Workshop to Advance the Strategy

1. Workshop to Advance the Strategy Strategic Facility Plan for Recreation, Arts and Culture Township of Oro-Medonte March, 2009

2. Purpose Recommend an attainable approach/strategy to provide recreation, arts and culture facilities (including libraries) over the next 20 years in the Township. Determine if it is acceptable and feasibleto combine some of the needed indoor and outdoor facilities into a complex, thus creating a high profile focal point in the Township for recreation, culture and arts activities.

3. Progress Key activities: inventory and analysis of facilities (quantity, location, use, condition) + park, open space and facility mapping; Examination of the leisure delivery system; discussions with neighbouring communities; age-specific population projections to 2031; consultation with user groups and other stakeholders, as well as the broader community; community profile research and analysis; leisure trend analysis; projections of facility needs; affordability research; investigation of partnership opportunities, including funding; findings and conclusions; and Emerging facility-specific and township-wide strategies.

4. Key Facts about the Township 2006 population: 20,031 (up 9.4% from 2001) - 50% faster growth than provincial average However, most of that growth was in the 2001-2003 period – little growth between 2004 and 2006. The Township’s population is considerably older than the provincial average and that of Simcoe County. Considerably more than half of the population lives in the southern half of the Township, and that will increase.

5. Key Facts about the Township Overall, Township residents are more affluent, better educated and fewer are disadvantaged than is the average for Ontario. Most residents travel outside of the Township to work and most drive their own vehicle to work. The population is not ethnically diverse.

6. Looking to the Future The population target for 2031 is 28,100 (would be an increase of about 8,000 from 2006). - number has been set by the County, based on the provincial allocation to the County. The Official Plan strives to maintain the rural and ‘natural’ nature of the Township, with no dominant concentration of population or community. The Offical Plan is directing most of the growth to Craighurst and Horseshoe Valley, as well as Sugar Bush, Buffalo Springs, the Hawkestone area, and the Warminster/Price’s Corners area.

7. Looking to the Future A notable concentration of population is beginning to emerge along the Horseshoe Valley Road corridor (Craighurst, Horseshoe Valley Resort, Sugarbush, Buffalo Springs) – with 5-6,000 new permanent residents planned. Age-specific population projections were completed for the Township in five-year intervals to 2031 by John Kettle (November, 2008). The projection assumed slower growth in the immediate future, above average in-migration of middle aged adults & young seniors, & accounted for the above average out-migration of 18-28 year olds.

8. Looking to the Future Population Projection to 2031: 2001 18,315 2006 20,031 2011 20,587 2016 21,341 2021 22,941 2026 25,232 2031 28,100 Shifts in age profile - most influenced by four factors: i) the aging of the Echo generation (age 15-30 in 2009), ii) the aging of the Baby Boom generation (age 44-63 in 2009), iii) the charateritics of new residents, and iv) the anticipated growth in the total population.

9. Looking to the Future Broad Implications for Demand for Leisure Activities Over the next 30 years, there will be a very large increase in demand for all of the activities that a mature Baby Boom market and an adult Echo generation will desire – including increasing expectations for: quality, comfort, value for price, flexibility, focus on the individual, accessibility, and eco-friendly. Over the next 10-15 years, there will a decline in demand for all activities of interest to children and youth – then a slow increase in demand back to current levels by 2025-2030.

10. Looking to the Future Broad Implications for Demand for Leisure Activities There will be fewer children and youth available. Age 4-12 will decline by 18% by 2021 (400) – increase back to the 2006 level by around 2027 Age 13-17 will decline by 23% by 2026 (338) – then slowly increase The young adult market(18-34)will increase steadily by 2031 (26% or 954) – with most of the growth in next 10 years The mid-life adult market (35-54) will decline by 22% or 1,419 by around 2021 – return to close to the 2006 level by 2031 Overall, the adult sport market (18-54) will decline by 6.5% or 662 by 2021 – return to the 2006 level by 2027

11. Looking to the Future Broad Implications for Demand for Leisure Activities The empty nester market (55-64) should increase by 34% or 955 to 2026 – then begin to decline. The 65+ age group should increase by 224% or 6,000 by 2031. By 2031, the Baby Boom generation will be age 66-85 and represent 27% of the population. By 2031, the Echo generation will be age 37-52 and represent 18.3% of the population.

