quality finishes. Program spaces were also designed with ample storage space, decreasing clutter in these spaces. The use of lower quality elements like cinder block walls and plastic furniture in other facilities presented a stark contrast to the warm and welcoming space that was created in the Ethennonnhawahstihnen facility. Pictured below is Ethennonnhawahstihnen Community Centre and Library Fitness Room / Dance Studio (one of two), Lounge, and a Program Room. - 518 - Page 21 of 21 Summary of findings from facility benchmarking: 1. The location of entrances into the building should ensure high visibility of different amenities and spotlight the activities happening in the building. 2. Foyers and lobbies should be designed for programming, social connection and passive activities, and include natural materials to create a more welcoming environment. 3. Design program spaces to be shared between the Library and Community Centre for optimal use. 4. Attention needs to be taken when designing staff spaces. Many staff areas were very small with very limited storage, leading to cluttered workspaces. 5. Integrate outdoor spaces into the functionality of the facility. Consider design for year-round use. 6. Zero carbon and sustainability design features were successfully implemented in facility design. Staff from the Sherwood Community Centre and Library reported that solar panels on the roof provided 80% of the facility power and resulted in operational cost savings on utilities. The Toronto community centres are also incorporating solar panels into new facility design as a standard. - 519 - Community Consultation Plan A comprehensive Community Engagement Plan has been developed to support the design of the new Seaton Recreation Complex & Library project. The consultation involves a five phased approach and a number of engagement tactics to ensure that the City garners as much input on the three proposed designs as possible. Phase Timeline Specifics Phase 1: Follow up with Stakeholders from the Recreation & Parks Ten Year Plan March- July Arena Stakeholder were consulted from March-May on the draft Arena Strategy; Stakeholders/residents will be consulted on the draft Recreation & Parks - Ten Year Plan in June/July Phase 2: Facility Visioning April 6 Visioning Sessions were conducted involving key stakeholders, including Council, Library Board, various staff, and community stakeholders. The Visioning Exercise Results have been attached as Attachment 3 Phase 3: Facility Benchmarking May Site visits were conducted at various Community Centres by staff to learn best practices and seek lessons learned from similar projects. Sites included: Sherwood Community Centre and Library – Town of Milton; Aaniin Community Centre and Library – Town of Markham, Ethennonnhawahstihnen Community Recreation Centre and Library – City of Toronto; Sixteen Mile Sports Complex (Design only) – Town of Oakville Phase 4: Design Concept Consultation June- October Detailed Community Engagement Campaign Details Summarized Below Phase 5: Summation Phase December 2025 Report will include “What We Heard” – summary of all engagement activities Council Report with recommended design option Phase 4 – Design Concept Consultation This campaign will include a soft launch of the project to generate awareness and interest, including the development of the Let’s Talk Pickering portal, that will include background information, project timeline, a video about the project, details about the Architectural firm, background reports, and Q&A section. Updates will be made to the project page as they become available. The active portion of the campaign will run for a Attachment 3 to Report OPS 12-24 - 520 - five week period, beginning October 1 through November 7, 2024. A campaign kick-off event will take place at Chestnut Hill Developments Recreation Complex on Tuesday, October 1, 2024 at 10:00 am and run throughout the day. The remaining weeks will involve community pop-ups at both Arenas, Community Centres such as George Ashe Community Centre & Library, East Shore Community Centre, Dr. Nelson F. Tomlinson Community Centre, Pickering Museum Village, as well as pop-ups at Pickering Town Centre, various City events such as Fall Fling, Durham Children Games, Active Living Fair, and at the Pickering Go Station. Staff will also be hosting a special day at Rick Johnson Memorial Park to engage with the Seaton community directly. Youth input will also be sought through direct reach out at the Teen Dance, various youth events and in the schools directly. A detailed communication plan has been developed to ensure that the campaign is widely promoted. Promotional tactics include a postcard direct mailout, flyer distribution through the tax bill mailout, Curbex sign boards (6 locations, including 3 signs in northern sites), Digital community signs, promotional banners & flyers in community facilities, and extensive social media outreach. All sport/cultural groups, key stakeholders, and resident associations will be included in the communication reach, as well as presentations will be made to City Advisory Committees in September and October. - 521 - Report to Executive Committee Report Number: PLN 19-24 Date: June 10, 2024 From: Kyle Bentley Director, City Development & CBO Subject: Pickering Official Plan Review -Proposal No. RFP2024-6 for Consulting Services for Public Engagement-File: D-2000-18 Recommendation: 1. That Request for Proposal No. RFP2024-6 for Consulting Services for PublicEngagement for the City of Pickering Official Plan Review, submitted by Land UseResearch Associates, in the amount of $149,905.00 (excluding HST), be accepted; 2. That the total gross project cost of $169,392.65 (HST included) and the net project cost of $152,544.00 (net of HST rebate), be approved; 3.That Council authorize the Director, Finance & Treasurer to finance the net project cost of$152,544.00 as approved in the 2024 Current Budget as follows: a.The sum of $68,645.00 to be funded by a transfer from the Development ChargeReserve Fund – Growth Related Studies; b.The sum of $83,899.00 to be funded from Property Taxes; and 4.That the appropriate officials of the City of Pickering be authorized to take such actionsas necessary to give effect to this report. Executive Summary: The purpose of this report is to seek Council’s approval of the proposal for Consulting Services from Land Use Research Associates (LURA), in the amount of $152,544.00 (net of HST rebate), for public and stakeholder engagement services, as part of the Pickering Official Plan review process. Extensive community engagement will be sought as part of the Pickering Official Plan Review (known as “Pickering Forward”). To maximize community feedback, an engagement consultant is being hired to support staff’s efforts throughout the project. Engagement for this project is expected to take place over the next two years. Request for Proposal No. RFP2024-6 was advertised on the City’s Bids &Tenders portal on April 4, 2024, with a Submission Deadline of April 25, 2024. Seven companies submitted proposals. The Evaluation Committee, consisting of staff from the City Development Department, reviewed and evaluated the proposals received using criteria outlined in the bid document. The Evaluation Committee recommended that Land Use Research Associates (LURA), as the top-ranked Proponent, be retained as the City’s consultant for public engagement for the Official Plan Review, at a cost of $149,905.00 (excluding HST). The total net project cost is estimated to be $152,544.00. - 522 - PLN 19-24 June 10, 2024 Subject: Pickering Official Plan Review Page 2 In accordance with Section 10.04 of the Purchasing Policy, where the project cost of a consulting assignment is more than $50,000.00, the award is subject to the approval of Council. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community; and Foster an Engaged & Informed Community. Financial Implications: Table 1: Proposal Amount RFP2024-6 $149,905.00 HST (13%) 19,487.65 Total Gross Project Amount $169,392.65 Table 2: Estimated Project Costing Summary RFP2024-6 $149,905.00 HST (13%) 19,488.00 Total Gross Project Amount $169,393.00 HST Rebate (11.24%) (16,849.00) Total Net Project Costs $152,544.00 Table 3: Approved Source of Funds – 2024 Current Budget Expenditure Account Source of Funds Budget Required 502230.10105.4639 Property Tax $275,000.00 $83,899.00 502230.10105.4639 DC – Growth Studies 225,000.00 68,645.00 Total Funds $500,000.00 $152,544.00 502230.10105.4639 Growth Management Study (Report PLN 17-24) Consultant for Public Engagement (Report PLN 19-24) Net project costs under (over) approved funds $500,000.00 $178,080.00 $152,544.00 $169,376.00 The 2024 Current Budget for the City Development Department, Planning & Design Section identifies $500,000.00 for consulting and professional assistance for the Pickering Official Plan Review. The balance of funds identified in Table 3 are intended to be utilized for additional - 523 - PLN 19-24 June 10, 2024 Subject: Pickering Official Plan Review Page 3 consulting services in connection with the Official Plan Review, including further public engagement as needed. The consultant for public engagement will support the work of the Official Plan Review, which is a growth-related study exercise. As a result, this work is eligible for Development Charge funding in the amount of 45% in the approved 2024 Current Budget – Table 3 above reflects this funding. Discussion: The purpose of this report is to request Council approval of the proposal from Land Use Research Associates (LURA), to provide public and stakeholder engagement consulting services as part of the Pickering Official Plan review process. 