1. PARKS, RECREATION AND CULTURE STRATEGIC MASTER PLAN
TOWNSHIP OF SCUGOG:
PARKS, RECREATION AND CULTURE STRATEGIC MASTER PLAN
Update Presentation to Council | Dec. 11, 2017

2. Project Process Progress to Date
April – August 2017
Background Review, Trends, Public & Stakeholder Consultation
Progress to Date
September 2017
Interim Reporting
6 Project Steering Committee & Staff sessions
1 Initial community meeting
2 online surveys (public + user group)
11 Stakeholder sessions with community + user groups, Committees of Council, etc.
October - November 2017
Options for Recommendations
December 11, 2017
Council Update / Presentation of Options
December 21, 2017
Draft Reporting, Implementation Plan
January 2018
Over 300 public survey responses
Public Meeting
Early February 2018
Finalization for Staff Review
February 2018
Council Approval

3. Vision & Goals “
Investment in recreation facilities and services to meet the needs of all residents in all communities. “
Goal 1: Make Recreation Accessible to All
Goal 2: Promote health, wellness and active living though a variety of opportunities
Goal 3: Fiscally sustainable facilities renewal and investment
Goal 4: Support, promote and partner for access to facilities and programs

4. Indoor Ice: Arenas Standards:
Current*: 1 ice pad per 8,647 residents (1 per 576 registered participants)
Regional*: 1 ice pad per 11,950 residents (includes Scugog, Uxbridge and Brock)
Target: 1 ice pad per 450 to 700 participants
Implications of Growth:
Standard of 1 per 9,742 residents (2026) with no new investment.
Based on standards, no investment in ice is required over the term of the plan.
Current Issues:
Regional system of indoor ice usage.
Blackstock Arena – undersized, poor condition.
Strategy:
Port Perry and Blackstock as recreation hubs.
Blackstock Arena be decommissioned.
Service delivery, operational efficiencies and avoidance of unnecessary capital expenditures translated into clear decisions for Blackstock.
*Note: Blackstock ice surface counted as Standard of provision will improve if pad is rebuild to a standard size.

5. Decommission Blackstock Arena
Arenas
Option 1: Centralized Ice Approach
Decommission Blackstock Arena
3rd Pad added at SCRC
The Township should consider the following options for the replacement of the Blackstock arena:
Option 1 - Development of a third ice surface at the SCRC and the decommissioning of the Blackstock Arena;
Option 2 - Decommissioning of Blackstock Arena and construction of a new single pad facility (with capacity for expansion in situ for a second ice surface) at the same site.
Consider the development of additional facilities as part of the building. E.g. ancillary meeting room, gymnasium.
Option 2: Rebuild Blackstock On-Site
Rebuild Blackstock Arena to be standard size ice surface in existing location
No change to SCRC ice

6. Arenas
Both options recognize the importance of decommissioning the existing arena within the medium term and its replacement with new development.
It is recommended that the Township undertake the following key steps to determine a preferred solution:
Feasibility assessment for the addition of a third pad at the SCRC.
Assessment of capital costs for the development of a single pad (plus ancillary space and site development) at Blackstock.
Community consultation.  
A site fit exercise for the Blackstock Recreation Complex site is currently underway.

7. Gymnasium / Field House
Opportunity exists, and the need is evident, for a municipally controlled and programmed space for dry-land recreation use.
The capacity of the Township to effectively develop its programs is limited by the lack of suitable indoor space.
Strategy:
Options include:
Option 1 – Repurpose existing community centre hall (will not result in a state of the art space that provides a long term solution).
Option 2 (Preferred) - Develop multi-purpose gymnasium or field house space to accommodate a range of users.
Adopt concept of a multi-use gymnasium or field house building which should be co-located with existing facilities.
Location Options:
SCRC (preferred/recommended option), or
Blackstock (alternative option).

8. Indoor Pool Regional Supply: Drop-In Pool Usage:
Leisure Pool (Stouffville)
Year
Number of Pool Visits
Approximate % of pool visits from Scugog
Approximate number of pool visits from Scugog
2016
107,388
<0.5%
537
2015
109,205
546
2014
100,493
502
Uxpool (Uxbridge)
Year
Number of Pool Visits
Approximate % of pool visits from Scugog
Approximate number of pool visits from Scugog
2016
38,786
30-40%
13,575
2015
38,934
13,627
2014
40,670
14,235
What the Community Said:
Approximately 79% of respondents indicated that the Township of Scugog requires additional indoor recreation facilities – responses almost exclusively mention an indoor pool, as well as a gymnasium, fitness space and walking track.

9. Indoor Pool Conclusion: Pools are consumed regionally.
Residents do aspire to have a pool in town.
Practical Considerations:
Currently in final stages of evaluating developer proposed pool.
Pool is a major capital investment and most expensive asset to operate.
Any choice involving cost sharing and share use limitations must represent good value for money.
Long-term aspiration is for a municipal standard pool.
Most appropriate location is at SCRC.