12. Looking to the Future Interest will gradually become less and may even decline for: many team sports and large group activities; many rugged, strenuous activities; activities with a fitness-only focus (as opposed to holistic wellness); formal, highly structured or directed pursuits (e.g., highly organized and scheduled programs); consumptive activities (e.g., hockey in summer); indoor pursuits (other than home); and activities that provide a limited range of benefits (personal, social, economic, environmental).

13. Looking to the Future At the same time, interest will gradually increase for the following: gentler, more passive activities; individualistic, self-directed, self-scheduled pursuits; activities that support flexibility and convenience; pursuits that provide a cultural experience; casual, informal pursuits and activities that take less time; team and personal sports for women and girls; home-oriented pursuits; experiences that provide for learning and personal enrichment; higher quality, higher levels of service and more comfort; outdoor activities; environmentally-friendly facilities and programs; pursuits that are self-fulfilling and provide a wide range of benefits, particularly to individuals and families; activities/facilities that focus on holistic wellness – mental and physical well-being; and pursuits that are more economical and provide good value.

14. Looking to the Future Since the age profile of Oro-Medonte is currently much older than Ontario as a whole and a similar aging of the population is expected to continue, the upward and downward generic/provincial leisure trends will be more pronounced. Additional influences will come from the above average income and education levels of the population, as well as the low level of ethnic diversity.

15. System-wide Conclusions Due to the large size of the Township, the widely disbursed nature and low density of the population with no (current) dominant population centre, and the amalgamation of two former rural townships (and small parts of three others municipalities) with different levels of provision, the following has resulted: an oversupply of some facilities, leaving many facilities under-utilized or simply unused; facility provision that is not uniform across the new Township, in terms of type, quantity and quality of facilities; a less than ideal location/distribution of most facilities and parks relative to where people live – with very little in the north. there is only one of some types of facilities (e.g., arena, large municipal hall, beach), - all of these facilities are located in the southern part of the Township; and A strong dependence on Barrie, Orillia and Midland to provide many leisure facilities and programming.

16. System-wide Conclusions The existence of the Oro Moraine, Lake Simcoe, Bass Lake, and large tracts of forest and wetlands has provided an outstanding inventory of nature-oriented recreation opportunities that greatly exceeds the norm. The existence of a good number of non-public/community-based parks, open space and recreation facilities is unusual – and presents both opportunities and issues. The lack of a secondary school in or near the Township removes some key public facilities and focuses many youth-based activities and communities of interest away from the Township.

17. System-wide Conclusions The strong base of volunteers is at the centre of program and facility provision, and defines an essential community development role for the Department of Recreation and Community Services. However, this diminishing asset must be nurtured if volunteers are to continue to play a pivotal role in the future. Although volunteers are heavily invested in the management, operation, marketing, scheduling and programming of community halls, the current model is not working as well as it should. Much volunteer time is invested and many events are hosted simply to raise funds to cover operating costs and support minor capital improvements and upgrades, rather than to provide essential community programming. And the Municipality is at increasing risk (safety, security, insurance requirements, LCBO regulations).

18. System-wide Conclusions The existence of two well developed trail systems and pockets of other well developed trail networks is an asset, which would be greatly enhanced (for local recreation and tourism) if the systems and pockets of trail activity were better integrated and promoted. The significant role of other providers in the public, quasi-public and commercial domains has resulted in an array of typical as well as some unique recreation opportunities (e.g., golf, marinas and yacht clubs, other water-based opportunities, alpine skiing and snowboarding, cross-country skiing, bicycling, equestrian activities, camping, nature appreciation, exhibitions, and large spectator events).

19. System-wide Conclusions The slow and piecemeal nature of residential development and the small size of many residential clusters, as well as inadequate parkland acquisition policies and decisions have resulted in: many examples of poorly located, sized and shaped parkland, some of with minimal frontage, and some that are unusable or only marginally useful. The absence of parcels of parkland that are of suitable size, location and setting for the development of modern recreation facilities and clusters of facilities is seriously jeopardizing the ability to find adequate solutions to a number of facility shortfalls. Only ten parks are between two and five hectares in size and only three are larger than five hectares. This deficiency will likely require the purchase of some additional parkland.