1. Background RFP2024-6 was issued on the City’s Bids &Tenders portal on April 4, 2024, with a submission deadline of April 25, 2024. Seven proposals were submitted. The Evaluation Committee, consisting of staff from the City Development Department, reviewed and evaluated the proposals received using criteria outlined in the bid document. Proposals were evaluated and ranked based on the consultant’s experience on similar projects, an overview of their project team, their understanding of the project, proposed work plan and deliverables, and their pricing. LURA was the top-ranked Proponent and is recommended for the award. All pre-conditions of the award, as identified in the bid document, have been received, reviewed, and approved. 2. Community Engagement The Official Plan Review will include research and analysis, to ensure that it conforms with Provincial policy and is inspired by the best practices found in other municipalities. However, it will also need to be informed by diverse stakeholders and Indigenous groups that live and work in Pickering, in order for it to reflect the values and priorities of our community. The success of the Official Plan Review will be based, in large part, on the extent of the community engagement that occurs. Community engagement will be included in each phase of the Official Plan Review. Beginning with the Special Council meeting on May 27, 2024, there will be opportunities for all stakeholders and rights holders to provide both large and small input into the topics that will be included in the proposed Official Plan. An engagement consultant will be used to help staff initiate, facilitate, and record all feedback. The Official Plan Review engagement activities will be guided by a Community Engagement Strategy, that will be developed in collaboration with the engagement consultant. 3. Scope of Work The community engagement consultant will provide the following services: • refine the Official Plan Review Community Engagement Strategy - 524 - PLN 19-24 June 10, 2024 Subject: Pickering Official Plan Review Page 4 •create messaging for each main topic area to help communicate and promote these engagement events to the public •facilitate, record feedback, and provide reporting on in-person and virtual PublicInformation Centres 4.Conclusion Upon careful examination of all proposals and relevant documents received in response to RFP2024-6, the Evaluation Committee recommends acceptance of the proposalsubmitted by Land Use Research Associates, at a total net project cost of $152,544.00(net of HST rebate). Attachments: None Prepared By: Original Signed By Paul Wirch, RPP Principal Planner, Policy Approved/Endorsed By: Original Signed By Cathy Bazinet, CPPB, NIGP-CPP Manager, Procurement Original Signed By Kyle Bentley, P. Eng. Director, City Development & CBO Original Signed By Stan Karwowski, MBA, CPA, CMA Director, Finance & Treasurer PW:ld Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 525 - Report to Executive Committee Report Number: PLN 20-24 Date: June 10, 2024 From: Kyle Bentley Director, City Development & CBO Subject: Authorization to Execute a Memorandum of Understanding - Pre-Approval of Design Drawings for Detached Additional Dwelling Units - OPA 23-002P - File: D-1300-020 Recommendation: 1. That the Mayor and City Clerk be authorized to enter into a Memorandum of Understanding between the City of Pickering and the Town of Whitby, as set out in Attachment 1 to this report, for the sharing of resources to enable the preparation of pre-approved design drawings for detached Additional Dwelling Units, subject to minor revisions as may be required by the Director, Corporate Services & City Solicitor, the Director, City Development & CBO, and the Chief Administrative Officer; and 2. That appropriate officials of the City of Pickering be authorized to take such action as is necessary to give effect to the recommendations in this report. Executive Summary: The purpose of this report is to request Council's authorization to enter into a Memorandum of Understanding (MOU) with the Town of Whitby for the sharing of resources for the preparation of building drawings, pre-approved under the Ontario Building Code, for detached Additional Dwelling Units (ADU’s). The goal of this program is to create an expedited path for the public to select designs and receive building permit approval for detached ADUs. The Town of Whitby would be contributing financial resources secured through a Federal Housing Accelerator Fund (HAF) grant, and the City of Pickering would be contributing staff resources to the program, as set out in the MOU (see Attachment 1). Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community; and Strengthen Existing & Build New Partnerships. Financial Implications: There are no direct financial implications arising from this report. - 526 - PLN 20-24 June 10, 2024 Subject: Authorization to Execute a Memorandum of Understanding Page 2 Discussion: The purpose of this report is to request Council's authorization to enter into a Memorandum of Understanding with the Town of Whitby for the sharing of resources for the preparation of building drawings, pre-approved under the Ontario Building Code, for detached ADU’s. 1. Background Following changes to Provincial legislation through Bill 109 and Bill 23, all municipalities in Ontario are required to permit two ADUs “as-of-right” on most residential properties in urban areas. They may also consider these types of dwellings in rural areas. Over the years, Pickering has had many ADUs constructed inside existing homes (i.e., basement apartments). The new permissions now also allow ADUs to be built as stand-alone dwellings on residential properties. The City passed new zoning regulations in September 2023 to permit detached ADUs throughout the City. After the new zoning regulations came into effect, staff investigated other ways to support the construction of detached ADUs, in an effort to promote increased housing in the City. Aside from construction costs, one of the major challenges home owners face in building detached ADUs is the time required to find a qualified architect and obtain design drawings that conform to the Ontario Building Code. Staff therefore developed a plan to make it easier for the public to obtain a Code compliant design drawing and receive a Building Permit as soon as possible. In collaboration with the Town of Whitby, staff are proposing to solicit, review, and pre- approve building designs for detached ADUs. The pre-approved designs will be posted online (at a dedicated web site) for the public to view, select, and purchase a license for use. The public can then use the pre-approved drawings as part of their Building Permit application. The goal is to save the public time on selecting, preparing, and receiving approval of building drawings for detached ADUs. It is anticipated that providing multiple options of approved drawings will also help reduce design costs. Staff from Whitby and Pickering have developed a work plan for collaboration on the review and pre-approval of building designs for detached ADUs. The City of Pickering would provide the staff resources to undertake the necessary plan review of the drawings, while the Town of Whitby would provide financial resources, through their Housing Accelerator Fund grant, to compensate design professionals for the preparation of the design drawings. - 527 - PLN 20-24 June 10, 2024 Subject: Authorization to Execute a Memorandum of Understanding Page 3 2.Conclusion Staff are requesting Council authorization to enter into a Memorandum of Understanding with the Town of Whitby for the sharing of resources for a pre-approved design program for detached ADUs (see Attachment 1). The goal of this program is to create anexpedited path for the public to select designs and receive building permit approval fordetached ADUs. Attachment: 1.Additional Dwelling Unit Regional Design Catalogue Memorandum of Understanding Prepared By: Original Signed By Paul Wirch, RPP Principal Planner, Policy Approved/Endorsed By: Original Signed By Catherine Rose For Kyle Bentley, P. Eng. Director, City Development & CBO PW:ld Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 528 - Attachment 1 to Report PLN 20-24 ADDITIONAL DWELLING UNIT REGIONAL DESIGN CATALOGUE MEMORANDUM OF UNDERSTANDING Dated this XX day of May, 2024. B E T W E E N: THE CORPORATION OF THE TOWN OF WHITBY (hereinafter “Whitby”) and THE CORPORATION OF THE CITY OF PICKERING (hereinafter “Pickering”) RECITALS: A.Between October 2, 2023 and January 15, 2024, Pickering completed a Request for Information for the preparation of pre-approved architectural plans for detached additional dwelling units B.In response to the Request for Information, Pickering received some submissions from design professionals, which require further refinement and finalization. C.Whitby has received funds from the Federal Government, through the Housing Accelerator Fund, operated by Canada Mortgage Housing Corporation, in order to support certain initiatives undertaken by Whitby to boost housing supply within the Town of Whitby. D.One part of initiative 7, Build Innovative Greatness (BIG), undertaken by Whitby was to encourage the construction of additional dwelling units on existing residential properties within the Town of Whitby by exploring pre-approved designs for additional dwelling units, prefabricated homes, and modular homes. E.Whitby and Pickering are desirous of working cooperatively towards creating a catalogue of approved designs for detached additional dwelling units and to make the approved designs available to the public through a newly created web site. THEREFORE, in accordance with the principles set out above, the parties hereby agree as follows: - 529 - - 2 - 1. DEFINITIONS 1.1. ADU or ADUs shall mean additional dwelling units. 1.2. Business Day or Business Days shall mean any day(s) other than Saturday, Sunday or statutory holidays. 1.3. CBO shall mean the Chief Building Official for Pickering and/or Whitby as the context requires, appointed under the Building Code Act, 1992. 