10. Indoor Pool CASE STUDY: Laurier Brantford YMCA
Capital costs (total of $58.4M) split between:
Federal Government ($16.7M);
Provincial Government ($16.7M);
City of Brantford ($5.2M);
WLU Students Union ($3.6M);
Donations ($2M); and,
WLU / YMCA responsible for remainder ($14.2).
WLU / YMCA will operate facility (WLU will get first priority for pool).
CASE STUDY: Clarence-Rockland YMCA
YMCA has operating cost liability.
Subject to a subsidy cap which is applicable for the first 5 years of operations.
If / when surplus occurs, City recovers its subsidy paid over first 5 years.
CASE STUDY: London YMCA
Joint partnership with City.
Joint venture for 40-year term, after which building and land become property of YMCA.
YMCA responsible for all operations and capital.
CASE STUDY: Waterloo West YMCA
Partnership with City and University.
YMCA has operating costs liability for YMCA operations and shares cost and responsibility for shared spaces with library and City.

11. Community Halls Latcham Centre Strategy for Community Halls:
Direction away from stand-alone facilities.
Monitor use and continued viability of stand-alone community halls.
Continue to work with hall boards.
Investigate viability of providing additional programming in rural halls.
Standards:
Current (stand-alone halls): 1 per 3,088 residents
Current (all halls): 1 per 2,165 residents
Target: None recommended
What the Community Said:
Would like more programs offered outside of Port Perry.
Latcham Centre
Standards:
Not applicable (facility investment based on need)
Other Implications:
Waterfront Revitalization Project – Phase 2 deals with the redevelopment of the Old Mill building and surrounding lands (including Latcham Centre)
Strategy for the Latcham Centre:
Future opportunity to co-locate senior’s centre with Lawn Bowling Club.

12. Cultural Facilities Strategy
Scugog Shores Heritage Centre and Archives (SCRC) & Museum Village (Island)
Town Hall 1873
Kent Farndale Gallery
Strategy
Consolidate heritage resources at Town Hall and Museum Village.
Repurpose Heritage Centre and Archives for program space / youth centre.
Enhance arts, culture and historical presence at waterfront (Old Mill building).

13. Ball Diamonds Standards: Current: 1 ball diamond per 1,801 residents.
Target: 1 ball diamond per 2,500 to 4,000 residents.
Implications of Growth:
Standard of 1 per 2,029 residents (2026) with no new investment.
Based on population standards no new diamonds are required during the term of the plan.
What the Community Said:
Generally satisfied with ball diamonds.
Concern with Seagrave diamond – drainage, safety, etc.
Strategy:
Maintain existing diamonds conducting required capital repairs.
Improve Carolyn Best diamonds through the lighting of all fields.
Potential relocation (beyond the plan period) of Joe Fowler ball diamonds - if determined to not be best use of waterfront lands.
Continue to monitor and assess utilization and capacity.

14. Soccer Fields Standards:
Current: 1 field per 2,011 residents (1 per 47 registered participants).
Target: 1 field per 80 to 100 registered participants.
Implications of Growth:
2026: Standard of 1 field per 2,266 residents with no new investment.
Based on population standards, no new fields are required during term of plan.
Strategy:
Maintain existing fields, conducting required capital repairs.
Enhance capacity of existing fields for events and tournaments (i.e. lighting, seating, etc.).
Continue to monitor and assess utilization and capacity.
Soccer Fields
Park Name / Location
Full-Size
Mid-Size
Mini
Micro-Mini
Total
Lit
Unlit
Scugog Soccer Fields - 5 4 14
Cartwright Sports Fields 1 6 15
Total Current
(Full-size Equivalents)
3.75
10.75
Equivalency:
Full-size Lit = 1.5 fields
Full-size Unlit = 1.0 fields
Mid-size Unlit = 0.75 fields
Mini Unlit = 0.5 fields
Micro-mini Unlit = 0.25 fields

15. Parkland Standards: Implications of Growth:
To provide the target level of provision as set out in the Official Plan, the total amount of future parkland needs by type are provided below:
 Township Parks Hierarchy
Total Parks
Size (ha)
Current
Level of Provision
Target Level of Provision
(as per Township Official Plan)
Township & Community Parks 12
61.41
2.84 hectares per 1,000 residents
3.0 hectares per 1,000 residents
Neighbourhood Parks & Parkettes 20
10.40
0.48 hectares per 1,000 residents
1.0 hectares per 1,000 residents
Total 32
71.81
3.32 hectares per 1,000 residents
4.0 hectares per 1,000 residents
Strategy
Maintain existing parks in hamlets as outdoor recreation hubs.
Acquire parkland within planned subdivisions for new Neighbourhood Parks to address growth related needs.
Priority for larger Neighbourhood or Community Parks rather than smaller parkettes.
Type
2016
2021
2026
Population
21,617
23,415
24,355
Township & Community Parks (ha)
61.41
70.31
(+8.90)
73.08
(+11.67)
Neighbourhood Parks & Parkettes (ha)
10.40
22.58
(+12.18*)
24.53
(+14.13*)
Total (ha)
71.81
92.89
97.61
Future Needs (ha) -
+21.08
+25.80
* Note: Includes 1.7 ha comprising 3 planned future parks to be built in 2019 and 2021.

16. Immediate Next Steps Staff and Council Input on the Options
Drafting the Plan
Public Validation of Refined Options + Finalize the Plan