20. System-wide Conclusions By contemporary standards, few parks are well developed, with only Sweetwater and Bayview Memorial parks approaching minimum standards for functinonality, layout and attractiveness. Some parks have been developed and utilized for purposes that are not in keeping with their size and location (e.g., Richelieu and Craighurst). The northern third of the Township is under-serviced compared to the rest of the Township, with no indoor community facilities north of Highway 400.

21. System-wide Conclusions Most municipal facilities are in fair to poor condition, requiring large amounts of capital investment in the coming years, if they are to remain viable. In most cases, the cost to maintain these facilities over the next 20 years exceeds the cost to replace each facility with one of similar size, but of higher quality and character, as well as lower annual maintenance and utility costs going forward. Many indoor and outdoor facilities are too small and of marginal quality and character to support the type of leisure programming and uses expected by contemporary society, and the expectations of tomorrow’s residents will continue to increase.

22. System-wide Conclusions Condition Audits on the Community Halls Although what was recommended for each facility was unique, there were a number of common themes for repair/replacement over the next 20 years: surveying for asbestos-containing material, adding CO detectors, weather stripping and replacement of doors and windows, ongoing maintenance of exterior walls, modifications to meet provincial requirements for accessibility, barrier-free washrooms, roof repairs/replacement, heating system repairs/replacement, plumbing and water supply system improvements/repair/replacement, replacement of septic systems, ongoing maintenance of interior walls and floor finishes, improvements and repair to electrical systems, and replacement of emergency systems.

23. System-wide Conclusions Condition Audits on the Community Halls Edgar, Warminster, Eady and Carley halls are particularly high maintenance facilities, and will require regular and costly repairs to brickwork and to the stucco finish on the Edgar facility. The estimate for recommended repair and upkeep over the next 20 years varied from $235,000 to $534,000. (Total of $2.8 million) Although the actual cost of individual works may be lower, inflation may more than compensate. At $240/square foot, the cost to replace these facilities using contemporary style, configuration and construction methods varied from $168,000 for Warminster Hall to $546,000 for Jarratt Hall. The cost is higher to repair than to replace Warminster, Carley and Edgar halls, with Craighurst very close. When repair budgets exceed 65% of replacement cost, facilities are generally replaced with more functional, and energy- and cost-efficient facilities. New facilities would be much more efficient, functional and appealing; would generate increase revenues; and could consolidate some halls and volunteer resources.

24. System-wide Conclusions The Oro-Medonte Community Arena and banquet hall also requires a great deal of repair over the next 20 years and beyond. $875,500 is targeted for the next five years & another $825,000 for Years 6-10 estimated at $3.8 million over the next 20 years in 2009$ only a few functional and aesthetic upgrades are included in the recommended initiatives big items in the next 10 years include roof replacement, refrigeration components, improvements to dressing rooms, replace ice slab/refrigeration distribution piping/under-slab heating system/related components, electrical upgrades & exterior cladding. A new modern facility, (cost of $8-9 million) would be more functional and appealing, and would cost less to operate. A new, and relocated facility would also provide a better option to add components to better support existing and future park functions and other indoor activities in the near and longer-term future.

25. System-wide Conclusions The relatively small number of residents for the large geographic size of the Township and the above average burden placed on the residential tax base, has made it challenging to adequately finance municipal services, especially parks, recreation and arts/culture. Partnerships will be essential to significantly improve and add to leisure opportunities.

26. Emerging Facility Strategy Planning and Provision Principles This Strategic Facility Plan is founded on a number of principles that are intended to provide a guiding philosophy for planning and decision making for now and into the future. Some of the principles are based on the personal, social, economic and environmental benefits of parks, recreation, culture and the arts. Others reflect contemporary planning principles for the provision of leisure facilities and related programs, activities and services.

27. Emerging Facility Strategy The Benefits of Parks, Recreation, Culture and the Arts The personal, social, economic and environmental benefits of parks, recreation, culture and the arts are becoming increasingly well documented and widely known, and have become the centerpiece of contemporary leisure delivery systems. The benefits have been translated into ‘belief’ statements, tailored to the Township of Oro-Medonte. We believe thatan investment in parks, recreation, arts and culture in the Township of Oro-Medonte is an investment in the beauty and appeal of our community; and the growth and development of our citizens, our community, our economy and our environment.