1.4. Client Direction shall mean the document to be prepared by the parties for submission to Design Professionals which sets out the key elements of the Project. 1.5. CMHC shall mean the Canada Mortgage Housing Corporation. 1.6. Council shall mean the council of the Corporation of the City of Pickering and/or the Corporation of the Town of Whitby as applicable. 1.7. Designs shall mean any designs and/or architectural plans for a pre-approved detached ADU which was prepared by a design professional in response to the RFI and for use as part of the Project. 1.8. Design Professional shall mean an architect, professional engineer and/or BCIN qualified designer who responded to the RFI. 1.9. HAF shall mean the Housing Accelerator Fund which is being administered by the CMHC. 1.10. MOU shall mean this Memorandum of Understanding. 1.11. Project shall mean the creation and promotion of pre-approved designs which are prepared with the intention of expediting the approval of detached ADUs. 1.12. RFI shall mean the Request for Information issued by the City of Pickering, which closed January 15, 2024 for the purpose of engaging architects for the purposes of the Program. 2. PICKERING ROLES AND RESPONSIBILITIES 2.1. Pickering’s primary responsibility will be the procurement of the Designs and communication with the Design Professionals who responded to the RFI to finalize the Designs. Pickering has completed the RFI and obtained interest from Design Professionals. 2.2. Pickering will solicit revised Designs from the Design Professionals which respond to any comments made and that target specific criteria. Pickering’s building and - 530 - - 3 - development department and building department will coordinate the necessary revisions and finalize the drawings to Pickering’s satisfaction. 2.3. Pickering will ensure that two categories of design are available: (1) Large ADU (40 square metres or more); and (2) Small ADU (less than 40 square metres). 2.4. Pickering will ensure that all Designs meet the minimum standard of both Pickering and Whitby and are completed in accordance with the Client Direction as completed by Article 4.4 below. 2.5. Pickering will confirm with the Design Professionals that the amount to be paid per drawing is a maximum of $5,000.00 plus HST. 2.6. Pickering will coordinate with the Design Professionals with respect to the retainer of the Design Professionals. It is intended that Pickering and Whitby will retain selected Design Professionals on a joint retainer basis. Pickering will be responsible for communicating with the Design Professionals and providing instructions to the Design Professionals. Prior to providing any instructions to any Design Professionals, Pickering will discuss any matter with Whitby and will ensure that Whitby has a reasonable opportunity to provide any comments or concerns. Any direction or instructions provided to Design Professionals shall be jointly agreed to by Pickering and Whitby. 2.7. Following the completion of Pickering’s review, the Designs will be sent to Whitby for a brief review by Whitby’s planning and development department and building department. Following Whitby’s review, Pickering will submit any additional comments to the Design Professionals and ensure that any revisions requested by Whitby are included in the Designs. 2.8. Once a Design has been approved by Pickering and Whitby, Pickering will advise the applicable Design Professional that the drawing has been approved, and request that the Design Professional issue an invoice for that Design. Once the invoice is received, Pickering will forward the invoice to Whitby for payment. 2.9. Pickering will continue to lead the review and collaboration with the Design Professionals that submitted Designs until such time as the drawings are finalized. - 531 - - 4 - 3. WHITBY ROLES AND RESPONSIBILITIES 3.1. Whitby’s primary responsibility will be the payment to the Design Professionals for the drawings that are prepared and approved for use. 3.2. Whitby understands and agrees that while the retainer with any Design Professionals will be a joint retainer, Pickering will be providing instructions to the Design Professionals on behalf of Pickering and Whitby. Whitby will promptly respond to any requests from Pickering for input when providing instructions to Design Professionals. 3.3. Following Pickering’s review of any Designs submitted, Whitby will review the Designs and provide any comments. Whitby will limit its comments to compliance with Whitby’s urban design guidelines or any other guidelines, plans or other requirements that are unique to Whitby. Following completion of its review, Whitby will send any comments to Pickering to be communicated back to the Design Professionals. 3.4. Whitby will commit a maximum amount of $5,000.00 plus HST, per approved drawing. Payment will be made by Whitby upon approval of a drawing by both Whitby and Pickering. No more than two (2) Designs may be approved from the same Design Professionals. 3.5. Upon receipt of an invoice from Pickering, Whitby will ensure prompt payment of the invoice to the applicable Design Professional. If Whitby wants to dispute the invoice for any reason, Whitby will promptly advise Pickering of the reason for the dispute. 3.6. Whitby’s total financial commitment for the Designs is $60,000.00, plus HST for a total of $67,800.00. It is anticipated that there will be a maximum of 10 to 12 Designs prepared by various Design Professionals. 4. MUTUAL ROLES AND RESPONSIBILITIES 4.1. This MOU shall be in effect from the date it has been executed by both parties until December 31, 2024 (hereinafter the “Term”). The MOU may be extended upon the mutual agreement of the parties. - 532 - - 5 - 4.2. Pickering and Whitby will each promote the Program through their respective public communication channels. It is intended that the communications provided by each party will be consistent with one another, however each party has the discretion to communicate the Program as they see fit. 4.3. Pickering and Whitby will be responsible for the costs of their own communications and will not be required to contribute financially to the other’s communications. 4.4. Pickering and Whitby will collaborate on the creation of the Client Direction. This Client Direction will be provided to Design Professionals and will set out the design standards with which the Designs must comply. Where a standard is lower in one municipality than the other, the higher standard shall be used. 4.5. Pickering and Whitby shall be responsible for meeting their own reporting requirements. This includes any reports to Council, reports to CMHC, or reports to each municipalities’ respective CBO. 4.6. Once the Designs have been completed, Pickering and Whitby will make the Designs available to the public through a website to be created for the promotion of the Program. 4.7. Pickering and Whitby will enter into a joint retainer agreement with any Design Professionals selected and the retainer agreement will be negotiated as set out above. While Pickering will be the primary point of contact for the architecture firms, Whitby shall be kept appraised of any discussions and the contact person for Whitby as noted in this MOU will be copied on any and all communications with the Design Professionals. 4.8. It is the intent of Pickering and Whitby that once the Designs are made available to the general public that property owners will select a design and contact the Design Professional which prepared the Design directly. Prior to issuing a building permit for a detached ADU based on a Design, property owners will be required to submit a drawing stamped by the applicable Design Professional. The property owners will be responsible for obtaining the stamped drawing and the parties will not be obligated to issue a building permit in the absence of a stamped drawing. 4.9. The decision to issue a building permit shall rest with the CBO of Pickering or Whitby as applicable, and such decisions will be made in accordance with the Building Code Act, 1992. - 533 - - 6 - 5. TERMINATION 5.1. This MOU may be terminated prior to the end of the Term on the mutual consent of the parties. In the event the MOU is terminated, Pickering and Whitby will ensure that any Designs for which a Design professional has been retained to complete are completed and payment provided as though this MOU were still in effect. No additional Designs shall be requested following the date of termination. In the event that Pickering or Whitby requests further Designs from a Design Professional following the termination date of this MOU, the requesting party shall enter into a separate retainer agreement with the architecture firm. 6. INDEMNIFICATION 6.1. Each party, together with its members of Council, directors, officers, employees and agents shall not be liable for any injury or damage including death, property, loss, or damage sustained by the other party, together with its members of Council, directors, officers, employees, agents, contractors, subcontractors, volunteers or any other third party that is in any way attributable to anything done or omitted to be done by the other party in the performance of this MOU. 6.2. Each party shall at all times defend, indemnify and save harmless the other party, together with its members of Council, directors, officers, appointees, employees and agents from and against any and all claims, demands, losses, damages, actions, costs or expenses (including but not limited to legal fees, disbursements and taxes on a solicitor-client basis), suits or other proceedings by whomsoever made, sustained, brought or prosecuted is in any way attributable to the negligence or wilful misconduct of the other party, its members of Council, directors, officers, employees, agents, contractors, subcontractors, volunteers in connection with this MOU. 6.3. This indemnity shall survive the termination or expiration of this MOU. 7. GENERAL 7.1. The parties will cooperate and communicate openly with each other on any matter relating to the administration of this MOU and will meet as required. 7.2. This MOU constitutes the entire agreement between the parties pertaining to the administration of the Program and supersedes all prior agreements, understandings, negotiations and discussions, whether oral or written, of the parties, and shall not be amended, supplemented or modified except in accordance with this MOU. - 534 - - 7 - 7.3. This MOU may be amended, supplemented or modified on the mutual agreement of the parties. Where the parties agree to amend, supplement or modify this MOU, such agreement shall be in writing and signed by the parties. 7.4. All notices required or permitted to be given under this MOU shall be in writing and either delivered personally or by pre-paid courier or transmitted by email, to Whitby at: 575 Rossland Road East Whitby, Ontario L1N 2M8 Attention: Melissa Weatherbie e-mail: weatherbiem@whitby.ca and to Pickering at: One The Esplanade Pickering, Ontario L1V 6K7 Attention: Paul Wirch e-mail: pwirch@pickering.ca or to such other address and email address as either party may notify to the other from time to time. A notice sent by email shall be deemed to be received on the day and time at which it is sent. If such notice is sent after 4:30 pm on a Business Day or on a Holiday, the notice shall be deemed to have been received at 8:30 am on the next Business Day following the sending of the notice. A notice sent by regular letter mail or registered mail shall be deemed to be received five (5) days following delivery. 7.5. The failure of either party at any time to require performance of any provision shall not affect the right to require performance at any other time, nor shall the waiver by either party of a breach of any provision be a waiver of any succeeding breach or a waiver of the provision itself. 7.6. If any provision of this MOU is declared illegal, void or unenforceable for any reasons, such provision shall be severed from the balance of this MOU and the remaining provisions hereof shall continue in full force and effect. 7.7. Words importing the singular number only shall include the plural, and vice versa. Words importing the masculine gender shall include the feminine gender, and vice versa. Words importing persons shall include firms and corporations and vice versa. 7.8. The headings used in this MOU are included for convenience only and shall not affect the interpretation hereof. - 535 - - 8 - 7.9. This MOU shall be governed by the laws of the Province of Ontario and the federal laws of Canada applicable therein. 7.10. This MOU may be executed in two or more counterparts, each of which together shall be deemed an original, but all of which together shall constitute one and the same instrument. If the signature is delivered by fax transmission or by email delivery of a scanned data file (Adobe PDF or otherwise), such signature shall create a valid and binding obligation on the party executing the MOU with the same force and effect as if the fax or scanned data file (Adobe PDF or otherwise) were an original thereof. IN WITNESS WHEREOF the parties hereto have executed this MOU by their duly authorized officers in that behalf. THE CORPORATION OF THE TOWN OF WHITBY Per: _________ Matthew Gaskell, Chief Administrative Officer Per: _________ Fuwing Wong, Commissioner, Financial Services & Treasurer THE CORPORATION OF THE CITY OF PICKERING Per: _____________________________________ Per: _____________________________________ - 536 - Report to Executive Committee Report Number: SUS 06-24 Date: June 10, 2024 From: Kyle Bentley Director, City Development & CBO Subject: Enhanced Blue Box and Green Bin Availability File: D-7001-024 Recommendation: 1. That Report SUS 06-24, providing an update on Enhanced Blue Box and Green Bin Availability, be received for information. Executive Summary: The purpose of this report is to provide an update on Resolution #232/23 that directed City staff to work with the Region of Durham (the “Region”) to enhance residents’ access to blue bins and green bins. City and Region staff have taken steps to address the Short, Medium, and Long-term actions that were identified in Report SUS 07-23. This included, among other things, enabling blue boxes, blue box lids, kitchen containers for food waste, and curbside green bins to be purchased at the Chestnut Hill Developments Recreation Complex, which was found to be a service well-used by residents. Also, at the time this report was prepared, planning was underway for the annual Community Compost Giveaway, a popular event during which residents can purchase and exchange bins. To further enhance service delivery, the Region will commence a door-to-door delivery program on July 1, 2024, whereby residents can dial 311 or access the Region’s online E-Commerce platform to purchase/exchange kitchen food waste containers, curbside green bins and backyard composters (no blue bins). Units are delivered directly to the resident’s home. The Region is set to transition to the Extended Producer Responsibility model for residential blue box collection. As of July 1, 2024, the Region will no longer be responsible for the collection of recycled items. Accordingly, blue boxes are not included in the door-to-door delivery program. Region staff are communicating details with residents about the transition to producer responsibility and the point of contact for blue box questions and requests. All of these steps enable Pickering residents to more easily purchase or replace waste diversion bins within the community. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Strengthen Existing & Build New Partnerships; and Lead & Advocate for Environmental Stewardship, Innovation & Resiliency. - 537 - SUS 06-24 June 10, 2024 Subject: Enhanced Blue Box and Green Bin Availability Page 2 Financial Implications: Not applicable to this report. Discussion: The purpose of this report is to provide an update regarding Resolution #232/23 that directed staff to continue working with the Region to improve residents’ access to blue boxes and green bins (see Resolution #143/23, Attachment 1, and Resolution #232/23, Attachment 2). As outlined in Report SUS 07-23, based on discussions with Community Services and Operations staff, and Region staff, specific Short, Medium, and Long-term actions were identified for consideration. The following points serve to provide an update on these actions. Short-term Actions: 1. Enable the sales of blue and green bins from Chestnut Hill Developments Recreation Complex City staff worked with the Region to establish a system to enable bin sales. Since September 2023, residents have had the opportunity to purchase blue boxes, blue box lids, kitchen containers for food waste, and curbside green bins at the Chestnut Hill Developments Recreation Complex. This service has been well-used by the community. A total of 122 blue box bins, 6 blue box lids, 69 green bins, and 50 kitchen containers have been purchased to date. The units are sold to residents on a cost recovery basis so there is no net cost to the City of Pickering, and sales are subject to a 3 percent charge to cover processing/transaction fees. 2. Host an Annual Community Compost Giveaway event The City of Pickering continues to partner with the Region to host an annual Community Compost Giveaway event, at which residents can purchase new bins and exchange broken ones free of charge. The event is scheduled for May 25, 2024, in the parking lot of Don Beer Arena. As of the time this report was written, the attendance metrics would not be available. Medium-term Actions: 1. Investigate using a Regional facility to offer bin sales/exchanges The intent behind this action was to make it more convenient for Pickering residents to buy/exchange bins. Currently, this action is no longer being explored by Region staff since it has been addressed through the implementation of Long-term Action 1. 2. Explore Regional attendance at future City events or pop-up events The Region has limited staff resources to attend additional events outside of the annual Community Compost Giveaway, and biannual E-Waste & Household Hazardous Waste Collection events. However, as outlined under Long-term Action 1, with the future implementation of a home delivery service, it will be very convenient for residents to purchase/exchange bins. - 538 - SUS 06-24 June 10, 2024 Subject: Enhanced Blue Box and Green Bin Availability Page 3 Long-term Actions: 1. Review supporting bin sales through 311 phone service, E-Commerce platform, or commercial retailers The Region Waste Management staff have expedited aspects of this long-term action to streamline a process for residents to purchase/exchange kitchen containers for food waste, curbside green bins, and backyard composters. Effective July 1, 2024, Durham Region residents will be able to call 311 or access the Region’s online E-Commerce platform to place an order. The Region has secured a third-party company to deliver these units directly to resident’s homes. Providing this door-to-door service for residents eliminates the need for the Region of Durham to: • establish sales/exchanges at another Regional facility • attend additional municipal events/pop-ups • explore partnerships with commercial retailers 2. Transition to Extended Producer Responsibility Effective, July 1, 2024, the Region will no longer be responsible for the weekly curbside pickup of blue box contents, distribution of new blue boxes, and exchange of damaged units. Durham’s recycling program will be managed by Circular Materials, an organization representing the producers of materials being recycled in the blue box. The Region will notify residents of this service change in several ways, including affixing a sticker to every curbside blue box to advise them both about the transition, and how it will not affect their weekly