28. Emerging Facility Strategy Research indicates that the results of this investment include: Improved personalhealth and well being for our citizens -recreation and active living results in lower costs for health care, improved quality of life, and increased life expectancy. Greater citizen participation - involvement in community organizations results in more civic engagement, and ultimately a safer and more democratic community. Proud and confident leaders-involvement in recreation, parks, and arts and culture builds important social skills and produces leaders better able to serve their community.

29. Emerging Facility Strategy Strong neighbourhoods - recreation, parks and the arts can be a catalyst for building a strong and self-sufficient community and appealing and safe neighbourhoods. Reduced crime and lower costs for policing and justice- increased opportunities in recreation, sports and the arts will reduce self-destructive and anti-social behaviour, alienation and racism. Acleaner and healthier environment- parks and natural areas protect and can enhance ecological integrity, improve air quality, help to purify our water and encourage stewardship ethics. Economic growth - recreation, sports tournaments, festivals, and arts and culture contribute to the positive economic and social environment necessary for business success – stimulating spending and employment, increasing productivity and increasing attractiveness of Oro-Medonte to new residents, tourists, and new and existing businesses.

30. Emerging Facility Strategy Building strong families- families that play together – stay together. Recreation supports and strengthens families. Balanced human development -mind, body and spirit - involvement in recreation, play, sports, and arts and cultural activity can help children, youth and adults develop their full physical, social, creative, intellectual and spiritual capacity. Preservation and celebrationof our cultural heritage and diversity- helps us to better understand ourselves, our neighbours and newcomers to our community.

31. Emerging Facility Strategy Remaining Planning and Provision Principles Lessen the Dependency on Surrounding Communities Continue to Evolve the Partnership between the Municipality, the Voluntary Sector and Others Complement Rather than Compete

32. Emerging Facility Strategy A Three-Tiered System Township-wide (Bayview Memorial Park, the Oro-Medonte Community Arena, the Guthrie site, possibly opportunities associated with Horseshoe Valley Resort) Community (Sweetwater Park, Vasey Park, Warminster Park, a new Craighurst Park, the community halls, the community facility proposed for the northern part of the Township, and possibly opportunities associated with Horseshoe Valley Resort) Neighbourood/Local (Ravines of Medonte Park, Shelswell Park, Barillia Park, and others) Another element of the three-tiered concept is to increase the linkage among the various open space components via a network of trails and open space greenways.

33. Emerging Facility Strategy Clustering Distribution and Location Locate facilities to be as accessible as possible to where most residents currently live and will live in the future. Also, consider locations that are easy to access by well travelled roads and trails. Given the decentralized nature of much of the population and support of the ‘clustering’ principle, several clusters of facilities will be required, possibly on two levels of scale. Where required, local-level parks and leisure facilities and services should be provided for smaller communities and clusters of residents who live in more remote parts of the Township. Visibility and Prominence Optimal Facility Use Physical Accessibility Environmental Responsibility Fiscal Responsibility

34. Emerging Facility Strategy Three Broad Themes of Enhancement: Upgrade/improve/replace/add to many existing facilities. Consolidate some facilities. As demand increases to support, add some types of facilities that are currently not provided by the Township (as the Municipality can afford and through partnerships).

35. Emerging Facility Strategy Partnerships of many kinds with other public entities, and the quasi-public and the commercial sectors are essential to making significant improvements. continued partnerships with surrounding municipalities regarding library services – agreements to be improved continued partnership with the Township of Severn regarding access to the Coldwater Arena continued partnership with the Coldwater and District Curling Club continued partnerships with hall boards and community associations potential partnerships with Horseshoe Valley Resort, public school board, County of Simoce (forests), the City of Orillia (MURF), and Springwater Township/new Midhurst recreation centre – aquatics, fitness

36. Emerging Facility Strategy Township-scale/Regional parks, facilities and clusters of facilities: Bayview Memorial Park The Guthrie site (upgraded and expanded arena/new arena and community centre, three lit ball diamonds, variety of soccer fields, tennis courts, a field house, multi-purpose program space, possibly a gymnasium) – soccer may not be required if the Orsi facility proceeds and Oro-Medonte soccer is supported there at a reasonable cost Oro African Church Potential cultural centre at Horseshoe Valley Resort Copland Forest – trails and nature-oriented recreation Southside Bass Lake Road Park (picnicking, swimming, boat launch – potential to upgrade into a small secondary waterfront parks and water access point)