schedule or what they currently recycle. The Region will also provide residents with information on who to contact for recycling related questions. As directed by Council through Resolution #232/23, City of Pickering and Region of Durham staff have successfully implemented several initiatives to enable Pickering residents to have easier access to purchase or replace waste diversion bins within the community. Attachments: 1. Resolution #143/23 2. Resolution #232/23 - 539 - SUS 06-24 June 10, 2024 Subject: Enhanced Blue Box and Green Bin Availability Page 4 Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Kristy Gagen Kyle Bentley, P. Eng Coordinator, Environmental Engagement Director, City Development & CBO Original Signed By Chantal Whitaker, BESc (Hons), CSR-P Manager, Sustainability & Strategic Environmental Initiatives KG:jc Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 540 - Attachment 1 to Report SUS 06-24 Legislative Services Division Clerk’s Office Directive Memorandum March 30, 2023 To: Kyle Bentley Director, City Development & CBO From: Susan Cassel City Clerk Subject: Direction as per Minutes of the Meeting of City Council held on March 27, 2023 Enhanced Blue Box and Green Bin Availability Council Decision Resolution #143/23 Please take any action deemed necessary. WHEREAS, the current closest blue and green bin exchange/purchase location is the Durham Region Depot in Whitby; And Whereas, the blue and green bin exchange in Pickering has been limited to the compost pick up day at the Chestnut Hill Development Recreation Complex; And Whereas, Pickering residents have expressed that more convenient arrangements for blue and green bin exchange/purchase would be desirable; Now therefore be it resolved, that the Council of The Corporation of the City of Pickering directs City staff through the Office of the CAO to: 1.Further work with the Region of Durham Waste Management staff to exploreopportunities for more local and convenient locations for Pickering residents to have access to the blue and green bin replacements; 2.That staff consider options that include but are not limited to the following: i.introducing local pick up location(s) such as a Region or City facility, ii.coordinate with City/community events, such as compost giveaway, Artfest,etc., iii.use of 311 to arrange drop off, and, iv.arrangements with commercial/retail partners; 3.That staff report back to Council by end of second quarter 2023; 4.That this motion be forwarded to the Commissioner of Works, Region ofDurham. - 541 - Susan Cassel Copy: Chief Administrative Officer - 542 - Legislative Services Division Clerk’s Office Directive Memorandum June 30, 2023 To: Kyle Bentley Director, City Development & CBO From: Susan Cassel City Clerk Subject: Direction as per Minutes of the Meeting of City Council held on June 26, 2023 Director, City Development & CBO, Report SUS 07-23 Enhanced Blue Box and Green Bin Availability Council Resolution #143/23 Council Decision Resolution #232/23 Please take any action deemed necessary. Susan Cassel Copy: Chief Administrative Officer 1.That the City of Pickering staff continue to work with the Region of Durham,and be authorized to take the necessary actions to enhance residents’ access to blue and green bins as outlined in this report, including to enablethe sale of blue boxes, blue box lids, kitchen containers for food waste, andcurbside green bins from the Chestnut Hill Developments RecreationComplex; and, 2.That staff be directed to report back to Council in Q2 2024 with an update onactions taken to address blue box and green bin availability. Attachment 2 to Report SUS 06-24 - 543 - Report to Executive Committee Report Number: SUS 07-24 Date: June 10, 2024 From: Kyle Bentley Director, City Development & CBO Subject: Licence Extension with Infrastructure Ontario for Duffin Heights Plantings File: D-7001-009 Recommendation: 1.That the Mayor and City Clerk be authorized to execute a Licence Extension and Amending Agreement with Ontario Infrastructure and Lands Corporation as set out inAttachment 1 to this report, subject to minor revisions as may be required by the Director,Corporate Services & City Solicitor, and/or Chief Administrative Officer; and 2.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to seek authorization from Council to execute a Licence Extension and Amending Agreement with Ontario Infrastructure and Lands Corporation (commonly referred to as Infrastructure Ontario (IO) for City access to their land parcels in the Duffin Heights area. The 5-year Licence Agreement that the City of Pickering executed with IO in April 2019 expired in April 2024. Through this licence, the City of Pickering had access to IO land parcels around Duffin Heights to coordinate and implement sustainable naturalization programs and events, such as the annual Take Pride in Pickering Day tree planting and litter cleanup. This work was funded through the Duffin Heights Terrestrial Habitat Reserve Fund. Preliminary planning is underway for two projects this fall in Duffin Heights, a riparian planting project and a tree planting project, as identified in the 2024 Current Budget. City staff are seeking authorization to enter into another 5-year agreement with IO so that these sustainability opportunities can continue. The licence renewal fee remains the same as it was in 2019. The attached Licence Extension and Amending Agreement has been reviewed by Legal Services staff. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan’s Priorities of Strengthen Existing & Build New Partnerships; and Lead & Advocate for Environmental Stewardship, Innovation & Resiliency. - 544 - SUS 07-24 June 10, 2024 Subject: Licence Extension with Infrastructure Ontario for Duffin Heights Plantings Page 2 Financial Implications: The licence fee of $1,500.00, plus applicable tax, in the total amount of $1,695.00 will be funded from City Development’s account line Program and Events Supplies – Tree Planting 502520.00000.9726 in the 2024 Current Budget. Discussion: The purpose of this report is to seek Council’s approval to execute a Licence Extension and Amending Agreement with IO for City access to their land parcels in the Duffin Heights area. The attached agreement has been reviewed by Legal Services staff. On April 14, 2019, the City of Pickering executed a 5-year Licence Agreement with IO to access their land parcels in the Duffin Heights area. This agreement expired on April 13, 2024. During that time, the City oversaw the delivery of sustainability related projects, notably the annual Take Pride in Pickering Day tree planting and litter clean up event, which attracted significant community participation. In 2022-2023 for example, over 300 residents volunteered their time to pick up litter and plant 650 trees/shrubs at these events. City staff have begun planning two projects to take place this fall in Duffin Heights: a riparian planting and an urban forest planting. The forest planting project will welcome 10,000 Trees, a new partner in 2024, who has graciously offered to donate an additional 200 trees for the planting. Staff seek Council’s approval to execute the 5-year Licence Extension and Amending Agreement with IO. Attachment: 1.Licence Extension and Amending Agreement - 545 - SUS 07-24 June 10, 2024 Subject: Licence Extension with Infrastructure Ontario for Duffin Heights Plantings Page 3 Prepared By: Original Signed By Kristy Gagen Coordinator, Environmental Engagement Original Signed By Chantal Whitaker, BESc (Hons), CSR-P Manager, Sustainability & Strategic Environmental Initiatives Approved/Endorsed By: Original Signed By Kyle Bentley, P. Eng. Director, City Development & CBO CW:jc Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 546 - M51703 M51703 Licence Extension and Amending Agreement Attachment 1 to Report SUS 07-24 LICENCE EXTENSION AND AMENDING AGREEMENT THIS AGREEMENT made effective as of April 14, 2024. B E T W E E N: HIS MAJESTY THE KING IN RIGHT OF ONTARIO AS REPRESENTED BY THE MINISTER OF INFRASTRUCTURE (the “Licensor”) - and - THE CORPORATION OF THE CITY OF PICKERING (the “Licensee”) WHEREAS: A.By Order in Council No. 1198/2022, approved and ordered August 29, 2022, certain responsibilities in respect of Government property under the Ministry of Infrastructure Act, 2011, S.O. 2011, c. 9, Sched. 27 and other responsibilities were assigned and transferred from the Minister of Government and Consumer Services to the Minister of Infrastructure. B.By a licence agreement dated April 14, 2019 (the “Original Licence”), Her Majesty the Queen in right of Ontario as represented by the Minister of Government and Consumer Services did licence the Lands unto the Licensee for a term of 5 years commencing on April 14, 2019 and ending on April 13, 2024 (the “Original Term”). C.Following the death of Queen Elizabeth II on September 8, 2022, all powers and duties of Her Majesty the Queen in right of Ontario are transferred and assigned to His Majesty the King in right of Ontario. D.The parties hereby agree to amend and extend the Original Licence as hereinafter provided. E.The Original Licence and as amended and extended herein, is hereinafter collectively referred to as the “Licence”. NOW THEREFORE THIS AGREEMENT WITNESSES that in consideration of the mutual promises hereinafter set forth and other good valuable consideration, the receipt and sufficiency of which is hereby acknowledged by the parties hereto, the parties hereto agree as follows: - 547 - - 2 - M51703 Licence Extension and Amending Agreement 1. CONFIRMATION OF RECITALS The parties hereto confirm that the foregoing recitals are true in substance and in fact. 2. EXTENSION OF LICENCE The parties hereto agree that: (a) The term of the Licence is hereby extended for five (5) years from the end of the Original Term (the “Extension Term”). (b) For clarity, the Extension Term shall commence on April 14, 2024 and expire on April 13, 2029. 3. LICENCE FEE FOR THE EXTENSION TERM The Licensee hereby covenants to pay to the Licensor a licence fee of One Thousand Five Hundred Dollars ($1,500.00) (the “Licence Fee”), plus all applicable Sales Taxes, being a total of One Thousand Six Hundred and Ninety-Five Dollars ($1,695.00) payable upon the execution hereof by the Licensee. 4. AMENDMENT OF LICENCE The extension of the term of the Licence as contemplated in this Agreement is subject to all the covenants and conditions contained in the Original Licence, as amended, renewed and extended from time to time, save and except for: a) EXTENSION OPTION The Licensor and Licensee acknowledge that there shall be no further option to extend this Licence beyond the Extension Term. b) RIGHT TO TERMINATE The Licensor reserves the right to terminate this Licence at any time upon giving the Licensee no less than ninety (90) days prior written notice of such termination. c) ADDRESS OF LICENSOR Ontario Infrastructure and Lands Corporation 1 Dundas Street West, Suite 2000 Toronto, Ontario M5G 1Z3 Attention: Vice President, Real Estate Operations Fax: (416) 327-1906 Email: REOpsnotices@infrastructureontario.ca - 548 - - 3 - M51703 Licence Extension and Amending Agreement With a copy to: Ontario Infrastructure and Lands Corporation 1 Dundas Street West, Suite 2000 Toronto, Ontario M5G 1Z3 Attention: Director, Legal (Leasing and Contract Management Fax: (416) 327-3376 Email: LeasingNotices@infrastructureontario.ca And an additional copy to: Ontario Infrastructure and Lands Corporation c/o BGIS 4175 14th Avenue Markham, Ontario L3R 0J2 Attention: IO Lease Administration Fax: (416) 860-3462 By Email: IOMleaseAdmin@bgis.com d) LICENCE FEE PAYMENTS The Licensee shall send all Licence Fee payments to the following address: Ontario Infrastructure and Lands Corporation c/o BGIS 4175 14th Avenue Markham, Ontario L3R 0J2 Attention: IO Lease Administration By Email: IOMleaseAdmin@bgis.com EXECUTED by each of the parties under seal on the date written below. - 549 - M51703 M51703 Licence Extension and Amending Agreement SIGNED, SEALED AND DELIVERED Dated this _____ day of April, 2024. HIS MAJESTY THE KING IN RIGHT OF ONTARIO AS REPRESENTED BY THE MINISTER OF INFRASTRUCTURE, AS REPRESENTED BY ONTARIO INFRASTRUCTURE AND LANDS CORPORATION Per: ________________________________ Name: Title: I/We have authority to bind the corporation Dated this _____ day of April, 2024. THE CORPORATION OF THE CITY OF PICKERING Per: ________________________________ Name: Title: I/We have authority to bind the corporation - 550 - Report to Executive Committee Report Number: SUS 08-24 Date: June 10, 2024 From: Kyle Bentley Director, City Development & CBO Subject: 2023 Sustainable Year-in-Review -File: D-7300-001 Recommendation: 1.That Report SUS 08-24, regarding the release of the 2023 Sustainable Pickering Year-in-Review, be received for information. Executive Summary: The purpose of this report is to share the 2023 Sustainable Pickering Year-in-Review, as set out in Attachment 1. For the past five years, the City has provided the community with a reader-friendly summary of the City of Pickering’s achievements, events, programs, and projects related to sustainability. The document promotes the efforts of the City, and our community partners, and serves to inspire others to connect and get involved. The Year-in-Review will be posted on the City’s website and will be promoted through various corporate communication channels. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Lead & Advocate for Environmental Stewardship, Innovation & Resiliency; and Strengthen Existing & Build New Partnerships. Financial Implications: Not applicable to this report. Discussion: The purpose of this report is to share the 2023 Sustainable Pickering Year-in-Review report. The City of Pickering’s sustainability efforts address a variety of initiatives from community engagement, urban agriculture, sustainable development, climate change, natural environment, waste diversion, energy efficiency, and more. In 2023, staff delivered both in-person and virtual events and programs that enabled the community to participate in tree plantings, pollinator projects, litter cleanups, the Pickering Farmers’ Market, and educational webinars. In addition to these staff-led Sustainability activities, the City also undertook broader corporate efforts that were critical to the overall social, economic, and environmental health of the community, including the completion of Pickering’s first Corporate Strategic Plan, waterfront restoration projects, urban agriculture, and community climate adaptation initiatives. - 551 - SUS 08-24 June 10, 2024 Subject: 2023 Sustainable Year-in-Review Page 2 It is important for the public to be aware of these activities and achievements that are occurring in their community. To support this objective, staff developed comprehensive education and marketing campaigns using, for example, the City website, social media, eNewsletters, the Let’s Talk Pickering platform, events, presentations to external groups, and curbside and digital signage. Considering the large volume of messages that residents receive from a variety of sources, the 2023 Sustainable Pickering Year-in-Review is meant to provide a reader-friendly synopsis of activities and quantitative metrics (where applicable). Subject to Council’s approval, the 2023 Sustainable Pickering Year-in-Review report will be posted online and be promoted through various corporate communication channels. Attachment: 1.2023 Sustainable Pickering Year-in-Review Prepared By: Original Signed By Melanie Edmond, HBSc. Coordinator, Sustainability Original Signed By Chantal Whitaker, BESc (Hons), CSR-P Manager, Sustainability & Strategic Environmental Initiatives Approved/Endorsed By: Original Signed By Kyle Bentley, P. Eng. Director, City Development & CBO ME:ld Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 552 - 2023 Sustainable Pickering Year-in-Review Attachment 1 to Report SUS 08-24 - 553 - Table of Contents 1 | Page A Message from the CAO 2 Enhancing the Natural Environment 3 Engaging with Our Community 7 Reducing Waste 13 Urban Agriculture 14 Becoming More Energy Efficient 16 Looking Towards the Future 17 - 554 - Message from the CAO 2 | Page I am pleased to present the City’s key sustainability highlights and accomplishments from 2023, marking another successful year in our journey towards a more sustainable future. The City’s dedication to driving our corporate priorities forward and supporting an environmentally innovative community is reflected through several impactful initiatives that were undertaken by both staff, and through rich and meaningful partnerships with the community. These include the Community Climate Adaptation Project, Urban Agriculture Project, waterfront restoration, and naturalization projects. Our commitment to sustainability was further highlighted when the Intelligent Community Forum (ICF) recognized Pickering as one of the world’s Smart 21 Communities of 2023. This annual awards program recognizes the world’s leading municipalities that are successfully leveraging the power of technology to develop inclusive and prosperous communities. Our adoption of the City’s new Integrated Sustainable Design Standards, in particular, exemplifies our innovative approach to sustainability. We recognize the importance of the natural environment as an integral part of any complete, world class City, and I encourage you to learn more about how we lead and advocate for environmental stewardship, innovation, and resiliency. Marisa Carpino Chief Administrative Officer - 555 - A Message from the CAO 3 | Page Enhancing Parks and Boulevards Valley Farm Ravine Project As part of the City's annual tree planting program, over 400 large caliper trees were planted across City boulevards and parks including: Claremont Memorial Park, Erin Gate Park, David Farr Park, Kitley Ravine, and Parkham Parkette. These efforts were completed to help increase tree canopy and shade opportunities around play-units and walkways. To enhance the urban tree canopy within the City, staff worked with Toronto and Region Conservation Authority (TRCA) to complete a desktop analysis of potential tree planting locations. Valley Farm Ravine was identified as an excellent location to fill existing tree canopy gaps. The project included the planting of 265 stems, 90 trees and 175 shrubs to help enhance the natural area. Tree and shrub planting at Valley Farm Ravine - 556 - Enhancing the Natural Environment 4 | Page Waterfront Trail Restoration & Construction of Rotary Frenchman’s Bay West Park Mayors’ Monarch Pledge The City commenced reconstruction along the Waterfront Trail, from Bruce Handscomb Park to Elvira Court. The TRCA has designed the project, which will include restoration plantings along the shoreline of Frenchman’s Bay. These plantings will help restore the trees that were lost during the severe windstorm of 2022. The City also completed the final construction phase of the Rotary Frenchman’s Bay West Park Master Plan. This included shoreline habitat creation, installation of bat boxes, dune creation/restoration, and the decommissioning and replanting of some former parking areas. Pollinators, such as butterflies, birds, and bees, play a vital role in maintaining a healthy environment and sustainable food system. As part of the Mayors’ Monarch Pledge – Leadership Circle, the City committed to completing 9 actions to support pollinator populations. This included planting native species, removing invasive species, supporting native seed giveaways, connecting with garden groups, and delivering educational campaigns to increase pollinator awareness throughout the community. Thank you to the community garden volunteers, Dunbarton High School students and the Toronto Conservation Youth Corp who helped plant and maintain pollinator gardens across the City. ” “I am incredibly proud