37. Emerging Facility Strategy Community-scale parks and facilities An enlarged Ramey Memorial Park and Community Centre (and possibly a medium-size soccer centre – 2-3 fields to replace the Richelieu Park facility) Hawkstone Park and Community Centre (continue to upgrade hall and park) New community centre and community-scale park in Craighurst/possible joint venture with potential new elementary school OR a facility within Horseshoe Valley Resort (or both) OR enlarge the Ian Arthur Beard Centre (take over the whole building) Sweetwater Park Vasey Park (upgrade) Warminster Park (maintain as quality ball diamond – what to do with the site of the old adjacent soccer field?) Old Town Hall/fairgrounds (upgrade hall – what are the plans of the agricultural society and the fairground site – any potential for a joint venture?) Jarratt Hall (upgrade) Edgar Hall (eventually consider for retirement) Eady Hall (eventually consider for retirement)

38. Emerging Facility Strategy Arena Although there is some unmet demand, there is insufficient unmet local and regional current and anticipated future demand for prime time to support another ice surface in the Township for at least 10 years. Options: Continue to repair existing arena over the next 10-20 years and at some point along the way, replace the facility – with higher ongoing operating costs and restricted ability to add onto the facility in its current location. Replace the facility as a single pad ice surface (for now), and design and relocate the facility so it can accommodate complementary indoor components and also support outdoor activities in the park.

39. Emerging Facility Strategy Although the existing arena could possibly remain viable for another twenty years with an estimated investment of $3.8 million plus inflation, a reasonable rationale can be made to consider replacing the facility in the near future. The estimate of $3.8 million plus inflation represents over 65% of the replacement cost for exactly the same facility, which is the point where a new facility is typically considered. A new facility would include improved change rooms; total accessibility for persons with a disability; and contemporary design, engineering and features to improve energy efficiency. Due to lower energy costs and lower regular maintenance costs, as well as the potential to generate higher revenues, a new facility would be less expensive to operate and maintain. A new facility would have a life expectancy of at least 30 years. A new facility could be re-located on the recently expanded Guthrie site to better accommodate other changes and improvements at this park. A new facility could be designed to better accommodate additional indoor facility components that may be recommended for the Guthrie site. Due to improvements in design, features, functionality, and energy efficiency measures, a typical new single ice pad could not be constructed for the estimated replacement cost of the existing facility. It is estimated that a new, contemporary single ice pad would cost $8-9 million, depending on size, features, quality and degree of energy efficiency.

40. Emerging Facility Strategy Indoor Multi-purpose Facilities Craighurst Replace with a contemporary community centre - could be located within the future community park in the expanding Craighurst community. Other options include converting the entire building that houses the Ian Arthur Beard community room into a community centre. A third option may include a community facility located within the residential area of Horseshoe Valley Resort.

41. Emerging Facility Strategy Craighurst (continued) Ideally the replacement facility should be one-storey and comprise 2,000-3,000 square feet of flexible program space with a ten-twelve foot ceiling, and contain suitable additional space for washrooms, storage, a kitchenette and mechanical equipment. The floor should be suitable for all floor-based fitness/wellness programming, dance programs and junior sports programs. If the multi-purpose space is directly associated with a full-size gymnasium, the amount of space could be reduced and the requirement for the cushioned floor would also be reduced. If an elementary school is built adjacent to the community park in Craighurst, consider associating this multi-purpose program space with the school. Before embarking on this initiative, it is recommended that a feasibility study/business case be completed to further test the market/interest, determine the full range of uses, refine the nature and size of the building, estimate revenue and operating costs and estimate capital costs. It is further recommended that this facility be operated and programmed by the Municipality, with assistance from the surrounding community.

42. Emerging Facility Strategy Full size Single Gymnasia If a new elementary school is built anywhere within the Township, explore the opportunity to partner with the school board to provide a full size single gymnasium for school and community use. The gymnasium, with change rooms and possibly one or more smaller multi-purpose program rooms should be designed to be separated from the main school building by a lockable corridor to eliminate the need for after-hours custodial security. It is recommended that the market for and feasibility of at least a full size single gymnasium be examined in more detail as a possible component of a multi-use recreation centre that could be built in Oro-Medonte.