of the actions Pickering and its partners have taken through the Mayors’ Monarch Pledge to help protect pollinators. By continuing to collaborate and take action, we can make a meaningful difference in our community. “ - Mayor Kevin Ashe Dunbarton High School students planting native plants at Ernie L. Stroud Park Fishing node at Rotary Frenchman’s Bay West Park - 557 - Enhancing the Natural Environment 5 | Page Weed-cutting Pilot Project Phragmites Pilot Project Douglas Park Planting The City’s Eurasian water-milfoil weed harvesting project resulted in approximately 5 acres of weed being cut, gathered, dried, and disposed of. Pickering Harbour Company also harvested 5 acres of Eurasian water-milfoil. The purpose of these projects was to create weed free areas for recreation. The higher water levels in 2023 helped maintain the cut areas longer than when Frenchman’s Bay experienced low water levels in 2022. The City worked with TRCA on a Phragmites Pilot Project, which aimed to control this invasive plant in the Hydro Marsh around Frenchman’s Bay. The ditches along Brockridge Park, Sandy Beach Road, and Sunbird Trail were also treated. The Hydro Marsh, east of Frenchman’s Bay, is owned and managed by Ontario Power Generation, who is also completing their own phragmites control in the marsh. The Fairport Beach Neighbourhood Association and the Pickering West Shore Community Association, in partnership with the City, hosted a tree/shrub planting at Douglas Park. The event included the planting of 140 native trees and shrubs by 50 youth volunteers from across the community. Milfoil weed harvesting in Frenchman’s Bay Tree and shrub planting at Douglas Park Milfoil weed harvesting in Frenchman’s Bay - 558 - Enhancing the Natural Environment 6 | Page Bring Back the Salmon Backyard Tree Planting Program The City, in partnership with the Pickering Public Library, and Ontario Federation of Anglers and Hunters, supported a salmon hatchery at the Pickering Public Library. Library patrons observed and learned about the Atlantic Salmon’s lifecycle and the importance of biodiversity. The hatchery resulted in the release of 196 Atlantic Salmon into Duffins Creek. To date, the program has helped release almost 800 Atlantic Salmon into Duffins Creek. In partnership with Local Enhancement and Appreciation of Forests (LEAF) and the Region of Durham, the City completed its third year of the Backyard Tree Planting Program. This program provides residents the opportunity to add native trees or shrubs to their property at a discounted rate. The program includes on-site consultation, free delivery and tree planting, as well as follow-up tree assessments. In year three of the program, 29 trees and 32 shrubs were planted on Pickering residents’ properties. Some benefits from these plantings include enhancement of the urban forest, increased property value and aesthetics, energy savings, comfort from shade, carbon sequestration, reduced urban heat island effect, and habitat improvement. “I am very pleased with the tree planting program that LEAF provided. My trees were planted professionally and look healthy. I look forward to watching them grow and to see the changes they will go through as the seasons change. Thank you, LEAF!” - Pickering resident and LEAF participant Students releasing salmon into Duffins Creek LEAF staff planting a tree in a resident’s backyard - 559 - Enhancing the Natural Environment 7 | Page Plant Party Workshop To help kick-off the March Break, children from ages 6 – 12 were invited to the Pickering Central Library for two Plant Party workshops. 137 attendees were able to learn about seeds and how they grow from Pickering Parks Operations staff. The successful event ended with each participant taking home a starter seed kit to plant in their own backyard. Plant Party workshops at the Pickering Central Library - 560 - Engaging with the Community 8 | Page Partnership with Elexicon Energy Take Pride in Pickering Elexicon’s Corporate Giving Program funds projects that help empower communities. As part of Phase 1 of the City’s Community Climate Adaptation Project (CCAP), the City identified that community-based preparedness was particularly important for protecting health during emergencies. As a result, the City partnered with Elexicon Energy to purchase 100 Emergency Preparedness kits that could assist residents in the event of a power outage or emergency. Participants that engaged in the survey for the CCAP were entered into a draw to win a free bag. As part of Take Pride in Pickering Day, the City hosted a community clean-up and tree planting event in the spring. Over 200 volunteers joined the two-hour event to pick up litter and plant 150 trees and shrubs in Duffin Heights. Take Pride in Pickering initiatives were undertaken by Environmental Stewardship Pickering (ESP), which is a partnership with the City, Ontario Power Generation, and TRCA. “These community planting events highlight that the environmental awareness of the Pickering community continues to strengthen, and that there is a continued call for community-based opportunities for environmental action.” - David-Angelo Williams, Toronto and Region Conservation Authority & Environmental Stewardship Pickering Emergency Preparedness kits sponsored by Elexicon Energy Volunteers planting trees in Duffin Heights for Take Pride in Pickering event - 561 - Engaging with the Community 9 | Page Earth Month Bike Month Pickering Prom Boutique In celebration of Pickering’s Earth Month, the City offered free educational workshops and webinars with expert guest speakers. Over 130 individuals participated in these events to learn about a variety of topics, including Making a Birdhouse, Invasive Species and their Environmental Impact, as well as Gardening for a Changing Climate. In partnership with Smart Commute Durham, the City celebrated Bike Month from June 1 – 30. Bike Month brings together families, employers, commuters, and community organizations to promote cycling events across the Greater Toronto and Hamilton Area. The local events included: bike month pledge and bingo, as well as a cycling challenge and scavenger hunt. The City also invited Durham Region Cycling Coalition to the Pickering Farmers’ Market to share information and tips for safe cycling in the community. To support high school students with formal clothing for their prom and graduation, the City, in partnership with the Pickering Public Library, hosted its first-ever Prom Boutique. The event encouraged residents to donate their gently used dresses, suits, and formal wear at the Pickering Public Library, so that students could shop for free. Thanks to the community’s generosity, the two-day event supported 175 students to dress for their upcoming special events. Getting ready to help students shop at the Prom Boutique Earth Month webinar Earth Month workshop - 562 - Engaging with the Community 10 | Page Pickering named Smart21 Community of 2023 Park Stewardship Program Birds in Pickering Campaign The Intelligent Community Forum (ICF) has recognized Pickering as one of the world’s Smart21 Communities of 2023. The ICF’s program recognizes leading municipalities that are successful in levering the power of technology to develop inclusive and prosperous communities. Notable smart initiatives in Pickering include: increasing all-fibre broadband in remote areas, enhancing library programs and services, implementation of the Integrated Sustainable Design Standards, and many others initiatives. The Park Stewardship Program encourages businesses and community groups to keep their local parks clean. As of 2023, there are 19 groups, that have become Park Stewards by making a commitment to do litter cleanups and promote a positive image in their neighbourhood park. The City of Pickering, in partnership with the Pickering Naturalists Club and TRCA, hosted an educational bird webinar that was attended by 36 residents. The group also hosted a Birdwatching for Beginners event for 30 participants at Alex Robertson Park to educate residents on the variety of birds that inhabit the area. Pickering City Hall Birdwatching event at Alex Robertson Park Volunteer doing a litter cleanup - 563 - Engaging with the Community 11 | Page Community Litter Cleanups Civic Awards The City regularly supports community groups, individuals, schools, businesses, and places of worship, who wish to help keep the community clean. Pickering provides bags, gloves, and disposals of the collected materials. Volunteers participate in litter clean up initiatives through Pickering's 20-Minute Makeover, Pitch in Parties, Plastics & Litter Challenge, and the Provincial Day of Action on Litter. This year, 47 community cleanups took place throughout the city, representing over 2,000 participants. The Civic Awards recognizes members of the Pickering community that have made a significant contribution to the city. Mattamy Homes was awarded the Sustainability Award for their Bloom in Seaton Project. This is an innovative, sustainable community of 50 townhouse units and 24 stacked back-to-back units in the Seaton area, featuring advanced sustainable technology, natural amenities, and energy-efficient home designs. The Environment Award was provided to Craig Bramford for his role in advocating for responsible urban design and city planning on behalf of Pickering residents. Mattamy Homes presented the Sustainability Award Craig Bramford presented the Environment Award 20-Minute Makeover Litter Cleanup event - 564 - Engaging with the Community 12 | Page Winter Wonderland Environmental Schools Grant The City, in partnership with Ontario Power Generation, North American Young Generation in Nuclear, TRCA, and PineRidge Arts Council, hosted a free family workshop event to kick-off the winter. At this event, 50 attendees had the opportunity to paint a wooden ornament, make a wreath, explore wildlife up-close, and more. The Environmental