43. Emerging Facility Strategy Warminster Hall Before any significant additional capital investment is made in the Warminster Hall, it should be retired as a public facility. The condition audit identified up to $13,000 in upgrades in Year One and an additional $117,000 in repairs within five years. Given the small size and limited usability of this facility, it is considered that this 700 square foot hall is not a good candidate for continued service as a public recreational/social facility. The limited programming that takes in the facility should be transferred to nearby facilities (Legion, church, school).

44. Emerging Facility Strategy Northern Community Centre It is recommended that a new contemporary community centre to be located in the northern part of the Township, possibly within the Moonstone community. Similar in concept to that recommended for Craighurst. If Eady and Carley halls are retired, the facility in Moonstone could be larger, with more than one room created by one or more high quality folding walls. One possible location for this community centre would be an enlarged Ramey Memorial Park, with improved frontage and access to the park along Line 8. Before embarking on this initiative, it is recommended that a feasibility study/business case be completed to further test the market/interest, determine the full range of uses, refine the nature and size of the building, estimate revenue and operating costs and estimate capital costs. It is further recommended that this facility be operated and programmed by the Municipality, with assistance from the surrounding community.

45. Emerging Facility Strategy Shanty Bay Community If the fire hall in Shanty Bay is enlarged, consider including a small multi-purpose room to support training and some community programming, similar to, but larger than the Ian Arthur Beard community room.

46. Emerging Facility Strategy Multi-purpose Space Associated with the Oro-Medonte Arena If a major multi-purpose recreation facility is provided in association with the refurbished or replaced arena at the Guthrie site, a suitable amount of flexible, multi-purpose, ground floor program space should be provided. 2,000-4,000 square feet of space should be considered, along with washrooms, storage and a kitchenette. The ability to divide the space into two or more rooms should be facilitated via a high quality folding wall. If a gymnasium is also provided as part of this facility, the requirement for a cushioned floor in the multi-purpose room could also be reduced. If an aerobic exercise/dance studio is provided, the amount of multi-purpose space may be reduced.

47. Emerging Facility Strategy Community Halls and Hall Boards Since most halls are under-utilized , minimally promoted, and under increasing financial stress, additional efforts are required to increase revenues. Much better promote the halls, their features, uses/programs and their availability – individually and by utilizing Township resources. In co-operation with the Township, encourage increased utilization through more rentals, community-based programs, Township-driven programs, and annual/seasonal events – that go beyond ‘fundraising’ as the only goal. Consider a centralized booking and referral system to make it easier for customers to book a facility and research opportunities/options. Consider establishing rental fees that are consistent and relate to the characteristics and features of each hall.

48. Emerging Facility Strategy Fitness Facilities It is recommended that the market for and feasibility of a limited to a full service fitness facility be examined in more detail as a possible component of a multi-use recreation centre that could be built in Oro-Medonte. As was recommended under multi-use facilities, a full size single or double gymnasium should also be considered as a component of this potential fitness facility, along with a multi-use aerobic exercise/dance studio. If new multi-use facilities are provided elsewhere in the Township as recommended previously, consider floors in these facilities that will support a wide range of uses, including many floor-based wellness/fitness programs.

49. Emerging Facility Strategy Aquatic Facilities It is recommended that the market for, nature of and feasibility of an indoor aquatic facility be examined in more detail as a possible component of a multi-use recreation centre that could be built in Oro-Medonte. It is recommended that, if Ramey Memorial Park is expanded to accommodate a community hall, that a community-scale water play facility be considered for the park. This would provide an aquatic feature in the northern part of the Township to partially counterbalance the beach at Bayview Memorial Park and the indoor aquatic facility that is proposed to be investigated for the Guthrie site.

50. Emerging Facility Strategy Ball Diamonds 4 of the 6 full-size diamonds are well used – a good deal of our-of-Township use at the Lions diamonds. 3 full-size diamonds are lit. Condition varies between good to excellent. Ball groups indicate some unmet demand. Lions Sports Field Add a third lit softball diamond. Vasey Park Upgrade/replace the lights at Diamond #1 - encourage greater use . Re-align and re-build Diamond #2, including bleachers, but do not add lights - encourage greater use More closely monitor the use of both diamonds to ensure that the rental fee to the Township is paid for all regular use. Drill a well to supply potable water.