Schools Grant supports Pickering school-based activities and programs that benefit the community and contribute to a healthy environment. By accessing the grant, seven schools in Pickering were able to undertake exciting projects, such as: creating pollinator gardens with native plantings, installing outdoor community garden beds to grow flowers and fresh food, installing bird feeders, improving outdoor learning programs, and purchasing materials such as a hydroponic growing tower and vermicomposter to enhance their garden projects. “Thank you, City of Pickering, for supporting our local environment, our eco initiatives and the students at our school!” - St. Monica Catholic School Wreath making at the Winter Wonderland Workshop Tree Planting at St. Monica Catholic school - 565 - Engaging with the Community 13 | Page Pickering named Smart21 Community of 2023 Battery Recycling Program Compost Giveaway and Recycling Bin Exchange Dog Waste The Battery Recycling program allows residents to drop-off batteries to the Chestnut Hill Developments Recreation Complex, Pickering Central Library, Pickering Museum Village, George Ashe and East Shore community centres. In 2023, 299 kilograms of batteries were recycled responsibly. The City hosted a compost and recycling bin exchange, in partnership with the Region of Durham. At this popular curbside event, over 1,325 residents picked up free compost for their gardens and were able to purchase or swap out their old bins for new ones. The Dog Waste Diversion Program is available in 18 parks across Pickering. In 2023, approximately 6.5 tonnes of dog waste was collected and delivered to a facility that converted it into electricity. Compost Giveaway - 566 - Urban Agriculture 14 | Page Urban Agriculture Project The City has long recognized the importance of implementing and investing in urban agriculture initiatives to address food supply, food security, and to encourage sustainable urban development. These activities can help reduce grocery bills, carbon emissions, and provide opportunities to support social, physical, and mental wellbeing. In February 2023, Pickering Council requested staff to explore ways to enhance urban agricultural initiatives. Through Let’s Talk Pickering, an online survey was conducted to better understand the needs of the community, and 530 respondents shared their insight. The City also engaged with schools, places of worship, and members of the development community to explore incorporating urban agriculture features into their lands. Working with community partners is a great way to move forward. ‘We Grow Food’ for example, worked with residents of a Durham Community Housing site in 2023 to construct raised garden plots using funds from the City’s Community Grant program. Also, the City’s Environmental School Grant Program was used by local area schools to build raised garden beds and purchase indoor vegetable growing towers. Looking ahead, the City will continue developing opportunities that promote urban agriculture through a variety of means, including workshops, stakeholder outreach, and working with others, such as the building community to integrate these features into new developments. - 567 - Urban Agriculture 15 | Page Pickering City Centre Farmers’ Market Community Vegetable Gardens in Pickering The City hosted another successful year at the Farmers' Market to help residents connect with local farmers, bakers, artisans, and small local businesses. Residents also enjoyed themed events, such as 55+ Day, Environment Day, Pickering Blooms Day, and more. The in-person market ran for 17 weeks, with approximately 2,500 visitors, supporting upwards of 25 vendors. Thanks to community support, the market won Diamond Winner - #1 Farm Market for Pickering/Ajax Durham Region Readers' Choice Awards. This is the 5th consecutive year that the City has been recognized in the Readers’ Choice Awards ‘Best Farm Market’ category. The City of Pickering’s Community Garden Policy recognizes these areas for their benefits to health, social ties, environmental education, and food security. This policy oversees municipal community gardens, ensuring equal access for residents to grow produce in collaborative, engaging, and healthy environments. Currently, Pickering operates two such gardens: one at Valley Plentiful Community Garden (VPCG) in Diana Princess of Wales Park, and another at the George Ashe Library & Community Centre, part of the '55+ Plot to Plate' program. Both sites also feature donation plots that support the local food bank. In 2023, the City began planning for an enhancement to the VPCG site, to add accessible parking and raised beds. Pending approval, this project aims to be completed in the fall 2024. The Pickering Public Library also initiated its first Seed Library program. The Seed Library encourages healthy food and sustainable practices, while protecting the biodiversity of plants and food crops. Through this initiative, the library will be offering free programs in 2024 about food literacy, seeds, and gardening. This project will be completed in three phases. Phase 1 is complete and Phase 2 and 3 will be completed by the end of 2024. Valley Plentiful Community Garden Farmers’ Market vendor - 568 - Urban Agriculture 16 | Page Community Electric Vehicle Charging Stations Energy Retrofits To support and encourage the adoption of electric vehicles (EVs), the City completed the installation of six EV charging ports at the Chestnut Hill Developments Recreation Complex. This includes a 60 kW Level 3/DCFC charger, a first for Durham Region municipalities. The City also installed six Level 2 EV charging ports at the Pickering Operations Centre. The project was partially funded through Natural Resources Canada’s Zero Emission Vehicle Infrastructure Program, which provided funding to Elexicon Group Inc. to help support the installation of EV chargers across Ontario. The City successfully completed a comprehensive boiler retrofit project at the Pickering Civic Complex, encompassing City Hall and the Central Library. The initiative involved replacing end-of- life natural draft units with high-efficiency modulating condensing boilers, achieving a 20% increase in efficiency. This retrofit has resulted in a significant annual reduction of 52 tonnes in greenhouse gas emissions. As part of the ongoing improvements to the system in the current year, new design envelope heating circulators are being introduced. These enhancements are expected to optimize heat generation, delivery, and system controls, resulting in further energy savings. The City was recognized by Windfall Ecology Centre for its implementation of this project. City recognized by Windfall Ecology Centre - 569 - 17 | Page Community Climate Adaptation Project The Community Climate Adaptation Project is one of Pickering’s many initiatives, that supports its journey to advance sustainability. Building upon existing work, the results of this project aim to assist the City to further improve climate resiliency by verifying and addressing the impacts of climate change, such as from extreme weather-related events. The project will engage the broader community, including residents, organizations, community groups, businesses, institutions, places of worship, and vulnerable populations. This project aims to be completed in 2024. Promoting the Community Climate Adaptation Project - 570 - Looking Towards the Future 18 | Page Integrated Sustainable Design Standards Corporate Strategic Plan The Integrated Sustainable Design Standards (ISDS) came into effect in January 2023 and established a new set of standards that allows the City to review development through a sustainability lens, based on modern, green technology criteria and best practices. In November 2023, Council passed By-law No. 8054/23 to adopt Amendment 50 the Pickering Official Plan. This by- law recognizes and reinforces the ISDS with policies in the Pickering Official Plan. The ISDS is mandatory for all new Planning Act applications, and it includes both mandatory (Tier 1) and voluntary (Tier 2) standards. Notable development applications include high-rise residential buildings in the City Centre area and along Kingston Road, that are all proposing green roof design, and where feasible, community gardens into the landscape and building podiums. Various developers of mid to high-rise residential developments committed to pursuing several sustainable design elements, including timber construction, greenroofs, Passive House Certification, and Zero On-Site Carbon. The City has developed its first Corporate Strategic Plan, which identifies a vision, goals, and key actions to be achieved over this term of Council and beyond. The strategic plan focusses on six key priorities and include actions to: 1. Champion Economic Leadership & Innovation 2. Advocate for an Inclusive, Welcoming, Safe & Healthy Community 3. Advance Innovation & Responsible Planning to Support a Connected, Well-serviced Community 4. Lead & Advocate for Environmental Stewardship, Innovation and Resiliency 5. Strengthen Existing & Build New Partnerships 6. Foster an Engaged & Informed Community Vegetable gardens and greenhouse at Daniels FirstHome™ Pickering Greenroof at Chestnut Hill Developments – Universal City Phase 1 City of Pickering Corporate Strategic Plan - 571 - 19 | Page We welcome your comments, questions and suggestions. Please contact the City's Sustainability staff at sustainability@pickering.ca Alternate formats available upon request at 905.683.7575 or customercare@pickering.ca In 2024, the City of Pickering will continue its longstanding commitment to create a more sustainable community. Join us on the journey to become one of the most sustainable cities in Canada. There are many fun and inspiring ways to make Pickering a better place socially, environmentally, and economically. To learn how you can get involved, visit: pickering.ca/sustainable. - 572 -